CAREER

SECOND DEGREE VS. CERTIFICATIONS: don’t waste time or money

Experts weigh in on whether a reader should pursue an advanced IT degree or go for certifications

When you’ve got about three years of IT experience under your belt and you want to increase your earning power what do you do? Do you go back to school and earn an advanced degree in IT ? Or do you take your first steps in pursuing vendor certification? Those were some of the questions I received recently from a reader who has worked as an IT administrator (the only IT guy) at a small civil engineering company. He currently earns about $43,000 a year and wants to bump up his salary but his time for education is limited due to family commitments. So what’s the best option?

I’m often asked by IT folks whether to pursue advanced degrees – in 2005, we discussed the pros and cons of MBAs for IT pros (see below for links to those newsletters) - but we’ve never discussed IT degrees for relative IT newbies. I wanted to get some professional opinions so I put the questions to two recruitment agencies, an IT manager at a construction firm, and a certification trainer. This is what they said:

Advice from staffing companies:

James Del Monte is president of JDA Professional Services, an IT staffing company based in Houston. He says: “Having a 4-year degree in anything is a good start and will open most doors. Having a technical degree is preferred in lieu of experience. So he is off to a good start. Given his situation, my suggestion would be to get Microsoft and Cisco certifications. He sounds like he is more interested in a technical career and could use some formal training in this. It also sounds like he is looking to improve his situation more immediately. I would suggest a Master (MBA) if he is interested in more of the business aspects of IT or views himself getting into management. That of course is a longer term commitment. His compensation for what is described seems fair. His next move would be into a larger company where he can learn from others.”

Sandi Henrikson is regional manager at Sapphire Technologies North America. She says: “A degree is desired by many employers, even if it is just a non-technical Bachelor’s. If the worker is young or early in his/her career and has the time to devote to going back to school (i.e. not a lot of family obligations or a demanding job) then investing their efforts in obtaining a degree would be recommended. However, where this candidate says he has limited time, it may be better to focus his energy into getting certifications. With certifications you can pinpoint the specific career path you want to follow and fine tune your skills precisely to the position that you want to aspire to. There are many online certification courses for the person who cannot dedicate themselves full-time, as well as the ability to pursue a Master’s degree part-time down the road if you choose. Many companies, including Sapphire, offer discounted training offerings to assist their employees in keeping up-to-date with the latest technology.”

Advice from an employer:

A. Reader, who wants to remain anonymous, is an IT manager at a construction company, and offers this advice: “What is the employment objective of the individual? Is the individual currently working in IT? If IT management is the goal then a Master’s degree in IT is probably going to serve the needs of that position well. An IT manager with a Master’s degree with a good balance of advanced and current technical and business background brings tremendous tools to the 'table'. One of the most difficult aspects of IT management is having a manager who is skilled enough and current in his/her grasp of emerging technologies such that they can communicate effectively with the project managers and technical specialists.

“If an individual is looking to enhance their marketability in core technology positions such as network engineering or project management I see the choice of Master’s vs. certification as a bit of a toss-up. If one wants to be a project manager with a specialty in security, the Master’s degree could serve well; certifications would be a plus, but could also be seen as overkill or the reverse with the Master’s degree. The credentials become a ‘flashpoint question’ of what does this person want to be, a manager or super-tech? By the same token a well-seasoned engineer with project management and security certifications along with a solid resume would be a very appealing candidate.”

Advice from a certification trainer:

Wendell Odom, CCIE No, 1624, splits time between writing Cisco training books for Cisco Press and teaching classes at Skyline ATS. (Wendell will also be blogging for Network World’s Cisco Subnet site in September - watch this space for details. If you have any burning Cisco certification-related let me know and I’ll forward them to Wendell, or keep an eye out for his blog and you’ll be able to contact him directly).

