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Echo Global Logistics, Inc., a leading provider of technology-enabled transportation and supply chain management services, announced today the appointment of Cheryl Johnson to the post of Senior Vice President of Talent. Ms. Johnson holds more than 16 years of progressive HR industry experience, which includes several executive-level appointments.

Ms. Johnson previously led talent management for retail chain Ulta Cosmetics. Prior to her time with Ulta, Ms. Johnson served as Divisional Vice President of Strategic Talent Management for Sears Holding Company and also spent time as Vice President of Human Resources for Fossil Inc.


If you love your job, don’t read this.

We wouldn’t want to tempt you with our great  new job opportunities 


How To Negotiate A Job Offer

By Liz Ryan, Forbes Contributor

You can negotiate a job offer, and I hope you do. The negotiation doesn’t start when you get the job offer, though – it starts much earlier, when you first bring up the salary topic during the interview process.

You’ve got to have a salary target in mind when you start a job search. That means you’ve got to know what you’re worth on the talent market, not in a general way but specifically based on your background and your geography. Use Payscale, Salary and Glassdoor to gauge your going rate on the talent market.  All three sites are free, but you’ll have to fill in a bunch of fields with personal data to get the personalized salary G2 you need.

In a job search, you’ve got to price yourself like a house. Imagine going to look at a house for sale — you like the house, but there’s no asking price. The owner is puttering in the garden when you visit, and you ask her, “What do you want for the house?”

She says “Make me an offer.” You’re going to make a lowball offer, of course – who wouldn’t?

The homeowner hasn’t given you any guidance, so naturally you’re going to shoot low and only up the offer as you go.

A job search works the same way. If you don’t tell your next boss what you think your talents are worth, s/he’s going to offer you something on the low end of the organization’s scale. That isn’t tacky or evil. If you have a salary target in mind, and I fervently hope you do, put it out there early in the process.

So far, so good, Liz, but when do I share that salary target?

 Get through the first face-to-face interview (assuming it doesn’t require long-distance travel) before you broach the salary topic. There’s no sense in bringing up dollars and cents if you aren’t interested in the job or if the hiring manager and/or HR screening folks aren’t interested in you.

When somebody calls or writes to invite you for a second interview, that’s the moment to share your target range.  Why should you go back for a second interview if the company isn’t able or willing to pay you what you need?

Here’s how to bring up the salary question on the phone:

Click to read more ...


The One Critical Skill That Most Managers Never Seem to Learn

Let it go.

Since the beginning of time, those three words have never been repeated more frequently by more people or in more places than they have since the release of Frozen. Whatever else Elsa was singing about, however, she may as well have been delivering her primary message – let it go – to the modern manager.

Why is it that managers struggle to let things go?

There are a variety of reasons and the challenge manifests itself in many ways. 

  • Some can’t let go because they never learn the distinction between leading and managing.
  • Some fear being overshadowed by talented direct reports.
  • Some try to do everything, losing sight of the fact that doing a mediocre job at a lot of things is less valuable than excelling at a few things. In each instance, learning to “let it go” will make for stronger managers, more engaged employees, and a better workplace.

Defaulting to micromanagement

One of the most common reasons managers don’t know how to let things go is because their promotion to management was made for all the wrong reasons.

For example, just because someone knows how to bake incredible pies doesn’t mean they know how to manage a team of bakers or run a pie shop. But when eating a great piece of pie, many people make the mistake of commenting to the cook, “You should start a pie shop and sell these!

It’s no different with managers.

Too often people are promoted because they are good at their current job, not because they have the skill set to do well in a management position. Suddenly tasked with managing people and processes, many managers will default to micromanagement. They know how to do the job they used to have and don’t know how to manage so they default to lording over what they used to do – which means micromanaging.

Click to read more ...


A humblebrag isn’t the answer

By Jane Perdue, Lean Change Group Contributor

Many individuals, especially women, struggle with achieving equilibrium between confidence and humility—another one of those life, love and leadership challenges of getting it just right by avoiding too much or too little of the extremes.

