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20 things to never do in an interview…

Vipul Mali — Thu, 12 Mar 2015 08:01:05 +0000

No matter how impressive a cover letter or CV you carry to an interview, there could be certain last minute changes (decisions) that could change the game for you. The job could be yours, given the precautions you undertake while talking out the nuances of your hiring. We give you a list of the most common blunders to avoid while out there for an interview.
1. Improper research
If you are running short of your research on the company, you might still loose the job despite having the skills for the job in question. Do remember to do your background check when it comes to the company you are going for an interview of…visit their website, check their online details, and you probably would end up having smarter answers when asked about reasons for joining it or your profile and importance for the company’s growth.
2. Lying on your CV
Anything written on your CV could be discussed in the interview and a fabrication of things, experience, job profile, education could damage your reputation in the long run.
3. Turning up late
Unless you have a very good excuse and have informed the respective managers before hand, turning up late for an appointment will not help you right on the first day. And don’t forget, first impression always remains the last impression.
4. Dressing inappropriately
While a smart dressing code is something that’s expected from you, make sure whatever you choose (garment, colour, design) suits the desired business etiquette. Ideally go for a smart suit, or formal trousers and crisp formal shirt, to leave the impression on the hiring manager. Remember your dressing reveals a lot about you as a person. Don’t give the other person any chance to believe that you lack order, discipline and basic dressing sense.
5. Clock watching
Have you ever witnessed or realised that constantly watching clock is something that could be really irritating. DON’T DO IT, especially during an interview. This might also make the interviewer feel that you are probably not that much interested in the job or even something that is happening or being discussed that very moment.
6. Fidgeting with unnecessary props
This can include playing around with your mobile phone, nail files and even chewing gum. Please understand this is surely something that would drive unnecessary attention towards you at the interview table
7. Poor body language
Make eye contact, sit in confident posture, have cheerful demeanour and meet the person in command with a firm handshake. Trust us, all of this is surely going make you notice for the right reasons.
8. Unclear answering and rambling
Take time to think before giving any answer and avoid fumbling when talking something extremely crucial. This will bring things to an uncomfortable halt; it doesn’t inspire confidence. Also, avoid mumbling since the interviewer would not prefer asking you time and again to repeat the answers or even strain himself to hear every word that you’re saying.
9. Speaking negatively about your current employer
Never ever complain, or say bad things about your current employer, manager, colleagues, job or anything in any capacity. Badmouthing is not going to do any god to you or your CV, but it might surely risk your chances of getting some positive feedback from the employer you so wish to get hired by.
10. Don’t Use Clichés
I am a team player, a confident professional, a hard worker, a dedicated employee, a problem-solver, a perfectionist. These all are clichés and trust us, those who have been in the cabin before you have probably said the same set of phrases, which is of no interest to your hiring manger.
11. Not asking questions
In case you have queries about the company or its working practises or for that matter its strategy or long terms goals, you are clearly showing interest. This could also impress the manager since he would be quite happy to see your keen desire of being the part of the organisation. But in case you have no questions, per say, and are simply nodding to anything/everything that the interviewer is saying, might not bring the desired results when it comes to the final round.
12. Getting personal or too familiar
Avoid sharing your family union stories, events, problems and all of that which is personal. The person sitting on the other side of the desk has no concern or interest with what your experiences have been. He is purely interested in your professional expertise and understanding of the subject in question.
13. Too Much Communication
AVOID answering your phone calls between an interview. Though it might sound as an obvious thing to do, but still there are people who do not hesitate to take the calls in the middle of an important communication with the hiring manager. Leave your phones, ipad, and tablets behind or at least turn them off before entering the cabin.
14. Be opinion-free
Don’t go overboard when it comes to being flexible or accommodating about the job in question. Though its good to be excited and show the temptation, but do remember there is a limit to everything and overdoing it would just spoil the chances in the long run. Sure even the companies prefer a less rigid professional – but the one who at least has a sense of who he/she they is.
15. Not bringing along additional CVs
It’s always good to be double sure while making a move from your house for an interview. Carrying some additional copies of your CV could save you from the embarrassment, in case there are more than 1 or 2 interviewers. You need to show to your preparedness for any situation, which once again is an extremely critical ground for any job.
16. Sitting down before invited
As a mark of common courtesy, do not jump on the chair to grab a seat for yourself. In fact, wait to be asked for it and avoid sitting in a haphazard manner. Make sure your posture is right and firm.
17. Discussing money or time off
Wait for the papers to come in and the discussions to start before initiating talks about money, holidays and other perks. It’s advisable to show patience when it comes to such decisive matters.
18. Cursing
No one would appreciate usage of foul or inappropriate language/words. Rather if put put up an act like this, it might show you in the bad light.
19. Don’t say you weren’t looking for a job
There are times when you get calls from recruiters, even if you are not seeking the job opportunities that actively. It’s best suitable if you avoid slamming down the phone on the face. Be polite and appreciate the call. There are better ways to avoid an unwanted offer than being rude or upfront about it. Not just this, many times you might feel the urge to at least go and give it a shot. Avoid going by any such urges since by doing this, you are not only wasting your own time but even that of recruiter’s.

