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​To perform exceptionally well in an job interview, the job candidate has to be prepared. ​The best way to do so, is to put together a list of possible interview questions, then have mock interviews where you video record your responses to dissect later. In the series on Answers to 7 Common Interview Questions, here is a possible response to “Tell me about a time when….” In the majority of interviews, hiring managers ask what are called behavioral interview type questions because they want find out how you behave and deal with specific types of situations. Some of the questions include:Tell me about a time when you failed.Tell me about a time when you managed a conflict.Tell me about a time when you dealt with a difficult customer.Tell me about a time when you missed an important deadline.Tell me about a time when you learned from a mistake.You get the picture? When you are answering the question, talk about what happened and what you did to resolve the situation. Here is a possible answer to the question, “Tell me about a time when you learned from a mistake.”​“About 15 years ago, I was in charge of developing a new suite of products for the company I was working for. Our team was getting pressured to add a lot of extra benefits that we were told the customer wanted. Because the company offers premium products and competes on impeccable customer service, I relented, even though I thought we should create a minimum viable product to let customers test.  Because of all the extra benefits and functions, production costs went through the roof. Fortunately, we recovered all the costs because the products sold well. But the customers didn’t value the extra benefits and functionalities that we spent time creating. Today, when developing new products, the team quickly creates a prototype – a minimum viable product, that we test. Based on feedback, we then create the product. This saved us a lot of time and money.”​The response above works because the candidate clearly outlines the problem and how she recovered from the mistake. Remember that the response offered to the interview question, “Tell me about a time when,” is only a guide, and therefore it is the job candidate’s responsibility to tweak the advice offered.​This article is contributed by Right Management, www.rightmanagement.sg, the global career experts within the ManpowerGroup.

​To perform exceptionally well in an employment interview, the job candidate has to possess effective interviewing skills. ​One of the best ways to prepare for an interview, is by holding mock interviews, answering the seven commonly asked interview questions. In the series on “Answers to 7 Common Interview Questions,” here is a possible response to “What do you look for in a boss?” For today’s question, the interviewer is trying to determine the job seeker’s personal leadership style, to find out if it aligns with the organization’s culture. It’s also a way to discover if the interviewee is promotable - that’s if he or she is leadership material. Another way to ask this question is, “Tell me about your current boss.” ​It’s a well-known fact that the most common reason for someone to leave a job is because of the people they work with. People quit people, they seldom quit jobs. In the event that you are leaving your job because you cannot get along with your boss, do not say that in the interview. No mention of major personality flaws either. Focus on your boss’ strengths, because everyone has strengths. Everyone is good at something. Your response to “What do you look for in a boss” should be short, direct, cover four to five traits, and should take no more than two minutes to answer. A possible answer to the question is below.​“I’ve found I work well with a lot of different management styles. Now, having said that, I think it’s admirable for bosses to show interest in their direct reports, know each team member’s strengths and weaknesses, listen to what team members have to say, and give praise when appropriate. It’s very important to me that an ideal boss is approachable, someone who speaks plainly. I’d also like to know that I can talk to my boss about any workplace situation without feeling scared or fearful of his reaction. And my ideal boss provides timely, and honest feedback.” ​The response above will take less than two minutes to deliver, but it touches on several traits of the greatest leaders. That’s the kind of person who you’d ideally want to work with. Since interviews are a two-way street, when you get the opportunity to ask questions, make sure you ask questions such as, “Tell me what you like best about your job” and “What’s your management style?” Additionally, also pay attention to non-verbal cues since this gives important insights into the boss’ personality. ​The response offered to the common interview question, “What do you look for in a boss?” is only a guide, and therefore it is the job candidate’s responsibility to tweak the advice offered.​This article is contributed by Right Management, www.rightmanagement.sg, the global career experts within the ManpowerGroup.

