The Resume Store's GET-A-JOB Blog

Cover Letters that get results address the real reasons with which employers make hiring decisions

ARNIE SHERR, PRESIDENT AND CEO - THE RESUME STORE DECEMBER 25, 2011

From About.com

Effective cover letters explain the reasons for your interest in the specific organization and identify your most relevant skills or experiences (remember, relevance is determined by the employer's self-interest). They should express a high level of interest and knowledge about the position. READ MORE

6. Identify your most relevant skills and experiences. Don't just duplicate your resume. Rather, include the skills that most match the job. READ MORE

From eHow.com/money

Each cover letter must be written for a specific employer. You can recycle some of the text for cover letters within the same industry, but each letter should contain a reference to a specific detail about the employer or company. You should research important business or technological trends within your industry, significant recent transactions, hiring trends and popular terms, phrases and subject matter.

Learn all you can about the history of any company to which you apply. Identify its major clients, review any important recent transactions, and study its hiring trends and employment needs. The more you know about an industry and a particular company, the more effective your cover letter will be. READ MORE

Above are two of many misguided answers to what message cover letters should tell!

The facts are abundantly clear; employers do not make hiring decisions based on resume content. From them they make only interview decisions. Albeit there are rigorous rules and guidelines for writing resumes, rules that although content is important are restricted to formatting and relevance. However important is resume content, the word relevance is paramount.

To be succinct, resumes are brag sheets. Perhaps that is why it is challenging to write one’s own resume. Most people own varying degrees of humility; therefore, telling others how great they are may be an uncomfortable position. Most fear being though of as arrogant or egotistical, two disparaging human characteristics, at best. Since employers have no viable way of discerning how well applicants perform that to which is written to resumes, they look to identify other means of determining those attributes and characteristics that by there very nature, resumes fail in exhibit. Such attributes and characteristics provide insight into personal credibility, integrity, believability, competence, confidence and more. Such characteristics and attributes become apparent from the manners in which candidates participate within the interview process.

An example may be the interview performance of a candidate vying for a sales management position. To understand the following, it is important to know that of the best salespersons, in order to make sales, the single most important attribute is the ability to control the sales process. That said; the best way to reinforce this single most important resume declaration is to take control of the interview process. If such candidates successfully demonstrate this important selling attribute through their actions at interviews, it makes sense that interviewers tend to believe that all or most other resume declarations are credible and accurate. Such demonstrations solidify other such resume ‘bragging’ points in addition to ‘control’ and succeeds remarkably in increasing job offer probabilities which, brings me back to the original purpose of this writing, “the real reasons with which employers make hiring decisions and how that relates to cover letters.”

The two excerpts about cover letters from About.com and eHow.com/money above, exemplify that which most, if not all, job seekers send along with their resumes to demonstrate interest in respective job postings. It is akin to every applicant showing up for interviews following identical cover letters and resumes as well as wearing the exact same outfits, color and all. Essentially, there is nothing to raise one above the other. How challenging a hiring decision is this to make? WOW, which of these five identical candidates’ best meets our needs? Perhaps we may toss a coin!

In advertising, a media in which the objective is to promote one thing over another, there are two objectives proved most effective as memory inducers, unique and obnoxious. Certainly, it is agreed that obnoxious in the job search is counterproductive; however, unique works as well in the job search as it has historically in advertising. Who among us does not recall, “Where the Beef” or “This Bud’s for You?” Considering the aforementioned, what within your cover letter depicts you as unique and clever, a step or so above the competition, so to suggest? Certainly expounding upon resume content, no matter how relevant to the posting, places you not ahead of the pack, but well within its mediocrity.

What has proved successful for The Resume Store’s customers are cover letters that allude to those attributes and characteristics that interviewers dig deep to ascertain. The kinds of information with which they may consider as demonstrated evidence that particular candidates are, with a high degree of certainty, more qualified than others interviewed; that indeed, their ‘brag’ sheets are true to a fault.

Just as in the advertising arena, cover letters, which are synonymous to print, radio, TV, or internet ads, must create a call to action. Just as, it is hoped, that print, radio, TV, or internet ads induce calls of inquiry or better yet, visits to the advertiser’s place of business to properly investigate the subject of the ad, cover letters must also create a call to action. For cover letters, such calls to action begin with directing them to accompanying resumes after which they engage respective applicants in phone interviews, or invite them to attend mutually convenient in-person interviews. I am beleaguered to understand how repeating or expounding upon "resume content" does anything more than accentuate boasting or bragging. Furthermore, it is redundant.

The following are excerpts of actual cover letters that have proved effective in successfully genererating interviews :

Please note: Passion, a vigorous kind of enthusiasm felt deep within, is not easy to explain or define. For me it is an indefinable phenomenon; one that propels in directions that seem motivated by forces beyond my control. Many support my assertion that passion drives faster and farther than simply knowledge and experience. Merge all three and success is inevitable.

Coming from an entrepreneurial background, I offer remarkably unique attributes, the kind of attributes that grow and reinforce self-ruling passion driven achievement beyond personal expectations.    

_______________________________

Please note: Florence Nightingale said, “I stand at the altar of the murdered men, and, while I live, I fight their cause.”

