Summary of “80% Of Jobs Are Not On Job Boards: Here’s How to Find Them”

I’d like to express my gratitude by sharing my personal thoughts and information to better equip you during your career transition and job search.
This is referred to as the “Hidden jobs market.”
Those who find jobs in this hidden market are individuals who effectively network with other people.
The other 20% of jobs that are posted online, will be a maze of confusion and fierce competition with multitudes of candidates already ahead of you.
Veterati helps you connect with the right people to find answers to common questions related to employment, education and entrepreneurship.
Veterati empowers you to take charge of your transition by offering you a way to connect with people who volunteer their time to be your mentor.
Here is the best part Mentors are people who can help you tap into the hidden jobs market, and expand your social network by referring you to others they know.
PS. Want more advice? Book me on Veterati for a mentor phone call HERE!.

The orginal article.

Summary of “What Science Says About Identifying High-Potential Employees”

As Henry Ford is credited as saying, “The only thing worse than training your employees and having them leave is not training them and having them stay.” In the real world limited budgets force organizations to be much more selective, which explains the growing interest in high potential identification.
For less complex jobs, like manufacturing, top employees outperform average employees by a median margin of about 50%. However, for medium complexity jobs, such as trainers or first line sales managers, that difference grows to 85-100%, and for highly complex jobs, such as senior leadership roles, the contribution of top performers is more than double that of the average performer.
As academic reviews noted, the first and most important decision that needs to be made in this regard is to decide “Potential for what?” Unfortunately, most HiPo interventions focus on individual career success – “Potential to move up two roles in five years” is a common definition – but the ability to advance one’s own career does not guarantee that one will make a crucial contribution to the organization.
Most organizational leaders – and it would be hard to argue that these people have not attained individual success, since they got to the top – don’t have a positive impact on their teams and organizations, with estimates suggesting that at least 1 in 2 leaders cannot engage employees and fail to turn their teams or organizations into high performing machines.
Any role requires abilities beyond cognitive ability.
Potential for performing in a leadership role at the executive level requires strategic thinking and the ability to adapt an organization for the long-term future.
Social skills involve two fundamental abilities: the ability to manage yourself and the ability to manage others.
Employees likely to succeed in bigger, more complex jobs are first able to manage themselves – to handle increased pressure, deal constructively with adversity, and act with dignity and integrity.

The orginal article.

Summary of “4 Ways to Work From Home After You Retire”

About 60% of workers over the age of 60 say they plan on picking up another job after they retire.
While some people never want to work another day in their life once they retire, others may need a job to make ends meet.
If you do choose to work after you retire, technology gives you more options than ever with the possibility of working from home and doing everything from the comfort of your couch.
Many job applications ask for a lot of personal information, such as your full name, phone number, and home address.
Most companies have some sort of customer service department, and for many businesses, it’s cheaper to outsource those jobs to people who work from home part-time than hire full-time, onsite employees – so there are lots of these jobs available.
These jobs typically pay around $10 to $20 per hour depending on the company and how much experience you have.
There are a variety of ways to find jobs as a virtual assistant.
These jobs won’t make you a millionaire, but if you want to earn a little extra cash after you retire to either help pay the bills or give you something to occupy all your free time, they may be the answer.

The orginal article.

Summary of “How Did Marriage Become a Mark of Privilege?”

A big reason for the decline: Unemployed men are less likely to be seen as marriage material.
As marriage has declined childbearing has not, which means that more children are living in families without two parents and the resources they bring.
Less educated people are more likely to move in with boyfriends or girlfriends in a matter of months, and to get pregnant at a younger age and before marriage.
The decline in marriage was not offset by more couples living together.
When thinking about how to make families more stable, researchers debate whether the decline in marriage is an economic issue or a cultural one.
Even if jobs returned, an increase in marriage wouldn’t necessarily immediately follow.
It’s clear from research that if relationships progressed more slowly, and childbirth came later, families would be more stable.
Mr. Wilcox suggests a bigger emphasis in high schools and pop culture on what’s known as the success sequence: degree, job, marriage, baby.

