The Trees – Mission Statements For The Jungle

The best and brightest greenery is sparse in your part of the jungle. What happened to all of the lush, tropical life that made your spot the best around? According to Erika Anderson, a blogger on Forbes, often the main reason that top talent leaves a company has a lot to do with the organization itself. If it is badly managed, confusing, or uninspiring, who would stay?

What can a company do to keep the best and the brightest resources, talent in which they have invested so much, from leaving? How about going back to the basics and taking a look at the mission statement? How long has it been since you have looked at that thing? Days? Months? Years? Does your company have one? Is it on your website? Do the employees know what it says? Most importantly: does the company follow it and believe in it?

DrDemartini.com describes the mission statement as the vision and inspiration of a company. If it is weak or unclear, it is likely the company’s goals are equally unsustainable. A mission statement should be an exact understanding of what the company and the leadership is committed to and the values of the business. Like the best trees in the jungle, it needs to be broad enough to grow tall, and strong enough to hold itself up to provide an excellent shelter for the wildlife that would flock to its limbs.

Who likes ice cream? Who likes Ben & Jerry’s? Who likes Ben & Jerry’s mission statement? Ben & Jerry’s current mission statement actually has 3 parts. To really pin the tail on the cow, they have defined their mission to encompass social, product, and economic missions. Since 1988, these three one-sentence mission statements have guided Ben & Jerry’s. Their social mission focuses on improving quality of life through their business. The product mission describes Ben & Jerry’s commitment to all natural ingredients and respect for the environment. The economic mission states that the company is working towards profit and growth.

Ben & Jerry’s may not be the only company to have this style of statement, but it is very well liked by its employees. Ben & Jerry’s supports their mission by ensuring that they are working to reduce their waste and impact on the environment, and supporting suppliers that also share their ideals. Cost of living factors in to every employee’s wage and the community is supported through service projects and foundations. Every aspect of the company’s efforts is directly tied to the mission as a fundamental source. A reportedly rich and thriving corporate culture is thanks to Ben & Jerry’s commitment and their follow through with their clearly stated mission.

To retain the blooming and talented trees that make up the company and fuel its passion, they must be watered with a mission they agree with and trust. If you are on the hunt for the best spot in the forest, compare mission statements and research the corporate culture to ensure you are entering a good fit.

 By Lindsay Sellner and Carolyn Thompson

Tags: Ben & Jerry's, business, company culture, forbes, goal setting, growth, insipring, manage, mission statements, research, support, top talent

The Compass – Navigating the Interview

Successfully navigating an interview is like trying to find your way through a jungle: You prepare for the expected and bring the tools to cut through unexpected obstacles. Feeling your way from one question to the next can seem like swinging from tree to tree, tentatively landing on each branch and narrowly escaping a fall or a trap. Knowing what to expect can help you make your way through the thicket a little easier. Preparing answers to some common interview questions — What are your weaknesses? How do you handle stress? — is a good place to start, but you should also be prepared to answer that most common final question: “Do you have any questions for us?” Not having questions prepared can leave your interviewer with a lasting negative impression. Here are some reasons why you should always have thoughtful questions prepared, as well as some tips on what kinds of questions to ask:

Questions Show Off Your Knowledge

If you have properly researched the company and the people who are interviewing you, it will show in the types of questions you ask. Begin your questions with phrases like “I read an article about your company…” or “After I read over your sales reports from last year…” You will let the interviewer know that you have taken the time to learn more about the company and to reflect on how you can contribute to the present and future goals of the company.

Questions Demonstrate Your Commitment

Asking thoughtful questions that reflect additional research or critical thinking demonstrate your commitment to the company and enthusiasm for the job. Asking questions shows that you are serious about learning more about the company and the role you can play. If you ask throwaway questions that could have been answered by looking at the company Web site or other literature, you display a sense of apathy or, worse, a lack of effort.

Ask Conversational Questions

Don’t ever ask your interviewer questions that can be answered with a “yes” or “no.” You will waste an opportunity to open up a discussion that can help the interview learn more about you. Instead of asking questions like “Is your company worried about the economic climate?” or “Have you had any layoffs in the last year?” ask open-ended questions like “How has your company adapted to the current economic climate?” and “What has your company done to avoid layoffs that have been seen at other companies?” You will learn more information about the company, and your responses will tell the interviewer more about you.

Ask “Opportunity” Questions

If the interviewer has not asked you the questions that you would have liked to answer during the interviewer — questions whose answers could have explained more about your skills and experience, for example — find ways to create opportunities for these conversations with your own questions. For example, ask questions like “Why is the position vacant?” or “How do you define success for the person hired to fill this role?” After the interviewer answers, you can explain how you would be the successful candidate for the job.