Few career choices offer employment potential and security as does nursing. With the onset of the baby boomers, the demand for qualified nurses is certain to limit nursing resources needed to serve the US Military at home and abroad. As a career-nursing professional, I am enthusiastic at the prospect of providing exemplary healthcare to DOD (Department of Defense) beneficiaries at Aviano Air Base, Italy. Feeling strongly about serving Americas’ military, I too continue, as a dedicated nurse professional, “to fight their cause.”

____________________________________

The quote that headlines this Cover Letter

“There are no traffic jams along the extra mile”
ROGER STAUBACH

Please note: Peter Drucker (1909-2005) who known as the father of modern management said, “Quality in a service or product is not what you put into it; it is what the client or customer gets out of it.”

I think what I have come to love about retail is how easily customers can be satisfied. Yet, many leave feeling mistreated or neglected by retail staff that fail to grasp the importance of excellent customer service, regardless of how focused or unfocused management is with respect to training store staff on ensuring positive shopping experiences for Gap Customers.  As a Gap, Inc. retail troubleshooter, many of the challenges I face emanate from issues related to customer service. Working with management teams, we come together to set forth strategies that remove perceived traffic jams and detours, etc. Since April 2004, I along with many Gap managers have proven that going that extra mile provides avenues to growth, prosperity and advancement.

Ask others to read your cover letter. Does it create an emotion response? Does it create a call to action? If not, then others whose cover letters do are passing you by.

In order for The Resume Store’s experienced writers to create highly motivating cover letters, a 45-minute to 1- hour consultation is required. Our in-person, by Webcam or over the phone consults, allow us to derive that which we need to know to put our creative juices to work writing cover letters that create a call to action.

Of course, there are those that disagree with our methods. Among them are, surprisingly, a minority of human resource personnel.  That said; when our cover letters come before their eyes, they driven as are most others, to action.

If you are happy with your present resume, we are available to discuss your cover letter independently. You may contact us via our website: www.TheResumeStore.info

Posted by The Resume Store at 12/25/2011 6:36 AM
Categories: uncategorized
Tags: COVER LETTERS

The United States Secret Service is hiring and training Special Agents - Have you got what it takes?

The United States Secret Service

Special Agent

The United States Secret Service is mandated by statute and executive order to carry out two significant missions: protection and criminal investigations. During the course of their careers, special agents carry out assignments in both of these areas and must be available to be assigned to duty stations anywhere in the world.

The Secret Service protects:

• The president, the vice president (or other individuals next in order of succession to the Office of the President), the president-elect and vice president-elect
• The immediate families of the above individuals
• Former presidents, their spouses for their lifetimes, except when the spouse remarries. In 1997, Congressional legislation became effective limiting Secret Service protection to former presidents for a period of not more than 10 years from the date the former president leaves office
• Children of former presidents until age 16
• Visiting heads of foreign states or governments and their spouses traveling with them, other distinguished foreign visitors to the United States, and official representatives of the United States performing special missions abroad
• Major presidential and vice presidential candidates, and their spouses within 120 days of a general presidential election
• Other individuals as designated per Executive Order of the President
• National Special Security Events, when designated as such by the Secretary of the Department of Homeland Security

The Secret Service investigates:

• Violations of laws relating to counterfeiting of obligations and securities of the United States
• Financial crimes that include, but are not limited to, financial institution fraud, false identification documents, access device fraud, advance fee fraud, computer and telecommunications fraud, electronic funds transfers and money laundering as it relates to the agency's core violations
• Computer-based attacks on the nation's financial, banking and telecommunications infrastructure

Foreign Language Proficiency A one time recruitment bonus, 25 percent of basic annual pay, will be paid to newly hired special agents, who are identified as having a foreign language skill and can test at the S-3 level. This level requires that the applicant be able to speak the language with sufficient structural accuracy and vocabulary to participate effectively in most formal and informal conversations on practical, social and professional topics. The recruitment bonus must be approved prior to the applicant's first day of employment and will be paid as a lump sum, upon successful completion of all required training and graduation from the U.S. Secret Service training program. The actual payment will depend on the availability of funds. The Secret Service also has a Foreign Language Cash Award Program. This program pays a cash award of up to 5 percent of basic pay to any individual who possesses and makes substantial use of one or more foreign languages in the performance of official duties. Newly hired special agents may be initially assigned, and reassigned during their career, to offices where a language skill best serves the needs of the Secret Service.

Steps to Becoming a Special Agent

Requirements and Qualifications

To be CONSIDERED you must:

• Be a U.S. Citizen
• Be between the ages of 21 and less than 37 at the time of appointment
• Possess a current valid driver's license
• Possess visual acuity no worse than 20/60 uncorrected, correctable to 20/20 in each eye

Note: Lasik, ALK, RK and PRK are acceptable corrective eye surgeries for special agent applicants. Applicants will be considered eligible for the special agent position provided specific visual tests are passed three months after Lasik surgery and six months after all other surgeries.

To qualify at the GL-7 level you must:

• Possess a bachelor's degree from an accredited college or university with superior academic achievement.
• Superior academic achievement is defined as meeting at least one of the following requirements:
• Being in the upper third of your graduating class
• Having a grade point average of 3.0 or higher out of a possible 4.0, based on four years of undergraduate education or based on courses completed during the final two years of curriculum
• Having a grade point average of 3.5 or higher out of a possible 4.0, based on required courses completed in your major or required courses in your major completed during the final two years of curriculum
• Being a member of a national scholastic honor society that meets the requirements of the Association of College Honor Societies

 

OR

• Possess at least one full year of graduate level education (i.e. 18 semester hours).
  
