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Sep
26

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In business, appearance matters — and that includes how you carry yourself. Here are seven body language tricks powerful business leaders use to radiate confidence.

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1. MAKE EYE CONTACT

“When someone is talking to you, make sure you look them in the eye,” said career coach Becky Berry. “If you’re uncomfortable looking them in the eye, look at their nose or ears.”Looking down or looking around makes you look nervous, she said.

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2. TALK WITH YOUR HANDS

“Power is communicated by gestures,” said Patti Wood, a body language expert and author. “Research shows that charismatic leaders use gestures four times as often as others do when they talk.”

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3. SIT UPRIGHT

“People who are confident sit up straight and tall,” Berry said. “Keep your head up.”

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4. STAND UP STRAIGHT

“When you hold or move your body the way you would like to feel, the posture actually sends a message to the brain: ‘Hey, I am feeling great, positive and up,'” Wood said. Standing tall with your head held high automatically makes you feel more confident, she said.

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5. DON’T FIDGET

“Fidgeting implies nervousness,” Berry said. “If you must fidget, try to do it below your desk.” And “whatever you do, don’t make noise while fidgeting,” she added.

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6. DON’T CROSS YOUR LEGS

“Women, don’t cross your legs at the knee,” Berry said. “It cuts off your power center and puts you at a disadvantage. Instead, sit with your feet side-by-side.”

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7. LOOSEN UP YOUR VOCAL CHORDS

“We tend to tighten the vocal chords when we are tense, and the high, sometimes screechy sound does not sound powerful,” Wood said. “Bring down your voice.” “Talk in a conversational tone,” Berry said. “People who can control their voices look like leaders.”

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Sep
02

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My new boss asked me to work more and it sent me into a complete panic

Today we’re discussing how to keep your last job from weighing you down with your new employer.

More: My boss confessed his feelings and made me dread the job I once loved

Question:

When I started this new job, it felt like the right move. I quit my former job in December, worrying that if I didn’t leave, I’d have been placed on a performance improvement plan. I took a month off and carefully screened prospective employers, looking for ones that said they believe in a healthy work/life balance.

My former boss was a tough-as-nails manager and nothing I did ever met his expectations. I tried, though, working days, evenings and weekends. He’d say things like, “I know you can do better,” pushing me to work harder and forcing me to subsequently push the employees under me. They grew to hate me, called me a workaholic, and rebelled, going to HR and complaining about me.

The month after I left, my former employees got Christmas bonuses of hundreds of dollars based on the profits I’d brought into the company. So my employees slammed me but benefited from my efforts. And my boss came out of it the “good guy” who rewarded everyone with bonuses, except for me.

I’ve been in this new job for eight months. Whenever my manager pushes me to “do more,” I react inside. I’ve tried to hold it in, but this morning she told me that I’d been here long enough to learn the ropes and now needed to show what I could do.

I freaked out and asked her what she meant. She said that I was salaried but was acting like an hourly employee and that it hadn’t escaped her notice that I was working only 40 hours a week. I snapped back that I stayed late sometimes, and she said most exempt professionals worked 40 to 60 hours weekly and added that I needed to “up my game.”

I’m freaking out.

More: Bullying at work is just as toxic as in the school yard

Answer:

You have an emotional reaction to being asked to “do more” that appears to be tied to what happened in your last job. Because that ended badly, with a final kick coming from others getting bonuses after slamming you, you have become your baggage.

If you want to succeed in this current job, you have to heal that wound and leave your baggage at the station.

Don’t keep your baggage alive by reviewing, reliving or retelling the story of what happened in your last job. That was then; this is now.

Evaluate your current boss’ expectations as a separate reality from your past “tough-as-nails” manager. She’s clearly allowed you to work 40 hours a week for eight months and now wants you to “up your game.” That doesn’t equate to pushing you to work evenings and weekends.

Exempt, salaried professionals consider 40 hours a week a minimum and generally work 45 to 55 hours weekly. That’s their reward for not being dinged when they have a midday medical appointment and for getting salaries generally higher than hourly employees make. Are you currently working fewer hours than your current employer has the right to expect because you want to balance out your past overwork?

Finally, you may partially be freaking out because you’re particularly vulnerable to accusations you’re not meeting expectations. What do you think about how you’re doing? Are you playing less than your “A” game because you don’t want to “give too much”? If so, what’s the right balance between overdoing and not doing enough?

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Aug
08

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MANAGEMENT

While conducting interviews, irrespective of whether the interviewee is fresh out of the university or a professional with years of experience behind, I have realised how almost impossible it is to gauge the person in entirety. A few good responses from the interview may land him into the organisation, while a single goof up can deny that possibility. And this result is regardless of how many repeated interviews take place. It is still limited time, to assess. In fact cold interviews, where there is no experience of having seen actually the quality of work or the standard of persona of the candidate hiring is essentially a shot in the dark.

During the interview process, whenever I have prompted the interviewee with remark, ‘do you have any question?’ The response is largely silence, confusion and mostly ‘No’. Possibly this relates to culture too. Locally the unenlightened may consider a question from a candidate as the start of challenge to authority.

So once hired, the entrant walks into the organisation with hope, excitement, and a truck load of perceptions, both good and bad about the company and its people constituents.

