Your personal brand

A personal brand is unique to each individual and reflects the notion that success comes from self-packaging. Personal branding often involves the application of one's name to various products. But how does this work for job seekers? Well you are your own personal brand which must be vigorously promoted! This can be achieved through the creation of profiles on social networking sites such as MySpace, Facebook or Linked In or creating your own promotional website using your name as the domain name.

So why is it important?

No matter your status within the business world personal branding is absolutely vital to your success. After all, an abundant number of others may have your job title, but only a few might share your vision and appreciate the particular talents you offer. If you connect with the individuals and companies that value your “mission” in the world, you will have a much greater chance for success. There is no full-proof path for building a personal brand, but you can take steps that will help you create the best personal brand for you.

A personal brand is a holistic look at your goals, passions and values and how those work to enhance what you offer. Your personal brand relies on the reputation you are able to build around its unique promise of value and in turn what you ultimately deliver. As a result, authenticity and honesty become the most significant building blocks for your personal brand.

It is important to remember that the information you post or upload is publically representing yourself and many employers and recruiters research prospective candidates online to receive more information before an interview or offer is extended.

Our top 5 sourced tips to building a successful plan:

1. First, you need to create a branding plan for yourself. Start by evaluating what your current reputation is and compare it to what you’d like it to be. Then identify qualities that make you unique and how they might be valued by an employer. Helpful hint: Examining who or what you don’t want your personal brand to be like can reveal what you do want. Just flip these negative qualities around to find the positive.

2. While you’re brainstorming your personal brand, it is helpful to write everything down. You will want to create a statement that encapsulates everything you want your brand to be. This will be your “personal mission statement.”

3. Once you’ve worked on your brand identity, you need to get input from those around you. Build your own “board of directors” (i.e., mentors, peers, and family) to give you feedback on your branding plan and how you are putting it into action. Branding is ultimately about communicating your identity; thus it is crucial that you know how it is being received by others.

4. The more you are able to distinguish your brand, the more you potentially will be able to find someone to pay you for it. Look at the market and find what it is that you offer better than anyone else. Read the news, websites, newsletters, etc. and find out what the status quo is so you can capitalise on what makes you special.

5. Go to a good search site and enter keywords related to your brand identity. Check out how those sites embody the qualities of your own brand. Note the ways that these sites present themselves and think about how you might do the same for your own brand online.

Remember your personal brand in the workplace is a combination of the product you offer (i.e., your job performance), the values that you embody, and how the two work together to create the “package” that is you.

Looks Matter

Most if not all of us are aware that the way you look when attending an interview contributes to the overall perception of your fit with the company and the role. In support Senior Manager, Megan Alexander states that job interviews are only 50% about technical skills and the other 50% is about whether you fit the company; whether you share the company’s culture, whether you’ll be comfortable in the company’s culture and the way you look will immediately create an impression about whether or not you will fit the organisation.

This may seem superficial to some but in essence it is the reality that appearance counts when making a first impression. Bradley Richardson a contributing writer for Monster states that you are more likely to command respect and get what you want if you're dressed appropriately for your surroundings and it is important to remember that it is very difficult to overcome a poor first impression, regardless of your knowledge or expertise.

Many applicants may become overwhelmed with differing opinions on ‘how to dress to impress’ so we have put together a simple guideline to help you break through the clutter.

1. Do some research on the organisations culture so you can dress appropriately. If the industry is more formal than your current industry, dress accordingly. If you your suit is too big, long in the legs or arms or doesn’t button up it’s time to get a decent suit, go out and buy one, it will be worth it. Wearing higher quality clothes shows that you are willing to invest in your career and future.

2. If you are unsure dress on the conservative side as it is the safe option. Most employers approve of suits. An interviewer is more likely to accept that you can dress down if the environment is more casual than that you will dress more conservatively once you are employed.

3. Keep makeup and hair simple and classic, you don’t want either of these elements to become distracting for the employer. For example if you are constantly pushing hair off your face this will become distracting and irritating for the interviewer!

4. Nails are important so make sure you keep them clean and neatly manicured. Avoid bright coloured nail polish and nail art. Your hands are clearly on view so make sure they send the right message about you.