  OR
• Possess at least one year of specialized experience equivalent to the GL-5 level which is in or directly related to the line of work of the position.
  
  Specialized experience is defined as assisting in:

• Carrying out investigations of alleged or suspected violations of the law
• Conducting surveillance and undercover activities or operations
• Apprehending and arresting persons suspected of violations
• Organizing evidence for presentation to prosecution officials

To qualify at the GL-9 level you must:

• Possess a master's or equivalent graduate degree (such as LL.B. or J.D.) from an accredited college or university
  
  OR
• Possess at least one year of specialized experience equivalent to the GL-7 level, which is in or directly related to the line of work of the position.
  
  Specialized experience is defined as independently…

• Carrying out limited investigations of alleged or suspected violations of the law
• Conducting surveillance and undercover activities or operations, raids and/or seizures
• Apprehending, arresting, interviewing, and interrogating persons suspected of violations of the law
• Organizing evidence for presentation to prosecution officials

Maximum Entry Age Restriction

On August 26, 2009, the Office of Personnel Management (OPM) published a memorandum for all Heads of Departments and Executive Agencies related to hiring of preference eligible veterans applying for federal positions with maximum entry-age restrictions. As directed by OPM, the U.S. Secret Service will conduct an analysis of all Secret Service positions having maximum entry age restrictions to determine whether a maximum entry age requirement is essential to the performance of the position. Applicants eligible for veterans' preference who exceed the current maximum entry age requirement will continue to be processed during this ongoing analysis. No final determination regarding affected applicants will be made until completion of this analysis. If it is the determination of the U.S. Secret Service that the requirement is not essential to the position, then the Agency will waive the maximum entry-age requirement for veteran's preference eligible applicants for that position. Proper notification to all affected parties will be published when the analysis has been completed.

Selective Service

As a condition of employment, male applicants born after December 31, 1959, must certify that they have registered with the Selective Service System, or are exempt from having to do so under Selective Service law.

Physical Fitness Evaluation

Applicants must pass a medical examination by an authorized government physician, which includes vision, hearing, cardiovascular and mobility of extremities. In addition, applicants must be determined physically fit by an authorized government physician to perform strenuous and physically demanding duties.

Treasury Enforcement Agent (TEA) Test

Applicants must pass the Treasury Enforcement Agent examination and a report writing test.

If you have previously taken the Treasury Enforcement Agent exam (TEA) with another agency, you may submit a copy of your results to the Secret Service at the time of application along with the rest of your supplemental documentation. Determination will be made as to whether the rating score is valid and up to date.

Interviews

Applicants must pass a series of in-depth interviews.

Top Secret Clearance

Applicants must be able to obtain a Top Secret clearance. Applicants must pass a pre-employment polygraph examination, drug screening and extensive background investigation. Completion of a full investigation is required before appointment. Follow this link to learn more about the background investigation.

Appointment

Initial appointment to the special agent position is normally made in the excepted service.

Pay and Work Schedule

Special agents are generally hired at the GL-7 or GL-9 grade levels depending on qualifications and education. Based on those grade levels and the assigned geographic area, the 2010 starting salary range is $43,964 - $74,891.

An additional 25% Law Enforcement Availability Pay (LEAP) will be added to locality pay. While assigned to field offices special agents are normally assigned to work a 40-hour (normal business) workweek (e.g., 9:00 a.m.- 5:30 p.m.), Monday through Friday. Due to the receipt of LEAP, special agents usually work an average of two additional hours per day. During certain assignment the hours worked by special agents will vary depending on the nature of these assignments, which include, but are not limited to, conducting criminal investigative and protective assignments and/or being assigned to a protective detail. Special agents are required to work hours other than normal business hours (e.g., 12 a.m.-8 a.m., 4 p.m.-12 a.m., 10 a.m.-6 p.m., 6 a.m.-2 p.m., 2 p.m.-10 p.m., etc.) with the addition to 2 or more LEAP hours, on a daily basis.

Training

Special agent trainees must successfully complete the 10-week Federal Law Enforcement Training Center's (FLETC) Basic Criminal Investigator Training program in Glynco, Georgia and the 17-week Special Agent Basic Training program at the James J. Rowley Training Center outside Washington, D.C.

Failure to pass either training program on the first attempt will result in separation from the United States Secret Service.

Firearm Proficiency

Newly appointed special agents, upon completion of training, are required to carry a firearm for the performance of their duties. Special agents will be required to maintain firearms proficiency.

Travel and Relocation

Newly appointed special agents may be assigned to duty stations anywhere in the United States. Throughout their careers, agents may experience frequent travel and reassignments to Secret Service offices located throughout the United States or liaison assignments in foreign countries. Candidates must sign a mobility agreement stating their willingness to accept assignments anywhere within the United States and overseas.

Conditions of Employment

Special agents will be required to carry out assignments in the areas of protection and investigations; work long hours in undesirable conditions on short notice; travel away from home for periods ranging from one to 30 days or longer. Additionally, special agents are requested to work undercover assignments as needed.

The special agent position is a key position in accordance with Department of Defense Directive 1200.7.

