5 Excuses Youre Using To Put Off Your Job Search

5 Excuses Youre Using To Put Off Your Job Search5 Excuses Youre Using To Put Off Your Job SearchStop making excuses, and start being proactive with your job search.Your job search is starting to lag. Why? You could have a million excuses, each as good as the last, but the truth is, you have to overcome challenges to find the job that is right for you. If youve been using one of the excuses below, you may want to cross it off your list.1. No one is hiring.This is simply not true. There is never a time when no one is hiring. There will be times of the year when the process slows down, the industry is in a funk, or not many companies are looking to take in new people. While this makes the process harder overall, saying that no one is hiring is just an excuse. If it seems like no one is hiring at the moment, there are still things you can do to enhance your job search besides applying for jobs. You can use that newfound free time, that you would have spent going to interviews, to make su re your ansprechbar profiles are in tip top shape. Contribute more to online groups and attend networking events. Get your name out there.2. Now isnt the right time.You may feel like you just dont have time to search for a job at the moment. You may be trying to get through your days at a current job that is unfulfilling and stressful, leaving you drained when you return home at the end of the day. Maybe your child is sick, and you are going to doctors appointments. Your parents are visiting from out of town, and you have to clean the house and entertain them. These are all excuses. Budgeting your time is one of the best things you can do in the job process. If you are currently working, force yourself to use one hour after work towards looking for a new job. If you arent currently working, then searching for another position should be your full-time job. Put in a good six to eight hours a day on this new job.3. I dont know where to start.Looking for a job can be overwhelming, its t rue. You may feel like there is simply too much to do, and you dont know how to tackle it all. But the truth of the matter is that there are plenty of resources available that break down the job search process step by step, showing you what needs to be done and how you can do it. This can help you to also gain knowledge about the different ways to go about finding a job- theres more than just one method. You can learn about networking and try to find a job through a personal connection. You can scope out local ads and show up to businesses in person to express interest. You can submit your application directly to a company. You will get farther with any method you choose than with doing nothing at all.4. Things will get better.When you are stuck in a plateau during the job search, there are two lines of thinking that you could subscribe to. The first is a why bother schriftart of thinking, where you believe a good job will never come around, so you make excuses to give up. The secon d is a willful ignorance that even though you arent doing anything, something will come around eventually. If youre just waiting around, hoping a recruiter will stumble upon your LinkedIn profile, you are probably in for a long wait. The best approach to the job search is not apathy, its persistence. You are much more likely to receive a job offer if you are constantly updating your online profiles, going to industry events and networking, and sending in resumes to relevant positions.5. I never hear back.It can be tough when you are sending out resumes or going to interviews, and never hearing back. This could mean that you arent qualified for the positions you are applying for, they found someone with more experience or better qualifications, or you are going wrong somewhere in the job process. Take this opportunity to switch things up. Maybe change your resume. Create a different cover letter. Update your online profiles. See if these changes reflect in feedback when applying to jobs. It could be as simple a solution as writing a more compelling cover letter.