The first day at school, college, university are important milestones in life…so is the first day at the first job or the first day in a new work environment; there are expectations.  A new entrant expects to be welcomed warmly with an all embracing attitude. Welcome and a warm and enthusiastic one is the best cheer in life.

No management should underestimate the power of love and affection at the work place. The ability to induce this as a facet of organisation’s embedded value can do wonders and an inability will work disastrously. Care and compassion are elixirs for highest levels of dedicated performance. A manager ought to know that the understanding of colleagues is the art of understanding human nature.

In the ‘Resurrection’, Leo Tolstoy, wrote, ‘men think there are circumstances when they may treat their fellow beings without love, but no such circumstances exist.

Inanimate objects may be dealt without love…but human beings cannot be treated without love… if you feel no love for men- leave them alone.’ He goes on to say, ‘deal with anything but men if you can’t exhibit love’.

On day one, the most intangible of motivators, ie morale is either built or aborted. With a fresh outlook to things all new entrants see more than any other employee who may have been in the organisation for long.

Normally, all entrants end up on day one at the doors of the imposing human resources division. The test begins now for both the organisation and the inductee. The process of discovery begins. Depending on requirements peculiar to each institution, the inductee is given a plethora of forms to fill and complete. A hardened HR person would do most to frighten with the dos and don’ts. All of this can be achieved with grace, only if the HR unit is equipped with an empathetic quality resource. To the contrary conditions, never be surprised, if the tell-tale sign on the face of inductee is ‘I have made a misjudgement.’ And trust me, this epitaph is readable by any ordinary manager, doesn’t require demanding skills.

A proper induction process must include a formal and warm welcome at the reception by a nominated person of HR division. He should then be ushered into the office of the division head, who must be gracious to offer coffee and indulge in a bit (not much!) of small talk to create peace in the inductee’s mind. Thereafter, the inductee can be led to those who will help in the completion of joining formalities. Post this step; a well prepared, ‘induction pack’ should be given for the candidate to familiarise with the company’s objectives, values, vision, mission, business lines, financials etc.  Towards this objective, some forward looking institutions like the bank, I work for, has this done over a two day period at the plush surroundings of the Learning and Development Centre. Some short films about the organisation are shown too.

The next step is to introduce the new entrant to people. Depending upon the seniority, this can be done by either the head of HR or the deputy head. Though this exercise of going from table to table will result only in a ‘handshake’, it is worthwhile. The only solid purpose to this regimen is that it allows all to know, who has joined the ranks. Expect nobody to remember names at the first introduction.

A lack of formal induction process or even a faulty one will impact productivity. Such environment delays the settling down process and hence no responsibility is either assigned or assumed. The individual when left on his own to find his bearings is likely to become rudderless and directionless. This can actually induce negative impact on existing productivity standards of the organisation.

Some organisations, pack off the inductee to an on-the-job rotation programme. Personally, I dislike this methodology. It doesn’t possess the need for guidance that may be essential. In fact the inductee can become very lonely…an idle mind is a devil’s workshop. Prevent this. Nip it in the bud.  Engage the inductee.

Some related questions arise, how long should the ‘on-boarding’ process last or how can the effectiveness of the induction process be measured? My view is that induction drill should not last beyond four days. We must allow for new joiners to discover the organisation and its people. Don’t stretch the process and therefore contain costs. To measure if the processes are giving due results, test the candidates by asking questions, pertinent and relevant. No manager should shy away from the task. Induction is not to be thrown to the deep end of the sea or even to the hounds of the organisation. Such step will fill the candidate with a high dosage of negative tendencies. Avoid it by only monitoring the process. The beginning is the most important part of any work, inclusive of the young and tender, and of old and experienced for that is the occasion when impressions are formed with some rigidity of purpose.

Ensure to make your workplace a location for enjoyment, for where work is there; joy would be your best companion and at this stage the work ceases to be work. A good induction programme will initiate a healthy environment towards achieving common goals. Values must be shared and so should the vision be. Impart values, core values, but make sure not to oversee these intangible traditions, if there are serious gaps between claims and reality. If there is spirituality at work place, it will exhibit itself in the manner and method of interaction between colleagues.

Proper, with limited period, induction and on boarding programme will result in long term engagement.

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May
06

Jobs in KPK Police Department for Police Constables

Peshawar (Friday, April 11, 2014) – Government of Khyber Pakhtunkhwa, Police Department has announced vacant posts / Vacancies for the Police Constables.

imagesRecruitment Test for Police Constables (BPS-05) Continue Reading…

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Apr
26

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WASHINGTON (Reuters) – U.S. government agencies that have been probing banks’ hiring of children of powerful Chinese officials are expanding existing investigations in other industries across Asia to include hiring practices, four people familiar with the matter said. Continue Reading…

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Apr
26

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Trisha Zulic, a hiring recruiter based in San Diego, got an email from a job applicant recently with a single word in the subject line: “Management.” The email itself included only four words: “Attached is my resume.” Continue Reading…

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Mar
27

Pakistan-Urban-Forum-South-Asian-Cities-ConferenceComputer/IT Jobs in The Urban Unit

Walk in Interviews for Vacant Posts

Date of Interview = March 29, 2014 Continue Reading…

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