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8 Career Resolutions To Put on Your Calendar Read more: 8 Career Resolutions To Put on Your Calendar

Make a “greatest hits” list. “Everyone should take time at the beginning of every year to take stock of what they accomplished the prior year… and put those into writing in a resume-like fashion,” says Monique A. Honaman, CEO and partner at ISHR Group. ”It’s much easier to have all of this information ready to go when you need it as opposed to having to create a resume from scratch and remember what you have accomplished for the past 10 years.”

Establish one big goal. “We frequently spend more time hammering out the daily demands of life such that we forget to focus on the big picture,” Honaman says. ”Everyone should set at least one goal of something major that they want to accomplish for their career each year.” Carve out time for yourself, just as you would for any other appointment, to work on your big-picture goal each week, she advises.

Seek out advice. “Find a trusted mentor who can help guide you towards your goals with a dash of realism about how to navigate the waters ahead,” says Joseph Weintraub,a professor of management and director of the Babson Coaching for Leadership and Teamwork Program at Babson College. Even if you think you know the ropes, somebody more seasoned could give you advice about navigating your company’s higher-up office politics. Weintraub says this person can be someone at your company, or someone highly-regarded in your industry who knows the unwritten as well as the written rules.

Set progress benchmarks. “Set stretch goals but don’t bite off more than you can chew,” says Roy Cohen, career counselor and executive coach. To keep your big idea manageable, come up with a few smaller goals that will help you accomplish your big achievement. Taking a class, earning a certification or writing an article for an industry publication could all be stops on the way to your final destination that will help build momentum towards it, Cohen says.

Do a quarterly check-up. ”As is the case with quarterly performance reviews in organizations, take the time to do the reflection of where you are in accomplishing your resolutions by doing your own internal audit in your scheduling calendar by setting up a look at your resolutions every three months,” Weintraub says.

Do a mid-year network check. “Ask yourself at the mid-year point, who have I connected with this year?” Honaman says. You don’t want to be that guy or gal who gets a reputation for only getting in touch if you need a favor, she says. “Make the investment, and sustain your investment, by building a valuable network. If and when you do need to reach out, the connection is not cold.”

Acquire new tech skills. “Learn how to better use technology to support all aspects of your job search,” Cohen says. “The down-time around the holidays is great for coming up to speed on new technology applications or skills that need to be strengthened.” Figure out your weak spots, then find classes, books or tutorials where you can learn or brush up on the skills you need to move forward.

Take stock of your accomplishments. At the end of the year, give yourself a personal performance review — and since you’re not sharing it with anyone, don’t dodge the mistakes and missteps you made during the year. “Be realistic in what you have done and not done towards moving towards your resolutions. Often failure along the way brings the biggest learning,” says Weintraub. “The key is to learn from past mistakes,” he says, by figuring out what you need to do differently the next time around.

http://business.time.com/2013/12/26/8-career-resolutions-to-put-on-your-calendar/

Business to Business Magazine Top 25 Entrepreneur Awards

Business to Business Magazine presented it's Top 25 Entrepreneurs awards at a celebration at Twelve at Atlantic Station in Atlanta on Thursday, November 8, 2012. The award recognizes the top entrepreneurs in the metro Atlanta area. It is an evening to celebrate the best entrepreneurs in Atlanta and the opportunity to bring these top entrepreneurs together in one place to recognize the strength and diversity of the Atlanta entrepreneurial community.

ISHR Group was one of four firms recognized as "One to Watch."

There is that "Coaching" Word Again!

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ISHR Group Awarded "Top 300 Small Business of the South"

For the second year in a row, ISHR Group was recognized by Business Leader as a Top 300 Small Business in the South at an awards ceremony held on June 29, 2012, in Atlanta, GA.

Awards are based on a combination of revenue growth, business achievement, and community achievement.

On hand to receive the award were several members of the ISHR Team (from l to r): Kelly Sack, Shari Bracy, Stacy Sollenberger, Monique Honaman, Ellen Dotts, Shelley Hammell, and Kelly Ramon.

ISHR Group Recognized at 2012 POW! Awards

To read the complete story and to read the profiles of the 12 women recognized with the POW! Award, please click here!

http://www.womenetics.com/monique-honaman

Women in leadership positions positively impact a business' bottom line! Womenetics recognizes and encourages the potential for women to effect change and make a difference. Womenetics' mission is to develop and support impactful female leaders at all levels of business and society because we believe women’s full engagement is an imperative for economic prosperity and positive change. Womenetics focuses on three primary areas where women’s influence and talents can provide the greatest opportunity for action: as effective leaders in business, as successful business owners, and as agents of change around global issues that impact business’s bottom line.

Inside the Winner's Circle

http://insidethewinnerscircle.businessradiox.com/2011/11/10/monique-honaman-ceo-ishr-group-dazzles-on-itwc/

ISHR Group Featured on "The Business Leader Atlanta Report"

Listen to all 4 segments via this link: http://www.businessleader.com/radio_showspage.aspx?id=26

ISHR Group Featured on Business Leader Media Radio

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ISHR Group Named One of Atlanta's Top Small Businesses

ATLANTA'S TOP SMALL BUSINESSES

Thirty local businesses honored

ATLANTA, GA – Business Leader will honor the South's top small businesses, including those from Atlanta, at an awards ceremony on Monday.

Thirty companies will be honored at the Top 300 Small Businesses of the South ceremony. The event will be held at Maggiano’s in Buckhead, 3368 Peachtree Road, in Atlanta, at 6 p.m.

This year’s event will have a new twist as businesses from nine Southern markets will be ranked against one another. The events will feature a countdown of businesses from number 300 down to the top 10. The top 10 later will be revealed on a special wsradio.com program.

The companies are ranked based on a combination of factors, including percentage of sales generated in their local market, revenue growth, businesses achievements and civic contributions. This past spring, Business Leader asked companies and individuals across the South to nominate the best small businesses in their region.

Events to honor the other selected Southern companies will be held in Nashville, Memphis, Jacksonville, Miami, Tampa, Raleigh, Greensboro and Charlotte.

Winners in the Atlanta market include:

1Choice Solutions

A Legendary Event

Brightree, LLC

Carl House

Centergy Group, LLC

Chick-fil-A Bowl

Commdex Consulting LLC

Convention Models & Talent, Inc. (CMT Agency)

Eagle Solution Providers, Inc.

Elgia, Inc.

Estes Heating and Air Conditioning

Exalt Integrated Technologies LLC

Gas South

Hire Dynamics

Hire Profile, Inc.

ISHR Group

Jabian Consulting

KSGW Architects

Logility

Mary Macs Tea Room

Mud Pie

OneSource Relocation

Pediatria HealthCare, LLC

Service Foods Inc.

The Centre at Arbor Connection

The Epsten Group, Inc.

The Propel Agency

Trevelino/Keller Communications Group

Vein Innovations

W. Ray Wallace and Associates, Inc.

http://www.businessleader.com/commonevent/newsform.aspx?id=1&nid=210

CEO of ISHR Group is GWBC's 2011 Business Star

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CEO Monique Honaman of ISHR Group has been selected as GWBC’s 2011 Business Star. This is the nation’s premier award for excellence among women’s business enterprises. Honaman is one of fourteen women business leaders who received this award at the Women's Business Enterprise National Council Annual Salute to Women's Business Enterprises at the Gaylord National Resort & Convention Center in National Harbor, MD on March 23. Approximately 1,000 corporate executives, WBEs and government and nonprofit VIPs were in attendance.

“I am honored to represent the Greater Women’s Business Council as their WBE Star for 2011. GWBC and the Women’s Business Enterprise National Council are phenomenal organizations that support women business owners and provide terrific opportunities for education, networking and business-generating exposure to corporations and other certified WBEs. I am a strong proponent that all women business owners should get involved with their regional partner organization and WBENC,” said Honaman.

The Summit & Salute is a single program with two important goals. First, the Summit brings together America’s leading corporations, government agencies, women business owners and strategic partner organizations. This comprehensive two-day program focused on the evolution of supply chain diversity in today’s economy and the capacity of women business enterprises to meet changing corporate needs.

“We are very proud of Monique and honored to have her represent GWBC as our Business Star this year. It is our corporate members who select this prestigious recognition and Monique has demonstrated core values such as leadership and integrity in building key relationships amongst our women businesses and her corporate customers” says GWBC Executive Director, Roz Lewis. “Monique is a successful business

owner, author, mom and wife; she joins a legacy of great women businesses who have receive this award during the celebration of women in the month of March,” she added.

The Summit also included information on business forecasts, market trends, best practices, and seminars such as the new “set aside” ruling for small owned women businesses. On October 7, 2010, the U.S. Small Business Administration published a final rule aimed at expanding federal contracting opportunities for women-owned small businesses and on February 4, 2011 announced the implementation and rolling out of this plan to all departments of the government who have procurement responsibilities.

Second, the Salute honors WBENC’s award-winning Women’s Business Enterprise Stars for their achievements and leadership. It also pays tribute to America’s Top Corporations for Women’s Business Enterprises. This year’s celebration of WBENC’s top corporations was held at the Women in Military Service for America Memorial. Corporate honorees, business stars and guests enjoyed meeting the president of the Women's Memorial Foundation and keynote speaker, retired Brigadier General Wilma L. Vaught, USAF. This year’s top corporate winners included GWBC’s members: Accenture, AT&T, Bank of America, The Coca-Cola Company and UPS.

GWBC Board Chair, Chris Seeterlin, of GE Energy said, “On behalf of the GWBC Board of Directors we congratulate Monique Honaman of ISHR Group on being recognized as our 2011 WBENC Business Star. Monique represents our community of more than 900 certified WBE's in the Georgia, North Carolina and South Carolina region. She has given much of her time and talent to GWBC and is a wonderful example of the engaged WBE's we have within our organization.”

Other Information:

About GWBC
Established in 2000, The Greater Women’s Business Council is a non-profit organization for certified Women's Business Enterprises in Georgia and the Carolinas interested in promoting, developing and maintaining business relationships with major corporations, governmental agencies and other women business enterprises. For additional information, please visit www.gwbc.biz

The Best Way to Conduct a Mediocre Job Search

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Most of us can pinpoint some form of mediocrity in our lives. For example, I am mediocre in that: I do my own laundry, but I rarely separate my lights and darks. I like to run, but never more than three miles at a time. I watch the History Channel, but only to make up for the brain cells I’ve lost while over-indulging in reality TV. I know that I am mediocre in these areas because I have blue socks that used to be white, I run four days a week but haven’t lost a pound, and I probably know more about the Kardashians than I do about the Kennedys.

If you have been at your job search for a while now, and: A. Haven’t gotten an interview, B. Haven’t gotten a second interview or C. Can’t seem to close the deal and land a job, mediocrity has probably contaminated your job search like a pair of blue jeans in a load of whites.

If you are guilty of one of these mediocre job-search tactics, it’s time to step up your game.

You apply to 10 jobs per day, but don’t send a cover letter

A cover letter can be time consuming. You have to find out the name of the person you are sending it to, and tell that person — in a unique and extraordinary way — why you are exactly what the company is looking for. You may even be able to double the number of applications you send out in a week by not including a cover letter. So you decide to stop sending them altogether. The only way that not sending out a cover letter with your résumé is anything other than mediocre, is if you’re only in the job market for the thrill of the chase. In which case, it is an excellent tactic.

“Hiring managers know that it’s easy to just send in a résumé,” says Monique Honaman, CEO of ISHR Group, a leadership development company. Providing a customized cover letter which targets the specific job opening shows that some extra energy was put into applying for that position, and it also tells the recruiter why you are a good fit for the job, she says.

Basically, if you don’t include a cover letter with your application, you might as well just change your first name to “Lazy” on all of your application materials, because that’s all the recruiter will see anyway.

You land an interview, but don’t research the company beforehand

Would you go to Paris without knowing how to say “where’s the bathroom?” in French? Would you make a chocolate cake without a recipe? Would you go on a blind date without doing an Internet search on the person first? If your answer is yes, you may also be inclined not to research a company before an interview. Although it may seem like you’re saving time initially by winging your interview, in reality, you’re actually wasting time, since your interview will be fruitless if you show up unprepared.

“There is nothing more embarrassing in an interview than being asked a question and not knowing some very basic element about the company and its product or service lines,” Honaman says. “And don’t think that hiring managers don’t have some stock questions in mind to get at the very basics of whether you have done your research. You can’t convey a message of ‘this is the perfect job for me’ if you don’t know the basics about the company.”

Although, research is time consuming, it is also time consuming to go on ten interviews and not get a job offer. In order to rise above mediocrity, remember the five Ps: Prior preparation prevents poor performance.

You do so much research on the company that don’t have any questions for the interviewer

Before your interview, you may spend days researching the company, the industry it’s in and the type of position you’re up for, so by the time the interview rolls around, you may feel like you have all the information you need about the company. When the hiring manager asks “So, do you have any questions for me?” you reply “No, I think I’m all set!” Even if this is true, ask a question anyway.

“Someone who doesn’t ask any questions appears to be disinterested in the position and that apathy shows through” says Honaman.

So, if you want the job, it’s best to ask something (read: anything). “Hopefully, the interview process truly did generate a few questions in your mind,” Honaman says. “If not, be prepared with a few ‘stock’ questions such as, ‘What do you like most about working here?’ or ‘After reviewing my résumé and having this interview, what concerns, if any, do you have about my fit for this role?’”

This lets the interviewer know you were paying attention and are interested.

You have plenty of questions to ask, but you don’t think before you speak

For example, “If you ask about work/life balance, do it without sounding lazy,” says Ed Muzio, owner of GroupHarmonics and author of “Make Work Great.” “One of the best ways I ever heard this put was like this: ‘Every job falls somewhere on a continuum; on one end is people putting in their 40 hours and leaving, on the other end is 90 hour weeks with nothing but work and sleep. Where would you say this job falls?’ One of the worst ways I ever heard it put was like this: ‘Are people expected to work, like, a lot of extra hours?’ Same question, different message,” Muzio says.

If you ask thoughtful questions that reflect both your interests, as well as the employer’s, you’re sure to leave a good impression.

So, like anything else in life, when it comes to a job search, you get out of it what you put into it. A mediocre effort yields mediocre results, and — unless you don’t mind selling yourself short — it’s best to put 100 percent into your job search.

Kaitlin Madden is a writer and blogger for CareerBuilder.com and its job blog, The Work Buzz. She researches and writes about job search strategy, career management, hiring trends and workplace issues.

OR, if you prefer to read it in Spanish, click here:

http://msn.empleoscb.com/ViewArticle.aspx?articleid=515

Employers Dig E-Deep

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While anecdotes abound about professionals who have lost job opportunities over something they’ve posted online, new research reveals that the risk is greater than suspected. A survey Cross-Tab conducted of more than 1,100 human resources professionals found that 70 percent of recruiters have rejected a candidate for employment based on text, photos or videos they discovered online.

“An applicant’s online reputation can be very important in the hiring process,” says Monique A. Honaman, chief executive officer, ISHR Group. The human resources firm regularly performs job candidate searches in the information technology and communications industry. “Essentially, this person will be representing your business, your brand. It behooves a company to be sure that the individual represents the company in the manner in which it wants to be known,” Honaman explains.

Ursla Key, human resources manager at Segue Technologies , agrees: “Being an IT services company and having a presence on LinkedIn, Facebook and Twitter, we would like our employees to represent us and themselves in a respectful manner.”

Many of the human resources professionals participating in Cross-Tab’s “Online Reputation in a Connected World” study said Web screening of candidates has become a formal requirement in the hiring process. Most of those surveyed readily maintained they considered no online venue exempt from investigation. In addition to typical social networks such as Facebook and MySpace, these executives thought nothing of checking out online gaming sites, virtual worlds, as well as retail, auction and classified sites such as Amazon.com, eBay and Craigslist before offering a position.

All told, 84 percent of the human resources recruiters believe examining people’s personal lives online is acceptable. And even more—89 percent—believe investigating professional credentials online should be the norm.

Recruiters most comfortable with online screening also freely admitted they’re able to unearth much more information about a person online than they’re able to—or even permitted to—via traditional job interviews and background checks. Conventional job interviews, for example, generally do not probe a candidate’s religious, political or other affiliations, nor have such interviews typically delved into topics such as a job applicant’s financial situation or health. But online, much of this information is freely available by looking in the right places, and many recruiters are doing just that.

Not surprisingly, human resources professionals advise all job seekers to clear away the trash before they send out the first résumé. Clearly, there are several obvious gaffes to scrub from the Web before going job hunting, Honaman says, including “inappropriate photos, excessive alcohol/partying, poor language and disparaging comments about current or prior employers, managers or peers. These all indicate a lack of judgment that many potential employers may want to avoid.”

While polishing an online image, job seekers also may want to rack up some points in the plus column by portraying themselves as more involved, more committed and more accomplished than the next person competing for the same job. One approach is to obtain positive recommendations for professional sites such as LinkedIn, posting articles or input on blogs that have been well received, or being quoted or mentioned in a company press release and/or in the online news media.

“If a candidate has a profile on LinkedIn, and someone who has previously worked with him or her has submitted a ‘Recommendation’ on behalf of the candidate, that is a great sign,” Key says. “It gives us a better perspective of their previous performance from a source that has no vested interest in providing the feedback.”

In addition to making the above repairs, job seekers may want to tweak their own online reputation with monitoring tools such as Google Alerts. The service is one way to secure a general idea about what’s being said about them on the Web in major online communities, mailing lists and blogs, which are all places where those looking to shape public opinion tend to congregate.

Another option is Twitter Monitoring. Those seeking employment should sign up for an account on Twitter, the microblogging service, which they can use to monitor the posts. Signing up for an account here also will prevent someone else from using their name or masquerading as them on the service.

Posts on Web blogs can be tracked with the free blogwatch service Technorati, which has been around since the blog phenomena went large. It monitors what’s being said and keeps track of newly created blogs. In addition, Boardtracker.com is a free service that monitors the buzz on the countless discussion boards on the Web.

Other free reputation management tools include BlogPulse; Keotag; SeekingAlpha; Google Trends; and Compete, which tracks the top website referrals for any keyword search.

