Monday, August 4, 2014

SOCIAL MEDIA SPECIAL........................ Should You Be Paid For Your Social Media Posts?

Should You Be Paid For Your Social Media Posts?

A new social media platform aims to subvert the traditional model by paying users for their updates. But what's the value of what people put on the Internet?

If people are unhappy with Facebook, the company's success at selling ads targeted to smartphone users tap-tapping through their News Feeds doesn't show it. Despite a wallop of bad PR over its News Feed manipulation study and some users fleeing the site, the company’s $2.9 billion second quarter earnings outstripped the previous year’s by 61%. Facebook's mobile ad revenue drove much of the growth.
That fact still leaves the social network in a tricky position. Does Facebook primarily function as an arm of the advertising industry, or as a platform that benefits its users? Can it be both? If so, at what point does laser-targeting ads to users become exploitative and creepy, rather than desirable? Plus, if Facebook’s revenue comes from ads piggybacking on user-created content, does that mean users deserve a cut of the profit, too?
THE WORLD’S LARGEST UNPAID WORKFORCES
Entrepreneurs Arvind Dixit and Jason Zuccari think that if social media platforms are raking in big advertising money, it’s only fair that users are able to monetize themselves. That's why the two old college friends founded a new social media platform that pays users for their posts. After initiating a testing phase in 2012 and a re-launch earlier this month, Dixit and Zuccari's Bubblews.com now retains a total of 300,000 users, each of whom are paid a penny per click, per comment, and per like on their posts.
It's notoriously difficult to start a new social network when success depends on a critical mass of users to get hooked. But given frustrations with Facebook, people are hungry for alternatives, and earning money for social media "work" makes an appealing pitch. Still, as Bubblews's early successes and obstacles show, it's harder than it looks to construct a model that does this well.
“We started the company because we were reading about how a lot of the social media networks out there were creating the world’s largest unpaid workforces,” Dixit says. “And we said we could make that different.”
On Bubblews, users--or workers, depending on how you see them--receive pay in $50 batches at a time. In order to obtain their first paychecks, Bubblers (as users are called) have to rack up 5,000 likes (or their equivalent) across their posts. Two more caveats: Bubblers can only post in English, and each post has to be a minimum of 400 characters--the length of the first two sentences of this piece.
It's unclear how much money Dixit and Zuccari have already doled out, and how much an average Bubbler makes. Dixit won't disclose the figure, and it also seems a little tricky to calculate, because Bubblers can cash in whenever they want. In theory, a Bubbler could hoard pennies and cash in on his or her deathbed.
A BAFFLING COMMUNITY
Compensating people for social posts gets even more complicated when you take into account rewards that can’t be monetized, says Ramesh Srinivasan, a scholar of digital labor and an associate professor at the University of California-Los Angeles. If Bubblews wants to last, it’ll have to make people feel like it’s a place where they can sincerely enjoy one another’s offerings. After all, Facebook users post to feel rewarded by a sense of community, not necessarily by paycheck.
“The key for [Bubblews] is whether they can balance the feeling of monetizable value, the compensation that they provide to these different users, with the experience of being part of a community that many of us go to Facebook and Twitter for,” Srinivasan says.
It’s clear that Bubblews has already managed to cultivate some kind of community, but it’s still a baffling one. Many of the posts I find while browsing the site read like a filibustering senator in his eighth hour at the podium. Some bubbles do contain recipes or personal stories, but somehow, even the barely readable posts yield comments full of praise: It's probably smart to pay it forward when more likes and comments on your posts will get you paid.
Zuccari sees the positive commenting as a sign that Bubblews really does attract a strong sense of community--or at least a strong sense of instant gratification. Both of these things benefit Bubblews, which sells advertising alongside user-generated content. And it's precisely because Bubblews pays users for posts that users don’t feel exploited while writing for the platform, Dixit says.
"WHY DON’T WE CREATE SOMETHING THAT’S BUSINESS UP FRONT?"
The pair's broader business strategy doesn't seem all that different from Facebook's desire to pepper its users with highly optimized ads, and their privacy policy reads like they're keeping their options open on how best to do it. But Bubblews sees its own ad strategy as distinct from Facebook's data collection practices--mostly, they say, because they're analyzing information that users choose to make public, like posts.
"We’re not taking any private data from people," Zuccari says. "We know age, as well as location, rather than these other social media sites that are taking private information and using it to target ads."
That ethical argument’s a little more difficult to parse than it first seems. When I ask Dixit and Zuccari why their privacy policy still guarantees that the company can “collect information from commercially available sources” about its users, they tell me that they still plan on targeting Bubblers with ads in unique ways. The Bubblews creators are currently working with a sentiment analysis company--a firm that would apply sophisticated prediction models to users' posts--to generate portraits of users' personalities. If those algorithms become reliable enough, Bubblews could one day cut out third parties collecting user data, and enable brands to target specific personality types with sales directly through the site.
Whether Bubblews does end up engaging in the data collection option preserved in its privacy policy is an open question, but for now, its creators say their methods are more transparent than other social media platforms. To elaborate on this point, Dixit compares social media networks to spaces that could have once been described as free public parks. “As time progressed, they were forced to figure out ways to monetize, which upset people because now there’s billboards in the parks,” Dixit says. “Why don’t we create something that’s business up front? We do have to advertise, we do have to monetize, and we want people to feel like they’re part of the ecosystem.”
That rationale doesn’t sit well with everyone, especially those who don’t see the exchange of data for basic online services as a foregone conclusion about the future of the Internet.
“I find the very notion that our social life and the future of the Internet should be framed in terms of monetization both appalling and reductive,” says Adam Fish, a professor of sociology and media studies at Lancaster University, located in northern England. “The Internet can be used for more than selling of the self. The intimate details of our lives and the future of the Internet should not be up for sale to the highest bidder or those who have the computing power to crunch the data in such a way so as to be able to sell it to advertising companies.”
For better or for worse, social media companies are hunting and selling as much selfhood as possible, and Bubblews has chosen to follow that same basic business model. But if Dixit and Zuccari cast Facebook and Twitter as parks with billboards blocking out the sun, what does that make Bubblews?
“The best thing I would compare us to is a Starbucks,” Zuccari says. "It's a place of commerce."