​To perform exceptionally well in an employment interview, the job candidate has to be prepared.  ​For today’s question in our series on Answers to 7 Common Interview Questions, let’s take a deeper look at how to answer the question, “Where do you see yourself in five years?”   When the interviewer asks this question, they are trying to understand your career goals and possibly your career path. They want to know if your goals and expectations for career growth are a good fit, and aligns with the organization’s goals. Organizations want to hire employees who will likely stick around, those who are motivated and proactive about their careers, and those who are serious about success. For the question, “Where do you see yourself in five years,” you can quickly derail the interview if the interviewer believes that you are overly ambitious, think you can move up quickly and start running the place. Before providing a possible answer, it’s worth mentioning that the question can be asked in several other ways such as: 1.What is your ideal job at this stage in your career?2.What’s most important to you in your career?3.What are you looking for?4.What are your long-term career goals?5.How do you define success? Your response to “Where do you see yourself in five years” and any other variation of the question, should be short, direct, and take no more than two minutes to answer. Most importantly, you should be honest and specific about your future goals. Seriously think about the position, and realistically where it can take you. In your response, be sure to emphasize your interest in working for the company for a long time. A possible answer to the question is below.​ “I always strive to be the best at what I do. Although I have the core requirements for the position, and will hit the ground running, I want to work for an organization where I’ll have opportunities to develop my skills, work on interesting projects that will stretch me, and with people, whom I can learn from. But most importantly, I want to work for an organization where I can build a career.”​The above answer shows that you are enthusiastic, ongoing learning is important to you and you are a team player. You are motivated and ambitious, but not too ambitious to make the hiring manager believe that you are after her position. Before going to any job interview, make sure that you practice mock interviews with a friend or even in a mirror to hone your interviewing skills. That’s the most effective way to ace the interview. Remember that the response offered to the interview question, “Where do you see yourself in five years?” is only a guide, and therefore it is the job candidate’s responsibility to tweak the advice offered.​This article is contributed by Right Management, www.rightmanagement.sg, the global career experts within the ManpowerGroup.

​To perform exceptionally well in an employment interview, the job candidate has to be prepared. ​In the series on Answers to 7 Common Interview Questions, here is a possible response to “What is your biggest weakness?” For today’s question, the interviewer is trying to determine how honest and self-aware a job seeker is. The hiring manager is also trying to identify any big red flags. The one response you don’t want to give is “I do not have any major weakness.” Now, having said that, this doesn’t mean you need to wear your heart on your sleeve, talking about every weakness that you have. Here is a possible response to the question, “What is your biggest weakness?”​“I am an introvert, so in large meetings, I tend to remain quiet, especially when more extroverted co-workers monopolize the conversation. A couple of coworkers, with whom I work closely, and trust their feedback, mentioned that when I do not speak up in meetings, not only does it make me look as if I never have anything worthwhile to say, but I deny others the opportunity to benefit from my ideas and insights. I had never really thought about it that way before. I have been seriously working on this weakness to become more comfortable speaking in front of large audiences. I recently offered to chair a committee to raise funds for United Way. And when I am in other meetings, before the chair moves on to another topic on the agenda, I indicate that I have something to say. It still feels a little bit uncomfortable for me to step outside my comfort zone, but I feel better knowing that I am being heard.” The above answer works because public speaking is one of the biggest fears that people have. In fact, it ranks above going to the dentist. You have stated your weakness, but you have also provided two ways that you are working on your greatest weakness. The hiring manager sees that you are very self-aware and honest. The response offered to the interview question, “What is your biggest weakness?” is only a guide, and therefore it is the job candidate’s responsibility to tweak the advice offered.​This article is contributed by Right Management, www.rightmanagement.sg, the global career experts within the ManpowerGroup.

