Fttg transition workbook by Career Works

Fast Track Transition Group Workbook

Table of Contents

Introduction .....................................................................................................................................................3 Successes .........................................................................................................................................................3 Employment History ........................................................................................................................................7 References .....................................................................................................................................................10 Skills List .........................................................................................................................................................13 Skill Assessments ...........................................................................................................................................14 Accomplishments ..........................................................................................................................................21 Objective Setting Exercise .............................................................................................................................35 Job Titles ........................................................................................................................................................37 Search Description .........................................................................................................................................39 Branding Statement .......................................................................................................................................45 Résumé Writing .............................................................................................................................................48 Résumé Samples ............................................................................................................................................56 E Résumé .......................................................................................................................................................60 Career Websites ............................................................................................................................................62 Associations ...................................................................................................................................................65 Business Cards ...............................................................................................................................................67 Cover Letters .................................................................................................................................................68 Sample Cover Letters .....................................................................................................................................73 Research ........................................................................................................................................................74 Responding to Classified Ads .........................................................................................................................75 Interview Skills and Techniques .....................................................................................................................81 Sensitive Questions .......................................................................................................................................87 Interview Questions.......................................................................................................................................89 Interview Questions You Ask .........................................................................................................................89 Networking – Informational/Referral Interviews ..........................................................................................93 Elevator Speech .......................................................................................................................................... 105 Informational Interview Agenda................................................................................................................. 108 Networking Defined.................................................................................................................................... 110 Campaign Methodology ............................................................................................................................. 112 Working with Recruiters ............................................................................................................................. 115 Negotiating ................................................................................................................................................. 125 Phone Scripts .............................................................................................................................................. 141 Sample Letters ............................................................................................................................................ 143

Introduction The job market is tough. The economy is tight, people around you are being downsized, you are always one of many applicants, and it seems difficult to even get someone to return your phone call. You know there are good positions available, you see them in the newspaper and hear about them from friends. Do you wonder how you get one of those elusive positions? There are answers to these dilemmas. Specific strategies will get you more interviews, make interviewing easier with better results, help you negotiate with confidence, and end up on a more focused career path. Knowing the “rules of the job hunt game” can help you win time after time. And winning can allow you to manage your career, not just fix it. You are embarking on a step-by-step learning program that will teach you how to:        

Conduct an effective career campaign Package yourself for the job market Identify those people who can assist you in your search Expand your personal and professional network Present yourself in a powerful, positive way Establish your value to a potential employer Negotiate the best possible compensation package Manage your career for the long term

Our goal is to ensure that you control your career search and your career. We are carefully trained to facilitate this goal. We are going to take the mystery out of the job search process, giving you the confidence and tools to conduct a dynamic job search. We will cheer you, coach you, teach you, train you, rehearse you, role-play with you, and challenge you. We expect you to learn, study, prepare, ask questions, and reach beyond what you might think possible. So let’s begin. The exercises on the following pages must be completed before your first session. You may complete them using pen and paper or word processing, whichever you choose. Part 1 Exercises You have accomplished positive results in your work and personal life every day. Many of your accomplishments have gone unnoticed by you and others, or you may have thought that your successes spoke for themselves. Are you certain your successes are understood and appreciated by others? Career Works Skill Assessment, your first project, enables you to identify your accomplishments and then to help you articulate what your successes mean. It will also teach you how to build on those achievements and utilize them to attract and progress toward new career opportunities. Please complete the following exercises in the order in which they are presented. There are no wrong answers; you are simply laying the ground work for the exercises to come. Neither modesty nor bragging is appropriate here, so just be objective and honest. Successes Do you remember the first time you caught a fish? The first time you got 100% on a spelling test? The first time you rode a two-wheeler (without falling)? Even more important, do you remember that feeling of being proud of yourself? As adults, we tend to lose sight of that sense of pride, of accomplishment, of success. We think, “It was my job, they paid me to do it; I did it, so what?” In fact, sometimes it is a big deal. Think of all the people you deal with in the course of

their workday – the teller at the bank, the receptionist at the doctor’s office, the mail carrier. How often do they do their jobs perfectly? Your percentage of success is likely to be substantially higher than most. Some of your successes are associated with your work, some with your community, some with your family and home life, some even with your hobbies or social life. Consider them all as you continue this exercise. Remember, your successes need to be important only to you, and only at the time they occurred. If it made you feel proud of yourself, it is, indeed, a success. Definition of “Success” Consider successes this way: It is something that you feel you did well, that you enjoyed doing and that you are (or were) proud of. As you consider this definition, write in the space below a brief description of your first success that comes to mind.

List of Successes Now, let’s dig a little deeper. What is your proudest success to date? Don’t look for things that make the headlines here – just something that you did well, enjoyed doing, and are proud of. Perhaps you helped a co-worker overcome an obstacle. Maybe you changed the oil in your car on your own for the first time. Maybe you sold something new to your toughest customer. What is your proudest success in the past month? In the past year? In the past 5 years? Now write brief descriptions of your fifteen proudest successes in the spaces that follow. Include what you did, how you did it, and your result. Your results might be stated in terms of the effects on people or organizations, cost or cost savings, income, time savings, quality, etc. At least nine (9) of your successes should come from your work life, at least three (3) from your home/family/personal life, and at least three (3) from your community/social/school life. 1.

10.

11.

12.

13.

14.

15.

NOTES:

Employment History Beginning with your present or most recent employment position, complete the information below for each position you have held during your entire history of employment. You may need to make additional copies depending on your career history. 1. Date of Employment:

From________

To:_______

Name of Employer:____________________________________________________ Address:____________________________________________________________ Type of Business/Industry:______________________________________________ Title(s) of Your Position:________________________________________________ Description of Your Duties/Responsibilities:_________________________________

Your most Significant Contribution in This Position:___________________________

Salary___________

Bonus___________

Number of Employees____________________

Perks_____________________________ Annual Sales_________________

Number of Employees you Supervised_____________________________________ Budget Responsibilities_________________________________________________ Committees You Have Served On_________________________________________ Collateral Duties/Assignments____________________________________________

Reason for Leaving____________________________________________________

Employment History 2. Date of Employment:

From________

To:_______

Your most Significant Contribution in This Position:___________________________

Salary___________

Bonus___________

Number of Employees____________________

Perks_____________________________ Annual Sales_________________

Reason for Leaving____________________________________________________

Employment History 3. Date of Employment:

From________

To:_______

Your most Significant Contribution in This Position:___________________________

Salary___________

Bonus___________

Number of Employees____________________

Perks_____________________________ Annual Sales_________________

Reason for Leaving____________________________________________________

References

In order to handle this process professionally, you will need to contact all of your references in advance of your first request. Begin calling or writing to your references, communicate all of the following points, and check off your results: Acknowledge their importance/value to you â&#x20AC;&#x201C; why you respect them, or value their opinion of you and/or your work, etc. Explain that you are beginning a career search. Ask their permission to use them as a reference. Explain that no action is required at this time. Ask how they wish to contacted-by mail, phone or email. Tell them that you will let them know before anyone contacts them for a reference on you, and that you will provide the detail of who, what, and when they might expect as a result of being contacted. Thank them for their assistance and support.

As it becomes necessary to provide references, choose carefully. You will never provide more than three references for any single request. The purpose of having six or more from which to choose is to provide YOU with options for each individual request.

Notes:

References Name__________________________________________________________ Address________________________________________________________ City/State/Zip___________________________________________________ Phone_________________________________________________________ Email__________________________________________________________ Called_________ Mailed____________ Permission?

Yes______

Emailed________________

No______

How associated?_________________________________________________

Name__________________________________________________________ Address________________________________________________________ City/State/Zip___________________________________________________ Phone_________________________________________________________ Email__________________________________________________________ Called_________ Mailed____________ Permission?

Yes______

Emailed________________

No______

How Associated?_________________________________________________

Yes______

Emailed________________

No______

Yes______

Emailed________________

No______

How associated?_________________________________________________

Yes______

Emailed________________

No______

How associated?_________________________________________________

Yes______

Emailed________________

No______

Skills List As you analyze your achievements to identify what skills fueled them, you may want to consider some of these (and any others you can think of): Administer Analyze Assemble Brief Budget Computer Skills Conceptualize Control Events Coordinate Create Buy-In Delegate Design Creatively Design Solutions Diagnose Direct the work of others Economize/Save $ Establish Policy Establish Procedures Establish Relationships Establish Systems Evaluate Facilitate Figure/Calculate Initiate Action Instruct/Train Invent Lead People

Listen Manage a Project Manage Things Mechanical Skills Modify Monitor Negotiate Observe Operate Machinery Organize Perceive Persuade Physical Skills Plan Produce an Item Research Schedule Sell/Market Speak in Public Supervise Talk Teach/Lecture Technical Skills Troubleshoot Write Creatively Write Reports

Skills Assessment

Career Works Skills Assessment is the process of "packaging" you for the job market. During this phase, you are going to complete one of the essential marketing components that most people in the job market don't take the time to identify -a complete understanding of what you (the product) have to offer the employer. You will know why a potential employer should hire you instead of someone else.

This exercise will help you to build a rĂŠsumĂŠ, identify suitable positions and interview with confidence. Through Career Works Skills Assessment, we will: Identify what skills have fueled your success to date.

Package those skills so that others can understand your value.

Articulate what makes you unique and valuable in the marketplace.

We will begin with the list of fifteen (15) successes that you wrote for the previous exercise. We will be happy to walk you through the process. Using the matrix on the next page, ask yourself (for each of the 15 successes) if you:

Administer Analyze Assemble

1 X X

Total

Go through each success and identify the skills you used to accomplish each of them. You will use multiple skills for each success. Then total the rows from left to right and follow the directions on page 16.

Administer Analyze Assemble Brief Budget Computer Skills Conceptualize Control Events Coordinate Create Buy-In Delegate Design Creatively Design Solutions Diagnose Direct the Work of Others Economize/Save $ Establish Policy Establish Procedures Establish Relationships Establish Systems Evaluate Facilitate Figure/Calculate Initiate Action Instruct/Train Invent Lead People Listen Manage a Project Manage Things Mechanical Skills Modify Monitor Negotiate Observe Operate Machinery Organize Perceive Persuade Physical Skills Plan Produce an Item Research Schedule Sell/Market Speak in Public Supervise Talk Teach/Lecture Technical Skills Troubleshoot Write Creatively Write Reports

Total

Skills Assessment (contâ&#x20AC;&#x2122;d) 1.

On your worksheet (page 18), list at least the top ten vote-getters from your matrix list (page 15) on 'List 1'. Begin with the skills that received fifteen check marks, then fourteen, then thirteen, etc., until there are at least ten skills on List 1.

Choose from List 1 the six skills that you simply enjoy using the most. List them for List 2.

Do you consider the skills in List 2 to have been important to your successes in the last two to ten years?

Our goal in this next exercise is to arrive at your 'core skills'. If we use the skills on List 2, we will assume that you will always do basically the same work in the future as you have done in the past, since this list is based solely on frequency of use in the past. That is an assumption we are not willing to make, as it would limit your options. So, our purpose now is to take into account a variety of factors, not just frequency, before we arrive at that list of core skills on which you will market yourself. 4.

Below is a list of line items. Please underline the four line items that include the work that you consider to be most desirable for your work, and that also give you a sense of fulfillment. Design, create, imagine Repair, build, work with your hands Generate ideas, anticipate trends/changes Perform, present, entertain, inform Work with numbers, reconcile accounts, keep records Communicate verbally or in writing, articulate Supervise or direct the work of others Manage projects or programs Teach, train, facilitate Sell, market, influence others Observe, organize, coordinate Operate/work with machines or electronics Study, research, learn

For each of the line items you underlined in #4, choose the one element that attracts you the most strongly. List them on List 5 on your worksheet.

Which of the following line items is most important to you in your work? Write the underlined portion of the line item you choose on List 6 on your worksheet.

A sense of helping or serving others. The opportunity to work independently. A means to measure your results objectively. The satisfaction of problem-solving or figuring things out. The knowledge that you have made a positive change in a situation or for a person.

Now, look back at the skill list you used for your matrix exercise. This time, ignore the check marks -- frequency has nothing to do with this step. For most of us, there is a single skill that stands out. It is the one skill that we do as well as or better than other people, that we enjoy the most, and that we do even when no one pays us. Write that skill as List 7.

Now choose the other five skills that meet that definition -you do these skills as well as or better than other people, you enjoy them the most, and you do them even when no one pays you. Write them on the lines at List 8.

List 1:

---------------------------------------------------------------------------List 2:

List 5:

List 6: _______

List 7:

List 8:

Using only List 1 as input, choose the eight skills you enjoy the most. List them on List 9 (page 20), in no particular order.

10. Now using the lists you generated in #2, #5, #6, #7, and #8 as input, choose the eight skills you enjoy the most. Write them for List 10, in no particular order.

11. Next, list the skills that appear on BOTH of your lists above on List 11. Then, from those that appear on only one of the lists above, choose the ones you like the best to finish out your list of ten for List 11.

You now have a list of ten skills that you consider desirable for your job; give you a sense of fulfillment, that you do as well as or better than other people, that you enjoy the most, and that you do even when no one pays you to do them.

12. Life is full of choices. Choose from List 11 the four skills that you consider most important to you in your work, and rank them in order of importance, A through D, on List 12. Then choose the next four skills, in order of importance, and list them in order, E through H, on List 12.

List 9:

List 10. ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________

-------------------------------------------------------------------List 11:

List 12: A._________________________

E.___________________________

B._________________________

F.___________________________

C._________________________

G.___________________________

D._________________________

H.___________________________

These are your core skills. They are the skills that make you unique and valuable in the job market, and are the elements that will make up the job that fits you best. The only step remaining to make these skills work for you is to make them demonstrable. No one should have to take your word for it when you say you can use these skills successfully. It's up to you to 'put your money where your mouth is.'

Homework: Accomplishments and Results The first step in developing your marketing campaign is to identify your accomplishments and their ensuing positive results. Accomplishments are outcomes of your ideas, your efforts or your follow-through – whether operating alone or with others, at work, at school, at home, or in the community. Identifying and expressing these is vitally important, in order to:   

Build self-confidence, a key to success; Communicate effectively in interviews and meetings; Sell yourself in your target marketplace.

An accomplishment can be large or small in scope, routine or extraordinary, frequent or something you have done only once, as long as they are work-related.

Developing Your Accomplishments Statements This section asks you to analyze your past accomplishments and the satisfactions they yielded. Performing this analysis is very important because it provides the raw data for building your résumé and choosing your next career step. Select achievements that are meaningful to you. Most should be career accomplishments such as turning around an ailing division or leading a successful new product launch. We’re not looking for the ‘cure for cancer,’ just things you did well, enjoyed doing, and would probably not have happened had you not been involved. These accomplishments should span your entire career and highlight a broad spectrum of arenas where you have invested your time and energies over many years. First, divide your career into five-year segments and identify at least two accomplishments from each period. Next, select a dozen or so of these accomplishments to analyze in more detail. Pick those that are most relevant to your next career and those that are most meaningful to you – whether or not you believe others will judge them to be important. Another way to approach this is to write three examples that highlight your abilities for each of your eight core skills. Begin with the list of achievements you wrote in your success assignment; decide which of your core skills is best highlighted by each achievement, and fill in examples for the skills that remain. Then, write a second example for each of your skills, this time from a different time frame, a different environment, a different job, or at least a different project. Then write a third example for each of your core skills. Next, for each accomplishment describe: 

The Challenge: The Situation

What you needed to do, why your needed to do it, and the type of difficulties you confronted. 

Your Actions: What You Did. Use active or action verbs, such as designed, saved, or redirected.



The Results: What You Obtained. Use quantifiable or measurable terms (e.g., dollars saved or earned, percent improvement, numbers involved, etc.). Even if figures are not applicable in some instances, describe the results in tangible or measurable terms.

Example Short Title: Contract Negotiations Date and Place: 1996, Sun Bright Corporation 

Challenge: ~The company was losing money and involved in negotiations with two unions. It badly needed some concessions from the unions. As chief labor negotiator, I needed to develop a bargaining strategy that would enable us to reduce labor costs.



Action: ~Surveyed common practices with regard to compensation and benefit levels in the industry. ~Studied concession bargaining strategies, activities, and outcomes. ~Developed a negotiating strategy based on ranking needed concessions and establishing priorities.



Results: ~Reduced labor costs by 30% through contract negotiations.

Accomplishment No. 1 Short Title:_________________________________________________________________ Date and Place: _____________________________________________________________ Challenge: _________________________________________________________________ ______________________________________________________________________ ______________________________________________________________________ Actions: _______________________________________________________________ ______________________________________________________________________ ______________________________________________________________________ Results: _______________________________________________________________ ______________________________________________________________________ ______________________________________________________________________

Accomplishment No. 2 Short Title:_________________________________________________________________ Date and Place: _____________________________________________________________ Challenge: _________________________________________________________________ ______________________________________________________________________ ______________________________________________________________________ Actions: _______________________________________________________________ ______________________________________________________________________ ______________________________________________________________________ Results: _______________________________________________________________ ______________________________________________________________________ ______________________________________________________________________

Accomplishment No. 3 Short Title:_________________________________________________________________ Date and Place: _____________________________________________________________ Challenge: _________________________________________________________________ ______________________________________________________________________ ______________________________________________________________________ Actions: _______________________________________________________________ ______________________________________________________________________ ______________________________________________________________________ Results: _______________________________________________________________ ______________________________________________________________________ ______________________________________________________________________

Or you can write all of your examples in a paragraph format. That is to say, write several sentences that describe what you did, several sentences describing how you did it, and a sentence describing the result. After completing the paragraphs for each accomplishment, we will need to edit the statements leaving a three-sentence format:

Sentence 1 -what I did Sentence 2 -how I did it Sentence 3 -my result You will end up with a database of twenty-four examples that you can use to demonstrate your skills to a potential or current employer. Bring your twenty-four examples with you to your next session. Analyzing Your Accomplishments The real value of these exercises is to find meaning in the data you’ve created. By analyzing your accomplishments over a lifetime, you can see patterns and themes emerge. These dominant patterns and recurring themes are instrumental in helping you identify the factors that have contributed to your ability to achieve results. This information will prove useful as you weigh opportunities that present themselves during your career transition. Many people (executives) find they have developed personal success patterns for dealing with situations – modus operandi – that consistently work for them. While executives have the skill sets to achieve almost anything in a number of situations, their greatest achievements come when they do things “their way.” Spotting patterns of activity in your past accomplishments helps you expand and deepen your understanding of what your own success pattern is. This will enable you to identify future situations where you will be most effective and satisfied. In general, there are four main themes or patterns that can be identified: 

The nature of the Environment in which you are most productive;



The types of Problems or Challenges that attract you and that allow you to make significant contributions;



The Patterns of Activity – or steps that you take to successfully accomplish your objectives; and



The types of Results that you achieve and find meaningful and satisfying.

Look for patterns in your accomplishments. What common themes emerge? Are your recent accomplishments similar to your earlier accomplishments? How have they evolved over time? The following information will help you find the patterns in your accomplishments. 

Environment Is there a specific environment in which you are most productive? How would you characterize the situations where you’ve been most successful and satisfied? Questions you may want to ask yourself to determine the environment include: ~Did you achieve success at start-up companies where you had a blank slate and had to create from scratch? ~Did you perform best in a long-standing organization with a history and a set path? ~Did you operate in a large professional work-group or mostly independently? ~Was the environment fairly structured or chaotic? ~Was the work-style confrontational or were people essentially nurturing?

~Was it fast-paced and verbal or quiet and studied? ď&#x201A;ˇ

Problems or Challenges Are you driven by, attracted to or specifically adept at handling specific challenges? Do challenges help you make more significant contributions? Questions you may want to ask yourself to determine the types of problems or challenges that drive you include: ~Are the situations typically technical in nature? ~Have they been complex, multifaceted messes that needed to be sorted out, organized and clean up? ~Are you drawn to analytical issues that involve complex financial models or to people problems with lots of emotional nuances? ~Are you motivated by beating the competition or by self-imposed goals?

ď&#x201A;ˇ

Patterns of Activity Are there specific action steps that drive your accomplishments? Is there a common sequence or nature of activity in your accomplishments? Questions you may want to ask yourself to determine your patterns of activity include: ~Do you follow set procedures or would you rather create new ways of getting things done each time? Do you build systems or do deals? ~Do you work behind the scenes independently or do you coach people and build great teams? Are you a project planner or a strategic thinker? ~Are you better at design or implementation? ~Do you enjoy overseeing multitudinous projects or accomplishing one thing at a time?

ď&#x201A;ˇ

Results: Is there a common theme in the outcomes of your accomplishments? What kinds of results are most meaningful to you? As you analyze your results, pay particular attention to the kind of outcomes that others may value (quantifiable results) and those that you feel good about privately. Questions you may want to ask yourself to help to determine the results that motivate you include: ~Am I driven to hit the numbers? ~Am I driven to meet specific targets? ~Do I find value in achieving a politically or socially important objective? ~Am I motivated by honoring a personal commitment? ~Do I enjoy seeing my direct reports promoted?

The Next Step in Your Career 1.

List at least five activities, functions or responsibilities you would like in an ideal position (including self-employment) even if you are not aware of the existence of such a position. ______________________________________________________________ ____________________________________________________________________________________ ____________________________________________________________________________________ ____________________________________________________________________________________ ____________________________________________________________________________________

List activities, functions, responsibilities or other factors you would NOT like as a significant parts of your next position. ____________________________________________________________________________________ ____________________________________________________________________________________ ____________________________________________________________________________________ ____________________________________________________________________________________

Describe your ideal position. ____________________________________________________________________________________ ____________________________________________________________________________________ ____________________________________________________________________________________ ____________________________________________________________________________________ ____________________________________________________________________________________

Are you aware of anything that would prevent you obtaining or performing well in a position such as you have described? ____________________________________________________________________________________

Your Ideal Next Position 1.

To further assist you in formulating an ideal position, circle the specific words that have the greatest appeal to you. Then check the 12 lines that hold the greatest interest for you.

                               

Observe, sense, perceive, test, measure, investigate, study, inspect Analyze, compare, extract, correlate, derive, evaluate, differentiate, identify Interpret, explain, attribute, understand, portray, represent Solve, trouble-shoot, improve, critique, re-direct, re-design, set-up Systematize, coordinate, organize, develop procedures, correct Plan, forecast, strategize, set goals, develop schedules Administer, control, supervise, direct, manage, delegate, budget Load, show, advise, manipulate, assert, govern Decide, judge, select, decide under pressure, arbitrate Persist, persevere, bring to closure, obtain results Mentor, teach, coach, help others to grow personally and professionally Innovate, invent, adopt, develop, devise Imagine, visualize, conceptualize, fantasize Synthesize, bring together with originality Create, draw, sketch, sculpt, write, perform with originality Console, help others, inform, be friendly and attentive Empathize, listen and counsel constructively, rehabilitate Write, speak, publicize, communicate clearly and effectively Persuade, convince, teach, inspire, influence, motivate Arbitrate, mediate, negotiate, intervene, resolve Order, allocate, count, record, file, compile Make, build, fabricate, prepare, fashion, assemble Install, fit, tailor, finish, adopt, test Operate, run, tend, control, utilize Maintain, repair, fix, tinker, re-build Serve, care for, assist, provide, treat Perform, [lay, act, dance, swim Explore, learn, discover, travel, seek, find Be challenged, compete, take risks, achieve, surpass Be recognized, gain status, acceptance, acknowledgement Be rewarded materially, receive money or equivalent _____________ , ______________ , ___________________

Which of the lines checked on the previous page do you feel is the most important? Write down the specific activities that most appeal to you. Then continue ranking the other groups in order of importance to you. Activities Description

Most appealing function:___________________________________________________________________ nd

2 most appealing:_______________________________________________________________________ rd

3 most appealing: _______________________________________________________________________ th

4 most appealing: _______________________________________________________________________ th

5 most appealing: _______________________________________________________________________ 3.

List at least six things that would truly excite you if they were on your calendar for tomorrow.

________________________________________________________________________________

Additional Considerations 1.

Money and lifestyle goals. What were your total earnings last year? _____________ What is the maximum income youâ&#x20AC;&#x2122;ve ever earned? _____________ Year _________ What are your earned income objectives for 5 years from now? ______________ What are your ambitions regarding future lifestyle and life accomplishments? _______________

Have you ever been in business for yourself? Yes No Are you considering self-employment as an option? What type? For what reasons? _______________________________________________________________________________ _______________________________________________________________________________

What factors are important to you in an ideal environment? ________________________________ _______________________________________________________________________________ _______________________________________________________________________________

How do your family commitments influence your objectives? _______________________________ _______________________________________________________________________________ _______________________________________________________________________________

What other value considerations enter into your choice of future assignments? __________________ _______________________________________________________________________________ _______________________________________________________________________________

What additional talents, interests, qualifications, or concerns do you have that we should know about? _______________________________________________________________________________ _______________________________________________________________________________ _______________________________________________________________________________

Please mention any citations, commendations, or publications: ______________________________ _______________________________________________________________________________ _______________________________________________________________________________

Career Strengths Part of your assessment process includes identifying your abilities and interests and, ultimately, your strengths – functions you would perform best, and with the most satisfaction, in your next position. As you think about your abilities, reflect on what you do well – a skill, capability, talent and capacity. Then, as you identify your interests, think about what intrigues you or compels you to want to do something. Keep in mind that not every ability is supported by an interest and, conversely, not every interest is supported by ability. For example, you may be very good at something simply because it is important – not because you find it interesting – like balancing your checkbook. Likewise, you may wish that you could sing or be a champion skier, but lack the talent to do so. (We call these fantasy interests). Your strengths are abilities that are motivated by an interest. The following assessment information will help you identify potential areas where you could

use your strengths to advantage. Ability Analysis Review the accomplishments you described earlier. List the ten most important to you.

1. 3. 5. 7. 9.

Title __________________________________ __________________________________ __________________________________ __________________________________ __________________________________

2. 4. 6. 8. 10.

Title ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________

Next, analyze each accomplishment in terms of the 25 ability categories shown on the Ability Analysis Grid on the next page. Please follow instructions carefully. 1.

Start by analyzing the first accomplishment in its entirety.

To determine the strengths that you demonstrated in this accomplishment, work your way through the list of descriptors to see which of them applied to this accomplishment. If any descriptors applies, consider the whole category applicable and mark the corresponding box under accomplishment 1 as follows:

Then continue numbering all the boxes you have marked for this accomplishment, select the stronger abilities that were demonstrated (minimum of 3 and maximum of 6), and mark as shown.

Then select from among these stronger abilities the one strongest ability that was demonstrated, and mark as follows:

Go back and repeat steps 2 â&#x20AC;&#x201C; 4 for each of the accomplishments you selected.

When all accomplishments have been analyzed, add up the total markings for each row, assigning weights to the marks as follows:

Ability Analysis Grid Ability

Accomplishments

Category

Descriptors

Research

Research, observe, investigate, study, sense, perceive, test,

measure, explore, inspect

Physical Action

Communication

Creativity

Management

Analysis

Analyze,

compare,

extract,

correlate,

derive,

evaluate,

differentiate, identify Interpretation

Interpret, explain, attribute, understand, portray, represent

Problem-solving

Solve, trouble-shoot, improve, critique, re-direct, design

Systematizing

Systematize, coordinate, organize, develop procedures

Planning

Plan, forecast, strategize, design, set goals, schedule

Administration

Administer, control, supervise, direct, manage, delegate, budget

Decision Making

Decide, judge, select, decide under pressure, arbitrate

Leadership

Lead, show the way, advise, manipulate, assert, motivate, govern, inspire

Follow-through

Persist, persevere, bring to closure, obtain results

Mentoring

Mentor, teach, coach, help others to grow professionally and personally

Innovation

Innovate, invent, adopt, develop, devise

Imagination

Imagine, visualize, conceptualize, fantasize

Synthesis

Synthesize, bring together with imagination

Artistry

Create, draw, sketch, script, write, perform with originality

Sympathy

Console, help others, inform, be friendly and attentive

Empathy

Empathize, listen and counsel constructively, rehabilitate

Presentation

Write, speak, publicize, communicate clearly and effectively

Persuasion

Persuade, convince, teach, inspire, influence, motivate

Arbitration

Arbitrate, mediate, negotiate, intervene, resolve

Ordering

Order, allocate, count, record, file, compile

Making

Make, build, fabricate, prepare, fashion, assemble

Installing

Install, fit, tailor, finish, adopt, test

Operating

Operate, run, tend, control, utilize

Maintaining

Maintain, repair, fix, tinker, re-build

Serving

Serve, core for, assist, provide, treat

Performing

Perform, play, act, dance, swim

Total

Ability Review 1.

List the top ten abilities derived from the ability analysis grid in descending order: Ability

Total Points (from grid)

__________________________________________________________________________________

10. __________________________________________________________________________________

From the abilities above, select up to six that you consider your greatest strengths. (Review the accomplishments you identified earlier and assessments you have completed.) Strength No. 1 ______________________________________________________________________ Strength No. 2 ______________________________________________________________________ Strength No. 3 ______________________________________________________________________ Strength No. 4 ______________________________________________________________________ Strength No. 5 ______________________________________________________________________ Strength No. 6 ______________________________________________________________________

The next step is to look at your strengths from three different points of view. Begin by ranking your six greatest strengths in order of the enjoyment you get from using them. Second, rank your strengths again, this time in order of your experience and ability to perform in the workplace.

Third, produce a new ranking in order of usability and acceptance in the work world â&#x20AC;&#x201C; i.e., marketability Enjoyment

Ability to Perform

1. __________________________ 2. __________________________ 3. __________________________ 4. __________________________ 5. __________________________ 6. __________________________

1.___________________________ 2. __________________________ 3. __________________________ 4. __________________________ 5. __________________________ 6. __________________________

Marketability 1. _______________________ 2. _______________________ 3. _______________________ 4. _______________________ 5. _______________________ 6. _______________________

Study the rankings above and determine the final order of priority. 1. 2. 3. 4. 5. 6.

____________________________ ____________________________ ____________________________ ____________________________ ____________________________ ____________________________

Now write a brief description of each of your greatest strengths. How have you used each strength in your post/work life? How do you see yourself using it in the future?

Define this strength as it applies to you: _______________________________________________________ ______________________________________________________________________________________

Describing what you want to do and creating your career objective: Bring with you to your next session 15 to 20 ads for jobs that simply interest you; for which YOU feel you are qualified. It does not matter if the writer of the ad thinks you're qualified (i.e. MBA required), or if the ad is a year old, or if the job is in Alaska; we are not going to respond to them. We will ask you only what it is about each ad â&#x20AC;&#x201C; what word, phrase, etc. that attracted you to it. Copy and paste your job ads into a Word document. Once you have your 20 ads, use the highlighter to color the Title of the job in one color, the functional work words in a second color, and finally, any cultural attractions in a third color. Title

Functional Words

Cultural Words

You can copy these words into another document so you can view only the words that interest you. Look for patterns in the title; the functional work that attracted you; and the cultural item that were attractive to you too. You can view a sample ad on the following page. (You will note that the cultural descriptors are likely the fewest words in the ad).

Title: Citi Retail Services - VP, Credit & Portfolio Risk Manager Location : Elk Grove Village, Industry : Banking - Financial Services Manages Others : Job Type : Executive Education : 4 Year Degree Experience : Not Specified Position Summary This position will reside within the Risk Strategy & Control team as part of the Risk Management function. The candidate will be part of the Control & Oversight team, with key responsibilities of strengthening the control environment within the risk management area. The candidate will assist coordinate all the control, audit and oversight related activities for the RPC Risk team, and work with senior leaders across various functions including Global Risk Management, Audit Risk & Review and other oversight functions within the CRS business. The candidate will support various control initiatives for the CRS risk management team, including revamping Self-Assessment (RCSA) processes, tracking various corrective actions to ensure that the control environment remains strong and effective. Key Responsibilities Assist senior risk management leadership in all aspects of PG wide control initiatives to ensure strong and sustainable efficient control environment.

       

Evaluate the existing Self-Assessment processes and revamp them to improve early identification of potential gaps in the control environment, escalation to the respective senior risk management leadership and timely resolution of identified issues. Developing corrective actions for issues identified through audits and self-assessment and other internal reviews. Work with Global Consumer Risk Management, providing them ongoing reporting on various policy requirements and ensure timely approvals. Establishing a strong reporting and control process/infrastructure. Work with Policy Execution team to understand issues arising from QA/QC processes, and participate in the issue resolution. Continuously working on improvement of controls and monitoring mechanism for operational risk. Understand how Risk actions are affecting the customer experience and work with various policy teams to maximize the loss mitigation without adversely impacting the customer experience and profitability. Partner with Collections Policy and Operations to ensure compliance to various internal policies and regulatory requirements.

Key Collaboration Points

        

A qualified candidate needs to be able to break silos and build partnerships across functions and portfolios, to collaborate well with others, and be able to smoothly navigate organizational complexity. Flexibility in approach and thought process Ability to work effectively with senior management across portfolios and functional areas. Ability to understand and incorporate Global and regulatory policies across the credit cycle Strong influencing, negotiating, and facilitation skills. Maintains excellent working relationships with Auditors and with Regulators. Applies and complies with all applicable internal and external policies. Ability to manage multiple priorities and task without compromising quality. Ability to work and timely deliver results in a fast paced environment.

All new hires are subject to work eligibility verification via the DHS E-Verification System Requirements Business and Technical Requirements This position requires minimum Bachelor’s degree in Business or Statistics or Economics or Finance. Master’s degree preferred. At least 5 years of experience in Consumer Finance with at least 2-3 years’ experience in a credit card risk management. Contributes to a positive work environment. Shares knowledge and supports diversity.

Objective Setting Exercise Based on what you learned from the ads you found, what would you consider to be three or four viable job titles for you in your next career position? _____________ _____________ ______ As one of those people you've 'titled' above, what functional work do you want to do? In other words, how do you want to spend your day? Do you want to do strategic planning, build and manage a team, analyze data, service customers, etc.? List below at least five functional tasks you want to focus on in your work.

Now consider what industries or environments appeal to you the most. Would you be more comfortable selling shoes or showerheads? Are you more interested in banking or in backhoes? Do you know more about cooking or construction cranes? List below at least four industries or environments that attract you strongly.

What is it about the organization or company you work for that matter to you? Should it necessarily be large or small, domestic or international, team-based or hierarchical, established or start-up? Whatever matters to you is fair game here; write your qualifiers below.

On the following page, write your Objective.

Objective Setting Exercise (cont’d) I seek a role as (Title) ____

Containing (Functional Work)

____________________________________________________________________________ ____________________________________________________________________________

in the (Industry) _______________________________________________________________________ _______________________________________________________________________ _______________________________________________________________________

for a company that is (Cultural Positives).

