Tag Archives: Career Development

Communication While in Transition

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free_2789878Disclaimer: My professional background is not in the field of communication, but I still have some opinions.

Certainly, the cliché “It’s not what you know but whom you know” is often true. However, when people are in transition, I would add “but while in transition, who knows you is more important” because you are the one who needs a job, and if people cannot find you, your job search will be unnecessarily prolonged.

I categorize communication in general to occur on three levels: The lowest level is daily chitchat. We chitchat with people we know: family members, friends, and perhaps others we communicate with occasionally such as other job seekers. Communication with job seekers is superficial, though, because its only objective is to get connected.

The second level of communication involves passing or receiving relevant—or sometimes less relevant—information. For example, the news on television. This type of information is intended to inform and is often given a spin to dramatize it and keep viewers glued to the TV, but when the excitement is at its peak, we hear, ”And now this commercial.” Of course, that’s how television stations—which, after all, are businesses—generate revenues. In most cases, though, we commit this type of information only to short-term memory. Nobody remembers news from two weeks ago.

The third level of communication has to do with ideas. This is what attracts me. I’m interested in other prominent people’s or experts’ ideas. It’s where we can learn about and understand the Big Picture.

So, how is all of this relevant to people in transition? Well, you want to be viewed as an expert, and you want people to be attracted to you. When they check you out, you want potential employers to consider you an expert in your own professional field. The way to project that image is to communicate—sporadically—with those connected to you. Be aware, though, that every time you do communicate, your writing had better be of value to them. Given a little time, your connections will learn that when you send them a piece of communication, it is indeed worth their while to spend the time to read it.

A good communicator while in transition knows to use social media to advantage. On one hand, certainly you should connect with many people; on the other hand, you must connect with prospects who could help you into your next job. Remember: What’s important when you connect with others is that they be willing to share their networks with you. The power of networking is not vested in the person you communicate with so much as it is in the person’s connections. You never know whom they know!

Are You Media Social?

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Photo by Al Messerschmidt/Getty Images

Many people don’t realize how different the job search of today is from the job search of not even a few years ago.   Many others find it difficult to learn about today’s different kind of search and therefore shove the issue to their back burner, planning to deal with it later—if they do at all. Yet others, often younger ones, embrace the new wave and benefit from it.

Social media are open for two-way communication and are important for more than social interaction. Those media are especially important for job seekers because more than 80 percent of recruiters use social media to find job candidates. In 2008 and 2009, many company human resources departments eliminated part of their staffs, and thus the recruiting responsibility fell directly on the shoulders of the hiring manager. An advantage offered by social media is that they reveal people’s personalities, and after all, companies are looking for candidates who will fit into their cultures.

Using social media, job seekers should follow the following steps.

  • Identify target companies and the people in your specific area of expertise.
  • Research specific problems you can help with.
  • Identify people within the target company who might be willing to be of assistance to you. This requires tenacity!
  • Connect to those people via social media.
  • Start interacting with them to establish credibility.

Admittedly, accessing the Internet to find a job is tedious, laborious, dull, and exhausting, but it can be made easier with several existing job search tools and organizers. For example:

  • CareerShift.com
  • Becomed.com
  • JibberJobber.com
  • JobKatch.com

None of those organizers are perfect, and users experience a steep learning curve to set one up and master it. Some of the organizers connect easily with LinkedIn and Outlook. Others require a fee. And yet others do not connect with certain job boards.

It’s all about building mutually beneficial relationships. But it’s worthless unless the other party can help and is willing to refer you to others. Of course, the same is expected from you. The advantages of online networking are numerous: It’s free. Job seekers can do research before meeting the other party. The connection is fast and easy. And such communication is effective and speedy. Regrettably, though, in many cases the relationships are shallow and not durable.

In the past, job search networking meant going to meetings, shaking hands, smiling, exchanging business cards, and following up. That still holds true today, but via social networking, one can do preliminary research in order to make an event more effective than it would be without such advance research.

