"Furst is responsive, supportive, and reliable. We are so lucky to have the wonderful working relationship that we have with them. I cannot say enough about FurstStaffing."
-HR Director/ Community Health Clinic
"Furst is responsive, supportive, and reliable. We are so lucky to have the wonderful working relationship that we have with them. I cannot say enough about FurstStaffing."
Technology has made firing off multiple job applications easier - but as well as more opportunities for success, there is also more chance of rejection.
We wanted to know how experts suggest we turn rejection around so that it helps a job search be successful in the long run.
"Don't take rejection personally," says Los Angeles-based business coach Joanna Garzilli.
"Often there are a number of factors at play including timing, circumstances, office politics and budgets. Just because someone says no today doesn't mean it's a no in the future."
And About.com job-search expert Alison Doyle says: "The best way to deal with rejection is to consider why you were rejected, and then move on."
Continue reading the main story
Alison Doyle Spending time volunteering will help you feel better about yourself"
But analysing rejection is easier said than done. It may be tempting to follow up a rejection email or letter by asking an employer how they reached their decision, but you won't always get a response.
"Many employers won't disclose any information to applicants they rejected, because they are concerned about legal issues like discrimination," says Ms Doyle.
"That said, it can't hurt to ask, and if you do get feedback, consider how you can use it enhance your chances in the future."
If you can't get feedback, you should spend some time asking yourself what might have gone wrong.
Ms Garzilli says: "Do a self evaluation on what went well, what didn't and why? This will help you to be well prepared for the next job interview."
In the relatively anonymous world of online job searching, where the number of applications and rejections can mount up very quickly, it it easy to lose focus on the ultimate goal.
Ms Doyle says: "Do consider how effective your job search is - or isn't.
"Are you applying for the right jobs? Jobs that are a strong match for your qualifications? If not, you are wasting time because there are so many applicants for each position, only the most qualified candidates will be considered."
'Disappointing, disillusioning and discouraging'
Since May, Sheri Bennett, from California, has applied for more than 200 jobs online, but she is still looking for work.
"I have not had many call-backs at all, and a lot of the companies don't even send a courtesy email that you've not been selected," she says.
"Not even an acknowledgment, not even a thank you for applying. Nothing."
The former teacher says it can be very "disappointing" and "disillusioning."
Ms Bennett, who says she is "discouraged" at times, responds by simply "trying harder."
Dan Sparks, vice-president of sales at Hire Live, which stages career fairs, says: "There are very qualified candidates out there and sometimes it just takes a little time to find that right position. says .
"Don't just talk to one company and say, 'That was it, that's all I need to do, I already got that job.' Keep an open mind, don't be disappointed if they say no or don't be disappointed if they move forward with somebody else."
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Being out of work for a prolonged period takes its toll emotionally. Relationships suffer, and unsuccessful candidates can find themselves on a downwards spiral into depression.
Ms Doyle says: "One way many job seekers have dealt with lethargy or depression is to not focus all their time and energy on job seeking.
"Spending time volunteering, for example, will help you feel better about yourself. It may also help you make valuable contacts who can help your job search."
Click HERE for original article.
By Samantha Jeffreys -
ROCKFORD (WREX) -
A new local job training program for manufacturing is looking for applicants.
The Accelerating Training for Illinois Manufacturing (ATIM) grant covers Winnebago, Boone, Stephenson, and DeKalb counties. It's open to 133 participants and integrates classroom work with lab-based and work-based training.
The grant focuses on machine operators, industrial machinery service and repair, computer-controlled machine tool operators, welding, A & P mechanics, and assemblers. Adults who meet income guidelines and unemployed workers who were laid off from previous positions are eligible. More information on eligibility is available on the applications.
For all the time executives spend concerned about physical strength and health, when it comes down to it, mental strength can mean even more. Particularly for entrepreneurs, numerous articles talk about critical characteristics of mental strength-tenacity, "grit", optimism, and an unfailing ability as Forbes contributor David Williams says, to "fail up."
However, we can also define mental strength by identifying the things mentally strong individuals don't do. Over the weekend, I was impressed by this list compiled by Amy Morin, a psychotherapist and licensed clinical social worker, that she shared in LifeHack. It impressed me enough I'd also like to share her list here along with my thoughts on how each of these items is particularly applicable to entrepreneurs.
1. Waste Time Feeling Sorry for Themselves. You don't see mentally strong people feeling sorry for their circumstances or dwelling on the way they've been mistreated. They have learned to take responsibility for their actions and outcomes, and they have an inherent understanding of the fact that frequently life is not fair. They are able to emerge from trying circumstances with self-awareness and gratitude for the lessons learned. When a situation turns out badly, they respond with phrases such as "Oh, well." Or perhaps simply, "Next!"
