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Top Careers in Two Years

Hospitality, Human Services, and Tourism

Titles in the Top Careers in Two Years Series

1 Food, Agriculture, and Natural Resources

2 Construction and Trades

3 Communications and the Arts

4 Business, Finance, and Government Administration

5 Education and Social Services

6 Health Care, Medicine, and Science

7 Hospitality, Human Services, and Tourism

8 Computers and Information Technology

9 Public Safety, Law, and Security

10 Manufacturing and Transportation

11 Retail, Marketing, and Sales

Top Careersin Two Years

Hospitality, HumanServices, and Tourism

By Rowan Riley

Top Careers in Two YearsHospitality, Human Services, and Tourism

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Includes index.Contents: v. 1. Food, agriculture, and natural resources / by Scott Gillam — v. 2. Construction and

trades / Deborah Porterfield — v. 3. Communications and the arts / Claire Wyckoff — v. 4. Busi-ness, finance, and government administration / Celia W. Seupal — v. 5. Education and social ser-vices / Jessica Cohn — v. 6. Health care, medicine, and science / Deborah Porterfield — v. 7.Hospitality, human services, and tourism / Rowan Riley — v. 8. Computers and information tech-nology / Claire Wyckoff — v. 9. Public safety, law, and security / Lisa Cornelio, Gail Eisenberg — v.10. Manufacturing and transportation — v. 11. Retail, marketing, and sales / Paul Stinson.ISBN-13: 978-0-8160-6896-8 (v. 1 : hc : alk. paper)ISBN-10: 0-8160-6896-8 (v. 1 : hc : alk. paper)ISBN-13: 978-0-8160-6897-5 (v. 2 : hc. : alk. paper)ISBN-10: 0-8160-6897-6 (v. 2 : hc. : alk. paper)ISBN-13: 978-0-8160-6898-2 (v. 3 : hc : alk. paper)ISBN-10: 0-8160-6898-4 (v. 3 : hc : alk. paper)ISBN-13: 978-0-8160-6899-9 (v. 4 : hc : alk. paper)ISBN-10: 0-8160-6899-2 (v. 4 : hc : alk. paper)ISBN-13: 978-0-8160-6900-2 (v. 5 : hc : alk. paper) ISBN-10: 0-8160-6900-X (v. 5 : hc : alk. paper)ISBN-13: 978-0-8160-6901-9 (v. 6 : hc : alk. paper)ISBN-10: 0-8160-6901-8 (v. 6 : hc : alk. paper)ISBN-13: 978-0-8160-6902-6 (v. 7 : hc : alk. paper)ISBN-10: 0-8160-6902-6 (v. 7 : hc : alk. paper) ISBN-13: 978-0-8160-6903-3 (v. 8 : hc : alk. paper)ISBN-10: 0-8160-6903-4 (v. 8 : hc : alk. paper)ISBN-13: 978-0-8160-6904-0 (v. 9 : hc : alk. paper)ISBN-10: 0-8160-6904-2 (v. 9 : hc : alk. paper)ISBN-13: 978-0-8160-6905-7 (v. 10 : hc : alk. paper) ISBN-10: 0-8160-6905-0 (v. 10 : hc : alk. paper)ISBN-13: 978-0-8160-6906-4 (v. 11 : hc : alk. paper)ISBN-10: 0-8160-6906-9 (v. 11 : hc : alk. paper)1. Vocational guidance—United States. 2. Occupations—United States. 3. Professions—United

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v

ContentsHow to Use This Book vii

Introduction ix

Chapter 1 Chef . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1Chapter 2 Caterer. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10Chapter 3 Funeral Home Worker . . . . . . . . . . . . . . . . . . . . 18Chapter 4 Hotel Manager. . . . . . . . . . . . . . . . . . . . . . . . . . 27Chapter 5 Massage Therapist. . . . . . . . . . . . . . . . . . . . . . . 36Chapter 6 Recreation Worker . . . . . . . . . . . . . . . . . . . . . . . 44Chapter 7 Travel Agent . . . . . . . . . . . . . . . . . . . . . . . . . . . . 52Chapter 8 Food and Beverage Manager . . . . . . . . . . . . . . . 61Chapter 9 Retirement Home Manager . . . . . . . . . . . . . . . . 69Chapter 10 Event Planner. . . . . . . . . . . . . . . . . . . . . . . . . . . 78

Appendix A: Tools for Career Success 87

Appendix B: Financial Aid 95

Index 105

vii

How to Use This Book

This book, part of the Top Careers in Two Years series, highlights in-demand careers for readers considering a two-year degree program—eitherstraight out of high school or after working a job that does not require ad-vanced education. The focus throughout is on the fastest-growing jobs withthe best potential for advancement in the field. Readers learn about futureprospects while discovering jobs they may never have heard of.

An associate’s degree can be a powerful tool in launching a career. Thisbook tells you how to use it to your advantage, explore job opportunities,and find local degree programs that meet your needs.

Each chapter provides the essential information needed to find not justa job but a career that fits your particular skills and interests. All chaptersinclude the following features:

$ “Vital Statistics” provides crucial information at a glance, such assalary range, employment prospects, education or training needed,and work environment.

$ Discussion of salary and wages notes hourly versus salaried situationsas well as potential benefits. Salary ranges take into account regionaldifferences across the United States.

$ “Keys to Success” is a checklist of personal skills and interests neededto thrive in the career.

$ “A Typical Day at Work” describes what to expect at a typical day onthe job.

$ “Two-Year Training” lays out the value of an associate’s degree for thatcareer and what you can expect to learn.

$ “What to Look For in a School” provides questions to ask and factorsto keep in mind when selecting a two-year program.

$ “The Future” discusses prospects for the career going forward.

$ “Interview with a Professional” presents firsthand information fromsomeone working in the field.

$ “Job Seeking Tips” offers suggestions on how to meet and work with people in the field, including how to get an internship or apprenticeship.

$ “Career Connections” lists Web addresses of trade organizations pro-viding more information about the career.

$ “Associate’s Degree Programs” provides a sampling of some of the bet-ter-known two-year schools.

$ “Financial Aid” provides career-specific resources for financial aid.

$ “Related Careers” lists similar related careers to consider.

In addition to a handy comprehensive index, the back of the book fea-tures two appendices providing invaluable information on job huntingand financial aid. Appendix A, Tools for Career Success, provides generaltips on interviewing either for a job or two-year program, constructing astrong résumé, and gathering professional references. Appendix B, Finan-cial Aid, introduces the process of applying for aid and includes informa-tion about potential sources of aid, who qualifies, how to prepare anapplication, and much more.

How to Use This Bookviii

ix

IntroductionLet’s not mince words: America is a service nation. Anyone who hasever walked through a mall or visited Times Square can attest to this. Ac-cording to the figures from the National Restaurant Association, the foodservice industry alone is projected to generate $537 billion in 2007. Thisamount translates into roughly 12.8 million jobs, and this figure is ex-pected to grow as the population increases along with their demands forgood food and service.

As you probably gathered from the front cover, this book focuses onemployment in the hospitality industry. Just by glancing at the variety ofdifferent jobs featured in this volume, you can see that the hospitality in-dustry is an expansive field that incorporates a number of managerial andcreative jobs—from food and beverage manager to massage therapist to fu-neral home worker.

Each occupation requires a different set of skills, but a love for people isthe thread that stitches the hospitality industry together. Hospitality is fun-damentally about serving people and making their lives a bit brighter,whether it is by preparing an incredible meal for someone planning a cou-ple’s honeymoon—or helping a family get over the loss of a loved one. Theindustry is filled with a diverse array of jobs that can affect people’s lives ina positive way. So if you have an upbeat personality and enjoy interactingwith people, this may be the field for you.

A Booming IndustryToday’s job market is far different from that of our parents’ generation.Most of the traditional blue-collar jobs that once dominated the Americanworkforce have long been replaced by advanced machinery, and many in-dustries have taken a hit as a result. By contrast, more opportunities existfor employment in the hospitality industry than ever before. With so manyplaces and venues to visit and spend money in North America, it is easy tosee why the hospitality industry is one of the best fields in which to findlong- or short-term employment.

Steven C. Anderson, president of the National Restaurant Association,reports, “The restaurant industry will enter its 16th consecutive year of realgrowth in 2007 and will have a total economic impact that will exceed$1.3 trillion.” The restaurant sector is not alone. Hotels, spas, cruise ships,theme parks, and retirement communities are all experiencing tremen-

dous growth, and according to the U.S. Bureau of Labor, the aging-servicessector of the hospitality industry is said to be the fastest growing sector inthe economy.

The Skinny on the FieldMany hospitality jobs are found in bright and breezy settings, such as re-sorts, spas, and hotels, but this doesn’t mean that there isn’t a lot of responsibility involved. Travel agents can make up to 230 calls a day, butas Jane Emery at Aspen Ski Tours puts it, “The genuine thanks I get forhelping people makes it all worth the while.” This sentiment is echoed byalmost everyone working in the hospitality industry. Any job that in-volves a lot of human contact is bound to be stressful at times, but, ulti-mately, the satisfaction of helping others far outweighs the occasionaldifficult days.

There are a lot of opportunities in this industry that focus on travel andleisure, of course, but there are also jobs that involve caring for the elderlyand even helping with the deceased. Funeral directors, recreation workers,retirement community directors, and massage therapists often have the dif-ficult but highly rewarding task of comforting others during times of phys-ical or emotional duress. Though this may not seem as appealing asworking at a luxury hotel or spa, helping others in need can be deeply sat-isfying. When an elderly person passes away in a retirement community, itis often hard on the staff, but the intimacy of helping a resident address aproblem or comforting a family member generally outweighs the grief.Those working in this area report extreme job satisfaction.

Despite what it may seem, more than just people skills are needed tomake it in the hospitality industry. Many such jobs require managementskills and a certain business savvy. More so than many other industries, thehospitality field is filled with self-employed go-getters planning to open uptheir own inn, restaurant, funeral home, or catering company. Running abusiness, however, can be overwhelming, which is why it is particularly im-portant for entrepreneurs in the hospitality industry to be highly organizedand efficient with their time and energy. Studying business and takingmanagement classes also helps. According to the College Board, businessmanagement and marketing was the second most popular degree in the2003–2004 academic year. Of course, business savvy will come in handy,regardless of the career you pursue.

In addition to business smarts and people skills, many positions in thefield require employees to be creative and fast on their feet. Event plannersdesign the lighting and music for a party, while executive chefs spend hoursexperimenting with spices and creating new and exciting menus. Even a re-tirement home manager’s job requires a certain degree of creative authority.Outsiders may not realize this, but there is an art to designing lively, engag-

Introductionx

Introductionxi

ing environments for our elders’ adoptive communities. The bottom lineis: There is rarely a dull moment in the ever-expanding hospitality industry.

The Associate’s Degree LowdownOkay. Enough with the sales pitch. Assuming that you’re interested in thehospitality industry, let’s prepare you for your new career. You probablyhave heard this plenty of times before, but it’s worth repeating: An educa-tion is the best way to get ahead in any field. Nowadays degrees are a pre-requisite for most jobs. However, this doesn’t automatically mean youneed to endure four more years of schooling. Happily, a growing numberof people are discovering that associate’s degree programs offer quality, af-fordable education not just for hospitality but for a wide range of majors.

The degree typically takes only two years to complete, and it includeshighly specialized courses that prepare students for the job market. It alsomeans a bump in earnings power. High school graduates with no sec-ondary education earn an average weekly salary of $583, according to U.S.Census Bureau data, while associate’s degree holders make an average of$670 per week—that’s nearly 15 percent more every year.

Given the salary increase and the improved quality of jobs that are avail-able to two-year graduates, it is not surprising that a growing number ofstudents are enrolling in associate’s programs. The U.S. Department of Ed-ucation estimates that by the end of 2005, more than 6.1 million studentswill have enrolled in degree-granting two-year institutions. That’s morethan 40 percent of all the college students in the United States. But theseadvantages are not the only reasons two-year programs are looking moreand more enticing.

Associate’s versus Bachelor’sYou may enjoy hitting the books and participating in classroom discus-sions, but no one enjoys spending $40,000 a year to do so. This, of course,is what some four-year colleges cost these days. Associate’s degree programsoffer students a quality education without the expense of a four-year de-gree. The average tuition at a public two-year college is $2,191—roughly theequivalent to a typical tax refund. In contrast, private four-year schools areoften prohibitively expensive. In 2006, for example, the estimated cost ofattending Princeton University as an undergraduate was $45,500 a year.

Clearly the price tag is more attractive at a two-year college, but whatabout the education? There’s no denying that a bachelor’s degree providesa very thorough education. However, if you have an idea of what career areayou want to pursue, you’re eager to get the training you need for a good job,and you want to do it without spending buckets of money, then an associ-ate’s degree program can be an excellent choice.

“A four-year degree is a ticket to get in line for an oversold airplane,”says Kenneth C. Gray, a professor of workforce education and developmentat Penn State University. But for two-year degree holders, “there’s moreseats on the airplane than people holding tickets.” Though Professor Graymay be overstating his point, the number of four-year degree-holders hasrisen sharply over the past decade. All of this competition means finding agood job after college has become increasingly difficult. According to theU.S. Bureau of Labor Statistics, a shocking 43 percent of four-year collegegraduates are underemployed.

Quite often bachelor’s degree students lack the technical training neces-sary for their line of work. Four-year college graduates may know their Eng-lish literature or ancient history, but that doesn’t come in handy whenapplying for most jobs. In contrast, associate’s degree students hone in oncourses that are tailored to their career interests, which ultimately makesthem well prepared to compete in today’s marketplace.

What’s more, associate’s degree programs cover a broader array of careerprograms. Students can now obtain an associate’s degree in just about everycareer field—from medical engineering to e-mail commerce and nanotech-nology, not to mention all of the hospitality-related degrees that are cov-ered in this book. For many jobs that require advanced study, an associate’sdegree turns the key to a lucrative, long-term professional career.

As for what particular associate’s degree program to pursue, hospitalitystudents should realize that there are a variety of specialized degrees avail-able. Two-year college counselors and advisors can help students deter-mine what hospitality degree program is the best match for their interests.A general hospitality management program, however, will prepare studentsfor a broad range of hospitality careers. Typically it will include instructionin the following fields: travel and tourism, hotel and lodging facilities, foodservices, and recreation. A good hospitality program will also prepare stu-dents for the business side of the industry. Marketing strategies, accounting,industry policies, business management, and regulation procedures are anecessary part of most hospitality management programs.

And if you decide down the road that you want more formal education,associate’s credits can usually be transferred to four-year colleges. Thismeans any student who decides to head back to school for a bachelor’s de-gree should be able to carry over credits they’ve already earned. In fact,many students initially enroll in an associate’s degree program as a way oflowering the cost of a bachelor’s degree. If you think you might be inter-ested in pursuing this strategy, be sure to check the specifics for any schoolyou are considering.

Schools that Work for Your SuccessFor students who face the real-world challenge of juggling jobs while they at-tend classes, two-year colleges offer the added benefit of flexibility. Classes are

Introductionxii

Introductionxiii

held at times that accommodate students who hold day or night jobs. And forthose who have obligations at home, associate’s degree classes are even taughtvia the Internet. While associate’s programs are designed to be finished withintwo years, most schools are willing to provide extra time to part-time students.Such students will also feel comfortable in a two-year environment. At com-munity colleges, unlike at many four-year schools, part-time students are amajority; they don’t face a stigma for their part-time status. Sixty-one percentof community college students are enrolled part-time, according to a 2004survey by the Inter-Postsecondary Education Data System (IPEDS).

One of the great features about associate’s degree programs is that ad-mission is not overly competitive. Students are admitted from a wide rangeof academic backgrounds, so someone who did not place in the top quar-ter of a graduating high school class could be accepted and even excel at atwo-year associate’s program. In addition, most community colleges oper-ate under an open-admission policy, which means that anyone with a highschool diploma or GED can enroll, regardless of prior academic status orcollege entrance exam scores.

Although some state university systems offer associate’s degrees, com-munity colleges (also known as technical colleges, county colleges, or citycolleges) are the most popular source for an associate’s education. Morethan 486,000 associate’s degrees were awarded to community college stu-dents in 2006. Junior colleges, which are private two-year schools, alsooffer associate’s degrees.

Campus LifeEven with plenty of part-time students, community colleges offer theirshare of clubs and events, and many boast strong athletic departments. Insome cases, students have gone on to play for major colleges or the pros.And though community colleges may not have a surplus of toga parties, 20percent of two-year colleges do offer housing and cafeterias, gyms, andother facilities. Associate’s degree programs also provide students with anopportunity to expand their cultural horizons. There is a tremendousamount of ethnic and cultural diversity on most campuses.

In addition, most associate’s degree programs offer invaluable “hands-on” experience. Associate’s students often have an edge over other studentsbecause they have either worked on-site at actual businesses or performedpractical exercises in the classroom. For example, culinary students at John-son & Wales University have over 41 specialized kitchens at their disposal,as well as a university-affiliated Radisson hotel in which many of the stu-dents work. In addition, every semester they put their kitchen skills to thetest by competing in national and intracampus culinary competitions.

This sort of real-world experience is fast becoming a prerequisite forlanding an entry-level position, and many internships and apprenticeshipslead directly to full-time employment.

Can I Afford It?When it comes to the question of whether you can afford to lay out themoney for even a two-year program, the answer is: You certainly can. Notonly is an associate’s degree the least expensive degree in town, most schoolsoffer financial support. The College Board reports that grant aid averagesabout $2,300 per student for those attending two-year public colleges. Note that in order to receive federal financing for its students, the schoolmust be accredited. (To view the official list of accredited institutions go tohttp://www.ope.ed.gov/accreditation/index.asp.) Two-year students whohope to receive aid are typically required to file the Free Application for Fed-eral Student Aid. Lenders such as SallieMae (http://www.salliemae.com)and U.S. Bank’s CampUS Education Loan (http://www.usbank.com) alsooffer specialized private loans for those attending two-year schools.

Finding the Right FitSo now you know that 1) the job prospects in the hospitality industry arehigh, 2) an associate’s degree can get you where you need to go, and 3) thereare multiple ways for you to pay for the degree. The rest of this book is de-voted to 10 specific careers within the hospitality industry. You will learn allthe nitty-gritty details of each job as well as the benefits. In addition you’llalso be given tips on how to find a good school and break into each career.

As you read on, you’ll see that jobs in the hospitality industry overlap orshare similar responsibilities. This is probably true of most industries, be ithospitality or technology. You’ll also see that each of the 10 chapters is de-voted to one profession. The selection of professions is by no means ex-haustive, but it does provide a well-rounded look into the hospitalityindustry. If you like what you read about a job, you might want to also con-sider the related careers listed at the end of each chapter. And for those whodon’t quite know where to begin, each profile also features a varied list ofinstitutions with strong associate’s degree programs to help you get a jumpstart on your research. A list of associations is also provided so that you canstart a personalized job search.

What’s most important to consider when reading this book is the set ofskills and abilities necessary for each job. The more informed you are abouta given career, the better your chances are for success at it.

The first chapter in this book looks at the day-to-day life of a chef, a jobthat everyone knows and loves. Many people aspire to be a chef, but as youread, you may find that the hours and the pressure of being a chef and ofbeing “on” all the time might be too much for you. While reading thisbook, keep your interests and your lifestyle in mind at all times. Are yougood at listening to people and giving counsel? Then you might like the jobof a funeral director. It is important to be open to all ten jobs mentioned.Not only will you learn something new about each profession, you alsomight learn something new about yourself.

Introductionxiv

Top Careers in Two Years2

Vital StatisticsSalary: The yearly salary for all full-time chefs averages $30,680, ac-cording to 2006 data from the U.S. Bureau of Labor Statistics.

Employment: The restaurant industry is the nation’s largest employeroutside of government. Chefs and food-service workers account fornearly 3.1 million of the 12.2 million people that work in the industry,according to the National Restaurant Association. Employment of chefsis projected to increase about as fast as the average for all occupationsthrough 2014, according the Bureau of Labor Statistics.

Education: An associate’s degree in the culinary arts is an asset for any-one who wants to advance in the field. Those who dream of owning theirown restaurant should consider schools with programs in food servicemanagement.

Work Environment: Chefs work in the kitchens of restaurants, hotels,casinos, factories, schools, or even private homes.

On television, Martha Stewart hardly breaks a sweat while preparing pis-tachio-encrusted salmon with a truffle-infused soufflé, but the truth is thata Herculean effort is needed to prepare even one of these dishes. Nowimagine you’re a professional chef and you have to cook 10 orders in lessthan an hour.

Being a chef is by no means as easy as Martha or the Food Networkmake it look. The hours are long, the work is physically demanding, andthe atmosphere is high pressure, but the thrill of watching 30 smiling cus-tomers savor one of your meals makes it all worth the while.

The rise in population, wealth, and two-income households has createda booming restaurant industry. According to the National Restaurant Asso-ciation, the food service industry generates $476 billion in business peryear, and these numbers are expected to grow through 2016. With suchsteady employment figures, chefs won’t be going hungry anytime soon.

To the casual diner, a chef’s responsibilities may appear simple: Theycreate recipes, estimate how much food is needed, prepare food, and di-rect their fellow kitchen workers. Though this is an accurate assessment ofthe job, it doesn’t even begin to describe the excitement, pressure, anddanger (yes, danger) of being a chef. In Heat, Bill Buford’s dazzling bookabout his volunteer efforts in the kitchen of one of New York’s greatrestaurants, the author describes how he singed the hair off his arms

Chef3

grilling fish. Yet by the end of his stint in a bustling restaurant’s kitchenhe grew addicted to the rush that would come from being “hammered”with orders.

The number and types of chefs in the kitchen usually depend on thesize and quality of the establishment. However, all restaurants employ anumber of less-experienced cooks, known as food preparation workers.They are in charge of chopping the vegetables, trimming the meat, stirringsauces, monitoring oven temperatures, and keeping work areas clean.Larger establishments also employ line chefs, sometimes called assistantchefs, who manage a specific station. Their title usually indicates what theycook; e.g., pastry chef or fry cook.

At the highest level, there are sous-chefs and executive chefs. Since mostexecutive chefs are required to spend a great deal of time in the office, thesous-chef takes command of the actual production of food as well as theminute-by-minute supervision of the kitchen staff. Although they don’thold as much creative power as the executive chefs, sous-chefs are often theones who pick the daily specials. Executive chefs design the menu, orderthe food supplies, coordinate the kitchen staff during the day, and directthe preparation of meals.

