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Friday, October 23, 2009
Unemployment Rules?
Q: I’m on the verge of quitting my job. My boss and I do not get along. If I quit, would I be eligible for unemployment insurance? I am tempted since the federal government has extended benefits for an additional 13 weeks. A smart move?
A: The prospect of collecting unemployment benefits is rarely a good reason to quit your job. In fact, it’s generally true that if you quit, you are not eligible for benefits. This safety net was designed to lend support to those who lose jobs through no fault of their own.
That said, most states have some exceptions for extenuating circumstances. In Wisconsin, for example, if you quit because your paychecks bounce or you have to relocate to a different market to keep your job, you may be eligible. In Connecticut, you may be entitled to benefits if you quit for “good cause,” which may include reasons like caring for a seriously ill child or spouse. Even so, you have to be available for full-time work.
Because unemployment is administered by each state and the rules change periodically, it is important to check with your state labor department to find out the latest requirements. Even if you do become eligible for collecting unemployment checks, either because you are downsized or quit for what is ruled “good cause,” you will be required to engage in a job hunt. Since you are unhappy in your current situation, why not get a head start?
Interviews Galore
Q: My friend is applying for an executive position. She’s been interviewed more times and by more people than for any other job she’s ever held, and still there’s been no decision. What’s going on?
A: Now that the high unemployment rate has put employers in the driver’s seat, they are being more selective than ever. They also more cognizant of “the costs of making a wrong decision,” says John Challenger of Challenger, Gray & Christmas, the Chicago-based outplacement firm. Often it takes six to eight months to realize that a mistake was made, says Challenger, which means at least half a year’s salary can be wasted.
Consequently, employers, whether they are hiring executives or temporary employees, are beefing up their screening process, confirms Mike Steinmetz, vice president and general manager of Manpower Inc.’s Midwest division. “Some of the larger firms have been trying to reduce risk through multiple rounds [of interviews], getting multiple people involved,” he says. Rather than be interviewed simply by a prospective supervisor, for example, a candidate also may have to meet with the supervisor’s supervisor to make sure there is a consensus on the hiring decision.
The hiring process is also more likely to include “behavioral interviews” and other sorts of assessments, such as skill tests. Behavioral interviews incorporate sets of questions that “attempt to elicit a candidate’s behavior in concrete situations that parallel what might be found at the company,” Challenger says. When Steinmetz interviews candidates for managerial positions, for instance, he typically inquires about difficulties they encountered and how they dealt with them. “I don’t want all rosy stuff,” he says.
Steinmetz notes that “soft” skills, such as leadership, teambuilding, conflict resolution and the ability to motivate employees who are not direct reports are highly prized. The best way to prepare for an interview nowadays, adds Steinmetz, is to come with some specific examples that can illustrate any number of these traits. “If the illustration can answer two or three questions at once,” that’s great, he says. “I like it when I don’t talk very much.”
With so many layoffs, Steinmetz notes, many “A-players” have been downsized. Whether companies are hiring new employees or hiring back old ones, “they are trying to upgrade their staffs by identifying and adding the available A-players.”
Candidates do not have to be proficient in every single area. Screening also helps employers identify areas that need coaching or on-the-job training once you are hired. Most of all, you want your interviewer to view you in the following way: as someone who is reliable, trustworthy, teamwork-oriented, inquisitive and always looking for a better way to do things. “I much prefer someone with those skills and mediocre technical skills than the other way around,” says Steinmetz. That’s because technical skills are more easily taught.
Leslie Whitaker is co-author of “The Good Girl’s Guide to Negotiating.” E-mail her leslie@ctwfeatures.com and join the conversation at www.lesliewhitaker.com.
Leslie Whitaker is co-author of "Good Girls Guide to Negotiating." E-mail her at Leslie@ctwfeatures.com and join the conversation at www.lesliewhitaker.com.
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