Everyone looking for a job has a resume and a cover letter...What makes you different? You can stand out from the crowd by using Social Media
Top 6.5 ways to use social media to find your job:
1. Create a LinkedIn account.
* Fill all areas out fully
* Make contact with previous co-workers
* Ask for recommendation
* Join Groups
* Network
2. Create a Ping.fm account
* Create a Ping account.
* Create all the accounts in the social networks section.
* Send out Microblogs & blogs from this account.
3. Create a Facebook account
* This is not for your High School Friends be professional.
* Network with other professionals.
* Join Professional Groups.
4. Create a Twitter account
* Fill out profile completely.
* Create a background image.
* Send a Tweet through Ping.fm at least 3 times daily.
5.Create a Monster account
* Fill out your Monster profile completely
* Write a cover letter for each position
6. Start a blog (Blogger will work)
* Write a blog at least twice a week.
* Write about your perfect position.
* Write about your skills.
* Write about great successes you have had.
* Write about learning opportunities.
* Make sure to tag your blogs.
6.5 Get a Gmail account
* If you can get your firstnamelastname@gmail.com
* If you can't get your name keep the email address professional.
It is time to stand out from the rest in your job search. Let your new job find you through your social media venues.
MaryEllen Gibson is an Internet Marketing Director that has had a passion for social media before it had that fancy term. MaryEllen works with her clients to have a conversation with their future customers and current clients using social media venues. If you would like to ask her a question maryellengibson@gmail.com
Tuesday, March 17, 2009
5 Hints: Social Media for Wineries by MaryEllen Gibson
This morning I met with my favorite winery in Southern California. They are working on growing their Social Media. I must admit that social media is a perfect marketing tool for them because their clients want to know more about them and Facebook and Twitter is the perfect way for them to share their information.
Here are my 5 best hints for Social Media for Wineries:
1. Start a Twitter account and send out 3 tweets a day. Share information about the grapevines, tasting room, upcoming events, and life at the winery.
2. Start a Facebook . Create a Profile, Group and Page. Upload pictures regularly and to save time set up your Twitter to update your Facebook status with your Twitter.
3. Have a Blog on your website. Blog at least twice a week. It does not need to be the polished copy that you have on your website. Make it fun , playful, and welcoming. Visitors will feel like they know you before they even get to your winery.
4. Include your social media links on your website. Let your website visitors know they can find you on Social Media sites. Use familiar icons that guest will recognize.
5. If you are too afraid to start, find someone to help you.You needed to have social media outlets yesterday. Find a social media specialist. Ask to see their social media outlets. Everyone will tell you they are a specialist ask to see their work.
Is there more to social media for wineries? Yes, a lot more but I would suggest starting with Twitter, Facebook, and a blog. Be consistent. It is not enough to have an account, be sure to update your status at least three times a day and blog at least twice a week. The search engines will love you and so will your visitors. Start Today!
MaryEllen Gibson is an Internet Marketing Director that has had a passion for social media before it had that fancy term. MaryEllen works with her clients to have a conversation with their clients using social media venues. If you would like to ask her a question maryellengibson@gmail.com
Here are my 5 best hints for Social Media for Wineries:
1. Start a Twitter account and send out 3 tweets a day. Share information about the grapevines, tasting room, upcoming events, and life at the winery.
2. Start a Facebook . Create a Profile, Group and Page. Upload pictures regularly and to save time set up your Twitter to update your Facebook status with your Twitter.
3. Have a Blog on your website. Blog at least twice a week. It does not need to be the polished copy that you have on your website. Make it fun , playful, and welcoming. Visitors will feel like they know you before they even get to your winery.
4. Include your social media links on your website. Let your website visitors know they can find you on Social Media sites. Use familiar icons that guest will recognize.
5. If you are too afraid to start, find someone to help you.You needed to have social media outlets yesterday. Find a social media specialist. Ask to see their social media outlets. Everyone will tell you they are a specialist ask to see their work.
