Why Do I Get So Nervous During a Job Interview?

The following blog post is an excerpt from Work Coach Cafe.  It’s a good one and worth sharing.

July 10, 2008 By Ronnie Ann

“So why do job interviews make us feel really nervous, even if we know we’d be great for the job? A good question indeed. I’ll do my best to come up with some answers – and offer tips to help you fight those annoying interview nerves that may be getting in the way of you getting an offer.
First, let me restate the obvious…job interviews are stressful by nature. None of us like to give up control to others when it comes to something as important as your career. And almost everyone gets interview nerves to one extent or another when they interview – sometimes even the interviewer us nervous!
I hope it helps to learn that most interviewers expect you to be at least a little nervous. But for some of us, the mere thought of being on the answer end of an interview question makes our nerves run wild – way beyond a little nervous! And that can be a problem.
Actors are usually told to take their nerves and turn them into performance energy. It would be great if we could do this in interviews (and it’s worth trying), but then again we don’t get to rehearse our exact words the way actors do. For most of us, the only thing we gain from a bad case of interview nerves is a strong desire to run!
Worst of all…as much as we want to gain control of ourselves and our nerves during an interview, the more we try to control our nerves, the less relaxed we are. But of course what we want more than anything during interviews is to relax and just be ourselves. Luckily there are some things we can do to help. But first let’s answer the question I found…
Why do you get so nervous during job interviews?

  • It’s scary and uncomfortable being judged.
  • It’s scary and uncomfortable being the focus and having to come up with good answers for whatever they ask you.
  • You don’t know what they’re going to ask.
  • You don’t know for sure if what you say is a good answer.
  • You don’t like talking about yourself.
  • You don’t feel comfortable “selling” yourself.
  • You don’t interview every day and so you aren’t sure you know how to do it well.
  • You really need a job.
  • You worry that if you don’t get this job there may not be another chance any time soon.
  • You worry that you’ll sound stupid.
  • You worry there’s something about you or your background they’ll hate.
  • You have no idea exactly what they’re looking for.
  • You hate the idea of being rejected based on just one short meeting.
  • You think you have to be more than you are.
  • Getting past interview fear and calming your nerves!

Luckily there are ways to help you get enough past the fear to still give a great interview despite your nerves. Actors for instance use those nerves to motivate a more energized and exciting performance. No reasons you can’t do that too!
First and foremost, it helps to demystify that which we can’t control. So make sure to give yourself get a better understanding of the hiring process in general – including what goes on behind the scenes. Add to that stronger interview skills, a belief in yourself and your abilities, and a clear picture of how you match what the employer is looking for and you have a winning combo!”

Take a deep breath and go get that job!

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Leave these Words OFF Your Resume

If you’ve applied for a job recently, you’ve probably looked over that 8½  x 11” summary of your career more times than you can count—and tweaked it just as often—in pursuit of the perfect resume.

But before you add another bullet point, consider this: It’s not always about what you add in—the best changes you can make may lie in what you take out.

The average resume is chock-full of sorely outdated, essentially meaningless phrases that take up valuable space on the page. Eliminate them, and you’ll come off as a better, more substantial candidate—and your resume won’t smack of that same generic, mind-numbing quality found on everyone else’s.

Every word—yes, every word—on that page should be working hard to highlight your talents and skills. If it’s not, it shouldn’t be on there. So grab a red pen, and banish these words from your resume for good.

Career Objective

My first few resumes had a statement like this emblazoned top and center: “Career objective: To obtain a position as a [insert job title here] that leverages my skills and experience as well as provides a challenging environment that promotes growth.”

Yawn. This is not only boring, it’s ineffective (and sounds a little juvenile, to boot). The top of your resume is prime real estate, and it needs to grab a hiring manager’s attention with a list of your top accomplishments, not a summary of what you hope to get out of your next position.


You can be “experienced” in something after you’ve done it once—or every day for the past 10 years. So drop this nebulous term and be specific. If, for example, you’re a Client Report Specialist, using a phrase such as “Experienced in developing client reports” is both vague and redundant. But sharing that you “Created five customized weekly reports to analyze repeat client sales activity”—now that gives the reader a better idea of where exactly this so-called experience lies, with some actual results attached.

