Article 43

 

Job Hunt

Thursday, March 22, 2018

Returnship

image: old fart

I read an uplifting article like this A FEW YEARS AGO.

But I’m a little CAUTIOUS TO START JUMPING FOR JOY because only two long term unemployed/underemployed people I know - found a good job, or recovered financially - since starting this blog 14 years ago.

Everyone else - like me - LOST EVERYTHING.

There’s a thing called SURVIVOR BIAS - a human condition that CAUSES ONE to remember the few who succeeded, and forget the countless others who didn’t.

Whatever glowing report the story below describes, may be a glimmer of hope, and immerse some people in POSITIVE THINKING.

But FOR ME - thousands of resumes - and no job offer YEARS LATER - that’s all it is.

A glimmer.

Nothing more.

Nothing less.

FORTUNATELY OR UNFORTUNATELY - a LITTLE HOPE is all it takes to keep HUMPTY DUMPTY from falling off - or JUMPING OFF - THAT FENCE.

---

The Suddenly Hot Job Market For Workers Over 50

By Julie Halpert
CNBC
March 18, 2018

Michele Meagher, age 66, appreciates the way she’s treated as an older worker by her employer, Tufts Health Plan, a nonprofit health insurance organization in Watertown, Massachusetts.

A corporate communications specialist, she was hired when she was 61. She’s able to telecommute three days a week. She participates in a weekly “Fit Over 60” exercise class at the office. Her employer has allowed her to take classes to learn new skills. Meagher said that when she previously worked at a high-tech public relations firm, she was one of the oldest workers. But at Tufts “I see me everywhere. I’m not a minority,” she said.

Indeed, Meagher is part of a fast-growing segment of those remaining in the workplace well into their golden years. According to the Bureau of Labor Statistics, the UNEMPLOYMENT RATE FOR THOSE AGES 55 AND OVER is just 3.2 percent as of February 2018. That’s lower than the current unemployment rate of 4.1 percent for the entire U.S. population and a steep 14.4 percent for teens. Now, as the job market lurches back to life while the demographic of aging workers grows, companies in all types of industries from banking and health care to insurance - are wooing the silver set with a variety of programs.

Two decades ago less than a third of people ages 55 and over were employed or looking for work. Today the share is 40 percent, according to the St. Louis Federal Reserve, up 10 percent from 1990. “There are a lot of those ages 55 to 70, and each of them is more likely to work now than in previous generations,” said Matt Rutledge, a research economist for The Center for Retirement Research at Boston College.

He says that many boomers facing longer live expectancies feel they DON’T HAVE ENOUGH SAVINGS YO RETIRE AT AGE 65. That’s in part due to the dwindling number of companies providing defined benefits; lack of pensions have caused many to hang in longer, said Amanda Sonnega, an associate research scientist with the University of Michigan Health and Retirement Study. Rutledge says boomers also are better educated and these types of workers tend to stay in the workforce longer because they usually enjoy their jobs.

“In a tight labor market, creating a climate attractive to older workers is essential,” says Lydia Greene, chief human resources officer for Tufts Health Plan. The company’s 401(k) program includes a supplemental match of 3 percent each year on top of the standard 4 percent match for employees contributing 6 percent or more of their income. Individuals ages 50 and over make up 34 percent of the company’s workforce. They’re hired at all levels, from physicians to clinical-care managers and administrative assistants. “They bring so much experience to the table,” Greene said. “They’re very stable and very reliable and help us develop and mentor our younger workers.”

GOLDMAN SACHS’ RETURNSHIP program allows the company access to a new type of talent pool: mature workers, said spokeswoman Leslie Shribman. It provides a 10-week training and mentoring program for those who have taken a career break of more than two years, equipping employees with skills to reenter the workplace. Of the 350 people who have completed the program, roughly half have returned to work at Goldman.

