Should You Tell Your Manager You#8217;re Looking for a New Job

Should You Tell Your Manager You8217re Looking for a New Job Should You Tell Your Manager You8217re Looking for a New Job Youve updated your resume. You hadthat new suit tailored. Youve even been in touch with some contacts. Youre ready to start interviewing for a new job.Theres only one problem You havent told anyone at your current job. Should you?Its a difficult decision, one that can have a major impact on your career, andthere are arguments to be made on both sides. Here are four questions that will help you determine whether to be upfront with your current employer or keep your cards close to your vest.1. What Is Your Relationship With Your Manager?In most jobs, your relationship with your manager plays a majorrole in how happy you are from day to day. You might be friends who go out for drinks after work, professional colleagues who interact only in the office, or anything in between. You likely have a good idea of your bosss temperament and might have seen how they havereac ted when other employees have left the company.So, if telling your boss is going to send themoff the deep end and make your professional life miserable until you get that new position, that could be an indication to hold back.On the other hand, if you have a mora open relationship, telling your manager might be the way to go. Then, your boss can serve as a reference, or you may be able to discuss ways that you can improve your current jobso thatyou might not want to leave after all.2. What Is Your Company Like?Similar to gauging your bosss reaction, you have to know how the larger group youre in your team or the company as a whole will take the news. Some companies expect employees to put in a few years before they move on. Others expect a longer commitment. Still others are used to the revolving door of new hires. Where your company falls on the spectrum and how long youve been working there should factor in to your decision.3. What Are the Potential Consequences?When youve deter mined how your boss, your team, and the rest of the company might react, its time to consider what those reactions mean. You should answer this question from both angles What are the consequences if you tell? And what are the consequences if you dont?If you tell themyoure looking, will your boss freeze you out of potentially interesting projects? Will the company start excluding you from team events? If so, it might be wise to refrain from saying anything until your search comes to an end.On the other hand,your boss may realize that they haventbeen helping you reach your fullest potential and start giving you more rewarding work. Likewise, your company may realize your value and offer incentives for you to stay.Theres also the issue of how closely knit your industry is. Is there danger that your boss or someone else in your company could hear that youve applied elsewhere from a company you interviewed with? If so, coming clean early might be the wisest move.4. What Does Your Gut Say ?After careful consideration, you probably know in your heart the right decision. If youre just getting started interviewing and the search isnt serious, then you might feel like you can hold off on sharing the news. If telling your manager will have negative repercussions, then your decision is made.But you might feel like your work is being affected by the secrecy, or you may not want to have to lie about leaving the office earlier than usual to get to an interview. In these cases, being upfront may be the right decision. Despite any other consequences, at least you know everyones on the same page and has full information.After answering these four questions, there is one thing to keep in mind before making your decision You have to look out for yourself. Make sure you do whats in your best interest and whats best for your career. After all, if you dont, nobody else will.Amy Klimek is the vice president of menschengerecht resources at ZipRecruiter.

Airport Emergency Plans (AEPs)

