How to ask for a raise and what to do with your extra cash

First, a word of warning: the vast majority of employees believe that they deserve a raise. We all want more money!

 

Does that mean you should ask? Maybe. Here’s the homework you’ll want to do before you have that conversation.

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What are you worth?

  • Do your research. What are comparable candidates in your field earning? Be sure you’re looking at the right data, and be able to quote statistics that are detailed and reliable. We suggest Glassdoor and the Bureau of Labor Statistics as a starting point. If you’re well below market rates, you may have a compelling argument. If you’re on par with other professionals in your field, it’s time to look to the next factor: your personal value.
  • What do you bring to the table? Obtaining a raise is most often a question of proving your worth, so make sure you can demonstrate that worth. Have you boosted company sales? Are you responsible for an increase in social media-driven foot traffic, or a process change that has saved money? Write it up and be prepared to discuss in detail. Proven examples of your value are the single best way to justify a raise!

Look into the future

What do you like about this company, and what compels you to remain? Prove to your supervisor that an investment in you is an investment in the organization’s future. It’s all well and good to say “I deserve more money.” It’s another thing altogether to say “Spending a little more on me now is a worthwhile investment.”

Make sure your supervisor is prepared to talk turkey. Don’t blindside her with a surprise conversation about compensation. When you’re ready to talk, send an email that says something like “When you have some time, I’d love the chance to talk to you about my future with the company!” Be excited and positive, not frustrated or obstinate. This is a conversation, not a demand!

You landed a raise – what now?

Getting a raise is exciting, and you may be tempted to celebrate by upping your spending or purchasing something extravagant. Trust us – the best thing you can do with that extra money is use it to reduce debt and create an emergency fund!

Sure, take yourself out to dinner or buy those shoes you’ve been eyeballing. You deserve it! But don’t up your monthly expenses. Chances are, your raise isn’t enough to significantly increase your expenditures without hurting your budget. It is, however, enough to pay down on those loans or save for a rainy day.

Even a few dollars per month towards your student loans can decrease your total repayment time and reduce the total amount you pay in finance charges. And think about the options you will have without that monthly payment to worry about!

If you’re saddled with other debt – from credit cards in particular – pay them down immediately, focusing on your highest interest rate balances first. Credit card debt can sink you financially, and your new raise presents an excellent opportunity to free yourself.

Lastly, make sure you’re socking away any extra dollars into an investment vehicle or, if in doubt, a savings account. Your savings won’t just protect you against emergencies later, it’ll build a foundation for wealth.

Want to save on your student loans? Refinancing may be the key.

Office chit chat and your new job

There’s a lot to learn in a new position, and much of the expertise you’ll build will come with time and repetition. But some skills are better learned deliberately, and this is one of them: here are some guidelines to office chit chat!

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  • Coworkers: Your colleagues are people with the same job title as you, plus lower-level support staff. These are the people who will become your friends at work, so it’s natural to chat with them about normal, everyday stuff: hobbies, weekends, families. Take it slow and get to know each of them before diving in. Remember that the best conversations are the ones where you’re doing more listening and less talking, so ask plenty of questions about people to make them feel comfortable!
  • Mentors: These are people who, like some teachers you’ve had, are responsible for helping you to build your career. Show them more respect by being consistently polite, and make sure to demonstrate gratitude when they help you solve a problem or learn something new at work. You can chat about weather and sports, but avoid conversations about deeply personal topics like religion or politics. This relationship must be strictly professional.
  • Superiors: These are people, just like you, but it can be pretty stressful to be stuck on the elevator with a manager when you don’t know what to say! If you know that the person has just achieved something at work or been recognized, congratulate them. You can also mention the weather or some event in the office, but be careful about taking up too much time with conversation. Most higher-ups keep their distance from entry-level staff in big organizations because part of their job is to oversee from afar, and because they just don’t have time to build those relationships. Of course, there are exceptions to this, especially in smaller organizations, but tread lightly until you have fully assessed how superiors in your work place converse with other staff.

When in doubt, remember to be polite and ask questions. A sense of humor is always appreciated at work, but keep jokes to a small circle of colleagues and remember that everyone’s definition of “appropriate” is a bit different, so keep it professional with anyone you don’t know very well. Practice makes perfect, but these general guidelines will help to avoid uncomfortable breaches of protocol until you know the ropes!

Ready to find an internship and start your career? Opportunities abound at www.bridge.jobs!

 

Be effective at giving feedback [Employers]

Critical feedback is one of those truly necessary evils in the workplace. It’s essential to developing personnel, d

 

 

riving profits, and streamlining productivity. But it isn’t easy. For both the receiver and the person delivering the feedback, it’s tough to talk about what needs work.

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The best supervisors know how to provide feedback in a way that minimizes damage and maximizes productivity. If that’s your goal, read on.

Provide a heads-up

The reaction you want to avoid the most is defensiveness, which happens when people feel attacked or surprised. There’s an easy way to mitigate this, and the most effective supervisors use this strategy every time: don’t surprise anyone.

