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  • Posted by Jason Hensel at
    12:00AM 05/06/2013 1 Comments

    5 Critical Job Search Questions

    The U.S. jobs situation is trending upward. According to reports released on Friday, there were 165,000 jobs created in April, exceeding a forecast of 135,000. The hiring increase helped push down the unemployment rate, from 7.6 percent to 7.5 percent.

    Specifically, there was a net job growth of 43,000 for the leisure and hospitality sector. 

    "MPI’s job board, Career Connections, reflect this stated job growth," said Randy Crabtree, MPI membership marketing manager. "Over the past year, we have seen an increase of 70 percent in monthly resume views by employers. Job seekers are getting more active too, with an increase of 34 percent in monthly job views by potential candidates." 

    Now that the economy is showing signs of improvement, you should focus on a strategy for securing the job you want.

    “The truth is, even in a good economy, the average job seeker is not properly prepared,” said J.T. O’Donnell, career expert and CEO of Careerealism.com. “Regardless of age, most are under-educated when it comes to knowing how to effectively manage their careers.”

    O’Donnell recommends that you ask and answer five questions before you start your search.

    1. What are some examples of how you are more successful than others in your field with similar experience?
    2. How do you use your professional strengths to add money to an employer’s bottom line?
    3. What industries or professions that could make good use of your skills in this economy?
    4. What are your minimum job requirements and how have they affected your approach to your job search?
    5. Who are the companies you really want to work for and why?

    Answering these five questions is part of a two-phase job search plan. 

    “In the beginning, ‘strategic’ phase, you assess your current priorities, strengths and interests and then use this self-knowledge to research and identify opportunities that best suit you,” O’Donnell said. “This phase is critical because it’s a chance to come to terms with who you are and define a professional goal that is achievable and satisfying.”

    The second phase is tactical and consists of building a customized job search plan that emphasizes your strengths.

    “No two people are the same, which means no two people should go about a job search in the same way,” O’Donnell said. “When the strategic phase has been completed properly, the quality of the job seeker’s efforts in the tactical phase goes up—and so do their results.”

    What are some successful ways you’ve secure a job in the past? Please share your stories in the comments.




  • Posted by Jason Hensel at
    12:00AM 04/15/2013 0 Comments

    How Associations Can Help Your Career

    A co-worker passed along an article the other day titled “10 ‘Sit Up Straight’ Exercises to De-slump Your Career.” It included tips such as “make learning a priority,” “adopt an attitude of gratitude” and “pay attention when people make suggestions.”

    Once suggestion, though, really stood out to us: “Join an industry association.” The article says that the “payoff in terms of networking opportunities, early insights on industry developments and heads-up on emerging opportunities will be invaluable.”

    Of course we agree with that statement, and it’s not just individuals who benefit from joining industry associations. 

    “Membership in trade associations not only benefits employees of your company, but it also projects a positive image of your firm to your customers,” said Betsy Demitropoulos, senior editor of American Business Magazine. “Membership in associations shows a business’ initiative, its engagement in a particular trade and its commitment to staying abreast of current developments in the market.”

    Staying abreast of current trends is one of the many valuable benefits of joining (or retaining) MPI membership.

    “The value of joining an association, especially MPI, allows you access to 24/7/365 learning from more than 190 education sessions that can count toward clock hours for your CMP,” said Brad C. Shanklin, IOM, MPI senior director of chapters and member services. “MPI also provides you with access to a 20,000-member global community comprised of powerful decision makers representing 67 percent of Fortune 100 companies. Through your membership, you can make crucial connections to people, ideas and marketplaces that can take your career and your business to the next level.”

    So, help take your career and business to the next level and please join or renew your MPI membership. And while you’re at it, consider volunteering with your chapter. Applications close this Friday, April 19.




  • Posted by Jason Hensel at
    12:00AM 02/14/2013 1 Comments

    Employment Growth in Our Industry

    The number of job openings dropped in December, according to the U.S. Labor Department. Workers hired in December fell to 4.19 million from 4.4 million, causing the hiring rate to drop to 3.1 percent from 3.3 percent. 

    Sounds like dire news. However, it's a different story for meeting professionals. Looking at the number of new jobs posted on our careers page, we see that there's been a 46 percent increase in postings in January over December.  

    MPI job posting stats

    MPI job posting stats

    "Our industry got hit really hard by the recession, and this employment growth is also showing that we are learning to tell the story of the value of meetings and events and of the industry professionals who produce them," said Randy Crabtree, MPI membership marketing manager.