2. Give Away Their Power. Mentally strong people avoid giving others the power to make them feel inferior or bad. They understand they are in control of their actions and emotions. They know their strength is in their ability to manage the way they respond.
3. Shy Away from Change. Mentally strong people embrace change and they welcome challenge. Their biggest "fear", if they have one, is not of the unknown, but of becoming complacent and stagnant. An environment of change and even uncertainty can energize a mentally strong person and bring out their best.
4. Waste Energy on Things They Can't Control. Mentally strong people don't complain (much) about bad traffic, lost luggage, or especially about other people, as they recognize that all of these factors are generally beyond their control. In a bad situation, they recognize that the one thing they can always control is their own response and attitude, and they use these attributes well.
5. Worry About Pleasing Others. Know any people pleasers? Or, conversely, people who go out of their way to dis-please others as a way of reinforcing an image of strength? Neither position is a good one. A mentally strong person strives to be kind and fair and to please others where appropriate, but is unafraid to speak up. They are able to withstand the possibility that someone will get upset and will navigate the situation, wherever possible, with grace.
6. Fear Taking Calculated Risks. A mentally strong person is willing to take calculated risks. This is a different thing entirely than jumping headlong into foolish risks. But with mental strength, an individual can weigh the risks and benefits thoroughly, and will fully assess the potential downsides and even the worst-case scenarios before they take action.
7. Dwell on the Past. There is strength in acknowledging the past and especially in acknowledging the things learned from past experiences-but a mentally strong person is able to avoid miring their mental energy in past disappointments or in fantasies of the "glory days" gone by. They invest the majority of their energy in creating an optimal present and future.
8. Make the Same Mistakes Over and Over. We all know the definition of insanity, right? It's when we take the same actions again and again while hoping for a different and better outcome than we've gotten before. A mentally strong person accepts full responsibility for past behavior and is willing to learn from mistakes. Research shows that the ability to be self-reflective in an accurate and productive way is one of the greatest strengths of spectacularly successful executives and entrepreneurs.
9. Resent Other People's Success. It takes strength of character to feel genuine joy and excitement for other people's success. Mentally strong people have this ability. They don't become jealous or resentful when others succeed (although they may take close notes on what the individual did well). They are willing to work hard for their own chances at success, without relying on shortcuts.
10. Give Up After Failure. Every failure is a chance to improve. Even the greatest entrepreneurs are willing to admit that their early efforts invariably brought many failures. Mentally strong people are willing to fail again and again, if necessary, as long as the learning experience from every "failure" can bring them closer to their ultimate goals.
11. Fear Alone Time. Mentally strong people enjoy and even treasure the time they spend alone. They use their downtime to reflect, to plan, and to be productive. Most importantly, they don't depend on others to shore up their happiness and moods. They can be happy with others, and they can also be happy alone.
12. Feel the World Owes Them Anything. Particularly in the current economy, executives and employees at every level are gaining the realization that the world does not owe them a salary, a benefits package and a comfortable life, regardless of their preparation and schooling. Mentally strong people enter the world prepared to work and succeed on their merits, at every stage of the game.
13. Expect Immediate Results. Whether it's a workout plan, a nutritional regimen, or starting a business, mentally strong people are "in it for the long haul". They know better than to expect immediate results. They apply their energy and time in measured doses and they celebrate each milestone and increment of success on the way. They have "staying power." And they understand that genuine changes take time.
Do you have mental strength? Are there elements on this list you need more of?
With thanks to Amy Morin, I would like to reinforce my own abilities further in each of these areas today. How about you?
Just be Yourself
"Just be yourself, you'll do fine". Ever heard this well-meaning advice from mentors? I found myself giving a young mentee of mine this advice recently in an e-mail to get her pumped up for an interview for a job she really wanted. Just after I'd hit "send" I thought, well that could be disastrous advice. Here's why. This young woman is painfully shy. In an interview situation her body language says "why am I even here?" I know this because we had done some practice interviews together. So, really I should have told her, "Don't be yourself. Be the interview candidate that gets the job!"
This brings me to my current perspective on "just be yourself". It's an over-used cliché that those of us who mentor others grandiosely repeat without understanding the unintended consequences. Most of us don't really know what being ourselves really means. Who we are is complex and most of our behaviors are driven from our unconscious. Here are five ways being ourselves can be dangerous:
1) Just be myself (forget what's appropriate) - Yes well, I may have dressed inappropriately for that job interview, but I wanted them to see the "real" me - the identity I want to project as a cool, hip dude. The real you is not the identity you want to project. The real you knows what they want and are willing to flex to what's appropriate in a situation.
