In light of the COVID-19 pandemic, most people are either working from home, or nervously in an office setting right now, or are already unemployed, and there is a collective anxiety that rolled in like a fog overnight. Many are wondering if they’ll have a job tomorrow, and worse, folks already unemployed are wondering if there is any hope in sight.
I won’t sugar coat this – it sucks.
This whole thing sucks. For some sectors, despite the government working toward relief efforts, this is devastating. Truly. For other sectors particularly those in tech or corporate life (which is where our focus is for this story), there is a recovery in the future.
It’s universally awful, but it’s not an impossible situation.
In fact, this could turn out to be a major advantage for you if approached properly.
Before I tell you the bad news, then the good news, and then offer advice, let me first assert that employment is a topic close to our hearts here at AG. Although you’re reading this on the pages of an entrepreneur news site, you may also know that for nearly a decade, we’ve operated the Austin Digital Jobs group on Facebook (and hosted quarterly recruiting mixers that average 450 attendees (which are obviously on pause right now)), but you might not know that we also launched the Remote Digital Jobs group on Facebook.
We’re in the trenches with job seekers, employers, career coaches and the like. Every day. Which means we’re having hundreds of conversations about how COVID-19 is impacting employers and job seekers.
So… let’s start with the bad news first.
It’s no secret that there is an air of uncertainty right now. We’re collectively holding our breath, prepared for the worst but hoping for the best. The universal virus we’re all infected with right now is anxiety – employer and employee alike.
Some employers are moving forward as normal because their industry is thriving in this time, others are hard hit and looking at their reserves and hitting pause on hiring.
Many companies have a hiring freeze in place right now, but they’re not public about that in any way, so as a job seeker, you’ll never know which are in this situation.
Others are following bad advice from venture capitalists and are considering blindly axing people. Some already have.
Layoffs are here. Not en masse yet, but if a company has no money, it can’t pay employees, and smaller companies are currently facing that reality.
But here is the good news. For YOU, anyways.
In this time where an entire workforce has been sent home to work, some folks are going to shine as they are reliable, communicative, and think creatively. Unfortunately, others are going to struggle and sink.
Sinkers open up critical spots on the team that need to be filled to keep operations moving. That could be a spot free up for you!
Further, employers are reconsidering their roster right now. They may be trimming some figurative fat.
For example, one small software development company in Austin told us they would make it through the storm if they made the hard decision to let go of two senior developers they had hired who had negotiated extremely high salaries. With those two salaries cut, two people have lost their jobs, but the company will now hire one senior developer and pay them an Austin salary, not a California salary they had originally paid to attract that tippity top talent.
That could be good news for you. And there are plenty of companies doing just this.
Additionally, companies are looking at their future hiring needs for “when this all ends,” and we’re being told that many companies are currently hiring for the summer, which sounds far away, but is about as long as the hiring process often takes anyhow.
While not a total win, we’re hearing news that implies companies don’t expect COVID-19 to wipe out their business, or hold them back indefinitely.
So should you even bother applying for jobs right now?
The answer is: Yes, absolutely, but you’re going to have to change your approach.
Job interviews are going virtual, so get ready. You’re going to have to test out all of your video platforms with Zoom being the most common, followed by Skype – don’t wait until you’ve landed an interview to test your tech. You’ll have to test your lighting and sound (and probably wear in-ear headphones with a standard mic). Do that today if you can, even if it’s just a friend you’re video chatting with as a test. Here are some quick tips.
You’re going to be tempted to apply to as many jobs as possible and play the numbers game.
That feels good because you’re seeking to control something in this time of uncertainty, but you’re working against yourself and missing opportunities. Plus, it’s lazy. Sorry, it’s true.
Take the time to groom your resume and cover letter. Send it to everyone you know and ask if they’ll pretend to be an employer and opine when they have time, that you’re looking for criticism, not praise.
If you have savings and can afford a professional resume writing service to help you, make that investment right now. If you have comfortable savings, hire a reputable career coach to speed up the process and work with you on your strengths and weaknesses.
Every application you submit should be refined for that specific employer. Before applying, read the job posting three times in a row. Then, read the company’s Career page, their About page, and see what they tweet. This will all tell you what’s important to them (plus, the keywords you’ll need to use to get past the applicant tracking system robots and into the hands of a humans are IN THE JOB LISTING, so use them). This will help you to tell your story in a way that answers their needs.