Keep in mind that chefs work in a variety of settings. Cruise ships andbanquet halls employ chefs on a seasonal basis, and recent years have seena resurgence of private chefs who prepare meals in private homes accordingto their client’s tastes or dietary needs. An abundance of jobs await futurechefs, particularly in concentrated, metropolitan areas. So if you like tocook and you can thrive in high-pressure environments, the culinary worldmight be the place for you.

On the JobIt’s more than fair to say that chefs have a lot on their plate. Not only arethey under constant pressure to prepare meals quickly and to the cus-tomer’s satisfaction, they also have to coordinate with one another to en-sure that an entire table’s meals are ready at the same time. And becausechefs spend their days lifting heavy pots and jumping from hot stoves toburning grills, injuries often arise. Aspiring chefs must be prepared for theoccasional cut, burn, slip, or fall.

Most chefs would agree that the most challenging aspect of the job isthe hours. Like doctors, chefs often work late nights as well as weekendsand holidays. Although the job does not carry quite as much responsibilityas that of a heart surgeon or neurosurgeon, anyone who knows the TV se-ries Top Chef or Hell’s Kitchen has an idea of the pressure involved in devel-oping unique, crowd-pleasing dishes and churning them out at lighteningspeed. At fine-dining establishments, where recipes take months to developand all day to prepare, chefs often work 12-hour days.

For those interested in part-time or seasonal work, the good news is thatthe high turnover rate coupled with the high volume of employees neededto operate a kitchen creates plenty of part-time work opportunities. In ad-dition, chefs employed by schools usually work during the school yearonly, and resort chefs are usually offered seasonal employment.

As for benefits, policies vary. According to the Bureau of Labor Statistics,many chefs and food preparation workers who work full time receive typi-cal benefits, but part-time workers usually do not. In some large hotels andrestaurants, kitchen workers belong to unions.

“I learned more from the one restaurant that didn’twork than from all the ones that were successes.”

—Wolfgang Puck, celebrity chef and restaurateur

z Keys to SuccessTo be a successful chef you should have$ high energy and strong teamwork skills$ an excellent sense of taste and smell$ upper-body strength for lifting heavy pots and pans$ a willingness to work long hours$ a love for food

Do You Have What It Takes?Culinary passion and the ability to work well with others are the twomost essential ingredients to becoming a good chef. During those stress-ful dining hours when you’ve been thrown a dozen orders and one ofyour stoves is down, a love for food and a solid cooking crew is what getsyou through the day. Creativity is also key. People often forget that cook-ing is an innovative art, and one that requires you to be skilled in the artand aesthetic of food presentation. Just as creativity is awarded, so too isstrong business acumen. Executive chefs and restaurant owners are incharge of billing, inventory, and staff management, so it helps to have agood head for figures. Finally, personal cleanliness and organization arealso essential as most statesrequire health certificates from restaurantsand subject them to inspections.


Chef5

A Typical Day at WorkTop-level chefs at large or upscale establishments typically arrive at 8 a.m.to turn on the ovens and go through the refrigerators examining the pre-vious day’s leftovers. After checking reservations and establishing howmuch food needs to be prepped, chefs start arranging their staff’s dutiesfor the day and ordering any missing ingredients. Head chefs occasionallylend a hand in the kitchen, but in general, it is the sous-chef’s job to over-see food preparation. If they have some free time, a good head chef inter-acts with his staff and might even cook the staff a small breakfast. Justbefore noon, head chefs consult with the manager and tell servers aboutthe day’s lunch specials. Once customers start to arrive, things get hectic.Chefs often have to season meats for that evening’s dinner menu, whilecooking the lunch orders. The beauty of it all is that just when the restau-rant starts to empty for lunch at around 3 p.m., head chefs get to repeatthe whole process for dinner.

How to Break InIf you demonstrate leadership skills and an eagerness to learn new cookingtechniques, you will move up fast. Many budding chefs start out as short-order cooks or food preparation workers because these jobs require littleexperience or training. Internships are also a great way to break into thefield. For high school students, vocational schools usually offer culinarycourses that start with kitchen sanitation and continue with basic trainingin preparing food, such as slicing and dicing methods for meats and veg-etables, and basic cooking methods, such as baking, broiling, and grilling.For those working on associate’s degrees, it is a good idea to work as a foodpreparation worker in a distinguished kitchen. Most culinary programs willgive students academic credit for internships and other work experience.

Two-Year TrainingCulinary training has grown from a handful of schools in 1970 to morethan 1,000 two-year culinary programs today, many of which offer coursesin restaurant and hospitality management in addition to the culinary arts.Associate’s degree holders in the culinary arts usually start out in chef posi-tions and land jobs in better restaurants. If you enroll in a two-year associ-ate’s program, you’ll spend most of your time in kitchens learning toprepare meals by practicing. You’ll also learn good knife techniques, safefood-handling procedures, and proper use and care of kitchen equipment.

Advanced courses include nutrition, menu planning, personal hygiene,portion control, purchasing and inventory methods, proper storage proce-dures, and proper use of leftovers. Many two-year programs also offer train-ing in food service management, accounting, and inventory software. If youare interested in starting your own restaurant one day, these courses couldbe instrumental to your success.

Associate’s degree programs also offer special training in areas such asbanquet and buffet services and culinary styles from around the world. It isa good idea to select an area of expertise, particularly if you want to work atan upscale restaurant or are interested in entree preparation (the mostsought-after work). If you are thinking of specializing in a geographicallyspecific cuisine, such as Ethiopian, Spanish, or Japanese food, it is ab-solutely essential that you take special training in that area.

Competition to become an executive chef or head chef is stiff. Not onlydo you have to demonstrate exceptional talent and creativity, but you alsohave to possess the vision and personality that inspires financing. Associ-ate’s degree programs will provide you with the confidence and experienceneeded to run a kitchen or even open your own restaurant.

What to Look For in a SchoolBe sure to ask these questions when considering culinary programs:

+ Is the school certified by a recognized accrediting commission, such asthe American Culinary Federation?

+Does the school have state-of-the-art equipment and facilities?+Has the school established internship programs in leading local

restaurants and hotels?+Have many of the students won regional or national culinary awards

and competitions?+Does the school offer classes and programs in your specific area of

interest, such as French cuisine or seafood cooking, upscale or casualdining?

+ Some schools stake their reputation on several famous teachers. Doany associated “celebrity” chefs actually teach at the school?

The Futurenation’s obsession with marketing and packaging has given birth to an ex-citing new culinary career—the research chef. Hired by food companiesand chain restaurants, these chefs use their knowledge of cooking and sci-ence to develop recipes, test new formulas, and experiment with the flavorsand eye appeal of prepared foods. Another blossoming specialty is nutri-tion-focused cuisine. In response to the nation’s obesity problem, many


Chef7

restaurants and companies are avoiding fattening or artificially flavored in-gredients, opting instead for organic or dietary dishes. In the coming years,expect to find more nutritionists and “green” chefs in our kitchens.

Did You Know?Many chefs are late bloomers. Julia Child didn’t start cooking until she was32 years old. “Up until then,” she famously declared, “I just ate.”

Interview with a Professional: Q&AJohn De CoursyChef, Blue Ribbon, New York, New York

Q: How did you get started?

A: I bought the Moosewood Cookbook when I was nine years old andmade a carrot cake from scratch. Aside from a paper route and a four-yearstint in the navy, I’ve been working in restaurants in some capacity (dish-washer, waiter, bartender, prep cook, line cook, sous-chef) since I was 13years old. I also attended a culinary school, L’Academie de Cuisine, andgraduated with distinction.

Q: What’s a typical day like?

A: After some coffee, I head in for my 12- to 14-hour shift and check whatfood has or has not been delivered so I can develop a special or two. Then Ihelp prep, expedite and cook, and I enjoy the rush. Afterward, I usually re-view tomorrow’s menu.

Q: What’s your advice for those starting a career?

A: Keep your head down, stay focused, smile a lot, and work as hard as youcan. Don’t cut corners, and always try new things. Experiment. Don’t getweighed down by cutthroat competition in the kitchen—do what youknow is right.

Q: What’s the best part of being a chef?

A: Certainly not the hours or working holidays, but other than those,everything. I love cooking a good meal for customers (as well as my fam-ily), meeting new people, experimenting with new foods, and, above allelse, appreciating the kitchen as the heart of the home.

Job Seeking TipsFollow these tips for chefs, and then turn to Appendix A for help on ré-sumés and interviewing.4 Develop a culinary area of expertise, such as French, Japanese, or or-

ganic cuisine.4 Take a part-time job or internship at one of your favorite restaurants.4 Establish contacts by joining an association, such as the National

Restaurant Association. 4 Practice, practice, practice! Cooking for friends and family is fun and

an excellent way to develop new dishes and work on your technique.

Career ConnectionsHere are some organizations that can provide further information aboutthe field.

The National Restaurant Association http://www.restaurant.orgNational Restaurant Association Educational Foundationhttp://www.nraef.orgStarChefs http://www.starchefs.comCookingSchools.com An online cooking school and culinary careerdirectory. http://www.cookingschools.com/careers-jobs

Associate’s Degree ProgramsHere is a short list of well-respected schools for culinary advancement:

Western Culinary Institute, Portland, OregonNew England Culinary Institute, Montpelier, VermontJohnson & Wales University, six U.S. campusesSaint Paul Community & Technical College, St. Paul, MinnesotaMountain State University, Beckley, West Virginia

Financial AidHere are a few culinary scholarships. For more information on financial aidfor two-year students turn to Appendix B.

Future Culinarian of America Scholarship Foundation http://www.culinarian.orgJames Beard Foundation Scholarship Program http://www.jamesbeard.org/scholarships/index.shtml


Chef9

The Culinary Trust Scholarship Program http://www.iacpfoundation.com/html/scholarships.html

Related CareersCaterer, maître d’, research chef, nutritionist, dietician, culinary professor,restaurant owner, restaurant manager, and casino or hotel food-servicemanager.

Caterer

Caterer11

Vital StatisticsSalary: Median annualized earnings for related workers are $30,680,according to the U.S. Bureau of Labor Statistics.

Employment: Catering is one of the fastest-growing segments in thefood industry. Jobs are plentiful, but so too is the competition. Jobs areforecast by the Bureau of Labor Statistics to increase about as fast as theaverage for all jobs through 2014.

Education: To advance in the catering field, seriously consider attendinga two-year program at a culinary school with courses in hospitality andfood service management.

Work Environment: Although caterers always work out of an office, thejob also involves traveling to private homes, hotels, convention centers,banquet halls, and similar venues.

With more than 80,000 caterers in North America and sales exceeding$3.6 billion (according to the International Caterers Association), cateringhas matured into a full-blown industry. According to the National Restau-rant Association, catering is one of the fastest-growing segments of the foodindustry. The business has also diversified over the years. From weddingsand charity fund-raisers to business conferences and airline food services,the industry now serves a diverse group of clients with events as varied asthe companies or people hosting them. In general caterers work withclients to design, prepare, and serve both food and drinks for a variety ofevents. It’s a great line of work for social people who like food and feelcomfortable in different environments.

Those pursuing a career in catering should know that the industry is di-vided into two segments: social catering (also called event catering) and in-dustrial catering. Social catering, which includes office parties, weddings,and corporate events, is much more visible in the United States. Since theseevents tend to be smaller and seasonally based, the catering businessesserving them also are usually smaller, often with just a few employees.

Industrial catering is run by corporations that provide food, uniforms,and other facility services to hotels, theme parks, hospitals, schools, andother institutional clients. One of the best-known examples is Aramark, amultinational corporation based in Philadelphia. Given that their expan-sive client list includes Giants Stadium, the Virginia Zoo, and more than400 school districts, there’s a good chance that you’ve eaten at least oneAramark meal in your life.

Although both segments of the industry are thriving, this is a particu-larly exciting time to be in event catering. Culinary tastes have becomemore sophisticated, and the demand for specialized catering companieshas grown significantly. Debbie Samuelson, a former music producer, re-cently started Verithé, a small New York–based catering company that spe-cializes in exotic teas. For about $50 per person, Samuelson will serve youtea and fill bento boxes with tea-smoked chicken, smoked salmon sushi,and green tea ice cream. Although most people attend culinary school orwork in the restaurant industry before going into catering, a growing num-ber of people are turning to catering as a second career. As Samuelsondemonstrates, with a little training and imagination, a new caterer can cre-ate his or her own specialized business.

Another factor contributing to the industry’s growth is the increase indemand for entertainment and decorating services. “Caterers now look atthe entire event, from the food to the site to the smells, “ says DianeWelland, executive director of the National Caterers Association (NCA). Toillustrate her point, Welland describes a beach-themed party at which cater-ers scented the air with bowls of heated suntan oil to evoke the sensation ofbeing by the water. Nowadays, catering involves just as much party plan-ning as it does cooking.

Although designing menus and attending lavish events may sound likean extravagant life, the reality includes extracting payments from clientsand overseeing cleaning and loading trucks until 2 or 3 a.m. It’s a toughand highly competitive business, but for those who play their cards right,there is major earning potential.

On the JobThe position of catering manager is among the most sought-after in the foodservice industry. Catering managers meet with clients and coordinate menusand costs for banquets, parties, and individual clients. At larger functions,catering managers can have a team of up to 50 or more wait and kitchen staff.It is their responsibility to coordinate these staff members and arrange sched-ules with kitchen personnel to ensure appropriate food service.

In smaller outfits, the catering manager is in charge of overseeing everypart of the operation, from the food preparation to the event itself. He orshe checks up on the kitchen and wait staff, and makes sure that everythingis running smoothly at the event. Often the catering manager is also theowner of his or her own business, so he or she is solely in charge of design-ing the menu, as well as working out the cost, amounts needed, and allother details.

Catering is a job that requires a love for travel and an entrepreneurialspirit. While some companies do their catering on-premises, approxi-mately 80 percent of catering companies travel to private homes, hotels,


Caterer13

and other off-premises locations for their events. Interestingly enough, thesame number of caterers are also self-employed.

For anyone just starting out in this business, earnings are often on thelow side and hours are long and strenuous. Yet caterers who survive theirfledgling years typically have a signature style, a local following, and even-tually receive healthy earnings.

“Nowadays a ‘catered affair’ might be as small as a hostess hiring a bartender for the evening . . . or as big as the late Shah of Iran’s celebration, which involved building a temporary small city

with an airstrip and small yacht marina.” —Christopher Egerton-Thomas, restaurateur, caterer,

and writer, in Catering From Home

z Keys to SuccessIn order to make it as a caterer, you must have$ strong management and organizational skills$ a sophisticated sense of taste$ a good eye for design$ a strong sense of marketing$ social savvy and excellent interpersonal skills

Do You Have What It Takes?The saying “people eat with their eyes first” certainly holds true in the cater-ing world. Presentation, on all levels, is essential to success in the cateringindustry. It’s not enough for the food to look good—the room and every-thing in it (including the caterers) must also have an attractive glow. Acaterer’s physical appearance must be pulled-together and professional.Strong interpersonal and communication skills are also essential becausecaterers must attend parties and meet with clients. To stay afloat, self-em-ployed caterers also must have marketing skills and business savvy. Aboveall, caterers need to have a firm ability to prepare quality food and drinks.Presentation and personality can only get a catering company so far. At theend of the day, it’s the food that counts.

A Typical Day at WorkIf there are no events scheduled for the day, a caterer’s office can be reason-ably quiet. The caterer might examine a recent proposal, crunch some num-bers, speak with a food vendor, or meet with a prospective client. However,if a company has a cocktail party to cater in the early evening, the day is in-variably longer and more stressful. By noon, the catering manager will dou-ble-check the master list to make sure that all appropriate linens, plates,glassware, wines, soft drinks, hors d’oeuvres, ice, and garnishes are in stock.Then, toward the late afternoon, he or she will tell the staff to load the van.After making sure that the plates are delicately packed and the food andwine are stored at the proper temperature, the catering manager and the restof the staff will head off to the party. Pre-party, the manager typically chatswith the client and establishes where and when to set up. Once the party be-gins, it is the manager’s job to oversee the wait staff and make sure thateverything is running smoothly. Depending on the event, the catering man-ager may also serve drinks and lend a helping hand with the cleanup.

How to Break InIf you are serious about catering and want to start your own business, thebest step to take is to attend a culinary school with a strong hospitality pro-gram. If, however, you’re not entirely sure that catering is for you, try takinga job at a restaurant or catering company before making any serious com-mitments. Since catering operates on a seasonal basis, a good portion ofthe waitstaff and kitchen help are hired on a part-time basis. You mightconsider working in one of these two positions before making your finaldecision. High school and college students should definitely look into thisoption, as caterers are always looking for extra help during the holidays.

Two-Year TrainingAlthough there are no specific exams or requirements for becoming acaterer, those who wish to get ahead in the industry should seriously con-sider attending a two-year associate’s degree program in culinary arts orrestaurant management. Regardless of how much you love to cook andthrow parties for your family and friends, cooking and catering a party forhundreds of people is a skill that requires training. Most culinary schoolshave food service management programs that teach the fundamentals ofthe food and beverage industry. In addition to courses on franchise andrestaurant management, you’ll take classes on advanced menu analysis, fa-cilities design and analysis, and private club management.

Those looking to start their own catering company might want to con-sider a restaurant and hotel management program. A large portion of


Caterer15

catering companies fail within their first 18 months due to marketingproblems and cost-management issues. Management programs typicallyinclude courses in organizational behavior and interpersonal skills, finan-cial accounting, culinary theory and practice, and business marketing.These programs will teach budding catering entrepreneurs how to developa corporate identity, create a unique menu, manage events successfully,and create a sound business plan.

Every caterer also needs a strong understanding of sanitary food-han-dling and preparation practices. So anyone interested in a career as a caterermust take at least one course in health laws and sanitary food prep.

What to Look For in a SchoolWhen considering a two-year program, keep these questions in mind:

+Does the school have a strong alumni network? Will the school beable to provide you with connections to catering companies?

+What areas of specialization does the school offer? Are there amplecourses in culinary arts, finance, and catering management?

+Are faculty members available outside of the classroom? Have they worked in the catering field?

+Are there a large number of teaching kitchens and in-kitchen instruction hours?

+Does the school have high graduation and employment rates?

The FutureAlthough catering is still a word-of-mouth industry, an increasing numberof companies are using the Web as a marketing device. “The Internet opensup opportunities to be national or even international caterers and broad-ens your market,” says the NCA’s Welland. Greater specialization alsoseems to be the wave of the future. Increasingly, caterers are branching outby offering special cuisines, party themes, or entertainment services. At po-litical fund-raisers and other events that need to draw big numbers, caterershave even been known to put on pyrotechnics, have confetti guns, or holdlaser light shows.

Did You Know?Nowadays catered events often involve humor and theatrics. The cateringcompany Mood Food created “walking crudités” for an MTV party. Theyhad a waiter carry a dip bowl and wear a jacket studded with vegetables onshort metal skewers.

Interview with a Professional: Q&APaul PentaCatering manager, La Fete Catering, Natick, Massachusetts

Q: How did you get started in catering?

A: Before starting my current job as operations manager for a small family-owned catering company, I received a degree in culinary arts from Johnson& Wales University and worked for six years as a chef. My last job in an up-scale hotel restaurant left me wanting something different.


A: I generally start my day at 9:30 a.m. In the morning I organize payroll,call and schedule staff, interview possible new employees, plan menus withclients and pay invoices. On days we have events, which can be every dayduring the busy seasons, I then pull and pack all of the necessary equip-ment we will need for the job. I generally pack our van and drive to theevent by mid-afternoon. Once at the event, every day is different, but setup,serving, and breakdown lasts until midnight or so, at which point I driveback to the shop, unload, and lock up.

Q: What’s your advice for those starting out a career?

A: I would say it is very important to know what your goals are going to be.You really need to love food and the food service industry if you are goingto put in the commitment that is needed to succeed.

Q: What’s the best part of being a caterer?

A: The best part of my job is the personal interaction with clients, espe-cially the ones who love food as much as I do. Some clients just see you ashired help, but most are very appreciative of what we do and the level of ex-cellence we can provide. Also, clients tend to look to you for the right wayto do things, or just the right pairing of wine. It is nice to know that peopleappreciate your knowledge and experience.

Job Seeking TipsFollow these helpful tips for caterers and turn to Appendix A for informa-tion on résumés and interviewing.4 Develop a distinct culinary style that showcases your personality.4 Visit the career placement office.


Caterer17

4 Network with professionals in the catering field.4 Work on your organizational, business, and management skills.4 Seek managerial experience.

Career ConnectionsTo find out more about catering, check out the Web sites of the followingorganizaitons.

Catersource http://www.catersource.comNational Restaurant Association http://www.restaurant.orgChef2Chef http://www.chef2chef.netInternational Caterers Association http://www.icacater.orgInternational Travel Catering Association http://www.itcanet.comNational Association of Catering Executives http://www.nace.net

Associate’s Degree ProgramsHere are a few schools that specialize in the catering field.

Sullivan University, Louisville, KentuckyJohnson & Wales University, various campuses throughout the United StatesScottsdale Culinary Institute, Scottsdale, ArizonaOrlando Culinary Academy, Orlando, FloridaKendall College, Chicago, Illinois

Financial AidFor information on catering scholarships, check out the organizationbelow, and for general suggestions on financial aid for two-year studentsturn to Appendix B.

International Caterers Association Education Foundation Scholarships http://www.icacater.org/icaef-scholarships.php

Related CareersEvent coordinator, party planner, personal chef, executive chef, restaurant,hotel, or casino manager, food stylist, sommelier, hospitality administra-tor, food service manager, food marketing director, and food sales manager.

FuneralHome

Worker

Funeral Home Worker19

Vital StatisticsSalary: The median annual earnings for funeral home workers is about$45,000, while those at the bottom of the pay scale earn closer to$26,000 per year, according to the U.S. Bureau of Labor Statistics.

Employment: Jobs in the field will come from the need to replace de-parting workers as employment is projected by the Bureau of Labor Sta-tistics to increase more slowly than the average for all occupationsthrough 2014.

Education: An associate’s degree in mortuary science is the minimumdegree needed to become a funeral director. Most states also require thecompletion of an apprenticeship and a state license.

Work Environment: Funeral directors work in funeral homes, which typ-ically include a comfortable office in which to meet with clients, casket-selection rooms, viewing rooms, and, in a separate area, the embalmingrooms.

Until scientists find the key to immortality, there will always be theneed for the compassionate and strong-minded professionals we call fu-neral directors. In virtually every culture, a funeral ritual is a comfortingand inevitable part of life. It’s a way to acknowledge the life and characterof the person who has died and the needs of the bereaved. Thousands ofpeople, for instance, turn out for the funerals of beloved people such asPrincess Diana of England and Pope John Paul II.

