THE RETURNING RESERVIST DILEMMAWritten 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 of expectation that work will be done in same way reservist would have done it. Communicate results you need, but allow your team to find their own path to those results. Forcing a specific work process will only serve to reinforce idea that team members are performing "someone else’s" work. Remain flexible. During active service, reservist may not be able to maintain regular contact with 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 for reservist’s return. You’ll need to plan future projects without reservist, but be prepared to integrate him or her back into 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 to reservist’s spouse can help minimize any feelings of isolation. Remind reservist that he or she is still a vital part of 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 on team know role they will play moving forward, and to update reservist about who stepped up to plate during his or her absence. Reassure reservist that he or she is positioned correctly and understand that adjustment will take time. Management teams should familiarize themselves with reserve process, so that they can develop realistic strategies. One misconception that many companies have is that reservist will be prepared to come back to work within a few days of their return to United States. Reservists need time to spend with their families and to adjust to being home. Depending on amount of time 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 in 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 from office into that context.

Regional Senior Vice President and General Manager of Career Services Company Lee Hecht Harrison
| | Career Management in a Jobless EconomyWritten by Rebecca Sohn
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New loyalty: "What have you done for me today?" is current corporate mantra. Not because companies are bad places to work but most are struggling to respond to demands of global competition. Mergers, acquisitions, divestitures and bankruptcies tell us we can’t out run name on door. Regardless of employer, accept that "employment contract" operates daily. The sooner one shifts from a paradigm of corporate loyalty to "profession" loyalty closer job security becomes. Building depth and currency in your chosen field, regardless of company, is new definition of loyalty. Understand role of reputation: Regardless position everyone has an unofficial "book". This is 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 and factor of corporate politics comes into play. Understanding others’ motivations is critical. Disdain versus acceptance of "political" influences in workplace is naiveté. Acquire skills of transition: Transitioning to a new job requires skills that can be learned. It starts with knowing what one has to offer, determining what market (employer) needs, developing a plan and executing it. The how-to of these steps is at heart of an entire industry and available through corporate sponsors and private purchase. You are your own master: Banish any thoughts that government, union or your company is responsible for you being employed. Career management is about understanding total employment environment, building market-valued skills and having a portable portfolio. When done properly, career management enables you to walk from one company to next with little likelihood of ever visiting unemployment line.

Rebecca Sohn, SVP & General Manager Lee Hecht Harrison
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