20. Not following up
You might not think you’ve performed well in an interview but if you simply put across a courtesy mail, it might just pay off in the long run.

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Think out of the Box…

Vipul Mali — Tue, 03 Feb 2015 06:51:19 +0000

Many hundreds of years ago in a small Italian town, a merchant had the misfortune of owing a large sum of money to the moneylender. The moneylender, who was old and ugly, fancied the merchant’s beautiful daughter so he proposed a bargain. He said he would forgo the merchant’s debt if he could marry the daughter. Both the merchant and his daughter were horrified by the proposal.
The moneylender told them that he would put a black pebble and a white pebble into an empty bag. The girl would then have to pick one pebble from the bag. If she picked the black pebble, she would become the moneylender’s wife and her father’s debt would be forgiven. If she picked the white pebble she need not marry him and her father’s debt would still be forgiven. But if she refused to pick a pebble, her father would be thrown into jail.
They were standing on a pebble-strewn path in the merchant’s garden. As they talked, the moneylender bent over to pick up two pebbles. As he picked them up, the sharp-eyed girl noticed that he had picked up two black pebbles and put them into the bag. He then asked the girl to pick her pebble from the bag.
What would you have done if you were the girl? If you had to advise her, what would you have told her? Careful analysis would produce three possibilities:
The girl should refuse to take a pebble.
The girl should show that there were two black pebbles in the bag and expose the moneylender as a cheat.
The girl should pick a black pebble and sacrifice herself in order to save her father from his debt and imprisonment.
The above story is used with the hope that it will make us appreciate the difference between lateral and logical thinking.
The girl put her hand into the moneybag and drew out a pebble. Without looking at it, she fumbled and let it fall onto the pebble-strewn path where it immediately became lost among all the other pebbles.
“Oh, how clumsy of me,” she said. “But never mind, if you look into the bag for the one that is left, you will be able to tell which pebble I picked.” Since the remaining pebble is black, it must be assumed that she had picked the white one. And since the moneylender dared not admit his dishonesty, the girl changed what seemed an impossible situation into an advantageous one.
MORAL OF THE STORY:
Most complex problems do have a solution, sometimes we have to think about them in a different way.

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What did u learned from this story???

