Messages In This Digest (12 Messages)
- 1a.
- GENERAL: Performance Reviews!!!!! From: john sampson
- 1b.
- Re: GENERAL: Performance Reviews!!!!! From: Ron Katz
- 1c.
- A Little Help Please From: Mark Yonskie
- 2.
- Fw: Job Opportunity (long term) Sr. Programmer - NYC From: mahrokh nazem
- 3.
- Fw: Job available - NYC From: mahrokh nazem
- 4.
- Fw: URGENT OPENING - NJ - DIRECT PHARMA CLIENT From: mahrokh nazem
- 5.
- Monday, April 26, 7-9pm: TCN / Temple Community Network Meeting From: TCN Messenger
- 6.
- Executive Assistant in West Paterson NJ From: Keith Bogen SPHR
- 7.
- Staff Development Assistant in Westchester NY From: Keith Bogen SPHR
- 8.
- LEAD: BA Client Onboarding - Bank - NYC - at least 125k From: john sampson
- 9.
- LEAD: Software Sales - NJ - Travel From: john sampson
- 10.
- Account Executive - Trading Solutions (NYC or Chicago) From: Keith Bogen SPHR
Messages
- 1a.
-
GENERAL: Performance Reviews!!!!!
Posted by: "john sampson" jcsspike@yahoo.com jcsspike
Tue Apr 20, 2010 4:45 am (PDT)
Yes, Everyone Really Does Hate Performance Reviews
by Samuel A. Culbert
Monday, April 19, 2010
provided by
It's time to finally put the performance review out of its misery.
This corporate sham is one of the most insidious, most damaging, and yet most ubiquitous of corporate activities. Everybody does it, and almost everyone who's evaluated hates it. It's a pretentious, bogus practice that produces absolutely nothing that any thinking executive should call a corporate plus.
And yet few people do anything to kill it. Well, it's time they did.
More from WSJ.com:
• How to Fight the IRS
• The Grudge Match Over Your 401(k)
• Another Way Dividends Can Boost Your Stock Portfolio
Don't get me wrong: Reviewing performance is good; it should happen every day. But employees need evaluations they can believe, not the fraudulent ones they receive. They need evaluations that are dictated by need, not a date on the calendar. They need evaluations that make them strive to improve, not pretend they are perfect.
Who, Me?
Sadly, most managers are oblivious to the havoc they wreak with performance reviews. To some extent, they don't know any better: This is how performance reviews have been done, and this is how they will be done. Period.
Here's a simple experiment you can try. Ask yourself: How often have you heard a manager say, "Here is what I believe," followed by, "Now tell me, what do you think?" and actually mean it? Rarely, I bet.
Popular Stories on Yahoo!:
• 5 Airlines Pledge No Charge for Carry-Ons
• Jenna Bush Reveals Family Joke to Bill Clinton
• Renting: The New American Dream?
More from Yahoo! Finance
The performance review is the primary tool for reinforcing this sorry state. Performance reviews instill feelings of being dominated. They send employees the message that the boss's opinion of their performance is the key determinant of pay, assignment, and career progress. And while that opinion pretends to be objective, it is no such thing. Think about it: If performance reviews are so objective, why is it that so many people get totally different ratings simply by switching bosses?
No, instead, the overriding message is that the boss's assessment is really about whether the boss "likes" you, whether he or she feels "comfortable" with you. None of this is good for the company unless the boss is some kind of savant genius who can read an employee's talents with laser accuracy -- and then understands what motivates the employee so perfectly that he or she can push just the right psychological buttons to get the employee to use those talents.
Unlikely and even more unlikely.
The Damage Done
At this point, you may be asking: So what? So what if you can't speak your mind to your boss? So what if the performance review forces the boss to focus on an employee's "weaknesses" (since most bosses are told they can't give everyone top grades)? What harm does it really do?
Sadly, it does enormous damage. Forget, for a minute, the damage it does on a personal level -- the way it makes work lives miserable, the way it leaves employees feeling depressed and anxious, the way having to show so much tolerance at work leaves them with too little tolerance at home. Just think about what it does on a corporate level, the enormous amount of time and energy it wastes, and the way it prevents companies from tapping the innovative, outside-the-box thinking that so many employees are capable of. If only, that is, they weren't so afraid.
A Better Way
The good news is that none of this is the way things have to be. The one-sided, boss-dominated performance review needs to be replaced by a straight-talking relationship where the focus is on results, not personality, and where the boss is held accountable for the success of the subordinate (instead of just using the performance review to blame the subordinate for any problems they're having).
In this new system, managers will stop labeling people "good guys" and "bad guys" -- or, in the sick parlance of performance reviews, outstanding performers, average performers, and poor performers to be put on notice. Instead, they'll get it straight that their job is to make everyone reporting to them good guys.
If you're a boss, and your subordinate isn't succeeding, something is broken here. Doing more of the same isn't going to cut it. It's now time for you to ask, "What do you need from me to deliver what we are both on the firing line to produce?" And just as important, it's time for you to listen to the answer.