Self-promotion advice I recently read in a leadership enews post zoomed right past confidence and into hubris. It’s a busy, noisy world where being heard or being top of mind are precious commodities. Yet creating a five-part strategic plan to showcase winning an award feels like over-the-top, calculated conceit. Personal branding can go too far and result in being labeled arrogant and egotistic, which isn’t how leaders want to be known.

But the other extreme is equally as bad. A self-effacing “Oh, it was nothing” or “I was just lucky” can backfire, too. Individuals might believe your denials and fail to give you credit when credit is due. A friend told me about having been to an awards dinner where nearly all the award recipients either downplayed their accomplishments or apologized for them. He slyly—and not totally in jest—remarked that he was surprised they were nominated since they believed they’d done so little to be noteworthy.

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Managing your millennials

By Hilliary Comeau, Genesis HR Solutions Contributor

Generation Y, also known as the “millennials” is currently the largest generation; there are more than 80 million millennials in the United States alone. So, it’s safe to say you currently have a millennial in your office or will hire one in the near future.

Growing up in the age of technology, millennials have been dubbed “the connectors of society.” They are constantly connected to the world by phone, texting, email and social media. Technology is always at their fingertips, so don’t be surprised when your disengaged millennials network their way to their next employer.

Here are a few tips to keep these hyper-connected millennial workers happy and engaged employees.

1. Give feedback. 
Annual reviews? Your millennials want constant feedback from you. Millennials have the drive and talent to be successful, but they lack experience. They want a manager who is committed to grooming them into an all-star employee.

2. Be authentic. 
Remember that old saying, “What’s better; a lie that draws a smile or the truth that sheds a tear?” Millennials need to hear the truth. If they’re not performing to your standards, tell them. Don’t worry about sugar coating your feedback, they appreciate honesty, honestly!

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The 7 Biggest Mistakes Managers Make 

Boss Better

Managers receive remarkably little training, given how important the role is to a team’s success and how many people managers interact with daily. In fact, the vast majority of managers end up in their jobs because they were good at something else — communications or programming or operations or whatever they were doing before getting promoted. And once there, they’re often left to figure out for themselves what good management looks like.

So, it’s not surprising that managers tend to make mistakes — and because of the nature of their roles, those mistakes tend to be high-impact. Here are seven of the most common blunders. Do these sound familiar?

Not Giving Feedback

One of the most powerful tools managers have for getting results from their staff members is providing direct feedback about what people are doing well and what they should be doing differently. In fact, simply articulating the areas in which you’d like to see an employee improve or develop can go a surprisingly long way toward making that change happen. 

But far too often, managers neglect to give regular feedback. Or they give it but flub the execution: They only give critical feedback without mentioning what people are doing well (or vice versa), or they sugarcoat what they say to the point that the message is missed, or they’re so vague that the employee isn’t left with anything useful that they can act upon. 

As a result, employees don’t get alerted quickly when there are problems with their performance, don’t get the opportunity to develop professionally, bad habits become ingrained, and the team’s work suffers. Or, when it’s positive feedback that’s lacking, employees usually become demoralized and feel unappreciated — and the best will eventually leave for jobs where their contributions are valued.

If your boss doesn’t give you much input on your performance, take the initiative, schedule a meeting and ask for feedback on your performance. It may help to come armed with data on specific projects you’ve worked on to help trigger his (or her)

Click to read more ...


Present with Confidence: Avoid these Question and Answer Mistakes

By Marta Steele, Marta Steele Partner and Community Manager at PeopleResults

In all of your communications, you want to come across polished, in control and confident.

The flow, content and visuals of your message matter.

But how you manage questions and answers also matters. A lot.

All the gains you’ve made from your smooth effortless presentation go straight down the toilet if you can’t manage questions and answers properly.

Avoid These Common Q&A Pitfalls

  1. You didn’t prepare.

You can and should prepare for Q and A, as much as you prepare for the other parts of your presentation. Ask yourself who will be sitting in the room, what they know about your topic and the questions most likely to arise. I bet you can anticipate 75% of what your audience will ask. Then practice stating your answer out loud.

