Headlines abound whenever Facebook or Google introduce a new feature or product. Recently, both rolled out similar services for job seekers, but don’t expect these tools to take all the work out of landing your dream job.
Here’s what the two Silicon Valley giants are offering. Google will aggregate listings from five major job sites to display in search results. On Facebook, companies can post jobs and contact and track applicants. The social media site will also push relevant jobs into users’ news feeds.
Both companies want to keep people on their websites longer and serve paying customers (i.e., advertisers and businesses). For the individual job seeker, these launches tout added convenience -- but to what purpose? Being able to blast out resumes to more companies from a single site may feel better quantitatively, but it’s potentially worse from a qualitative standpoint.
If you want to build your career and not just find a job, developing your professional network will be far more valuable than uploading your resume to every listing site on the internet.
Where to start
Just do it: Put yourself out there, don’t dismiss anyone as unhelpful and be gracious to everyone you meet. You never know who may connect you to a great opportunity. Rather than view your network as a bunch of people you may eventually be able to “use,” approach it as a chance to meet interesting, diverse people who will expand your world and introduce you to new experiences, whether they be jobs or not. Don’t limit yourself to the short-term goal of finding a job; invest in relationships that you can carry with you for years to come.
Certainly, networking can be daunting when you’re early in your career and don’t have a lot to show for yourself. And especially if you’re shy, it may be even harder to initiate conversations with people you barely know who are older and more experienced. The truth, however, is that many of us genuinely enjoy using our successes to help someone else who shows promise and ambition. I encourage my peers to become mentors all the time, so they can see how rewarding it is to get a youthful perspective and use their experience to further someone else’s career.
How to grow it
LinkedIn is a great place to connect with potential mentors as well as people who might be looking to hire. You can also visit the pages of companies that interest you and find names of people in the department where you’d like to work. But just like blindly sharing your resume won’t guarantee results, you need to do more than send strangers invitations to connect online. Craft a personalized message to each person explaining your goals, why you consider this person a role model, and why you deserve a half-hour of their time.
You’re also going to have to approach people in the real world. Step outside your comfort zone, attend industry functions and meetups, and request informational interviews with people in roles to which you aspire. The worst that can happen is they say “no, thanks” or don’t respond. I’m in my college’s alumni database and have indicated I’m open to hearing from recent grads seeking advice. Your school very likely has a similar network for finding established professionals in your target field.
Continuing education is another avenue for meetings others involved in your industry -- both teachers and fellow students. Ask where others have worked, how they found their jobs and whether they’d be willing to make introductions for you. Connect online to see who else they know.
And, while you don’t want to turn every fun activity into a professional networking session, keep your eyes and ears open when you’re socializing too. There might be someone in your book club, church or spin class who knows someone at your dream company. As long as you’re respectful and not overbearing, it can’t hurt to let people know you’re looking for career help.
How to use it
Above all, remember you are asking people to give you something: their time, their advice, their support. You’re asking for a favor, so be gracious, patient and receptive, whether they’re in a position to offer you work or not.
Listen more than you talk. Be curious, open-minded and flexible, rather than having a fixed agenda and set of expectations. If you’ve had a good first meeting but aren’t sure where to go from there, ask if you can continue to check in with them occasionally and seek their guidance when you’re prepping for important interviews. See if they’ll keep you in mind for an internship or even a freelance project.
Walking away from a networking meeting or informational interview without a promise is not a failure. You’re building relationships and your career, not job hunting. This is the beginning of a conversation that could last for years if it holds value for both of you.
Lisa Haugh has more than 15 years of experience leading legal and HR functions for a range of startups and mature companies. At Udemy, she heads up all legal and human resource functions, including all hiring, training and diversity efforts. She received her BA from UCLA and her law degree from Santa Clara University School of Law.
In today’s competitive business environment, it may seem nearly impossible to stand out. But many people have managed to step out of the shadows by opting for a strategy primarily used by businesses themselves -- branding.
Personal branding is the key to giving yourself an advantage both in your current job and when you search for a new one.
Your personal brand is something that follows you around whether you want it to or not. It’s something that exists even if you don’t bother to cultivate it. From job to job, the way you present yourself professionally matters, and it is instrumental in establishing yourself as a valuable leader.
What exactly is personal branding?
Understanding the ins and outs of personal branding is obviously the first step in the right direction. The concept can be simply defined as the method of marketing yourself and your career to improve relationships with managers, colleagues and clients. Turning yourself into a brand helps you manage how you’re viewed and how much trust you can establish in your career. It involves creating a distinct voice, image and ethical standard.
But, it’s also something that takes consistent work over the course of your career. That is to say, you can’t write a particularly excellent blog post one time and expect that to carry you through the rest of your life. On top of that, just generally having a social media presence is no longer enough to qualify as a personal brand.
Building trust with those around you.
Trust isn’t something that flourishes naturally on a wide scale. It’s something you have to cultivate, and the best way to do that is with a unique personal brand. When it comes to who consumers trust the most, it’s almost always individuals. Corporate branding may technically be more visible, but it’s almost universally seen as less trustworthy. In fact, brand messages are shared 24 times more often if the originator of the message is an individual.
Clearly, you can use your personal brand to build trust as long as that brand reads as authentic and sincere.
Finding a niche.
One of the most valuable facets of a personal brand is discovering your niche. It can be difficult to stand out if your area of expertise is simply “marketing.” If you try something more specific, you can magnify yourself and your skills. Although your target demographic may be more narrow, you are more likely to connect with that audience. I have spent most of my career focusing on Wikipedia. May not sound exciting, but it has helped me stand out as a go-to person for those in need of a Wikipedia page.
Becoming a thought leader.
While becoming a thought leader might not be at the top of everyone’s to-do list, it can happen if you establish yourself in a niche. Whether you are writing articles or participating in interviews, a portfolio of helpful information and advice will propel you to thought leader status. Again, this is all about building trust with valuable and actionable guidance.
In order to become a respected intellectual in your field, you have to know what you’re talking about, offer genuine counsel and really mean what you say. Done well, personal branding can walk side-by-side with personal development and career success.
Mike Wood is an online marketer, author and Wikipedia expert. He is the founder of legalmorning.com, an online marketing agency that specializes in content writing, brand management and professional Wikipedia editing. He is a regular contributor to many online publications where he writes about business and marketing. Wood is the host of the Marketing Impact podcast and author of the book, Wikipedia As A Marketing Tool.
WRITTEN BY: Forbes Coaches Council
Top business and career coaches from Forbes Coaches Council offer firsthand insights on leadership development & careers.
Networking is crucial for career building. There's a lot that rides on the good recommendations of others, from a simple reference on a resume to having your name passed on to an interested party who's looking for someone with exactly your skills. But networking is also challenging. Taking the wrong approach when meeting people can leave a negative impression, or worse — none at all.
Below, 11 experts from Forbes Coaches Council talk about what they see is key to a good networking pitch, including being concise, connecting emotions, doing research and demonstrating empathy. Here's what they advise:
1. Develop Your Elevator Pitch
Before networking events occur, take time to memorize and develop your elevator pitch. Be clear about the types of people you help and what you do for them. Understand your personal brand and what makes you unique and different, then share this in a positive way. Let the other person go first, and show genuine interest in what they have to say. Show genuine care and concern for others. - Rebecca Bosl, Dream Life Team
2. Do Your Homework
Before attending an event where you will meet new people, study the host organization, mission, board and members. This will help you build conversational rapport and avoid a situation where you seem to be "selling yourself" in an unsolicited pitch. Remember to be yourself and appeal to new acquaintances as "people first." - LaKisha Greenwade, Lucki Fit LLC
3. Listen More Than You Talk
Start by building and fostering relationships where you do more listening than talking. Learn about the needs of others, and identify ways to align yourself with their requirements. By demonstrating clear value, you won't need to conduct hard sales or pressuring networking tactics to get people to hear you out. Listening to learn puts others first, helping build trust to secure investments. - Adrienne Tom, Career Impressions
4. Find Commonalities Between You
Look for information about their work, or something you both care about. Bridge that to how meeting with you will benefit them. Commenting that you liked their article doesn't incentivize them to meet with you. Instead, say that you have published a similar article. A great pitch lies in finding the commonalities between you and creating a feeling of connection, even before you've met. - Jessica Sweet, Wishingwell Coaching
5. Be Relatable: It Makes You Interesting
Your pitch should strike interest in someone you meet to make them want to know more. Don't just tell them everything you do, ask them about what they do and weave what you do into the conversation. Don't talk about money. Focus on impact. Whatever you say should place you in the position to be remembered by the person you are connecting with. - Maleeka T. Hollaway, The Official Maleeka Group, LLC.
6. Share A Story That Triggers Emotions
While everyone else is busy sharing forgettable facts and figures in the same old snooze-worthy style, captivate your audience by sharing a relatable story that pulls at their emotions. Stories make people feel things. And given that 90% of purchases are based on emotions, the story-centered networking pitch always wins. - Stephanie Nivinskus, SizzleForce Marketing
7. Be Authentic
Be you, and be authentic. People can see fakeness from a mile away, and we all get turned off by it. In order to be authentic, notice all the things you say to yourself about who you should be and what a "successful professional" should say, do and want. Then, practice communicating an introduction versus a "pitch," without all those "shoulds." If you feel more alive and free, you are on the right track! - Susanne Biro, Susanne Biro & Associates Coaching Inc.
8. Have A Consistent Message
There have been so many times when I've met someone in person and been impressed, but then when I looked them up on LinkedIn, their brand did not align in both places. The key to a great pitch is to be consistent across all mediums, both in-person and digital. Start by identifying who you are and what your goals are, then build a consistent message that aligns with your identity and goals. - Brendan P. Keegan, velocityHUB
9. Be Specific
Be painfully specific about what you do, for whom you do it and why they like having it done for them. If you're not specific, people don't know how to connect with you or how to help you, let alone hire you! Most importantly, remember, as Mike Wien of the Specific Edge Institute says, "Specific does not mean exclusive." - David Taylor-Klaus, DTK Coaching
10. Offer A Call To Action
The key is in getting others to take action. Give something away for free that they value, so you can stay in touch and build value. It could be a free sample, a white paper, an ebook, a webinar, or an open house invitation. It's low risk for them and something that will add value to their lives. Once you've said your benefits-focused elevator speech, always end with a call to action. - Sandi Leyva, Sandra L Leyva Inc.
11. Have An Answer To The 'So What' Question
Reflect on your elevator pitch, and ask yourself what you would say if a person said "Sounds great, but so what?" Your ability to explain the bottom-line benefit or impact of your value proposition is key to crafting a pitch that connects all the dots so the reader will never ask "So what!" - Virginia Franco, Virginia Franco Resumes
You went through the numerous rounds of in-person interviews. You established great rapport (and—dare you say—even a friendly bond) with your potential new boss. You had reached the final stages of the hiring process and you knew it.
All that was left to do was wait for the decision. So, when an email finally appeared in your inbox, you eagerly clicked it open.
Unfortunately, that’s where the good news ends. You skimmed the first couple lines until your eyes tripped over that one sentence you dreaded seeing: “Unfortunately, we decided to move ahead with another candidate.”
Your heart sinks into your shoes and you’re caught between either crying or throwing something (or maybe a little bit of both?). And, in the midst of the flurry of emotions, you’re also reminded of this: You need to find a way to politely respond to that brutal rejection email.
Wait… Why Reply at All?
I know, it’s tempting to slink off into a dark corner and pretend the whole thing never happened. Getting the old “thanks, but no thanks” is humbling enough, without having to swallow your pride, paste on a smile, and write something friendly and professional in return.
