Q: I have been job hunting for about six months. It was slow around the holidays. I became discouraged because I would send resumes to companies and would hear nothing back. Then, I started becoming smarter about using my network. I also noticed the job market seemed to pick up after January. Now I have two offers in hand. Both are good offers and I think I would be happy with either role. How do I decide?

A: Congratulations. Your hard work and persistence paid off. It sounds like you also may have made a change in how you ran your search: instead of simply emailing a resume to a company, you used your network to your advantage. Your professional network of colleagues, friends and acquaintances can be a valuable asset during a job hunt.

Two offers in hand! Good for you! Here are some of the factors to think about when making a decision:

1. Look at the complete offer, not just the salary. The salary is important but should not be the sole reason for accepting the offer.
2. When employees report high levels of job satisfaction, one factor is often critical: how interesting and challenging the work itself is. Does one role offer more challenging or interesting work?
3. Think about your career path. Which role offers you opportunities beyond this initial role?
4. Evaluate the employee benefits. Compare the medical, dental, life and disability plans. Is there a retirement savings plan [like a 401(k) plan]? Is there a company match for this plan? Does the company offer tuition aid, training programs or other professional development opportunities?
5. Understand the compensation part of the offer. Is there a base salary plus a bonus or other incentives?
6. Is one commute better than the other? Is there free parking or is there an expense associated with parking? Is either role accessible via public transportation?
7. What supervisor and colleagues seem to be a better fit for your work style?
8. If flexibility is important to you, does one opportunity offer you more flexibility than the other?

Make sure that you receive any offer in writing. A written offer helps clarify the details of the employment offer. You want to ensure that you understand the specifics of each offer.

Congratulations again! I am happy to hear that job seekers are landing in 2013!

Q: I just recently graduated college, and was fortunate enough to find a job in my field very quickly. I was good at what I did in school, but finding I'm not quite up to par at my new job. I'm not bad by any means; I'm just having trouble adjusting. My question is this: is it normal to experience some difficulties when starting a job? This is my first "real" job, and I (perhaps unrealistically) expected to fully excel with no problems. Don't get me wrong, I enjoy what I do, just kind of feeling behind.

A: Congratulations on landing a job you enjoy quickly after graduating! The transition from life as a student to life as an employee is exciting yet frightening. It takes time to adjust to a new environment, schedule and demands. I bet you are waking up earlier than you did in college when you had some choice in your schedule!

I think it is normal to experience some difficulties when transitioning from the life as a college student to the life of an employee. If you remember back to when you graduated from high school and began attending college that was probably a time of great change for you, especially if you moved away from home.

You are likely learning how to work effectively with new expectations, a new environment and now a manager or supervisor (which you didn’t have in college). Adapting to change is harder than we think sometimes.

However, there are ways which can help you with this transition. First, find high-performing co-workers and colleagues. Ask them about work performance, what is important and what’s not important in your workplace. Observe their behaviors. Ask your supervisor about expectations and what’s most important in a successful employee at your level. Make sure that you understand what you do well and also what you need to improve upon. Although sometimes difficult to hear, feedback is a gift. Be open to feedback even if you may disagree with it.

Lastly, it is not unreasonable to ask your supervisor for a quick check-in meeting 30 or 90 days after you have started your new position. Performance-related feedback should not be “held” until the semi-annual review or annual review meeting. A competent supervisor should be sharing feedback regularly with employees.

Q: Do you know how / where I can find out about upcoming educational seminars in the field of HR in the Boston area? My company often receives brochures for various one-day courses that look interesting, but the participant reviews I've read were terrible and they don't rate well with the Better Business Bureau. Is there a legitimate source you can refer me to? I would like to attend a live event, rather than a webinar. Any advice would be helpful. Thanks!

A: The first resource that came to mind is the Northeast Human Resources Association (NEHRA). An affiliate of the Society for Human Resources Management (SHRM), NEHRA is the third largest HR Association in the country.

NEHRA offers a wide variety of programs taught by experienced HR professionals with deep subject matter expertise. If you join NEHRA, you will have access to all programming, their legal database, membership directory and Payscale salary reports.

Tracy Burns, NEHRA’s CEO, provided the following information of what is available in early 2013 through NEHRA:

HR Basics
HR Basics is a program designed for those who have recently been handed HR responsibilities in their current position. Many attendees already have experience in one area of HR, and are looking for the basics in some of the HR areas. The program consists of six modules and includes a free one-year NEHRA membership!

Beyond the Basics
Beyond the Basics is the next step in NEHRA’s programming. It is designed for the HR professional with a least a few years of experience and is ready for a ‘deeper dive’. Offered in six four-hour sessions, the program will prepare you for the transition from technical/content expert to HR leader by building the required skills to be an impactful HR leader in today’s dynamic business environment.

Leadership Level HR
Leadership Level HR courses are designed for the HR professional whose next step is HR leadership (e.g. Director/VP). Courses will focus on increasing self awareness and strategic thinking, along with how to build an HR team and lead organizational/strategic initiatives. This series launches in March of 2013.

Visit www.nehra.com for more information.

Q. I have an employee whose job is 40% writing and editing. She has a graduate degree in a relevant field from a mid-level school. After five months on the job it is clear her writing is not up to par for someone with her level of education. The problem has been identified and resources have been offered (e.g. style guides, resource books, writing exercises). However after six weeks of focused attention on performance improvement, the problem persists and she is not able to successfully complete 40% of her job.

Is my business required to offer a remedial writing course to her in a last ditch attempt to support her improvement? Or should we just pull the plug and let her go after six weeks of guided improvement efforts? What is required under the law, and what is good practice?

A. Hiring managers and organization hold some responsibility for the success of their new employees. While candidates may complain about difficult interview processes, they play a significant role in helping organizations make the right selection based on skills needed to be successful in the new role. Often, employees are charged with finding and hiring new employees without the experience of designing an effective selection process. I would suggest somewhere in your interview process this employee’s significant weakness should have been identified.

