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?
Getty photo
Ten minutes after I meet with a coaching client for the first time, the client is facing my video camera for 60 to 90 seconds. Then we watch the video together. Differently from in real life and because we have modern technology, I can separate the impression—and the client’s image—from the spoken words. I simply turn the speakers off so I don’t get influenced by the video’s verbal content and context. This is a powerful experience, one that provides rich information. In most cases a client can use that information for improving job interview skills and then can apply the newly learned skills during a job interview. Most people are awestruck by their video experience. In less than two minutes, people can see for themselves how they’re perceived by others—something they couldn’t have known before.
Albert Mehrabian, currently UCLA professor emeritus of psychology, published his findings on inconsistent communication of feelings and attitudes and on the relative importance of verbal messages and nonverbal messages. He devised what’s known as the 55%-38%-7% rule. Professor Mehrabian’s basic tenet is that when we communicate with other people, we’re being judged to the extent of 55% by our nonverbal behavior such as body language and facial expression, 38% by our tone of voice, and only the remaining 7% by the actual words we speak and their context. Moreover, if the words we use are incongruent with our body language and tonality, then the other person tends to believe more in what he sees and hears and less in the meaning of the words.
When we interview, our body language says a lot about us and about our emotional state; and poor body language often sends the message that we’re stressed or fearful. But even before the interview interaction begins, the interviewer looks at your face, your hair, your clothes, and the image you’re projecting. Thus, he forms an opinion about you before you’ve even had a chance to formally meet.
The interviewer observes your body language and interprets it quickly, knowing at once whether you’re scared, passive, under- qualified, or something else. If you say the wrong thing, the interviewer can forgive that, but if your body language says something different from what you actually say—for example, you say you’re a person who works well in stressful situations, but your body language betrays the fact that you’re indeed stressed; or, for another example, you say you’re confident, but your body language again betrays the fact that you’re not—well, those are things an interviewer knows you can’t change.
Following are a few body language mistakes to avoid during a job interview.
- Crossing your arms, which suggests you’re either overconfident or uncomfortable
- Lack of eye contact, especially while the interviewer is talking
- Not smiling, which makes you appear nervous or unfriendly
- Hiding your hands, because the interviewer will want to interpret how open and honest you are by looking at your hands
The only way to improve correspondence between the words you say and what your body language says is to prepare for the interview and practice, practice, and practice some more. It’s best to practice interviewing with someone who can point out to you your areas of deficiency and can guide you in making improvements.
The first question is, Why do you need help to start with? After all, in the past, you were always able to find jobs. Well, today things are different. There aren’t many open jobs to begin with, and the competition for those few is fierce. So, let’s think about good reasons to get assistance.
- Your efforts for the past several months have not produced job offers.
- You’re confused as to what step-by-step approach you should take.
- You’re ready to create a specific plan that incorporates your skills and interests.
- You want to maintain a reasonable level of self-accountability.
- You may want to speed up the process by consulting some experts.
- You could learn how to negotiate a job offer, which in most cases would cover your expenses severalfold.
The foregoing might be good reasons, but they don’t represent all of the reasons. Yet each job seeker is unique and has unique needs and circumstances. Some people are by nature do-it-yourselfers who believe they can get the results they want; others believe in getting expertise from professionals. No one approach is right or wrong.
In principle, job seekers can get assistance in four different ways.
- Group help via a state unemployment office or volunteer-based job-search networking groups
- Books, e-books, seminars, Webinars, Webcasts, video courses
- Career coaching one-on-one
- Career marketing firms
The first option is free most of the time. The second—if there are fees at all—is most often inexpensive. The third one could be a bit pricey, especially if the job seeker has no money coming in. And the last one typically costs many thousands of dollars. So, which one is for you? In general, select the plan that is the most personalized for your own circumstance and is the least costly. That doesn’t mean you should refrain from the other opportunities.
Another dimension clearly evident but rarely written about is the time element. Every week without income is a lost week, and only under miraculous circumstances could income be recovered—even partially. To recover one week’s lost income, the following week needs to generate double, which is a 100% increase. Sorry, not in this job market!
Access to information about how to find a job is available and ample. In fact, there’s so much of it and it’s so easily accessible that it’s simply overwhelming job seekers. This is where a (hopefully, recommended) career coach can be very valuable. The reason is that such a coach can guide you to the essential information, since the coach has already sifted through it and eliminated the fluff. If you decide to get assistance from a career coach or career marketing firm, here are a few caveats.
- Do your due diligence to check up on the prospect. LinkedIn is a good source. Also look at the content and not the looks of the coach’s or firm’s Web site.
- Be clear on what you’ll get for your money. Stay away from high-pressure sales gimmicks.
- Work only with people or firms that have been highly recommended by a number of sources—not just one.
- Beware of signing contracts and especially of paying fees up front. Does your doctor, lawyer, or plumber charge you for future services?
- Be wary about testimonials that sound too good to be real. They may not be genuine.
- Your gut should be the final judge. Once you’ve done an examination and you’ve learned the implications of your decision and you feel good about it, go for it.
Wishing you all the best luck with your job search.