Asking and listening. Imagine that. It's called a conversation, and it's a rarity in workplaces today. Only by hearing what the other person thinks, and putting that person's actions in the appropriate context, can you actually see what the person is saying and doing -- and how together you can get where the company needs you to go.
Performance reviews won't get you there, because that's just about the boss getting the subordinate to buy into his or her way of thinking. It's a mirror -- not a window into the other person. But take away the performance review and you might actually have straight talk.
Rotten Milk
Proponents of performance reviews say that the problem isn't the review itself, but poorly trained reviewers. Sorry, but that doesn't fly: The performance review done exactly as intentioned is just as horribly flawed as the review done "poorly." You can't bake a great cake with rotten milk, no matter how skilled the chef. They also say you need performance reviews to protect against lawsuits by laid-off workers. Nonsense: Most performance reviews hurt a company's case because they aren't honest assessments of a worker's performance.
Also, before you start griping about how I don't understand Margaret, the woman in your department who wants to do as little work as possible, or how Tom is so distracted by his life outside the office that he can't get anything done at work, let me stop you and say: I know that not everybody deserves to stay in their jobs. Getting rid of performance reviews doesn't get rid of slackers. Not everybody will leap at the chance to get better and grow.
But everybody deserves the best shot managers can give them. And they can't get that shot with performance reviews.
MIS Ntwk Assoc Mtg Dates:
Apr 20th - Tues - Bring 20 copies of your resume - 6 pm - NEW LOCATION - BERMAN LARSON KANE 12 Route 17 North, Suite 209 Paramus, New Jersey 07652
201.909.0906 - plan to have dinner with us afterwards
May 4th - Tues - Dinner Mtg - Holiday Inn Totowa - Ed Steinberg - LinkedIn - 1b.
-
Re: GENERAL: Performance Reviews!!!!!
Posted by: "Ron Katz" ronhrkatz@yahoo.com ronhrkatz
Tue Apr 20, 2010 2:11 pm (PDT)
John,
I agree, the performance appraisal too many people suffered through is no longer the way to manage or motivate staff.
There are better ways to use performance management to get people to voluntarily give their best to the enterprise.
Creating a performance dialog is the way to maximize the relationship between managers and staff and improve productivity and profitability.
If I may offer, in response to the WSJ article, this article of mine that appeared in HRMagazine in October 2009. Supporting the idea of talking AND listening, performance management can still be an effective tool when appropriately wielded.
Only the best,
Ron
SHRM » Publications » HR Magazine » Editorial Content » 2009 » October 2009
OPTimize Your Workforce
Vol. 54 No. 10
Three factors in today's business climate force managers to rethink how they enhance employee performance.
10/1/2009 By Ronald M. Katz
Today's workplace is no longer organized around a static chain of command. Work gets accomplished through a matrix of projects and teams with direct reporting lines becoming blurry. Short-term projects and younger workers requesting real-time performance feedback make it difficult for managers to do their jobs effectively if they are operating in the constraints of an outmoded performance management system.
Three factors force managers to rethink feedback:
The evolving workforce. Generation X and Millennial workers demand immediate feedback. They want to know in real time how they're doing so they can make necessary adjustments. Longer periods between feedback seem inefficient and antiquated.
The accelerating business environment. Your business can't wait until year-end to adjust your plans. External factors in your industry and the economy change so quickly that they require organizations to be nimble to adapt and flourish. Your competition will zip by you while you're setting the agenda for the next feedback session.
The way work gets done. Organizational hierarchies are becoming obstacles to success. Project teams are created, restructured and reassembled on an ongoing basis.
To OPTimize your workforce, managers can do three things: set objectives, manage performance and provide training. A performance management system still plays a role in this environment, but it should be radically restructured to create a straightforward, implementable system of ongoing opportunities. To optimize the performance of your staff:
* Objective setting is the foundation of performance management. Managers need to create short-term objectives aligned with the organization's goals. The clearer the lines of sight, the more likely the employee will succeed.
* Performance management today is not the annual anxiety fest of old. Regular and specific feedback during and at the completion of each project is key.
* Training and development keep employees engaged. Investing in improving employees' skills provides a mutual benefit in the performance relationship between the manager and the employee. The manager gets high performance while the employee improves his skill set to move up or achieve higher compensation.
Even if the company is cutting back on training, managers can find innovative ways to enhance skills through stretch assignments and cross-functional duties.
Take down the formality of annual or biannual reviews and talk to your employees frequently. Ditch the multipage, end-of-year, check-the-box forms. The future of performance management lies in frequent, concise and project-specific documented feedback. When it comes time to create a recordable annual appraisal for a compensation decision, gather all the feedback documentation and the dreaded paperwork becomes easier, too.
The author is president of Penguin Human Resource Consulting LLC in New Rochelle, N.Y., www.penguinhr.com.
In spite of your fear, do what you have to do. -- Chin-Ning Chu
The way to get started is to quit talking and begin doing. -- Walt Disney
Warning: Dates in calendar are closer than they appear.