Also eliminate: seasoned, well-versed

Team Player

If you’ve ever created an online dating profile, you know that you don’t just say that you’re nice and funny—you craft a fun, witty profile that shows it. Same goes for your resume: It’s much more effective to list activities or accomplishments that portray your good qualities in action than to simply claim to have them.

Instead of “team player,” say “Led project team of 10 to develop a new system for distributing reports that reduced the time for managers to receive reports by 25%.” Using a specific example, you show what you can actually accomplish. But simply labeling yourself with a quality? Not so much.

Also eliminate: people person, customer-focused


While resumes are meant to highlight your best attributes, some personality traits are better left to the hiring manager to decide upon for herself. There is a difference between appropriately and accurately describing your work skills and just tooting your own horn. Plus, even the most introverted wallflower will claim to be “dynamic” on a piece of paper because, well, why not? When it comes to resumes, keep the content quantifiable, show tangible results and successes, and wait until the interview to show off your “dynamism,” “enthusiasm,” or “energy.”

Also eliminate: energetic, enthusiastic

References Available Upon Request

All this phrase really does is take up valuable space. If a company wants to hire you, they will ask you for references—and they will assume that you have them. There’s no need to address the obvious (and doing so might even make you look a little presumptuous!). Use the space to give more details about your talents and accomplishments instead.

In a crummy job market with a record number of people applying for the same positions, it takes more than a list of desirable-sounding qualities to warrant an interview. Specific examples pack a punch, whereas anything too dependent on a list of buzzwords will sound just like everyone else’s cookie-cutter resume.

So, give your resume a good once-over, and make sure every word on that page is working hard for you.

blog.resumebear.com (http://s.tt/1qA0W)

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How do they do it? Tips on how to hire and KEEP great staff

‘Help Wanted’ – Top Equine employers share secrets on how they attract and retain quality workers. by Jennifer O. Bryant

Reprinted with permission from Stable Management Magazine

The horses in your barn depend on their caretakers. Inattentive or inexperienced workers can jeopardize their health and well-being and may even cost you valued clients. But you have a hard time just getting people to work for you at all, much less keeping them around long enough for them to learn the ropes and become valued staff members. Is it simply impossible to find and retain good help these days? Thankfully, no, say experts. Some top barns have worker retention rates other outfits would envy — five years, eight years or more — and receive more applications than they have available positions. How do they do it? Through a combination of good management skills, realistic expectations and awareness that short-term investing such as paying better wages or offering better benefits may be most cost-effective in the long run.

The Employer’s Side
Seth Burgess owned and operated an Arabian breeding farm for 10 years, during which time, he says, he experienced many personnel related difficulties. One year he distributed 17 W-2 forms for just five positions.

Spotting an unfulfilled niche in the horse industry, Burgess went on to found Equimax, an equine employment service headquartered in Alpine, Texas, that serves as a clearinghouse for job seekers and employers. He has written articles and spoken on the topic of finding good barn help, including some common complaints and misconceptions of both employers and employees.

The happiness factor. Burgess says he’s found that struggling, inexperienced stable and barn managers most of whom tend to have little or no management experience may well feel disillusioned or let down. ‘Unhappy bosses make unhappy employees, and unhappy employees are unreliable and [likely to] leave the job,’ he says.

Reacting, not proacting. Another common hiring error, says Burgess, is to take a ‘crisis management’ approach. ‘Many barns think the hiring process consists of just two steps: advertising an opening when someone quits and hiring the first likely candidate who comes along.’ Actually, Burgess says, the employment process consists of five stages:

Planning: Consider your needs; formulate clear, realistic job descriptions; design a work environment and an employment package to attract the types of workers you want.
Advertising: Notify the appropriate marketplace(s) of your personnel needs.
Interviewing: Screen likely candidates; field questions; sell yourself as an employer and sell your operation.
Investigating: Check a candidate’s references and other considerations, such as the person’s right to work in the U.S.
Career building: Create opportunities for professional development by giving appropriate and well timed feedback, increase responsibilities as performance warrants and offer learning opportunities.

Under compensation. We all know that making a living in the horse business can be tough, especially starting out. Nevertheless, quality workers are in demand and those people can reasonably expect to receive a competitive wage-and-benefits package. As Burgess points out, ‘Consider the costs to your business of not paying more. Constant turnover and the effort and stress of replacing workers are a drain on your business.’