5. It is recommended that women wear closed-toed shoes and avoid backless shoes and open-toed shoes as they can look too casual. It is important to clean and polish your shoes as run-down shoes ruin an outfit and give the impression that the candidate is careless and does not pay attention to detail. It is imperative that you can walk comfortably and confidently in your shoes, especially if you are going on a workplace tour.

6. Avoid leather or denim as it is not considered professional and can carry negative perceptions. Avoid wearing leather jackets or skirts. Never wear jeans or denim jackets. Shiny, satin-like fabrics are generally inappropriate for smart business wear.

7. You want the interviewer to focus on what you are saying during the job interview. Avoid low necklines, flashy ties, lots of jewellery around your neck, big dangly earrings or over-the-top hairstyles. Make sure that your cologne or perfume is subtle and not too strong as this can also become distracting for the employer.

8. Try your outfit on a couple of days before and make sure your outfit is clean, well pressed and not in any need of repair. You don't want to spend the interview tugging down a too tight or too short skirt! Keep in mind your commute to the interview and try to avoid wearing clothes that wrinkle easily if you have some distance to travel.

9. Maintain a level of professionalism, this means no piercings, no chewing gum or candy and cover up any tattoos or piercings as much as possible. Baggy clothes look messy and tight clothes look as though you are drawing attention to your looks rather than your skills! Remember keep it simple and smart!

Making sure that you are appropriately dressed for the interview will give you an immediate competitive edge right from the start.

Bradley Richardson’s list of things to remember:
• Appearances do matter!
• Don't underestimate the power of a first impression. People make assumptions about you
based upon your appearance at your first meeting.
• You are more likely to receive better service, command more respect and get what you want if

you are dressed and speak appropriately for your surroundings.
• Your appearance should be consistent with your message.

To get more advice on making a successful career transition contact us via email at admin.qld@donington.com.au or call us on 07 3838 1388

Immigration Update - Subclass 457 Visa

Many employers are in search of alternative employment arrangements for their employees as a result of the current economic climate. However employers must be aware that there are special considerations for employees that hold a Subclass 457 visa.

There are two important categories to be familiar with; employee working conditions and minimum salary levels. Please see below for further information regarding these issues.

Working Conditions
All Subclass 457 visa holders must work a minimum of 38 hours per week; lesser hours are not accepted and may be considered a breach of the visa conditions. There may be exceptional cases, however anything less than 30 hours a week is prohibited. Thus it is improbable that part-time or casual employees on a Subclass 457 visas are likely to meet this requirement.

Salary Levels
The Department of Immigration and Citizenship (DICA) introduced as of July 1 a new minimum level salary for Subclass 457 visa holding employees. The new salary levels effectively amount to an increase of 4.1%. It is important to note that the new salary levels do not include additional benefits such as superannuation, LAFHA, travel allowances and/or bonuses.

The minimum salary levels are calculated on the basis of a 38 hour working week with the payments being made on a weekly, fortnightly or monthly basis. If the employee/s works in excess of 28 hours per week they must be remunerated proportionately for their additional hours of workload.

Salary Reductions
An employee’s base salary cannot fall below the minimum salary levels set by the DIAC. The employee may still be required to notify the DICA of reductions in salary levels depending on the circumstances of each case.

For more information on the minimum salary levels and occupations for the temporary business long stay visa notice 2009/2 please click the link below:

http://www.immi.gov.au/skilled/skilled-workers/sbs/occupations.pdf

New Role
If the employee is changing into a new role which is similar and requires an equivalent or similar skill set as their previous role the employee may be able to transition into the new role without notifying the DIAC. However, if the role is changing specifically, notification to the DIAC may be required and may result in a new Subclass visa being issued to the employee for their new role.

Sending employees on local or overseas secondments
This is permitted as long as employers continue to meet their obligations as a business sponsor and the employee continues to be treated as an employee of the business. There are no time limits on local secondments however overseas secondment cannot exceed 3 months.

Employee absence or unpaid leave
Once an employee had been employed for at least 12 months, a leave of absence or unpaid leave of up to four weeks is permitted.

If a holiday (including personal annual leave) outside Australia is to be taken, a period of no more than three months is deemed acceptable.