At FCCI, a Sarasota, Florida-based company that provides commercial property and casualty insurance through independent agents, 34 percent of the workforce is age 50 and older. Lisa Krouse, the chief HR officer, said that with the insurance industry losing many of its mature workers over the ensuing years, there’s merit in bringing on older workers. Their seasoned perspective serves the company well in both evaluating risks and building relationships, a fundamental tenant of the insurance business.

She said FCCI fosters a culture of wellness and pays 80 percent of all employees’ health insurance and 100 percent of short- and long-term disability. The company offers its 825 workers technology coaching and hosts sessions on such issues as caregiving for aging parents and Social Security 101 and retirement planning.

Massachusetts General Hospital in Boston regularly recruits from a local organization called Operation A.B.L.E., which provides job opportunities for older individuals. Megan Bradley, the director of recruitment services, said snowbird retirees can pick up work when they return in the spring through a temporary agency owned by the hospital, BulFinch Temporary Services. A retiree medical plan allows eligible employees a more affordable way of paying the cost of medical coverage after retirement. The company provides a small financial subsidy and access to a private Medicare exchange, which has brokers who work individually with employees to find the most affordable Medicare plan that meets their medical needs.

Bradley believes being viewed as age friendly will serve the hospital well as it competes for future workers.

Some organizations are helping boomers wishing to change careers. A survey conducted last year of 2,078 adults by The Workplace Group, a recruitment firm in Florham Park, New Jersey, along with Lyon College and Rutgers University, found that 34 percent of those ages 53 and older defined themselves as being in the early or mid-career stage. “This suggests they’re switching professions or starting new careers, doing something they maybe always wanted to do,” said Steve Lindner, The WorkPlace Group’s executive officer.

The Encore Fellowship offers a six-month to one-year opportunity for those ages 50 and older to work at a nonprofit for $20,000 to $25,000. It’s provided more than 1,600 fellowships to date, including 957 in 2016 and 2017. Roughly half of the fellows go on to work in the nonprofit sector.

Anne Kirwan, the fellowship’s managing director, says nonprofits are under-resourced. Fellowships allow these organizations “to get an experienced person who would [ordinarily] command a high salary but who wants to create meaning and purpose in their work life.” Fellows, in return, learn about the nonprofit world.

After more than two decades working as a top executive for major banks, including J.P. Morgan Chase and Deutsche Bank, Sefi Shliselberg, now 61, wanted to devote her time to a pursuit that contributed more to society. She became a fellow with the Girl Scouts of America in New York in October 2016 as director of business development. “It was a remarkable opportunity to have an impact and really transfer my for-profit skills into a nonprofit in a big way,” she said.

This month she’ll start working at Change For Kids, a nonprofit that provides resources to underserved New York City elementary schools. Katrina Huffman, Change for Kids’ executive director, said Encore fellows “have such an archive and wealth of information that nonprofits like ours can leverage. They can bring those skills to us and avoid pitfalls.”

But there are still obstacles for some older workers. Laurie McCann, senior attorney at AARP Foundation Litigation, which represents low-income older individuals, said that while there are some “enlightened” companies that recognize the value of experience, age discrimination is still rampant. She points to 18,376 age discrimination complaints filed with The Equal Employment Opportunity Commission in 2017. “We haven’t done enough to challenge those stereotypes,” that older people won’t stay long before they want to retire and don’t want to learn new technology. “Until we do, AGE DISCRIMINATION is not going to go away.”

Despite that hurdle, The Bureau of Labor Statistics projects that those ages 65 and over will experience the fastest rates of labor force growth by 2024. Meagher expects to be one of those workers. “I love my job. I’m getting better every year, and my writing skills have improved. I could do this well into my seventies.”

SOURCE

Posted by Elvis on 03/22/18 •
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Thursday, March 15, 2018

Orlando The Next Silicon Valley

image:orlando

People Are Leaving Silicon Valley and Orlando Might Be the Next Hot Spot
Affordability, tech talent pools and access to capital top the list.

