You're in demand. The offers are flying. (Well, maybe you've got a couple.) Your employer is nervous, so it's offering substantial incentives in the hope that you'll stick around.

The Workforce Mood Tracker survey found that U.S. employees were dissatisfied and disconnected overall about the frequency and effectiveness of performance reviews. Based upon the survey's findings, it can be concluded that organizations should be concerned about motivational issues at review time. Main findings were:

Research from the University of Haifa found that employees with high levels of emotional intelligence are more dedicated and satisfied at work. The study surveyed 809 employees and managers in two public sector organisations and two private companies, examining the influence of emotional intelligence on factors such as organizational politics, work attitudes, formal and informal behavior, feelings of justice, and burnout.

The recession we are heading into promises to be brutal and long-lasting. Once the pink slips start piling up—as they surely will—the workplace will become increasingly Darwinian. In times like these, the default setting for many people goes something like this: I'm going to keep my head down, avoid drawing attention, and hope to be standing when the destruction passes.

In Part 1 of this article we discussed how to make yourself "sticky" by attaching yourself to the work and by letting the manager see you as an employee. Here are three more sticky interview tactics.

You've heard the term used when describing web sites: "It's very sticky!" In other words, the site employs techniques that ensure its repetitive use, that keep visitors thinking about it, and that encourage users to tell other people about it. You just can't let it go.

"Hidden jobs" are hidden only from people who have their heads stuck in the want ads and Internet job postings. You will identify the jobs no one else knows about by actively and doggedly investigating the companies you want to work in — not by waiting for them to come to you.

In the book, Ask The Headhunter, I devote a lot of ink to explaining how you can win a new job by demonstrating to the employer that you are a one-person profit center. In fact, a profit-based approach to job hunting is easily translated into a profit-based strategy for keeping the job you have or changing jobs in your own company. I tried to spread the word about this idea in the chapter titled, "Honesty":

The Human Resources decide everything, as is well known. Or almost everything. An interview with the job applicants and assessment of their compliance with requested position is the most important phase of the personnel selection and the most important task for an internal recruiter (HR-manager) of any enterprise. As to a small enterprise – the task of its manager. The better is recruiter’s knowledge about an applicant, the better he is "armed” for taking the proper decision. WHY the applicant searches for a new job? An answer to this question is the key moment for the recruiter.