But, rest assured, it’s important that you indeed do draft a response after being rejected.
Why? Well, for starters, it’s a great way to demonstrate your professionalism, establish the grounds for a continued relationship, and—in some circumstances—even open the door for future opportunities.
Think that sounds impossible? Just read Muse writer Sara McCord’s story about how a rejection transformed into another offer, and you’re sure to be humming a different tune.
Even further, responding to the rejection gives you the opportunity to ask for feedback, which is valuable information you can use to continue improving and making progress in your job search.
Alright, you get it. But, now comes the hard part: actually drafting that cringe-worthy, ego-deflating email.
Now sure how to pull it off? This template can help.
Thanks for letting me know about your decision.
While I’ll admit that I’m disappointed I won’t be able to work as part of the [Company] team, it truly was great to meet you and learn more about the great work that you’re doing.
I’m excited to keep following [Company] as the team [name a current company goal], and I’ll keep an especially close eye on [project/development you discussed in your interview].
Thanks once again for the opportunity, [Name], and I hope our paths cross again in the future. I’m wishing you and [Company] all the best moving forward.
Now, the Final Step
Another wise thing you can do after hitting “reply” on that rejection email? If you haven’t already, request to connect with the hiring manager or department leader on LinkedIn—making sure to include a brief and personalized message along with your invitation about how much you enjoyed meeting him or her and mentioning that you’d love to stay in touch.
That message could be short and simple like this:
I really enjoyed meeting you during my interview for [role] with [Company]. I thought I’d connect here so we could keep in touch.
Wishing you the best,
Whether it leads to something down the road or not, you’ll at least know that you handled the bad news well and did your best to keep the lines of communication open.
Nobody wants to receive a rejection email, much less respond to one. However, hitting “reply” on that dreaded message is actually a wise move.
I know—easier said than done. Fortunately, using this template will make it that much simpler to craft a professional and constructive message in return. It might still sting, but at least you can rest assured that you’re polite and respectful until the bitter end.
Kat is a Midwest-based freelance writer, covering topics related to careers, self-development, and the freelance life. In addition to writing for The Muse, she's also the Career Editor for The Everygirl, a columnist for Inc., and a contributor all over the web. When she manages to escape from behind her computer screen, she's usually babying her rescued terrier mutt or continuing her search for the perfect taco. Say hi on Twitter @kat_boogaard or check out her website. http://www.katboogaard.com/
Whether you are well into your career, or have a gap in your employment, it can be tough to decide what to include on a resume. This is especially true when you reach a point where you question whether your work experience happened too long ago to include on your resume.
Most people are looking for a straightforward answer or rule that tells them exactly how many years is too far back to include on their resume. However, career experts and coaches say there’s no hard-and-fast, right answer.
We spoke with Michelle Aikman, NCRW, co-founder and Director of Adventure Learning of Cerno, to discuss just how far back your resume should go.
The rule of thumb
The standard rule people will often hear is that any experience past ten years is not relevant and should be kept off a resume. But, Aikman points out that there is no hard and fast rule that applies to everyone because some people don’t have work experiences that lead them to what they want to do next.
“My rule of thumb is to consider how important the experience is to convey your ability to do the job and whether it is absolutely critical that you communicate your qualifications or past experiences with a timeline attached to it,” says Aikman.
If the experience still applies, regardless of when it occurred, Aikman says you should still put it on your resume.
“As long as it gives the employer enough information to understand it, it opens the door for you to talk about that experience,” she explains. “It might not be recent, but is still relevant.
It’s all about relevancy
When it comes to placing old work experience on your resume, Aikman says to focus on relevancy. If you did something in high school or college that is more relevant to what you are trying to do than other recent experiences, then Aikman says you absolutely should include it because it adds to your qualifications.
For those with a large gap in their employment, filling out a job application or going to an interview might be nerve-wrecking if you’re worried an employer will notice how far back your resume goes. But if you accomplished things in your personal life that you are proud of, you can find ways to showcase those accomplishments on your resume as relevant experience.
For example, if there is a gap in your employment because you had to care for a family member or loved one, you can explain what you learned or accomplished through that experience in a way that showcases the relevant work to the job you are now applying to. Maybe that experience taught you how to manage another person’s life–so you can showcase why you’d be a great assistant or general manager.
“It just comes down to pulling out the relevant words to describe what you did,” says Aikman. “It may mean you need to be skilled in how you present the information, because you may not be able to use the language you used before. Think about how you can communicate this experience using language that will resonate with the employer.”
Translating old experiences
Moreover, not only is providing relevant experience important, but it’s also important to translate the experience for your future employer. Aikman says you must come to terms with the challenges you are facing while unemployed, but showing the employer why you are motivated and want to work for them.
“The cover letter is a really good place to explain this,” advises Aikman. “It’s important that you provide details on why you are trying to transition right now because employers tend to get nervous about why you are unemployed or haven’t been hired yet.”
Aikman explains this is a significant issue for many people with a large employment gap and that many career services centers or professionals are not able to help because they don’t know how to.
Go beyond the resume
Unfortunately, a stigma still exists around being unemployed. When you are looking for a new job, the standard process of filling out an online application or dropping off a resume isn’t always enough. Aikman advises that those in this situation should be more pro-active in reaching out to employers by attending networking events and building relationships with other professionals.
When it comes down to it, Aikman says you just have to communicate to the employer that the experience you have, regardless of when it occurred, does make you qualified for the position
“You have to believe in the resume for it to work. I think anything can go on a resume, it’s just how you communicate it using the right language,” she says.
by YOUNG ENTREPRENEUR COUNCIL
You’re doing everything right in your job search—following instructions down to every last detail, crafting the perfect cover letter, tailoring your resume. But you’re not hearing back.
Why? You’re not the only one following the instructions and your materials are probably getting lost in the sea of other qualified candidates. Hiring managers receive loads of applications, and if you want to stand out, you sometimes need to take the road less traveled.
To help you out, we asked seven successful entrepreneurs from YEC to share their best unconventional job search tactics to land the role of your dreams.
1. Don’t Discount the Informational Interview
When I was 21, I started a podcast that involved reaching out to people with the jobs that I wanted and interviewed them about how they got to where they were. It turned out that setting up those informational interviews was a huge key to building relationships that would lead to landing my first job. Insider tip: Don’t ask for the job or bring your resume. Instead, make it about them and their experiences.
—Allie Siarto, Allie Siarto & Co. Photography
2. Send a (Personalized) Cold Email
I recently hired someone who wrote me a passionate email about their desire to join my team. The email came out of left field and was unrelated to any particular job openings at that time. The reason I gave the person a shot is because, by sending me a well-written message packed with enthusiasm, they showed their tenacity, creativity, and optimism—all qualities I value when looking for new talent.
—Mark Krassner, Expectful
3. Notify Your Network
Let your friends and network know that you’re open to new opportunities. Curate a list of people you trust and reach out to them about your openness to exploring new roles. Ask them to recommend opportunities and companies to consider.
—Adelyn Zhou, TOPBOTS
4. Solve a Problem
I once hired someone for a position I didn’t know we needed. He contacted me and (politely) pointed out a weakness in our operations, then showed me how we could solve it at a practical cost, thus improving our services. I was so impressed he took such care to study our business that I knew we needed him onboard. So, if you’re fond of a company, demonstrate how they’d be better off with you.
—Nicolas Gremion, Free-eBooks.net
5. Get Your Face Out There
A very unconventional approach nowadays is getting a job the old-fashioned way (seriously, it works). If the company’s local, find out where they’re going to be and approach them first. Maybe it’s at a job fair, networking event, or industry conference. Put yourself out there, introduce yourself, and you’ve already taken the steps to standing out among the countless online job applicants.
—Solomon Thimothy, OneIMS
6. Stay on Top of Social Media
Many companies will share open positions on their social channels to find potential employees within their followers. Candidates who come from their followers are already familiar with their business and more likely to share the same aesthetic as the brand.
—Bryanne Lawless, BLND Public Relations
7. Leverage LinkedIn for a Coffee Date (or Two)
One strategy I recommend is reaching out to the hiring manager or an employee on the team over LinkedIn. Ask for mentorship or career advice, but never ask for a job. Build a relationship over several meetings. Impress him or her with a great attitude and enthusiasm for the industry, and maybe the perfect opportunity will present itself.
—Terry Kim, NexGenT
Ilana Gershon - Harvard Business Review
How do you get a job these days? The answer often involves networking — it isn’t what you know, it’s whom, we’re told. But what does that mean? After all, we’re connected to many people, in countless ways. So who can actually help? What kinds of relationships should we try to use when we are looking for a job?
If you go to job-searching workshops — and I went to more than 50 in the course of studying the contemporary hiring landscape in 2013 and 2014 — you will be told weak ties are the key. Weak ties are the people you know, but not terribly well: your child’s teacher, or the friend of a friend you happened to meet at a party. This advice originated in a groundbreaking study by sociologist Mark Granovetter in the early 1970s. He interviewed 100 white-collar workers who had switched jobs in the previous five years and discovered that weak ties helped many of them find out about their next job.
Weak ties were important for one simple reason: Your strong ties (colleagues, family, and friends) probably knew about all the same jobs that you did. Granovetter discovered that you were more likely to hear about unknown job possibilities from the second cousin you ran into at a wedding, or from the former neighbor you saw in the supermarket parking lot. Of the people in Granovetter’s study who found out about a job opening through word of mouth, 83.4% said they found out through a weak tie. In the early 1970s it became clear that the most effective way to find a job through networking was to be in touch with as many weak ties as possible.
I set out to learn whether that was still the case. After all, Granovetter’s study was done decades ago, long before we all started using the internet. If the technologies that help us look for a job have changed in significant ways, I reasoned, it’s likely that the ways we get information about jobs have also changed. I had to find a way to replicate Granovetter’s study in some form to see which networking ties matter in today’s media ecology.
I located a great source: A weekly meeting held by an organization for white-collar job seekers in the Bay Area, a portion of which was dedicated to successful job seekers telling their stories — on film. While it’s not a duplication of Granovetter’s study, watching 380 success stories collected from 2012 to 2014 allowed me to conduct a fairly comparable study.
So, are weak ties still the key? No. Of the 141 people who said they thought networking had helped them, only 17% reported that a weak tie did the trick. Workplace ties, however, proved to be more useful. More than 60% of the storytellers reported that someone they had worked with in the past helped them find their next job. These weren’t always coworkers — former bosses and former clients helped, too. But what job seekers found most useful were people who could talk knowledgeably and convincingly about what the applicant was like as a worker and colleague.
That’s a dramatic change from the 1970s, and the most obvious driver is our wildly altered media ecology. When Granovetter conducted his study, the major challenge in finding a new job was learning that the job existed in the first place. In the 1970s people found out about jobs through newspaper ads, “help wanted” signs, or word of mouth. Nowadays, that’s the easy part: People learn about jobs because they find job ads online, search listings on corporate sites, or are contacted by recruiters. That has led to a new problem: Too many people are applying for the same jobs. The hard part now, as most people know, is standing out from the pack — having your résumé noticed in a large pile, or finding some way around a clunky applicant tracking system. Hiring managers face the same problem, having to sort through hundreds of applicants with the limited tools of application software, résumés, and cover letters. In these moments, what those hiring value most is a strong recommendation from someone who actually knows the applicant as a worker and can assure them that the person will be a good hire.