Benefits

Federal employees are eligible to participate in the following benefits programs. Find more information about benefits by clicking on each program below:

• Federal Employees Health Benefits (FEHB)
• Federal Employees Group Life Insurance (FEGLI)
• Federal Long Term Care Insurance Program (FLTCIP)
• Retirement
• Thrift Savings Plan
• Benevolent Fund
• Federal Holidays
• Annual and Sick Leave
• Federal Flexible Spending Account

For More Information

If you have questions, please contact the Secret Service Recruitment Program at 202-406-5830, or TTY 202-406-5390.

How to Apply

To view and apply for our vacancies please follow this link.

You may also call 888-813-8777 for a listing of our current vacancies.

An Equal Opportunity Employer

Keeping a Career Journal by Arnie Sherr

Here is a common at-work scenario. As Susan peruses her companies’ open opportunity postings, she comes across a vacancy at her store. “What d’ya know, they need an assistant store manager right here in my store.”

“So what is next; what do I do? I’d really like to apply and get that promotion.”   

Here is Sue’s challenge. She, like most, has not a clue as to how to go about applying for a promotion. Most think all they must do is ask their immediate supervisor or store manager to set up an interview with Human Resources, the District Manager or whomever.

Suppose one of those Sue asked, actually did set up an interview. What then? Sue is not alone in thinking that because she already works for the company and that they have her impressive employment record and her manager’s endorsement, it is a given. NOT!

Allow me to recant. There is always a slim chance for pre-selection; however, since Sue has no guarantee of getting the promotion she must approach this interview in exactly the same manner as she would a new job. Having said that, because Sue has a strong employment history with her employer, there are things she may do to improve her chances.

I wrote the previous scenario simply to make the point that had Sue, a career minded and dedicated employee, kept a Career Journal, improving her chances is a mute point.

Since Sue is, a career minded employee and because she understood the importance of being prepared, she made a habit of recording her workplace performance for this and the few jobs that preceded her present employment. Because she did, it is highly probable she is much more prepared than her competition.

Here are the kinds of records Sue kept in her Career Journal.

• Accomplishments over and above that include formal accommodations and those absent of physical or verbal, pats on the back. 
• Record of attendance, illustrating reasons for sick days and miscellaneous call-outs
• “Following” – a detailed list of repeat customers, accounts, clients, patients, etc. with whom she has developed exceptional rapport and loyalty
• Items and happenstance that demonstrate her participation in activities that help grow and sustain company morale (I.e., Workplace Environment Committee, Customer Appreciation Committee, etc.)   
• Took part in honoring other employees that made over and above accomplishments and achievement

Sue kept detailed records that proved her dedication, loyalty, abilities to work with and get along with subordinates, peers and superiors.

The impression Sue made by keeping and presenting her Career Journal had a much greater impact than its content. Moreover, the fact that she was organized and methodical enough to assemble her impressive Career Journal was what earned her the promotion; its content took second place.     

Negotiating high ticket sales (Theory only)

By Arnie Sherr, July 20, 2011

Rule #1: “Everyone that enters a place of business enters with the purpose of making a purchase or purchases; no ands, ifs, or buts.”

If your thinking is anything other than the above, you should be doing something else. If you are in complete agreement with the above, then it is time we move on to the theorem of and not the systematic procedural recipe for negotiating sales.

Be clear on one psychological characteristic; customers after making a negotiable purchase never tell another they were “sold.” Moreover, they will say they “bought.”  If they leave after signing the bottom line feeling as though they were “sold,” one of two things is certain to occur: 1) they will cancel or 2) the salesperson made little if any appreciable commission and quite possibly the result may be a cancellation as well.

Therefore, if a prospect departs without having made a purchase, presenting the excuse “they were just looking” or “were shopping around” is mythical.  If you really believe this, once again I suggest you seek another line of work.

There are several important steps within the process of negotiating a price driven sale; however, they are a subject of a different writing. This writing is to understand why customers choose to sign on the bottom line.  

Most declare price as the main reason for signing the bottom line or as in some cases the size of a payment. Although price is a strong motivator, it is never the ultimate reason for a successful purchase.

When a prospect enters a place of business to enter into what they understand is a negotiable process, they carry mental perceptions of distrust and/or accelerated tension. Most know the salesperson with whom the will negotiate has much more experience parleying price than do they. After all, such salespersons do so many times a week or month; they become somewhat proficient at manipulating the result. Few, irrespective of how confident they seem, are anything other than skeptical of the unknown, the artisan that is capable of engineering a big profit for themselves and the company, leaving the customer with the short end of the stick. If you, once again, believe anything other than this, you should investigate other career choices.  

Whether or not the salesperson is experienced negotiating sales, maintaining control is imperative. When the customer controls everyone looses, the salesperson, the customer and the company. Even if the company chose to meet the customer’s demands, the salesperson will have made little if any commission, and the company little or no profit. Generally, when companies do exceed to such offers, they do so for reasons other than immediate financial gratification such as relieving excess inventory or perhaps the item is question is taking up space better allocated to something else. If the salesperson is unable or lacks the potential to maintain control, they should be; well, you know the rest. 

Where “control” is concerned, please note that without the ability to build trust and rapport (interpersonal skills) the salesperson may as well turn this particular customer over to another salesperson. All too often a particular salesperson encounters a personality with whom establishing rapport and trust seems unlikely. Rather than sacrificing a potential sale because of “ego,” introducing such a prospect to another salesperson most times salvages the effort successfully. A split commission is better than the alternative.  