Wendell says: “I think employers want both types of folks - certified and those with a Master’s in an IT-related field. However, the real trick is to look at job roles within IT and within the networking-centric part of IT. The vast majority of job roles within the networking part of IT requires the skills proven with certs more so than the skills and knowledge proven with a Master's degree. I would say though that someone with a Bachelor's degree plus some certifications - even if the degree is not in IT - has a distinct advantage over those without a degree. I've talked to many students and readers over the years who were somewhat frustrated by having their options limited in some ways by the lack of a degree.

“Also, you need to separate your thinking in terms of whether the employer is a company implementing networking technology [an IT user], or a reseller/vendor/consulting company. An overwhelming number of students tell me that [IT user organizations] do not care a bit about certifications for current employees. They are about skills first, and certifications second, for potential employees. So, for those employees, I'd say getting certified is an important step if they’re looking to land the next job. However, the resellers/vendors/consultants see some inherent value in the certification branding, so oftentimes the skills and certifications tend to be on an equal footing. There's also a much more likelihood that these companies would help you move towards getting your next certification.

“A quick word on the Master's in an IT field. If you want to work in the broader world of IT, and not just networking, then I'm a big fan of getting a Master's. It's just a lot tougher to get there, especially once you're past the carefree days of youth. However, if you're going to focus on a career in networking, I'd recommend a [Cisco Certified Internetwork Engineer] cert over a Master's in IT – CCIE certs are more centered on the technologies you'd work with. I've never met a CCIE who thought the cert didn't have a big impact on their career.”

Thanks to all the experts who offered their advice and thanks to the reader for writing in with the question. As a seasoned IT pro, I’d like to know your thoughts on this issue. Or if you’re an IT newbie – let me know if you are pursing a Master’s degree or vendor certifications

Learn to Control the process not the people

Learn to Control the process, not the People

Are you a Micromanager?

As a manager, you must remain involved in your employees’ activities. But where does involvement stop and micromanaging begin? Sticking your nose too deeply into an employee’s work process can be counterproductive and waste time. Learn to control the process, not the people.
Let’s say you overheard an employee refer to you as a micromanager. To find out if it’s true, answer the following questions using this scale:

4 = Very often        3 = Often      2 = Sometimes      1 = Seldom       0 = Never

HOW OFTEN DO YOU …

1. Give specific directions about how you want a task completed?
2. Wonder what employees are doing and whether their time could be spent better?
3. Reject an employee’s suggestion because it isn’t how you would perform the task?
4. Get annoyed when a normally capable employee makes a simple error?
5. Worry about whether a key task will be done right or on time?
6. Sneak a peek when your employee isn’t around to check a project’s progress?
7. Delegate work in increments rather than explain the entire project at once?
8. Resent or refuse to answer questions about “why” a task needs to be done?
9. Find employees coming to you with questions they should know the answers to?
10. Talk most of the time during strategy meetings or brainstorming sessions?

Score


30 to 40

 

 



20 to 29

 

10 to 19

 

 




0 to 9

 

 

Result


Your employee is right: You’re a micromanager.

 



Shift your focus to results. 


It’s not your fault






He must have been talking about someone else

Evaluation


You may be focusing too much on how employees perform the work, not the outcome. Instead of always explaining how something should be done, explain what you’re trying to achieve. After all, your employee may know a faster, better way

You’re not a “dyed-in-the-wool” micromanager, but you need to loosen the reins a bit. Give employees more space to make decisions

If you’ve answered the questions honestly, you’re not micromanaging your employees, but you still have a problem. They view your critiques negatively, so you need to work on communicating your expectations and feedback more effectively.

The complaint is probably an isolated remark.

How well does your office run when you are not there?

Writing your SOP manual: 4 important Guidelines

When leaving your job for whatever reason — going on vacation, getting promoted to a new position or nearing retirement — are you suddenly scrambling to write everything down for your replacement two weeks before you depart? Or, if you've just arrived at a new job, do you wish someone had left behind some written instructions so you wouldn't have to keep bothering your new co-workers with questions?

And, does it seem that your organization invests a lot of time and resources in its employees, but when staff members depart, they take all that corporate knowledge with them? Wouldn't it be nice to retain that knowledge in writing for your company?