At each of these newsworthy occasions, a funeral director was workingboth behind the scenes and discreetly in public view to provide a fittingsend-off for the departed. Funeral directors, not surprisingly, spend most oftheir time arranging funerals and counseling the families of the deceased.That’s one reason this industry is often referred to as a “human-service pro-fession.” In fact, only a very small percentage of their time, if any, is spentpreparing the remains of the deceased. Embalmers usually do this job.

Some funeral directors enter the profession because they are naturalcaretakers with a desire to help the bereaved. Others are motivated individ-uals interested in running or managing a business. According to the U.S.Census of Service Industries, 89 percent of the nation’s 22,000 funeralhomes are owned by individuals or families. It should be noted, however,that a number of these businesses are regional partners with larger “deathcare provider” companies.

Though funeral directors project a reassuring, calm appearance, manag-ing a funeral home is hard work. In addition to planning funerals, directorsmust oversee the ordering and pricing of inventory and stay on top of thebilling and record keeping.

Burial services can vary from simple to elaborate. But increasingly, fu-neral directors are being asked to arrange creative services, which focus lesson religion and more on the deceased. Meanwhile, the number of familieschoosing cremation—a process by which the body is burned in a specialhigh-temperature oven—is growing rapidly. Not only is cremation cheaper(you save on caskets which typically start at $500, average $2,000, and cancost upwards of $10,000), it’s also a way for families to hold a more upbeatservice, where the body isn’t the focus. And it gives funeral directors moretime to personalize the memorial services, many of which take place out-side of the funeral home in restaurants, homes, gardens, or beaches.

Behind this break with tradition is the desire of many individuals tocontrol their fate, including their death services. “We’re heading in the di-rection of event planners,” says Ron Hast, the publisher of Mortuary Man-agement and Funeral Monitor. According to the New York Times, familieshave requested everything from Webcasting a funeral to having it set onthe 18th green.

Such innovations makes this career choice all the more interesting toforward-thinking, open-minded individuals who are good listeners andwho aren’t squeamish about dead bodies. What’s more, it can be a sourceof deep personal and financial satisfaction.

On the JobThe message of a funeral is that a life has been lived, not that a death hasoccurred. That’s why funeral directors need to maintain a positive yet com-passionate outlook. Though funeral services vary depending on a family’sfaith and background, a funeral director’s primary responsibility is to coun-sel grieving family members and close friends. At the same time, the funeraldirector must establish the location, date, time, and details of the service—be it a wake, memorial service, or burial. It is also his or her job to arrangefor the disposition of the remains. If the deceased is to be embalmed, thedirector will plan for the embalming of the body, guide families throughselecting a casket, and schedule the opening and closing of a grave with acemetery representative. Although most funeral homes employ profes-sional embalmers, funeral directors often oversee the process and maintainan itemized list of clothing and valuables delivered with the body.

For families who request cremation, the director will arrange for thebody to be sent to a crematorium. He or she will also meet with the fam-ily to plan the memorial service and discuss whether the remains are to bescattered or kept in an urn. Increasingly funeral directors are also helping



individuals cope with the death through aftercare services or support-group activities.

Funeral directors also spend time coordinating with clerics, florists, andhearse drivers, and handling funeral-related paperwork, including submit-ting files for death certificates and obituary notices and notifying the SocialSecurity Administration of deaths.

As a funeral director, you work long, irregular hours. This is particularlytrue for small homes in which one or two people must be on call at all timesto receive the remains of the deceased. (Hours at a large corporate-affiliatedfuneral home may be more predictable.) On the upside, at a small home,you may be able to operate on your own work schedule, to some degree.

“My own funeral, I’d like to be laid out in a coffin in my own house. I would like my coffin to be put in the double parlor, and I would like all

of the flowers to be white.”—Anne Rice, author

z Keys to SuccessTo be a successful funeral home worker or director, you must have $ strong caretaking instincts and the desire to help others$ an interest in human biological sciences$ a compassionate manner $ good listening skills$ the ability to deal with issues of life and death

Do You Have What It Takes?Most funeral directors would agree that good listening skills are the mostessential quality for success in this field. The bereaved need the chance toexpress their feelings. Their words offer funeral directors a sense of the de-ceased, making it easier to plan the funeral. Funeral directors must also begood communicators. For instance, they should be able to talk openly withfamily members to discover their burial preferences and financial disposi-tion. Funeral directors must also be comfortable dressing in a formal man-ner; if you prefer flip-flops and a Hawaiian shirt, this is probably not thejob for you. Finally an interest in human biology—and a tolerance forcorpses—is essential.


A Typical Day at WorkYou start each day by scanning the paper. There’s been a fatal highway col-lision, and you need to know the circumstances in case any grievers call forservices. You also check the obituaries to make sure the times and dates offunerals at your home are listed correctly. Next, you order caskets thatclients have requested and process bills.

In the early afternoon, you meet with a couple to preplan a memorialservice. Sometimes you have only a day or two to prepare the remains, meetwith the family, speak to the pastor or other officials, and order flowers anda hearse. But this is not the case today. You sit down with the family, listento their needs, and explain various options to them.

At 4 p.m. you check your watch. You have a visitation scheduled tobegin at 6 p.m., and you need to make sure the flowers and candles areneatly arranged. You will need to be on hand through the early evening togreet the mourners. By the end of the day you’ve comforted a grievingwidow and assisted in careful funeral planning that took into account yourclient’s finances.

How to Break InIn high school, take courses such as comparative religion, human biology,and psychology. Consider working as a funeral attendant, once you areable. This is a position for nonlicensed employees who assist mournersand funeral directors. Funeral attendants take care of tasks such as waxingthe hearse and opening and closing caskets during services. It is the bestway to learn the ins and outs of funeral directing, and whether this careeris for you.

Beyond high school, contact your state licensing board to find out yourstate’s licensing requirements for funeral directors. Almost every state re-quires an associate’s degree in mortuary science, and an apprenticeship. Fu-ture funeral directors usually fulfill their apprenticeship duties either beforeor after mortuary school, depending on state licensing laws. After gradua-tion, you may also need to pass a licensing examination. Many funeral di-rectors start out as embalmers because it is a less socially stressful way toease into the responsibilities of a funeral director.

Two-Year TrainingMortuary science is the study of the disposition of the deceased. Basiccourses include microbiology, anatomy, chemistry, and pathology. Somestates require funeral directors to have an embalming license, while otherstates strictly forbid them to be involved in the process. Either way, it is es-sential to understand the process of embalming. Ultimately, it is the direc-


tor’s responsibility to make sure that the deceased looks as attractive andlifelike as possible.

Embalming and restorative art focus on the sanitary, cosmetic, andpreservative process of preparing the body for burial. Students learn to re-shape and reconstruct disfigured bodies using materials such as clay, cot-ton, plaster, and wax. At a minimum, students take at least three semestersof embalming. Most schools also require the study of restorative art, whichinvolves applying cosmetics to the deceased as well as dressing the body,and placing it properly in the casket.

Coursework in psychology and grief counseling prepares students toface the emotional and other impacts of death felt by mourners. Mortuarystudents also typically take business courses such as funeral merchandisingand funeral-home management. Many programs also require students totake funeral-service law and courses in professional ethics.

While in school, keep in mind the National Board Examination. This li-censing test has two parts. The first focuses on sociology, psychology, fu-neral and business law, accounting, funeral directing, and funeralmerchandising; the second section concentrates on embalming, restorativeart, microbiology, pathology, chemistry, and anatomy.

What to Look For in a SchoolWhen considering schools, be sure to ask these questions:

+ Is the school accredited by the American Board of Funeral Service Ed-ucation (ABFSE)?

+Do they have a strong embalming program? Do the labs include state-of-the-art equipment and facilities?

+Does the school arrange apprenticeships? +What is the school’s job placement record?+Does the school prepare students to take the state mortuary science

and funeral services exam? What percent of its graduates pass?

The FutureIn an era filled with vanity plates and custom cell phone ring tones, per-sonalized funerals are practically inevitable. This means the funeral acces-sory business is becoming even more profitable. Personalized prayer cardsand customized gravestones, caskets, urns, and even vaults are just a few ofthe many possibilities. Funeral homes are now known to hire musicians,cater the service, and create a tribute video to play during the service. Thesetouches may seem a tad overdone, but funeral service directors who aim tosucceed in this business will do so by their willingness to plan creative ser-vices, even if this means burying the deceased in scuba gear or scattering abiker’s remains from his Harley.

Interview with a Professional: Q&AJason BadmanFuneral director, Hertwell Funeral Home, Tully, New York


A: My father opened a funeral home in the sixties, so I grew up aroundone. I initially wanted to be an auto mechanic, but after working on adozen cars in the dead of winter, I started helping my dad on a part-timebasis. Soon after, I went to Simmons Institute of Mortuary Science andstarted working as a funeral director immediately thereafter.


A: I work at a small home, so I’m really on call 24-7. It can be hard becausepeople don’t stop dying just because it’s Christmas or Mother’s Day. On atypical day, I eat my breakfast while working on the file of a deceased. Ifthere is a call, I might have to meet with the family, get an obituary out, andspeak with the priest. Visiting hours are usually during the afternoon andnight, so a good part of the day is spent greeting mourners and making sureeverything looks right in the home.


A: Even before going to school, help out in a funeral home to make surethat the job is right for you. There are all sorts of simple things you can dothat don’t require a license.

Q: What’s the best part of being a funeral home worker?

A: You have a lot of flexibility, particularly if you run your own business,but definitely the best part is being able to help families and friends getthrough what is one of the most difficult times in anyone’s life.

Did You Know? Angelina Jolie’s onetime ambition was to be a funeral director.

Job Seeking TipsSee the suggestions below and turn to Appendix A for advice on résumésand interviews.



4 Decide whether or not you want to open your own funeral home. Ifso, save money and study business principles.

4 Volunteer at your local funeral home or find an internship at a largerfuneral service company.

4 Establish contacts by joining an association, such as the NFDA (Na-tional Funeral Directors Association) or the OGR (Order of theGolden Rule).

4 Successful funeral directors are respected and well known within theircommunity, so participate in local events and charities.

Career ConnectionsFor further information contact the following organizations.

National Funeral Directors Association http://www.nfda.orgThe American Board of Funeral Service Education http://www.abfse.org/index.htmlInternational Order of the Golden Rule: Voice of Independent Funeral Homes http://www.ogr.orgFuneral Wire: Source for Deathcare Industry News http://www.funeralwire.com

Associate’s Degree ProgramsHere are a few schools offering quality funeral-service programs. For others,check this directory from the American Board of Funeral Service Education:http://www.abfse.org/html/directory.html.

Worsham College of Mortuary Science, Wheeling, IllinoisFINE Mortuary College, LLC, Norwood, Massachusetts Pittsburgh Institute of Mortuary Science, Pittsburgh, PennsylvaniaDallas Institute of Funeral Service, Dallas, TexasMt. Hood Community College, Gresham, Oregon

Financial AidHere are a few scholarship programs in the field. For more information onfinancial aid for two-year students, turn to Appendix B.

The National Scholarship Program of the American Board of Fu-neral Service Education provides financial aid to students recently enrolled in funeral service or mortuary science programs.http://www.abfse.org/html/scholarship.html

The National Funeral Directors Association lists many scholarshipsfor mortuary college on its Web site. http://www.nfda.org/page.php?pID=204

Related CareersSocial worker, psychologist, forensic scientist, grief counselor, crematoriumworker, embalmer, embalming fluid manufacturer, sales vendor for funeralgoods, and forensic specialist.


HotelManager


Vital StatisticsSalary: The median salary for hotel and lodging managers is $37,660,according to 2006 data from the U.S. Bureau of Labor Statistics. Man-agers who work at large or upscale hotels can earn more than $72,000.

Employment: There are close to 28,000 hotel managers in the UnitedStates, and, as the industry continues to expand, employment is pro-jected to grow about as fast as the average for all occupations through2014, according to the Bureau of Labor Statistics.

Education: A two-year associate’s degree in hospitality or hotel man-agement is an ideal stepping-stone toward landing a management posi-tion in this field.

Work Environment: Traditional hotels and motels, as well as resorts,casino hotels, and inns.

The author Joan Didion once described great hotels as flawless mirrorsof the lifestyles of their customers. Although this may not be true in everyinstance, America’s hotels, motels, inns, and resorts certainly reflect a di-verse and service-oriented society and a preference for upscale service. It isthe hotel manager’s job to oversee the needs and desires of every personwho walks into the lobby.

A manager’s job differs depending on the size and location of the estab-lishment, but be it a casino hotel in Vegas or a small lodge in Vermont, themanager oversees the staff and ensures that standards are met for decor,housekeeping, food quality, and service. Though this may sound straight-forward, countless details and unforeseen problems make this job stressful,exciting, and potentially very rewarding.

A hotel lobby can sometimes resemble an unrehearsed marionette show.During a busy stretch, when luggage is everywhere, bellhops are runningback and forth, and guests are hovering around the check-in desk, it’s thefront office manager’s job to pull the loose strings together and make surethat everyone’s needs are comfortably met. In addition, hotel managers alsohave mounds of administrative details to process, from approving budgetsand expenditures to establishing room rates and credit card policies.

Hotels—the most common form of lodging in America—fall into fivegroups: commercial, resort, residential, extended-stay, and casino. Despitethe growing number of chain hotels in this country, most of America’slodging establishments are still small hotels, motels, and inns with 10 or

Hotel Manager29

fewer employees. According to the Bureau of Labor Statistics, lodging man-agers held about 58,000 jobs in 2004; and self-employed managers—pri-marily owners of small hotels, motels, and inns—accounted for 45 percentof these jobs. Although self-employed managers work extremely longhours, in return, they are able to exercise greater executive authority andcreative control—whether this means changing room rates on a whim orhaving fresh-cut flowers placed in the lobby every morning.

This being said, large hotels with a hundred or more workers still em-ploy the greatest number of employees in the lodging industry. Managers atresorts and chain hotels may exercise less creative authority, but they doenjoy more perks, such as discount rates at hotels elsewhere in the chain.Their benefits are better as well. Corporate managers often receive bonusesof up to 25 percent of their regular salary, and many large lodging estab-lishments provide meals, parking, laundry, and other services. Some corpo-rate chains even help their employees further their education by assistingwith the cost of hotel management coursework.

On the JobIn smaller establishments with a limited staff, managers handle all aspectsof the operation. For business travelers, they may schedule meeting roomsand ensure that the proper electronic and computer equipment is available,such as PowerPoint projectors and wireless Internet access. For leisureguests, managers provide inside information about local attractions andadvise guests on where to find the best antiques, souvenirs, and restaurants.

Generally speaking, managers at smaller establishments develop agreater rapport with their guests. In many inns with five rooms or fewer, theowners, who are often the members of a family team, do all the work, in-cluding taking a guest’s luggage up to the room and washing linens. Atlarge hotels, the work dynamics are far more complicated. At any givenhour, up to 12 managers are at work, each handling different responsibili-ties. The general manager oversees the hotel’s entire operation. Other man-agers may oversee a single department and report to the general manager.For instance, the front office manager ensures that front desk operations runsmoothly and that guests are satisfied. The food and beverage manager over-sees restaurants, lounges, and catering, and the rooms manager looks afterreservations and occupancy levels.

Super-sized hotels like the MGM Grande Las Vegas, which has 5,690rooms and employs more than 7,000 people, usually set up an executivecommittee to improve communication among the departments and toadvise the general manager. In addition to the managers already listed,the committee may include the director of public relations, sales man-agers, human resources directors, executive housekeepers, and head ofhotel security.

Satisfying guests while maintaining a healthy working relationship withthe staff is one of the most challenging aspects of a hotel manager’s job.The front office or general manager must be particularly adept at solvingproblems, but stress and crisis control is pretty much written into everyhotel manager’s job description. In addition, long nights and weekendhours are commonplace. Hotels are open around-the-clock, which meansthat managers work a lot—usually more than 40 hours a week. Despite thestress and long hours, the pay is often very good, which is one of the rea-sons why hotel managers who’ve been in the business for 10 or more yearshave an above-average job retention rate.

“Of course great hotels have always been social ideas, flawless mirrors to the particular

societies they service.”—Joan Didion, author

z Keys to SuccessIf you want to be a lodging manager, you must be$ highly personable$ patient$ good at dealing with crises$ quick on your feet$ computer-savvy$ a strong communicator$ comfortable managing a diverse staff$ able to work long hours, including nights and weekends

Do You Have What It Takes?A guest may pick a hotel based on decor, price, and location, but it’s the ser-vice that makes a stay pleasurable. The attitude of a hotel manager and hisor her staff greatly influences the public’s impression of an establishment.This is the reason it is important for managers to be personable and dressprofessionally. Front office managers must be particularly poised, since it istheir job to greet guests and resolve any sudden problems.

The hotel business is often fast-paced, so you must be willing to worklong hours. You’ll also need to be technologically savvy as most establish-


Hotel Manager31

ments now use computer software for billing, reservations, room assign-ments, food orders, and security systems.

A Typical Day at WorkA hotel manager’s day can change at the drop of a room service tray—that’swhat makes it unique. However, every manager must handle certain rou-tines and tasks and may be responsible for hiring and firing.

You’re working a morning shift, so you arrive by 6 a.m. to ensure thatthe lobby looks clean and all the wake-up calls and room service ordersare in place. A light bulb needs replacing, so you contact maintenance.Next you check staffing; you are short two housekeepers (one has quit andthe other is out sick), so you see whether the head of housekeeping calledin replacements.

Next, you look over the day’s reservation list. Mr. Jacobs from the NornaCorporation will be arriving this morning. You notify the desk clerk to besure to welcome him by name. Now you check your weekly expenditures. Itseems like the expenses for the restaurant could be trimmed, so you visitthe hotel’s executive chef. On the way in, you check the restaurant’s reserva-tions. When you see the executive chef, you ask whether she ordered toomuch food for the week. By late afternoon, the hotel is busy with newguests checking in. One traveler suffered an asthma attack while visiting adusty museum. You alert the staff and have a doctor standing by on call.

How to Break InHotels are great places to find an entry-level job. According to the Bureau ofLabor Statistics, about 19 percent of hotel workers are younger than age 25,compared with about 14 percent across all industries. Many establishmentsplace young workers in desk clerk or concierge positions, so if you are will-ing to work at night or during school vacations, front-office jobs at hotelscan serve as a great stepping-stone. Many current managers started out asthe night bellhop.

Though not required, a two-year associate’s degree in hotel, restaurant,or hospitality management is key to advancing in the hotel industry. Uppermanagement positions typically require academic training in addition toon-the-job experience. Large hotels and chains usually offer more opportu-nities for advancement than smaller establishments, in part because chainshave more openings to fill and will often transfer employees to other loca-tions. Establishments that emphasize personal service, such as luxury andboutique hotels, are also good places to look for employment as they’reoften in need of service workers.

Two-Year TrainingHotel management has come a long way since Cornell University startedthe nation’s first hospitality program in 1922. Today, there are more than800 community and junior colleges offering two-year associate’s degrees inhotel and restaurant management. During the first year, schools cover basicfood preparation and sanitation practices as well as menu planning andquality food production analysis. First-year students also take classes onfront office procedures and financial accounting.

During their second year, students are usually exposed to what is calledthe upper management disciplines, which include human resources, hospi-tality marketing, and general management. Courses typically cover con-sumer behavior, marketing research, and computer training. In addition toacademics, most hotel management and hospitality programs include in-ternships. For example, Penn State’s associate’s degree program in hotel,restaurant, and institutional management requires students to complete atleast 500 work hours at a local hotel.

Finally, for young go-getters who want to take hospitality courses whilestill in high school, the Educational Institute of the American Hotel andLodging Association (AHLA) has initiated lodging management programsin more than 450 U.S. high schools. Their two-year program for juniors andseniors leads to a professional certification. For more information, directyour Web browser to http://www.ei-ahla.org/high_school_program.asp.

What To Look For In A SchoolBefore choosing a program, ask these questions:

+What is the school’s graduation and job-placement rate?+Does the school have an internship program and a career center? + Is there a hotel on or near the campus at which you can intern or

work part-time? +Does the school have a computer center with AutoCAD (computer-

aided design) and the appropriate software packages on financialanalysis, menu planning, and front-office management?

+Have many of the professors worked as hotel, motel, or resort man-agers? Are they available outside of the classroom?

The FutureThese days, it’s not enough to have clean rooms, a friendly staff, and around-the-clock service; contemporary travelers now expect the unexpected, suchas pet day care and low-carb meals. As a result, one of the driving forces be-hind the $113.7 billion hospitality industry is boutique hotels such as the Wchain. However, even major chains such as Marriott are offering invitingamenities and special touches in their rooms and lobbies.


Hotel Manager33

Another well-established trend in the industry is online research andbooking. The Internet has spurred tremendous growth for hotels, but it hasalso created a more well-informed and discerning traveler. Hotel managersshould now expect guests to have independent knowledge of services andrates. Growing interest in domestic tourism should help keep skilled hotelmanagers in demand as the field sees average growth through 2014, ac-cording to the Bureau of Labor Statistics.

Interview with a Professional: Q&APeter PicataggioManager and part-owner of Farmer’s Daughter Hotel, Los Angeles, California


A: I was working in Silicon Valley for 10-plus years before becoming amanager at the Farmer’s Daughter Hotel. My wife’s family started the hotelin Hollywood over thirty years ago. Three years ago, we completely re-vamped the space, making it hipper and more technologically savvy.


A: My day typically starts with a look over the property. I check in with thefront desk to see if there are any outstanding issues. If not, I’ll hand overany projects I found while on the property walk. After this routine, I’llcheck room occupancy and arrivals. After reviewing our rate schedules andannual projections, I’ll visit Tarte, our hotel’s restaurant, and see what’scooking. At some point during the day, I like to sit down with my othermanagers and get the good, the bad, and the ugly. I also try to pop in onhousekeeping. And of course, throughout the day, I’m talking with ven-dors, and looking over various sales opportunities.


A: You must be super-passionate and willing to work long hours. Also,never second-guess yourself on the job. Strive for perfection, but accept thateveryone makes mistakes.

Q: What’s the best part of being a hotel manager?

A: Change. No day is the same in this business. Everything about the job isexciting and dynamic, so if you are looking for predictability and consis-tency, go somewhere else.


Did You Know?In 1951, Hilton became the first hotel chain to install television sets in allguestrooms.

Job Seeking TipsFollow these suggestions for aspiring hotel managers and then turn toAppendix A for advice on résumés and interviews.4 When you visit hotels, pay attention to what works—and to what

doesn't.4 Find a hotel or resort near you that you like, and look into working

there for a summer or on weekends. Part-time jobs will help you understand all the different responsibilities of the manager.