Unrealistic expectations. ‘Some farm managers are plagued with rapid turnover as a result of employee burnout,’ says Burgess. ‘The problem may stem from the manager’s inability to evaluate how much work a person can reasonably do in a day: He wants one person to do five people’s jobs. Or workers may be given insufficient time off: Some farms expect their employees to work seven days a week; others give a half day off once a week. That’s simply not enough. You might get people to come to work for you, but you’ll lose them quickly.’

The Employee’s Side
While stable managers can make poor personnel related decisions, some employees have such unrealistic expectations that they’re almost destined not to stay long, says Burgess. ‘Impatience tends to be an issue with young people,’ he explains. ‘A recent graduate, for example, may take a job as a groom. Six months later, that person wonders why he or she hasn’t been promoted to barn manager yet. The person may blame the job or the employer and leave. Many employers shy away from hiring job-hoppers because they assume the employee won’t stay long and soon the worker may find that he or she is having trouble getting hired at all. It would have been far better for that person to find a reputable, fair employer and build a future with that business. As an employee, you want your employer to worry about how to keep you, and that’s what leads to raises and promotions.’

Job satisfaction surveys have shown that money alone usually doesn’t make for contentment in the workplace. And let’s face it, few people get into the horse business for the money. According to the 1998 National Occupational Employment and Wage Estimates, the average annual wage of stable workers is barely above $16,000. Most people who work in this ‘industry do so because they like working with horses. But no matter how wonderful the horses are, the job still won’t draw rave reviews if the employer is perceived as someone who doesn’t respect employees or who’s unfair or excessively cheap.

Tips from Master Managers
Top reining horse trainer Ed Fear, who with partner Dottie Smith operates Ed Fear Quarter Horses in Beecher, Ill., runs a tight ship yet manages to create a rewarding and relaxed working environment. He has a lot to oversee: a 48 stall barn at his home base, a second barn full of young horses located 18 miles away and a large staff of assistant trainers, grooms and farm maintenance workers. He puts in 12- to 14-hour days, seven days a week and his workers don’t put in much less. Yet, 15 of his employees, including Barn Manager Jimmy Lewis, have been on staff for eight or more years. Fear rarely has to put up a ‘help wanted’ sign because of his excellent reputation as a trainer, a teacher and a manager.

‘The best way for me to keep good help is to teach them,’ Fear says. ‘I don’t hold secrets back.’ He speaks proudly of Assistant Trainer Gilson, an employee for two years, who came to the operation a relatively inexperienced rider and trainer and who last year took home $14,000 in National Reining Horse Association winnings. To give them well rounded equine education, Fear involves Wilson and his other assistants in breeding and sales decisions as well as in the riding and training.

Of Lewis, Fear says, ‘He has the authority to hire and fire in that department. I give him good equipment and I pay him well.’ With Fear’s extensive show schedule, having someone at home he can depend on is a must, and the trainer considers Lewis and his crew every bit as important as his assistant trainers.

‘So often [barn and maintenance workers] get treated like underlings,’ Fear says. ‘There’s none of that here.’

Fear describes himself as a ‘very demanding’ manager who tries to lead by example and who expects people to pull their own weight around the barn. ‘I’m not a drill sergeant and I’m not a motivator,’ he says, explaining that he expects employees to be self-starters and independent thinkers. At the same time, he says, ‘We do a lot of laughing and joking around.’

The hours may be long at Ed Fear Quarter Horses, but the boss tries to let workers know they’re appreciated. Fear realizes that ‘It’s hard to get good help for five-fifty or six dollars an hour. I pay a good salary. I give a Christmas bonus, we have a Christmas party and I give my people a nice lunch room. If I sell a high-priced horse and I get a big commission, I’ll give everybody a bonus.’

Many of Fear’s philosophies are echoed by Robert Croteau, equine manager for Iron Spring Farm in Coatesville, Pa., one of the best known warmblood breeding farms in the U.S. The farm employs between 20 and 25 people during its peak season and Croteau is in charge of reviewing resumes, interviewing and hiring all personnel. ‘I look at [managing and training employees] as a work in progress,’ Croteau explains. ‘When I hire, I look for communication skills and a good work ethic. I’m not impressed by an equine science degree or stable-management certification; I’ve found it’s easier to take someone with little or no horse experience and teach them the way I want things done.’ Iron Spring employs a number of Mexican workers — all authorized to work in the U.S. — and he’s pleased to see many of them progress from stall mucker to groom over a period of four or five years. ‘We help them with a career path,’ he says. ‘They learn sophisticated horse management skills, such as taking temperatures, applying spider bandages and handling all types of horses.’

