Category: Career Development

Beyond Work is our line of resources for people and community leaders looking for something new and innovative, be it a new job, career change, or personal development outside of work. Read this category specifically for Career Development.

  • Career Spotlight: Most Stressful Jobs

    Career Spotlight: Most Stressful Jobs

    Do you like to live on the edge? If so, you might find your future career on the most stressful jobs list. A recent study suggests that jobs that require you to face unpredictable conditions, immediate dangers and high-stakes situations rank among the most stressful of 2014.

    According to a study from job search site CareerCast, jobs where people are putting their lives on the line are the most stressful. Who tops the list you ask? Military personnel (enlisted and generals), firefighters and airline pilots are all there.

    According to the site, salaries and education levels for the most stressful jobs vary. The median salaries and education required for those jobs are:

    Enlisted Military Personnel – $28,840 (GED or high school diploma)

    Military General – $196,300 (varies: specialized training, may also require a master’s degree)

    Firefighter – $45,250 (training varies: certificate, 2 years or 4 years of college)

    Airline pilot – $114,200 (training varies: license, 2 years or 4 years of college)

    According to ONET, the only one of these careers that will be considered high demand in the next several years is a career as a Firefighter.

    If you are interested in learning more about these careers, check out these links: Military Careers,Firefighter, Airline Pilot.

    Would you want to have one of these most stressful jobs? Why or why not?

  • Career Spotlight: Legislative Aide

    Career Spotlight: Legislative Aide

    Are you a good communicator? Do you enjoy doing research and analyzing data? Is making arrangements and planning trips something you love to do?

    If so, you should consider a career as a Legislative Aide!

    Legislative aides work with representatives, senators and government officials to manage communication with constituents, organize representatives’ schedules, research legislation and typically direct activities in their offices. The requirements for a position as a legislative aide often vary according to the office and needs of the legislator.

    Education Required:

    Associate Degree or Bachelor’s Degree

    Skills and Personal Abilities:

    Written and Oral Communication

    Organization

    Critical Thinking

    Monitoring

    Pathways and Salary Information:

    Most employers require that legislative aides have a bachelor’s degree. There is no specific degree of study required to work as a legislative assistant, but degrees in fields of political science, social science, business or public administration may be preferred. So, one pathway to becoming a legislative aide is by obtaining an undergraduate degree. You may also want to enroll in a graduate program, pursue internships and volunteer opportunities as well as obtain experience in administrative support. If you would like more information about legislative aides, check out this article from Chron.

    Legislative aides carry different titles as well as salaries. Check out Congressional Staff Salaries here.

    Legal assistants and paralegals are often grouped in the same category as legislative aides. Another pathway to becoming a legislative aid is to become a paralegal. The median wage for a paralegal is $47,570 in the state of Alabama and the field is growing. Several community colleges offer a 2 year degree for legal assistants/paralegals. If you are interested in learning more about paralegals/legal assistants, check out this BLS website.

    Would you want to be a legislative aide? Why or why not?

  • How to Answer the Interview Question “What is your greatest weakness?”

    How to Answer the Interview Question “What is your greatest weakness?”

    How to Answer the Interview Question “What is your greatest weakness?”

    I can just hear the canned answers to the question, “What is your greatest weakness?” from an interview candidate.

    Most of the time the response goes something like this… “Well, I’m a perfectionist.” Or, even better, “I’m a workaholic.”

    Or how about the question, “Tell me about a time when you’ve failed?” and the candidate just stares at you before responding, “Well, I can’t think of a time when I’ve failed.”

    I’ve actually had more than one student being interviewed for an ambassador program at a their high school tell me and the other panelists on the interview team that they have never failed.   This may be a lesson for another day about parenting, but we’ve all failed. Obviously, these kids haven’t learned anything from it.

    And that’s the point. The reason the interviewer is asking you these questions that seem to seek to convey you in a negative light or get you to throw your own self under the bus, is nothing of the sort. It is actually an assessment to see how you have learned from or adapted from weaknesses and failures.

    So how do you move beyond the canned answers and respond to these difficult questions without hanging yourself out to dry?   You answer them the way you should answer any other interview question, and that is through the STAR or (SAR as some use) method.   (For a worksheet to answer questions using this method, click here for the Behavioral Based Interview Prep Tool)

    This method, with any interview question, outlines a response by the candidate defining:

    1. The Situation.   Think about a time where a weakness of yours has been demonstrated or a time when you failed. Describe that situation to the interviewer.

    Example: “The company I worked for honored industries in the area that were celebrating 25 year anniversaries.”

    2. The Task:   Describe what your assignment/task was related to the situation.

    Example: “I was asked to invite members of the leadership team of the company to a dinner in their honor.”

    3. The Action: Describe what you did to fulfill that task.

    Example: “I called the CEO of the company and invited him and his leadership team to the dinner and gave him the details of the event. He said he would call back with a headcount once he found out who could attend from his team.”

    4. The result: Describe what happened because of your action(s).   In the case of questions related to a negative trait or situation, this response should include what you LEARNED as result that led you or would lead you to take a different action next time.

    Example: “The CEO called back and said he would have 20 people from his company attend. This was way over the number of people we had planned for which made the event way over budget.   I had to express to him by ‘leadership team’ I meant his top 3-5 leaders; he had included all of his middle managers in his ‘leadership team’.  