4 Develop you oral communication skills. It takes experience to turneasily from dealing with a cranky customer or employee to somecheerful person with a simple request.

4 Look into the professional organizations listed below to learn moreabout opportunities and trends in the industry.

Career ConnectionsFor more information about careers in hotel management contact the fol-lowing organizations.

American Hotel & Lodging Association http://www.ahla.comAmerican Hotel & Lodging Educational Foundationhttp://www.ahlef.orgHospitality Career Opportunities http://www.hcareers.comInternational Council on Hotel, Restaurant, and Institutional Edu-cation http://www.chrie.org

Associate’s Degree ProgramsIn your search for the right hospital program, you might consider theseschools:

Lewis-Clark State College, Lewiston, IdahoStratford University, Fairfax County, VirginiaPenn State University, Berks Campus, Reading, Pennsylvania Florida Metropolitan University, Pompano Beach, FloridaState University of New York, Delhi Campus, Delhi, New York

Hotel Manager35

Financial AidHere are a few resources for scholarships. For more information on finan-cial aid, turn to Appendix B.

The Arthur J. Packard Memorial Scholarship Competitionhttp://www.ahlef.org/scholarships_packard_memorial.aspRama Scholarship for the American Dreamhttp://www.ahlef.org/scholarships_rama.aspAmerican Express Scholarship Programhttp://www.ahlef.org/scholarships_american_express.aspThe Steve Hymans Extended Stay Scholarship Programhttp://www.ahlef.org/scholarships_extended_stay.aspClark DeHaven Scholarship Awardshttp://www.nacufs.org/i4a/pages/index.cfm?pageid=3318

Related CareersAccountant, food and beverage manager, gaming manager, sales workersupervisor, property, real estate, or community association manager, ad-ministrative manager, financial manager, or independent owner of a hotelor inn.

ElectricianMassageTherapist

Massage Therapist37

Vital StatisticsSalary: Massage therapists earn a median annualized income of about$32,000, or a bit more than $15 per hour, according to the U.S. Bureauof Labor Statistics. This includes gratuities (tips), which typically make up15 to 20 percent of earnings.

Employment: There are more than 97,000 certified massage therapistsin the United States, and employment opportunities are expected togrow faster than the average for all occupations through 2014, accordingto the Bureau of Labor Statistics.

Education: In 2005, 34 states and the District of Columbia required for-mal training and a national or state certification in order to practice mas-sage therapy.

Work Environment: Massage therapists work in venues including in-home studios, massage-office suites, hospitals, hotels, and spas. Someself-employed therapists travel to their clients’ homes.

At a glance, massage therapists at work might resemble sorcerers or an-cient shamans. Many use candlelight, play soothing music, light incense,and incorporate a dizzying array of oils and lotions into their practice. Butto the needy and stressed, a good massage works better than a charm. Its“magic” comes from knowledge of human musculature and the healingpower of touch.

Thanks, in part, to our nation’s growing interest in alternative medicine,massage therapy techniques are used to aid a growing range of conditions.Although stress and anxiety are still the most common maladies that driveclients to massage therapists, massage patients seek help for conditionssuch as tendonitis, allergies, depression, chronic headaches, asthma, in-somnia, and arthritis. Massage is also used to provide temporary relief tocancer and AIDS patients. It’s also used, of course, by the healthy and fit,simply for relaxation purposes.

As the nation’s interest in massage has boomed, so has its variety of tech-niques and practices. Massage therapists can specialize in dozens of massagestyles, or “modalities,” from the familiar Swedish massage, deep-tissue mas-sage, and acupressure to shiatsu and reflexology. What’s more, there aresports massages for athletes, prenatal massages for the pregnant, restorativemassages for the elderly, and even salsa massages for dancers and the grow-ing Hispanic market. Though the expansive range of options available mayseem daunting, the ultimate purpose of a massage is simple: By manipulat-


ing a person’s soft tissues, massage therapists improve circulation and re-move stress and metabolic waste products from a person’s muscles.

Regardless of whether a massage therapist is self-employed or works fora hotel chain, employment opportunities are expected to be plentiful in thenext decade. Although young adults are currently the fastest growing seg-ment of the massage therapy population, older adults are discovering thehealing benefits of this ancient practice.

“The true value of massage comes from the intrinsic, inherent need of humans to have contact

with one another.” —Robert Noah Calvert, founder of Massage Magazine

On the JobBecause the job is physically demanding, massage therapists typically prac-tice fewer than 40 hours per week. Flexible hours and a low-stress environ-ment are two of the perks of the job. Approximately two thirds of allmassage therapists are self-employed; they either own their own businessesor work as independent contractors for agencies that supply massage thera-pists to various settings. Massage entrepreneurs invariably juggle more re-sponsibilities than the average spa masseuse. They typically provide theirown massage table (which typically weights 25 pounds or more), sheets,towels, and body lotions or oils. Some of the less traditional forms of mas-sage require additional accoutrements, such as stones and a portablewarmer for hot-rock massage therapy, which therapists also provide.

Most therapists work by appointment. Before beginning a session, mas-sage therapists set up the room and customarily speak with their clients fora few minutes. They establish a personal rapport and ask about a client’spreferences for options such as the degree of pressure applied, the warmthof the room, even the choice of music. The therapist also assesses theclient’s age and physical condition and asks whether the client has any in-juries or illnesses. If so, the therapist will likely suggest beneficial tech-niques. The average full-body massage, or bodywork session, includes theentire body and lasts approximately one hour. A half-hour appointment al-lows time for only a partial massage.

Massage is a very intimate activity, and some people may feel uncom-fortable at first—even though in most massage the person receiving it iscovered by a sheet, except for the part being rubbed. People new to the ex-

Massage Therapist39

perience sometimes need to relax. Therapists can put people at ease with amatter-of-fact, genial approach to the work. And physically they must bemost sensitive to any sign of discomfort.

z Keys to SuccessFor success in the massage therapy field, you must be$ physically fit$ sensitive to a client’s areas of tension$ able to form trusting relationships with clients, which inspire loyalty$ entrepreneurial and business-savvy$ interested in health care and alternative methods of healing

A Typical Day at WorkTo prepare for your day tomorrow, you check your schedule the night be-fore. You have five massages scheduled—a typical number for a full-timetherapist. Your 1 p.m. client has cancelled. She’s a regular who has can-celled several times over the past year; you ponder what to do.

The next morning, you arrive early at the upscale hotel spa. You checkthe supplies of clean towels and the fragrant and unscented oils, and youdrape clean sheets on the table. The receptionist alerts you that your newclient is in. You greet him and look over his medical history form (for in-surance purposes, the spa owners require all new clients to fill out thisform). He mentions his job-related stress, and you make a mental note towork out his muscular tension.

During the massage, you check whether you’re working too deeply orlightly for your new client. You also inform him as you move from onebody area to another. As for conversation, you follow his lead. Some clientslike to talk, while others view massage as a spiritual experience and preferto remain quiet. You finish the massage with lighter strokes, and then giveyour client a few minutes by himself. Meanwhile, you prepare anotherroom for your next client. Your first client pays the receptionist and, hap-pily, tips you well.

Do You Have What It Takes?It is not enough to be technically skilled. Massage therapists should culti-vate a warm and soothing manner. To foster trusting relationships, massagetherapists need to be sensitive to their clients’ needs and comfort levels. Foranyone planning on starting his or her own practice, organizational skills

and an entrepreneurial spirit are also essential. Finally, to succeed as a mas-sage therapist, one must be reasonably strong and able to stand for hours ata time. Massage therapists are at risk for their own pulled muscles and re-lated injuries. For this reason, massage therapists must stretch and exerciseregularly, and, of course, receive massages from colleagues.

How To Break InThe saying “practice makes perfect” definitely applies to massage. Practic-ing your techniques on willing family members and friends is a great wayto gain confidence and exposure to the field. (Use legitimate massagestrokes you learn from books, videos, or classes.)

As for certified therapist, develop a steady client base and a distinct mas-sage style. For example, if you are athletic, you might want to considersports massage therapy. Whenever possible, network and hand out busi-ness cards; most massage therapists receive clients through referrals. Join-ing a state or local chapter of a massage therapy association is another wayto establish contacts and increase the likelihood of steady work.

Two-Year TrainingAcademic training requirements for massage therapists vary by location. In2006, 34 states required a minimum of 500 hours of classroom training,and eight states up to 1,000 hours. Although most states do not require anassociate’s degree in massage therapy, a growing number of schools are ex-panding their massage-therapy departments to include associate’s degreeprograms, which lead to better employment opportunities. Regardless ofthe length, a good curriculum should include courses in anatomy andphysiology, kinesiology, principles of acupressure, cellular biology, thera-peutic massage, pathology, business ethics, and business development.

Programs also include hands-on training in soft tissue manipulation,deep-tissue massage, Western (or Swedish) massage, Shiatsu, and reflexol-ogy. Some schools also teach acupressure and sports massage, as well asother specific techniques. For students who plan on specializing in Easterntechniques such as shiatsu or reflexology, most schools offer classes inAyurvedic medicine and Eastern practices, and some exclusively teach East-ern modalities (forms of massage).

In most states, graduates must also take a national certification exami-nation for therapeutic massage and bodywork, which is administered bythe National Certification Board for Therapeutic Massage and Bodywork(http://www.ncbtmb.com). States are also imposing a growing numberregulations on massage therapists. Check http://www.amtamassage.org/about/state_boards.html for more information.


Massage Therapist41

What to Look For in a School When looking for a two-year program, be sure to ask these questions:

+Does the program focus on the type of massage therapy that you planon practicing?

+Will the program adequately prepare you for the National Certifica-tion Exam?

+What is the school’s graduation and job-placement rate?+ Is the school accredited by an organization such as the Commission

on Massage Therapy Accreditation? + If you plan on starting your own practice, does the program offer

courses in business development?

The FutureAccording to a U.S. Department of Labor report, massage therapists arelikely to see a 20 to 35 percent increase in job opportunities through 2014.This dramatic increase is linked with the growth in luxury services, andhigh-end spas are now the most profitable segment of the industry. In fact,21 percent of Americans received their last massage at a spa, according tothe American Massage Therapy Association (AMTA). Although a spa thera-pist’s salary is slightly lower than the industry standard, many spas offertheir employees health-care benefits and vacation time.

Job Seeking TipsFollow these tips for massage therapists, and then turn to Appendix A forhelp with résumés and interviewing.4 Decide what massage form you’re interested in and seek relevant

experience.4 Become certified by taking the National Certification Exam.4 Establish contacts by joining an association such as the AMTA.4 Practice your massage techniques on friends and family whenever

possible.

Did You Know?Western massage began in 480 B.C.E. when Hippocrates changed the an-cient shamanic tradition of rubbing down and out to one of rubbing upand toward the stomach and gut. Since then, both styles have been incor-porated into what is now known as Swedish massage.


Interview with a Professional: Q&ADenise ConlonMassage therapist, Aegean Spa, Boca Raton, Florida


A: I come from a very demonstrative family, so I’ve always been interestedin massage, but after my youngest son suffered a spinal chord injury, I be-came more invested in the healing powers of massage. By massaging myson’s legs, I discovered that his circulation improved and he was able toavoid bedsores. It took a little while, but eventually I attended a Floridamassage school and become a licensed massage therapist.


A: On a typical Saturday, I usually have eight clients for an hour each.That’s a full day, but I love what I do! I have worked in country clubs, spas,and with private clients, and the common denominator is the love of heal-ing. There is a reason why each client comes to me, and while I may notknow the source of their problem, I have learned to trust my hands.


A: Anyone entering this profession has to genuinely love people. I haveheard an incredible array of stories and have seen my clients marry, divorce,and send a child off to college for the first time. I provide a safe environ-ment for them. This is the client’s time, so listen carefully and follow theirlead. Only offer advice when directly asked, and always stay within therange of the practice.

Q: What’s the best part of being a massage therapist?

A: It takes a leap of faith to disrobe and lie on a therapist’s massage table. Iam honored that my clients trust me and choose me to be a conduit fortheir healing. At the end of every day, I leave the spa energized by the workI have done.

Career ConnectionsFor further guidance on massage therapy careers, look into the followingorganizations.

American Massage Therapy Association http://www.amtamassage.orgCommission on Massage Therapy Accreditation http://www.comta.org

Massage Therapist43

Associate’s Degree ProgramsHere are a few quality schools offering massage therapy programs:

Boulder College of Massage Therapy, Boulder, ColoradoAllegany College of Maryland, Cumberland, MarylandKeiser College, Greenacres, FloridaLakeside School of Massage Therapy, Milwaukee, Wisconsin

Financial AidThe following is a list of massage therapist-related scholarships. For moreon financial aid for two-year students, check out Appendix B.

American Massage Therapy Association Scholarship http://www.amtamassage.org/media/scholarships.htmlSpa Foundation Scholarship http://www.thespafoundation.org/scholarships/main.htmAmerican Specialty Health Scholarship http://www.ashcompanies.com/Providers/Scholarship/scholarship.aspxMassage Magazine Scholarship http://www.massagemag.com/schoolsprogram/scholarcriteria.htm

Related CareersAesthetician, physical therapy assistant, chiropractor, nutritionist, dancetherapist, martial art expert, psychologist, respiratory therapist, andacupuncturist.

RecreationWorker

Recreation Worker45

Vital StatisticsSalary: The median salary for full-time recreation professionals is$19,320, according to 2006 data from the U.S. Bureau of Labor Sta-tistics.

Employment: Employment opportunities are widespread, with310,000 positions in the United States, not including summer and part-time recreation jobs. Growth in the field is expected to be as fast as theaverage for all occupations through 2014, according to the Bureau ofLabor Statistics.

Education: Degree requirements vary depending on the position. How-ever, an associate’s degree in parks and recreation will open doors tomost positions.

Work Environment: Recreation professionals work in environmentsranging from parks and forests to pools, retirement centers, and themeparks.

From Disney World to the Grand Canyon and the Great Lakes, Amer-ica is home to some of the best indoor and outdoor recreational resourcesin the world. With countless parks, sports arenas, cruise ships, and commu-nity activity centers to consider, America’s favorite pastime may just besampling and inventing new pastimes. And as conditions such as obesityand heart disease affect a growing number of Americans, adequate access tohealthful recreational activities has become practically a national goal.

Recreation professionals organize and arrange revitalizing activities in avariety of venues, including playgrounds, community and religious centers,family camps, and cultural attractions. Recreation professionals not onlyenhance the life of a community, they also help individuals by encouraginga healthful lifestyle and a positive attitude.

Although the job varies depending on the setting, most recreation pro-fessionals spend a great deal of time on their feet, often working outdoorsin a range of weather conditions. Their goal is to help their clients and com-munity members stay active and have fun. Although higher-level person-nel, such as recreation directors, spend a lot of time behind a desk, fewwould call what they do an average “desk job.”

For anyone who’s interested in a variety of activities, sports, fitness, andleisure pastimes, this field offers an ideal way to put those passions to use.Although it’s not always necessary to have experience in a particular area—such as photography, music, or athletics—it can be a major selling point.


Professionals in this field often remark on how great it is to put all thosehours spent playing guitar or shooting hoops to good use.

Although employers are always seeking applicants with creative andathletic backgrounds, managerial skills are also essential to the job. Recre-ation professionals may organize dozens of trips, and they are usually theones in charge of keeping track of people. This means plenty of carefulplanning. Being a recreation professional also requires a surprising amountof supervision. Youth-camp counselors and adventure-trip leaders have aparticularly grave responsibility as parents are essentially placing their chil-dren’s lives in the counselor’s hands.

People entering this field—especially camp counselors—should expectsome night or weekend work. But for the most part the hours are reason-able, and the work is lively. Recreation professionals also have an abun-dance of part-time and seasonal opportunities, which can be ideal for thosewho like a change of scenery or pace. The flexibility of career possibilities inthis area is another plus. A degree in recreation or park services can take youin almost any direction. So if you are an enthusiastic and active person wholikes to encourage and energize the people around you, this may be the jobfor you.

“The days a man spends fishing or spends hunting should not be deducted from the time that

he’s on Earth. In other words, if I fish today, thatshould be added to the amount of time I get to live.

That’s the way I look at recreation.”—George H. W. Bush, U.S. president

On the JobContrary to what you might think, being a recreation professional isn’t allfun and games. The job involves plenty of hard work and responsibility.But if you have an active spirit and an attentive mind, you will probably dowell in this field.

Generally speaking, there are four levels of recreation positions, andeach one has it’s own unique set of responsibilities. Recreation leaders are incharge of daily operations, such as scheduling classes and keeping track ofequipment. Occasionally a recreation leader will give instruction in generalactivities, but it is the activity specialists who provide instruction in special-ized areas, such as art, music, drama, swimming, or tennis. At the higher

Recreation Worker47

levels, you’ll find recreation supervisors, who are in charge of overseeing theleaders and activity specialists. They also play a hand in designing activitiesand programs. Finally, there is the director of recreation. He or she managesthe budget and has the final say on everything from employment to hoursof operation. In addition the director may serve as the technical advisor tostate and local recreation commissions. When a recreation center or a statepark wants to organize a fair or extend their hours of service, the directorgets to collaborate with local officials and community members. On theflip side, if any legal problems arise at a recreation center, it is the director’sjob to speak to the authorities.

z Keys to SuccessFor success in the parks and recreation field, you must be$ physically fit$ energetic and fun-loving$ responsible and sensitive to the needs of others$ a natural leader$ good at managing people as well as business affairs

A Typical Day at WorkThe recreation field is about activity and excitement, which is what a recre-ation professional’s typical day involves. Regardless of where you work,your day usually consists of guiding, teaching, and taking care for your fel-low citizens in an upbeat and educational manner. A recreation profes-sional’s day usually starts at 9 a.m. or earlier. If you’re a park service rangeror an outdoor activity specialist, you may give tours or survey the propertyby dawn. If you work at a hospital or large institution, you’ll probably havea quick staff meeting in the morning to go over any recent developments oroutstanding issues. For activity specialists, the bulk of the day will be spentteaching or supervising classes. If you’re a recreation supervisor, you manyneed to travel from opposite ends of a town or city to monitor the activitiesof various recreation centers. By 4 p.m., your day winds down, and whatenergy you have left is usually used to write daily reports or plan tomor-row’s activities.

Do You Have What It Takes?Activities in the recreation profession are often physical, so high energy,good health, and an active lifestyle go hand in hand with job success.Camp counselors, park service professionals, and outdoor activity special-


ists often work long hours in all kinds of weather conditions. So it’s essen-tial to have endurance and a positive attitude. Professionals need to be ableto energize and motivate people, while keeping everyone’s health andsafety in mind. They must also be risk-averse and follow safety proceduresat all times. Finally, they must enjoy working with people of all ages, in-comes, and backgrounds.

How to Break InNowadays an associate’s or bachelor’s degree in recreation studies and parkservices is necessary to land a managerial or administrative job in the field.In addition, volunteer experience and part-time work separates rising pro-fessionals from the competition. Luckily, opportunities are plentiful, andit’s easy to work as a camp counselor, craft specialist, or after-school pro-gram leader while attending school. Volunteering with the activity coordi-nator at a senior center, museum, pediatric hospital, or community centeris also a great way to get your foot in the door.

To find entry-level employment opportunities, contact local, state, orfederal recreation agencies. Student activity centers and college unions arealso great places to gain critical recreation leadership skills. In addition,nonprofit groups often seek volunteers. Commercial recreation positions,such as cruise ship activity director or theme park supervisor, can typicallybe found on the Web sites of recreation associations. College career officescan also be a great resource. Build your managerial skills as opportunitiespresent themselves. Equally important, take a few classes in business ad-ministration and management.

Two-Year TrainingParks and recreation programs (also known as leisure studies) provide notonly broad exposure to the history, theory, and practice of park and recre-ation management, most programs also include opportunities for special-ization. Students may focus in areas including therapeutic recreation, parkmanagement, outdoor recreation, industrial or commercial recreation, orcamp management. A typical park and recreation curriculum includesclasses in community organization, supervision and administration, recre-ational needs for the elderly or the disabled, and supervised fieldwork. En-vironmental studies and resort management are also integral to mostprograms. Although park management is taught in most curriculums,those seriously interested in becoming a park rangers should look forschools with a strong focus in this area. For example, schools in New Eng-land are renowned for their park service programs.

In addition to a degree, a select number of jobs also require easy-to-ob-tain certification. For example, a lifesaving certificate is a prerequisite forteaching or coaching water-related activities.

Recreation Worker49

What To Look For In A SchoolWhen researching two-year programs, ask yourself these questions:

+What is the school’s graduation and employment rate?+Does the school have a field study or internship program?+Does the program focus on the type of recreation that interests me?+ For those interested in outdoor recreation, is the school located in a

favorable area?+Does the program offer adequate business and administrative courses

for potential managers?

The FutureAs long as the economy stays relatively healthy, the recreation field willprosper. According to economists, retiring baby boomers are likely to rein-vigorate this already lucrative field. Boomers have more leisure time, ahigher disposable income, and a greater concern for their health and fitnessthan previous generations, so they are expected to increase their consump-tion of recreation services.

Did You Know?By 2040, the top outdoor recreation activities on public lands will be bik-ing, swimming, pleasure driving, walking, hiking, sightseeing, observingwildlife, picnicking, family gathering, photography, visiting historic sites,and camping, according to the U.S. Forest Service.

Job Seeking TipsFollow these tips for recreation professionals and turn to Appendix A foradvice on résumés and interviews.4 Decide what sort of recreation job suits your interests and seek

relevant experience.4 Volunteer at your local recreation center. 4 Establish contacts by joining an association, such as the National

Recreation and Park Association.4 Develop expertise in areas ranging from archery to swimming to

cross-country skiing by practicing consistently.


Interview with a Professional: Q&ACharlotte GortonRecreation services manager, Paso Robles Senior Center, Paso Robles, California


A: I attended recreation administration classes as an undergraduate atSan Diego State University and fell in love with the field. After college Iworked part time for the parks and recreation department in Maui,Hawaii, but I didn’t get serious until I began working for Paso Robles,where I was hired as a recreation coordinator in charge of the senior cen-ter and citywide senior programs. After 10 years I was promoted to recre-ation supervisor, and then recreation services manager in charge ofaquatics and general recreation.


A: My days vary depending on what kinds of recreation activities are hap-pening. I’m responsible for supervising half a dozen recreation coordina-tors, two clerical staff, and 30 part-time aquatic staff, so I could be all overthe city. I might have a meeting at the senior center in the morning, andthen go to city hall to take over our daily revenues. I might then go to thepool at the north end to check on my lifeguards or head over to our after-school program. I also do a lot of strategic planning and budget oversight.