One way or another, to benefit from networking, one needs to vastly increase one’s sphere of acquaintances. And that process itself needs to be managed carefully. Luckily, several programs can provide some help in this area. For example:

  • BatchBlue.com
  • Plaxo.com
  • Gist.com

Again, another learning curve with advantages and disadvantages.

Looking for a job is very time-consuming, but it can have a fun component if one has the patience, tenacity, and foresight to see that at the end of the job search tunnel will be a wonderful job waiting to be found. Good luck on your journey and I invite your comments.

How Hiring Decisions Are Made

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AP Photo - Adrian Dennis

Years ago, I had a large office in the Wall Street area with a personal secretary screening my phone calls, opening mail, taking dictation, and managing my calendar. Since then of course, the business world has changed. The next phase had executives sharing a pool of secretaries using floppy discs working on word processors. That was followed by an administrative assistant supporting at times an entire group.

Whereas years ago the hiring process and the hiring decision were the exclusive domain of the executive, nowadays—since so-called teamwork has become a major part of the work environment—hiring decisions are often shared and thus made by several team members. That process supports the concept that a group decision is better than an individual decision. As a result, the process has become convoluted, protracted, and not necessarily better—in my opinion.

Today’s job market is flooded with lots of very qualified candidates chasing very few openings. The way hiring happens has also changed. Technology has infiltrated the process, and today’s submission of one’s candidacy is purely mechanical. Nobody sees the candidate’s skills and qualifications unless the hiring manager’s keywords match those on the résumé, and only then is the original résumé reproduced for reading. Once that happens, several candidates get reviewed via a selection process.

To save time and money, a phone interview, or screen, is the next hurdle candidates face. It’s usually accomplished by someone junior in the human resources department who does not fully understand the hiring department’s particular needs. If an external recruiter is the intermediary between the candidate and the hiring company, then the recruiter’s financial motivation is playing a key role. That’s because recruiters work for the company paying their commissions.

Decision Making

Decision making is a complex process because several parties have a say and a stake in it. For example, sometimes the human resources department representative’s opinion carries significant weight, and other times the rep is merely a paper trail processor. Sometimes a candidate is interviewed by several people in addition to the final decision maker. Those others, too, have a say—because hiring managers want to show their support of their teams by demonstrating their collegiality—but to what extent those other opinions matter is probably variable. And what happens when a hiring manager favors a particular candidate but several others who’d be future peers of the candidate show resistance? In addition, in most cases hiring managers know the thinking and mentality of the person they report into, so what happens if their own opinion is opposed regarding the type of person who should be hired?

A recent large survey was conducted among human resources professionals and hiring managers. The survey clearly found that by far, the number one factor in the hiring decision is the fit factor—meaning, the determination about whether a candidate will fit into the culture of the company. Fully 100 percent of the respondents said so! But what is this culture that’s referred to? Who defines it? Who interprets it?

Some companies use exclusively behavior-based or situation-based interview questions. The tenet here is that past performance is a good indicator or predictor of similar such performance. I wonder if those companies can decisively demonstrate that by practicing this theory, they become able to hire and retain a higher-caliber labor force.

Ultimately, of course, it is people who make the final decision about which candidate to offer the job to. The interview process is certainly not a science but an art. Can that art be learned in order to improve one’s chances of being hired? Well, I’m sure you know the answer to the old riddle that asks, Do you know how to get to Carnegie Hall?

 

Can YOU Control the Interview?

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Think what the interview is all about. Sorry, but it’s not about you. It’s about the interviewer’s perception regarding your fit into the organization’s culture combined with your ability to perform the job very well. No interviewer is looking for Mr. Average. So, what does the word perception include here? Primarily two issues: the image you create in the interviewer’s mind and the facts you bring as evidence based on the organization’s specific circumstances or problems it needs solutions to.

Your image

This subject is complex. It incorporates the interviewer’s personal biases, cultural perceptions, and personal likes and dislikes as well as age and gender and all the rest of the items covered in antidiscrimination laws vis-à-vis the organization’s culture. The candidate will get evaluated on appearance, looks, attire, passion, excitement, body language, smile, tone of voice, accent, and many other factors combined.