Vipul Mali — Mon, 18 Feb 2013 13:42:58 +0000

Father was a hardworking man who delivered bread as a living to support his wife and three children. He spent all his evenings after work attending classes, hoping to improve himself so that he could one day find a better paying job. Except for Sundays, Father hardly ate a meal together with his family. He worked and studied very hard because he wanted to provide his family with the best money could buy.
Whenever the family complained that he was not spending enough time with them, he reasoned that he was doing all this for them. But he often yearned to spend more time with his family.
The day came when the examination results were announced. To his joy, Father passed, and with distinctions too! Soon after, he was offered a good job as a senior supervisor which paid handsomely.
Like a dream come true, Father could now afford to provide his family with life’s little luxuries like nice clothing, fine food and vacation abroad.
However, the family still did not get to see father for most of the week. He continued to work very hard, hoping to be promoted to the position of manager. In fact, to make himself a worthily candidate for the promotion, he enrolled for another course in the open university.
Again, whenever the family complained that he was not spending enough time with them, he reasoned that he was doing all this for them. But he often yearned to spend more time with his family.
Father’s hard work paid off and he was promoted. Jubilantly, he decided to hire a maid to relieve his wife from her domestic tasks. He also felt that their three-room flat was no longer big enough, it would be nice for his family to be able to enjoy the facilities and comfort of a condominium. Having experienced the rewards of his hard work many times before, Father resolved to further his studies and work at being promoted again. The family still did not get to see much of him. In fact, sometimes Father had to work on Sundays entertaining clients. Again, whenever the family complained that he was not spending enough time with them, he reasoned that he was doing all this for them. But he often yearned to spend more time with his family.
As expected, Father’s hard work paid off again and he bought a beautiful condominium overlooking the coast of Singapore. On the first Sunday evening at their new home, Father declared to his family that he decided not to take anymore courses or pursue any more promotions. From then on he was going to devote more time to his family.
Father did not wake up the next day.
What did u learned from this story???

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Seven Reasons Why Recruiters Instantly Reject Resumes!!!

Vipul Mali — Wed, 28 Mar 2012 09:01:45 +0000

Forget “What color is your Parachute?” Here are seven reasons why resumes always get rejected according to the report conducted by tech recruiters at Kovasys IT Recruitment.
New York, NY (PRWEB) March 19, 2012
A new report from Kovasys IT Recruitment answers a question that many IT candidates are asking: “Why are the technology recruitersignoring my resume?” We have sat down with Alex Kovalenko, a technical recruiting manager at Kovasys Inc. with operations in Toronto, Montreal, New York and San Francisco, to discuss. “If a tech recruiter can not tell within ten seconds that you are worth a call then your resume will go straight into a recycle bin. Keep in mind that at our firm recruiters can review up to 50 resumes every day and can not spend hours reviewing resumes,” said Alex Kovalenko with Kovasys Inc.
Mr. Kovalenko says that there are seven reasons why IT recruiters could potentially reject yourresume and are as follows:
1. Firstly, when a recruiter looks over a resume – he or she wants to find experience in the field. If acandidate is a PHP Developer with no object oriented development experience and the job is for anobject oriented Java Developer – the recruiter is not going to call. Companies are paying recruiters to find an apple to fill an apple job. Companies are not paying recruiters to help candidates transfer their skills from one field to another. If a company is going to pay a recruiter a significant retainer fee, they expect a perfect match.
2. What is candidate’s level or title? If the recruiter is searching for a team lead developer and a candidate’s title is a senior developer, that candidate should not expect an interview with the recruiter. Again, the recruiter is hired to find a team lead developer, not to squeeze a senior developer into a team lead position. On the other hand, if the client wants a senior developer and a candidate is a team lead – that candidate is over-qualified and even if he or she thinks they can do a senior developer’s job the client will not. The first team lead job that comes along might interest that candidate more, causing the recruiter and the company to suspect that you are going to pursue the better opportunity; neither party is willing to risk that.
3. The next area the recruiter is going to look at is the most recent experience. If the client wants aLinux Systems Administrator for a hosting company and a candidate has the experience, but it was over five years ago, recruiter will reject the resume. Any good recruiter can find a candidate with that current familiarity. If candidate was a good Linux Administrator five years ago and have not worked in that area since, their skills might be nowhere near contemporary due to new technologies like virtualization, vmware, etc.
4. Location, location, location. If a client is in New York and a candidate is in Miami – that candidate will most likely not get an interview. Relocating candidates is just too problematic if there is a viable candidate in the client’s location. In addition, most companies are not interested in paying for relocation in a bad economy. Moreover, there is usually the additional challenge of a spouse who must also relocate and find a job.
5. The next aspect the recruiter will look at is whether the industry experience matches the client’s. Again this is not an economy that allows for deciding whether skills will transfer from one industry to another. If candidate is in medical software development and the job is in financial development – the recruiter will not be calling. Skills might transfer and candidate might become a financial software developer, but it is not up to the recruiter to do that.
6. Education is the next big thing to consider and this one can be an automatic killer. Most recruiters are looking for a Masters in Computer Science or Engineering because they are hired to find the best candidates. No company will be paying a recruiter for a non-degreed or Bachelor of Arts candidate.
7. If candidate does not hold any position for an extensive period of time, job seeker should not expect an interview with a recruiter. a If candidate had six jobs in the last four years there better be a very good reason for it.
And last but not least says Alex Kovalenko: “List your accomplishments and what technologies you have worked with the two – three companies you have worked for. Make sure your resume is two pages long (even if you have worked for over 10 years) and is in traditional and chronological format.”
Courtesy by: Alex Kovalenko

