Surviving Dog-Eat-Dog Competition

But Boss, I’m Just Resting My Eyes

This is interesting: A study by the University of Melbourne finds people who are using the Internet for personal reasons at work are more productive than those who don’t. Just 9 percent more productive, but still. The reason: Workplace Internet leisure browsing – WILB, for short – helps people “zone out,” in the words of the study’s author, Brent Coker. That, in turn, helps their concentration.

The attraction of WILB, according to Dr. Coker, can be attributed to people’s imperfect concentration. “People need to zone out for a bit to get back their concentration. Think back to when you were in class listening to a lecture – after about 20 minutes your concentration probably went right down, yet after a break your concentration was restored.”

He goes on to suggest companies that spend “millions” on blocking their employees from using the Web may be shooting themselves in the foot.

One note: He’s talking about people who spend less than 20 percent of their office time on the Web. “Those who behave with Internet addiction tendencies will have a lower productivity than those without,” he says.

Layoff Warning Signs

For many people, it’s a challenge to keep their morale up, putting aside worries about layoffs and coming into work with a certain level of energy. This can be tough nowadays, when people feel the need to look over their shoulder for any signs of a layoff coming their way.

Sean Ebner, regional vice president for recruiting firm Technisource, recently compiled a list of what those signs might be. His intent isn’t to make you paranoid. One, two or three of these don’t necessarily mean you’re next. But if you see a developing pattern, well, be prepared.

So here it is, one of those lists you probably shouldn’t hang on your cube wall:

• Decline in communication from supervisor.
• Are your (external) competitors in trouble?
• More than usual questioning from supervisor or peers about job duties.
• More than usual questioning from supervisor or peers about clients or individual stakeholders.
• Unusual request for detailed status.
• Not getting copied on e-mails.
• Not being invited to meetings.
• Work load decreasing (as work moves to other people).
• Peripheral restructuring or team realignment (if other teams are going through change, will you be next?).
• Request to cross-train another associate with your job duties.
• More closed-door meetings.

In particular, be on alert when you’re asked to cross-train other employees. “Generally, that is a wolf in sheep’s clothing,” Ebner says.

Handling Confrontations Diplomatically

Calvin Sun writes:

In even the best companies, the time might come when you have the thought made famous by Peter Finch’s character in the movie Network:  “I’m mad as hell and I’m not going to take it anymore.” You’re upset about a policy announced by, or an incident involving, someone. Maybe that person is a co-worker, a customer, maybe even your boss. Regardless, the way you handle your concern can impact on your job. Here are some tips to keep in mind:

• Pick a time: Don’t just bring up your concern in casual conversation, or even during a meeting about some other issue. Say to the person, “I have something I need to discuss. When can we do it?” That way, the other person has notice, and will be more receptive.
• Address the issue, not the person: When you talk, focus on the issue or behavior, not the person. Doing so will make the other person less defensive. In addition, you will create a “common enemy” and thus make the other person feel as though you and him/her are on the same side.
• Be specific (examples and impact): Give specific examples (dates, times, places) of your concern. Also, describe (in quantifiable terms if you can) how the issue affects you and your performance.
• Offer positive suggestions: Offer constructive suggestions on how the concern can be addressed. That way, you’re less likely to be seen as a troublemaker or malcontent, and that you do add value to the organization.

Calvin Sun consults with organizations in the area of communication, customer service and career matters.

When Furloughs Work Against You

To avoid layoffs, many companies are asking employees to take unpaid furloughs. I’m sure the rationale is the overall benefits outweigh any other damage furloughs can cause to the work environment. But no doubt, the workers being asked to take this time off are suffering a strong case of low morale and resentment, on top of their foregone pay.

I recently spoke to a journalist friend of mine who works the crime beat for a Florida newspaper. His cell phone rang when he was spending a day on the beach with his family during his unpaid leave, and he was told about a body had been found in the area. His response? “Yeah, well, I’m on furlough.”

Other problems are brewing in companies using furloughs, according to The Wall Street Journal. At the University of New Mexico, workers who accepted the furlough were viewed by co-workers as suck-ups. And the Journal says, volunteering could make you seem unmotivated or even set you up as layoff target.

So before raising your hand to volunteer for a furlough, think things through. For one thing, consider workplace politics. Marie McIntyre, an organizational psychologist author of  Secrets to Winning at Office Politics, suggests taking cues from peers and senior leaders in the organization. Thinks twice about the move if you see the high-value people aren’t taking off.  Conversely, if the majority of employees are volunteering to take time off in order to save jobs, working could make you unpopular around the office.