One of the toughest challenges job seekers face is figuring out how to make a career transition. Sometimes transition is forced; maybe jobs in your industry or area are dwindling. Other times, you want to do something different – explore new options. Whatever the situation, HOW to transition is a critical sticking point. Having worked with clients at various levels of their careers, transition is an area that comes up time and again. Here are some things I continuously hear about and address as job seekers lament, question, and concentrate on during their ‘transition’.
There is no doubt that a transition is a tough thing. Perhaps you don’t know anyone in the field that is the focus of your transition or you don’t know even where to begin. Overcoming FUD (Fear, Uncertainty, and Doubt) is a first step to putting yourself on a path to success. Consider the following as you foray into something new and exciting. Your initial steps should include the following:
• Research your interests. Consider taking a personality assessment (e.g. Myers Briggs, DISC) to help you uncover and understand more about what your strengths, weaknesses, likes, and dislikes are. This exercise will allow you to learn more about yourself and promote increased self awareness.
• Research the industry. How do you even know what you think you are interested in is a real interest? Doing some preliminary (at first) and then more in-depth industry research will give you a sense of how companies in that space operate. You will learn about key players and emerging trends. From there you can…
• Research specific positions. Since this is a time of change, evaluating positions will help you understand where your background fits into the broader picture. You can then prepare your action plan.
Action: Your successful transition is largely predicated on the research you do (see above) and also establishing a strong action plan. Your action plan sets the tone of your search and keeps you on track to manage the application process. It is a well known fact that if you write something down, you are more than likely to focus your energies on achieving your desired outcome. Your action plan will consist of the following:
List of target companies. After completing your industry research, it will be time to create a list of companies that hold your interest. Again, more research is involved. In fact, the entire job search process is one that is centered on research: research about your interests; research about opportunities, companies, cultures, positions, and situations that will fulfill your personal and professional needs. Of course, this will be balanced by your ability to meet the needs of the company.
Create a spreadsheet where you will include the following to keep you organized:
• Company name
• Position title and description
• Date of your application
• Name of person to whom you addressed your application
• Date of interview
• Follow-up
Marketing Materials: Your marketing materials (aka résumé and cover letter) are perhaps the most important part of your search. This is because these documents are the first thing people see about you. You want to project a positive personal brand. Your documents should match in terms of font selection, layout, and style. Making a transition might require you to highlight relevant experience from earlier in your career. If this is the case, consider a hybrid style presentation.
Online Presence: If you don’t have an online presence (e.g. LinkedIN, Twitter, online profile) you should fix that immediately. Hiring managers ‘Google’ the names of people they are interviewing and those they are considering interviewing. An online presence (with positive information about you) is a great way to get exposure while allowing someone to learn a little bit about you before they meet with you in person. Your online presence is an extension of your personal brand. If you really want to take it to a new level, you can create an online folio – your “Professional-ME” where your résumé, key traits, competencies, and other discerning information will help the reader gain a broader understanding of who you are.
No doubt making a career transition is challenging. What about job search isn’t, though? It is up to you to make sure that your strategy and resulting plan is well thought out. Your clear understanding of industry and opportunity will put you on a path to realize your goal of making an effective transition.
Comments and feedback are requested and desired; and you are welcome and encouraged to submit questions to thecareerdoctor.
Debra Wheatman, CPRW, CPCC is the founder and Chief Career Strategist of Careers Done Write, a premier career services provider focused on developing highly personalized career roadmaps for senior leaders and executives across all verticals and industries.
Debra can be reached at DWheatman@ResumesDoneWrite.com ResumesDoneWrite.Blogspot.com
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What’s the value of writing a cover letter? Why do you need that if you are going to submit your résumé? Does that not tell the entire story? NO WAY. Simply sending a résumé is not enough. A cover letter IS important. No cover letter with your résumé is like leaving your house with a shirt and no pants. You wouldn’t do that, would you?
Here are some valid reasons why a cover letter is a very important complement to your résumé:
1. Your cover letter demonstrates your ability to put together a cogent sentence, or in this case many sentences about what you offer in a new position and how you can add value for a potential employer.
2. Your cover letter serves as your introduction. You don’t expect to walk into someone’s house through their kitchen, right? The cover is your entranceway. Here, you can enter with grace, set the tone of what the reader should expect to see on the résumé.
3. Your cover letter is an opportunity for you to highlight certain things that you might not have been able to include in the résumé. For example, perhaps you have been designing model houses since childhood, but have worked in another industry and now want to enter architecture. A cover letter would be the optimal place to discuss such information and provide specific examples of what you have designed. Or, maybe you have been cooking gourmet meals and regularly have dinner parties at your house and your friends’ houses. If you were applying for a position in a test kitchen, the cover letter would be the appropriate place to reveal this information – especially if you currently work in a more traditional business role.
4. Your cover letter is part of the résumé package. The ‘package’ is not complete without the cover. Will everyone read the cover? Probably not. While I haven’t done a full study of how many hiring managers read them vs. those that don’t, I can tell you this: when I worked in human resources I ALWAYS read them. I gained a better understanding of the candidate, what underlying skills he possessed and how he might contribute in the organization I represented.
Here’s a good tip: If you want to increase the chances that your cover letter will be read by a potential hiring manager, include it in the body of your email and attach the résumé. By doing this, the hiring manager will only have to open one attachment and can quickly read the cover letter when opening your email.
Here’s to your career success!
