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Are you looking for a way to help as many people as possible? If so, you should consider going back to school to become a medical assistant. There are plenty of opportunities available, and you might want to go into administration. Because there are a lot of career paths, it is important for you to […]
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In our fast-paced work lives, it’s easy to get caught up in the hustle and bustle and forget to take a step back and breathe. With deadlines looming and projects piling up, it’s no wonder many of us end up feeling stressed out at work. However, you can do plenty of things to stay peaceful […]
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Most of the exact team is working distantly, but are they nevertheless coming together like a new well-oiled machine? May be the company a cohesive and powerful group supporting operations and even completing projects? Otherwise, a person (especially as a leader) should stop and realize why. You should speak with the team and could need to think involving solutions which are more outdoors of the box.
Taking the very quote âthereâs no ‘I’ in teamâ to a next level, remember of which each team member is usually different and brings some thing to the table. A person should leverage the advantages and balance them along with the weaknesses (like yin and yang). Even fundamental differences such as component of the team function schedule preferences can actually be capitalized on. With regard to example, some individuals may like to come throughout early while some prefer to help work late. If particular business units work exterior the typical hours connected with 9-5 p. m., the main team could readily end up being available for an expanded window to better cater to the businessâ varied job schedules.
In case the team hasnât already been collaborating as much since they could have, simply no time like the current to change that. In the beginning, some associates may really feel out of their comfort and ease zone, but theyâll obtain into a groove finally, the more they work collectively.
Essentially, that team needs to value, trust, and care with regard to each other. Associates want to have meaningful interactions and feel safe articulating their opinions to one of the rest of the party. During brainstorming sessions, you will see valuable perspectives that other folks may not have at first considered. The teamâs relationship and camaraderie can help to make working through those challenging time-consuming problems more controllable.
If some sort of new member joins they will, take that extra hard work to assimilate and help make them feel welcome straight into the team. Or in case someone seems a lttle bit diverted or aloof, question them exactly how they are doing, or perhaps when they need anything. Probably theyâre feeling a little bit burned out delete word questioned. When someone has gone out ill or on PTO regarding two weeks, the relax of the team voluntarily pitches in to protect their workload. Because no one wants to work whenever theyâre not feeling nicely and recuperating. If any kind of of these things occurred to you, wouldnât you are feeling fortunate to be portion of a team the fact that is so supportive with you?
You (as the leader) need towards produce a positive environment favorable for the team, provide any tools that this team requirements to succeed, and recommend for the team! In my opinion that the team may be stronger together, together with in the end, that they will grow and always be successful together.
To find out more on cultivating a good powerful team, follow me personally on LinkedIn !
I read this article by Forbes magazine on the subject of delivering bad news and realized just how many companies fail to follow the steps outlined when they lay people off. I honestly believe the majority of corporations and management teams donât mean to do this incorrectlyâthey just havenât been trained in what it takes to effectively communicate whatâs happening. The result is an angry, vocal group of ex-staff members and a concerned set of clients who wonder if they should look for a new vendor.
Here are the most common mistakes companies make during layoffs:
I once worked at a start-up company that, unbeknown to the staff, was running out of funds. So, one day we walked in and saw at 10:00 a.m. a large group of people got up from their desks and went to the cafeteria for a meeting. The other large group got up and went to the conference room. Each had been sent an email on where to go. When they got to their respective meetings, the cafeteria group was told they were all being let go and to get their things, head home, and the company would be in touch with final pay. The other group was held hostage in the conference room and told they had to stay there until the layoff was complete. Needless to say, the fallout from that experience was significant.
Iâm working with a woman right now whose company announced a layoff five months ago after they were bought out and merged with a larger firm. Absolutely nothing has happened since. She says the staff morale is at an all-time low. People feel paralyzed. They donât want to look for a new job if they donât have to, but they also donât want to walk in one day and find out itâs over. Productivity is down and stress-related illness is up from the fear of the unknown.