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The New Leader - A Coach

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As top down, steely-eyed management techniques fall further out of favor, more businesses are tapping into skill sets used by coaches. "More employees, frustrated with inadequate leaders, have been requesting this," says Monique A. Honaman, CEO of ISHR Group.

Several Fortune 500 companies have brought in her team to help valued employees develop faster based on individual needs. "Historically, external coaches or HR professionals were used as coaches," says Honaman. "But now we're seeing more clients who want to train their internal operations leaders to become coaches so they can better lead and develop their internal talent."

Leaders who are able to function as coaches can help develop less experienced workers, support high achievers, help employees who might be "stuck" and work as a sounding board for those worried about their performance.

"Coaching isn't about giving people the answers directly, but rather about helping them realize the answers that are right for them and their situation by providing perspective," explains Honaman. A coach can provide resources to help employees explore their skills and identify their goals within the company, suggests About.com.

A leader who is a coach can determine areas in which an employee excels and point them in the right direction in order to take full advantage of their talent, says Associated Content.

10 Common-Sense Interview Tips Too Many People Flub

When we refer to something as being “common sense,” we usually mean that it is something we think everyone should know. Often, though, it turns out that what may seem like common sense to one person isn’t always so to someone else. For example: Veterinarians spend their days around animals, so they might consider it common knowledge that cats sleep about 18 hours per day; hence the reason your vet seems so amused when you bring Muffin in for a checkup, concerned about her inability to stay awake.

Similarly, because human-resources professionals constantly screen and interview candidates, what may seem like a common-sense interview tip to them might not have crossed a job seeker’s mind. Following are “common-sense” interview tips straight from the experts’ mouths.

1. Be presentable

Wear a suit that fits, and don’t cut corners when it comes to ironing or dry-cleaning, says Monique Honaman, CEO of leadership development company ISHR Group. “I knew one guy who was in such a rush the day of his interview that he only ironed the front of his shirt. Later, during the course of his interview day, it was hot and he was encouraged to remove his jacket and get more comfortable and it was clear that he had cut corners and only ironed the front! He was very embarrassed,” Honaman says.

Also, while you should always wear deodorant, try to avoid perfumes and colognes. You never know who will be allergic or just downright averse to your scent. “A hiring manager once told me a story of how he didn’t select an incredibly well-qualified candidate for a role because she wore the same perfume as his ex-wife,” says Danielle Beauparlant Moser, a career coach with Blended Learning Team. “He said she walked in the room and his only thought was how to get her out of his office as quickly as possible.”

2. Don’t be too early

While you should always arrive at your interview a few minutes early, try not get there more than 15 minutes before your scheduled interview time, advises Ben Yeargin, a manager at Spherion Staffing. “[Arriving early] will lead to anxiety on the candidate’s part because they have to sit and wait for an extended period of time, and it will lead to frustration on the hiring manager’s part because they will feel rushed with the project that they are trying to accomplish prior to the interview,” he says.

If you find yourself getting to the building earlier than you thought, wait in your car or take a walk around the block until it’s closer to your interview time.

3. Know whom you’re meeting with

“Know the name of the interviewer so that you can ask for that person at the receptionist’s desk,” advises Cheryl Palmer, president of Call to Career, an executive coaching firm. “It’s embarrassing when the receptionist asks, ‘Who are you here to see?’ and you can’t remember. Have this information either in your head or write yourself a note that you refer to prior to arriving in the waiting area,” Palmer says.

4. Remember: You are being interviewed as soon as you walk in the door

“Most people would never think of the receptionist as being an interviewer, but it’s true,” Palmer says. “It’s fairly common that the receptionist will report back to the hiring manager how candidates behaved in the waiting area. Don’t be remembered as the one who ate all the candy out of the candy dish or spoke disrespectfully to the receptionist.”

5. Make proper eye contact

“One of the most obvious mistakes interviewees make is with eye contact, and it costs a lot of people a lot of jobs,” says Barry Maher, who owns a California-based career coaching firm. “Eye contact is simple,” he says. “Any given eye contact should last about five seconds at a time. And if there’s one interviewer, make eye contact with him or her about 40 to 60 percent of the time. More than 60 percent is intimidating. Less than 40 percent comes off as shifty and perhaps insincere, even dishonest.”

6. Eat before the interview, not during it

Duh? Not according to Yeargin, who has experienced interview-snacking firsthand. “I was in an interview, no more than 10 minutes into it, and I got called out for two minutes to answer a question,” he says. “When I returned, the applicant was eating some sort of granola or other snack bar. Needless to say that individual did not get a job with my company.” No matter what the candy bar ads have to say, your hunger can wait.

7. Make sure that what you do eat beforehand does not involve onion or garlic

You want to be remembered for your professionalism and outstanding skills, not for what you ate for lunch. Advises Palmer, “Don’t eat anything that has a strong odor before the interview.”

8. Don’t look at your watch

Block at least two hours of time for the interview, says Cindy Loftus, co-owner of Loftus O’Meara Staffing. Loftus also advises keeping your schedule relatively clear on the day of the interview, to avoid feeling the need to rush. “Don’t create distractions to your interview,” she says.

9. Tell the interviewer you are interested

Don’t forget to tell the recruiter you want the job. “If you truly feel the position is a fit, let them know and tell them you would like to get to the next round of interviews, and be prepared to tell them why,” Loftus says.

10. Get business cards from your interviewers — and use them

“Ask for the business cards of all of the interviewers that you have met and make sure you take a second or two to read their card,” Loftus says. This will not only be helpful in remembering each person you met with, but will make it easier to send proper thank-you notes and follow up e-mails, which should always be done within 24 hours of leaving the interview.

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11 Warning Signs Your Interview is in Trouble - CNN.com

During driver's education courses, you learn what each road sign signifies. The two arrows converging means you need to merge. A squiggly arrow means the road winds. "Left Lane Ends" means, well, the left lane ends.

Sometimes you don't even need the signs to know what to expect. If you see a flurry of red brake lights, you know traffic is not moving. In an ice storm, if the car in front of you is skidding from side to side, you can bet that the road is slippery.

Job hunts come with their own warning signs, but they're not typically as blunt as the bright yellow and orange signs posted on the side of the road. Instead, you're more likely to get context clues, like the brake lights. The interview process is full of uncertainty for a job seeker, and much of the power is in the interviewer's hands. Sometimes you don't know if the interview is going well. Other times you're so nervous you don't recognize the signs that this company isn't right for you.

Therefore it behooves you to recognize the warning signs that your job interview is in trouble. Here are 11 warning signs to watch for when interviewing for a job:

1. You're pretty sure you know how to get to the interview site, but you're not positive.
Before you can even look for warning signs of a bad interview, you need to get there first. Lisa Fedrizzi-Hutchins is a human resources/compliance administrator who was heading to a job interview earlier this year. She trusted her GPS unit, but realized the directions were incorrect once she was en route. Fortunately she called the company and asked some clarifying questions so that she could arrive at the interview on time.

2. You're talking more than the interviewer is.
Job seekers shouldn't dominate more than 40 percent of the conversation, says John M. McKee, founder and CEO of Business Success.

"Because many job seekers are anxious to show that they are the best candidate for a job, they often dominate the conversation with things like never-ending answers or run-on sentences," he explains. "The interview time may end before they've had adequate time to deal with all the questions the interviewer had prepared."

3. The interviewer's eyes are on the clock, not you.
As a managing partner at Winter, Wyman and Co., Mark Gleckman knows the importance of an interviewer's body language.

"During an interview, be an active observer," Gleckman advises. "Watch your interviewer's body language -- is she glancing at her watch or noticing who is walking by? These could be signs that the interview may not progress to the next phase." He suggests asking the interviewer if you've provided all of the information she was hoping for or if you can offer anything else to get the most out of the interview.

4. The interviewer decides to take a phone call mid-interview.
An interviewer should treat you with the same respect he or she expects. Jennifer Mounce, executive coach and interview adviser for Coach Effect, has heard her share of bad interview stories. One manager stopped an interview to take a 20-minute phone call without warning the interviewee, who was told to stay in the room until it was over. When the call was over, the interviewer resumed with the questions, but his mind was obviously elsewhere.

"Candidates must ask themselves if they want to work for a person who can't give them their full attention for a short period of time or who doesn't have the communication and/or social skills necessary to put the candidate at ease, apologize or explain the necessity of the disruption," Mounce says.

5. The interview feels like a test of endurance.
Mounce also warns of employers who hold marathon interviews that last seven hours. Applicants are not asked if they'd like a restroom break, snack or glass of water. Mounce advises you to think about what the job would be like if the interview is this bad.

6. No one wants to work here.
An insightful question that many job seekers fail to ask is why the position is available. Or, to frame it so that you sound focused on your future with the company, ask where the employee formerly in the position is today. JR Rodrigues, co-founder of JRBM Software, cautions job seekers to watch for companies with a revolving door.

"[If] the hiring manager complains to the interviewee about having had his last three hires quit after only a short term of employment, you should wonder about what is causing such turnover and whether this job is for you," he says.

7. You're participating in a questionnaire, not an interview.
Kris Alban, director of strategic partnerships for iGrad, keeps a list of questions in front of him when conducting an interview.

"During a good interview, I will go off-page as certain responses provoke additional questions or I may ask the interviewee to expand on something they said," Alban says. "If you notice your interviewer just running down their list of questions, then you know that you need to engage them more. I definitely become more engaged when the interviewee accompanies their answer with a story that anchors it."

8. You get snippy with the administrative assistant.
The interview begins the moment you are on the premises, so don't save your best behavior for the meeting room. Monique A. Honaman, CEO of ISHR Group and a former HR manager, stresses the importance of good manners.

"I can't tell you how many times I have heard of job seekers being dismissive to certain individuals, and I know hiring managers often ask the receptionist to provide input on the candidates as well as those more heavily involved in the job interview process," Honaman says. "It's not just about having the skills and abilities to do the job; the personality and respect elements are critical, too."

9. You spend 10 minutes complaining about your last boss.
Honaman also cautions against going negative during an interview. "Job seekers must never talk negatively about a former co-worker or former boss, even if it seems like this negativity is being encouraged," she warns. "Take the high road. It's an incredibly small world out there and it's amazing who knows who."

10. The company is in financial trouble.
"[If] there is a loud argument in the office of the company you are interviewing at stemming from a creditor who has not received payment for his product or services that were purchased by the company, you need to consider whether this company will be able to pay you," Rodrigues says.

11. The employer doesn't keep his or her word.
Rodrigues also warns against employers who tell you one thing but do otherwise. Blatant lies are obvious warning signs, but other subtle ones also hint at trouble. If you were given a timetable during the interview but you haven't heard anything since, Rodrigues says you might have fallen off of the interviewer's radar and need to work your way back into his or her view.

Anthony Balderrama is a writer and blogger for CareerBuilder.com and its job blog, The Work Buzz. He researches and writes about job search strategy, career management, hiring trends and workplace issues. Follow him on Twitter at twitter.com/abalderrama.

Rehire with Care

On the surface, rehiring former workers seems to be a no-brainer for organizations that are now starting to shift back into hiring mode.

After all, former employees offer a plug-and-play advantage. They know the culture, the job and many of their co-workers. They require little or no training and may even bring some fresh skills or insights they picked up during their time away from the organization. Rehiring can also streamline the search and interview process, and reduce onboarding time and effort.

Not so fast says Wayne Pinkstone, a partner with Fisher & Phillips, a national labor and employment law firm that represents management.

While boomerang hiring certainly has advantages, there are downsides as well. HR leaders need to be aware of legal and policy issues, as well as corporate culture and performance-related issues prior to hanging the welcome-back banner on the cubicle wall.

"Former employees can be of real value to an organization, but bringing them back can pose some risks,'" says Pinkstone. "An HR executive needs to take the lead in how the company is going to handle and assess the rehiring process."

"Justified and Researched"

A recent survey by consulting firm OI Partners found about 40 percent of employers hope to rehire former workers this year. A Department of Labor survey found similar results. The trend is occurring within a still-struggling job market in which jobless claims have fallen a combined 41,000 in the past three weeks, but still remain 5.8 percent higher than at the end of 2009.

For many firms, rehiring may be viewed as a tentative and safe first step to increasing payrolls. Pinkstone says HR leaders considering rehiring should visit the legal department to determine what policies, laws or restrictions might prohibit pursuing a former worker.

Obviously, if a union exists in the organization, there are typically contractual parameters that govern which employees are eligible to be hired back.

In nonunion organizations, HR professionals need to make sure rebound rehiring decisions "are justified and researched," Pinkstone says. Specifically, HR leaders want to avoid exposing the organization to a potential discrimination suit, based on who is being asked to return, and when.

"Let's say you had a group of five employees, and the two asked back were white males under 40 and the others were woman over 50," Pinkstone says. "As an HR executive, you have to seriously consider how that decision was justified if someone claims the rehiring was based on gender and age, and not on merit."

Organizations also need to be aware of labeling a returning employee an independent contractor if the actual duties he or she performs carries all the responsibilities -- and hours -- of a full-time position.

"Legally where it can get [an organization] into trouble is if the contractual arrangement turns sour and the employee claims he wasn't really an independent contractor but was acting in the capacity of an employee," Pinkstone says.

Don't Settle

Legal trouble isn't the only potential pitfall.

Monique A. Honaman, CEO of ISHR Group, an HR consulting firm in Suwanee, Ga., says hiring managers need to guard against "settling" for a former employee simply because it is the easiest path to getting the job filled.

"It becomes a problem when the boomerang employee, although a good fit, isn't the absolute best fit for the role," Honaman says. "It's often too easy to settle and take the easy road. Hiring managers need to make sure they are exhausting their resources to find the best talent available."

Honaman says HR should also be wary of potential loyalty issues. Rehired workers, having been let go once, may worry it will happen again.

"That can manifest itself in the employees being more open to explore new opportunities [after being rehired] that perhaps they wouldn't have been considering in the past," Honaman says.

Done properly, bringing former employees back as independent contractors can be a cost-efficient and effective option, says Melvin Scales, senior vice president, Global Solutions at Right Management, an international talent and career management consulting firm.

In a contractor arrangement, there is typically an agreement that can be terminated at any time. The contractors often can be targeted to specific tasks or projects and might bring a fresh attitude and insight to the work.

"There is an unwritten nuance that contractors feel more in control of their destiny and more willing to take risk and pursue more innovative thinking," Scales says. "It's a very subtle mind shift, but it plays out in many positive ways."

Scales emphasizes the importance of clarifying the job description and the specifics of the employer-contractor relationship up-front so there are no misunderstandings once the work begins.

HR's Strategic Role

Ultimately, HR leaders need to take the lead in figuring out how rehiring fits into a comprehensive workforce-management strategy.

"I would really encourage HR leadership to stay focused on a strategic plain," says Scales. "Emphasize the need to have the right talent, in the right place, at the right time. That means being connected with people who can contribute immediately to what the organization needs."

Pinkstone agrees: "I think it really falls on the HR executive to dig in and analyze the approach to rehiring to make sure the company is doing it right."

And done right, the rehires can make a solid impact in a short period of time.

"They know the company, the culture, people, policies and politics," says Honaman. "They also have a network that expands outside the company and, from my experience, has only expanded more through their work at other firms with new customers, clients and capabilities. This can be an asset if the organization starts growing again, expanding services or moving into new markets."

Rehiring former employee is new trend

As employers cautiously resume hiring, many are considering familiar faces: employees they let go during the recession.

Forty percent of employers plan to rehire these so-called "boomerang" employees, according to a recent survey conducted by Atlanta-based OI Partners-Career Management Resources, a global career transition and coaching firm.

“This attitude represents a major shift in employers’ rehiring philosophy,” says Whit Blakeley, OI managing partner. “In the past, companies would not rehire laid-off employees, but now they are more willing and more employees may consider returning.”

Rehiring laid-off employees keeps hiring costs down and employers already know the workers’ talents and skills.

“Employees can get back to performing their old jobs quickly and they’ve already demonstrated they fit well into the organization,” Blakeley said.

Nick Seidell, CEO for Integral Choice, an Atlanta telecommunications consulting and sales agency, said his firm laid off a few employees at the first sign of the economic downturn in 2008, but was able to reverse itself and reclaim one worker.

“One of them contacted us after a few months about returning and we were able to bring him back on board at a lower pay scale," Seidell said. "He hit the ground running and provided an immediate impact. He has since moved into a role that’s very valuable to us today.”

That rehired employee, Blake Harrison, has been promoted to assistant channel manager for Integral Choice.

“I knew there would be a lot of possibilities if I came back to the company,” Harrison said. “I’ve grown a small position into a management position. Coming back into a company can be a little awkward at first, but overall it’s been a really good experience.”

Robin Schlinger, owner of Robin’s Resumes in Atlanta, has produced hundreds of resumes for boomerang employees and spotted a positive trend: “I have found that many employees who were let go from companies, or who left to gain more experience, return with a more grateful attitude and an understanding that the grass isn’t always greener on the other side."

Monique Honaman, president and CEO of ISHR Group, an Atlanta human resources consulting firm, pointed to another potential benefit. “These boomerangs usually have a network that extends well outside of your company and it has probably expanded since they left," she said. "This can help deliver new customers, clients and capabilities to your firm."

While the strategy can pay off for both employer and employee, it’s not always the right move. “Rehiring a former employee may be the easiest thing to do, but it’s not necessarily the best thing to do if he or she isn’t the best person for the job,” said Tim Newton, a partner with Atlanta-based Constangy, Brooks & Smith, LLP, a national labor and employment firm.

“Hiring boomerangs is often cheaper and faster than going out and finding new talent and bringing them up to speed,” Honaman added. “Rather than taking the easy road, hiring managers need to make sure they’re exhausting all their resources to find the best talent.”

The biggest drawback in rehiring former employees is the residue from being laid off.

“There may still be feelings of resentment or anger toward your company, which could result in the employee not being as fully engaged as you’d like," said Chris Beck, managing director with First Transitions, an Atlanta outplacement services and human resources consulting firm..