Without rapport and trust, the salesperson has no viable ability to turn the prospect’s tension/fear into desire. As I suggested above,” When a prospect enters a place of business to enter into what they understand is a negotiable process, they carry mental perceptions of distrust.” Such mental perceptions, although common, are reversible. Moreover, without having created within prospects a keen sense of desire, successful sales are impossibilities. 

Speaking of “desire”, desire is more than how bad the prospect wants the product in question, it is how much he or she likes and trusts the salesperson and likes and trusts the company. If after all things, including price are resolved and the salesperson asks, “How do you want to make payment, cash or check,” or “When do you want take delivery, now or is tonight better,” the answer is assumed to the affirmative.   

To summarize, many steps if adhered to enable the accomplishment of the theory of negotiating sales to desired ends. They include…

1. Greeting and Warm-up
2. Qualifying Process
3. Selection and Presentation
4. Negotiating Price and Terms
5. Handling Objections
6. The Close

These and other factors related to specific industries may be accessed by reading books such as Zig Ziglar’s “Closing the Sale” and related publications available on-line or at local book stores. 

 

Employment is flat; experts say growth is the solution.

Editorial by Arnie Sherr, July 9, 2011

Is it such a big secret? Unemployment is flat and you do not understand why! Well, it is relatively simple.

Most will suggest companies are not hiring; others, gas is too expensive, and yet still others will say, “You know what, I don’t give a $#%&T!” Well, if you ask me it is none of those things. Nope, not even the debt ceiling; well, not directly, anyway.  

Let me ask you a question, what happens on Wall Street when investors feel enthused? Does the market fall or does it grow? Investors react positively to good news and negatively to bad news. Make sense? And, what kinds of news causes their frequent ups and downs? 

Here is one for sure; the closer it gets to August 2^nd without a debt limit agreement, the probability that global markets will experience severe downturns is all but guaranteed. Conversely, the sooner they come to an agreement, irrespective if the content of said agreement, the markets will rally.  In other words, good begets good and bad; oh’ well, you know what I mean.

On a comparative basis, when good things happen, the American people react positively and conversely when bad things happen, they react negatively. It is not so much about the substance of the happening as it about the nature of the happening. Golly gee, it sounds exactly like Wall Street. 

Well my friends, it is; it is exactly like Wall Street. Only to define this in a single word, I suggest the only word that fundamentally fits is ““confidence”.”

When the American people and the investors on Wall Street feel good they spend, invest or whatever synonyms you wish to apply. And, what happens when confident people spend? They buy stuff. And, what happens when the sales of stuff increases? Ah, the companies that manufacture and/or distribute all of the stuff that confident consumers are buying must increase the size of their workforces to meet the growing demand. Is not that what the stimulus package did? Yes, but it was not “confidence” that drove consumer spending, it was a government handout.  Therefore, what happened when the government gifts were spent, saved or pigeonholed for a rainy day or whatever, the temporary demand for goods and services went south. Americans will, of course, take hand-outs; however, what we really want is a permanent solution. Might that be solution be as simple as growth. Growth is not a product of spending cuts, not a product of tax breaks or increases; growth is that which results as revenue from employment. Working people pay federal income tax, state and local taxes, real estate and school taxes and more. Working people fund social security for today's recipients and Medicare; they donate to charities, use public transportation and drive the economy by spending that which they earn. This is Growth. This is the only way in which America can pay its debts. This is the only way America can balance its budget. It is all about revenue or cash flow.    

Stimulus funds, like “confidence” are only effective if they continue. However, with America’s record debt and a difficult to balance budget, continuing stimulus handouts is totally off the table. But “confidence”; well, in reality “confidence” is free. You cannot buy or sell “confidence.” You may, however, give it to everyone. Just as easily as it is given, it may be withdrawn. But, why would anyone want to take away the fuel that is certain to drive us out of our economic dilemma by fueling growth? Beats me, so why don’t we ask the people that have the power to give the gift of “confidence”? There are 535 of them and they live on the Hill. They and only they have the power to give unlimited “confidence” to the American people. And while they are at it, why stop there, they can just as well give it people all around the world. After all, what happens here doesn’t stay here, it resonates all around the world, hurting or healing just like on Wall Street.

I am going to stop here because I know my readers understand what the “535” must do to restore and maintain ““confidence”.” However, if you would like to express your ideas, you may do so by commenting below. I would love to hear your thoughts. So would you local Congress-persons and Senators. While you are at it, tell them too. Here is how to contact yours. CLICK HERE 

3 Non-Clinical Hospital Jobs ■ The Healthcare Industry has the greatest jobs potential

June 20, 2011: The Resume Store, the Tampa Bay, Florida areas premier resume service continues, in its ongoing mission to provide "BETTER WAYS TO BETTER JOBS" brings job opportunity bulletins to America's un, under and unhappily employed. Visit http://TheResumeStore.info for more information.

According to the US Department of Labor and Statistics monthly unemployment reports, health-care has and continues exceeding all other categories for jobs growth. 

Since the beginning of the present economic recession, the United State's population has grown by 30 million. In addition, baby boomers are soon to add millions more to Medicare enrollment. Hospitals and medical facilities nationwide have and continue to expand to meet the growing demand for services.   

For those whose skills do not include clinical requirements, the three categories below are growing as the demand for medical/clinical services expand. Medical Records, Financial and Admissions/Registration Clerks make up the majority of medical community support services. Hospitals, Nursing and Hospice, Assisted Living, Rehabilitation, medical offices and more, cannot exist without the following three non-clinical jobs. 