​Acing the job interview takes preparation and practice. Here is an answer to “What would you do in your first 90 days in this position?”To perform well in an employment interview, you have to be prepared. You should know about the company, be familiar with their products and services, surmise their challenges and understand their key competitors. Having this information will set you apart from your competition, and show that you're serious about the position.  Beyond that, the best way to prepare for any interview is to put together a list of possible interview questions, then have mock interviews where you can practice your responses. In the series on Answers to 7 Common Interview Questions, here is a possible response to “What would you do in your first 90 days in this position?” For this question, the interviewer is trying to find out how you solve problems and set goals. This is a great opportunity to establish to a company that you can manage your time, quickly get up to speed, and hit the ground running.  Generally speaking, during any employment interview, a hiring manager is looking for responses to the following basic questions: Do you understand what the job entails?Can you perform the job?Will you perform the job?One way to address this question, if by presenting a 30-60-90-Day plan for your first days on the job. If done correctly, this will demonstrate that you understand what’s required of you, and that you have the skills and experience needed to do the job successfully. Even if you are not asked this question during the interview, it’s good to go through the process of creating a 30-60-90-day plan prior to the interview. There will be many opportunities in the interview to present your plan to the interviewer, and it will demonstrate that you're serious about the position and have come prepared.  Possible answer to the question, “What would you do in your first 90 days in this position?” ​“I am delighted that you asked this question because I have created a 30-60-90-day plan based on my understanding of the role. The first thing I’ll do is to meet with my boss to get a clear understanding of her expectations and the challenges and projects that are most important to address.  I will learn what my boss expects from me, and how she measures success in the role. Next, I will meet with members of the team, and other coworkers to understand how the position fits in with the larger team. Finally, I will take the time to complete training on all aspects of the position, so I have the knowledge needed to get to work.” ​The above response works because you are demonstrating your willingness to roll up your sleeves and get to work in a professional, proactive manner. ​This article is contributed by Right Management, www.rightmanagement.sg, the global career experts within the ManpowerGroup.

​​To perform exceptionally well in a job interview, the job candidate has to be prepared. In the series on Answers to Common Interview Questions, here is a possible response to “Tell me about yourself.” This question is usually the ice-breaker that sets the tone for the interview. For today’s question, although the interviewer is asking you about yourself, she is expecting you to tie in your response to the job that you are interviewing for. She is not interested in where you grew up or any of your hobbies. It’s not really about you, it’s about the company’s needs. Provide a complete understanding of your background and your aspirations as they relate to the prospective position. So throughout your response to this common interview question, focus on your knowledge, skills, abilities and experiences that will be likely the most relevant. ​The hiring manager has your resume, so in your response, incorporate some vignettes, and try to relax. Here is a possible answer to, “Tell me about yourself.” ​“I am currently the social media manager where I manage over 100 accounts for the organization. My main goal was to attract a large segment of Millennials who would likely buy our products. As a Millennial myself, I understand what’s needed and my team and I were able to successfully develop and implement a social selling campaign. At the end of the campaign, we had 1 million Facebook likes and 2 million Twitter followers. Likes and followers are important, but we sold $10,000,000 worth of products to our target group.  And while I enjoy what I do tremendously, your organization will allow me to dig deeper into social selling and expand into lead generation. This will allow me to grow my expertise.”​The answer works because it is giving a glimpse into the candidate’s background and her aspiration. Her response demonstrates how she is the answer to the organization’s problems in a very non-arrogant way. She is simply presenting the facts. Remember that the response offered to the common interview question, “Tell me about yourself” is only a guide, and therefore it is the job candidate’s responsibility to tweak the advice offered.​This article is contributed by Right Management, www.rightmanagement.sg, the global career experts within the ManpowerGroup.

To perform exceptionally well in a job interview, the job candidate has to be prepared. The best way to do that is to put together a list of possible interview questions, then have mock interviews, where you video record your responses to dissect later. In the series on Answers to 7 Common Interview Questions, here is a possible response to “What questions do you have for me?” Let’s start off by saying that it’s unacceptable to say you do not have any questions for the interviewer. During a job interview, it’s a conversation. The employer is checking you out and you should be doing the same thing.As a rule, do not ask about salary and benefits until an offer is made, or if the hiring managers specifically opens that door. Don’t expect to ask all 15 questions because not only would that be overkill, but there wouldn’t be enough time to do that. A better approach is to think about the position that you are interviewing for, what information would you like to know that you cannot find elsewhere?These days with the prominence that social media plays in our lives, it is very easy to find information on organizations and the people that work there. Although, you will find 15 sample questions to practice with, in the interview, perhaps you could focus on the following four questions if they make sense for the position that you are applying for. What particular achievements would equate to success at this job? What would success look like?What are three key things that really drive results for the company?Corporate culture is very important, but it’s usually hard to define until one violates it. What is one thing an employee might do here that would be perceived as a violation of the company’s culture?In the recent past, how has the company acknowledged and rewarded outstanding performance?The above questions to ask the interviewer work because you need to know what success looks like for the company and for yourself, so you know which direction to take. These days, as more people are moving toward having career conversations, it’s fair game to understand how you will be rewarded for stellar performance. And in every organization, there are many unwritten rule. These are hard to figure out because they are unwritten, so it’s best to ask the question, so you know what behaviors to avoid.​This article is contributed by Right Management, www.rightmanagement.sg, the global career experts within the ManpowerGroup.