Is there more to social media for wineries? Yes, a lot more but I would suggest starting with Twitter, Facebook, and a blog. Be consistent. It is not enough to have an account, be sure to update your status at least three times a day and blog at least twice a week. The search engines will love you and so will your visitors. Start Today!
MaryEllen Gibson is an Internet Marketing Director that has had a passion for social media before it had that fancy term. MaryEllen works with her clients to have a conversation with their clients using social media venues. If you would like to ask her a question maryellengibson@gmail.com
Tuesday, March 10, 2009
Monday, March 9, 2009
Tuesday, February 10, 2009
What are your thoughts on evaluating an employee?s performance based on what a manager thinks he or she deserves, as opposed to what his or her work entails? Support your rationale with examples.
When evaluating an employee’s performance some may question if the evaluation should be based on what a manager thinks he or she deserves, as opposed to what his or her work entails. I am a believer that an employee should be evaluated on what his or her work entails. A manager needs to define performance so employees and teams know what is expected of them. Employees can then focus on effective performance. Managers should set three key elements: goals, measures, and assessment. Then it is necessary for managers to use appraisals when evaluating employees. Appraisal provide legal justification , criteria, feedback, identify developmental needs, and diagnose organizational problems. A manager that would choose to assess an employee purely on what the manager thinks of them as opposed to work details sets themselves up for possible legal actions if an employee feels they were evaluated unfairly. Appraisals allow all employees to be judged on equal standards.
Monday, February 9, 2009
Sales Leadership Training Program
MEMO TO: Senior Management Team
FROM: MaryEllen Gibson
DATE: February 9, 2009
RE: Training
Training and Mentoring Program for EnviroTech Train the Trainer Sales Program
Leadership Team Members:
Jim Martin, Vice President of Sales
Shane Huck, Sales Manager
Tom Gonzalez, Sales Manager
Susan Burnt, Sales Customer Manager
Ving Hsu, Product Educator Manager
The new training and mentoring needs:
The new leadership team will be responsible for the training needs of the sales team, for this reason it is important that the sales leadership team is educated in training and mentoring techniques. The team needs to be fluent in creating their Workplace Training Program for the sales team. A training needs assessment was given to all members of the leadership team to find out their common areas of concerns. These concerns have been incorporated into the program. There has also been a company wide analysis for determining the needs the training can fulfill:
• Organization analysis: will focus on identifying where within the EnviroTech Leadership Team training is needed.
• Demographic analysis: will be helpful in determining the special needs of a particular group within the leadership team, such as workers over 40, women, or managers at different levels. These needs will be specified at the organizational level, the business-unit level, and the individual level.
• Operations analysis: will attempt to identify the content of training—what the sales leadership team must do in order to perform competently.
• Individual analysis: will determine how well each sales member is performing the tasks that make up his or her job.
Objectives of the training and mentoring program
• The leadership team will learn to create a needs assessment for the sales team. The leadership team will be responsible for completing a needs assessment before the completion of the training program.
• The leadership team will develop strong objectives for sales training program. All objectives must be written as terminal or enabling objectives. Terminal objectives will specify what workers are required to accomplish by the end of the training. Enabling objectives will specify what workers are required to accomplish at any point in the course after receiving appropriate training.
• The leadership team will implement specific performance standards for members of the sales team.
• The leadership team will prepare multiply delivery methods for the sales training program.
• The leadership team will construct content for training and mentoring sales program according the needs addresses in company wide needs analysis.
• The leadership team will organize a time frame for the training of all sales associates in the sales department.
• The leadership team will articulate evaluation methods that will be used for the sales associates in the sales team.
• The leadership team will analyze feedback given by senior management , sales leadership team , and sales associates
• The leadership team will evaluate alternate avenues for those who need further development in the sales team.