“They can bring negativity with them that drags other employees down and they may also be wary of the company’s stability and not put their all into the job,” said Dr. Jane Goldner, hiring expert, founder and CEO of Atlanta's Goldner Group.

Seidell has had both positive and negative experiences when rehiring employees. “One person we rehired had some gripes about his former tenure and just couldn’t let them go, and he eventually became a cavity that affected the whole team’s morale,” he said.

To guard against a disgruntled employee, Seidell recommended readdressing what led to letting go of the employeein the first place. Make sure there's a clean slate.

The Best Leadership Advice

PDF Version

When the student is willing, the teacher appears, and every busi- ness leader can trace their professional history back to a pivotal moment when they heard the right message at the right time, which then opened up a pathway to success. Several extremely accomplished individuals agreed to share with ExecuNet members some of the wisdom that influenced their leadership styles and beliefs. We’re hoping you’ll benefit from what they shared.

Bill George, professor of management practice at Harvard Business School; former CEO and chairman of the board, Medtronic; and author of 7 Lessons for Leading in Crisis, True North, Finding Your True North and Authentic Leadership (BillGeorge.org) “I’ve gotten lots of good leadership advice over my lifetime, particularly with regard to my own leadership style, which has lots of weaknesses and shortcomings going all the way back to a time in college when I lost seven straight elections and got some very sobering advice about why people didn’t want to follow me, much less why they didn’t want me as a leader.

Having mentors and people who can see you as you are is beneficial. Sometimes, we have a distorted view of ourselves, and they can hold a mirror up to you and see what changes you need to make in your own life. That kind of advice, I find, is very helpful.

One sound piece of advice came from my new boss, CEO William Wallin, when I joined Medtronic. I was the new president and chief operating officer. He said, ‘Don’t worry about the numbers. I’ll take care of that for the next 90 to 180 days. You need to get out and learn the business. You need to get out there and know our customers on a personal basis.’ I took that to heart. I learned so much about how the business worked, and what I call the ‘last three feet,’ which every business has. In the case of Medtronic, the three feet was the patients it served and the doctors. That was just great advice because it got me to see the good, the bad and the ugly.”

Chip Conley, founder and CEO of Joie de Vivre Hospitality; author of PEAK: How Great Companies Get their Mojo from Maslow (ChipConley.com)

“My father once told me, ‘The best way to engage and inspire your followers on a path that you want them to proceed on is to help them see that they were part of the decision-making that went into taking this path.’

While my father wasn’t advocating democratic decision-making, he was suggesting that people who feel they are an integral part of the enterprise are more likely to act as if they’re an owner.

With 38 different boutique hotels, we’ve created a committee of cultural ambassadors (one per hotel) who help
make some of the key decisions around corporate culture — our philanthropic programs, our employee recognition programs, our incentive plans — in the company. That way, we have a culture of
empowerment rather than victimhood.”

Pamela Mitchell, founder of The Reinvention Institute; and author of The 10 Laws of Career Reinvention: Essesntial Survival Skills for Any Economy (Reinvention-Institute.com)

"The best leadership advice I received was from my mother, who worked her way up the corporate ladder in the 1970s and 1980s. She taught me to build a strong web of relationships not just at work, but alsoin the community at large. I learned the wisdom omes from many sources, and true leaders tap into the expertise of others. Having friendships everywhere meant that I didn't hae to have all the answers -- all I needed to know was who to call, and to be friendly enough with them so they'd take my call!"

Michael Watkins, author of Your Next Move and The First 90 Days (GenesisAdvisers.com)

"Richard Olivier, on of the founders of Olivier Mythodrama, once said, 'You can't hope to inspire others if you can't inspire yourself.' This led to a lot of thinking on my part about vision and inspiration, and has profoundly impacted my writing and teaching."

Ford Myers, author of Get the Job You Want, Even When No One's Hiring (CareerPotential.com)

"As a leader...

Your primary purose is to support and inspire your employees or team members in exceeding their own professional goals.
Don't ask your employees or team to do anything that you haven't done or wouldn't do yourself.
Respect and trust cannot be dictated; these qualities must be earned over time.
Relate to your colleagues on a human level; not through the 'corporate veil.'
Demonstrate how you genuinely care about your employees or team members and they'll 'walk through walls' for you.
Be sure the work of your team is always aligned with the organization's objectives

These bits of advice about leadership were related to me by my father. His approach to leadership served him quite well in his long business career, and it has also served me well. The 'proof' is that I still maintain cordial relationships with all my previous employees or team members, and that they have consistently produced exceptional busienss results.

Mike Anderson, CEO and president of the Presbyterian Health Foundation (PHF) Research Park (phfokc.com)

"Best advice received:

What is unique about your product?
Who are your customers... do you really know them?
What one thing, if you do it well, makes the difference between success and failure? And what is stopping you from doing that?
Choose smart, motivated and highly ethical team players.

This personal consultation took place before launching a nationwide campaign raising funds for an international program; the campaign succeeded 110 percent of its best expectation. Authority in leadership is a concomitant of success.

Who gave it: The consultant was Peter Drucker.

Impact: Assiduously apply these fundamental principles of leaders and they effectively work in a variety of contexts. I have found this to be true for many decades, in contexts of inflation, recession, stagflation and disruption. Be aware of the enemies of osuccess: greed, self-absoirption, free-loaders pretending to be friends, wealth without work, mission without morality."

Doug Campbell, author of Where To Go From Here: Reinventing Your Career, Your Business, Your Working Life (TheSuccessCoach.com)

"Some of the best early career advice was from Davis Kennedy, publisher of the Alexaandria, Va. Port Packet, a weekly newspaper. I was involved in writing articles, circulation and advertising sales. We grew about 800 percent in two years.

He suggested work hard and 'get involved in the community.' The local civic organization I joined led ot many community projects and new friends. I have been involved throughout my career in community organizations, education and business organizations, and people in transition in local church and professional groups; it is rewarding and ca make a difference. Many business leaders are recognized first for their efforts in the community and then for their work in their business."

Dr. Terry Bacon, author What People Want: A Manager's Guide to Building Relationships that Work; and senior partner, leadership and talent consulting, Korn/Ferry International (KornFerry.com)

"The best piece of leadership advice I've ever heard came from retired five-star General Omar Bradley. As a West Point cadet, I was fortunate enough to see him in the Pentagon before he died. He spoke to a small group of us, and someone asked him what he would do differently if he had to do it all over again. He said, 'I would make the tough people decisions sooner.' In my career as a leader and manager, I have found that this is supremely wise advice -- and difficult to do."

Richard B. “Rick” Chess, president of American Realty Capital Markets, LLC (ARCMLLC.com)

“Chaz Hunter, when I worked for him at Winstar Communications, hammered into my head, ‘Unless you know the project has been accomplished, even when you have been told the project has been accomplished, assume it has not been accomplished and follow up. Even when you have reason to believe the project has been accomplished, follow up. There will ALWAYS be something — or someone — trying to grab the attention of the people you need focused on your project…even when you are the owner or the boss.’

Time and again, this advice from Chaz Hunter has saved me. Once I didn’t follow the advice when I was running for the Pennsylvania State Legislature. In a handful of precincts, we did not get the vote percentage we had projected, while we were 95 percent accurate or better everywhere else. We lost the election by 63 votes on the third recount. About 10 days after the election, we discovered the reason why we lost the five (of 42) precincts. A literature drop delivery to five volunteers did not take place. My relatives had the materials (already sorted and bagged) in the trunk of their car. They just forgot to make the deliveries (and we had called them to make sure everything was okay, and were assured that everything was fine).

Two years later, I was elected to the Pennsylvania State Legislature (by a 2:1 margin) and have been in various leadership roles ever since (e.g. founding board member of First Potomac, a NYSE REIT; member of the Real Estate Investment Securities Association; Acquisitions Director — United Dominion Realty), but I have never forgotten the advice from Chaz Hunter.

It’s not done until you know it’s been done…and still check to be sure!”

Deborah Shames, co-author of Own the Room (Eloqui.biz)

“The best leadership advice I ever received was when I was a young producer at the public television station in Chicago (WTTW-TV). John Callaway was the host of the popular series ‘Chicago Feedback,’ as well as the executive producer. My anxiety over producing a successful show was causing me a huge amount of stress and, I’m sure, making everyone around me miserable.

John counseled me that it’s okay to fail — which was totally foreign to me. He encouraged me to take risks, instead of striving to be perfect. He said true professionals learn more from their mistakes than they ever learn from their successes. One of the problems with the entertainment industry is that so much is riding on every project; people play it safe. John taught me that stretching and going outside my comfort zone was the only way to eventually produce something of true value.

I’ve never forgotten his advice. Now, at Eloqui, when we coach individuals to improve their communication skills, we encourage them to take risks, to try something new and to be unafraid of going outside their comfort zone. We encourage them to use an outline, rather than a fully prepared script to be open to improvisation...to put more of themselves and their perspectives into their comments.”

Bruce Piasecki, president and founder of AHC Group; and author of The Surprising Solution (AHCGroup.com)

“The best leadership advice I have ever received was from Donald Philip’s book, Lincoln on Leadership:

The world of superior leadership isnot simple, but real.
Failure and resistance are constant irritants in the pearl we call leadership. Ten days after Lincoln took office, the Confederate States of America seceded from the Union. Persistence pays.
Keep the company whole. Lincoln started with a hostile takeover situation, but managed to keep the Union strong and growing.
Lincoln was a master of the articulate paradox. He told great stories.
Lincoln recognized the future world would be swift and severe. He mounted waves of change.”

Ted Santos, CEO Turnaround Investment Partners (TurnaroundIP.com)

“During a phone conversation with Bob Weissman, former Chairman and CEO of Dun & Bradstreet, he said it is always important to have two in the box. It means two people will always have responsibility for the customer. That means the manager facing the customer and the production manager both own the relationship with the customer. If there is a problem with the customer, both managers are responsible for solving it.

It has impacted my role as a leader because I follow that philosophy and make sure no one hands off ownership of a client to another person or division.”

George Bradt, managing director of Prime Genesis; and author of The New Leader’s 100-Day Action Plan (PrimeGenesis.com)

“Let me flip this. Here’s the core message I’ve been delivering at the CEO Connection’s CEO Boot Camps since 2005:

Leadership is about inspiring and enabling others to do their absolute best, together, to realize a meaningful and rewarding shared purpose. Three truths:

It’s not about you.
Help should be helpful.
Everything communicates.”

Monique Dearth Honaman, CEO and president of ISHR Group (ISHRGroup.com)

“My best leadership advice came from my dad, Lee Baker, who was in management at Ford Motor Company. His advice? ‘Take time to smell the roses!’ Great advice to this day! In our work providing leadership development services to clients globally, we meet new and experienced leaders who are chasing the almighty title, the almighty dollar or the almighty promotion. At the end of the day, life as a leader is so much more rich for you, your peers, your direct reports and your family if you are a more balanced individual with a life and interests outside of work.”

Andrea Belz, PhD, Belz Consulting LLC (BelzConsulting.com)

“‘Mentors: Have one; be one.’ Sharon Allen, chairman of Deloitte Touche, said this to me over lunch one day. I always try to create extra time for mentoring, and I also continue to seek out different people with wisdom to share with me.

‘Never write down anything negative about another person. The recipient will read it repeatedly, and it will permanently change your relationship. If you speak to the other person directly, he or she will appreciate it, and you can work it out without long-lasting hard feelings.’ That advice came from my mother-in-law.

‘Don’t sign a contract with someone you don’t trust. No contract is tight enough to prevent problems with someone you don’t trust in the first place, and if you do trust the other party, you can work out any disagreements before it spins out of control.’ One of my first clients said that to me and I have used this extensively in selecting my clients. It hasn’t failed me.”

Lisa Anderson, founder and president of LMA Consulting Group Inc. (LMA-ConsultingGroup.com)

“In my 20 years of experience both as a VP of operations and as a business consultant across multiple industries and globally, I’ve gained insights and leadership advice that has stood the test of time. The best leadership advice I received was from my HR mentor, Debra Daniels, who worked for me when I was in a VP of operations role for an absorbent product manufacturer. She had a plethora of valuable advice, but the top three pieces of advice were as follows:

Do what you say you’ll do. This is obvious, but rarely achieved since it sounds much easier than it is to implement in practice.
Be consistent and up front with people. This is a key to gaining respect and engagement.
Encourage feedback; listen to feedback, but do not assume all feedback is valid or the best approach, even feedback from the CEO.
I owe a great deal of my success and accomplishments to her timely and valuable advice.”

Thought Starters - Best Practices for Leaders

The business environment today is likely worse than many business executives have ever encountered.

Despite recent improvements in the equity markets, some loans are difficult to get for new business investment and consumers are not yet opening their wallets. As a result, it is expected that tough challenges are here to stay for some time.

In an effort to find and share ideas that will offer guidance to new executives and suggest alternatives to those more experienced, Corp! interviewed several business leaders knowledgeable about the situation in Michigan.

The question we posed: “What is the one thing you have seen from an executive leader that was the most effective and why?”

We solicited reactions from five senior leaders and entrepreneurs currently leading Michigan-based companies and one with a Michigan background. Each has a different idea about what is most important. Taken together, they provide an interesting perspective and sound insight for any executive to reflect upon.

Risk Taker or Risk Manager

Carl Erickson

Carl Erickson of Atomic Object, a contract software development company in Grand Rapids, is no stranger to challenges. After several years in academia, Erickson opened the bank account for his new company on Sept. 11, 2001.

Erickson offers two excellent observations about leading for business success:

• “The popular notion of the entrepreneur as the daring risk taker is incorrect,” he says. While not claiming it as his personal insight (he heard it from CEO Fred Keller of Cascade Engineering), it is nonetheless a solid piece of advice. “The successful entrepreneur and executive is the one who is the risk manager and risk mitigator for the organization.”

• Coupled with that is Erickson’s own philosophy of leading. He has “a personal sense of responsibility to the people in his company—their development and their well being.” This natural and intuitive view of servant leadership is a winning strategy for him and Atomic Object.

Monique Honaman

Stay Flexible in Your Approach

A consultant with strong Michigan ties—University of Michigan, Michigan State University, and GM all appear on her resume—Monique Honaman works at ISHR Group in Suwannee, Georgia.

She says one key attribute is flexibility in leadership approach. ”One size does not fit all,” says Honaman. “Not everyone can be led the same way.” She adds one personal note: “Stay in touch with who you are. You need to leverage what comes natural for you, or it will look and feel artificial.”

Engage Others by Asking How You Are Doing

Larry Andrus, who heads Trivalent Group, an IT and telecom service provider in Grand Rapids, is adamant that any leader must “first take responsibility” for their own performance. ”Some of my ideas may seem old fashioned, but you must lead by example and always strive for consistency of action.”

Larry Andrus

Andrus says he always remembers to ask one question near the end of any meeting. “What are we doing as an organization that you like, and what would you want us to do more of, or possibly differently?”

Andrus, who has been using the technique since he learned it from an effective leader while working at AT&T Capital Systems Leasing, says the question “opens the door to better ideas from employees, improved relations with suppliers, and often new business from customers.”

Build Your Team to Build the Business

Many people talk about team building, but Christine Moag, CEO of Medical Management Specialists in Kentwood, Mich., believes it is a critical element of running a business. ”Empowering your team and allowing them to do the job will bring out the best in every team member,” says Moag, a 20-year veteran of the medical services field.

Christine Moag

Moag adds that complacency is something to be avoided. “Always focus on continuing to learn,” she says. But be natural about it. “If you try to force it, it will be obvious and not believable.”

Real Goals and Good Attitudes Lead to Success

In turbulent times, the solid leader has to bring the group to setting goals, and the attitude carried into the workplace each day can make the difference. So says John Kendall, president of DK Security Services and Investigations, located in Grand Rapids.

Kendall says setting “meaningful, achievable, and measurable goals with the full participation of the team” is critical to business success. So is accountability, something that’s frequently overlooked when setting goals. “There needs to be real sanctions for missing a goal and real rewards for making a goal.”

John Kendall

Additionally, Kendall says it is very important for the leader to recognize that, especially in changing times, tension can exist among team members. ”Leading with a positive attitude that focuses on doing what is needed for today and getting positioned for the future in a very transparent fashion” will calm the concerns of the team.

Conclusion

All of these leaders share a focus on action and reflection.

• Moving quickly is critical to addressing the needs of customers, owners and employees.

• Thinking carefully about what is being done and why is equally important to meeting the needs of the stakeholders.

The ideas suggested by all those interviewed are solid. The way each of them blends quick action and thoughtfulness is a representative
characteristic of good leaders.

Steven Spear, author of “Chasing the Rabbit,” suggests, “the challenges that lead to success are not supported by business education today. Moving quickly to identify needs, configuring solutions to these needs, and delivering those solutions are what need to be done.”

To achieve this, Spear says a leader “must have authentic discovery as a core skill. What is needed is the acquisition of new answers to new problems quickly.”

While the leaders interviewed model this behavior in different ways, all are focused on the right things—new discovery of new solutions to new problems in a fast paced world.

A Final Thought

For some time, educators have focused on separating the skills of the leader, the supervisor and the manager. This distinction seems artificial. Successful executives need to be doing all of these things at once to move their businesses to the next level.

One final observation from John Kendall makes the point. ”The leader needs to set direction and bring the team to sound goals, but solid management is needed to see the process through to a winning conclusion.”

New class brings new chance to create impact

This year, as in the five previous, Atlanta Business Chronicle has picked an impressive and worthy set of Atlanta’s top young achievers. Members of this diverse and energetic group may believe the reward for their accomplishments is limited to a nice profile in this section and sleek trophy at the gala awards, but they have also earned more. They now gain entry into an expanding network of the dynamic doers that preceded them.

For some background: The first two years of this award there was no awards dinner, so the first class did not have a chance to interact. This was true in November 2005 for the second class as well, until winner Dan Erling decided to invite the then-new winners to a cocktail party he sponsored himself.

About a dozen members from that class of 2005-2006 attended and hit it off, and the positive energy in the room even among these few was palpable. In one defining moment as we formally went around the room toward the end, a vision became clear to me that together as a group we could create a larger impact outside of our own individual spheres. When I expressed this idea everyone readily agreed, and after some discussion we decided to start organizing.