​Acing the job interview requires that job candidates take the time to prepare. By participating in mock interviews, any job candidate can survive even the most difficult and harrowing job interview. In our blog post series, Answers to Common Interview Questions, we deconstruct each of the seven questions. Click on the question to view a possible answer.​Tell me about yourself.This question is usually the ice-breaker that sets the tone for the interview. Provide a complete understanding of your background and your aspirations as they relate to the prospective position. So throughout your response to this common interview question, focus on your knowledge, skills, abilities and experiences that will likely be the most relevant. What’s your biggest weakness?The interviewer is trying to determine how honest and self-aware a job seeker is. The hiring manager is also trying to identify any big red flag. The one response you don’t want to give is “I do not have any major weakness.” Where do you see yourself in five years?The interviewer is trying to understand your career goals and possibly your career path. That means they want to see if you have realistic expectations for your career. Do you understand the role and what it entails? They want to know if your goals and expectations for growth are a good fit, and aligns with the organization’s goals. What do you look for in a boss?The interviewer is trying to determine the job seeker’s personal leadership style to find out if it aligns with the organization’s culture. It’s also a way to discover if the interviewee is promotable. Tell me about a time when….?In the majority of interviews, hiring managers ask what are called behavioral interview type questions because they want to find out how you behave and deal with specific types of situations that spring from tell me about a time when….? The ellipses could represent - you made a mistake, resolved a conflict, or satisfied a difficult customer. What would you do in the first 90 days on the job?The interviewer is trying to find out how you solve problems, set goals, and whether you are an overly ambitious person, who sets unrealistic goals. You also want to emphasize in your responses that the first 90 days in a position, is also a time that you will get to know your team and your boss. What questions do you have for me? It’s unacceptable to say you do not have any questions. During an job interview, it’s a conversation. The employer is checking you out and you should be doing the same thing. Think about the position that you are interviewing for, what information would you like to know that you cannot find elsewhere? Questions about what success looks like in the role, and any about culture are good bets.  When responding to questions in an interview, remember to keep it short (no longer than two minutes for each question), keep it positive, and keep it truthful. Any job seeker who takes the time to prepare answers to each of the seven common interview questions and the seven tough interview questions will find that the job interview is less daunting and harrowing.​This article is contributed by Right Management, www.rightmanagement.sg, the global career experts within the ManpowerGroup.

​​How do you develop transferable skills?​There’s a fine line between being an expert and getting pigeon-holed into a narrow role. Even if you become highly specialized and skilled at your job, you want to work on remaining well-rounded and develop skills that can be transferable to new positions. ​Do you know what skills you have that are transferable to other industries or functions? Review this checklist for a quick assessment. Then focus on these methods for developing transferable skills. ​Examine your résuméYou may already have budding transferable skills that you can focus on. Review your resume to see what experiences can be applied in new roles. Having the experience is one thing, knowing how and when to showcase those transferable skills is another. Recognize the transferable skills that are embedded in your current role such as project management, as well as creativity, communications, planning and collaboration. What are roles that can be further developed? ​Step into new roles​Consider volunteer roles – either inside or outside your organization – that add expertise and knowledge to your tool kit. Use volunteering as an opportunity to try something new, perhaps a career you always wanted to explore. You may find it as exciting as you dreamed, or it may lack the glamour or fulfillment you envisioned. Follow your passion – when you are giving back to something you believe, it is much easier to find that extra hour or two every week and learn new skills. ​Set accountability goals for yourself ​Metrics are often associated with performance reviews, which play a part in developing soft skills. But you can also create output metrics to set accountability for developing transferable skills. For example, a manager can rate your leadership ability before and after a training activity such as joining committees at work. ​Transferable skills are only becoming more valuable for organizations. Today, more than half (56%) of employers say communication skills, written and verbal, are their most valued human strengths followed by collaboration and problem-solving, according to the global Talent Shortage Survey. That’s why developing these skills are important for today, and they’ll only become more necessary tomorrow. ​