Customize this Outstanding Payroll Resume 1 Sample

Customize this Outstanding Payroll Resume 1 SampleCustomize this Outstanding Payroll Resume 1 SampleSample Payroll ResumeCreate Resume CERTIFIED PAYROLL PROFESSIONAL (CPP) with over 10 years experience in Payroll. Core competencies include Strategic decision maker with proven result oriented leadership, training and critical thinking skills to cultivate an efficient team environment at multiple levels within an organization. Multi-state and International payroll, payroll taxes, garnishments and year end processing. Strong experience in payroll systems selection, design, testing and system conversions. Ability to communicate with and resolve difficult out source vendor and employee issues.PAYROLL CONSULTANT, Princess Cruises Robert Half Management Resources, July 2008 to Present Performing Payroll Quality Assurance Audits Revising procedures and policy Coordinate with IT to upgrade various payroll applications and interfaces. Audit journal entries, vendor files and payments in Oracle MarkView.OFFICE ADMINISTRATOR, Woodside Natural Gas, 2425 Olympic Blvd, Ste 4030W, Santa Monica, CA (February 2006 October 2007)Finance Responsible for Budgeting, Budget Tracking, A/P and A/R. Producing ad hoc reports as needed. Negotiated and established new corporate car leases, leistungspunkt cards, hotel and business travel accounts. Approved department invoices. Established new and maintained cost center codes. Responsible for end of year processing 1099s W-2sPayroll Processed semi-monthly and monthly payroll for highly compensated employees and inpatriates. Worked with outside Accounting Consultants on all tax and reporting compliance for inpatriates. Responsible for preparation of zwischenstaatlich wire requests, special payments, adjustments, year-end analysis and salary adjustments.Human Resource/Benefits Provided direction concerning employee-related needs and issues. Established new Policies and procedures Personnel and drug testing. Recruited, determined compensatio ns and hired new employees. Maintained corporate benefit packages (PTO and 401K) for both local and inpatriates.Office Managed the day-to-day operations of an annual $30 million dollar LNG project budget coordinating a team of 15 engineers and 5 project supporting staff. Supervision of 6 personnel Accounts Payable Clerk, IT Administrator, Administration Assistants and Receptionist. Successfully moved offices with seamless disruption of project, including negotiating lease term, coordinated and approved Tenant improvement, IT/telephone systems and full office set-up. Lead the development, communication and instruction of Health and Safety work procedures.DIRECTOR, PAYROLL QUALITY ASSURANCE, Axium International, 300 E. Magnolia Blvd, Burbank, CA (March 2005 January 2006) Identified, planned and executed areas for improvement to provide consistent integrity and quality of service that reduced errors with outgoing payroll by 15%. Coordinated with various departments and employees to r eview payroll data interchanges and give resolutions to errors found. Ensured compliance with all applicable federal/multi-state agencies and unions. Reduced payroll errors by 15% by developing new procedures to help the flow of work from incoming payroll to outgoing checks. Increased employee moral and customer service by creating/revising forms to improve documentation of problems between employees, clients and IT.PAYROLL MANAGER, Tutor-Saliba Construction Corp, Sylmar, CA (April 2001 March 2005) Responsible for the department budget, ensuring department objectives and goals are achieved for an annual payroll of $85 million. Supervision of 10 in-house and field payroll personnel for over 2,500+ employees. Developed and maintained payroll procedure manuals for both in-house and field staff that reduced errors thereby reducing payroll errors and the number of manual checks processed by 20%. Managed all union contracts and audits with a perfect record of passed internal and external audits. Responsible for filing Federal and State payroll tax returns and all tax inquiries for 5 joint ventures. Hired, developed, trained and evaluated performance of payroll specialist that reduced turnover by 10% Responsible for Executive and international payroll. Liaised with Benefits department on implementation and maintenance of union/non-union and executive benefit plans and special payments.PAYROLL MANAGER, GenesisIntermedia.Com, 5805 Sepulveda Blvd., Van Nuys, CA (Temp to Hire Temp June August Permanent August 2000 to March, 2001) Supervised a staff of 3. Managed a monthly multi-payroll of over a $ 1 million for a multiple venture corporation. Selected and implemented new ADP payroll system conversion. Sole liaison with out-sourced payroll company to handle disputes and tax issues. Managed commissions, garnishments and levies reporting and processing. Implemented and maintained payroll advance policy and procedures.ASST. PAYROLL MANAGER, Pinkerton, Inc., 4330 Park Terr ace Drive, Westlake Village, CA (Temp to Hire Temporary May to August Permanent August 1999 to June 2000) Managed staff of 20 employees including 4 supervisors, clerks and temporary staff. Responsible for daily payroll operations for a weekly in-house multi-state payroll that resulted in the department receiving the companys award for Best Improved Customer Service in a department. Responsible for local, state and federal taxes reducing penalties by 30%. Successfully coordinated transition of 20,000 new employees payroll records due to the acquisition of three new companies. Completed PeopleSoft payroll software upgrade, which included a seamless move to the field offices.PAYROLL MANAGER and EXECUTIVE ADMINISTRATIVE MANAGERSt. Lukes Hospital/Health Care Center, 3555 Army Street, San Francisco, CA (1997-1999)Payroll Manager (Hospital August 1998 February 1999) Supervised staff of 3 Responsible for bi-weekly payroll for 2000 employees Oversaw union and garnishment reporting and pa yments. Resolved payroll issues with department managers and employees.Executive Administrative Manager (Health Care Center October 1997 September 1998) Processed in-house payroll for 10 clinics/100 employees Reconciled payroll bank accounts. Managed Accounts Payable and successfully reduced A/P by 25%.CO-OWNER and CFO, Premiere Productions Recording Studio, San Francisco, CA (1990-1999)CERTIFIED PAYROLL PROFESSIONAL American Payroll AssociationEDUCATIONCalifornia State University of NorthridgeCity College of San FranciscoSOFTWARE SAP, ADP Enterprise, Peoplesoft, Paychex, JD Edwards, AS400, Ceridian and OracleCustomize Resume

