Home' Trinidad and Tobago Guardian : March 29th 2016 Contents B6
Guardian www.guardian.co.tt Tuesday, March 29, 2016
A leading wholesaler and retailer invites applications from
INVENTORY CONTROL MANAGER
• Stock Control and Monitoring
• Monitoring and assessment of controls
• Monitoring and supervising warehouse staff
• Three (3) years' experience in a warehousing
• Excellent IT and stock management skills
• Good communication skills both oral and written
• Excellent planner with an awareness of lean
• Experience with Microsoft Dynamics Retail Management
System (RMS) will be as asset
Attractive remuneration package commensurate with level
Interested persons should send their applications and re-
Unsuitable applications will not be acknowledged0323083
SERVICE COMMISSIONS DEPARTMENT
ADVERTISEMENT OF VACANCY
Minimum Experience and Training Requirements
Range 15/20: $5,127 -- $6,029/$6,416/ $5,605 - $6,747/$7,232 per month (2013).
The Director of
Personnel Administration, Service Commissions Department:
52-58 Woodford Street
INCOMPLETE AND UNSUITABLE APPLICATIONS WILL NOT BE ACKNOWLEDGED.
Please see the website for details on:
This is one of the most important
networking lessons to understand and
integrate. Thrusting a handshake at a
person we don t know is the second-
best way to meet that person. Being
recommended by a person already cred-
ible to that individual is better.
Networking the Hard Way
I went to speak to a group of under-
graduates, young people who ll be grad-
uating this Spring. One week after my
visit, they were set to attend a
town/gown networking event with a
group of local businesspeople.
"This will be a great opportunity for
you to make some contacts, and practice
your networking skills," I told them.
"I only hope," said one of the stu-
dents, "that the nametags the busi-
nesspeople will be wearing, are large.
If I can read a nametag from across the
room, then I ll be able to quickly deter-
mine which businesspeople will be most
deserving of my networking time."
That observation backed me up -
and shut me up for a moment.
"I wouldn t worry too much about
that," I finally said. "Any businessperson
who has taken time out of his or her
schedule to come and network with you
students is worthy of your time. Every
one of those people will give you a useful
tip or two, and perhaps some ideas or
leads for your job search."
"But," said another student,"I want
to spend my networking time with the
most high-level executives in the room
- not some lady with her own consulting
business or something." I gulped, seeing
as how that description fits me pretty
much to a tee.
"Ah, there s a misconception in your
thinking, I fear," I said. "You guys may
believe that sidling up to the Fortune
500 exec is the most potent networking
you can do. I wouldn t be so sure."
"Why not?" asked a student. "If we
can get five minutes with an executive,
what could be better from a networking
"Here s what could be better," I
replied. "Rather than introducing your-
self to a big-company executive who ll
meet fifty students this year and perhaps
retain a memory of two of them, why
not manage to be recommended to that
same executive, or someone on his staff,
by someone who can get that leader s
ear? Someone who has credibility with
that person, something that you, at this
moment, do not?
"Wouldn t you rather be recommend-
ed to Bill Gates by his best friend, who
has become one of your biggest fans,
than have three minutes of networking
time with Bill directly?"
The students pondered that question.
I guess you re right, they finally said.
It s better to be recommended to a lofty
person by a trusted colleague of his or
hers, than to try to do the promotional
work on your own, from left field.
So, how do we wend our way through
the networking jungle, to the point
where we ll be introduced to people
who can help us?
We do it by letting go of the silly
notion that only certain, lofty so-and-
sos are worthy of our networking time.
We do it by jumping at the chance
to have lunch or coffee with any busi-
nessperson who extends a networking
hand - and by keeping the reciprocity
principle firmly in our minds.
We grow our networks and our fan
clubs by remembering that introductions
are the fuel that allows networking to
happen. We ll never meet, under our own
steam (and wouldn t necessarily want to)
every person who ll be instrumental in
our job search.
We rely on the goodwill of our new
and old friends to make kind introductions
for us, and to tell the people who haven t
already met us why we re worthy of
THEIR time and attention.
"I think I get it," one student said to
me as the workshop concluded. "I ve had
my eye on the wrong networking prize."
Smart young fellow, that!
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