A: Start out by volunteering or working part time for a recreation depart-ment or agency such as the YMCA or a river-rafting, skiing, or boating com-pany. The field of recreation has become very competitive, so a degree inrecreation administration is important.

Q: What’s the best part of being a recreation professional?

A: Recreation is such a positive element in people’s lives. It’s really at theforefront of their physical, educational, and social well-being. Whether aperson chooses to play in a volleyball league, take a water aerobics class,walk a park path, or watch their child play on a playground, their life is en-riched. It is watching that look of joy on their faces that really makes mefeel good about what I do.

Recreation Worker51

Career ConnectionsTry the following organizations for more information on working in recreation.

National Park Service http://www.nps.govAmerican Recreation Coalition http://www.funoutdoors.comNational Recreation and Park Association http://www.nrpa.orgAmerican Camping Association http://www.acacamps.org

Associate’s Degree ProgramsHere are a few quality schools offering programs in recreation studies:

Lyndon State College, Lyndonville, Vermont Paul Smith’s College, Paul Smiths, New YorkAndrew College, Cuthbert, GeorgiaFeather River College, Quincy, CaliforniaNational Park Community College, Hot Springs, Arkansas

Financial AidThe following is a list of recreation-related scholarships. For more on finan-cial aid for two-year students consult Appendix B.

The Society of Parks and Recreation Education’s Future ScholarsProgram awards complimentary passes to the society’s annual na-tional congress with travel and accommodations. http://www.ecu.edu/cs-hhp/rcls/scholarships_nrpa.cfmThe National Park and Recreation Association Diversity Scholarshipprovides eligible individuals with the opportunity to attend the associ-ation’s annual conference. http://www.nrpa.org/content/default.aspx?documentId=4325

Related CareersTour guide, nature conservationist, grief or specialist counselor, probationofficer, correctional treatment specialist, social worker, psychologist, physi-cal therapist, and child therapist.

ElectricianTravelAgent

Travel Agent53

Vital StatisticsSalary: The median salary for travel agents in 2004 was $27,640, ac-cording to 2006 data from the U.S. Bureau of Labor Statistics.

Employment: Although overall employment in this field is projected todecline through 2014, according the Bureau of Labor Statistics, manyopenings are expected to occur through older persons retiring.Prospects are expected to be best for people proficient in the use ofcomputers and the Internet. In 2007 about 143,000 people worked astravel agents in the United States. Job opportunities are strongest fortravel agents who specialize.

Education: While not required, two-year associate’s degrees in tourismor recreation management are becoming increasingly important. In addi-tion, many states now require licenses for travel agents.

Work Environment: Most travel agents work in offices in storefrontbuildings or corporate structures; however, a growing number of travelagents run home-based businesses.

The travel and tourism industry not only generates more than $1 tril-lion a year, it also promotes world diplomacy. Studies consistently showthat when foreign travelers experience American culture and hospitalityfirsthand, their opinion of the country almost always improves. It’s nothard to imagine that when U.S. citizens travel abroad, their understandingof—and appreciation for—other cultures also improves. When looked at inthis light, travel agents are like unsung diplomats. And if promoting cul-tural harmony doesn’t particularly interest you, there are plenty of other re-wards in this field, including incredible travel discounts.

A love for travel is what draws most people to this profession, and theopportunities for travel are plentiful. Travel agencies provide their employ-ees with travel benefits, including heavily reduced rates on flights, rentalcars, and hotels. In addition, many agencies send their agents on familiar-ization trips to particular hotels, resorts, tours, and restaurants, so that theycan evaluate the services.

In general, a travel agent’s job is to plan trips, vacations, cruises, andtours for a broad range of businesses and people. They often arrange every-thing from transportation and hotel accommodations to hot air balloonrides and skydiving lessons. If a client is traveling internationally, the agentmay provide information on customs regulations, visas, vaccinations, andcurrency exchange rates. Though the job entails much planning and paper-

work, travel agents also spend a significant amount of time getting to knowtheir clients and giving them advice on weather conditions, restaurants, at-tractions, and possibly health facilities.

Although the majority of agents work in small offices, an increasingnumber are starting their own companies or working from home. Accord-ing to the Bureau of Labor Statistics, 14 percent of travel agents are self-em-ployed, and as travel technology continues to improve, more agents arelikely to start home-based operations in an effort to increase their pay andreduce overhead.

More agents are also specializing in particular geographic regions ortypes of travel. Believe it or not, knowing about Alaskan wildlife or ancientAztec culture can really make a different in this field. Travel agents who aregood with their geography or are culturally knowledgeable often designmore exciting vacations and keep a more loyal following. Though youdon’t need to have the knowledge of a Jeopardy winner, having an interest ingeography or history will not only increase your value as an agent, it willalso help to spark your career success.

For most people, traveling is the greatest luxury imaginable. Not eventhe nicest handbag or home could compare to the Pyramids or the Ama-zon River. There will always be a desire to travel, which is what makes thejob of a travel agent secure. However, the travel industry is susceptible toboth human and natural disasters, which means that the number of jobopportunities for travel agents can fluctuate depending on the state of theworld.

On the JobChecking out trendy traveling destinations and booking suites at four-starhotels may sound as effortless as enjoying a Carnival Cruise, but in reality alot of research and responsibility goes hand-in-hand with being a travelagent. Any misjudgments or planning errors can leave clients stranded andfrightened. That’s why many agents spend a lot of their time researchingthe climate, politics, and exchange rates of various countries; paying closeattention to flight and travel details; and confirming every reservation. Let’ssay a client is scheduled to fly into London and leave on a train to Scotlandthat same day. The agent must make sure that the traveler has enough timeto get from the airport to the train station. Taking the client’s age and travelexperience into consideration is key.

In addition to knowing the latest destinations and deals, agents mustalso be gifted salespeople. The more an agent understands a traveler’s inter-ests, goals, and financial parameters, the more closely he or she will be ableto design the ideal vacation package or trip. Once the trip or package hasbeen sold, the agent may arrange airline, car rental, and hotel reserva-tions—even vaccine appointments and visa requirements. Much of this


planning is now done through the Internet or computer networks, such asGlobal Distribution Systems (GDS), the SABRE network, or the generalcomputer reservation system, which holds flight schedules for about 800different airlines.

With the advent of the Internet, many airlines and other travel compa-nies began to sell tickets directly to passengers online. As a result, airlinesno longer pay commissions to travel agents on each ticket sold. This shifthas changed the way agencies do business. Many now offer dynamic newpackaging tools to provide fully bonded (full financial protection) travel atprices equal to or lower than most people could find online.

When they are not busy with customers, travel agents often work onmarketing campaigns or promote their services by phone, direct mail, andthe Internet. Many agencies, particularly the larger ones, arrange advertisingdisplays, present packages to social and special-interest groups such as sin-gle parents, and suggest company-sponsored trips to business managers.

“One’s destination is never a place, but a new way of seeing things.”

—Henry Miller, author

z Keys to SuccessIn order to be a successful travel agent, you should have$ a love for people and travel$ strong salesmanship skills$ a solid understanding of history and global affairs$ an appreciation for planning and detail-oriented tasks$ expert computer skills$ patience and a genial personality

Do You Have What It Takes?Although a love of travel is an important prerequisite for travel agents, as-piring agents also need to be highly personable and have strong communi-cation skills. The job obviously involves a lot of scheduling and organizing,so anyone considering this career must be able to compile informationquickly and from a variety of sources. Agents who specialize in businesstravel must work particularly fast because business trips are often arrangedon short notice.

Travel Agent55


Nowadays, travel agents do most of their research and travel arrange-ments online, so computer training is a must. Though not required, per-sonal travel experience is also an asset. Clients feel more comfortable withan agent who intimately knows the region in which they are traveling.

A Typical Day at WorkA travel agent’s day is largely spent taking or returning calls, so the firstthing an agent should do each day is check his or her voicemail. Agentsusually spend the morning pulling up airfare prices for business travelers orwalking a client through the latest baggage requirements and security mea-sures at airports. About once a week, an agent will receive an urgent callfrom a couple or family wanting to take a last-minute trip, usually to atropical destination. In such cases, he or she must get on the computerreservation system quickly and pull up airfares for various destinations.

When not returning calls or booking hotels on the phone, an agent typ-ically assists any walk-in customers or researches destinations and

compares travel and hotel prices for his or her clients. After everythinghas been arranged, the agent reviews the schedule with the client and ex-plains practical matters such as customs and currency exchange rates. Agood agent goes further by offering his or her advice on regional foods totry, as well as areas to avoid and sights that must be seen.

How to Break InHigh school students considering a career as a travel agent should pay par-ticular attention to geography lessons. Travel agencies are increasingly in-terested in specialists who are experts in a certain region or type of travel.It’s a great way to get your foot in the door at some of the more competitiveagencies. Working as a tour guide can also launch you as a specialist be-cause tour guides become very familiar with a particular region. Degreeprograms also offer many great courses designed to enable students to spe-cialize in a particular region.

Work experience is also crucial. Some aspiring travel agents start out asreservation clerks or receptionists at travel agencies and work their way upto agents. If you think you may want to start your own travel agency oneday, be aware that you must gain formal approval from suppliers or corpo-rations, such as the Airlines Reporting Corporation. This requires that yourbusiness must be financially sound and employ at least one experiencedmanager or travel agent.

Finally, some states require travel agents to register or be certified, so be-fore you apply for a job, contact your state’s department of commerce toask about formal requirements.

Travel Agent57

Two-Year TrainingGood two-year travel and tourism programs should include basic classes inbusiness, communications, geography, world destinations, and tourismdocumentation. For instance, a popular introductory course, Tourist Docu-mentation, covers the basics on fares, reservations, e-ticketing, airline com-puter Global Distribution Systems (GDS), and Internet capabilities.

Documentation courses also teach air travel terminology and interna-tional air codes. In other classes, students read maps and learn about themore popular world destinations.

During their second year, associate’s degree students usually take in-depth courses on particular destinations. These classes should provide abase of knowledge on a particular region’s major cities, airports, seaports,and land formations; as well as the air, land, and cruise companies thatserve that region. Other courses include travel communication and busi-ness etiquette, airline operation and security procedures, internationaltourism issues, marketing for the travel and tourism industry, and cruise in-dustry sales specialization. At some schools second-year students also pur-sue independent-study programs, which are particularly useful for studentswho want to specialize. That’s why it’s a smart idea to decide during yourfirst semester whether you prefer to be a generalist or specialize in an areasuch as corporate travel, family vacations, romantic vacations, or cruiseship tours.

What to Look For in a SchoolWhen checking into a school, be sure to ask questions like the following:

+ Is the school accredited by the American Society of Travel Agents?+Does the school offer specialized courses, such as cruise industry sales

or African destinations? +Does the school provide training in the use of airline computer

Global Distribution Systems (GDS)?+What is the school’s employment and graduation rate?+Does the school have an independent study or internship program?+Are the instructors seasoned travelers with a background in geography

or history? Have they worked in the travel industry? Make sure theprofessors understand how current travel agencies operate.

The FutureAmericans have begun to get more creative with their travel plans. The stan-dard family road trip to Disneyworld or Niagara Falls has been replaced byone-week trips to Costa Rican tree-house hotels or exotic ecotours of theGalapagos Islands. According to a survey sponsored by National Geographic


Traveler, 55 million Americans classify themselves as “geo-tourists,” so as-piring travel agents might want to tap into this market by familiarizingthemselves with eco-friendly destinations, such as the Florida everglades orthe Costa Rican rain forest.

Good employment continues to exist in specialty areas, such as roman-tic vacations and gambling trips. Budding travel agents might want tomemorize and promote the many hotel and travel packages designed tolure the honeymoon and gambling crowd.

Interview with a Professional: Q&AJana EmerySki travel specialist; Aspen Ski Tours and Ski.com, Glenwood Springs, Colorado


A: At 21, I had a love of travel, and the industry looked exciting. I also likedthe idea of a career that didn’t require a lot of formal education. I found anine-month course at Pacific Travel School in Southern California, and offI went. It was wonderful, but the training I received at my first travel agencywas just as beneficial.


A: Busy and hectic from start to finish. This is a highly stressful job.

When you are responsible for people’s business and leisure travel, a smallmistake can have an enormous effect on a client’s travel day. Business trav-elers are trying to move efficiently and pack as much into a day as possible,and leisure travelers have been dreaming of this one vacation or honey-moon all year!


A: Specialize. Find an area or activity that you enjoy and then make thatyour area of expertise. For me it was skiing.

Q: What’s the best part of being a travel agent?

A: Having the ability to travel a lot. There are wonderful traveling optionsavailable to travel agents. I also derive great satisfaction from hearing myclients say that they had a smooth and worry-free trip. The genuine thanksI get for helping people is one of the best parts of the job.

Travel Agent59

Did You Know?Shopping is the most popular vacation activity in the United States, and isincluded in 30 percent of all domestic trips. According to the Travel Indus-try Association of America, travelers spend an average of $19,000 a second,or $1.6 billion a day, while traveling in the United States. (This figure in-cludes travel expenditures as well as money spent while shopping.)

Job Seeking TipsFollow these tips for becoming a travel agent and turn to Appendix A forhelp on résumés and interviewing.4 If you are specializing in a particular region or form of travel, look

for agencies that are open to your field of specialization.4 Talk to a career placement officer at your school.4 Stay on top of national and international affairs by reading the

newspaper or watching the evening news.4 Try to interview at agencies that meet the standards set by the Na-

tional Association of Commissioned Travel Agents.

Career ConnectionsFor further information, contact the following organizations.

The Institute of Certified Travel Agents http://www.icta.comAmerican Society of Travel Agents Education Departmenthttp://www.astanet.com/education/index.aspTravel Industry Association of America http://www.tia.orgThe Travel Institute http://www.thetravelinstitute.com

Associate’s Degree ProgramsHere are a few schools offering exciting travel and tourism programs:

College of DuPage, Glen Ellyn, IllinoisPittsburgh Technical Institute, Oakdale, PennsylvaniaWest Los Angeles College, Culver City, CaliforniaHamilton College, Lincoln Campus, Lincoln, Nebraska

Financial AidOne scholarship source is listed below. For more information on financialaid, turn to Appendix B.

The American Society of Travel Agents offers numerous scholarships.Look up these, among others: Princess Cruises and Princess ToursScholarship, American Express Travel Scholarship, Holland AmericaLine–Westours, Inc. Scholarship, and the A. J. Spielman Scholarship.http://www.astanet.com/education/scholarshipf.asp

Related CareersAdventure guide, vacation tour guide, airlines operator, entertainment orcruise director, charter operator, hotel representative, meeting or conven-tion planner, and film or television location scout.


Food andBeverageManager


Vital StatisticsSalary: The median salary for food and beverage managers is $39,610 ayear, according to the U.S. Bureau of Labor Statistics.

Employment: More than 370,000 people are employed in the UnitedStates as food service managers, and this figure is expected to growabout as fast as the average for all occupations through 2014, accordingto the Bureau of Labor Statistics.

Education: Although formal training is not essential, an associate’s de-gree in hospitality management or the culinary arts provides food andbeverage managers with optimal job opportunities.

Work Environment: Food and beverage managers work in hotels, re-sorts, large restaurants, schools, hospitals, and other institutional envi-ronments.

Food and beverage managers, also known as F&B managers, jugglemany responsibilities at once. They do everything from create menus to fixbroken ovens. Without a food and beverage manager, a chef is little morethan a good cook in a funny hat and clogs.

F&B managers work in a variety of venues, from restaurants to cruiseships. Although the job varies depending on the size and type of establish-ment, an F&B manager’s primary responsibility is to ensure that diners areserved properly and in a timely manner. Though this may seem like a sim-ple task, a daunting amount of effort goes into creating a pleasant diningand drinking experience.

As eating out keeps its place as our national pastime, the demand forF&B managers continues to grow. “In the 1980s hotels wanted to get rid offood and beverage, but now hotels are realizing that a distinct F&B opera-tion can really provide them with a competitive edge,” notes Rupert Spies,a senior lecturer at Cornell University’s School of Hotel Administration.

F&B managers are responsible for estimating how much food to orderfor the day and for scheduling the food pickups and deliveries. They are theones who lock up in the evening and check whether all of the ovens, grills,and lights are turned off. F&B managers maintain records of supply andequipment purchases and ensure that accounts with suppliers are paid. Inlarge establishments, serious financial duties are sometimes contracted outor delegated to a bookkeeper, but F&B managers are often the ones respon-sible for personnel and the accuracy of business records. In addition to fi-nancial responsibilities, F&B managers often create company rules and

Food and Beverage Manager63

handle the administrative tasks of the restaurant. They develop labor stan-dards, forecast food and beverage sales, prepare work schedules, and analyzelabor costs. F&B managers who work in hotels also have to figure out roomservice issues and design rules and standards for delivering room service.

Since eating and drinking establishments are forced to comply with anumber of federal health code regulations and local liquor regulations, to alarge degree an F&B manager’s job involves following safety procedures.F&B managers direct the cleaning of the dining areas and the washing ofutensils and equipment to comply with company and government sanita-tion standards. They also monitor the action of their employees and pa-trons to ensure the personal safety of all.

F&B managers bear a great deal of responsibility, which can mean highstress. They must deal with irate customers and at the same time coordinatethe kitchen. They often work 50 hours a week, and during the busieststretches, they might arrive one morning and leave the next. However, anF&B manager with 10 or more years of experience usually has enough know-how to open up his or her own establishment or work for a prestigiousrestaurant or hotel. So if you are good with people, love food, and can han-dle long hours and stressful situations, this might be the job for you.

On the JobApart from tending to customer satisfaction, the food and beverage man-ager’s main responsibility is to estimate food needs and schedule the deliv-ery of fresh foods. Increasingly, restaurants and hotels are using computersoftware such as point-of-service (POS) systems to minimize food costsand spoilage. Computers also allow restaurant and food service managersto keep track of employee schedules and paychecks efficiently.

When they are not monitoring food supplies and dealing with cus-tomers, F&B managers are usually interviewing, hiring, and, when neces-sary, firing employees. Since there is high turnover in the food serviceindustry, particularly among the wait staff, retaining employees can be achallenge. Though the job involves many administrative duties, F&B man-agers also have a creative role; they help the chef design the menu. Sincechefs may be more interested in creating the perfect sauce and less inter-ested in finance or practicalities, F&B managers work with them to ensurethat the menu will be profitable as well as tasty. F&B managers analyzerecipes to determine the food, labor, and price of each dish. For example, awild truffle omelet may sound nice on a winter menu, but procuring wildtruffles in the middle of winter can be prohibitively expensive. It’s the F&Bmanager’s job to point out these financial issues.

Surprisingly, there is also a fair amount of risk and responsibility to anF&B manager’s job. Not only does the job include overseeing the staff, italso means watching over the clientele. If a customer gets food poisoning,this can result in a lawsuit or negative write-up in the local paper. Further,


F&B managers who work in establishments with large bars may have thedelicate task of handling intoxicated guests. In situations involving alcohol,F&B managers must obey the law and protect the establishment—andthemselves—from legal liability in the event of a fight, drunk-driving acci-dent, or other incident. Thousands of liquor licenses are lost over such oc-currences, so F&B managers can never be too careful.

“I’m working harder than ever now, and I’m putting on my pants the same as I always have. I just get up every day and try to do a little better than the day before, and that is to run a great

restaurant with great food, great wine, and great service. That’s my philosophy.”

—Emeril Lagasse, celebrity chef

z Keys to SuccessTo succeed as a food and beverage manager, it takes$ strong organizational skills$ good communication and other people skills $ a fine appreciation for the culinary arts$ a calm personality, particularly during stressful situations$ the ability to multitask $ diplomacy and leadership skills

Do You Have What It Takes?Food and beverage managers are the first to arrive in the morning and thelast to leave, so reconsider this field if you like to be in bed by 10 p.m. Youneed to be self-disciplined and organized. And because you will be con-stantly talking to or negotiating with suppliers, employees, and customers,you need clear communication skills. Speaking another language alsohelps because the staff and clientele tend to be diverse. Successful food andbeverage managers must also be good motivators. To ensure excellence infood and service, they must persuade everyone from the fry cook to themaître d’ to cooperate. Finally, anyone who has eaten or worked at a restau-rant knows that it is a fast-paced and demanding industry. Stamina is nec-essary in order to last in this field.


A Typical Day at Work You normally arrive between 9 and 11 a.m., and your first order of businessis to estimate food consumption for the day. However, if your establish-ment is expecting a lot of guests, you might arrive at as early as 7 a.m. toplace a large order of food supplies and beverages. Other daily tasks in-clude checking the content of deliveries and evaluating the quality of thefood, both before and after it is cooked. Your primary concern is safety andefficiency, so if a piece of fish smells rancid, it is your job to say something.

Around noon, you see if all of your staff have arrived and whether every-thing is in order in the kitchen. If a piece of equipment is broken or there isa pest problem, you call in the handyman or exterminator. In between suchtasks, you schedule meetings with sales representatives from restaurantsupply stores and place orders for pans, plates, and other supplies. You alsomight compare prices online and check recent health and safety codes.

How to Break InWorking part time as an assistant manager or even food preparer at a hotelor restaurant is great exposure and can lead to better employment downthe line. Many upscale chain hotels and restaurants also offer internships,which can provide invaluable experience. However, studying hospitalitymanagement at a two- or four-year school is definitely the best way tobreak into the F&B world. Although hotels and restaurants prefer to hireemployees with formal hospitality-management training, chefs have beenknown to transition into food service management positions. Additionally,some restaurants train employees for management positions.

Some employers look for the Foodservice Management Professional(FMP) certification. Although the credential is by no means required, itcan be useful. Taking a food safety certification course, such as those of-fered by National Restaurant Association or the National Registry of FoodSafety Professionals, also demonstrates your professionalism. Followinglocal and federal health code laws and regulations is an important ele-ment of an F&B manager’s job, so certification in this area indicates thatyou take safety seriously.

Two-Year TrainingMore than 800 colleges, technical institutes, and other institutions offer as-sociate’s degree programs in restaurant and hotel management or institu-tional food service management. The best programs combine classroomstudy with on-the-job experience. Most curriculums provide instruction innutrition, sanitation, and food planning as well as accounting, businesslaw and management, and computer science. Some programs combine


classroom and laboratory study with internships providing on-the-job experience. For those who also love to cook, many educational institutionsemphasize culinary classes. Even the most basic culinary courses are in-valuable to understanding the food industry and can lead to an alternativecareer as a chef.

Safety and sanitation classes focus on preventing food poisoning andfood-related illnesses, such as the Norwalk virus. The best programs teachthe most up-to-date food-safety standards as well as food safety in a broadrange of food service situations, including breakfast bars, off-premisescatering, and room service.