​The future of work is changing quickly, and the jobs of tomorrow will be different than today.  A new study from the World Economic Forum reveals the emerging jobs that are in urgent demand worldwide. According to the report, 37% of projected opportunities will be in the care economy; 17% in sales, marketing and content; 16% in data and AI; 12% in engineering and cloud computing; and 8% in people and culture. The following resources can help prepare for the trends of tomorrow. Seek resources to upskillUpskilling requires learning on the job to remain relevant in the changing future. There are numerous opportunities to embrace and volunteer for upskilling. Have a conversation with your manager about how you can fit into the organization’s long-term plans through upskilling.More companies are planning to build talent within their workforce, with 84% of organizations planning to upskill employees in 2020 – an exponential increase from 21% in 2011, according to a ManpowerGroup report. Cultivate learnability Candidates who can demonstrate higher cognitive skills, creativity and the ability to process complex information, together with adaptability and likeability, can expect greater success throughout their careers. To meet these needs, workers need to cultivate their Learnability and continue to grow their soft skills. Join industry associations The best industry associations offer many practical benefits including certification, conferences, webinars, networking events and job boards. Industry associations often commission industry research, so members can keep up with trends that are likely to shape the industry. All these benefits are important to anyone looking for a job, especially in a new and emerging field. Look into joining a recognized industry association to stay current with your job skills. Don’t ignore soft skills Overall, soft skills are not going away. ManpowerGroup's report Robots Need Not Apply: Human Solutions in the Skills Revolution surveyed 20,000 employers across 42 countries on the impact of automation, and found that soft skills are of greatest value are hardest to find. Developing soft skill abilities can have an immediate and long-term impact on your career. And those are the transferable skills that will continue to be in demand. ​No matter what work you do, the ability to learn, unlearn, relearn is vital to advancing your career. Employers are looking for candidates with skills and adaptability for this changing environment. ​

​​What Transferable Skills do Employers Look for?​Today’s employers need flexibility to take skills from one role and apply them to another. Here is how you can maximize your marketability through transferable skills.​Jobs today and in the future aren’t about what you already know. Increasingly, they are about what you are willing to learn, adapt and apply for tomorrow’s needs. Roles in sales, business and financial operations and office administration all need transferable skills like writing, managing, strategy and information technology that will still be applicable despite changing job titles. ​Here are the transferable skills that are most in demand. ​Learnability over the long term Of all transferable skills, learnability is the foundation. Learnability is the desire and ability to continually learn and grow throughout careers. To keep your learnability skill sharp, take the time to find unfamiliar topics and dig beneath the surface. Situational leadership Every leader is different, and every situation is different. But the leader that can adapt to each situation with different approaches has valuable transferable skills. According to Situational Leadership Theory, quality leaders know how to read different needs and provide the right style based on the experience level, difficulty of task and novelty of the situation. Those who can provide this type of flexible leadership can transfer across new environments and be in high demand.Thriving with teamwork While automation is augmenting work, humans and teams will continue to need to work together. On a team, there are people who will do what they commit to, while others will not deliver. The team has to manage these situations, so that they do not impact the grades of team members. Being a team player, and possessing interpersonal skills, are critical workplace skills in a variety of situations.​Overall, soft skills are not going away. ManpowerGroup's report — Robots Need Not Apply: Human Solutions in the Skills Revolution — surveyed 20,000 employers across 42 countries on the impact of automation, and found that soft skills that are of greatest value are hardest to find. ​Developing soft skill abilities can have an immediate and long-term impact on your career. And those are the transferable skills that will continue to be in demand.  ​