I have a friend who worked for a larger privately held company. One day he walked in and learned the company was âcutting expensesâ and laid off 20% of the staff. At the time he thought he was lucky because he kept his job. A month later, news came out that the owner of the company was going through a messy divorce due to cheating on his wife and had been using company funds to support his mistress. The layoffs were a way to save money so he could pay himself more to cover the alimony payments while still maintaining his current lifestyle. My friend found a new job, along with several of his colleagues who couldnât stomach working for the owner after that.
Some companies announce layoffs due to âa decline in salesâ only to show an increase in earnings for shareholders in the same quarter. This sends a very confusing message to the world. You are making more money, so you are laying people off?
The best companies are clear as to why they are laying offâeven if the reason is unpopular. If you feel appeasing shareholders is more important than keeping people employed, then say so. You might catch a lot of heat for your choice, but at least you wonât look like a liar.
âNow that so many companies have conducted layoffs, it appears that HR departments and management teams have decided to scale back what they spend on outplacement programs (a.k.a. career coaching for those affected by the layoff). And, while their lack of effort to help those who have been working for them usually doesnât make the national news, it does spread like wildfire through the social community.
Today, layoff victims have a large platform for tarnishing the reputation of a former employer who throws them out on the street without help: social media. Companies shouldnât underestimate the negative impact failing to give proper resources to layoff victims will have on their reputation.
Some companies donât feel they have to explain their reasons for laying off staff to anyone but those affected. What they forget is that anyone involved with their company is affected! For example, employees that donât get let go have to deal with survivorâs guilt. Itâs not as if they wonât ever see or hear from their former colleagues ever again. So, what should they do? And, no matter how hard you try to hide it, customers will hear about the layoffs. Would you rather they hear about it from a disgruntled ex-employee, or from you personally?
In a time when transparency in business is being demanded, companies cannot afford to ignore their communication responsibilities to all parties involved. Otherwise, you can expect to lose the trust of the very people you need on your side to see through these challenging times for your business.
After the deed is done and the employees are let go, many companies try to rush back to âbusiness as usual.â Well, that doesnât work. Why? Because the layoff fundamentally changed your business so there is no going back to the way it was.
Instead, companies should offer weekly progress reports to show those who are still with the company the ongoing efforts they are making to ensure the decision to lay off workers will in the long run be the right thing for both the business and them. You donât stop the communications until you reach the point where you can show proof of success (i.e. stopped losing money, stabilized budget, etc.). At which point, you announce the new game plan to get the company back to its former glory.
This is by far the most important. Iâm amazed at how many companies let people go and then try their hardest to distance themselves from them. Example: A company I know laid off 2,000 people recently. Not only did they not give them any outplacement services, but they also decided they would not allow anyone at the company to be a reference for those who were let go. As a result, the 2,000 workers had no way to give potential employers a reference to prove they were part of an RIF (reduction in workforce).
The company stated that given the size of the layoff, employers would know about it and wouldnât need references. Well, anyone in HR knows that these days references are very important. The company even went so far as to tell the employees who remained that if they got caught giving a reference, they would be fired. The 2,000 workers were forced to give an automated telephone line where it would verify pay and dates of employment as the reference instead. This created a lot of challenges for those workers who had been with the company for many years since they honestly had no live references they could provide during their job search.
I hope managers who are reading this article tuck it away so they can use it as a guide if the day comes when they need to conduct a layoff. I also hope anyone who has been affected by a layoff passes it along to their management team. Given how little training there is in conducting effective layoffs, we need to get corporate leadership up to speed on the right way to handle such a difficult situation. History shows that companies that manage the delivery of bad news and the need for change effectively are the ones that survive. So, the more senior management teams who read this and opt to follow the guidelines, the better, right? Do your part to educate your leadership teamâsend them a link to this article today!