Ask “Future” Questions

When you ask your interviewer questions that look toward the future, you are expressing interest in a long-term relationship that will benefit both you and the company. Ask questions about the company’s goals and future projects, as well as questions about opportunities for advancement within the company or how the interviewer sees the evolution of the position for which you are interviewing.

There are many more types of questions you should not ask during your interview — most of them concerning salary, benefits, vacation times, and other specifics that should only be discussed once you are offered the job. Think carefully about the types of questions you ask, and remember that what you ask says as much about you as what you answer.

Let your questions be your guide and led you through the interview to a successful job!

This guest post is contributed by Erinn Stam, the Managing Editor for a website offering the best nursing careers. She attends Wake Technical Community College and is learning about online flight nursing programs. She lives in Durham, NC with her lovely 4-year-old daughter and exuberant husband.

If you have a great idea for a jungle-themed post, let us know! Guest writers or requests are always welcome!

Tags: conversation, economy, goals, guest, interview, Job Search, navigation, prepared, questions, relationship, research, success, techniques, tips

The Busy Bees – Creating A Sustainable Internship Program For Small To Midsized Businesses

So many flowers and so little time! Your small to midsized hive needs an extra set of honey bee hands for a couple of months and to cover for staff while they are out on summer vacations. There is a lot of honey needing to be made!

Students are a great resource for quick minds eager to learn. They are often up to date on the latest technology, are up and comers in the industry, and are a terrific way to screen potential employees once they are ready to start their careers.

Many colleges and universities require their students to graduate with at least one completed internship under their belts. This gives the students hands-on and practical work experience directly related to their career goals or field of interest. Employers who wish to take advantage of this pool of young talent should create a program which emphasizes professional development as well as provides constructive evaluation of the student’s performance including feedback on the program itself.

Internships are most often considered during the summer months when students will have more time to devote to their internship schedule, but internships can be offered throughout the year. School credit or pay can be offered at the company’s discretion. If the company wishes to offer school credit, they must meet the school’s requirements and submit an application to the school. This summer is a great time to think about starting a 4 to 8 week program for next summer depending on your business’ needs.

To create a sustainable internship program, you must first identify:
• Learning objectives.
• The tasks and responsibilities of the intern(s).
• Total compensation (paid, school credit, stipend, etc.).
• Supervisors/mentors who will guide the intern(s).
• People and concepts the intern(s) will encounter during their internship.
• Schedule of events not directly related to the tasks required of the intern(s) such as attending meetings, conferences, training, etc.
• Qualifications to perform certain tasks (must have(s)) which can be included in the job description
• Training and evaluation.
• Duration of internship (may be determined by whether it is paid or unpaid)
• How you will solicit interns (through the school website, various online internship databases, on the company website, word of mouth, etc.)

A successful internship program requires time and effort on the part of the supervisors. Drafting basic job descriptions as well as a tight, but flexible, schedule for the interns to follow is essential preparation as well as making sure that workspaces and necessary supplies have been arranged for.

5 steps to a successful program:
1. Prepare answers and materials for all of the above points so the internship period runs smoothly.
2. Orient and train the interns in your company’s business and include them in meetings with exposure to all levels of the company.
3. Utilize their skills by having them perform tasks that will challenge and educate with hands on experience.
4. Mentor– with opportunities for them to network and ask questions to benefit from others’ experience as well as shadow employees performing tasks that interns would not be permitted to complete. Research-based tasks are beneficial as well.
5. Evaluate their performance and success with required activities in the program and have them evaluate the program during and after with open communication. Follow up with the school if applicable.

Research your local colleges and universities and reach out to the deans about their internship requirements. No business is too small to have a formalized internship program. The University of Michigan’s Samuel Zell & Robert H. Lurie Institute is an entrepreneurial studies program that could benefit from an internship at your startup company. Even if you are a small company you may find someone that ends up being a great long term hire. No company is too small!

Build it and they will come…and don’t forget to have fun! Interns can breathe new life into an organization with their enthusiasm. Go make some honey!

Special thanks to the recruiting department at Dixon Hughes Goodman for being a model program and the Michigan State University’s excellent website for tips on how to create a great internship program at your business. http://careernetwork.msu.edu/career-events-recruiting-schedule/hiring-interns.

Tags: aid, career exposure, credit, entrepreneurial studies, evaluation, experience, extra hands, goals, interns, internships, mentor, new hires, potential employees, practical experience, prepare, research, small to mid-sized businesses, summer, supervise, training, university, University of Michigan’s Samuel Zell & Robert H. Lu