In this installment of "Hired!," we learn more about Samantha deGeus, a recent hire at Torrance Learning.  TorranceLearning designs and develops custom training for clients that want to use the Internet to deliver their training.  It builds interactive and engaging self-paced training that can be accessed anytime via the intranet or Internet. 

Samantha is an Elearning Course Developer who joined the organization this past fall.

Q: Give us a brief description of your new job

A: As an Instructional Developer it is my job to build onscreen content based on the Instructional Designers ideas.

Q: What were you doing before taking this job?

A: I was a pre-production specialist for a financial printer.

Q: What do you think was the top factor in you getting this job over similarly qualified peers?

A: My personality fit well with the team.

Q: How did you find this new job?

A: A family member heard of the opportunity and suggested I apply.

Megan Torrance, president and CEO of TorranceLearning, is our latest profile in the Hired! series.  TorranceLearning designs and develops custom training for clients that want to use the internet to deliver their training.  It builds interactive and engaging self-paced training that can be accessed anytime via the intranet or internet.  This enables clients to teach a large number of people who are dispersed geographically or who don’t all need the training at the same time.

Q. What types of positions have you filled within last year?
A. We’ve filled 2 Elearning Course Developer positions this year, bringing our staff up to 8 (one is currently on sabbatical/leave). Elearning Course Developers take a detailed outline for a course (created by an Instructional Designer) and give it the graphics, sound, and interactivity that make it engaging for the learner.

Q. What types of skills required of these positions?
E-learning Course Developers need a combination of creative graphic design and deep attention to technical details.  We use a variety of software packages as a course makes its way through the design and development processes.  Both a working knowledge of the major design software packages and an ability to learn new ones quickly are required of this role.

Our team culture and values are very important to us – attitude & personality as important as technical skills.  We want to hire people who are fun, flexible, hard-working, generous and willing to learn.

Q. What's the top thing you look for in a new hire?
A. We look for some basic skills that demonstrate an aptitude for the job.  The actual software packages or actual work experience/background are less important than the demonstrated ability to pick up the concepts and do the work.  We use some pretty specialized software, and its unlikely to find someone who’s used it before – we’re prepared to train the right job candidate on the specific tools and processes we use.

Q. What's one thing that HR managers look for in a new hire that job seekers should focus on in interviews, resumes, etc.?

Be eager, but not desperate.  I would much rather hire someone who’s eager, interested, prompt, curious, and wants to make sure the job’s as good a fit for him or her as it is for us.  It’s quietly likely that, if someone’s desperate, they’ll take any available job just to have one – regardless of the actual interest in doing the work, finding a good fit, or learning something in the process.  I’ve spoken with candidates who were over-eager, almost to the point of stalking, and that’s a real turn-off.

Michael J. Zwick, president of Assets International, LLC, is our latest "Hired!" profile.  Assets International, based in Southfield, is a licensed private investigation agency that specializes in locating missing heirs and others who do not know that they are the beneficiaries of assets that we locate.

Q. What types of positions have you filled within last year?

A. We created and filled four new positions, an associate in-house attorney, a vice-president of business development and two research analysts. We also hired two new secretaries, one to replace an employee whom we terminated and another assume the role of someone whom we promoted within our company to office manager. We also hired a new research analyst to replace someone whom we terminated.

Q. What types of skills required of these positions?

A. The attorney position required both a legal background and some management experience. The business development position required great organization and people skills. The research analyst
positions required prior experience in database searches and genealogy research. The secretary positions required basic knowledge of Microsoft Office software and people skills.

Q. What's the top thing you look for in a new hire?

A. In most cases, more than practical experience, we look for people who can work well with others and who have dealt with similar people or situations as they will when working for us. For example, we
have two people whose work is almost exclusively obtaining information from government bodies and large corporations and other for-profit entities. One of those people came to us from being a legal secretary at Chrysler while the other worked an office job in the United States Air Force. We hired them for their current positions because they had proven their ability to succeed in the mazes of bureaucracy.

Q. What's one thing that HR managers look for in a new hire that job seekers should
focus on in interviews, resumes, etc.?

A. Most HR managers and hiring officers get hundreds if not thousands of resumes for each position they are filling. Since the skills and experience that the better applicants have may not be so distinguishable, we look for those who will get our attention without being over the line about it.
 

