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Managers' role key in building morale
after job reductions

By Elaine Varelas, Globe Correspondent, 11/3/02

Need advice about managing your career or your workplace? The Job Doc can help. Our specialists can answer your questions on topics ranging from career transitions to management issues. E-mail queries to jobdoc@globe.com, or send letters to Job Doc, c/o the Boston Globe, P.O. Box 2378, Boston, MA 02107-2378. Letters may be edited for clarity and length.

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I am a human resources professional. Over the past several months, our organization has gone through several rounds of reductions. Business has picked up a bit and revenues seem a lot more stabilized. I am worried about the toll the upheaval has taken on our employees, but our senior management team doesn't seem to be as concerned with turnover and retention issues as they are with cost cutting. I really think those in charge could benefit from some leadership development, but I don't know how to best approach them with the idea, especially when my training and development budget has been cut.

As a human resources professional, you're right to be concerned about the toll continued uncertainty takes on your employees. Tolerance for change is different throughout organizations, at each level, within each department, and even for each person.

Dave Montross, partner at Camden Consulting Group notes, ''While some continued turnover may be welcomed by senior management, they should be very concerned about losing their most talented employees under the types of conditions you mentioned.''

Montross suggests assisting senior managers in several ways. First, present them with some of the costs associated with replacing a key contributor. In addition to the actual fees, get them to be aware of the additional costs of lost productivity both before and after a key person leaves. Make them see that they can personally take an active role in the retention of key talent by going out and simply talking with those key people, and thus signaling to them that they are valued employees with a future in the organization. The limited dollars available for training and development should also be focused on these key performers.

The other thing to remember is that people join companies, but leave managers. Make sure that your most talented people are working for managers who have excellent people skills. Work with senior management to build in some recognition programs for managers who help to retain your top performers. While training dollars may be limited, there are many actions you and your senior managers can take that only require some time and attention, and yet can have a great payoff for the organization.

Networking tips for the bashful

I am very shy and have a hard time approaching new people. I know networking is a really important part of my job search, but it's a real struggle for me. Do you have any suggestions on how I can overcome my shyness to succeed at networking?

Networking really is vital to job search success. Many people see networking as fanfare, public speaking, and huge crowds. But successful networking is simply using who you are, and who you know, in the most effective way possible.

Let's take it step by step. As a shy person, you probably have a circle of shy friends, with an extrovert or two thrown in for diversity's sake. Meet with each of your friends one at a time, or in small groups (whatever is most comfortable for each of you), to begin your networking process. Practice networking with your friends; you will get a lot out of it, and so will they.

Bring along a script of what it is you do, where your job search interests are, and whom it is you'd like to meet (by name, title, industry, or company). Be as specific as possible. Then ask your friends if you have provided enough of the right information. Listen to their comments and adapt your script as necessary. Role playing is wonderful, too, and almost everyone I know says they are really glad they did it.

Next, ask your network who they know, who falls into your targeted categories, and do they know them well enough to make an introduction? Add the names to your networking list and establish a system to track who referred you and the chosen method of contact.

Start contacting those people you feel are lower risk, and use them for practice (this could include friends of friends and former colleagues). Don't start with your best contacts. Work your way up to your ''A'' list, waiting until you are better prepared and have started to overcome your shyness a bit. Most likely you will always be shy, but with adequate preparation and experience you will become more comfortable with the networking process, or at least comfortable with your script.

Use your script to introduce yourself and develop a list of questions for the people you will be contacting. Focus on the person and their organization. Try to schedule a half-hour meeting, and in preparation instead of focusing on what you will be asked, focus on asking questions that will make your contact comfortable.

To differentiate yourself as a truly skilled networker, shy or not, ask how you can help your contact. Remember, networking is a two-way street, and people are more willing to help people who offer to help them.

A reference reality check

I recently left my employer of two years after several frustrating months with a supervisor with whom I didn't see eye-to-eye. Because of our differences, I am concerned that he will give me a bad reference. Unfortunately, I have totally lost touch with my previous supervisor, so my recent supervisor is the only reference from this company. Because I don't want an employment gap on my resume, I don't know what to do. How can I reference check my reference to see what he will say? And, is there any way to overcome a bad reference if one is given to a prospective employer?

''Will you be a reference for me?''

There is something missing from this seemingly innocent question - and it could be the difference between moving an interview forward, and stalling the process. Each time you ask someone to serve as a reference, what you are really asking is if they will serve as a good reference for you.

Hopefully you will get a yes, but believe it or not, if someone actually says no, they have done you a huge favor. Obviously bad references can be damaging to your job search, but mistakenly thinking you have good references can end many opportunities, as well.

I recommend asking for a good reference regardless of how you left your supervisor. If he or she says no, you can move on. If you get a yes, it is time to help that person give you a strong, informed reference. Schedule a time to meet, bring a current resume, and a list of questions you anticipate the reference may be asked. Be prepared to remind your references of your accomplishments, experience, and strengths, then make sure you get agreement about your abilities.

The ''hard'' questions also need to be addressed with your references. Why did you leave your last position or why are you looking for a new job? What are your weaknesses and would you hire this person again? This can be a time to try and negotiate an agreed upon statement if you feel the comments may be too harsh. Your goal is to reach agreement. If you cannot, remember that just because you asked someone to serve as a reference, doesn't mean you actually have to use him or her.

In your situation, you have focused on your former supervisor alone when colleagues, customers, or vendors also may serve as good references. A colleague or a manager in another department may also be able to temper what your supervisor says.

Taking care to select just the right individuals as your references and to prepare them well for the reference interview are critical components of the job search process.

Taking charge in an interview

I just got back from a really awkward interview. First, the person I originally spoke to was out sick and her substitute was unfamiliar with both my credentials and the opening. Second, and to make matters worse, her time was very limited and I felt short-changed. Luckily, it turns out I wasn't interested in the position, but is there any way I can take better control of the interview if this ever happens again?

Everyone wants control. There are two types of control in an interview and you will do best if you share control. You control the content; let the interviewer control the process.

Although most interviewers are involved because of their personal interest in making a good hire, some are asked to be part of the interview process at the last minute. Not all interviewers enjoy the process, or are good at it. By presenting a friendly, open style, you may be able to get a poor interviewer to relax and feel more comfortable.

If you feel the interviewer is going off track, try asking questions that will give you more information about the position and the company. Even though an interviewer may not ask the particular questions that you hoped for, try to weave your essential information and experiences into your responses.

Undoubtedly you will encounter many different types of interviewers, who use various interviewing approaches. Some may be very familiar with the skills required to do the job while others will not be. Some interviewers are quite chatty while others are harder to connect with and provide little feedback. Regardless of the personality types you encounter, you will be most successful by trying to read your interviewer, responding to all questions in ways that tie your skills to the position, and by being positive.

Though you may be disappointed the original interviewer was not available, maximize this opportunity, show an interest in the person and their role, and suggest that you would welcome the opportunity to come back and meet the original contact.

Elaine Varelas has over 20 years of career development experience and is a managing partner of business development at Keystone Partners, a career-management firm in Boston. Reach her at evarelas@keystonepartners.net.

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