Helping Co-workers Through a Layoff

A few of my friends have been laid off recently and the one story they each seem to share – most of the time with anger or disappointment – is about how they were treated by their managers and co-workers as they packed up their belongings and headed out the company door. Yes, it’s a tough situation for everyone, but it’s also one of those moments where people reveal their true selves.

One of the worst things you can do in such situations is avoid the person person who’s been told to leave. This is a time to show compassion, and asimple act of kindness can help ease the pain your former colleague is going through.  Kenneth E. Reinhard, a psychologist in Montrose, N.Y, offered some pointers recently to The Wall Street Journal:

When the initial hours have passed, set up some kind of gathering – whether it’s just the two of you or a larger group – so you can say goodbye outside the office. It will help ease the transition for both of you. “You might feel survivor’s guilt,” says Reinhard, “You have your job, and they don’t. But you have to understand that some things are out of our control, and keep it focused on them.”

When you do get together, avoid focusing the conversation on office gossip. Remember, your friend has suddenly have been cut off from a place that has been a central focus of their life. In a sense, they’re going through a type of withdrawal. Try and help them through this transition.

…if it’s been a month or so since they got laid off, don’t indulge them if they want to know the latest gossip at the company – or speculate about who else might get the axe. You’ll only be enabling a dysfunctional connection, says Michael Mantell, a corporate psychologist in San Diego, who helps companies improve relationships with their employees “You’re preventing that person from moving on.”

Taking Hits: Training & Tuition Reimbursement

When times get tough, chunks of compensation packages typically go by the wayside, things like annual raises, bonuses, 401(k) matching.

So what about on-the-job training and tuition reimbursement. Are companies scaling back those too? “Unfortunately, the answer is yes,” says Jerry Luftman, distinguished professor and associate dean at Stevens Institute of Technology in Hoboken, N.J., and vice president of academic affairs for the Society for Information Management, for which he conducts an annual survey of members IT budgeting and staffing plans. “Companies that have not had any tuition reimbursement caps are starting to put caps in place.”

While such moves may have short-term benefits, he worries about the long-term repercussions. “It’s a way of saving, but it’s a demotivator for getting their employees up to speed in the skills they need to be successful, and to make a really valuable contribution,” he says. By contrast, “it’s such a huge motivator when times are tough, to invest in your employees.”

Of course, he acknowledges, sometimes such cuts are absolutely necessary. “I understand if you need to make a tradeoff between training or educating somebody, and firing people – that’s a balance.”

Even with the downturn, however, there’s typically still some tuition reimbursement. “No one has pulled it back entirely,” Luftman says. And while fewer companies are footing an employee’s entire tuition bill, he estimates half still pick up the whole tab.

Interestingly, while the economy may be in shambles, Luftman says the typical student profile, as well as enrollment levels, seem to be holding steady at Stevens. “Eighty percent of my students are working professionals, with the average being about 10 years of experience,” he says. When it comes to enrollment, “we’ve not really seen the numbers go down here.”

How to Manage an Exit Interview

You have just gotten that tap on the shoulder. You walk into an office to face the human resource officer, who gives you the proverbial pink slip. Your emotions are high. Suddenly, you start telling the HR rep everything the company is doing wrong. You might even spill the beans on what other co-workers are doing. But before you let loose, take a moment to breathe and think: Even now, as you’re heading for the door, what you say and how you say it is important. Here’s what some recruiters tell me:

Kevin Jenkins: an IT recruiter with the Los Angeles-based Tech-Source, Inc.: “An exit interview is not the time or the place to consult management. If they were interested in hearing what you had to say, the meeting would be called a ‘performance review’ and not an ‘exit interview.’ The reality is that exit interviews happen because companies simply have no choice due to financial constraints, or they’re using the recession as an excuse to jettison you so they can replace you with somebody they believe represents an upgrade. In either case, what you think really doesn’t matter. Make the process easy on the interviewer and take a good reference out the door with you.”

Bill Blackford, a senior recruiter at Manpower Professional in the Washington, D.C., area: “If you get laid off, do not take it personally. This is not the time for you to vent during an exit interview. You want to leave on good terms because these people will be your references for future employment. As difficult as it is getting let go from a job, you need to pick yourself up, dust yourself off and focus on the next steps.”

