Issue link: http://www.insightdigital.biz/i/68118
the company needs and your ability to fill that need; not what the company can do for you. Companies are looking at each hire from a profit and loss perspec- tive. If a candidate can't demonstrate how they add value, and back it up with quantifiable examples, they are done. Tom Lyga: "Companies today " are mostly using behavioral-based interviewing techniques. I wish more grads would better prepare for the interview by practicing responses to behavioral-based questions, research the company and use that information in the interview, practicing a full-blown interview ahead of time. Finally, they should always follow up with either a handwritten or typed thank you note – dropped off in the mail so it arrives within a couple days – to everyone he or she interviewed with (and maybe even that receptionist who helped you get set when you arrived)." Peter Helander: "It is becoming more evident that most of the students' communication occurs through text messaging. Being able to communicate on a professional level without filler words is important. Be confident, but not overbearing. Communication abilities are huge in our industry, not only talking at the technical level, but being able to help the customer understand the situation at a basic level. with finances, but they need to see themselves as future teachers." Peter Helander: "Many students " What do you wish students would grasp as they transition from college to the workplace for the first time? Jeff Lasee: "I wish they were more aware that companies do not hire people, they buy results. An employer is not hiring you because you have a degree. They are buying your knowledge, time, effort and ability in the form of your work product. They need to leverage this work product for profit or use it to reduce cost. Knowing what the company needs from your work product and over delivering effectively is what sets the top performers apart from the rest. need to be obsessed with quality at this level, and provide great service. They not only need to be good stewards Tom Veeser: "Entry-level candidates " today are joining the workforce with a sense of entitlement. They need to keep in mind that at times they may not always agree with decisions that are made, but they need to keep an open mind to listen to all sides of the topic at hand." Tom Lyga: "There are oſten some unrealistic expectations on how fast they will ascend the ladder or even where in the organization they will start. Some get transfixed on that next big job instead of focusing on performing their current job to the best of their ability. My advice is to bloom where you are planted. Develop your reputation first by having a can-do attitude, focusing on your attention to detail because your initial job will more than likely involve a lot of detail work, and finding your supervisor's priorities and making them yours. Be patient. Become a desired commodity first, then watch for opportunities and get your supervisor' support when the time is right." s LEADERSHIP AS STRETCH AND REBUILDING Presented by Dr. Dale Feinauer, Professor of Management and Human Resources and Wisconsin Family Business Forum faculty liaison, UW Oshkosh College of Business Successful managers need to be able to effectively manage their bases of support within an organization. Learn how to identify these bases. Discuss why it is necessary to push these bases in order to make positive change occur in an organization. Learn how to gauge when a base has been "pushed enough" and how to rebuild support within the bases. The concepts of transactional and transformational leadership are applied to this approach to leadership. Tuesday, June 5, 2012 – 5:00-7:30 p.m. Sage Hall, UW Oshkosh campus Wednesday, June 13, 2012 – 5:00-7:30 p.m. Stoney Creek Inn, 1100 Imperial Ave., Rothschild, Wis. Register online at uwosh.edu/cob/graduate www. insightonbusiness.com June 2012 • INSIGHT | 35 COLLEGEof BUSINESS