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

DATE: SUNDAY, August 13, 1995                   TAG: 9508110085
SECTION: BUSINESS                    PAGE: D3   EDITION: METRO 
SOURCE: CAMILLE WRIGHT MILLER
DATELINE:                                 LENGTH: Medium

EMPLOYERS HAVE THE RIGHT TO PROTECT THEIR INVESTMENT IN YOU

A: Attorney W. David Paxton of Gentry Locke Rakes & Moore says that "noncompetition clauses are standard provisions in any situation where a business is hiring someone with special skills but no experience. Employers want to make sure they won't train someone who will then move on, taking clients.need to ensure they "won't serve as a training ground and then have someone move on taking clients."

Consider the situation from the viewpoint of your potential employers. They've gone through hard times and made their presence known in the community. Having expended considerable time and money to establish a successful practice, employers need to protect their investment.

Paxton notes that the "law says one can impose reasonable terms on time and territory covered in noncompetition clauses." Paxton finds that "people get in trouble when they have a noncompete and think a company won't enforce it, so they spend their last six months of employment developing their own business." Companies do enforce these clauses and, Paxton counsels, the courts usually side with the employer.

No savvy employer will offer you a contract without one. Because, as Paxton finds, employees often stay and eventually become partners if work styles are compatible. Spend time investigating the work style of potential employers. Work to find someone you'll enjoy working with and learn from - with an eye toward eventual partnership.

If you are firmly opposed to a noncompete agreement, find a practice with a professional about to retire. Learn office practices, hone your skills, and buy the practice in a few years.

Q: We received 50 resumes for an opening. How can I evaluate resumes and make a good hiring decision without interviewing everyone?

A: On the first pass, look for resumes which can be eliminated easily. The "no" stack will fill up with carelessly done resumes and cover letters. About half the resumes usually land in the "no" pile on first review.

Next, review the position and make a list of all required skills, desirable skills, personal characteristics and education requirements. Begin this round with a photocopy of your requirements, one for each resume. Assign points on the candidate's strength on each item, using a scale of 1 to 10. Total the numbers and keep the top five or six candidates.

Create a time-line for the these resumes. Do the dates of employment reveal gaps? Has there been steady employment and progress? Do job titles fit job descriptions? Studying the resume, as a detective might, reveals problems as well as strengths.

Round four is fact-checking. Call the schools listed, ask the registrar's office to verify the date of graduation, the degree and the major. Schools can't give some details, but they can verify basic information. Call former employers and ask about the position held there, performance record and if they would rehire the individual.

Narrow to three strong applicants. If there are more than three, ask a co-worker to review the resume finalists using your system. Interview the top three you both want to see.

Resume stacks often looks overwhelming; however, a systematic approach can make fast work of the project.

Q: I can't stand two of my co-workers. It's difficult to be civil toward them. I want to tell them to just stay out of my way, but I'm concerned I'll be called on the carpet for my honesty.

A: While it's great to have co-workers you enjoy, that doesn't always happen. If your dislike stems from actions which violate work policies, deal with those issues. However, if your dislike is founded on their personalities, you have little room to complain.

Conflict between warring co-workers affects everyone; performance and productivity suffer as well. Your reaction to the personalities can cause as many problems as the personalities themselves.

Understand that work is different from home. At home you have control over who you will invite in. At work, you have a responsibility to help create a smooth work environment - even when you don't like all the players.

Look for positive attributes in your co-workers. Focus on appreciating their good qualities. Ignore traits you dislike. Rely on good business etiquette for all your interactions. Good manners can get you through many situations and, possibly, coax better behavior from others.