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So, following up on my previous articles, let us discuss how to organize data governance (DG) for business impact. Yes, emphasis on business impact. Powered and enabled by technology but calibrated based on business use cases of data and the expected ROI. Leverage your data strategy and data management framework and assessment of your data governance maturity to architect the organization.
Data governance is managing data as a strategic asset for business impact⦠We can’t stress this point enough.
The HO of data governance is a strategic business and data leader who can ensure alignment between the architecture and business intelligence teams and the business. Said different, the HO of data governance is not solely a hands-on role; it has a blend of hands-on knowledge of technology and a deep understanding of data analytics but all for the aim of serving as a strategic business interface to maximize the use, access, and acquisition of data for competitive business advantage. The HO of DG is a strategic business leader and has to be able to serve as a unicorn between technology and the business, framing the business problem into data analytics and technology solutions that move the business forward. So while topics like technical metadata, the configuration of tools, file formats, and setting up the data catalog are essential, they aren’t the starting point of the DG leader.
The business usage of data should come first in terms of managing data as a strategic asset. The HO of data governance understands the use cases and how to put CDEs through lineage. The role is not only about setting up the data catalog and file formats for big data but also ensuring the correct data is a gold standard based on business needs and use cases warranting its inclusion in the catalog. It is a strategic and hands-on role but has its implementation teams to make DG a reality. The HO of data governance is responsible for uplifting the maturity levels of data management and the overall function, including the technology as an enabler.
Further, the HO of data governance is a leader that is the steward of the data management framework and ensures that data is uplifted across the lifecycle. I do not distinguish much between the data governance leader, the chief data officer, and the data management leader. These are variations on the same theme, and they are creating much confusion by separating all of these. Also, when the head of the data platform or data warehouse reports to the HO data governance/CDO/data management, it is a maturity multiplier as changes can be made to the data warehouse, and metadata can be more closely aligned between producers and consumers.
We have sub-optimized data governance by making it about the technology and thinking that architecture, engineering, or technology is the primary driving force behind treating data as a strategic asset. These essential functions should be plugged in and reported into the CDO/HO of data governance. The business side of what we govern should be given slightly more criticality than the technology. While I acknowledge that technology is essential, these folks should all hold significant roles. But to make data governance about configuration, engineering, or file formats is a sign of a struggle within the organization; that is why there is such a high turnover in the CDO role itself.
â1. Data Lifecycle Management and Uplift: Includes the data stewards, business owner management, and the data analysts and business analysts that help uplift data.
a. Data lineage and data uplifting efforts are made here.
b. Data dictionary and cataloging efforts.
c. Business glossary for getting standard business verbiage and metrics across the organization.
2. Data Quality: This team creates quality measures and KPIs, and dashboards to provide the monitoring function and works with risk to make sure the proper controls are in place to ensure quality data.
a. The team works with data stewards, data owners, and data custodians to align the data quality measures with the business and technical requirements and considerations.
b. The team works with engineering to create self-service analytics dashboards. It runs fit-for-purpose forums to ensure data stewards know quality issues in each line of business. This team serves as a squad of people who centrally monitor quality and work with data owners and stewards to document quality issues and refer any fixes to a remediation team.
I am often asked what data quality measures are anyway, and I have a start list that I recommend all firms adopt, and they are:
3. Remediations/Information Management Review: This team takes any issues raised by data quality and other functions and manages the fix of any problems or errors throughout the firm. This team may:
a. Make sure errors are fixed at the source.
b. The source of the issue is identified and resolved or minimized.
c. Data that is missing is extracted properly for fit-for-purpose use.
d. Data privacy rules are enforced.
e. Data risk and controls are put into place at the source, stagging, or ETL to ensure errors or issues are addressed.
f. This team reports to data risk and compliance on how issues are being addressed and closed out.
4. Data Risk and Compliance: This is a small team of data risk and protection and legal professionals who maintain a director’s questionnaire with all the identified data risks and how these risks could potentially create problems within an overall enterprise risk framework. This team works with the HO of data governance to co-lead a data risk forum where the progress on addressing data risks is reported. Line of business (LOB) data owners and stewards also sit on this data risk committee.
5. Data Engineering (within DG): I believe this should be a defined separate team reporting into HO data governance/CDO/HO DMO. This squad or tribe or pod contains engineers who specialize in the technology to govern data. They are experts in Collibra, Informatica EDC/Axon. They also help stand up any stagging data areas or pipes to move and manage data. Again, this is a separate team from the team that manages the data warehouse or data operations. It can be the chapter lead or squad leader who manages this team. The expectation should not be that the head of the data governance organization or leader is the same person configuring Collibra or working on file formats or technical metadata. This team should be joined at the hip with the HO of DG to help implement governance and all its sub-activities, including lineage. The HO DG should know how the technology works and evaluate if it serves the team’s needs. However, getting the data in and out of the data governance tool kit is this team’s and squad leaders’ primary responsibility. This is often a missing element in organizational design and talent architectures.
6. Data Management Leader (aka Data Analytics Platform Lead): This is the role where the data analytics platform and engineering team (formerly the BI team) reports to the CDAO/ HO of DG. This allows for much more effective data governance as both analytics and DG are significant clients of the platform. This allows the learning from analytics to quickly be incorporated into DG and the platform. Your data warehouse or big data “platform” should be a living, breathing âbrain.â Connecting the dots across DG and platform helps keep technical metadata up to date and creates a form of rapid cycle learning.
This is my POV on what constitutes a best practice data governance function and team. There certainly can be other variations of this, but this is what I have seen get traction. Let me know what your experience has been with data governance teams. What is the best way to define and organize DG for business impact?
I am looking forward to your thoughts.
Also, I believe some of the best teachers are on LinkedIn and YouTube. I highly recommend George Firican’s data governance course for a good POV on what I consider good data governance. His course can be found here.
One thing that will gain you interviews with your target companies is by talking with more people who are âin the know.â Do this by conducting more interviews of your own.
The informational interview is an effective way to build your network and gather information to move your career forward. Informational interviews can actually be quite fun. Meeting for coffee, or briefly in someoneâs office, takes the pressure off both parties. The job seeker is simply asking for information, guidance, and advice. The person being interviewed is just providing that information and expertise. No one is saying, âPlease give me a job!â And no one is making an offer. Itâs just a chat.
Thatâs rightâthis is not about asking for a job!
Not right away, at least.
As a job seeker, you should hope to get some questions answered relevant to the industry you are in, the company where your interviewee works, and the companyâs competitors. You should ask about good ways to network in the field. Getting names of other professionals to contact for further informational interviews is a great result.
Hereâs how to do it:
Make a detailed list of people youâd like to talk to about the next move in your career. People who have mentored you in the past, people you admire in your field, and people at your target companies are great people to meet with. Anyone who may be able to help you, or knows someone who can help, should go on your list.
Look up your target companies on LinkedIn and see who works there. You can find their contact information easily on their LinkedIn profile. If they donât have a profile, Google them to get their phone number or email address.
Phone messages often go unreturned and inboxes are often full for many professionals. Be persistent, try multiple avenues of communication, or go through a contactâs assistant (but don’t harass them). Be clear that you just want a brief meeting to discuss a specific set of questions regarding their job, company, and industry, and that you are not inquiring about a job opportunity.
Be committed to holding 2-3 informational interviews consistently. Stick to the amount of time that you mentioned when setting up the meeting and donât go beyond it, no matter how tempted you might be! You can always set up another meeting or use additional questions as a reason to stay in touch and build the relationship.
Donât offer it. But, if they ask for it, youâll be prepared. Also, if the topic comes up in conversation, you can ask for advice on how to beef it up. Are there classes you should take? Organizations you might join? Get their feedback on what might make you a stronger candidate.
Ask who they know who might be a good person for you to speak with. Get their contact information. Ask if itâs okay to tell the new connection who referred you.
Do this within 24 hours in the format of your choice. Email is convenient and green. You might be perceived as tech-savvy. Or, you might be looked upon as impersonal. A handwritten note is perceived as more personal by some. Or, on the flipside, archaic. Itâs up for debate and depends on your industry. Just pick one and thank your interviewee quickly.
Connect on LinkedIn and send occasional messages updating the contact on your progress. If you come across any articles that might help them, pass them along. Monitor the company and your contact using Google Alerts. When you discover they have gotten a promotion or have spoken at a conference, be sure to send a congratulatory email. Keeping in touch will help the relationship to grow.
Eventually, the informational interviews you conduct will pay off. Word will spread that you are looking for a new position. People will remember your personality and respectfulness. The relationships you are cultivating will result in a network that is keeping you in mind for when their company is ready to hire. Before long, you will be interviewing for real!
Need more help growing your network or navigating the job search?
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Part Three A: Standing up the Data Management and Governance Teams: Why CDOs Don’t Have More Impact
As we previously discussed, the final step in our five steps to achieving data governance is to stand up the data management organization, including data governance.
As of this writing, I see many industry experts discussing how the chief data officer (CDO) role is struggling to gain traction in many organizations and how the CDO and often the analytics officer have yet to prove the value of the data analytics.
I believe some reasons for this are:
1. Strategic Perspective: Many organizations view data governance (DG) as primarily a tech function, not a hybrid or business-aligned one. While having DG report to tech leadership may work, these leaders must be well-versed in bridging gaps to other functions and are open to receiving organizational business input. If DG is part of tech, it can only be well represented across the organization if tech leaders see DG as a strategic enterprise necessity and an operational activity.
2. Skillsets: In many organizations, with DG and data residing in tech as a siloed vertical, I find the function cared for by only data architects and engineers. While these are essential functions, they cannot drive change, adoption, and business alignment alone. The customers of data governance (e.g. analytics, marketing, etc.) need to be heard by tech leaders with hybrid skills in DG technology and the business applications of data. These leaders with varied skills can drive out an integrated data and data governance strategy and framework.
[There may be other reasonsâplease let me know if there are other reasons.]
What I am about to say may ruffle some feathers, but of all organizational configurations, at least in financial services, and from observing what works and what doesn’t, what works best for any DG program is when the analytics and data functions are under the same leader. This arrangement better aligns the business use of data through analytic insights.
I have seen centralized, hybrid, and decentralized functions. When analytics and business insights are closely connected to DG, there is a continuously reinforced learning loop. I will expand on this in another post. Still, when business needs and analytics teams drive and participate in data governance, change happens faster, and maturity and adoption rapidly increase. This also assumes a mature and well-governed analytics function with business alignment and linkage.
Data Governance is a hybrid function among the business, the data, and the technology teams. Said differently, data is the raw material with value added is transformed into information when you take information and combine it with a business need that becomes knowledge that has a business impact. Data governance and business lines all influence the components.
I’ve written about data management organizations (DMOs) and data governance organizations. What’s the difference? I view data management as the day-to-day work of following the rules and policies set forth by governance by maintaining the data infrastructure. I believe the tight alignment of these functions is achieved if they are in the same team under one head of (HO), either the DMO or HO of data governance. Ideally, have data management (DM) and DG under one HO under the CDAO or have a HO of DG or DMO and HO of data management (a.k.a. HO data analytics platform) as direct reports to the CDAO.
There is a disturbing trend in some organizations to create ever smaller and smaller departments for data quality and governance that is separate from the DMO and the engineering teams that provide the plumbing and tooling to enable data governance. With such diffuse efforts, no wonder data governance teams and CDOs (in general) are not getting the traction they need. The impact is lessened by breaking the functional components down too finely, more handoffs are created, and additional cross-department efforts are required to align and implement all aspects of data governance.
Other industry commentators agreeâthis doesn’t work well in either large or small organizations.
In my next post, I will offer my take on a data governance organization built for impact.
Readers: I’d like to hear your thoughts on this post. Let me know about your experiences with data management and data governance.
Usually are you a parent looking to get back into the labor force after being out regarding five years, a 10 years, or longer? Are you currently striving to change careers entirely? Well, I’m here to help you tell you it is possible to come back to your aged career or start a new new one.
Here’s my greatest tip for parents who wish to return to the staff…
@j. to. odonnell intended for parents trying to obtain in the workforce… @workitdaily @j. t. odonnell #careerhacks #careeradvice #careertiktok #learnontiktok #edutok #parents #parentsoftiktok #parentsbelike ⬠original noise – J. T. O’Donnell
My a single sugestion is to begin small. Go to the local network and see that can hire you. An individual just want to acquire your foot in often the door somewhere. You want to find back out there. Anyone just want to begin working. That alone is proceeding to provide you with some framework, a little pay, together with an opportunity to develop your professional network .
Once an individual do that, people is going to be far more interested on hiring you for your higher-level positions simply because they may see that you’ve eliminated back to operate at some sort of lower-level position just to get back again into the workforce.
Keep in mind that, you will not be in that job very long. But obtaining yourself back in the work flow is the very 1st step in the procedure of speeding up your own career growth so you can have the job you want.
Require more help returning to make sure you the workforce?
I had created like it if you joined up with my FREE community where professionals just like you are learning to turn out to be empowered in their professions so they can ultimately find career happiness and additionally satisfaction. More importantly, I possess tons of resources inside of this community that could help you get ready for your current next job search.
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“What is your greatest achievement?” is an interview question that can trick a lot of applicants. On the surface, it seems like an easy opportunity to show off. So why do so many job-seekers answer it so poorly? This guide will teach you the right way to talk about your greatest work accomplishments in a […]
The post How To Answer “What Is Your Greatest Achievement?” (Samples) appeared first on Career Sherpa.
I’m the first person to admit I’m a control freak. It’s not like I can hide it anyway. If you’ve known me for even a short period of time, chances are you’ve seen me in action. And no, I’m not proud. Being a control freak isn’t a good thing. In fact, some might call it downright annoying.
I used to make excuses for it: “I can’t help it!” I’d say. “That’s just the way I am!”
But, ya know what? That’s not altogether true.
I know when I’m being overly controlling. I feel it. Just like an alcoholic yearns for one more drink, I crave control in any situation. I see myself jumping in, taking charge, directing the flow of traffic. It’s cringe-worthy at times. And yet, I just continue to do it.
So recently, I decided to take control (release control) of the situation by exploring the causes and creating strategies for how I can improve my behavior. If you’re in a similar boat, I encourage you to do the same. After all, being a control freak is even less likable than it sounds.
So, is there a reason for this kind of character trait? (Note: we’re not going to call it a “flaw.” It’s just a thing that could be improved, okay?) Where does it come from?
After a little research (and some self-reflection), I’ve discovered that most control issues stem from a few things.
See if any of the following statements ring true for you:
Obviously, the items on this list aren’t very flattering. Don’t worry; no judgment here.
It’s also pretty easy to see that these issues might cause some problems.
I used to tell myself that being a control freak wasn’t such a big deal. Only, it is. And here’s why:
1. It Can Seriously Damage Your Relationships
Think about it: When you try to control every situation, even if it’s not your intention, others start to worry that you don’t trust them. They also get sick of following your lead. You may notice friends and family starting to pull away from you, getting irritated or exasperated. Or perhaps they’ve simply given up and accepted you’re the one who gets control. That’s not really fair to them and, ultimately, they could end up resenting you for it.
2. It Can Cause You Emotional, Mental, And Physical Stress
And most of the time, it’s completely unnecessary! When we always feel like we have to be in control of the world around us every second of every day, we’re adding a tremendous amount of pressure to our lives. We do it to ourselves and it’s just not healthy.
If you’re a control freak (like me), I have a few suggestions. These come from personal experience so trust me when I tell you they work. They’re not all easy to do, but if you’re dedicated to making a change, this is a great place to start.
1. Let Go Of Your Ego
Take yourself down a notch. You’re great, but so are others. You have to share the spotlight and let others use their skills. Believe it or not, you’re not the best at everything.
2. Delegate To Others
Start small. Train people how to do things if they aren’t familiar. See what it feels like to rely on others to do the work. And enjoy how good it feels to watch them blossom with the added confidence you’ve shown in them.
3. Acknowledge You Can’t Control Everything
Give yourself a break and learn to go with the flow now and again. Once you see everything works out just fine without your intervention, you’ll get more comfortable with the idea.
4. Completely Give Up Control In One Small Area Of Your Life
Make a conscious decision to completely give up control in one small area of your life. Maybe you’ll let others decide what’s for dinner. Maybe you’ll go on vacation without planning a single excursion. Maybe you’ll just take a walk without knowing where you’re going. Whatever you choose, let the circumstances and people around you take the lead. Bite your tongue, sit back, and relax. You’re a passenger. Enjoy the view.
Now, it’s worth mentioning control isn’t always a horrible thing. It’s wonderful to take control at times, show off your leadership abilities and your decisive point-of-view. But there’s a point where it goes too far. Put yourself in check regularly.
And, if you’re constantly being told that you’re a control freak, don’t just write it off as an inescapable character trait. Take a few proactive steps to share the spotlight and hand the reins to someone else. Everyone, even you, will be better for it.
Do you need help taking control of your career?
We’d love it if you joined our FREE community. Itâs a private, online platform where workers, just like you, are coming together to learn and grow into powerful Workplace Renegades. More importantly, we have tons of resources inside our community that can help you enhance your career.
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These days itâs not just your resume thatâs reviewed for your credentials and experience. LinkedIn is now a critical part of your job search as the majority of employers will look for you there.
Your LinkedIn profile is also an important tool and an important part of your job search strategy. Your LinkedIn profile may be promoted on the signature of your email address, your website, your blog, and business cards. It should also be added to your resume as an additional resource employers can go to in order to scope out your experience, knowledge, skills, and connections.
One of the most important things you can do for job search success is personalize your LinkedIn URL. By default, when you set up your profile on LinkedIn, you are given a URL for your public profile that may look like this:
http://www.linkedin.com/pub/firstname-lastname/23654
This URL above is a temporary LinkedIn ID. A temporary LinkedIn ID typically has /pub/ and numbers that follow it. Personalize your LinkedIn URL to something that is more memorable.
For instance:
www.linkedin.com/in/don-goodman-job-expert/
Changing your default public profile URL to a personalized one is simple and takes only a few clicks of a button.
Here are the easy steps you can take to personalize your LinkedIn URL:
You now have a personalized LinkedIn URL that can be used to further promote your experience, knowledge, and skills for job opportunities!
Your new personalized LinkedIn URL should be your name or some variant related to your profession or field of work. If you have a common name, then try to add something that defines you. In my case, there are a number of Don Goodmans so I use “don-goodman-job-expert.”
Keep in mind when creating your personalized LinkedIn URL to make it something timeless. You know using your name is a safe bet and you likely wonât have to make changes to it in the future. While you are allowed to change your URL at any time, LinkedIn will not redirect anyone clicking on an old URL you have created previously.
Creating a personalized LinkedIn URL allows you to enhance your personal brand. It is particularly helpful to use on your resume. Resumes have limitations on the type and depth of information you can offer, so when you can include your LinkedIn URL, employers have the opportunity to learn much more about you through recommendations received, skills and expertise, endorsements, and other information thatâs available on your LinkedIn profile!
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This article was originally published at an earlier date.
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