I’m just wondering. You could extend that all the way to asking if it’s government’s job at all…

It has never been. Let me say this AGAIN. Presidents do not create jobs, businesses do. Presidents and Congresses can only place or remove obstacles to job creation.

Given the growing number of video sites available, which one is best for a senior executive to use and why?

Executives have such broad bases of skills and experiences that they are showcased best in a combination of media — not just resumes and not just videos. The very word "executive" points to the fact that they are multi-skilled and multifaceted, and this is one of the reasons that executive job search candidates want to "just get in front of the hiring manager" in order to display their wide range of talents: speaking skills, thinking style, stories of how they solved problems, confidence, management philosophies, and of course, personality.

Hence, we have the emergence of the “video” tool for getting an executive in front of a hiring manager virtually – particularly in today’s economic recession wherein hundreds or even thousands of candidates are vying for an in-person interview for the same job.

One of the issues with the recent onslaught of "video tools" for job seekers is that many are still centered around a “talking head” sort of video resume where candidates attempt to “talk their resume” into the camera, which is all about chronology of job titles. That does provide the viewer with a gauge of the candidate’s language skills, but that is not using video technology to its fullest. That is the age-old mistake of overlaying technology onto a traditional process, instead of using technology to enhance and upgrade the process.

Another issue with video is the length. Recruiters and hiring managers don’t have the time to watch a full video for every candidate in order to get to the specifics that relate to their needs.

And lastly, the video is only one piece of the vetting process for candidates, and should not be used alone by hiring managers to make screening decisions.

The optimal use of video for executive job search, therefore, is to provide the market with an online tool that:

- Combines a video with the other assets of a candidate all in one place in an elegant “wrapper” for presenting and viewing all data at the same time (e.g. resume, endorsements, assessment results, profile information, salary history data, geographic preferences, video interview, etc.) so that high end candidates can present themselves “in total” and so that more complete and informed decisions can be made quickly by hiring managers.

- Is easy for anyone to use. The online process is still daunting for many, so an easy step-by-step process is key for walking the candidate through the uploading of resumes, and setting up Webcams and microphones, in addition to the recording, erasing, and editing of their own video clips.

- Records and plays short video clip answers to specific questions, instead of one long run-on video that the hiring manager would have to wade through. This allows hiring managers to click on specific questions and answers, and skip around quickly to get to the data they need.

- Provides a library of EEOC-vetted and industry accepted interview questions from which to choose, categorized by industry job function. This ensures legal compliance throughout the process and takes the hassle out of any setup steps by the Employer or Recruiting Firm.

- Captures viewing metrics in Dashboard format for tracking purposes

- Stores all this data in a SaaS or cloud computing environment for security and instant access purposes.

Because of the research we’ve done in this exact area over the past 4 years, we’ve created a product called InterviewStudio which offers an elegant, easy-to-use presentation platform for executives in job search mode, and provides employers with a complete, compliant screening tool that enhances and shortens their recruiting process.

You can view a sample InterviewStudio Showcase here:
http://www.interviewstudio.com/show/Steven/Brister/145

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i see men with stable and above average earning jobs prefer women who don’t overpower them

Cause they dont want to feel emasculated. Men tend to be intimidated by a woman who may have more authority than him. Its just a guy thing.lol

Every time I hear them lying I think of SNL’s Weekend Up Date … Oh Really segment.
Hey Common Cents:

You might want to turn your Email on.

If you’re waiting for my answer with no Email you could slip into a state of depression

His administration is attempting to pull the wool over the eyes of the public to cover the horrible failure that he has become. He even went on the tube last week and claimed that the rise in unemployment was a good sign because those that had given up seeking employment was trying to find work again. Real unemployment has crept in the last 2 months from 17.4% to 19% (up .2% in the last week), now those are the real figures without the adjustments to the numbers. They have already changed the way it was counted for years to benefit the administration’s public image. The real figures are contained in the link below. All you need is a calculator and the numbers speak for themselves without Obama-adjustment.

Emotional Intelligence (EI) is critical in business. The emotions that leaders, employees, and customers feel impact the bottom line of companies and the effectiveness of government and non-profit organizations.

In their Harvard Business Review article, “The Service-Profit Chain,” Hesket et. al. identified a chain of factors driving profitability in a company. Their factors revealed that effective leadership is critical to profitability. The emotions that leaders experience impact the climate and culture of an organization as a whole. More specifically, leaders’ emotions impact

- What employees feel
- The satisfaction employees experience with their company and their work
- How loyal they are and their willingness to give extra effort.
- How productive and efficient they are.

