How to quit your job

Quitting your job means two things. First, you are ending a business relationship. Secondly, you are quitting, not bargaining. Let’s explore each one of these.

Despite the friendships and camaraderie (or antipathy, for that matter) you may have developed at your current job, you are still ending a business relationship. For that reason, you need to quit in writing. Even if you’re leaving a job flipping burgers, crafting a resignation letter will make you look more professional. If anything, it gives you good practice.

Your letter should be in business format, and it should include the following items:

* your intent to leave

* the date on which you will leave

* the date on which you are submitting the letter

* your signature

That’s it. You don’t need to apologize, say thank you, or explain why you’re leaving. All that needs to go in your personnel file is the bare facts.

Your letter may end up being quite sparse, and that’s okay. While you do need to address the letter to an individual, the real recipient of it is the business.

Here’s an example of a resignation letter:

Jane Doe

1234 Main Street

Anytown, USA

555-555-5555

Human Resources

The Company

1234 Big Business Street

Anytown, USA

[Date you submit]

Human Resources Manager:

This letter is to inform you that I am resigning my position as [Position Title] with [Employer Name]. My last day will be [Date of last day].

Sincerely,

Jane Doe

Whoah, the address takes up more room on the page than the resignation itself. Make sure that your effective date is at least two weeks from the date you turn it in. Longer if you’ve signed a contract with a specified time. Resist the urge to pad and apologize. Put the letter in an envelope, addressed with the name, title, and department of the appropriate person. Place a copy of it with your personal papers. You are ready to handle the niceties in person, where it counts.

Be sure to hand over your letter to the appropriate individual in person. You want to be up front about what you’re doing. On a differently practical level, you want to make sure that she receives it. Tell the individual that the letter is time sensitive, and that you will be available for the remainder of the day to discuss its contents. Be available.

Different companies and people react differently to resignations. Depending on your job and your relationships, some companies will escort you out the door. Others will try to tempt you to stay by offering more money, promotions, lateral transfers, and so forth. If you are escorted out, so be it. It doesn’t mean that you’ve done anything wrong or ruined your relationship; it just means that’s how they do business. Turn down offers. They seem attractive in the short term, but few people who rescind their resignations are happy.

Some companies will ask you to perform an exit interview. Avoid criticizing your employer or harping on suggestions you’ve offered in the past. In a sense, you are no longer responsible for anything other than wrapping up your work. In your absence, criticisms you make may be misinterpreted, and you can end up accidentally burning bridges.

When pressed, say that you think you’ve found an opportunity that fits you better. Don’t gloat over a new salary or benefits package. Don’t bad mouth the place you’re leaving. Do enjoy going out to that farewell lunch or party with your coworkers. Be generous with information about your job, projects, and responsibilities on your way out. One of your goals of leaving is not just to make it smooth for you, but also for the place you are leaving.

Finally, after you’ve left, continue to maintain your personal relationships. Don’t push too much for work gossip; you aren’t a part of that pack anymore. Do let people know that your life is all right and that you think of them.

About those thank-you’s that you were tempted to put in your resignation letter? Write them now. Thank the personnel department for any assistance with exit paperwork. Thank your old boss or supervisor for easing your transition—even if they didn’t. If appropriate, pass business their way, and make sure they know who it came from.

If you stick to these guidelines, you’ll end up leaving a job. But you won’t end up stepping on toes, offending people, or cutting off a part of your life.

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How to conduct a successful and effective business meeting

The bane of every worker or volunteer is the meeting that lasts for hours and accomplishes little. While some people simply stifle inner groans and tolerate whatever contortions managers, the board, or a committee wants to make, other people have identified and implemented ways to make meetings more meaningful for the participants.

Several talented managers have defined meetings as falling on a scale between rambling and unstructured to focused and structured. The goal of most of these managers is to get their meetings as far over toward the focused and structured as possible. In that vein, an effective meeting might be defined as one that:

-Takes only as much time as is needed to accomplish its goals

-Sticks to the subject

-Meets its objectives or goals

There are several practical tools that anyone chairing a meeting can use to make a meeting more effective. These tools are ones that have been suggested by top-level managers, meeting experts, association resources, and books and articles on the subject. They are intended to be practical resources that can be used immediately to make meetings more effective.