While these connections are important, it’s important to note that they may not change one of the most problematic results of networking: relatively homogenous workplaces. Granovetter himself noticed that even if people were getting jobs through weak ties, networking wasn’t changing the makeup of companies. After all, if no one of color or from a working-class background was hired into an office, there were fewer people to spread the word that the job existed in the first place. Nowadays, the problem is more of an implicit bias in how recommendations function — people tend to recommend their former coworkers whom they liked working with. Relying on workplace ties doesn’t solve the problem of how networking creates barriers to creating a more diverse workplace; it just shifts the locus of the problem.
Practically, since recommending someone for a job is such an important part of hiring — and a way people with different backgrounds and perspectives can be excluded from workplaces — it has become a significant ethical decision. Everyone involved in hiring decisions should think carefully about who is being recommended and why. And for the job seeker who is networking, don’t give up on weak ties entirely — 17% of them still have good odds. Ultimately, however, workplace ties may hold more weight. The kinds of networks that your workplace allows you to nurture matter not only to your present working conditions but also to what jobs you can get in the future. The best way to increase the likelihood of getting the job you want later may be to treat your colleagues well at the one you have now.
Ilana Gershon is an associate professor of anthropology at Indiana University who studies how people use new media to accomplish complicated social tasks such as finding a job and breaking up. Her new book is Down and Out in the New Economy: How People Find (or Don’t Find) Work Today.
We all have weaknesses and have experienced times of failure–but how we overcome those shortcomings often says a lot about our personalities and work ethics. Despite the lessons learned, our flaws are not always something we want to talk about, especially in a job interview.
Regardless, it’s wise to be prepared for those dreaded questions in any interview, such as, “What are your weaknesses?” and “Tell me about a time you failed.”
Job interview coming up? Consider the following to help you answer such questions about your failures with growth areas.
Research common interview questions
Though it’s not always on their list of questions, many interviewers want to assess how a candidate deals with setbacks. If an interviewer asks you to tell them about a time you failed, don’t let shock or panic set in. If you’re not able to come up with an example of your failures or weaknesses, it can signal an interviewer that you lack self-awareness or do not handle criticism well.
Moreover, one of the reasons interviewers ask this type of question is to see how well you think on your feet. If you prepare ahead of time with some examples of times you failed or a mistake you made in a previous job, you’ll be ready to answer the question immediately, which tells the hiring manager that you came to the interview well prepared.
Get honest input from a colleague
If you’ve stayed in touch with a co-worker that would know one of your weaknesses, or was there when you failed at work, reach out to get their advice. Talking through a previous failure with a co-worker who was impacted by your failure or witnessed it can give you some helpful perspective that might come in handy when you have to talk about it in an interview.
Ask the co-worker how they felt you handled the situation or why they think you made the mistake in the first place. This might give you some closure on what happened too. If you always just viewed the mistake as a time you failed, maybe now you understand the lessons you truly learned from it.
Reflect on your mistakes and failures
Nobody is perfect, so there are times where you failed or made a mistake in your last role. You know what they are too; you just might have buried them because you don’t like to think about those mishaps.
Taking the time to reflect on your mistakes helps you identify your areas of improvement, which isn’t a bad thing. In fact, if you’re able to talk about your failures during an interview, it shows that you are a mature person who has grown since making that mistake. This also shows the interviewer that you are someone who values learning and finds benefits in challenging yourself.
When you take the time to actually reflect on your mistakes, you find an honest answer about your failures. Having a keen sense of self-awareness is important for any job, so if you’re able to give a good, mature answer to a question about your failures an interviewer will notice that you are a person of integrity.
Talk about what why you failed
When you give your example of your failure don’t just say, “I lost a huge client for my company and my team failed as a result.” All this does is tell the interviewer that you made a big mistake. Instead, go into the details to show that you actually understand why you failed.
For example, if you lost the client because of your communication skills or because you couldn’t beat a competitor’s price, explain that. The more you can show that you learned from the mistake, the better you can communicate to the interviewer that, despite this previous failure, you won’t make that same mistake in this job because you understand what went wrong.
Rehearse your answer
No matter how much you prepare, you could still draw a blank during the interview when this question comes up. Limit the chances of this happening by practicing.
Give a friend a set of random interview questions to ask you; knowing that one of them is “Tell me about a time you failed.” Even though you know it’s coming, when it finally comes up, see how well you handle being asked this question on the spot.
Preparation is key for acing an interview and by rehearsing your responses, you’ll be more likely to walk into your interview confident and ready for any curveballs that might come your way.
The hiring manager might’ve hinted you’ve got it in the bag. Don’t take them at their word.
BY DON RASKIN
You’re walking out of your job interview and playing everything back in your head. Maybe it’s for your dream job, maybe it isn’t–but you feel great. You think you really nailed it. Now you all there’s left to do is sit back and wait for an offer.
It never comes. Weeks later, you realize something must’ve gone wrong. Either the competition was a lot steeper than you’d imagined or (gulp) you choked and just didn’t realize it. More than likely, something went wrong at the last step of the process.
This is more common than you might think. Lots of candidates get really far along in a drawn-out hiring process, only to lose out on the offer at the very end. Here are three of the more common mistakes job applicants tend to make despite thinking they’ve nailed an interview, only to wind up surprised when that offer never arrives.
1. YOU MISSED THE REAL REASON FOR THE FINAL INTERVIEW
After several rounds of interviews, you’re brought in one last time to meet the most senior member of the team. At this stage, many candidates think that all they really need to do is stick to their script–it’s gotten them this far, so why switch it up now?
But it’s a mistake to continue presenting yourself exactly the same way you did in the earlier rounds of interviews. What you might not realize is that the criteria by which you’re being judged changes the farther into the interview process you go. In earlier rounds, hiring managers might be checking up on specific hard skills you’ll bring to a job. They’ll probe your past experience to make sure it’s a fit.
But once a prospective employer decides that your technical requirements match the needs of the open position, they’ll start judging you on a different set of skills. So if you’re called back in for a second or third time, be careful how you interpret the questions you’re asked. The same one you heard in the first round–for instance, “What’s the biggest asset you think you can you bring to the position?”–may call for a much different answer.
If you answered that question with your technical know-how earlier on, you might want to use it later on to sell your soft skills (here are a few tips for doing that in the midst of an interview). Leadership, communication, and interpersonal abilities tend to be bigger decision factors late in the interview process. How well you present them might determine whether you get an offer.
2. YOU WAITED TOO LONG TO FOLLOW UP, OR SOUNDED TEPID ONCE YOU DID
Your job interview went so well that the hiring manager wrapped up by strongly suggesting that you’d hear back soon with an offer. So you leave and wait. But the company goes silent–you hear nothing back and can’t figure out why.
Chances are you took those surefire signs of their interest to mean your work was basically done. You were smart enough to remember to follow up with a thank-you email–but what kind of thank-you was it, and when did you hit “send”? Companies will assume you’re considering more than one opportunity, so if you’re lukewarm or late with your follow-up, they might guess that your interest is flimsy and make an offer to a candidate who seems more eager. (Some might even infer from that how passionately you’ll pursue your job once you’re hired.)
No matter what the company tells you in that final interview, you can’t stop acting like a candidate and start acting like an employee until an offer letter is in hand. Your post-interview follow-up can be as important as the impression you make in the interview room. No matter how far along you get, send an email to the team you interviewed with expressing your continued enthusiasm for the job–and do it that day. It’s your last chance to sell your candidacy and reiterate why you’re the person they can’t live without.
3. YOU WERE SLOW HANDING OVER YOUR REFERENCES
References are an insurance policy for many employers. They just don’t feel comfortable making a job offer without talking to people you’ve worked with in the past. When you leave the interview and the interviewer asks you to forward your references, it may sound like a late-in-the-game formality. But even if the request didn’t sound urgent, you’ve got nothing to lose by treating it that way. Once you walk out of a successful interview and the company asks you for references, you need to supply that information within 24-48 hours.
The main reason candidates are often slow to pass along references isn’t because they shrug off their importance, though. It’s because they wait too long to line them up. If you start calling around at the end of the interview process, a solid week may pass before you secure three great contacts who are willing to vouch for you, bring them up to speed on the position, and send their contact information.
While you do that, many things might happen. Someone within the company asks for the job, or a new candidate comes in and wows the hiring manager who’s waiting for your references. Maybe a higher-up raises a budget concern and the company decides to split the job responsibilities among current employees, then stops looking to fill the opening (trust me, it happens all the time). The point is, you need to strike while the company is high on you and hot on filling the role. Slowing down the process by making them wait on references is a simple way to kill your chances in the homestretch.
These mistakes are easy to fall into because things have gone so well through the rest of the interview process. Never let your guard down or assume you’ve got it in the bag. Keep trying to impress until the offer is yours.
In previous jobs, and now in my role as a managing editor at CNBC, I've conducted dozens of job interviews.
I've seen the good, the bad and the ugly, and I'm constantly amazed at the basic things that candidates screw up.
The No. 1 thing that can ruin your job interview is surprisingly simple: Displaying low energy.
I've seen it plenty of times myself and have heard it from many different hiring managers. While it can be hard to define what exactly "low energy" means, here's what it typically looks like:
It comes down to a simple truth: If you don't clearly want the job, it's near impossible to persuade someone to give it to you.
Kate White, the former editor-in-chief of Cosmopolitan, underscores this point in her career advice book "I Shouldn't Be Telling You This." After years of analyzing why some candidates dazzled and others disappointed, she realized the ones she liked seemed excited to be there.
"There's even a little bounce to their step when they walk into the room, and you may sense that bounce even when they're sitting in the chair talking to you," she writes. "They want the job, and they're not afraid to show their passion."
White says too many people tamp down their enthusiasm because they're nervous or worried about seeming unprofessional, and it's the worst mistake you can make. "Here's what you must remember: It's the hot tamale who wins the day, not the [candidate] who's as cool as a cucumber," she says.
What can you do to make sure the interviewer sees how much you care? Start by smiling wide and sitting on the edge of your seat with your feet firmly planted on the ground. Come prepared to talk about why you're a great fit and what you've achieved in the past. Ask lots of follow-up questions.
Energy is contagious. If you show that you're excited about the job, the hiring manager is much more likely to be excited about you.
Other articles that this article refers to:
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Congratulations! You got the job. Now for the hard part: deciding whether to accept it or not. How should you assess the salary as well as the other perks? Which publicly available information should you rely on? How should you try to get a better deal? And what’s the best way to decline an offer if it’s not the right job for you?
What the Experts Say
When an employer extends a job offer to you, he has, in essence, “fallen in love with you,” says John Lees, the UK-based career strategist and author of The Success Code. “He has psychologically committed to you, and it is a critical moment.” According to Lees, “you have more leverage” to shape your job description and improve your salary and benefits package “right after you are made an offer than you do in your first two years of employment.” Still, evaluating a job offer is not always straightforward — especially since you may not have the luxury of comparing it to others. “Step back and think expansively about your objectives,” advises Jeff Weiss, president of Lesley University and author of the HBR Guide to Negotiating. “Think about the offer in terms of your development, your quality of life, and the variety of the work you want to do.” No job offer will be perfect, so a big part of the evaluation requires you to “think about the trade-offs you are willing to make.” Here are some ideas to help you figure out if the job is right for you.