http://www.fastcoexist.com/3033684/should-you-be-paid-for-your-social-media-posts?partner=newsletter

Sunday, August 3, 2014

FACEBOOK SPECIAL .................................Top Ten Reasons TO Quit Facebook

 Top Ten Reasons TO Quit Facebook
10. Decorum
The infinite space of social media creates a false sense of anonymity. A significant number of Fcbk users will post, share, and/or like things online that they would not in public (or they will “like” or “follow” a cause that they could not explain if you wanted to know the details). Most importantly, the vocabulary, lack of grammar, and complaining environment of the Fcbk space is annoying.
9. Social Politics
With my business clients and professional networks, with my coworkers at the water-cooler, and as often as possible with my friends & family, I stay away from discussions of party politics, government actions / inactions, religious views, and entertainment news media unless I know that the present company can have an educated and passive conversation. Similar to precarious conversations about religion or politics, Fcbk has created a new type of social politics that is easy to get sucked into and fall victim to the backlash.
8. Huge Amount of Risk (Personal & Professional)
Ever hear anyone say “we broke up because of Facebook,” or “I lost my job because of Facebook?” Personally, I firmly believe that responsibility lies within our own actions and that the blame isn’t really on Fcbk. The truth though, is that people are sharing, communicating, and are more closely connected than ever before. One mistake- shared with thousands- could lead to personal, professional, financial, and reputational losses that could significantly change the trajectory or outcome of your future.
7. Better Ways to Connect
I feel that Facebook has given friends, family, co-workers, and clients an easy excuse to be impersonal and feel okay or complacent about it. “THAT MAKES NO SENSE” you’re probably screaming; especially after I just wrote that we are more connected in 2014 than ever before. The thing is, I believe in deep waters not vast shallow kiddie-pools…. The people I physically spend time with, the people that I verbally talk to on a regular basis and who call me, the friends I meet for coffee, or the people I play sports with are the relationships that I strongly rely on. “Following,” re-posting or sharing, “Liking,” or sending birthday messages because the computer reminded you are not the ways in which I want to connect.
6. Negative Psychological Effects of Personal Inflation
It is extremely rare that someone posts negative things about themselves, or shares something they did wrong or that wasn’t cool, or admits to something they are ashamed of… So, very much like airbrushing an already super-skinny model on a magazine advertisement, Facebook is a cheap misrepresentation of reality and I believe that this has psychological consequences on Fcbk users. I would even make a small argument that the gap between your inflated Fcbk life, and your reality, leads to moments of disappointment and self doubt.
5. Facebook Stalking