Agendas

It is nearly impossible to talk about effective meetings without discussing agendas. A properly prepared agenda can have a tremendous influence on the meeting¡¦s outcome. Some agendas are more effective than others. Cyril Houle, author of ¡§Governing Boards¡¨, says that a meeting agenda should be carefully planned: ¡§The items listed should not be merely sketchy notations indicating generally what is to be discussed but should be described at such length that the board will know what to expect. The person responsible for the presentation of each item should be noted, as should the expected length of time for its consideration at the meeting. Due care must be given to keep the agenda of the board meeting from becoming too full. If matters can be handled outside the meeting, they should be.¡¨ (Houle, Governing Boards, Jossey-Bass, San Francisco, CA 1989)

Many managers recommend that the meeting agendas be as detailed as possible. Simply putting down ¡§Treasurer¡¦s Report¡¨ is too vague and allows for too many unexpected issues to be brought up during a meeting.

Another manager suggests listing only committees on the meeting agenda that have something to report. Traditionally, an agenda might list every single committee, which leaves the committee chair feeling that they have to give some sort of report, even if they don¡¦t have anything to say.

Communication

Communication between meeting attendees is important. Letting all participants see an agenda before the meeting starts helps them come prepared to each meeting. It gives them a chance to review issues before the meeting begins and even get questions answered outside of the meeting.

Meeting Calendars

A meeting calendar can help a manager running a meeting determine when reports will be given and schedule issues to be discussed. This keeps participants from feeling that every issue must be discussed at every meeting. One manager said he uses the meeting calendar to help impose discipline at meetings. While the manager may not want to forbid anything that is not scheduled, he or she should encourage participants to stick to it.

Controlled Environments

Many managers have found that they can manipulate the meeting¡¦s physical environment to have a positive effect on the efficiency of meetings. Some managers even go so far as to remove all chairs from a meeting room, forcing participants to stand so that the meeting will go faster.

Even those managers that don¡¦t take things to such an extreme note the difference in length and meeting efficiency based on when they are held, where they are held, and the amenities available.

Meeting Procedures

Every meeting must have some sort of procedure by which it is run. General Henry Robert developed meeting procedures in 1876 by adapting the rules followed by the U.S. House of Representatives. Since that time, Robert¡¦s Rules of Order have been generally accepted as an efficient way to run a group meeting.

Some people, though, may resist Robert¡¦s Rules of Order as too stifling or because they inhibit debate. However, when used correctly, Robert¡¦s Rules can do just the opposite. They are ultimately meant to ensure that the majority is able to accomplish its goals while the views of the minority are protected and heard.

A danger to Robert¡¦s Rules of Order is what Edward Scannell, director of the University Conference Bureau of Arizona State University and past president of Meeting Planners International, calls ¡§motion sickness.¡¨ He points out that not all items require motions. If participants can agree to something quickly, then they should do so and save the procedures for when they are needed.

Consent Agendas

For every item opened for discussion, someone will feel obligated to say something. However, not all items that come before a group need to be discussed. There are always routine actions that must be voted upon due to tradition, bylaws, or policies. These might include contract renewals, ceremonial decrees, setting meeting times, etc. One way to reduce the amount of time spent on these routine items is for the chairperson to develop a consent agenda.

The consent agenda is given to all participants before the meeting. When the meeting starts, any participant can request that an item be removed from the consent agenda and opened for general discussion. All other items are voted on together, without further discussion.

It is important to note that the consent agenda should be used only to save time, not to push something through on an unaware team or board. The only items that should be placed on a consent agenda are those that are highly likely to pass unanimously without discussion or amendment.

Straw Votes

A straw vote is as much a consensus-building tool as a time-saving tool. A straw vote involves introducing an issue and allowing a moderate amount of discussion. When the chairperson senses that there is a majority or consensus on an issue, he or she can ask for a non-binding¡Xor straw¡Xvote on the issue using a show of hands. This enables participants to see whether there is a consensus and how other people are voting. If there is a clear majority, the chairperson can ask, ¡§Are you ready to vote?¡¨ The straw vote can cut down on discussion time as it reveals when a group is ready to vote, often long before they realize they are ready.

Discussion-Only Items

Some group shave found they can save time by bringing up an item at separate meetings. The first time an item is brought up it is either introduced without discussion (preferably at the end of a meeting) or introduced for discussion only. At the next meeting it can be brought up for a vote without any discussion. This method allows participants to work out any problems they have with the item between meetings instead of on the spot. They can then come to a meeting more prepared and comfortable with their decision.

The reward to implementing the tools discussed here can be a more effective meeting style.

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How to ask your boss for a raise?