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Bring Back the Organization Man

Vipul Mali — Fri, 16 Mar 2012 06:34:24 +0000

How to find good quality employees, how to hang onto them, and how to develop them into better employees — these are the questions managers across the world constantly wrestle with. I’ve heard them in Europe at Davos this year, and from multinationals across the globe. I’ve seen them ripple across the booming economies in Brazil and Asia, where my colleagues and I have studied the operation of Indian companies, which make huge investments in developing talent. We’re now in the process of studying Chinese companies, where it appears at a minimum they are beginning to do the same.
The one place the picture looks different is the United States. There certainly are complaints here as well about the difficulty finding the right candidates, but the narrative is quite different. Here the story is about getting a “just-in-time” workforce, finding the precise workers we need just at the time we need them but letting them go when our needs change and then replacing them with new ones. It’s a “plug ‘n play” approach to the workforce, and it’s not working that well. (In full disclosure, I wrote about this phenomenon in a book called Talent on Demand, describing how companies in the US have adopted this approach to talent management in order to deal with highly uncertain and volatile environments).
The weak link in that approach is that with the focus on outside hiring to get skills, few employers are providing development opportunities. Why bother developing when we can get the skills on the outside? US large companies have been filling 66 percent of their vacancies from the outside, in contrast to a generation ago where 90 percent were filled from within. Because one company’s outside hire of an experienced candidate is another company’s retention problem, employers rightly look around and wonder whether investments in their employees will pay off. These patterns reinforce each other: less development leads to a greater need to hire skills from the outside, and doing so reduces the need to develop internally; it also creates spillover problems for other employers for whom turnover reduces the ability to finance training.
All that would be ok except that employers are finding it difficult to hire the skills they need. The supply of skills in specific areas is uncertain, so the quality and price jumps around a lot. Some jobs require skills or at least sets of skills that are unusual, and finding a good fit outside is very difficult. Skills that one learns through training become scarce because few employers train.
For the employees, it’s not working well because they find themselves stuck in their current jobs. No one wants to develop them, no one wants to let them grow into a job when the alternative is to find someone who can “hit the ground running” because they have done that job elsewhere. So development and advancement are hard to come by.
Especially in slack labor markets like the one we have now, employees are also petrified that they will not appear to have the skills that are required to fit changing jobs, especially as companies restructure, losing their jobs in the process to some outside hire. So they freeze up, afraid to do anything that might look like a mistake.
Is it time to bring back the Organization Man?
In that model, which drove the US economy for most of the last century, employers made longer-term commitments to employees, where they invested in development to fill jobs, and where employees responded with commitments of their own in terms of performance. Jobs were filled internally with people prepared to do them, skill shortages were unknown, and employees were engaged with the needs of their employer.
A critic would say that if employers did that, employees would simply take those investments and leave. The only reason they leave, though, is because they can get a better job elsewhere than their current employer will give them. To keep good people, employers need to take a bit of a risk on them by giving them jobs that they haven’t already done. The employer should be able to take that risk; first, because they should have inside knowledge about who is promising and, second, because if they are right, the bet pays off by filling jobs more cheaply than outside hiring. The end result is that companies would be able to retain talented employees who are more committed to the organization. And employees would win too, growing in jobs and companies that they are loyal to.
What won’t work is pursuing this model half way, giving some employees some development opportunities but then still filling more senior vacancies from the outside. Why would someone wait around if it looks as though opportunity will not come?
Clearly, the jobs issue is not going to go away unless US companies figure out how to hire, and train, the talent they need.