The facts

The interviewer knows that the candidate came to the interview to impress and sell himself to the potential buyer. That’s why the interviewer is selective and suspicious. It’s because of having to evaluate whether the candidate’s answers represent opinions or facts.

The first impression

When meeting an interviewer for the first time, the job seeker is creating an image. If the impression is a good one, it carries throughout the interview. If the impression is unfavorable, the candidate has to fight a probably losing battle—often without knowing it.

The interview

An interview most often starts with chit-chat or a warm-up period consisting of a few easy-talk sentences. Then, once the interviewer feels comfortable, he signals the beginning of the interview.

There are several common interview questions, and candidates must be prepared for them with the right answers. How many of you have had interviews that didn’t have a starting lead-in such as, Tell me about yourself, or a starting question such as, What are your strengths or accomplishments?

Preparation for the interview must include great answers to such basic questions. The candidate’s objective here has to be to engage the interviewer to the point that the interviewer becomes willing to tell the candidate the specific problems he’s looking for the right candidate to resolve. In answering, the candidate must select the right words, give pertinent answers, use positive phraseology, and not be long-winded. Lack of preparation for that opener or showing nervousness and lack of enthusiasm is a sign of weakness. The interviewer is also expecting the candidate to look in his eyes.

Nowadays, some companies are using what’s called situational, behavioral, or, sometimes, case-study-type questions. The thinking behind this concept is that if in the past one behaved a certain way, then this personality trait will likely be continued. Most of these types of questions start with such wording as, Tell me about a time when, or, What was your strongest, toughest, etc. [fill in the blank], or, Can you cite an example that . . . ? Many candidates are not properly prepared to answer such questions or in fact do not have a rich repertoire of such experiences. With some preparation and guidance, though, anyone can excel—even in the face of such difficult questions.

The Landing Expert Principles

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I am a practicing career coach and have noticed that in most cases, I guide my clients through 10 certain deeply held beliefs of mine that have evolved over my years of practice. I decided to call the concepts the Landing Expert Principles—naming them after my Web site, www.landingexpert.com

  • Job seekers should have their résumés written by a recommended, professional résumé writer known to produce excellent résumés. In today’s economy, just plain “very good” résumés don’t make the cut.
  • Based on the theories of Albert Mehrabian, professor emeritus of psychology at UCLA, an interviewer judges a candidate 55% on visual appearance, 38% on voice, and 7% on words.
  • The interview is a competition. The winner is the one who outshines other candidates, who knows the rules of the game, and who knows how to deploy all the tools.
  • The hiring decision is made during the interview, based on the impression the candidate leaves behind, which in turn is based primarily on the interviewer’s gut feelings. Unfortunately, such decision making is certainly not pure science.
  • The interviewer knows the candidate is there to sell himself, but the interviewer is not ready to buy everything the candidate wants to sell—except when two conditions occur:
    • The candidate recites facts and gives evidence about career background and ability to do the job.
    • The candidate uses adjectives or other kinds of self-descriptions in sentences that are in the third person—that is, the otherwise self-descriptions were said by others.
  • Interviewing is like dancing: it cannot be learned from a book but only from practice. The more one practices, the better one becomes at it.
  • Interviews are counter-intuitive: they’re not about the candidate; they’re about the candidate’s skills and experience as they relate to ability to solve the interviewer’s problems.
  • The interviewer is listening, but his hearing is selective: that is, when the candidate talks about himself, the interviewer barely hears it; when the candidate talks about how he can solve the company’s problems, the interviewer becomes more interested and attentive and is thinking, “Louder, louder!”
  • Before you answer each question during an interview, ask yourself in turn the question “So what?” which will force you to recount significant and meaningful examples pertinent to the questions.
  • To convey the most credibility as a candidate, provide facts via success stories from your professional past. Often use the expression for example and then (1) briefly describe a job situation needing resolution, (2) list the specific actions you took to resolve the situation, and (3) end by pointing out the resulting benefits to your team or employer.