__________________________________________________ _______________________________________________________________________________ _______________________________________________________________________________ _______________________________________________________________________________

Need help calling yourself something? Look on the next three pages. The 400 most popular occupations…where do you fit…and do any other titles interest you? People select new careers based on one motivating factor…or several factors:    

Your previous experience may be related; You may have knowledge through education; Your knowledge may exist from outside interests; Your choice may be based on transferable skills.

Airline Pilot Academic Team Accountant Account Executive Actor Actuary Acquisition Analyst Administrative Assistant Administrative Analyst Administrator Advertising Director Aerospace Engineer Agent Agricultural Inspector Air Traffic Controller Animal Trainer Anthropologist Appraiser Art Director Artist Astronomer Athletic Coach Auditor Author Baker Banker Bankruptcy Attorney Benefits Manager Biologist Bio-feedback Specialist Biomedical Engineer Biotechnical Researcher Broadcaster Broker Building Manager Building Contractor Building Inspector Business Analyst Business Planner Business Manager Buyer Call Center Manager Career Counselor Cash Manager Ceramic Engineer CEO/COO/CAO Chef Chemical Department Specialist Franchise Sales Fraud Investigator Freelance Writer Fundraiser Funeral Director General Manager

Chemical Engineer Chemist Child Care Manager Chief Medical Officer Chiropractor Cinematographer City Housing Manager City Manager Civil Engineer Claims Manager Clinical Research Assistant Collections Manager Compliance Manager Controller Computer Manager Commercial Artist Community Affairs Director Communications Director Communications Engineer Compensation Analyst Computer Programmer Computer Operations Manager Computer Engineer Computer Operator Computer Graphics Specialist Construction Engineer Construction Manager Consultant Consumer Relations Manager Contract Administrator Copyright Attorney Copyrighter Corporate Planner Corrections Officer Cosmetologist Credit Analyst Cruise Director CTO/CIO Customer Service Manager Cryptologist Dancer Data Security Manager Database Manager Day Care Instructor Dentist Designer Design Engineer Desktop Publisher Library Manager Litigation Attorney Loan Officer Lobbyist Logistics Manager Maintenance Manager

Developer Development Officer Diamond Merchant Dietitian Direct Marketer Director Distribution Manager Diversity Manager Economist EEO Compliance Manager Editor Education Administrator Electrical Engineer Electro Optical Engineer Electronics Engineer Embassy Management Employment Agent Engineer Technician Entrepreneur Environmental Analyst Environmental Attorney Environmental Engineer Environmental Specialist Escrow Officer Estimator Executive Assistant Executive Director Executive Recruiter Facilities Manager Family Counselor Fashion Events Manager Fashion Merchandiser Fast Food Manager Film Producer Film Production Assistant Financial Analyst Financial Planner Financier Fine Artist Fish/Wildlife Specialist Fitness Consultant Flight Attendant Flight Engineer Floral Designer Food and Beverage Director Food Service Manager Forestry Technician Franchise Management Physician Physician Assistant Physicist Planning Specialist/Director Podiatrist Political Analyst

Geologist General Counsel Geriatric Specialist Gerontologist Glamour Photographer Golf Club Manager Gourmet Chef Graphic Designer Grounds Keeper Hazardous Waste Manager Health Care Manager Health Therapist Health Service Administrator Hearing Officer HMO Director Home Economist Horticulturist Hospital Administrator Hotel Manager HR Manager Importer Industrial Designer Industrial Engineer Information Director Inside Sales Insurance Adjuster Interior Decorator Internal Controls Director International Accountant International Courier International Lawyer Interpreter Investigator Investment Banker Investment Manager IT Architect IT Project Manager IT Systems Analyst Jeweler Joint Venture Manager Journalist Labor Negotiator Labor Organizer Labor Relations Manager Lab Service Director Lab Technician Land Developer Landscape Architect Law Enforcement Officer Lawyer Leasing Manager Legal Secretary Sales Trainer Sales Promotion Manager Sales Representative

Management Consultant Managed Care Director Manpower Planner Marine Biologist Market Research Analyst Marketing Director Materials Manager Mathematician Membership Chairman Mechanic Mechanical Engineer Media Buyer Medical Investor Medical Secretary Mental Health Counselor Merchandiser Metallographic Technician Metallurgic Engineer Meteorologist Microbiologist MIS Manager Motion Picture Director Motivational Speaker Multimedia Director Musician Network Administrator Network Specialist Network Operator New Product Manager Novelist Nuclear Engineer Nuclear Specialist Nutritionist Nursing Administrator Occupational Therapist Oceanographer Office Manager Operations Manager Operations Research Director Optical Technician Optometrist Organizational Development Manager Outplacement Specialist Paralegal Park Ranger Patent Attorney Payroll Specialist Personnel Specialist Petroleum Engineer Pharmacist Photographer Physical Therapist Special Education Teacher Special Projects Director Speech Pathologist

Political Scientist Politician Portfolio Manager Preschool Management Preschool Teacher Principal Private Banker Private Investigator Probation Officer Process Engineer Producer Product/Brand Manager Product Engineer Production Engineer Production Planner Professional Athlete Professional Coach Professor Project Engineer Project Manager Program Manager Property Manager Public Administrator Public Safety Director PR Specialist Publisher Purchasing Agent Publishing Director Quality Assurance Specialist Quality Control Engineer Quality Control Inspector Rabbi/Minister/Priest Radio/TV Announcer Radiology Technician Radiology Manager Railroad Engineer Real Estate Broker Recreational Director Recruiter Redevelopment Specialist Regulatory Affairs Manager Registered Nurse Rehabilitation Counselor Relocation Manager Reporter R & D Manager Research Specialist Restaurant Manager Retail Store Manager Risk Analyst Safety Engineer Sales Engineer Technology Director Telecom Analyst Telemarketer

Sales Manager Service Manager Sanitation Engineer Scientific Programmer Scientific Writer Securities Analyst Security Consultant Security Director Seminar Presenter Ship’s Officer Singer Social Director Social Program Planner Social Research Social Scientist Social Worker Sociologist Software Developer Software Engineer Soil Scientist Special Events Manager

Speech Writer Sports Events Manager Statistician Store Manager Strategic Alliance Director Strategic Planning Director Stress Reduction Specialist Stockbroker Surveyor Structural Engineer Superintendent Supply Chain Director System Engineer Systems Analyst Systems Programmer System Administrator Tax Specialist Teacher Technical Support Specialist Technical Illustrator Technical Writer

Theatrical Director Title Examiner Tour Escort Tour Guide Director Traffic Manager Trainer Translator Transportation Manager Travel Agent Treasurer Tree Surgeon TV Programmer Underwriter Union Representative University Administrator University Dean Urban Planner Veterinarian Vendor Relations Director Viticulturist Warehouse Manager Weapons Expert

In addition to calling ourselves “something,” we need to revisit the work we started in the Objective Setting exercise. Only now we need to start getting more specific. Your Search Description will help guide you to your logical destination. We have given you the format on the succeeding pages but you’ll need to customize it for yourself. SEARCH DESCRIPTION 

DEFINITION: A document that briefly defines your future goals and career focus.

  

RÉSUMÉ vs. SEARCH DESCRIPTION: Résumé is a career history Search Description introduces future career direction

SEARCH DESCRIPTION CONTENT:  Professional objective  Preferred work functions  Personal summary statement  Best practices  Competencies  Target market industries and specific organizations TIPS:  Keep it to two pages or less  Share it with contacts who are networking resources  Do NOT use it instead of a résumé  You might Include it with a résumé sent to a recruiter  Take time to thoughtfully develop this document

KEY ELEMENTS OF YOUR CAREER SEARCH DATA: Satisfaction: What work will really call on the greatest of your abilities so that you’re challenged and happy at work? What fields can you best do this work in? Growth: In what area of specialization can you become more expert so that you’ll always be in demand? List your specific strengths and areas of expertise. Advancement: Do you want a big company with supervision and growth up the corporate ladder or a small one with consistent but satisfying responsibilities? Environment: Philosophy of the company, management style, and relationships with co-workers. What culture would you prefer? Location: What city/state – rural or city locations would you consider? Commuting time? Work from home? Compensation: What package will satisfy you? What are your five-to-ten year income goals? Note: it is not recommended that you include specific compensation dollars in you Search Description. Potential Employers: Who would you like to work for? Are there specific companies or industries that you would like to target? What size company would you like to work in?

Search Description Example Professional Objective A Management/Leadership role within a small to medium ($7.5 – $50.0 million) sized manufacturing facility. Preferred Work Functions President Vice President of Operations Operations Management Plant Manager New Business Development Personal Summary Statement Accomplished leader and team builder with the ability to absorb complex information. Proven ability to solve problems by introducing 3 new product lines, which lead to 30% of company’s bottom line and two patents. On the operation management side orchestrated a reduction in staff of 18% and a 7% increase in quality, without a drop in total production. Done by exciting my personnel, supplying needed information, and showing them how to take ownership of the process they were involved with. BS in Biology with minor in Chemistry from UW-Whitewater. Competencies Analyzing and Researching  Love learning and reading about new and old technologies  Greatest gift is that of learning Leadership and Team Building  Make decisions on solid principles and knowledge in a short time span

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

Ability to analyze personality types and therefore how best initiate communications so they will understand the information.

Innovative and Creative Ideas  Very creative mind  See things others miss Financial Management  Used in making business decisions  Able to understand financial statements Technical Skills  Because I enjoy technical reading, I maintain a wide array of technical skills  Need an open mind, the answer is not always obvious and the root cause could be hidden. Need all the technical knowledge in measuring and analyzing to discover the root cause. Process Improvement  Enjoy understanding the process and applying technical expertise to improve the process and it flow.  Never satisfied with current process can always have room for improvement. Best Practices Sound decision-making Ability to obtain loyalty from people Ability to analyze and solve complex problems Getting correct and useful information to people who need it Love working with people Very self-confidant Unusually high degree of personal drive Striving to be the best attitude Target Markets Geographic Location Exploring opportunities primarily in the Midwest but willing to relocate. Industry or Type of Organization Manufacturing Organization Culture Customer driven with a willingness to change as business cycles and environments change.

Or, more sophisticated…….on the following page

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SEARCH DESCRIPTION MARKETING PLAN PROFESSIONAL OBJECTIVE: Senior Technical Leadership Direct the technology and product development function in a consumer, service/industrial or disposable medical products company or their suppliers. Preferred functions include: VP Research and Development Director Research and Development Senior Technical Officer POSITIONING STATEMENT: Experienced Research and Development Leader with over 12 years of accomplishments in multiple aspects of material and product development in consumer products. Particular emphasis on new technology and new product development. Experienced manager of scientists and engineers including senior levels. COMPETENCIES: Technical  Materials development: polymers, adhesives, films, fibers, tissue, formulations, absorbents, packaging  FDA and EPA product regulatory requirements  Product safety requirements  Chemistry, analytical chemistry, instrumental analysis  Intellectual property  Product prototyping and feasibility Management and Leadership  Team leadership  Project management  Cross functional team direction  Product development cycle management  Short cycle time development  Product commercialization  Technology and product strategic planning  Organizational design  Value chain analysis  Relationships with external suppliers  Co-development / contract R&D / joint development agreements  Presentation skills  Technical and leadership training design and implementation  Recruiting

TARGET MARKET Geographic area: First tier: Second tier: Third tier:

Northeast WI (Green Bay, Appleton, Neenah, Menasha, Oshkosh, Fond du Lac) WI (Milwaukee, Madison, Beloit, Janesville), IL (Chicago area, Rockford), MN (Minneapolis-St. Paul) Upper Midwest: MI (Detroit, Ann Arbor, Grand Rapids), OH (Cleveland, Columbus, Cincinnati), IN (Indianapolis), MO (St. Louis, Kansas City) East Coast: New York , Connecticut, New Jersey, MA (Boston), VT (Burlington), Delaware, PA(Philadelphia, Pittsburgh), Maryland/DC Southeast / South Central Page 42

Virginia, North Carolina (Raleigh, Charlotte), South Carolina, GA (Atlanta), TX (Austin, Houston), Florida, TN (Memphis), LA (New Orleans) Southwest AZ (Phoenix), NV (Las Vegas) West CA (San Francisco, San Diego, Los Angeles), CO (Denver, Boulder, Colorado Springs), WA (Seattle), UT (Salt Lake City) Another way to categorize your target market is by industry. Say you are interested in several different industries but only one geographic target. Instead of sorting possibilities by location (geography), sort them instead by industry. Types of Industries: Consumer Products Disposable health and hygiene Household hygiene Health and Beauty Aids Food and Beverage Toys Service and Industrial Products Disposable Medical Products Contract manufacturers of consumer/S&I/Disposable Medical products Suppliers to Consumer/Medical/S&I Products Plastic films and parts Adhesives Chemicals Consulting Firms to the above industries Size of organizations: Target Annual Revenues >50MM Target # employees >100 TARGET COMPANIES: Northeast Wisconsin American Paper Converters Anamax Appleton (Papers) Avery Denison Banta/Banta Healthcare BBA Nonwovens Bemis / Curwood / Banner Birds Eye / Agrilink Breyers Brooke Industries Bush Brothers CBC Coating CMD-Accupak Coating Excellence International Dean Specialty Food Group Georgia Pacific Great Northern Corp Green Bay Nonwovens Green Bay Packaging Hygenitec International Paper Intertape Polymer Group KI

Madison/Milwaukee/Other Bostik-Findley Brady Corporation Johnson Diversey Johnsonville Kohler Company Kraft Foods Landâ&#x20AC;&#x2122;s End Consumer Products Masterson Co. Miller Brewing Pleasant Company SC Johnson Seville Flexpack Tekra Industries Thermo Electron Trostel

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Chicago Abbott ADM Alberto Culver Bagcraft Packaging Baxter Chef Solutions Keebler (Kelloggs) Nypro Pactiv Pliant Rubbermaid/Newell Stepan

Little Rapids Corporation McCain Snack Foods Menasha Corp / Promo Edge Oshkosh B’Gosh Plexus Presto Products Sargento Foods SCA Schreiber Foods Smurfit-Stone Tufco Minneapolis 3M Boston Scientific Cargill Kemps

Miller Brewing

Southwest/West

Midwest – Other Anheuser Busch Kaytee Inc. Kelloggs Land O Lakes Nestle

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North/Southeast/South Central Campbells Soup Company Johnson and Johnson National Starch and Chemical Nice-Pak

Now that we have an idea of where we’re going, we need to learn what to say when we get there! Packaging YOU Verbally Creating a Branding Statement – looking at how to package you. One of the most important tools in your career search toolkit is your branding statement. This is what you say when someone asks you “The Question,” You know-“What do you do?” Too many people are at a loss and are caught flat footed with this question. Invariably they label themselves – “I’m a management consultant.” Or they start talking about their processes, “I work with managers and executives on cash flow and distribution.” Remember that the key to success is giving instead of getting. And when we’re talking in terms of labels or processes, we’re talking about what you do, not what people get. People are struggling to understand what’s in it for them. So let’s explore what works to get immediate attention and interest from anyone who asks you “what you do.” When someone asks you “The Question” what comes out of your mouth needs to always accomplishes four things:    

It actively transfers specific information, It’s immediately and obviously beneficial, It’s self-explanatory and ultra-simple, And it’s easy to replicate in someone’s mind.

Now there are four ways for you to talk about what you want to do. Two don’t work at all. One works to some degree and one works very powerfully. Here are what they are and how they work. 1.

Your label. This is when you say, “I’m a management consultant” or “I’m an accountant” or “I’m an executive coach.” (This is how the majority of people introduce themselves).

What’s the problem with this? What you mean and understand by your professional label is not necessarily how your listener understands this label. When you say “management consultant” they may have no idea of what you do or how you can help their business. If you say accountant they may have a knee-jerk response that accountants are nothing but bean counters. So your label as a marketing message simply fails to get the attention you want. 2.

Your process. This is what you do. And many people spend a lot of time talking about this in answer to the question.

Why does this also fall flat? Processes tend to be boring unless we can create a direct link between the process and the benefit or advantage they’ll receive from utilizing your “process.” The problem is, most people won’t make the leap. So if a management consultant says: “What I do is training programs that help integrate the values and mission of the company by using role playing exercises based on the work of James Rubin.” Yawn. Ok, but what do I get as a result of that? Most people leave that out altogether. 3.

Your solution. This is much better. In fact in many situations these can work. They at least talk about a benefit. The generic form of your branding statement could go something like this:

I help (or work with, or assist) ________________ (name the target market you work in) _______________________ (name your solution). Let’s try a bunch of them for different roles:    

I work with aerospace companies to improve their employee retention. I assist people with back problems get back to work and back to better health. I help banks increase their number of business loans with start-up companies. I work with companies that have conflict and help restore a better working environment. Page 45

This is usually as far as people get with their branding statement – a good solid solution statement. But there is another way to talk about what you do and it’s much more powerful than talking about the solution you’ll provide. 4. Their problem. Notice that all the other three ways were about your label, your process and your solution. But people are much more interested, not in you and your stuff, but themselves and their stuff. The purpose of your solution is to solve their problem. So why not talk about their problem first? You can take every one of the branding statements as stated above and turn them around. I help (or work with, or assist) _________________ (name the target market you want to work with) who are – struggling, having problems with, etc. - ___________________ (Name their problem).    

I work with aerospace companies that are tired of losing money because of employee attrition. I assist people with nagging back problems that they’ve been putting up with but just can’t seem to get rid of. I help banks who have the capacity for more loan portfolios but don’t know how to increase them. I work with companies who are frustrated that they are losing productivity and collaboration because of conflict.

Notice that the target market is the same, but instead of a solution you’ve inserted a problem. Why does this tend to work to get more attention than stating the solution first? Because that’s where people’s minds are at. People are thinking about problems. If a chiropractor comes up to me and says he helps people have healthy backs, I don’t have a frame of reference. After all, my back hurts all the time! But if he says he helps people with backs that hurt all the time, I’m all ears. But can’t people translate a solution to their particular problem? Of course, and they do. But why have them work to relate what you do to what they’re looking for? The headline, “Have Dirty Carpets?” will almost always get better response than “Have Clean Carpets!” After all, you’d be tired of seeing those dirty carpets every day. You think, “Yes, I have dirty carpets, I guess you can clean them for me.” By the way, my problem-oriented branding statement is: “I help (work with) professionals who are struggling to find the right job.” Are there pitfalls in delivering your branding statement? Where can you go wrong? The biggest mistake people make is trying to hit a home run with their branding statement rather than trying to get a base hit. They are so concerned that they say just the right thing that they try to say everything. The response they are looking for is something like “WOW, you do that?” That’s great. Gosh, we have a half million dollar budget for just that thing. I hope that’s enough; can you start today to help us out? Let’s get real. That’s unlikely to ever happen. Yet we are often so insecure about communicating about what we do that our expectations are totally unrealistic. On the other hand, we think that if we speak about ourselves in any way at all, that we are being too pushy so we revert to our label, “I’m a management consultant” and hope they’ll ask some relevant questions. The other big mistake is that once we have some attention and interest, we tend to “blow our wad” and talk about what we do non-stop after we get a question. The solution to that is pretty simple – ask your prospect what they do and have them tell you more about the problem. Keep the focus on the prospect, not on you. You’ll find that people are only too happy to talk about their problems! How important is your branding statement, and what are some of the situations where you can use it. Your branding statement is not just important. It is the very key to all your marketing and networking messages. It’s not just a clever marketing phrase. It really means something. By expressing it as a problem, it really demonstrates that you know who your target employers are and what they need. You can use it in a wide variety of situations. In a networking setting where people are meeting for the purpose of doing business such as a professional association or chamber of commerce.

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In a social situation. Everyone asks everyone else what they do. Be prepared with your branding statement. When someone calls you on the phone. You can use your branding statement to help clarify your career goals. Homework Assignment: Write a branding statement using this problem format. Simply say who you help and what problem you help them with. Then……….Follow-up with the solution. If you use a problem-based statement, you’re more likely to get attention, and the person who asked the question is likely to ask you something after hearing your answer. They’ll say, “How do you get rid of back pain?” or “How do you reduce attrition?” And now you have a different kind of attention than if you lead with a solution in the first place. They are more interested in what you have to say. So you need to come up with a solution statement that’s value-based. And you need to watch that you don’t answer with the process that you employ to get those results. Let’s look at the difference using the example of the aerospace company with attrition problems. Process oriented follow-up “I provide workshops and training to help reduce attrition.” OK, that’s accurate but it’s not very interesting or benefit related is it? You sound like any other job seeker who solves various business problems. Instead you need to answer in a way that gets them more interested. You can do this by talking about benefits instead of processes. Benefit-oriented follow-up “I help to reduce attrition by finding out why employees stay in the first place. I’ve found that most companies are only addressing symptoms. I help build a loyal workforce that becomes more competitive.” Now an answer like that is liable to initiate am interesting conversation! You’re not talking about your process but your underlying principles, and how you work to not only reduce attrition but also improve the competitiveness of the company. Now they’re interested! You can also take the problem and expand on it just as successfully. This will usually generate more questions from whomever you’re talking to. Problem-oriented follow-up “I help companies who are experiencing high levels of attrition, but they don’t know why people are leaving. A lot of companies are focusing on the wrong things and throwing money at solutions that really don’t address the problem.” It is extremely rare to meet a job seeker who can answer a question about their career like this (either solution – or – problem oriented statement). Most jump to boring descriptions of process at the first invitation to speak. You need to resist the temptation by thinking seriously about what you really want to do in your career. If you think of simply the standard responses, you will be thought of as simply standard, and not be separating yourself from the competition. Homework assignment: Create a solution statement that communicates benefits, not processes. You really need to ask yourself what solution you’re providing to your potential employer. Your success depends on it! You can start by typing the starter statement into a Word document. Then select each word and use the Thesaurus to replace each word, striving to capture the most accurate description of what you do. Page 47

Résumé Writing Résumés that make an impact and create conversation are an asset. Poorly written résumés that are misused are a liability. The résumé is one of the most underutilized tools in the Job Hunter's inventory. You are going to be taught how to use your new résumé to control an interview. You are going to learn when to give the employer a résumé and when to write a letter. Your résumé is going to be a powerful tool that will assist you in your career search. You now have all the elements you need to write the first draft of your new résumé. Using the samples provided here and the results of the work you've done, your homework assignment is to generate that first draft for your next meeting. It is important that you NOT go back to your old résumé for this work. Use ONLY your Career Works output. The basic elements of your résumé will be: Profile/Summary Statement Qualifications/Skills List or Core Competencies Chronological Work Experience (beginning with your most recent assignment) Accomplishments/Demonstrated proof of your skills Education The order of these elements will vary depending on your situation. Please be prepared to review your first draft document with your Advisor when you next meet. Remember, your résumé is a representation of you at your best. It should not look like any of the samples you have been provided; it must be uniquely YOU. The following pages will walk you through the preparation and understanding of different résumé formats and which will work best for you based on your occupational targets. Please read the section completely and then begin writing your résumé. How are you going to sell yourself? Many people have differing opinions about the elements in an effective résumé. You even have your own ideas about the subject. Set aside all the advice you have received about résumé’s in the past and open yourself up to some reliable, effective, and proven, methods of crafting a résumé. But first, let’s define the résumé, what it is, and what it does. Your résumé is an extremely important tool—a personal advertising brochure—that allows you to communicate with many different audiences. Your résumé cannot say everything you want to say or need to say about yourself and your accomplishments, but it can provide the reader with a significant “taste” of your skills and accomplishments. In a sense, your résumé can be likened to a meal carefully prepared by a superb chef. It may not inform the reader of all the dishes you are capable of preparing; but if it is done well, the reader will say, “Wow, what a fantastic cook! I want to see what this person can do for me!” The purpose of your résumé is to entice the reader and create enough interest for them to want to meet you. If you feel that the résumé is the most important ingredient in your job search, you are wrong. You are the most important ingredient and the most effective marketing tool, but your résumé can get your “foot in the door.”

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Not only is a résumé a tool in securing an interview, it is also an effective means by which you can organize your career history. A résumé allows you to present the important events in your career clearly and concisely. It also lets you highlight the things you believe are the most important about and have contributed to creating the “unique you.” Your résumé is the personal advertising document you create. It will support your job marketing campaign in the following areas: 1.

All hiring officials will request a résumé.

Newspaper and trade journal advertisements will normally require a résumé.

Search firms and employment agencies will want to see your résumé—it will become a part of their files.

Your personal contacts may distribute your résumé to certain key people with a cover letter from them.

Your résumé will become a script to refer to during an interview.

Your résumé can go where you can’t go—through a mail slot.

Your résumé should be part of you—it should sound like you. You’ll want your résumé to help you secure an interview, and you’ll want the interviewer to know enough about you to carryout and effective interview. Your résumé should become the script the interviewer uses and the beauty is you prepared it. In your résumé, give facts about your background in an easy-to-read manner. You should avoid self-praise and selfevaluative comments about yourself, such as hard working, dedicated, innovative, team player, focused, etc. Evaluative comments by others, including consultants, psychologists, and references are in poor taste. Most top executives who will be reading your résumé regard overselling unfavorably. However, state factually and quantitatively (using numbers) your specific achievements such as sales increases, cost reductions, products developed, and awards won. Résumé Checklist: Be sure your résumé includes or does the following: 

Contains your full name, address and telephone number, including area code. An e-mail address should be placed below your telephone number (if you have one).

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Does not use personal pronouns – i.e., “I”, “we” or “they.”

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Includes an objective that clearly defines your “role and level.” (i.e. Vice President Sales and Marketing or Manager of Operations).

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Summary of Experience statement that includes a description of the breadth and depth of your experience.

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Accounts for ALL time from college, or your first full time job, to the present. Gaps in employment history dates are interpreted negatively. It appears the writer is trying to hide or avoid something.

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Lists the names and dates of employers by year, not by month, of all employers, including your present (or most recent) employer.

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Describes, in brief, each company or division where you worked, particularly the product line and number of Page 49

employees at this location. If appropriate, also include sales volume, standing within the industry, key markets served, and the areas of technical excellence. 

Defines the different positions you’ve held with each employer, with dates, year, not by month, for each position. List all functions and positions held.

Indicates the number of people supervised including all for whom you had responsibility. Describes both your own job function and how your job fits into the organizational structure. 

Most Important! Describes in quantitative terms your actual accomplishments in each function, (i.e., increased sales from $1,000,000 to $2,000,000 in two (2) years, negotiated three (3) Union contracts without wage increases, etc.). Do not dilute your résumé with excessive descriptions of early jobs or experiences that aren’t relevant to your current objective. Remember, your most recent accomplishments will carry the most weight as a predictor of your future success.

Business is not, has not, nor will it ever be a spectator sport. Business and the men and women who work in businesses are measured by their contributions. The contributions which are the most eye catching are those that fall into three simple categories: those that generate revenue, those that reduce cost(s), and those that do some of both. The further an individual is removed from making contributions in one of these three areas, the closer he/she becomes to being labeled as “overhead” or is assigned to “special projects.” What separates a hard hitting résumé from the majority of the “job descriptions” which are passed out as résumés is simply—does it tell what you did—your accomplishments, or does it detail the responsibilities of your job? Being responsible for a function or functions does not tell the reader of your résumé how you discharged these responsibilities, and were they discharged successfully? And, how did you measure success? In business, success is measured using numbers and numbers only. Job seekers need to spend more time measuring their contribution in numbers than enumerating their hobbies and other interests. As an example, including that you coach Little League Baseball, while admirable and civic minded, suggests to the reader that you leave 4:00 or 4:30 every Tuesday and Thursday. Hobbies clutter up a résumé. When quantifying your accomplishments: express your results in their full numeric form. If sales grew to $2,000,000, use the dollar sign ($) followed by the seven (7) digits. Why? Because numeric symbols in a field of alpha characters have greater visibility and recognition. They jump off the page better than if they were expressed as “two million dollars.” For even greater recognition, have your numbers fall at the end of a sentence. For example: “Increased sales from $1,000,000 to $2,000,000 in two (2) years. Better yet you could express it as: “Increased sales in two (2) years from $1,000,000 to $2,000,000. 

List all degrees and the date the degree was earned, names of colleges and the location. Major extracurricular activities and positions of leadership should be mentioned. If you do not have a college degree, list the highest academic level achieved. Professional Engineers and CPA’s should include date and state of examination.



If appropriate, after Education section, include a Technical Summary of computer hardware (i.e., IBM 360, AS 400, etc.), software programs (i.e., Lotus 1-2-3, PowerPoint, etc.), programming languages (i.e., C, C++, Cobal, etc.), and operating systems (i.e., SAP, MRPII, etc.). Page 50



Includes U.S. citizenship, if appropriate.



Indicates the number and field of patents granted, pending, or “applied for,” and published articles.

Keep it Brief: Remember the goal is not brevity—but to get the job done—and done right in a focused manner! To keep your résumé brief and to the point, check these items: 

Do not write a résumé expressly to limit its length. Instead, tell your story.



Do not list references or state that they will be furnished on request. Prepare a list of references (3), on a separate sheet of paper so that if you are requested to provide references, you will have them available.

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Avoid irrelevancies such as name of spouse or children and excessive listing of short educational courses or hobbies.

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Keep military experience brief. Give dates, branch of service, highest rank attained, and a short description of responsibilities.

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Do not include your salary history and do not date the résumé.

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Avoid any and all references to health.



Finally, your résumé should tell a story. What is the story you want the reader to read?

Helpful Hints: In your final editing remember: 1.

Rewrite your text as many times as necessary to have a fluid style. It is helpful to have someone else edit your résumé to be sure your meaning and intentions are clear. As a rule of thumb, “If your mother understands what you are saying, that’s good!” The final draft should be your own.

Proofread for spelling, grammar and punctuation errors. Most résumés have several errors and they are most likely to occur in your name, address, telephone number, dates, numbers, and technical terms. Two (2) typewritten pages is the customary length—but, if need be, feel free to go on to a third page.

Use a good quality bond paper 8 ½” X 11” (white) avoiding unusual colors and fancy bindings.

Staple the pages together before you send them out. Use No. 10 business envelopes.

Never forward an out-of-date or “patch-up” résumé.

Proof your name, address, telephone number, and zip code once again.

Résumés that use bullet points facilitate skimming and draw attention to your accomplishments. Additionally, write in the past tense with action verbs to demonstrate successful execution of your responsibilities.

If you fax or e-mail your résumé, always follow-up with a hard copy. Page 51

Quantifying Your Accomplishments Every individual should have a results-oriented résumé that informs the reader of specific accomplishments and the results of these accomplishments. Every company looks to hire people who can identify problems, design solutions, and implement these solutions. They also want to hire people who either make money or save money! When you write your accomplishments, keep this in mind and always ask yourself “How did the results of my actions make or save the company money?” Numbers have an extremely positive effect on a résumé because they stand out and grab the readers’ attention. Additionally, society places value on things with numbers. Numbers Talk. Compare the following statements: “He resides in a nice house in the country.” OR “He resides in a nice $750,000 house in the country.” Which statement has more impact? What images arise in your mind when thinking of a nice house or a nice $750,000 house? Do you see iron gates, a circle drive, a swimming pool, gardens, a tennis court, trees, etc.? The same is true with your résumé. Another example is: 

Designed and implemented a program that reduced production time, saved the company money, and increased product sales. OR



Designed and implemented a program that reduced production time by 26% in a six month period and reduced labor costs by 13%, contributing to an increase in profits of $150,000.

Get the point? Remember, it will take more effort in the initial writing stages to quantify your accomplishments, but the results of your efforts will reward you with more interviews and more opportunities for job offers. A résumé with specific, quantified accomplishments is far superior to a résumé that simply lists duties and responsibilities. To create a superior résumé takes time and effort. If you compose and write your résumé in two hours, the final document will look like it took you two hours to write-UGH! A logical point to consider is where these numbers are found that represent your quantified accomplishments? It is obvious that they should not be figments of one’s imagination but carefully documented and researched results of your activities and achievements. The most obvious source for numbers to include in your résumé comes from your own memory. Unfortunately, this source is rather ephemeral in the sense that our memory begins to fade and you will probably be unable to recall all the numbers that you need to complete your résumé. A second source would be your performance evaluations. If you have not received copies of past evaluations, perhaps requesting a copy from Human Resources would revive information to jog your memory or even document some quantifiable achievements. Third, many companies have performance based on MBO’s (Management by Objectives). Look at the results of these reviews. Solid MBO’s are always quantified. Should the above three sources not provide you with the information you need, consider asking your former boss or, in the case of a downsizing or impending plant or office closure, your current boss the following, “I am constructing my résumé and do you remember we worked on ________? What was the result of those activities?” Nothing adds more credibility than being able to supply quantified accomplishments as reported by your boss. Possibly he used the same numbers in his/her own résumé. If your immediate supervisor throws up his/her arms and says, “I can’t remember what those results were,” ask him/her to provide an estimate. Be sure to make this estimate conservative. If you are asked in the future where these numbers came from, you can give a truthful response. “They came from my boss.” If all other Page 52

sources fail, documentation is lost, your boss can’t remember, no accurate record remains or there was never recorded documentation in the first place, then it is considered ethical to provide your own estimate of what the results were. Remember, this estimate should always be expressed conservatively. If verified, you want the person commenting on the quantification of the results to say “yes, that sounds about right; if anything it’s a bit low.” Nothing will destroy your credibility more quickly than to have exaggerations which can’t be substantiated. Remember, the employer’s purpose for requiring a résumé is different than the job seekers. For them, résumé’s are screening devices—they screen you in or out of a job interview. Screened by human eyes or optical scanners, résumés indicate whether or not you meet their standards of acceptance. Most employers sort résumés into three piles: yes, maybe, or no. Their goal is to move as few résumés as possible to the “yes” pile and as many résumés as possible into the “no” pile so the interview process can be made the most manageable. Because employers receive so many résumés, they look toward the negative—any indication that you might be a “bad fit” for their opening. They look for everything from unexplained gaps in employment to spelling and grammatical errors. Remember, employers are trying to answer the question “Why should I hire you?” By looking at it this way, they also raise the parallel question “Are there reasons I shouldn’t hire you?” Below you will find “starter statements” for your accomplishments.                      