Andrea Kay, author and career consultant: “Many companies will ask for input from exiting workers about issues, problems or things that might be improved. This can be useful feedback to the company. So if asked, find a way to share in the manner in which it is intended – to be helpful. Taking the high road in these situations can make you feel good about how you handled yourself. Even if you are not asked, you can say ‘Would you like some feedback that might be helpful for others who still work in this department, or on this project?’  Either way, it’s best not to burn bridges. So how you communicate is really, really important. You never know about the future and when your paths will cross again.”

Bettina Seidman, principal at New York-based Seidbet Associates: “Don’t vent. Always keep in mind that this is your employer/former employer. You are going to need a reference at some point in the future. In an exit interview, talk about how much you enjoyed  working for the company and how much you learned. Also, keep in mind that an exit interview is not required. You can pass on it. Talk about your feelings to close friends and outplacement coaches or career counselors. It is important to talk to people who will support you. But don’t confuse your emotional feelings after a job loss with critical business communication skills.”

Renee Whalen, district president for Robert Half Technology’s Washington, D.C./Baltimore district: “Whatever your reason for leaving a job, it’s in your best interest to take the high road, as your actions can have a deep impact on your future career prospects. The business world is surprisingly small, and you may cross paths with colleagues or managers again, or potential employers may reach out to these individuals during the reference check process. If you’re offered an exit interview, take the opportunity to talk constructively about your experiences with the company.

Many employers take the process very seriously, and use it for improving corporate culture as well as employee retention and recruitment strategies. Giving honest feedback is a good way to not only show your professionalism but also spark positive change in the organization. Finally, avoid using the time for personal venting – being diplomatic in every interaction you have with your manager and colleagues before leaving is smart since these individuals will likely be contacts for future opportunities.”

Playing the Experience Card

Even though older workers have traditionally retained their jobs during downturns, younger workers are starting to close the gap according to an article in the Detroit Free Press, referencing job loss trend data from the Center for Retirement Research at Boston College.

So what can you do if you’re over 50? For one thing, play the experience card. Yes, employers fear age discrimination lawsuits, but they’re also loathe to lose the institutional knowledge that goes out the door with seasoned workers. They also know experienced workers are often more productive and loyal than their younger counterparts. Use these tactics to showcase your wisdom – and your value.

• Use your knowledge: Use your institutional knowledge and experience to mentor and train younger workers. You’ll demonstrate your expertise and show why you are too valuable to lose.
• Communicate your knowledge: Blog on the company intranet about your team’s projects or volunteer to lead a company-sponsored online discussion group. You’ll showcase your expertise and your leadership skills to a company-wide audience.
• Maintain your lead: Subscribe to newsletters and monitor online news alerts, then e-mail the article links to key managers and include your thoughts about how to maximize any opportunities or minimize any misfortunes. You’ll not only show that you’re on top of your game, but by adding your suggestions you’ll show that you know how to apply your wisdom in ways that create a competitive advantage for your company.

New Top Job Skill: Paying Attention

At your next interview, pitch this skill: your ability to focus on the job at hand.

Why? As Mike Elgan points out, the nature of work has evolved so that paying attention is as important as hard work.

Distractions mask the toll they take on productivity. Everyone finishes up their work days exhausted, but how much of that exhaustion is from real work, how much from the mental effort of fighting off distractions and how much from the indulgence of distractions?”

In fact, 28 percent of our workday gets eaten up by distractions and the accompanying recovery time, estimates research firm Basex. Blame Twitter, Facebook and your BlackBerry, not to mention the co-worker who glides over twice a day just to say, “I’m bored. What’s up?”

Usability guru Jakob Nielsen, who calls Elgan’s piece “the most important article published in 2008,” offers actionable steps for improving your attention. For starters: “The majority of the workday should be allocated to big blocks of uninterrupted time where any outside influence is banned and you focus on your own priority tasks, one at a time,” he says. In other words, turn off your e-mail and close your office door. (Workplace psychologists also recommend setting deadlines, pursuing the most challenging tasks during the time of day when you’re most “on,” and avoiding multitasking, because we’re really not very good at it.)

So in your next job interview talk about your your closed-door policy as well as your open-door policy. Explain your attention ethic. And try to not count the number of times your interviewer checks his or her BlackBerry while you’re there.