The solution? In situations like these, the way to keep business operations humming along is by having a standard operating procedure manual in place for every position in your organization.

Never be left scrambling to remember how something should be done

Here are some important guidelines to follow when you're creating an SOP manual:

1. When writing any procedure, walk yourself through the steps and document them as you go. You have to put yourself in the shoes of someone who doesn't know how to do a task and walk her through it. This can be difficult when writing about something you're so familiar with.

Here's an oversimplified example: Think about an IT person who works with computers day in and day out, and someone comes to him wanting to know how to start her computer. The answer he would likely give is to enter the username and password, not realizing what the person really wanted to know is how to get the ON button to work.

If you document the steps in a checklist, that's a good way to set them out in an easy-to-read fashion. Once you have a procedure documented, go back and reread it to see if it makes sense or ask someone not familiar with the task to try it based on your written instructions.

2. It's best to avoid putting anything confidential, including passwords, in your procedures manual, unless it's going to be located in a secure location (electronic or hard copy).

Keep your passwords and other confidential information in a separate location to avoid someone getting ahold of not only your SOP manual, but also all the passwords to access your computer system.

I keep my passwords in a folder in my Outlook account, but some people have all their passwords saved in an Excel spreadsheet, which only they can view. If you have them in hard copy, a locked drawer would also be a good place to store them. Wherever you store them, make a note of it in your manual.

3. Keep references throughout your procedures manual generic. A procedures manual is meant to be passed on from person to person, so I would recommend that you use position titles rather than the actual names of staff in those positions, including yourself.

In my own manual, I use the term "this position" when referring to my duties, such as "this position is responsible for supervising the receptionist" or "this position reports to the CEO.…"

4. Less is more. An SOP manual doesn't need to be 200 pages long. As a matter of fact, less is more. You want to include all the essential information and be specific without being wordy. If the manual is too large, it will end up not being used because it's hard to find anything and there's just too much to read.

The goal should be to create a manual that allows you and others to easily retrieve the information needed to do your job. You should use checklists to explain a process or bulleted lists to cut down on the word count.

5 Proven Benefits of Professional Certification

5 Proven Benefits of Professional Certification

5 Proven Benefits of Certifications

Certifications are a win-win for both employees and companies. Here are five demonstrated benefits of certifications for business and professionals.

Keyword(s): benefits of certifications

 

Have you ever thought about spending time earning a professional certification?

If this is something that has crossed your mind, good! You're on the right track. You can opt to take a course in your chosen field, or expand your horizons and take a course in a new skill.

Getting a new certification or qualified skill has many pros to it, and almost no cons or drawbacks.

Investing your time, money, effort, and energy in earning professional certifications can only help you. It will never hurt you or your prospects.

There are countless benefits of certifications, and we give you our top five below.

1. Learn New Skills

This is one of the most obvious benefits of certifications.

Learning new skills is an essential part of human life, and it means you are always increasing your knowledge.

Learning new skills and earning qualifications in those skills can really boost your self-esteem. This is an addition to the value you receive from the skills themselves.

It is important to be certified because of the emphasis on lifelong learning it suggests.

Learning new skills mean you can expand your job abilities and responsibilities. You will be equipped and prepared to handle aspects of your business besides whatever you are used to doing.

For example, the benefits of corporate training are seemingly endless. They can include improved skills in sales, management, finance, human resources, and many other important business techniques.

Whatever new skills you choose to learn, make sure you enroll in a certification course so that you can prove you have valuable knowledge of that subject matter.

2. Improve Your Resume

It's difficult to explain just how good a new certification can look on your resume.

In fact, earning enough new certifications can change the entire look and layout of your resume completely. It will allow you to add a special section to your resume, just for listing out all the certifications and qualified skills you have.

Having a piece of paper to prove that you know the ins and outs of a certain skill is invaluable in the workplace.

Having the chance to improve your resume in such a big way is just another one of the many benefits of certifications.