A few of us spent the next six months reaching out, first to members of our class, then to Ed Baker, publisher of the Chronicle, who gave his quick and enthusiastic support, and finally to the first class as well. This culminated in a landmark meeting in May 2006 where 25 members of the first two classes met at the Chronicle offices to officially endorse and form the group.

Our goal was for the next generation of Atlanta’s business and community leaders to more fully link together, exercise their collective voice, and develop tighter bonds along the way. At this meeting we also agreed on three main planks of activity, which I had loosely based on the themes of past, present and future:

1. Past — Learn from the longtime leaders and builders of Atlanta. An April 2007 lunch meeting/talk graciously hosted by Arthur Blank at his foundation headquarters kicked this off.

2. Present — Dig into current issues facing Atlanta and Georgia with today’s leaders, look for solutions and at least give them our views. Our first event here was a mid-2007 lunch meeting on transportation issues with Lt. Gov. Casey Cagle and a panel of top leaders.

3. Future — Help mentor, train and accelerate the next generation of leaders. We spent our first year working with Junior Achievement; then the last two years have established a strong, interactive partnership with the 21st Century Leaders Group.

The alumni group has gained more traction as new members swell our ranks. About 80 percent of each year’s winners respond enthusiastically that they want to be part of the group, and more than half actively try to attend events. Since this is a busy group of people, we focus on only a few meaningful events each year.

This past year we have had several notable events and successes. First, soon after the fifth class entered in early December 2008, the Atlanta Spirit hosted us in their business box. Before a Hawks game, co-owner Rutherford Seydel talked about how the Spirit operates, the resurgence of the Hawks, and their impact on Atlanta.

On March 20 we hosted a lunch with Michael Granoff, a founder of electric-car grid company Project Better Place, who explained their innovative business model. Afterward we heard comments from, and held a Q&A with, John Oxendine, state Insurance Commissioner and candidate for governor.

Our growing partnership with the 21st Century Leaders Group has led to several great initiatives. After serving as mentors and panelists for their Winter and Spring Leadership retreats, last year we helped Executive Director Bob Watson establish, pick and present the 20 Under 20 Awards. It was a hit, and we held the second annual awards on Sept. 24 — what these young doers have achieved was very inspiring!

Just as exciting, this past year our strong 21st CLG committee — led by Sarah O’Brien, Justin Honaman and Monique Dearth Honaman, these last two created a whole new type of synergy when they first met as presenters at the 20 Under 20 awards last year — created the Goizueta G5! Summit. This program allows 50 kids the opportunity to spend a full week at Emory’s Business School in July, each day taking courses run by 40 Under 40 members. It was a tremendous success and will become an annual program.

So now we invite the sixth class to join in and help us build this new Atlanta network into a strong force for positive change.

This year Atlanta Business Chronicle received nearly 400 individual nominations for the Up and Comers class — more than have ever come in for the awards event. The editorial team, with the assistance of the alumni group, helped narrow down the stellar choices to the 40 under 40 rising stars you will see profiled in this special section.

Georgia SBDC Network Advisory Council (2009-2011

Ms. Stacey Key President and CEO GMSDC Atlanta, GA 30303	Ms. Lorra Lee Economic Development Corp. Gainesville, GA 30503
Ms. Marjorie Young CarriageTradePR.com Savannah, GA 31406	Mr. Randal Morris Georgia Pacific Corp. White Oak, GA 31568
Mr. Tony Bass Super Lawn Trucks, Inc. Fort Valley, GA 31030	The Honorable Sonny Perdue Governor, State of Georgia State Capitol Atlanta, GA 30334
Mr. Scott Blackstock Thomaston, GA 30286	Ms. Judy Randle Central Monitoring Albany, GA 31702
Mr. Darron Burnette Senior Vice President Sea Island Bank Statesboro, GA 30459	Ms. Sharon Roberts Buffalos Café Athens, GA 30606
Ms. Monique Honaman ISHR Group Suwanee, GA 30024	Ms. Mary Rodriguez Hilrod Group, Inc. Atlanta, GA 30342
Ms. Terri Denison District Director, Georgia District U.S. Small Business Administration	Mr. Jack Scherer Driving Profit LLC Johns Creek, GA 30097
Mr. John Fretti Mayor City of Valdosta	Mr. Mark Spaulding Spaulding Fine Men’s Wear Brunswick, GA 31520
Mr. Geoff Fulton Fulton & Kozak Accounting Morrow, GA 30260	Mr. Philip Wahl II Augusta City President First Citizens Bank Augusta, GA 30909
Senator Tim Golden Beacon Hill Financial, LLC Valdosta, GA 31602	Mr. Robin Sewell Worley The Sewell Companies Bremen, GA 30110
Senator Jack Hill Hill Shopping Center Reidsville, GA 30453

Feeding the Pipeline

With so much riding on the shoulders of those at the top, it's no surprise leadership development is a major concern among HR professionals. According to a 2007 IBM study entitled Unlocking the DNA of the Adaptable Workforce, more than 75 percent of HR executives say they are concerned about their organization's ability to develop future leaders.

And yet, surprisingly enough, the majority of American employers are not investing in developing future leaders from among their own ranks, according to Peter Cappelli, professor of management at the University of Pennsylvania's Wharton School, director of its Center for Human Resources and author of Talent Management on Demand: Managing Talent in an Age of Uncertainty.

Only one-fourth of the participants in Wharton's Advanced Management Program -- "the kind of program where you would send people who are on the high-potential track," he says -- are from the United States.

"U.S. companies won't send people," says Cappelli. "It's all about the time and money."

For the most part, he says, companies stopped seriously investing in leadership development about a generation ago. Unfortunately, they also laid off many of the HR experts who had been involved in developing future leaders, creating a significant skills gap in the profession that persists to this day.

"The priority had shifted from developing candidates to getting rid of them, so they also got rid of everyone who was involved in the training and development of talent," Cappelli says. "All the institutional knowledge about how to do this stuff is gone."

The few organizations that continue to receive accolades for their leadership-development programs -- GE, Procter & Gamble, IBM, etc. -- aren't really doing anything revolutionary, he says. It's just that they didn't dismantle their programs when everyone else did.

"They are not doing anything the least bit new," he says. "They are doing exactly what they did a generation ago. It's just that they're the last ones standing, so everyone is pointing to them as examples."

Sales or Operations?

Given GE's history of leadership development, it should come as no surprise that a GE spin-off is investing heavily in this area. At Shelton, Conn.-based Gexpro, an electrical-distribution business spun off from GE in 2006, the identification of young high-potentials begins the moment they start working for the company.

"The day anybody starts with the organization, we begin by asking 'Is this somebody who has the potential to do something great within the business?'" says David Pasternak, director of organization development.

When the answer is "yes," those new recruits are entered into the company's college entry-level pipeline program, a two-year process during which the potential future leaders spend the first year rotating through different functions within the business to give them a greater understanding of how the company operates as a whole.

The second year, says Pasternak, is all about "declaring their major." That's when the participants decide if they're going to continue on an operations track or a sales track. The year is then spent developing skills in their chosen area.

At the same time, they also participate in Gexpro's Personal Leadership Course, which is intended to help them understand their role in the organization, as well as their influence on other people.

With young employees spending less time at each employer than the generations that preceded them, it's incumbent upon organizations to identify potential future leaders early in their careers, get them started on an appropriate development path and convince them of the opportunities that await them before they start thinking about greener pastures elsewhere, says Monica Dearth, president of ISHR Group, an HR consulting firm based in Suwanee, Ga.

"With early-career high-potentials, you've got to spend some time developing them with the hope that they'll see the path you've paved for them; thus, making it more likely they'll stick around," says Dearth, whose company worked with Gexpro in setting up its program. "If you set up the presumption that [certain employees are] high-potential and you give them extra development, they see that you're actually doing something to develop and promote them."

Being known for developing great leaders may be helpful, in that aspiring future leaders may seek out such organizations as potential employers. At the same time, however, such companies run the risk of losing them to the competition. Often, other companies can afford to pay more because they don't invest much in their own employee-development efforts.

"Companies that are known as really good developers of leaders will be subject to [hiring] raids," says Edward Lawler, distinguished professor of business at the University of Southern California's Marshall School of Business and founder and director of the University's Center for Effective Organizations. "There's a rush to learn from them, copy them and, in many cases, steal their leaders."

Identity Crisis

The identification of potential future leaders can take many forms. For San Juan Capistrano, Calif.-based Silverado Assisted Living, the company's relatively small size -- 2,000 employees -- makes it easier for managers see firsthand whether employees have leadership potential.

"We're still small enough that people are identified simply by what they accomplish," says Dawn Usher, senior vice president and chief administrative officer. "Often, it's just a matter of someone recognizing that [he or she] might be a good administrator candidate, so we'll sit down and talk to [him or her] about their interests and where they want to go."

Other organizations have far more complex means of identifying potential leaders. Indianapolis-based Eli Lilly and Co. uses its Talent ID tool, a method of talent assessment that examines an individual's past and current performance, as well as his or her capabilities and soft skills. This helps managers make an objective assessment of an individual's potential for advancement.

In Toronto, Sun Life Financial Inc. conducts an annual talent review for employees at the director level and above. The process begins with managers assessing their own talent and inputting their information into a software application. That's followed by a series of conversations throughout the organization, cascading all the way up to the senior-most levels, according to Cathryn Klassen, vice president of leadership and talent development.

"We look at our population and its potential rankings and decide how employees might be able to move within the organization and what type of development activities we need to put in place for them," says Klassen.

Ideally, companies should use a mix of classroom and on-the-job experience, says Gayle Lantz, president of WorkMatters Inc., a Birmingham, Ala.-based consulting and coaching firm, and author of Take the Bull by the Horns: The Busy Leader's Guide to Growing Your Business and Yourself.

At Eli Lilly, the rule of thumb is 70/20/10: Seventy percent of development experiences should be experiential, 20 percent relational -- mentoring, networking and coaching -- while the remaining 10 percent can be satisfied through formal training.

"It's important to make sure that [candidates] have had a variety of different experiences and cross-functional assignments, so as they begin to lead different facets of the business, they have both the breadth and depth of experience to be effective," says Glen Burkhardt, the pharmaceutical company's manager of global staffing. "That requires us to create a career trajectory that is both fruitful and timely."

Charting the Course

Some organizations are creating their own leadership curricula. Each year, Albany, N.Y.-based Capital District Physicians' Health Plan puts 18 managers through Rising Stars, the company's 12-week "action learning" program, which combines classroom learning with a process-improvement project that is ultimately presented to the senior leadership team.

"Rising Stars is one of our highest- profile programs, from a succession perspective, as far as helping individual high-potential contributors gain access to senior leaders and directors outside of their normal work environment," says Steve Russell, director of corporate learning and development.

Gexpro uses a four-tier leadership curriculum developed with assistance from the ISHR Group. Dearth calls it an "interactive dynamic course," designed to mirror GE's famed Management Research and Development Institute in Crotonville, N.Y.

The program, which is based on formal classroom training, consists of four different leadership courses, each designed for different levels of the organization. Participants are nominated by their supervisors, then sent to the Dolce Peachtree Hotel in Atlanta for the courses, which range in length from three to 10 days.

The entry-level course, dubbed Personal Leadership, is designed for those with less than five years of experience at Gexpro, but who clearly possess leadership potential. The course teaches them basic skills, such as how to present themselves, how to read people and how to influence others.

The second course, Influential Leadership, is intended for those who've already moved into their first leadership role. Attendees focus on finding key talent and motivating others to perform. Those with at least five years of leadership experience are placed into the third-tier Accelerated Leadership class, which focuses on the transformation from leader to strategic thinker.

The top tier is the Executive Leadership course, which is attended by just 15 people each year. Pasternak describes it as "two weeks of strategic thinking," in which participants are placed into teams and assigned one or more real-life business issues to resolve. The teams present their strategies to the company's senior leaders, and then set about implementing those strategies within the business.

Senior management's involvement begins long before the final presentation, however. Pasternak describes the courses as a "huge networking opportunity," in that all participants gain valuable exposure to key leaders, including Gexpro's CEO, Mitch Williams, who prides himself on attending every session.

At Grand Rapids-based Steelcase Inc., CEO James P. Hackett takes charge of the office-furniture manufacturer's Leader Program. That 18-month-long program is designed to accelerate the development of 12 top performers who've been identified as having the potential to reach the top, according to Laurent Bernard, vice president of global human resources.

This sort of commitment from the C-suite is critical to the success of a leadership- development program, says WorkMatters' Lantz, who adds that the sole responsibility for leadership development should never rest solely with HR. Granted, HR can play a key role in facilitating such a program, he says, but without support and involvement from the very top, even the most genuine attempt at leadership development is doomed to fail.

"If HR executives are in a situation where they have to own [the program], they're in trouble," says Lawler. "They need to say to senior leadership, 'I can't do this without you.' If the senior leadership doesn't see the value in immersing themselves in this kind of initiative, then it's time to move on."

Etats-Unis : les cadres superieurs adoptent l'interim

Quelques agences pionnières aux Etats-Unis proposent des temps partiels et missions courtes à de jeunes professionnels, surtout des femmes, désireux d'équilibrer au mieux vie de famille et travail.

A trente-neuf ans et 800 employés sous sa responsabilité, Lisa Hart faisait partie des cadres prometteurs de General Electric. Mais Lisa est aussi une mère de 4 jeunes enfants. « Lorsque j'ai décidé d'avoir des enfants, explique-t-elle, c'était pour être avec eux et pas pour les envoyer tous les jours en garderie. » Récemment, elle a donc pris la décision de démissionner... tout en gardant l'envie « d'utiliser sa tête » et son savoir-faire. Grâce à Monique Dearth, fondatrice depuis fin 2006 de HRoptin.com, une agence d'intérim pour cadres de haut vol, Lisa Hart travaille à nouveau sur un programme de formation pour General Electric, à raison de 52 heures par mois. De quoi lui laisser le temps de s'occuper de ses enfants. Avec une banque de données de 3.500 professionnelles diplômées et demandeuses de temps partiel ou missions courtes, Monique Dearth a trouvé le bon filon. « Je recevais toutes les semaines des CV de jeunes femmes qui ne voulaient pas travailler à plein-temps mais affichaient des diplômes universitaires et des expériences professionnelles impressionnants », explique-t-elle. Dans le même temps, les demandes de clients tels que Home Depot, General Electric, Honeywell ou Philips Medical ne cessent d'affluer pour des expertises ponctuelles sur des domaines divers.

Haut niveau

Kelly Sack, trente-sept ans, mère de deux jeunes enfants, apprécie elle aussi l'écriture de biographies de patrons que lui confie HRoptin.com. « J'utilise mon savoir-faire et la porte reste ouverte si je veux reprendre un temps plein plus tard. En outre, je n'ai plus de tâche administrative, je fais vraiment ce que j'aime. »

Quelques agences similaires à HRoptin.com, spécialisées dans le travail à la carte pour des professionnels de haut niveau, commencent à apparaître aux Etats-Unis. Flextimelawyers.com, spécialisée dans l'expertise juridique, propose ainsi ses 2.000 avocats à New York et Philadelphie. De même, MomCorps, lancé à Atlanta par Allison O'Kelly, offre à ses clients (KPMG, Weather Chanel...) un pool de 10.000 professionnelles en missions temporaires dans six grandes villes américaines : Washington, New York, Chicago, Atlanta, Charlotte, Boston. La plupart des recrues de MomCorps ont entre trente et trente-neuf ans. Souvent, les piliers de ces agences sont des femmes mariées, mères de jeunes enfants. Quelques hommes se glissent cependant dans le lot pour des motivations diverses. Certains veulent pouvoir s'occuper d'un parent âgé. D'autres recherchent un complément de salaire.

Les employeurs, de leur côté, y trouvent leur compte. Ils n'ont pas besoin de payer leurs cotisations santé et retraite, pas besoin de recruter à temps plein. Et leurs missions spécifiques sont accomplies par des professionnels, souvent issus des meilleures universités telles que Harvard ou Columbia. Allison O'Kelly, la patronne de MomCorps, croit à l'avenir du concept. « Quand tous les baby-boomers vont prendre leur retraite, les entreprises devront faire preuve de créativité pour trouver les salariés dont ils ont besoin. » Les mères de famille, retranchées derrière leur PC à la maison, pourraient alors retrouver tout leur pouvoir de séduction.

Dream it. Achieve it.

Robyn Johnson, an independent consultant for nonprofits in Washington state, has sought practical and tangible direction throughout her professional life from the least tangible of sources: her own unconscious mind, as revealed by her dreams. “Recently I was preparing for a meeting with a wealthy potential donor,” she recalls. “I was nervous about it, but a few nights beforehand, I dreamed there was an elegant woman sitting in a room. The lady was very warm and simply said, “I’ve been waiting for you.’ The dream helped me to calm down, and I went into the meeting with confidence.”

The donor – who just happened to look like the woman in Johnson’s dream and gave the same greeting - wound up writing a check on the spot for $250,000.

A ghostly coincidence? Perhaps. But Johnson’s calm and confidence after the dream were very real. Leading researchers now believe there may be a connection between dreams and career success – especially when work-related stress is involved. And until the day that hard scientific evidence affirms researcher speculation, if it ever does, many professional women will continue to notice the effect dreams have on their work.

“Dreams are an important way for us to learn, and it’s a rich area of study,” explains Sheldon Roth, M.D., clinical assistant professor of psychiatry at Harvard Medical School. “Researchers continue to try to figure out how dreams work and how they impact all areas of our lives.”

The Basics of Dreaming

During a typical life span, a person spends about six years dreaming (or about two hours each night). It’s unknown where in the brain dreams originate or why dreams ever occur at all. According to Sigmund Freud, dreams are a form of wish fulfillment, and the imagery contained in them isn’t random. “Dreams are thought of as a way of making the unconscious conscious,” says Larina Kase, Psy.D., a business psychologist and founder of Women Entrepreneurs’ Habitat. “They are often seen as keys to your inner feelings and unfilled needs.”