Shift your mindset
First, you must recognize that receiving an offer represents a “new and different phase” of the job search process, says Lees. “The purpose of the interview is to get the offer,” he says. The next stage is about weighing that offer and then negotiating with your new employer. “Pause, you are starting a new chapter.” Bear in mind that even though the job is yours if you want it, you must “continue to be enthusiastic” in your dealings with your prospective manager, says Lees. “By sounding critical or suspicious or by questioning something about the offer, you are sending a negative signal,” he says. “It sounds as if you’re uncertain that you want job.” That may indeed be the case, but it’s not the message you want to send to your would-be manager. “Employers need to feel that you are committed.”
Next, you need to think about what matters to you in both your professional and private life and then “assess the offer” against these metrics, says Weiss. “People tend to focus on the dollars, but it is useful to ask, “What is of value to me?” After all, money is only one component of career satisfaction. “Very often it comes down to, ‘I would rather make X amount of money and be excited to go to work in the morning, than make X plus 10% and hate my job,’” he says. Below are the most important components to take into account as you assess the offer.
Even when the money on offer is enough to live on, you need to figure out if it’s an amount worthy of your knowledge and skills and whether it’s in line with the local market. Look at the financial package on the whole. The key question, says Weiss, is “What is someone with my competencies and experience in this role and in this city paid?” Databases and job search websites, such as Glassdoor, Indeed, Ladders, and Salary.com are a good starting point, but Lees recommends talking to recruiters and headhunters and others in the industry. “Find anyone who knows the sector and the range,” he says. As part of your detective work, you must also devise “a good argument for why you are in the top 10-15% of that range.” But usually there is only so much wiggle room. “You must have a backup plan if there is no flexibility on money in terms of what other areas you want to push back on.”
It’s also important to think about whether you will “derive job satisfaction,” from the offer that’s on the table, says Lees. To answer this question, you need to know the “kinds of activities you want to be involved in and the skills you want to use” as a professional. Ask yourself questions like “Do I want to lead a big team, supervise only a few others, or have zero management duties? Do I want to be in front of clients? Do I crave autonomy? Do I want lots of international travel — or no travel at all? What kinds of projects do I want to be engaged in? And what kinds of professional tasks do I want no part of?” Then see how well the offer matches up against the responsibilities you’re being asked to take on. “Also, look at what you will be doing, what success looks like, and what benchmarks you’ll be judged against,” he says. Having a deep understanding of what’s expected of you is critical for deciding whether you do indeed want the job, he adds. Think hard about whether the “the job is achievable and whether you feel you are going to be able to hit the targets set out.” If the answers are no, it may be that the role is ill-conceived or not for you.
You must also “do your due diligence,” on the organization and its people to make a sound judgment on whether you will enjoy working there, notes Weiss. Ask yourself, “Is this a place where I will be happy? Where I will be challenged? And where I will thrive?” To answer that, Lees recommends “working the phones, reaching out to your contacts and LinkedIn network,” and asking questions. “What is the organization like? How long do people stay? Find out what happened to the last person who did the job.” You will not be able to negotiate or change the organization’s culture, of course, but it is helpful to know beforehand what you’re getting into. It might make sense to do a trial run at the company during the evaluation stage. “Say, ‘I really want to learn more about this organization. Can I spend a few hours with the team?’ That’ll give you a sense of what your colleagues are like, what it would be like to work there, and where the bodies are buried.”
Flexibility, vacation, and other perks.
For many employees, vacation time and the ability to work flexible hours are an increasingly valuable perk. While health benefits are typically standard issue, additional paid time off may be negotiable. If flexibility is not an explicit component of the job offer, you can broach the topic in the negotiation stage, says Weiss. But bear in mind that “things like that are much easier to raise when you’ve made yourself invaluable,” and have been working in the job for a certain period of time. That said, it’s important during the evaluation stage to find out whether current employees are afforded such benefits. Get a feel for how a request for flexibility might be received by senior management. “If you are a perfect match for the job and it’s a tight market, you have a lot of leverage,” says Lees. But if the market is more fluid, you may have little leeway.
“You must also assess your walk-away alternatives,” says Weiss. Even if you don’t necessarily have other job offers in hand, you need to consider other possibilities. “Think about the offer in terms of the cost and benefit of starting the job search process all over again, of staying in your current job, or of waiting to see what other offers materialize later down the road,” he says. If nothing more, this exercise is useful in helping you realize that you have options.
Devise your plan
Once you have “determined the most important elements of the offer that you would like to change,” you need to “decide which cards you are going to play and the sequence of how you will play them,” says Lees. Formulating your negotiation strategy requires creativity, says Weiss. If you are dealing with an intermediary — an HR administrator or a recruiter, for instance — remember to “not only make requests, but also arm that person with questions, information, and ideas.” Come at it from the “perspective of joint problem-solving.” He suggests saying something like, “The salary you’re offering is great, but I want to keep developing in this role. I can imagine some possibilities that might make the job more palatable such as having access to a mentoring program, a rotation program, or an educational allowance. Which of these might be possible?’”
Be tough but cheerful
The rest is “classic negotiation,” says Lees. “You want to maximize the cost of the things you are prepared to accept and minimize the things you’re asking for.” Demonstrate that you’ve undertaken a thoughtful evaluation. For instance, you might say, “I am quite happy with the role and responsibilities, but I would like to work from home one day per week.” Seek to come across as a “tough but cheerful negotiator,” he says. “Go into the deal-making with your eyes open,” he adds. “You can’t negotiate everything, and once you’ve agreed on something you can’t go back on it,” he says. Adds Weiss: “It’s not what you ask for; it’s how you ask for it. Be well-prepared, respectful, and constructive. You want to be seen as someone they want to work with.”
Say no (politely) if it’s not right
Ideally there will be some give and take in these negotiations, but if “you keep coming up against a ‘no’ for everything you ask for, that demonstrates inflexibility” on the part of your prospective employer, and that “could well be a management style you don’t want to live with,” says Lees. Heed red flags. “Pay attention to your internal monitoring system,” he says. “If due diligence tells you that you should not take the job, listen.” Besides, there is no shame in declining a job offer if it’s not the right fit. “As long as you turn it down politely with one or two good reasons — it will not stretch you enough or you want to work in a different sector — you shouldn’t feel bad about it,” he says. And yet, you should “always leave the door open,” says Weiss. “The people you are dealing with are your potential customers, potential advisors, and perhaps even your future employers. Be respectful.”
Principles to Remember
Think about what you want out of your job and use that as a framework to determine the elements of the offer you would like to alter
Be selective about what you push back on
Employ classic negotiation techniques by maximizing the cost of the things you are prepared to accept and minimizing the things you seek.
Be critical or suspicious when questioning something about the offer.
Neglect to consider your walkaway alternatives.
Ignore red flags.
If your instincts and due diligence tells you that you should not take the job, listen.
Case Study #1: Do due diligence on salary considerations and be open to making trade-offs
Two years ago, Jane Chung was contacted about a job as a project manager at Los Angeles-based AltaMed Health Services Corporation. At the time, Jane was a consultant and counted AltaMed among her clients.
When Jane got the offer, she was instantly pleased. “The initial base salary was around 20% higher than my salary at the time,” she says. “Normally, I would’ve been tempted to accept immediately, but I knew that I needed to do a more thorough calculation of the complete offer package.”
Jane’s first order of business was to do a careful, comprehensive evaluation of the money. She used publicly available information from Glassdoor and Indeed to get a sense of the specific title’s market average. She also talked to recruiters and other people in her LinkedIn network to determine her worth. “I make it a habit, whether I’m actively job searching or not, to use my personal network to inquire about other companies’ paid time off allowances/policies and flexibility in work schedule,” she says.
From her due diligence, she learned that going from the private sector to a non-profit health system would mean a significant reduction in bonuses. “I recalculated my total current pay to be inclusive of benefits and bonuses, and factored in the increased scope and responsibility of this new position,” she says.
Next, Jane reflected on whether she would be happy working at AltaMed. “My primary motivation for pursuing a position was because of the mission of the organization to provide healthcare to disadvantaged and under-served communities,” she says. She was already familiar with and impressed by the organziation’s’s culture, dynamics and senior leaders.
And there were other perks. “I also knew the company observed a corporate shutdown during the holiday season, which was a plus for me,” she says.
She then formulated her negotiation plan. A recruiter was acting as a go-between, and Jane made sure to “ask a lot of questions” while continually “expressing genuine enthusiasm for the offer.”
Her first request was for a higher base salary, and while AltaMed did comply, the second offer still didn’t meet her goal. So she next asked the recruiter if other elements, such as paid time off, were open for negotiation. Unfortunately, “she said that wouldn’t be possible because of the company’s strict adherence to the PTO formula based on years served,” Jane recalls.
Still, the move “did help the recruiter know I was committed to this position and that I was also open to negotiating other elements,” Jane said. She asked once more if the company could sweeten the offer and it responded with another small base salary increase plus a signing bonus. So she took the job.
Today Jane is in the middle of a new job search as her project is tied to federal funding that is due to end in September of this year.
Case Study # 2: Prioritize what’s important to you and formulate an approach
A few years ago, a recruiter approached Andrea Molette Bradford, a marketing executive who has worked for Coca-Cola and Sprint, about a vice president position at a large retail company based in a different city.
Andrea was eager to make a career change and excited about the job. “The recruiter provided invaluable information about the company and coached me during the interview and the offer process,” she says. “However, I kept in mind that the recruiter was hired and compensated by the company; therefore, I did not expect him to prioritize my best interests.”
The offer arrived, and it was pretty good. She was pleased with role and responsibilities, starting salary, health benefits, bonus payment, and stock options.
But there were still some things that Andrea wanted to change. “Whenever I consider an offer, I always write down what I want, in priority order. I never share this list, but it is my north star in negotiations.”
Her first priority was more vacation time; the second was a later start date. “I wanted to push it back so that I could close out my home and have time to move and get settled in my new city,” she says.
She then formulated a plan for how she’d approach these requests. The thrust of her message was that she was satisfied with the bulk of the offer but wanted to maintain the number of weeks of holiday that she had in her current job. “I also told my boss that traveling makes me a well-rounded professional, and I need that vacation time in order to see people and things outside of my backyard.” She also explained that she had relocated before and knew how important it was to allow “adequate time” for the transition.
Andrea strived to come across as reasonable and positive during the negotiation. She secured the additional vacation and, although her prospective boss wanted her to begin work earlier, Andrea ultimately prevailed. “The hiring manager pushed hard on [the start date], but I think he understood that it was important to me, and I only came to the table with two requests.” She says she made the right decision to take the job.
Today Andrea is an independent consultant. “I am always open to great opportunities,” she says.
Rebecca Knight is a freelance journalist in Boston and a lecturer at Wesleyan University. Her work has been published in The New York Times, USA Today, and The Financial Times.
This question’s frequently a field on job applications, and it’s asked by recruiters and hiring managers alike. If you’ve ever applied for a position, you’ve come across it. And unlike other inquiries that allow room for interpretation, this is one that can only be answered factually, right?
Technically, yes. This isn’t something you want to be dishonest about—even if you fear that the number you give will be the one you’re offered (and not a dollar more). Because this is a common concern for many, I reached out to a few career coaches and touched base with The Muse’s own talent acquisition manager, Lauren Roberts, for advice on how to navigate this classic interview question.
Muse Career Coach, Theresa Merrill, advises people to be honest about their current or past salary. Misrepresenting anything about your work history in an interview or on an application is “unethical,” and therefore unadvisable. She explains: “There’s a high probability that the truth will come out, and then you’re done. You’ve lost all credibility, trust, and, most likely, the job offer.”