Increased ROI Improved Gross Profits Augmented Sales Increased market share Improved market penetration Improved productivity Lowered costs Reduced employee turnover Cut new product launch time Recruited, hired and trained Improved cash availability Developed budgets Effected recapitalization Reduced operating expenses Arranged moratorium with creditors Negotiated settlements Planned and executed moves Negotiated leases Collaborated with architects, contractors, builders, and zoning authorities Reduced inventories Minimized customer complaints Reduced Overhead ROCE Employee headcount Flow time Cycle times Inventories Interest expense Bank debt Financing Audit fees Loss

                      

  

Decrease DSO from ___ to ___ Key team player which Enhanced community relations Improved product quality Instituted cost controls Set new goals and objectives Devised new strategies Reversed negative cash flow Reduced new contract cancellations Discouraged union organization Recovered __% of uncollectible receivables Designed and implemented new products, systems, forms, etc. Eliminated obsolete __________ Set all time record for __________ Discovered ______________ Invented ____________________ Earned _________________ Extended payable cycle from ___ days to ____ days Increased inventory turns Revitalized Planned and developed new product line(s) Developed, proposed and implemented Increased Sales Productivity Quality Key accounts Operating efficiency Profits Improved EDITDA Increased sales per employee by ____ Reduced rejects from __PPM to ___PPM

ACTION VERBS FOR RÉSUMÉS Page 53

Accelerated Accomplished Achieved Activated Adapted Administered Advised Affected Allocated Analyzed Applied Appraised Approved Arranged Assembled Assessed Assigned Assisted Attained Authored Awarded Balanced Budgeted Built Calculated Catalogued Clarified Coached Collaborated Collected Communicated Compared Completed Composed Computed Conceived Conceptualized Conducted Consolidated Constructed Contracted Contributed Controlled Convinced Coordinated Correlated Created Critiqued Customized Decided Defined Delegated

Delivered Demonstrated Designed Detailed Developed Devised Directed Doubled Earned Effected Eliminated Enabled Encouraged Enforced Engineered Enlarged Equipped Established Estimated Evaluated Examined Exceeded Executed Expanded Expedited Experimented Facilitated Forecasted Formed Formulated Founded Generated Governed Grew Grouped Guided Handled Identified Illustrated Implemented Improved Increased Influenced Initiated Innovated Inspired Installed Instituted Integrated Interpreted Interviewed Introduced

Invented Investigated Launched Lead Maintained Managed Mediated Moderated Monitored Motivated Negotiated Observed Obtained Operated Organized Originated Oversaw Participated Perceived Performed Persuaded Pinpointed Pioneered Planned Prepared Presented Prevented Processed Produced Programmed Projected Promoted Proposed Provided Purchased Raised profits Recommended Reconciled Recorded Recruited Rectified Redesigned Reduced Remodeled Reorganized Repaired Represented Researched Restored Retrieved Revamped Reviewed

Remember – good résumés use strong, past tense, action verbs!

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Revised Revitalized Saved Scheduled Searched Secured Selected Set up Shaped Simplified Sold Solved Started Stimulated Streamlined Strengthened Stressed Stretched Structured Succeeded Summarized Superseded Supervised Supported Surveyed Synthesized Systematized Tailored Taught Terminated Traced Tracked Traded Trained Transferred Transformed Translated Trimmed Tripled Tuned Uncovered Unified Unraveled Upgraded Utilized Vacated Validated Verified Waged Widened Withdrew

I strongly suggest that you avoid weak works such as: Coordinated

Involved

Participated

Administered

Acceptable and Preferred Résumé Formats Résumés can be written in many different formats. Which one you choose to best showcase your qualifications reflects how well you’ve focused your job search as well as how quickly employers are likely to respond to you. The six basic formats are chronological, functional, combination or hybrid, curriculum vitae, portfolio, and résumé letter. While not equally effective, all of these formats are acceptable depending on your level of experience, the position for which you are targeting, and your goals. The most widely used is the reverse chronological résumé which primarily summarizes your work history by inclusive employment dates. However, the most superior résumé is an achievement-oriented combination or hybrid résumé. This résumé can best showcase your objective, experience, and accomplishments aligned with the employers needs. It’s the most widely used and successful résumé format for clients of Career Works. Chronological – Organized most recent position first Functional – Organized to communicate qualifications, skills and may not reference employers or positions held Combination or Hybrid – Uses best elements of Chronological and Functional formats Curriculum Vitae (CV) – Used in academia and for foreign employers Portfolio – Is a presentation of work samples Résumé Letters – Used in lieu of résumé and cover letter

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SAMPLE RÉSUMÉ Full Name 1234 Main Street Anywhere, State 99999 765-555-1212 fullname@mypc.com

Objective: V.P Heavy Equipment Manufacturing

Details role and level

Summary of Experience Statement A summary statement may be useful in helping the reader determine your level of experience. It details what you are selling. Professional Experience: Monroe Manufacturing Corporation, Plantville, U.S.A. 1980 to Present A publicly-held $140,000,000 corporation producing a diversified line of kitchen appliances. Describes last employer Manager of Manufacturing Operations 1983 to Present Responsible to the General Manager for all manufacturing operations including metal fabrication, machine shop, plastic fabrication, assembly, painting and finishing, packing, warehousing, and shipping and receiving. Indicates reporting relationship and responsibilities.  Redesigned and modernized the layout of 3 departments in a 150,000 square-foot plant resulting in increased production the first year by 9.9% or $3,600,000. Quantified examples 

Proposed, developed, and implemented the introduction of numeric control (NC and CNC) machining equipment resulting in first year labor savings of $250,000. Numbers fall at end of sentence.



Reduced material scrap and defective workmanship by developing a new quality Assurance Program generating first year saving of $138,000.



Established first Company and Union Safety Committee resulting in reducing accidents by 55% and saved $54,600 in workman’s compensation claims. Use of percentages and dollar amounts double effectiveness Production Control Supervisor 1982-1983 Responsible to the manager of Manufacturing Operations for scheduling and production of all product lines. 

Introduced an “ABC” Inventory Control System resulting in reduced inventory purchases the first year of $68,000.



Established first Materials Management Committee that integrated the functions of production, sales, purchasing, and inventory control. The result was the elimination of all parts and sub-assembly shortages while tying production requirements to customer demands.

General Foreman Responsible for the supervision, selection, and training of 9 department foremen. 

1980-1982

Installed a new plating process for finished goods reducing processing time by 50%

 Developed a new packaging process resulting in first year savings of $31,000. Burro Crane, Inc. Hometown, U.S.A. A privately held $20,000,000 company producing 15-ton industrial railroad cranes.

1970-1980

General Foreman 1974-1980 Responsible for 4 departments, including Structural Shop, Machine Shop, Subassembly Department, and Final Assembly Department supervising 110 people with a budget of $4,000,000. 

Increased production rate by 50% from 2 cranes per month to 3 cranes per month by improved production management techniques.



Combined limited second shift operation with first shift resulting in reducing shift premiums by $125,000.

Foreman, Machine Shop 

1971-1974

No need for more details on earlier employment. Promoted to General Foreman.

Lead Machinist Responsible for operating a variety of machines, setting up equipment and instructing other operators. 

Promoted to foreman.

Education: B.S. Degree – Industrial Management, U.S.A. University, 1975 (Evening Program) Other Learning: Accredited, job related learning is useful here or professional affiliations. Community Involvement: Leadership roles in civic organizations and board service here.

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1970-1971

SAMPLE 2 Full Name 1234 Main Street Anytown, WI 53706 920-555-1212 fullname@execpc.com Summary of Experience Senior level executive with twenty (20) years of diversified experience in a worldwide consumer products industry. Background portfolio of international and domestic acquisitions and divestitures, strategic planning, finance, corporate audit, controllership, SRC filings, turnarounds, streamlining costs, operations analysis, IS, banking relations, tax planning, building management teams and worldwide market penetration. UBR, Inc., New York, New York A publicly held $80,000,000,000 worldwide consumer products manufacturer and marketer.

1980 to Present

Senior Vice President – Finance, Strategy, Milwaukee, Wisconsin 1997 to Present A $5,000,000,000 wholly owned operating company of UBR, Inc. Responsible to the Chairman and CEO for all domestic/international financial functions, tax, banking, strategic planning and financial forecasting, and IS. Acted as liaison to parent organization for all financial performance reports, forecasting, and strategy. 

Designed and directed the implementation of a major company restructuring including corporate, sales, marketing, and production functions, resulting in a more streamlined decision making processes and administrative layers, saving over $30,000,000 annually.



Negotiated with international partner to reduce import product prices and led the consolidation of administrative offices for the importer saving over $3,000,000 annually in import pricing and over $5,000,000 annually in associated costs.



Directed 2 major transforming initiatives that examined, with investment bankers and 2 separate international alliances each totaling over $1,000,000,000 resulting in electing not to proceed with either alliance.



Directed the strategic analysis of projects including international distributorships, internal initiatives and acquisitions. The result was the creation of proposals with projected savings of over $9,000,000 and revised or established 4 international alliances/distribution agreements. Analysis also resulted in the rejection of purchase of 2 brands and a brewery.



Directed the purchase negotiations of the 2 organizations resulting in the acquisition of the 2 companies for under $19,000,000, and increased market position over 10%.

Vice President – IS & Financial Analysis, UBR, Inc., New York, New York 1996 to 1997 Responsible for planning, directing all financial forecasting and budgeting, and IS worldwide. Appointed to the Board of Directors. 

Directed the preparation of financial status reports to advise the Board of Directors, CFO, and CEO of the debt position and maturities, stock buyback, cash flow, income. Consolidated all 6 operating companies’ budgets into 1 corporate budget.



Created team oriented financial forecasting, budgeting and IS cost savings process with each operating company and maximized purchasing synergies of over $800,000,000 or worldwide IS investments annually, resulting in the accurate generation of forecasts & budgets, and established a 5-year telecommunications agreement with a savings of over $200,000,000.



Promoted to Senior Vice President – Finance, Strategy and IS, Ubermacher.

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Résumé of Full Name

Page 2

Vice President – Corporate Audit, UBR, Inc., Rye Brook, New York 1994 to 1996 Responsible for all audit and business control advisory functions worldwide. Total staff included 158 with 4 offices in Europe, 4 in the United States, and 2 offices in Asia/Pacific. 

Directed the development and mentoring of high-performance employees resulting in the promotion and transfer of over 20 key employees each year into general business assignments.



Partnered with Treasurer and established a commercial paper (short-term debt) monitoring and tracking system to control over $3,000,000,000 in short-term debt annually.



Led the development of a European business unit treasury cash netting system reducing short-term debt by $20,000,000.



Directed and participated in over 10 major due diligence reviews on acquisition and divestiture of businesses.



Partnered with General Counsel and Controller on preparation of 10Q and 10K SEC filings.



Promoted to Vice President – IS & Financial Analysis, UBR, Inc.

Director of Corporate Audit, UBR, Inc., Rye Brook, New York Responsible for all corporate audit activity for the corporation.

1988 to 1994



Performed due diligence reviews in over 12 acquisitions resulting in identifying key cost saving and problem areas.



Promoted to Vice President – Corporate Audit.

Corporate Audit Manager, Richmond, Virginia; and New York, New York 

1982 to 1994

Promoted to Director of Corporate Audit.

General Accountant, MVC Company, Mission Viejo, California 1980 to 1982 A wholly owned operating company of UBR, Inc., specializing in land planning and development. 

Promoted to Corporate Audit Manager, UBR, Inc.

Circle K Corporation, Phoenix, Arizona

1975 to 1980 Education

B.A. Degree – Accounting, University of Wisconsin, Madison, Wisconsin, Utilizing the Internet in Your Career Campaign

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1975

Traveling the Information Highway – no longer the road less traveled Electronic communications has become a way of life in this age of the Information Highway. The use by job seekers of the Internet with its instant access to information is a necessity to be competitive in the employment market. With more and more companies and recruiters turning to the world of wide web to post job listings and source candidates for positions, the ability to respond electronically is essential. This section will guide you through the process of developing a plain-text version of your résumé that will be compatible with any word processing software and will allow e-mail response to internet job listings as well as the posting of your résumé to Internet databases. Specifically, we will address: 

Developing an Internet-Friendly Résumé: Converting to Electronic Format



Sending Your Résumé Via E-Mail



Posting Your Résumé on the Internet



Where to Post



How to Post

Developing the Internet-Friendly Résumé With a few adaptations, the résumé you prepared in the previous section can be used for electronic application. This document already includes the information that paints a verbal picture of your work history and selected achievements using keywords and phrases. The content will remain the same; however, the manner in which the content is presented must be altered for retrieval by a variety of software packages operating on various computer platforms. It is necessary to put your résumé into a commonly understood text language for electronic reply or Internet posting. The “American Standard Code for Information Interchange,” or ASCII (pronounced “askee”) is a plain-text format that is universally accessible and can be retrieved into any e-mail or word processing package. Converting Your Résumé to Electronic Format To create your ASCII résumé, simply type you résumé in to any word processing software the following in mind: 

Fonts and attention getters: ASCII is very basic and does not recognize certain word processing formatting commands. Bolding, underlining, italics and size will not translate into ASCII. Do not try to incorporate these features into your electronic résumé. Substitutes you may wish to consider to call attention to certain areas of your résumé include: o

Capital letters instead of bolding

Asterisks (*) or plus signs (+) instead of bullets

Quotation marks (“x”) instead of italics

But use these sparingly so that you call attention where intended but do not create a document that is difficult to read. Be aware that specialty characters such as mathematical symbols will not transfer to ASCII. 

Tabs: Use the spacebar instead of tabs to indent. ASCII does not recognize tabs.

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

Alignment: ASCII defaults to left justified. The line of text should be 60-65 characters with hard breaks used at the end of the line. (hit the return key). Word wrap will create awkward breaks in text on different sized monitors and can throw you résumé into a jumbled mess. Remember to use the spacebar instead of tabs.

When you have completed your plain text résumé, be sure to spell check your document and then proofread it. Lastly, email a copy to yourself to double-check the appearance, and if possible, to a fried for further proofing. Save the résumé as a text-only document, not as a replacement for the résumé you will send “snail mail,” but as an electronically acceptable résumé to transmit via the Internet. Electronic Response via E-Mail Many classified ads as well as Internet job postings will specify electronic responses. Should you wish to respond via email, simply compose your e-mail cover letter, just as you would if responding to an ad in the local newspaper, and attach your plain-text résumé. As always, read the posting in its entirety and follow directions. It is strongly recommended that you first send the e-mail to yourself for proofing before forwarding to the specified address. Posting Your Résumé on the Internet Once you’ve prepared your electronic résumé the decision on whether or not to post it on the Internet will have to be made. There are some considerations you should keep in mind when making this determination: 

Once posted, the résumé becomes a public document over which you have little control. The private résumé posting web sites do not always allow you to determine who sees your résumé. With this in mind, make sure that you are comfortable with anyone and everyone having access to your information.



Is there a cost to posting your résumé? Is there a charge for updating the information on your résumé? Some Internet résumé databases allow you to post with no fee but charge for updating. Some charge a fee to post, but allow a specified number of free updates. Read the information on the web site carefully.



How long will your résumé stay on the Internet? Some Internet services retain résumés for a specified period of time, such as 3 to 6 months, then delete it if the document is not updated within that time period. Others retain the résumé until you remove it from their database. If your résumé is posted, remember to remove it from the Internet when you have accepted your new position. Otherwise, should your new employer become aware that you have a résumé posted; you could face an embarrassing situation?

Where to Post There are numerous résumé databases on the Internet, both public and private. Some of these databases are sponsored by search firms to identify assignment candidates, while others are in business to sell corporate memberships to facilitate recruiting efforts. Public means that anyone can search through the database, whereas private indicates that only specified companies or individuals can access the information. Both can charge fees for posting or accessing résumés. In some cases Internet résumé databases will require you to register a name and password. Keep track of this information if you decide to post your résumé on one of these databases.

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The universe of Internet résumé databases changes daily. Web sites for Internet job listings and résumé postings can be found in directories, newspapers, telephone books, and magazines. The public library reference desk has directories of Internet addresses categorized by subject where you can find numerous general résumé databases as well as a variety of specialized résumé databases. With little effort, you can find more than you will ever need. Just be sure to read all the information contained on the web page so that you will know exactly what to expect. Listed below are some of the larger and better-known Internet career websites: Career Builder www.careerbuilder.com: Links with several web sites to develop a job database of over 1.000,000 opportunities. This site allows for receipt of e-mail listings of jobs meeting specified criteria. Monster www.monster.com: Boasts a job database of over 500,000 employment opportunities. This site includes relocation information, including a salary calculator to determine cost of living variance. America’s Job Bank www.ajb.dni.us: More than 1,400,000 job listings across the country populate this site. AJB incorporates job opportunities listed with states’ job service offices. You search by occupation, keyword, military code or job number. Employment Guide www.employmentguide.com

The Employment Guide has links to many other career sites.

Additional career websites are listed at http://www.career-works.com/tools/. Please note that this is only a partial listing of available sites. Additions, deletions and changes to web sites occur continuously. You may want to consult reference directories periodically to identify new listings, or search for new web sites by using one of the many search engines available to you today. How to Post Your Résumé Find the Internet résumé database service(s) in which you are interested. The service will give specific instructions for posting your plain-text résumé to their database. Just follow the directions. Some of the services may ask you to fill in the blanks with your specific résumé information on a preformatted screen. Others may ask you to separate your summary of experience into technical and non-technical skills. Use keywords from your summary so that company representatives and recruiters scanning résumés in the database will notice yours. Above all, follow the directions for posting your résumé to the specific database. A Final Thought….. Remember that the Internet is a tool to be used in conjunction with other tools in your job search. It provides information on published employment opportunities and allows your résumé to be viewed by some interested parties. It is not a substitute for proactively pursuing the unpublished market. The Internet may no longer be the road less traveled by job seekers. It is, however, simply another road on the job seekers trail.

Notes:

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SAMPLE E-MAIL RÉSUMÉ Full Name 1234 Main Street Anywhere, State 99999 765-555-1212 FullName@mypc.com

Document should be left justified Hard return at end of each line Do not use bold, italics, underline or other effects Do not use tabs or bullets in text Save as “Text Only” or “ASCII” file

OBJECTIVE: V.P Heavy Equipment Manufacturing SUMMARY OF EXPERIENCE PROFESSIONAL EXPERIENCE 1980-Present - MONROE MANUFACTURING CORPORATION, Plantville, U.S.A. A publicly-held $140,000,000 corporation producing a diversified line of kitchen appliances. 1983-Present MANAGER OF MANUFACTURING OPERATIONS. Responsible to the General Manager for all manufacturing operations including metal fabrication, machine shop, plastic fabrication, assembly, painting and finishing, packing, warehousing, and shipping and receiving. *Redesigned and modernized the layout of 3 departments in a 150,000 square-foot plant resulting in increased production the first year by 9.9% or $3,600,000. *Proposed, developed, and implemented the introduction of numeric control (NC and CNC) machining equipment resulting in first year labor savings of $250,000. . *Reduced material scrap and defective workmanship by developing a new quality Assurance Program generating first year saving of $138,000. *Established first Company and Union Safety Committee resulting in reducing accidents by 55% and saved $54,600 in workman’s compensation claims. 1982-1983 PRODUCTION CONTROL SUPERVISOR. Responsible to the manager of Manufacturing Operations for scheduling and production of all product lines. *Introduced an “ABC” Inventory Control System resulting in reduced inventory purchases the first year of $68,000. *Established first Materials Management Committee that integrated the functions of production, sales, purchasing, and inventory control. The result was the elimination of all parts and sub-assembly shortages while tying production requirements to customer demands. 1980-1982 GENERAL FOREMEN. Responsible for the supervision, selection, and training of 9 department foremen. *Installed a new plating process for finished goods reducing processing time by 50%. *Developed a new packaging process resulting in first year savings of $31,000.

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1970-1980 BURRO CRANE Hometown, U.S.A. A privately held $20,000,000 company producing 15-ton industrial railroad cranes. 1974-1980 GENERAL FOREMAN. Responsible for 4 departments, including Structural Shop, Machine Shop, Subassembly Department, and Final Assembly Department supervising 110 people with a budget of $4,000,000. *Increased production rate by 50% from 2 cranes per month to 3 cranes per month by improved production management techniques. *Combined limited second shift operation with first shift resulting in reducing shift premiums by $125,000. 1971-1974 FOREMAN, MACHINE SHOP. Promoted to General Foreman. 1970-1971 LEAD MACHINIST. Responsible for operating a variety of machines, setting up equipment and instructing other operators. *Promoted to foreman. EDUCATION: B.S. Degree â&#x20AC;&#x201C; Industrial Management, U.S.A. University, 1975 (Evening Program) OTHER LEARNING: COMMUNITY INVOLVEMENT:

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Search Engines Search engines can assist the user in finding information by topic and linking to previously unknown websites. Below are listed several search engines that can be beneficial to the job seeker in identifying career websites that may prove helpful during your campaign. These are certainly not all the search engines available on the Internet. You may want to consult Internet address directories for additional search engines and other resources. Job Search Engine www.job-search-engine.com: Search engine that scans the top USA and Canadian job boards for employment opportunities that match specified criteria. AOL www.aol.com: Large search engine with links to various career websites. Point and click on area of interest or search on specific listing shown in menu. Google www.google.com: This search engine allows access to career information and job databases. Search for “jobs” and follow career information. Yahoo www.yahoo.com: Search engine that can connect to job database websites as well as other sites providing useful career information. Dogpile www.dogpile.com: An unusually named search engine with the ability to connect many career websites containing databases and résumé posting opportunities. Additional Resources for Researching Job Postings The Internet provides many links to job listings and information resources that are useful to the job seeker through web pages of Associations, Societies and Institutes. The resources listed below have been selected from a vast pool available on the Internet. This list is just the tip of the iceberg. You will want to use various search engines to identify additional trade associations. Follow directions within each website to efficiently weave your way through to your desired destination. Acting American Association of Producers, www.tvproducers.com Accounting and Finance American Institute of Certified Public Accountants, www.aicpa.org International Federation of Accountants, www.ifac.org American Association of Finance and Accounting, www.aafa.com American Women’s Society of CPA, www.awscpa.org Treasury Management Association, www.tma-net.org Banking and Securities National Banking Network, www.banking-financejobs.com National Association of Securities Dealers, www.nasd.com Chemistry American Clinical Chemistry, www.aacc.org American Association of Textile Chemists & Colorists, www.aatcc.org Chemical Manufacturers Association, www.cmahq.com Computer and Technology Computer Society, www.computer.org Techies.com, www.techies.com Page 65

Telecom Executive Group, www.clec.com/careersclec.cfm Entrepreneurial U.S. Small Business Association, www.sba.gov SBA Financing You Business, www.sba.gov/financing Education American Association of School Administrators, www.aasa.org American Association for Employment in Education, www.aaee.org Engineering Society of Petroleum Engineers, www.spe.org American Society of Mechanical Engineers, www.asme.org American Society of Engineering Education, www.asee.org American Institute of Chemical Engineers, www.aiche.org American Society of Civil Engineers, www.asce.org American Consulting Engineers Council, www.acec.org Healthcare American Medical Association, www.ama-assn.org American Association of respiratory Care, www.aarc.org American Physical Therapy Association, www.apta.org Library Association for Research Libraries, www.arl.org Legal American Bar Association, www.abanet.org Bar Association, www.barassoc.org Manufacturing American Production and Inventory Control Society, www.apics.org National Association of Manufacturers, www.nam.org Motor and Equipment Manufacturers Association, www.mema.org Association for Manufacturing Excellence, www.ame.org Fabricators and Manufacturers Association, International, www.fmametalfab.org Pilots Aircraft Owners and Pilots Association, www.aopa.org International Air Transport Association, www.iata.org Purchasing National Association of Purchasing Management, www.napm.org Sales and Marketing Direct Marketing Association, www.the-dma.org Sales and Marketing Executives International, www.sell.org Page 66

Time to get busy and get writing…. You now have the tools to write your résumé. As you write your résumé, keep in mind that you will spend between 8 and 10 hours carefully constructing, revising, formatting, and finalizing it. If you struggle with this assignment, consider yourself normal. We find that in about 1 of every 40 résumés, the writer has forgotten to include a telephone number or has transposed a digit, resulting in an incorrect telephone number. Undoubtedly you will have proofed your résumé, but proof it again. If you use spell check, make sure that the words are not only spelled correctly but are the words you intended to use. For example, is it “read” or “red?” Don’t forget to include your e-mail address. Remember, what really sells is your track record of quantified accomplishments. Take extra care to ensure that you have the strongest of your accomplishments expressed in the strongest possible terms.

Notes: (Write any questions for coaching calls or the forum here).

Business Cards A Professional Approach Having personal business cards printed is a professional approach to your career campaign. Carrying your cards with you at all times is an added benefit to networking in your campaign. If you run into a personal or business acquaintance while out and about, giving them your personal business card with your name, address, telephone number, fax number, pager, mobile (not cell, please) number and e-mail address, will offer the individual an easy way to remember and contact you in the event they hear about a suitable opportunity. It also adds a professional touch to your campaign and shows that you are well organized and prepared. A sample card may look like this: Phone: 555-555-5555

Fax: 555-555-5550

Robert M. Smith 1234 Main Street Anywhere, State 01234 Sales and Marketing Professional rsmith@aol.com Mobile: 555-555-7777

Note: All data should reflect your home or personal communication numbers and addresses – NEVER use an old employer’s business card! In this way, all the pertinent information for someone to contact you is readily available to them and less likely to be lost or misplaced. An additional advantage is that you can mail your business card with any personal correspondence for networking, to search firms, etc.

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Cover Letters Cover letters are an important and integral part of the job seeker’s campaign. Therefore, it is crucial to understand the purpose of the cover letter. Those purposes are as follows: 1.

A cover letter highlights something that you feel would be of interest to the reader, i.e., perhaps your prior experience was in a similar industry to the reader’s.

A cover letter acts as a “framing” or “focusing” document to prepare the reader for what is to follow, i.e., your résumé.

Finally, a cover letter is the place, when appropriate or requested, where you indicate your most recent compensation. Compensation is defined as salary plus applicable bonus. Not included are the following: cash value of other perks, stock options, car allowances, benefits, club memberships, etc.

The purpose of sending a cover letter and résumé to a company is to get an interview. A letter is written when you have heard about an opening or job through a friend, acquaintance, a newspaper ad/article, or through your own research. A letter that is well written and interesting is an essential part of a well executed search for employment. Remember it is only a “part.” A cover letter alone will not get you a job. The letter may accomplish a certain purpose, but few letters ever secure a job for the writer “on the spot.” Almost all employers insist on a personal interview. This “job letter” can pave the way for a personal interview and make a favorable impression on your prospective employer. The rest is up to you – in person. In order to insure you construct a successful cover letter, we have compiled the following review: 

The designation “cover letter” is derived from the fact that it lies on top or “covers” the résumé. It is never stapled to the résumé.

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A typed cover letter is always more effective than a hand written cover letter.

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A hand written cover letter is always more effective than no cover letter

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There are four (4) basic types of cover letters. Your advisor will share the appropriate examples with you. The types are:

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Cover letters for contacting corporations

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Cover letters to search firms

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Cover letters for networking purposes

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Cover letters for responding to advertisements

As you begin drafting your own cover letter, remember the above four (4) types of cover letters are slightly different and should be adjusted for each targeted prospect. Too many applicants make the mistake of coming up with one “whizbang, sure-fire, all-purpose” cover letter. There are subtle differences in each letter, so you should study this section carefully. Parts of the Letter 

Date block or heading

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The inside address Page 68

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The salutation

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The body of the letter

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The complimentary closing – “Sincerely” is predominantly used in business correspondence

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The signature

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Below your signature type “Enclosure,” this indicates to the reader that there is an enclosure, i.e., your résumé

Points of a good letter You will need to exercise great care to ensure that your letter achieves the intended result. Your letter must stand out in a positive manner from the many other letters your prospective employer will receive. It must reflect, as far as possible, your own personality. It must show that you are a solid and dependable person. It must excite the employer’s interest – at least to the point where he/she will want to meet you. In short, it must “sell” you. 1.

Be neat. Use a typewriter or computer, if possible. When writing a letter, use black ink, and always sign a letter in blue ink. Blue is a power color, it has stronger psychological impact than black ink.

Use standard 8 ½” x 11” personal, white bond stationery. Do not use your former or current company letterhead.

Be as brief as possible. The letter should be no more than one (1) page long. Do not write on the backside of the page. Usually three (3) to four (4) paragraphs is sufficient.

Always write to a specific individual. Slant the letter to the employer’s needs and interests. Do not write to “The Employment Manager” etc.

State a definite area of interest and skills. For example, consider the following sentence, “Possibly you may have an interest in an individual with fifteen (15) years of progressive experience in production control, inventory control, and materials management.” Do say you want any kind of job.

Be yourself and be sincere. “Target” your correspondence – do not use the same letter over and over again. Form letters are rarely productive in generating interviews.

State facts and accomplishments, using numbers where possible.

Reflect personal confidence to do the job in question.

Ask for an interview, but make arranging an interview as easy as possible for your prospective employer. See the following examples of closing paragraphs.

10. Make certain that you have your name, address, and telephone number (with area code) at the top of the letter along with your e-mail address. 11. Write several drafts of the letter before you decide on the final copy. 12. Keep a copy of your letters so that you can refresh your memory at a later date as to what was written, to whom, and when. 13. Try to make your letter arrive on a Tuesday, as that is generally the lightest mail day of the week. The heaviest mail day is Monday.

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Why Letters to Explore Employment Opportunities are often Discarded There are many reasons why letters exploring employment opportunities are discarded. The most likely reasons are: 1.

Illegible, untidy, and uninviting presentation

Written on dirty or wrinkled paper

Written on lined paper or on a postcard. Yes, people do this!

Written in pencil

Written in colors other than black. (For example red, green, etc)

Written on business stationery with the letterhead crossed out

Written on hotel stationery

Written on unusual sized stationery

Written on any paper other than white bond

10. Written on perfumed or scented stationery

Contacting Companies Directly Most individuals rely on two methods when conducting their career campaign: responding to advertisements and registering with employment agencies or search firms. While these methods should be pursued, you should not rely solely on them. You will enjoy a higher degree of success in your search if you contact companies directly. Fact:

Only 5% of all positions are located through search firms or employment agencies. Advertisements account for only 10% of open positions.

Fact:

45% of all open positions are filled from an individualâ&#x20AC;&#x2122;s direct contact with a company.

Fact:

80% of all positions are unadvertised.

Consequently, by directly contacting companies you have the opportunity to discover these unadvertised positions. In addition, companies are always on the lookout for good talent. Even if a position is not currently open at the time you contact them, there may be future openings for which you will be considered. Your direct contact will demonstrate initiative, aggressiveness, confidence, and interest. Considering the high cost of using search firms, some companies have a policy against using these organizations. Additionally, if a company can hire a person without using either a search firm or running an expensive display ad in their local Sunday paper, the savings can be significant. While there is an economic incentive for the company to avoid using these recruitment tools, there is also an incentive for the applicant. Specifically, if an individual can secure employment directly, those savings (hiring costs) could translate into increased compensation or a hiring bonus. To whom should you direct your rĂŠsumĂŠ and how should you contact that hiring professional? You may either: Call the company and ask for the name and title of the individual that you wish to contact. Page 70

OR Write to the Chief Operating Officer or highest ranking person in the business unit that you are interested in joining. There are five (5) significant reasons why people who are in career transitions should forward their résumés to the Chief Operating Officer or highest ranking officer at your target location: 1.

The larger the organization, the tougher it is for an outsider to identify the appropriate person to send their materials to. The task of sorting out the hierarchy, divisions, and sectors of multimillion/billion dollar corporations is very difficult. For example, if you were interested in working for General Motors, the task of determining who your boss would be, considering all levels, divisions, sectors, North American or European Operations, etc., is overwhelming.

Forwarding your materials to the Chief Operating Officer will avoid the majority of your competition, who generally route their materials to the Human Resources area. Human Resources people usually know of positions that have been approved for recruitment but, they are not aware of contemplated or new positions that exist in the minds of various managers. There people are the real decision makers.

The objective of sending your résumé to your potential manager – even if this person could be identified – poses a problem that, if the résumé is too strong, it may represent a threat or potential danger to them. For every ten (10) individuals who say they would like to hire their successor, at least nine (9) of them will not make that hire – particularly in today’s environment.

Routing your résumé to the Chief Operating Officer has the advantage of using him/her as the “switching or directing” mechanism. Materials that are directed to these people are rarely discarded, but forwarded to the appropriate individual. The key point is anything coming from the “top” – is read, not skimmed, and is acted on immediately. Compared to the flood of materials coming into the human resources office, this is a better bet.

Not only is getting your résumé into the right hands important, it also shows that you have done your homework in finding the appropriate individual. It demonstrates that you took the time to find the right person, and what type of business they are involved in. By doing this, you exhibit your seriousness about securing a new position as well as your attention to detail.

The issue is whether you want to go upstream or downstream when contacting target companies. Attempting to go upstream is not nearly as productive as the trickle down route. Contact the person in the paneled corner office has a higher sense of priority, which simply means action. Research the organization to prepare an effective, targeted cover letter that is focused on the organization’s needs. 1.

Make use of your local library. Most reference guides can be found there. Larger libraries have Business librarians who can help you do your research. Check industry periodicals, newspaper articles, library computer databases, and of course, the mighty Internet for more information.

In addition to reference materials found at the library, you can also get information directly from the company. Call and request and annual report, a quarterly report, 10K, and 10Q reports, product literature.

I am not a strong believer in “Front End” research during a job campaign. Researching broad industry trends – yes, but researching voluminous numbers of companies for possible contact before you have a actual interview is misplaced activity. There should be plenty of research time to prepare to a scheduled interview.

What type and size of companies should you target? An article in Inc. Magazine (January 2013), which still has relevance today, discussed the likeliest path to true financial security in the future and cited the following statistics:

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“The stability of large companies is no longer what it once was. Going into the job market in 1953, you could place your bets on working for a long time in a large company and do it with a pretty safe feeling. The pace has moved so quickly since then that now it is nearly impossible to do.”

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Relentless downsizing undertaken by companies drives the point home. One group in particular is vulnerable. “Middle management jobs are being eliminated far out of proportion to their numbers,” says Eric Greenburg of the American Management Association (AMA). Each year the AMA conducts a downsizing survey of its 7,000 members. While middle managers account for 5% to 8% of the total workforce, they represented 19% of the layoffs over the past four (4) years. At present, this trend appears to be holding.

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63% of AMA sample companies that downsized reported that they had done so more than once.

The facts are clear: Fortune 500 companies are not the safe and stable place to work that they once were. 

80% of Americans work for companies with 100 or fewer employees.