Please bear in mind, within larger hospitals and medical facilities there are many other non-clinical jobs: food service, incoming call reception, valet parking,  patient liaison, and more. Consulting local hospital or medical facility career sites should provide information about such opportunity. Contacting human resource departments may also yield information on non-clinical opportunity.    

Medical Records Clerk

Compiles, verifies, types, and files medical records of hospital or other health care facility: Prepares folders and maintains records of newly admitted patients.

• Review medical records for completeness 
• Assemble records into standard order
• File records in designated areas according to applicable alphabetic and numeric filing system
• Locate, sign out, and deliver medical records requested by hospital departments
• Compile statistical data, such as admissions, discharges, deaths, births, and types of treatment given
• Operate computer to enter and retrieve data and type correspondence and reports
• Assist other workers with coding of records
• Post results of laboratory tests to records and be designated, Charting Clerk (medical ser.)

Financial Clerk

Notify or locate customers with delinquent accounts, attempting to secure payment.

Methods of collection

• Utilize postal services, telephone, or personal visit
• Mail form letters to encourage payment of delinquent accounts
• Confer with customer by telephone in attempt to determine reason for overdue payment, reviewing terms of sales, service, or credit contract with customer
• Notify credit department if customer fails to respond
• Contact delinquent account customers in person
• Record information about financial status of customer and status of collection efforts
• Turn accounts over to attorneys as necessary
• Sort and file correspondence
• Receive and post collected payments to customer account
• Grant extensions of credit where appropriate
• Use automated telephone dialing systems to contact customers and computers to record customer account information

Patient Relations Liaison

• Strong customer service skills in face-to-face interaction settings
• Strong work ethic and desire to serve our patients
• Knowledge of Medical Insurance (Medicare/Medicaid/Commercial)
• Valid drivers license and ability to travel locally is a must
• Experience in educating patients or others
• Experience with hospital settings is preferred
• Dialysis experience preferred
• Experience with Word/Excel/Outlook

Medical Receptionist/Admissions Clerk

Interview incoming patients or representatives and enter information required for admission into computers, obtaining and recording names, addresses, ages, religions, persons to notify in case of emergency, attending physicians, and individual or insurance companies responsible for payment.

 Train new employees as required

• Participate in staff and educational meetings
• Perform other specified duties whenever assigned
• Maintain medical records and report statistics as required
• Register patients according to hospital protocols
• Explain clinic policy to patients while receiving and delivering messages
• Handle and manage the continuous flow of information in doctor's offices in health care establishments
• Organize and maintain forms and office stationary required for front desk activities
• Communicate with vendors, inspect leased supplies and organize stockrooms
• Respect and maintain privacy and dignity of clients, assuring client confidentiality at all times
• Schedule appointments, organize overflowing paper documents and distribute the required information via post, courier, telephone and email
• Proficient with desktop publishing programs and digital graphics make spreadsheets, manage data and create documents on computers (Microsoft Excel, Word and minimum typing at 35 WPM)
• Schedule patient hospital admissions, file and complete medical reports and insurance forms, pull patient charts, fill-out discharge forms, etc.
• Open the admission department in the morning, greeting patients and agency visitors
• Direct patients and medical representatives to the appropriate location and services
• Practice excellent customer service, being courteous, polite and helpful to the public and clients at all times
• Determine financial status of patients and eligibility for health services
• Assist patients in accurately completing appropriate forms and documents
• Collect and deposit fees according to protocols, prepare and balance daily financial registers and submit all forms and fees to the accounts department

 

 

 

 

 

 

Three magical things to end America’s economic woes

Editorial by Arnie Sherr – Contributing Writer at “Editorials: Not Just Politics”

It is basic – It is academic – it is so very simple that the supposed political experts that think they have the answers are by their stubborn indifference interfering with America’s economic “recovery.”

Here are three magical things that guarantee to solve America’s economic woes…

• Confidence
• Confidence
• and more Confidence

Have I repeated myself? Yes, if only to make the following points.

It is not by investing in whatever and increasing taxes that will grow the economy and conversely, it is not cutting spending and reducing taxes that will grow the economy. It is, however, by increasing the levels of confidence that the American people have in our supposed political experts that will spur jobs growth and economic boom.

Noted publically on every newsworthy channel and by government economists, “confidence” is what drives Wall Street and markets globally to gains. On the other hand, the lack of it nullifies gains and results in losses. Analyzing confidence trends as one analyzes Wall Street’s “ups and downs” illustrates stark similarities. Furthermore, placing one aside the other just may find their curves track similar courses.

Might it just be that easy, that the answer is simply “confidence?” 

It is obvious that both the country’s divisiveness and that which the Republicans and Democrats demonstrate is without question what has and continues to denigrate what little confidence the American people have that things will improve; jobs grow, unemployment reduces, federal and state budgets balance and once again America reestablishes its global leadership and economic dominance.    

So then, how and by what means will cause confidence to grow among all who love this great land, the poor, the middle class and the wealthy?

Is it really so challenging to arrive at the answer, the simple truth?