Dreams can also serve as a way of dealing with unfinished business, and what we dream can illuminate both a problem and its solution. “Dreams are constantly coaching us for challenges and opportunities that lie ahead,” explains Robert Moss, author of The Three “Only” Things: Tapping the Power of Dreams, Coincidence and Imagination (New World Library, 2007).

A study at the university of Pittsburgh’s School of Medicine used PET scans to view brain activity during sleep and found that the brain’s same emotion centers that are active during the day become active when we dream. This has led some researchers to suspect that while we’re dreaming our brains are still working through the emotional conflicts of the day. In fact, Roth Notes that when we’re going through times of stress, “there will be an increase in the frequency of our dreams in order to help us work through these issues.”

Kase points to a recurring dream one of her clients had in which she was running freely through meadows. “She would wake up in the morning and immediately feel depressed because she disliked her job and didn’t want to go to work that day,” Kase says. “It helped her to realize that she needed flexibility and a sense of freedom in her career. She eventually decided to start her own business.”

Monique Dearth was in such a position in 2001. After a successful stint in General Electric’s human resources management program, Dearth decided to form her own HR consulting company. She had it all planned out except for one crucial detail: the company’s name. Dearth already had used her dreams to help in other areas of her life, so before going to bed one Friday night, she asked aloud, “What should I name my company?”

“That night, I had a very vivid dream where I was walking through an urban neighborhood in the midst of a riot,” she recalls. ‘There were people running all over, but I wasn’t frightened. I walked up to as police officer and asked him what was going on, and he replied that someone had ‘incited a riot.” I woke up the next morning and said to my husband that the name of the company is Incite Strategies. The rest is history.”

Maybe because we’re more intuitive, women are more open to listening to their dreams than men are, says Veronica Tonay, Ph.D., a psychotherapist and dream researcher. A University of Alberta study found the solutions that surfaced in dreams were especially significant for women. In addition, women recall dreams more often than men and are more likely to describe their dreams as vivid and meaningful. “The more positive attitude you have about dreams and the impact they can have,” Tonay says, “the more likely you are to remember them and therefore be able to use them to your advantage.”

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Decoding your dreams

Want to put your dreams to work? To increase the chances ofg remembering dreams, experts recommend reviewing the events of the day before falling asleep. Then, instead of springing out of bed as soon as you wake up, remain in bed with eyes closed and try to recall your dreams. Interpreting images from dreams can be more challenging, but dream experts like Drs. Veronica Tonay and Larina Kase share these recurring work themes and their likely meanings:

DREAM: You show up to a meeting in the buff.
IT MEANS: This dream often occurs after you’ve started a new job or received a promotion because you don’t yet feel comfortable in your new position.

DREAM: You’re screaming at your boss a co-worker.
IT MEANS: You could be expressing anger toward an individual that you didn’t even realize you felt, or that you feel uncomfortable expressing for real.

DREAM: You’re at your old job.
IT MEANS: This suggests that there’s an old lesson you need to learn and apply to your current situation.

DREAM: You’re being chased or you’re falling.
IT MEANS: You may feel out of control and anxious about your career or job.

DREAM: You’re flying through the office.
IT MEANS: If you’re flying with ease, then your dream suggests that you’re in control of the situation. If you’re having difficulty when flying, it indicates a lack of power over your own circumstances. And if you’re frightened when flying, it could mean you’re afraid of challenges and of success.

ISHR Group To Co-Sponsor Women's Business Enterprise National Conference And Business Fair

Washington, DC, May 1, 2008 -- The ISHR Group, a widely respected and industry acclaimed human resources assessment, development and consulting firm, and the parent company of Incite Strategies Inc. and the HROptIn.com online community of HR experts, will co-sponsor the nation’s largest conference and business fair for women this summer.

A one-of-a-kind event, the Women’s Business Enterprise National Council (WBENC) conference is entitled "Women in Business 2008: The Power of Progress" and will be hosted in Atlanta, from June 23-26, 2008. Founded by WBENC, the leading advocate for and authority on women’s business enterprises as suppliers to corporations and government agencies, the event draws more than 2,500 women’s business enterprises (WBEs) and corporate procurement executives due to its success in generating business, building skills and expanding networks.

“The networking experience is an essential part of the outreach of Incite Strategies and HR OptIn,” stated Monique Dearth, president of the ISHR Group. Recent WBENC survey results showed that 96 percent of the attendees from the 2007 conference say that they established new business contacts there, 92 percent say they will attend again this year, and ninety percent will recommend it to others.

This year's distinguished keynote presenters include Bernice A. King, the youngest daughter of the late Coretta Scott King and Dr. Martin Luther King, Jr., and author of Hard Questions, Heart Answers; Chin-Ning Chu author of the international best-selling books: Do Less, Achieve More; and Nancy Kramer, Founder and CEO of Resource Interactive.

Politics will be front and center ay this year's conference. In addition to an up-to-the-minute election update, a panel on Setting the Small Business Agenda, moderated by Barbara Kasoff, President of Women Impacting Public Policy (WIPP). will address the role of women-owned businesses in the elections, the transition plan for a new Administration, and a discussion of the “Small Business Platform.”

The events will take place at The Georgia World Congress Center. More than 300 exhibitors, including procurement decision makers from the Fortune 500, are expected to participate.

"We are proud to be a co-sponsor of the Women’s Business Enterprise National Council (WBENC)," said ISHR Group co-owner Stacy Sollenberger. "WBENC is the nation’s leading third-party certifier of businesses owned and operated by women, and the leading advocate of women’s business enterprises (WBEs) as suppliers to corporate America."

ISHR Group co-owner Ellen Dotts, commented that WBENC has developed several highly regarded initiatives for recognizing excellence in corporate supplier diversity targeting WBEs (America’s Top Corporations for Women’s Business Enterprises, The WBENC Applause Awards) and women’s business enterprises (WBENC’s Woman-Owned Business Stars). WBENCLink is an Internet database, accessed by WBENC corporate members and certified women's business enterprises (WBEs), which contains information on certified women's businesses for purchasing managers nationwide.

Recognized as one of Atlanta's most successful female executives, president Monique Dearth related, "The timing of this year's WBENC conference coincides with the launch of our new ISHR Group name and Website and parallels the fact that ISHR Group grew up in Atlanta and today services clients around the world."

The new ISHR Group online venue, located at http://www.ISHRGroup.com features variety of interactive features along with information on the group's iAdvance leadership assessment services, Leadership ROI seminars, HBDI workshops and the HR OptIn professional community and placement services.

For more information, please contact:

Monique Honaman, Stacy Sollenberger or Ellen Dotts
ISHR Group
5400 Laurel Springs Parkway, Suite 303
Suwanee, GA 30024
678.513.7661

Comeback Careerists: Reinventing Work After Time Away

Hilary Stark, an investment banker with a Harvard M.B.A had more than a decade of experience when she left the workforce in 1995 to raise her two children. Last year, she decided to come back. Her decision came just as Corporate America began to make it easier for professionals who've taken time away to return—and to reinvent their careers in a way that works better for them than their 90-hour-a-week pasts might have.

To help jumpstart her search, Ms. Stark attended Harvard's program for businesswomen looking to re-enter the work force. While there, she met the chief diversity officer of Lehman Brothers, Anne Erni. Ms. Erni was on on-hand to talk about the firm's newly-launched Encore program, which recruits seasoned professionals who want to return to work after taking time off.

That's when Ms. Stark's re-entry plans got fast-tracked. Turns out, Ms. Erni was just beginning to think about hiring someone to head up the program. Ms. Stark, who had spent the previous 12 years not only raising children, but also managing people and projects on a volunteer basis, told Ms. Erni she really wanted to work for a program like Encore. Two months later, Ms. Stark became the program's full-time director. "It goes to prove the power of networks, and that you'll never know where or how you'll meet your next employer…or your next hire," says Ms. Erni.

Of course, not all stories of women (or men) engineering a career comeback are as rosy. In fact, 93% of highly qualified professional women who have left the work force and been out for just over two years, are trying to get back in says Sylvia Ann Hewlett, the founding president of the Center for Work-Life Policy and author of "Off-Ramps and On-Ramps: Keeping Talented Women on the Road to Success" (Harvard Business School Press, 2007).

Though 74% do find work, only 40% say they are gainfully employed in full-time, mainstream jobs. "There is still a tremendous amount of stigma and suspension when employers see a hole in a resume," says Ms. Hewlett.

Still, dire statistics aside -- it is easier than it has been for white collar workers to jump back into a career -- and to craft your return to make it work for you. The motivation for companies is two-fold. First, there's the expected worker shortage as the first waves of 77 million baby boomers begin to retire; and second, is the myriad of evidence that the next, smaller generation of younger workers want more flexible work arrangements. The result: Companies are waking up to the idea of welcoming back well-educated and seasoned professionals, says Ellen Galinsky, president of the Families and Work Institute.

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RE-ENTRY 101

Think strategically. Know what you want and clarify your career goals. A job in the same industry or a position in a whole new field? A fulltime or part-time gig or job with a flexible schedule?

Bring yourself up to date. Buy a new suit, invest in the latest cell phone model, create a Facebook or LinkedIn profile.

Take refresher classes. This will help you to get up to speed on the latest news, regulations and technological developments in your industry.

Build a new resume. Make sure it includes skills used and acquired during leave from work force. If you've managed people for projects or volunteer work or done tasks with tangible results, list those on your resume.

Network, network, network. Contact everyone you know and tell them what kind of job you're hoping to land. Use your alma mater and professional associations as a resource.

Anticipate potential employer's concerns. Make sure you address any worries about a skills lag or your time away in your cover letter and then address these issues more in-depth in the interview.

________________________________________________

To be sure, not every industry or company welcomes or has programs to recruit comeback careerists. But, there are a growing number of Web sites, recruiting agencies and job boards that specialize in placing returnees at companies willing to consider them. A number are also staffing professionals in part-time or flexible arrangement. staffing professionals in part-time or flexible arrangement. penetrating lookCompanies like Mom Corps and On-Ramps offer a myriad of resources for returnees and have job postings for positions in a variety of industries—although not always in a broad range of locations—as do more specialized firms like Flex-Time Lawyers; Aquent, for marketing executives; and HR OptIn for human-resources executives.

And, to facilitate that transition, a whole new industry of coaching and staffing firms as well as corporate and educational programs have popped up. "This talent pool is more and more necessary" and there is a growing recruiting effort to target parents returning to work, says Meryle Mahrer Kaplan, vice president of advisory services at Catalyst.

New targeted recruiting programs at top-tier business schools are meant to help ease the way for experienced professionals to return to work. Dartmouth University's Tuck School also has an intensive course while Yale University and University of Minnesota's Carlson School are launching similar programs. Law schools are just beginning to get into the act, with Pace University and Hastings Law School offering refresher courses for comeback careerists.

Some programs have the added benefit of a corporate partner. Robin Mayer, 42, had more than 15 years experience as a corporate bond analyst before she took two years off to be with her three children.

As she launched a search for a new job last year, Ms. Mayer attended a three-day program at the University of Pennsylvania's Wharton School, held in partnership with investment bank UBS and designed to recruit and retrain women like her. She soon landed a job at the company as executive director of fixed income research. "I was a perfect fit," she says of the position, which allows her the flexibility to work from home some days.

If you're ready to make the move back to the work force, there are a number of things you can do to smooth the way. Allison O'Kelly, CEO of Mom Corps, recommends taking a few classes to hone your skills. If you've been out of the market for a while, you might want to take a contract job a few notches below where you'd like to enter the job market. Industry and alumni associations are also a good resource for refresher coursework in your field.

In your resume and—and later in interviews—be sure to take the mystery out of the time away from work. If you've taken on projects at schools and charities and used some of the skills from your career, highlight those volunteer experiences and any bottom-line or eye-catching results from the projects. Use your cover letter to be very specific about where you think you fit into a firm and explain why hiring you would be in the company's best interest, says Deborah Epstein Henry, founder and president of Flex-Time Lawyers LLC. "Anticipate the employer's concerns and how you will meet those concerns," says Ms. Henry.

Once you feel you're current—or close to it—with where your industry is today and you've shaped your resume, make a list of everyone you know, including former colleagues, alumni from your university days, folks you met through industry associations, former employers, and charities and volunteer organizations you've worked with. Reach out and tell them of your plans to return to the work force. Be clear on what kind of position you would like, advises Simi S. Nwogugu, CEO of 2Hats Network, a company that offers career coaching to re-entering professional women and creates corporate programs to recruit, develop and retain high-potential women. An estimated 42% of people found a job through a networking contact, according to a Right Management survey.

Dan Mayville left the workforce and spent three years with his two children, Abbey, 10 and Nicholas, 12. He landed a job with Deloitte & Touche, a company that actively recruits comeback careerists.

Make sure you take time to research whether firms in your industry are actively recruiting returning professionals through programs like the ones at financial firms (including Lehman Brothers and Goldman Sachs), management consultancies (including Booz Allen Hamilton) and accounting firms (including PricewaterhouseCoopers and Deloitte & Touche). If you find a company with such a program, send your resume.

For Dan Mayville it was a combination of these strategies that worked. Mr. Mayville left his job in operations management at a manufacturing company in Atlanta to care for his two young children so his wife, Debbie, could advance her career as a market research analyst. One-year into his at-home stint, Mr. Mayville enrolled in night classes at Georgia State and earned his M.B.A. over two years -- a move he hoped would smooth the way back to work when he was ready. At graduation, he hooked up with a professors to do a consulting project 20 hours a week for Deloitte & Touche, a firm that has been proactive in hiring and training comeback careerists. Three weeks in, the professor recommended Mr. Mayville—who wasn't yet looking for a job—for a full-time position as a manager of analytical services, a job he's now held for two years.

For some, the best bet for future employment it is to stay connected to your former employer. Some firms, particularly in the financial sector, are making it easier.

One example: The PricewaterhouseCoopers Full Circle program allows high-potential professionals leave the firm of up to five years with the option to return. During the time off, program enrollees meet with a mentor, and keep current on skills through company-sponsored training sessions and firm get-togethers. "Our problem is retention," says Jennifer W. Allyn, managing director in the office of diversity at PricewaterhouseCoopers. "And leaving with the intention of coming back is different than just leaving."

As the war for talent heats up, many companies say they realize that flexible work options are also a competitive talent management tool. "We think that providing flexible work alternatives will allow us to continue to attract and retain the most talented lawyers, many of whom expressed doubts about the ability to pursue a career doing challenging legal work while at the same time achieving an appropriate balance with their personal lives," says Jeffrey S. Lewis, a partner at New York law firm Cleary Gottlieb Steen & Hamilton who spearheaded the development of the firm's flexible work program.

Opting Back In

Shortly after discovering she was pregnant with her first child, Tina Swenson began to feel the pull to be a stay-at-home mom, even though she loved her job. But, having spent seven years at the San Diego office of professional-services firm Deloitte LLP working her way up to manager, Swenson didn't want to sacrifice her forward momentum.

In the back of her mind, she remembered a program the firm had piloted just the year before -- "Personal Pursuits," which allows Deloitte employees to opt out of the workforce for one to five years while staying up-to-date on their profession, legislation and other critical matters through Deloitte-sponsored training and online resources.

That facet was particularly appealing to Swenson, a CPA required to complete 40 hours of continuing education each year to retain her license. She broached the subject with her managing partner, as well as the regional HR director, both of whom agreed to accept her as a Personal Pursuits participant.

According to Deloitte Vice Chairman and Chief Talent Officer Cathy Benko, the company launched Personal Pursuits in 2004 out of concern that women who opt out of the workforce to raise their families often have a difficult time opting back in.

According to the New York-based Center for Work-Life Policy, 93 percent of highly qualified, educated women want to return to work after taking time off to raise a family, but only 75 percent actually find a job, with just 40 percent returning to full-time work.

By enrolling in Personal Pursuits, Swenson hopes to be part of that 40 percent. As part of the program, she flew to Texas last year at Deloitte's expense to attend the firm's annual national weeklong training seminar -- the exact same training she would have received as a full-time Deloitte employee.

Personal Pursuits participants also may take on "non-time-sensitive project work," which Benko dubs "kitchen-table work" because "it makes a difference and adds value, but it could be done at midnight at the kitchen table, as opposed to in the office between 8 a.m. and 5 p.m." Such assignments not only help participants keep their skills fresh, she says, but also provide much-needed supplemental income. Deloitte is hardly alone in its efforts:

According to new survey of 100 HR professionals conducted by Chicago-based Challenger, Gray & Christmas, 23 percent consider stay-at-home parents to be valuable targets in their recruiting efforts.

It's all about meeting demand, says Fran Luisi, a principal at Charleston Partners, a Rumson, N.J.-based executive search firm that exclusively recruits HR professionals. Increasingly, he says, companies are looking to stay-at-home parents as replacements for retiring baby boomers and in response to global expansion.

"It falls under the umbrella of creative and innovative talent-acquisition strategies," says Luisi. "These people might have taken X number of years off,

but they also bring some real nice history and very strong competencies required for a particular assignment."

Yet, despite the enthusiasm on the part of some HR professionals, many employers still view the idea of recruiting stay-at-home parents with skepticism because of the amount of time they've spent away from the workforce. And companies that do pursue the stay-at-home population may need to address concerns from their managers and, in some cases, their customers about the returning workers' qualifications after their long absence from the job.

Lapsed Skills?

Unlike Deloitte, many companies don't even consider the stay-at-home population as part of their recruiting efforts. That can make matters difficult for organizations such as Milwaukee-based Manpower Inc., which has begun tapping into the stay-at-home population to meet its clients' staffing needs. No matter how qualified the individual, placing a returning stay-at-home parent with a client can be a hard sell.

"If we are trying to sell someone who has been out of the workforce for a period of time, we have to convince the client of what they bring to the table, based on their past experience," says Diane Hunt-Cook, a Manpower regional director. "Still, they will counter with, 'These people have been out of the market for years; we really want somebody who's been working.' "

At the heart of their concerns are skills that may have lapsed during an individual's stay-at-home years. That's more of an issue for some industries and occupations than for others. In sales, says Hunt-Cook, even a significant amount of time away from the job might not be all that harmful as long as the individual still has the "fire and passion."