A good program will also emphasize financial issues such as budgetcontrol and cost-volume-profit analysis. It will teach menu trends and pre-pare students for the Controlling Alcohol Risks Effectively (CARE) exam(http://www.ei-ahla.org/care.asp), which a growing number of states are re-quiring.

What to Look For in a SchoolWhen considering a two-year school, be sure to ask these questions:

+Does the program offer courses in culinary arts as well as food servicebusiness and management?

+What is the school’s graduation and job-placement rate?+Have the instructors worked in the field?+Will the school provide both coursework and an internship program?+ Is there a substantial number of quality restaurants and hotels with

internship or employment opportunities in the area?

The FutureJob opportunities for food service managers is expected to grow as fast as av-erage through 2014. Jobs are projected to be particularly plentiful in the bev-erage industry thanks to the return of the cocktail. “More young people arechoosing cocktails as their entry-level beverage instead of beer,” says hotelconsultant Dale DeGroff. Beverage managers are responding by designingexotic bar menus, using fresh ingredients, and hiring more experienced bar-tenders. Another trend is toward healthier menu options. Even McDonald’sis providing items such as chicken wraps for health-conscious consumers.

Did You Know? Ye Olde Trip to Jerusalem is reputed to be the oldest existing pub in theWestern hemisphere. Located in Nottingham, England, the pub’s paintedsign states that it was established in 1189 A.D., the same year King RichardI ascended to the throne.


Interview with a Professional: Q&ARobert A. MageeFood and beverage director, executive chef; Hilton Hotel, Kansas City, Kansas


A: I participated in a culinary program in high school, which led me to theCulinary Institute of America (CIA) in Hyde Park, N.Y. After CIA and an in-ternship at the Hyatt Regency, I began working as a cook. My career hasprogressed from sous-chef to executive chef and finally to food and bever-age director. I’ve served in these positions for hotel groups such as Hyatt,Sheraton, Westin, Omni, and currently Hilton.


A: My typical day begins by verifying that all departments and food dis-tributors are on track. I constantly challenge myself to improve depart-ments in both revenue and service scores. I also work with my team oncustomer satisfaction training, and I continuously monitor guest satisfac-tion levels to achieve the highest service levels possible.


A: This industry is usually very demanding. Consumer expectations arehigh and culinary and service standards are constantly changing, so be sureyou are really interested in becoming an F&B manager. It can take youplaces and is ideally suited for those interested in living in different locales.

Q: What’s the best part of being a food and beverage manager?

A: The best part is setting a direction for your department and watchingthe department realize those goals. I love knowing that I’ve enabled my de-partment’s success by creating a winning team that is recognized through-out the industry as one of the best.

Job Seeking TipsSee the suggestions below and turn to Appendix A for advice on résumésand interviews.4 Find part-time work or an internship in food service management.4 Decide whether you would like to work in a hotel, restaurant, or an

environment such as a hospital or college.

4 Check industry Web sites for jobs and talk to your school’s careerplacement officer.

Career ConnectionLook up the following organizations for more information on careers infood service management.

Food Service http://www.foodservice.comAmerican Hotel and Lodging Educational Institute http://www.ei-ahla.orgThe International Council on Hotel, Restaurant, and InstitutionalEducation http://www.chrie.org

Associate’s Degree ProgramsLook online for more schools with programs in food service management.Here are a few to get you started:

The Art Institute of Houston, Houston, TexasFlorida Culinary Institute, West Palm Beach, FloridaJohnson County Community College, Overland Park, KansasFerris State University, Big Rapids, MichiganJohnson & Wales University, six U.S. campuses

Financial Aid The source below gives a sample of the financial aid sources available infood service management. Be sure to see Appendix B for essential advice onfinancial aid for two-year students.

The National Restaurant Association Educational Foundation Schol-arship for High School Seniors rewards those who have demon-strated a commitment to both a postsecondary and foodserviceeducation. http://www.nraef.org/scholarships/highschool

Related CareersHotel manager, health services administrator, chef, restaurateur, gamingmanager, lodging manager, sales worker supervisor, and food servicemanager.


RetirementHome

Manager


Vital StatisticsSalary: A person could get started in this field with an associate’s degreein health or management but should expect to develop both sides pro-fessionally and complete further schooling before earning the mediansalary for retirement community directors and health service man-agers—about $68,000 a year, according to 2006 data from the U.S. De-partment of Labor Statistics. Entry-level jobs on this career track pay inthe range of $30,000 a year.

Employment: The number of jobs in this field is expected to increasefaster than the average for all occupations through 2014, according tothe Bureau of Labor Statistics.

Education: An associate’s degree in health service administration,gerontology, or business management is strongly recommended forthose interested in becoming a retirement community director.

Work Environment: Retirement community directors have their own of-fices, but a good portion of their time is spent elsewhere in their facilities,speaking with nurses, housekeepers, groundskeepers, and the elderly.

Nowadays it seems like everyone is talking about the “graying ofAmerica,” and with good reason. The massive demographic group known asthe baby boomers are currently 76 million strong, and they’re starting to re-tire. The U.S. Center of Disease and Prevention control reports that by theyear 2030, 20 percent of the United States population will be age 65 or over.

What these numbers point to is this: It’s a very good time to be goinginto the aging-services industry. Job growth is projected for the next 30 years,and the pay can be quite impressive. Most important, the job itself can beimmensely rewarding. “Care of the elderly is one of the most challengingand exciting areas of health care,” says Betsy Sprouse, president of the Asso-ciation for Gerontology in Higher Education (AGHE). “It combines the bio-logical, psychological, and social changes associated with aging,”

As the medical community advances, so too does the aging-services in-dustry. People are now living longer, and as a result, there’s a growingawareness of and concern for the needs of the elderly. Whereas Americansonce dreaded putting their parents or grandparents into a retirement com-munity, in the 21st century great care goes into providing such livable facil-ities that many elderly go willingly; some even sign themselves up.

“Retirement community” is an umbrella term that covers a variety ofhousing and care options for retirees and senior citizens, including nursing

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homes, assisted-living facilities, and active adult communities. There areapproximately 25,000 retirement communities in the United States today,and these numbers are growing. “There is an unmet demand for high-qual-ity senior living in this country,” says Randal J. Richardson, president ofHyatt’s Classic Residence branch, “and that’s the niche we’re trying to fill.”No wonder many upscale communities have added formal dining rooms,private Pilates instruction, groomed golf courses, spas, and even stretchlimousines for trips to the grocery store.

Thanks in large part to inspired community directors, the many chal-lenges of aging are now being addressed through care plans, supportgroups, social activities, and the expertise of nurses and practitioners whospecialize in gerontology. Good directors try to appreciate the humanityand individuality of each resident—from the physically active 70-year-oldto the recently admitted 90-year-old with Alzheimer’s.

The primary responsibility of a retirement home director is to ensurethat all residents’ needs are met. Retirement home directors are also incharge of everything from balancing budgets to dealing with residents’families and friends. Though the job can be highly stressful, and the emo-tional burden of watching the decline of the sick and elderly can be toughto bear, this career is honorable and rewarding. In addition, the salary isgood. Employee benefits may include vacation time, sick leave, an afford-able health plan, and retirement benefits. In other words, by working as aretirement home director you can ease into retirement gracefully.

On The JobHealth care is a business and, like every other business, it needs strongmanagement and direction to keep it running smoothly. Retirement com-munity directors provide the leadership that makes a facility successful.They are responsible for all aspects of funding, so they must be knowledge-able about financial management as well as human resources and federaland state regulations. And as insurance companies and Medicare demandhigher levels of accountability, the business and accounting side of the di-rector’s job has become all the more important.

The varied needs of the elderly require retirement community directorsto work side by side with a diverse group of professionals. For many direc-tors, this is one of the best parts of the job. You may be coordinating infor-mation from housing agencies, lawyers, transportation providers, nurses,and family counselors.

Although there are many administrative duties associated with the jobof retirement community director, at the end of the day the job is aboutpromoting the health and well-being of the residents. Directors must makesure that everyone on staff is listening carefully to residents, supporting andencouraging them, and setting boundaries and goals.


Although directors do socialize and meet with the residents on a dailybasis, it would be impossible to personally care for them. The actual job ofcaring for the elderly falls primarily to the registered nurses (RNs) and li-censed practical nurses (LPNs), practitioners, and community-care servicegivers (aides). They are the ones who assist elders in meeting basic humanneeds, including health care, rehabilitation, recreation, and social or spiri-tual development. This often involves administering medications, supervis-ing nursing assistants, attending to a variety of personal and health careneeds, and simply listening.

“The gerontology field has shifted from an emphasis on the problems of aging to the

promotion of successful aging.” — Nancy A. Orel, assistant professor of gerontology,

Bowling Green State University

z Keys to SuccessIn order to succeed as a retirement home director, you must have$ strong judgment, planning, and communication skills $ administrative and management know-how$ working knowledge of programs such as Microsoft Office Suite’s Word

and Excel$ the ability to juggle a variety of projects simultaneously and work

both independently and in a team setting$ an even temperament and a warm and inviting personality

Do You Have What It Takes?It takes a tremendous amount of sensitivity and discipline to be a retirementcommunity director. And though compassion and an interest in health careare essential to the job, retirement community directors must also be indus-trious, business-minded, and possess strong leadership skills. Today stateand federal regulations carefully prescribe the boundaries of treatment ofthe elderly, and homes that do not adhere to these standards are liable tolawsuits. In fact, directors must be vigilant in every aspect of their job, andthey often face a lot of tough decisions. At times, both the elderly and thenurses use them as a shoulder to cry on. That said, if you are interested inimproving the lives of older people and are comfortable with your ownaging process, consider becoming a retirement community director.


A Typical Day at WorkYou arrive before 9 a.m., and check in with your nursing staff. A favorite res-ident fell during the night and had to be transported to the hospital. Youensure that the family was properly notified and find out whether she willrequire an extra level of care upon release. Back in your office, you go overyour e-mails and voice messages, and work on your monthly budgets. Nextyou welcome a family for a tour of the facility. You answer all of their ques-tions and show them a model living unit. At the same time, you assesswhether your facility can adequately serve the prospective resident: You’rechecking her cognitive ability and whether she’ll be able to get around un-aided. The family joins you for lunch. Afterward you speak to the food ser-vice staff and reiterate your request to purchase only low-salt ingredients.

Finished, you visit the head nurse’s office for an update on the residents’medical status. Next, you move on to housekeeping and the maintenanceoffice. If there is a leak in one of the rooms or the security system is off, youmust work with the staff to make sure that it is fixed as soon as possible.

How to Break InVolunteering at a local retirement community or senior citizen center is thebest way to see if the aging-services industry is right for you. Many retire-ment community directors began as volunteers or interns, or worked parttime in a home while going to school. Others stumble upon the fieldthrough school-based community service programs.

Generally, the most successful retirement community directors arethose with associate’s or bachelor’s degrees in administration, business,health services, or gerontology. The opportunity for advancement in retire-ment communities and active living facilities is quite strong, so if you area conscientious and caring individual, you have a good chance of beingpromoted.

Nursing is another avenue through which to become a retirement com-munity director. Those interested in this option should be aware that inorder to become a registered nurse, you must graduate from an accreditedschool of nursing and pass a national licensure examination.

Two-Year TrainingGerontology is a multidisciplinary field, which means that it combines in-formation from several separate areas of study. Generally speaking, biology,sociology, psychology, public policy, and economics form the “core” areas,so when you’re searching for a school, be sure to find a program that en-compasses all of the above areas.

As a retirement community director, you need to understand the psy-chology of aging as well as the basic principles of business and accounting.

This is a rather wide window of study, so there is not one set program ofstudy that retirement directors should pursue. That said, an associate’s de-gree in gerontology often serves retirement directors well. Gerontology isthe study of the aging processes and individuals as they grow from middleage through later life, so the degree program usually involves a lot of classesin psychology and the humanities. On the opposite end of the spectrum,many retirement directors choose to study health services administrationbecause it prepares students to plan, organize, direct, and control a wide va-riety of health facilities—from hospitals and ambulances to blood-dona-tion agencies and retirement communities.

Another route to explore is nursing school. There are dozens of well-re-spected schools offering associate’s degrees in nursing. While it may notteach you the managerial skills necessary to run a retirement community,nursing school is the best way to learn how to care for the sick and the el-derly. According to the National Center for Education Statistics, 40,258nursing associate’s degrees were conferred in the 1999–2000 school year,making it the second-most popular associate’s degree.

Although neither federal nor state governments accredit educationalprograms in the field of aging, several associations have developed a list ofapproved schools. The National Directory of Educational Programs inGerontology and Geriatrics has published a very comprehensive book thatlists some of the better schools for gerontology, health services administra-tion, and nursing.

What to Look For in a SchoolWhen researching two-year programs, ask yourself these questions:

+What is the school’s graduation and employment rate?+Does the school have a field-study or internship program?+How many retirement communities are in the area, and does the

school have a strong relationship with them?+Does the program have a strong retirement and aging-services pro-

gram?+Are there an adequate number of business and administrative courses

to prepare students for the administrative responsibilities of the job?

Did You Know?The U.S. Centers for Disease Control and Prevention project that the popu-lation older than 65 years will double from 2007 through 2030 to morethan 71 million. In some states fully a quarter of residents will be elderly,and the nation’s health care tab will rise by 25 percent due to its swelling,geriatric ranks.



Interview with a Professional: Q&AJean HowellRegistered nurse and resident services director, Meridian Manor Retirement Home, Wayzata, Minnesota


A: I came to the position of resident services director by way of a nursingcareer. I worked in mental health, home care, and hospice and almost threeyears ago became the nursing director at Meridian Manor. When I wantedto cut back my hours, the building administrator offered me this position.As director of resident services, I now work four days a week.


A: A typical day is varied. I give a lot of tours to future residents, facilitatecare conferences for residents and families, and address residents’ concerns,and—when necessary—I make referrals to [the state Department of AdultProtection Services]. I also coordinate arrangements for our monthlyMeridian Manor epicurean dinners and chair the monthly resident councilmeetings. Finally, and most importantly, I spend a lot of one-on-one timewith residents.


A: My advice is to genuinely care about people. Before starting a full-timejob at a retirement community, it’s important to receive an education onthe elderly, and the multiple issues that concern them. I would also recom-mend volunteering at a facility and working with an activities person to seewhat the day is like. Finally, I’m also a social worker and nurse, and I feelthat knowing the medical component is invaluable to this line of work.

Q: What’s the best part of being a retirement community director?

A: The best part of being resident services director is the variety. My positionincorporates marketing and leasing rooms/apartments. I also love workingwith my supportive and energetic management people. Finally, I enjoy theintimacy of helping a resident or family member address a problem, andbeing able to implement the knowledge I have gained through the years.

The FutureToday the fastest-growing age group in America is the “very old”—people85 and over. By the middle of the 21st century, there will be 15 to 18 mil-lion persons over the age of 85. This means more jobs, particularly in the


health services industry. Employment opportunities for health servicesmanagers, which includes retirement home directors, is expected to growfaster than average through 2014. According to the Bureau of Labor Statis-tics, applicants with experience in the health care field and who have strongbusiness and management skills should have the widest range of opportu-nities. However, competition for upper-management jobs will be keen be-cause of the prestige.

Job Seeking TipsFollow these suggestions for aspiring retirement home directors and thenturn to Appendix A for advice on résumés and interviews.4 Decide what sort of retirement community suits you (large or small,

state- or privately-owned) and seek relevant experience.4 Volunteer at a local senior center or retirement home. It provides work

experience as well as contacts.4 Join an association, such as the Association for Gerontology in Higher

Education.4 Contact local retirement communities as well as hospitals, nursing

homes, and senior centers. They often receive jobs listings not men-tioned in newspapers or on Web sites.

Career ConnectionsFor more information on how to get a job as a retirement home director,contact the following organizations.

American College of Health Care Administrators http://www.achca.orgAssocation for Gerontology in Higher Education http://www.aghe.org/site/aghewebsiteNational Association of Health Care Assistants http://www.nahcacares.orgNational Association of Social Workers http://www.socialworkers.org

Associate’s Degree ProgramsHere are a few quality schools offering programs in gerontology, nursing,and health services administration:

Berkeley College, New York, New York, and satellite campuses in New JerseyMount St. Mary’s College, Los Angeles, CaliforniaBrown Mackie College, Louisville, Kentucky


Austin Community College, Austin, TexasAlbany Technical College, Albany, GeorgiaJames Madison University, Harrisonburg, Virginia

Financial AidThe following is a list of nursing and gerontology scholarships. For moreon financial aid for two-year students consult Appendix B.

National Gerontological Nursing Association Scholarshipshttp://www.campusrn.com/scholarships/scholarship_detail.asp?scholarship_id=310&browse=NAssociation for Gerontology in Higher Education http://www.aghe.org/site/aghewebsite/section.php?id=8183National Association of Hispanic Nurses National ScholarshipAward http://www.campusrn.com/scholarships/scholarship_detail.asp?scholarship_id=306&browse=NMary Opal Wolanin Scholarship Program http://www.ngna.org/all.php?l=resources&x=2

Related CareersHealth insurance advocate, human resources coordinator, fitness centermanager, hospital safety coordinator, emergency medical services programdirector, homeless programs coordinator, community volunteer director,recreation worker, medical group manager, clinic administrator, and healthservices administrator.

Event Planner

Vital StatisticsSalary: The median annual salary for event planners is $39,620, ac-cording to 2006 data from the U.S. Bureau of Labor Statistics.

Employment: Event planners held an estimated 43,000 jobs in 2004,and these numbers are expected to grow faster than the average for alloccupations through 2014, according to the Bureau of Labor Statistics.

Education: While formal training is generally not required, an associate’sdegree in event planning or management can distinguish job candidatesfrom the competition.

Work Environment: Event planners are typically based in commercialoffice buildings or in their own home offices. However, their work cantake them to far-flung locations.

Almost everyone enjoys going to parties; far fewer enjoy throwingthem. And though anyone can dump tortilla chips in a bowl and turn onthe stereo, it takes a special touch to throw an unforgettable celebration. Inaddition to having that creative touch, event and party planners need thepatience of a first-grade teacher and the money-management skills of anaccountant.

Although an event planner’s life is literally one party after another, thejob requires a tremendous amount of time and effort. Event planners are incharge of almost every aspect of a party, meeting, or convention—fromsending out invitations and booking the entertainment to setting up soundsystems, designing menus, and hiring the waitstaff and security. Since eachevent typically involves countless last-minute changes and details, plannersspend the bulk of their time meeting with clients and retail distributors.

Travel is also a major part of the job. Those who work for local compa-nies and organizations tend to stay within their region, but event plannerswho work for national and international companies often travel to distantlocations. It’s a great opportunity for anyone who likes to roam. The onlydownside is that the hours can be long, particularly just before an event.

Event planners often find themselves burning the midnight oil, but justas no two people are alike, no two parties or events are either. Some plan-ners organize benefit dinners for nonprofit organizations, while othersbook hotel rooms and call in audiovisual equipment for corporate conven-tions. Still others specialize in throwing themed parties in private homes.The uniqueness of each event is part of what makes the job so appealing.

Event Planner79


According to the Bureau of Labor Statistics, about 30 percent of plan-ners work for associations (religious, civic, or professional), 17 percentfor lodging establishments, 9 percent for academic institutions, and theremainder for themselves or the government. Every event, meeting, orparty has a “personality” of sorts, and a good event planner will highlightsomething distinct in the client’s wishes for the event to draw out an in-dividual quality.

Specialization is important. Most event management programs nowrequire students to specialize in areas such as convention planning, tradeshow planning, or party planning. “This is an exciting time to be in eventplanning,” says Colleen Rickenbacher, a self-employed event plannerbased in Dallas. “It used to be that event planners were order-takers whobasically just handled logistics, but now we’re more strategic. We’re eveninvolved in corporate initiatives,” says Rickenbacher. Indeed, a growingnumber of companies are beginning to see that event planning can im-prove business relations and boost company morale. In recent years, manyorganizations have created internal event planning departments, but forthe most part businesses are still hiring independent planning firms to or-ganize their events.

Without a doubt, the industry is fast-paced and demanding, but in re-turn for their hard work planners are able to travel and meet all sorts ofpeople. If you are a fun and sociable soul who loves to “discuss the details,”this may just be the job you’ve been dreaming of.

On The JobThe first step in planning a party, meeting, or convention is determiningthe general purpose of the event. This will set its tone and enable the plan-ner to choose speakers, the entertainment, a menu, and design motifs.Meeting and convention planners have the added responsibility of findinga meeting site, which may be a hotel suite, convention center, or officeheadquarters. To do this a meeting planner must contact establishments,request proposals, negotiate pricing, and arrange for support services.

Logistics, such as arranging labor and materials, are also a major part ofany event planner’s job. Although caterers are usually hired to prepare thefood, planners oversee food and beverage distribution. If it’s a celebration,they oversee the festivities and the decor. For larger parties, planners mayregister attendants, issue name tags, coordinate lodging reservations, andarrange transportation. Most important, planners must ensure that theevent adheres to fire and labor regulations, regardless of the event’s size orlocation.

Of course, before any planning can take place, planners must determinehow much their client can spend. Contracts and deposits are essential.Otherwise financial and, possibly, legal troubles are a real possibility. In ad-

Event Planner81

dition, planners must keep their client’s budget in mind as they plan andmake purchases. They must also negotiate contracts with facilities and sup-pliers. These contracts often require the planner to book a certain numberof glasses, party bags, or hotel rooms for attendees. So it is essential foreveryone involved to work together and have every detail understood andspelled out, even as plans continually change.

Finally, the most important part of an event planner’s job is establishingand maintaining trusting relationships with clients and distributors. Plan-ners interact with a variety of people—from site staff and food suppliers topowerful executives and difficult entertainers. Strong communication skillsand a winning personality are what distinguishes an exceptional eventplanner from a decent one every time.

“I regard my event planner as a partner. I want towork with someone who is an extension of my

brain—but with more resources and creativity!”— Kathleen Moore, executive, JP Morgan Treasury

z Keys to SuccessIn order to succeed in the world of event planning you must$ love to socialize$ have a creative mind$ communicate well$ be organized and motivated$ enjoy listening to others$ have lots of energy

Do You Have What It Takes?Are you patient, detail-oriented, and adept at handling crises? Do you havea lot of stamina? Also, can you handle a heavy social load? Organizing ablack-tie party for a few hundred people would seem stressful to most, butto an event planner it’s energizing. Can you picture yourself facing dead-lines, orchestrating the activities of several groups of people, and maybeeven juggling more than one event? If you are a high-energy person who isable to multitask, manage budgets, negotiate contracts, and communicatewell with others, you may have what it takes to be a successful event planner.