It is basic – it is academic – it is so very simple! The quicker the right, left and the administration get on the same page, the quicker confidence will grow nationally. Please understand, it is not in whether one side or the other is right, it is that realizing there are merits in and of both ideologies that opens door to compromise.  Few disagree, compromise through teamwork is what grows the kind of confidence that the American people can believe in, the kinds of confidence that emanates from intellectual coalescence and the ability to set aside personal ambitions.         

There can be no “confidence” when friends are no longer because of expanding division. The split agenda our politician’s hard line spills over into the general population. Close friends for years must establish new rules to avoid political discourse because fired-up emotions interfere. Never before, have I witnessed so many visceral exchanges among people that at one time respected each other’s views.

Why has it come to this? Simply because our “leaders” cannot and/or will not come together, join forces to grow the levels of confidence that stimulate positive results.

Washington, if your want economic gains, the solutions are , confidence, confidence and more confidence.    

Executive Presence (The Outer Circle that gives reason for your Inner Circle)

By Arnie Sherr, President and CEO of  The Resume Store  and host of the  GET-A-JOB Hour

Only minutes ago, I posted an essay,  Building and Advantaging a Supportive Inner Circle. It centers on the premise of loving and friending from afar those individuals that purport to be devils advocates. The subject of this essay, Executive Presence, is to illustrate how and why upper level executives strive to properly and effectively influence what in many companies are workforces numbering in the thousands.

Most employees give little though as to those that seat the highest offices within the companies for whom the spend most of their time conceding to their wishes. In my travels, I have met few that aside from knowing their names have shaken their hands; made eye contact or even shared space at company functions. So then, the question becomes, what do employees think about the people at the top? To take that further; How and what can those at the top do to influence how their employees perceive them to be?  

While investigating the original premise, I came across as essay written by Sarah Woods,  The Benefits of Executive Presence.  In it, she explains another kind of inner circle, one in which high-level executives either sink or swim. Their inner circle differs because it is not so much about encouragement from within; but rather, how and in what light their employees envision and interpret their authority.

As Sarah illustrates, “it is like tossing a stone into a pond and watching what happens. The ripples move out from the center growing larger as they swell before receding into the glassy surface of the water.”

Keith Peden, SVP of Human Resources  at  Raytheon  and Sarah, in a recent conversation, talked about a global technology and defense firm with 72,000 employees worldwide. Keith referred to what he calls the "Concentric Circles of Leadership".

The challenge facing CEOs and other high-level execs is that having no direct contact with employees at the lower rungs of the ladder, setting forth directives is like dropping a stone into a still pond. The rings that emanate from the dropping point dispel farther and farther apart as they ripple on. There is something familiar and predictable about this pattern in nature. However, how does it apply to corporate leadership?

Keith explains it in this way, “if you are in a position of authority, influence or leadership, those closest to you have the clearest sense of the motivations behind your actions and words. Beyond this inner circle, employees in your organization interpret your words or actions without knowledge of your motivations and therefore, without proper context. Herein lays the greatest area of risk.” According to Keith, "As the concentric circles radiate outward and grow in size, consequences grow and they have as well, greater impact."

Sarah posed this follow-up question, “How do execs manage effectively without knowing how those beyond their inner circle perceive them?”

Answering her own question, she continues, “Perhaps, by projecting Executive Presence (EP). You know it when you see it. That elusive "it" quality shared by great leaders throughout history. The way they walk onto a stage as though they belong there; or into a room as if, everyone is a friend. They are polished, positive, direct, professional and authentic. They look you in the eye, and they seem to understand. Not only do they come off as strong, confident and in control, to be in their presence is wonderful. When you are with a leader who has "it”, YOU feel strong, confident, more in control and inspired.”

I believe,  although some may disagree, that Barack Obama projects heightened qualities of EP. Irrespective of political views, his ripples reach all with quality impact. Not agreeing with his political principles and plans in no way dispels the fact that his ability to empathize with and enthuse millions is real. Speaking, May 28, 2011, from a pulpit at a church in Joplin, Missouri to a congregation comprised of disaster survivors it is easy to understand how his EP ripples positively around the globe. His is an example of EP that sets a standard from which all senior and C level execs should strive to achieve. Be sure of this, Barack Obama and others so talented know, “the cadence if their ripples determine the value of Executive Presence.”

Others that practiced and practice EP: Ronald Reagan, John Fitzgerald Kennedy, Martin Luther King, Jr., Joel Osteen, Winston Churchill, Nelson Mandela, Lee Iacocca, Wayne Dyer PhD, Margaret Thatcher, and Tony Blair. Considering this list, it is well to understand that great masters of EP do not win everyone over. The magic hereof is that they reach and artfully influence a significant majority     

Sarah puts it like this, “What leaders with great Executive Presence understand is that we can all learn the concept of ‘ripple effect’. How a common sum of qualities and competencies that create this "presence" impact-positively hundreds, if not thousands of people…even if never personally interacting with them.”

Although, few adorn this ability innately, every leader may adopt and employ the common attributes that produce outstanding “Executive Presence.” In the end, it influences how those under their leadership perceive them to be. It is as simple as conforming to these seven key elements.