I don’t claim for this to be MY personal problem (I’m not that cool), but we all know that Fcbk stalking is real (especially because so many users are irresponsibly eager to publicize their personal information). You yourself may have been a Fcbk Stalker, you may have been “cased” or a victim of someone’s preconceived notions thanks to your Fcbk page, or you might just hate the fact that your Fcbk profile is just that…. A self-portrait / profile made public (and it will be judged).

4. Focusing on Linked-In & My Professional Network
YoutTube is a video sharing website, Gmail is an electronic mail (e-mail) website, Yahoo! and Google are search engines, and Facebook is a social network. I make no profit or commission from arguing this point, but Linked-In is a professional networking website and the way in which users present / carry themselves on Linked-In is far superior, much more mature, and much more professional than on Facebook. Time wasted on Fcbk should be time invested on building your professional networks, on writing timely paragraphs or articles about trends within your industry, and on making connections with people who can enhance your career path.
3. The Facebook Lifestyle is Like Dating a Robot Girlfriend
Facebook promotes the legitimacy of living your life through the lens of a camera phone and that lifestyle is transactional and electronic… People watch fireworks, go to concerts, and watch their children play by taking videos through their telephones instead of using their own two eyes. Worst of all, look around at the next restaurant you visit and you will see how many people are glued to their cell-phones checking status updates. Facebook might make you feel “famous” when other users “like” your posts or comment on what your doing, but that is a false, shallow, and short-lived trade-off for the genuine satisfaction that long-term memories can create.
2. Facebook Will Be the Catalyst to the Next Stock Market Bubble Burst
Facebook sells advertisement space and makes a ton of money doing so? No way!! I never heard of that before… Don’t newspapers and the YellowPages also sell advertisement space?... Main street (not Wall street) investors who believe in publicly-traded, social media corporations are at great risk of losing their principal investments at the whim of a fashion trend.
1. Data Mining & Invasive Advertising
Your Facebook profile, the trends you “follow,” the organizations that you “like,” the locations that you “check-in” at, and all of the things that you share, these are all components of your electronic Facebook personality profile and these profiles are being compiled and data-mined for targeted advertisement. If you want to know Facebook’s true monetary value, consider how much a savvy salesman or saleswoman would pay to know your deepest interests and desires… That’s why Facebook makes money on advertisements; thanks to your profile.

Risk Management Specialist & Agent at H.D. Segur Insurance Agency

BOSS SPECIAL ...............................7 Feedback Tips to Supercharge Employee Performance