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Why Porter’s Model No Longer Works

Vipul Mali — Fri, 16 Mar 2012 06:29:39 +0000

magine that you wanted a new home theater system. But instead of spending hours in Best Buy or on Amazon comparing configurations and assembling the parts you needed, you could signal what you wanted and a company would create it for you. You might simply Pinterest the elements you liked, including information about your space or noise limitations (“One-bedroom apartment on busy street in New York,” or “suburban space that needs stuff protected from little kids”), and then have a retailer give you a personalized, optimal configuration.
Right now, social is largely seen as a way to amplify messages (“Like” us on Facebook!) or to create conversations around customer service (“We’re so sorry you’re having a problem,” the persistent tweet from @ComcastCares). These two key functions — Marketing and Service — are regularly discussed as shaped by social era dynamics.
But the social era can — and will — be more than that. It will help us decide what we make, how much we make, and how we finance that production. While social media doesn’t shift Porter’s model, the social era surely does.
Big Isn’t Enough
This is the third part of a series on what it takes to win in the social era: being fast, fluid, and flexible.
Let’s think about the way that changes our modes of production. Size once gave organizations purchasing power. Being big used to enable high barriers-to-entry, keeping out potential competitors. Big had the dollars to buy the mass-market access to consumers back when mass media was the only way to reach an audience. But when the capital requirements to enter markets have declined, the marginal cost of reaching consumers is effectively zero, and one-off production is not hard to do… being big offers a much smaller advantage than it used to. Being big ain’t enough, anymore.
Most existing big organizations — the 800-pound gorillas — subscribe to Michael Porter’s value chain framework. As I mentioned in the first part of this series, this model optimizes for efficient delivery of a known thing. Organizationally it means Z follows Y, which follows X. It carries with it one fundamental assumption: that customers are tangential to the process.
There is no question that Porter’s work has helped shape (some would say, “invent”) modern-day strategy. I’ve used his ideas for over 20 years of running companies big and small, and I consider myself a fan of his thinking. But, to put it bluntly, Porter’s value chain is antiquated in the light of the social era. It was created at a time when being big and having scale was in itself a key aspect to competitive advantage and profitability.
Generic vs. Distinct
People buy two categories of things: The distinct, and the generic. The distinct items are the things that have a limited quantity, that are artisanal in nature, and that are worth paying a premium for. The generic items are, well, the things you might find on Amazon.
When companies like Best Buy or Target are simply aisles of what you can find online, then it’s easy enough to become a storefront for Amazon. Everything that is undifferentiated is going to be delivered in ever more efficient, low-cost ways. Porter’s value chain is well suited for this mass-market, cost-driven approach, where customers remain at the end of the value chain.
But for organizations wanting to thrive in the social era, being distinct is key to both profitability and winning. While there has always been a market for bespoke, differentiated items, until very recently that market served a tiny fraction of the uber-rich. But today, both macroeconomic forces, and technological advances mean that customized products aren’t just for the one percent. Instead, customized products and experiences can be for everybody, at least some of the time.
How will the smartest, nimblest companies move away from less-profitable generics and into more-profitable distinct goods and services? By using the rules of the social era.
Social Becomes Central to What We Build
During Fashion Week in September 2011, Burberry did a direct campaign with an everyday consumer (not just the editors and fashionistas) to showcase their new line in what they called a #tweetwalk, letting users tweet about what they liked (or didn’t). It created an immediate signal between the company and its broad users.
It was an interesting first step.
Every brand already has the ability to get direct feedback from consumers on what they like; the friction cost of doing this is effectively zero through a social media conversation. But Burberry stopped short of doing what makes the most sense to their bottom line. Imagine if they’d actually created a video of a runway walk that enabled click to order. They could produce only what was ordered, and thus reverse their supply chain to produce only what is already sold. They could even allow customers to request products in particular colors at premium prices. Social gives companies more control to operationally adjust their offers and create zealots by better collecting and amplifying even weak signals.
This puts the customer at the center of the company much more than any lip service about being “customer centric.” Today, we see brands asking consumers to “like” them on Facebook as a way of getting permission to push them information. The brand is still the central part of that communication. Imagine what that dynamic becomes when using the power of pull. Ask yourself, what would it look like to put customers at the center?
Many of you already know of Kickstarter as the largest funding platform for creative projects in the world. Several other platforms exist to allow community to fund expansion. When no one funds you, you know there’s no market for your idea. This changes more than the economic source. When a community invests in an idea, it also co-owns its success. In other words, it’s not just socially funded; it’s socially meaningful.
Now, let’s go back to that imagined home entertainment system. What if you — and everyone else shopping for a similar system — could signal your desired systems and have Best Buy choose one of hundreds each week to showcase (or perhaps choose the most popular per region). You would then have a reason to check out that configuration in a retail store — to see it and feel it — and then order it so they could come set it up at your place. See how that changes the retail experience from generic long aisles of commodity items to customized and community experiences? That is what social allows.
A Cycle of Profitability
When companies figure out how to shape their design, production, and manufacturing cycle from rigid planning and production systems to unique customer-driven experiences, they’ll design a way to respond in smaller bursts of more profitable cycles.
By allowing customers to directly fund an expansion, companies will know exactly what to build, and what is extraneous. By allowing signals to direct production, there’s an opportunity to learn immediately what the market responds to. Organizations can be in a constant conversation to learn what is working and what is not, and adapt on the fly. These nimble organizations consistently try new things, adapt to what works and thus improve the bottom line. What is interesting about this approach is that no company has to get it “right” the first time, as much as know how to learn and discover what works for growth.
The 800-pound gorilla dominated at a time when companies needed and used more capital, when the value chain could be profit maximized through vertical integration. To run this kind of organization, leaders had to be focus on being big enough to enable scale — because that’s where the profits once were. Once an organization got big, it took a lot to displace it. But the social era demands something more of our organizations. Something that is qualitatively different. The social era rewards the gazelles — the ones that are fast, fluid, and flexible.
Courtesy: http://blogs.hbr.org/cs/2012/02/why_porters_model_no_longer_wo.html?cm_mmc=email-_-newsletter-_-strategy-_-strategy031512&referral=00210