You get the feeling at your desk. You’ve done so much in the past six months. Has anyone noticed or appreciated it? You want to find out and now. You desire to ask for a raise, but, is the timing right? You get paranoid...don’t want to mess up your chances; don’t want to seem to pretentious. You feel that you’re doing so much more than your co-workers and you want to be noticed and appreciated! What’s wrong with that? Absolutely nothing. But, one thing, you’ve got to get your ducks aligned before you attempt to do the dirty deed...

Timing It Right

If you have been in the position long enough to feel confident, comfortable, and able to handle an additional workload and your time spent there exceeds six months or more--by all means, considering asking for a raise. If what you desire is a change of position or a promotion, DO NOT consider this type of situation if you have been with the company for less than six months. It looks too hasty and gives the impression that you are not fully “into” your current position, which you should be with all of your heart at this point. It is great to show ambitions, the willingness to move around, or usefulness in different sections of the company, but too much ambition may actually be a “setback” in certain situations and frowned upon by certain skeptical employers.

Document Everything

Documentation and keeping “record” of what you do and what you’ve accomplished is key. Take notes on good things people have said about you. Is there anything specific in writing that reflects a good job you’ve done? Save everything that you do.

Meeting with “The Boss”

Before you meet with the boss, do some research on salaries for your position and use that as a guage for the raise. Usually, you won’t get more than 15 percent. Choose a day that is midweek, to make an appointment with your boss. If you feel that other events such as, the birth of a new baby, a new apartment or any extra responsibility in your life should be mentioned, by all means mention it. You have nothing to lose.

A Couple of Pointers Around the Office

Know who is who (who is important and who isn’t). Watch who you relate and associate with everyday if you are a newcomer to the company. Sometimes, you may initially be misled by certain individuals who have no scruples regarding a bright, green, and eager “new person” on the block. Take a couple of lumps, but don’t act out the naive newcomer to all around you. People only feed on that; they don’t support or nourish it.

Don’t Worry; Be Happy

Stay away from all negative people in your daily workday. Life is hard enough, as is adapting to new positions and you do not need Mr. or Mrs. Cynical going off about “this lousy place” in your presence. Do not allow anyone to color your view of things too much; but, be wary and shrewd. Do not entertain information about past employees, firings, harrassment, etc. You have too much at stake. Usually, employees will reveal this information all their own out of sheer ignorance. Be smarter than that!

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Oppression as a cause for working class poverty

The working class in America is a mixture of industrial and service workers who work for a wage. Although most people in America would assign themselves the economic class of 'middle class,' for purposes of this discussion, the working class will be defined as all workers who do not own capital and who work for a wage. Auto workers, secretaries, custodians, retail workers, and even middle management fall into this category. This group, as defined, consists of people with very different economic means: from low-wage earners living paycheck to paycheck, to salaried middle executives of business firms. Although superficially there may appear to be no connection between low-wage earners and middle management, they can both be viewed in terms of poverty and oppression. While poverty has historically been the perennial plague of low-wage workers, middle executives and management have become vulnerable in recent years to the oppression of a capitalistic economy.

Poverty as oppression in America is a direct result of the economic mandates and tendencies of capitalism. A capitalistic economy is inherently impersonal and concerned exclusively with profit. In the ubiquitous drive for profit, oppression becomes the relationship between workers and employers as employers try to maximize profits by minimizing wages. Thus the primary cause for poverty amidst the working class is oppression. Not only does capitalism require a marginal labor force of the unemployed to depress wages, but recently it has shown its need to eliminate employees and produce internationally to reduce costs. Thus the working class finds itself in periodic poverty due to oppression for three main reasons: unemployment, layoffs, and subcontracting.

Competitive capitalism demands a definite level of unemployment to reduce wages. A base level of unemployed workers increases the demand for lower level jobs. This lowers the acceptable wages as workers are forced to choose: either no work or whatever work they are offered, regardless of how low the wages are. The irony is very interesting. Capitalism as an economic force took away the worker's pre-industrial ownership of the means of production. The advent of industrial capitalism ended the system of craftsmanship and divorced the worker from the means of production. This left workers with only one asset to sell - their labor power.

Now that workers are forced to sell their ability to do work, capitalism has managed to devalue that capacity by producing an artificial excess of workers and an artificial shortage of work. This assertion is true, not simply leftist dogma. There is plenty of work to be done in American society, but not all of that work is profitable. And when too many people are employed and wages rise as a result, capitalistic enterprises become less profitable. At a certain point all profit would be lost to wages. Long before this point is reached, however, an employer must 'unemploy' some of its workers in order to remain profitable. Thus capitalism has the mechanism which creates unemployment built into its very fundamental principles. Full employment cannot be attained in a competitive capitalistic economy, and workers are thus oppressed into poverty by the economic system itself.