How employees feel and perform their work impact how customers feel, how satisfied they are with both products and services, and ultimately how loyal a customer is to the company or organization. And how loyal customers are has a direct impact on the bottom line and profitability of an organization.

Notice that the foundational element in this set of relationships is leadership. It does not say CEO or Executive Vice President or Director. It says leaders. The in-charge person in every work team, every manager, and every individual in the organization is a leader. Self-leadership is one of the most important factors to focus on in skill development. Whether at work or at home, self-leadership is the internal ability to lead oneself to make the best decisions or choices throughout the day moment-to-moment.

Both positive and negative emotions impact everyone in organizations and the customers they serve. For example, negative emotions may result in poor performance, high stress, increased conflict, low morale, lack of trust and teamwork, more errors, poor quality, increased turnover and more. In turn, these problems may decrease customer satisfaction and increase customer complaints and defection. Ultimately, profitability can be negatively impacted.

Impact:

We can discover the significant impact negative emotions can have on the organization by asking a few questions relating to these problems:

- Which of these problems have you experienced in your organization?
- What is the impact on performance, business objectives, and key initiatives?
- What could your organization achieve if these problems were minimized?

Value of Developing Emotional Competence:

The critical value of developing the Emotional Competence of leaders is supported by additional research. Daniel Goleman, author of Emotional Intelligence, examined competency studies of 200 large global companies and reported the following results in the Nov./Dec., 1998 Harvard Business Review:

“When I calculated the ratio of technical skills, IQ, and emotional intelligence as ingredients of excellent performance, emotional intelligence proved to be twice as important as the others for jobs at all levels.”

His conclusions about senior leaders were even more telling…

“When I compared star performers with average ones in senior leadership positions, nearly 90% of the difference in their profiles was attributable to emotional intelligence factors rather than cognitive abilities.”

Impact on the Bottom Line:

Several studies reveal a direct impact of the organization’s leadership on its bottom line. In the same HBR article (see above), Goleman shares the following findings:

“David McClelland found that when senior managers had a critical mass of emotional intelligence capabilities, their divisions outperformed yearly earnings goals by 20%. Division leaders without that critical mass under performed by almost the same amount.”

In his book Primal Leadership, Goleman, et. al. provides further evidence of the impact of emotional intelligence on the organization’s profitability:

“A study found that the more positive the overall moods of people in the top management team, the more cooperatively they worked together - and the better the company’s business results.”

“In a study of nineteen insurance companies, the climate created by the CEOs among their direct reports predicted the business performance of the entire organization: In 75% of the cases, climate alone accurately sorted companies into high versus low profits and growth.” (Cited in Primal Leadership - research by David McClelland, “Identifying Competencies with Behavior-Event Interviews,” Psychological Science 9, 1998 and David Williams, “Leadership for the 21st Century,” Life Insurance Leadership Study, 1995.)

The Results:

The effects of EI skill development are far-reaching. They go beyond just leadership competencies or management skills. It’s difficult to identify any other organizational improvement intervention that has the potential to positively impact so many organizational problems concurrently. EI skill-building training enhances and complements other values-based and principle-centered programs by providing practical “how-to’s.” EI skills are foundations skills enabling people to improve the “how” of achieving results.

EI training results can be significant. During post-program impact interviews, participants have reported improvements that range from 15% to 35% increased teamwork, 20% to 35% increase in personal productivity, 20% to 40% reduction in stress and worry, and similar improvements in personal motivation, management of emotional reactiveness, work/life balance, creativity and more.

Byron Stock
http://www.articlesbase.com/business-articles/emotional-intelligence-the-business-case-711078.html

Robert rented an apartment to Sally for 12 months, based upon her executive job with Drefus. Sally then took a position with Vanguard and now must leave the apartment after only three months. Robert can:
a. collect for nine months rent.
b. collect for nine months rent only if he cannot find another tenant.
c. collect for nine months rent only if he cannot find another tenant with similar credentials.
d. not collect for more than three months rent.

B.

Most state’s landlord tenant laws would require Robert to mitigate his damages by attempting to find a replacement tenant. Robert has the right to require the replacement tenant to meet the same criteria/qualifications as the original tenant was required to meet.