As a manager, Croteau says, ‘It’s important to let people know what they’ve done well, and to treat people equally. If I have to reprimand someone, I let them know their mistake and then let it go.’ He ‘touches base daily’ with all his employees and holds staff meetings at least once a week. He says he strives to give clear directions and to let employees know what’s expected of them and he uses written goals as an aid in establishing performance benchmarks.

In return, Iron Spring employees receive competitive compensation packages. Hourly workers, such as stall cleaners, can rent housing for ‘a reasonable rate’ and also have some flexibility in their schedules. Salaried workers, such as administrative assistants and some breeding/laboratory technicians, get housing, annual merit based raises, health and dental insurance after they’ve been employed for about six months and greatly reduced board for a horse after about two years on the job.

Croteau dislikes rapid turnover as much as the next manager (’I like for [employees] to stay for at least a year’), but he says he realizes that ‘Some turnover is good. People grow and learn and eventually outgrow the position and move on.’ [SM]

What About Working Students?
You may have been one yourself when you were younger — an unpaid or slightly paid barn worker, mucking stalls and grooming in exchange for rides or lessons. Sound familiar? You were a ‘working student:’ and the tradition is alive and well in today’s horse industry. Working student positions give aspiring horsemen a chance to learn from experts and to receive instruction they otherwise might not be able to afford, and it serves as a source of enthusiastic yet inexpensive help. But as at least one equine professional has learned, using working students is not without its potential drawbacks.

K.C. Van Dyck, who operates Wellspring Farm in Wilmington, Del,, almost lost her business last year after she was accused of violating her state’s Child Labor Act, Minimum Wage Act and Wage Payment and Collection Act by maintaining a large and (mostly) well received working student program in which youngsters could do barn chores to earn rides. As reported in the October 1999 issue of The Horse of Delaware Valley (and confirmed by Van Dyck), an unknown person filed a complaint with the state Department of Labor against the Wellspring owner in the summer of 1998, Van Dyck was questioned about her working student program and, despite protests by supportive parents, was later ordered to pay more than $18,000 in unpaid wages, with fines and penalties bringing the total owed up to $50,000. She negotiated an agreement that avoided her having to pay the fines but that required her to make significant changes to the program.

She now must pay workmen’s compensation for working students, who must secure working papers and therefore must be fourteen years old or older. She has had to raise the board at Wellspring to cover the additional costs. The source of the problem, says Van Dyck, is the way Delaware classifies equine facilities. The state does not consider horse stables ‘farms,’ ‘Farms’ are classified as agricultural businesses, which are governed by more lenient labor laws. Van Dyck’s advice to other stable owners and managers? Learn your state’s labor laws and how it classifies horse farms before you advertise for working students.

Stable Management Magazine

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Become an FEI jump steward – Equine Canada announces 2 new clinic dates

July 6, 2012—Equine Canada is pleased to host two Federation Equestre International (FEI) Jumper Stewards Clinics. The clinics are open to all FEI jumper stewards and senior national stewards with permission from their national federation and Equine Canada Senior (S) and Senior National (SN) stewards. The clinics will take place at Caledon Equestrian Park in Palgrave, ON, September 15–17, 2012, and at Thunderbird Show Park in Langley, BC, September 21–23, 2012.

This will be the second time FEI Jumper Stewards clinics have held in Canada since 2009, and will be conducted by Maria Hernek (SE), FEI Level 3 Steward for Jumping and by Jan Stephens (CAN), FEI Level 3 Steward for Jumping and EC Steward General and the chair of the Equine Canada Stewards Committee.

“It is a tremendous educational opportunity for Canadian Senior and FEI stewards,” said says Jan Stephens, chair of the Equine Canada Stewards Committee and Canada’s FEI Steward General for Jumping. “We also look forward to welcoming Senior and FEI stewards representing the international stewarding community.”

