THE RETURNING RESERVIST DILEMMA

Written by Sharon Winston


Continued from page 1
Delegate. There is a difference between simply reassigning responsibilities and true delegation. It’s important to let go ofrepparttar expectation thatrepparttar 104615 work will be done inrepparttar 104616 same wayrepparttar 104617 reservist would have done it. Communicaterepparttar 104618 results you need, but allow your team to find their own path to those results. Forcing a specific work process will only serve to reinforcerepparttar 104619 idea that team members are performing "someone else’s" work. Remain flexible. During active service,repparttar 104620 reservist may not be able to maintain regular contact withrepparttar 104621 office, particularly if he or she is stationed in an unstable area like Afghanistan. It is also unlikely that you’ll be able to depend on a particular timeframe forrepparttar 104622 reservist’s return. You’ll need to plan future projects withoutrepparttar 104623 reservist, but be prepared to integrate him or her back intorepparttar 104624 workflow when necessary. Reach out. Keep in mind that reservists will be understandably nervous about being away from work for an extended period of time. Regularly emailed updates of office news or even occasional calls by an immediate supervisor torepparttar 104625 reservist’s spouse can help minimize any feelings of isolation. Remindrepparttar 104626 reservist that he or she is still a vital part ofrepparttar 104627 team, even thousands of miles away. Prepare a reintegration strategy. Returning reservists often face mixed feelings from colleagues, particularly those who took on additional roles that must now be relinquished. It’s important to let everyone onrepparttar 104628 team knowrepparttar 104629 role they will play moving forward, and to updaterepparttar 104630 reservist about who stepped up torepparttar 104631 plate during his or her absence. Reassurerepparttar 104632 reservist that he or she is positioned correctly and understand thatrepparttar 104633 adjustment will take time. Management teams should familiarize themselves withrepparttar 104634 reserve process, so that they can develop realistic strategies. One misconception that many companies have is thatrepparttar 104635 reservist will be prepared to come back to work within a few days of their return torepparttar 104636 United States. Reservists need time to spend with their families and to adjust to being home. Depending onrepparttar 104637 amount of timerepparttar 104638 reservist has been away, USERRA provides guidelines for when they are expected to resume their pre-service jobs. Ideally, companies should develop clear policies governing military reservist employees and incorporate those guidelines into their human resource manual. This will help management and employees alike deal efficiently and sensitively with a situation that is likely to become more widespread inrepparttar 104639 months, and possibly years to come. Military reservists are part of a larger national defense strategy. They’re helping to safeguard our country and it’s important that management teams place their absence fromrepparttar 104640 office into that context.

Regional Senior Vice President and General Manager of Career Services Company Lee Hecht Harrison


Career Management in a Jobless Economy

Written by Rebecca Sohn


Continued from page 1

New loyalty: "What have you done for me today?" isrepparttar current corporate mantra. Not because companies are bad places to work but most are struggling to respond torepparttar 104614 demands of global competition. Mergers, acquisitions, divestitures and bankruptcies tell us we can’t out runrepparttar 104615 name onrepparttar 104616 door. Regardless of employer, accept thatrepparttar 104617 "employment contract" operates daily. The sooner one shifts from a paradigm of corporate loyalty to "profession" loyaltyrepparttar 104618 closer job security becomes. Building depth and currency in your chosen field, regardless of company, isrepparttar 104619 new definition of loyalty. Understandrepparttar 104620 role of reputation: Regardless position everyone has an unofficial "book". This isrepparttar 104621 reputation created through one’s manner of relating to management, colleagues, subordinates, customers, etc. It often has very little to do with an employee’s official performance rating. It is how others view you—team player, maverick, cynic, statesperson, employee advocate, etc. Often, it is reputation that determines opportunities. Change your reputation if it is prohibiting advancement or move. Politics is not a dirty word: Careers reach a point where merit becomes a given. It is assumed results will be delivered andrepparttar 104622 factor of corporate politics comes into play. Understanding others’ motivations is critical. Disdain versus acceptance of "political" influences inrepparttar 104623 workplace is naiveté. Acquirerepparttar 104624 skills of transition: Transitioning to a new job requires skills that can be learned. It starts with knowing what one has to offer, determining whatrepparttar 104625 market (employer) needs, developing a plan and executing it. The how-to of these steps is atrepparttar 104626 heart of an entire industry and available through corporate sponsors and private purchase. You are your own master: Banish any thoughts thatrepparttar 104627 government,repparttar 104628 union or your company is responsible for you being employed. Career management is about understandingrepparttar 104629 total employment environment, building market-valued skills and having a portable portfolio. When done properly, career management enables you to walk from one company torepparttar 104630 next with little likelihood of ever visitingrepparttar 104631 unemployment line.

Rebecca Sohn, SVP & General Manager Lee Hecht Harrison


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