An effective process would have included writing samples. Was she given a piece to edit while she was in an interview? Were references checked, with specific questions relating to her writing and editing abilities asked? Often, hiring managers assume the skills set exists at the level they want, without communicating this clearly to references, or even the candidate.

Good practice was to offer her support in her job so that she can develop the level of expertise you need. She is able to successfully complete 60% of the work, and the six weeks of developmental support has not yet been enough to meet your standards for the remaining 40%.

Your assessment of her chances of being successful may carry more weight than about anything else. If you believe her current contributions are strong, and she has a chance of developing the skills you need to the level of expertise you want, you can continue to make an investment in her development. You might also ask if she is confident in her ability to meet those challenges and what support she might need, but only if you want to offer that opportunity. Either way, she deserves to be made aware of her status

If you lack confidence in her ability to make developmental strides toward the demands of the role, your organization should take note of their responsibility in the mis-hire. What is required under the law, and what is good practice, are not the same in this situation. If a separation is the solution you choose, I encourage you provide outplacement, severance, and references which support her success.

Q: I am currently in my first year of nursing school. I think I would be more interested in exploring biochemistry careers. I have been told that, unless I attend medical school, that this major is limiting. I see lots of biotech companies hiring recent grads with this type of major. What is your experience? Please don’t tell me I have to go to medical school. I would love to work in a research lab. What opportunities are out there? Is there a reasonable career path?

Thank you for your response.

A: You are thinking about fields which are expected to grow – which is a good thing. Graduates with a Bachelor’s in nursing have other opportunities outside of the traditional clinical role. Nurses can pursue opportunities in teaching, research or even pharmaceutical companies. The National Institute of Nursing Research website is worth exploring. Their website is http://www.ninr.nih.gov/.

According to the Occupational Outlook Handbook, 2010-2011 Edition, published by the Bureau of Labor Statistics, “Biotechnological research and development should continue to drive much faster than average employment growth.” Most scientists, working in research labs, hold undergraduate or graduate degrees in biochemistry, molecular biology, chemistry or a similar major.

David Bernstein, Esq., General Counsel and Chief IP Counsel of Providence-based NABsys, Inc., offers the following advice: “As a general rule, entry-level research positions are filled by individuals with backgrounds in specific areas of science in which the industry is focused. Examples include biochemistry, molecular biology, bioinformatics and relevant engineering disciplines. Additionally, many research positions require an advanced degree.” Bernstein continues, “You may want to consider transferring into a program where you can receive training in biomedical research, or taking additional science classes while you continue your nursing studies. Some biotech companies offer internships or co-op positions, and these can provide an excellent opportunity to gain experience and make important connections in the industry.”

From a recruiting perspective, I can share with you that most of the research roles that we have worked to fill for clients almost always require (or strongly prefer) a Master’s degree or higher.

Q: I am an undeclared student entering my sophomore year of my university. I have always enjoyed physics, science and chemistry. I have thought about declaring engineering as my major. I am not sure what type of engineering careers are promising. I’ve seen a few job postings for Materials Engineers. These postings have interested me. What types of companies typically hire this type of engineer? What is the job outlook for these roles? What do hiring managers look for when hiring Materials Engineers? If I don’t land a job after college, my parents will be very upset. I want a job that I enjoy though.

A: Materials science is a diverse field that involves creating and improving materials such as metals, polymers, and nanomaterials to name a few. There are many incredible opportunities which will allow you to continue to use the skills that you have learned in physics and chemistry. You are fortunate to have an interest in this area.

According to the Bureau of Labor Statistics, job opportunities for engineers are expected to be quite good. Starting salaries are typically higher for engineers, as compared to other college graduate degrees. For more information, visit http://www.bls.gov/oco/ocos027.htm.

I consulted Steve Milt, Chief Operating Officer at DSA Detection in North Andover, Massachusetts. Milt recommends, “To get started in your career it will be important to choose an industry that interests you. Traditional employers for materials engineers include aerospace and electronics companies, but the list extends broadly to medical devices and biotech, green technology and companies like mine, DSA Detection, that are focused on the security industry.”

Milt further offers, “Finding relevant internships and summer jobs to build a track record is an important first step. Select an industry and find a paid or unpaid job during the summer or during the school year. Treat it like your most important class. If your first job isn’t a great fit, that’s ok, because materials engineers can transfer across industries somewhat more easily than other types of engineers. Employers take a chance every time we hire a new employee, so we look for markers of commitment and career progression, like completing projects with business value and receiving increasingly challenging work assignments. These internships and summer jobs are an important chance to make yourself highly marketable at graduation time.”

Many materials engineers choose to pursue advanced degrees as they progress through their career. Milt explains, “If you establish yourself as a high performer, your future company may be willing to pay for all or part of your advanced degree. At DSA Detection, high performer means understanding project goals, completing tasks on schedule, showing good communication skills, all while being a fun person to work with. As an engineer you will build good analytical and decision-making skills, which may lead to greater responsibility and management opportunities down the road.”

Q: I am a new supervisor. I recently began the hiring process for a position which now reports to me. I have a question that I am embarrassed to ask anyone here. Several candidates have completed our company’s employment application in a very sparse way, answering some but not all of the questions. They often will write “see resume” or “see attached” particularly in the sections which ask about the candidate’s employment history. I am not sure if this is acceptable. Candidates often attach a resume to the application form. Do you have an opinion about this?

A: Great question. Let’s start off by discussing the purpose of an employment application. The purpose of an employment application is to collect and document job-related information about a candidate. If used, an employment application should be given consistently to all candidates for a specific position.

Resumes are usually developed by a candidate. The main purpose of a resume is to showcase a candidate's background and skills in the most positive light. There is no requirement to include all positions held or even accurate information. Some candidates will omit negative information, like a position from which they were terminated.

Most companies that use an employment application are looking for detailed and consistent information about a candidate. Often an employment application form will include “fine print” on the bottom or top of the form. The “fine print” discusses that the information provided should be truthful and complete. It may even explain that a candidate could be terminated if the information provided is not complete or truthful, regardless of when this misinformation is discovered.