For additional information about the FEI Jumper Stewards clinic, please visit the Equine Canada website at www.equinecanada.ca or contact Kathy Strong at kstrong@equinecanada.ca or by phone at 613 248 3433 ext. 141.

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A grooms eye view of the 2012 Olympics

An Olympic Groom’s Journey

Pamela Nunn is a freelance FEI groom who went to previous “Games” with Canadian event rider Selena O’Hanlon and this time, will be going to London with team alternate Shandiss Wewiora and 8-yr-old Irish Sport Horse Rockfield Grant Juan.  

Pamela writes: “One of the interesting things about being a freelance groom is that you get to meet and work with different riders and horses. Before this trip, I barely knew Shandiss. We used the long drive, with the usual hold up at the border to get to know each other. By the time we arrived to the O’Connor Event Team base in The Plains,VA (where training camp is being held), we were on great terms.
I haven’t been to this area of the States before. The scenery is absolutely stunning. Immaculate horse farms and vineyards against a background of mountains. And forests. The place names all resonate with the history of the American Civil War. Juan has settled in well in his new digs in a lovely barn at the top of a mountain. Shandiss and I are also housed in luxury.
Getting to know Juan is coming along. Already I like him a lot. In the course of my grooming career I have met rude spoilt horses without any manners, as well as a variety of rider types. Juan is polite, friendly but not in your face, with a perfect mane for braiding. I am excited to be looking after him. Some of the horses I have worked with have suffered from too thin a mane or ones like toilet brushes.
Dressage was the order of the day on Friday. Juan worked well and David seemed pleased with this progress since he had seen him last.
The pasture is very rich so we are building up turnout slowly. Whilst he was in the field, I sat outside cleaning the brass on his halter and breastplate. I think it must have been then that I picked up the tick that I found on my thigh when I was undressing to shower. Fortunately, I have had to pick so many off Ron (my husband of 30+ years) and my dog Goofy this spring, that I was able to remove it with only minor squawks.
Training camp is now in full swing. All the horses galloped yesterday. The terrain is perfect for conditioning work. A beautiful grass galloping track provides a workout. David followed some of the riders as they galloped so he could monitor their speed and condition. I had a vantage point on the mountain with a spectacular view.

Thanks to the storm on Friday night, which took power out everywhere, it got much cooler so the horses recovered well. We have been starting in the barn at 6 AM in order to work the horses in the coolest part of the day. Today, we had an early start to take the horses to a dressage schooling show at Looking Glass Farm in Hamilton. Va, which offered a great opportunity to ride the Olympic test.
Blood has been taken and vaccinations checked and updated in preparation for the trip to London. The horses will be flying with FedEx and leave July 8. In the meantime, the horses are in a careful routine of training and care. Shandiss is in a challenging position as travelling alternate: “It is difficult to plan”, she said, “If I am not needed at the Games, we will stay on and compete at Blenheim in September. I just have to be flexible whilst enjoying this amazing opportunity”.
Given the uncertainty of any venture involving horses, this attitude is clearly appropriate.”

In her blog, Pamela shares a groom’s journey to the London 2012 Olympic Games and gives us some “behind the scenes” insight. Thanks Pamela!

For more info about Pamela, check out her website:  www.olympicgroom.ca

Thanks to www.HorseJunkiesUnited.com. Who first published this post :)

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It’s July 4th

Happy Independence Day.

“The Star Spangled Banner”

Oh, say! can you see by the dawn’s early light
What so proudly we hailed at the twilight’s last gleaming;
Whose broad stripes and bright stars, through the perilous fight,
O’er the ramparts we watched were so gallantly streaming?
And the rocket’s red glare, the bombs bursting in air,
Gave proof through the night that our flag was still there:
Oh, say! does that star-spangled banner yet wave
O’er the land of the free and the home of the brave?

On the shore, dimly seen through the mists of the deep,
Where the foe’s haughty host in dread silence reposes,
What is that which the breeze, o’er the towering steep,
As it fitfully blows, half conceals, half discloses?
Now it catches the gleam of the morning’s first beam,
In fully glory reflected now shines in the stream:
‘Tis the star-spangled banner! Oh, long may it wave
O’er the land of the free and the home of the brave!