Lead with this line: “Do you have a few minutes? I’d love to provide some feedback on that project.” Now your staff member knows what the conversation is about and has a little time to reflect, relax, and prep for your comments. It’ll feel more like a conversation and less like an assault, and that’s going to set both of you at ease. Remember, afterwards, to follow up with a “thanks for taking the time to listen to my feedback.”

Be specific

If you’re critiquing a behavior, be as specific as possible. Which of these scenarios seem most likely to produce a positive result?

  1. “I can’t believe you spoke to me like that during our meeting.”
  2. “When you sound angry during meetings, it reduces office morale and hurts our professional relationship.”

Example 1 is going to elicit some serious defensiveness. Example 2 is specific enough to encourage a change in behavior.

Don’t procrastinate

If you need to provide feedback, do it immediately. You’ll maximize effectiveness when the incident or the project is still fresh, and you’ll show that you’re really invested in whatever process you’re discussing. Of course, feedback may need to wait until the end of a meeting or a presentation. And if emotions are running high, consider waiting until the following morning to talk.

Make sure you believe in what you’re about to say

Spend some time thinking about why you want to provide feedback in this case, and what you hope to get out of the interaction and subsequent change in behavior. It goes without saying that your anger or frustration should never be justification, on their own, for critiquing an employee’s behavior. But if you’re concerned about the organization’s mission, the bottom line, or team morale, be prepared to discuss any/all of those as reasons for your feedback.

With a little practice and a bit of preparation, critical feedback can be a growth opportunity for you, your employee, and your organization.

Follow our bridge.jobs blog to stay up-to-date on important tips and information for employers. And be sure to post your open internship opportunities on bridge.jobs.

Into Reality: From the Intern’s Desk

After four fantastic months at RISLA, it has come time for me to  change out of my intern hat and into my Marketing Associate hat – yay! It is a bittersweet feeling that I am graduating from college and becoming a full fledged adult. But I am certainly up to the challenge.

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Back in November, I started my internship search on bridge.jobs and shortly thereafter I came across a marketing intern position at RISLA. After reading the marketing internship description, I felt confident that I was qualified and I knew I had to apply for the internship. Next thing I knew, I had an interview lined up for the following week. A few days later, I got a follow up email asking me to answer some supplemental questions to help narrow down the candidates. By mid December, I was offered the marketing internship. Score!

As any other college senior could tell you, this time in our life is very nostalgic. We look back on our past 21 years and wonder where the time went and we are scared to look forward because all we have ever known is school. By completing this internship, as well as one previously, I am fully ready to take on what the world has to offer me.

My internship at RISLA has been invaluable. I have learned more than how to work in a professional environment and necessary skills, but I have also become more confident in myself. That is not something that can be taught. During my internship I have worked on countless printed marketing materials, online advertising and even began helping the marketing manager re-brand RISLA – stay tuned. Needless to say, internships are important and they will prepare you for the real world. Not to mention 72.7% of interns get offered a full time job towards the completion of their internship. (That includes me! See, it’s worth it to be an intern!)

I look forward to my next 3 weeks off enjoying senior week activities, graduation and spending time with my friends and family. But I am most excited to start at RISLA full time on June 5th.

If you haven’t gotten your summer internship yet, take a peak on bridge.jobs – some great internships are still available! Remember: internships do lead to full time jobs!

Creating a professional brand

Your “brand” exists whether you manage it or not. As the cumulative footprint of all of your web activity, your reputation, and your professional history, your professional brand will live on into perpetuity, even if you do nothing to take control.

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That means that you must manage it. Fail to do so, and your brand will manage itself! So, how do you want to be presented to the professional world?

First, Google yourself

Yes, it’s a bit uncomfortable. But in order to manage your professional image, you need to have a good overall picture of that image now. Google yourself, and check out the image, web, and social media results. What results pop up on Twitter, Facebook, Pinterest, or LinkedIn? Are there details about your personal life that are better left to the imagination? Log in to each of those accounts and manage the results by hiding specific matters from the public. When in doubt, your default setting should be “private.”

Things to avoid: selfies and group photos at social outings that are alcohol-heavy, goofy insider-jokes, and vacation photos. A public photo or two of you with the family dog are fine – they humanize you and can show potential professional contacts that you’re a genuinely happy person! Just limit and monitor that exposure.

Develop continuity

If you can, try to utilize the same or similar professional photos across various website and social media accounts. Make sure that outsiders associate one or two images with your professional persona. It’ll make you memorable and will keep your brand recognizable. Make sure that you also use your name in connection with those images. During a Google search, you want that information to be readily available. If you can, include your name in identifiable URLs on Facebook, LinkedIn, etc.

Consider a logo

A logo – even a simple monogram – is customizable and adds recognition to your name. The human brain is much more inclined to remember symbols, so add a symbol to your brand and consider yourself memorable! Not a graphic designer? That’s okay. Plenty of services and tools are available online to help you out.

Build the brand

If you don’t have a profile on LinkedIn, it’s time. The site is free, easy to use, and a go-to option for employers and clients alike who are interested in digging a little deeper into your professional credentials.