That said, Merrill tells clients to avoid sharing these details at all costs. As does career coach Antonio Neves. Both Merrill and Neves recommend doing your research and knowing what the range is for similar roles (and if you’re stuck on how to get started on that, this guide to figuring what you’re worth is indispensable). Remember that the company has budgeted for this role, so it’s OK to turn the question back around and ask, “What’s the salary for this job?”
Neves says to let them know that you’re knowledgeable on the salary range of the position. And Merrill counsels, “If you get to the point where you feel you must give them something, provide a range—not a hard number.”
Although Merrill notes that many companies are “seeking to pay you what you’ve previously been paid,” Roberts says that most organizations are aware that what you’re making now isn’t where you want to stay if you make a move.
She adds, “I think it’s fair to say that even if the recruiter only asks you what you are currently making, you can follow up by providing both where you’re at now and where you’d like to be to give them a sense of your expectations.”
Like Merrill and Neves, Roberts recommends researching the fair market value of the role. The bottom line is that lying about your current salary isn’t a good idea, but not directly answering the question with one hard figure and instead demonstrating your market research is acceptable.
If your fear of revealing your salary stems from worry that your offer will reflect that amount and no more, it’s totally reasonable to set your expectations higher and make it known from the start what you’re looking for. You just don’t want to go nuts and quote a number that’s not at all within the range of that role.
As Merrill explains, “If you give a number too high, that’s not in line with the job role, you may remove yourself from consideration.”
And you’re way too skilled, and you’ve worked way too hard to knock yourself out of the running by shooting too high. Instead, do your research and go after what you’re truly worth.
Stacey Lastoe is the Senior Editor/Writer of The Muse. She started writing short stories in the second grade and is immensely grateful to have the opportunity to write and edit professionally. Her work has appeared in YouBeauty, Refinery29, A Practical Wedding, Runner's World online, and The Billfold among other publications. She enjoys running and eating in equal measure and lives with her husband and dog in Brooklyn. All three of them are avid New York Mets fans. Say hello on @stacespeaks.
by Emily Moore
When you finally score an interview, it can feel like a huge deal. And to you, it is! It’s the first big step towards finally getting the job of your dreams. To recruiters, however, it’s all just a part of the daily grind. After all, professional recruiters often conduct hundreds, if not thousands, of interviews per year.
Now, that’s not to discourage you or suggest that recruiters don’t care about you. The point is, though, that they go through the interview process a lot more often than you do — so when you give what you think seems like a well thought-out, unique, and interesting response, they may have already heard it a few times that week alone. If you truly want to stand out in their eyes, you need to avoid these cliché answers and dig deeper into what kind of information they’re *really* looking for.
But which interview responses are the worst offenders, and what should you say instead? We reached out to a number of recruiters, HR professionals, career coaches, and other experts to hear their thoughts. These are the seven answers they advised job seekers to avoid at all costs.
Q: Tell me about yourself.
A: Details of your family life, medical history, or professional flaws.
Why It’s Bad: “Avoid ANYTHING personal that will be held against you in the interview or if you are hired. There are topics such as health and family that the employer should not bring up (because it’s illegal.) You should avoid these things too. Also, don’t bring up your shortcomings. If you are invited to interview, the interviewers believe you can do the job. Be confident and believe in yourself,” says Devay Campbell, Career Coach at Career 2 Cents.
What to Say Instead: A narrative that outlines your work experience thus far, why it’s relevant to the current position, where you want it to take you and, if you have time left, a couple short details that shed light on who you are as a person, such as interests and hobbies.
Q: Tell me what you know about the company.
A: Very obvious details, like their industry, or avoiding a straight answer completely.
Why It’s Bad: Failing to research the company that you’re applying to suggests to the interviewer that you either don’t truly take it seriously, are lazy, or just don’t have common sense. “If [candidates] are unprepared to answer this question, the likelihood of them securing a position with a company shrinks dramatically,” says Dave Lopes, Director of Recruiting at Badger Maps. “Even fifteen minutes of browsing their website will prepare the candidate to answer this question adequately.”
What to Say Instead: Describe things like the product/service the company provides, their target market, and their business model, among other publicly available, business-critical information.
Q: What’s your greatest strength?
A: “I’m a team player.”
Why It’s Bad: “[The] answer is too broad- no specifics about your unique qualities,” says Laura MacLeod, HR expert and consultant at From The Inside Out Project®. “EVERYONE should be a ‘team player’- so what makes you special? Feels forced and inauthentic- [like you’re just] spouting a phrase you think HR wants to hear.”
What to Say Instead: “Be specific about HOW you collaborate with co-workers and connect with other departments to produce the best product [and] WHY you think it’s crucial to develop these connections and develop relationships. Give examples from previous work experience,” MacLeod advises.
Q: What’s your greatest weakness?
A: “I work too hard/I’m a perfectionist.”
Why It’s Bad: “This answer comes from candidates who are trying to share something they perceive as a strength, cloaked as a weakness. Who wouldn’t want an employee whose biggest flaw is being too driven or striving for perfection?” says Mikaela Kiner of UniquelyHR. “The problem is that the candidates who provide this answer are unwilling to admit to their real areas of development. We all have them — I want to talk to people who know what theirs are, and are actively working to improve.”
What to Say Instead: “Candidates should be honest. By the time we’ve had a few jobs, I think each of us knows what we need to work on,” Kiner says. “Be ready to honestly share something you need to develop, how you know / who’s given you feedback, and what you’re doing to get better. The ideal answer demonstrates a willingness to be self-aware, and also that you’re a continuous learner.”
Q: Where do yourself in five years?
A: “I see myself doing this job still.”
Why It’s Bad: “A lot of interviewees say this because they believe it shows a great deal of loyalty and commitment to the company, making them the perfect hire. However, what this actually does is suggest a lack of ambition. Employers don’t want to know that you will want to be in the same position five years later, they want to know what you will do to develop yourself and the company,” says Steve Pritchard, HR Consultant for Ben Sherman. “[This] is your opportunity to showcase your ambition and drive. Five years is a long time, and to suggest to a potential boss that you don’t see yourself progressing at all in that time shows a distinct absence of zeal.”
What to Say Instead: “Candidates who truly want the job will know a natural progression… can occur in that role, but a bit of extra research couldn’t hurt,” Pritchard says. “Research the various departments within the company and see where there may be opportunity to branch out. Explain to the interviewer your goals; how would you like to grow within the department? More to the point, ultimately, how would you like to help grow the department and indeed the business? What skills do you possess that help you to achieve this? Naturally, you want your employer to believe you will be a loyal worker who won’t jump ship in the next couple of years. At the same time, though, you should be giving them an explanation as to why you are worth keeping for five years in the first place.”
Q: Why do you want to work here?
A: “Because I need a job.”
Why It’s Bad: You might think this candid answer could come off as funny or refreshingly honest, but make no mistake: If you don’t give a real reason why a company should hire you, they won’t. There are almost always plenty of other candidates for them to choose from.
What to Say Instead: “To answer this correctly, you must [do] research on the company and have [an] answer about the things they believe in, new products or [initiatives] or where they are going,” Campbell says. A few better answers? “You are a leader in the _____ industry and I want to be aligned with an organization [that’s] on the cutting edge and leading the pack,” “[your] mission of ______ is aligned with my personal values,” or “I am excited that you… just introduced (or will be introducing) ______ to [the] market. You are doing great things and I am certain I can learn and grow here,” advises Campbell.
Q: “Why should I hire you this for this position?”
A: “Because I’m passionate about it.”
Why It’s Bad: “Being passionate does not help you stand out from other candidates,” says Natasha Bowman, Chief Consultant at Performance ReNEW and author of the upcoming book You Can’t Do That At Work! 100 Common Mistakes That Managers Make. “A more unique, appropriate response would be to specifically align your background with that of the organization.”
What to Say Instead: “Demonstrate your ‘passion’ by discussing quantifiable results you’ve obtained for other organizations,” Bowman says. “How active [are you] in industry trade organizations? What measures do you take to develop yourself outside of the workplace?”
Utilize the resume real estate between your contact information and work experience wisely.
If you're not familiar with the term "career summary," it's those few lines or bullets at the top of your resume directly under your name and contact information that tell an employer who you are. Some call it a career profile or executive summary, among other things.
Before we go on and talk about what it is, let's talk about what it's not. It is not an objective statement. There is a very important distinction between the two. If you've been in the workforce for a long time, you're probably more familiar with an objective. That's old news. An objective would tell an employer what you were looking for. Employers now receive so many job applications that they expect you to do a bit more work to tell the employer that you are what they are looking for.
Here are some examples of strong career summaries for three different backgrounds. They do not have to be in sentence format; some people prefer to use bullets and that's OK. Keep it short and simple either way, as a long career summary will likely not be read.
"Award-winning executive assistant with over 10 years of experience directly supporting senior federal government executives. Employs exceptional analytical and problem-solving abilities to deliver strategic plans and improve processes. Adept at change management and strategic communications."
"Expert project manager with 12 years of experience in health care nonprofits leading program development, community outreach and the design and delivery of educational content. Acknowledged for event management skills and ability to inspire teammates."
"Versatile statistician with 20-plus years of experience in health care, pharmaceutical and market research firms, developing creative solutions to complex research questions using SAS and other tools. Recognized for communication ability, concise writing skills and for proactively tackling challenging problems."
What are the key elements of each of these?
Description. The opening line is a summary of each person's background. It indicates their profession or role, how many years of experience they have and the industry or industries in which they've worked. If you've won awards, don't be afraid to say so right off the bat! This is not something everyone has under his or her belt, so it will help you stand out. Just make sure you also list your awards in a separate section of your resume under work experience. Even if you don't have awards to speak of, use words like "expert," "versatile" or "accomplished" to describe who you are. Depending on the job you are applying to, you can also change the title (e.g., "executive assistant" to "administrative assistant").
Demonstrate Value. Your first or second sentence should tell the employer the value you bring to them. In the second example, we understand the person has experience leading program development, community outreach and the design and delivery of educational content. The employer will immediately understand this person can use those same capabilities on the job with them.
Here's how to figure out what to include. Look at the job requirements – often called "minimum qualifications" or "basic requirements" across several job postings that you plan to apply to. What are they looking for? Hopefully there is a common thread, but if not, create several career summaries to fit each one and give you some practice. The first sentence is likely to stay the same for each, but the value you offer may change. Also, maybe instead of the term "community outreach," they use the term "external relations." Make those changes, because an applicant tracking system (ATS) will look out for specific terms. In other words, be sure to tweak your career summary to align your background with the job requirements.
Separate Yourself. In the second and third examples, you see the words "acknowledged for" and "recognized for." Another term you may wish to use is "known for." The goal of this part is to state why you are unique. In other words, what makes you different from your colleagues? Think about what you've noticed over time as well as feedback you've been given by managers or peers. This gives you a key opportunity to address some of the job requirements from a posting, as well. If the requirements state "strong writing skills," "proactive" and "problem-solver," and that describes you perfectly, you might use a sentence like the final one in example three above.
The bottom line: You need a career summary, and it should be specific rather than filled with cliched words and phrases. It should cover what you personally can bring to the employer and be aligned with a posting's job requirements. Taking these steps to build your summary will enable you to be leaps and bounds ahead of the crowd.
Marcelle Yeager has been a blogger for On Careers since March 2014. She is the president of Career Valet, a premier provider of career services that helps launch people to the next level of their career. Marcelle also co-founded ServingTalent, a recruiting agency that places military and Foreign Service spouses in jobs. Prior to starting these ventures, Marcelle worked for over 10 years as a strategic communications consultant in Washington, D.C., and overseas for over six years. She holds an MBA from the University of Maryland. You can follow her companies on Twitter @careervalet, @servingtalent, Facebook (Career Valet, ServingTalent), or connect with her on LinkedIn.