    Be sure and check out the MPI careers page for the latest job postings, and follow @MPICareers on Twitter to stay even more informed about available jobs. 




  • Posted by Jason Hensel at
    12:00AM 02/12/2013 3 Comments

    MPI Making Progress on CEO Search

    Since December when the MPI CEO Search Committee officially activated the search for a new CEO of MPI with global executive search firm Heidrick & Struggles, the firm has received strong interest in the position and is making great progress with a number of highly qualified and interested individuals.

    “Our primary concern remains to find the right executive for this important job, and we’re prepared to take the time required to recruit the quality leader our association community needs,” said Kevin Hinton, MPI Chairman. “With broad-based input from MPI members, the international board and MPI management, the search committee’s mandate is to help us find the best possible leader, and the team at Heidrick is doing a superb job.”

    According to Hinton, there is not a specific deadline to fill the position, although it remains a top priority for the Search Committee and Board of Directors. Anyone interested in applying for the position should contact Megan Black at Heidrick & Struggles directly. Megan can be reached by email at mblack@heidrick.com.




  • Posted by Jason Hensel at
    12:00AM 12/17/2012 1 Comments

    3 Building Blocks for Employee Engagement

    The National Conference Center recently released news about the value of employee recognition, training and development and developing credible leadership.

    “For every employer, being ‘engaged’ could translate into any number of different things,” said National Conference Center General Manager Kurt Krause. “When we analyzed our top accounts at The National Conference Center, we saw a trend in training and development—78 percent of the programs from our top 30 accounts focus on training.”

    The organization offers three building blocks of an engaged workforce.

    Employee recognition—According to Fred Lang, a former chief learning officer for the U.S. Department of Commerce, “Valuing [an employee’s] skills and talents is one of the greatest retention tools.” Employees receive a confidence boost from in-person coaching that enables them to improve their skills and develop new ones. When managers recognize skills that employees aren’t utilizing, training can be offered to improve and develop those skills that boost employee engagement and, as a result, can increase company financial performance.

    Training and development—On-going training throughout an individual’s career provides them with the tools they need to succeed. Margie Kersten, a learning leader at Ernst & Young, says one long-term company benefit is that participants who receive training feel more connected to co-workers who are also in training. As a result, they are more engaged in their work, invested in the company and much more likely to stay. 

    Credible leadership—What makes a leader credible? Someone who is trained on business policies, ethics and has the skills to lead the organization to success. Every senior-level executive needs the skills and leadership abilities to be an effective manager, and in turn, ensure satisfied and engaged employees. While identifying future leaders within the organization is an important practice Lang believes in, he explains that you cannot identify people for high-level leadership positions and expect them to automatically possess the skills and leadership abilities required of them. Lang insists, “You have to start lower. Leaders are leaders, but some of the leadership skills can be learned from other organizations that do it well.”

    How are you creating an engaged workforce at your business? Please let us know in the comments.

    (Story materials from the National Conference Center.)




  • Posted by Jason Hensel at
    12:00AM 08/20/2012 0 Comments

    Mothers Who Work Full Time Are Healthier Than Other Moms

    Moms who work full time are healthier at age 40 than stay-at-home moms, moms who work part time, or moms who have some work history, but are repeatedly unemployed, according to new research from University of Akron Assistant Sociology Professor Adrianne Frech.

    Frech, and co-author Sarah Damaske of Pennsylvania State University, examined longitudinal data from 2,540 women who became mothers between 1978 and 1995. Accounting for pre-pregnancy employment, race/ethnicity, cognitive ability, single motherhood, prior health conditions and age at first birth, the research reveals that the choices women make early in their professional careers can affect their health later in life. Women who return full time to the workforce shortly after having children report better mental and physical health, (i.e., greater mobility, more energy, less depression, etc.) at age 40.

    "Work is good for your health, both mentally and physically," Frech said. "It gives women a sense of purpose, self-efficacy, control and autonomy. They have a place where they are an expert on something, and they're paid a wage."

    Rather than fueling the "Mommy Wars" debate, which pits stay-at-home moms against working moms, Frech believes that a recently identified group—she calls this group "persistently unemployed"—deserves further attention, as they appear to be the least healthy at age 40. These women are in and out of the workforce, often not by choice, and experience the highs and lows of finding rewarding work only to lose it and start the cycle again.