When it comes to more technical positions, any length of time away from the profession is likely to be detrimental to the person's future job prospects.

"There's a hesitancy in the high-tech industries to consider this population, because if you're a computer programmer and you're out for five years, you're coming back in as a programmer of languages that could very well not be used anymore," says Julie Lenzer Kirk, author of The ParentPreneur Edge: What Parenting Teaches about Building a Successful Business, and president of Path Forward International, an entrepreneurial and leadership consulting firm in Damascus, Md.

Still, some industries appear especially receptive to hiring stay-at-home parents. In the healthcare industry, where the talent shortage has already hit critical mass, a growing number of hospitals and universities have begun offering re-entry programs to help nurses who've been away from clinical practice for a number of years brush up on their skills and get back in the workforce.

Since its inception in the fall of 2000, approximately 150 nurses have re-entered the workforce through Atlanta-based Emory Healthcare's program.

According to Carolyn Talentino, the program's education coordinator for nursing education, Emory's program is open to nurses who haven't worked in direct patient care in the in-patient setting for at least four years. Once they're accepted into the program, the nurses are hired as full-time employees.

Their first four weeks on the job are spent on a combination of classroom learning and practical clinical experience working alongside a nurse preceptor. After they've successfully completed the program, the nurses are expected to work at the hiring unit for one to two years.

So far, 88 percent of participants have completed the program successfully. Overall, 56 percent of them continue to work for Emory -- some as many as seven years later. While Emory does not specifically offer incentives to lure nurses into the program, Talentino says the fact that the program is offered free of charge -- and with the guarantee of a job -- is incentive enough.

"Other programs require the participant to pay to attend the program, to pay for their own textbooks, and do not guarantee a job upon completion," says Talentino. "Our program hires the participants, so that not only do they not pay any fees, but they also receive a salary and are benefits-eligible from day one."

The program's original target audience was stay-at-home moms interested in returning to the workforce. These days, Talentino says, roughly half of all program participants fall into that category. On average, participants have been away from in-patient care for four years. However, Talentino says, some participants have returned to nursing after being away for as long as 20 years.

At Deloitte, participants in its Personal Pursuits program aren't required to partake of any of its training and recertification offerings. However, those who are serious about returning to work -- either at Deloitte or elsewhere -- would be well-advised to do so, Benko says.

"It's available to them, but at the end of the day, it's their choice whether or not they take advantage of it," she says. "We have many positions in our firm that need to be licensed, so it's not a tough issue for those people because skills training and the like are all part of keeping their professional accreditation current."

After at least one year has passed, Personal Pursuits participants are welcome to begin looking for ways to come back to Deloitte. Since they have technically resigned from the firm, Benko is quick to point out that Deloitte does not guarantee them a job when they're ready to come back. However, those who've kept their skills fresh and their licensing up-to-date are likely to be highly desirable candidates.

"They are very attractive to us, and we are highly interested when they're ready to return to the marketplace," she says. To date, Deloitte has enrolled 65 employees in the program, which is currently in operation only in Deloitte's U.S. operations. Because Personal Pursuits is so new, none of the participants have returned to the firm yet, says Benko.

A "Push/Pull"

New York-based Lehman Brothers began taking a closer look at the stay-at-home population in 2005 when it, along with several dozen other companies, was invited to participate in the "Hidden Brain Drain Taskforce," led by Sylvia Ann Hewlett, author of Off-Ramps and On-Ramps: Keeping Talented Women on the Road to Success and president of the Center for Work/Life Policy. That experience led Lehman to hold a day-long event called "Encore" in November 2005.

The firm brought in a group of women, most of them referred by Hewlett. Nearly all had worked in investment banking before -- some at Lehman -- and all were currently out of the workforce. Lehman HR staff assisted them in updating their resumes and brushing up on their interviewing skills. Ten Encore participants were hired by Lehman. Today, there are 35 Encore hires working at the firm.

According to Hilary Stark, Lehman's Encore program manager, it can be a challenge convincing hiring managers to give a returning parent a shot.

"There's always a push/pull between hiring someone already doing the same job at another firm and an Encore candidate who may have been out of the workforce for a period of time, but whose different outlook and perspective adds value of a whole other kind," she says. "Our job is to convince them that having a different background and a different perspective will actually be beneficial in the long run."

Stark and her team encourage hiring managers to look deeper and ask returning parents about the activities they undertook during their years away from the workforce.

"Our hiring managers all know they need to talk about what the candidates have been doing over the past X number of years in addition to the professional work they did," she says. "Very few of these people did not stay engaged. They are very career-oriented, driven individuals who, even in their non-revenue-generating years, continued to do important things."

Lehman continues to hold its annual Encore event each fall. Interest was so high this past year that attendance had to be capped at 66, less than half of those who sought to attend. For the most part, Encore participants come in as referrals from Lehman employees.

For other organizations, identifying stay-at-home parents who are ready to return to the workforce isn't so easy. Manpower's Hunt-Cook believes that's because people who've spent a number of years out of the workforce may not be as comfortable with today's primary method of sourcing candidates -- namely, the Internet -- than with more traditional job-hunting methods such as networking.

That means recruiters may have to be creative. "The question becomes, 'How do you get in front of them?' " says Hunt-Cook. "Many of these people have a tendency to go to their comfort level. A lot of times, that's community or church-related organizations, so we try to become keynote speakers or sponsor workshops like 'How to Write a Resume' in order to tap these people."

Because few employers have formal programs for recruiting from the stay-at-home ranks, they often rely on companies such as HR Optin, an Atlanta-based organization that matches potential employers with HR professionals who've been out of the workforce.

According to Monique Dearth, HR Optin's president, there may be a few areas that need updating after a number of years away from the profession -- changes in the Family and Medical Leave Act, for example, but "if you're a great HR person, you're a great HR person."

One organization that was willing to give one of Dearth's HR people a try was the Atlanta-based American Cancer Society. Following a realignment of its HR function, the nonprofit found itself in need of someone to serve as managing director of total rewards.

Having met Dearth through a mutual acquaintance in the HR profession, Chief Talent Officer Laura Reeves began to explore the possibility of having someone opt back into the workforce at her organization. Consequently, the organization ended up hiring a man who had taken time off to be a stay-at-home dad -- and Reeves says she couldn't be happier with the decision.

"This is an element of the workforce that is just as skilled and prepared as any other type of labor," she says. "Not considering this group of people would be leaving off an important segment of the talent pool."

Div100 National Recognition

Incite Strategies has received the Div100 award as one of the top 100 women-owned businesses in Georgia. Incite Strategies will be honored at an awards ceremony at the "8th Annual Multicultural Business Conference" taking place April 23 - 25, 2008 in Orlando.

Flexible Contracting

Laura Sims loved the fast-paced corporate life. For 11 years, she developed a broad range of skills at The Coca-Cola Co., including promotional and customer marketing and project management. She got a thrill out of taking a program from conception to market. But as she added changing diapers to her skill set, she no longer wanted to spend long days at the office. Sims resigned last summer and returned to Coke as an independent contractor. She now works about 30 hours a week and does most of the work from home. "Everything is on my terms," she says. "I can choose to work as much or as little as I want to or need to without letting anybody down."

Many women opt out of the corporate life to start their own business. Sims has not ruled that out for the future. But independent contracting is an alternative path that is gaining favor among women deep in experience but less interested in being their own boss. Companies like Coke are realizing the benefits of using contract workers to fi ll in for women on maternity leave; to help with short-term, big projects; and to keep operations running after a downsizing.

"It's a great opportunity for companies to take advantage of the skill set of women who left the workforce to start their families," Sims says. For women looking for less stress and shorter workweeks, independent contracting is a way back into the workforce without the hassles of running a small business. Sims works for addONE Marketing, a fi rm that specializes in placing marketing professionals in contract positions. That allows Sims to focus on her work without having to spend time networking to line up her next stint.

Melissa Packman, also a former Coke marketing professional, had so much success as an independent contractor, she started addONE Marketing. She places women – and a few men – in contract assignments for Coke, Beazer Homes and other companies. Packman pitches to companies the advantages of contracting. First, it's cheaper. The company does not have to pay benefits. Second, Packman guarantees an experienced professional. "We jump in as a seamless member of the team," she says.

Contracting isn't for everyone. Packman's company does not provide benefi ts. Most of her contractors get benefits through their spouse. Others find affordable benefits packages on the open market. Not everyone can weather the ups and downs. Though Packman keeps her professionals busy, gaps between contracts are not uncommon. Packman specializes in marketing, but other firms place contract workers in human resources, accounting, finance, IT and public relations. The key is to have enough expertise to be able to dive into a contracting position with little direction or hand-holding. Women who have embraced contracting say they do it for the flexibility. "They can manage their time and their lives a whole lot better than they did before," Packman says. Rani Quirk, an East Cobb mother and brand marketing professional, logged long hours for companies such as Sara Lee Bakery and Brach's Candy before becoming director of advertising and public relations for Osh Kosh B'Gosh. "I wasn't afraid to keep building my basket of skills," she says.

After she had her first child, she struck out on her own. "It was time to use what I had under my belt to do something more fl exible." That was a decade ago. She has worked a variety of contracts since in Green Bay, Boston and Atlanta. Quirk has weathered a few dry spells by working as a substitute teacher. But she has also had years when she made more as a contractor than she did when she was on a corporate payroll.

She recently worked two fulltime stints at CIBA Vision, the contact lens company, filling in for women on maternity leave. Though she usually works from home, this job required her to be on-site at least part of the day. Her kids, now 8 and 10, could handle their mother's absence because it was a short-term assignment. Quirk likes showing her kids that Mom earns money, too. Contractors – also known as consultants, freelancers and free agents – give up prestigious job titles. But Quirk, who had reached the director level when she left the fulltime workforce, doesn't mind. "One thing I don't bring to the table is my ego," says Quirk, now contracting with a beverage company, White Hat Brands. She finds camaraderie and support through the group Freelance Forum, which holds regular meetings for creative and marketing professionals.

Rebecca Nixon, yet another former sales and marketing professional for Coke, joined the ranks of contract workers when her first child was born three years ago. She didn't want to travel, nor did she want to work in an office. She has worked steadily for Coke as a part-time contract employee, staying involved with her teammates via her BlackBerry, conference calls and on-site meetings about three times a week.

"It's less stressful," she says. "And I keep my foot in the business world."

When she's ready to return to the full-time corporate life, she'll be able to jump back in at the same job grade as when she left to start her family. In metro Atlanta, firms that match contract professionals with short-term corporate positions are thriving, in part because of a growing openness to the concept. "Companies are becoming much more amenable," says Carolyn O'Brien-Moncrieff, founder and principal of Tag Team Marketing Resources, which places professionals with at least 13 years of Fortune 100 Company marketing experience. O'Brien-Moncrieff does not market her business as a resource solely for work-from-home moms. But most of her 135 contract employees are mothers.

"I am providing a way for really smart, talented, savvy women to be challenged, to earn an income and to have flexibility," she says, adding that she also works with a few men. She tells employers that contracting is away to "optimize human capital," in that it allows them to expand and contract their marketing department depending on needs. She expects companies to become even more open to contracting as baby boomers retire. The brightest professionals in the younger generations simply don't want to work in an office environment.

"They'll give you their time and talent, but they won't be beholden to a schedule," she says. "We're becoming a free agent society." For women interested in switching from payroll employee to contractor, O'Brien-Moncrieff tells them the lifestyle can free them from corporate demands and allow them to pursue their passions and live the life they want. And the work isn't boring. "The great thing about contracting is there's always something new," she says. Monique Dearth, founder and president of HR OptIn, places women with human resources backgrounds in shortterm, long-term and permanent positions. "The idea was we knew there was a group of women who didn't want to go back full-time," says Dearth, who works mostly with women who left the full time workforce to raise children but would like to re-enter the workforce.

Many companies have outsourced much of their human resources functions, yet they fi nd they need some help internally. "That's the angle we're coming in on," she says. Mothers of young children aren't the only women drawn to independent contracting, Dearth says. Others are dealing with aging parents while their kids are applying to college. With so much going on at home, a fulltime corporate job does not give them the balance they want. Once they shift into a more flexible career, their life often falls into place, she says.

"To me the value to society is the joy, the passion and the satisfaction these women are getting," she says. "It's huge." Randy Hain, managing partner at Bell Oaks Executive Search, has followed the growth of the independent contractor over the past few years, especially among women. He doesn't place people in contract positions. He refers women who inquire to Mom Corps, a national fi rm, based in Atlanta, aimed at women seeking balance in their professional and home lives. Mom Corps specializes in placing (mostly) woman who have opted out of full-time careers but want to still keep their professional skills sharp. Hain sees the benefit to companies, especially those under pressure to downsize. "There is a great value-add for companies," he says. "You're not adding to your headcount." Women looking to get into the highest tiers of management, such as vice president positions, may hinder their chances by down shifting into part-time contract work. Yet by remaining in the workforce as independent contractors, women gain a variety of skills and keep pace with advancements in technology. Such women would have the edge over those who opted completely out of the workforce while their children were young.

Still, a job candidate who stayed entrenched in the full-time corporate environment would have the greatest advantage when competing for an executive position. For many, the reward of spending more time with family is often worth the risk. "It's a decision you have to make as a professional," Hain says.

Trailblazing Women Entrepreneurs Achieve Rapid Growth With Support from Make Mine a Million $ Business™ Program

NEW YORK--(BUSINESS WIRE)--The Make Mine a Million $ Business program, a national grassroots movement empowering women to grow their entrepreneurial ventures, today announced the names of its most prosperous members, those who grossed more than $1 million in annual revenue in 2007. The Million $ Business Club is currently made up of 29 women business owners who have benefited from mentoring, marketing assistance, a peer network, financing and technology tools provided by the program.

Launched in 2005 by Count Me In for Women’s Economic Independence, the leading national not-for-profit provider of resources and business education for women entrepreneurs, and founding partner American Express OPEN®, Make Mine a Million $ Business is the only program dedicated to helping post start-up women entrepreneurs grow million-dollar firms. More than 48,000 women entrepreneurs from across the country have already joined the Make Mine a Million $ Business community and have made a pledge to build million-dollar enterprises.

From the steel and concrete of the construction industry in rural Maryland to the relaxing aroma and tranquility of airport spas, the Million $ Business Club represents flourishing businesses from a broad array of business sectors and every region of the country. One example is South African-born Claire Evans. Never one to shy away from an adventure, Claire left her homeland and comfortable office job when she moved to Florida and founded amaZulu, Inc., a supplier of natural and synthetic tropical-themed materials. Today, Claire’s million-dollar business services big name clients such as Disney, Sea World, and Outback Steak House.

“Women entrepreneurs are the real economic stimulus package,” said Nell Merlino, founder and president of Count Me In. “Women are starting businesses at almost twice the rate of men, and they are building bigger businesses than ever before. In celebrating the success of the Million $ Business Club we are recognizing the contributions women entrepreneurs are increasingly making to their regional and national economy.”

Today, less than 3% of women-owned businesses generate more than $1 million in revenues. If the program can reach its goal of inspiring one million women to the million-dollar revenue mark, that will translate to $700 million in revenue for the economy and create 4 million new jobs.

Another shining member of the Million $ Business Club is fashion-forward minded Bonnie Marcus of Westport, CT. While pregnant at home anxiously waiting the “big day”, Bonnie decided to start her own contemporary stationery company. Today, Bonnie Marcus & Co is available in more than 1,000 retail stores, including Saks Fifth Avenue and Bloomingdales.

“As a mompreneuer it was always extremely difficult when I saw other moms bringing their children to the beach on sunny days. I thought that I was missing out on something, until all the other moms started asking me for jobs,” Bonnie said.

“If you truly want to grow your business, let go of the day-to-day tasks. Learn to delegate and trust your employees. You'll be amazed to find out you don't have to do it all,” said Garnett Newcombe, president of Human Potential Consultants, LLC, a job training and placement agency in California that crossed the million-dollar level in 2007. Garnett’s employment solutions company is the highest-grossing business in the Million $ Business Club with $5.7 million in 2007 revenue and $20 million more in contracts.

“A community of growth-focused women has limitless potential and these 29 women exemplify those possibilities,” said Susan Sobbott, president, American Express OPEN. “We believed in these women and provided them with the right combination of resources to enable growth. Now they can set their sight on $2 million, $5 million, and beyond.”

“As a woman entrepreneur, you have to surround yourself with people who believe in you. The Make Mine a Million $ Business community not only provides the support, but also the inspiration to reach our goals,” said Leah Brown, president and CEO of Aten Solutions, Inc., a million-dollar clinical trials staffing company.

At competitions held throughout the year in cities across the country, women business owners compete for the Make Mine a Million $ Business awards package of resources and access to business brilliance. Weekly phone conversations with a team of business coaches offer insights on how not to work harder, rather, how to work smarter - namely, to delegate responsibility to key employees and to trust them to do their jobs.

Twenty new businesses have already won in 2008 at events held in Los Angeles and Phoenix. More than 5,000 applications are expected for the remaining 2008 events in New Jersey, Washington, New Mexico, Ohio, Connecticut, North Carolina and Florida. Interested parties should refer to www.makemineamillion.org for more information. With a growing number of Make Mine a Million $ Business awardees – now at 122 – the Million $ Business Club will inevitably have more company in the coming year.

Major corporations including AIG, Dell, Cisco, FedEx, JetBlue and Marriott, have also joined the Make Mine a Million $ Business movement. They contribute to the awards package with products, services and discounts in the areas of financing, technology, shipping, travel/lodging, and insurance to help propel women over the $million mark.