Ever since I’ve started working at The Muse, I’ve gotten cornered by people at social gatherings who whisper in my ear, “Hey, I’m looking for a job, I heard you can help.”
I typically respond by pulling the person into a back alley, opening up my trench coat, and asking if the person’s looking for fully-tailored resumes, or cover letters with witty openers—or, for an extra cost, offer letters that only need their signature.
Just kidding. The lighting in back alleyways tends to be horribly unflattering.
Instead, I typically respond with something about letting their network know they’re looking, since that’s the best way to get their foot in the door. To which they almost always say, “Oh, that’s nice, but I’m trying to keep this pretty low-key right now.”
I get it. When I started my last job search I did the same. I had this fantasy of waltzing into dinner and announcing the news to my friends and family that I landed this amazing new position.
They’d say, “I didn’t even know you were looking.” And I’d casually reply, “Oh, it just fell into my lap.” Then they’d all simultaneously think, “Wow, Jenni must be really good at what she does to leave one great company for another.” Then I’d say something fancy like, “Next round is on me, old chaps.”
How did that fantasy play out in real life?
I got a few interviews, zero offers, and eventually laid off. The good news is that being unemployed left me with no choice but to confront two truths:
I was unhappy in my current situation.
I needed help.
These facts are easy for me to type out now, but they felt so hard to admit when everyone else around me appeared to be thriving in their careers. No one else I knew needed help from their network, so why did I?
However, as soon as I started being honest about my situation, the opportunities started rolling in. Turns out people want to help you! But they can’t if you don’t clue them into what you need.
Think about it: Have you ever turned to a friend in the middle of a conversation about The Bachelor and said, “Hey, would you like me to proofread your resume?” or “My cousin’s company is hiring if you’d like me to connect you two.”
That means that rather than trying to pull this off all by yourself, tell your friends, tell your former colleagues, and tell your family. While you don’t want to shout it from the rooftops (mostly because that’s a wildly ineffective way to communicate), you should clue your network into the fact you’re looking. It’s honestly as easy as sending this “Help me find a job” email.
The majority of the interviews I went on after being laid off came from friends-of-friend leads. Leads I never got before I lost my job because no one knew I wanted them. And the position I ended up getting at The Muse? That “in” came from a former manager’s friend.
So, if you’re serious about looking for a new role, stop treating it like a stealth mission. You’re not in the CIA (unless you are, and in that case, you do you). You’re just someone who’s looking for a new opportunity—and who’s smart enough to know it’s a lot easier to find it when other people are keeping an eye out, too.
By Pattie Hunt Sinacole
Q: I have been told repeatedly to “follow up” after an interview. But how? Should I mail a thank-you note? Snail mail seems old-fashioned. Do I send an email? Or place a phone call? What do you recommend? I have had more than one recruiter ask me to “follow up” with them? But honestly I am not sure what that means. Thank you Job Doc.
A: Following up after an interview is essential. Candidates who follow up after an interview demonstrate interest and show a commitment to the process. Alternatively, candidates who do not follow up are perceived as less interested or less serious about the job opportunity.
I recommend candidates ask about how to follow-up before the interview ends. For example, Marie is interviewing with ABC Company on Tuesday, February 14th. Before she leaves the interview with Tamara, the hiring manager at ABC Company, one of her final questions should be: “Tamara, can you explain to me the next steps in the selection process?” Marie will hopefully learn more about the process. Marie might learn when they hope to fill the role, how many interviews are part of the process and how many other candidates are being considered at this point. This is helpful too because it can set expectations as to how long each step might take. If a company explains that they intend to ask candidates to interview two or three times at ABC Company, then that may take several weeks. If a company explains that they expect to have a decision by Friday February 17th, that is a very different timeframe. Marie can also ask “how do you prefer that I follow up with you?” Tamara may offer several options – by phone, with an email or she may offer a specific date. When we handle recruitment for our clients, I will often ask a candidate to email me by a certain date.
Additionally, always send a thank-you note. Email is typically the best way to send a thank-you note. Make sure you email it within 24 hours of an interview. In the email, you again want to reiterate your interest. It is also an opportunity to demonstrate professionalism and can serve as a sample for your writing skills.
Your career history will pack an even bigger punch with these dynamic words.
Caroline Zaayer Kaufman
Your resume isn’t a place for modesty; it’s a chance to show companies all the awesome things you’ve done—and what you can do for them if given a chance. Take the opportunity to liven things up a bit. Weak, vague or overused verbs can actually diminish the excellent work you did at your last job, so choose words that more accurately reflect what you do.
“It’s critical to choose active, industry-appropriate action verbs,” says Linda Hollenback, a brand and career strategist who owns Philadelphia-based Hollenback Consulting. “Well-chosen lead action words make the difference between highlighting your skills and undermining your contribution.”
To help your credentials pack the maximum punch, Monster created a list of strong action verbs to make your resume more powerful.
Action verbs for communication skills
Instead of: talked, led, presented, organized
Use: addressed, corresponded, persuaded, publicized, reconciled
You can present data and lead meetings all day long, but does that mean you actually got your point across to an audience? Simply saying that you talked to other people doesn’t prove that you achieved your goals.
Stir the interest of a hiring manager by using words that have a bit more personality than the usual suspects. That might encourage him or her to want to meet you in person.
For example, instead of saying you “organized” an off-site meeting, say you “orchestrated” an off-site meeting. And instead of “leading” the meeting, perhaps you “chaired” the meeting.
“‘Persuaded’ is another great verb to use,” says Christina Austin, founder of New York City–based ExecBrands, a career-branding firm, “as it highlights a candidate’s ability to influence others.”
More precise words can also add a touch of formality to your actions, she says. Words like “addressed” or “corresponded” can carry more weight than a generic “wrote” or “spoke.”
Action verbs for organizational skills
Instead of: organized, ordered, filed
Use: catalogued, executed, monitored, operated
Did you organize a project, then walk away? Probably not, so choose words that express how you organized and followed through with a project to completion. For example, “executed” says that you saw it through to the end.
“By focusing on the task rather than the purpose or significance of the task to the organization, a job seeker may limit the perceived value of his or her experience,” Hollenback says. Instead of “filed account paperwork,” she suggests something more descriptive of your purpose, such as “monitored client accounts.”
Action verbs for management skills
Instead of: led, handled, oversaw
Use: consolidated, appointed, delegated, established
Leadership experience is excellent for a resume. However, just saying you “led” a team is not nearly as powerful as saying you “established” a team, which indicates you took the lead to create something new.
“A word like ‘oversaw’ hints that someone is supervising work on a high level, but not necessarily participating in a project actively,” says Andy Chan, co-founder of Prime Opt, a Seattle-based career-coaching center. Pick words that reflect the true nature of your contribution. For example, “Established a nine-member productivity team and delegated operational tasks to three junior managers.”
Each of these verb choices combines to give the hiring manager or recruiter an impression of your work style—just be sure to avoid repeats. “Multiple repetitions of an action word reduces the word’s impact and makes for a boring read,” Hollenback says.
Grab your dictionary or thesaurus if you’re feeling stuck, and when you’re done, be sure to have a trusted friend or colleague read over your resume to make sure it reads properly. And if you need more help, get a free resume evaluation today from the experts at Monster's partner TopResume.
Too many job seekers make the interview process more complicated than need be, thinking they need to do something special to stand out. Actually, you want to focus on the simple over the extraordinary -- nailing basic interview etiquette and typical interview questions. You want to treat the interview like a conversation, not an interrogation. You want to relate to the other person, develop a connection and have a back-and-forth dialogue.
Here are 10 easy-to-follow tips to stand out in your next job interview:
Start Your Interview In The Lobby
The interview starts before many job seekers realize the interview starts. When you check in at reception, your demeanor with the person at the desk is often reported back to the interviewer. If you’re ready with the name of your interviewer and time of your meeting, you appear organized. If you sit with good posture in the lounge area, you exude poise. Start your interview behavior as soon as you enter the building.
Be Excited From The Start
An important part of your interview demeanor is your level of enthusiasm. As a recruiter, I empathized if a candidate was nervous and I tried to put them at ease, but I was always impressed by the candidate that I didn’t have to care of, that was comfortable in a meeting and especially that seemed excited to be there. Many candidates will be qualified – you want to be qualified and excited for the job.
Be Poised From The Start
As you walk from Reception to the interview room, are you grasping for your coat, your bag, your phone, your portfolio, your water, and all with one hand so you keep the other free for a hand shake? You don’t want to look overwhelmed or clumsy at the outset. You know your interviewer is going to come out and call for you. Yet, many candidates are surprised when the time comes and then flail around for all their things. Don’t make me call a U-Haul to help you move your stuff! Hang your coat, and put as much as you can in your bag so you only have one item to carry.
Minimize Nervous Habits
When you sit down with your interviewer, ground yourself with your feet planted on the floor and your hands on your lap or on the desk. If you tend to shake your knee up and down, cross your legs. If you like to twirl or tap a pen, don’t keep a pen in your hand. You know what your nervous habits are, so seat yourself in a way that minimizes these behaviors.
Prepare Your Introduction
You know the interviewer will ask you about yourself – Tell me about yourself or Walk me through your resume or What are you working on currently? Set your introduction in advance so you focus on the most relevant skills and experiences related to this job. If you have multiple jobs, you don’t want to bury your interviewer in unrelated details – pick out what s/he specifically should know to realize your fit to the job at hand.
Prepare Your Stories
Similarly, you know the interviewer will want to check your qualifications for the job. S/he might pull out items from the job description and ask you to give examples of when you did these things. S/he might describe attributes or skills the company wants in this role and ask you to prove you have these. S/he might share a current project or responsibility the new hire will be tasked with and ask how you’d handle it. Prepare the stories from your career that you know are relevant to the job. Use the job description as a guide for what skills, experience, and attributes you need to highlight. Sure, the interviewer might add something that wasn’t revealed in the job description, but this doesn’t happen often. If you prepare against the job description, you’ll be ready for a vast majority of the questions.
Have Questions To Ask
The interview is a two-way exchange. Many interviewers leave time for questions, and use the questions you ask as an indication of your interest in and knowledge of the role. If you have no questions, you’re not interested or you didn’t bother to research the company or role. Next!
At the end of your interview, thank the interviewer for his or her time. Reiterate your interest in the role. Ask about next steps so you’re clear on when and how to follow up. Don’t be so relieved that it’s over that you just run away without ending strong.
Place Cues For Yourself Where You Can Easily See Them
Given all the responses that you need to prepare (your introduction, various examples of your skills, experience and attributes, questions to ask, your strong close) and behaviors you want to model (sit up straight, don’t tap your pen), you might want to give cues to remind yourself so you don’t blank out on anything. Bringing a sturdy notebook or leather pad to take notes is always a good idea so you remember any helpful information you learn in the interview. This is also a good place for cues to remind yourself. If you think you may forget an example, say a financial analysis you did in your last role, write “Financial Analysis” in big letters so you remember to mention it. If you tend to rush out of an interview, write “End Strong” in big letters to prompt you to say, “Thank you, I want to reiterate my interest in the role. What are the next steps?” Placing cues is also something you can do during Skype interviews (position post-its strategically around your webcam so you can see your cues but still make eye contact).
Finally, don’t forget to smile throughout your interview. Smiling relaxes you and the interviewer. It also helps you appear friendlier and develop that connection. If you can even just remember to smile at the opening hand shake, smile at the first question and smile at the close, then you have built in at least three smiles for your interview.