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Five ways to crack the whip when it is needed…

Vipul Mali — Thu, 15 Mar 2012 11:39:23 +0000

The new-age boss is expected to be the benevolent guide who will always back his team, hand-hold each member and push them to succeed by carefully eroding their faults. But there are times when he has to crack the whip.
It may result in wrath and the boss’s popularity may dip for a while, but to hold the team in steadfast discipline is a propelling factor. There are ways a boss can rein in errant team members without causing unnecessary damage, says ET.
Be the change
Many managers call their team for a meeting and turn up late, washing away the relevance of the issue that was to be discussed, says R Elango, HR head of MphasiS. The team tends to mimic the ways of the manager, and this shows in their attitude in meetings and the work coming out of it.
Leave out ambiguity
“When setting targets and key result areas, the boss will have to be very clear on what he expects from each one of them so there is no place for ambiguity, which results in indiscipline,” says Ronesh Puri, managing director of Delhi-based executive search firm, Executive Access.
Reward and Punish
A team head should know follow the reward and punish principle, says Elango. So if employees exceed the performance criteria but are indisciplined in their approach towards work and others during team tasks, then they should not be rewarded. Similarly, to ensure a balanced approach, an employee who may be disciplined but is not a performer should not be rewarded.
Say it Loud and Clear
An employee may not know he or she is not following the rules, and will continue if not checked. The first step, says Puri, is to talk to them and explain clearly that such behavior will not be tolerated.
The manager should find a reason behind such behavior and if it continues, send a warning letter stating the consequences could impact their appraisal. If the employee still takes it lightly, the boss should go ahead with giving him or her poor rating during review and mention why.
Set the Team Tasks
The manager should get employees to work in as many team tasks as possible. This brings in a sense of responsibility, and they will know their performance will impact others’ grading as well.
An indisciplined employee may not follow instructions to the team initially but will realize how his or her waywardness is leading to low scores, for which colleagues will hold them accountable. This often is a factor that pushes people to change their ways and work better.
Article courtesy of Economic Times