2) Just be my (insert emotion here) self - If I'm angry or frustrated, being authentic is letting all of that emotion hang out. It gives me license to show up and blow up. The real you isn't whatever emotion you happen to be having. The real you acknowledges the emotion you're having and discerns what's appropriate.
3) Just be myself (and remain in my comfort zone) - Here's one issue some of my mentees talk about. "I would like to get ahead, but I hate talking about myself. That's just not me!" So let me just stay in my comfort zone. Or "I know I need to build strategic relationships to move ahead, but it feels so fake to do that". The real you doesn't let "that's just me!" stand in the way of goals important to you.
4) Just be my (insert opinion here) self - I know I need to work with Mary over in Accounting. But, I just don't like her. Trying to be friendly with her would be so fake. That's just not me. We take strong stances on our opinions (Republican or Democrat, Catholic or Protestant, I like Mary or Not), and let the stances define and limit us. The real you can find the right attitude or perspective that best serves you in a given situation.
5) Just be myself (and true to my values) - This is a tough one! So many leadership gurus tell us that being ourselves is being true to our values. However, so many tough decisions cause many of the values we have to collide. Abraham Lincoln was open to coercing others and indirectly offering payoffs to get the 13th amendment (abolishing slavery) passed. Yes that would be "Honest Abe". The real you understands your personal values, wrestles through tough choices, to pursue what's in the greater good.
We often form our identity around our beliefs, our status, our work, our values, our roles, or even the labels around gender, religion, football team, nationality, etc. Yes, these labels do define who we are, until they no longer serve us. Then the "real me" emerges as the silent witness to the labels and empowers us to choose powerfully and be what serves us and the greater good in that moment.
So the next time I proudly tell myself or others to "just be yourself" I will need to pause. How about you? Please comment and share your thoughts on the topic.
Connect with me on Twitter @hennainam and and get valuable advice on leadership at www.transformleaders.tv
Pictured: Andrew M with Tanya Weinand, Account Manager @ FurstStaffing in Stockton.
In October 2013, Andrew was placed in a Quality Assurance position @ Berner Foods. Andrew was hired by Berner in January 2013 and is still loving his job! Andrew's name was drawn for the September $50 Gas Card. His name was entered because Andrew has referred MANY friends and family to FurstStaffing. We LOVE having the right people on the bus!!!
Congratulations, Andrew!!! And THANK YOU!!!
Congratulations to Jonathan!! Jonathan was FurstStaffing's Stockton office $50 Gas Card winner (August) for submitting a referral who started working or being referred to Furst and working. We LOVE referrals!
Jonathan (Winner!) and Marci (FurstStaffing)
Congratulations to Shyntel Owen for accepting the Vice President position! She will do a wonderful job and knows TCHRA very well. Also, join us in welcoming Danielle Schaaf to the TCHRA board!
Shyntel has been a member of the Furst team for 16 years and is currently the Branch Manager for our Darlington, WI office
Not familiar with TCHRA? Tri County Human Resource Association, Inc. was formed for area professionals to discuss and learn more about Human Resource topics that affect every kind of business. Our goal is to provide opportunities for education and networking on HR topics. It is a network for HR Professionals in the Platteville, Lancaster and SW Wisconsin area.
Robert Stanzione is the boss of one of the largest companies you have probably never heard of.
Mr Stanzione is chief executive of fast-growing US technology group Arris.
The company makes set-top boxes, and other pieces of hardware and software for digital television and broadband services.
Arris made the business headlines at the end of last year when it agreed a $2.35bn (£1.5bn) deal to buy the Motorola Home set-top box business from Google.
The internet giant had put Motorola Home up for sale after it had bought parent group Motorola Mobility, the main part of which was Motorola's mobile phone business.
Arris' purchase of Motorola Home was completed in the spring of this year, and saw the Georgia-based company - in terms of turnover - triple in size overnight.
It means that in the US, the Arris name will increasingly be seen on set-top boxes as the Motorola brand is retired. Whereas in the UK, Arris' technology is already used by the likes of BT and Virgin Media.
Mr Stanzione said the Motorola Home deal highlighted Arris' continuing ambition.
"As soon as we heard rumours that it was going to be up for sale, we began to look at where it would take us, it will fuel our continued growth as a company," says Mr Stanzione.
"We have tripled the size of the company over the past decade, and this deal sees us grow by that amount again. It is all credit to the team around me."