_____________________ _________ __
From: john sampson <jcsspike@yahoo.com >
To: W Group <westchester_Networking_ >; itroundtable@Organization@ yahoogroups. com yahoogroups. ; it-networking@com yahoogroups. ; teng-discussion@com yahoogroups. ; thebreakfastclubnj@com yahoogroups. ; all all <MonmouthNetworkingGcom roupCC@yahoogrou >; Abby Kohut <AbsolutelyJobLeads-ps.com East@yahoogroups >; aleta adler <ridgedinergroupnj@.com yahoogroups. >; right management <RightNJITNetwork@com yahoogroups. >; mn077@yahoogroups.com com ; misassoc@yahoogroups.com ; All St Mathias <SMCNG@yahoogroups.com >; ct_njastd@yahoogroups.com ; careers_in_transition@yahoogroups. ; psgneptune@yahoogrocom ups.com ; PSG <psgtechnology@yahoogroups. >; jim ronan <psg_newbrunswick@com yahoogroups. >; spng@yahoogroups.com com
Sent: Tue, April 20, 2010 7:35:26 AM
Subject: [WNO] GENERAL: Performance Reviews!!!!!
Yes, Everyone Really Does Hate Performance Reviews
by Samuel A. Culbert
Monday, April 19, 2010
provided by
It's time to finally put the performance review out of its misery.
This corporate sham is one of the most insidious, most damaging, and yet most ubiquitous of corporate activities. Everybody does it, and almost everyone who's evaluated hates it. It's a pretentious, bogus practice that produces absolutely nothing that any thinking executive should call a corporate plus.
And yet few people do anything to kill it. Well, it's time they did.
More from WSJ.com:
• How to Fight the IRS
• The Grudge Match Over Your 401(k)
• Another Way Dividends Can Boost Your Stock Portfolio
Don't get me wrong: Reviewing performance is good; it should happen every day. But employees need evaluations they can believe, not the fraudulent ones they receive. They need evaluations that are dictated by need, not a date on the calendar. They need evaluations that make them strive to improve, not pretend they are perfect.
Who, Me?
Sadly, most managers are oblivious to the havoc they wreak with performance reviews. To some extent, they don't know any better: This is how performance reviews have been done, and this is how they will be done. Period.
Here's a simple experiment you can try. Ask yourself: How often have you heard a manager say, "Here is what I believe," followed by, "Now tell me, what do you think?" and actually mean it? Rarely, I bet.
Popular Stories on Yahoo!:
• 5 Airlines Pledge No Charge for Carry-Ons
• Jenna Bush Reveals Family Joke to Bill Clinton
• Renting: The New American Dream?
_____________________ _________ __
More from Yahoo! Finance
The performance review is the primary tool for reinforcing this sorry state. Performance reviews instill feelings of being dominated. They send employees the message that the boss's opinion of their performance is the key determinant of pay, assignment, and career progress. And while that opinion pretends to be objective, it is no such thing. Think about it: If performance reviews are so objective, why is it that so many people get totally different ratings simply by switching bosses?
No, instead, the overriding message is that the boss's assessment is really about whether the boss "likes" you, whether he or she feels "comfortable" with you. None of this is good for the company unless the boss is some kind of savant genius who can read an employee's talents with laser accuracy -- and then understands what motivates the employee so perfectly that he or she can push just the right psychological buttons to get the employee to use those talents.
Unlikely and even more unlikely.
The Damage Done
At this point, you may be asking: So what? So what if you can't speak your mind to your boss? So what if the performance review forces the boss to focus on an employee's "weaknesses" (since most bosses are told they can't give everyone top grades)? What harm does it really do?
Sadly, it does enormous damage. Forget, for a minute, the damage it does on a personal level -- the way it makes work lives miserable, the way it leaves employees feeling depressed and anxious, the way having to show so much tolerance at work leaves them with too little tolerance at home. Just think about what it does on a corporate level, the enormous amount of time and energy it wastes, and the way it prevents companies from tapping the innovative, outside-the- box thinking that so many employees are capable of. If only, that is, they weren't so afraid.
A Better Way
The good news is that none of this is the way things have to be. The one-sided, boss-dominated performance review needs to be replaced by a straight-talking relationship where the focus is on results, not personality, and where the boss is held accountable for the success of the subordinate (instead of just using the performance review to blame the subordinate for any problems they're having).
In this new system, managers will stop labeling people "good guys" and "bad guys" -- or, in the sick parlance of performance reviews, outstanding performers, average performers, and poor performers to be put on notice. Instead, they'll get it straight that their job is to make everyone reporting to them good guys.
If you're a boss, and your subordinate isn't succeeding, something is broken here. Doing more of the same isn't going to cut it. It's now time for you to ask, "What do you need from me to deliver what we are both on the firing line to produce?" And just as important, it's time for you to listen to the answer.
Asking and listening. Imagine that. It's called a conversation, and it's a rarity in workplaces today. Only by hearing what the other person thinks, and putting that person's actions in the appropriate context, can you actually see what the person is saying and doing -- and how together you can get where the company needs you to go.