7 Feedback Tips to Supercharge Employee Performance

Most managers know that giving feedback is part of being a good leader. But do we actually give feedback often enough? Probably not. According to Gallup’s most recent global assessment of employee engagement, workers feel slighted in two areas: weekly “recognition or praise for doing good work” and twice-yearly assessments of their progress.
The message is clear: Most employees think their managers aren’t giving sufficient feedback. The result? We’re missing a huge opportunity to further engage our employees, and we may unwittingly be driving them out the door. How do we stem the tide and effectively give frequent, helpful feedback?
Never just say ‘great job.’ Great job on what?
Treat it like an ongoing dialogue. Feedback should happen often and be considered a regular part of your relationship with your employees. At a minimum, it should happen a few times a month.
Jump on opportunities. It’s often helpful to seize the moment to debrief while the details are fresh in both your minds. When a situation requires constructive criticism, discussing it immediately helps the employee avoid repeating the behavior—and allows you to maintain an air of calm objectivity later when it comes time to deliver more comprehensive overall feedback.
Use the “PCP sandwich”: Positive-Constructive-Positive. Start out the conversation by acknowledging something positive that the individual has done recently, follow with constructive criticism, then return to something positive.
Be specific. Never just say “great job.” Great job on what? The presentation structure? Information organization? Actual presentation of the work? Employees need to know, specifically, what they did and didn’t do well to progress. If you don’t have time to delve into details immediately, a simple “Great job, let’s debrief on specifics this afternoon,” will go a long way. (And of course, if they didn’t do a great job, specificity is even more vital.)
Discuss behaviors, not characteristics. When giving feedback, make sure to identify the behavior (e.g., “I noticed you hesitated several times during the presentation”) vs. highlighting a personal characteristic (e.g., “Youwere hesitant during the presentation”). The first lends itself to discussion; the second sounds like an accusation.
Collaborate on solutions, then follow up. Brainstorm with your employees on how to get a better result. Offer suggestions and ask them to do the same. Then check in at regular intervals and acknowledge specific improvements.
Above all, listen. After you give feedback ask, “How does that sound?” or “What are your thoughts?” Then listen to the response

For Women & Co. by Nancy JoyceJoyce AdvisorsExternal Site 
ttps://www.womenandco.com/article/7-feedback-tips-to-supercharge-employee-performance.

SAFETY/ BOOK SPECIAL....................... Eyes Shut: The Consequences of Not Noticing