Many times the most difficult challenges in writing a quality cover letter are those of writing the first sentence and closing paragraph. In order to help you in this area, we have prepared the following samples for you. Suggested Opening Paragraphs for Cover Letters Contacting Companies Directly Dear ______________: (insert contact’s name) Possibly your company has need of a _______________ with _____ years of experience in ______________, ________________, and _______________ . OR If your corporation requires a mature, operations oriented Generalist; I would appreciate your consideration of the enclosed information. OR I am writing to explore career opportunities with your company. Consequently, I have enclosed a copy of my credentials for your review. OR Upon the suggestion of ________________, please find an enclosed copy of my résumé. Remember Letters addressed to a specific person by name and title has a higher rate of response than letters addressed to “Personnel Department,” “Hiring Official,” “Employment Manager,” or with no name at all. Suggested closing Paragraphs for Cover Letters Contacting Companies Directly Here is a Start … (or rather the finish). Perhaps you might be interested in talking about an opportunity. Sincerely, OR I am seeking a challenging opportunity where the rewards, both professionally and financially, are based on one’s ability to produce. Should you have interest in my background, I would be pleased to hear from you. Page 72

OR From a distance, neither one of us can ascertain if what I can offer would be an asset to your operation. Therefore, if you have an interest, I would be pleased to hear from you. OR Presently, I am exploring other career alternatives with an organization – large or small – where I can continue to be an integral part of an executive management team. If your schedule permits, possibly we should meet to explore areas of mutual interest. OR To date, my career has included a number of progressively more challenging and responsible positions. Should your company have an interest, I would be pleased to hear from you. SAMPLE COVER LETTER Full Name 1234 Main Street Anywhere, State 99999 (920) 555-1212 FName@aol.com January xx, 20xx Name Title Company Address City, State Zip Dear _____________: Insert contact’s name Perhaps your organization is in need of a manufacturing and operations management professional who has successfully reduced costs in both heavy equipment and light appliance operations $4,000,000 during the past twenty (20) years. Opening is soft and NOT desperate As Manager of Manufacturing Operations for Monroe Manufacturing Corporation, I have directed the redesign and modernization of a 150,000 square foot plant that directly resulted in increasing plant output by 9.9%, from $36,400,000 to $40,000,000, without the necessity of additional equipment or manpower. Under my leadership, production increase 50%. Uses solid numbers here Prior to Monroe Manufacturing Corporation, I successfully completed assignments for Burro Crane, Incorporated, as General Foremen, Foremen, and Lead Machinist, with supervision responsibilities for 110 employees and a budget of $4,000,000. These two paragraphs cite key accomplishments With a B.S. in Industrial Management and currently working on an M.B.A., I am interested in joining an organization – large or small – where my diverse manufacturing management skills and expertise could be utilized. If you have interest, I would be pleased to hear from you. Simple, but effective close Sincerely, Full Name Enclosure Indicates that this is a cover letter Page 73

Exploring Employment Opportunities through Research If you plan to execute a successful career campaign, you will need to find and gather sources such as key management names and corporations to contact for employment possibilities. There are a variety of “types of information” within these sources. These resources are generally called Manufacturing and Service directories. You can find these directories in the business or resource areas of most public libraries, and I would recommend that you utilize these free resources rather than purchasing them. These libraries, as well as the libraries of any undergraduate or graduate school of business will typically have Reference Resources for Directory descriptions along with a collection of the most widely used directories. Additionally, most libraries provide Internet Access for on-line research. Another helpful guide is the Directory of Special Libraries & Information Centers. There are more than 13,000 special libraries operated by businesses, educational institutions, government agencies, trade associations and professional societies, many of which are open to the public. Ask your local librarian to arrange special permission for you to visit these libraries, as they are normally closed to the general public. Your local Chamber of Commerce is another organization that frequently publishes a list of local companies. You should contact your local Chamber as you conduct your career campaign. They will likely be aware of firms that are new to the area, expanding, or may require additional staffing. The Chambers address can be found in the local telephone directory or by checking the Thomas Register which contains a listing of all U.S. Chambers of Commerce. The reference works listed below will enable you to identify the title and publisher of several resources. Directories in Print Contains complete information on over 15,000 directories printed worldwide. The content of each directory is briefly described as well as its cost and the name and address of the publisher. The Gale Group, 27500 Drake Road, Farmington Hills, MI. 48831 (800) 877-4253. www.galegroup.com Directory of Corporate Affiliations Lists over 4,100 parent companies and their subsidiaries, affiliates, and divisions. Information included on each parent company: name, address, telephone number. Chief officers, number of employees, and approximate sales volume. In addition, the Chief Operating Officer is listed for each subsidiary with appropriate address information and the line of business. There is also an index listing 39,000 divisions in order to cross-reference the parent company. Reed Elsevier, Inc., P.O. Box 31, New Providence, NJ 07974-9903. (800) 521-8110. http://www.reedbusiness.com. International Directory of Affiliations Provides several different ways for users to locate detailed information on 24,000 companies doing business worldwide. You can look up 52,000 corporate subsidiaries, divisions or affiliates. The alphabetical index directs you to the listing for the parent company where you can learn that organizations reporting hierarchy. Reed Elsevier, Inc., P.O. Box 31, New Providence, NJ 07974-9903. (800) 521-8110. http://www.reedbusiness.com. Directory of Leading Private Companies Lists 8,800 leading private companies including 12,000 corporate affiliations. This format allows you to determine at a glance how each subsidiary reports to the parent company – whether directly6 of through another subsidiary. Reed Elsevier, Inc., P.O. Box 31, New Providence, NJ 07974-9903. (800) 521-8110. www.reedbusiness.com Standard and Poor’s Register of Corporations, Directors & Executives Page 74

Lists approximately 85,000 companies cross-referenced by product and company location. Includes over 500,000 key business executives and their business telephone numbers, and more than 70,000 biographical sketches. Standard & Poor’s Subsidiary of McGraw Hill, 55 Water Street, New York, NY 10041. (800) 221-5277. www.standardpoor.com

Encyclopedia of Associations Furnishes details on nearly 23,000 national and 20,600 international nonprofit trade and professional associations, social welfare associations and public affairs organizations, religious, sports, and hobby groups, and other types of groups that are headquartered in the U.S. Entries are arranged by subject and provide complete contact information and a description of activities, including publications, computerized services, and convention schedules. Gale Group, 27500 Drake Road, Farmington Hills, MI. 48831. (800) 877-4253. www.galegroup.com Thomas Register Principally geared to buyers who are looking for suppliers. It contains over 156,000 manufacturers, listed by product and location. Information includes: company name, address, telephone number, and business line. Thomas Publishing Company, 5 Penn Plaza, New York, NY 10001. (212) 695-0500. www.thomasregister.com. Hoover’s On-Line Internet access to a variety of information on public and some private firms. www.hoovers.com Dun & Bradstreet Million Dollar Directory Lists about 160,000 companies covering all industries, Businesses are referenced alphabetically, geographically, and by product classification. Information includes: name, address, telephone number, annual sales volume, and number of employees, line of business, S.I.C. code, officers, and directors. The million dollar Directory lists the name and location of some subsidiaries or divisions if the unit meets the selection criteria. Basic qualification for listing in this directory is a net worth of $500,000 or more, or 250 employees, or $25 million in annual sales. Dun & Bradstreet, 99 Church Street, New York, NY 10007. (800) 526-0651. www.dnb.com. State Manufacturers Directories Lists manufacturers and processors located in a particular state. The directories are typically divided into seven (7) sections: buyers guide, alphabetical, geographical, S.I.C. index, computer index, zip code, and county marketing breakdown. Included in the description of each company is the following: name, address (including zip code), telephone number (with area code), date established, area of sales distribution, S.I.C. codes, number of employees, annual sales, type of computer system, and location of plants or home offices. Manufacturers News, Inc., 1633 Central Street, Evanston, IL 60201. (847) 864-7000. www.mninfo.com Dun & Bradstreet Reference Book of Corporate Management Provides 52,000 professional histories of the men and women who serve as officers and directors of more than 12,000 U.S. companies. Dun & Bradstreet, 99 Church Street, New York, NY 10007. (800) 526-0651. www.dnb.com More Research Tools Check with your local reference librarian for additional research tools available to you. Warning: One of the tricks here is to make sure you get the information you need without “burdening” yourself in too much detail. You will find many interesting things or facts as you do your research, the key is to get the need to know (contact information) and gather the nice to know (the “I didn’t know that”) information after your have the interview scheduled. Thus, avoiding paralysis by analysis!

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Responding to Classified Ads To Respond….or Not Respond? That is the Question. It’s Sunday morning. You pull out the employment classified advertisements section of your local newspaper. You see an ad. The ad has your name written all over it. It was customized for you. You mail out your cover letter and résumé. You never get a response. What went wrong? Potentially many things. We will help you present yourself professionally and reduce the chances of being eliminated from the hiring process. The published job market is very competitive because job applicants with little business exposure or limited networking contacts are part of the competition. They can go to the library or purchase newspapers or magazines and respond. Although advertisements represent less than 15% of employment opportunities, responses can yield good results if you follow a few simple steps. Remember, as is all areas of your search— It’s the Little Things That Matter! You can’t be there in person to explain or point out details to the reader. Subjectivity is part of the process. If you capture the screener’s interest, use creativity and match your professional skills and accomplishments to the advertisers needs. Your chances will improve greatly. Suggestions to Maximize Your Odds 

Evaluate the Qualifications. Answer the ad even if you do not have all of the listed qualifications. An employer is often unable to find the “ideal candidate” and must consider individuals with different qualifications than originally requested. Sometimes the job does change to fit the unique skills available or to take advantage of unique skills from you or other applicants.

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Let Ads Age. When responding to ads it’s not “first come/first served.” Remember – your competition is mailing their responses the day the ad appears or first thing the following morning. Fact: The employer will receive 85 – 95% or more of the responses to their ad in the first week. These résumés get less time and attention because of the sheer volume. You are more likely to eliminate during this period for subjective reasons. Does it make sense to submit your materials with all the others? Of course it doesn’t. If your response arrives a few days later (7 or so) it will get a closer review. Why? Because there are fewer responses, to command the attention of the individual screening the submittals slightly later in the process may be beneficial to you. Sometimes an additional 15 – 20 seconds can make all the difference in the world.

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Read All Ads in the Classified Section. Sometimes ads are not placed under their intended heading or companies have multiple ads running. The latter is a strong signal that the company is in a growth mode. Multiple ads should prompt you to research the company and contact the person managing that facility. It would be better to send your materials to the decision maker—not the gate keeper.

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Read All Publications Every Day. Even though particular publications dominate circulation and carry the bulk of the ads, other instruments should never be overlooked. They can be a great source of openings. Do not ignore local, neighborhood, ethnic and national newspapers and trend magazines. Also, costs can prompt an employer to run ads on weekdays as the cost per ad is less expensive when compared to Sunday editions of the same newspaper.

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Follow the Instructions. Employers often ask that respondents include certain information when replying to their ads, such as salary, references, or compensation requirements. If salary history is requested, include only the most recent salary or wage. If your salary is not addressed in the cover letter as requested, your résumé may be eliminated. Remember, “If you can’t follow instructions when attempting to get the job, why should an Page 76

employer believe you would follow instructions on the job?” Don’t play games! Tell the employer, if asked, what your exact salary was. Don’t round it up. It can be verified! 

Notice Subtle Differences. One ad may ask for “salary history.” This is asking for your last or current base salary. Another ad will ask for your “salary requirements.” That is also asking for your current base, but it is also critical to say you are “open” in terms of your compensation expectations. “Salary Requirements” also includes your base compensation, benefits, and possibly bonuses. There is a difference. Don’t ignore it. “Salary Requirements” is simply what you want on your next paycheck. It may not be what you get, so consider it as part of your wish list.

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Don’t Just Look Forward! Go Backward. Job seekers always look forward to getting the Sunday edition of the newspaper. After all, this one single edition has the majority of the classified advertising. Respond to ads that have run in the past. Go backwards – your competition will be looking forward. Answer ads that ran up to two (2) months ago. Don’t assume that all jobs advertised within the past 8 weeks have been filled. They haven’t!

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Cover Letters. Develop a well-written cover letter to respond to the majority of your ads. You should develop your opening and closing paragraphs as a shell, however the substantive issues highlighted in the ad should be matched in a customized fashion. You should always tailor your cover letter to an ad.

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Repeat Ads. By waiting to respond, your competition is reduced. Also, you can see if an ad is repeated. If the same ad appears in the next edition (one week), use the same strategy of waiting 7 – 10 days. If the ad appears three (3) to four (4) weeks later, never respond to the same bait.

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“Little Things.” 

Do not use a postage meter. It will appear that you are spending your company’s money to subsidize your search. After all, how many people have a postage meter at home?

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Use quality stationery for all correspondence (all typed, of course).

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Take time to research and get a contact name if possible.

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Don’t get cute, it backfires.

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Don’t forget the important Associations, Publications, and Trade Journals. Classified ads appear in these also, which should be responded to as well. If you are a member of a trade association, highlight that in your letter.

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If a telephone number is listed in the ad – use it – and don’t wait. Even if it is Sunday.

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Follow-up and be persistent, but not a pest.

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E-mail or fax your résumé if requested, but always follow-up the fax or e-mail with a hard copy of your response.

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Don’t use ads to pick up random names and addresses. There are better sources for this activity, such as networking contacts and reference books.

Salary Issues Made Simple When Responding to Ads This is one of the most discussed issues regarding ads – and the question is – “Why?” Why do most people, when responding to ads, not include their current or most recent salary or compensation when requested? This is mistake. Let’s follow the following rules: Page 77

If requested to provide current or most recent salary/compensation in the ad, you should provide the information. Be exact. Don’t give a range, as these numbers can be verified.

If an ad requests salary history, recognize that they are not looking for a complete year-by-year description of your salary, but only your current or most recent compensation. This information should be provided. Salary means just your salary, no perks, fringe benefits, car allowance, etc. Compensation means salary plus bonus. Since bonuses vary from year to year, it is customary to express compensation as follows:

3. 4.

“My compensation is a salary of $_______ plus bonus, which averaged $______ over the past three years.” If the ad is silent as to whether you should include salary information, do not include it. Most people believe that by not providing salary information requested in an advertisement, that they are avoiding early rejection of their candidacy. Typical thinking suggests that if you do not include salary or compensation information you cannot be excluded because your salary is too high or too low for the position. This logic is unrealistic and faulty. Conduct such as this suggests to the employer that you are someone who is evasive and cannot or will not follow instructions. Sample Open Ad DATA PROCESSING Applications Programmer XYZ Corporation, a growing, fast paced Fox Valley Company has a immediate opening for a BASIC programmer. Experienced new grads welcome to apply. Must be willing to help maintain operations. Knowledge of Data General AOS/VS a plus. Business programming experience a must. Our company offers a competitive compensation and benefits package, including a 401(k) plan. Send résumé with salary history to: Mary Smith XYZ Corporation 123 Main Street Anytown, WI 54949

This “open” ad provides you with an opportunity. Now it’s up to you to go that extra mile. What can you do? Try the following: 

Call XYZ Corporation and find out who Mary Smith is by getting her title. Use that title in the heading of your letter. When calling, ask if you can speak to Mary Smith.

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If you connect, ask her what she is looking for in the successful candidate and other “key” ingredients not listed in the ad.

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Call the company, identify the decision maker, and talk to the person to get additional information on the position and qualifications. For example, in the sample “Open” ad listed above, is Mary Smith the Manager of Employment or is she the Manager of Programming? You won’t know until you call.

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Ensure that your cover letter provides appropriate examples that paint you as the ideal candidate. Match as many of your qualifications as possible to the requirements stated in the ad. Many times requirements are listed in the order of importance, so match your qualifications in the order in which they appear in the ad.

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Research has shown that Human Resource professionals do not want faxes – unless requested. Faxes are often printed on poor quality paper and diminish the professional efforts and appearance of your printed documents. Page 78

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Have your cover letter and résumé delivered by an employee of the company. This has a tremendous positive effect. Make sure it is delivered to the “decision maker.”

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On E=mail – Fast? Yes, but a word of caution. The format in which you send your e-mail response (cover letter and résumé) may not be the format in which it is received. Always follow-up e-mail messages with a hard copy.

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Most Important – Do not use the same cover letter for every ad response. Remember to target, target, and target your response.

Suggested Opening Paragraphs for Responding to an Ad When responding to an open advertisement, always address the cover letter to the individual listed in the ad. If no name is listed, call the company and find out to whom you should address the letter. When responding to a blind ad, the proper salutation id “Dear Sir or Madam” or Dear Hiring Official.” “In response to your recent newspaper advertisement or a (insert position title), please accept the enclosed copy of my credentials.” OR “The scope of responsibility cited in your recent ad for a (insert position title) indicated that my background is well-suited to your needs. Therefore, I have enclosed my résumé for your review.” OR In the recent edition of CPA News, your ad for a (insert position title) piqued my interest and I have therefore enclosed a copy of my résumé for your consideration.” OR “I think you will agree that my background may be an ideal match for your need for a (insert position title) as addressed in your recent ad in the (insert publication name here).” Sample Open Ad Response Letter Full Name 1234 Water Street Anywhere, State 99999 (555) 555-5555 FullName@aol.com November xx, 20xx Ms. Mary Smith Manager of Employment XYZ Corporation 123 Main Street Anytown, WI 54949 Dear Ms. Smith: The scope of responsibility cited in your recent ad for an Applications Programmer indicated that my background is well suited to your needs. I am a 1998 graduate of DeVry College, majoring in Applications Programming. In addition, I posses two (2) years of hands on experience doing BASIC programming in a software development consulting firm utilizing Data General

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AOS/VS. My primary responsibility was to head a team of programmers on a major conversion for a fortune 500 client company. My search is for an in-house position where my experience can be an ongoing contribution. My current base salary is $46,570. If you have an interest, I would be pleased to hear from you. Sincerely, Full Name Enclosure You can also use a Comparison Format similar to the Bullet Piece on page 148 of this workbook. Sample “Blind Box” Ad Financial Systems Analyst A Fortune 500 consumer products company headquartered in St. Louis has an excellent career opportunity for an experienced financial professional to play a key role in developing long-term financial system plans. The successful candidate will be a detail, results oriented self-starter, MBA/CPA with 4-6 years experience including the design and implementation of automated systems to improve internal controls and labor efficiency. Ability to analyze requirements/benefits and communicate with technical personnel and senior management is critical. Experience with client/server applications is a plus. Applicants must be interested in a financial accounting career and be willing to travel and relocate within the next two years. We offer an excellent salary, generous benefits package, and an outstanding opportunity for career growth. For prompt consideration, send your résumé and salary requirements in confidence to: P.O. Box 411040 Dept. 416 St. Louis, MO 63141 Equal Opportunity Employer Blind Box Ads 

Blind Box Ads are set up as a depository for the responses received to a previously placed advertisement The responses are handled in two (2) ways: 

The advertising publication, usually a newspaper, will collect all the responses and forward them to the advertising company. They go directly to the individual designated in the agreement. The “box” is rented for a period of time, sometimes up to three (3) months in national publications. NOTE: Collected responses are mailed to the prospective employer – NOT delivered. This adds three (3) to five (5) more days until the “screening party” may actually begin. This is important, because if one considers the time it takes for the résumé and cover letter to reach the newspaper or designated post office box, the incoming mail time—the collection time at the Blind Box address, and the ongoing mail time back to

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the advertising company, the result become obvious. It will be received at least 7 to 10 days before your documents will be reviewed. There are several reasons why an employer might place a blind box or anonymous ad: 

The company wants to maintain anonymity and sets up a blind box for receiving the responses.

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Eliminates the burden of acknowledging numerous responses.

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Avoids needless disruption of the office workday by thoughtless job applicants who insist on telephoning or dropping in without an appointment.

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Delays negative reaction from existing employees until the position is filled.

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Provides confidentially when an incumbent is being replaced.

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Avoids communication of market intelligence to the competition. Other companies in the industry are unaware of the company’s plans and/or needs.

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Publishers will not divulge the source of Blind Box advertisements.

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You must respond within the period of the Blind Box rental.

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The salutation should read, “Dear Sir or Madam”, or “Dear Hiring Official.”

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Send the response addressed to the box number in care of the publication.

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Wait 8 – 10 days before responding to a blind box ad.

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Wait 14 – 21 days before responding to a blind box ad in the Wall Street Journal.

Summary “To respond or not to respond?” is not a question with a cut and dried answer. Our recommendation is to follow the guideline set forth here in the preceding paragraphs. Do not expect a strong return on your responses to advertisements and more importantly, remember that: Ads represent less than 15% of the available positions in the marketplace. This is not to say that ads should be disregarded. You should budget your time and efforts appropriately. Carefully balance answering ads relative to the time and effort put forth in more “productive” activities (i.e., networking, etc.). During your campaign, you will encounter people with varying opinions. A well intentioned friend may hear you say, “I have responded to over 50 ads and have not gotten a single interview.” His suggestion might be, “Shorten your résumé from two (2) to one (1) page.” This strategy will not change the problem or the outcome. Carefully review this entire section to ensure that you are using the professional and proven methods.

Interview Skills and Techniques Once you have been called in for a job interview, it is assumed that you have the basic skills and experience to do the job being filled. In job interview mode, you will be judged on three skills that have a lot to do with every job, but are seldom listed in the ad. They are: Page 81



Your ability to relate to people comfortably (human relations skills);

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Your ability to communicate effectively (communication skills); and

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Your enthusiasm for the job and for life in general.

How do we express these skills to someone in a short interview? This lesson will give you the tools to do so. We all know the importance of first impressions. Positive or negative, they are almost always impossible to overcome, once made. Grooming, wardrobe, posture, preparation, and attitude all contribute to the impression we make. So don’t do any of the following: Unable to express focus or objective Poor physical appearance Chewing gum during interview Late to interview Arriving at the last minute Being disorganized Nervous Hyperactive Passivity Talking too much or too fast

Talking too little or too slowly Making disparaging remarks Complaining Poor eye contact Less-than-firm handshake Failing to express gratitude Talking too loud or soft Too focused on money Too emotional Too cold

Remember, our first impression is critical. Protect the impression you present.

Types of Interviews Job seekers who are unprepared may assume there is only one type of interview and one interview format. It is to your advantage to recognize and be prepared for different interview encounters. For in the end, each type of interview plays an important role in your job search. Two Different Types of Interviews At Career Works, we prepare our clients for two different types of interviews: referral (or informational) and job. The referral interview is usually initiated by the job seeker who is actively involved in a networking campaign; this interview primarily focuses on acquiring information, advice, and referrals and is aimed at key decision-makers. The job interview is initiated by the employer and primarily focuses on screening candidates for a particular job. While most job seekers focus on preparing for the job interview, Career Works knows the importance of referral interviews and we help the job seeker understand their importance in a proactive job search campaign. Indeed, the referral interview often plays a key role in landing the perfect job. Neglect the referral interview and you may miss some of the most important job opportunities of a lifetime. Our clients remind us time and again that the referral interview resulted in by-passing the competition and landing the job. Interviewers and Interviewees

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Many interviewers are seasoned professionals who are well prepared to conduct each interview. Most Human Resource professionals you encounter will probably fit this description. You may however, encounter an interviewer who conducts interviews infrequently, seems uncomfortable in that role or perhaps unprepared for your particular interview. A line manager, who interviews infrequently, might fall into the second category. The two most important things are that you ask questions to gain the information you need and that you convey information to the interviewer that emphasizes your accomplishments. You must convey that you can do the job and that you are a good fit for the position. Unless, of course, you and the job are a bad fit. If you are certain there is not a good fit, share this with the interviewer and ask to be referred on to someone who might have a need for your skills. But be careful about ending your relationship with the interviewer prematurely. Perhaps you are not a good fit for this job, but as you engage the interviewer and focus on your strengths and accomplishments, he/she might be so impressed he/she will find another position for you within the firm where you are interviewing. This has happened to many Career Works clients. Referral or Informational Interviews Referral interviews are not the same as job interviews. You, the job seeker, ask for, set up, and conduct referral interviews as part of your networking activities. Often overlooked by job seekers, referral interviews are an important step toward the ultimate goal of landing a job. Once you have refined your accomplishments, and targeted your search, you should talk to people who work in your area of interest. You have five basic goals in a referral interview:     

Establish rapport Get information Get advice and reaction to how you are conducting your job search Extend your network of contacts Be remembered favorably and actively by those you interview

The value of referral interviews cannot be overstated because these interviews will impact on every other aspect of your job search. Someone with whom you conducted a referral interview may hear of a job opening that fits your accomplishments and interests. He or she passes your name on to that hiring manager who calls you for an interview and later you are offered the job. You conduct a referral interview with a firm that has no openings in your line of work at the time, but later the interviewer remembers you when a vacancy occurs and you are called in, interviewed, and eventually offered the position. During your informational interviews you ask about salary ranges for the position you are targeting. Later, when offered your targeted position at another firm, you use the salary information you gathered during referral interviews to negotiate a higher salary than the employer initially offered. Conducting referral interviews can be one of the most powerful job search strategies you employ. Sometime referred to as information or networking interviews, because they offer an opportunity to gain so much information useful to your job search, they often result in referrals as well. Your goal is not to get a job with these people – only useful information, advice, and contacts for more information, advice and referrals. The key to a good referral interview is to never ask for a job. Ask instead for information, advice, and referrals. Chapter 5 will focus on referral interviews. Job Interviews Expect to encounter several types of job interviews. Most job seekers will experience some combination of these six types of job interviews:      

Screening One-on-one Sequential Series Panel Group

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Questioning techniques within each of these interviews can run the gamut – from standard questions about your education, work history, and personality to behavior-based questions which attempt to probe your capabilities to make decisions, handle people, solve problems, and take important initiatives in the future. Some employers also like to ask stress questions. In the end, all of these interviews and questions are aimed at determining whether or not you are a good “fit” for the organization. Screening Interviews The screening interview may be the first of several job interviews you have with an employer. Whereas the referral interview is sought and conducted by you, the interviewee, the various job interviews – every interview other than the referral interview – are scheduled and conducted by the employer. The purpose of a screening interview, as the term implies, is to screen people in or out of further consideration. Employers chose to use screening interviews because they save time and money. They save time because they can be conducted more quickly than other types of job interviews. Since they only attempt to decide whether a candidate is worth the time of a full interview, marginal candidates can be dispensed with more quickly. Screening interviews are less costly in part because they take less time and time is money. Screening interviews are especially frugal interviews to conduct when several candidates are from out of town. Rather than bring in ten candidates, if the employer can narrow the list to two or three by conducting screening interviews by telephone, both time and money have saved. Although screening interviews can be conducted face-to-face, especially in the case of job fairs, most screening interviews are conducted by telephone or video conference. If you receive a telephone call from an employer – no matter what the ostensible reason for the call, assume that you are being screened and take this call seriously as you would any job interview. What you say and how you say it will probably determine whether you will be invited to further interviews. While you may know the importance of screening interviews, you do not know when they may occur. So it behooves you to be prepared. This doesn’t mean that you should drop everything and participate in the screening interview when they call. You should politely ask the call if you could schedule a time for the screening interview. This is critically important because you need to make sure that you have access to the résumé and cover letter you sent them, a copy of your accomplishments, a copy of the job ad, and a list of questions that you have prepared especially for them. Additionally, you should have:  

Paper and pen to jot down information Your calendar (up to date) with your previous commitments noted

These items are basic. You may wish to add additional items specific to your situation. When that screening call comes, you will need to be prepared. Most of all, you’ll need to sound confident and competent – important characteristics for “passing” the screening interview. If a call comes when you have water boiling on the stove, or your boss is standing over your shoulder at the office – simply ask the caller if you can call them back or if they can call you later (but be specific as to time). Make sure you get the name of the caller, and get it right, as well as the telephone number. This will give you a chance to review your information on the employer, and review the information you submitted and focus on the exchange that is about to take place. Make sure also that you can stand during the screening interview. Standing will allow for greater vocal inflections in your voice and allow for more enthusiasm to be heard by the listener. Studies in communication indicate that much of our message is communicated nonverbally – as much as 90% by some estimates. This is divided between visual aspects, which will not be available in most phone interviews, and paralanguage – the vocal cues. The most important thing your voice can convey is your enthusiasm. Keep an appropriate level of dynamism in your delivery. One-on-One Interviews Face-to-face, one-on-one interviews are the most common type of interview you will encounter. The applicant and the employer meet, usually at the company offices, to discuss the position and the candidate’s skills, knowledge, and abilities – in other words the “fit” between you and the job opening. While a screening interview is likely to be conducted by Page 84

someone in human resources, subsequent interviews are more likely, though not necessarily, conducted by someone from the department where the opening exists. This person may be the department manager for lower and mid-level jobs and someone from upper-management – perhaps a Vice President – for high level positions. If the interview is conducted by someone from the department with the open position, you can expect the interviewer to ask specific job-related questions. If the interviewer is from human resources, the questions may be more general. Sequential Interviews For many positions – especially those beyond entry-level – there will be more than one job interview. Multiple interviews are the rule, rather than the exception, for higher level positions. In fact, one client interviewed 13 times with the same company before being hired. Sequential interviews are simply a series of interviews with the decision maker; after which, the decision maker stops the process or schedule another time to meet with the candidate. Although each interview is frequently a one-on-one interview, the candidate could meet with more than one person of the company at the same time. The candidate could meet with different interviewers in subsequent interviews or meet with the same person who conducted the previous interview. Usually if there are several interviews, the candidate will meet additional people from the organization rather than just the same person over and over again. When sequential interviews are planned, the first interview(s) will usually deal with job issues – the fit between the candidate and the open position. Terms of employment, such as salary and benefits will not likely be discussed, and if they are, not in any depth, until an offer is about to be made. This can work to your advantage as you have additional opportunities to build your value with the employer. Series Interviews Like sequential interviews, series interviews consist of several interviews. But whereas a decision was made after each of the interviews in the sequential interview process as to whether a candidate would be called back for another interview, serial interviews are set up as a series for the beginning and no decision is made concerning the candidate until the entire series of interviews has been completed. Usually these interviews are scheduled with a variety of people. They may consist of several types of interviews and be held over one or more days. A candidate may meet with the vice-president of the company early in the day and then have a series of meetings with a couple of department managers later in the morning. A lunch meeting may be scheduled with additional managers, after which the candidate may return to meet one-on-one with a series of other people. The evening may be free or may continue with dinner at a nearby restaurant or in someone’s home. The next day may bring additional interviews or an opportunity for the candidate to demonstrate his or her skills in some way. A candidate interviewing for a faculty position may be asked to teach a class, an advertising executive may be asked to present part of an advertising campaign, or a salesperson may be asked to sell a product. If you find yourself engaged in a series of interviews, make sure to treat each interview with each different person as if it were your first. After talking all day with a series of individuals, some candidates become mentally fatigued and don’t focus well on their accomplishments or their dynamism wanes. Remember this is your first interview with this individual. Remain focused on getting the information about the position that you will need to sell yourself and later to make your decision when you are offered the job. Be sure to answer questions fully – even though this is the third time you’ve been asked that question in the same day. Continue to focus on your strengths and their needs. Panel Interviews Panel interviews occur less frequently than they once did. But you need to be aware of them since it is possible you may encounter one. In a panel interview, you are interviewed by several people at one time. Whether intended or not, the panel interview produces greater stress for the job seeker. After all, you have more people to analyze and respond to simultaneously which puts you in an inherently reactive situation. Some panel interviews are intended to put pressure on the applicant – part of what the employer wants to discover is how well the interviewee maintains composure under stress. If you find yourself the center of a panel interview, take a deep breath and try to remain calm. Take each question one by one; ask for clarification if the intent of the question is not clear or the scope extremely broad. Ask for the opportunity to respond to the important question posed by one interviewer before being pushed into a response to a question by Page 85

another one of the panel members. Chances are the content of your answers is less important in this situation than your ability to remain unflustered in the face of stress. Group Interviews While an uncommon interview type for most positions, group interviews do take place. They may be most likely conducted for jobs in education and counseling. If you find yourself being interviewed along with several applicants for the same or similar position, you are in a group interview. We are aware of instances where a group interview is conducted as a screening interview to winnow the number of applicants for jobs where the applicant pool is very large – such as for flight attendants for airlines. A group interview is sometimes used in the later stages of job interviews because the employer try’s to gain data not thought to be available in a one-on-one setting. In group interviews the employer wants to observe first-hand how applicants interact with each other. The interpersonal skills and personality traits that surface can speak volumes about how the candidate may interact on the job as a manager, with colleagues, or with clients. Often a question will be posed to the group or the group will be given a problem to solve. If the applicants exhibit positive leadership behaviors in the group setting, employers tend to think they will take charge and be a leader in the workplace. If a candidate seeks to draw other people into the discussion and attempts to build consensus, and keeps the group focused on the task at hand, the inference is the candidate will behave in a similar manner in working for the firm. In group interviews, the content of the discussion is usually of secondary importance. Of more importance to the employer is the behavior taking place. This is behavior-based interviewing at its most basic level. Interview Questions You will likely be asked many questions in job interviews. Knowing why a question is being asked will enable you to answer it more powerfully and effectively. This discussion will help you to understand why specific questions are asked, and assist you in answering them. The questions you will be asked in job interviews fall into five general categories: Tell me about yourself (TMAY) questions Why do you want to work here questions Sensitive questions Illegal questions Salary questions Tell me about yourself (TMAY) questions: TMAY questions are asked to find out what skills you bring to the table. Employers hire people to solve their problems, and they will focus on skills, since they are the tools we use to solve problems. Some examples of TMAY questions:     

Give me an example of a time when you identified and solved a production problem. What software programs have you mastered? What strategies do you use to facilitate a group discussion? How do you handle unhappy customers? Tell me how you would handle this problem .....................................

When you answer TMAY questions, focus on your skills. Use examples when you can, and include your results. This will demonstrate your skills to the interviewer, rather than just describing them. Page 86

Why do you want to work here, questions? Though they can seem difficult, these are actually the easiest questions to answer. These questions are asked to find out if you will fit into an organization or department. The most effective strategy here is to answer the question, and then use the opportunity to gather information. (Remember, you need to know if you fit, too!) Some examples of 'Why do you want to work here' questions:       

Why do you want to work here? What is your management (or leadership) style? What are your five-year goals? What motivates you? How do you spend your spare time? What community organizations do you participate in? What type of leadership do you respond to best?

In these questions, the interviewer is trying to find out if your answers 'fit in' with the company culture. Do your goals match the company's? Will you respond positively to the leadership style they practice? So when you answer these questions, be truthful and curious. For example, when asked about your leadership style, you might respond: “I believe in leading by example and fostering a team spirit. Is that leadership style valued in your company?” This way, you've answered the question, and opened up an opportunity to learn about the company or interviewer. If you're asked 'Why do you want to work here?', try this: “Everything I've heard about your company has been positive, and it appears to be a good place to work. What can you tell me about your company that will help me answer that question?”

'Why do you want to work here?' questions are used to gather information! Sensitive questions Sensitive questions are those that make you squirm. When they are asked, you think “Oh, no! Please don't ask that!” But they are NOT so difficult to answer, if you understand the strategy. There are four steps to effectively handle sensitive questions: 1.