And where is that band who so vauntingly swore
That the havoc of war and the battle’s confusion
A home and a country should leave us no more?
Their blood has washed out their foul footsteps’ pollution!
No refuge could save the hireling and slave
From the terror of flight or the gloom of the grave:
And the star-spangled banner in triumph doth wave
O’er the land of the free and the home of the brave.

Oh, thus be it ever, when freemen shall stand
Between their loved home and the war’s desolation!
Blest with victory and peace, may the heav’n-rescued land
Praise the Power that hath made and preserved us a nation!
Then conquer we must, when our cause it is just,
And this be our motto: “In God is our trust”:
And the star-spangled banner in triumph shall wave
O’er the land of the free and the home of the brave.

Happy Independence Day from all of us at www.HorseJobs.ca

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Happy Canada Day

Bon Fete du Canada!!!

O Canada!
Our home and native land!
True patriot love in all thy sons command.

With glowing hearts we see thee rise,
The True North strong and free!

From far and wide,
O Canada, we stand on guard for thee.

God keep our land glorious and free!
O Canada, we stand on guard for thee.

O Canada, we stand on guard for thee.

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Hire GOOD help and keep them

Words of Advice from the founder of Equimax:

“It just seems to me that all these people that want jobs in the horse industry are a bunch of gypsies”

I hear statements like this about bad experiences with employees almost every day… I have listened to the complaints of both job seekers and job providers. One thing stands out. Many people are their own worst enemies when it comes to matters of employment.
Twenty years ago I gave up my breeding farm to start Equimax. At that time one of my employees said to me, “I can’t believe it, I’ve worked for half a dozen farms in the area and I’m losing the only good employer I ever had.” In my first job I was made a supervisor after only two weeks. I left that job with a glowing letter of recommendation with only one exception. “His supervision of the help has been adequate, but not outstanding.” I have been an employer or supervisor now for nearly twenty – five years and since that first job I have struggled to understand the employment process. I am still learning, but one thing is clear, I cannot control the actions of others, but I can control how I act. Knowing this has helped. Although the process of hiring and keeping good help is fraught with pitfalls, there are ways to improve the results.

The role of a successful employer lies somewhere between that of a parent and a disinterested consumer. One employer said to me: “I can’t understand it, I treated my groom like family, she lived in my house, and I helped her with all of her personal problems, and then she just left. It seems like she just didn’t appreciate what I tried to do for her.” It is inappropriate to treat an employee like a family member and equally non-productive to treat one like a machine. Get to know your employees as people. Take an interest in them. If appropriate help them with their problems. However, do all of this “at arms length”. Remember, you have limits too.
Good employers should be clear and consistent with their employees about what is expected. This means being clear in your own mind first. Many employers seem to make their expectations up as they go along, changing them as their momentary impulse dictates. This leads to employee confusion and alienation. Employees do not know what is expected and have no basis for judging whether or not it has been done. As you formulate your expectations, be as specific as you can about the duties, accomplishments, and relationships you expect. Keep in mind that everyone has limits. Only so much work can be done in a day. Job descriptions, whether written or verbal, should be based on these limits, not on the amount of work that needs to be done.
If you cannot afford to hire the number of people needed to get the work done, it will not help to give less people more work. Monitor the performance of the people you hire and give them feedback on how they are doing. Remember, people have good days and bad, make mistakes, get sick, forget, do not always listen clearly, etc. Be ready to talk things over as many times as it takes and to forgive difficulties if a joint understanding is achieved. The employer/employee relationship takes maintenance. Sit down with each employee about once a month one-on-one to check on how things are going and give feedback. Being a good employer should not take a lot of your time, but it does take some.
A great deal can be accomplished by something as simple as knowing the date of an employee’s birthday and sending a card. For employees, the greatest single factor in job satisfaction is being appreciated for what they do. It ranks ahead of working conditions and salary. An employee that is publicly or privately appreciated for doing a good job will work harder for less compensation. Employees are people with hopes, dreams, hurts, and fears. If they are treated like machines, expected to perform at a moment’s notice without complaint, only to be discarded or traded in when they are worn out, they will not stay in your employ very long no matter how much you pay them. Be clear with the employee about your business arrangement.
If you do not like sharing major business decisions, then stick to paying people completely on salary. If you ask someone to take a portion of the business risk with you, for instance, by paying commissions or entering into a partnership, be sure that the potential for compensation is commensurate with the risk you are asking the person to take. If you have tried building a breeding farm business in your area and are having difficulty, it may not be realistic to turn around and expect someone else to come in and build such a business based on commissions. Maybe there simply isn’t enough potential business in your area, or maybe advertising is the problem. If you base compensation on the condition of your business, you are off to a bad start. “I just can’t afford to pay any more.” Employees are not creditors.
If you want to keep good help, you must pay them a fair wage on time, and give them adequate working conditions. In the long run its worth the expense, because “turnover” can kill your business. Training new people takes time and energy away from income producing activities. When all is said and done, it takes two to build a successful employer/employee relationship and only one to tear it down.