​Is your employee engagement program underperforming? If so, it may be built on surveying practices popularized some 15 years ago that are still followed today at many organizations, even though these methodologies are proven to have limited effectiveness over time.Myth #1 – CensusThis is the idea that every employee should get the exact same survey. A one-size-fits-all design is said to improve efficiency and organizational momentum, while avoiding employee confusion over why people got different sets of questions. There is no academic or real-world proof that this belief is valid and, in fact, just the opposite is true.  There are dozens, if not hundreds, of examples where a more robust design provided enhanced (in quality and quantity) insights. If you have 20,000 employees and I give you a questionnaire of 40 questions, I can, in turn, provide you with insights on only 40 items. A far better design is to craft a core set of 30 to 35 questions and then create an additional 10 to 15 modules of 3 to 5 questions each.  These “modules” can be distributed on a random, geographic, or functional or experiential basis. The average survey is still only 40 questions long – but you and your leaders have now gained insights into 100 different items across the organization.Myth #2 – ConsistencyOr, as I call it, laziness. According to the consistency myth, each new survey has to match the one that went before in order to measure progress and trends reliably. On the face of it, that seems logical. Trouble is, organizations are organic not static entities. Show me a company that hasn’t changed over the course of a year, or doesn’t have new issues to deal with.  You can’t. Your survey instrument needs to change by at least 10% each wave to stay relevant to your current direction, structure, and needs, and enable you to uncover information that will be useful strategically or tactically. Again, optimized design and proper use of modules can achieve this without impacting your core survey.  You need a platform with the speed, agility and flexibility to keep up with the reality of business in the 21st century.Myth #3 – ComparabilityEverybody wants to measure themselves against the next guy and that’s why it’s easy to fall for the myth of comparability. Comparability is founded on the questionable value of benchmarking. The vendor has accumulated a database of companies whose employees have answered the exact same questions (word for word) that your employees are being asked. You are promised that you’ll gain tremendous insights by seeing how your employees stack up against the “industry-wide norm.” However, the companies in such a database are only convenience-based samples and are not representative of an industry or geography. In fact, you will learn little of value because while industries tend to be consistent, organizations exhibit tremendous variability – variability in how the culture operates, what concepts mean, how they do what they do. Convenience-based comparisons based on standardized surveys won’t help you improve. Instead, customizing your questions to your company’s unique culture, situation and needs will help you uncover your organization’s unique strengths and weaknesses to get the insights that enable meaningful change.The three C myths have gained another C-word – credibility – over the years because of the sheer number of organizations that bought into them. But, if we’re honest, we know this outdated approach to employee engagement stalls out over time and provides limited realization of business-wide benefits. A better C-word to describe it would be – common.Instead, I’d like to see companies move towards more enlightened practices that align better to changing business needs … obsess over improvement rather than comparisons … demand as much accountability from senior leaders as from front-line managers … and drive toward targeted actions that leverage organizational strength and remove the barriers to engagement.How about your company? Are you satisfied with your surveying practices? Are there other “myths” when it comes to employee engagement?

If you want to generate some positive energy in your workforce, here are three easy things you can do that can make a difference right away:Use their names.Open every conversation—whether by email, phone or in person – with your employee’s name. Not only does this guarantee his/her attention, it also reminds you that you are talking to a living, breathing person. Too many emails start in mid-sentence, as though speaking at, not to or with, the other person. Even in person, our tendency is to focus on our thoughts about the topic at hand rather than the person with us. This simple form of recognition can make a tremendous difference. It ensures that you not only have the other person’s attention, but that you make a personal connection that results in improved collaboration, respect and trust.Inspect what you expect, and expect the best.One of the vice presidents at a global organization in Minneapolis says that she expects to see courage, collaboration and curiosity in her employees. She goes out looking for these attributes every day and says that not only does she find them, but she supports them with whatever resources she can. Choose characteristics that represent your own or your company’s highest values; then go treasure hunting. In addition to encouraging both employee competency and confidence, you will build a mental library of inspiring stories to use for team building, presentations, and developing talent (including yourself).Talk about what’s going right.Fires and problems always arise, but in most workplaces on most days, the vast majority of what’s happening is that intelligent, competent people are doing their jobs capably and to the best of their ability. At the end of each day or week, review what went well and how you can build on it. Solicit your employees’ insights on what made things go right, not wrong. Regularly value their expertise and honor their contributions to your company’s continued success.While systemic drivers of disengagement, like bureaucratic processes, antiquated systems or stressed capacity may be out of your control, these three simple ideas will help you build influence and impact where and when it’s needed most and can help you maximize the effectiveness of your team.