By Jeff Barrett, CEO, Barrett Digital
March 8, 2018

It costs $2000 to rent a U-HAUL in SAN FRANCISCO.  Rent one anywhere else and it’s roughly $100. This year the Bay Area will lose more people than any other region in the country. The reason is a variety of factors; affordability, access to opportunity and technology making it increasingly easier to work from anywhere.

The consolidation of TALENT BUBBLE in SILICON VALLEY has burst. It was a great run. Where do people and companies go next?

When you’re considering where to relocate, which I’m in the process of doing myself, access (both to capital and talent) is key. What I look for in a destination city are strong existing companies, a large talent pool and capital that exists but may not be investing in tech yet.

Think Outside of Conventional Tech Hubs

I toured ORLANDO in January. In the last six years the city has grown 16.31 percent. And at first blush you may think theme parks, retirees and tourism. But they have the largest university in the country, based on enrollment, in UCF. Downtown is young. And there’s a pipeline of talent both from universities and strong existing companies like Disney, Lockheed Martin and EA Sports.

Orlando has already seen the Silicon Valley exodus pay dividends, with fast-growing Fattmerchant. The young payment processing company is growing rapidly. Founder Suneera Madhani and her brother Sal Rehmetullah, who worked in Silicon Valley, intentionally chose to plant their flag in Orlando.

“Fattmerchant is where we are today because of the support of the Orlando community,” said Suneera Madhani, CEO, Fattmerchant​. “We are proud to be Orlando born and bred and find that as we expand Orlando continues to have the infrastructure we need to not only achieve our growth but to continue to surpass our goals.”

Enter on the Upswing

“We’ve stayed ahead of the curve by testing and implementing bleeding-edge cleantech solutions, such as floating solar power, electric buses for public transit, and even positioning ourselves as a national research hub for autonomous and connected vehicles,” said Chris Castro, who leads sustainability and smart cities initiatives for the City of Orlando.

If Orlando wants to attract those leaving Silicon Valley it starts with the same things most cities pitched to Amazon for HQ2. Castro anticipated this years ago and has Orlando already prepared.

Donna L. Mackenzie, Executive Director, Canvs, Starter Studio, FireSpring Fund has worked to deliver a similar infrastructure to Silicon Valley in Orlando. Her space offers a variety of education programs that are open to the public, accelerator programs that take founders from idea to a scalable venture, collaborative work spaces, seed funding, and access to angel and venture capital.

Make Sure a City Invests in Education

OTRONICON, Orlando’s annual tech conference, is different than anything I’ve ever attended. It’s for kids, rather than adults. It’s interactive, educational and full of plenty of Esports tournaments.

“It’s a great venue that introduces students to the high-tech world and gives them the opportunity for high-tech careers right here in our community,” said Adam Breed, Engineering Project Manager, Lockheed Martin​. “A software development panel at Otronicon featured a lead Lockheed Martin engineer and opened the eyes of a recent college graduate. He was quickly interviewed and brought into Lockheed Martin within weeks to help develop some of our most advanced simulators.”

Assess the Network

FULL SAIL UNIVERSITY, which prepares people for work in entertainment, has also been paramount in this youth movement. Last year 66 Full Sail graduates worked on 10 Oscar winning films.

Chance Glasco, the co-Founder of Call of Duty is an alum. His latest venture DOGHEAD SIMULATIONS is creating VR meeting space and is partnering with Full Sail University with its HQ on site. Having access to state-of-the-art and graduating talent was key in Glasco’s decision to stay local.

This rise of highly-trained entertainment talent has also translated in to a growing film industry. “Last year, the Orlando region saw a 78 percent increase in commercial productions when compared to the previous year. While Florida currently lacks an Entertainment Industry Financial Incentive Program,” said Sheena Fowler, Orlando Film Commissioner, and also a Full Sail alum.

What to Consider Most

Orlando’s challenge will be migrating real estate investors to startups and high tech. The success of Fattmerchant and the work Donna Mackenzie and others are doing in the incubator space will help.