Airport Emergency Plans (AEPs)Airport Emergency Plans (AEPs)Ever wonder how airport emergency operations work? What happens in the moments after a plane crash? Well, airports have a detailed airport emergency plan (AEP) to help everyone deal with the aftermath of an emergency or disaster. A typical airport emergency plan involves several different components and is usually created and implemented by either the airport manager or an emergency response coordinator. Heres a brief description of who is involved in an airport emergency response plan, and how it all works Parties That Might Be Involved in an AEP There are always several parties involved in the creation and execution of an AEP. Here is a list of just a few of the people and groups that help coordinate an AEP Airport Emergency Response CoordinatorAirport managerAirport Rescue and Firefighting Crews (ARFF)Airport security teamAir carriers and other airport occupantsAir traffic controlCommunity emergency management teamsLo cal law enforcementLocal hospitals and other medical teamsLocal or federal mutual aid organizations and relief organizations, such as the American Red Cross and FEMAMedia outletsFAANTSB, in the event an aircraft accident investigation is neededFBI, in the event of an act of terrorism or national security Military agencies, if available Formation of an AEP The creation of an AEP isnt a simple task. First,research must be done to formulate the best plan based on many other plans, such as the citys emergency response plan, local ordinances, OSHA and EPA plans, regional and federal emergency response plans and even individual air carrier plans. Second, an AEP must comply with several regulations from different agenciessuch as OSHA, the FAA and the Department of Transportation (DOT). Then, an analysis must be done to identify hazards of the particular airport involved with the AEP. For example, one airport might be subject to volcanic activity or tornados, while another might be in a high-risk zone for a terrorist attack. Once potential hazards are identified, and a risk assessment is completed, an airport emergency response coordinator can begin to develop plans for specific scenarios. There willbe a different plan for a plane crash, for instance, than for a bomb threat. Drafting an AEP takes multiple meetings with many different groups of people, and multiple revisions before complete. Once complete, AEPtesting can begin. Training,Drills, and Exercises An AEP is always being revised. One of the things thathelpmanagers and coordinators to develop the best possible plan is to practice the plan over and over again, exhausting different scenarios and utilizing all available resources to make sure all parties know their role if an emergency occurs. There are a few different methods used to test the potential success of an AEP Training Training must be in-depth and frequent. There are many people that need to be familiar with the AEP, so generalized training ma nuals and classroom sessions are popular choices for training many people at once. There should also be specialized training for certain groups, depending on the role of each. First responders, firefighters, airport security, and others will need specific training on how to manage injuries,crowd, and the media, as well as how to handle sensitive information while protecting the scene of the disaster. Drills Fires, bombthreats, and hazardous material umgang can all be practiced with frequent drills. Drills typically focus on a single aspect of the AEP, such as how to notify everyone, how to secure the communications process, or how to handle evidence.Exercises An exercise can be either a tabletop exercise, a functional exercise or a full-scale exercise.Tabletopexercise is the most simple, as it merely involves a meeting atmosphere and a discussion of AEP limitations and improvements that could be made.A functional exercise involves a pretend scenario with time constraints and goals f orcompletion but doesnt involve every aspect of an AEP.A liveexercise also called afull-scale exercise, includes a live simulation of an emergency event, such as a plane crash. Full-scale exercises involve many groups, including emergency response teams, the Red Cross, local hotels, firefighters, police, airline operations staff, NTSB investigators, etc.The scope of a live exercise will depend on the requirements of the airport (some airport are required to complete a full-scale exercise every three years), the type of scenario that is being rehearsed and the availability of associated groups. In many cases, its very real, even involving actorsthat pretend to be injured passengers. AEP Elements According to an FAAadvisory circularregardingguidance for AEPs, the elements of an AEP usually include the following A list of the parties involved and the primary responsibilities of each group during and after a disaster.A list of key people that will be notified in the event of an eme rgency, and what each persons role will be.Notification procedures, including methods of communications and the order by which people will be notified.Specific checklists for different scenarios.A description of how and when information will be disseminated to the public, including who will talk to the media and which pieces of information will be released, paying particular attention to sensitive information. A description of evacuation and sheltering techniques, as well as management of local and federal aid resources.Information on how to secure the area, letting people in and out of hazardous areas and sensitive information areas.Guidance for firefighting,health, and medical parties.Instructions on how and when to obtain additional resources, airport equipmentmanagement, and safety.Airport maps, buildinglocations, and airport grounds information.