For many of us, a career is primarily a source of financial stability, and we need to get away occasionally to relax and enjoy a holiday with family, friends, or even alone.  ​But is there a way that companies can make time at work as enjoyable as being on holiday? Is it possible to create a workplace that is so engaging that people aren’t working from weekend to weekend and actually look forward to Monday morning? Sound impossible? Read on.  ​It is no secret that an engaged workforce contributes to higher financial returns. Studies have shown that companies with high employee engagement have seen a yearly positive change in operating income of over 15%, compared to companies with low employee engagement where the change is -30%.What is really interesting is that managers account for 70% of variance in employee engagement scores! So, if you are a manager, here are some strategies and tactics on how to create an engaging, career-oriented workplace. If you aren’t a manager, consider sending this article to your boss!​Work as a rewardNothing compares to the feeling of success. When organizations directly link organizational achievements to individual efforts, employees will perceive work as a source of joy. This requires several things. You have to hire and cultivate passionate, dedicated people and you have to set clear goals and performance management metrics for evaluation. When employees are held accountable for results and rewarded for their achievement, engagement levels rise.​Humanize your approachManagers have to build genuine relationships with their staff, recognizing their dreams, fears, hopes, passions, and other emotions. “Put yourself in their shoes” is a cliché but employees love managers who demonstrate empathy and provide help and encouragement when needed. Motivation also rises when employees realize their work serves a larger purpose. However it is not enough to simply remind them of the vision statement.  Instead, share stories about real people whose lives were improved because of your company’s services or products; that will touch employees’ hearts and help them realize their work is needed.  ​Grow togetherWhile organizations rely on their workforce to grow, people also aspire to grow and develop their own careers. In fact, two thirds of individual performance drivers are tied to career conversations. To create a dedicated team of employees, organizations have to ensure that a proper career plan is developed for each individual. People are far more likely to be engaged at their work when they know how they can potentially grow within the company. Moreover, it was found that building on employees’ strengths is much more effective than focusing on fixing weaknesses. People who use their strengths every day are six times more likely to be engaged on the job.​TeamingIn today’s business world, you can hardly find an activity which is done solely by one person. A huge portion of our daily work is about dealing with colleagues. In fact, interactions with colleagues are among the top factors that affect our job satisfaction. It is very important for organizations to establish and support formal, informal, digital and physical communication channels to facilitate cross-level and cross-departmental conversations. Having these conversations can foster common goals and align tactics. By emphasizing shared goals and transparent communications across multiple channels, managers can help employees become truly and happily engaged in today’s collaborative work environment.​CultureIt would be unfair to write this post without mentioning the importance of corporate culture. How can you expect a workforce to be focused and motivated if their environment is toxic, hostile, discouraging, or a combination of all? Creating a people-oriented culture that incorporates humanistic values such as respect, trust, diversity, and—yes—fun, is the foundation that enables all of the strategies listed above to flourish. Such a culture encourages innovation, guarantees safety of experimentation, and reflects corporate values in daily actions. Knowledge sharing is the norm and employees can always find a helping hand when needed. Creating such a culture is not easy, I know, but doing so is a critical step in getting your staff as enthusiastic about their careers as they are about their holidays.

​There’s a rhythm to starting each semester in school. However, making the move from college to the workplace requires a lot of adjustments, including learning acquiring new job skills, managing interactions with colleagues, and learning to balance independent projects with working on a team.Whether you’re adjusting yourself or working with someone new to the workplace, here is a checklist of ways to navigate the transition and make it more manageable.Long term project managementIn college, a big project rarely lasted longer than a semester, and usually were much shorter. But in the workplace, you’re often expected to juggle multiple projects that can last six months, a year or longer. When you’re working on projects of these lengths, set several milestone goals, check in on progress regularly, get feedback, and use the resources of others around you. Set expectationsAt the beginning of the semester, your professor issues a syllabus and devotes the first class to expectations. This not only provides a framework, it helps determine the professor’s teaching style and fit and feel. The same format is just as crucial when starting your role at work. Sit down and communicate face to face – not just over email – so both of you can get a sense of your style, your motivations and expectations.Secure a mentorWhen you’re in university, you can stop by your professor’s office hour or book an appointment with your academic advisor. The same principles of mentorship are just as important in the workplace. But after you graduate, you have to be more proactive about it securing your own mentor. Having a mentor will enable you to learn what employers expect from new grads and you can use the information to make yourself job ready. ​After years of being in the school system, it will take new grads time to transition to a different environment. But just as freshmen become seniors, this next generation will mature, learn and grow into their roles. Good luck, graduates!

