Roanoke Times
                 Copyright (c) 1995, Landmark Communications, Inc.

DATE: SUNDAY, July 10, 1994                   TAG: 9407150049
SECTION: BUSINESS                    PAGE: F-3   EDITION: METRO 
SOURCE: Camille Wright Miller
DATELINE:                                 LENGTH: Medium

IT'S YOUR SKILLS, NOT JOB GAPS, THAT COUNT MOST ON YOUR RESUME

A: Trina Ayres, human resources staff representative with Allstate Insurance, finds those in the hiring process most concerned with an applicant's skills. Hiring is never based solely on one piece of information, according to Ayres.

"Explainable gaps are normal. Stopping out for education, to have a baby or to handle a family crisis is something we all understand," she says. Ayres also notes that personnel officers stay attuned to economic periods that result in decreased employment opportunities.

Ayres suggests you focus on your skills, but also be candid about job gaps. Providing "a brief explanation in the cover letter and during the interview makes sense," she says. "Job gaps will surface - either when an application form is completed or when references are checked." She finds that "applicants who take initiative and explain gaps do much better in the hiring process than prospects who work to hide gaps."

Focus on your skills, but include in your cover letter a brief statement such as, "From May 1993 until December 1993, while looking for employment, I took the opportunity to improve my computer skills with courses at Virginia Western Community College." Ayres suggests you give this same information in the interview. Be positive in your explanation. For example, "As you know, the economy was such that jobs were scarce. It's fortunate that so many companies are hiring again."

Finally, try combining the functional and chronological formats; I've seen this effectively done with skills listed at the top followed by a chronology of employment.

Q: Are there basic rules for introducing clients to employees? What if I forget someone's name?

A: Proper introductions require that you pay attention to status. Individuals with higher status have others introduced to them. The following example illustrates:

Client Jones is greeted by you. Your introduction begins, "Mr. Jones, I'd like to introduce Sandra Smith. Ms. Smith is our account executive and will be working with you on the XXT project." Then turn to Smith, "Sandra, I want you to meet Jay Jones. Mr. Jones is responsible for the XXT concept." All parties are standing and the introductions are concluded by a firm handshake between Jones and Smith.

The status concept simplifies introductions. Children are introduced to adults, staff to executives, and staff to clients and honored guests. When individuals share the same status, the individual with closest ties to you is introduced to the other.

Give names clearly and slowly; repeat difficult names. Don't encourage use of nicknames or first names; individuals have the right to invite others to that privilege.

If you forget a name simply say so. "I'm terribly embarrassed, I know you so well but your name has slipped my mind." In the same spirit, when someone has forgotten your name, quickly provide it, smile, and look forward to the ensuing conversation.

Q: My assistant was late again. My last comments were met with coolness and several tense days. I'm reluctant to bring it up again, but I need someone I can count on.

A: Infrequent tardiness should be accepted - occasionally the car won't start or a child misplaces homework. On those occasions, a courtesy call to the office minimizes the damage.

Otherwise? A pattern of lateness suggests poor time management or disregard for one's employer. Determine how much you and your company policy will tolerate. Your personnel officer can clarify policy questions. Then, let your assistant know the limits.

For sanctions to be effective, they must be administered immediately and consistently. Consequences also have to be severe enough to make someone want to alter behavior. You must, therefore, be willing to address each instance of tardiness.

Call your assistant in, re-state the policy, and note where this places the offender in terms of sanctions. Follow through. Failure to follow through sends mixed messages and your assistant will, rightly, assume this is a game.

Your assistant's response to your comments is normal - no one likes criticism. However, as the supervisor you have to take a leadership position. You can do this either by supervising the situation and following through or by altering your feelings and accepting flex starting times from your assistant.