Your instincts are on target. You should require all candidates to complete the employment application form. A resume may contain inaccurate or incomplete information. When a candidate signs an employment application, the candidate is agreeing that this form contains truthful and accurate information.

I would suggest explaining to candidates, in advance, that you require all candidates to complete the employment application fully. You can encourage candidates to submit a resume also but be clear that the completed employment application is required. I have even had to say “please don’t enter explanations like ‘see resume’ on the employment application form.”

Good luck in your new position!

1) Too many slides; too few slides. How many should you use? I usually say ten, only because it's a finite number and it's less than 1,000.

A better answer: It depends.

It depends, for example, on whether your audience can see you. If so, use fewer slides—or none.

But if you're leading a virtual meeting, and you're invisible to the audience, change your slides every minute or so to keep things moving. The other day, I used 28 slides for a 90 minute webinar. It worked.

2) Too many words. Venture capitalist Guy Kawasaki suggests the 10-20-30 rule: don't use more than 10 slides, don't talk more than 20 minutes, don't use less than 30 point font.

A 30 point font is large. That's good. Less words mean more attention.

Otherwise, it's as if you're talking, and your slide is also talking, and the audience is wondering, "Should I listen or read?"

Their solution: daydream.

3) Reading the slide. One way to stay in synch with your slides is to read them aloud. Don't.

Your audience can read twice as fast as you can talk. You might as well just take all your slides and mail them.

Exception: one person who could read aloud and still hold an audience was Tim Russert, the longest-serving host of NBC's "Meet the Press."

When interviewing politicians, he'd often read from the screen, word by word, something his guest once said, such as, "Apple pie is very good!"

Then, he'd show a more recent quote from the same politician: "Apple pie is very bad. In fact, apple pie is extremely carcinogenic!"

This technique worked because he used it sparingly, and because no one else was doing it, and because Tim Russert had his own magic.

That's the thing about attention (and it's why PP slides can be deadly): we like novelty.

4) Laser pointer. If you're using a laser pointer, you've got too many points.

I once watched a CEO use a laser pointer in a very intriguing, random way. You never really knew where his pointer was going next: the screen, the ceiling, your face.

I don't think it was intentional; he just didn't have a smooth technique.

But laser pointers, pointed at the eye, can cause damage. The CEO's audience stayed awake that day, I think primarily out of fear.

5) Bad titles. Each slide needs a good title so that if people space out, they can re-orient themselves quickly.

Examples: "Don't ever eat apple pie!" or, "Roomful of execs blinded by laser pointer!"

These are good titles.

6) Standing in front of the screen. That only works if you want to make sure that no one sees it.

(Sometimes presenters move off to the side, but still manage to block the people sitting on the periphery.)

7) Bad entrance, bad exit. Treat each slide as a mini-presentation. Don't jump right into the details, give us an overview first. And at the end, tell us the point.

Also, if you're not going to use another slide for a while, darken the screen. My favorite PP trick: press the "B" button to make the screen black. Then press "B" again when you want it back on.

If you do.

Tip: The next time you speak, remember—the main visual is you.

© Copyright 2011 Paul Hellman. All rights reserved.

Q. I am 45 and have over ten years experience in the research field, but I am stuck. I can't seem to get to another level. I keep seeing younger and less experienced people get the same jobs I apply for, but am deemed "unqualified" for. It feels like my career is over, as I am stuck at a low level job, making less than when I started out.
What can I do?

A.  Plateaus in careers can happen for a few reasons, and with an honest assessment, you can identify your challenges and work on a development plan which may blast you out of your rut.

The range of areas to start your assessment is wide.  But I'll start with some basic questions.  Are you healthy? Are you physically and emotionally fit?  If not, I encourage you to seek support so that your answer can be a solid yes to both of these questions. 
Take all of your past performance reviews.  Read them carefully.  Identify all direct and indirect comments regarding "opportunities for development", or areas to work on.  Don't argue or disagree.  Divide a blank sheet of paper with a line down the center of the sheet.  Label one side "personal attributes" and the other "professional attributes".  Assign each comment into the appropriate column.

If this does not give you enough data, you will need to find colleagues and friends you trust, and ask them to deliver "brutally honest feedback" delivered kindly, to help you identify the personal and professional blind spots which may be stalling your movement.  Add these to the list you started earlier.  Is the personal attribute side more heavily weighted, or the professional side?

You may find that this review gives you insight to the areas which may be stalling your career.  Does it look like you need professional skill development, or to address issues in your personal style or behaviors?  As people become more senior on the job, career derailers are most often found in the personal style categories.  Arrogance is one of the main offenders, joined by lack of team performance, and the inability to take constructive feedback.  Pay extra attention if you find these on your areas for development.

If you identified professional skill set weaknesses, review what you can develop on your own, and what you may need external training or coursework to improve.

Putting together, and implementing a plan for action in both these areas will need the support of others.  You can approach a human resources leader, or a trusted and supportive manager, or close colleagues.  Taking charge of what you can change can have a significant positive impact on your career.  Assuming that age discrimination at your young age is the culprit won't help you go as far as you would like.

Nancy Snyder is chief executive of Commonwealth Corp., the state’s quasi-public workforce development agency. Join her at noon Tuesday to discuss job training opportunities in Massachusetts.

Q: I am an engineer for a mid-sized medical device company. Our manager was just mysteriously let go. I was told now I am the “acting manager.” I am not even sure what this means. Any suggestions?

A: Companies often try to elevate the most seasoned or talented employee when a new management role becomes available unexpectedly. You may never fully know all the details of your former manager’s separation. However, you have been placed in what could be a promising opportunity.

Roberta Chinsky Matuson, author of Suddenly in Charge: Managing Up, Managing Down, Succeeding All Around, shares her expertise:

That means you are in charge until a replacement can be found. If you want the job, then I strongly suggest you do what I did over twenty-five years ago. Go in and tell your boss that you want the job. Ask him or her specifically what you need to do to secure this opportunity. Remind your manager of your qualifications as he or she may not realize that you have an advanced degree, special skills or other attributes that may be useful in this new position. If your boss provides a vague reply, ask for specifics in an appropriate and professional way.