Tom Nardone is president of PriveCo Inc., a Troy, Michigan-based company.  Nardone has expanded his team in the past year and offers Michigan Innovators an insider’s look at what it takes to be hired by the “world’s most private company.” 

Our Q & A with Nardone:

Q. Tell us about PriveCo.

A. PriveCo, The World's Most Private Company, offers embarrassing products in professional shopping environments, online. It specializes in answering questions that are embarrassing to ask and delivery products that are embarrassing to buy.  Every order is processed by our team here in metro Detroit.

Q. What types of positions have you filled within last year?

A. We've hired a copywriter (paid intern), a marketing coordinator (paid intern) and two full time people for our warehouse.

Q. What types of skills are required of these positions?
A. Writing, analytical / marketing skills, manual skills, and reading comprehension

Q. What's the top thing you look for in a new hire?
A. Loyalty / Durability. We look for hires that have worked at another company for a long time, especially if that other company doesn’t seem that great to work for.  We know that this type of person will be happy working here.

Q. What's one thing that HR managers look for in a new hire that job seekers should focus on in interviews, resumes, etc.?
A. I feel that the cover letter is important, but nothing is as important as a stable work history.

Jordan Komoto, HR lead with Ann Arbor-based fuel cell manufacturer Adaptive Materials, kicks off our new "Hired" series.  In his role at Adaptive Materials, Komoto is charged with interviewing candidates for open positions and has some pretty good insider's knowledge on the do's and don'ts of the process. 

Our Q&A with Komoto:

Q. Tell us a little bit about Adaptive Materials

A. Adaptive Materials is the leader in portable fuel cell power. Our systems power a variety of military and commercial applications and run off readily available propane. Our core values of attitude, empowerment, innovation, and growth signify a commitment to cool thinking, organizational and personal advancement, and creative freedom.

Q. What types of positions has your company filled within last year?

A. Mechanical Engineer, Test Engineer, Manufacturing Engineer, Controls Engineer

Q. What are the types of skills required of these positions?
A. Demonstrated experience as a successful product design, process improvement, or test and validation engineer. We look for individuals who have had proven success as an individual contributor in a collaborative environment. We don’t look for followers; we want people who have demonstrated the ability to provide leadership in their field of expertise, without necessarily having served as a manager. As a small organization, we look for individuals who will fit into the small company culture—people who are always willing to lend a hand outside of their job description and break down or simply go around barriers to get the project done.

Q. What's the top thing you look for in a new hire?
A. Confidence, competence, and a willingness to learn. A person may not be the best interviewer, but as long as they can demonstrate they are competent, willing to learn, and confident they can be successful, it will show through in an interview.

Q. What's one thing that HR managers look for in a new hire that job seekers should focus on in interviews, resumes, etc.?
A. Concise results from your previous employment. Don’t just tell us what was in
your job description; we want to know what you were able to accomplish in your
previous position(s).

• take notes and associate them with the instructors' slideware presentation,
• draw on the instructors' slides,
• ask questions of the instructor during the class,
• indicate their level of confidence with the material, and
• respond to a variety of questions. For example, students can answer questions using images; they can establish associations between concepts and ideas, and they can reorder texts, statements and arguments.
• Students can also review their notes and a lecture podcast or video after class.

In this video, Perry Samson talks about the present and the future of LectureTools and how it may save textbook publishing -- by providing an affordable and smart electronic textbook.

After 9/11, the move from onsite trainng to e-learning was natural. There was an economic recession, and the recent terrorist attacks had put an additional, natural brake on travel. One day, an e-Learning customer asked Steve Sadler, CEO of Scate, how his company produced e-Learning materials so quickly. Steve showed him an internal tool, and the customer asked him how much it was. Steve said it was not for sale. The customer retorted it should be.

A light went off, and Steve moved to turn his tool into a product, Ignite, that allowed customers to create their own e-Learning materials. Shortly after, Jeff Holth, currently CTO, joined Scate.

Jeff then picks up the narrative by noting how Scate has continued to expand its offerings, recently moving into social media. Jeff envisions social media as community development around a set of shared ideas and interests.

In future episodes, Steve and Jeff will discuss how they are using social media, particularly a new product, ScreenTweet, to promote their business.