Performance reviews won't get you there, because that's just about the boss getting the subordinate to buy into his or her way of thinking. It's a mirror -- not a window into the other person. But take away the performance review and you might actually have straight talk.
Rotten Milk
Proponents of performance reviews say that the problem isn't the review itself, but poorly trained reviewers. Sorry, but that doesn't fly: The performance review done exactly as intentioned is just as horribly flawed as the review done "poorly." You can't bake a great cake with rotten milk, no matter how skilled the chef. They also say you need performance reviews to protect against lawsuits by laid-off workers. Nonsense: Most performance reviews hurt a company's case because they aren't honest assessments of a worker's performance.
Also, before you start griping about how I don't understand Margaret, the woman in your department who wants to do as little work as possible, or how Tom is so distracted by his life outside the office that he can't get anything done at work, let me stop you and say: I know that not everybody deserves to stay in their jobs. Getting rid of performance reviews doesn't get rid of slackers. Not everybody will leap at the chance to get better and grow.
But everybody deserves the best shot managers can give them. And they can't get that shot with performance reviews.
MIS Ntwk Assoc Mtg Dates:
Apr 20th - Tues - Bring 20 copies of your resume - 6 pm - NEW LOCATION - BERMAN LARSON KANE 12 Route 17 North, Suite 209 Paramus, New Jersey 07652
201.909.0906 - plan to have dinner with us afterwards
May 4th - Tues - Dinner Mtg - Holiday Inn Totowa - Ed Steinberg - LinkedIn
- 1c.
-
A Little Help Please
Posted by: "Mark Yonskie" markyonskie@ymail.com markyonskie@ymail.com
Tue Apr 20, 2010 2:36 pm (PDT)
Might any of you have a connection to someone on the inside at Pepsi Beverages Company in Somers, New York?
Many thanks,
Mark Yonskie
- 2.
-
Fw: Job Opportunity (long term) Sr. Programmer - NYC
Posted by: "mahrokh nazem" nazemmahrokh@yahoo.com nazemmahrokh
Tue Apr 20, 2010 7:18 am (PDT)
Please contact the recruiter.
Regards
Mahrokh Hashemi-Nazem
--- On Tue, 4/20/10, Bryan Grosenstein <bgrosenstein@cgsinc.com > wrote:
From: Bryan Grosenstein <bgrosenstein@cgsinc.com >
Subject: Job Opportunity (long term) Sr. Programmer - NYC
To: nazemmahrokh@yahoo.com
Date: Tuesday, April 20, 2010, 9:55 AM
Hello,
My name is Bryan Grosenstein, I am a Sr. Technical Resource Manager for
CGS,Inc. (Computer Generated Solutions, Inc.). We are an international IT
consulting and services organization. I'm doing a search for one of our
clients located in New York and came across your resume on the
internet. Please view the job description listed below, if you are still on
the job market and feel you are qualified with the necessary skill sets
provided, please reply to this email with a word copy of your resume as
well as current and desired salary requirements. Please reply only if you
are interested and available.
Description: Long term, contract to hire opportunity:
The roles of the Programmers are to carry out the computer programming
needs for all components for the client (education system) product. This
includes writing, testing, debugging/troubleshooting, and maintaining the
source code of the technical solution for the client including, but not
limited to (1) the learning algorithm, (2) the scheduling algorithm, (3)
the student profile, (4) the user portal, (5) analytics and data reporting.
Professional Experience
Minimum of 8 years experience with writing application software, data
analysis, data access, data structures, data manipulation, databases,
programming, testing and implementation, technical and user documentation,
software conversions; environments include but are not limited to
mainframe, mid range, personal computers, laptop; available to assist
and/or lead in the design of program specifications and the implementation
of software solutions.
Responsibilities and Required Skills
Production of custom developed components
Design and implementation of ad hoc scripts
Production of office automation scripts/macros
Implementation of database design
Ongoing oversight of data integration procedures
Production of ad hoc workstream reports
Production of designed product reports
Quality assurance and unit testing
Thank you,
Bryan Grosenstein
Sr. Technical Resource Manager
Computer Generated Solutions
3 World Financial Center
New York, NY 10281
www.cgsinc.com
http://streamsend.maxhire.net/ private/lGJW/ qKf/smp1MUd/ unsubscribe/ 10287371
- 3.
-
Fw: Job available - NYC
Posted by: "mahrokh nazem" nazemmahrokh@yahoo.com nazemmahrokh
Tue Apr 20, 2010 7:19 am (PDT)
Please contact the recruiter.
Regards
Mahrokh Hashemi-Nazem
--- On Tue, 4/20/10, Milind@itmanna.com <Milind@itmanna.com > wrote:
From: Milind@itmanna.com <Milind@itmanna.com >
Subject: Job available - NYC
To: nazemmahrokh@yahoo.com
Date: Tuesday, April 20, 2010, 9:29 AM
Hello Mahrokh,
This is Milind.
I work for ITManna. I have following job
opening. Please reply with your resume (WORD format) and the following
information if you are interested.