If you are new to management, then I strongly suggest that you prepare for success. You do this by educating yourself on how to become the type of leader that has people following them when they turn around. I would also suggest finding a mentor who can provide you with guidance as you navigate this new territory. Lastly, ask when a final decision will be made regarding this position so that you aren't "acting manager" forever.

Finally, I would also recommend asking how your responsibilities will change in this new role. What are the expectations? You want to ensure that you fully understand any new tasks or challenges. This is an opportunity for you… if you want it. You have to demonstrate that you want it.

Q. I worked for a difficult boss for several years and I found a better paying position out of state. During the first month at my new job, his secretary called me for help and I did provide assistance. Last week, another former co-worker called and I provided assistance.

I know we shouldn't burn bridges with former employers but I think this is harassment. How long before I can tell these people to stop calling me?

A. Your manager should no longer have expectations that you need to find things, or support their efforts on the job. However, you may find that being supportive in your communication will earn you rewards you may need later, like a reference.

How an employee leaves a job is up to both the employee and the employer. Employers are often scrambling to find a replacement, while the employee is eagerly thinking about their new role, and wrapping up their old one. Most often employers will take the lead on the transition plans, but a manager may not know how many responsibilities an individual carried out or how much support is needed during the transition.

If your employer doesn't make effective transition plans, than you can and should take the lead. Be very clear about your areas of responsibility. Document as much as you can prior to leaving. Develop a list of tasks you are responsible for and review your job description. Have a formal meeting to review each of these and determine who will be assigned to take over responsibility for these tasks so you can offer to train them.

Review your filing system - both hard copy and electronic, and document as much as possible about these systems. Rename documents if you need to so they make sense to everyone, not just you.

After you have done this, ask your manager if they would like to go over the materials you created for the new person who will fill the role. They might decide not to take advantage of this offer, but you will have done your best to provide for an effective transition. You might also offer to speak to the replacement for their first week or two on the job.

Right after someone leaves, a manager might call a former employee for help (I know I have), recognizing that this is a favor, not a demand. After that, managers should be very reluctant to call former employees for support, unless it is an emergency. Maintaining good relationships through positive, professional, communications will ensure is important. If you can't help than a positive response like "I am so sorry I can't help you more, but I don't remember after this time. If I think of anything that I think might help, I will call you or email right away.", is always the best approach.

If the difficult manager continues to be challenging, respond respectfully in an email and copy human resources, or your former manager's boss.

Q: My son is a sophomore in high school. He is a strong student, probably in the top 15% of his class. We haven’t saved sufficiently for a four-year private college. We could probably afford a college like Umass or one of the other state schools. If he attended a private school, we would probably need to look at loans and grants (and him graduating with some significant debt). My question to you – is there any data to support the value of a four-year private college education vs. a four-year public college education? I know there are many factors in these decisions (like his major, etc.) but it would be helpful to see real hard data to see if students from private colleges really do better in the workforce post-graduation. Can you shed any light? I can’t seem to find a whole lot of information out there on the internet.

A: Choosing a college is an incredibly difficult process in 2010 and beyond. I unquestionably support the value of an undergraduate degree. The College Board, a non-profit membership association, publishes their findings on the value of a college education every three years. Their latest report, entitled Education Pays 2010, provides quite a bit of compelling research to support my strong opinion that education does pay! A four-year college degree recipient will often enjoy a healthier lifestyle, a higher job satisfaction level and become a more engaged citizen. Finally, the college graduate will likely out earn their counterparts who do not hold a four-year degree. Read an overview and download a free copy of the complete report here.

There are a number of factors that should be evaluated when considering different schools and universities. Some of the factors worth discussing include: location, majors and/or academic programs, the size, student services available (e.g., library, housing, transportation, etc.), retention and graduation rates as well as financial considerations. Your son’s high school guidance office should be a good resource to help him narrow down the options to a manageable number of schools on his “list”.

The price tag is a significant consideration. However, be careful that you are comparing “sticker prices” as opposed to the published prices commonly available on websites and included in many of the college guides. Most academic institutions will provide some type of aid to students. Beware of eliminating a school simply because of the published “sticker price.” Because many private schools have healthy endowments, these schools can typically offer more aid to students. There may even be private schools that are ultimately less expensive for your son based on grants and scholarships.

By August of 2011, the US Department of Education will require all accredited institutions to post a net price tuition calculator that will compute a forecast of the tuition and required fees that a student would expect to pay annually and cumulatively. This is designed to provide a truer picture of actual costs based on the aid package that a student would be eligible for. Some institutions already have tools like this on their financial aid websites that you can use to obtain a truer picture of the actual cost to your family.

The College Board reports that in the 2010-2011 time period, that “full-time students receive an estimated average of about $6,100 in grant aid from all sources and federal tax benefits at public four-year institutions, $16,000 at private nonprofit institutions, and $3400 at public two-year colleges.” (Source: Trends in College Pricing 2010, College Board). This free report, Trends in College Pricing 2010 is worth downloading and reading. The full report is available here.

I consulted Kristen Fox, Managing Director of Eduventures in Boston. Eduventures provides research and consulting services for higher education institutions. Fox encourages you to consider overall value of the institution and specifically think about educational outcomes. Fox offers the following questions to help you and your son with your decision:

- Does your son know what he wants to be when he graduates? A student who wants to enter into a career that is not at the high end of the pay scale may want to consider the best public school or private school with the best package as opposed to taking out significant loans.

- Research graduation rates. How many students graduate in four, five, or six years? The difference between an average graduation rate of four vs. five vs. six years can result in a significant difference in the total cost of education.

- Does he need the support that a smaller institution might be able to offer?