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The Magic of Doing One Thing at a Time

Vipul Mali — Thu, 15 Mar 2012 11:10:16 +0000

Why is it that between 25 and 50 per cent of people report feeling overwhelmed or burned out at work?
It’s not just the number of hours we’re working, but also the fact that we spend too many continuous hours juggling too many things at the same time.
What we’ve lost, above all, are stopping points, finish lines and boundaries. Technology has blurred them beyond recognition. Wherever we go, our work follows us, on our digital devices, ever insistent and intrusive. It’s like an itch we can’t resist scratching, even though scratching invariably makes it worse.
Tell the truth: Do you answer email during conference calls (and sometimes even during calls with one other person)? Do you bring your laptop to meetings and then pretend you’re taking notes while you surf the net? Do you eat lunch at your desk? Do you make calls while you’re driving, and even send the occasional text, even though you know you shouldn’t?
The biggest cost — assuming you don’t crash — is to your productivity. In part, that’s a simple consequence of splitting your attention, so that you’re partially engaged in multiple activities but rarely fully engaged in any one. In part, it’s because when you switch away from a primary task to do something else, you’re increasing the time it takes to finish that task by an average of 25 per cent.
But most insidiously, it’s because if you’re always doing something, you’re relentlessly burning down your available reservoir of energy over the course of every day, so you have less available with every passing hour.
I know this from my own experience. I get two to three times as much writing accomplished when I focus without interruption for a designated period of time and then take a real break, away from my desk. The best way for an organization to fuel higher productivity and more innovative thinking is to strongly encourage finite periods of absorbed focus, as well as shorter periods of real renewal.
If you’re a manager, here are three policies worth promoting:
1. Maintain meeting discipline. Schedule meetings for 45 minutes, rather than an hour or longer, so participants can stay focused, take time afterward to reflect on what’s been discussed, and recover before the next obligation. Start all meetings at a precise time, end at a precise time, and insist that all digital devices be turned off throughout the meeting.
2. Stop demanding or expecting instant responsiveness at every moment of the day. It forces your people into reactive mode, fractures their attention, and makes it difficult for them to sustain attention on their priorities. Let them turn off their email at certain times. If it’s urgent, you can call them — but that won’t happen very often.
3. Encourage renewal. Create at least one time during the day when you encourage your people to stop working and take a break. Offer a midafternoon class in yoga, or meditation, organize a group walk or workout, or consider creating a renewal room where people can relax, or take a nap.
It’s also up to individuals to set their own boundaries. Consider these three behaviors for yourself:
1. Do the most important thing first in the morning, preferably without interruption, for 60 to 90 minutes, with a clear start and stop time. If possible, work in a private space during this period, or with sound-reducing earphones. Finally, resist every impulse to distraction, knowing that you have a designated stopping point. The more absorbed you can get, the more productive you’ll be. When you’re done, take at least a few minutes to renew.
2. Establish regular, scheduled times to think more long term, creatively, or strategically. If you don’t, you’ll constantly succumb to the tyranny of the urgent. Also, find a different environment in which to do this activity — preferably one that’s relaxed and conducive to open-ended thinking.
3. Take real and regular vacations. Real means that when you’re off, you’re truly disconnecting from work. Regular means several times a year if possible, even if some are only two or three days added to a weekend. The research strongly suggests that you’ll be far healthier if you take all of your vacation time, and more productive overall.
A single principle lies at the heart of all these suggestions. When you’re engaged at work, fully engage, for defined periods of time. When you’re renewing, truly renew. Make waves. Stop living your life in the gray zone.
Courtesy By: http://blogs.hbr.org/schwartz/2012/03/the-magic-of-doing-one-thing-a.html

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6 Reasons Why You Didn’t Get The Job

Vipul Mali — Tue, 13 Mar 2012 06:05:04 +0000

Why You Didn’t Get the Job: A Candid Chat with the (Hypothetical) Boss

Wouldn’t it be great if hiring managers could tell us exactly why we didn’t get the job?