 Eyes Shut: The Consequences of Not Noticing

In his new book The Power of Noticing: What the Best Leaders See, Max Bazerman explains how and why many executives fail to notice critical information in their midst. 
Editor's note: Behavioral economist Max H. Bazerman decided to pursue the subject of noticing after realizing that he wasn't very good at it himself. "The truth is that I was truly terrible at noticing," says Bazerman, the Jesse Isidor Straus Professor of Business Administration at Harvard Business School. "Marla, my spouse, would see all kinds of things going on that I would simply miss. Why? Perhaps this was due to my tendency to focusing, and in my case, narrowly."
In his forthcoming book The Power of Noticing: What the Best Leaders See, scheduled to be published on August 5, Bazerman documents a decade of research showing how and why many leaders fail to detect critical information in their midst. "This book will help you recognize when to seek more useful information and apply it to your decisions," he writes. "It will provide you with the tools you need to open your eyes and truly notice for the first time—and for the rest of your life.
The book analyzes a bevy of real-world examples, ranging from Bernie Madoff's Ponzi scheme to problematic university admissions policies. In the following excerpt from Chapter 10, Bazerman discusses how leaders often fail to notice when their decisions indirectly hurt people—and how people often fail to hold organizations accountable for indirectly causing harm.
BOOK EXCERPT
FAILING TO NOTICE INDIRECT ACTIONS
From The Power of Noticing: What the Best Leaders See
By Max Bazerman
Consider two hypothetical fires. A garment factory in a Third World country with minimal governmental regulatory oversight burns down, killing half of the three hundred women and children employed there; it subsequently becomes clear that the factory's owner failed repeatedly to spend money on meeting minimum safety standards. A second fire kills a suburban dad who filled his lawn mower with gas too close to a recently tossed cigarette; the fire raced up the flow of gas and into the can, which exploded. Who is to blame for these deaths?
Let's shift our focus. If you live in the United States, you probably have shopped at Walmart at least once or twice, and you likely are aware of their "Everyday low prices" tagline. Have you ever thought about the connection between their everyday low prices and the safety of the products Walmart sells, or the connection between their everyday low prices and the safety of the employees who make the goods that the retailer sells? No need to feel awkward if your answer is no. Most people do not think about the harms created by indirect actions, that is, behaviors that hurt others indirectly, such as buying a low-price product from a company that skimps on safety. But perhaps armed with more data, you will.
Blitz USA was once the largest manufacturer of gas cans in the United States, with approximately 80 percent of the gas can market. Cy Elmburg, the chairman of Blitz USA, has testified that in July 2006 he sent a letter to the CEO of Walmart asking Walmart to get involved in a national consumer awareness campaign aimed at protecting consumers from gas can explosions. Elmburg felt he needed Walmart's cooperation because the gas cans produced by Blitz and sold through Walmart had been connected to dozens of explosions, serious burn injuries, and deaths. In their contracts with Walmart, suppliers must agree to accept any financial or criminal liability resulting from the sale of their products. Elmburg felt that Walmart, given its size and as the point of purchase, had an ability to influence consumers in a way that Blitz could not. Perhaps because it was protected from liability, Walmart failed to act on Elmburg's proposal. The explosions continued.
The basic problem with the Blitz gas cans is that when gas is poured from them, there is a risk that gasoline vapors will connect with an ember or other fire source, and the fire will run up the gas flow into the can and explode. (While all of the data that I am using about the Walmart stories are from publicly available sources, it should be noted that I served as an expert witness in the case of Melvin v. Walmart, Inc.) This had occurred in many dozens of cases, and a large number of lawsuits against Blitz had followed. A former Blitz employee has testified that Blitz presented a revised gas can design to Walmart that would prevent the burn injuries by installing an "arrestor," a device that would prevent a flame from flowing into the can, at a cost of between 80 cents and $1 per can. According to this testimony, Walmart rejected Blitz's design on the basis of the price increase, and Blitz halted its redesign project because it would be difficult to launch a national product that Walmart refused to purchase.
The flip side of Walmart's policy of providing everyday low prices to its customers is its goal of securing everyday low costs for Walmart. The guideline given to Walmart buyers is to achieve low costs, a motto that its buyers are encouraged to live and breathe. Court testimony provides extensive evidence that Walmart places extreme price pressures on its suppliers. This can translate, as it is claimed to have with Blitz, to a supplier realizing that adding commonsense safety features to a product can prevent it from acquiring Walmart's business. My wife, Marla Felcher, is a product safety expert, and we have a shared interest in what keeps safer products from reaching the market and what keeps less safe products on store shelves. In 2002 she wrote:
As the world's largest retailer and the nation's largest toy seller, Wal-Mart could take the lead in ensuring the products we buy for our kids are safe. But the company does not require manufacturers of toys, carriers, high chairs or other children's products to demonstrate the products are safe before they wind up on a Wal-Mart shelf. The retailer does, however, flex its market power to insist that manufacturers cut costs. . . . Wal-Mart has enormous clout with manufacturers. The retailer should use this clout not only to insist its suppliers cut costs, but also to insist that manufacturers safety-test their products. A solid first step would be for Wal-Mart to require manufacturers of children's products to certify that their goods have been safety tested by a truly independent third party, and that the products comply with meaningful safety standards. For the world's largest retailer to take a bold position on safety would set a strong precedent for other retailers to follow. It is time for Wal-Mart to be part of the solution, rather than part of the problem.
More than ten years later, not only has Walmart failed to lead on product safety but the Blitz cases indicate that little has changed.
Based partially on legal fees and settlements with plaintiffs from exploding gas can lawsuits, Blitz went bankrupt. Consequently many of the plaintiffs turned their attention to Walmart and sued the retailer as a causal agent in the deaths and injuries. Given that more than one party was involved in Walmart's sale of unsafe gas cans, who is to blame?
A logical strategy for analyzing the role of different possible causal agents in gas can injuries would be to assess what the likely outcome would have been if one of the agents didn't exist. Consider the counterfactual in which Blitz did not exist as a company during the years in question. Without Blitz, would Walmart likely have sold a gas can without an arrestor? Without Blitz, would Walmart have engaged in an effective communication campaign on the safe use of gas cans? My assessment is that Blitz would have been replaced by an alternative manufacturer, that Walmart would not have engaged in a safety campaign, and that little would have been different in terms of the safety of gas cans sold at Walmart.
Consider the alternative counterfactual, namely, that Walmart did not exist during this time. Would Blitz have created a safer gas can to sell to other buyers? Based on Blitz's behavior, there is evidence that Blitz was concerned about improving the safety of its gas cans. Thus it is quite likely that Blitz would have brought a safer gas can to the marketplace.
This comparative analysis of these two counterfactuals suggests that Walmart was the driving force in unsafe gas cans being sold to consumers. While I believe this is the correct analysis, Walmart has yet to be found guilty in any such product liability suit.
A similar indirect effect of Walmart on safety—this time, the safety of those who make products sold by Walmart—can be found in the case of the 2012 garment factory fire in Bangladesh. On November 24, 2012, a fire broke out in the Tazreen Fashions factory in Dhaka, the capital of Bangladesh. At least 117 people died and at least another two hundred were injured, making this the deadliest factory fire in Bangladesh's history. Subsequent analyses document that the factory failed to meet any reasonable set of safety standards.
Who is to blame? The owners of the factory, or the retailers that demand price levels that cannot be met if reasonable safety standards for factory workers are in place?
Let's step back and consider this account of an interaction between garment manufacturers and more than a dozen Western retailers, including Gap Inc., Target, and JCPenney, that took place just a year and a half before the fire:
At the meeting in Dhaka, the Bangladesh capital, in April 2011, retailers discussed a contractually enforceable memorandum that would require them to pay Bangladesh factories prices high enough to cover costs of safety improvements. Sridevi Kalavakolanu, a Wal-Mart director of ethical sourcing, told attendees the company wouldn't share the cost, according to Ineke Zeldenrust, international coordinator for the Clean Clothes Campaign, who attended the gathering. Kalavakolanu and her counterpart at Gap reiterated their position in a report folded into the meeting minutes, obtained by Bloomberg News.
My argument is not intended to acquit factory owners of running unsafe facilities in order to generate greater profits. But like the gas can story, the root of the problem is that price pressure from Walmart and other retailers can lead to unsafe decisions by gas can manufacturers and factory owners. This pattern is being repeated across product categories in many nations.
When a company refuses to accept price increases to create a safer product, to educate consumers about product safety, and to pay extra to participate in making factories safe, it is a causal actor in creating harm. But as we will see throughout this chapter, people fail to hold organizations accountable when they are the indirect cause of harm. By definition, indirect harm often goes unnoticed and is particularly hard for people—manufacturers, retailers, and consumers—to see.