Understand why the question is being asked before you respond. If the reason is not obvious, ask how the question relates to the discussion at hand.

Think your answer through. There is no law that says you must begin your response immediately after the question is asked. If you are uncomfortable with a moment of silence, ask for it.

Give the most positive response you can, consistent with the truth, to address the interviewer's concern.

Redirect the conversation by asking a relevant question of your own.

Review the list of Sensitive Questions below and discuss any outstanding any concerns with your Advisor.

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Sensitive Questions 1.

Why did you leave your last job?

Why do you want to leave your job?

How long have you been out of work?

What have you been doing since you lost your job?

What did you like least about your last job?

Tell me about your biggest failure/mistake.

What do you think management could do to help you function more effectively?

What is your philosophy of life?

What are your weaknesses?

10. What would your references say about you? 11. What kinds of people do you find difficult to work with? 12. Can you work well under stress? 13. Have you ever been fired? 14. Describe the biggest crisis of your career? 15. What do you really want to do in life? 16. What are your five-or-ten-year goals? 17. Does your employer know you are planning to leave? 18. How do you motivate others? What motivates you? 19. How do you handle anger? 20. Why should we hire you? 21. Can you work overtime? Weekends? 22. Are you willing to travel? 23. How would your co-workers describe you? 24. Tell me about the worst manager youâ&#x20AC;&#x2122;ve ever had. Illegal Questions Protected classes vary by state and by time. On a federal level, questions relating to the following issues may NOT be asked in job interviews. Race Color - Religion - National Origin - Age (over 40) â&#x20AC;&#x201C; Sex - Disability Page 88

In most States, protected classes include the following: Sex Color Ancestry Disability Marital Status Race Creed Age

Military Service Membership Genetic Testing Sexual Orientation Pregnancy/Childbirth National Origin Honesty Testing Arrest or Conviction Record Use of Lawful Products

Should questions relating to these issues be asked of you, consider politely refusing to answer. You might say, "As you know, that question is not allowed in a job interview. Is it necessary for me to answer it?" Even if you have no other reason to withhold the information, you are likely to be respected for knowing the law and abiding by it. Salary Questions Salary questions must be handled very carefully. If the issue of salary is discussed too early in the process--before an offer is made--you will be at a disadvantage when the time comes to negotiate. There are only two things that can result by talking money to early; neither one of them are good. If you are asked about your salary requirements and you say “$90, 000,” and the anticipated pay range is $75,000 to $85,000, it’s unlikely you’ll be offered the job. The second example is when you are asked about your salary requirements and say “$90,000,” and the anticipated pay range is $110,000 to $120,000; what are the chances you’ll be offered the job at $110,000? Rather, defer gracefully from salary discussions by focusing on fit, and the value of the job being discussed. Your salary history is, after all, confidential information, so it does not belong in an open discussion or on an application before mutual fit has been determined. And in this era of identity theft, your Social Security Number--another avenue to confidential financial records access--should be carefully guarded. Interview Questions Here are just a few questions you may be asked in an interview. If you can answer these, you are PREPARED!

Give me an example of when you took the initiative and followed through to achieve an important goal. Give me an example of a situation where you had to overcome major obstacles to achieve an objective. Tell me about a specific goal you set that took a long time to accomplish, or that you are still working towards. Give me an example of your ability to determine priorities when there were multiple tasks to do. Tell me about a time when you stepped into a situation, took charge, directed the activity towards the most productive outcome, and brought about excellent results. Tell me about a time when you accomplished something significant that would not have happened if you had not been there. Tell me about a time when you analyzed facts quickly, defined the key issues, and developed a plan that produced good results. Tell me about a complex problem you faced and how you solved it. Tell me about a situation where you sold your idea to someone else.

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Tell me about a time when you presented a proposal to a person in authority successfully. If you were going to write a book, what would the title be? How about the chapter titles? Job Interview Questions You Ask Every job interview is unique; each requires preparation. While you are the interviewee in the job interview, it is still necessary and professional to ask questions. After all, you are making a major decision, and you need information to do so intelligently. There are two types of questions to ask during a job interview: fact questions and selling questions. Fact questions simply give you an answer to a question, i.e. facts or data. Selling questions are designed to find out information from the interviewer that allows you to sell your accomplishments. Fact Questions 1. 2. 3. 4. 5. 6.

Why is this position open? Why did the person who most recently held this position leave? What are some of the objectives that you would like accomplished? How would you describe your management style? How does this compare to your boss or the CEO? In what ways has the organization been most successful in terms of products and services over the years? Particularly recently? 7. Will I have budget responsibility? If so, how much? 8. Will I have the authority to hire and fire individuals or to grant performance reviews and salary increases? 9. How will I know if my performance is: Good to average? Above average? Excellent? 10. What are the next steps? Selling Questions 1.

What are you looking for in the successful candidate?

This is THE most important question to ask! When you ask this question, the interviewer hears “How will you recognize the person you want to hire from the runner-up?” It means, “What are you buying?” Once the question is answered, don’t ask other questions, but rather take the answer given and run with it! For example, the question might be answered like the following: “We are looking for someone with 10-12 years of experience in the areas of X, Y and Z. Additionally, background in the areas of A, B and C would be a strong asset.” The interviewer has just told you exactly what they are looking for. Don’t start asking questions about the company’s life insurance program or anything else. Sell yourself! Match everything in your background that corresponds to the answer you just received. “Mr. Interviewer, while at El Paso Cigar Corporation, I had 11 years of experience in X, Y and Z.” If you don’t have any experience in function “Z”, blow right past the point. Don’t draw attention to what you don’t have—sell what you do have. Your experience in the functional areas of “X” and “Y” may be so strong that the company may decide to go with you and allow you to gain experience or train you in the area of “Z”. The point here is job content and requirements can and do change to reflect the market and labor conditions. Don’t leave any interview without asking this question! 2. 3. 4. 5.

Where is the greatest room for improvement? What would you like done differently by the next person who fills this job? What is most pressing? What would you like done in the first 30 days? 90 Days? What are some of the longer term objectives that you would like completed? Page 90

6. 7. 8.

If successful in this position, what are the career opportunities? What significant changes do you see in the near future? Share with me, in the next 3 to 5 years, what will contribute most to growth; new products, acquisitions, increased market share, etc? 9. How does your company growth compare with the growth in the industry? 10. If there was one thing in your office culture you could change, what would it be? Questions not to ask during an interview 1. 2. 3. 4. 5. 6. 7. 8. 9. 10.

What is the salary range for the position? What are the fringe benefits? How many sick days will I be allowed? How much vacation is earned every year? How many paid holidays are there? Does the position carry an expense account? How liberal is the expense policy of the company? When can I expect my first raise? How much will it be? Will I have to work overtime? What is the relocation package?

Menuing Mastering the art of menuing will enable you to take an interview (or any focused conversation, for that matter!) where YOU want it to go. It will level the playing field by letting you know what the other person's 'hot buttons' are. We will walk you through the specifics using the outline below; you will use this skill whenever you are asked a 'TMAY'-type question (in other words, a question that focuses on your SKILLS): 1.

Give a menu of no more than three items.

Ask "Which would you like to hear about?"

3. Respond with an example or illustration. 4. Ask "How would (this skill) be useful in your organization/department? In this position?" 5.

Ask "What else would you like to hear about?"

The perfect time to use this technique is when the interviewer ask, “Why don’t you take a moment and tell me a little bit about yourself.” Your response should be: “Personal, professional, or a little of both.” This response will help you give the answer the interviewer is looking for because the interviewer will tell you what they want to hear. The Spin Cycle In order to accomplish your goal of finding the person with the set of problems you want to solve, it will be necessary to ask questions effectively. As in normal, social conversation, starting with general questions and working your way in to more specific questions works well. The first step is to 'get the lay of the land' find out what the situation is. Once you've established the situation, you can start looking for problems. Once you've identified a problem, you can find out how that problem impacts the interviewee. We call this progression of questions the spin cycle, as follows: Situation questions ask 'What is. ..?' They ask for factual information. Page 91

Probe questions ask 'What about. ..?' They seek out problems. Impact questions ask 'What if. ..?' They seek to quantify or qualify the problems you uncovered in your probe questions. Need questions are used to negotiate your value as the solution to the problems you identified. We'll deal with these later. In a normal, social conversation, you might ask, 'How are you?'

(situation question)

Once you get a response, you might ask, 'What about that cold you had last week?' Once you get a response, you might ask,

(probe question)

'What are your sniffles, keeping you from doing?

(impact question)

‘What would that be worth to you to get rid of your sniffles?'

(need question)

Let's try it in informational interview mode 'What type of production system do you use?'

(situation question)

'Do you meet customer delivery demands consistently?'

(probe question)

'What does that 9% shortfall cost you, your department, your company?'

(impact question)

‘What if someone could eliminate that problem?

(need question)

The idea here is simply to start with general questions and move toward more specific ones. Practice with your own S -P – I -N questions. As a practical matter you will ask several “probe” questions for each situational question. The SPIN cycle actually will look more like: S –P –P –P –P –P –P –P –I –N Move on to the Impact and need questions after you have uncovered and gained agreement to the problems! This will take practice!

The next page lists the 5 biggest interview mistakes job seekers make.

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5 Biggest Interview Mistakes Interrogation versus Interview Too many job seekers believe an interview is an interrogation. An interrogation is when one person asks all the questions and the other gives the answers. An interview is a business conversation where both people ask and respond to questions. With this attitude, candidates do not ask questions and hence do not make their best impression. You need to ask questions throughout the interview. If you don't, you force the interview to be an interrogation. Making a Positive out of a Weakness Unskilled interviewers frequently ask candidates "What are your weaknesses?" Conventional interview advice recommends candidates highlight a weakness like "I'm a perfectionist" and turn it into a positive. Interviewers are not that easily fooled. If you are asked "What are your weaknesses?â&#x20AC;? highlight a skill that you wish to improve upon and (more importantly) describe what you are proactively doing to enhance your skills in this area. Interviewers really don't care what your weaknesses are. They simply want to see how you handle the question and what your answer may indicate about you. Highlighting an area for improvement demonstrates you are self aware. Describing what you are doing about that weakness demonstrates you are proactive and seek to continually improve your talents. No Questions Every interview concludes with the interviewer asking if you have any questions. The worst thing to say is you have no questions. Having no questions shows you are either not interested or not prepared. Interviewers are more impressed with the questions you ask than the selling points you try to make during the interview. Before each interview make a list of 15 questions you will ask. Take out your list when they ask if you have any questions. This demonstrates you are prepared and thorough. In some cases the interviewer starts the interview by asking if you have any questions. In such instances you will be well prepared to handle this situation. Only Researching the Company; What about You? Candidates intellectually prepare for interviews by researching the company and reviewing the company web site. Most job seekers do not research themselves by taking inventory of their experience, knowledge and skills. Formulating an organized talent inventory prepares you to immediately respond to any question about your experience. Interviewers will focus their questioning on your experience and talents. You must be prepared to discuss any part of your background at a momentâ&#x20AC;&#x2122;s notice. Leaving Cell Phone On We may live in a wired, always available society, but a ringing cell phone is not appropriate for an interview. Turn it off before you enter the company or better yet, leave it in the car!

The Purpose of the Informational Interview The overall purpose of your Career Campaign is to find the Hiring Decision Maker who has the unique set of problems you want to solve. The most powerful tool in that quest is the informational interview. Every informational interview has six specific purposes: 1.

To establish a professional relationship/credibility with the interviewee. Rest assured, you must achieve this purpose in order to achieve the rest. Your approach letter opened the door; it is now up to you to establish yourself as a professional worthy of time and advice. Present yourself professionally. Know enough about the person you are meeting with to initiate a comfortable discussion on a topic of mutual interest. Reiterate the fact that you are prepared, and prove it with a clear agenda and list of questions. Show genuine interest in your Page 93

interviewee. This is not a time to be phony; only sincerity and honesty will establish the credibility you need. 2.

To give and get information. In order to get advice worth having, you must give enough information about yourself. Too little information will yield worthless advice; too much fails to honor the other person's time and patience. Your two minute introduction will serve you well to achieve this purpose, and your Strategist will work with you on the finer points of information-gathering. The most valuable information you can gather is some insight on the problems or concerns your interviewee is dealing with, or who he/she knows with problems like the ones you love to solve. Focus your questions in these areas.

To get advice. Remember, giving advice is a satisfying experience. Being asked for advice is even better. Acknowledge your interviewee's expertise by asking for their advice on your objective, your skills, and your potential, as well as the job market, new local business trends, etc. Organize your questions before you go, and ask them as the conversation permits. Don't turn the meeting into an inquisition; listen as much as you talk, and let the conversation develop naturally. Take notes as you go -you will need them later.

To advance your search with referrals and/or new information. A new referral takes you one step closer to your goal. New information may do the same, or it may help you fine-tune your objective, or your goal, or your approach. Either way, you have made progress!

To engage the other person in your search and make them part of your success. It is human nature to want to be on a winning team. Once you have enrolled someone in your process, they will want to participate actively. Tell them clearly how they can help. Assure them that you will follow their advice and keep them posted on your progress. Let them know how much their advice means to you, and how much they have helped you.

To be remembered both favorably and actively. Ask for permission to keep the interviewee informed of your progress. It will not only be a given—it will be appreciated. This person now has a stake in your success, and everyone feels good about contributing to someone else’s success.

In the course of time, other thoughts and ideas will occur to the interviewee, and he/she will want to share them with you if you have established a positive rapport. And if you have accomplished the five other purposes of the informational interview, you will have little difficulty in being remembered favorably. To ensure this, white a thank you letter promptly after the interview. To be remembered actively, keep in touch with your interviewee. Send articles of interest to his/her attention, approach him/her warmly at professional meetings, and let them know when you meet with his/her referrals and how helpful those referrals were. With practice, the informational interview approach will put you far ahead of other career seekers. And with informational interviews, you can meet people you would have never otherwise met. Your progress in your marketing campaign will be directly influenced by your effectiveness in accomplishing the six purposes of the informational interview: 

To Establish Rapport



To Give and Receive Information

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

To Get Advice, Comments, and Suggestions



To Get Referrals and/or Information to Advance Your Search



Engage the other Person in Your Search



To be Remembered Favorably and Actively

The Referral (Informational) Interview Known in some job search circles as networking interviews or informational interviews, this technique has proven successful for thousands of people. Indeed, many of our clients identify the referral interview as the single most important techniques they used in getting a job. Without a referral interview, their job search would have taken a different path and perhaps resulted in a less than satisfactory outcome. A sometimes controversial technique, nonetheless, it works to the benefit of both the job seeker and the employer. When done properly, it is the most powerful technique you can use for both shortening your time in transition and landing a job that is right for you. The Career Works Networking Approach The Career Works networking approach is designed to create a set of contacts that generates both information and support. It links you with people who can help you now and whom you can help later. The network can begin with people you know, such as friends, relatives, and professional associates. You can then expand your network to include individuals in your specific career area whom you don’t know at the present time. A well-organized networking campaign will result in building a large network of individuals, many of whom will literally become your eyes and ears for information, advice, and job leads. Rather than get a job by responding to a formal job announcement (in print or internet), you’ll land a job through your personal networking activities – perhaps before a job is ever announced or published. Your networking activities result in referral interviews that lead to job interviews and offers. Networking and referral interviews are somewhat controversial job search methods. Many people believe that decision makers are too busy to meet with job seekers and they have little interest in being helpful. They also believe requesting advice and information is “using” others for selfish reasons. These beliefs are false and are developed in our formative years by a culture that tends to demand we “stand on our own two feet.” Some individuals even consider a request for assistance as a weakness. While you may feel that way initially, as you gather information and build your network, you will have opportunities, in turn, to be helpful to those you interview. The reality is that our society has become more sophisticated, complex, and competitive, to the extent that it is virtually impossible for anyone to live and work effectively without the help and support of others. It is therefore imperative that we seek help from others as we need it, and at the same time, be willing to give help to others as they need it. Over time, your network will become a much needed tool that allows you to gain invaluable support and information. It also allows you to return that support via people who will approach you in your new position. Focus on Decision Makers When networking in your career field, target only people in the company who have the power to hire you and create positions. These people are called “decision makers” and can be in any level of the company. Consider for a moment the typical business manager. At almost any time, he/she has some problem which probably can only be solved by replacing or adding an employee. Since replacing or finding a new employee is both time consuming and costly, it’s the kind of problem the manager will often postpone. Instead, the manager will solve other more immediate and easily resolved problems. Often these personnel problems are not shared with others in the company. Only the manager is aware of future staff needs or of dissatisfaction with a staff member.

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Therefore, whenever you have an opportunity to meet privately with a “decision maker” to discuss a job function or a particular career path, it is likely that your discussion will stimulate reflection on immediate and future needs. You have no way of knowing whether an executive has plans for staff changes of additions. But you can be reasonably certain your discussions will cause the executive to evaluate you in light of those organizational needs. Meetings with decision makers, therefore, represent the greatest possible resource for positions that can, and probably will, be filled without any real competition from others. Further, these meetings allow you to avoid the highly competitive and frustrating avenues provided by newspaper advertisements, Internet job searching, and employment agencies. Referral Interviews The job market is not an impersonal conglomerate of machines and statistics, but a vast network of interrelating human beings. How quickly and efficiently you find the right position and move ahead in your career is directly proportional to your understanding and application of certain basic principles of human nature. Here are four which are fundamental to a productive marketing campaign: 1. 2. 3. 4.

People like to say “yes;” they dislike being put into the negative position of rejecting you. People like and need honest recognition. People like to give advice; asking a person’s advice is granting that person recognition. People prefer to be approached gradually; they dislike being put under pressure.

The most important tool for navigating in this vast people network is built on these very points. We call it the referral interview. You are in a referral interview whenever you are not being interviewed for a specific job. The referral interview is a purposeful discussion with another person about your career. Thus, it is very different form the job interview. It is an excellent way to obtain information and to make contacts and, when implemented correctly, will lead to job interviews. Your understanding of the purpose and technique of the referral approach is going to be one of the most important tools in your job search. The experiences of thousands of job seekers and the results of numerous national research projects have shown that the quickest way to get a job is to never ask for one. That’s right. Never ask for a job when you are on a referral interview. First, it is unlikely that when you ask a person for a job, there will be such a job open at that time, or that the interviewer will know where such a job exists. So, chances are that you will get a negative answer. Secondly, when you ask for a job, you are almost always putting the individual in a negative posture of saying “no” or turning you down. This will make the interviewer uncomfortable, and the more uncomfortable another person feels, the quicker the person will want to forget you. This is just the opposite of what you are trying to achieve. You are certainly not trying to hide the fact that you are looking for a job. In fact, you are on a very active marketing campaign with the specific purpose of finding the right position, and it is important that this is absolutely clear. However, you are only being realistic when you assume that individuals will not have, or know of, and opening at the exact time you are talking to them. When you ask for a job, you put individuals under pressure. When you make it clear that you do not expect them to have a job opening, or to know of one, you take the pressure off them; they become more willing to listen to you and to remember you favorably. The referral interview is closely akin to a business meeting. Since you’ve called the meeting, you must provide the agenda. Likewise, it is incumbent on you to define the parameters, expectations, and goals; facilitate the process toward your objective; and conclude with either a specific next step or a well-defined end. You should also consider the referral interview as a process. Though there are specific stages that all referral interviews pass through, each individual interview should be geared to the particular person you are speaking with. Remember, unlike a job interview, in a referral interview, you are the interviewer and the person to whom you are speaking is the interviewee. As such, each referral interview – as each individual baseball game – should subtly and acutely different from all those that come before and all those that follow: 1. 2. 3. 4. 5.

Establish rapport Get information Get advice and reaction to product, market, fit. Extend your contact network. Be remembered favorably and actively. Page 96

Establish Rapport I establishing rapport, you need to get to know the people you are interviewing. Let them know who you are and be certain they see you and your objective clearly. The best way to establish rapport is to express a genuine interest in them. In any encounter with another person, your attitude will be reflected to you by that person. It is not an issue of techniques, but of genuine, constructive attitudes. Get Information Think of the interviewee as a person with whom you are establishing a professional relationship. This is a very different view from the commonly held assumption that a “contact” is a person who can pull strings for you, who can give you a job, or who can find a job for you. These are the people who can share information with you and have accumulated more information than you have too. The more information you can accumulate, the more knowledge you will have. Knowledge is power. The more you have, the more easily you will be able to navigate in the job market. Such information might include the latest developments in your field of interest, focusing on individuals, articles, and publications; problem areas in different parts of the market; professional associations; or salary ranges for particular positions in your geographic region. If you come out of your referral interview with more information than you went in with, you have had a successful referral interview. Acquire Advice and reaction to Product, Market, Fit You need advice on, and reaction to, the way you conduct your marketing campaign. Job seeking is an area in which there are few experts. Comments and suggestions regarding your approach and presentation will help you improve your interviewing effectiveness. Remember, when you are sincere in asking for advice, you acknowledge the other person’s expertise. Such recognition is generally well received and will prompt the individual to want to help you. Extend Your Contact Network You continue building your contact network when you ask for one or more referrals. The person you are talking with is now part of your personal contact network. When interviewees have understood who you are, what you can do, and where you are going, they will want to help you get there. In almost every case, you will come out of the interview with names of one or more people to contact. An exception may be when an interviewee wants to consider you for a position within their organization. Be Remembered Favorably and Actively Ask for permission to keep the interviewee informed about your progress. This will not only be given; it will be appreciated. Every interviewee, having become part of your contact network, now has a stake in your success. Everyone feels good about contributing to someone else’s achievement. In the course of time, other thoughts and ideas will come provided you have established positive rapport with them. If you have established the other four purposes, you will have little difficulty being remembered favorably; but just to make sure, you will write a thank-you letter within 24 hours after the interview. When you have had some practice, you will discover that the referral approach will put you far ahead of most other job seekers. You will have interviews with people you never expected to contact. Your job search will progress in relation to the effectiveness of your referral interviews. Informational and Referral Meetings Informational and referral meetings are the two primary vehicles you will use in your marketing campaign. They provide a method of career exploration and a way of discovering jobs that are not publically advertised. Indeed, it is estimated that Page 97

up to 75% of all jobs are not publicly advertised. Through informational and referral meetings, you will be able to break into the “hidden job market” which has a wealth of career opportunities and very little competition. Let’s start by defining this interviewing technique. Informational meetings take on two distinct forms: the “direct contact” informational meeting and referral meeting. An informational meeting is with someone you do not know. The individual’s name will probably come from your research through a corporate report, newspaper article, reference book or the Internet. Conversely, the referral meeting is with someone you know, or someone you have previously met has recommended him or her to you. Both of you have a mutual acquaintance and possibly something in common. The techniques used in conducting referral meetings are identical to those used in informational meetings. Remember, informational and referral meetings are not job interviews. The basic rule of thumb is this: “If you are not on a job interview for a specific position, then you are in an informational meeting.” If you confuse these interviews with job interviews, your approach makes your interviewee uncomfortable – you’re asking for a job rather than requesting information and advice. In order to effectively put the referral approach into practice, you need to go through five steps or phases: 1. 2. 3. 4. 5.

Develop contact and target lists. Write approach letters (optional for some people) Make follow-up calls Conduct referral interviews Send thank-you letters and follow-up

Develop Contact and Target Lists You should begin the networking process by developing two important lists for initiating informational and referral meetings: 1. 2.

People you already know who can function as primary contacts for advice and information. This list should include at least 25 people but may include over 100 names. Industries and companies you wish to target. Identify at least ten companies you are interested in investigating.

Start by listing individuals, industries, and companies who you know that might be able to give you information and advice: Primary Contacts for Advice and Information (People I know) Former Employers

Bankers / Financial Consultants

Accountants

Lawyers

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Business Executives / Owners

Past Business Associates

Clergy

Political / Civic Leaders

College Professors, Deans, and Presidents

College Alumni

Sales People

Doctors, Dentists, etc.

Business Consultants

Financial Planners, Real Estate Professionals

Friends, Relatives

Associations

Professional Organizations

Others

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List of Target Companies Prepare a list of target companies in which you would seek possible employment. To acquire information on a particular company of interest, ask for a corporate annual report or other documents from the company and do library research with periodicals, newspapers, publications, Internet, etc. Compile basic information on each company as follows: Company: __________________________________________________________________ Industry: __________________________________________________________________ Executive Contact: ____________________________ Phone: ( ___ ) ___ - ________ Address: __________________________________________________________________ Notes: ____________________________________________________________________ Company: __________________________________________________________________ Industry: __________________________________________________________________ Executive Contact: ____________________________ Phone: ( ___ ) ___ - ________ Address: __________________________________________________________________ Notes: ____________________________________________________________________ Company: __________________________________________________________________ Industry: __________________________________________________________________ Executive Contact: ____________________________ Phone: ( ___ ) ___ - ________ Address: __________________________________________________________________ Notes: ____________________________________________________________________ Company: __________________________________________________________________ Industry: __________________________________________________________________ Executive Contact: ____________________________ Phone: ( ___ ) ___ - ________ Address: __________________________________________________________________ Notes: ____________________________________________________________________ Company: __________________________________________________________________ Industry: __________________________________________________________________ Executive Contact: ____________________________ Phone: ( ___ ) ___ - ________ Address: __________________________________________________________________ Notes: ____________________________________________________________________ Company: __________________________________________________________________ Industry: __________________________________________________________________ Executive Contact: ____________________________ Phone: ( ___ ) ___ - ________ Address: __________________________________________________________________ Notes: ____________________________________________________________________ Company: __________________________________________________________________ Industry: __________________________________________________________________ Executive Contact: ____________________________ Phone: ( ___ ) ___ - ________ Address: __________________________________________________________________ Notes: ____________________________________________________________________ Write Approach Letters Plan to write two types of letters in your networking campaign: the direct contact letter and the referral letter. 

Direct Contact Letter: This letter is designed to get an individual interview with the decision maker in your field who will be able to assist you in your job search. The person you contact will NOT be known to you, nor will you have been “sent” to him or her by someone else (a referral).

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

Referral Letter: This letter is identical to the direct contact letter except you have been “referred” to the decision maker. If you can get the attention of someone through a contact, you have gained a tremendous advantage and you are almost guaranteed an interview.

These letters are the most important ones you write during your job search campaign. Their sole purpose is to obtain a meeting. They must be personal and unique – only you can write them. Each letter should be tailored to the specific situation for which it is used. However, the following format is common to all direct contact / referral letters. 1. 2.

4. 5. 6.

Date, name, title, and address of the decision maker, and the salutation. Open the letter with a warm personal statement; explaining why you chose this particular person (this paragraph will be different for each person you write to.). For example, if you are writing to a person without a referral, you might say, “My research has identified you as a person with a strong perspective on the engineering and construction industry in this area.” If the letter is the result of a referral, use a phrase like, “Ralph Wilson suggested I contact you…” Explain your current situation and what you are attempting to do. Mention that you are “making a career change into the computer systems industry, I feel I need the advice of leaders at your level to validate my interest.” State that you are not expecting them to have a job for you or know of one, but that you would appreciate their assistance, guidance, and opinion on what you are doing. Tell him or her that you recognize the value of his / her time and will call in a few days to schedule a brief meeting. Use an upbeat close, “Your information is very important to me and I really look forward to meeting with you.”

This letter will be used for at least 80% of your approaches. You will need to draft several letters of this type until your style becomes natural as well as clear and purposeful. The sample letters that follow incorporate these principles. Send your letter to the targeted individual after you have confirmed their title, and address. Confirmation is as easy as calling the company and telling the administrative assistant that you are sending a business letter (true) to the individual and want to make sure of his or her title and name spelled correctly. Complete this confirmation step even if you have been “referred” to the person. You may discover errors in the title and spelling of the name. Make Follow-Up Calls Make a follow-up call a couple days after the letter arrives. The purpose of this call is to set an appointment. Have your calendar, a copy of the letter you sent, along with a piece of paper and a pen. Always identify yourself before speaking. Speak in an enthusiastic manner and keep a list of the points you want to say in front of you. This is especially important when you are asked the unexpected question or get an unexpected reaction. 1.

Voicemail: You will often get voicemail rather than the individual you’re expecting to speak with. Talking to a machine causes some people to become nervous or flustered. To overcome this, simply hang up when you get the voicemail recording. You can then:  Prepare notes or a written script, practice it a few times, and then call again. If using a script, guard against sounding as if you are reading.  Speak naturally, relax, and breathe.  Keep your message brief. Simply state your name, phone number, time, and date.  Tell the individual that you are following-up on a letter you sent and will call at a later time or (s) he may return your call. You may want to give him or her a time to reach you. If you give the option of returning your call, suggest a good time to reach you.  Remember, your goal is to maintain control of your marketing campaign. Be responsible for all action items affecting your campaign.

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The voicemail message and your response might go like this: Voicemail:

This is Ruth Anderson. I am not available to take your call right now. Please leave a message and I will return your call as soon as possible.

You:

Ms. Anderson, this is William Montgomery. I am calling you regarding a letter you should have received from me in the last day or two. I can be reached at (425) 462-7308 between 8:00 AM and 5:00 PM. I look forward to your call.

Administrative Assistant: If you are not put into voicemail, chances are you will be speaking with an administrative assistant. It is important to establish rapport with this person who is a facilitator and valuable business contact. When speaking, be firm and business like without being rude. If you seem hesitant, rude, pushy, or unsure of yourself, you may find yourself on the defensive, limiting your chances of getting through to the person you are calling. Always expect to get through to the executive.

If asked the nature of your call by the administrative assistant, say that you sent a letter and are following up on that correspondence; your call is expected. Ask to speak with the executive by name. If you have been referred to the executive by another person, mention that Mr./Ms. X the VP of ABC Corporation suggested that you talk with the executive. Be assertive but not aggressive. If the executive is out or otherwise unavailable, find out the best time to call back and then call back at that time. Retain the initiative. Do not wait to be called back. It is also advisable to get the administrative assistant’s name, since you will be calling back and there may be more than one person answering the phone. Put his or her name on your copy of the letter you sent so this information is readily available. People like to hear their name. The following phone conversation might take place between you and an administrative assistant once you learn the person you called for is in a meeting or not in the office: You:

When is a good time to call back?

Assistant:

She should be out of the meeting at 10:00AM. She then has another meeting at 10:30AM. I’d suggest you call her between 10:00 and 10:15.

You:

Thanks Julie. (Use the name this individual has provided – in many instances, it may only be a first name). I’ll call her then. I appreciate your help. Good-bye.

Assistant:

Bye. (Make sure you call on time).

The Executive: When you connect with the executive, do the following:  Identify yourself, state that you sent a letter, and restate the purpose of your proposed meeting.  Mention two specific dates and times that are convenient for you to meet. Have your appointment book available. Do not say, “I can meet anytime.” (This makes you look both disorganized and inactive).  If the executive responds with a different date and time, take a few seconds before responding, even if you know that the time is clear. If you respond too quickly, you’ll be communicating that you have nothing else to do and are just sitting around.  Check your calendar, set the time, thank the executive for the appointment, and then close the conversation gracefully, thanking him or her for the time.

In case your letter has been misunderstood, approach the situation as follows: 

Explain briefly what you are doing, that you are not expecting the person you are calling to have a position available, or even know of one; however, you do need some important information and that you believe that they would be the best qualified person to give that information.

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  

End by indicating your enthusiasm for the meeting. Remember, you are trying to gain career information and counsel. Try not to conduct an interview over the phone. Do your best to obtain a face-to-face meeting. Keep the conversation short, and indicate you are looking forward to meeting the executive personally. You will most likely have to conduct some phone interviews, which are better than none at all, but don’t make it a habit.

If your letter has not been received, read, or remembered, it is advisable, in most cases, to offer to call back within the next couple of days after the individual has had a chance to read it. If the letter has not been received, send a copy of your letter and follow through as before. The following script has worked well for our clients: Assistant:

SoundTech Systems, Julie speaking. How may I help you?

You:

Hello Julie. Is Ms. Anderson available?

Assistant:

Yes she is. Who may I say is calling?

You:

My name is William Montgomery.

Assistant:

Just a moment.

Executive:

Ruth Anderson. How can I help you?

You:

Hello Ms. Anderson. I recently sent you a letter concerning information I’m seeking about the electronics industry. Have you received it?

Executive:

Yes I have. Just a minute…I’ve got it right here. How can I help you?

You:

As my letter outlines, I am researching the electronics industry as a possible career field and am talking with executives like you to find out if this is an area I should pursue. I recently left the service field and I don’t want to make any career decisions without gaining as much information as I can. I would like to ask you for advice and counsel about opportunities and would like to meet with you for about 15 – 20 minutes at a mutually convenient time. Would Tuesday afternoon Thursday morning be possible?

Executive:

Are you looking for a job? We don’t have any openings at this time.

You:

(Yes, I am looking for a position). (No, I haven’t launched my search yet). Even so, as my letter indicated, I am not going to ask you for a job, nor do I expect you’ll know of any openings. I am merely asking for your candid and professional advice as to how my experience relates to the industry. I consider you a valuable resource for my future. Only experts such as you can tell me if I have the qualifications to succeed in the industry. I’m not sure if I can help you, but …next Tuesday at 2:30 is currently open. How does that sound?

Executive: You:

(After a few seconds delay) That sounds fine. I will be at your office on Tuesday afternoon, the 22 , at 2:30PM. I really appreciate you taking the time to assist me. I look forward to meeting you.

Executive: Great, Tuesday afternoon. See you then. Bye. You: Good-bye. Conduct Referral (Informational) Interviews Once you get to the stage of the actual referral interview, preparation for this interview is essential. Before you go on the interview, think through carefully what your purpose is in seeing this person. Be sure you understand exactly what you want to accomplish in the meeting and specific information you hope to elicit. Keep in mind any constraints that may affect the interview. Be particularly sensitive to time issues. Prepare a list of questions appropriate for this particular Page 103

interview. Again, since you have requested the meeting, it is your responsibility to plan a meaningful agenda. Unless you convey a definite purpose through the questions you ask, you will lose control of the interview and make it difficult, if not impossible, for the interviewees to help you. Keep in mind the following five goals of such an interview: 1.