Next, develop a few articles or blog posts to help demonstrate your expertise. Publishing those articles is as simple as clicking “share” on your LinkedIn profile, so there’s no need to develop a full blog or connect with a larger website presence.

Now it’s time to network. Start by selecting a few folks with web presence in your chosen field, and link up with them on social media platforms. These are the people who can help you to build your web network, so talk to them about your goals and your professional skillset. “Like” the things they share, and ask them to “endorse” you for specific skills. If they’re members of professional groups, join those groups. Remember –these people have similar goals, so your efforts won’t be perceived negatively.

Update

Building a brand is a long-term project, so your work is never done! Make a point of checking in to investigate your web presence and make sure that you’re balancing deliberately published material with editing those published elements (on Facebook and otherwise) that have the potential to hurt you. Keep tabs on both and you’re well on your way to building a successful brand!

Advantages of having a virtual intern [Employers]

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Telecommuting is a normal employment practice for much of the working world – here are the reasons it can benefit both you and your interns:

Increase your applicant pool

Internships aren’t just restricted by location when they work virtually. You’re limited to students with transportation and flexible scheduling. Broaden your search for interesting, qualified students and you may be impressed! Offering an open-ended schedule means students can work at night, between classes, or even on weekends. Just make sure you offer enough hours to draw candidates who need to fulfill academic requirements.

Save space and resources

Virtual interns don’t require desks, computers, or building access. They’ll also need a pretty tight web-based training schedule, which means less time during your work day devoted to answering questions. It’s not that you don’t want to help – it’s that help is time, and time is, after all, money.

Web-based communication

For most modern college students, video conferencing, email, and instant messaging are comfortable and familiar methods of communication. If anything, you’re going to be the one who needs to adjust! It’s true that in-person communication is an important part of learning professionalism, and that teaching professionalism is your role if you’re going to supervise interns. But modern offices use electronic communication, and young people use it almost exclusively. If most of your conversations with your new intern involve typing and hitting “send,” they are still conversations!

If you’re on the fence, consider how many of your daily tasks – including the tasks you would likely allocate to an intern – are completed via computer, with no additional resources necessary?

Telecommuting is the future of much employment. Hire a virtual intern and get in sync with the way the world does business – even internships! Post your internship opportunity on Bridge.jobs and see how many more applicants you get when you mention “virtual intern.”

4 Internal struggles leaders must overcome [Employers]

It’s tricky at the top. There are some problems that come with every leadership position – the predictable stuff: unmotivated team members, navigating organizational change, being willing to make tough decisions. This is the stuff you know is coming.

What about the other struggles? What about the internal problems that every leader will inevitably face, but few talk about?

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Isolation

Your position will necessarily require that you maintain some level of distance from on-the-ground activities. That distance is necessary because it allows you to maintain a bird’s-eye view and to consider the big picture, leaving the smaller stuff to lower-level management.

Executive isolation can become debilitating, which will inevitably compromise your ability to effectively lead. If your day is exclusively comprised of time in the corner office and meetings with executives, you’re missing out on what’s really happening on the ground, and your leadership will quickly become ineffective.

Make interactions with your employees a priority. This doesn’t mean you need to regularly socialize with staff, but seeing your face and feeling your presence are important motivators for employees. Ask questions about their jobs. Talk about plans and strategies. Stay connected with the whole team, not just the top tier.

Cynicism

People in positions of power tend to become naturally suspicious and cynical. It’s important to be mindful of this type of progression so that it doesn’t interfere with your ability to build authentic relationships.

  • Remember that some acts of generosity and kindness are motivated for all the right reasons. Not everyone who shows an interest in building a relationship with you is doing it for selfish reasons!
  • Your suspicions can seriously damage your professional relationships. You want to be known as a person who is accessible and genuine, not cynical and cold. Take chances, build relationships.

Discouraging Dissent

If you’re in charge, you’re likely to encounter few people who are willing to tell you that you’re wrong. Eventually, attaining power will create a vacuum – your dissenters will be few and far between, and when you do encounter a person who disagrees with you, you’re likely to react negatively!

Surrounding yourself with cheerleaders can feel great in the short term, but trapping yourself in a circle of “yes men” will eventually hurt both you and your organization. A real team has disagreements, and an organization needs discussion – even heated discussion, on occasion – to grow.

Collaborating with Confidence

“Teamwork” is a principle drilled into most leaders from grade school on. In practice, it isn’t employed nearly as often as it is discussed!

Collaboration can feel, to people in power, like compromise. When you solicit the opinions of others, you aren’t backtracking or showing weakness. Quite the opposite, in fact – your willingness to collaborate will be perceived as flexibility and mindfulness, both qualities that your staff and colleagues want to see in a leader.

If you’re finding that collaboration is difficult for you, consider how the visions of other successful leaders have been improved upon and even altered by teamwork and flexibility. You’ll find that true organizational growth and success are rarely steered by a captain at the helm who is unwilling, or unable, to listen to advice and reconsider.

Looking for a sidekick you can start teaching your leadership skills to? Consider hiring an intern. Start your search at bridge.jobs.