Word on RealStreet!
April 2019
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THE LOST ART OF FACE-TO-FACE NETWORKING AND HOW TO MAKE THE MOST OF YOUR NEXT EVENT
In todays highly digital world, face-to-face networking has fallen to the wayside. Instead, architecture, engineering and construction professionals often rely on social media and other online platforms to remain connected. While social media can be a suitable approach for nurturing professional relationships, it does not create the same level of connection as a face-to-face meeting. THE LOST ART OF FACE-TO-FACE NETWORKING Younger generations are digital natives. As a result, they rely heavily on social media and online platforms for networking. Over time, seasoned professionals have followed suit. While this is partially due to convenience, it is also because online mediums have become a standard networking tool. However, online interactions typically do not create the same level of connection as face-to-face communications. It is difficult to convey emotions in writing, something that can lead to misunderstandings and hindered relationships. Networking events create the opportunity to interact with people directly by making eye contact, sharing a smile or participating in a handshake enabling quicker connections as well as more meaningful and lasting relationships. THREE TIPS TO MAKE THE MOST OF YOUR NEXT NETWORKING EVENT There are numerous reasons why you should attend professional networking events. However, simply showing up is not enough. Use the following three tips to ensure you put your best foot forward and make the most of your time. 1. IDENTIFY CORE GOALS Core goals can include how many new people you want to meet, the kind of information you want to gather and anything else that provides value. By having a purpose aligned with your efforts, you can make smart choices about how to spend your time. 2. MEET NEW PROFESSIONALS Avoid exclusively spending time with people you already know. While touching base with existing contacts is certainly wise, you also want to branch out. Have an elevator speech ready as an icebreaker, create a list of questions you can ask other attendees and get into a mingling mindset. While networking, be approachable, authentic and friendly. Have fun talking to people, but avoid making the topics all about you. As you wrap up conversations, see if there is a good way to keep in touch, without being pushy. After all, no matter how well you think a conversation might have gone, you may have misread the situation. An overly aggressive attempt to exchange information may be off-putting. When exchanging business cards feels awkward, offering to reach out on LinkedIn is often a great way to wrap up a conversation and (potentially) maintain the relationship down the road. When you request a connection, make sure to reference the event in the message. The personal touch will help jog their memory and establish a better professional relationship. 3. COLLECT CONTACTS Collecting new contacts should be one of your goals. However, instead of forcing your cards on other attendees, find opportunities to ask them for their contact information. This allows you to take control of the follow-up experience, which can be extremely valuable. Finally, have a plan in place to follow up with those you meet. While this may vary based on your goals and the connections made, potential methods include reaching out on social media, sending an email or scheduling a lunch. By thinking ahead, you can act quickly after the networking event, ensuring that you remain relevant to the individuals you meet and that you are able reconnect in a reasonable amount of time. ARE YOU LOOKING FOR A NEW ARCHITECTURE, ENGINEERING OR CONSTRUCTION JOB? If you are searching for an ideal architecture, engineering or construction role, the skilled team at RealStreet can make finding the perfect opportunity easier than ever before. Contact us to learn how we can help you build a better career. Article Originally Published by RealStreet |
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HOW TO SUCCESSFULLY SELL YOURSELF DURING AN INTERVIEW
When it comes to interviewing, many professionals are somewhat uncomfortable discussing strengths and past successes. They often believe that being too aggressive may result in the perception of being arrogant, and fear that it could be off-putting to hiring managers. Additionally, many professionals doubt their own capabilities, causing them to downplay their skill set or knowledge level. However, by selling yourself short, you are harming your chances of landing a position. Instead, you need to express confidence in what you have to offer. Otherwise, you might not stand out in the eyes of the hiring manager. THREE TIPS TO AVOID SELLING YOURSELF SHORT WHEN INTERVIEWING FOR A NEW JOB When you need to sell yourself effectively during an interview, you have to clearly explain your values, skills and experience. Exuding professional prowess and confidence is a necessity as well. Ensure you are able to showcase your best self, by keeping the following points in mind as you prepare and interview for your next job opportunity. 1. BRAGGING DOES NOT MAKE YOU ARROGANT If you have a particular skill set or a notable achievement, its appropriate to share. While it may feel like borderline bragging, in a way, thats exactly what you have to do to stand out during the interview process. If it makes you uncomfortable, add a touch of humility by incorporating details such as team members you worked with, challenges you overcame and how you grew as a professional while working to reach a particular goal. Its great to take pride in your accomplishments and show passion about your work! Just avoid being overly boastful and making exaggerations, and you should come out in a positive light. 2. SHARE DATA AND EXAMPLES As you answer an interview question, make sure you do more than proclaim your greatness. When discussing a skill, do not just say you are great, even if you are. Instead, provide specific examples that highlight how you have used that skill and to what level. Do you best to discuss details that provide insight into the scope of the work and the impact you made. This gets your point across without a hint of arrogance. 3. USE THE STAR METHOD When giving examples of past experience, begin by describing a situation. Next, discuss the task including your level of involvement in solving the problem followed by the action you took. The action includes any skills or steps that were integral in completing the work. Finally, go over the result, quantifying the outcome whenever possible. The aforementioned approach allows you to sell yourself effectively by backing up your abilities with solid examples. Plus, it limits the likelihood you will be viewed as arrogant. Instead, it increases the odds that your straightforward and appropriately detailed reply will simply be seen as knowledgeable and confident. ARE YOU LOOKING FOR A NEW ARCHITECTURE, ENGINEERING OR CONSTRUCTION JOB OPPORTUNITY? If you are searching for the perfect architecture, engineering or construction position, the skilled team at RealStreet can make finding the right opportunity easier than ever before. Contact us to speak with one of our experienced recruiters today and see how our services can help you take the next step forward in your career. Article Originally Published by RealStreet |