Establish goodwill and understanding. Get to know who the interviewees are by asking realistic and honest questions about them and how they got to where they are today. Let them know who you are and what you are trying to do. Be certain they clearly see your career objective. Take genuine interest in them as a person. After all, they are the experts and you are trying to learn from them. Provide and collect information. You are establishing a professional relationship with these executives. Show how they can assist you in your goals and ask for their professional perspective on your goals in the field you are discussing. Knowledge is strength, but the application of knowledge is power. The more knowledge you have, the more potential power you have when you apply the knowledge. Ask very specific questions about the industry, the market, and challenges in the next few years, the strength and weakness of the industry, etc. Receive advice and counsel. Comments and suggestions regarding your approach and presentation will help you improve your interviewing effectiveness. Let them know their professional opinion is crucial to your success. What can you do to make a transition from one career field to another quickly, benefiting both you and the employer? Extend your network. Unless the interviewee is considering you for a possible position, you will generally get a name or two of people who can provide additional information and guidance. Ask if there are any other people in the field who might be able to provide vital information as the executive sitting across from you has done. Be remembered professionally and favorably. Ask if you can keep them abreast of your progress and if you can contact them in the future to verify information or to answer questions. The answer will virtually be 100% “yes.” The executives have an interest in your success and they are part of your network. They like being the “good guys.” Because you have done your homework, presented yourself professionally, and establish positive rapport, you will have little difficulty being remembered in the most positive light.

Once you are at the meeting, you should begin by thanking the individual for taking the time to meet with you. Explain the purpose of your visit and recap your letter’s purpose. Reassure the person that you do not expect him or her to find or give you a job. After stating your purpose, you might, for example, say something like this: “I am researching alternatives in which I can use my leadership and technical trouble-shooting skills. In my recent conversation with John Jones, he spoke very highly of you and suggested that you, as a successful manufacturing manager, would be an excellent source of information.” Since the referral interview is a meeting to gather information and advice relevant to your marketing campaign and your career, the logical starting point is a discussion of your job objective and your areas of strength. Most interviewees will want to know about your background as well as your objective. Unless the interviewee sees clearly who you are and where you are going, it will be extremely difficult for them to provide relevant information. Check to be sure the interviewee has a clear understanding of your goals as well as your background. You might ask: “Do you believe my objective and experience are clearly consistent? Are there areas which I should emphasize more strongly?” When you are certain that the interviewee has understood your objective, proceed with your questions. Make them brief but clear, and be sure that you give your interviewee time to respond. When you get your interviewee talking, you get them thinking and actively involved in your campaign. Provide background on yourself, expertise, and relevant work history. Mention that before you actually commit to a new career field, you want to make sure it’s compatible with your interests, skills, and goals. If you have already committed to this field or position, explain that you are making a job transition and want to present yourself in the best possible manner to potential employers. Ask for their professional opinions on what and how you’ve presented yourself. Be prepared to take their suggestions graciously. Your questions should be arranged in the following format, with two to five questions in each category: Page 104

1. 2. 3. 4. 5. 6.

Ice breaker, small talk to build rapport. Questions about the individual as related to information you’re seeking. Questions about the industry: where is it going, current challenges. Question about their company: what are their challenges? Questions about your background summary; how the individual thinks your strengths and achievements can be utilized. Networking / referral questions.

You should develop specific questions for each individual you see. Ask questions that are answerable by the interviewee; keep them within the same sphere of reference. It would be helpful to take a deductive approach, i.e., ask questions that generate a broader response and follow them with more specific ones to key in on ideas of particular interest. Remember, you will be conducting interviews with individuals who possess information critical to your success. You should ask the following questions: 1.

I’ve done a little research and found that ______________ seems to going on in the industry. What are some of the things you see going on in the industry? 2. What sort of challenges does that result in? 3. How do these industry challenges affect your organization? 4. What are some of the things you are doing to mitigate these challenges? 5. Is it working? 6. Who are some of companies in this industry that seem to be a growth mode? 7. Based on my background, might this industry be a fit for me? 8. What obstacles might I encounter? How might I overcome them? 9. Where would you see someone like me fitting into a company like yours? (Ask only where appropriate. For instance, you wouldn’t ask a lawyer if you wanted to be in banking). You can ask the interviewees thoughts on these specific areas:  Responsibilities  Qualifications  Problems dealt with  Advancement  Training  Travel  Kinds of people who succeed/fail  Salary range / starting and long-range potential 10. Are there professional organizations I should join or publications I might want to read? 11. If you were me, how would you go about finding a new position? 12. If you were in my shoes, who else would you be talking to? Send Thank-You Letters and Follow-Up Regardless of the outcome of the interview, always send a thank-you letter in which you genuinely express your gratitude for the individual’s assistance. Reinforce any valuable information you were given and personalize the letter as much as possible. If the interviewee has given you names of referrals, be sure to follow-up by contacting these people by telephone or letter. Assure your interviewee that you will soon follow-up on his or her referrals. An example of such a thank-you letter is found in the back of this book. Is This Becoming a Job Interview? Both informational and referral meetings should be under your control since you’ve set the agenda and managed the questions. You have initiated the contact, made the call, set the appointment, and have established yourself as the interviewer. Page 105

But nice things sometimes happen while talking with the decision maker. They may suddenly start to ask you leading questions, ask you more about your background, and probe more deeply into your skills. They talk about problems and wonder if you might be able to help. They start to talk about you as a member of their team, or they say that thay could use someone like you. They take you to see other people in the company or give you a tour of the plant or offices. These activities are sometimes called “Green Lights.” They indicate that the decision makers are taking a great deal of interest in you that goes beyond just giving you information and advice. They are beginning to see you as a resource; you suddenly become valuable to them. What now? How do you handle this situation? Easily, but you must work at it. When you start getting “green lights,” when they start asking you questions or begin telling you their major concerns and how they can’t seem to solve them, take great notes and become very attentive to the probing nature of their questions. You have just crossed the barrier of not just being anybody, but becoming somebody who might be able to help them solve their problems. Let the tone of the interview change to a quasi “job interview” without actively turning it into one yourself. Let them take control for a while. Answer their questions, take the tour, show that you are definitely interested in the company, but when the question about wanting to work there and how would you like to be considered for a position is given, maintain your integrity and return to the informational meeting mode. You did not come here asking for a job, so don’t. But you may suggest another meeting to discuss the possibility of joining the firm. You might say something like this: “I’m flattered that you would even consider me as part of your company, but I really didn’t come here today to ask you for a position and I don’t want to do so. So as I see it we have two options. We can choose to stop the informational meeting and turn it into a job interview, you certainly have the authority to do so, or we could set up another time to discuss this possibility later. Which would you prefer?”

But the choice is yours. If this happens to you, remember not to ask for referrals as this will signal that you are not interested in working there. After the meeting is over, set the date for your job interview and then do your homework to prepare for the interview. While the information is fresh, as soon as you leave, reflect and write down all pertinent information. Also, clarifying questions for the next interview date will show your attentiveness to detail. Make sure you are well prepared for the job interview.

Elevator Speech One of the most important elements of the Informational Interview process is your introduction, profile, one minute introduction, or elevator speech. Imagine walking up to a total stranger at a party and asking, "So, what do you think I should do about the lemon of a car I bought?" Based on the information you have provided, there is no way this person can provide you with any advice worth getting. It is no different in your career search. If you do not provide the basic information about yourself that is needed for someone to make a reasonable judgment about the questions you will be asking, you cannot possibly expect to get valuable advice in return. The profile is the vehicle you will use to convey information about you to the person you are interviewing. It must be concise, articulate, organized, and professional. It must include the following information:

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Your objective; Your core skills; Your experience, or background; An example, in three sentence format, that highlights several of your skills; Two or three industries that you are targeting; and One or two roles that you are exploring or validating. With this information, the person you are interviewing will know enough about you and your quest to assist you in a meaningful way. In order to honor his or her time and patience, you must be prepared to offer the information in a twominute format. Understand that your profile will vary depending on who you are presenting it to, and where you are in your search. It can neither be read nor memorized. At your next one-on-one meeting with your Advisor, please be prepared to present yourself in profile format. You may make it 'generic', or you may ask your Advisor to role-play as a specific person. Sample Elevator Speech Thanks for taking time to see me today, I appreciate you willingness to share some information with me. It would probably be helpful if I told you a bit about me so that you have a frame of reference for my questions. I am a recent resident to the community having moved here from the Minneapolis market three years ago. I have worked in a variety of industries from retail, to foodservice distribution; owned three of my own businesses (a packaging material distribution company, a paper converting company and a career development company) and even been an elected official and the CEO of the third largest all bus transit system in the country. Skills such as change management, planning, team building, negotiation skills and the ability to take action; are important in my next role. Examples of my accomplishments are: 1.

2. 3.

Changed the culture of a public agency to one that is customer focused by inundating the entire organization with the customers’ voice, creating a new set of measurement matrices (Customer Satisfaction Index) and empowering employees to act in the best interest of the customer, resulting in three successive years of boarding increases to 68,000,000 trips annually after 40 successive years of decline. Negotiated a new labor contract for 2100 represented employees improving productivity 16% and reducing labor cost 4% or $2,000,000 annually. Managed the mergers of 6 acquired companies in the foodservice distribution industry meeting all financial and timetable goals.

The areas that I am targeting are service, manufacturing or process related. Maybe even a role in a company that has some government interface. The role that I see myself playing is that of a senior manager because I feel that my skills align favorably with the various job descriptions that I have seen. Maybe you could tell me how you became involved here? Your introduction MUST include 6 key elements: Career Objective - Core Skills Experience/Background - An Example or Two that Highlight Your Skills - Two or Three Industries that You’re Targeting - One or Two Roles that You’re Validating

Without this information, people won’t be able to help you or give you any direction! Page 107

Next we’ll need to prepare a shorter introduction…………….. Some situations call for a shorter introduction. When you run into someone you know but haven’t seen for a long time, at the grocery store, outside the theatre, or wherever. In those situations, your introduction should answer these four questions:    

Who are you? What you do. What you’re looking for. How the listener can help.

And be delivered in a conversational way. You can also begin your introductions with your branding statement (created earlier in this book). I work with/help or assist who to do what. This will ensure that your introduction is interesting, where people will immediately see value, and will beg questions from them to learn more about you and what you do. These conversation starters are especially helpful for people who can’t picture themselves as a “Networker.” On the next page, we will begin to “look under the hood” at an informational interview. An Informational interview is a technique that will get you in front of decision-makers and hiring managers. The focus here needs to be on the person you are meeting with and the problems they have. Most job-seekers make the mistake of believing that this is an opportunity to “sell themselves.” Nothing could be further from the truth. You have asked for time to learn about them and their problems; not tell them how great they are! Your job in an informational interview is to uncover the top two or three issues they have. They will figure out whether or not you might be the solution. If you leave an informational interview without knowing precisely what top two or three problems they have you have failed. The following page delineates the process by which an informational interview is effectively conducted. As you develop your informational interview skills, you will learn to add the SPIN technique. That is to say, that you will need to probe further based on how the respondent has answered your situational question. Continue to probe until you have determined (together) the cause of the problem. Then you can use the impact question to determine the cost of the problem and then onto the need question; “what if I could fix that for you?” The questions listed are very general and will need to be adapted to each person you meet with. This will take a great deal of practice but your proficiency will improve each time you have an informational interview.

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Sample Informational Interview Agenda: Rapport Thank them for their time. Appropriate small talk, but DO NOT talk about family pictures you see! Profile Your elevator speech or introduction.

Ask Questions Funnel Approach Start with: Industry – Broad Company – Drilling Down Work Unit – Specific Problems

Ask for advice – Would someone with my skills be a match for this industry? Ask for referrals – If you were in my shoes, who else would you be talking to? Close – Thank them for their time and the information that they shared. Leave your résumé or better yet, ask if they would prefer an electronic copy. When they say yes, make sure you send it to them and ask if you can call back in a few days to get their feedback on your résumé. “Does it look like someone you might consider for a job?” or “Does it speak to the market we discussed?” Finally – Get permission to follow-up, “May I make you a part of my success by updating on my progress every several weeks?” When they agree, you now have their permission to send them a quick email about the progress you are making. Don’t forget to include another “Thank You” when you share the results of the meetings you had with the people they suggested you contact.

Informational Interview Questions It is important to focus the questions you ask in an informational interview. Remember that you are there for a reason; it is up to you to accomplish your goal. You will ask different questions at each informational interview, depending on whom you are talking with, where you are in your campaign, your relationship to the interviewee, etc. Here are some questions to get you thinking about the possibilities: Typical Informational Interview Question Format After you have delivered your introduction, engage the other person by asking: “Why don't you take a minute and tell me how you got started here.” This will turn the informational interview from a one dimensional to a conversation. Why? Because people love to talk about themselves. Then begin asking questions. Use menuing to gain clarity and the spin cycle to dig deeper. Remember your goal is to leave the interview knowing the top 2 – 3 problems the interviewee has. You should prepare a minimum of 25 questions for each informational interview. Page 109

Industry questions I've done some research and found that (insert topic here), are you seeing the same challenges in the industry? Others? Why? In addition to those challenges, what other things (challenges) are you seeing? Are the same challenges facing your company? What steps are industry leaders taking to mitigate the effects of those market changes? With those challenges in mind, what skills are most important in the industry? What three skills do you look for in a new employee? Company Questions What does your company do better than any of your competitors? How do you see industry challenges (that you mentioned earlier) affecting your company in the next 1 - 3 years? What are the challenges you face, as a manager that concern you most? My Potential Questions Given those problem areas already discussed, what strengths and skills would fit in the industry? What do you see as roadblocks to succeed in this industry? How would you suggest someone prepare to overcome these obstacles? Target Questions What other industries do you feel might be worth a closer look? What types of periodicals, magazines or trade publications do you think would be helpful in my search? Referrals and Close If you were in my shoes, who else would you be talking to? (This is how we ask for referrals). We never ask directly for referrals. Why? The word ‘referral’ implies a level of responsibility that the other party may not be comfortable with yet. So we just ask another, less threatening way. You’ve been very helpful to me today. Would you mind if I sent you a copy of my résumé? I’d be interested in your feedback. We’re really not interested in their feedback or comments on our résumé. We’ve already have spent time preparing the perfect document. What we are interested in however, is asking if “we can call them in three or four days to get their feedback.” This gives us an opportunity to re-connect with them and they begin to be more comfortable with us. See the following pages where we discuss turning contacts into connections. Then we ask “Would you mind if I kept you updated on my search?” Again we are seeking their permission to stay connected with them. A quick email every 4-6 weeks will stimulate their memory of you through their inbox! This is an effective follow-up tool for the person who is comfortable with a less direct approach and for every job-seeker. Page 110

Career Search Networking Goals Defined You will read a great deal about networking; what it is and how to use it in your career search. The first definition we need to get straight is that as a job seeker you are looking for connections, not contacts. Connections are deeper relationships with people and contacts are those people who just pass out and collect business cards. Those interested in contacts are not able to help you because they are interested in themselves, not you. People who are connectors look to help someone else first, to find out what is important to their conversation partner, and for each sixty (60) minutes of conversation, they’ll listen for fifty (50) minutes and talk for ten (10) minutes. They believe they will be paid back later after a credible relationship has been established and they have demonstrated their value. Building relationships doesn’t happen overnight. It will take immense effort on your part to build new friendships and relationships. If less than fifteen (15) percent of job placement occur as a result of recruiters and less than fifteen (15) percent as a result of job postings (from Internet/Published markets), then the other seventy (70) percent comes as a result of building relationships or networking. The following diagram describes the five (5) levels of relationship building to move from where you want to be.

Relationship Formal Informal Contact Employed

Networking requires building stronger relationships with people you know, so that they feel comfortable introducing you to people they know. At the base of the ladder (Level One), you’re employed and you perceive networking as offering little if any value, “you’re just too busy.” The next level, the level most people associate with the word “networking,” is where you make an initial contact with someone. If this occurs at an event, it is typically accomplished with a business card. This exchange lasts about ten to fifteen minutes in the other persons mind. The third level is interaction, which is considered informal, and is usually accomplished with a phone call or email contact. This may last for twenty-four to forty-eight hours. The fourth level is where networking begins to get interesting. This is more formalized and includes face-to-face meetings where each of you gets to know the other better. At the top of the ladder is the level five relationship—a friend for life or career. Relationships that reach this level end up as bonds represented by a strong understanding of each other’s backgrounds, strengths and leadership capabilities, at a personal level. The steps you take to move up the levels of the ladder are based on a progressive development of trust. For each person you network with, you need to make an investment of your time. The more you connect with someone, the greater the investment. Very few relationships will reach level five. But building trust and investing time in your network will help you create a more effective network for the future.

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Where to Begin Generally speaking there are two different venues considered to be the most prevalent; group and one-on-one. Most outplacement firms, job service offices, and chambers of commerce, conduct regular meetings for job seekers. The purpose of the meetings needs to expand your search by building relationships, exchange job leads, discover contacts at companies on your target list, and learn new job search strategies. Meetings like these can provide a great opportunity to “test drive” your approach, and they give you a non-threatening set of people to bounce your ideas off of. Another outcome can allay any fears you might have about competing for a job with someone you meet through this process. These meetings are not bad but you need to ask yourself, “Can anyone here hire me or further my search with connections?” If the answer to your question is “no,” then move on to find a more productive use of your time. Industry and Trade Organization Meetings These are meetings that are completely different from the networking meetings just discussed—and should be invested in heavily by job seekers. They are often attended by executives who are employed and are willing to talk to you. You know they’re willing to talk with you because they are out there networking—exactly what you’ll still be doing after you land your next job. You can gauge whether an organization is appropriate after the first meeting—just check the business cards you collected or the attendance roster. If there are peers or more senior executives attending and if the focus of the group is aligned with your career goals, then you’ve probably found a good organization to get involved with, during your search and after as well. If on the other hand, most of the cards you collect are administrative assistants for bookkeepers, you may want to leave after the rubber chicken is served and find an organization the is more relevant. Ranking your level two contacts A final note on group setting networking—you’ll need to be aware of the amount of time you’ll invest in this type of networking. At these gatherings, you can potentially meet dozens of people. Being the good soul that you are, you’d like to help as many of these people as you can. But if you’re focused on succeeding in your transition, you simply won’t have time to contact them—much less help each of them. Here’s a tip: when you meet someone, write a ranking on the back of their card. I rank people as 1’s, 2’s, or 3’s. 1’s are a great contact. Someone who is or was at a company you’ve targeted, or knows people you’d like to meet. 2’s are people for whom you might be able to provide some help, information or assistance. Maybe you worked for one of their target companies or identified a mutual friend. 3’s are everyone else. They might be people who work in different fields or they may live 150 miles away and would be difficult to follow-up with. Be nice to yourself. When you get home from the meeting, sort through the cards and throw away the 3’s! Don’t bother to reread the cards, just throw them away. The 1’s on the cards you collected is the beginning of your level 2 networking efforts and then striving to move them to level three and beyond.

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Networking Campaign Methodology The Four Rules of Job Seekers Rule #1: We don't work for companies. We work for people. Rule #2: The person who will hire us will do so because we can solve his/her problems. He/she does not yet care about our problems or needs. Rule #3: People who hire people are always on the lookout for people who they feel comfortable with, who express an interest in them or their organization, who 'fit' into their culture. Rule #4: Our job as job seekers is to find that person who has the problems we want to solve. These Four Rules, working in tandem with the Three Basic Assumptions, explain why the Career Works system works. We work with human nature, never against it. The Three Basic Assumptions Assumption #1: Given the choice, people would always prefer to say 'yes' to a reasonable request than 'no'. Assumption #2: We honor people when we ask for their advice. Assumption #3: People prefer to be approached gradually. It is the combination of the Four Rules of Job Seekers and the Three Basic Assumptions that facilitate your success.

The Rules of the Job-Hunt Game In this section, you will learn how to 'level the playing field' while looking for a job. Following certain basic rules will enable you to take and maintain control of the process and the result. Before you begin your search, you must take a good hard look at the product you are putting on the market. The competition is keen -How do you measure up? Check your attitude, your physical presentation, and your mindset. To be successful, you MUST be:    

Focused Sincere Physically, mentally, and emotionally fit Courteous

Once you have these factors in order, it is necessary to go into the process committed to the following 'rules':       

Don't bother with shortcuts. Do it right. Don't ask for favors. Don't pull strings. Preserve your dignity. Maintain your integrity. Ask for advice. Don't delegate. Do your own work. Don't ask others to do for you what you can do for yourself. Always take the burden of action into your own hands. Keep the ball in your court. If you can't be positive, be silent. Never divulge salary history or goals to anyone, unless an offer is on the table AND there is a specific reason to do so that works to your benefit. Page 113

ď&#x201A;ˇ ď&#x201A;ˇ

Never accept or reject an offer when first presented. Listen to your inner voice.

Brainstorming Exercise In this exercise, you will learn how to begin your network. Building it can be as simple or as difficult as you choose to make it, but, like so many things in our lives, the first step is usually the most challenging. So let's consider all the people you may come in contact with in an average week: Barber or hairdresser Manicurist Pastor Insurance agent Real estate agent Friends at place of worship Friends at your children's school Children's teachers Mechanic Neighbors Friends at health club Friends at PTA meetings Fellow committee members Colleagues at volunteer activities Other Career Works clients Co-workers Your drycleaner Day care providers Parents of Your kids' friends' Who else can you think of?

The first question you want to ask yourself is this: Do I know what each of these people does for a living? Where they work? Where their spouses work? Do they like their jobs? What do they think of the company they work for? Getting the answers to all of these questions could help you begin your network. The first step is awareness. Make a point of knowing whom you are talking to, what information they may be able to provide, etc. This is the beginning of your network. The Four Steps In order to execute the informational interview approach effectively, you must follow four steps: 1.

The approach letter (can be omitted and accomplished with the phone call, or preferably an introduction).

The appointment-setting phone call

The informational interview

The thank-you (or follow-up) letter

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The Letter of Approach This letter explains to the reader why you are writing to him/her assures him/her that you are not asking for a job, establishes your credibility, requests a meeting, and tells the reader when you will call for an appointment. It is professional, straightforward, and concise. You will find examples of the approach letter on page 143. The Appointment-Setting Phone Call The sole purpose of this phone call is to set an appointment. You will find sample scripts and suggestions on page 141. The Informational Interview This interview is the backbone of your success. YOU are the interviewer, so it is up to you to prepare carefully for the meeting, set the agenda, keep the meeting on point, and prepare to participate in an intelligent, meaningful discussion. Preparation for the informational interview is key. The first step must be to set a clear objective for the meeting. Why are you meeting with this specific person? (Be sure you share this bit of information with your interviewee as you begin the meeting!) What can he or she offer you that is unique? What do you plan to get out of the meeting? The answers to these questions will guide both your agenda and your questions. Keep your agenda simple -you may even share it with your interviewee before the meeting and write out the questions ahead of time that you believe will give you the information/ perspective/advice you seek. Be prepared to take notes on the answers you get. You will begin the interview by introducing yourself, and re-establishing your credibility. Your two-minute introduction (profile) is perfect for this purpose, followed by a question or two that will get your interviewee talking. (Remember that this should be a conversation!) Use your research to generate appropriate questions, focus on your goal, take good notes, and remember that you have six purposes to achieve. Be clear about your career objective and your focus. Demonstrate your skills and areas of expertise by using your examples. Ask questions that relate to his/her world; then relate his responses to your world. Remember to listen to the answers to your questions. If a response opens up a new avenue of discussion, don't ask the next question on your prepared list -follow the new avenue and see where it takes you! It is likely that the interviewee brought it up for a reason -maybe it represents an area of concern for him/her. It might be exactly what you're looking for! Before you wrap up the interview, summarize your focus and the information you gathered (including referrals). If your interviewee needs some time to put together some referrals for you, arrange a follow-up time and plan. Express sincere appreciation for the interviewee's time and assistance, and leave a copy of your rĂŠsumĂŠ with him/her. Ask him or her to call or email you if they think of any more information or advice for you, or if they hear of any career opportunities that might fit your objective. Promise to keep him/her advised of your progress. This person is now part of your network he/she has invested in you -and will want to keep track of your progress. The Thank-You or Follow-up Letter Whether or not your meeting was productive, send a thank-you letter. It is a powerful tool, and can positively affect your success. You will find a sample on page 145. Campaign Letters You will be using several letter types in your Marketing Campaign. They include: 1. 2. 3. 4. 5.

Approach letter Bullet letter Thank-you (or follow-up) letter Accept/Decline letter Landing letter

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General Rules for letters include 1. 2. 3. 4. 5. 6. 7. 8. 9. 10.

Make your letters warm and personal; avoid stereotyped phrases. Use professional quality stationery. Formulate and print your letters professionally. Make your letters brief unless there is a specific reason to provide detail. Limit letters to one page if at all possible. Keep copies of ALL correspondence for follow-up purposes. Never send a letter you are not proud of. Check for and fix all typos before mailing. Sign and date every letter Check your postage.

The Follow-up Phone Call It is important to remember that the follow-up phone call has one and only one purpose, to set an appointment. It is not an opportunity to establish credibility -your approach letter did that. It is not a mini-informational interview -then why do you need an appointment? It must be focused and concise. You may encounter objections when you call to set your appointment. While it is not our intention to put words in your mouth, you will find sample responses on page 141 of this manual to assist you in strategizing your customized responses. Please discuss specific issues with your Advisor as they come up.

Recruiter Rules Using a recruiter effectively can improve your chances of landing the job you want. The first thing you need to understand about recruiters is this: Recruiters do not find jobs for people; they find people for jobs. Recruiters work for companies. They fill orders. They are given little, if any, latitude in assessing a candidate's suitability. If you fit the criteria they have been given, you will be marketed to the company. If you do not fit the criteria they have been given, you will not likely hear back from them. They do not get paid to be creative. They get paid only to provide candidates who fit the company's specifications. Once you understand these basics, you can make effective use of the services recruiters provide. They often have a good feel for the job market, and some insight into the cultures of the companies they work with, especially the companies they work with on retainer (a long-term contractual relationship) rather than on a contingency (a short-term, by-the-job arrangement). It is important to know that most recruiters do not specialize in a geographical area. The fact that a recruiter is based in Milwaukee does not mean that he or she lists Milwaukee-area jobs. More likely, a recruiter specializes in an industry or a specialty, such as 'mechanical engineering', or 'mortgage banking', or 'temp-to-hire operations'. This is called a desk specialty, and many recruiting offices focus on one or two. Therefore, if you are a degreed ER nurse, you will want to find out what recruiting offices specialize in ER nurse placements, not those that are closest to your home. To accomplish this, you will want to log onto a reputable job-search search engine, and see what agencies list lots of jobs in your category. At these agencies, you are likely to find your area as their desk specialty. In working with a recruiter, it is helpful to become a person, not just a rĂŠsumĂŠ. A phone call or a visit will help you stand out over your competition. Acknowledge the recruiter's expertise by asking for advice. Make sure every communication with the recruiter is as professional as a contact with a potential employer. His/her opinion of you will influence the hiring decision maker or internal HR person he/she is working with. Page 116

Negotiating through a recruiter is a lot like driving a car with your eyes closed. Once an offer is presented through a recruiter, it is time to talk directly with the hiring company. The recruiter will be concerned that if you negotiate directly, he/she may not get paid. Your best bet here is to explain to the recruiter that it is important to you to negotiate directly, and ask him or her to arrange a three-way meeting with the hiring company for that purpose. Cutting the recruiter out of the process at this point could cost you the offer. Including the recruiter in this meeting protects the recruiter's fee, AND gets you face-to-face with the hiring authority. It is a win/win solution. How to use Search Firms Search firms and employment agencies play a role in your job search, but this role should not be the “star” of the show. Today 2% to 5% of the job opportunities are generated through search firms and employment agencies. Most people find this number surprisingly low. When you consider the relatively high cost of using a search firm, retainer or contingency, the low utilization of search firms becomes very apparent. However, since you do not know where or when a job opportunity will materialize, I suggest that you not leave this stone unturned. To the uninitiated job seeker, the above statistic of 2% to 5% of jobs today secured through an employment agency or search firm, may seem a surprising figure. Many individuals are under the mistaken impression that the majority of employment opportunities are satisfied through one of these service agencies or consulting firms. The truth is that using an executive search firm or employment agency is the most expensive way for a company to recruit personnel. While I do not suggest avoiding the use of search firms and employment agencies, be sure and place their role in your employment process in the proper perspective. A number of firms in these categories have earned outstanding reputations—both nationally and in your local area. When conducting a successful job campaign, you should use every avenue available to you. Employment agencies are one of those avenues, not the only avenue. Develop a strategy to use the search firm venue. Understanding the functions, differences, and philosophies will aid you in effectively utilizing the source. The Strategy 1.

What is the difference? How does an employment agency differ from an executive search firm? There are two (2) major distinctions: First, an employment agency represents the employer on a “contingency” basis, while the executive search firm always represents the employer on an exclusive “retained” basis. Contingency agencies handle multiple job orders at one time with little or no exclusivity for the positions with any one company. This creates the high volume, high pressure, and sometimes-impersonal experiences found in utilizing agencies. Retained search firms are hired by companies to search out a qualified candidate for a specific open position. The company grants exclusive search rights to the search firm and thus reduces the need for the high volume, high –pressure atmosphere sometimes found with employment agencies. “Qualifying” a candidate means different things to the contingency firm than the retainer firm. When an employer decides to release a position for a search, the search firm, (regardless of type) usually requests a job description and a job specification. The job description details the responsibilities and organizational interfaces with other individuals, departments of the company or with outside dealers or customers, etc. The job specifications, on the other hand, do not deal with the job or work assignments, but rather details the “specification” or background and experience, which the company believes the successful candidate must have in order to do the job. Specifications would include such items as education, professional certification, advanced degrees, previous work experience, previous industry experience and, of course, track record of accomplishments. Page 117

Contingency type employment agencies typically compare these documents to a candidate’s résumé, and if it appears to be a match, they may telephone the candidate for more information before trying to arrange an interview. It is important to note that the contingency recruiter at this point and the candidate may not have had and actual face-to-face meeting. It is a telephone relationship. Speed is everything! The employer may have contacted two or three contingency agencies to expedite the search process. Since the company is under no cost or fee obligation until the person is actually hired, contingency firms cannot afford to have exhaustive “qualifying” process because other candidates may be already scheduled for interviews. The retainer type or executive search firms are paid in part not only for their “searching” effort, but for their “qualifying” efforts. A true retainer or executive search firm will always want to meet their candidate before referring them to their client. They will want to see how the individual looks, acts, speaks, and dresses. They will want to know more about career history, reasons for job changes, compensation, education, family background, work ethic, and the list goes on. The following chart will assist you in understanding the major differences between contingency and retainer firms and why you need to know that information before enlisting their assistance in your job search.

Commonly Called:

Fee

When is Fee Paid?

Who Pays The Fee? Licensed by the State? True Consulting Firm? Typical Candidate Salary Range: 2.

CONTINGENCY FIRM Employment Agency Personnel Agency Placement Agency/Firm Headhunter 20% to 30% of First Years Salary

Upon Completion of Search Assignment

Corporate Client (Employer) Yes No $40,000 to $70,000 and Below

RETAINER FIRM Executive Search Firm Executive Recruiter Headhunter 30% to 33% of First Year's Total Annual Compensation, Plus Recruiting Expenses Incurred During the Search A Portion is Paid Up Front (usually 1/3), Progress Payment (1/3) After a Month and the Final Upon Completion of the Search, Plus Expenses as Incurred Corporate Client (Employer) No Yes $75,000 and Above

Where can I find search firms or agencies?

There are two (2) major sources for employment agencies or search firms: A.

     

The Directory of Management Consultants is a comprehensive listing of over 2,000 Contingency and Retainer Search Firms. This directory is also known as “The Red Book”-so named because of its bright red cover. Several cross references are also given, arranged by the following categories: Functional (job) Classifications Industry Classifications Geographical Index Key Principles Index (lists recruiters by name) Retainer Recruiting Firms, A to Z Contingency Recruiting Firms, A to Z

The alphabetical listings contain the detailed information on each firm. When referencing a firm or individual in any of the other sections, turn to the alphabetical listing for more detail.

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The Directory of Management Consultants is published annually by: The Directory of Management Consultants Kennedy Publications Attn: Bookstore Templeton Road Fitzwilliam, NH 03447 603-585-6544 E-mail: bookstore@kennedyinfo.com B.

You can supplement this information locally by looking in the Yellow Pages under the following headings:   

Management Consultants Executive Search Consultants Personnel Recruiters

Remember, however, that the telephone company is not very discriminating in its policy of allowing businesses to select categories for listings. An “Executive Search” firm that is also listed under “Employment Agencies” is probably the latter. Check with the Better Business Bureau or Chamber of Commerce for references. 3.

How do I effectively contact a search firm or Agency?

The most effective and efficient way to contact a search firm or agency is with a well-written letter and résumé. This letter is a cover letter, since your résumé is enclosed with the letter. When writing your cover letter to search firms and employment agencies—always, repeat, always—include your last or current compensation figure when requesting employment assistance from an agency or search firm. In actual practice, employment agencies and executive search firms give little or no attention to résumés being to their attention which do not include compensation information. Always include these figures in your cover letter. 4.

Should I follow-up or contact the search firm or agency to which I sent my résumé?

NO! Don’t be a pest! Executive search professionals appreciate receiving résumés, but telephone calls from unknown candidates are neither welcome nor necessary. Most job seekers realize that recruiters cannot help them unless they have a suitable assignment. But some otherwise capable professionals are so traumatized by unemployment that they forget this reality. They call monthly, “just to check in,” obviously not recognizing that this immediately puts them in the “never consider” file. People assume that recruiters are aware of all kinds of job openings. Not true. Recruiters only know about their current assignments and a few others that they may have discussed with their clients. Generally, recruiters do not have time to field telephone calls. Time is money to them and they don’t want to waste it. After all, they work for themselves. They are not career consultants. The key to using a recruiter is in the understanding that their time is valuable and worth money. If a recruiter is interested in you, he or she will call you without delay. NO CALL – NO INTEREST. Do not take it personally, because tomorrow he or she may receive a job order from a company that matches with your background and your telephone will ring. In your initial conversation with a recruiter ask them “How often would you like to hear from me?” and remember to forward leads to them about opening you know about or have heard about. These will help to get you nearer the top of their list. 5.

How do I “work” with a recruiter without being “worked over?” Page 119

You don’t! They work with you when they are ready and have a real search assignment. Do not expect search firms to be guidance counselors or Outplacement consultants. A recruiter views you as an opportunity to generate income by placing you, as well as a source of information regarding your current or previous company, opportunities you are pursuing, and names in the form of referrals. Working with a recruiter can be advantageous for your career campaign as long as you know how to deal with the persistence of an aggressive recruiter. A.

Who is responsible for the fees? How does the agency or search firm derive its fees? Are the fees paid by the job hunter, the employer, or a split between both the job hunter and the employer? ASK! 

What happens if I am separated or leave voluntarily during the first six (6) months to one (1) year of employment, will I be liable for any or all of the original search fee?



Are there any circumstances where I might become liable for your fee?

Is the search firm a contingency agency or a retained firm? 

A contingency firm receives its fees from the corporate client only upon completing the assignment.



