worker Traits That Employers Look For, Part 1

Asset Manager - worker Traits That Employers Look For, Part 1

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worker Traits That Employers Look For, Part 1

There are two separate sets of skills that candidates must possess if they want to be among the ones that employers think for job openings. The type often referred to as "hard skills" includes the college degree, other educational attainments, general communications abilities and those truly defined job-related skills that define the specialty.

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Asset Manager

There is a second, increasingly foremost type of qualities that employers wish to examine, and they often survey these just as intimately as the hard skills. Known as "soft skills," these are such personal values, important thinking tools and character traits as you will need for success in the specified career. Some may be innate abilities while other soft skills can truly be cultivated and refined throughout a lifetime.

Numerous studies and years of company questionnaires have identified the foremost soft skills that top employers seek in an employee. You should truly correlate your own strengths and weaknesses in these areas. Clearly, the more of these important characteristics an owner sees in you, and reads about in your resume, the good your chances of landing the job you want.

Communications skills

The very first "personal asset" listed by the majority of employers today is "communications skills." An worker able to listen attentively, speak precisely, read fast and write well is extremely valued in every line of company these days, as communications skills seem to have eroded in the last several generations. Hard lessons were learned about this basic skill set when it began disappearing, for a time, from our nation's college graduates.

Based on the notion, once beloved in the 1970s and 1980s, that high-tech workers didn't need English grammar if they knew the C++ and Java programming languages, the trend toward "focused training" as opposed to "general education" held sway with professional educators for a mercifully short time. The belief that language skills were expendable was debunked long ago. If anything, basic language skills keep the acquisition and holding of other complex "languages" used for programming and computer security.

Solid foundations

Without clear communication, no aspect of a company enterpriser will work effectively, not sales or service, truly not advertising or management. If you are an "exceptional listener and communicator who clearly, effectively conveys verbal and written information," then you should say so, in a similarly succinct fashion, on your resumes and applications.

As far as general high-tech skills are concerned, even fast food restaurants want employees to have at least basic computer skills and sufficient technical aptitude to learn an in-house system. Just about every white-collar office position requires a degree of computer hardware and software familiarity, too, particularly with word processing, database, Internet browser and email applications.

Flexibility and insight

There is a lot more managing going on in companies, both large and small, than can be handled by people with "manager" in their titles. Employees at all levels are now responsible for managing multiple tasks, adjusting to changing work conditions, setting priorities, coordinating team efforts and targeting (and retargeting) a constantly shifting set of goals. What employers are seeing for, at all levels of responsibility, are natural-born, decisive leaders who can speedily correlate a situation, frame out what to do and when to do it, juggle simultaneous tasks and do so, day in and day out, without undue stress.

While employers truly want workers who can use their heads on technical issues, they also want people who can analyze situations, assemble the facts important for production "people" decisions and target key matters that need priority attention. This skill also manifests in an employee's potential to see the simple, straightforward steps that may be obscured by overly complex procedures and processes.

Interpersonal and leadership skills

The catchall term, "interpersonal skills," describes the manner in which you recap to people, rule conflicts and, if you are a supervisor or manager, encourage, motivate and lead others. Fellowships of every kind advantage from having "relationship builders" who can help perform consensus and deal with grinder personalities in a firm but sensitive manner.

Some say that leadership is a potential you are born with, while others make a good case that it is a set of learned habits. If you are able to take charge in confusing and important situations, and have always found a way to bring squabbling co-workers together again, then you were born with it - or learned it along the way! Who can say?

What one can say is that goal-driven leaders generate and maintain environments of productivity. If you can motivate, mobilize and mentor others in the pursuance and attainment of high carrying out standards, then you are a leader, whether born or bred. If you have the foremost traits, that somewhat mysterious mix of experiences and insight, you will be in great request from the growing amount of Fellowships that are learning to hire "attitudes and aptitudes" instead of merely "resumes and references."

Part 2 of this description discusses the work ethic, and a way to embrace it with both passion and professionalism.

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