A major factor in winning the employment battle is knowing how to select and hire the best people. Once you have taken a hard look at your policies, compensation, and employee relations, you need to look at the hiring process itself. There are certainly any number of people out there that you would not want to work for you, so you need to give the process some serious attention. When properly done, the process of hiring good employees takes time and effort, and usually results in some expense.
The most common problem I see when talking to employers about hiring is that employers are in too much of a hurry. It is certainly annoying when people leave or must be let go unexpectedly. Sometimes it seems like too much to deal with when you are short of help and have to spend time screening people. The single most effective thing you can do to enhance the hiring process is to arrange for more time. This may mean hiring temporary help, rearranging duties, or pitching in yourself. If you give in to the temptation to hire the first person who is available for the job, you may end up worse off than you were when you began.
When you hire, take the time to interview as many people as you can. Interview in person if possible, not just on the telephone. Check references religiously. Ask each reference if there is anyone else you might speak with concerning the potential employee. This may help you get deeper into a person’s background. Take the time to be sure that each person understands what the job entails, the hard work and the benefits. Pay attention to your intuition. If you are getting “red flags”, follow-up until you are satisfied that problems are imaginary or can be solved.
Here are a few common red flags: the candidate cannot provide references, cannot provide social security number, is more interested in what you can do for him/her than what they can do for you, is defensive, domineering, or very uncomfortable during the interview.
When you select an employee consider arranging a trial period of 3-6 weeks. If the person you hire is coming from some distance encourage the employee to “travel light” and not “burn bridges” until final agreement is reached. Above all take the time you need to “work the process” without short-cuts. Remember, you are the best judge of who is right for your position. Do not rely entirely on someone else to screen people for you. Try not to become cynical about employees. Anyone who has been an employer for any length of time has been tempted to allow bad experiences to color their relationship with future employees. In some instances I have seen this develop into a downward spiral and end in disaster. I am suspicious when I ask an employer what kind of a person they are looking for and they respond with something like, “I need someone dependable that won’t run off to town every night, use drugs, or steal from me.” If you find yourself describing the employee you need in primarily negative terms, watch out! You may be caught in the spiral. There are all kinds of people in the world. Each new person you meet may have the potential to be the worst or the best employee you have ever hired. If you allow your bad experiences to color your relationships, you will send a clear message to the good dependable people out there. They will steer clear of you like the plague, and you will attract a never ending stream of failures and deadbeats. Be positive, expect the best of people, but investigate carefully. When you’ve done your best, hire your best choice recognizing that there is no way to completely avoid potential problems. You may have to try more than one person until you find the right one.

Many horse industry employers spend endless hours learning about horses, health care, breeding, racing, bloodlines, etc., but spend almost no time on being a good employer. Knowing how to attract and keep good help is a crucial part of any successful business, and being a good employer does not come naturally to most people. Take the time and make the effort now before it’s too late.

– Copyright, Seth B. Burgess Founder of Equimax.com

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Spring Forward = Spring Cleaning

A friendly reminder from your friends at HorseJobs.ca. Tonight’s the night to set your clocks forward one hour in accordance with Daylight Savings Time.

When the clocks “spring forward” its a good reminder to do a little Spring Cleaning. Here are a couple of things on our annual to do list;

* Replace the batteries in your smoke detectors, and test devices to make sure they are in working order. Dont forget to check all fire extinguishers for expiry dates and test other safety features.

Tip: Don’t toss the batteries; there may still be juice in them. They can be used in children’s toys, media players or electronic devices. Squeeze out every drop of power, then recycle them.