Layoffs are another form of capitalistic oppression. Traditionally, layoffs have been a way in which businesses have coped with an economic depression. The typical layoffs were largely industrial and blue-collar workers. According to a New York Times poll, a third of all American households have experienced a layoff in the last 15 years. Department of Labor figures show that only about 35 percent of those laid-off full-time workers end up in a equally paid or better-paying job.

From 1981 to 1983, the median pay for a worker who lost a full-time job and later was rehired fell $62 per week in 1994 dollars. From 1991 to 1993, the median pay drop had grown to $85 per week. Decent paying jobs in America have been replaced by jobs with lower wages, fewer benefits, and more hours. Many full-time jobs are being permanently lost as businesses increase their proportion of part-time workers. This replacement of full-time with part-time jobs creates a permanent tendency toward lower paying jobs without benefits.

While layoffs have been a part of every recession, now they are occurring in larger numbers during an economic recovery. Lately this trend has gained media attention as it has broadened from a low-wage-earner phenomenon to a trend which affects middle management and white-collar workers as well. In a reversal from the early 1980's, white-collar workers with some college education make up the majority of layoffs. This is because layoffs are not simply a compensation for an economic depression. Layoffs are a tool of oppression of the capitalistic system, which, in its drive for ever increasing profits must drive more and more workers, both blue and white-collar, closer and closer to poverty. The education and skills of these workers has in no way changed. There is no economic depression or negative market forces. The only justification for the current trend of increasing lay-offs is the oppression of workers to increase profit.

American workers are also oppressed into poverty by the international subcontracting of capitalism. Although America has too much poverty, it in no way compares to the poverty of the third world. Work in the third world is often so difficult to find that businesses find it profitable to shut down American plants and reopen them in third world countries or to subcontract partial or complete products from foreign countries. By oppressing people in third world countries more than workers in America can be oppressed, businesses again increase their profitability. In addition to oppressing the inhabitants of the third world however, this tendency also oppresses American workers. Area poverty is often a result of the flight of U.S. capital overseas.

The tendency to shut down industries and reopen them in third world countries is epitomized by Nike, the shoe and sports accessories manufacturer. They went from an American based company paying an average $10 per hour to a Korean company paying mere dollars per day to an Indonesian company which two years ago paid its workers a mere $0.26 per day, several cents below the subsistence wage. China has received massive amounts of outsourcing form American companies. Cheap Chinese labor and the forced prison camps, the laogai, enable China to produce pliers which cost on the order of $0.99 while an American company, such as Stanley, must charge up to $3.99 simply to compensate for the higher wages of American workers. This outsourcing and capital flight hurts American workers by taking away jobs and forcing American companies into competition with extremely low cost third world companies. Again, poverty is the result of institutionalized capitalistic oppression.

Poverty of the working class is very accurately described by oppression. All of the aspects of the capitalist economy which drive the working class into poverty or near poverty are simply efforts to increase profit at the expense of workers. Regardless of the state of the economy, of the skills or education of the workers, or of the type of job performed, capitalism consistently oppresses workers to increase profit. This oppression through unemployment, lay-offs, and subcontracting is a direct cause of poverty for working folks.

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Preparing for a job interview

Do you enjoy going for job interviews? Most, likely the experience is not something that you look forward to with eager anticipation. Most people, in fact, feel pretty scared when faced with the prospect of the dreaded interview. Just thinking about it can make some break out in a cold sweat. Yet, you need to go through the interview process in order to secure a job. So, how can you survive, even thrive at, the job interview?

The key to success is preparation. Think about what your strengths and weaknesses are. Realistically assess these qualities as if you were an objective outsider. This assessment will prevent you from becoming too cocky in your job expectations. If you are a young person entering the workforce, you should expect to start at the bottom of the ladder. By performing your duties well and proving yourself honest and reliable you will earn the right for advancement. The first thing, then, is not to apply for jobs that are beyond your current level of experience and expertise.

A golden rule to keep in mind is that first impressions are lasting impressions. Therefore, groom yourself well and dress professionally for the interview. Give an initial impression that you know how to care for yourself. If applying for an office job, dress as a business person dresses. In a factory situation, wear clean pressed slacks and shirt with neat looking shoes. Avoid blue jeans and sneakers. If you are a woman dress modestly and use cosmetics sparingly.

Always go to an interview alone. If you bring your mother or a friend, the employer may conclude that you are immature. During the interview never bluff or lie about your experience. If this is your first job, then say so. Think, however, of any experience you may be able to mention. Baby-sitting, summer jobs, training in public speaking are things that could be mentioned and included on your resume.