http://hbswk.hbs.edu/item/7554.html

JOB SPECIAL....................... The Proper Way to Quit a Job

The Proper Way to Quit a Job
inShare1,673
Well, the fact is many job-seekers find new opportunities BEFORE they leave their old jobs. From a recruiter’s perspective, that is the traditional goal of a “Head Hunter” – to get someone to leave one job and go to another. And it goes without saying that a candidate who is still working is perceived in a better light than an unemployed job-seeker by most potential new employers. So naturally, it’s a really bad idea to quit a job without having another job already lined up – unless the circumstances are pretty drastic at your current company. That said, people choose to switch jobs for all kinds of reasons: they find a better opportunity that pays more money, offers better chances for advancement, is a better fit for their skills, is with a company with a better culture, etc. There are also the typical negative reasons why people would be looking to leave a job in the first place: feeling underpaid and/or under-appreciated, conflicts with the boss or co-workers, poor company culture or morale, company is in financial trouble, dead end job with no possibility for advancement, etc. Whether the economy is up or down, lots of people are still working, and still switching jobs. In fact, the total number of job changes the average person will have over their lifetime has risen dramatically in recent years.
As a recruiter, I’ve counseled many candidates through the process of giving notice to their employers – and I know it’s something that scares a lot of people. It’s been said that quitting a job may be the second most emotional time in a person’s life next to a death in their family. The actual act of giving notice to your employer is not something that most people have a lot of experience with. So here are some tips and some advice on how to leave on the best of terms, in as professional a manner as possible, and without burning any bridges. Typically, what causes a bridge to be burned is what the employer does when hit with the news of a resignation, and how the employee reacts to that.