* Clean gutters and downspouts to remove debris that may have accumulated during the winter. If clogged, spring showers can wreak havoc and possibly cause leaks and structural damage. The same goes for drains in the yard area. Clear of obstructions such as leaves and twigs. A little preventative maintenance now is better than flood damage later.

* Go through your equine medication cabinet for expired medication. Your vet should be able to either take your old medications or provide you with information about where to dispose of them.

* Inventory your barn’s first aid kit ( and don’t forget the travel kit in your trailer or show trunk) and replace items that are expired, or replenish items like bandages that may be running low.

*Go green – Switch your incandescent light bulbs to compact fluorescent lights (CFLs). Although initially more expensive, CFLs save you money in the long run because they use 75% less electricity and can last years longer than a traditional bulb.

* Spring clean the tack room. Get those spring and summer blankets cleaned and ready to go. Take the time to start checking your tack boxes and show kits in preparation for show season

This time of year puts a spring in my step. I hope this year brings you much success and happiness in all that you do.

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Curriculum Vitae Vs. Résumé ????

Have you ever been asked for a curriculum vitae or CV when applying for a job? Did you wonder what the employer was talking about?

For Canadians, curriculum vitae can mean one of two things: 1. It is a document similar to a résumé but much more comprehensive and used primarily in academic settings; 2. It is an international term used for a résumé.

The Difference between a Canadian Résumé and a Canadian Curriculum Vitae

Both résumés and CV’s are marketing tools designed to get an interview with a potential employer (or in some cases with a CV, admission into a post secondary program).  Résumés are designed to briefly (1-2 pages) show the employer your past work accomplishments when applying for employment. CV’s are more detailed descriptions of your work and academic history anywhere from 3-20 pages. In Canada CV’s are normally used when applying for academic, scientific, and research positions; for entrance into post graduate programs; and for funding for research grants and proposals. The reader will want to know comprehensive details about the candidate’s education, research and employment experiences. Since the target audience is normally a professional from the same field, the language used should be technical. There is no need to shortcut the descriptions as Human Resource professionals are probably not going to be reading it. Technical language also helps the reader know that you know what you are talking about.

CV’s tend to not have a structured category in the same way that résumés do. There does not seem to be any agreed to formula and the categories can differ based on the individual’s profession. Most CV’s do not include an objective or a summary of qualifications. Unlike résumés the education section normally appears at the top of the page. If you are required to write a CV when applying for a job it’s a good idea to ask the employer what they would like to see in the CV, since different professions have different standards and guidelines for them. If you are registered with a particular profession, contact your governing body to see if they have any guidelines for CV’s in your field.

Common categories include:

Whether you are writing a résumé or a CV make sure you know your target audience. Always proof read your document and have someone else proof read it as well.

Jaime Watt is a Client Service Representative at the Newmarket Employment Resource Centre.

Click Here for more informaiton http://www.fairylakejobs.net/php/page.php?id=4

  • Contact information
  • Education
  • Professional Memberships/Committees/Appointments/Boards
  • Research Experience
  • Teaching Experience
  • Awards and Fellowships
  • Projects
  • Publications
  • Presentations
  • Work Experience

The International Curriculum Vitae

Different countries require different résumés/CV’s. If you are applying for an international position the best thing to do is find out what the requirements are for the specific country you are applying to. Conduct an internet search to see if you can find out what that country requires. Some countries will require personal information that would not be allowed under Canadian law, such as: date of birth, marital status, country of origin, mother tongue, whether or not you have children, and a photograph. Only provide this information if absolutely necessary. If applying for employment or education in Europe, the European Union implemented Europass, a framework to assist people wanting to work or learn in Europe. It is a reference tool that allows for the comparison of qualification levels in national and sectoral systems. You can create your European CV for free on the following website: http://europass.cedefop.europa.eu/. The Europass CV is similar to the standard Canadian résumé.

Some excellent resources on overseas Résumés/CV’s are:

  • jobera.com: a wonderful website with easy to find information on international résumés/CV’s for 32 countries
  • about.com: Job Searching Sample Curriculum Vita-Includes sample CV’s from different countries (jobsearch.about.com/od/cvsamples/a/blsamplecv.html)
  • goinglobal.com: Has resources you must pay for, but provide detailed information on résumés/CV’s, job search, staffing agencies, visa information, interviewing, employment trends and more for a specific country.
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