A Typical Day at WorkImagine the craziest busy day you’ve had all year and double the load—that’s usually how hectic an event planner’s schedule is on the day of anevent. If an event is not scheduled, you will meet with new clients to dis-cuss food service options or suggest what sound equipment is needed. Oryou will catch up on your billing.

But say an elaborate poolside party is set for the late afternoon. You’llcheck your e-mail by 8 a.m. or earlier to make sure that the food and dec-oration orders are in place. By 10 a.m. you’ll send an assistant to the partysite to check whether the deliveries are being handled properly. By noon,you’ll be there yourself, going over last-minute details and arrangingeverything—from the flowers, lighting, and food to the waitstaff, guests,and DJ. In the midst of this mayhem, you might handle the company’smonthly finances or draw up a proposal for a prospective client. Once theparty begins, you discreetly check in with the client, caterer, waitstaff, andDJ. If a problem occurs, all heads will turn to you. Afterward, as the guestsleave, you talk a last time with the client and make sure cleanup is pro-ceeding properly.

How to Break InLike most jobs in the hospitality industry, event planning revolves aroundworking well with others. So on-the-job training is crucial to understandingthe business. High school and college students can learn the art of eventplanning by getting involved with committees devoted to planning schoolevents. Also, consider helping out at an event planning company on theweekends or holidays. Another option is to find an internship with a pub-lic relations or marketing firm, or with an agency that represents speakers.However, even working part time as an executive assistant and planningsmall meetings can move you toward a full-time position as a meeting orconvention planner. Joining an event planning association is also helpful.Many successful planners got started through the International SpecialEvents Society (ISSE) and other event planning groups (see Career Connec-tions near the end of this chapter). These networking organizations aregreat ways to find a mentor or a job.

Two-Year TrainingThough event planners are not legally required to have formal training, anassociate’s degree in meeting and event planning will definitely help youget that executive position or start your own firm. Specialization is the bestway to get your foot in the door at high-end planning outfits, but event


Event Planner83

planning students also take a variety of psychology, arts, and businesscourses. Most curriculums include classes in management, organizationalbehavior, accounting, basic psychology, and speech communication.

While meeting and event planning programs are available throughoutthe United States, they are not as prevalent as some hospitality programs. Ifyou are unable to find a meeting and event planning program in yourvicinity, keep in mind that successful event planners can also study relatedprograms such as marketing, public relations, communications, business,and hotel or hospitality management. In fact, individuals who have stud-ied hospitality management often start out with greater responsibilitiesthan those who majored in event management or other related fields.

What to Look For in a School When researching schools, ask the following questions:

+What areas of specialization does the school offer? Is there a core curriculum in an area that interests me?

+What is the school’s graduation rate?+What services does the school’s career planning center offer? +Does the school have clubs or associations that throw parties and host

events? +What are the credentials of the professors? Have they worked in the

industry?+What is the career placement rate of graduates in event planning or

my related major?

The FutureThe Bureau of Labor Statistics projects that employment opportunities forevent planners will grow faster than average through 2014. In other words,it’s officially safe to start planning your career in event planning.

The best job opportunities await those who specialize in corporateevents and meetings, particularly in growth industries, which host a largerproportion of meetings. That’s why networking is so important. For exam-ple, as a result of the pharmaceutical boom, the medical community hasbeen scheduling scores of events and meetings.

Did You Know? On the 26th of May in 2006, several Finnish party planners organized thelargest karaoke party in the world in Helsinki, with over 80,000 people inattendance.


Interview with a Professional: Q&ASamantha StaplesOwner, High Beam Events, Austin, Texas


A: Like many planners, I got started by being asked to plan meetings andevents as an adjunct to other corporate duties. The idea of a career in plan-ning was still relatively obscure [when I started], unlike today where eventplanning seems to be the buzz career.


A: This is a day when there’s not an event: I’ll work on two to three newproposals by researching potential venues and talking to vendors aboutpricing. The staff brainstorms throughout the day so we each make surewe’re approaching our clients with the most creative ideas. I’ll field a cou-ple of inquiries from potential new clients or work on generating leads, andI’ll talk to current clients throughout the day. On a day when there is anevent . . . I arrive at the venue early in the morning to ensure that the roomis being set according to my diagram. I also supervise the decorators, cater-ers, and on-site workers and spend a lot of time making sure everythinglooks good. Once the event begins, I walk around constantly to look fortrouble areas.


A: Don’t be seduced into thinking this is a glamorous job. It’s really hardwork. If this doesn’t bother you, contact your local convention and visitorsbureau to hook up with different organizations and volunteer at big con-ferences and festivals. If you’re good, you’ll get noticed.

Q: What’s the best part of being an event planner?

A: The best part is being able to help a client achieve their objectives cre-atively. The satisfaction from successfully completing an event—andpulling together all the myriad details—does provide a high that you justcan’t get in other jobs.

Job Seeking TipsSee the suggestions below and turn to Appendix A for advice on résumésand interviews.

Event Planner85

4 Contact local and national event planning associations.4 Decide the type of event (e.g., party, meeting, or convention) in which

you’d like to specialize.4 To gain experience and build a stellar reputation, throw parties and

organize meetings for friends and family.4 Talk to the career placement officer at your school.4 Network, network, network.

Career ConnectionsFor more career information on event planning contact the following orga-nizations.

Convention Industry Council http://www.conventionindustry.orgHospitality, Sales, and Marketing Association Internationalhttp://www.hsmai.org/Meeting Professionals International http://www.mpiweb.orgThe International Special Events Society http://www.ises.com

Associate’s Degree ProgramsUse the Internet to find other programs for careers in event planning. Hereare a few to get you started:

Richland College, Dallas, TexasMadison Area Technical College, Madison, WisconsinAustin Community College, Austin, Texas University of North Carolina, Charlotte, North Carolina

Financial AidHere are a couple scholarships in the event planning field. For more on fi-nancial aid for two-year students, turn to Appendix B.

The International Special Events Education Foundation provides ed-ucational assistance to deserving individuals pursuing certificates anddegrees in the special events profession. http://www.ises.com/isefThe Professional Convention Management Association offers a num-ber of scholarships for its student members. http://www.pcma.org


Related CareersTravel agent, food service manager, publicist, public relations specialist,television or film producer, caterer, sales associate, and marketing manager.

87

When 20-year-old Justin Schulman started job-hunting for a positionas a fitness trainer—his first step toward managing a fitness facility—hedidn’t mess around. “I immediately opened the Yellow Pages and startedcalling every number listed under health and fitness, inquiring about avail-able positions,” he recalls. Schulman’s energy and enterprise paid off: Hewound up with interviews that led to several offers of part-time work.

Schulman’s experience highlights an essential lesson for jobseekers:There are plenty of opportunities out there, but jobs won’t come to you—especially the career-oriented, well-paying ones that that you’ll want tostick with over time. You’ve got to seek them out.

Uncover Your InterestsWhether you’re in high school or bringing home a full-time paycheck, thefirst step toward landing your ideal job is assessing your interests. You needto figure out what makes you tick. After all, there is a far greater chance thatyou’ll enjoy and succeed in a career that taps into your passions, inclina-tions, and natural abilities. That’s what happened with career-changer ScottRolfe. He was already 26 when he realized he no longer wanted to work inthe food industry. “I’m an avid outdoorsman,” Rolfe says, “and I have anappreciation for natural resources that many people take for granted.”Rolfe turned his passions into his ideal job as a forest technician.

If you have a general idea of what your interests are, you’re far ahead ofthe game. You may know that you’re cut out for a health care career, for in-stance, or one in business. You can use a specific volume of Top Careers inTwo Years to discover what position to target. If you are unsure of your di-rection, check out the whole range of volumes to see the scope of jobsavailable. Ask yourself, what job or jobs would I most like to do if I alreadyhad the training and skills? Then remind yourself that this is what yourtwo-year training will accomplish.

You can also use interest inventories and skills-assessment programs tofurther pinpoint your ideal career. Your school or public librarian or guid-ance counselor should be able to help you locate such assessments. Web

Appendix ATools for Career Success

sites such as America’s Career InfoNet (http://www.acinet.org) and JobWeb(http://www.jobweb.com) also offer interest inventories. Don’t forget thehelp advisers at any two-year college can provide to target your interests.You’ll find suggestions for Web sites related to specific careers at the end ofeach chapter in any Top Careers in Two Years volume.

Unlock Your Network The next stop toward landing the perfect job is networking. The word maymake you cringe. But networking isn’t about putting on a suit, walking intoa roomful of strangers, and pressing your business card on everyone. Net-working is simply introducing yourself and exchanging job-related andother information that may prove helpful to one or both of you. That’swhat Susan Tinker-Muller did. Quite a few years ago, she struck up a con-versation with a fellow passenger on her commuter train. Little did sheknow that the natural interest she expressed in the woman’s accountspayable department would lead to news about a job opening there. Tinker-Muller’s networking landed her an entry-level position in accounts payablewith MTV Networks. She is now the accounts payable administrator.

Tinker-Muller’s experience illustrates why networking is so important.Fully 80 percent of openings are never advertised, and more than half of allemployees land their jobs through networking, according to the U.S. Bureauof Labor Statistics. That’s 8 out of 10 jobs that you’ll miss if you don’t get outthere and talk with people. And don’t think you can bypass face-to-face con-versations by posting your résumé on job sites like Monster.com andHotjobs.com and then waiting for employers to contact you. That’s so mid-1990s! Back then, tens of thousands, if not millions, of job seekers dili-gently posted their résumés on scores of sites. Then they sat back and waited. . . and waited . . . and waited. You get the idea. Big job sites like Monsterand Hotjobs have their place, of course, but relying solely on an Internet jobsearch is about as effective as throwing your résumé into a black hole.

Begin your networking efforts by making a list of people to talk to:teachers, classmates (and their parents), anyone you’ve worked with,neighbors, worship acquaintances, and anyone you’ve interned or volun-teered with. You can also expand your networking opportunities throughthe student sections of industry associations (listed at the end of each chap-ter of Top Careers in Two Years); attending or volunteering at industryevents, association conferences, career fairs; and through job-shadowing.Keep in mind that only rarely will any of the people on your list be in a po-sition to offer you a job. But whether they know it or not, they probablyknow someone who knows someone who is. That’s why your networkinggoal is not to ask for a job but the name of someone to talk with. Evenwhen you network with an employer, it’s wise to say something like, “You

Appendix A88

Tools for Career Success89

may not have any positions available, but might you know someone Icould talk with to find out more about what it’s like to work in this field?”

Also, keep in mind that networking is a two-way street. For instance, youmay be talking with someone who has a job opening that isn’t appropriatefor you. If you can refer someone else to the employer, either person maywell be disposed to help you someday in the future.

Dial-Up Help Call your contacts directly, rather than e-mail them. (E-mails are too easyfor busy people to ignore, even if they don’t mean to.) Explain that you’re arecent graduate in your field; that Mr. Jones referred you; and that you’rewondering if you could stop by for 10 or 15 minutes at your contact’s con-venience to find out a little more about how the industry works. If youleave this message as a voicemail, note that you’ll call back in a few days tofollow up. If you reach your contact directly, expect that they’ll say they’retoo busy at the moment to see you. Ask, “Would you mind if I check backin a couple of weeks?” Then jot down a note in your date book or set up areminder in your computer calendar and call back when it’s time. (Repeatthis above scenario as needed, until you get a meeting.)

Once you have arranged to talk with someone in person, prep yourself.Scour industry publications for insightful articles; having up-to-dateknowledge about industry trends shows your networking contacts thatyou’re dedicated and focused. Then pull together questions about specificemployers and suggestions that will set you apart from the job-huntingpack in your field. The more specific your questions (for instance, aboutone type of certification versus another), the more likely your contact willsee you as an “insider,” worthy of passing along to a potential employer. Atthe end of any networking meeting, ask for the name of someone else whomight be able to help you further target your search.

Get a Lift When you meet with a contact in person (as well as when you run intosomeone fleetingly), you need an “elevator speech.” This is a summary ofup to two minutes that introduces who you are, as well as your experienceand goals. An elevator speech should be short enough to be delivered dur-ing an elevator ride with a potential employer from the ground level to ahigh floor. In it, it’s helpful to show that 1) you know the business in-volved; 2) you know the company; 3) you’re qualified (give your work andeducational information); and 4) you’re goal-oriented, dependable, andhardworking. You’ll be surprised how much information you can includein two minutes. Practice this speech in front of a mirror until you have the

key points down very well. It should sound natural though, and youshould come across as friendly, confident, and assertive. Remember, goodeye contact needs to be part of your presentation as well as your everydayapproach when meeting prospective employers or leads.

Get Your Résumé ReadyIn addition to your elevator speech, another essential job-hunting tool isyour résumé. Basically, a résumé is a little snapshot of you in words, re-duced to one 81⁄2 x 11-inch sheet of paper (or, at most, two sheets). Youneed a résumé whether you’re in high school, college, or the workforce, andwhether you’ve never held a job or have had many.

At the top of your résumé should be your heading. This is your name,address, phone numbers, and your e-mail address, which can be a stickingpoint. E-mail addresses such as [email protected] or [email protected] won’t score you any points. In fact they’re a turn-off. So ifyou dreamed up your address after a night on the town, maybe it’s time toupgrade. (Similarly, these days potential employers often check Myspacesites, personal blogs, and Web pages. What’s posted there has been knownto cost candidates a job offer.)

The first section of your résumé is a concise Job Objective (e.g.,“Entry-level agribusiness sales representative seeking a position with a leadingdairy cooperative”). These days, with word-processing software, it’s easyand smart to adapt your job objective to the position for which you’re ap-plying. An alternative way to start a résumé, which some recruiters prefer, isto re-work the Job Objective into a Professional Summary. A ProfessionalSummary doesn’t mention the position you’re seeking, but instead focuseson your job strengths (e.g.,“Entry-level agribusiness sales rep; strengths in-clude background in feed, fertilizer, and related markets and ability to con-tribute as a member of a sales team”). Which is better? It’s your call.

The body of a résumé typically starts with your Job Experience. This is achronological list of the positions you’ve held (particularly the ones thatwill help you land the job you want). Remember: never, never any fudging.However, it is okay to include volunteer positions and internships on thechronological list, as long as they’re noted for what they are.

Next comes your Education section. Note: It’s acceptable to flip theorder of your Education and Job Experience sections if you’re still in highschool or have gone straight to college and don’t have significant work ex-perience. Summarize the major courses in your degree area, any certifica-tions you’ve achieved, relevant computer knowledge, special seminars, orother school-related experience that will distinguish you. Include your gradeaverage if it’s more than 3.0. Don’t worry if you haven’t finished your degree.Simply write that you’re currently enrolled in your program (if you are).

Appendix A90


In addition to these elements, other sections may include professionalorganizations you belong to and any work-related achievements, awards, orrecognition you’ve received. Also, you can have a section for your interests,such as playing piano or soccer (and include any notable achievements re-garding your interests, for instance, placed third in Midwest Regional PianoCompetition). You should also note other special abilities, such as “Fluentin French” or “Designed own Web site.” These sorts of activities will reflectwell on you, whether or not they are job-related.

You can either include your references or simply note, “References uponRequest.” Be sure to ask your references permission to use their name andalert them to the fact that they may be contacted, before you include themon your résumé. For more information on résumé writing, check out Websites such as http://www.resume.monster.com.

Craft Your Cover LetterWhen you apply for a job either online or by mail, it’s appropriate to in-clude a cover letter. A cover letter lets you convey extra information aboutyourself that doesn’t fit or isn’t always appropriate in your résumé. For in-stance, in a cover letter, you can and should mention the name of anyonewho referred you to the job. You can go into some detail about the reasonyou’re a great match, given the job description. You also can address anyquestions that might be raised in the potential employer’s mind (for in-stance, a gap in your résumé). Don’t, however, ramble on. Your cover lettershould stay focused on your goal: to offer a strong, positive impression ofyourself and persuade the hiring manager that you’re worth an interview.Your cover letter gives you a chance to stand out from the other applicantsand sell yourself. In fact, 23 percent of hiring managers say a candidate’sability to relate his or her experience to the job at hand is a top hiring con-sideration, according to a Careerbuilder.com survey.

You can write a positive, yet concise cover letter in three paragraphs: Anintroduction containing the specifics of the job you’re applying for; a sum-mary of why you’re a good fit for the position and what you can do for thecompany; and a closing with a request for an interview, contact informa-tion, and thanks. Remember to vary the structure and tone of your coverletter. For instance, don’t begin every sentence with “I.”

Ace Your InterviewPreparation is the key to acing any job interview. This starts with researchingthe company or organization you’re interviewing with. Start with the firm,group, or agency’s own Web site. Explore it thoroughly; read about theirproducts and services, their history, and sales and marketing information.

Check out their news releases, links that they provide, and read up on orGoogle members of the management team to get an idea of what they maybe looking for in their employees.

Sites such as http://www.hoovers.com enable you to research compa-nies across many industries. Trade publications in any industry (such asFood Industry News, Hotel Business, and Hospitality Technology) are also avail-able online or in hard copy at many college or public libraries. Don’t forgetto make a phone call to contacts you have in the organization to get aneven better idea of the company culture.

Preparation goes beyond research, however. It includes practicing an-swers to common interview questions:

+Tell me about yourself. (Don’t talk about your favorite bands or your personal history; give a brief summary of your background and interest in the particular job area.)

+Why do you want to work here? (Here’s where your research into thecompany comes into play; talk about the firm’s strengths and products or services.)

+Why should we hire you? (Now is your chance to sell yourself as a dependable, trustworthy, effective employee.)

+Why did you leave your last job? (This is not a talk show. Keep your answer short; never bad-mouth a previous employer. You can alwayssay something simply such as, “It wasn’t a good fit, and I was ready for other opportunities.”)

Rehearse your answers, but don’t try to memorize them. Responses thatare natural and spontaneous come across better. Trying to memorize ex-actly what you want to say is likely to both trip you up and make yousound robotic.

As for the actual interview, to break the ice, offer a few pleasant remarksabout the day, a photo in the interviewer’s office, or something else similar.Then, once the interview gets going, listen closely and answer the questionsyou’re asked, versus making any other point that you want to convey. Ifyou’re unsure whether your answer was adequate, simply ask, “Did that an-swer the question?” Show respect, good energy, and enthusiasm, and be up-beat. Employers are looking for people who are enjoyable to be around, aswell as good workers. Show that you have a positive attitude and can getalong well with others by not bragging during the interview, overstatingyour experience, or giving the appearance of being too self-absorbed. Avoidone-word answers, but at the same time don’t blather. If you’re faced with asilence after giving your response, pause for a few seconds, and then ask, “Isthere anything else you’d like me to add?” Never look at your watch or an-swer your cellphone during an interview.

Near the interview’s end, the interviewer is likely to ask you if you haveany questions. Make sure that you have a few prepared, for instance:

Appendix A92


+ “Tell me about the production process.”

+ “What’s your biggest short-term challenge?”

+ “How have recent business trends affected the company?”

+ “Is there anything else that I can provide you with to help you make your decision?”

+ “When will you make your hiring decision?”

During a first interview, never ask questions like, “What’s the pay?”“What are the benefits?” or “How much vacation time will I get?”

Find the Right LookAppropriate dressing and grooming is also essential to interviewing success.For business jobs and many other occupations, it’s appropriate to come toan interview in a nice (not stuffy) suit. However, different fields have variousdress codes. In the music business, for instance, “business casual” reigns formany jobs. This is a slightly modified look, where slacks and a jacket are justfine for a guy, and a nice skirt and blouse and jacket or sweater are accept-able for a woman. Dressing overly “cool” will usually backfire.

In general, watch all of the basics from the shoes on up (no sneakers orsandals, and no overly high heels or short skirts for women). Also avoidattention-getting necklines, girls. Keep jewelry and other “bling” to a min-imum. Tattoos and body jewelry are becoming more acceptable, but if youcan take out piercings (other than in your ear), you’re better off. Similarly,unusual hairstyles or colors may bias an employer against you, rightly orwrongly. Make sure your hair is neat and acceptable (get a haircut?). Alsogo light on the makeup, self-tanning products, body scents, and othergrooming agents. Don’t wear a baseball cap or any other type of hat; andby all means, take off your sunglasses!

Beyond your physical appearance, you already know to be wellbathed to minimize odor (leave your home early if you tend to sweat, soyou can cool off in private), make good eye contact, smile, speak clearlyusing proper English, use good posture (don’t slouch), offer a firmhandshake, and arrive within five minutes of your interview. (If you’reunsure of where you’re going, “Mapquest” it and consider making a dry-run to the site so you won’t be late.) First impressions can make or breakyour interview.

Remember Follow-UpAfter your interview, send a thank you note. This thoughtful gesture willseparate you from most of the other candidates. It demonstrates your abil-ity to follow through, and it catches your prospective employer’s attentionone more time. In a 2005 Careerbuilder.com survey, nearly 15 percent of650 hiring managers said they wouldn’t hire someone who failed to send a

thank you letter after the interview. Thirty-two percent say they would stillconsider the candidate, but would think less of him or her.

So do you hand write or e-mail the thank you letter? The fact is that for-mat preferences vary. One in four hiring managers prefer to receive a thankyou note in e-mail form only; 19 percent want the e-mail, followed up witha hard copy; 21 percent want a typed hard-copy only; and 23 percent preferjust a handwritten note. (Try to check with an assistant on the format yourpotential employer prefers.) Otherwise, sending an e-mail and a handwrit-ten copy is a safe way to proceed.

Winning an OfferThere are no sweeter words to a job hunter than “We’d like to hire you.” Sonaturally, when you hear them, you may be tempted to jump at the offer.Don’t. Once an employer wants you, he or she will usually give you sometime to make your decision and get any questions you may have answered.Now is the time to get specific about salary and benefits, and negotiatesome of these points. If you haven’t already done so, check out salaryranges for your position and area of the country on sites such asPayscale.com, Salary.com, and Salaryexpert.com (basic info is free; specificrequests are not). Also, find out what sorts of benefits similar jobs offer.Then don’t be afraid to negotiate in a diplomatic way. Asking for betterterms is reasonable and expected. You may worry that asking the employerto bump up his offer may jeopardize your job, but handled intelligently,negotiating for yourself in fact may be a way to impress your future em-ployer—and get a better deal for yourself.