Surviving and Thriving as a Manager During a Merger

Surviving and Thriving as a Manager During a MergerSurviving and Thriving as a Manager During a MergerThe uncertainty surrounding a sudden merger announcement is commonplace. For legal and competitive reasons, organizations must retain strict confidentiality of deals under development, resulting in a surprising and sometimes shocking announcement to employees.Of course, once the news is public, the number one question on every persons mind is What does this mean for me? While the merger announcement and post-merger integration process between the two firms is filled with uncertainty, veterans of these experiences understand that there are both risks and opportunities in the situation. Before making a rash maneuver and jumping off too quickly, it pays to be patient, assess your opportunities and make an informed decision about your future with the new organization. Why Firms MergeA tremendous amount of money is spent every year by firms acquiring competitors, suppliers, strategic part ners, or start-ups. The rationale for these investment activities typically falls into one of the following categoriesA perceived opportunity for significant cost savings and improved profits based on size and reachImprove control and profitability of supply chain operationsAccess to coveted customers or channels of distribution.Access to talentAccess to new technologiesSome combination of the aboveAll of this access is usually a strategic bet on the ability of the two firms to come together and turn kompetenzprofil into reality. Regardless of the rationale for the merger, producing those targeted benefits is hard work. Managers and employees who are able to help bring the benefits to life stand to prosper. Structure Matters You can answer the question. What does this mean for me? by reviewing your firms historical approaches to these transactions and looking and listening for intentions from senior management. If your firm typically acquires and leaves the acquired company alon e to operate on its own, not much will change for you or your gruppe members. This portfolio approach is typically pursued by organizations categorized as conglomerates or outside investment groups interested in owning a wide variety of companies. While financial oversight and reporting requirements may change, the acquirer will expect the acquired firms management and employees to do what they do best, and drive growth and expected profits. Very little will change for you or your kollektiv members. Alternatively, if your firms history or the acquiring firms track record is to combine operations, it is reasonable to anticipate significant changes as a result of what is termed an integration process. You will work with your new peers to develop and execute the plans required to combine activities and eliminate redundancies and exploit opportunities. While this situation is the most invasive one, remember that the new firm is dependent upon help to bring the expected benefits to life. As uncomfortable as it might feel, actively supporting the integration process is a great way to increase your value and the value of your team members in this new and changing organization. In well-managed post-merger integration activities, teams from both firms are typically assigned to bring operations together. This team environment offers an opportunity for you and your direct reports to shine. The nine tips below offer ideas on surviving and thriving during the post-acquisition integration process. 1) Adjust Your Attitude on Change The words are easy, but to truly optimize your opportunities, you must accept that this is the beginning of a new chapter. The firm you joined and worked for will evolve into something very different, as will your job and the colleagues you work with every day. 2) Accept That Your Role May Be Eliminated It pays to be prepared, but do not assume you have to go out and get a new job the next day or even over the next year. In most (but not a ll) cases, it takes time for the new organization to sort out roles and responsibilities and identify redundant positions. And even if your job is eliminated, many firms provide advance notice and encourage employees to apply for new roles elsewhere in the organization. For some of these organizations, it is common to offer a generous severance package when the termination is a result of organizational change due to the merger. 3) Lead by Example Your team will take their cues from you. If you are frightened, concerned, or if you talk negatively about the process and the career prospects, your team will take on that same persona. Prepare your attitude daily and portray a realistic and helpful perspective to your team members. 4) Offer to Help With the Integration As stated above, the success of the merger in driving cost savings and gaining internal efficiencies or gains in the market requires the active support of employees and managers. Become a problem-solver and a champi on for positive change and you improve your odds of remaining part of the long-term picture. Providing opportunities for your team members to support the work of integration allows them to showcase their skills and strengthen their case for remaining as part of the new firm. 5) Be Flexible It is highly probable that you and your team members will be asked to shed long-time responsibilities and take on new activities as part of the integration process. Treat these as opportunities to learn and grow, and coach and counsel your team members to do the same. 6) Do Not Contribute to the Rumor Mill Coach your employees to steer clear of this eignungly toxic habit. It is always tempting to engage in wild speculation over the future, but it is incredibly counter-productive. Share regular updates with your team members and encourage them to come to you with questions and concerns. 7) Coach Your Employees on How to Navigate Change Just as you have concerns and misgivings about the changes, your employees will feel equally or more vulnerable. Work hard to provide context for changes and strive to involve your employees in solving problems and supporting the cause. They will look to you and your approach to the changing situation for support and confidence. 8) Watch for Signs of the Emerging Culture The acquirer tends to take the dominant role in the post-merger integration, and the culture of this firm will invade your organization. Watch how people in this firm conduct themselves. Do they have strong core values that resonate with you? Are they ethical? Do they seem to enjoy their work? Is this an organization you can see yourself serving and supporting? While the initial period following a merger announcement is filled with uncertainty, it takes time to assess whether this new organization is a good fit for you. 9) Invest in Yourself and Your Team Members While you are actively supporting the merger activities as outlined above, it pays to work on yo ur own time to revive or strengthen your professional network, develop new skills through school or training and prepare for potential separation. Counsel your employees to take these very reasonable and appropriate steps in their own lives. While it is possible you and your co-workers will remain in the new organization for years to come, it always pays to be prepared. The Bottom LineNavigating a merger as a manager and as an employee is a stressful situation. While the tendency as humans is to look at the potential risks and trigger a fight or flight response, it pays to step back, study the situation and offer positive support. For those who adopt this constructive approach, the odds of the merger turning into a very positive career step improve dramatically.