If I’m a young company that wants to create a longer runway--keep costs low to buy time before success--I would chose Orlando. The young talent is there. There’s an Orlando tech ecosystem already in place that wants you to succeed.

There’s no state income tax, no inflated wages or housing and there’s a growing, young, downtown community.

Orlando is a lot like Bitcoin was five years ago, you should get in while it’s still cheap.

SOURCE

Posted by Elvis on 03/15/18 •
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Wednesday, February 14, 2018

Preying On The Job Seeker 17

Image:

You’re desperate for work.  A recruiter from a big staffing agency calls with an attractive job offer.

But first you have to SIGN A CONTRACT that lets the recruiter’s company share any info they have on you, with whomever they please, while giving up your right to sue them if whatever that is comes back and hurts you.

The recruiter emailed me this:

Authorization & Release: As a registered candidate of Big Staffing Company Inc., I may elect to participate in certain programs, including, but not limited to, training, assessment, and certification programs and courses ("Programs"). As a condition of my participation in the Programs, I authorize Big Staffing Company Inc. to release certain data, including, but not limited to, exam scores, testing data, and personal data related to my participation in the Programs ("Data"). I hereby release Big Staffing Company Inc., its divisions, and their respective employees, agents, and affiliates from any and all liability relating to my participation in the Programs and Big Staffing Company Inc.’s release of Data.

Big Staffing Company Inc. and I mutually agree to resolve by individual arbitration, and only by individual arbitration, all claims, whether or not arising out of my employment (or its termination), that the Company may have against me or that I may have against the Company

All required fields and tags must be completed before you can finish the process.

I figure this is more for things like LABOR LAWS, but still - it could bite you in the ass real bad - eg: testing positive for pot, or failing some techie test - and stay with you forever.

The part about their agents and affiliates could be anybody. 

Perhaps a crook standing on the corner down the street.

Or my x-wife.

Would you sign?

Posted by Elvis on 02/14/18 •
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Monday, February 05, 2018

Can’t Find A Qualified US Worker Redux 8

image: geek guy

Is the problem incompetence or lack of training?

By James DaSilva
Smart Brief
january 28, 2018

One of the COMMMON COMPLAINTS you’ll see today is executives saying how there isn’t enough talent out there, not enough people with the right skills or even the willingness to learn. They say that people—almost always “young people”—are too eager to jump ship.

What are companies to do when there’s not enough talent and what talent there is will just leave?

I can sympathize with this, to an extent. It’s a tight labor market (though maybe not as tight as claimed), and certain jobs are harder to hire for than others. Less glamorous jobs that require computer or technical skills can be especially vexing to manufacturers and other employers. Trucking companies can struggle to find candidates who can pass federal drug-testing guidelines. Rural areas can face obstacles that cities don’t in attracting people.

But another side of this is that employers often expect fully trained, expert employees to show up at their doors. It’s one thing to have an uneducated workforce; IT’S ANOTHER to look at job candidates with potential who need on-the-job training and say, “They aren’t skilled in what we need.”

(Lets put it another way: If your company’s work requires only skills that people should already have, those skills aren’t unique and differentiated, and it’s unlikely your company is, either. If those people have the right skills, they probably have a job already, so why leave that for you?)

Similar to this is the twin problem many organizations have: They churn through employees in certain positions, as no one seems to be able to do the job. Yet, its an open secret that some people, possibly executives, are untouchable even though they seem to lack in talent, results and improvement.

At the risk of oversimplifying, these problems have the same root cause: The organization is not taking responsibility for training people, placing them in a position to succeed and following up by holding everyone to account.

Training is personal

How your organization goes about training is a personal (and personnel) decision. Every company, every industry has its own methods. Onboarding, ongoing development or career pathing can also differ depending on whether we’re talking full-time employees, part-timers, freelancers or contractors.

So, I can’t solve the specifics for you. What I do want to talk about is the mindset you’re starting with. Let’s assume we all want a few basic things out of the people we hire:

They are able to learn and retain.
They are productive and efficient.
They understand how to do their jobs (maybe even innovate).
They understand their expectations and incentives.