  1. You didn’t repeat the question.

Whether you’re answering to a small group of people or a large auditorium, always repeat the question for these three reasons:

a)    Paraphrasing, repeating or clarifying the question back to the questioner ensures you heard it correctly and answer the question they asked.

b)    It ensures that the rest of the audience hears the question.

c)    You gain a little extra time to think of an answer.

Click to read more ...


5 More Ways to Tell If an Employee Is Looking to Leave

As I noted yesterday (in 5 Ways to Identify an Employee Who Is Ready to Quit), employee turnover is always an important issue, but most managers are unaware of the fact that overall, turnover rates went up 45 percent last year.

I’m predicting that they will go up at least 50 percent this year, so individual managers should be aware of the precursors or warning signs that can indicate that an employee is considering looking for a job so they can act before it’s too late.

If you approach the problem systematically, you can successfully identify which individual employees are likely to quit with an accuracy rate of over 80 percent.

Yesterday, I listed the Top 5 ways to tell if an employee may be getting ready to leave. Here are five more: 

6. Someone close to them leaves the team

Having a manager, a close colleague, or even a close friend leave the team can provide a powerful impetus for an employee to leave.

In many cases the exiting employee may actively encourage them to follow as a referral (as many as three to five employees will follow an influential employee).

But the thought of not being able to work alongside a great friend, having to work under a new manager, or having to train a new hire may be enough to drive them into considering a new job.

Click to read more ...


5 Ways to Identify an Employee Who Is Ready to Quit

There are few things that are more shocking to a manager then to have one of their top-performing employees suddenly quit on them.

Some managers have described it as the equivalent to a “kick in the gut.” It is a shock not only because losing a key employee will damage your business results, but also because managers hate surprises, and as a result, they frequently wonder how they missed the signals that this person was going to leave.

Employee turnover is always an important issue, but most managers are unaware of the fact that overall, turnover rates went up 45 percent last year. 

Acting before it is too late

And because I am predicting that they will go up at least 50 percent this year, individual managers should be aware of the precursors or warning signs that can indicate that an employee is considering looking for a job, so they can act before it’s too late.

After 20+ years of research on predicting turnover, I have found that if you approach the problem systematically, you can successfully identify which individual employees are likely to quit with an accuracy rate of over 80 percent.

Firms like Google, Xerox, and Sprint, as well as several vendors, have developed processes for identifying who might quit. But for most managers, you must realize that you will simply have to develop your own identification process.

So if you know of a manager who is worried about turnover, pass this list of turnover predictors to them so they won’t be surprised when their next employee announces that they are quitting.

Even though every employee is different, most individuals who have or that are about to enter job search mode can be identified using one of these proven actionable approaches. They are listed with the most impactful approaches appearing first for the majority of managers.

Click to read more ...


Happy Labor Day!

The SearchLogix Group wishes everyone a safe Labor Day Weekend!


Hiring Wisdom: Is It Unethical to Recruit a Competitor’s Best People?

Is it really unethical to recruit your competitor’s best employees?

From time to time, when I tell audiences that one of the best places to find the quality employees they need is from the competition, someone people will object because they mistakenly believe that going after people who work for the competition is unethical.

That’s when I have to ask: 

  • Since when did giving someone a better opportunity become unethical?
  • Why is it OK to go after a company’s best customers, but not OK to go after their best employees?
  • When did employees become property owned by the organization that employs them?
  • Why does it make the business news headlines when a company hires a CEO from a competitor, but it is not OK to go after and offer an opportunity to a frontline employee or manager?
  • Since all the best people who want to work are already working, where do you find the quality people you need to excel?

In Sam Walton’s words: “If you beat your competition to the best employees, those best employees will help you beat competition.”

This was originally published in the August 2014 Humetrics Hiring Hints newsletter.

Mel Kleiman, CSP, is an internationally-known authority on recruiting, selecting, and hiring hourly employees. He has been the president of Humetrics since 1976 and has over 30 years of practical experience, research, consulting and professional speaking work to his credit. Contact him at