Visa/work authorization status -
Current location with complete addre
ss –
Expected rate (no expenses paid) -
Month/year information with project/job duration -
Sr Project Manager –
NYC
3 month rth
$60-$65/hr
Must go Ft after 3 months
The position is for Senior Project Manager of software
development and production support for these applications. The candidate
will be responsible for managing the development and implementation of
applications built on distributed (J2EE, Cold Fusion,Microsoft Office Sharepoint
Suite Busine ss Intelligence
solutions) technologies, including the integration of vendor products. In
addition to managing ongoing support for these applications in production,
the selected candidate will also be responsible for supporting a small subset
of legacy mainframe applications.
Required Skills:
• At least eight years of project management
experience in application development projects;
• Strong management skills, including planning, monitoring, intervention,
and reporting;
• Experience managing large scale application development projects,
preferably J2EE applications, through all phases;
• Experience in supervising technical development staff at all levels,
with strong leadership skills in career development and mentoring;
• Excellent skills in cultivating customer loyalty, including managing
expectations and customer buy-in;
• Strong oral and written communications skills and presentation skills;
and,
• Excellent busine ss analysis
and design skills
Critical Skills:
• Manage quality and timeline ss
of product and service to satisfy customer requirements and priorities;
• Supervise a team of about 12-14 developers and busine
ss analysts;
• Work with technical service providers and stakeholders to manage
commitments and deliverables;
• Manage and perform requirements gathering, busine ss
analysis, and high level design;
• Develop project proposals including cost/time estimates, risks and
dependencies;
• Update management on project status and measures of succe
ss ;
• Ensure compliance with Bank and organizational standards; and,
• Ensure dependable production support for applications supported
Preferred Skills:
• Experience with software proce ss
improvement models (e.g., CMM ,
CMMI, PMBOK)
• Experience with Financial Industry
Best regards
Milind
--------------------
Milind Adkar
Recruiting Manager
ITManna Inc.
Marietta , GA
30068
Fax: 770-952-4335
milind@itmanna.com
- 4.
-
Fw: URGENT OPENING - NJ - DIRECT PHARMA CLIENT
Posted by: "mahrokh nazem" nazemmahrokh@yahoo.com nazemmahrokh
Tue Apr 20, 2010 7:32 am (PDT)
Please contact the recruiter.
Regards
Mahrokh Hashemi-Nazem
--- On Tue, 4/20/10, Mihir Panchal <Mihir@cyberThink.com > wrote:
From: Mihir Panchal <Mihir@cyberThink.com >
Subject: URGENT OPENING - NJ - DIRECT PHARMA CLIENT
To: "Mihir Panchal" <Mihir@cyberThink.com >
Date: Tuesday, April 20, 2010, 10:20 AM
Hi
Kindly let me know if you are available for following
opening with our direct client based in Raritan NJ
Title – Project Manager I
Location – Raritan
NJ
Duration – 8+ Months Contract
Client – Johnson & Johnson
Technical: -5 years
experience as a project manager in software technology and delivery, need
excellent skills in Excel (pivot tables and some basic macros) and MS Project
and PowerPoint.. -Must possess good working knowledge of collaborative tools
such as SharePoint. Hands on expertise in leveraging various features of SharePoint
for project management, such as building dashboard reporting, building customer
satisfaction surveys and other email integration to work smarter. -Experienced
with Managing various software development and projects related to development
of shared services organizations. Must have sound knowledge of SDLC and related
experience on such projects. -Knowledge and exposure to process and framework
improvement activities a plus (lean six sigma etc.) --Will work on multiple
transitions to prepare statement of works, scope items of deliverables and
services provided. --Will facilitate key meetings with transition team and be
the overall keeper of risk register and issues pertaining to transitions.
-Responsible for assembling project teams, identifying appropriate resources
needed, develop and execute project plans, and assign individual
responsibilities. -Function as a team leader or team player as necessary -Coordinate
across various functional Information Management areas to provide solutions and
resolve issues for managed projects. -Ability to manage concurrent activities
and issues are a must. -Take a lead role to ensure successful execution of the
detailed project work plan -Leadership, initiative and the ability to manage
concurrent activities and issues are a must. Non-Technical: -Excellent customer
service, interpersonal, communication and team collaboration skills are
essential. - Excellent verbal and written communication skills are a must
-Ability to provide management level analysis and recommendations on project
wellbeing -Strong problem and issue resolution skills -Strong leadership skills
a must
Non-Technical:
-Excellent customer service, interpersonal, communication
and team collaboration skills are essential.
- Excellent verbal and written communication skills are a must
-Ability to provide management level analysis and recommendations on project
wellbeing
-Strong problem and issue resolution skills
-Strong leadership skills and able to motivate teams a must
-Ability to work independently
-Manage and maintain meeting schedules, meeting minutes and action item lists.
-Ability to create dashboards, project reports and process flow diagrams.