- Does he feel comfortable with the debt burdenx that he may be taking on? College seniors graduating in 2009 carried an average of $24,000 according to the Project on Student Debt. If he would be taking on levels of debt that are at or exceed this average, pause to consider if this is really worth it in the long-term. In addition to career and financial outcomes, your son should also consider the other outcomes, both personal and educational. For example, does the university offer international opportunities, experiential learning and volunteer opportunities that will contribute to non-financial outcomes?

Another piece of research the Fox shared is an article published by Pay Scale. The article compares degrees and which lead to be the most lucrative career options.

Fox also referred me to a Business Week article that provided a return on investment (ROI) calculation based on the college attended for the school’s four-year graduates. Click here to review the data. Many educators and industry analysts (including Fox) have questioned whether the higher earnings are actually because of the four-year degree from a specific college. Or could there be other factors that influence the ROI of the college degree?

Fox contends that "part of the reason that we may see that students who attend these top universities get higher salaries is because they are more likely to come from middle or upper middle class backgrounds, which then helps them to obtain higher paying positions.” Or could it be that four-year private schools graduates tend to gravitate to higher paying jobs like investment banking or biomedical engineering? It is difficult to establish a direct correlation.

What is clear is that there are many good public and private institutions to consider. A college degree is clearly worth the effort. Choosing what college is best for your son will likely be a process of eliminating many choices and then researching the final contenders to determine the best match for your son and his aspirations. The bottom line is that you should consider the various elements of educational value – both financial and non-financial.

Q.I have been a very successful scientist, and now manage a small group of other scientists and technical staff. I find this role challenging, and have been given “developmental feedback” that I need to develop stronger leadership skills, and take on a more strategic view. I do understand this, but I am having trouble balancing the work with the management time needed. What is senior management really looking for?

A. Congratulations for being identified as someone who has the talent, drive, and dedication to make the transition from an individual contributor role to manager or leader. Your past work must have been an indicator to senior leadership of what you have to offer. Organizations with effective succession planning models look to in-house talent as they groom their new leaders. As you are experiencing, being recognized as having the potential to succeed is just the first step in what is defined by many functional experts as one the most challenging job assignments they have faced.

What isn’t clear is who gave you the developmental feedback. Was the message from your manager? Someone in executive or leadership development? Or did it come from an internal or external coach? Hopefully you see this message the way I hope it was delivered – in a positive growth oriented way with the support needed to build an action plan to accompany the feedback and new goals.

Often technical experts, like scientists, IT professionals, engineers, physicians or others working in a technical expert capacity are moved into management roles with little or no preparation for the change in demands of the new role. First, work with your feedback provider to identify one or two areas of leadership where he/she believes, and you agree, your skills can be developed. With each skill, make sure the area is specific, can be tied to actions which demonstrate the desired capability and identify ways you might benefit from the support of others as you strengthen this “leadership muscle”. These types of coaching assignments are typically practiced with internal or external support for at least six months before people believe they may achieve sustainable changes.

Dr. Alan Patterson, President of Mentoré, explains the difficulty some technical experts have in making the shift to a manager role. “Delegation is one of the most difficult skills for a successful technical leader to manage. To a great extent an expert’s success is based on high standards, producing high quality work and relentless pursuit of finding the best solution. As a leader, these expectations exist not only for himself/herself, but also for the individuals this person manages. The key for the leader in these situations is to articulate clearly the objective and expectations, and, most importantly, engage the team in a discussion to make sure that the expectations are clear. No “invisible report cards”- make sure that everyone understands what you expect and why.”

Dr. Bob Hewes, an executive coach with Camden Consulting Group, who has worked with many senior technical leaders as they grow towards organizational leadership roles, cites a pattern of challenges for functional experts. “Successful organizational leaders have grown from technical experts by making developmental shifts in being the smartest in the room to creating smart thinkers who get results; from “doing the work” to enabling the work to be done by others; by moving from a tactical to strategic viewpoint and developing broader business perspective; developing critical relationships to increase visibility and impact on the organization; and effectively managing change, within the organization and motivating the team for more effective execution.”

You will want to go through a similar developmental exercise as you work on your strategic capabilities. Being more strategic often means seeing the big picture, understanding the issues that are beneath the specific situation. Having a strategic view means looking outside your own organization at the business environment, customers, competition, and understanding how that impacts your organization and operations. Work on seeing the bigger picture, which will influence the tactics you choose to use. When you are working on something tactical, always be able to answer how it fits in the bigger strategic picture.

Senior leadership has selected you for promotion or increased responsibility because of a confidence level in your ability to succeed. The feedback you are getting is really what they want to see. I encourage you to ask for feedback as specific as it can be, and ongoing internal or external support through a coach.

Competitive organizations see the need for strengthening their leadership ranks, especially those of their technical experts.

Q: I am an engineer with over 14 years of experience and was laid off one year ago. Since then I have been studying computer programming as a career change. I decided not to go back to school, but instead teach myself.

Any advice on how I should tailor my resume or cover letter so potential employers overlook the fact that I don't have a computer science degree?

A: There are typically two basic ways to present an employment history in a resume. The first format is the chronological resume that most employers prefer and are somewhat accustomed to because it is the most common format. The chronological resume provides an overview of a candidate’s work experience beginning with the most recent and working backwards through the different roles and positions that a candidate has held. Dates are usually provided as well as a short summary of what each role entailed.

The second format is the functional resume. This format is less commonly used. A functional resume groups similar job responsibilities together. A functional resume often omits dates (which is sometimes frustrating for the reader). So as an example, one section of a functional resume may be focused on sales experience while the next section might be on management experience.

Most employers are more comfortable with the chronological resume because it is used more frequently and it is an “easier read.” By that I mean, you can determine length of service at each role or company and find gaps in a candidate’s employment history. Functional resumes tend to minimize gaps in a candidate's work history.

With 14 years of experience in one field, you may want to consider a chronological resume. My recommendation assumes that you had a steady employment history with just a few employers.

Some employers will strongly prefer a computer science degree. And there may be no way around that. You can not fabricate a degree. However, you should be certain that your educational achievements are detailed on your resume. Some employers would prefer a Bachelor’s degree or the equivalent. What your challenge will be is how to get a prospective employer to put you in that “or the equivalent” bucket. Detailing your academic credentials and any specialized training will be critical for you.