The orginal article.

Summary of “How to Motivate Employees to Go Beyond Their Jobs”

As a result, a critical task for successful managers is to motivate their employees to engage in these extra-role behaviors, which researchers refer to as “Citizenship behaviors.” Given the importance of citizenship behavior for organizational success, it is important that managers help employees find the best possible ways to go beyond the call of duty in order to help make work more meaningful and less depleting.
These are important decisions because research shows that when employees are willing to go beyond their formal roles by helping out coworkers, volunteering to take on special assignments, introducing new ideas and work practices, attending non-mandatory meetings, putting in extra hours to complete important projects, and so forth, their companies are more efficient and effective.
As a result, a critical task for successful managers is to motivate their employees to engage in these extra-role behaviors, which researchers refer to as “Citizenship behaviors.”
As this work continues, consensus is emerging that citizenship behavior tends to have negative implications when employees go above and beyond at work not because they intrinsically want to, but because they feel that they have to, or when they are unable to carry out their regular job duties and be a good citizen at the same time.
Given the importance of citizenship behavior for organizational success, it is important that managers help employees find better ways to go beyond the call of duty in order to help make work more meaningful and less depleting.
Whereas job crafting captures how employees redesign their formal role at work, citizenship crafting is based on the notion that employees can proactively shape the ways in which they to go beyond the call of duty such that they not only contribute to the organization, but that they are also personally meaningful, rewarding, and consistent with their strengths.
First, to the extent that jobs contain tasks that align with employees’ intrinsic motives, and are absent of tasks that employees feel forced to complete, job performance tends to be significantly higher; as such, citizenship crafting should result in higher quality and more impactful acts of citizenship.
Finally, citizenship crafting should reduce the need for managers to rely on extrinsic sticks and carrots to motivate employees to go the extra mile.

The orginal article.

Summary of “Five Things I Learned from Master Investor, Chris Dixon”

In fact I don’t think the idea of how to think critically ever really crystallized for me until one day I found Dixon reading both the New York Times and the Wall Street Journal.
Turns out computers and life are a lot about self-reliance and figuring things out by bashing your head against them until you get them working.
4) Start Small, Build BigWhen most people set out to build a new company they try to boil the ocean.
If you can’t master the basics you sure as hell can’t handle the Lotus Palm.Start small, grow big.5) Design with the Strengths of the SystemWhen you decide what you want to do, whether it’s write a book, start a business or quit your job and travel that world, you’ll want to cut with the grain, not against it.
If you’re going to start a new business, pick something you’re interested in and know better than anyone else not something you read about last week that sounds cool.
Dixon once showed me a little game he’d designed on a new kind of hand held computer, called a Palm Pilot.
The Roots of YourselfNow that Dixon is a famous business man people probably want all kinds of things from him.
You didn’t know you were teaching me anything, Chris, but you did and I listened and remembered.

The orginal article.

Summary of “As Amazon Pushes Forward With Robots, Workers Find New Roles”

Amazon even sponsors an annual contest to encourage more innovation in the category.
Mr. Ford, the author, believes it is just a matter of time before the employment picture in Amazon’s warehouses changes.
“I would not say that overnight huge numbers of jobs disappear. Maybe the first indication is they don’t get rid of those people but the pace of job creation slows down.”
Amazon’s Mr. Clark said history showed that automation increases productivity and, in some cases, demand from consumers, which ultimately creates more jobs.
He said warehouse workers would continue to work in technologically rich environments.
“It’s a myth that automation destroys net job growth,” he said.
In the case of the Florence facility, it opened up the new opportunity for Ms. Scott.
“The robot will work the same all day long,” said Edward Cohoon, who supervises Ms. Scott and other Amazon workers as they tend to individual robots.

