Q I lost my job a few months ago, and I have been temping since then. I am now a temp for a good company, and I like this job. Are there ways to persuade the company to hire me for this position?
A A great deal depends on why the company has this temp position in the first place. Perhaps there is only a temporary need for the kind of work you are doing, and when you are done, the position is done. Or maybe you are filling in for a person who is on leave, and when he or she is ready to return, your role will end. However, perhaps the company is looking for a regular employee for this position, and you are in the equivalent of an audition.
Importantly, no matter why this position is open, you should do your very best. Be prompt, efficient, friendly, and proactive in carrying out your responsibilities. Do not be shy about asking your manager if this position is available on a longer-term basis, and clearly express your interest in remaining with the company.
If there is a human resources department, you should meet with the representative and not only let him or her know of your interest in this job, but also about other skills and abilities that you possess. Your current position may indeed be temporary,
Q I have been in the retail industry since 1968. I have worked for only four companies, all in managerial positions, but I cannot find a job. I am registered with all of the major online sites, but I get no calls or e-mails. How can I find out why? I have rewritten my r sum several times, but nothing works.
A You mentioned two steps in your search for a job, but a real job search is composed of several steps to be taken every day. Finding the right job is a full-time job.
While it is helpful to be registered with the major search engines and to rewrite your r sum , that's really not enough. You should actively scan job listings not only for retail management positions, but for other types of managerial positions where your skills, experience, and knowledge might apply. Try to position yourself as a manager - and not only as a retail manager.
It is a good idea for you to rewrite your r sum , but you should also consider having a professional look it over. A few tweaks by a pro could make a real difference, along with a compelling cover letter. You should also look at other resources that can help you find a job, such as your network, associations, trade show meetings, support groups, employment agencies, trade magazines, newspapers offline and online, and job fairs, to name but a few.
It can also help if you take some business courses or attend some seminars, especially in leadership or technology. These can build your skills, network and marketability, as well as your confidence.
Q I recently reviewed one of my employees and indicated in writing the areas that needed improvement, while also indicating that there would be no raise unless improvements were made. Less than two months later, this employee demanded a raise and threatened to leave if she did not get it. Should I give in or risk losing her?
A When you give in to threats from an employee, you can be assured of one outcome: There will be more threats in the future.
In a word, no. You should not give this employee a raise merely because she threatened to leave. By providing a raise under these circumstances, you are rewarding poor work and threats, and this will destroy any incentive for her to try to improve her performance. In addition, when other employees learn that poor work means nothing and raises are granted to those who threaten to leave, you can expect them to follow suit. If she is able to pressure you into giving her a raise, your entire raise program will be seen as a sham, and that would be a shame.
You have a raise policy that is based on merit, and you advised this employee of the actions to take if she wants to be eligible for a raise. For whatever reason, she did not keep up her side of the bargain. She should be eligible for a raise only if she improves her performance. And if her performance continues to be substandard, it is possible that the decision to leave will not be hers at all.
Ken Lloyd, Ph.D., is an Encino-based management consultant, coach, and author who specializes in organizational behavior. He is the author of "Jerks at Work: How to Deal With People Problems and Problem People." Write to him at lloydonjob@gmail.com.
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