Ensure resolution to action items
-Maintain the project repository of information
Methodology/Certification: -Bachelor of Science or Bachelor of Arts degree in
Business Administration; a technical degree; or related field. -PMI
certification is a plus not required.
-Experience in or the proven ability to adhere to a PMLC / SDLC methodology
Project Management Experience -5 years of general software technology
experience.
This is not a infrastructure or engineering PM position, this is more aligned
on the application services.
Please provide the following details along
with your updated resume in word format
Availability for an interview:
Availability for start:
Contact
number:
Best time to call you:
Current location:
Currently on project:
If NO, then when was your last assignment ended:
Reason for ending last assignment / Reason for searching a new job:
Expected hourly rate (on W2 no benefits):
DOB (Month/Date)
Work authorization status in USA :
Is commute feasible for you on daily basis?
Mihir Panchal
Sr.
Technical Recruiter
cyberThink Inc.
1125 US HIGHWAY
22 STE 1,
Bridgewater ,
NJ , 08807-2939
Phone : 877 223 7153 Extn 536
Fax: 908-429-8004
mailto: mihir@cyberthink.com
web page: www.cyberthink.com
- 5.
-
Monday, April 26, 7-9pm: TCN / Temple Community Network Meeting
Posted by: "TCN Messenger" broman235@gmail.com broman235
Tue Apr 20, 2010 8:17 am (PDT)
Monday, April 26, 7-9pm: TCN / Temple Community Network Meeting
.
In 2010, you can no longer find a job by applying to positions on
Monster & CareerBuilder. There are far more candidates applying for
the same positions, so you have to differentiate yourself. The days
are gone when having a resume printed on special paper with a fancy
font on it will get you noticed.
TCN�s next meeting will feature a talk by special guest Abby Kohut,
who will present:
"Job Searching 2010 -- How to Play and Beat the Odds"
In today�s job market, you have to network your way into companies
using face-to-face connections and social media. Abby will discuss a
variety of networking methods and will also offer unique ways to get
your resume in front of the hiring manager. She will also discuss
ideas for different kinds of employment beyond a 9-5 job.
Monday, April 26th, 7:00�9:00 PM
Barnert Temple, 747 Route 208 South, Franklin Lakes, NJ
Directions to Barnert Temple:
http://barnerttemple.org/about_ us/about_ us.php3?page= 249
View or Download the meeting flyer here:
http://www.box.net/shared/ amun5f7ca5
Abby Kohut, or Absolutely Abby, is the Lead Consultant and President
of Staffing Symphony, LLC, a staffing consulting and expansion
company. For 15 years, Abby has held positions such as Senior Director
of Recruiting for Kaplan, Inc., and Manager of Global Recruiting for
Alpharma, Inc. Abby is the Strategic Growth Advisor for Whine & Dine
Networking and recently won a Pinnacle Award from the Society of Human
Resources. Abby�s blogs on AbsolutelyAbby.com and her bi-weekly Career
Wake Up Calls motivate job seekers as they continue their search for
their ideal job. Her recent book, �Absolutely Abby�s 101 Job Search
Secrets� teaches candidates secrets about the job search process that
other recruiters won't tell you.
We look forward to seeing you at Barnert Temple on Monday, April 26th
for our look at Job Searching 2010! Please feel free to arrive at
6:30pm for extra open networking time, and bring a friend! RSVP�s are
not required.
Next month, we will meet on May 24th (4th Monday, as usual) featuring
a guest speaker to be announced.
For more information, contact Bob Roman: broman235@gmail.com or Bob
Levin: blevin@galaxy.net
.
Thanks,
Bob
Bob Roman | Principal, Senior Consultant | Paneverde Design &
Technology | bobroman@paneverde.com | 917.882.5402
- 6.
-
Executive Assistant in West Paterson NJ
Posted by: "Keith Bogen SPHR" keith.bogen@yahoo.com hrslugger2002
Tue Apr 20, 2010 9:06 am (PDT)
This position is located in West Paterson (right off of Route 80).
Please note that the below position is based at our GMT Campus.
>
>
> Executive Assistant
>
>Berkeley College is currently seeking a full time Executive Assistant to the Sr. Vice President, Enrollment Management and Career Services.
>
>This position provides confidential executive-level support to the Senior Vice President and manages and coordinates the administrative functions and welfare within the office of the Senior Vice President for Enrollment Management and Career Services (SVP EM&CS). The Executive Assistant must be diplomatic and possess a high level of professionalism; must be able to take the initiative and make sound decisions; must have a strong work ethic and commitment to the organization; must possess excellent organizational and writing skills and the ability to
> effectively handle multiple priorities.
>
>Qualified candidates must have:
> * Bachelor's degree and five years of assistant experience.
> * Strong interpersonal and communication skills and the ability to work effectively with a wide range of constituencies in a diverse community.
> * Excellent written, verbal and phone communication skills.
> * Must be detail oriented and highly organized; a master at multitasking and handling changing priorities; and poised and able to manage under stress with minimal supervision.
> * Extremely proficient in Microsoft Office and Lotus Notes. PeopleSoft experience is a plus.