The Million $ Business Club:

Awardees:

Tammy Adler of QWANtify, Inc. - Madison, WI-based IT consulting company (www.qwantify.com)

Maureen Borzacchiello of Creative Display Solutions, Inc. - Long Island, NY-based company specializing in trade show displays, graphics and event exhibits (www.creativedisplaysolutions.com)

Leah Brown of Aten Solutions, Inc. (A10) - Cary, NC-based national clinical trials staffing company (www.atensolutions.com)

Amelia Case of Universal Health Institute - Chicago, IL-based medical center that provides a unique combination of drug free, non-surgical traditional and alternative therapies (www.uhichicago.com)
Amelia Ceja of Ceja Vineyards - Napa, CA-based ultra-premium Latino family-owned winery (www.cejavineyards.com)

Sandy Corso of A Peaceful Company - Madison, CT-based on-line retailer of unique, high quality products for people who are conscious of living gently upon the earth (www.peacefulcompany.com)

Theresa Daytner of Daytner Construction Group - Mount Airy, MD-based commercial construction consulting group (www.daytnercorp.com)

Melinda Earl of StoneImpressions - San Diego, CA-based manufacturing company that makes decorative natural stone tile products (www.stoneimpressions.com)

Claire Evans of amaZulu, Inc. - Winter Garden, FL-based supplier of natural and synthetic tropical theming materials (www.amazuluinc.com)

Molly Fuller of Hands On Gourmet, LLC - San Francisco, CA-based cooking party company (www.handsongourmet.com)

Theresa Hinton of Comprehensive Consulting - Louisville, KY-based company that provides medical utilization review and medical case management (www.compreconsult.com)

Shaparak Kamarei and Marjaneh Hedayat of Solaris Laser Institute - Mission Viejo, CA-based laser-hair-removal business (www.solarislaserinstitute.com)

Lynne Lambert of Prak Productions, Inc. - Chappaqua, NY-based designer and distributor of NYC-themed products (www.nycsubwayline.com)

Fiona Macaulay of Making Cents International, Inc. - Washington, D.C.-based training and consulting firm (www.makingcents.com)

Bonnie Marcus of Bonnie Marcus & Co., a Westport, CT-based invitation and greeting card company specializing in chic, stylish greeting cards and invitations (www.bonniesstylepress.com)
Kimberly Martinez and Lisa Harrington of Bonitas International LLC - Englewood, FL-based manufacturer of beaded ID Lanyards, retractable badge reel jewelry and eyeglass holders (www.bonitasinternational.com)

Robin Moorad of Imago Associates - Berkeley, CA-based company that buys and resells used and refurbished commercial furnishings (www.imagoassociates.com)

Garnett Newcombe of Human Potential Consultants, L.L.C. - Carson, CA-based employment solutions company (www.hpcemployment.org)

Elizabeth Perelstein of School Choice International Inc. - Mamaroneck, NY-based global educational consulting firm working with families being relocated (www.schoolchoiceintl.com)

Bonnie Plotkin of 1st Class Bail Bonds, Inc. - Huntington Beach, CA-based business that provides bail bonds services throughout the United States (www.1stclassbailbonds.com)

Cynthia Rubio of Radiant RFID - Austin, TX-based provider of RFID solutions for tracking assets and people in emergencies (www.radiantrfid.com)

Gina Stern of d_parture spa - Newark, NJ-based business that runs three full service spas located in airport terminals (www.departurespa.com)

Dawn Stokes of Texas Driving Experience - Fort Worth, TX-based high performance driving school held at the Texas Motor Speedway (www.texasdrivingexperience.com)

Maribeth Vander Weele of Vander Weele Group, LLC - Chicago, IL-based professional services firm that provides investigative and security planning services (www.vanderweelegroup.com)

Sandi Webster and Peggy McHale of Consultants 2 Go, LLC - Newark, NJ-based consulting firm that provides marketing and analytic solutions to Fortune 500 companies (www.consultants2go.com)

Kris Wittenberg of SayNoMore! Promotions - Eagle, CO-based promotional products agency (www.saynomorepromotions.com)

Doreen Zayer of Relax On Cloud 9 - Staten Island, NY-based full service day spa (www.relaxoncloud9.com)

Finalists:

Maribel Araujo of Caracas Restaurant - New York City-based restaurant specializing in Venezuelan cuisine (www.caracasarepabar.com)

Monique Dearth of ISHR Group - Suanee, GA-based leadership development and placement services (www.ishrgroup.com)

About Count Me In

Count Me In for Women's Economic Independence is the leading national not-for-profit provider of business education and resources for women to grow their micro businesses to $million enterprises. Find us at www.countmein.org or call 212-245-1245.

About American Express OPEN

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Women bringing top credentials back to the workforce. Online community a virtual hub for new role as independent consultants.

(ATLANTA) – Opting out wasn’t easy. Now, even with stellar credentials, opting back in has become increasingly more difficult for women who made the decision to leave their high-powered careers to focus on their families. According to the Harvard Business Review, “Only 38% of women graduating from Harvard Business School are working full time today and 93% of women who opted out wish to return to their careers.”

To help Human Resources (HR) professionals transition back into the workforce, the Atlanta—based HR firm of Incite Strategies has launched an interactive online headquarters called HR OptIn. This new enterprise matches professionals wishing to rejoin the workforce with organizations seeking part-time or temporary HR project managers. HR OptIn, and it’s parent company, Incite Strategies, Inc., already has relationships with some of the nations premier HR departments at Fortune 1000 companies.

“Companies requiring support for an immediate human resources project will be able to take advantage of a pool of experienced women who will dive right in, make an impact, and add value without adding overhead and unnecessary costs,” said Monique Dearth, president of Incite Strategies and HR OptIn.

HR OptIn launched with two clients -- GE and Philips Medical Systems. Both clients are seeking ways to reduce overhead, quickly add highly qualified team members to short-term, high-profile projects, and bring fresh ideas to the table.

GE HR Manager Raghu Krishnamoorthy sees the benefit of having a pool of qualified talent available on short notice. “HR OptIn jumped in right away to provide two managers who facilitated a complete session at the last minute for us. Most of our employees did not even know they were dealing with external consultants. Everything was seamless.”

The Brain Drain

In 2004, the Center for Work-Life Policy sponsored a survey to investigate the role of women opting in and out of the workforce. The survey revealed that 37% of highly qualified women leave the work force voluntarily. Among women with children, that statistic rises to 43%. But child rearing is not the only reason for leaving. Seventeen percent of women opted out because their jobs were not satisfying or meaningful. Other reasons included rigid policies and glass ceilings.

An impressive 58% of all college graduates are now women and almost half of all professional and graduate degrees are earned by women, according to the Harvard Business Review. If 37% of these female graduates have left the workforce, then the business community has lost valuable human resources.

HR OptIn’s goals are to reverse the brain drain and raise those statistics by helping women prepare themselves to re-enter the workforce and to educate companies on how they can benefit from these opt-ins and accommodate their requirements.

The Balancing Act

Lisa Hart was on the fast track at GE working in a variety of high-profile HR roles before she opted out to start a family. A graduate of Siena College in New York and GE’s prestigious two-year HR Leadership Program, Ms. Hart put an admirable education and career on hold. Now, four children later, she wants to return to the career she once enjoyed while continuing to be engaged in family and volunteer activities. Women like Lisa Hart are finding HR OptIn to be the perfect solution to balancing their careers with their busy personal lifestyles. “Through HR OptIn, I’m able to have it all,” said Ms. Hart. “I am now contributing to the business world and to my family’s income in a way that meets the demands of my lifestyle.”

“Two forces in the HR industry led us to the creation of HR OptIn,” says Ms. Dearth. First, is the changing nature of human resources itself into a more dynamic and increasingly specialized, project-oriented set of challenges. Second, is the changing outlook of many HR professionals, including many women, who have sought a transition form full-time status to smart, flex-time positions balancing career and family.

Opting in is also about giving back, and Ms. Dearth is committed to enriching the lives of women and children globally. Through the ‘Opting In/Giving Back’ program, HR OptIn provides a donation, in honor of each consultant who completes an assignment, to the charity of the consultant’s choice that supports women and children.

One of the on-ramps to opting in is through HR OptIn’s website, www.HROptIn.com. This state-of-the-art site features a virtual community of career experts, an interactive reading room, and blogging options.

Ms. Dearth is one of four recipients of Enterprising Women magazine’s 2007 Enterprising Women of the Year Award. Profiled by the Atlanta Business Chronicle in 2004 as one of “40 of Atlanta’s Most Promising Young Stars under the Age 40,” Ms. Dearth has certainly lived up to the publication’s prediction. In addition to leading one of the fastest growing companies in Georgia, she also is a dynamic speaker on leadership development. Ms. Dearth holds a B.A. in Psychology from the University of Michigan, a Masters of Labor and Industrial Relations with honors from Michigan State University, and a Juris Doctorate cum laude from Albany Law School. She is married with two children.

A global HR consulting firm based in Atlanta, GA, Incite Strategies focuses on building people capabilities through executive assessment and coaching, leadership training, and organizational strategy providing services to some of the most recognized names in the Fortune 100, including GE, The Home Depot, Earthlink, and Porsche Cars. Incite Strategies is certified as a Women Business Enterprise (WBE) by the Women’s Business Enterprise National Council (WBENC).

Ways To Be Family-Friendly

November 12, 2007-- WHEN she was a junior professor of economics at Barnard College, Sylvia Ann Hewlett found herself in a problematic pregnancy just as her tenure review was about to begin, so she went to her dean for counsel. With no maternity leave policy in place, he told her she wasn't entitled to a leave of absence, and that taking time off “would have dire consequences." Hewlett still remembers his words.

hat was 1979. The Equal Rights Amendment was all the rage. That generation had come of age listening to Helen Reddy sing “I am woman, hear me roar" and watching women's libbers burn their bras on television. What was Hewlett supposed to do, give up 10 years of what she calls “hard, grinding work" just 18 months shy of possible tenure and lifelong job security?

Flash-forward to the present, and consider the case of Nausheena Rahim. A senior associate at the accounting firm PricewaterhouseCoopers, Rahim was “gung-ho" and on a career fast-track until her daughter, Imaan, was born. Rahim had intended to take a six-month maternity leave (including nine weeks at full salary), but when the time came to return to work, she realized she didn't want to spend 40 hours a week away from her daughter. So, like Hewlett, she went to her boss. Instead of a warning, she came back with a plan - a reduced schedule that had her working on smaller assignments, for smaller clients, for 15 hours a week, many of which could be spent at home.

At first Rahim was happy with the arrangement, but as time passed she realized that even that schedule put her at risk of missing her daughter's milestones. First steps, first words - Rahim didn't want to miss any of it. So she returned both to her PwC mentor and to her “connectivity partner" to discuss whether she should stick with the job or leave.

Before she made a choice, PwC made her an offer: She could enroll in its new Full Circle Program, which allows participants to take a leave of up to five years while remaining connected with colleagues and keeping their credentials up to date. With benefits that include training, reimbursement for licensing and credentialing, invitations to firm functions, access to work/life benefits and so on, it made stepping back much easier. “I'll stay connected, so when I'm ready to start back, I'll be able hit the ground running," Rahim says.

Just as the brick wall Hewlett hit was a sign of the times, so is Rahim's tale. With 76 million baby-boomers retiring and an increasingly female workforce, employers are trying to make themselves more attractive to women. And that means a host of options for working moms that Hewlett's generation never dreamed of, including everything from leave programs and part-time schedules to on-site child-care and parent mentoring groups.

“We want to make it extremely clear to women that we want you here and that we will work with you to meet your needs," says Billie Williamson, Ernst & Young's U.S. director of flexible and gender equity strategy.
According to data compiled by Working Mother Media, full-paid maternity leaves are on the rise (from 3 percent in 1996 to 15 percent in 2006), telecommuting is more common (it's grown fifteenfold in the past 10 years), motherhood is keeping fewer women from advancing (more than 50 percent of senior executive women are mothers), and lactation is a hot workplace topic.

“Familial commitments no longer need to be hidden," says Carol Evans, CEO of the group, which compiles the annual list of 100 Best Companies for Working Mothers. “In fact, the best companies are eager to talk about what they're doing to help their employees meet them."

That includes not only big-picture programs, but also assistance with things like breast-feeding. Just ask Rebecca Carey, a senior manager in Ernst & Young's international tax practice, who wanted to go to a 12-day training program far from home but was concerned about getting breast milk to her baby. Not a problem, said E&Y's lactation consultant. Carey was handed a kit that included bottles, icepacks, mini coolers and boxes. “All I had to do was get the shipping labels addressed to my home," she says.

E&Y not only offers consultations; it also provides free hospital-grade breast pumps. Last year, 600 employees picked them up. Morgan Stanley offers in-house Lamaze classes and parenting kits; last year, it gave away 700. And many firms now offer backup child care in case schools are closed or the regular child-care setup falls through.

And support doesn't end when the baby becomes a teen. Lauren States, a vice president at IBM, is taking advantage of her firm's “Beating the Admissions Game" seminars to help her daughter get through the college admissions process. Novartis Pharmaceuticals hosts a summer camp fair and seminars such as “To Help or Not to Help: Being a Tutor for Your Student."

Retaining walls

Why all this generosity? It springs from growing concern about the number of young mothers who've been leaving the workforce in recent years, daunted by the difficulties of “having it all."

Corporations are beginning to recognize that when a talented woman leaves, they lose not only a body and a brain but also a wealth of accumulated knowledge. It costs $80,000 to recruit and train a replacement when an executive leaves, estimates Jennifer Allyn, PwC's director of gender retention and advancement. Finding ways to accommodate women who might otherwise leave “inspires loyalty and makes tremendous economic sense," she says.

“We used to think that to be fair, you had to treat everyone the same, but then we realized that to retain people, we had to treat different people differently." That's made flexing a hot topic, and it has nothing to do with a barbell. Instead, it gives employees an ability to choose when, where and how they work.

While working 8-to-4 instead of 9-to-5 is nothing new, compressed schedules (working three or four days per week), seasonal schedules (imagine having summers off) and sabbaticals are. So are schedules that line up with school hours, staggered schedules, and voluntary downshifts that involve saying to your boss, “I'm ambitious about my career, just not at the moment, so can I be assigned a less demanding project?"

While in the past those who flexed were often viewed as spoiled or suspect, the rules have now changed, says Hewlett - who was eventually turned down for tenure, but is now a Columbia professor and the author of “Off-Ramps and On-Ramps: Keeping Talented Women on the Road to Success," a recent book examining the reasons successful women leave the workforce to raise families.

“Up until recently, employers looked at hard-working, ambitious women who wanted to take a time out for mothering as if they'd lost their marbles, or at very least their edge," she says. “But the mentality is changing. A woman does not become stale or de-skilled if she takes a break for two or three years."

At Ernst & Young, all these accommodations have paid off where retention is concerned. Five years ago, women were quitting even before they got married or pregnant, says Williamson. Today, the firm retains more women than men.
That doesn't mean concerns of being “mommy-tracked" have gone away. When Marilyn Booker, a managing director at Morgan Stanley, got pregnant with her second child just three months after having her first, she was anxious about broaching the topic. Despite a supportive boss, she waited six months before breaking the news. “I just didn't want to take the chance that people would think I wasn't serious about my career," she says.

But there's plenty of evidence that companies mean it when they say that downshifting doesn't mean giving up your chances of moving up.

Carrie Quinn, who was a senior manager at PwC when she got pregnant, proposed a reduced schedule working from client sites three days a week and two half-days from home. Not only was her proposal accepted, but she was later promoted to partner. Similarly, 10 of the new partners at E&Y this year are flextime workers.

Opting in

Of course, not everyone works for employers with family-friendly programs in place. So to help professional women find them, a whole host of staffing companies has emerged.

They include MomCorps, which finds high-level contract and part-time work for CPAs and attorneys; On-Ramps, which offers flexible work options to a variety of highly skilled workers; and YourOnRamp.com, which not only offers placement, but also hosts an online community for women who are on-ramping, off-ramping or just balancing work and life.

When Donna Starzecki, an HR executive and single parent of two teenagers, decided she needed to get an MBA to stay competitive, and couldn't get a sabbatical from her company, she turned to HROptIn, a company that pairs freelance HR professionals with assignments that allow uncommon flexibility. She now goes to school full-time and works for General Electric on a project basis - and says the quality of her projects hasn't suffered. That's what it's all about, says Monique Dearth, president of HROptIn. “Taking a temporary off-ramp from a senior-level position doesn't mean you have to lose traction or be relegated to a back room."

If you've been away from the workplace for three years or more and feel like you need to update your skills and get up to speed on how the workplace has changed, colleges are introducing programs designed to prepare you. Locally, in January Baruch will begin offering “Opting Back In: A Program for Professionals Re-Entering the Workforce," which will cover topics such as improving career focus, setting goals and updating job-search skills.

Finally, a word of caution: Much of what has been mentioned here is new and not yet perfectly practiced in even the most progressive of companies. “If my company is one of those ‘best companies for women,' " a Manhattan executive named Jen complains, “then why am I chained to my desk nine hours a day? Why am I on call on weekends? And why do my kids have to take cabs to soccer practice because I can't get home to take them myself?" The times, they are a-changin' - just not at the same speed for everyone.

Return Policies

Left the workforce and ready to return? For moms relaunching their careers, confidence is often a bigger issue than competence. Here's how to flip the switch of perception:

Don't be cowed by the gap in your resume. “You haven't taken dropped out of the workforce, you've taken a leave," says Carol Evans of Working Mother Media.
Burping and diapering aren't big resume skills, but you may well have done other things worth mentioning. “Today's women are amazingly civic-minded," says Sylvia Ann Hewlett. If you've volunteered at churches, schools or even the gardening club, find a way to package that experience for your CV.
Come to interviews ready to address a big concern of employers: Are you truly ready to return to the world of work? “A simple yes isn't a sufficient answer," says Harry Weiner of OnRamps.com. You want to show you've thought through issues like child care and discussed the matter with your family. “This shows a thoughtful, analytical commitment to the decision of returning to work," he says.

Trends in the Workplace: It’s All About Time

More money would be nice, and medical benefits and vacation time go without saying. But at the top of the list, parents want a company that offers some kind of workplace flexibility. They want to tinker with the 40-hour workweek so it can better mesh with family life, whether that means telecommuting, job sharing, part-time work or compressed workweeks, or any arrangement that mutually benefits the company and employee.