    "Struggling to hold onto a job or being in constant job search mode wears on their health, especially mentally, but also physically," Frech said.

    According to Frech, working full time has many benefits, while part-time work offers lower pay, poor chances of promotion, less job security and fewer benefits. Mothers who stay at home may face financial dependence and greater social isolation. Persistent unemployment is a health risk for women, as stress from work instability can cause physical health problems.

    "Women with interrupted employment face more job-related barriers than other women, or cumulative disadvantages over time," Frech said. "If women can make good choices before their first pregnancy, they likely will be better off health-wise later. Examples of good choices could be delaying your first birth until you're married and done with your education, or not waiting a long time before returning to the workforce."

    Frech says there is hope for young women, who she advises to get an education and build a work history before having a first child.

    "Don't let critical life transitions like marriage and parenthood mean that you invest any less in your education and work aspirations, because women are the ones who end up making more trade-offs for family," Frech said. "Work makes you healthier. You will have the opportunity to save a nest egg. Also, should a divorce happen, it is harder to enter the workforce if you don't have a solid work history. Don't give up on work and education."

    (Story materials from the University of Akron.)




  • Posted by Jason Hensel at
    12:00AM 08/06/2012 0 Comments

    The Workplace Arrogance Scale

    Much like the character Peter Gibbons in Office Space, you may be dealing with an arrogant boss. And much like this industry, you probably want a measurement tool. Have no fear, your wishes have been answered.  

    Developed by researchers at The University of Akron (UA) and Michigan State University, the Workplace Arrogance Scale (WARS)—interested acronym, by the way—can help organizations identify arrogant managers before they have a costly and damaging impact.

    Arrogance is characterized by a pattern of behavior that demeans others in an attempt to prove competence and superiority. Stanley Silverman—dean of UA's Summit College and University College and an industrial and organizational psychologist—says this behavior is correlated with lower intelligence scores and lower self-esteem when compared to managers who are not arrogant.

    "Does your boss demonstrate different behaviors with subordinates and supervisors?" Silverman asks. He says a yes answer could mean trouble. Silverman warns that yes replies to these other questions raise red flags and signal arrogance.

    • Does your boss put his/her personal agenda ahead of the organization's agenda?
    • Does the boss discredit others' ideas during meetings and often make them look bad?
    • Does your boss reject constructive feedback?
    • Does the boss exaggerate his/her superiority and make others feel inferior?

    It sounds to me that a yes answer to any of those questions means the person is much more than arrogant; that person's a jerk (and that's being polite).

    Silverman and his colleagues Russell Johnson, assistant professor of management at the Eli Broad College of Business at Michigan State University, and Nicole McConnell and Alison Carr, both Ph.D. students in The University of Akron's Industrial and Organizational Psychology program, published details of the Workplace Arrogance Scale in the July 2012 issue of The Industrial-Organizational Psychologist.

    Left unchecked, arrogant leaders can be a destructive force within an organization, Silverman says. With power over their employees' work assignments, promotion opportunities and performance reviews, arrogant bosses put subordinates in a helpless position. They do not mentor junior colleagues nor do they motivate a team to benefit the organization as a whole, contributing to a negative social workplace atmosphere.

    Silverman says that arrogance is less a personality trait than a series of behaviors, which can be addressed through coaching if the arrogant boss is willing to change. He recommends that organizations incorporate an assessment of arrogance into the employee review and performance management process.

    He also emphasizes that cultivating humility among leaders and promoting a learning-oriented work climate go far in reducing arrogance and increasing productive leadership and employee social interaction.

    The 16th-century English bishop John Jewel once said, "If we learn not humility, we learn nothing." I agree. Greatness starts by being humble. 

    (Story material via the University of Akron.)




  • Posted by Jason Hensel at
    12:00AM 08/06/2012 0 Comments

    Paranoia, Paranoia, Everybody's Coming to Get Me

    Call it self-fulfilling prophecy. People who are paranoid about workplace rejection or sabotage can bring it upon themselves, according to University of British Columbia (UBC) research.

    The UBC Sauder School of Business study reveals that paranoia about negative gossip or being snubbed leads people to seek out information to confirm their fears, ultimately annoying colleagues and increasing the likelihood they will be rejected or subverted.

    “It may be best to ignore impulses that tell you that you’re the victim of office politics,” said lead author and Sauder professor Karl Aquino, whose study was recently published in the journal Organizational Behavior and Human Decision Processes.