I must admit that I am strongly in favor of a attaining a college degree in most circumstances. College graduates almost always fare better in the employment market, but especially in the field of engineering. We all hear of the very successful college dropouts like Bill Gates. Bill Gates is not the norm. Most college graduates fare better in both strong and weak employment markets. In September of 2010, the Bureau of Labor Statistics published some very persuasive data. For US workers, 25 years and older, the unemployment rate for high school graduates with no college education was 10.0%. For US workers, 25 years and older, the unemployment rate was 4.5% for those holding a bachelor’s degree or higher. Although the numbers have bumped around slightly for many years, this trend is pretty consistent.

Lastly, if you are Massachusetts resident, you should take advantage of the career services offered by the state. The Massachusetts One-Stop Career Centers have a variety of resources and services available to unemployed Massachusetts residents. You can download a brochure entitled The Resume Guide by visiting http://www.mass.gov/Elwd/docs/dcs/1865_508.pdf.

Q: I'm 50 and without a degree. I am currently a Public Health Coordinator and have been for 10 years. Should I go back to school?

A: Returning to school is a commitment, but it is a commitment that often brings additional rewards. Returning to school is a very personal decision and difficult to answer based on what little information you have shared. Some questions that may help you make a sound decision:

1. Why are you returning to school? For personal satisfaction? A career change? Because you have credits toward a degree but never completed the degree?

2. What about finances? Does your current employer offer tuition aid? Can you attend school part-time? How long would it take you to attain your degree? Make sure that your plan to return to school is economically viable.

3. Do you plan to consider a certificate program? An associate’s degree? A bachelor’s degree?

Public health is a growing field. Employment opportunities are expected to be strong. When I researched this field, it appears that most senior-level opportunities in this field require some type of degree and/or licensure. According to the Occupational Outlook Handbook, 2010-11 Edition, published by the Bureau of Labor Statistics (www.bls.gov/oco), a bachelor’s degree (or higher) is often required for many roles. Management roles in particular may require a master’s degree. For Medical and Health Services Managers, the BLS specifically states, “Job opportunities will be good, especially for applicants with work experience in healthcare and strong business and management skills. A master's degree is the standard credential, although a bachelor's degree is adequate for some entry-level positions.”

Education does pay off. Recently the College Board, a non-profit organization in New York that researches educational trends and data, found that people with college degrees earn more than their counterparts without college degrees. Additionally, those with college degrees are less likely to be unemployed during their lifetimes. To read more about the benefits of a college education, you can download a free copy of the full report entitled “Education Pays 2010” by visiting http://trends.collegeboard.org/files/Education_Pays_2010.pdf.

Q: I have 20 plus years in banking industry. I was laid off because of budgets cuts last October. What jobs are out there which do not require a college degree or a long commute? I am a former data entry keyer.

A: I am sorry that you have been impacted by the consolidation in the banking industry. Just 20 years ago, there were several larger regional banks that provided employment opportunities for many workers at all levels. Many of these larger banks have been acquired by national or even international banks with headquarters outside of the Boston area. There are still financial services firms in the Boston area, but many are facing challenging times.

According to research conducted by the Massachusetts Department of Employment and Training, the Massachusetts economy should continue to expand at a rate of 6.3% by 2016. Technology will continue to have a strong impact on the jobs forecast.

Health care and information technology are both expected to grow. Fourteen of the 20 fastest growing occupations will require an associate’s degree or higher. The fastest growing occupations include network systems and data communication analysts, personal and home care aides and computer software engineers.

According to this report, one growth area that you may want to consider are the office and administrative jobs least affected by office automation. Customer service clerks, receptionist, billing/accounting clerks are all roles that require significant contact with other humans. By 2016, these jobs should expand by 11%. Individuals with strong computer skills tend to fare better when applying for these jobs. The area of office and administrative jobs would likely be the best category for you to further research since some of your skills may be transferable. Some of the jobs may require further training and schooling but many do not require a college degree.

One resource to explore is the Labor and Workforce Development section of the Commonwealth of Massachusetts’ website (www.mass.gov). There is a wealth of information on career services, seminars, job postings and other helpful job hunting links. When I searched data entry jobs on their site, several opportunities appeared to be a match for an experienced data entry candidate. Additionally, there are One-Stop Career Centers across the state for residents of Massachusetts. To print a listing of these centers, visit http://www.mass.gov/Elwd/docs/dcs/2066a_508.pdf.

To view the full report entitled The Massachusetts Job Outlook through 2016, visit http://lmi2.detma.org/lmi/pdf/careermoves/CareerMovesJOBoutlook.pdf

By Sasha Talcott, Boston.com Correspondent

Laura Lang is chief executive of Digitas, a large Boston-based digital marketing agency, and a member of the Massachusetts Women's Forum, a group of 100 top female executives in the state. Before coming to Digitas, Lang worked in consulting and strategy for a variety of companies, most recently as president of Marketing Corporation of America. She recently spoke to Sasha Talcott about social media, career advice, and what she looks for in job candidates.

Q: You did an MBA in finance at Wharton. How did you wind up on the marketing side?

I took lots of marketing classes, too. I was interviewing on Wall Street as well as consumer marketing. I was fascinated by the kinds of thing you did as a marketer. You had to learn why people did things. You had to motivate people. Wall Street is much more structured and much more analytical – it's not as much about understanding people.

Q: What has been your biggest challenge in your career?
I would have to say time management: Learning how to make fast decisions so I didn't spend lots of extra time worrying about that. Learning how to prioritize the things that really mattered. I'm very fortunate. I have a wonderful family, lots of hobbies and athletic pursuits. I always wanted to have a very well-rounded life.

You can have anything you want, but not everything. If it was really important to spend an afternoon at my daughter's school, I had to think, how was I going to organize my life to do that? How could I become more efficient? I always tied to put my priorities on the table, personal and professional, and work around them.

Q: Were your employers supportive of this?