In an interview with Andrea Kay, an expert on workplace issues, I asked if companies were moving toward nontraditional work arrangements in greater numbers. With the surge in technology, which allows flexibility in other parts of our lives, surely there must be more flexibility in the workplace as well. But Kay, author of four books and more than 900 articles on the workforce since 1988, wasn’t quick to agree.

“For some companies, [alternative work arrangements] have been part of their overall strategy, or policy, for years,” Kay says, “and they think about how to be good employers. For other companies, they aren’t there yet.”

Twelve years ago, Kay wrote about job sharing, but as a wide-sweeping trend, companies have been slow to offer a menu of alternative possibilities to their employees.

“People are becoming more needy for it,” she says, meaning flexibility in the workplace. “Demands have increased on workloads. People have had to take on more — much more — and they want less demand on their time.” This workload creep persists from office to home. “There’s a much greater need to respond to business outside the office. Taking phone calls on vacation, in the middle of the night … there’s so much accessibility to connect and contact people, and people are inundated.”

And there’s little relief at home. Many parents juggle extracurricular activities, and lots of them. Work can seep into home life through e-mail, laptops and cell phones, and parents also fill personal time to capacity with extra demands.

“Parents aren’t just trying to come home for dinner like the old days,” Kay says. “Kids do more outside interests, have more choices, and that creates a time frenzy.” Something has to give.

A Flexible Arrangement

Anna Millar and Meghan Gosk would agree that days can be hectic. Presented with the option of scaling back work hours or sacrificing something in the family schedule, Millar and Gosk chose a flexible work arrangement. On Mondays, Tuesdays and half the day on Wednesdays, Millar is the M.B.A. program associate director at UNC’s Kenan-Flagler Business School. On Thursdays and Fridays she is home with her four children, Ben, 9; twins Ally and Chris, 7; and Will, 2.

Gosk has a similar schedule, but in reverse. On Mondays and Tuesdays she’s home with her two daughters, Taylor, 8, and Kelley, 6, and on the other days she is, like Anna, the M.B.A. program associate director. Both women share an office, a job title, a schedule and an e-mail address. On Wednesdays when their schedules overlap, each one occupies separate desks in their shared office.

“Today is usually an Anna day,” Millar explains during an interview on a Monday. “But we planned meetings today so we both came in.”

On “Meghan days,” Millar can expect to talk with her co-worker several times throughout the day, and the same for Gosk on “Anna days.” When asked if they could work this way without e-mail or cell phones, they answer in unison, “Absolutely not.”

Their co-workers agree that a common e-mail address and excellent communication skills make the arrangement possible. And according to their boss, Michael Stipanek, Millar and Gosk bring a full-time approach to their part-time positions. Win-win.

When asked for a list of activities their kids do, Millar recommends that I sit down. Together, Gosk’s two kids and Millar’s four participate in ice hockey, soccer, swim team, gymnastics, theater, piano lessons, lacrosse, baseball, basketball, Sunday school and Girl Scouts. The phrase “work-life balance” seems too hollow for the bounding, high-speed pace of their weekly schedules.

What Working Parents Need

What, exactly, is work-life balance? Most parents would settle for anything less than total exhaustion, so the idea of balance might feel a touch greedy. But according to the Families and Work Institute (www.whenworkworks.org), employees are working more hours than they did 25 years ago. And over the same 25-year period, the number of workers who felt they could not accomplish what they needed to get done during the workweek rose from 40 percent in 1977 to 52 percent in 2002. More time at work can only mean less time with family, and in the 2002 National Study of the Changing Workforce, also conducted by the Families and Work Institute, researchers discovered that 67 percent of all parents say they don’t have enough time with their children.

Focusing on flexibility is our generation’s way of asking for a correction. Economists point out that the average modern family has to work harder to achieve the same standard of living our parents did a generation ago. In focus groups and other research, Families and Work Institute found that to reduce work-life conflict, workers were most likely to “ask for greater workplace flexibility.”

A Carolina Parenting Inc. survey showed that North Carolinians feel the same way. Each year, Carolina Parenting (publisher of Carolina Parent, Charlotte Parent and Piedmont Parent magazines) honors 40 family-friendly companies in North Carolina. This year, in addition to the Family-Friendly 40 nominations, we asked our readers to take a survey. More than 1,000 readers responded, providing information about the benefits employees value the most. On-site day care, adoption benefits, lactation rooms, dry cleaning or movie rental — we wanted to know what our readers cared about the most at work.

The survey was a joint effort with Balancing Professionals, a Triangle-based company that advises businesses about the changing workplace and helps connect professionals with alternative work arrangements. We posted a simple survey online from April through July of 2007 and discovered that, among other things, many North Carolina parents valued flexibility in the workplace. Results showed that 60 percent of highly educated workers (college degree or higher) would leave their current job for a position that offered more flexibility, and flexibility was ranked as the top reason why these employees would leave their jobs. For highly educated professionals not in the workforce, finding a position with flexibility was the top priority for returning to work. (To view the full results of the survey, visit www.carolinaparent.com.)

Creative Solutions and Options

Kella Hatcher and Maryanne Perrin, co-founders of Balancing Professionals, help advise companies on workplace trends. “If employers want to catch up with today’s workforce, who rank work-life balance as a top career priority, they need to get creative about how, when and where work gets done,” Hatcher says.

In fact, a recent Pew Research Center survey discovered that only 21 percent of working mothers with children younger than 18 viewed full-time work as the best arrangement, down from 32 percent in 1997. Sixty percent said a part-time job would be best, up from 48 percent 10 years ago. The study did not detail other work arrangements, although part time tends to be the most common workplace option offered, even in companies that don’t consider work-life issues to be a priority.

According to Hatcher and Perrin, one of the best examples of a creative workplace is R.O.W.E., or Results Only Work Environment, made famous by Best Buy. “Employees are encouraged to work when and where they like, and aren’t obligated to work a set number of hours, as long as they get the job done,” Perrin says. Technology has largely made this kind of arrangement possible, and while it took training and planning to create wide-reaching change, Best Buy reaped rewards. “They saw a 35 percent increase in productivity, dramatic decrease in turnover, increase in management performance and customer satisfaction — all of which benefit their bottom line,” Hatcher says.

Flexibility doesn’t mean that everyone wants to job-share or work part time; it means employees want options. They want to figure out a schedule that helps them get the job done, both at work and at home. Not everyone can afford to scale back hours and pay. But some employees — highly experienced and valued workers — may want the ability to work from home, or to compress the workweek and free up a day or two.

Andrea Kay, noting that more and more employees want flexible work arrangements, agreed that companies will have to adjust the way they manage their workforce. “But you still have to present yourself as a problem-solver,” she says. “Companies still want a level of expertise, communication skills, people skills, a good work ethic. It’s a hard package to find.”

When it comes to getting and keeping a good job, being a valuable employee is one trend that will never change.

Finding Flexibility

A few companies specialize in matching employees with alternative work arrangements:

Balancing Professionals (www.balancingprofessionals.com) is a niche and advisory staffing firm that connects businesses with a unique pool of high-caliber professionals who seek part-time or job-share opportunities. Based in the Triangle.

Flex-Time Lawyers (www.flextimelawyers.org) is a national consulting firm that advises the legal profession on work-life balance and the retention and promotion of women attorneys. Also provides recruiting services.

HR OptIn (www.hroptin.com) is a national company that helps human resource professionals, specialists, administrators, managers, directors and experts in human resource find flexible work arrangements with Fortune 500 companies and more.

Mom Corps (www.momcorps.com) supplies top-tier professionals to corporations on an as-needed basis, while enabling individuals seeking flexibility to engage in challenging work. Based in Atlanta.

My Part-Time Pro (www.myparttimepro.com) helps accomplished and educated individuals find meaningful flexible employment opportunities. Currently based in New York and Philadelphia with plans to go national by the end of 2007.

Finding an Onramp

After a year-and-a-half break, human resources executive Kelly Sack was ready to get back to work. But after leaving the workforce to care for her young children, Sack wasn't prepared to return full time.

"The demands of having a full-time permanent position was too difficult for me to balance with the kind of parent I wanted to be," Sack says. But how could she find the HR positioned she desired, and still have the flexibility to set her own hours?

HR OptIn helps HR professionals get back in the swing of things on a more flexible basis. The database contains around 300 HR job-seekers nationwide and matches them with HR projects in various companies in need of management.

"There is a group of women all across the board who have off-ramped easily from the workforce but have not been able to easily on-ramp back in," says CEO Monique Dearth.

The company grew as a subsidiary of Dearth's executive assessment and training business, Incite Strategies. "There's this whole group, mostly women, who have great background and experience ready to opt back in, but are having trouble getting in on their own or don't want to be full time and want flexibility."

The consultants range from mid-level professionals to those who served in senior-level positions. "A lot of them worked for eight to 10 years and left the workforce, and want to return in two to five years because maybe the kids are older and they're ready to go back," Dearth says. "This group of people is so incredibly skilled, but there aren't a lot of on-ramps readily available to go back in." And the service isn't just for women - men are part of the database, too.

HR OptIn has been gaining momentum as companies have realized the untapped talent available. "More and more companies realize that they're losing a talent pool mostly of women in their 30s," Dearth says. "I see more clients readily embracing this."

An advantage for employers is that consultants are hired on a short-term basis - and require little training. "The consultants come in and hit the ground running because they have done this before," Dearth says. "The client companies don't have to worry about hiring, training and benefiting a full-time employee."

Since becoming part of HR OptIn in January, Sack has completed two consulting projects. "It's allowed me to still stay connected to the career I love and also be here with my children on a daily, consistent basis," she says. "HR OptIn has allowed me to do that. I have the best of both worlds now. It enables me to set boundaries I couldn't set with a full-time position."

Seeing client satisfaction is Dearth's driving force.

"What I love is providing a service to everyone," Dearth says. "You can hear the pride and excitement in the consultants' voices when they finish a project."

Finding Flexibility in Work and Parenting

I worked full-time in media companies for 17 years before going to work for myself in 2001, when my two children were 3-1/2 years and 16 months old. I had a third child but never stopped working, because I have the ultimate flexible job.

I've always felt lucky that I chose writing for a living, because it's something that can be done alone, at any hour of the day or night. Because my occupation accommodated the other demands of my life, I never had to quit.

No Second Chances?

A new book suggests that if most mothers had the same accommodations, they'd still be working. On the bright side, more companies are recognizing that creating flexible options benefits their bottom line.

"There are structural characteristics of the male competitive model that fit very badly into the reality of women's lives," says Sylvia Anne Hewlett, an economist, founding president of the Center for Work-Life Policy, and author of the new book "Off-Ramps and On-Ramps: Keeping Talented Women on the Road to Success."

"The requirement that you have a continuous, cumulative lockstep employment record seems to be a necessary condition for success for all kinds of professional niches," Hewlett says. "Most career models demand that the steepest gradient in the career path needs to be in one's 30s -- that's when you catch a wave or you don't, and there are no second chances."

In 2004, Hewlett established the Hidden Brain Drain Task Force with Carolyn Buck Luce of Ernst & Young and Cornel West of Princeton University. They were eventually joined by 34 leading companies, including Microsoft, American Express, and Unilever, who sponsored focus groups and a national study of over 3,000 highly qualified workers -- 2,500 women and 653 men.

The Old Heave-Ho

Contrary to media stories suggesting that women were "opting out" of the workforce voluntarily to care for children, Hewlett found most are "pushed out": 76 percent of those who left their jobs would've taken a flexible, reduced-hour job had it been available.

The task force study also found:

• Among women who off-ramp, 93 percent of those surveyed want to rejoin the ranks of the employed, but only 74 percent manage to do so.

• Of those who do on-ramp, only 40 percent return to full-time, mainstream jobs; 24 percent work part-time and 9 percent are self-employed.

• Women who spend just 2.2 years out of the workforce lose 18 percent of their earning power; for women out 3 or more years, it's 37 percent.

The Freedom to Work Smarter

Fortunately, some large companies have recognized the economic toll of this loss of talent, and are responding. Ernst & Young, for example, has created flexible work arrangements that allow workers to reduce their load to 60 percent of that of a full-time job. Increasing rates of retention among female professionals yielded savings of $10 million a year.

Some 75 percent of workers at BT (formerly British Telecom) work flexible hours under the company's Freedom to Work initiative. It was fueled by BT's experience dealing with the Y2K problem in 1999. Its employees, racing against the Jan. 1, 2000, deadline and collaborating with colleagues in India, were hampered by traditional work schedules.

BT allowed the team members to work whenever they wanted as long as they coordinated schedules with each other. They took fewer sick days, were more productive, and accomplished more over a shorter time period than other BT teams.

Success Stories

Many other companies are tapping recruiting agencies that specialize in work-family balance. Atlanta-based Mom Corps, started by Harvard Business School grad and CPA Allison O'Kelly, has more than 6,000 resumes of accountants, attorneys, marketing specialists, and the like in its database, and six offices nationwide.

"Some clients want a professional in the office 30 hours a week," says O'Kelly, who has two children, ages 4 and 2. "We might find the perfect candidate, but she can only be in the office 24 hours and is happy to do the other 6 hours from home. A lot of staffing agencies make it difficult for people with flexibility requirements. They don't ask those questions."

In the human resources field, there's HR OptIn, founded by Atlanta-based consultant and mom Monique Dearth. She left a high-level job at GE in 1999 to spend more time with her one-year-old and started consulting for GE and other clients such as DuPont, Frito-Lay, and Home Depot. That business eventually grew to 12 women who work flexible schedules.

When clients sought specialists to service assignments outside the scope of her consulting business, Dearth started her recruiting firm. "We're placing fantastic people who are no longer in the corporate workforce but have great skills, and are at a point where their kids are a little older and they're ready to get back in," says Dearth, who has an eight-year-old and a six-year-old.

Most of her workers are women of 35 to 50 years old with a few children, although some are men who have been downsized. They work on an hourly or project basis. A recent HR assignment paid $65 an hour.

Hit the Ground Running

The key for employers is that the temporary professionals hit the ground running, says Dearth. "There's no handholding or micromanaging required, and oftentimes the professional brings skill sets or a thought process the client never considered."

Austin-based Lesley Spencer Pyle started Home-Based Working Moms, an online community of parents who run or aspire to run businesses from home, in 1995. Pyle launched a second site this year -- HireMyMom.com -- to match professionals looking for temporary or part-time projects with clients, rather than launching their own businesses.

"It's so much more accepted than even just a few years ago, when people were hesitant to hire someone working from home because they couldn't keep an eye on them," says Pyle. "Productivity goes up when someone works from home, because they're so appreciative of that benefit of flexibility, and try harder to prove themselves."

Working Hard at Home

Meanwhile, technology has been a boon for women who aren't in a position to return to their former careers but still want an income. Wisconsin-based Kim Conner, a mother of three children under age five and former high school chemistry teacher, earns up to $15,000 a year working for LiveOps, a customer call-center service. She works about 20 hours a week, mostly at night and on weekends, when her spouse is home.

"After my first child I went to part-time, but I realized when I was pregnant with my second child it wasn't going to work -- my whole income would go to day care," she says. Conner logs into the LiveOps web site on Thursday, and clicks on whatever hours she wants to work, handling calls for fitness products, charitable groups, food service companies, and the like. If one of her children is sick, she can cancel 30 minutes before her shift.

"I average $12 to $15 an hour and never leave my house," she says, adding that the money goes into her children's college savings. "I don't have to worry about a work wardrobe, commuting, or gasoline. I actually love what I'm doing."

Employers Seek “Boomer Friendly” Status

Unlike their parents or grandparents, many baby boomers aren't interested in retiring from work in their 50s and 60s. As a result, companies are making strategic decisions to support an aging workforce by providing flexible work schedules, telecommuting options, and other benefits to retain and attract candidates over the age of 50.

Some major companies, for example, post jobs on sites that cater exclusively to seniors. Others apply to make the AARP's annual list of 50 Best Employers for Workers Over 50.

The AARP Honor Roll

The employers honored by the AARP in 2006 include Mercy Health System of Janesville, Wis.; Yale-New Haven Hospital in New Haven, Conn.; Hoffmann-La Roche Inc. in Nutley, N.J.; Volkswagen of America Inc. in Auburn Hills, Mich.; John Deere of Moline, Ill.; and Principal Financial Group of Des Moines, Iowa. (You can find the complete list at AARP.org.)

Mercy Health, the not-for-profit organization that topped the AARP list, was singled out for offering numerous flexible options, including weekend-only work, nursing "float" options (work at different facilities or departments), work-at-home opportunities, "seasonal work" programs, and on-call assignments that involve a limited number of hours per month that can be expanded or contracted based on an employee's availability.

Health care and education were the most visible industries on the AARP list in 2006.

"Many leaders in health care are looking to experienced employees to help them deal with a massive labor shortage that threatens the quality of the most basic services they provide," said Stefanie Weiss, spokeswoman for Civic Ventures, a think tank devoted to boomers and their contributions to work and society. "We hope that leaders in education, government, and the nonprofit sector -- to name a few fields facing similarly dire labor shortages -- follow health care's lead, and soon."

No Shortcuts

Roberta Chinsky Matuson, principal with Human Resource Solutions based in Massachusetts, cautioned that lists like the AARP's are only one type of resource that job seekers over 50 should consult.

"Job seekers should keep in mind that many organizations have large public-relations departments that help their companies make it onto these lists," she said. "There are many great companies that never even apply."

She added that baby-boomer candidates should do their own research on companies and consult with friends and others in their network to get a sense if an employer is supportive of mature workers.

What Boomers Want

Civic Ventures, working with Princeton Survey Research Associates and the MetLife Foundation, recently asked 1,000 Americans aged 50-70 what type of work they aspire to. "Half of those polled expressed interest in jobs to help improve the quality of life in their communities, jobs that connect them to their passion in life, a purpose bigger than themselves, and other people," Weiss said.

Monique A. Dearth, president of Incite Strategies, an Atlanta-based human resources consulting firm, agrees that many employees over 50 have different priorities on the job.

"They are experienced employees who generally aren't looking to develop a high profile career," she said, "but rather want to leverage their past experience, feel valued in the organization, and contribute at a meaningful level."