    Aquino explains that it’s natural for people to wonder how others view them, especially when social acceptance in the workplace is often rewarded with power and financial compensation.

    “However, our research shows employees should do their best to keep their interactions positive and ignore the negative," Aquino said. "As the expression goes, kill them with kindness.”

    In one of the study’s experiments, the researchers discovered that people who more readily interpret interactions with others as negative are also more likely to try to root it out through such means such as eavesdropping or spying.

    Another experiment showed that individuals who reported wanting information about unfair treatment within a group were more likely to have angered their group members and be the focus of rejection.

    A third experiment measured study participants’ comfort level with a co-worker who is worried about unfair treatment as compared to other types of employees. Rather than be saddled with a worrywart, participants were 3.5 times more likely to choose individuals who demanded feedback on work quality. Participants were 16.5 times more likely to prefer working with others keen to get information on work group dynamics as a whole.

    So, stop worrying so much. It's wasted energy, and it annoys your co-workers. Just remember Joseph Heller's famous line from Catch-22: "Just because you're paranoid doesn't mean they aren't after you." People may always be after you. Worrying about it won't stop it.  

    (Story materials via the University of British Columbia.) 




  • Posted by Jason Hensel at
    12:00AM 07/31/2012 0 Comments

    WEC Attendees Take Advantage of Career Tools

    WEC attendees took full advantage of several perks offered by MPI and its partners. One of the most popular perks was free headshots from Orange Photography. Approximately 350 attendees had their photos taken and received electronic copies of them for their professional and personal use. 

    Another very popular WEC benefit was The Hub. Highlights include 

    • More than 50 one-on-one career counseling appointments for résumé evaluation and career maintenance and advancement
    • Hour-long sessions on interviewing, résumé writing, interpersonal skills and networking (the most important job promotion skill)
    • Mini sessions on meeting design, sustainability, the future of technology, social media best practices and determining the value of your events
    • Presentations of all of the tools and case studies MPI has created in the last year to help meeting professionals understand their virtual event options, measure whether their meetings are meeting their objectives, understand key elements of the future of events and determine how to create content for multiple generations.
    • Healthy snacks and whole fruit
    • A lounge area popular for peer-learning and discussions

    "We designed this space to cultivate conversations at the meeting point of knowledge and career," said Jessie States, meeting industry editor for MPI. "We have dozens of tools for meeting professionals that they are largely unaware of, case studies that present practical templates and research that provides a clear path forward. Knowledge advances career, and career advances knowledge—this is the foundation of what we do." 




  • Posted by Jason Hensel at
    12:00AM 07/26/2012 1 Comments

    Social Networking Plays Important Role in Finding Jobs

    Thinking of doing some major networking and connecting at WEC this year in hopes of getting a better job (or maybe a job)? Well, new research from North Carolina State University shows that informal social networks play an important role when it comes to finding jobs in both the U.S. and Germany, but those networks are significantly more important for high-paying jobs in the U.S.—which may contribute to economic inequality.

    “It is interesting to note that the open market system in the U.S., with minimal labor regulations, actually sees people benefiting more from patronage—despite the expectation that open markets would value merit over social connections,” said Richard Benton, a Ph.D. student at N.C. State who co-authored the research.

    The researchers looked at nationally representative survey data from the U.S. and Germany to compare the extent to which people find new jobs through “informal recruitment.” Informal recruitment occurs when a person who is not looking for a new job is approached with a job opportunity through social connections.

    The study shows that, on average, informal recruitment is significantly more common in Germany, where approximately 40 percent of jobs are filled through informal recruitment—as opposed to approximately 27 percent of jobs in the U.S.

    However, the jobs people find through informal recruitment in the U.S. are much more likely to be high-wage managerial positions. Specifically, in the U.S., the odds that a job will be filled via informal recruitment increase by two percent for every dollar of hourly wage that the job pays.

    For example, the odds that jobs paying US$40 per hour ($80,000 per year) will be filled through informal recruitment are about 66 percent better than the odds that a minimum-wage job ($7.25 per hour) will be filled through informal recruitment.

    By comparison, the researchers found that wages in Germany did not appear to be linked to how workers found their jobs.

    “Ultimately, this suggests that U.S. economic institutions offer greater rewards to sponsorship and nepotism than what we see elsewhere, which could help to explain why inequality is so extreme here.” said Dr. Steve McDonald, an associate professor of sociology at N.C. State and lead author of the paper.

    Shaking hands

    (Story materials via North Carolina State University.)




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