Chief executive of Arris since it was founded in 1995, Mr Stanzione, 65, says he has a very simple but effective strategy for leadership - bringing in the best people to work with him.
Arris is set to become an increasingly well known brand in the US
"Find the right people, keep them, and motivate them," he says.
"Let them know how important they are, and give them clear responsibility. I think that's the key to success."
Mr Stanzione says he wanted to make a difference in life.
"I have always had this curiosity, always had the desire to be around smart people, and participate in a way that would change things," he says.
"I am very excited by helping to create new solutions to old problems, being more efficient, more effective."
Mr Stanzione adds that while he has always been persistent in his career, he is happy to admit to having had some good fortune along the way.
"I have had an element of luck, it would be remiss of me not to say that. Sometimes being in the right place at the right time matters."
With a degree in mechanical engineering from Clemson University in South Carolina, and a masters in industrial engineering from North Carolina State University, before joining Arris, Mr Stanzione held a range of engineering and management positions at US telecoms group AT&T.
His advice to young people who aspire to go on and lead a large company is to follow his example and get some good qualifications.
"First of all, get as much education as you can," he says. "Then get involved in something you enjoy and stick with it.
"But success is a very personal thing. For some, ambition is to rise to the top of an organisation - but for others it is earning a lot of money, or something else.
"I'd say your primary goal should be to be involved in something meaningful that you also enjoy."
With Arris enjoying $1.3bn (£805m) of revenues last year, it was certainly already successful before the Motorola Home takeover.
The deal itself saw Arris pay Google $2.2bn in cash, which it funded though debt financing, and the sale of a 7.7% share in its business-to-cable TV firm Comcast.
Arris also gave Google 10.6 million of its shares, which gives Google the same minority stake in Arris as Comcast.
Mr Stanzione said Arris and its 6,500 employees were now continuing with its aim to cement its position as the world's best provider of the technology behind on-demand TV content.
Yet with rivals from around the globe, and especially China, he says he is never complacent.
"I'm paranoid every day," he says. "I'm always looking over my shoulder at the competitors, be they other strong American companies, or other rivals from Asia."
Mr Stanzione adds that the best business advice he ever received was "keep the organisation lean", and use "small empowered teams".
Now the age of a pensioner and married to wife Kaye for almost 45 years, Mr Stanzione says that while he loves spending time with his 10 grandchildren, he has no plans to retire.
"To me if you enjoy your work, and I certainly do, then that is you relaxing," he says. "If someone can look at you and not be able to tell if you are working or playing, that is a pretty good place to be."
Click HERE to read original article.
Back in 1982, I was two years out of college and working, unhappily, as a secretary/receptionist for The American Lawyer magazine. Though I have a huge amount of respect and admiration for its then-editor Steven Brill, in those days at least, he had a terrible temper and would curse at me when I made a single typo. The job felt like a dead end and made me wonder if I should forget journalism. So I bought a book it seemed everyone I knew was reading: What Color is Your Parachute, by Richard Bolles. I dutifully tried to do the exercises that promised to guide me to my true calling and felt immediately frustrated by the vague, open-ended questions. What were my dreams, what were my skills and weaknesses and how did I see my mission in life? I became increasingly annoyed as I filled in the blanks, which led me no closer to a new career and revealed nothing to me that I didn't already know. So when the 2014 edition of the book landed in my mail pile recently, I was ready to chuck it out in disgust.
Until I looked inside. The 350-page book still has some flaky exercises, like an outline of a flower where you're supposed to jot down "your idle thoughts and hunches," like "my favorite knowledges [sic] and fields of interest." Most people know this stuff already-what kind of people you like to work with, what interests you-and don't need a silly diagram and obvious questions to discover their preferences.
But what surprised me about this latest edition was the extensive and detailed information in Chapter Four, "Sixteen Tips About Interviewing for a Job." The advice is all good, and sometimes even provocative. Much of it I've heard from coaches as I've written on careers over the last four years. It's worth sharing. Here are What Color Are Your Parachute's tips on mastering a job interview, in the book's words with some of my own editorializing.
1. Employers are not monolithic. Job seekers who meet rejection after a couple of interviews often get discouraged and lump all potential places they could work into a disparaging box they call "employers." But there are substantial differences between new companies and those that have been around your whole life. Tip: Focus on small, growing companies in hiring mode.
2. Prepare thoroughly before your interview. Most of us think that potential employers want to learn about us in an interview but many hiring managers are more interested in what you know about them. Too many applicants blow their interviews by saying, "so what do you do here?" Google GOOG -0.79% extensively, pour over the company's website, ask everyone you know what they know about the firm and come ready to ask specific, informed questions about the division where you're interviewing.