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Women Make Their Mark on Construction Leadership
In the era of the Lean In movement and the Womens March, women are finding their voices and using them. In politics, in the classroom and even on the playing field, womens participation and leadership are breaking records. However, this is not the case in the board roomespecially in the C-suite. The Russell 3000 Index, a market index that benchmarks the U.S. Stock Market, found that only 9 percent of top executive positions were filled by women. The construction industry reflects this low participation of female executives. Women in construction only number 9 percent across the board of the industry. Seven percent of all construction executives are women and only 3 percent of the Fortune 500 construction companies have a female construction manager. Most are in sales and office roles (about 45 percent). Russell 3000 also found that women who are in the C-suite usually fill more HR- or administrative-related positions with very few in COO or CEO positions. Women in leadership need to have real decision making power to progress further. On the upside, women in construction tend to have less of a pay gap than other industriesabout 5 percent compared to 20 percent. THOUGH SHE BE BUT LITTLE, SHE IS FIERCE Despite their small numbers, women executives in construction are paving the way for others to access leadership. In 1984, 11 women created Women Construction Owners and Executives, an organization for support and professional development. Their purpose is to promote women into leadership, assist women in executive positions and encourage more women to join the industry. The National Association of Women in Construction and Women in Construction Operations are also resources and networks with thousands of members. Women executives in construction understand the power of education and have been investing in programs such as scholarships, training and educational programs that help to address gender gaps and encourage girls in STEM. The result is growing participation of women in construction technology and architecture in higher education. Enrollment in university construction programs is moving toward parity. Technology is another lever helping women amplify their leadership. Technology is an equalizer that allows opportunities to manage the entire construction life cycle. Specifically, enterprise technology creates more access because it allows for greater real-time collaboration. For women, this has increased participation and a chance to excel. CHAMPIONS NEEDED There are a number of ways to help create more promotion into the C-Suite and to also support women once they are there. One of the most widely suggested methods is mentorship. Women mentoring women provides personal and emotional support. This support is invaluable but may not be enough. Economist Sylvia Ann Hewlett believes that women support each other, but men tend to champion one another. She states that championing is the act of actively sponsoring, which is a bi-directional relationship. Mentoring is usually a one-way model with the mentor providing direction and modeling. Championing, on the other hand, is more reciprocal and also active. For example, opening doors, creating connections and bringing people to the table. Women actively look for a mentor, but they should be looking for a sponsor. Construction companies, through internship programs and diversity committees, are understanding this. Companies can also create more opportunities by including women as project-based leaders. If women are not in formal C-suite roles, project-based leadership will give them an opportunity to demonstrate what they are able to do. It is also a space for them to practice and refine their skills and, perhaps more importantly, get to network with company leaders. This advances benefits to women and companies. Research has consistently indicated that having women leadership increases productivity and millions of dollars in profits. Other ways of increasing womens participation in the C-Suite include training programs, more pathways, intentional recruitment of women, retention and advancement programs, executive mastermind groups, dedicated leadership programs, networking opportunities, and supporting diversity, equity and inclusion. EMPOW-HER-MENT Women continue to have a huge role to play. Dr. Bremond, from the University of Southern California, conducted research that revealed female leadership traits being more collaborative, integral and transparent than males. Further, women proved better negotiators with the aim of creating win-win solutions. Instead of waiting for a seat at the table, they have to ask for one and create space for other women once they are seated. This will require shifts in thinking, and it is already happening. Women in construction C-suites are not just owning their own success, they are making sure that communities and their companies are made stronger because of it. Article Originally Published by Construction Executive |
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Staffing Employment Sets Record High in 2018
New Data From Quarterly ASA Staffing Employment and Sales Survey U.S. staffing companies employed an average of 3.23 million temporary and contract workers per week in 2018, up 1.4% from 2017, according to data released today by the American Staffing Association. This is a record high average weekly number of staffing employees for any year since the inception of the ASA Staffing Employment and Sales Survey in 1990. During all of 2018, staffing companies hired a total of 16.8 million temporary and contract employees. The average length of employment with a staffing company was 10.0 weeks in 2018, slightly shorter than the tenure of 10.7 weeks in 2017. Throughout the past year, the staffing industry helped millions of Americans find temporary, long-term contract, and permanent employment, said Richard Wahlquist, ASA president and chief executive officer. Job seekers in record numbers are turning to staffing agencies to help them find work that will advance their careers and best match their skills with current market needs. In the fourth quarter of 2018, average weekly staffing employment totaled 3.40 million, 2.0% higher than in the fourth quarter of 2017, and the most for any quarter since 2005. On a quarter-to-quarter basis, the average weekly number of temporary and contract staffing jobs increased 5.6% from the third quarter of 2018 to the fourth quarter. Annual temporary and contract staffing sales in 2018 totaled $138.5 billion, up 3.4% from 2017. Fourth quarter sales grew to $35.9 billion, 2.7% more than in the fourth quarter of 2017, and 2.2% more than in the third quarter of 2018. To learn more about the quarterly ASA Staffing Employment and Sales Survey, visit americanstaffing.net/quarterly-survey. You can also follow ASA research on Twitter. Article Originally Published by the American Staffing Association |
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