Performance standards
Performance standards present the members of the sales leadership team with precise performance expectations for each chief responsibility. Performance standards are the recognizable behaviors and procedures which clarify how the situation is to be completed, plus the outcome that is anticipated for reasonable job performance. They tell the worker what a high-quality exercise looks like. The rationale of performance standards is to communicate expectations. EnviroTech requires performance standards to be as specific as possible. The leadership team will be expected to exceed all performance standards during training and throughout the creation of the training process. Performance Standards will address the following areas:
• Job Knowledge
• Work Product
• Customer Service
• Supervision
• Adaptability
• Dependability
• Team Work
• Integrity
• Mandatory Compliance
• Transformational Leadership
These standards will be reviewed as outstanding, meets standard, or requires improvement. If any member of the leadership team receives a score of requires improvement this member will need to improve performance in no more than three months to continue to be part of the leadership team. Members than receive consistent scores of outstanding will be recognized by the senior management team for their commitment to excellence.
Delivery methods
The training program will be delivered with seven different methods:
• Lecture
• Demonstration
• One-on-one tutorial
• Team role playing
• Team projects
• On the job training
• E-learning
The first series of trainings will be offered in five consecutive days (one work week) and then one afternoon a week for the first five months with once a month trainings following for the following seven months. This year long lecture program is mandatory for the leadership team. Lectures will be offered in a classroom setting. During the designated lecture times the leadership team will be presented with demonstrations, one-on-one tutorials, team role playing, and team projects. E-learning assignments will be on an individual basis and follow a weekly schedule. On the job training will begin when the sales associate training and mentoring program begins. The sales leadership team will be given feedback after each sales associate training.
Content for training and mentoring
The content for Train the Trainer will consist of how to create an in-house training program. The parts will consist of:
• The new training and mentoring needs
• Objectives of the training and mentoring program
• Performance standards
• Delivery methods
• Content for training and mentoring
• Time-frame
• Evaluation methods
• Feedback
• Alternate avenues for those who need further development
The leadership team will be expected to create this program with an expanding sales team in mind. The program must be able to work as well with 5 participants as 25. The program will incorporate the use of goal setting, behavior modeling, practice, and feedback.
Time-frame
This training program is one year. The majority of the training will be done in the first three months with the following months being used to make sure that the program progresses adequately. In the first three months the leadership sales team will be expected to create the in house sales team training and mentoring program. The training for the sales associates will begin in the sixth month of the leadership teams training. This will allow the trainer for the leadership team to evaluate the progress of the leadership team’s training skills. This on the job training will be beneficial for all members of the evaluation team to give rapid feedback in the success of the program. The sales associate team training will consist of weekly training for six months.
Evaluation methods
The leadership team will be evaluated through the use of performance evaluation forms. These will be completed by the senior management team (evaluation team) quarterly throughout the training. In addition, the leadership team will be evaluated by the senior management team (evaluation team) in their completion of the sales team training and mentoring program. This will be done through feedback after training sessions for the sales associates. Sales associates will also complete an evaluation after each training session using the Kirkpatrick levels.
1. Reaction - What does the learner feel about the training?
2. Learning - What facts, knowledge, etc., did the learner gain?
3. Behaviors - What skills did the learner develop, that is, what new information is the learner using on the job?
4. Results or effectiveness - What results occurred, that is, did the learner apply the new skills to the necessary tasks in the organization and, if so, what results were achieved?
Feedback
EnviroTech will be supplying feedback as soon as possible, to make the greatest impact on the sales leadership team. This means reviews of daily progress on the sales team training and mentoring program will be done nightly by the senior management team at Envirotech. This feedback can be expected to be both positive and negative in nature and will be reviewed by all leadership supervisors.
Alternate avenues for those who need further development
There will be the need for further development for all members of the leadership team because of the varied job descriptions for each member. Each member will also be attending outsourced trainings provided by various vendors to meet the varied training needs of each member. This will allow for each member to feel confident in his or her job title and description. These trainings may not be schedules during the first three months of the team training program.