That’s just one way the worker’s obligations could be phrased. Now, lets look at some of the employer’s obligations:

Be clear about the job.
Be clear about how the job is done and what is required to do the job well.
Be clear about what the worker must do to meet expectations.
Provide the support, tools and resources necessary.

Im leaving out things about safety, culture and making sure incentives line up with desired behaviors. Those are not unimportant! But let’s pretend, for now, that those can be folded into the above bullet points.

There’s one bullet point missing:

Be clear the worker understands all of the above and is actually properly trained and informed.

If you have a worker who is not doing the job, that’s bad for that person. Its also bad for the boss, the leader, the employer. If you find yourself with an employee who’s not performing, ask yourself:

Have you trained this person?
Have you explained what needs to be done, and why?
Do you have confirmation that the worker understands?
Do they have the resources they need?
Maybe reskilling is what’s needed?

Being thorough from the hiring process through this reflection and remediation is a lot of work. But there are benefits: You gain a skilled employee, who might be more loyal because of the investment of attention, time and resources. And, if there is no progress, you know that for sure rather than through a hunch or from bias.

Moving on

Lets say you’ve gone through this process, maybe more than once, and there remains a disconnect, an unwillingness or inability of the worker to do the job, and no further accomodations can be made. Well, then you know (barring legal hurdles, of course) that you can and should move on.

Indeed, you must move on, or you’ll create a two-tiered culture: people who do their jobs yet are side by side with people who don’t but aren’t held to account.

Don’t blame people for doing bad work when you haven’t done your part to prepare them. But, also, don’t keep people who just wont do what is needed. Either way, assume that it’s on you, the employer or the manager, to make sure the worker has the best possible chance to succeed.

SOURCE

Posted by Elvis on 02/05/18 •
Section Job Hunt
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Thursday, January 25, 2018

Preying On The Job Seeker 16

Watch out for stuff like this.  It never stops.

What I (should have) LEARNED FROM LETTING MY GUARD DOWN and CONTACTING one of these people, is my resume was pushed all over town by someone claiming to be my agent.

It may seem good at first - more exposure means more possibilities of landing a job - but it’s not.

One guy called and begged to stop bothering him - they’re not hiring.

In cases like this I don’t think the squeaky wheel gets the grease.

If if were, I wouldn’t still be looking for work.


Dear Elvis

My name is Shreya and i represent Genesys Infotech ( https://goo.gl/deleted1 ).

I saw your profile online and felt that you might be interested in a few jobs that I am helping my Direct Client fill. All the positions full time, in Gaithersburg, MD.

You can learn more about the company and the job by clicking the job title above or visiting our website ( https://goo.gl/deleted2 ).

- Systems Administrator
- Java Developer
- IT Sales Manager
- Implementation Lead

Please apply online at ( https://goo.gl/deleted3 ). The client needs all submissions with specific information. I will call you as soon as I get your online application form. I will share the client name with you, and will only submit your resume to the client, after we have spoken and I have your approval to submit your profile. This will expedite the application process and save us all time.

I realize that you might not be looking for a change at this time, and I apologize if this message was intrusive. However, if you do know anyone who might be looking, please feel free to forward this message to them. ( https://goo.gl/deleted4 ), We offer a $1000 bonus for anybody you refer who is selected for the job.

I Also hope you will accept this connection request so that I can continue to stay in touch with you on a professional level.

Thank you for taking the time to read my email. I hope to speak to you soon.

I will also send you a LinkedIn connection invite shortly so that we can continue to stay in touch professionally.

Regards

More Preying on the job seeker articles:

[1] - [2] - [3] - [4] - [5] - [6] - [7] - [8] - [9] - [10] - [11] - [12] - [13] - [14] - [15]

Posted by Elvis on 01/25/18 •
Section Dealing with Layoff • Section Job Hunt
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