O, The Oprah Magazine (2-year)

Product Description

O, The Oprah Magazine gives confident, smart women the tools they need to explore and reach for their dreams, to express their individual style and to make choices that will lead to a happier and more fulfilling life. With one of the most trusted women in America serving as the magazine?s inspiration, O serves as a catalyst for transforming women's lives.

This magazine offers all kinds of insight for how to become more knowledgeable about yourself and others. It offers the most extensive amount of information from reliable sources of any magazine. It is definitely worth the price of a subscription and warrants sharing with others when finished.

O Magazine is a real class act publication. But Ms O would not have it any other way. Its articles are great and the layout and ads are gorgeous. Thanks for a worthwhile read every month!

Flattering Black Office Dresses by Kate Organic

This dress, made using certified organic materials, is a fantastic eco-friendly little black dress. The draped top and short sleeve are very flattering. Perfect for work or even a date this dress is versatile and great for the environment.

• Black cotton dress
• Flattering draped neckline
• Fitted throughout body
• Modest length
• 100% organic cotton lycra

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Flattering Black Office Dresses by Kate Organic

Recruitment Industry

Job agencies were constantly chasing people for up to date CVs, asking when they were available for work, and if they didn't mind working long distances away. If all else failed, agencies simply asked if they knew anyone else with similar skills who might be available.

Internet job boards had become the norm in the mid to late nineties. Clearly job boards had some advantages then , but in a lot of ways the job board model is outdated, restrictive and expensive. Today we still see multiple adverts for the same job, non-existent jobs advertised to phish for peoples CVs and perhaps most peculiar of all, the majority of job boards ask prospective candidates to send their CV to them for free and subsequently sell the CV on to a limited set of employers for hundreds of dollars.

Many smaller firms simply couldn't afford to advertise job vacancies in this way (or pay for peoples CVs) and so a great deal of jobs were "discovered" by word of mouth. Today, people are changing jobs much more frequently than before and the whole recruitment business has become more fluid. What if there was a way to open up the recruitment business and make it easier for people to advertise their skills to a much wider audience than has been possible before? What if people could have more control over what they say about themselves; their CV, their availability, their references.

How Employers Lose Their Best People

by: Susan Reynolds

The constant circle of hiring a batch of young employees, training them, and then having them walk out the door just a few short years later is surprisingly common in today's business world. A new employee comes in, learns the ins and outs of the company, works with customers, and may even have a hand on financial situations. They develop relationships with other co-workers and clients that furthers their knowledge of the workings of the company. After a few years of this, and thousands of dollars in resources and training, the employee gets restless.

One day the employee says to himself or herself, "I've got to get out of here… I'm not growing. My ideas are not being considered. I haven't had a performance review in ages. I'm not recognized or appreciated. I'm not being paid what I know I'm worth. There's no consideration given to the dramatic amount of money I'm saving for the company." And thus the company loses another top performer. Only the mediocre employees stick around. What a waste of money and time! Does this sound familiar?

The problem can be fixed from the top. (It probably also started there.) Many organizational managers have found themselves in leadership roles quite by accident. They were top performers on a technical level themselves, and either became supervisors by promotion or by ownership. This does not make them inherently good and productive managers of people. Put corrective action in place!

Make sure the organization has a solid set of job descriptions for all roles in the company, including the top positions. Make sure that performance appraisals are performed on a regular scheduled basis, not just when someone begs for a raise. Document performance carefully, both positive and negative. Be creative, fair, and ethical with rewards and punishment. Not all rewards cost money! People measure success in a variety of ways: growth, environment, and satisfaction. Do you know what motivates your people? Indeed, they may measure success in entirely different ways than expected. Be systematic and organized in communicating with your people. Know the parameters of fair compensation in the marketplace.

Managers need to take a hard look at themselves and their company processes when hoping to retain the best people. The "human assets" are probably one of the most expensive budget items in the operation of the business. Don't invest in them, only to lose that investment through lack of management disciplines. Don't grow 'em, only to throw 'em, away…