Remember that the interviewer wants you to do well –when an opening is filled it means less work (no more interviews) and help is on the way (you’ll be taking on the work). In this way, you can relax knowing the interviewer is on your side. You can also relax knowing that a good interview is a few simple steps and well within the reach of any job seeker willing to do a bit of preparation.
I am the cofounder of SixFigureStart career coaching. I have worked with executives from American Express, Goldman Sachs, Condé Nast, Gilt, eBay, Google, McKinsey, and other leading firms. I'm also a stand-up comic, so not your typical coach.
An analysis of 350,000 messages found the best way to end an email if you want a response
I've always thought of obsessing over your email openings and closings as a bit like obsessing over your outfit — not worth it.
As long as you don't do something outrageous — say, sign an email to your CEO with "xoxo" or show up to a job interview wearing a clown costume — you'll be fine with whatever you choose.
I was wrong.
According to a new analysis from Boomerang, an email productivity app, different email sign-offs yield different response rates. And woe to the unappreciative emailers among us: The analysis found that the best way to end an email is with gratitude.
Specifically, results showed that the most effective email sign-off is "thanks in advance."
For the study, Boomerang looked at closings in over 350,000 email threads from mailing list archives in which, they wrote in a blog post, many emails involved "people asking for help or advice, hoping for a reply."
Then they picked out the eight email sign-offs that appeared over 1,000 times each and figured out the response rate linked to each sign-off. Here's what they found:
"Thanks in advance" had a response rate of 65.7%
"Thanks" had a response rate of 63%
"Thank you" had a response rate of 57.9%
"Cheers" had a response rate of 54.4%
"Kind regards" had a response rate of 53.9%
"Regards" had a response rate of 53.5%
"Best regards" had a response rate of 52.9%
"Best" had a response rate of 51.2%
The average response rate for all the emails in their sample was 47.5%.
The Boomerang blog post also cites 2010 research from Adam Grant and Francesca Gino, which found that participants who received an email from a student asking for feedback on a cover letter were twice as likely to help when the email included the phrase, "Thanks so much! I am really grateful."
Interestingly, three separate etiquette experts previously told Business Insider that "best" is the most appropriate way to end an email. And one such expert said that "thanks" is "obnoxious if it's a command disguised as premature gratitude."
The Boomerang analysis didn't measure how recipients felt about the sender — just whether they responded. It also didn't measure the power dynamics at play. Maybe your boss signs their emails "best," and they always get an answer.
Bottom line: If you want a response to your email, it can't hurt to end it with an expression of gratitude. Thanks for reading!
Getting the best possible salary is important, but consider other forms of reimbursement.
If you don't ask for what you want, the answer will always be no! This is especially true when it comes to salary negotiations. However, you can also negotiate other elements of a job offer, such as a signing bonus, training reimbursement and sometimes the amount of vacation time. If you are uncomfortable with the idea of negotiating, follow the tips below and build your confidence.
Research salary ranges. You should conduct company research before you walk in the door for your first interview. Technically, you should have researched salaries before you applied for the job to ensure your range was appropriate. Most job postings will not include salary information. In order to get an idea of what the job is worth and what other people in similar roles make, do you due diligence. This means using multiple sources. Use salary calculators such as Payscale.com, Salary.com, Glassdoor.com or LinkedIn's salary tool. But don't stop there. Talk to recruiters in your field and geography. Network with people who are in your field of work to understand what the going rate is. Use as many of these options as possible to develop your desired range. Remember, your value in the marketplace is based on how much the employer is willing to pay, the value of your skills and what your previous employer paid you.
When to negotiate. You technically can't negotiate a job offer until you have one. You should avoid getting into a detailed discussion around salary or attempt to negotiate any condition until you have a job offer. Mentioning your desire to work from home during the interview could sour the deal. And don't try and negotiate on the spot. Ask how long you have to consider the offer and schedule a time to provide your answer. Remember, accepting a job is a major decision and you shouldn't feel pressured to accept an offer.
Negotiate with enthusiasm. If an employer doesn't think you want the job, it could hurt your chances of negotiating, or worse, could lead to the offer being taken off the table. Tell the employer you are interested in the job and why. And be sure to smile.
Negotiate with the right person. The person who extends the offer may not be the person with the power or authority to negotiate. Every company has a different set of procedures. It is important that you know who has final budget approval for the job. While human resources may be the ones who extend the offer, they may not have the ability to negotiate.
Use company research and inside information. During the interview and through networking conversations with company insiders, you may uncover some valuable information. Perhaps you learn that the company has negotiated vacation time for certain employees or lets some of the team work from home once a week. You might be more likely to negotiate those things if there is already a precedent in the company or department. Use the information you uncover to your advantage.
What things can you negotiate? There are many elements to a job offer. Here are some things you may want to consider:
Negotiate salary first. It's important to prioritize what you want to negotiate, and don't be greedy. Negotiate salary first and if you secure your desired salary, be willing to compromise on other items you want to negotiate.
Convey confidence. Your body language, tone of voice and words you use should convey you believe you are worth what you are asking for. And remember, the company has invested significant time and manpower interviewing you. They don't want to start over.
Get your offer in writing. Once you have reached a final agreement on the terms of the offer, be sure you ask for it in writing. You will want this before you begin your first day of work. Managers can change and policies can shift. You want to protect yourself in case anything changes.
Hannah Morgan provides actionable job search and career guidance. She is passionate about keeping up with the latest job search trends and social networking strategies. Hannah has been featured in numerous national media outlets such at Money Magazine, Huffington Post and USA Today and is listed as a top resource by some of the biggest names in the careers industry. Hannah is the author of “The Infographic Resume” and co-author of “Social Media for Business Success.” Besides contributing to U.S. News On Careers, she also writes articles for her own site Career Sherpa.
Stop obsessively fine-tuning your resume and do this instead.
DANIEL BORTZ, MONSTER
Job searching may be at the bottom of your "fun-things-to-do" list—but that might just be because you’ve hit the "job search wall." It happens to the best of us, and it’s pretty common. But it can be reversed!
"Looking for a job is a universal source of anxiety," says Steve Dalton, author of The 2-Hour Job Search: Using Technology to Get the Right Job Faster. It’s also intimidating, he says, given that there’s a seemingly endless number of job postings at your fingertips.
That’s the irony: While you have great access to job openings, having too many options can make the job-search process seem overwhelming. Monster asked career experts for their advice to avoid job-search burnout. Here’s what they said can turn those feelings of fatigue back into excitement.
1. ADJUST YOUR MIND-SET
"It’s all about how you look at the job search," says Danny Rubin, millennial career coach and author of 25 Things Every Young Professional Should Know by Age 25.
Instead of thinking of applications as a total time-suck, he says, consider them the next (and necessary) step to scoring a job at one of your dream companies. With every application you submit, you’re that much closer to landing "the one," because it’s a numbers game.
So if you feel like you’re drowning in a sea of job applications, focus on the end result instead—getting that killer job offer.
2. STEP AWAY FROM YOUR COMPUTER
When you’re job searching, you spend a lot of time at the computer—like, some serious screen time. While looking for and applying to jobs online is important—and most likely the way you'll find your new gig, too much of it could drive anyone crazy.
Drag yourself away from your laptop to meet people who work in the field face-to-face. That way, you'll start meeting people who work in your industry, and you can start doing your homework to find the right fit for you. When you get home, research the companies where your new connections work to read employee reviews and get a deeper sense of what the company is about.
"You don’t always need to go to conferences or formal industry events to meet people," says Chip Espinoza, author of Millennials@Work: The 7 Skills Every Twenty-Something (and Their Manager) Needs to Overcome Roadblocks and Achieve Greatness.
He suggests starting with alumni networking events, which can be a fun way to reconnect with people you went to school with while talking about your job search—like mixing business with pleasure.
3. DITCH THE ELEVATOR PITCH
A well-honed elevator pitch can be a great way to explain who you are and what you do, but sometimes you’ve got to go off-script to shake things up. The key to building relationships is establishing trust and likeability; so don’t always feel pressured to sell yourself when you meet new people.
"Hearing an elevator pitch can make people’s defenses go up," says Dalton.
So instead of immediately answering the question, "What do you do?" try to see if you have shared interests outside of work, or any common links so that you can get to know the person you’re talking with on a less formal level.
4. DON’T SPEND DAYS FINE-TUNING YOUR RESUME
Hiring managers have short attention spans. In fact, some only spend a few seconds looking at an applicant’s resume.
"They’re trying to get back to their real work as quickly as they can," Dalton explains.
Rather than devoting a ton of time to perfecting your resume (psst—there’s no such thing as a "perfect" resume), "put three to four hours into updating it, but make sure it’s error-free," Dalton says.
5. WRITE A SKELETON COVER LETTER
It’s okay to use a template for cover letters to help speed up job applications. However, you’ll still want to tailor each letter to the specific company and position. To do so, Espinoza recommends customizing the first paragraph, incorporating language from the job posting.
Keep cover letters brief. (In many industries, a half-page letter is sufficient.) "Tell hiring managers the information that they need to know upfront," says Dalton, adding that if you have an internal referral you should mention it in the first sentence.
Also, "the shorter the cover letter, the less chance there is for grammatical errors," says Dalton.
6. CREATE AN ONLINE PORTFOLIO
If you’re applying for jobs where you need to submit samples of your work (think writing, graphic design, or advertising), don’t waste time attaching multiple documents to each job application. It’s cumbersome, and hiring managers don’t like having to download multiple attachments, says Rubin.
One solution: Create a free or low-cost professional website on Wordpress, Carbonmade, or Contently, where you can house your portfolio, and include the URL on your resume.
7. PREPARE THREE GO-TO INTERVIEW QUESTIONS
During most job interviews, you have an opportunity to ask the recruiter or hiring manager questions. The good news: You don’t need to exhaust yourself by trying to come up with unique questions for each interview. Dalton recommends these three:
What’s your favorite part about working here? "It doesn’t require the person to have to sum up the company culture," says Dalton. Simply asking "What’s the culture like?" often leads to a generic answer.
How do you think the market will be different three years from now? "You’re asking for the person’s expert opinion and that shows respect," says Dalton.
If you had to attribute your success to one skill or trait, what would it be? "You’re essentially asking the person why they’re good at their job, which is flattering," Dalton says.
5 Minutes Early Is On Time; On Time Is Late; Late Is Unacceptable
I have a magic pill to sell you. It will help you make more money, be happier, look thinner, and have better relationships. It’s a revolutionary new pharmaceutical product called Late-No-More. Just one dose every day will allow you to show up on time, greatly enhancing your life and the lives of those around you.
All joking aside, being late is unacceptable. While that sounds harsh, it’s the truth and something that should be said more often. I don’t care if you’re attending a dinner party, a conference call, or a coffee meeting - your punctuality says a lot about you.
Being late bothers me so much that just thinking about it makes me queasy. My being late, which does occasionally happen, usually causes me to break out into a nervous sweat. The later I am, the more it looks like I’ve sprung a leak. Catch me more than 15 minutes late and it looks like I went swimming.
On this issue, I find myself a member of a tiny minority. It seems like most people consider a meeting time or deadline to be merely a mild advisory of something that might happen. I’ve been called uptight and unreasonable, or variations prefaced with expletives. In a world that feels perpetually late, raising the issue of punctuality isn’t a way to win popularity contests and I’m ok with that.