Yes, they were. One of the things I learned was to become a part of organizations that cared about outcomes – not necessarily process. That helped me. As long as I could deliver the right outcomes, I had more flexibility in what I was able to do. That doesn't mean I didn't work incredibly hard and make lots of trade-offs.

Q: When you are hiring candidates at Digitas, what do you look for? Is there anything specific that makes or breaks a candidate?

For me, the most important thing in a candidate is intellectual curiosity. Digitas is a company that's very rapidly changing – the digital world changes every day. It's important we hire people who are curious about what's going on and who are willing to learn and want to learn. I look for core leadership traits.

Q: What's the best piece of career advice you ever got?

One of the things was to be fearless. To not be afraid of making decisions. My husband is a great baseball fan. He told me that a Hall of Fame hitter only gets a hit three or maybe four times out of 10. I often think about that.

Early in my career, I sometimes found it difficult to make the tough people decisions – I had to learn that. In business, you want to listen. You want to learn. You want to make sure you're not proceeding without information. But if you wait too long, you can actually hurt an organization even more.

Q: With digital marketing growing so rapidly, what are the key trends that those in business should pay attention to?

We are at our core very social beings. People want to connect with other people, and we finally have technology that enables that. That's going to be a very powerful part of how we live our lives.

It isn't a channel – it's the way we live. It's like the air we breathe. There's always going to be lots of stuff: Twitter -- or what's hot now is foursquare. It always has the same things underneath: People want to connect. They want to share they want to learn from each other. That's not going to change.

Q: Are you on Twitter? Facebook?

Linked In? foursquare? Yes, yes, yes, yes. My only challenge is that I don't have enough time to spend on all of them. I'd be overwhelmed if I was on it all of the time.

Sasha Talcott is one of five co-founders of a mentoring and networking group for emerging female leaders, Tomorrow's Women Today – The Boston Women's Leadership Council.

Read previous Q&As with Karen Kaplan of Hill Holliday and Gloria Larson of Bentley University.

By Sasha Talcott, Boston.com correspondent

Gloria Larson is president of Bentley University, chair of the Greater Boston Chamber of Commerce, and a member of the board of the Massachusetts Women's Forum, a group of 100 top female executives in the state. She has served in a variety of prominent government and civic roles, including overseeing construction of the Boston Convention and Exhibition Center and co-chair of Governor Deval Patrick's transition team. She recently spoke to former Globe reporter Sasha Talcott about her career, the college students of today, and how volunteer work can pay off in unexpected ways.

Q: You have switched sectors several times over the course of your career - from government to a law firm (Foley Hoag) to academia. What advice to you have for someone interested in making that kind of switch?

A. It's funny for me to look back retrospectively on my career because the single conclusion I can draw is that I apparently can't keep a job. I have made what from an outsider's perspective would look like a number of career switches. For me they've all been linked together through a lifelong love for public policy. I love the intersection between business, government and the broader society.

My advice to others would be: Don't get caught up in just what your head tells you in an analytical way about your career. Be really open to following things that are aspirational for you - and bring real meaning to what you're doing.

Q: If you were just starting out in your career, or were mid-level, what would you do differently?

A. I would have been bolder. I would have offered my ideas more openly. Early in my career - and I think this is true in particular for young women - a lot of times there was a sense of, "Gee, I should hold back. I need to be more experienced."

I was Secretary of Consumer Affairs for [former Massachusetts Governor] Bill Weld, and the Secretary of Economic Affairs left. We were at a cabinet retreat, and Bill Weld called me into his suite. He said, "I want to talk to you about who's going to take over as Secretary of Economic Affairs. Do you have any ideas?"

I spent 45 minutes outlining for him five other people I thought would be outstanding and all the reasons why. At the end, he cut me off, and he said, "Well, I actually invited you here to talk about you taking over, but now I'm not so sure - because obviously you don't think you'd be the right choice." I had to spend the next 20 minutes digging myself out of that hole.

I learned a really valuable lesson: There's a big difference between being arrogant about your skill set and always taking a back seat, failing to seize opportunities that you are the right person for.

Q: As President of Bentley University, you work with a lot of students. What do you think are the strengths of today's undergraduates, and in what areas do you see room for improvement?

A. My students are beyond awesome. I believe the world is going to be in very good hands. They really get that they have a broader responsibility than just quarter-to-quarter profits.

The students are more mature than my generation was; they have more real-world experience than my generation did. I didn't give a thought as an undergrad as to what I'd do for a living. In fact, my realization upon graduation was that I had to go to law school, because I needed to learn something practical to earn a living. These kids already get that - they're very attuned to the bigger world.

If I see something that bemuses me about this generation, it's that they know how good they are. When they leave school, they're going to have to work their way up the ladder, as opposed to being in a corner office in just a few years. They're going to have to pace themselves. I think there are any number of my undergraduates who might want my job, and at some point I think they should have it - just not next week. I'm so excited by their sense of energy and enthusiasm. I think honestly the pacing will come when they get into the real world.

Q: What career advice do you have for the next generation of leaders?

A. Believe in yourself. Believe you have the capabilities to excel in whatever organization you join, and also to do more than that: Be a really engaged member of the larger community.

One of the things I see at [Bentley's] business school is how critical it is not be focused simply on core skills. Of course you need to master a particular set of skills - that's more and more important. But, at the same time, I would urge everyone one not to lose the broader sense of humanity and the broader landscape that comes from studying arts and sciences.

Q: You were No. 1 on the list of Boston Magazine's most powerful women. What does it take to be powerful in this city?

A. No one was more surprised than I was that I was on the list, never mind No. 1. When I really thought long and hard about why I might be - rather than it was just a random roll of the dice and someone made a mistake - beyond those answers, the fact that I've accrued any sense of power or any real voice in our community, has had more to do with my volunteer work than with my professional career.

It was my civic opportunities - building the convention center, being an initial member of the Rose Kennedy Greenway Board of Directors, working with Rosie's Place, as well as the political engagements I've had. Those were the opportunities that gave me a chance stand back and think with a group of similarly minded civic folks, "What do we need to do to make Boston a better place?"