A retained search firm receives a percentage of its fees from the corporate client in order to initiate the search. The balance is received during and at the end of the search.



Additionally, retained search firms are reimbursed for documented search expenses incurred by the search consultant on behalf of the engaging client company. Such expenses include postage, oversight charges, travel, either by the consultant or the candidate, lodging, business meals, fax charges and telephone charges. Never offer to pick-up a meal check when dining with a search consultant. Contingency firms have no expense reimbursement.

Is there a fee for any other services offered by the agency? Agencies may offer additional services such as assessments, consultations, and outplacement.

Do not sign anything except the application form. If you are asked to sign any other document, be sure to read all the fine print.

Advertisements for glamorous or “perfect” jobs should be treated with skepticism. Very often, these advertisements are used to bait candidates. Be aware of high-pressure tactics. An agency may try to pressure you into accepting a position to quickly complete an assignment.

Be cautious of agencies that suggest an immediate career change or ask if you have skills that are unrelated to your career or desired position. Chances are they are more interested in immediately filling a vacant position than they are in assisting you with your career.

Consultants who appear overly friendly (with invitations to lunch, drinks, etc.) may have a hidden agenda.

Do not tell the agency or consultants the name of companies with whom you have interviewed or are pursuing. If you do, when a fee can be earned, you may find yourself competing with a fellow candidate from the same agency. One of the most common means employment agencies—not executive search firms—get this information is by asking the candidate the following question. “So that we don’t duplicate your efforts, would you share with me with whom you have interviewed or plan to interview?”

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That sounds reasonable, but in practice the contingency employment agency won’t send your résumé to the companies you have contacted. But—and it’s a BIG BUT – they can now send other résumés to “your” companies, since you have told them who are actively seeking people with your background. Loose lips not only sink ships, but can sink additional prospects for interviews. J.

Avoid agencies that display any evidence of discrimination pertaining to race, religion, ethnic background, or politics.

Carefully interview the agency. How long have they been in business? How successful have they been in placing candidates similar to yourself? Will they provide references?

Make your initial contact with agencies on Wednesdays or Thursdays. 

This not only avoids the rush of responses to the Sunday advertisements, but makes you appear less desperate.



Fridays force you to vie with the weekend for the agency’s attention.

Contact as many agencies or executive search firms as you can. Do not think that an agency will work exclusively on your behalf unless the right match has been made.

Periodically place a follow-up call to the agency (Note: not to a retainer search firm) to check on recent developments once you have had contact with the agency. However, again, don’t be a pest.

Do not state the amount of compensation you will be willing to accept. If asked, indicate that you are “open.” 

It is important to use the word “open” when employment agencies ask what you are seeking. The reason I recommend using the word open is that it simply means that you are open to listening to any offer a company might make to you. When saying open, you will not eliminate yourself from being sent to interviews for any positions because you are too high or too low on your salary requirements. The agencies will have a good indication of the range of compensation you are seeking based on your last or current salary. Using the word “open” when asked to discuss what type of compensation you are willing to accept is always the safest and best response.

However, never be reluctant to tell an employment agency or search firm your current or most recent salary and bonus. Be exact! This figure will probably be verified.

Employment agencies generally have a fee structure averaging 20% to 30% of the successfully placed candidate’s first year of compensation. For this fee, ask yourself, “What has the agency really done to help me in the interview?” The point is, do not be afraid to ask questions that will help you prepare for the interview. Ask the search consultant to provide you with as much background information as possible on the company, hiring officer, and position.       

Ask for quarterly, annual, and 10K reports. Ask for product literature. Has the consultant conducted and successful search assignments for this company? What are they looking for in the successful candidate? What types of candidates have succeeded in the past? Probe for what you should stress and what you should avoid. What are the decision-makers hot and cold buttons? Interview the search consultant—ask probing questions.

Some agencies or consultants will suggest that you are overpaid or may have to accept a pay cut. Remember that, regardless of location or identity, the greatest demand is for the best.

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Many firms are using temporary agencies and/or contract firms as a way to pre-screen potential employees. Therefore, you may want to consider using this option during your career search.

How does a recruiter get to know me? Can he/she help me in my search efforts if he/she does not meet with me in person? Recruiters make quick evaluations based on the quality of your résumé and cover letter. This quality includes the mechanical correctness of your materials and more importantly, your accomplishments within your experience as compared to their open positions. Today’s recruiter will usually call for more information or send a “fact sheet” for you to complete. If a potential match is evident, you will probably receive a telephone interview/screening, which will vary in length of time from a few minutes to an hour. This telephone interview/screening is a “real” interview, so you will want to listen carefully and respond with specific accomplishments and results whenever possible. Have your résumé ready—next to your telephone. Through these written communications and verbal discussion(s) the recruiter creates his or her “perception” of you. If everything fits, he or she “presents you” to the Client Company that has the open position. In the case of a retained search, you want to be, and most likely will be, invited to a face-to-face interview with the recruiter. Be prepared to handle both types of interviews and screenings.

Remember; never leave a stone unturned in the search for your next opportunity—you never know where it will materialize.

To help you draft an effective search firm/employment agency letter, we have included a list of suggested opening paragraphs and sample letters. Executive Search Firms—Retained As indicated in the preceding pages, some search firms ask their corporate clients to engage them by placing them on retainer. This means that a portion, usually a third, of the agreed upon search fee is paid up-front on the commencement of the search. In other words, the firm is effectively retained with this partial payment. Executive search firms of the retainer type are generally compensated at 30% to 33% of the successful candidate’s first year compensation plus all expenses that can legitimately be passed on to the corporate client. The actual fee, if it is 33% of the candidate’s first total annual compensation, it is typically paid in increments of 1/3. The first third is the retainer, with another 1/3 paid in thirty days, and the final 1/3 (which is the holdback) is actually paid upon the hiring of the individual and ascertaining what his or her final compensation will be. This may be either higher or lower than the initial agreed upon compensation that was discussed between the client company and the retained search consultant. The easiest way to determine whether you are working with a retained fir or a contingency firm is to simply ask, “Are you a contingency firm or are you on retainer?” Another simple test is that the retainer firms always want to see the individuals they are going to refer to their client company. They want to see how the person looks, dresses and acts. Does he or she present the appropriate professional image? There are probably around 1500 retained executive search firms, some specializing in particular functional areas of business for their searches. Others do what is commonly called “most” type searches. These firms are engaged to do two things. First, the actual searching or hunting for prospective clients, and second, qualifying the candidate. Does the person actually have the background that the client has indicated is necessary? The initial contact by a retained search firm may be from an individual who is generally referred to as a research assistant and who asks key questions and gathers additional information that may not be covered in a candidate’s résumé. The résumé plus the additional information sourced in a telephone interview are then forwarded to the consultant or a partner in the search firm who will make decisions about whether a candidate is worthy of a face-to-face meeting. The individual who is contacted by a retained search firm may be asked to travel to the search firm’s place of business or to some other location, which may be on the search consultant’s travel itinerary. The search firm, who is in turn reimbursed by the engaging client, always assumes expenses for such a trip. Page 122

If an individual is requested to travel to the search firm’s office, it is always appropriate to pack an extra change of clothes in the event the person is asked to stay over an extra day because certain individuals’ schedules now permit a face-to-face meeting. It does happen, but not with a high degree of frequency. Some search firms do perform preliminary psychological assessments. These assessments, although optional, are generally prerequisites to a face-to-face meeting with one or more of the client company’s management team. If an individual is asked to take a psychological assessment, usually consisting of a number of different types of batteries to enhance reliability, it is usually followed by an in-depth interview with the company’s psychologist. It is considered appropriate that before one agrees to take the various instruments and have the results shown to the client company that it be agreed the results will be shared with the interview candidate. Another good question to ask is, “What will happen to these results, how long will they remain on file with the company?” Interview candidates should insist that these types of assessments are confidential and steps should be taken to ensure they remain confidential and then disposed of in twelve (12) months. Psychological instruments have a shelf life and individuals are subject to life experiences that over the course of a career can change one’s responses to certain questions and thus change the results. Consequently, future management decisions regarding promotions and reorganizations should not be based on psychological instruments that are five (5) years old, etc. If I were to offer a critical appraisal of retained search firms, it would be the fact that they are very professional on the front end of a search when contacting an individual. But they lack a little professionalism on the back end of the search when they should inform preliminary candidates that they might not be selected for a trip to the client company for successive interviews. Typically, the mode of this behavior is simply to refuse your calls or to stop all communications with previously sourced candidates. The fact of the matter is that it only increases the candidate’s frustration and they become less tolerant of this type of behavior. Remember, if a retained search firm is conducting a search for an individual with an anticipated base salary of $100,000 plus bonus, the placement will generate $33,000 of income to the recruiting firm. Corporations recognizing that this a significant amount of money usually require the search firm to surface at least three (3) candidates in order to form a comparison. Consequently, the job seeker is well advised to keep in mind that the retained search firm, like the contingency firm, works and is paid by the client company and has the interest of the company and themselves as first and only. They do not represent you, the job seeker! After an interview has been arranged, the search consultants will always contact the candidate to ascertain levels of interest, impressions, etc. The candidate will usually be contacted first, and then the client company will be contacted to provide feedback. After receiving feedback from the company, many search consultants will end further communication with the candidate if the company has expressed no interest. Most search firms are reluctant to share any feedback with the candidate as to reasons why there would be no further interest on the company’s part in the candidate. It has been my experience that the candidate is better off negotiating his/her own compensation directly with the employer/decision maker and not using the recruiter as an intermediary. Simply because for negotiations to be highly successful, it requires both parties to effectively read the other side and to avoid communication which could be inadvertently filtered or misread. Here is where your relationship with the search firm ends.

Suggested Opening Paragraphs for Search Firm Cover Letters Dear ____________: (insert contact’s name) Please review my experience and qualifications against your current client search requirements. OR Dear ____________: (insert contact’s name) If in the course of your search assignments you have a requirement for a high powered sales executive, I would be interested in exploring any attractive opportunities. Page 123

OR Dear ____________: (insert contact’s name) I am currently conducting a search for myself in the senior sales and marketing management area of the healthcare industry. Hoping that you may have a client search underway that might be a match with my talents and background, I have enclosed my résumé for your review. OR Dear ____________: (inset contact’s name) If one of your clients is contemplating major business decisions for implementation, possibly my ten (10) years of extensive experience in capital equipment and computers may be of interest to you. OR Dear ___________: (insert contact’s name) When I joined my present company, sales were flat and earnings were declining. Recognizing that better direction and leadership[p were needed, I guided the turnaround of the company, increasing sales from $18 million to $45 million and increasing earnings 555% over the last ten (10) years. I am writing to you because you may have a client whom is seeking a senior manager with experience directing the profitable growth of a manufacturing operation. OR Dear ____________: (inset contact’s name) I am pleased to enclose a copy of my credentials for consideration regarding any search assignments you have undertaken recently in the field of information systems. Therefore, if you have a client who requires management expertise in the mid-range to personal computing systems, including a strong background in software systems, I would be pleased to hear from you. OR Dear _____________: (insert contact’s name) Turning cost centers into profit centers for a $150 million corporation was not an easy task. But it was accomplished! Possibly, one of your clients may be considering the need for such an individual to join their organization. As a Regional Sales Manager, I refocused the market and sales efforts of the region to maximize penetration by …

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Sample Cover Letter to Search Firms and Employment Agencies Full Name 1234 Main Street Anytown, State Zip (123) 456-7890 fullname@yahoo.com

January XX, 2012

Executive Search Agency 123 South River Road New York, NY 20202

Dear Sir or Madam: (Used when you can’t identify a specific person) Perhaps one of your clients is seeking a manufacturing and operations management professional who has successfully reduced costs in both heavy equipment and light appliance operations by over $4,000,000 during the past twenty (20) years. If so, the enclosed material may be of interest to you. (Note: quantified accomplishment) As Manager of Manufacturing Operations for Monroe Manufacturing Corporation, I directed the redesign and modernization of a 150,000 square foot plant which directly resulted in increasing plant output by 909% from $36,400,000 to $40,000,000 without the necessity of additional equipment or manpower. Additionally, I proposed, developed, and implemented the introduction of numeric controlling equipment, both NC and CNC, which resulted in savings of $250,000 in the first year alone. Prior to Monroe Manufacturing Corporation, I successfully completed assignments for Burro Crane, Incorporated, as General Foreman, and Lead Machinist, with supervision responsibilities for 110 employees and a budget of $4,000,000. Under my leadership, production increased by 50%. (Numeric values here stand out) With a B.S. degree in Industrial Management, I am interested in joining and organization—large or small—where my diverse manufacturing management expertise could be utilized. My current salary is $79,300. If you or your client have an interest, I would be pleased to hear from you. (Use your exact salary!) Sincerely,

Full Name Enclosure

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Search Firm and Employment Agency Recap You can stop now and write your cover letter to employment agencies. As you write the letter, keep in mind the following tips: 1.

Be direct and quantify accomplishments as you did in your cover letter to corporations.

Do not attempt to be cute or drastically different in your letter. These individuals receive hundreds of letters a day and they will know a straightforward, results oriented cover letter when they see it.

Always indicate the exact amount of your most recent compensation in your letters to search firms or employment agencies. Refer to the preceding letter for an example of this. Remember this number can (and probably will) be verified.

Keep in mind that search consultants are not guidance counselors or career advisors. They are businesspeople seeking to earn a fee upon the successful placement of a candidate. I strongly recommend against using the “spray and pray” technique. This technique indicates that you are not focused and really have no idea what you are looking for. “Spray and pray” typically has a paragraph that reads “I am seeking a worthwhile human resources or line management position in a medium to large sized company. Twelve years of broad and diversified experience qualify me for such a position.” This actual opening paragraph in a cover letter to search firms indicates the person is “spraying” him/herself across different functions in the mistaken belief this will increase their chances for an interview. They don’t know where they want to go, and are “praying” that the search firm will select the appropriate opportunities.

A Word about Negotiations Before you negotiate, make sure you can answer each of these questions in your favor: 1.

Are you confident that you are negotiating with the person who is empowered to make the decision you want made?

Do you know your 'bottom line'? Do you know which issues are most important to you, and which are 'on the table' from the other person's perspective?

Can you justify your position for each issue you want addressed? Do you know why you need it?

Have you thought about what the company wants out of this negotiation?

What will you do if you do NOT get what you want out of this negotiation?

Do you know what would be a 'fair offer'?

Do you know who else (in addition to the person you're negotiating with) needs to sign off on any agreement made In this negotiation?

Are there any issues between you and the person you're negotiating with that might affect the outcome (positively OR negatively)?

Do you have a written plan (agenda) for the meeting?

10. Can you demonstrate your value to this organization? Negotiating the Offer The salary question can arise anytime during a job interview. It can even arise during the initial application process or during a telephone screening interview when you are asked for your salary history or your salary requirements. When you Page 126

are asked at this initial stage, the employer is usually trying to screen candidates in or out for further consideration based on financial criteria. Premature Salary Discussions If and when the salary question comes up, your best strategy is to postpone the discussion until the very last interview – when you are offered the job. The reason for doing so is simple: you need to know the value of the position, as well as communicate your value to the employer, before you discuss compensation. If you talk about money before you finish this valuation process, you may prematurely undersell yourself or eliminate yourself from further consideration. If, for example, the interviewer asks you, “What are your salary requirements?” the best response is to say, “If you don’t mind, I would rather discuss that issue later, after we’ve had a chance to discuss the requirements for this job and my qualifications.” Alternatively, you can turn the question around be saying, “What do you normally pay someone with my qualifications?” This question may elicit a specific figure or salary range. Even if the figure is low, you will eventually need to discuss other compensation issues such as signing bonuses, stock options, insurance, incentives, and perks that can add considerably to the total compensation package. But this can’t realistically be done until after an offer is made. For now, you’re better off delaying a definitive response to the salary question. A good rule to follow is this: never discuss salary until you have been offered the job. The tendency is for employers to raise the salary question before offering the job because they see salary as a determinant in offering a position. Again, resist this temptation be raising: “Since we are discussing salary, am I to assume you are offering me the position?” If the answer is “yes,” then proceed to negotiate salary. Preparation Many candidates do well in the job interview but falter when it comes to talking about money. Anxious to get a job offer, some candidates accept the first figure an employer offers. As a result, they may undervalue themselves. Since annual salary increments often tend to be based on a percentage of one’s gross salary figure, over time many people may be short-changing themselves by thousands of dollars because they failed to properly negotiate their initial salary. Part of the reluctance to talk about money is cultural – many people were taught not to talk about salaries and thus they are not used to dealing with the specifics of salary and benefits. Part of the problem is the lack of preparation – they do not know what to say and do both before and during the salary negotiation session. With a little preparation, including sample dialogues to overcome any cultural reluctance to discuss money, you should be able to go into the salary negotiation session and come out with a very satisfactory compensation package. Before talking about compensation, you need to do your homework. Like other aspects of the job search, preparation is the key to a successful salary negotiation. The very first thing you need to do in preparation for your salary negotiation session is to determine your market value. After all, how can you intelligently talk about salary unless you first know what both you and the position are worth? You need some hard data so you can talk about the realities of compensation with your perspective employer. Start by seeking answers to these two questions:  

What exactly am I worth in today’s job market? What do others in comparable positions, companies, and communities normally work?

If you are planning to make a community move, you also need to gather information on cost of living differentials. So where are you going to get data on salary comparables? It’s much easier than many people think. Numerous salary surveys are conducted regularly that yield a great deal of salary information. The major sources include the following:

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Government salary surveys: Numerous federal, state, and local government agencies regularly conduct salary surveys. Check with your local library for surveys relevant to your position and industry. A good summary source for many of these government surveys in the annual directory, American Salaries and Wages Survey (Gale Research). Internet sites: Numerous sites on the Internet provide linkages to hundreds of salary surveys. Others sell salary survey information. And still others include interactive salary calculators which primarily compare cost of living differentials between communities. Some of the most popular such sites include: Jobstar.org Salary-surveys.erieri.com

Many of the online employment sites as well as relocation sites include “salary calculators” that enable you to compare how far your current salary will go in other communities that have either a higher or lower standard of living. For example, you may learn that your $60,000 salary in Peoria, Illinois will need to be at least $80,000 in San Francisco just to stay even with the local cost of living. Therefore, when negotiating a salary in San Francisco, consider your last salary to be comparable to $80,000 rather than the $60,000 you actually earned in Peoria. 3.

Professional Associations: Many professional associations conduct annual salary surveys of their members. The data is often broken down by positions, years of experience, geographic location, salary and benefits. Contact your relevant professional association for the latest salary data on their members. This data is often accessed by employers to make sure they are offering competitive compensation. You, too, should have the advantage of this data.

Publications: Many general and specialized publications conduct annual salary surveys which, in turn, are included on the publications’ Web sites. Individuals in the publishing industry, for example, turn to Publishers Weekly’s annual salary survey for information on salary comparables. The Wall Street Journal, Chronicle of Higher Education, Adweek, Fortune, Inc., and Public Relations Journal are just a few of many publications that publish annual salary surveys. Compensation Review also provides lots of useful data on salaries and benefits to keep compensation specialists current within their respective industries.

Personal Survey: You also may want to conduct your own personal salary survey by asking friends, colleagues, and persons outside of your company what the going salary range and benefits are for the position in question. Your personal survey may yield the most valid and useful information for your purposes. Rather than put these people on the spot be asking about their salaries and benefits, approach them by asking this indirect “research” question: “I’m conducting a salary survey to get a better idea of compensation for X position in Y industry in Z community. Would you have some idea of the going salary range and benefits for this position or would you know someone who might have such information?” You may be pleasantly surprised how quickly you’ll get fairly accurate compensation data from this survey question.

Functions, companies, industries, and geography also help to define your market value in more direct ways. A particular position, Human Resource Manager for example, will have a different market value relative to how it is perceived in each of these categories. Ask yourself the following questions:   

 

How is the function viewed (prestige) in each category? What is the size and strength of the organization? How does the organization rate its compensation program? (In developing a total, integrated program a Compensation Manager may place salary ranges for particular positions within a framework of the categories discussed here, then define them as in top third or quadrant, middle third or quadrant, or upper third or quadrant of the average). Is the industry in a state of growth, stasis, or decline? What is the cost of living in the area? (There are many good surveys here, including those published by local and national representatives of the Chamber of Commerce).

If the Human Resource Manager position was perceived as critical to the organization, in a function recognized for its contributions, and at a pivotal moment in the organization’s history, then its market value would be at a premium. Put the same position in an area with a high cost of living, such as California or Massachusetts, and the market value increases Page 128

accordingly. The inverse is also true, however. If the Human Resource Manager position was perceived as a perfunctory one, necessary to fend off lawsuits but an obstacle along the path to profitability – especially in a struggling organization – then the market value would be correspondingly low. Place the position in Mississippi or Oklahoma and the value might decrease even further. If you are unable to get the quality of compensation information you require or if you would like to test your data in a more immediate application, turn to the Internet and your network. There is an abundance of information available in both places, and you can direct it toward your specific interests. For example, a recent client was expecting an offer for a position of Knowledge Specialist. Since this was a new position in an emerging industry, it had yet to appear in any of the published surveys. The client, a Ph.D. from one of the top ten schools in the nation, had an excellent research and product development background, but was not sure if he could carry his current salary in making such a career change. He went back to his network to ask a few additional questions about the value of the job. Not only did he receive some excellent input directly, but one individual referred him to a Knowledge Specialist who had conducted a survey of colleagues across the Internet. Armed with this point of reference, the client was able to negotiate a package that not only met his current salary level but included a future bonus package as well. Strategy The last major step before the negotiating process is to develop a strategy. Make sure whatever approach you take is one that you will be comfortable with and one that is compatible with your personal style. Re-examine your overall goals for both your career and the negotiation process to make certain all priorities are in sync. If you are going to use the position as a bridge to change functions, for example, you will probably want to structure your negotiations in such a way that skills and responsibilities you feel are essential to the next step are brought to the fore. You may accomplish this in a variety of ways: by expanding or emphasizing particular areas of the job description, by constructing bonuses or incentives tied to these areas, by laying the ground work for future movement, or by linking frequent performance reviews and salary actions to critical skills and responsibilities. Remember you are not alone in the process. There are the proverbial two sides to every story, and you need to recognize the employer’s needs as well as your own. Be prepared for the obligatory give and take. Try to anticipate an employer’s questions and concerns. Prepare responses; run through a number of hypothetical situations, so you may be as confident and comfortable as possible. It is often a good idea to practice saying your responses aloud. Certainly, the last thing you would want to happen is to have some kind of breakdown between what you are thinking and what you want to say; you neither want to be misunderstood nor misrepresented. What you will be engaged in is a dialogue. The more prepared you are, the more fluid and adaptable you will be as the dialogue unfolds. Dialogue Timing is critical. Both parties will want to choose the optimum time to negotiate. You will, of course, want to negotiate when you have the most momentum: when the employer is more desirous of purchasing your services. On the other hand, the potential employer will want to negotiate when you are in the weakest position and a variety of potential employees are still in the running for the position. That is why you want to negotiate at the moment the position is offered, while the employer wants to address salary issues at the beginning of the first interview (or before, as in a request in an advertisement to state salary requirements or salary history). In the early stages of the first interview, the interviewer has little or no commitment to you and holds a dominant position. Even during the initial screening interview, you can expect a series of questions which will try to pinpoint your compensation expectations in order to determine if you fit into the company salary structure. Your most effective strategy at this point revolves around deferring all salary discussions until a position has been tendered, while assuring the interviewer that compensation would not be a problem; moreover, you would like to demonstrate what you can do for the organization; and you would like to explore the possibilities of a match in greater detail. When you are asked such questions, make certain your responses are consistent in terms of tone, level of sophistication, and point of reference with your personality and overall delivery. Some possible questions you may encounter, as well as potential responses, would include the following: Question:

What kind of salary are you looking for? How much do you want to make? What income do you expect? Page 129

Answer:

Well, Mr. Andrews, at this point, I’m very flexible. If we determine there’s a good fit here, I’m sure we’ll be able to work out a very reasonable agreement. I’d appreciate it if we could just postpone those discussions for now; and once we agree on a fit, I’m sure we’ll be able to work out the rest. Can you tell me more about the position? What are you looking for in the ideal candidate?

Question:

What did you make in your last (present) position?

Answer:

I’m not at liberty to discuss that. I’ve made an agreement not to discuss salary, benefits, or any policies of that position. (Use this, of course, only if you have made such an agreement). I’m sure you can respect my loyalty in that regard. But anyway, I’m flexible, and I’m sure we can work something out after we determine if there is a good fit here. Can you tell me what a typical day would be like?

Question:

You’ll need to give me some idea what you expect, so we can see if we’re in the ballpark here. What’s the minimum you’d accept?

Answer:

Well, Mr. Andrews, I’m trying to remain very open minded and flexible on that issue, but I can see how important it is to you to determine a ballpark figure. (Pause) Tell you what. You have a better idea of the overall value this position has for the company than I do, and I’m sure there’s a range established that we’ll both have to live with. If you would give me some idea of what the range is, I’ll be glad to tell you if I’m interested in discussing the position any further.

Question:

(Whatever they say…)

Answer:

Certainly I’m interested in continuing discussions on that basis. Tell me a little more about your expectations.

Question:

What would it take to bring you on board?

Answer:

Is that an offer?

Question:

Yes.

Answer:

Well, what range did you have in mind?

The overall success of your negotiations is also dependent upon creating the optimum environment. You need to be confident and articulate yet relaxed. Put the interviewer at ease. Remember, the negotiating arena knows few experts, and the interviewer may be a novice in the field. The greater the level of comfort you can establish here, the greater the possibility of reward later. Recognize the interviewer, not only in terms of success but in relation to position and function. Recognize the interviewers, as Henry James would of writers, their doneé. Know what is their “given.” For example, the range of reference points – and, of course, questions and approaches – may differ wildly depending upon the interviewer’s function and position in the company. As a rule of thumb, the higher the position and the closer to your function, the greater the possibility of you achieving your negotiation objectives, because the interviewer will have a better understanding of what you bring to the table as well as a greater control over budgetary impact. In the first interview scenario discussed above, the dynamics would probably be quite different if the questions were posed by a Human Resources Manager or Sales Manager. In the former instance, the HR Manager is probably referring to a barometer to determine if you could fit the appropriate category for position, years of experience, and salary. If you apparently did not fit, you would be screened out of the process. Further, unless you were applying for a Human Resources position, you could probably assume that the interviewer was not an expert in your field and your strongest arguments for the position would be greatly diminished. On the other hand, if the interviewer were the hiring manager in a specific function, you might anticipate greater flexibility in salary issues and a clearer understanding of what you bring to the table. As a result, you could marshal your most compelling arguments (and to a more sympathetic ear) to advance to the next round of interviews, to defer further discussion of compensation, and to enhance your negotiating position. Page 130

Win-Win Strategies Regardless of the interviewer’s position, however, you should always try to create a win-win atmosphere. Approach negotiations as a collaborative effort. Don’t forget you are negotiating with an individual(s) with whom you will be working – often with the person who will be your direct manager. It is not the time to play hardball, but it is the time to lay the foundation for open communication and long-term growth. You have the opportunity to set yourself up for failure by being confrontational or for success by working as a team and creating the type of harmony the Japanese refer to as wa. On a practical level, eschew the use of antithetical personal pronouns and other dichotomies that emphasize the differences between both parties. Try to bridge gaps and foster a sense of mutual purpose. Use “we,” for example, rather than the “I/You” split that emphasizes your positions on opposite sides of the negotiating table. You will find this much more beneficial in the long term. For example, let’s assume that the negotiation dialogue had followed all the positive, collaborative criteria we have discussed so far, yet you still had come to an impasse on salary and remained ten thousand dollars apart. At this point you certainly do not want the negotiations to break down. Presenting a viable option or compromise would probably allow the process to continue, but it would be up to you to take the next step. You might suggest, “What if we looked at some other options,” and direct the negotiations to other compensation areas such as incentives, bonuses, or perquisites. (Refer to the Negotiation Checklist at the end of this chapter for an overview of compensation possibilities). Or if there appears to be no income options, examine issues of vacations or reviews. A good compromise position is to propose a six month and twelve month performance review and salary action in place of the typical annual one. But again, make certain to emphasize mutual benefit and commitment: “What if we look at…” If you review our discussion so far, you will note that there have been a great number of references to the personalities involved. It is not an accident. Negotiations occur in real time and in real space, not in some abstract vacuum. For each individual – you and the company representative(s) – brings to the process particular emotional vested interests that could have a profound effect upon the overall negotiations. Consequently, you must be totally aware of where your emotional issues lay and strive to identify those of the interviewer. Try to put yourself in the interviewer’s position. Are there any identifiable elements of stress? Is the company struggling under any immediate production or delivery timetables that would pressure the interviewer to bring the process to a quick resolution? Has a previous candidate turned down the offer or proven to be an unfortunate choice once on the job? If so, the interviewer may be placed in a must close situation or, at least, in a position where the competitive edge may fall to you. Once you have identified the interviewer’s emotional issues, integrate them into the negotiation process as you earlier incorporated your knowledge of the company’s problems into your argument that you were the perfect fit for the position. Do not dwell on them, making them appear significant obstacles; rather, use them as a platform to re-emphasize your value to the organization and to improve your bargaining stance. For example, if you recognize time to be a critical element for the interviewer (“We need someone to start next week”) and a negotiable one for you, try to meet the company’s deadlines. It will take the pressure off the interviewer, demonstrate your ability to work with others, and increase your chances of negotiating something else. Do not forget, however, that you too have emotional issues that could affect the dynamics of the process. Hopefully, you have identified these far in advance of actual negotiations. At any rate, review your priorities and preparation. Make sure all elements are part of a cohesive, comprehensive strategy. Recognize how you would react if certain sensitive issues were brought up. Prepare responses (while remaining flexible), and practice articulating them to avoid stumbling and compromising your position. For example, health insurance may be a pressing issue with you. If there are family or personal medical situations that make this benefit imperative to you, it is likely that your response here would be an emotional one. Try not to let your feelings throw the negotiation process out of balance. The more time you spend on this subject – particularly if you make Page 131

it a pivotal during negotiations – the less likely you are to achieve other compensation goals. Objectify the process; do not be standard throughout an organization – you may negotiate COBRA payments or enrollment periods. If you frequently return to this issue, you may gain a point (that was given anyway) only to concede others later. Focus on the Big Picture You should always, as the example above illustrates, keep in mind the big picture – the entire compensation package. It’s easy to get obsessed with a part and lose track of the whole. The history of real estate transactions is littered with cases of individuals who lost an opportunity to negotiate thousands of dollars off the price of a home for the privilege of retaining the rights to an $800 chandelier. Do not fall into the same trap. Examine the compensation package in total. Establish a general monetary and critical value for the whole as well as each part; specifically, isolate all the components and determine the value of each – not only on the open market but to you personally. For example, if a company has a 100%tuition reimbursement policy, its market value could be worth thousands of dollars per year depending on the college or university, number and level of classes. If you intend to pursue your formal education, this would be an exciting benefit whose value to you would be at least equal to that of the market and perhaps greater if it proved to be both an incentive and a springboard to career growth. On the other hand, if you choose not to take any classes, its value to you would be zero regardless of what it would bear on the market. In either case, the dynamics of the process would be affected and you would have to make certain once again your strategy and priorities were in sync with your overall approach. A central element in maintaining a larger perspective is understanding the ebb and flow of the negotiation process itself. Remember, this is not a union negotiation session where you would be negotiating line item by line item. You must choose your battles carefully. Not every item will be negotiated. Keep the items you perceive as critical in the foreground; place the rest in the background or drop them altogether. One of the most important elements of choosing your battles in knowing which ones may even be fought. The first step here is to refer back to the entire compensation package to determine which items have the potential to be negotiated. Most benefits are standardized and offered to all employees equally; these cannot be negotiated. You will want to keep in mind precisely what they are, however, so you can plan a negotiating strategy. On the other hand, many of the items in a compensation package can be negotiated. As a rule of thumb, most of the entries under the following headings in the Negotiation Checklist may be negotiable: Basis Compensation Issues, Vacation and Time Issues, Perquisites, Relocation Expenses, Home Office Options or Tele-Commuting, and (for senior executives) Severance Packages. Again, keep in mind that you will not be negotiating each line item but only those that fit your strategy and the unfolding of your personal negotiations. Be very careful with language; it is often as important how you say something as it is what you say. Our earlier comments on creating the optimum atmosphere and recognizing emotional issues are critical here. You will want to be sensitive to tone as well as to the denotation and connotation of words. For example, the word “contract” has a very strong connotation and conjures up visions of liability, control, and restraint. Yet you could often acquire the benefits of a written agreement without ever threatening the progress of the negotiations simply by avoiding the term “contract.” Rather, after you have completed the negotiations and before you have accepted the position, you might say, “Everything sounds great. If you don’t mind, send me a copy of what we agreed upon. I’ll look it over and we can finalize things then.” This tact would appear personable and professional without seeming litigious and would essentially accomplish the same result as a “contract.” Once the negotiations have started, begin with a discussion of base salary. Try to get the interviewer to name the first figure. This will not only give you a specific point of reference, but it will also give you the stronger position with the most negotiating options. The interviewer has in effect, been bound on one side and has limited flexibility. You, conversely, still have all options available to you. Salespersons, rug dealers, negotiators, all would agree: “The first to speak is the first to lose.” When the initial figure is named, repeat it to make sure there is no confusion about this number. Once agreement is acknowledged, respond with silence. At this juncture, you strongest negotiating toll is silence. Most individuals are uncomfortable with the pause and will want to fill the space, particularly if the pause is extended. Thirty seconds is a good benchmark. If the interviewer breaks the silence it’s frequently at increase the offer. Though the process cannot go on for indefinitely, you may want to repeat it once more to see if you can increase the offer again. Page 132