>To apply for this position, please email your resume and salary requirements to STL@BerkeleyCollege.edu
>
>REMINDER: The Associate Referral Program allows for a $200 reward for the referral of a full time associate. Further information can be found on HR on Blackboard.
>
>Please note Job Posting and Transfer Policy on HR on Blackboard at my.berkeleycollege.edu.
>
- 7.
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Staff Development Assistant in Westchester NY
Posted by: "Keith Bogen SPHR" keith.bogen@yahoo.com hrslugger2002
Tue Apr 20, 2010 9:18 am (PDT)
>Staff Development Assistant
>
>Berkeley College is currently seeking a Full-Time, Staff Development Assistant to support Enrollment Services at our Westchester, NY Campus.
>
>Responsibilities include, but are not limited to the following:
> * Answer incoming calls
> * Perform outbound calls to schedule visits for prospective students
> * Train all part time new hires on telephone techniques and computer programs
> * Keep new product knowledge information up to date
> * Supervise and motivate staff
> * Come up with new creative ways to keep staff motivated
> * Evaluate staff calls and provide constructive feedback
> * Assist with planning yearly staff training meetings
> * Light administrative work
>Qualifications include:
> * Bilingual Spanish speaking is preferred
> * An Associates degree is preferred
> * Data entry skills
> * Experience using Microsoft office tools including Word/Excel/Access
> * Excellent listening skills
> * Excellent verbal communication skills
> * Problem-solving and Multitasking abilities
> * Strong customer service skills
> * Must be a team player
> * Must be well spoken and business oriented
>In addition, the Staff Development Assistant is required to work 2 nights a week until 9pm, and work 2 Saturdays a month from 9am to 2pm.
>
>To apply for this position, please email your resume and salary requirements to STL@BerkeleyCollege.edu
>
>REMINDER: The Associate Referral Program allows for a $200 reward for the referral of a full time associate. Further information can be found on HR on Blackboard.
>
>Please note Job Posting and Transfer Policy on HR on Blackboard at my.berkeleycollege.edu.
>
>
- 8.
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LEAD: BA Client Onboarding - Bank - NYC - at least 125k
Posted by: "john sampson" jcsspike@yahoo.com jcsspike
Tue Apr 20, 2010 11:49 am (PDT)
Job Description A major Foreign Bank Holding Company is looking for a Business Analyst Client Onboarding in their New York office.
Main Function
This role will provide business analysis services to Wealth Gamma business imperative of Client Acquisition and
On Boarding. This will include, requirement gathering, functional specification, data analysis, test planning,
Preparation and execution and co-ordination of system rollouts. Additionally, the role will support the team in
Project planning, initiation, tracking and delivery activities and act as a senior team resource to lead and assist
Other team members as required. As they expect to be delivering the new platform in conjunction with a third
Party vendor, this role will involve working closely with the vendor's IT team to ensure that the vendor fully
Understands what the Bank requires. In addition, candidates will participate in integration projects with othrer
Gamma imperatives.
Main Duties
Liase with external Business and IT teams to gather and define detailed requirements and functional specifications
For the Wealth ECCO implementation project.
Support and co-ordinate system implementations through the project lifecycle (analysis) / de sign, testing, rollout
And hand-over) working with other teams on a local and global basis.
Manage multiple, personal workstream in parallel.
Liase with Business and IT project management to assist in the initiation, planning, tracking and delivery of projects and
Work streams.
Support the management of project work streams to lead, guide and assist other team members, ensure quality and
Timeliness of delivery and assist in use and enhancement of team methodologies.
Ensure all work meets prescribed standards in design and quality.
Document all work and communications to a high professional standard in design and quality.
Liase with the Software Vendor.
Skills Required Exceptional attention to detail and Proven delivery track record within a fast paced corporate environment.
Excellent communication skills (i.e. confident, succinct, eloquent and clear) in documentation, via e-mails, telephone
And in meetings; Strong problem solving and influential skills; A can do attitude-willingness to accept challenges
And innovate approaches; End-to-end lifecycle experience of systems development and implementation projects;
Experience using UML (only in knowledge of 'actors')
Process mapping experience; Experience writing business and technical documentation particularly, requirements and
Functionsl specifications, test scripts and user manuals; Experience modeling: data, process, events and objects;
Experience working within a globally dispersed team; Experience facilitating client workshops /discussions; Data
Analysis / manipulation experience; Basic Project management skills; Application experience; Data Driven Workflow
Based tools (Awareness)
MS Excel (Advanced); MS PowerPoint (Intermediate); MS Project (Awareness); Vision (Intermediate) ; MS Work (Advanced);
SQ: (Awareness)
Tenacity, pragmatism; Strong organisational skills; Good time management and an ability to multi-task parallel work streams;
A team player who is able to work independently; Ability to identify and escalate risks and issues as appropriate and identify
Potential solutions.
Strong interpersonal skills; Willingness to work long hours when required and assists in other people's work to meet
Deadlines; Experience of Client On Boarding within the High Net Worth /Ultra High Net Worth Banking environment;
Working knowledge of the Client On Boarding/KYC Check/AML policies and procedures is a huge plus.