1. Substance - Whether communications are verbal or written, be sure messages and language are clear, concise, interesting, informative and intelligent.
2. Personal Style - Wardrobe and grooming speak volumes about leadership presence. Represent the standard that is expected from one of such authority and trust.
3. Physical Presence – Understand the importance of body language and facial expressions. Align written and verbal messages, demonstrating energy, vitality, confidence and ease.
4. Vocal Skill - Like body language, the manner in which one speaks dramatically influences the meaning and in what manner others interpret messages. Control interpretation through tone, pace, volume and inflection; be clear, pleasant, expressive and confident.
5. Manners/Etiquette – Be elegant; employ finesse and be at ease, regardless of the challenges faced. Understand and respect the rules of business etiquette. They are gracious, grateful, generous and thoughtful.
6. Listen, listen and listen more - Be receptive to new information, listen attentively and be available. Encourage expression, speak and listening without judgment.
7. Workspace – Set the example of exemplary workspace aura. Every finite infraction weakens EP. Immaculate, orderly and systematic sums it up well.

Before attending the next company social or when designing a year-end email address, consider "the ripple effect". Empathize with those members of the company who are at the furthest rings in the concentric circles delivering messages utilizing the seven elements above. Be aware and in control of “Executive Presence” and control the ripples formed with every word. Not only will those led be inspired, the level of their inspiration will have been by design.

 

One Veteran’s anger; it should be felt by all!

You all know me as Arnie Sherr, owner of The Resume Store and host of The GET-A-JOB Hour on WTAN Tampa (1340 AM). In addition and foremost, I am a Vietnam Era veteran, an angry veteran at that!

May 30, 2011 National TV and the Chicago Sun Times reported that the very people that have and continue risking their lives protecting our Liberty are wary of mentioning they are reservists in the United States Armed Forces. They fear that employers knowing they are vulnerable to recall will refrain from employing them simply because they do not want to “waste” precious dollars training new hires should employed reservists be at any time, be redeployed.

Is it not enough that these brave young men and women are the reasons why terrorists have not targeted their “precious” businesses and that the communities in which they operate and prosper remain safe? As a Veteran of America’s most unpopular war, I am deeply offended and ashamed the our business community would do anything other than embrace the heroes that God has chosen to return home; many unscathed while others bear injuries and disabilities from mild to debilitating. What manner of ingrate would deny a Veteran of any campaign, let alone of present campaigns opportunity; that 27 percent of them relegate to homelessness because they cannot find gainful employment?

Does a popular one-syllable four-letter word come to mind?

Irrespective of the fact that it is illegal to deny employment for reasons related to military service, it is immoral, selfish and un-American - almost treasonous. Is this what American business have come to be, greedy and ungrateful entities whose goals for growth and profits can not endure the costs of retraining should the most courageous of their workforces be remanded once again to protect their inalienable right to freely operate businesses in America; the largest and most lucrative of global economies? Perhaps these greedy business maladies might meet or exceed their past, present and future goals and aspirations doing business in places like Bucharest, Moscow or Libya.

America’s legal profession, since permitted to advertise exponentially has little difficulty promoting class-action suits, why don’t they take on these corporate traitors? We must punish those who would deny returning Veterans employment. I don’t care if they roll in to interviews wearing arm-powered wheelchairs absent of both legs; find or make a position for them. They are America’s sacrificial lamb.

Is it honorable that 27 percent live on America’s streets?

Is it honorable that they must hold signs at intersections begging for sustenance?

Is it honorable that corporate America is not willing to sacrifice a few bucks for those who sacrificed protecting the right to do business?

In closing let me say …

“I am proud to be an American and a Veteran. However, I am hurt and insulted that what “We the People” hold as sacred is anything but sacred to Corporate America.” 

 “God Bless America and those whose destinies are determined protecting this great land, its right and freedoms”

Arnie Sherr asks, "How much of you are you willing to give your job?"

Have you set aside time to answer this question? If not, then perhaps you should. There are many things employers probe to identify during interviews. Many ask direct questions to ascertain answers. Others employ roundabout technique to derive needed information. Certainly, that which they learn from the latter is more dependable. However, in the end the single most important derivative is “How much of you are you willing to give your job?”

I do not care for whom you work, the one thing all companies have in common is an insatiable thirst for profits. There are but two interrelated ways to achieve profits; from the sale of products and services and that derived from workforce productivity.

Factually, employees are synonymous to the products and services sold. Both must yield profits. Employers know in advance the profit yield from products and services whereas; from workers, levels of productivity vary exponentially. In fact, being sure of an employee’s productivity at hire is the biggest of guessing games. Job seekers learn quickly in times of employment challenge how best to make the impressions hiring authorities seek to uncover. Some are better and some are not so proficient when trying to paint that picture. Can or will they back it up once at their assigned work areas are where the risks lie. Hiring non-productive employees places hiring authorities at great risk of their jobs because that is one of many ways their productivity is measured. I.e., a buyer that purchases too many products that do not sell as anticipated, is also at risk. When both the hiring authority and the buyer make unprofitable decisions they contribute to company loses. An inordinately high level of productivity loss creates a lopsided ratio on the companies’ P & L statement. It is not listed in quite that detail, but loses reflect nevertheless.

Poor P & L statements add negatively to a companies’ market reputation. It makes it challenging for media and public relations departments to project healthy and investment worthy reputations. With public companies, market reputation is what sustains strong trading potential. With privately owned entities, poor P & L reflects in substandard services and poor quality and availability of products.  In either case, achieving high productivity, the higher the better, is critical in a globally competitive environment. Therefore, I ask the question once again,

How much of you are you willing to give your job?

If your “sincere” answer is less than “all” then I suggest you look to a more interesting and compatible career path.