     

    It was my mistake that I wasn’t clear with him, so I apologized and we absorbed the added cost.   From this, I have learned that I need to be more specific in my communication with others.   For example, I should have given him the number 3-5 people, not assumed that he could read my mind that this was the number of people we were thinking. Now I always make a point to be specific when communicating details and requests to others.”

     

    Let’s face it, we all have weaknesses and we’ve all failed. Trying to hide that by acting like we don’t doesn’t make us look like the ideal job candidate, it makes us look like we’re lying, or quite honestly, dumb. Instead, be honest when these questions come up, because they will, and tell the interviewer about a specific situation (just like you should do with every interview question) how you responded to it, and most importantly, what you LEARNED that led to change behavior so you won’t make the same mistake again at their organization.

    Need more help as a job seeker? We have just the tool for you.

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  • 1 Tip for Stay-at-Home Moms and Dads Ready to Re-enter the Workplace

    In talking with a successful realtor (see her story on Thursday’s blog post!) about her transition back into the workplace after ten plus years out of the pay-for- working world (believe me she WORKED while she was at home, she just didn’t get paid to do it) her advice to those seeking to do the same was simple:

    Figure out where you frequent and pursue work opportunities there.

    Where you frequent could be a physical place or it could be a place in your mind. For example, this stay-at-home mom turned realtor featured on House Hunters found that she loved looking at and thinking about properties and houses and also had a desire to promote the community she loved, which she had done quite frequently through volunteer work with the schools and the hospital in town. She realized that she could continue to promote the community through marketing and selling homes, and in fact, this could potentially be the best way for her to give back and make the most impact to promote her community.

    In considering where you frequent look around and consider the jobs that may be available there.

    1. Where do you volunteer your time regularly? The animal shelter, library, volunteer centers, churches, etc. all have full and part-time positions that you may be suited for.
    2. Are you drawn towards volunteering frequently at your child(ren)’s school? Teaching or a role in education may be an option to consider. Teach.org has more information on how to get certified to teach state by state.
    3. Love to shop? Where is your favorite place to shop? People get paid to work there! Ask about job opportunities that may be a fit for you at your favorite store.
    4. Have a hobby? There are probably people in the market for what you make or the skills you have. Check out this post on where you can tap into the “free agent” society for your goods and skills: Are you a free agent by nature? All of the following are platforms to do this:

    Etsy

    Udemy

    Google Helpouts

    Freelance.com

  • 3 Steps for Growing Future Leaders with a Job Shadowing or Internship Program

    3 Steps for Growing Future Leaders with a Job Shadowing or Internship Program

    Do you want to grow tomorrow’s talent today? Some of the best companies know the value of an internship program to their talent management strategy. And current research shows that 40% of interns return to the organization they interned with for full-time employment   If you’re a college student, participating in an internship(s) is one of the best methods for ensuring job offers come your way before you graduate.   In fact, choosing a college based on their relationships with top employers and their established, quality internship programs should be a key factor in vetting a college.

    If your organization is considering how to best maintain a talent pipeline, establishing a job shadowing and internship or Co-Op program is a great way to groom and vet talent.  If you’re a university career center professional, establishing relationships with employers, launching successful internship programs is a critical factor in your success.  Starting small and growing a program may be the best route instead of trying to do everything at once.

    Step 1:  If you are an organization, start a job shadowing program through a simple bring your kid(s) to work day once or twice a year.  This can be as simple as having announcing to your staff the day that this will occur and encouraging them to bring their kid(s) to work to observe what they do all day.

    If you want to make the program more robust, consider surveying the students about what they want to be when they grow up and working to match the students interests with people in those roles instead having them simply shadow mom or dad.   Better yet, provide career assessments to students and use that to help match students to talent in your organization.

    Step 2:  Form a partnership business and school partnership to establish a job shadowing day for high school students and an internship or Co-Op program for college students.   Start with one at a time. Work to understand goals of each entity and then design and establish the program meet mutual goals.

    Step 3: This step really goes hand-in-hand with Step 2, but establishing a structured program that best fits the needs of both parties is important.  The structure needs to involve requirements to be a part of the program, application procedures, a calendar for the program and individuals within your company that agree to mentor an intern. Some things to consider when you structure a program are:

    • Model your program after some of the best out there
    • Focus on critical skill development areas where your organization is lacking or will be lacking in talent.  Worried about engineering, computer science or nursing positions, for example, then partner with those departments for your program.  It does not have to be a program that is open to all.  If you’re a college professional, you probably want to establish internships in the “fuzzier” program majors like the liberal arts.  Placement for these majors is more difficult, so establishing relationships with employers who want to take students from these majors is wise.
    • Provide training to those that are acting as mentors to students and allow them time to focus on development of that intern, which may mean removing some responsibilities from them in order to do so.
    • Focus on soft skill development through teambuilding, communication and problem solving activities and assignments.
    • Focus on exposure to a variety of people and experiences throughout the program, including fellow interns.
    • Focus on promoting the company as an employer of choice through exposing interns to the benefits of working with your company.  This may involve education about what “benefits” really are beyond what is traditionally focused on like salary and healthcare.
    • Design a way for high performers to get job offers before their internship experience is over- don’t loose them.   College professionals should help employers structure this, which will help with first destination rates for the school.
    • For college professionals, be careful about the partnerships you create around the issue of paid vs. non-paid internships.   Based on the current legal environment, we recommend you partner only with those who offer paid opportunities given that the definition of a non-paid intern is established, but gray at best.