Sasha Talcott is one of five co-founders of a mentoring and networking group for emerging female leaders, Tomorrow's Women TODAY - The Boson Women's Leadership Council.

Q. I'm in a senior role at a company I have been at for over 5 years. Things are good, and could be better. There is one person on our leadership team who is obnoxious and really keeps us from moving forward. I'm not the only one who feels this way, but the CEO has ignored the issue,until now. We've been told we are getting coaches. Why is it this "opportunity" feels so threatening?

 A. Developing top talent is playing a more important role in this economy as organizations struggle to develop and implement successful strategies for growth and success. You may have had many more people at your company responsible for the work that needed to be done, and without any excess capacity each person's role and the team's role need to be more effective than ever. Some of your skepticism may be from what you've been told about why you and your colleagues are getting coaching, and what you think is involved.

My reaction is congratulations because organizations I have seen use coaches are ready to invest in the career development and success of the individuals and in this case, the team. I consulted with Mike Noble, my colleague at Camden Consulting Group, who outlined the coaching process as "contracting, assessment and feedback, action planning, and implementation and follow through. Contracting establishes the scope of the work, setting initial goals, and clarifying roles. Assessment and feedback involves developing a balanced view of the current situation, the organization and the individual. Self-assessment helps to develop a better understanding of personal style and preferences, and most importantly creates actionable insight. Action plans are developed, and these are implemented through effective coaching." Vital to the success of a coaching situation is the focus is on only a critical few developmental areas, not a massive overhaul.

Effective coaching is challenging, developmental, and provides valuable learning experiences which increases the capability of an individual and his/her impact on the organization. Executive coaching works in collaboration with the executives and the organization to facilitate skills development required for the achievement of business results.

There are many benefits to executive coaching for the individual and for the organization. Coaching is most often offered to C-level executives and senior teams, senior managers in new or expanded roles, key individual contributors, and high potential employees. For coaching to have the positive outcomes desired, a strong commitment from all parties is involved, the coach, coachee and the organization must be aligned to be able to foster and sustain improvements. Coaching is not "charm school", as some nay-sayers have commented. Effective coaching has specific goals, and measurable results aligned with the business needs. There are many examples of coaching success which can show an actual return on investment. I have seen senior leaders whose style was viewed as unsupportive by their direct reports develop stronger management skills, and decrease their turnover rate generating significant savings by retention.

Coaching most often uses 360° feedback tools, which can provide an objective picture of an individuals overall effectiveness, and identify opportunities for development. You may feel threatened because one of the significant benefits of coaching is an increased self awareness. Many people wonder if the results will be exposed in this process, or shared with their colleagues or managers. Confidentiality of assessment data is vital to the success of any coaching program, and the agreement to confidentiality is part of the initial contracting between a coach and the organization.

 You have been provided a valuable benefit, and as with so many other things in life, the results you receive are directly related to what you are willing to invest. Perhaps your CEO has not ignored the issues, but has found a valuable resource to bring sustainable development to the top leadership team of your organization.

Karen Kaplan, president of Boston-based advertising agency Hill Holliday, as well as president of the Massachusetts Women's Forum, a group of 100 top female executives in the state, spoke with former Globe reporter Sasha Talcott about her unique career path, and also offered some advice for younger job seekers out there. Here's an excerpt:

Q: What career advice do you have for younger professionals?

I think being confident and optimistic is so important. You have to be really open to continuous improvement. You have to be curious, open and empathetic. These days, in particular, you have to be really versatile.

I just think if you're willing to outwork everyone one else, it's not very hard to do, frankly. From the very beginning, I thought, "If I work one more hour a day and a couple of hours on the weekend, I'll pass people who have a 10-year head start on me."

To read the full Q&A with Kaplan, click here.

Q: I recently graduated from college as a poli-sci major and did a one-year stint volunteering for a grammar school as part of a non-profit internship. I am now home and without a job in this terrible environment. To make matters worse, I have no idea what I would like to do and it seems that this is paralyzing me to move ahead with my job search. I did work for the Obama campaign for several months as a Volunteer Coordinator. I liked the work but hated my boss. Any ideas/tips to get me moving in the right direction?

A: Yes, I do, and please know that you are not alone. There are so many young people who are traumatized by this current situation. Here are some tips that I hope will be helpful:

- Know that there are lots of things you could do well. I really don’t think there is just one occupation or industry for any one person. I think all of us have certain skills and interests and we can apply them in many different fields and occupations.

Q. I am having problems finding the right job for me. I am a 50-year-old African-American female and have three graduate degrees (law, theology, and library science). I have been working as a librarian for the past 10 years and want to move into administrative work. I get interviews for some higher administrative positions, but have yet to be hired. I have gone on "informational" interviews where my resume and interview skills have been lauded and no changes have been suggested, but when I later send a resume to those people, I don't get an interview. I have been thinking of getting a PhD in library science to help in my search for a better job. What do you think? Also, is there a person/business that works with the unhireable, which is what I have apparently turned out to be?

A: I assure you, you are not “unhirable.” I wish you had mentioned how long you have been job searching. In the current business environment, it is not unusual for a professional candidate to be looking for work for 8 months or longer. The fact that you are a mature worker makes this process a little more complicated. In a good economy, it can take a professional mature worker six months or longer to find work. In a down economy - and this is certainly as down as we have seen in many years - it is possible that it might take a professional mature worker two or three times as long to find work.

Q. I recently got laid off because I was not fast enough with my data entry. I know I could use a brush up on some of the software packages, as well as improve my data-entry speed. Got any suggestions on how I can pay for this since I am not working right now?

A. Since you were recently laid off, you are what is known as a "dislocated worker." There are some training funds available for dislocated workers but you need to follow the rules established at the One-Stop Career Centers throughout the state. I would recommend visiting the One-Stop Career Center in your community. To find the closest One-Stop Center in your community, visit this link on the Mass.gov website.

Be aware of two things: