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Most organizations hire on ability and fire on fit By the same token, most employees choose companies on the basis of salary and benefits and quit on the basis of culture and interpersonal relationships Thus one of your main goals in questioning, besides making yourself look interested and attractive, is to determine if the company offers a culture that you can work with There is no route more certain to lead to despair and turnover than bluffing your way into a company whose culture is at war with your own One way to gauge a company s culture is by asking a series of questions and then filling out a company culture survey This culture survey was developed by Empyrean Consulting, Inc, a staffing firm in Dallas, Texas, to help its candidates determine the culture of the company they are considering Empyrean understands that without a good cultural fit, the prospects for long-term satisfaction are reduced At this point, take a few minutes to complete the survey

Ms Regina Lin, President UniFex Corporation 18 Southern Parkway Miami, Florida 09876 RE: Your Ad for a CFO Dear Ms Lin: You re looking at an actual demonstration of the results I can produce for you At PSB, I ve expanded profit margins to 70% How By cutting the cost of purchased goods by up to 25% By cutting the cost of purchased services by up to 38% By rigorously examining every expenditure to ensure maximum value at minimum cost So why not hire me to do for UniFex what I do best I increase margins In fact, as you can see, I can t resist expanding any margin I can get my hands on Sincerely,

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Ms Dianne Williams, President TWI International 850 North Delaware Avenue Philadelphia, PA 09876 Dear Ms Williams:

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Yes, a Chief Financial Officer must be an expert in cash-flow planning and management, financial accounting, the preparation of tax statements, inventory pricing, contract negotiations, sales, and profitability projections and I am But the superior CFO has also produced the following results -- as I have: -Completely restructured business liability insurance to reduce costs by 15% and increase coverage -Solicited, selected, and managed a major lending bank to design cash-management sweep/credit link to maximize overnight investment returns -Cultivated a reliable source of nonbank capital to discount current accounts receivable to finance the acquisition of additional inventory This is simply an overview of my most recent accomplishments It should demonstrate the commitment I make to cost control and heightened return Yes, I am currently employed and would appreciate your confidentiality when contacting me But I will make myself available to meet at your convenience Sincerely,

LETTER 5-115: EXECUTIVE SECRETARY LANGUAGE SKILLS (COMPOSITE LETTER)

y now you should have a list of all your existing content repositories Strategic stores must be combined to form your ECM middleware infrastructure You should eliminate replaceable stores and migrate the content into your strategic infrastructure Tactical stores can be slowly eliminated or maintained indefinitely It is easy to classify which systems are replaceable, but it s more difficult determining which ones are tactical versus strategic The previous chapter covered what a good strategic ECM system should have to be effective If you have an essential content management repository that cannot grow to become a part of your strategic ECM infrastructure through middleware, then you should consider it to be a tactical content repository Ideally, you would replace it with a system that can be strategic ECM However, this is not always an option It may be a highly customized and useful system, and replacement might not be cost effective in the near-term Perhaps the solution has a significant ROI Perhaps it significantly enhances one team s productivity, so much so that the added costs of maintenance are worth it Keep in mind that what systems qualify as strategic ECM is based on many factors, which we covered in 2 These include cost, but also must consider existing integrations, the technical capabilities of the system, and the future potential of the product Whatever you deem is the strategic infrastructure, everything else is either replaceable or tactical The question about consolidation versus federation was covered in detail at the end of s 3 and 4 Briefly, in some cases, it is more cost effective in the near-term for these businesses to leave tactical systems as they are However, keeping these systems around makes the enterprise content management problem a bit tougher to solve You still have problems with finding content, securing it, and ensuring it follows proper records management policies This chapter covers the problems you will have managing content in tactical repositories, and offers some tools and tips for solving those problems.

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