Adding a professional certification to your resume in addition to whatever education or experience you already have will make you look very well rounded and capable as an employee.

Companies are quick to hire a person who shows that they are qualified. But they are even quicker to hire someone who shows not only that they are qualified, but that they are committed to always improving their skills and learning more.

Taking professional certification courses of your own free will is evidence that you are dedicated to lifelong improvement. Your resume will never stay stagnant or stale. You will always be on the lookout for opportunities to further your knowledge and skill set.

3. Command Authority

Increasing your status by increasing your knowledge is one of the best ways to climb the ladder.

One of the biggest benefits of certifications you will experience is the increased status level as a result of having more courses under your built.

Being able to add a certification to your name or resume commands authority and shows potential clients that you are credible. Building that sense of trust with people means they will respect you and trust you to get the job done.

This is one of the side benefits of certifications. Though you wouldn't necessarily commit to earning a professional certification just for this reason, it is certainly a nice fringe benefit.

The authority you command when you show that you have certifications to back up your skills show that you are a force to be reckoned with.

4. Boost Productivity

It's simple. If you know what you're doing, you'll be better at doing it.

When you have proper training in something, you will be able to do the job much more quickly and efficiently. Increased productivity is just another one of the many benefits of certifications.

You may not choose to enroll in a certification course for this particular benefit, but it is one you will surely receive in addition to the feeling of accomplishment.

Being able to work more productively and efficiently will improve your life and work overall.

For example, if an employee is certified in a certain software or program, they will not only be able to do the simple everyday tasks more quickly. They will also be able to take advantage of the more advanced features of the program.

Being able to use programs to their full capacity means better work done in a shorter amount of time. And that's something every business and successful company should want to do!

5. An Edge Over the Competition

Another one of the huge benefits of certifications is the edge it gives you over your competition.

At the end of the day, who do employers want to hire? And what businesses do customers want to buy from?

Everyone wants to do business with the most qualified and trustworthy option available. When you have professional certifications to back up your knowledge, you are already miles ahead of people who do not have the same qualifications.

Plus, doing so early on can give you a head start over your peers. High schoolers are now beginning to earn certifications so that when they graduate, they already have certain qualities to their name that their peers do not.

Have More Benefits of Certifications to Share?

Have you experienced other benefits of certifications that are not included on this list?

Since the possible positive outcomes from receiving a certification seem to be endless, we're sure you have something to add!

We want to hear about your experience, so tell us in the comments below!

And of course, if you want to know more about SAP training or other programs, feel free to browse around our website. Don't wait--get certified and start living your best life today.

Why New Manager Training Is A Must For Every Business

Why New Manager Training Is A Must For Every Business

Managers have important jobs, but they have to be trained properly in order to do them. Read on to learn why new manager training is a must for every business.

Keyword(s): new manager training

 

As the economy recovers from the Great Recession, more and more employees are quitting their jobs.

There is a myriad of reasons why such a high number of workers are leaving their place of employment, from familial issues to better opportunities.

A top reason for putting in their two-week notice, though, is a company's failure to provide new manager training.

Most Companies Don't Invest In New Manager Training

New manager training seems pointless to many companies. In fact, most companies don't invest in training new managers. There are a few different reasons why investment in new manager training remains low.

First, many company heads view management as a no-brainer. They have often been with the company for many years and in a managerial role for just as many. To them, management skills are as commonplace as dirt.

Second, those same company heads feel that the money that could be invested in new manager training could be better spent. Often, they choose to spend it on their own improvement and training needs.

This is a fundamentally flawed reason for avoiding management training. Not investing in new managers often leads to great losses in profit and productivity down the road.

New Manager Training Is A Must

There is an old saying among HR specialists: "People don't quit their job. They quit their boss."

Managers aren't just employees who are slightly higher up on the company totem pole. They work in close proximity to those they manage, ensuring productivity stays high and loss stays low. When there is a problem in the workplace or among employees, managers are the first ones who respond.