Prior to the interview you should have done some research on the company and the job being offered. The interviewer will no doubt ask you specific questions about these things. Answering well shows a sincere interest in the position being offered and a keenness to be involved. You must convince the interviewer that you want to do the work, that you can do it and that you want the chance to prove it.

Be business like and formal during the interview. Don’t slouch in your chair. Look alert and interested. Think before answering questions. Have 3 references – with complete contact details – ready to hand over. Use proper English and speak slowly and clearly. Listen carefully and respectfully to what the interviewer has to say. Don’t mention any personal problems to him. If it becomes clear that you will not get the job, ask the interviewer for any advice on how you can improve at your next interview and about any other openings the firm may have.

After the interview you should send a brief thank you note to the interviewer.

Don’t expect to get a job off your first interview. By sticking at it, though, and taking initiative you can win that job. Go to it.

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How to Write a Resume

1. Step 1
   Write a cover letter. This is not a synopsis of your resume. Simply introduce yourself and say why you are the best candidate for the job.
   
2. Step 2
   Know what type of job you are applying for and what the qualifications are for employment.
   
3. Step 3
   Choose a design for your resume. You can search for samples that are specific to the job you are applying for, although it is more important to have an outline that best suits the job and fill in the blanks with your personal information. The outline could include objective, work experience, qualifications and references.
   
4. Step 4
   Put in the resume your objective, fitting the job description. This can determine whether you get the 10 to 30 seconds and if the reviewer will send your resume to the next round.
   
5. Step 5
   Use bullet points to convey information and strive to be clear and concise when writing the rest of the resume. Study the job qualifications and highlight any skills that meet those requirements. It is also best to use action words like prepared, directed, managed, developed, monitored, implemented, coordinated and presented. If you lack experience, focus on how your education has prepared you for the position for which you are applying.
   
6. Step 6
   Include symbols like %, $, and #. These symbols will save space, allowing you to include more information on your resume. A symbol like a dollar sign can also draw the HR manager's attention to a significant financial achievement. For example, "directed and closed first year with two million in revenue" should be changed to "directed and closed first year with $2M in revenue."
   
7. Step 7
   Highlight your strengths by putting the most relevant points first where they can be viewed quickly. Remain positive and avoid negatives such as reasons for leaving an employer and history gaps in employment. These can be discussed in person if necessary.
   

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How to Prepare for a Teacher Interview

1. Step 1
   First begin by reading sample teacher interview questions. Since most teacher interviews ask similar questions, you can this about your answers beforehand. You can find questions by doing a Google search for "Teacher Interview Questions". You can also find 50 questions and answers in "Guide to Getting the Teaching Job of Your Dreams" at www.iwantateachingjob.com.
   
   A few of questions that are common at teacher interviews include things like:
   - Describe your classroom management philosophy.
   - How much homework do you give each night?
   - Why do you want to teach at this particular school?
   - What are your weaknesses as a teacher?
   - How do you communicate with parents?
   - Describe how you use differentiation in your classroom.
   
2. Step 2
   Read each interview question you think they might ask and think about how you might answer each question. You don't want to memorize your answers, but know how to develop an appropriate response for each question.
   
   Some people prefer to write down sample answers or "study" sample interview questions with a partner. Whether you're practicing alone, on paper, or with a partner, the real purpose of the activity should be to prepare yourself for every type of question that might be asked and allow you to think of possible answers.
   
3. Step 3
   Next, familiarize yourself with educational jargon. Use the Internet to find a list of words, acronyms, and phrases that may be mentioned in the interview and be sure you know what they mean.
   
   For example, be sure you know and understand how to talk about topics like: differentiation, ESL, IEPs, state standards (if you're in the USA), NCLB, block scheduling, team teaching, and multiple intelligences.
   
   When you're asked a question with a bit of educational jargon in it, you don't want to be the candidate that says, "Huh?".
   
4. Step 4
   Prepare a good teaching portfolio! Many teachers DO get jobs without a portfolio, but having one can give you a definite edge oer the other candidates. A portfolio allows you to show off what you have done in the past. It proves that you have actually done the things you're talking about.
   
   Be sure you stuff your portfolio with lots of student work samples, assessments you've made up yourself, pictures of students engaged in hands-on learning, parent newsletters, photos of the bulleting boards in your classroom, your teaching philosophy, and your classroom discipline plan.
   
   When you're asked about these things at the interview, you can simple reach into your portfolio and SHOW them what a great teacher you are.
   

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