Take the time to get to know each company before introducing yourself, it’ll make an immediate difference. This is why you can’t really apply to 100 places in one day, it’s unrealistic and puts you at a disadvantage.
Aside from transitioning to video interviews and customizing every application for quality, these times call for some things I’m scared to ask you for, but this pandemic demands grit and patience.
And that’s so much easier said than done.
You’ll have to keep pressing forward, even when you don’t feel like it, and even when it’s hard to get out of bed in the morning. And you’ll have to really wrap your mind around the fact that employers aren’t moving as quickly as they were just a month ago. Response times are slower, so landing an interview takes more time, and post-interview decisions will take even longer.
And that doesn’t sound appealing when you’re worried about paying rent in a few days. It’s not appealing, and we are by no means minimizing that fact or your feelings about it. These are the cold realities of these COVID-19 times.
In these desperate times, your only choice is to take a deep breath and approach job hunting the right way, knowing that companies are shuffling the deck right now. It won’t be in fast motion, but there’s a chair for you about to open up, and you should be pushing your hardest to be the one to fill it.
From the depths of our hearts – know that we’re pulling for you.
Leadership versus management: What’s the difference?
(Business News) The two terms, leadership and management, are often used interchangeably, but there are substantial differences; let’s explore them.
Some people use the terms “leader” and “manager” interchangeably, and while there is nothing inherently wrong with this, there is still a debate regarding their similarities or differences.
Is it merely a matter of preference, or are there cut and dry differences that define each term?
Ronald E. Riggio, professor of leadership and organizational psychology at Claremont McKenna College, described what he felt to be the difference between the terms, noting the commonality in the distinction of “leadership” versus “management” was that leaders tend to engage in the “higher” functions of running an organization, while managers handle the more mundane tasks.
However, Riggio believes it is only a matter of semantics because successful and effective leaders and managers must do the same things. They must set the standard for followers and the organization, be willing to motivate and encourage, develop good working relationships with followers, be a positive role model, and motivate their team to achieve goals.
He states that there is a history explaining the difference between the two terms: business schools and “management” departments adopted the term “manager” because the prevailing view was that managers were in charge.
They were still seen as “professional workers with critical roles and responsibilities to help the organization succeed, but leadership was mostly not in the everyday vocabulary of management scholars.”
Leadership on the other hand, derived from organizational psychologists and sociologists who were interested in the various roles across all types of groups.
So, “leader” became the term to define someone who played a key role in “group decision making and setting direction and tone for the group. For psychologists, manager was a profession, not a key role in a group.”
When their research began to merge with business school settings, they brought the term “leadership” with them, but the terms continued to be used to mean different things.
The short answer, according to Riggio is no, not really; simply because leaders and managers need the same skills to be productive and respected.
This editorial was first published here in June of 2014.
Does Raising Cane’s have the secret to combatting restaurant labor shortages?
(NEWS) Fried Chicken Franchise, Raising Cane’s, has turned to an unusual source of front-line employees during the labor shortage- Their executives!
I wouldn’t call myself a fried chicken aficionado or anything, but since chains are designed to blow up everywhere, I have experienced Raising Cane’s.
I’m pretty sure the Cane’s sauce is just barbecue mixed with ranch, but hey, when you’ve got a good idea, keep with it.
In the further pursuit of good ideas, the company has resorted to an intriguing method of boosting staff in a world where the lowest paid among us are still steadily dying of Covid, and/or choosing to peace out of jobs that they don’t find worth the infection risk.
Via Nation Restaurant News: “This is obviously a very tough time, so it was a joint idea of everybody volunteering together to go out there and be recruiters, fry cooks and cashiers —whatever it takes,” said AJ Kumaran, co-CEO and chief operating officer for the Baton Rouge, La.-based quick-service company, from a restaurant in Las Vegas, where he had deployed himself.”
The goal of this volunteer mission, which involves 250 of the 500 executives deployed working directly in service roles, is to bolster locations until 10,000 new hires can be made in both existing locations and locations planned to open.