The orginal article.

Summary of “To Understand Rising Inequality, Consider the Janitors at Two Top Companies, Then and Now”

The 10 most valuable tech companies have 1.5 million employees, according to calculations by Michael Mandel of the Progressive Policy Institute, compared with 2.2 million employed by the 10 biggest industrial companies in 1979.
Major companies have also chosen to bifurcate their work force, contracting out much of the labor that goes into their products to other companies, which compete by lowering costs.
The company estimates 1.5 million people work in the “App economy,” building and maintaining the mobile applications used on Apple products.
Pay for janitors fell by 4 to 7 percent, and for security guards by 8 to 24 percent, in American companies that outsourced, Arindrajit Dube of the University of Massachusetts-Amherst and Ethan Kaplan of Stockholm University found in a 2010 paper.
J. Adam Cobb of the Wharton School at the University of Pennsylvania and Ken-Hou Lin at the University of Texas found that the drop in big companies’ practice of paying relatively high wages to their low- and mid-level workers could have accounted for 20 percent of the wage inequality increase from 1989 to 2014.The same forces that explain the difference between 1980s Kodak and today’s Apple have big implications not just for every blue-collar employee who punches a timecard, but also for white-collar professionals who swipe a badge.
Companies should outsource work when the need for staff is lumpy, such as for software companies that may need dozens of quality-assurance testers ahead of a major release but not once the product is out.
Firms in the United States are legally required to offer the same health insurance options and 401(k) match to all employees – meaning if those programs are made extra generous to attract top engineers, a company that doesn’t outsource will have to pay them for everyone.
“But they consider themselves a global company, not necessarily a Cupertino company.” She said she has never met Tim Cook, Apple’s chief executive.

The orginal article.

Summary of “It’s a Myth That Corporate Tax Cuts Mean More Jobs”

Their huge tax savings have enriched executives but not created significant numbers of new jobs.
Our report analyzes the 92 publicly held American corporations that reported a profit in the United States every year from 2008 through 2015 and paid less than 20 percent of their earnings in federal income tax.
We chose this particular tax threshold because, as Mr. Stephenson mentioned, House Republicans are proposing to reduce the federal statutory corporate tax rate to 20 percent, down from the current 35 percent.
At the companies that cut jobs, chief executives’ pay last year averaged nearly $15 million, compared with the $13 million average for S&P 500 companies.
Instead of tax-rate cuts for these big corporations, the coming tax debate in Congress should focus on making wealthy individuals and big corporations pay their fair share.
Why should hedge fund investors and other Wall Street traders pay no tax at all when they engage in short-term buying and selling of millions of dollars’ worth of stocks and derivatives? A fee of just a small fraction of 1 percent on each Wall Street trade would encourage longer-term investment while generating huge revenue for real job creation.
At a town hall this month at AT&T headquarters in Dallas, Mr. Stephenson urged his employees to call Congress and demand a corporate tax cut.
The message policy makers really need to hear? Stop peddling the myth that “Tax relief” for big companies will be good for the rest of us.

The orginal article.

Summary of “Never, Ever Take A Job Before Asking These Ten Questions”

The first weekend after I started the job, the COO called me at home.
I went to the CFO, my direct manager, and told him that I couldn’t do the job he hired me for if I also had to babysit his irrational peer the COO. He told me the problem would go away.
I told him the three of us – the COO, the CFO and I – had to talk, or else I would confront the COO myself.
I told him that he hired me and my performance in the job, not to mention the future of the company in general, was on his shoulders more than mine.
I can’t figure out why everyone is afraid of the COO, who is a cocky, obnoxious, unintelligent person with no job description and no fans in the company.
Two days later the COO called me on my cell to rant at me.
Nothing good can happen for them or anyone who works there as long as the CEO lets his COO run amok, so I quit.
I interviewed with the COO before I got the job, and he acted completely normal.

The orginal article.