Working closely with someone who makes such important company decisions has two possible outcomes. First, that person manages well and keeps both productivity and worker morale up. Second, that person manages poorly, and loss increases while morale decreases.

Managers Oversee The Backbone of a Company

It is the low-level employees at a company that makes that company what it is. They are the ones who serve the customers, move the product, and ultimately make the money. Without them, the company would no longer exist.

Given how important these employees are, the manager who oversees them is equally important. Nowadays, managers aren't just expected to manage. They also have to lead and support.

As such, failure to lead or support results in a poorer work experience for employees. Poor work experience results in poor morale, which in turn results in poor performance and loss for the company.

Unhappy Employees Leave

The loss doesn't just come from employees not producing enough or not producing well. It also comes from employees who quit or get fired.

Consider each employee's paycheck. Even if an employee only makes $25,000.00 a year, that's still $25,000.00 that the company pays out in training and compensation.

If that employee leaves, that's lost money for the company. Worse, if that employee is a bad employee who makes a high number of errors, that's more lost money for the company.

Worse yet is if a good employee leaves. Good employees make the most profit for the company. Because they make more money, they will always be in demand by all companies, including the competition. If they leave, your company will lose money and your competition will potentially gain it.

Now consider a manager's paycheck. Let's say that manager makes $50,000.00 a year. If that manager is ineffective, the margin of loss is even higher since low employee productivity and the expense of keeping the manager are greater.

Unhappy Managers Leave

There are also the manager's feelings to consider. If he or she feels he or she is not doing a good enough job or becomes frustrated with the lack of training, likely he or she will leave the company. And again, the company will pay for the loss.

It should be noted that being able to manage, lead, and support others does not come naturally to everyone. Moreover, being able to handle certain situations for the good of the company isn't an instinct that everyone possesses.

For example, take employee disputes, especially disputes between good employees. Being able to handle such disputes and being able to handle them as a manager are two different things. New managers don't want to be left in the dark and then scolded for not knowing how to deal with such situations.

Managers Today Are Tomorrow's Company Heads

No employee stays in the same position forever. As time passes and experience is gained, employees move up. Eventually, if they stay at the company, they will move into the company head roles.

Company heads make decisions that affect the entire company, especially its financial aspects. It is imperative that those who will one day run the company understand the full process. It is also imperative that they learn the right management skills and styles early on so they can grow those skills and become effective heads later.

Investing in New Manager Training

Now that we've established why investing in new manager training is necessary, let's tackle how to go about forming an effective training program.

Spare No Expense

Don't go cheap when it comes to implementing a good new manager training program. If they need certification, then give them access to the right certification program. Spending less today means losing more tomorrow if your new managers aren't trained correctly.

Determine the Necessary Type of Training

There are numerous different types of management training. To determine which you need for your new managers, you likely will need to go to those they will manage.

A lot of times, low-level employees will be hesitant to give feedback out of fear of backlash. If you sense this reluctance, consider using anonymous surveys to gather data.

Teach The Three Key Aspects of Management

Regardless of the type of training your new managers need, all new managers should learn the three key aspects of management. Those aspects are communication, organization, and performance management.

Many underestimate the importance of communication. But to be able to mediate and resolve conflicts, your new managers will need to understand the best communication practices.

Organization, another undervalued skill, helps managers solve problems, make decisions, and oversee projects. Likewise, performance management skills allow managers to give effective feedback and document performance.

Conclusion

New managers oversee the backbone of your company. Invest in training them properly, and you'll receive a higher ROI that translates into higher profits and less loss.

Indicate your interest to receive training that will strengthen your company's leadership.

CV Tips!

Few questions you may have about your CV

  • How do I formate my work experience?
  • How many years of work experience should i include?
  • In what order do i list my jobs?
  • What if I don't have any work experience?
  • Do i need to include dates for my work experience?
  • I worked for a temporary agency; how do i list that experience?
  • Am i changing my career or transiting to another industry?
  • Do i have many gaps in my work history?
  • Have i switched jobs frequently?
  • Am i an independent contractor or fresher?
  • Am i concerned about my background signs?
  • Am i underqualified or overqualified for the position?
  • is my Cv filled with information not relevant to the position?
  • Is my CV messy or incomplete?
  • is my career path inconsistent with lateral moves, change position or short time spent in a position?
  • Did i use vague terms to describe my past work experience?