3. Set a length for the interview and stick to it. This is an odd tip but I can see its efficacy: If you've initiated a meeting, say how much time you need like, say, 19 minutes. Then keep track of the time. When the time is up, say, "I said I would only take up 19 minutes of your time and I like to honor my agreements." Only stay past the allotted time if the employer begs you.
4. At best, an interview is a conversation. While the interviewer is trying to decide if they like you, whether you have the skills, knowledge and experience they need, if you have a strong work ethic, how you will you fit in, at the same time, you're deciding if you like them and want to work there. Ideally you will take two steps during the interview: informed questioning about the company and then confident self-marketing.
5. Prepare for their questions and yours. The book includes a laundry list of 14 common questions employers ask in interviews: Tell me about yourself, what do you know about the company, why are you applying for this job, how would you describe yourself. It's a good idea to anticipate all of these but know that there are really only five things the employer wants to know: Why are you here, what can you do for us, what kind of person are you, what distinguishes you from other applicants, and can we afford you. Even if the employer doesn't ask these questions outright, it's good to try to answer them in the interview. You should want to know five things as well: What does this job involve, what are the skills a top employee in this job would have, would I like to work with the people who work here, how can I distinguish myself from other applicants, can I get the salary I need. You can ask the first two aloud but keep the rest to yourself until there's an offer on the table.
6. Try to talk as much as you listen. The book points to an MIT study showing that the people who get hired are those who mix speaking and listening 50/50 in the interview. I think every meeting is unique and it's best to be alert to signals from the interviewer, rather than trying to impose an artificial structure, but this could be a good benchmark.
7. When you answer a question, talk for at least 20 seconds and no more than two minutes. You don't want to put your interviewer to sleep but you also shouldn't leave an empty silence after you've answered.
8. Employers hate risks. If they hire you and you don't pan out, they will be out a lot of money. They have a long list of worries: you won't be able to do the job, you'll be absent too frequently, you'll take another job, you won't get along with your co-workers. Anticipate the employer's concerns and emphasize how you would do the opposite.
9. Do sweat the small stuff. Details like personal appearance and nervous mannerisms can scotch your chances. Make sure you're on time, wearing clean, tidy clothes, meet the interviewer's gaze, give a firm handshake, don't slouch or fidget, speak up, don't interrupt, be polite to the receptionist.
10. Make it clear you have the skills that employers want. Before the interview, make a list of experiences that prove you have drive and enthusiasm, that you're dependable, that you're trainable and love to learn, that you're committed to teamwork.
11. Bring evidence of your skills. If you're an artist or designer, bring a sample of your work on a tablet.
12. Don't say anything bad about your previous employer. Even if your bosses were driven out of business on securities fraud charges, don't bring that up. Your potential employer wants to know that if they screw up, you'll protect them.
13. Anticipate questions about your past; give answers about your future performance. Employers ask about what you've done as a way to reassure themselves that you'll be productive and you won't damage their reputation. Try to retain a note of humility while talking yourself up. Example: When the interviewer asks, "have you ever done this kind of work before," say, "I pick up stuff very quickly and I've mastered any job I've done before." Illustrate that with a quick, specific anecdote.
14. Notice the timetable of the interviewer's questions. The more forward-looking the questions, the better for you. "Where would you like to be five years from now," tells you the interviewer is imagining you working at the firm in the future. Then you can frame your questions with a future spin: "Would I be working with a team, to whom would I report, how would I be evaluated?" Another good question, if things are looking up: "What do you wish you had known about this company before you joined it?"
15. If thing go well, ask questions about the next step. Though it sounds blunt, ask if they can offer you the job. If they need more time, ask when you can expect to hear from them and whether you can contact them after an agreed-upon time period.
16. Send a thank-you note. Most job hunters ignore this easy step. Get business cards for everyone you meet when you visit for the interview and write to each of them separately. A thank-you is also a great way to correct any missteps in the interview and underline any salient points. ("In the last quarter I exceeded sales targets by 40%.") There's no need to buy cards. Emails are fine.
Touted as one of the first career handbooks, What Color is Your Parachute has had 40 editions since it first published in 1970. More than 10 million people have bought the book. Though it's still freighted with chapters of what I consider flaky prose-there is a 68-page section toward the end called "The Pink Pages," which professes to help you find your mission in life-there is plenty of sound career advice in the earlier chapters. It's not a book to read cover to cover, but if you pick and choose, you can find some lasting wisdom.
Click HERE for the original article.
We love referrals. Congratulations Troy!!! Troy was the September winner of the $50 gas card for our Darlington, WI office.