Conclusion:
In conclusion, the senior management team will be the evaluating body of this training and mentoring program. There will be a one week long training for all senior management in the evaluating of training management. This will assist the senior management team in creating performance standards for the leadership team.
FROM: MaryEllen Gibson
DATE: February 9, 2009
RE: Training
Training and Mentoring Program for EnviroTech Train the Trainer Sales Program
Leadership Team Members:
Jim Martin, Vice President of Sales
Shane Huck, Sales Manager
Tom Gonzalez, Sales Manager
Susan Burnt, Sales Customer Manager
Ving Hsu, Product Educator Manager
The new training and mentoring needs:
The new leadership team will be responsible for the training needs of the sales team, for this reason it is important that the sales leadership team is educated in training and mentoring techniques. The team needs to be fluent in creating their Workplace Training Program for the sales team. A training needs assessment was given to all members of the leadership team to find out their common areas of concerns. These concerns have been incorporated into the program. There has also been a company wide analysis for determining the needs the training can fulfill:
• Organization analysis: will focus on identifying where within the EnviroTech Leadership Team training is needed.
• Demographic analysis: will be helpful in determining the special needs of a particular group within the leadership team, such as workers over 40, women, or managers at different levels. These needs will be specified at the organizational level, the business-unit level, and the individual level.
• Operations analysis: will attempt to identify the content of training—what the sales leadership team must do in order to perform competently.
• Individual analysis: will determine how well each sales member is performing the tasks that make up his or her job.
Objectives of the training and mentoring program
• The leadership team will learn to create a needs assessment for the sales team. The leadership team will be responsible for completing a needs assessment before the completion of the training program.
• The leadership team will develop strong objectives for sales training program. All objectives must be written as terminal or enabling objectives. Terminal objectives will specify what workers are required to accomplish by the end of the training. Enabling objectives will specify what workers are required to accomplish at any point in the course after receiving appropriate training.
• The leadership team will implement specific performance standards for members of the sales team.
• The leadership team will prepare multiply delivery methods for the sales training program.
• The leadership team will construct content for training and mentoring sales program according the needs addresses in company wide needs analysis.
• The leadership team will organize a time frame for the training of all sales associates in the sales department.
• The leadership team will articulate evaluation methods that will be used for the sales associates in the sales team.
• The leadership team will analyze feedback given by senior management , sales leadership team , and sales associates
• The leadership team will evaluate alternate avenues for those who need further development in the sales team.
Performance standards
Performance standards present the members of the sales leadership team with precise performance expectations for each chief responsibility. Performance standards are the recognizable behaviors and procedures which clarify how the situation is to be completed, plus the outcome that is anticipated for reasonable job performance. They tell the worker what a high-quality exercise looks like. The rationale of performance standards is to communicate expectations. EnviroTech requires performance standards to be as specific as possible. The leadership team will be expected to exceed all performance standards during training and throughout the creation of the training process. Performance Standards will address the following areas:
• Job Knowledge
• Work Product
• Customer Service
• Supervision
• Adaptability
• Dependability
• Team Work
• Integrity
• Mandatory Compliance
• Transformational Leadership
These standards will be reviewed as outstanding, meets standard, or requires improvement. If any member of the leadership team receives a score of requires improvement this member will need to improve performance in no more than three months to continue to be part of the leadership team. Members than receive consistent scores of outstanding will be recognized by the senior management team for their commitment to excellence.
Delivery methods
The training program will be delivered with seven different methods:
• Lecture
• Demonstration
• One-on-one tutorial
• Team role playing
• Team projects
• On the job training
• E-learning
The first series of trainings will be offered in five consecutive days (one work week) and then one afternoon a week for the first five months with once a month trainings following for the following seven months. This year long lecture program is mandatory for the leadership team. Lectures will be offered in a classroom setting. During the designated lecture times the leadership team will be presented with demonstrations, one-on-one tutorials, team role playing, and team projects. E-learning assignments will be on an individual basis and follow a weekly schedule. On the job training will begin when the sales associate training and mentoring program begins. The sales leadership team will be given feedback after each sales associate training.