A Resignation Letter Template:
——————————————————————————————————
(Date):
Dear (Supervisor’s Name):
This is to inform you that today I am submitting my resignation of employment which will become effective as of (Last Day of Employment).
I appreciate all that (Company Name) has afforded me, but after careful consideration I have made an irreversible decision to accept a new position. I am confident that this move is in my best interest, as well as that of my family and my career. I know that you will respect my decision.
I wish all the best for (Company Name) in the future. I will use the remainder of my time with the company to have all my work in order by my last day of employment.
Sincerely,
(Type and Sign Your Name)
——————————————————————————————————
Giving Notice:
The best time to give notice is on a Friday afternoon. That gives your boss less time to react, ask questions or to argue, and gives everyone the weekend to calm down, absorb and accept the news. Use the resignation letter shown above, address it to your immediate supervisor, sign it and make a copy for your records. In addition, prepare a list of projects and activities that you are currently working on, and their status. Hand the letter to your boss and tell him/her that you are submitting your resignation effective on the date indicated (typically 2 weeks from the day you give notice) and that you have prepared a list of your projects and activities and their status. Say that when they feel it is appropriate, you are prepared to discuss what you can complete in your final 2 weeks and who you should turn certain projects over to, etc. Your objective will be to make the transition as smooth as possible.
By the way … giving 2 weeks notice is a standard professional courtesy that is not actually required in many cases. In the United States¹, most people are employed “at will” – a legal term which means that they can quit any time for any reason (or no reason at all) with or without giving advanced notice. Of course, the reverse is also true: they can be fired at any time for any reason (or no reason at all) with or without advanced notice. I’ve seen cases where a person gave their 2-week notice, only to be told to clear out their desk and leave the premises that day! While not a very common response by a company, it’s not unheard of … and certainly within the company’s rights. They would then only have to pay that person up through the last day they actually worked. The much more common responses (especially if you were considered a valued employee) are what follows:
What may happen:
Do not expect your boss to be supportive. It is not in their best interest for you to leave and they probably don’t have a contingency plan for your departure. Be prepared for a wide range of emotions, from anger to remorse. Your boss may try to flatter you for the good job you’ve done, promise you things to get you to stay … and when all else fails try to make you feel guilty. (“We’ve done so much for you, and this is what we get in return?!”) The best thing you can do is talk as little as possible. Let them vent. Don’t get drawn into the emotion … that’s how you unintentionally burn bridges. Simply remain calm, and stick to your guns. As the resignation letter says, your decision is “irreversible.”

The Questions You’ll Get:
Your boss will probably ask you a lot of questions in an attempt to gather information that they can use to cast reasonable doubt on your decision, and possibly get you to change your mind. Remember that your objective is to not burn your bridge. Answer the questions professionally but in a general (vague) way, and without sharing any details. The more details you provide, the more likely it is that you will get into a debate. If you win that debate, you will not only have resigned but you will have rubbed their noses in it. Not a good idea! Here are the most typical questions you’ll get from your boss:

·         Why do you want to leave the company? 
The best way to handle it is to say something like: “I appreciate all the opportunities you have afforded me however I have accepted an opportunity I cannot turn down and that I feel is good for my career.” Do not say anything negative about your current job, the company, or any of the people you worked with there!

·         Where are you going to work? 
Never tell your current boss where you are going to work! There are many reasons for this rule, but they all boil down to this: nothing good can come from them knowing where you are going … and without spelling it out, I’ll just say that it’s entirely possible that bad things could happen from them finding out who your new employer will be. The bottom line is that they simply don’t need to know. All you have to say is: “While I appreciate your curiosity, I would like to keep where I am going confidential.” That may end the questioning. If they continue to ask, just say: “For my remaining time here I’d like to concentrate on my work and help make the transition as smooth as possible – and I know that if we get into all these side issues, we’ll be rehashing this for remainder of my stay.”

·         How much money did they offer? 
Simply say: “I appreciate your asking, but that is a confidential matter between me, my new employer and my family.” Do not allow money to become a bargaining point, or open yourself up to a possible counteroffer. That almost never ends well!

·         How did you find this position? 
Whether you found it through answering an ad, through networking, through a recruiter, or they simply found you … again, it’s really none of their business. A good answer, which is truthful but vague, is: “I found it through a personal contact of mine.”
·         What can we do to keep you?
 This is the biggest trap of a question! Your immediate response should be: “Although I appreciate your asking, there is nothing you can offer. I am committed to my decision.” If you hesitate when asked that question, it might be interpreted as an invitation to convince you to stay. Then they will keep hounding you relentlessly! Assuming that you ultimately turn them down anyway, you will have then probably burned your bridge. Conviction is important here. If you’re not sure about your decision, then you shouldn’t resign to begin with.