It is important to note that the minimum base salary requirements relative to the employee must be met at all times.

Redundancy/termination obligations
The DIAC must be notified within 5 working days of the employees last date of employment.

The employee will then have 28 days to:

i. Apply for another visa –e.g. a new subclass 457 visa through a different employer or a tourist visa.
Or
ii. Depart Australia

It is not an immediate obligation of the employer to offer return airfares and the DICA acknowledges this is a matter of negotiation between the employee and the employer.

Baker & McKenzie released an update on these issues along with changes to retirement for Subclass 410 Visa holders and visa options for same sex partners. To obtain a copy of their July 2009 issue please email admin.qld@donington.com.au or call us direct on 07 3838 1388.

To contact the Department of Immigration and Citizenship head to their website at:

http://www.immi.gov.au/

Do you know your career profile?

Often the way we plan and see our careers unfolding is heavily influenced by our parents, teachers, the media and other social influences.

Just as often many people find themselves dissatisfied with their careers or having difficulty explaining why what might appear to be a ‘patchy’ CV’ is actually a positive.

What many people don’t realise is that there are different types of careers which can be depicted as differing patterns of movement within and between fields of work over time. This reflects the fact that some people like to move around a lot during their careers, while others prefer to stay put and specialize in a particular kind of work. Some people want to move up a ladder; others prefer to move in more of a lateral direction to expand their capabilities, or simply to experience different kinds of work.

A career assessment profile report can help you identify different career types and provide an analysis of your personal career concept and career motives.

There are many different assessment profiles to choose from and they will vary depending on the company or the report. We recommend the Career View Profile Report which provides you with two profiles; a career motives profile which best indicates the type of career you would find most gratifying personally and a career concepts profile which indicates what you believe you should be doing with your career. However as mentioned previously how we ‘believe’ our career should play out is highly influenced by other people in our lives and may not represent what would be best for us as unique individuals. Thus the motives profile is usually a better window into your own unique motives and desires, relatively free of the influence of other people.

A Career View Assessment profile report is advantageous for not only providing you with direction and understanding about your career motives but also for your own internal career management.

At Donington as a part of our career management and transition services we can facilitate the debrief of a Career View profile for individuals in your organisation to assist in guiding their internal or external career management.

If you would like to know more about assessing your career motives and career concept contact Donington on 07 3838 1388 and ask to speak to Melinda Forsythe or email melinda.forsythe@donington.com.au.

* Please note that this service is available only to residents in Queensland.

Hu’s career transition journey at Donington...

Hu Yao commenced his career transition journey with Donington in May of this year after his role as a Process Engineer at a large construction company was made redundant. I had the pleasure of discussing with Hu in detail his journey so far and his aspirations for the future.

Before migrating to Australia in August 2007, Hu was the Chief Engineer or the Chief Processor Engineer on many petroleum projects.
When Hu’s role was made redundant he initially felt saddened although he proclaimed that because of the clear communication within the company and his involvement with some major projects which had become dissolvent he understood the rationale behind the redundancy and the extent to which the financial crisis is impacting on many industry sectors including small and multinational corporations.

Hu stated that he has learnt many positive lessons though his transition process and that his Donington consultant Lisa Revell was very helpful in highlighting some of the major pitfalls and how to avoid them. “I think that the career transition process is very important for people who have just lost their job, I have found it to be very helpful and positive and I have learnt a lot of skills I did not have before” Says Hu . In facing the challenge of a new job search, Hu stated that he was nervous about the interview process but through his consultations with Lisa he became more confident as she as she provided him with techniques, practices scenarios and interview questions. Hu managed to secure a telephone interview with an organisation via is newly adapted CV, however unfortunately he was unsuccessful. Although Hu, in recognising that it is a competitive market says, ‘that is to be expected and it is important not to become disheartened’.
Hu has looked at his redundancy as an opportunity to further develop his fluency in the English language in order to assist him in getting back into the job market. “At the moment I think it will be another year before the economy picks up so right now I am concentrating on studying” he said. Hu was encouraged by his consultant to converse more with individuals to increase his confidence, and as a result Hu encouraged himself to speak to two ladies at a bus stop and he now attends their craft group as it allows him to practise his English.