After you’ve done all the hard work that successful job-hunting requires,you may be tempted to put your initiative into autodrive. However, the ef-forts you made to land your job-from clear communication to enthusiasm-are necessary now to pave your way to continued success. As Danielle Little,a human-resources assistant, says, “You must be enthusiastic and take theinitiative. There is an urgency to prove yourself and show that you are capa-ble of performing any and all related tasks. If your manager notices thatyou have potential, you will be given additional responsibilities, which willhelp advance your career.” So do your best work on the job, and build yourcredibility. Your payoff will be career advancement and increased earnings.

Appendix A94

Appendix BFinancial Aid

One major advantage of earning a two-year degree is that it is muchless expensive than paying for a four-year school. Two years is naturallygoing to cost less than four, and two-year graduates enter the workplaceand start earning a paycheck sooner than their four-year counterparts.

The latest statistics from the College Board show that average yearlytotal tuition and fees at a public two-year college is $2,191, compared to$5,491 at a four-year public college. That cost leaps to more than $21,000on average for a year at a private four-year school.

With college costs relatively low, some two-year students overlook theidea of applying for financial aid at all. But the fact is, college dollars areavailable whether you’re going to a trade school, community college, oruniversity. About a third of all Pell Grants go to two-year public school stu-dents, and while two-year students receive a much smaller percentage ofother aid programs, the funding is there for many who apply.

How Does Aid Work?Financial aid comes in two basic forms: merit-based and need-based.

Merit-based awards are typically funds that recognize a particular talentor quality you may have, and they are given by private organizations, col-leges, and the government. Merit-based awards range from scholarships forgood writing to prizes for those who have shown promise in engineering.There are thousands of scholarships available for students who shine inacademics, music, art, science, and more. Resources on how to get theseawards are provided later in this chapter.

Need-based awards are given according to your ability to pay for col-lege. In general, students from families that have less income and fewer as-sets receive more financial aid. To decide how much of this aid you qualifyfor, schools look at your family’s income, assets, and other information re-garding your finances. You provide this information on a financial aidform—usually the federal government’s Free Application for Federal Stu-dent Aid (FAFSA). Based on the financial details you provide, the school ofyour choice calculates your Expected Family Contribution (EFC). This isthe amount you are expected to pay toward your education each year.

95

Once your EFC is determined, a school uses this simple formula to fig-ure out your financial aid package:

Cost of attendance at the school

– Your EFC

– Other outside aid (private scholarships)

= Need

Schools put together aid packages that meet that need using loans,work-study, and grants.

Know Your SchoolWhen applying to a school, it’s a good idea to find out their financial aidpolicy and history. Read over the school literature or contact the financialaid office and find out the following:

4 Is the school accredited? Schools that are not accredited usually do notoffer as much financial aid and are not eligible for federal programs.

4 What is the average financial aid package at the school? The typical awardsize may influence your decision to apply or not.

4 What are all the types of assistance available? Check if the school offersfederal, state, private, or institutional aid.

4 What is the school’s loan default rate? The default rate is the percentageof students who took out federal student loans and failed to repaythem on time. Schools that have a high default rate are often not al-lowed to offer certain federal aid programs.

4 What are the procedures and deadlines for submitting financial aid? Poli-cies can differ from school to school.

4 What is the school’s definition of satisfactory academic progress? To receivefinancial aid, you have to maintain your academic performance. Aschool may specify that you keep up at least a C+ or B average to keepgetting funding.

4 What is the school’s job placement rate? The job placement rate is thepercentage of students who find work in their field of study aftergraduating.

You’ll want a school with a good placement rate so you can earn a goodsalary that may help you pay back any student loans you have.

Appendix B96

Financial Aid97

Be In It to Win ItThe key to getting the most financial aid possible is filling out the forms,and you have nothing to lose by applying. Most schools require that you filethe FAFSA, which is free to submit, and you can even do it online. For moreinformation on the FAFSA, visit the Web site at http://www.fafsa.ed.gov. Ifyou have any trouble with the form, you can call 1-800-4-FED-AID for help.

To receive aid using the FAFSA, you must submit the form soon afterJanuary 1 prior to the start of your school year. A lot of financial aid is de-livered on a first-come, first-served basis, so be sure to apply on time.

Filing for aid will require some work to gather your financial informa-tion. You’ll need details regarding your assets and from your income taxforms, which include the value of all your bank accounts and investments.The form also asks if you have other siblings in college, the age of your par-ents, or if you have children. These factors can determine how much aidyou receive.

Three to four weeks after you submit the FAFSA, you receive a documentcalled the Student Aid Report (SAR). The SAR lists all the information youprovided in the FAFSA and tells you how much you’ll be expected to con-tribute toward school, or your Expected Family Contribution (EFC). It’s im-portant to review the information on the SAR carefully and make anycorrections right away. If there are errors on this document, it can affecthow much financial aid you’ll receive.

The Financial Aid PackageUsing information on your SAR, the school of your choice calculates yourneed (as described earlier) and puts together a financial aid package. Aidpackages are often built with a combination of loans, grants, and work-study. You may also have won private scholarships that will help reduceyour costs.

Keep in mind that aid awarded in the form of loans has to be paid backwith interest just like a car loan. If you don’t pay back according to agreedupon terms, you can go into default. Default usually occurs if you’ve missedpayments for 180 days. Defaulted loans are often sent to collection agencies,which can charge costly fees and even take money owed out of your wages.Even worse, a defaulted loan is a strike on your credit history. If you have anegative credit history, lenders may deny you a mortgage, car loan, or otherpersonal loan. There’s also financial incentive for paying back on time—many lenders will give a 1 percent discount or more for students who makeconsecutive timely payments. The key is not to borrow more than you canafford. Know exactly how much your monthly payments will be on a loanwhen it comes due and estimate if those monthly payments will fit in your

future budget. If you ever do run into trouble with loan payments, don’thesitate to contact your lender and see if you can come up with a new pay-ment arrangement—lenders want to help you pay rather than see you gointo default. If you have more than one loan, look into loan consolidation,which can lower overall monthly payments and sometimes lock in interestrates that are relatively low.

The Four Major Sources of AidU.S. Government Financial AidThe federal government is the biggest source of financial aid. To find all about federal aid programs, visit http://www.studentaid.fed.gov or call 1-800-4-FED-AID with any questions. Download the free brochure FundingEducation Beyond High School, which tells you all the details on federal pro-grams. To get aid from federal programs you must be a regular student work-ing toward a degree or certificate in an eligible program. You also have tohave a high school diploma or equivalent, be a U.S. citizen or eligible non-citizen and have a valid Social Security number (check http://www.ssa.govfor info). If you are a male aged 18–25, you have to register for the SelectiveService. (Find out more about that requirement at http://www.sss.gov or call 1-847-688-6888.) You must also certify that you are not in default on a student loan and that you will use your federal aid only for educationalpurposes.

Some specifics concerning federal aid programs can change a little eachyear, but the major programs are listed here and the fundamentals stay thesame from year to year. (Note that amounts you receive generally dependon your enrollment status—whether it be full-time or part-time.)

Pell GrantFor students demonstrating significant need, this award has been rangingbetween $400 and $4,050. The size of a Pell grant does not depend on howmuch other aid you receive.

Supplemental Educational Opportunity Grant (SEOG)Again for students with significant need, this award ranges from $100 to$4,000 a year. The size of the SEOG can be reduced according to how muchother aid you receive.

Work-StudyThe Federal Work-Study Program provides jobs for students showing finan-cial need. The program encourages community service and work related to astudent’s course of study. You earn at least minimum wage and are paid atleast once a month. Again, funds must be used for educational expenses.

Appendix B98

Financial Aid99

Perkins LoansWith a low interest rate of 5 percent, this program lets students who candocument the need borrow up to $4,000 a year.

Stafford LoansThese loans are available to all students regardless of need. However, stu-dents with need receive subsidized Staffords, which do not accrue interestwhile you’re in school or in deferment. Students without need can take un-subsidized Staffords, which do accrue interest while you are in school or indeferment. Interest rates vary but can go no higher than 8.25 percent. Loanamounts vary too, according to what year of study you’re in and whetheryou are financially dependent on your parents or not. Students defined asindependent of their parents can borrow much more. (Students who havetheir own kids are also defined as independent. Check the exact qualifica-tions for independent and dependent status on the federal governmentWeb site http://www.studentaid.fed.gov.)

PLUS LoansThese loans for parents of dependent students are also available regardlessof need. Parents with good credit can borrow up to the cost of attendanceminus any other aid received. Interest rates are variable but can go nohigher than 9 percent.

Tax CreditsDepending on your family income, qualified students can take federal taxdeductions for education with maximums ranging from $1,500 to$2,000.

AmeriCorpsThis program provides full-time educational awards in return for commu-nity service work. You can work before, during, or after your postsecondaryeducation and use the funds either to pay current educational expenses orto repay federal student loans. Americorps participants work assistingteachers in Head Start, helping on conservation projects, building housesfor the homeless, and doing other good works. For more information, visithttp://www.AmeriCorps.gov

State Financial AidAll states offer financial aid, both merit-based and need-based. Most statesuse the FAFSA to determine eligibility, but you’ll have to contact your state’shigher education agency to find out the exact requirements. You can getcontact information for your state at http://www.bcol02.ed.gov/Programs/EROD/org_list.cfm. Most of the state aid programs are available only if you

study at a school in the state where you reside. Some states are very gener-ous, especially if you’re attending a state college or university. California’sCal Grant program gives needy state residents free tuition at in-state publicuniversities.

School-Sponsored Financial AidThe school you attend may offer its own loans, grants, and work programs.Many have academic- or talent-based scholarships for top-performing stu-dents. Some two-year programs offer cooperative education opportunitieswhere you combine classroom study with off-campus work related to yourmajor. The work gives you hands-on experience and some income, rangingfrom $2,500 to $15,000 per year depending on the program. Communi-cate with your school’s financial aid department and make sure you’re ap-plying for the most aid you can possibly get.

Private ScholarshipsWhile scholarships for students heading to four-year schools may be moreplentiful, there are awards for the two-year students. Scholarships rewardstudents for all sorts of talent—academic, artistic, athletic, technical, scien-tific, and more. You have to invest time hunting for the awards that youmight qualify for. The Internet now offers many great scholarship search ser-vices. Some of the best ones are:

The College Board (http://www.collegeboard.com/pay)FastWeb! (http://www.fastweb.monster.com)MACH25 (http://www.collegenet.com)Scholarship Research Network (http://www.srnexpress.com)SallieMae’s College Answer (http://www.collegeanswer.com)

Note: Be careful of scholarship-scam services that charge a fee for find-ing you awards but end up giving you nothing more than a few leads thatyou could have gotten for free with a little research on your own. Check outthe Federal Trade Commission’s Project ScholarScam (http://www.ftc.gov/bcp/conline/edcams/scholarship).

In your hunt for scholarship dollars, be sure to look into local commu-nity organizations (the Elks Club, Lions Club, PTA, etc.), local corpora-tions, employers (your employer or your parents’ may offer tuitionassistance), trade groups, professional associations (National ElectricalContractors Association, etc.), clubs (Boy Scouts, Girl Scouts, DistributiveEducation Club of America, etc.), heritage organizations (Italian, Japanese,

Appendix B100

Financial Aid101

Chinese, and other groups related to ethnic origin), church groups, and mi-nority assistance programs.

Once you find awards you qualify for, you have to put in the time ap-plying. This usually means filling out an application, writing a personalstatement, and gathering recommendations.

General ScholarshipsA few general scholarships for students earning two-year degrees are

Coca-Cola Scholars Foundation, Inc. Coca-Cola offers 350 thousand-dollar scholarships (http://www.cocacolascholars.org) per year specifically for students attending two-year institutions.

Phi Theta Kappa (PTK)This organization is the International Honor Society of the Two-Year Col-lege. PTK is one of the sponsors of the All-USA Academic Team program,which annually recognizes 60 outstanding two-year college students(http://scholarships.ptk.org). First, Second, and Third Teams, each con-sisting of 20 members, are selected. The 20 First Team members receivestipends of $2,500 each. All 60 members of the All-USA Academic Teamand their colleges receive extensive national recognition through coveragein USA TODAY. There are other great scholarships for two-year studentslisted on this Web site.

Hispanic Scholarship Fund (HSF)HSF’s High School Scholarship Program (http://www.hsf.net/scholarship/programs/hs.php) is designed to assist high school students of His-panic heritage obtain a college degree. It is available to graduating highschool seniors who plan to enroll full-time at a community college duringthe upcoming academic year. Award amounts range from $1,000 to $2,500.

The MilitaryAll branches of the military offer tuition dollars in exchange for militaryservice. You have to decide if military service is for you. The Web sitehttp://www.myfuture.com attempts to answer any questions you mighthave about military service.

Lower Your CostsIn addition to getting financial aid, you can reduce college expenses bybeing a money-smart student. Here are some tips.

Use Your CampusSchools offer perks that some students never take advantage of. Use thegym. Take in a school-supported concert or movie night. Attend meetingsand lectures with free refreshments.

Flash Your Student IDStudents often get discounts at movies, museums, restaurants, and stores.Always be sure to ask if there is a lower price for students and carry your stu-dent ID with you at all times. You can often save 10 to 20 percent on pur-chases.

Budget Your FundsWriting a budget of your income and expenses can help you be a smartspender. Track what you buy on a budget chart. This awareness will saveyou dollars.

Share RidesCommuting to school or traveling back to your hometown? Check andpost on student bulletin boards for ride shares.

Buy Used BooksUsed textbooks can cost half as much as new. Check your campus book-store for deals and also try http://www.eCampus.com and http://www.bookcentral.com

Put Your Credit Card in the FreezerThat’s what one student did to stop overspending. You can lock your cardaway any way you like, just try living without the ease of credit for awhile.You’ll be surprised at the savings.

A Two-Year Student’s Financial Aid PackageMinnesota State Colleges and Universities provides this example of how atwo-year student pays for college. Note how financial aid reduces his out-of-pocket cost to about $7,000 per year.

Jeremy’s Costs for One Year

Jeremy is a freshman at a two-year college in the Minnesota. He has a sisterin college, and his parents own a home but have no other significant sav-ings. His family’s income: $42,000.

Appendix B102

Financial Aid103

College Costs for One YearTuition $3,437Fees $388Estimated room and board* $7,200Estimated living expenses** $6,116Total cost of attendance $17,141

Jeremy’s Financial AidFederal grants (does not require repayment) $2,800Minnesota grant (does not require repayment) $676Work-study earnings $4,000Student loan (requires repayment) $2,625Total financial aid $10,101

Total cost to Jeremy’s family $7,040

* Estimated cost reflecting apartment rent rate and food costs. The estimates are used to calculate the financial aid. If a student lives at home with his or her parents, the actual cost could be muchless, although the financial aid amounts may remain the same.

** This is an estimate of expenses including transportation, books, clothing, and social activities.

105

IndexAadmission, xiiiadventure-trip leader. See recreation

workeraging industry, 70apprenticeships, 23assistant, 94associate’s degree programs

bachelor’s degree programs v, xi–xiicaterer, 17chef, 8cost of, 102–103event planner, 85food/beverage manager, 68funeral home worker, 25hotel manager, 34massage therapist, 43recreation worker, 51retirement home manager, 76–77travel agent, 59

Bbachelor’s degree programs, xi–xiibartending, 66benefits, 4, 94. See also perksbonuses, 29breaking in

to catering, 14as chef, 5as event planner, 82as food/beverage manager, 65as funeral home worker, 22to hotel management, 31to massage therapy, 40as recreation worker, 48as retirement home manager, 73as travel agent, 56

businesscompetition in, 12

home-based, 53Internet influence on, 55relations, 80

Ccampus life, xiiicareer. See also related careers

buzz, 84progression, 67success, 87–94

career connections. See also related careerscaterer, 17chef, 8event planner, 85food/beverage manager, 68funeral home worker, 25hotel manager, 34massage therapist, 42recreation worker, 51retirement home manager, 76travel agent, 59

caterer, 10–17busy seasons of, 16financial aid, 17segments, 11tasks of, 12–13theatrics, 15training, 14–15

certification, 37chef, 1–9

benefits, 4danger for, 2experimentation, 7financial aid, 8–9tasks of, 3–4training, 5–6

college expenses, 101–102communication

e-mail, 89

skills, 64speech, 83

communitycollege, xiiiservice, 99

competitive edge, 12, 62computer training, 56contracting, 38contracts, 81cover letter, 91credits, xiicustomer satisfaction training, 67

Ddeadlines, 81death care provider. See funeral home

workerdesign

menu, 3, 16motifs, 80dress, 93

Eeducation

awards, 99corporate underwriting of, 29public v. private, xi

EFC. See expected family contributionefficiency, 58elevator speech, 89e-mail

addresses, 90communication, 89thank you letter by, 94

embalmer. See funeral home workeremployment

schedules, 63self, 13, 38

entrepreneurship, x, 12–13equipment, 16event planner, 78–86

creative touch of, 79financial aid, 85generating leads as, 84tasks of, 80–81training, 82–83

exam scores, xiii

Index106

expected family contribution (EFC), 95,97

experiencehiring, 66work, 56

FFAFSA (Free Application for Federal

Student Aid), 95, 97faith, 42financial aid, 95–103

caterer, 17chef, 8–9event planner, 85example of, 102–103food/beverage manager, 68funeral home worker, 25–26hotel manager, 34massage therapist, 43package, 97–98recreation worker, 51research, 96retirement home manager, 77school-sponsored, 100state, 99–100statistics, 103travel agent, 59–60United States, 98–99

follow-up, 93–94food/beverage manager, 61–68

financial aid, 68responsibilities juggled by, 62setting a direction, 67tasks of, 63–64training, 65–66

food industry, 11food preparation worker. See cheffour-year degree program

expense of, 95underemployment among graduates

of, xiifuneral home worker, x, 18–26

counseling offered by, 19financial aid, 25–26licensing, 24tasks of, 20–21training, 22–23

Index107

futurecaterers, 15chefs, 6–7event planners, 83food/beverage managers, 66funeral home workers, 23hotel managers, 32–33massage therapists, 41recreation workers, 49retirement home managers, 75–76travel agents, 57–58

Ggeneral equivalency degree (GED), xiiigeriatrics, 74gerontology, 70, 74goals, 16, 67guiding. See recreation worker

Hhiring experience, 66holiday work, 7home-based business, 53hotel manager, 27–35

financial aid, 34passion needed by, 33standards ensured by, 28stepping stones, 31tasks of, 29–30training, 32

Iindependent contracting, 38industry

aging, 70boom in, ixfood, 11restaurant, 2word-of-mouth, 15

Internet. See also e-mail; Web sitesbusiness influenced by, 55reliance on, 88travel influenced by, 33

interviewacing, 91–93caterer, 16chef, 7

event planner, 84food/beverage manager, 67funeral home worker, 24hotel manager, 33massage therapist, 42preparation, 89recreation worker, 50retirement home manager, 75success, 93travel agent, 58

Jjob(s)

creative, ixfluctuations, 54glamorous, 84placement, 23satisfaction, 20stress, x, 63travel, 79

job seeking tipscaterer, 16–17chef, 8event planner, 84–85eye contact, 90food/beverage manager, 67–68funeral home worker, 24–25massage therapist, 41recreation worker, 49retirement home manager, 76travel agent, 59

Lleisure studies, 48licensing, 24. See also certificationlifestyle, 45

Mmanagement

food/beverage, 61–68hotel, 27–35money, 79retirement home, 69–77skills, 46upper, 76

marketing, 75massage therapist, x, 36–43

Index108

financial aid, 43healing powers of, 42origin of, 41tasks of, 38–39techniques, 37training, 40

menu design, 3, 16

Nnegotiation, 64, 81, 94networking, 89niches, 71nursing school, 74

Ooccupational skills, ixoverhead, 54

Ppaperwork, 21part-time work, 4party planning. See catererperks, 29, 38placement rate, 96

Qqualifications

caterer, 13chef, 4event planner, 81food/beverage manager, 64funeral home worker, 21hotel manager, 30–31massage therapist, 39–40recreation worker, 47–48retirement home manager, 72travel agent, 55–56

Rrecreation worker, x, 44–51

community life enhanced by, 45coordinator, 50financial aid, 51services provided by, 49tasks of, 46–47training, 48

related careerscaterer, 17

chef, 9event planner, 86food/beverage manager, 68funeral home worker, 26hotel manager, 35massage therapist, 43recreation worker, 51retirement home manager, 77travel agent, 60

research, 33financial aid, 96interview, 91–92

restaurant industry, 2résumé creation, 90retirement home manager, x, 69–77

demographic for, 70financial aid, 77medical component of, 75prestige, 76tasks of, 71–72training, 73–74

Ssalary

caterers, 11chefs, 2event planners, 79food/beverage managers, 62funeral home workers, 19hotel managers, 28massage therapists, 37negotiation, 94recreation workers, 45retirement home managers, 70travel agents, 53

scholarshipsforms of, 95–96general, 101private, 100–101

self-employment, 13, 38service, 28skills

accountant, 79communication, 64management, 46occupational, ix

social/human services assistant. See eventplanner

Index109

specialization, 54, 58, 80speech communication, 83staff relations, 30statistics

caterer, 11chef, 2event planner, 79food/beverage manager, 62funeral home worker, 19hiring, 91labor, 88massage therapist, 37recreation worker, 45retirement home manager, 72travel agent, 53tuition, 103

stress, x, 63success

caterer, 13chef, 4event planner, 81food/beverage manager, 64funeral home worker, 21hotel manager, 30interview, 93massage therapist, 39recreation worker, 47retirement home manager, 72scholastic, xii–xiiitravel agent, 55

supervisor, 3

Ttechnology savvy, 30therapy, x, 36–43tools, 87–94Top Careers in Two Years, 87–88training

caterer, 14–15chef, 5–6computer, 56customer satisfaction, 67event planner, 82–83food/beverage manager, 65–66funeral home worker, 22–23hotel manager, 32massage therapist, 40recreation worker, 48

retirement home manager, 73–74technical, xiitravel agent, 57

travel, 33travel agent, 52–60

approval needed by, 56financial aid, 59–60specialization, 58tasks of, 54–55training, 57world diplomacy promoted by, 53

tuitionaverage, xistatistics, 103

two-year degree program. See alsoassociate’s degree programs; four-year degree program

advancing with, 31considerations, 6, 15, 23, 32, 41, 49,

57, 66, 74, 83cost example, 102credits, xiipros of, 95

typical workdaycaterers, 14chefs, 5event planners, 82food/beverage managers, 65funeral home workers, 22hotel managers, 31massage therapists, 39recreation workers, 47retirement home managers, 73travel agents, 56

Vvolunteering, 50, 75

WWeb sites, x, 40, 66, 88, 91–94, 97–102work

experience, 56holiday, 7on-site, 84paper, 21part-time, 4study, 98–99

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