Soon, however, you must respond with a number. To maintain your flexibility, work with a range when you have to respond with a number. If the interviewer, for example, has offered you $68,000, your counter may be something “approaching $80,000.” At this point the interviewer would probably focus on $80,000, yet the number could really represent a vast range. You may choose instead to imply a range or state a specific range: the “mid-seventies,” for example, or “$74,000 to $78,000.” In each case, you have avoided a level of specificity that would tie you to a specific number, and you have retained your flexibility. Remember, that whatever your market value, you still must fit within the employer’s salary structure. These two issues, market value and salary structure, should be integrated in order for there to be an ideal fit. Naturally, you would want the employer’s range to meet or exceed the upper limit of your market value, though it is also possible that the range may be low to middle – or even below – market value. This is a point at which you must reflect once again upon the match – goals, environment, possibilities, and compensation package – to reassure yourself of the fit. Consider Options If you believe the offer is not in an acceptable range and the employer’s salary structure is out of sync with the market value, you will want to explore other options with the employer. You may, for instance, look at the job title and how it corresponds to the pay grade. It may be possible to upgrade the job title – and, hence, the compensation – without upsetting the employer’s salary structure; certainly a winning situation for both parties. Similarly, you may want to explore expanding the range of authority and responsibility for the position as a manner of enhancing compensation while maintaining the balance inherent in a salary structure. You will want to get the best compensation package possible that is both fair and quitable. It is, of course, the purpose of the negotiations. However, you must be careful throughout the process to keep the negotiations positive and upbeat. If the potential employer feels cornered, you may get the money you demanded, but it may be difficult to recreate the feeling of cooperation necessary to be at peak effectiveness on the job. In the worst possible scenario you could even be set up for failure by being given a set of performance goals that would be impossible to achieve. Likewise, and here recognition of the employer’s salary structure is critical, you would not want your salary to become an albatross, crippling your chances for growth, movement, and longevity in the company. If you cannot justify your compensation you should not be paid it. Consider the following scenario: An Operations Manager has held the same position in a large corporation for the past ten years. The corporation is going through a period of streamlining budgets and staff reductions. Though the Vice President (Operations Manager’s boss) would very much like to keep the Operations Manager, the contingencies of the budget argue against it. In an attempt to save the position the Vice President calls the Operations Manager in and asks bluntly for a justification of his salary. “John, you know the kind of budget crunch we’re under. I’m getting pressure from above to reduce salaries, and I have been looking yours over. You are making 75% more than when you were first promoted. I want to keep you on – I believe we work well together – but I need something concrete to take to the President. Prove to me you are 75% better than when you started, and I’ll have a solid argument for the budget.” Seldom would you see a situation so baldly stated, yet it crystallizes a critical point. If, in fact, the Operations Manager could not argue the point cogently and forcefully, there would be essentially no option but outplacement or executive clemency. If you place yourself in a position of relying on corporate goodwill, you would be wise to avoid anyone who offers to sell you a piece of the Brooklyn Bridge. Once salary issues are decided or tabled, begin to explore the possibilities of performance bonuses and / or incentives. Inherent in each of these situations is a verification of your compensation; you will not receive any additional monies unless you have achieved your goals which, in turn, are linked to corporate objectives. When you are looking at bonuses and incentives, make sure you tie them to items you directly affect. If, for example, you are hired as a Materials Manager and one of your responsibilities is inventory, try to connect incentives to bottom line issues such as inventory reduction. Perhaps, you would be hired to institute LEAN initiatives by January 1. Should you expect a bonus if you accomplished your goal? No, because that is what you were hired to do. However, if the company gained some competitive advantage by converting to the system earlier, you would want to link that possibility to A BONUS. So, if you hit your objective by December 1, you would like a bonus; by November 1, a larger bonus; by October 1, something pretty significant. Page 133

“Something pretty significant” sounds exciting, but you would, of course, want to be much more specific. Determining how and when a bonus will be paid, how it will be set up, and how it will be measured are critical aspects of the negotiation process. In terms of payment, most individuals would prefer their remuneration to be based on percentages rather than fixed amounts, because there would be a greater chance for a strong upside. Conversely, most companies are hesitant to pay from percentages unless there is a higher than normal risk or unless the organization can also expect a significant payoff. In our Materials Management example, you would want to try to get an inventory reduction incentive based on percentages, though you should be aware this would be very difficult to “sell.” Your argument for the percentages would be most apt to be received if: (1) the company were experiencing cash flow problems due to excess out of date inventory; (2) the company had a history of incentivizing pay; and/or (3) you made an excellent case for your proposal, citing specific issues, measurements, and strategies – particularly in terms of the benefits to the company. Even if the company were reluctant to offer a percentage based incentive, it would seem an ideal time – as in the LEAN scenario above – to negotiate a fixed amount bonus. Regardless of how an incentive is paid, you would want both the pay periods and measurements to occur as frequently as possible. The more opportunities you have to reach your incentives, the more opportunities you will have to increase your income. If you were approaching bonuses based on annualized performance (this is the way most bonuses are structured) you would not receive a bonus for the year due to an unfortunate turn of events in the final quarter. On the other hand, if you had tied the bonuses to quarterly performance you could anticipate payouts for the first, second, and third quarters. Further, if you have linked bonuses to even shorter time frames, months for instance, you could increase the possibility of payout even more often. If you have agreed in principal to what the incentives are linked to and how the compensation is to be based, you should proceed to the next level of detail – measurements. For example, if you were to be paid a sales commission, would it be based on the number of sales? New sales? Total Revenues? Profit? New markets? Specific products? The possibilities are nearly infinite. If the discussion becomes more complicated than you originally anticipated, it is not a problem. You must be certain that both you and the potential employer are in full agreement on each point. The extra time and care spent here will help avoid any confusion, misunderstandings, or bad feelings in the future. Remember, you are also building a long term business partnership with the potential employer. Always keep your focus positive and your attitude professional. Recap, Evaluate, and Query Be sure to recap at this juncture to make certain you have covered all your priorities. Review the agreement in its entirety to make sure both parties understand all aspects of the discussion. You may want to do this mentally if you believe everything is perfectly clear, verbally if you want to double check any item or get additional buy-in on particular points (not a bad idea). Though you need to be prepared to agree in principle to the offer, it is not yet time to make a final commitment. Now that you are clear on every point, it is time to evaluate the offer. Ask yourself the following questions:       

Are your compensation objectives met? Are there opportunities to advance your income? Are your career goals achieved or achievable? Are you able to begin on a positive footing? Is there room to grow and develop? Is there a platform for free and open communication? Have you set up a time to outline your goals and performance issues?

If there are any unanswered questions, this is the appropriate time to pursue answers. If all you evaluation concerns have been addressed, it is time to proceed. However, be sensitive to any indications of anxiety on the part of the employer. It sometimes happens that there is a sense of “buyer’s remorse.” Don’t let this happen; resell yourself. In fact, this is a critical aspect of the negotiations and should be used throughout, especially when you appear to have reached an impasse. There should never be any doubt as to what you could do for the employer.

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Once there is agreement on all aspects of the offer, you need to ask for the offer in writing. In general, you will want the offer in writing if:   

You have negotiated anything out of the normal realm You are relocating You have negotiated a particularly complex agreement

There is seldom any difficulty in obtaining a positive response to this request since most employers are eager to wrap up at this point. It is, after all, a serious business agreement, and few individuals would proceed in a business relationship without some sort of documentation. Do not, however, accept the offer at this time. Ask for at least 24 hours to respond; this will give you plenty of time to analyze the offer and reflect on the possibilities. If you have other opportunities evolving, you may want to ask for more time, so you will have the potential to bring other offers simultaneously to the fore. In fact, the time issue is probably the last item you will negotiate. Perhaps the most difficult element of negotiating now becomes critical. Implied throughout the process was your willingness to walk away from the deal. Up to this point in the discussion, we have been assuming a tentative agreement has been reached. However, it is also possible that the offer as stands may be unacceptable. You must be prepared, in either case, to say “no” to the offer. Keep in mind tact, diplomacy, and professionalism; you never want to burn any bridges. If you are not willing to take this step, you can never really negotiate, because you have not empowered yourself to embrace the full range of decision making responsibility. Evaluate the offer when you get home. Once removed from the emotion of the negotiations you can analyze the offer more objectively. You need to be as clear as possible about the decision. Discuss it with your family; if all members are not willing to go forward, you can assume problems will surface at a later date. For example, relocation, travel, and time expectations are often minimized in the excitement of the offer. However, once you are settled in the new position, novelty gives way to reality. The strain on the family will begin to surface in many stressful ways unless all are committed to the move. Occasionally, individuals have found themselves six months after accepting an offer facing an ultimatum: job or family. One final caution should be added. If you are either between positions or terribly unhappy with your current one, you can expect the emotion of the moment to be great. As we discussed earlier, you need to identify where your particular emotional issues lay. If this is one, don’t let your heart rule your head; control the decision making process. Do not leap to any unacceptable offer simply to avoid an unpleasant situation. Ask yourself one final time the same evaluative questions we presented earlier. A “yes” response to all of the questions is a clear indication you should accept the offer. If you would have to give negative responses to a few, then you would have to get together with the potential employer one final time to iron out the differences. Finally, if you would answer “no” to all or most, the offer is clearly an unacceptable one and should be considered only as a short term, cash flow solution. In the end, negotiating is an art and a process. While there are many guidelines to follow and options to explore, don’t expect guarantees. If you keep in mind the big picture, the need for mutual cooperation, and the willingness to be flexible, you should be successful. And success here is critical, because it lays the foundation for career fulfillment – in both the short and long terms. Sample Negotiation Dialogue Assumptions: The potential employee, John, has done his research and knows the salary range for the position to be between $92,000 and $96,000. Throughout the interviewing process he has been very clear regarding the positive impact he can have on the organization. Likewise, he has built an atmosphere of confidence and professionalism with an emphasis on mutual benefit and cooperation. The decision maker, Susan, will be John’s boss should he decide to accept the offer and begin working in the Organization. Susan:

Well John, I believe we have an excellent match here, and I’m prepared to make you an offer. Quite frankly, I’m looking for real strong contributions from you and am willing to pay you accordingly… How

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does $75,000 sound? (wants to close the deal; hence, she makes an offer that she believes is both fair and high, indicating her reluctance to move little, if at all, while implying a limit). John:

$75,000? (Wants to clarify the number. There cannot be a miscommunication at this point).

Susan:

Yes. (Reassures and clarifies, keeping a positive focus).

John:

(Thoughtful pause, 30 seconds. Attempts to question without verbally doing so. Creates a pattern of give and take within the assumed time framework . . .again, without speaking. Conveys thoughtfulness and professionalism as well as concern for the amount suggested).

Susan:

(Breaking the silence). Tell you what; let’s get things started on the right foot. I think I can go up to $77,500. It may be pushing the envelope a bit, but I’m willing to go the extra mile for the extra value. (Feels a bit uncomfortable with the silence. Assumes no response means the offer is unacceptable. Wants to fill the quite space, be reassuring, and keep things moving in a positive direction).

John:

$77,500? (Makes sure the figure is clear).

Susan:

Absolutely. (Maintains upbeat posture. After all, she has just given John a raise.

John:

(Thoughtful pause. Wants to maintain the momentum without seeming aloof or patronizing. Recognizes the worth of repeating the process. This time great sensitivity is needed to be in tune with the dynamics of the situation. If Susan seems a bit put off, it would certainly not be attempted).

Susan:

(Breaking in). John, you’re not saying much. What have you got on your mind? (Thinks things may be getting drifty. Does not want to lose control of the interview. Takes initiative. Needs to clarify John’s position).

John:

It’s an interesting offer, but considering the scope of the position, I was expecting something in, say, the mid $80’s. I can be flexible, though. Let’s see what we can work out. (Has successfully moved the bottom line up $2,500. By employing effective pauses, has negotiated without naming a figure. John’s next number will be his first, though Susan has already cited two figures. John needs to give a point of reference. Something general will allow him optimal flexibility. Needs to communicate flexibility and cooperation. Makes it seem to be a mutual problem that is easy to solve).

Susan:

It’s going to be hard to do much else. Remember, we have an excellent benefits package: a matching 401(k), vacation – you will have two weeks after the first year – and a medical plan that includes dental, vision, and prescription. (Recognizes she is at, probably the end of the salary she can offer. Wants to placate with something. Emphasizes all the benefits to make the offer appear more enticing. Appears to give something without doing more than presenting the givens).

John:

I agree; the benefits are comprehensive. I do have a question about them, but first I’d like to return to something you mentioned a moment ago – extra value. I am excited about the opportunity, and I’ve got to tell you, I think we do have a match. I can bring extra value to the table by creating a positive impact on your bottom line while improving morale here. Everywhere I’ve been I have been able to reduce costs by at least 15% while reducing turnover…and I intend to do the same for you. (Understands the lines that are being drawn. Will want to return to the vacation issue, so alludes to a concern. Wants to settle all monetary issues first. Needs to resell himself in order for the company to feel good about his real value and the organization’s potential ROI. Reinforces the mutual bond and benefits).

Susan:

We certainly believe you can. (Reassures. The dynamics are constantly shifting in subtle ways. Follows the flow, taking a strong turn toward closure).

John:

We’re both anxious to work this out. I do have a few concerns, but again, I can be flexible. What if we just split the difference? (Reassures. Presents an option that appears to be win-win. Drives the momentum). Page 136

Susan:

Tell you what John; I can go to $78,500, but that will be the limit. (Wants to continue the movement toward closure. Recognizes the benefit of giving something back, but also knows the limits of the salary structure. Another $1,000 would be a very positive gesture and help build a strong bond of cooperation, helping to put the company in a much better light. Understands she needs to bring John into the company).

John:

Well. Let’s see what we can do with some incentive options that might make it possible to get a little nearer to the center. (Moves toward the center, but would like to get the income potential closer to a mid-point. Needs to present an alternative, particularly one that is performance based, thus creating a win-win solution).

Susan:

What did you have in mind? (Doesn’t want to lose the momentum or the deal. No harm in exploring options. Begins to think of precedents).

John:

Let’s look at cost issues. As we discussed in our previous interview, there will be a specific operating budget under my control; is that correct? (Gets initial buy-in. Isolates key issues and area of impact).

Susan:

Yes. (Willing to proceed; probably feeling a little uncertain where the conversation will go. Remains anxious to work things out).

John:

What if we looked at a $500 bonus for each quarter I came in more than 2% under budget? (Perceives this as last opportunity to grow the potential income. Assumes the company is near its compensation limit. Needs to specify production and payment parameters. Chooses straight payment rather than a percentage to give the company more certainty and a specific cap).

Susan:

Hmm. I think we might be able to do that. (Parameters are clear. Understands the only way additional monies are paid out is if the company profits financially. Performs some quick math, seems reasonable. Looks like a good, mutually beneficial situation).

John:

OK. One final thing. You mentioned a two week vacation after a year. Frankly, Susan, I’m accustomed to four weeks, but I appreciate your going out on a limb a bit for me on some of the monetary issues, so I’m willing to take a little less time than I received in the past. Could we make it two weeks within the first year and three weeks after that? It is an important issue to me. (Returns to the one issue left hanging. Knows he needs to wrap things up. Uses previous compensation package to emphasize expectations. Does not want problems at this point. Reassures by demonstrating appreciation for all that has been done to this point while reiterating the importance of this final issue. Note: no actual money would be exchange here).

Susan:

All right, John. So, we have a deal? (Wants to acknowledge what is important. Can always work out some vacation scheme. Looks like a good compromise, but will go no further. Wants closure. Asks a question to get agreement).

John:

Everything sounds great Susan. If you don’t mind, just write up what we agreed to, email it to me and we can wrap things up. (Recognizes the need to put the offer in writing since there are some unusual aspects to the offer. May have to clarify exactly how the incentives will be measured, but that can be easily handled after reading over the offer. Wants to be a positive and reassuring as possible).

Susan:

Sounds good. I’ll put something on paper and get it to you within a couple days. (moves toward closure in a positive way).

John:

I’d appreciate it. Thanks again, Susan. This entire discussion reaffirms my belief in the organization. I’m really looking forward to becoming part of it. (Maintains positive approach; shows appreciation; and resells the company on the match).

Susan:

We are too. Don’t forget to call when you receive the offer. (Reaffirms company position and makes sure next step is clear, so the offer can be finalized). Page 137

John:

No problem. (Follow-up is clear. Everyone is positive. The groundwork is laid for a successful relationship with the company, and the compensation goals have been met. Overall, it is a win-win situation).

Checklist of Compensation Options Basic Compensation Issues Item

 

Base Salary Commissions

 

Corporate Profit Sharing Personal Performance Bonuses/Incentives



Equity Position

  

Cost of Living Adjustment Performance Reviews Signing Bonus

Comments Automatic or only at times? Be sure there is agreement on how they will be measured, how often they will be paid, and how they will be calculated (e.g. net or gross). Vesting schedule? Tied to organizational level? Be sure there is agreement on how they will be measured, how they will be measured, how often they will be paid, and how they will be calculated. Specify this carefully, especially time schedule and percentages. Independent of reviews? How often paid? Anniversary date of corporate schedule? Especially if bonuses/incentives for current company are lost.

Health Benefits         

Medical Insurance Dental Insurance Vision Insurance Prescription Package Life Insurance Accidental Death & Disability Insurance Periodic Medical examinations Assistance Programs (EAP’s) Pregnancy Package

See general comments below.

Can it be carried over after leaving the company?

Determine how much you’ll have to pay in these areas: What portion of your health insurance? What are the deductibles and co-insurance provisions? What are the limits of the coverage? (e.g. consider mental health issues). What do you pay for office visits under a health maintenance organization? At what age are medical exams provided? How frequently? Vacation and Time off Issues        

Vacation Time Sick Days Personal Time Holidays Flex Time Compensatory Time Paternity/Maternity Time Family Leave

How much vacation time and when are you eligible? Accrued or automatic? What if you use more? Can it be accumulated from year to year? Which are set? Any floating? How is it defined? How is it tracked? Generally accepted? FMLA policy?

Retirement-Oriented Benefits     

Defined-Benefit Plan 401 (k) Plan Deferred Compensation Savings Plans Stock-Purchase Plan

What is the vesting schedule? What is the limit of personal contributions? Of company contribution?

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  

Stock Bonus Stock Options Ownership/Equity

Tied to income? Longevity? Position? Percentages? Graduated over time? Personal or Company contributions? Buy-out? Options?

Education  

Professional Continuing Education Tuition Reimbursement for Yourself or Your Children

Percent or total paid? How long?

Compensatory Pay During Active Duty National Guard

Problem getting time off?

Military  

Perquisites  

Cellular Phone Company Car or Mileage Reimbursement

               

Expense Accounts Liberalization of Business-Related Expenses Child Care Cafeteria Privileges Executive Dining Room Privileges First-Class Hotels First-Class Air Travel Personal Use of Frequent-Flyer Awards Convention Participation: Professionally Related Parking Paid Travel for Spouse Professional Association Memberships Athletic Club Memberships Social Club Memberships Use of Company-Owned Facilities Executive Office

  

Lap-top Computers Private Secretary Employee Discounts

Provided or reimburse? If provided, personal use? If provided, Personal use? If reimbursed, what rate? Insurance? Limits? In-house? Family or guests included? Family included? Who arranges? Who arranges Limited by time or number?

Problem getting time off?

Does this extend to family? What are the parameters of staff support? Or technical and material support?

Relocation Expenses      

Direct Moving Expenses Moving Costs for Unusual Property Trips to Find Suitable Housing Loss on Sale of Present Home or Lease Termination Housing-Cost Differential Between Cities Mortgage-Rate Differential

 

Mortgage Fees and Closing Costs Temporary Dual Housing

Actual or flat allowance? Choose movers? Works of art, pianos, antique furniture, etc. Expenses for self and spouse? Will company purchase my house? Use relocation guide, cost of living indexes? Try for three years, enough time to get into the economic cycle of the community. Total or percent? Your choice of vendor? How long will company pay for one or both residences? Page 139

         

Trips Home During Dual Residency Real Estate Fees Utility Hookup Drapes/Carpet Appliance Installation Auto/Pet Shipping Signing Bonus for Incidental Expenses Addition Meals Expense Account Bridge Loan While Owning Two Homes Outplacement Assistance for Spouse

Determine frequency and limit

Who chooses?

Home Office Options 

Personal Computer

       

Internet Access Copier Financial Planning Assistance Separate Phone Line Separate Fax Line CPA/Tax Assistance Incidental/Support Office Functions Office Supplies

In each instance in Home Office Options determine whether they furnish or you will bill back. Home as well as office?

Severance Packages (Parachutes) 

Base Salary



Bonuses/Incentives

 

Non-Compete Clause Stock/Equity

  

Outplacement Voicemail Access Statement (letter) of explanation of why you left Vacation Reimbursement Health Benefits 401(K) Contributions

  

At the executive level six months to one year is generally appropriate. On rare occasions it could extend to a multi-year payout and/or be tied to retirement. At other levels one or two weeks’ pay for every year of service to the organization is more common. In all cases consider the tax implications of lump sum versus extended payouts. Ideally projected for the entire year; otherwise attempt to have them prorated. Negotiate time as well as compensation. Need to be sold? How soon? At what price and how is price determined? Preferably of your choosing. How long? For a negotiated amount of time. Agreed upon by all parties. Who will handle? From potential employer? Paid, at least, over the same time period as base salary. To continue as long as possible.

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Negotiation Do’s and Don’ts Do’s 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17. 18. 19. 20.

Develop the proper frame of mind. Integrate career and negotiation goals. Know your market value. Develop a negotiating strategy. Recognize the employer’s position as well as your own. Be prepared to be fluid and adaptable. Negotiate when the position is offered. Be confident. Develop a win-win atmosphere. Identify all emotional aspects. Keep the entire compensation package in mind. Determine the real and potential values of your current package. Choose your battles carefully. Have the employer name the first figure. Pause thirty seconds after repeating the initial offer. Establish specific criteria for all bonuses/incentives. Be prepared to walk away from the table. Resell yourself. Request the offer in writing (especially if there are unique aspects). Ask for time (at least 24 hours) to consider an offer before accepting.

Don’ts 1. 2. 3. 4. 5. 6. 7.

Ask, “Is this offer negotiable?” Name the first figure. Accept the first offer. Accept the offer on the spot. Try to negotiate in the first interview. Play “hard ball.” Allow your salary to be an albatross.

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More Phone Script Samples Remember, your phone call is focused on one and only one goal -to set an appointment. Wandering from that focus will serve only to limit your success. While we are not attempting to put words in your mouth, it is important to anticipate and role-play objections or situations you may need to deal with. You will not get every appointment you request but, with practice, you will be successful most of the time. You should be comfortable handling the following types of situations: 1.

If the person you addressed the letter to answers the phone, stay focused on your goal â&#x20AC;&#x201C; "This is ________ I am calling about the letter I sent you last week. Did you receive it? Good. I appreciate the time you took to read it. As I mentioned in my letter, I am beginning a job search and am looking to get advice from people who are respected in our industry. Could we get together for 20 minutes this week so I could pick your brain? Would Wednesday or Thursday be best for you? Morning or afternoon? Thank you so much. I look forward to seeing you then."

If the person does not acknowledge (or remember) getting your letter, paraphrase it for him or her, then ask for the appointment as above. 2. If the person says that he or she sent your letter to Personnel or. HR, try something like: "Please understand that I wrote to you seeking your advice" not a job. I doubt that anyone in Personnel could offer advice nearly as valuable as yours. Could you find twenty minutes so I could 'pick your brain'?" 3.

If the person says that he or she does not have the time to meet with you, try:

"I understand that your time is valuable, and I will honor that by being prepared and concise. I need only twenty minutes. Might that be possible?" Be creative here. Many people would relish an opportunity to meet early for coffee, or make airport-wait time productive. Let him or her know that this is important to you by going out of your way, and he or she is likely to respond in kind. 4. If the person wants to do the interview by phone, try: "That would be helpful, but please understand that part of my goal here is to meet with people face to face and get their input. Would that be possible?" If, in spite of your best efforts, it becomes obvious that a phone meeting is the best you can do, take it! It's better than nothing. As a precaution, always be prepared to do the interview before you make the call. 5. If the person states that he/she can't help you, try: "You certainly know more about your industry/business/whatever than I do. I know your insights would be valuable." If you reach the person's Administrative Assistant, you may encounter the following: 6.

"He/she is out of the office/in a meeting. May I take a message?"

"That would be nice, but I can be difficult to reach. Please let him/her know that I called, and that I will call again later. Can you tell me when might be a good time to reach him/her?" 7.

"May I tell him who is calling? What company are you with?"

"My name is expecting my call."

, and I am calling about the letter I sent him last week. He/she is Page 142

8. "And what is the nature of your call?" "He/she is expecting my call." 9. "He/she is on vacation." "Please let him/her know that I called, and will call again a few days after he/she returns." If you reach the person's voicemail, always leave a message, as follows: 10. "This is ___ . I am sorry I missed you. I will call again tomorrow between 10am and noon. If you would like to reach me in the meantime, my number is ___________ ." Telling the person when you will call again maintains the gradual approach, and allows you to say "He/she is expecting my call" if you get the assistant on the return call. If you choose to call without sending a letter, use the same format on the next page.     

Identify yourself and why you are calling, Tell them you are on a career search and that you don’t expect they have a job for you. Tell them it’s their advice and direction (industry information) that you are looking for. Tell them you’ll be prepared and be brief and that you are looking for 15 to 20 minutes of their time. Make the appointment and get off the phone!

If you find yourself presented with a situation not covered here, speak with your Career-Works career advisor.

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Letter Samples

Four-paragraph Approach Letter Warm or Cold JANET REYNOLDS 7571 E. Thomas Street Ellis, WI 53111 920-555-3462 jreynolds7571 @aol.com March 15, 2012 Mr. Johnson Baird AccuBrand Industries, Inc. 1904 N. Industrial Road Ellis, WI 53111 Dear Mr. Baird, John Stanton suggested I contact you because of your expertise in the field of custom manufacturing for the boating industry.** I am on a career search, and have found that seeking the perspective and advice of people like yourself enables me to make better decisions and achieve better results. I am not expecting you to have a job for me; it is your guidance and feedback I am requesting. My passion is customized problem resolution in the marine industry. I am an avid boater, with expertise in both power and sail. I have 'invented' emergency fixes, and relate comfortably to boaters, suppliers, manufacturers, and service providers in the industry. My skills in sales and marketing, relationship building, and creativity have served me well in the food processing industry, and I now desire to marry that experience with my passion for marine products and services. I am exploring my options in Sales in those fields. I would like a brief meeting with you to discuss the marine industry, current and future trends, your personal job background, and how my skills and experience might fit into the industry. I will also be asking for your advice and feedback. I will call you on Thursday, March 20, between 2:00 and 4:00pm to set a convenient time to meet. I will come prepared and be brief, and I look forward to meeting with you. Regards,

Janet Reynolds Letter Sample Notes * You should use this person's first name only if you know him or her personally and would use the first name in person. ** The reference to John Stanton makes this a warm approach letter. If the letter is cold â&#x20AC;&#x201C; i.e., you do NOT have a personal referral from a mutual acquaintance, you need change only this first sentence. Some sample first sentences for cold letters: "I recently read of your promotion in the Business Journal, and would love to hear about your 'secrets of success'." "I am writing to you because of your reputation and experience in the __________

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industry."

Follow-up Letter for Job Interview Follow-up Letter Worksheet 1 The opener to the follow-up letter sets the scene for when you are interviewed, the title of the position you interviewed for and the company name. 2 Gives you the opportunity as the applicant to restate the secret recipe question. In many interview situations, as the applicant, you will meet with multiple individuals. These individuals may be seeking different qualities in the successful candidate. Therefore, you should utilize this letter as a means to assist the decision makers in focusing on the key requirements of the position. Expressed simply, take charge and lead the company to closure in their decision making by crystallizing the requirements for the position. 3 Is your opportunity to address each of the requirements listed in paragraph 2 and resell yourself to the company by giving examples from your past experience which match the requirements stated in the secret recipe question. To be logical and to be consistent, you want to address your examples in paragraph 3 to follow the same order as you listed them in paragraph 2. “A” in paragraph 2 is explained in the first sentence; “B” is illustrated in the second sentence, etc. 4 Gives you the opportunity to ask for the next step, ask for the sale; ask for the position. This is the paragraph where you ask to keep the lines of communication open. Follow-up letter for Job Interview Name Address City, State Zip Telephone Number Email address Date Mr./Ms. Title Company Address City, State/Zip Dear Mr./Ms. ______________, 1 I appreciated the chance to meet with you yesterday to discuss opportunities at _______________________ and your requirements for __________________. 2 You indicated during our meeting that you are looking for someone with previous experience in A__________________________, B_______________________, C______________________, and D_________________________. 3 In my current assignment with _______________, I A___________________, B_______________________, C__________________________, and D___________________________. 4 Again, Mr./Ms.___________, it was a pleasure to talk to you. Please accept this letter as an indication of my interest in __________________________ and the position of ________________________. I would be pleased to continue our discussions at your convenience. Sincerely, Your Name Page 145

Letter Samples T -Letter Response to print ad ALEXANDER SMITH 5555 Sharon Drive Glen Burnie, MD 21061 301-555-0101 alexsmith5555@hotmail.com April 15, 2012 Chicago Tribune #MD7085 PO Box 8585 Chicago, IL 60611 Dear Advertiser, In response to your advertisement in the Chicago Tribune dated April 14, 2012 for Vice President of Manufacturing, please consider the following. YOUR REQUIREMENTS

MY QUALIFICATIONS

Set and make happen aggressive monthly plan.

Over eight years aggressive shipping program/production management experience; PLANNED, SCHEDULED, COORDINATED, EXPEDITED 100+ electronic defense contracts, including shipping schedules.

Bring continuous stream of new products from engineering release to production inventory ready to ship.

COORDINATED/INTEGRATED engineering configuration manufacturing new/prototype and existing designs from release to production stock -delivery in multi-project environment.

Plan and implement a cost reduction program that has major influence on performance.

IMPLEMENTED/MONITORED earned value system recovered $1 M loss; INITIATED economies-of-scale production.

I look forward to meeting with you to further discuss this position. Regards,

Alexander Smith

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Letter Samples Follow-up Informational Interview letter â&#x20AC;&#x201C; Phase I ELLEN MORGAN 8370 Elm Street, Apt. 404 McLean, VA 22102 703-555-7704 emorgan@va.rr.com

March 15, 2012

Thomas Woodward Attorney-at-Law P. 0. Box 2141 Washington, D.C. 20013-2141

Dear Tom, Please accept my thanks for meeting with me yesterday. Your insights have given me a lot to think about. Your suggestion that I speak with Helen McGrath was very helpful, and I appreciate your referral. I will contact her to schedule a meeting with her in the next few days. Again, thank you for your time and assistance. I will contact you in a month or so to advise you of my progress. If you have any additional ideas in the meantime, please feel free to call or email me. With Thanks,

Ellen Morgan

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Letter Samples Follow-up Informational Interview letter â&#x20AC;&#x201C; Phase II (with Bullet Piece)

Bruce Benson 2102 Yorktown Drive Waukegan, IL 60011 847-555-1149 bensonbruce@vahoo.com

March 18, 2012

Mrs. Stephanie Hudson Health First Care Center 217 N. Armistead Avenue Gurnee, IL 60090

Dear Stephanie, Again, I want to thank you for your time and the insights you shared yesterday. Both of our meetings have been very interesting and productive. I especially appreciated the introduction to Karen, your Director of Nursing. You have been most gracious, and l am grateful. I have been going over in my mind some of the concerns and expectations you and Karen shared with me in our last meeting. I have come up with some perceptions about your current and anticipated needs, as well as my capability to make a positive contribution. This comparison is shown in the enclosed 'Bullet Piece'. I would like to have another brief meeting with you for the purpose of your validating my perceptions. I will call you on Friday morning to arrange a convenient time to meet. Sincerely,

Bruce Benson

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Bullet Piece

Bruce Benson 2102 Yorktown Drive Waukegan, IL 60011 847-555-1149 bensonbruce@yahoo.com March 15, 2012

In the following comparison, I have listed my perception of your current requirements and my qualifications to make a positive contribution.

Health First's Requirements

Bruce Benson Qualifications

Presentation of all monthly and annual reports to the Board of Trustees & other governmental officials.

As Director of Human Services, developed reporting procedures, established financial tracking system, created, designed and presented reports at annual meetings.

Strengthen and enhance Administrative Departments, to include accounting purchasing & other departments as assigned.

Twelve years experience as Vice President of Administration. oversaw Human Resources, accounting, payroll, and purchasing.

Play an integral role in facility expansion efforts, to include accounting, purchasing and other departments as assigned.

Oversaw merger and grand openings of five new facilities and four new departments. Took 67% customer satisfaction rating to 92% within three months of transition.

Establish effective working relationships between departments and clearly communicate objectives to the residents, staff and gain support of the general community.

Three years experience overseeing Development Department. Increased current levels of fundraising by 23% after our first event. Created training program and established cohesive inter-department relationships within two months of taking over the department.

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Letter Samples Letter of Acceptance

MARY CAMPBELL 1317 N. Aspen Road Richland, WI 53999 262-555-9971 mc1317@execpc.com March 15, 2012

Ms. Jennifer Harris Executive Recruiter NELSON CONTROLS, INC. 2835 King Street Beloit, WI 54444

Dear Ms. Harris, It is with pleasure your offer of employment as Systems Analyst for Nelson Controls, Inc., as outlined in the enclosed offer letter, which I have signed. As we agreed, I will report to your office at 8:00am on May 26. I understand that my employment is contingent on the results of a drug test, which will be administered on my first day of work. I look forward to a challenging and rewarding career with Nelson Controls, and to making many positive contributions to the company's mission. Your personal interest and assistance in my employment is greatly appreciated.

Sincerely,

Mary Campbell

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Letter Samples Letter to Decline

MARY CAMPBELL 1317 N. Aspen Road Richland, WI 53999 262-555-9971 mc1317@execpc.com

March 15, 2012

Mr. James Jensen CompuTronics,lnc. 186 Virtual Drive Boyington, WI 53888

Dear Mr. Jensen,

After considerable thought, I have made the decision to not accept your offer of employment as outlined in your letter of March 9, 2012. In view of my positive contacts with you and others at CompuTronics, this has been a very difficult decision. However, I feel that I have made the appropriate decision for this point in my career. Thank you for your time, interest, and consideration. Your confidence in me is sincerely appreciated, and I will always hold you and CompuTronics in high regard.

Sincerely,

Mary Campbell

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Letter Samples Landing Letter

MARY CAMPBELL 1317 N. Aspen Road Richland, WI 53999 262-555-9971 mc1317@execpc.com March 15, 2012

Mary Jane McDermott InfoSystems,lnc. 9055 Systems Road Nashton, WI 53777

Dear Mary Jane,

In the course of my career search, you were often a source of encouragement, ideas, and support. Now, it is time to share the good news. I have recently accepted a job as Systems Analyst at Nelson Controls, Inc. in Beloit. My role here involves systems design, creativity, and teamwork. I am delighted that my search resulted in such a perfect fit Your referral to James Jensen at CompuTronics began the chain that led me to Nelson, and I am most grateful to you. Without your suggestion, I may never have found my way here. I have enclosed my new business card for your file, and hope you will consider me a willing source of information and referrals for you. I look forward to continuing our professional association in my new role, and to seeing you at industry events. Again, thank you for your assistance. Your professionalism and willingness to help made all the difference to me. With thanks,

Mary Campbell

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