The most typical response by any boss who doesn’t want to lose an employee who is quitting is to come up with a counteroffer (more money, a promotion, etc.) Accepting a counteroffer is almost always a REALLY BAD IDEA! 80% of all people who accept counteroffers are no longer with their company six months later.² It’s best to keep repeating that your decision to move on is final and irreversible. Remain firm, stay confident and move forward with a positive attitude. Leave in as professional a manner as possible, so as not to burn a bridge. You never know when or where the people from that former company will re-appear in your future!
——————————————————————————————————
¹ As many astute readers have pointed out, employment laws, the "at-will" status and requirements for giving notice may vary outside of the United States.

² As reported in the Wall Street Journal:
1)
 Business Week published a set of statistics that revealed that nine out of ten candidates who accepted a counter offer were back on the streets looking within six months.
2) Statistics compiled by the National Employment Association confirm the fact that over 80% of those people who elect to accept a counter offer and stayed, are no longer with their company six months later.
Michael Spiro
Director of Recruiting at Experis. Highly Skilled at Sourcing, Recruiting and Talent Acquisition.


WOMAN CEO SPECIAL....................... Meet Avani Davda, the youngest CEO in Tata Group

Meet Avani Davda, the youngest CEO in Tata Group

At 34, Avani Davda is the youngest CEO in the Tata Group. But, age or balancing a family, hasn't stopped this young leader from reaching great heights. Under her guidance, the 50/50 venture between Starbucks Coffee Company and Tata Global Beverages Limited celebrates the opening of the 50th Starbucks outlet in India. We get chatting to Davda about the future of Starbucks, her work-life balance and how she prefers not to begin her day with a caffeine kick.

Age no bar

I never thought of myself as the youngest CEO. The culture of the group is not such that you keep tabs on age. Earlier, the leaders were relatively older but today there are so many young leaders in the company. I respect that they have given me a task that requires responsibility. My goal is to deliver on that trust.

Diversity matters

If you look at the Tata Group, you will find a lot of women in leadership roles across fields. Starbucks especially is a world of equals, according to me. Howard Schultz (Starbucks CEO) has pushed for team spirit and diversity.
On increasing competition

We are not in the coffee business serving people; we are in the people business serving coffee. We are the Third Place, between work and home. What sets us apart from the rest is that we have a human touch. Customers today crave simple human connections. Starbucks stores have always been community gathering places where people can connect over a cup of coffee.

Cheers to... milk?

I wasn't exposed to varieties of coffee earlier and only discovered the beverage during my training for this job. I drink about two cups a day and I love vanilla latte. The Kenyan and East African blends, which are spicy, are some of the coffees I enjoy. However, I start my day with a cup of chilled milk. During the day I drink green tea. I am hooked to Oprah chai.

The future of Starbucks

Something the consumer can look forward to soon is food pairings and coffee. I recently tried the India Estate Blend coupled with sweet potatoes with a dash of lemon and I was blown away.

Travel tales

My husband is a big coffee lover — even though I make a better cup of coffee. We love to travel as well. I've been saving up to visit Spain and France. Italy has a great coffee culture — it's where the Starbucks story started. When I was there I understood what Howard (Schultz) must have felt so many years ago when he tried that first shot back in Italy.

Learnings from my professional journey 

Working closely in RK Krishna Kumar's (Director, Tata Sons) office gave me immense exposure in business strategy and planning. The key learnings that I live by are:

- Being honest, at work or with family. Being truthful and setting right expectations at both fronts always works.

- Finding people who share your common values. In the long run, this is the core that will work to reach the heights that you have together set out to achieve.

- If you have the determination and passion, you will find the way to accomplish your goals. It is not easy and takes courage.

By Glynda Alves, ET Bureau | 30 Jul, 2014, 10.25AM IST