It’s obvious that this is a bandaid move – execs exist for good reason, and in terms of sheer numbers (not to mention location and salary changes), this is hardly tenable long-term. But I can say this as someone who’s gone from retail to office, and back (and then forth…and then back again) several times – if this doesn’t keep everyone at the corporate level humble, and much more mindful of employees’ needs, nothing will.
The fast-food world is notorious for wonky schedules only going up a day before the week begins, broken promises on hours (both over and under), horrendous pay, and little to no defense of employee dignity in the face of customers with rank dispositions. With the wave of strikes (Nabisco, John Deere, IATSE) making the news, and lack of hazard pay/brutal physical attacks over mask mandates still very fresh in workers’ minds, smart companies are hipping themselves to the fact that “low level” employee acquisition and retention needs to be much more than the ‘work here or starve’ tactics that have served since the beginning of decades of wage stagnation. The best way for that fact to stay front-of-mind is to go out and live the truths behind it.
In Raising Cane’s case, the company also announced that they’re upping wages at all locations — to the tune of an actually not totally insulting $2 per hour, resulting in a starting wage of $15 and a managerial wage of $18.
Ideally, paying people more to cook, clean, and customer service all in one job will actually attract people back to fast food work. Seriously consider the fact that the people cleaning fast-food toilets are the same people making the food that goes into your mouth. The additional fact is that it’s better for everyone’s health when they’re paid enough to care about what they’re doing and stay healthy themselves.
Of course, one does also need to consider how much inflation has affected the price of goods and housing since the ‘fight for $15’ began almost a decade ago in 2012. Now, raising wages closer to the end point of multiple goods still might not be enough!
AJ Kumaran continued, “The chicken prices are through the roof. Logistics are very hard. Shipping is difficult. Simple things cups and paper napkins — everything is in shortage right now. Some are overseas suppliers and others domestic suppliers. Just in poultry alone, we have taken significant inflation.”
That’s global disruption for ya.
It remains to be seen whether this plucky move can save Raising Cane’s dark meat, but I’m very pro regardless. Send more top-earning employees into the trenches! No more executives with 0 knowledge of how the sausage sandwich gets made.
No more leading from behind.
Why not? What are ya? Chicken?
Unify your remote team with these important conversations
(BUSINESS NEWS) More than a happy hour, consider having these poignant conversations to bring your remote team together like never before.
Cultivating a team dynamic is difficult enough without everyone’s Zoom feed freezing halfway through “happy” hour. You may not be able to bond over margaritas these days, but there are a few conversations you can have to make your team feel more supported—and more comfortable with communicating.
According to Forbes, the first conversation to have pertains to individual productivity. Ask your employees, quite simply, what their productivity indicators are. Since you can’t rely on popping into the office to see who is working on a project and who is beating their Snake score, knowing how your employees quantify productivity is the next-best thing. This may lead to a conversation about what you want to see in return, which is always helpful for your employees to know.
Another thing to discuss with your employees regards communication. Determining which avenues of communication are appropriate, which ones should be reserved for emergencies, and which ones are completely off the table is key. For example, you might find that most employees are comfortable texting each other while you prefer Slack or email updates. Setting that boundary ahead of time and making it “office” policy will help prevent strain down the road.
Finally, checking in with your employees about their expectations is also important. If you can discuss the sticky issue of who deals with what, whose job responsibilities overlap, and what each person is predominantly responsible for, you’ll negate a lot of stress later. Knowing exactly which of your employees specialize in specific areas is good for you, and it’s good for the team as a whole.
With these 3 discussions out of the way, you can turn your focus to more nebulous concepts, the first of which pertains to hiring. Loop your employees in and ask them how they would hire new talent during this time; what aspects would they look for, and how would they discern between candidates without being able to meet in-person? It may seem like a trivial conversation, but having it will serve to unify further your team—so it’s worth your time.
The last crucial conversation, per Forbes, is simple: Ask your employees what they would prioritize if they became CEOs tomorrow. There’s a lot of latitude for goofy responses here, but you’ll hear some really valuable—and potentially gut-wrenching—feedback you wouldn’t usually receive. It never hurts to know what your staff prioritize as idealists.
Unifying your staff can be difficult, but if you start with these conversations, you’ll be well on your way to a strong team during these trying times.
This story was first published in November 2020.
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