Salary Range This is a full time position for an Assistant Vice President and the salary is based on experience.
How to Apply Contact Tony Savoca at Momentum Resource Solutions at asavoca@momentumrs.com and then call him at 732-738-0929.
Tony Savoca
Vice President
Director of Financial Services
Momentum Resource Solutions
1090 King Georges Post Road
Edison, NJ 08837
732-738-4700
MIS Ntwk Assoc Mtg Dates:
Apr 20th - Tues - Bring 20 copies of your resume - 6 pm - NEW LOCATION - BERMAN LARSON KANE 12 Route 17 North, Suite 209 Paramus, New Jersey 07652
201.909.0906 - plan to have dinner with us afterwards
May 4th - Tues - Dinner Mtg - Holiday Inn Totowa - Ed Steinberg - LinkedIn
- 9.
-
LEAD: Software Sales - NJ - Travel
Posted by: "john sampson" jcsspike@yahoo.com jcsspike
Tue Apr 20, 2010 12:05 pm (PDT)
Software Sales Account Executive
Global software solution company and innovative technology leader in the Microsoft Infrastructure and Application Management space is seeking Account Executives to join their growing team.
Responsibilities:
- Responsible for selling software solutions
- Develop sales strategies with management team to increase market penetration
- Generate sales leads, prospecting and cold calling
- Handle negotiations of sales contracts and closure
Requirements:
- Software Sales Executive or Account Manager with at least 2 years of experience selling IT consulting services or information management solutions is a plus.
- Demonstrated achievement in Sales required
- Extensive skills and experiences with OS & Application Management tools
- Good knowledge of Windows Operating Systems, Microsoft Exchange, Active Directory, SQL, VB Scripting and various UNIX/Linux platforms
- Strong communication and presentation skills (written and verbal)
Additional Info:
- Competitive base salary plus commission
- Position located in Northern New Jersey
- Travel required
If you fit the above requirements, please write to: careers@forest- designs.com
All applicants are required to provide a comprehensive resume with current and expected salaries. Only qualified candidates will be notified.
MIS Ntwk Assoc Mtg Dates:
Apr 20th - Tues - Bring 20 copies of your resume - 6 pm - NEW LOCATION - BERMAN LARSON KANE 12 Route 17 North, Suite 209 Paramus, New Jersey 07652
201.909.0906 - plan to have dinner with us afterwards
May 4th - Tues - Dinner Mtg - Holiday Inn Totowa - Ed Steinberg - LinkedIn
- 10.
-
Account Executive - Trading Solutions (NYC or Chicago)
Posted by: "Keith Bogen SPHR" keith.bogen@yahoo.com hrslugger2002
Tue Apr 20, 2010 1:56 pm (PDT)
Account Executive
Trading Solutions
Preferred; Experience Selling Trading Turrets and/or Market Data
New Yorkor Chicago
Hello! Would you know anyone interested in the following opportunity?
As search consultants, we have been engaged by one of the world's leading providers of dealing room and telecommunication solutions - with global coverage in financial capitals, dealing rooms and trading turrets.
This company has a key opportunity for a New York- or Chicago-based Account Executive.
Overview:
* Create and execute business strategies, while developing sales plans that create value for national customers and prospects.
* Establish and maintaining senior-level relationships with key Accounts, and for identifying client opportunities to generate incremental sales growth.
* Accountable for understanding the market and client profile and to differentiate product offerings from competitors.
* Basis for this position: great opportunities to rapidly grow market share!
Reporting to the US General Manager, and backed by unrivaled investments in R&D and already in-use, advanced technologies, you'll:
* Continually prospect, identify, qualify, generate, and promote new business opportunities and multi-year growth plan, while simultaneously managing a pipeline of new opportunities.
* Develop critical contacts with End Users, Traders, Client Decision Makers, Consultants, and C- Level decision-makers.
* Provide market and client feedback to internal stakeholders, in order to steer product and service development to best attain market share.
* Demo Trading Solutions Products.
* Lead C-Level presentations to clients.
* Analyze client business processes and provide professional solutions.
* Achieve/exceed sales, revenue figures, and profit targets.
Required Experiences & Attributes:
* Proven experience in a direct, "hunting" sales role.
* Financial Sales experience required, preferably a minimum of 5+ years direct experience selling trading turrets or market data.
* 5+ years demonstrated solution-selling success, and leading national accounts.
* 5+ years experience developing/directing integrated sales and marketing strategies to generate qualified leads and fill the sales pipeline.
* Proven ability to successfully launch and sell new products and services.
* Effectively negotiate for profitable account closures.
* Highly effective communicator, who works well in a cross-functional team environment.
* Experience selling Network Services is a plus.
* Bachelor's Degree a requirement; an MBA is a plus.
For further information, please contact:
Norman Maskin, SPHR
The NLP Group
Cell: 312-636-8010
norman.maskin@yahoo.com
www.thenlpgroup.net
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