Three Key Success Factors in a Business Area

When an entrepreneur starts a business, he should consider three key success factors. These factors are key indicators and milestones that you set to measure the success of your company, according to business expert Steve Ma Reyna, writing on the Power Home Biz website.

Retaining Customers

In any industry, a company is successful if it can retain its key customers. A proactive and aggressive company does not become complacent after getting the big contract; it works to keep it. Develop new ideas based on the needs of your larger clients to keep them interested in doing business with your company. If your company cannot retain its top clients from year to year, staying successful will become increasingly difficult.

Product Development

Whether you sell a tangible product or a service, if you do not keep up with the changes in your marketplace as dictated by your customers, you cannot survive. Being first to market and staying ahead of the competition is always ideal in trying to maintain your market share, but it is not always achievable. At minimum, you need to make sure you are keeping up with the demands of your industry and are consistently recognized as a company that stays on top of product changes.

Cash Management

In any industry, with any company, one of the main keys to success is managing your cash flow properly. Maintain open lines of communication to potential investors and lenders at all times. That way, when you need financing quickly, you have options. The ability to manage your business so you have cash on hand can also help you get financing. When lenders see that you are able to balance your books and maintain a profit, they are more likely to approve your financing. Cash on hand is also important for those times when you cannot get approved for financing but need operating capital right away. Learn to manage your cash to help your company survive and prosper.

ORGANIZATIONAL HEALTH: What Is Organizational Health?

The mission of the Organizational Health Diagnostic and Development Corporation (OHDDC), a premier catalyst for systemic change, is to enhance an organization’s leadership capacity by providing principle-centered, data-based, and cost-effective services.

OHDDC has developed an extraordinary repertoire of resources to:

• Diagnose the internal state of an organization as measured by the ten dimensions of Organizational Health.

• Identify leadership and organizational strengths and improvement priorities that permeate the district.

• Display these data in conceptual models that provide frameworks for moving individuals and teams from Dependence to Independence to Interdependence.

• Provide a systematic, collaborative process for helping leaders improve their leadership and organizational skills through the use of effective coaching models.

• Facilitate the development and implementation of structures and strategies necessary to accomplish district-wide goals.

• Utilize principle-centered Leadership Belief Statements to facilitate the alignment of decisions throughout the system.

• Provide a conceptual infrastructure as the basis for establishing, maintaining, and/or modifying systems necessary for sustained success.

Implementation of these diagnostic and development services will improve the critical dimensions of Organizational Health that are statistically correlated with increased performance and productivity.

WHAT IS ORGANIZATIONAL HEALTH?

Organizational Health is defined as an organization’s ability to function effectively, to cope adequately, to change appropriately, and to grow from within. Organizational Health consists of the following ten dimensions:

Goal Focus - the ability of persons, groups, or organizations to have clarity, acceptance, support, and advocacy of school-wide goals and objectives.

Communication Adequacy - that state when information is relatively distortion free and travels both vertically and horizontally across the boundaries of an organization.  

Optimal Power Equalization - the ability to maintain a relatively equitable distribution of influence between the leader and members of his/her work unit.

Resource Utilization - the ability to coordinate and maintain inputs, particularly personnel, effectively with a minimal sense of strain.  

Cohesiveness - the state when persons or groups have a clear sense of identify, are attracted to membership, want to stay, and are willing to influence and to be influenced.

Morale - that state in which a person, group, or organization have feelings of security, satisfaction, well-being, and pleasure.

Innovativeness - that ability to be and allow others to be inventive, diverse, creative, and risk-taking.

Autonomy - that state in which a person, group, or organization have the freedom to fulfill their roles and responsibilities.