​Some internships might only last a few weeks or months, but their impact can last for years.  Follow these steps to make the most of this period to launch success for years to come.Build your brand with the right internshipAlong with your major and your GPA, internships are one of the most important line items on your resume. Because it’s tied to your personal brand, applying for internships should be more thoughtful than simply working in a relative’s office filing papers for the summer. Put thought into what internships aligns with your future career goals, then make a list of businesses that can advance this brand. If a business where you want to intern isn’t hiring, reach out to them regardless. Your proactivity may be rewarded.Designate a mentor or mentorsMany internships will have a mentor built into the role. If not, have a conversation with your manager at the beginning so you know who you can go to answer the mundane to the important questions. Having a designating mentor will benefit you for more than just locating the bathroom. Building a relationship with a mentor can help down the line when you need references, career insights and job leads.Ask questions. Then ask more questions.“I don’t know” are the three hardest words to say. It can be hard to admit when you need help. But an internship is a time when you’re not expected to know it all. Use this to your advantage by asking questions on any topic you may be unsure. Remember, this is a learning opportunity.Do thankless tasksIt’s a cliche of internships that you sometimes do thankless tasks, because it’s true. The temptation may be to rush through these mundane assignments or feel that they are beneath you. But you’re building a reputation during this time not just for your talents, but with your presence and your character. You have a short time to make a lasting impressions, so do even the minor assignments to the best of your ability. You may find what seems like a series of thankless tasks are the ones that pay off in the long run.​Final thought: Even though internships are often entry-level learning experience, they can also offer responsibility, like learning how to project manage. An internship is more than a line on a resume – it also means growth and education. Use it to your advantage.​

​There is a crucial time between getting hired and starting work where you have leverage to enhance your work life. When negotiating, ask for what you want or they won’t necessarily know what is important to you. ​Know the market range for your salary  ​​Most medium to large organizations have a pay range – not just one rate – for each position. To find this range, seek out a credible compensation survey from consultancies that collect data from organizations, rather than individuals who may submit unverified data. If you can’t get access to these surveys, do research online and talking to your network and recruiters to build the picture of the range. Then negotiate within the range based on your experience and skills.  ​​Think beyond the salary  ​​Frederick Herzberg, a pioneer in the field of business psychology, asserted that people aren’t just motivated by salary. But they do need a stable base of income and benefits that he called “hygiene factors.” Take the time to think what conditions will make you feel more secure in your role, including retirement benefits, vacation and weekly hours. Look at the full picture to see how benefits can contribute to a solid foundation at work.  ​​Gather intelligence  ​​Is salary firm but vacation time flexible? If you want to learn more about what to negotiate for, talk to some of your contacts to identify what people are negotiating for in compensation packages these days. Although you are negotiating for what you want in a compensation package, it helps to know the territory and what the company considers flexible.  ​​Get creative ​​Salary and benefits package are the most popular items to negotiate, but other options may be on the table depending on the culture of the organizations. For instance, some businesses may offer sabbaticals, training and tuition reimbursement, concierge and gym benefits, or a flexible work schedule that includes working longer days for a day off. Consider what’s truly important to you – not what would just be a nice perk – and make the ask.  ​​Have a conversation  ​​Negotiations don’t need to be about a take-it-or-leave-it mentality. Rather, you can simply ask if the organization has the capacity to increase their offer if, for example, it came through lower than expected. If the employer is unwilling to move, you can still consider the offer as it stands.  Remember, you’ll never get it if you don’t ask.  ​​Remember, you can acknowledge and express genuine appreciation for the job offer without accepting. During the conversation, set a positive tone, request some time to review the offer, and consider your options. The ball is in your court.   ​