Content for training and mentoring
The content for Train the Trainer will consist of how to create an in-house training program. The parts will consist of:
• The new training and mentoring needs
• Objectives of the training and mentoring program
• Performance standards
• Delivery methods
• Content for training and mentoring
• Time-frame
• Evaluation methods
• Feedback
• Alternate avenues for those who need further development
The leadership team will be expected to create this program with an expanding sales team in mind. The program must be able to work as well with 5 participants as 25. The program will incorporate the use of goal setting, behavior modeling, practice, and feedback.
Time-frame
This training program is one year. The majority of the training will be done in the first three months with the following months being used to make sure that the program progresses adequately. In the first three months the leadership sales team will be expected to create the in house sales team training and mentoring program. The training for the sales associates will begin in the sixth month of the leadership teams training. This will allow the trainer for the leadership team to evaluate the progress of the leadership team’s training skills. This on the job training will be beneficial for all members of the evaluation team to give rapid feedback in the success of the program. The sales associate team training will consist of weekly training for six months.
Evaluation methods
The leadership team will be evaluated through the use of performance evaluation forms. These will be completed by the senior management team (evaluation team) quarterly throughout the training. In addition, the leadership team will be evaluated by the senior management team (evaluation team) in their completion of the sales team training and mentoring program. This will be done through feedback after training sessions for the sales associates. Sales associates will also complete an evaluation after each training session using the Kirkpatrick levels.
1. Reaction - What does the learner feel about the training?
2. Learning - What facts, knowledge, etc., did the learner gain?
3. Behaviors - What skills did the learner develop, that is, what new information is the learner using on the job?
4. Results or effectiveness - What results occurred, that is, did the learner apply the new skills to the necessary tasks in the organization and, if so, what results were achieved?
Feedback
EnviroTech will be supplying feedback as soon as possible, to make the greatest impact on the sales leadership team. This means reviews of daily progress on the sales team training and mentoring program will be done nightly by the senior management team at Envirotech. This feedback can be expected to be both positive and negative in nature and will be reviewed by all leadership supervisors.
Alternate avenues for those who need further development
There will be the need for further development for all members of the leadership team because of the varied job descriptions for each member. Each member will also be attending outsourced trainings provided by various vendors to meet the varied training needs of each member. This will allow for each member to feel confident in his or her job title and description. These trainings may not be schedules during the first three months of the team training program.
Conclusion:
In conclusion, the senior management team will be the evaluating body of this training and mentoring program. There will be a one week long training for all senior management in the evaluating of training management. This will assist the senior management team in creating performance standards for the leadership team.
Sunday, February 8, 2009
What are the similarities and differences between training a team and training an individual? Provide examples from your experience.
Many times training is discussed as an individual endeavor, but team performance is becoming more imperative in the workplace hence training teams together has become more popular. A team is a group of individuals training as a group toward a common outcome. It is important to have a strong goal for all members to identify with during the training process.
Team training requires:
1. Analysis
2. Objectives
3. Exercises and training based on objectives
4. Measures of team effectiveness
A team’s performance strongly depends on the individual expertise of its members, so individual training is a strong component of the team training, but team interactions must be addressed. This team interaction is what team training unique. These interactions can be practiced in real life situations and role playing. This will allow the strong training of both team and individual.
Team training requires:
1. Analysis
2. Objectives
3. Exercises and training based on objectives
4. Measures of team effectiveness
A team’s performance strongly depends on the individual expertise of its members, so individual training is a strong component of the team training, but team interactions must be addressed. This team interaction is what team training unique. These interactions can be practiced in real life situations and role playing. This will allow the strong training of both team and individual.
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