• Adaptation - that ability to tolerate stress and maintain stability while changing to meet the unique needs of their stake holders. • Problem-Solving Adequacy - an organization’s ability to perceive problems and to solve them with minimal energy. Problems get solved, stay solved and the problem solving procedures are strengthened.

How to Write a Short Bio About Yourself

Writing a bio can be a fun challenge, a look at some peoples bio could get you wondering and thinking out loud; most especially in the present era. Most times, individuals and companies tend to write astray, mix up and add what isn't required in a standard bio. Write a brief biography to introduce yourself, highlight achievements, list credentials and any notable projects with which you are involved. Bios should be short and concise, listing only relevant information. Avoid listing personal statistics, such as family and hobbies; instead angle the bio to the intended audience, whether for a personal website or a professional networking website. 

Follow these methods:

Introduce Yourself

Begin the bio by introducing yourself, and always write in the third person. For example, write "Jane Akindele is a freelance writer" rather than "I am a freelance writer." State what year your relevant work experience began, such as "has been writing professionally since 2001" or "worked as a consultant since 2006," and list any areas of specialized expertise.

Education and Credentials

List your education after the introduction sentence, including the name of any degrees you have earned and the institution you attended. Include any other relevant experience, such as additional certifications earned as well as the names of any professional organizations that count you as a member.

Notable Achievements

State any notable achievements or awards earned. Keep the information relevant to the intended audience of the bio. Authors can briefly list the names of any publishing houses or magazine titles where their work has been published. Business professionals can highlight awards or other recognition achieved in their careers.

Closing Statement

Conclude the bio by briefly stating any current or upcoming projects, such as a new book coming out. The last sentence should state where you reside, such as "Jane Akindele lives in Ikoyi, Lagos." Adjust the bio as necessary when your education, expertise or achievements change to reflect the most current information.

EMPLOYMENT LAW; REASONS WHY YOU NEED TO KNOW

The rights of bosses have come under fierce attack in recent years. Once upon a time, bosses could hire or fire as they pleased. Now a manager can't even fire a hopelessly incompetent worker without worrying about being sued.

Many in the employment law arena believe that workers' "rights" have gotten out of hand. Fire any member of a protected group and your company could easily be forced to spend thousands in legal fees to defend against discrimination charges.

We've mounted a campaign to show executives how to take back their rights to hire and fire at will. From now on, managers will be able to tell problematic employees to shape up or ship out – with no risk of winding up in court. Make the laws work for you with Fire at Will, our best-selling special report.

The truth is, there are ways to get rid of employees in almost any situation. The trick is how you do it. Fire at Will shows you simple techniques that give you an unassailable legal position. You'll learn:

  • The ultimate right (and most powerful weapon) you possess as a boss
  • How to get rid of trouble-making employees in almost any situation
  • How to derail claims of race, sex and age discrimination
  • How to make your company "sue-proof"
  • How to protect your right to fire at will – or reclaim it if you have lost it
  • Federal laws you must know about and abide by
     

Hiring is just as risky as firing. That's why we offer Hire at Will, so you can approach interviews and hiring with confidence. This companion to Fire at Will guides and advises you on what you can do – legally – to hire the people you want without fear of being sued. You'll learn:

  • How to get all the information you need out of a job candidate without breaking the law
  • The 8 most loaded interviewing questions that elicit the information you're really looking for
  • The "magic" statement to include on all job applications to retain your right to "fire at will"
  • How to make your company "sue-proof"
  • When help-wanted advertising must include an EEO statement
  • Written tests – which ones work best? Which are legal? Which should you absolutely avoid?

Take the steps necessary to make the laws and regulations affecting your rights to hire or fire employees work for you rather than against you. And do it without risking a dime!

We have developed our way of acquainting you with a remarkable service called HR Specialist: Employment Law.

You'll learn how to protect yourself from expensive, morale-draining employee lawsuits ... find the best person for every job in your company ... get rid of those who don't pull their weight ... avoid paying overtime (legally!) ... and much more!