The Basics of Key Performance Indicators

The Basics of Key Performance IndicatorsThe Basics of Key Performance IndicatorsA key wertzuwachs indicator (KPI) is a value used to monitor and measure effectiveness. Although some, like net profit margin, are nearly universal in business, fruchtwein industries have their own key performance indicators as well. Some Examples of KPIs KPIs are intrinsically linked to a firms strategic goals, Managers use the indicators to assess whether theyreontarget as they work toward those goals. A sales gruppe might track new revenue,total revenue, new customer capture, average deal size, and deal pipeline size to assess progress toward corporate revenue targets.A customer support team might measure the average on-hold time for customers and the percentage of calls that result in a positive post-call survey rating.A marketing group looks at the contribution of marketing-generated sales leads to total revenue over time.Production areas of the business measure the efficiency of processes and va rious quality metrics. Human resources departments measure employee turnover among other related metrics. Managers and key stakeholders monitor ansicht indicators over time and adjust plans and programs to improve the KPIs in support of the firms strategic goals. Leading and Lagging Indicators Developing performance indicators is both art and science. The objective is to identify measures that can meaningfully communicate accomplishment of key goals. Lagging indicators measure performance in a period that is past. Financial metricsare classic examples. As the standard disclaimer warns, past performance does not guarantee future returns.Leading indicators contain guidance about future results. For example, an increase in orders for auto parts suggests a rise in new auto production and sales in the near future. In most businesses, the goal is to have the right balance of leading and lagging KPIs. Four Challenges Its not easy to develop a high-quality set of performance indicat ors. Managers and functional experts work together to debate and consider the right set of measures and their relative importance- and there are pitfalls. If the firms strategy and key objectives are not clear,its indicators tend to focus exclusively on financial outcomes.Overreliance on financial indicators leads to an unbalanced and incomplete view of a businesss health.Measures deemed important by one area of the business may not be viewed as important by others.If compensation is tied to key targets of performance indicators, conflicts of interest and considerable bias are built into the process.Accurately measuring and reporting indicators may be difficult or impossible if the internal reporting system to support them isnt in place. A healthy process for identifying and implementing key performance indicators includes a requirement that the managers and other contributors regularly revisit and revise the measures. This fine-tuning processrequires the time and diligence of all parties. Designing KPIs When choosing which KPIs will offer the most valuable business insights, ask a few questions to keep focused Are these KPIs derived from a valid strategy?Are they simple to understand?Are they relevant, not just now, but over time as well?Are they clearly defined?Do they accurately reflect the business process?Do they involve factors or quantities that the business can fully control or influence?Do they focus on improvement?Do they offer quick feedback? KPIs are more useful when they reveal trends over time, rather than taking one KPI in isolation. Keeping them precise, simple, and relevant can reward a business with useful insights and guidance. Proper Use of KPIs A properly developed and implemented KPI program incorporates regular review processes during which managers and other stakeholders assess the meaning of the results. No matter how positive an indicator is, it needs to be analyzed and assessed in order to repeat or even strengthen the perfo rmance. No single KPI number standing alone explains how it happened or how to improve. However, a well-defined set of KPIs can include numbers that point to where conditions deteriorated and how they can be improved. Armed with these insights, team members can take action to strengthen the leading indicators and drive improved future results. A simple way to check whether a KPI can be used properly or offers meaningful data is to put it through the SMART filter. Each KPI should have A Specific objectiveA way to Measure goal progressAttainable, realistic goalsRelevance to the businessA Timeframe that makes sense for the company The Bottom Line KPIs are much like instruments that measure temperature and barometric pressure. Knowing that the temperature increased or decreased might be interesting, butmore critical is knowing whether a storm isimminent. KPIs work together to provide a more complete picture.