Throughout our discussion it became evident that Hu’s aspiration for the future is to attain a job as a Site Process Engineer as Hu states “a Site Process Engineer would enable me to interact directly with those involved in the project/s. I enjoy working and seeing the progression of a project so ultimately I am working towards a role that would allow me to supervise construction, commissioning and production”.

We continue to support Hu and wish him all the best in his future endeavours.

At Donington were all about sharing and if you have a career transition story we would like to hear it! To share your journey post a comment or contact us at admin.qld@donington.com.au

ATTENTION ALL BUSINESSES: Challenger, Gray & Christmas have released their 2009 Post-Layoff Survey

Through The Donington Groups association with Challenger, Gray & Christmas Inc. as a global referral and resource sharing partner we acquired the results of their 2009 Post-Layoff Survey which was released at the 61st Annual SHRM Conference and Exposition. We believe that every organisation no matter how large or small would gain invaluable knowledge by reading this report. Let us know what you think and post us a comment.

According to a new survey, one of the biggest challenges employers must address in the wake of a layoff is keeping the surviving employees engaged and focused. The survey of human resources executives found that 54 percent consider employee-engagement the biggest challenge that companies face after job-cut announcements. The next biggest challenge, selected by 23 percent of respondents, was easing anxiety over the possibility of additional layoffs.

“The risks associated with not addressing these challenges is in focusing only on output which creates a workforce that is motivated by fear of job loss instead of by loyalty and pride. That may work for the remainder of the downturn, but as soon as the recovery begins, the company will undoubtedly experience heavy turnover. Companies recognizing that employee-engagement is the key to continued quality output will not only survive the downturn, but will be poised to thrive when the expansion begins,” said John A. Challenger, chief executive officer of Challenger, Gray & Christmas.

“You cannot simply tell employees to ‘do more with less.’ There must be a back-and-forth dialogue to address employees’ concerns and fears. They must be an active part of the problem-solving process. And, in any situation, honesty is the best policy; employees deserve up-front communication when it comes to the state of the company and their jobs,” he added.

It appears that most companies try to do this. According to the survey, 58 percent said they had department supervisors meet directly with surviving employees to discuss any changes occurring as a result of the downturn and/or layoffs. However, only 12 percent provide post-layoff counselling and about one in ten did nothing at all to address post-layoff issues faced by survivors.

“The worst thing a company can do is nothing. The survivors of a layoff are dealing with a lot of emotions and, in many cases, increased workloads as they pick up the duties of their former colleagues. Many of those who remain after downsizing are stricken with survivor’s guilt. Others are filled with an enormous amount of anxiety, assuming that it is only a matter of time before the other shoe drops. The result of doing nothing in this situation will be low morale, low productivity and, eventually, high turnover,” said Challenger.

In a study of 200 companies be professors at the University of Wisconsin-Madison School of Business, found a positive correlation between layoffs and an increase in subsequent turnover. John Challenger proclaims that “Even in a downturn, companies do not want to be in a position of being understaffed. But being understaffed during an expansion could be especially damaging. At that point, they will be competing with other employers for the best candidates while, at the same time, trying to prevent their current workforce from being poached. How they treated surviving workers in the wake of layoffs will definitely be remembered”.

“Employers should have a plan for dealing with survivors before they make any job-cut announcements. How will workloads be adjusted? How will laid off workers be informed? How will survivors’ concerns be addressed?

“Even details such as the physical layout of the office should be addressed. Many companies overlook this, but it is not hard to imagine the psychological effects of coming into a workspace where large portions of the desks are empty, serving as a constant reminder of downsized colleagues,” said Challenger.

To obtain a copy of the Challenger Post-Layoff Survey Results from 2009 please email us at admin.qld@donington.com.au.

Why not pick up and read?

If you are looking for a way to enhance your knowledge or gain extra skills in the business sector intellectually why not choose a book. Below is a list of the top 10 books ranked by The Australian Institute of Management for July 2009. These books can be sourced from most leading bookstores including:

AIM Bookshops: http://www.aimbooks.com.au/
Angus & Robertson: http://www.angusrobertson.com.au/
QBD: http://www.qbd.com.au/index.htm