• Create new relationships
• Manage existing relationships

The point of these relationships is to better enable the company's business strategy execution. Thus, Terry begins each client engagement focusing on the following factors:

• The company goals
• A definition of the ideal client
• A definition of the ideal business partner

In the past few years, Terry has been shifting his focus to online as well as face to face strategies. In the next few segments with Terry, we'll be discussing the most used online business network, LinkedIn.

• Small, growing businesses need the skillsets corporate professionals have to offer, but cultural issues prevent matches being made.
• In this buyers' job market, it's up to corporate professionals to sell themselves if they want to transition into a small business.
• In order to do so, corporate professionals need to retool their skill sets in the following ways:
  • First, they need to get a firm grip on the skills they possess and the value those skils can bring.
  • Second, they need to understand that they are no longer just a role player on a larger team but often a one-person band.
  • Third, they need to adapt to the scarcity of financial and other resources often prevalent in small businesses.
  • Fourth, they need to be able to deal with the less well-defined business environment that most small businesses face.

In future installments, we'll cover how the Shifting Gears program helps corporate professionals meet the challenge of retooling their skills.

Facebook is positioning itself as the network that allows people to achieve a balance between professional and social communication. With over 200 Million active subscribers (those who log in at least weekly), Facebook is the 800 lb. guerilla in this rapidly growing area. To effectively present a social business presence on FaceBook, Charlie recommends:

• Have a photo
• Present the human side, not just the business side, of who you are. Draw the line where you are comfortable.
• Make sure to promote your public corporate events there as FaceBook is very viral.

Some things, Charlie recommends you not do with FaceBook:

• Don't create content solely for Facebook. It's invisible to search engines.
• By the same token, don't store photos and other content there that you want to be publicly accessible. FaceBook prohibits access to outsiders.

Finally, Charlie recommends that you gear any FaceBook advertising to a soft sell wrapped in information. People come to FaceBook to socialize, not hear hard core pitches.

• Companies need to go where the audience is and that means social networking sites. As many as one in every three minutes online is spent connected to a social networking site (see Nielsen for estimates as exact figures though significant are elusive).
• Facebook is the 800 lb. gorilla of social media. At the end of March, it had 200 million active users with 100 million users checking it daily.
• In addition to Facebook, there are two other significant networks where businesses should consider their presence:
  • LinkedIn, a business networking site.
  • Twitter, a microblogging site.

• Curve bills itself as a media, marketing, and design firm.
• A key differentiating factor is that the firm is media agnostic.
  • Charlie tells the old joke of a man who gets shot and wanders into a traditional ad firm where they offer him a tv campaign to cure his ills.
  • Curve examines clients' goals, desired audience, and budget before suggesting any of a number of alternatives which may include traditional media or new media.
• Charlie founded Curve after "getting kicked out of every small and large reputable advertising firm in Detroit".
  • Charlie was always on the hunt for new and better ways to do things, a quality that might not fit with an agenda to sell the firm's main product line.

In future segments Charlie will provide Curve's overall take on social media and Facebook in particular.

• Expect the rules as you know them today to change.
• As a result, you need to constantly consider yourself a student.

When I asked him how he learned himself, the answer was quite revelatory:

• Each year after starting work, he set himself a goal of learning one new skill a year.
• He chose the skills based on demand from his clients, thereby ensuring he stayed in touch with the marketplace.
• As his business grew beyond a one-man show, he began to incorporate course work on managing people.

In conclusion, Adrian states that he was lucky to be put in a situation where he was forced to learn. But, the truth of the matter is that he himself made the decision to be in a situation where learning was essential. This strategy might be described as a blueprint for how to succeed in the knowledge-based economy.

• Platforms like Twitter and Facebook are channels for social communication over the web. The social web occurs at the intersection of these channels and might be considered a sort of real time stock market of social communication.
• While Twitter and Facebook are the consensus picks for most popular social media platforms, people's allegiance to platforms is very fluid and changeable.
• Twitter now appears the best platform for engaging new audiences, mainly because it has dramatically reduced privacy restrictions.

With this view, Module takes the following strategic approach to cloud computing:

• Understand the business drivers of potential clients seeking to move into the cloud.
• Determine which, if any, service offerings best meet those needs.
• Create applications that glue those offerings together.