No more second-guessing why your resume disappeared into the hiring “black hole.” No more wondering why your seemingly perfect interview never turned into a callback. Just clear, honest feedback.

Well — let’s pretend they can talk.

In this post, we’re sitting down with a fictional hiring manager, “Betty Boss,” to get to the bottom of why you didn’t make the cut. This week, we’ll cover the things you can control — like your resume, your application, and how you present yourself in interviews. Next week, we’ll tackle the things you can’t control (and what to do about them anyway).

Let’s jump into the interview.

Me: Thanks for joining us, Betty.

Betty Boss: Happy to be here.

Me: Let’s start with the basics. What’s one big reason someone didn’t get hired?

Betty: Simple — I never saw your resume.

If your resume doesn’t make it past the Applicant Tracking System (ATS), or gets filtered out by an HR screener, I’ll never even know you existed. It’s not personal — it’s just the process.

Today, your resume needs to speak to four audiences:

The ATS
The HR admin
The recruiter or HR partner
The hiring manager (me)

If it doesn’t satisfy all four, it won’t land in front of me.

Me: Got it. What’s another common reason?

Betty: I had no idea why you applied.

Too many applicants hit “apply” without considering whether they’re truly a fit. If the job requires a CPA license and you don’t have one — I won’t bother guessing why you think you’re qualified.

Sometimes people are switching careers or industries — and that’s okay — but if your resume doesn’t clearly explain the why and show evidence you’re making that transition seriously (like courses, side projects, new skills), I’m not going to take the risk.

Me: And when a resume does land on your desk?

Betty: It needs to stand out.

I’m looking through dozens of resumes. I don’t want vague language like “Responsible for a $17M budget.” I want to know what impact you made — how you saved money, led change, improved results. Specific, measurable achievements grab my attention.

Me: Some candidates might say they’re not expert writers…

Betty: That’s the reality of business. Presentation matters.

Whether you’re selling a product or yourself, the way you package and present your value affects how people perceive it. A strong, clear, well-formatted resume can set you apart — even if your experience is the same.

Me: Let’s talk interviews. What’s a red flag?

Betty: It was a nice conversation — and that was the problem.

We talked about hobbies, moving to the city, raising teens… but the candidate never made the case for why I should hire them. I need someone who makes me confident they’ll solve my business problem. If you don’t do that in the interview, it’s a missed opportunity.

Me: Anything else that candidates overlook?

Betty: Yes — not showing genuine interest in the specific role.

You said you were “exploring options.” That doesn’t tell me you’re excited about this job. Hiring someone is a big commitment. I want someone who’s ready to roll up their sleeves and tackle the role, not someone who’s just browsing.

Me: OK, one last question — any final insight?

Betty: Timing.

Sometimes I didn’t hire you simply because someone else moved faster. Maybe your interview went well, but another candidate followed up immediately, stayed responsive, and had advocates vouching for them. Meanwhile, you delayed, were slow to respond, or appeared distracted by other offers.

When I’ve got approval to hire, I move quickly. If you’re not ready, I’ll move on to someone who is.

Me: Thanks, Betty. That was honest — and really helpful.

Betty: Glad to help. Best of luck to your readers. And remember — hiring is business, not personal. Make your case clearly, confidently, and fast.

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Why You Didn’t Get the Job: A Candid Chat with the (Hypothetical) Boss

Me: Thanks for joining us, Betty.

Me: Let’s start with the basics. What’s one big reason someone didn’t get hired?

Me: Got it. What’s another common reason?

Me: And when a resume does land on your desk?

Me: Some candidates might say they’re not expert writers…

Me: Let’s talk interviews. What’s a red flag?

Me: Anything else that candidates overlook?

Me: OK, one last question — any final insight?

Me: Thanks, Betty. That was honest — and really helpful.

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