There’s a reason we set meeting times and deadlines. It allows for a coordination of efforts, minimizes time/effort waste, and helps set expectations. Think of how much would get done if everyone just “chilled out” and “went with the flow?” It would be the definition of inefficiency. It’s probably not that hard to imagine, considering just last week I had 13 (yes, I counted) different people blow meeting times, or miss deadlines. It feels like a raging epidemic, seemingly smoothed over by a barrage of “my bads,” “sorry, mans,” and “you know how it goes.” The desired response is “it’s all good,” but the reality is that it’s not okay. Here’s what it is.
As I said earlier, I’m occasionally late. Sometimes a true emergency happens, or an outlier event transpires. When it happens, I try to give a very detailed account of why I was late, apologize profusely, make sure the other person knows that I take it very seriously, and assure them it won’t happen again.
Paying attention to punctuality is not about being “judgy,” or stressed. In fact, it’s quite the opposite. It makes room for the caring, considerate, thoughtful people I want in my life, whether that’s friends or colleagues. Think of how relaxing your life would be if everyone just did what they said they’d do, when they said they’d do it? A good place to start is with yourself and a great motto is something I was taught as a child:
“5 minutes early is on time. On time is late. Late is unacceptable.”
Brent Beshore is the founder and CEO of adventur.es. Connect with him on Twitter or LinkedIn.
5 Steps to Rock Any Networking Event
A great face-to-face connection can help you jump start the career you've always wanted.
Not everyone loves bobbing in and out of a strange crowd with a bundle of business cards in one hand and a plate of cheese in the other. Approaching people you don’t know while trying to build connections can be awkward. Nevertheless, the fact remains: a face-to-face connection can help you to build professional relationships and, in minutes, jumpstart the career you’ve always wanted.
Whether you’re looking for a partner, a client or an employer, networking events can make a real difference. Not only can it help you grow professionally, it can also do good for your personal life.
However, as the saying goes, it only takes a second to make a bad first impression. Before you go out to one of the many networking opportunities available to you throughout the year, it’s important that you hone your approach. Here’s how:
1. Get there early.
You know that saying about being fashionably late? That may apply to house parties and bar excursions, but little else. If your biggest fear is getting stuck in a corner with your plastic cup and a business card while everyone else chats away, be an early bird.
Ditch any notions you have about being a cool kid and get there before the party starts. Networking events can be a bit daunting, especially if you’re going alone. You’re more likely to avoid getting lost in the crowd if you jump in while the group is small, and meet new people as they arrive, one at a time or in pairs.
2. Wear your conversation starter.
First impressions are everything. In just a quick glance a person can make an opinion about who you are based on your appearance and how you carry yourself. While a well put together look is key, consider heading into your networking event with a piece that will help you stand out.
Avoid drowning in a sea of black and navy blue outfits by adding a pair of fun shoes or unique earnings. Make sure you appropriately express your individuality within the context of your situation. If there’s a dress code or dress expectation, make sure you follow the rules accordingly. You definitely don’t want to leave an impression that you’re gaudy or unprofessional, but remember, this is supposed to be fun!
3. Don’t get sucked in by negativity.
Negative Nancies always have time to show up at a networking event. They’ll rag on anything from the economy and job market to your business and career prospects. While you should do your best to dodge these people as much as possible, know that running into them will happen.
Never feel pressured to engage with a negative person, especially at a networking event. Instead, do your best to turn the conversation around with constructive comments. If the person shows no sign of changing their attitude, politely move on. This may sound weird, but kids are the best networkers out there. Not only are they extremely upbeat when making new friends, but they also are unafraid and excited when they approach their peers. If our kids can do it, so can we.
Similarly, don’t go and be the one whose name tag reads, “I’m Nancy Too.” Be sure to hold positive conversations only. If you’re feeling down about work, consider this a prime opportunity to find new positions. Shift your lament onto hopes for a new position and the amazing skills that you have to offer.
4. Research, research, research.
Tactical networking practices work best when you’ve come prepared. Remember, networking events won’t go on all day. You’ll have a small window to make an impression on a large group, so help yourself out by doing research ahead of time.
Start by knowing who is hosting the event. They’ll likely have a limited amount of time to talk but remember they’re the ones who brought in all of the people you’re networking with. At the very least you’ll want to introduce yourself.
Your biggest priority should be having an understanding of the guest list. Typically, events will post the guest list online ahead of the function. Use the list as a way to make note of the people you will definitely want to make connections with. If your host has a team, reach out to co-hosts or assistants to help make introductions with guests beforehand.
Lastly, don’t forget to utilize social media. Learn to recognize the faces of those who you’re most interested in talking to, and make sure to target them first before you get lost investigating where everyone is getting the chocolate samples.
5. Pretend your business card is money.
You might have an unlimited amount of business cards, but there’s no way you have as much brain storage. Before you go and make your business cards rain on your networking event, consider that successful networking requires genuine connections. You wouldn’t go to Target and throw your money at every item you could buy. Don’t do that at an event. Don’t be Blackjack Betty.
Instead, take some time to evaluate where your card is going. Use the event to make real exchanges with others -- listen as much as you speak (ideally more) and really listen. Understanding a person’s passions will help you to build the relationships you came for. Aim to offer your card to people you’ve spent time talking with, whose passions you understand and whose goals align with your own, and vice versa. You’re more likely to have a successful follow-up with them later.
Andrew Medal is a street geek and entrepreneur. He is the founder of web and mobile development shop, Agent Beta, amongst a handful of other startups. Recently, he's been helping the California Education Department solve the student and job problem through technology.
It can feel awkward to ask a recruiter or an HR person "How much does this job pay?" There is no reason it should be sticky to talk about compensation.
The most responsible and talent-aware employers lay out the pay rate for their open positions. Either they mention the pay range in the job ad or they tell you as soon as they contact you about the job, "Here's what the job pays."
There is no reason to withhold salary information apart from a desire to be cagey with applicants.
If a recruiter, HR person or hiring manager can find out what you earned at your last job before they tell you how much they've budgeted for the position, maybe they can bring you on board at the bottom end of the pay range -- or even below it.
That is unethical, and it's bad business, but there is a lot of unethical behavior and a lot of bad business in the hiring process almost everywhere you look.
When a company recruiter or a third-party recruiter contacts you about a job opening that might be a good fit, it is always appropriate to ask them "What is the pay range for the position?"
If they say "I don't know" or "That is still being decided," get off the phone or end the email correspondence with them, because they are lying. Nobody recruits for a position without knowing the pay range -- it would be absurd to do so.
If you reach out to an employer and they invite you to a job interview, you can go to the interview without establishing the pay range because you contacted them. You can meet them and decide whether you want to continue the conversation. They will also decide whether or not to keep you in their interview process.
Don't go back for a second interview, however, until you know that your salary target and their salary range overlap. When someone from the company sends you an email message or calls you to set up the second interview, broach the salary topic this way:
You: Sally Jones!
Martin: Hi Sally, this is Martin Van Buren from Angry Chocolates. Our team really enjoyed meeting you last week and we'd like to invite you to come back and meet Margaret Hamilton, our Director of Quality, next week. Will Thursday afternoon work for you?
You: Thanks, Martin! I will have to check my calendar to see whether Thursday could work. In the meantime, is now a good time and are you the right person to sync up on compensation? I want to make sure we are in the same ballpark salary-wise.
Martin: I can talk about compensation with you. What are you earning now?
You: In this job search I'm focusing on roles in the $50,000 range. Is this job in that range?
Martin: Yes, it is. This position is budgeted in the high forties or low fifties so we should be in good shape.
You: Excellent! Let me check my calendar really quickly.
The talent market is shifting fast. Employers need smart and capable people like you. Candidates who know their value and who will stand up for themselves are more valuable to employers -- but only to employers who care about talent.
Some employers talk about talent but it's all talk and no action!
You get to decide which manager to work for and which organization to invest your time, energy and brainpower into. Choose wisely. Not every company deserves your talents.
Only the people who get you, deserve you!
Liz Ryan is CEO/founder of Human Workplace and author of Reinvention Roadmap. Follow her on Twitter and read Forbes columns.
Making a great first impression in a job interview can be the difference between getting an offer and getting passed by. And according to research, you may only have a few moments.
People make snap judgments about each other within one tenth of a second, a Princeton University study shows. In a blink of an eye, hirers draw conclusions about your likability, trustworthiness, competence and aggressiveness.
And, the study suggests, those first impressions stick: Hirers quickly begin to expect you to conform to the ideas they've just begun to form about you. If you seem familiar and friendly, you could get an offer. If you seem sloppy or overly aggressive, you could be overlooked.
To make those first few moments of your job interview count, follow these rules career experts say are crucial:
1. Dress the part
"Your wardrobe should be clean, pressed and well-fitting," says Amanda Augustine, career advice expert for TopResume. "The goal is to look like you belong at the company."
The career expert suggests job candidates do some investigating into the job's dress code by asking around within your professional network.
"Do some reconnaissance online and with your professional network to determine the company's dress code," she says. "If the organization is laid-back, dress as you believe they would for an important meeting with a client."
2. Arrive on time
Nobody wants to look or feel rushed at an interview. Being punctual will help you relax.
"I recommend arriving 15 minutes before your scheduled interview so you have time to register with reception, complete any paperwork, use the restroom to freshen up," Augustine says. "Get your bearings before the interview begins."
3. Pay attention to body language
The goal in a job interview is to appear "confident, professional, and friendly," Augustine says. A firm handshake, a smile and eye contact are crucial to that.
Not making eye contact makes you appear nervous, says career coach Becky Berry. "Keep your head up."
4. Sound professional
When people are nervous, they have a tendency to raise their voices a bit, studies have shown. Resist the urge, experts say.
"We tend to tighten the vocal chords when we are tense, and the high, sometimes screechy sound does not sound powerful," says Patti Wood, a body language expert and author. "Bring down your voice."
For more tips on how to appear confident, check out body language tricks to exude confidence. http://www.cnbc.com/2016/09/14/7-body-language-tricks-to-exude-confidence.html?slide=1
By Sammi Caramela, Business News Daily Contributor
As they say in the business world, it's all about who you know.
Sure, hard work and an impressive resume help, but having connections and possible referrals are often crucial to landing the job of your dreams. In fact, according to a study by recruiting software Lever, referred applicants are almost 10 times more likely to be hired than candidates who aren't referred. Of candidates who aren't referred, only 1 in 100 is hired for every position on average, compared with 1 in 16 for those who are referred to the company and 1 in 22 for those who are recommended by an agency. "For some time now, talent acquisition teams have been increasing their focus on proactively sourcing candidates and encouraging employee referrals," Sarah Nahm, CEO and co-founder of Lever, said in a statement. "[Our] findings prove that those efforts are worthwhile, and paying off."
Other key findings Lever highlighted in the study include:
> The size of a company correlates with its hiring ratio. The smaller the company, the greater the hiring efficiency. For example, Lever found that companies with fewer than 100 employees have an average of 94 candidates for every open position, while companies with more than 1,000 employees have an average of 129 candidates for every open position.
> The average candidate goes through 4 hours of interviews. Although it depends on the position, candidates spend an average of nearly 4 hours interviewing for a job. Candidates for technical jobs spend the most time interviewing, at 5.5 hours on average, while sales candidates spend an average of only about 3 hours interviewing.
> It takes an average of 34 days for a candidate to be hired. However, larger companies tend to take longer. The average hiring time for companies with more than 1,000 employees was 41 days.
> Recruiters consider nearly half of candidates "underqualified." Cold applicants who apply without a connection are the most likely to be seen as underqualified (52 percent). On the other hand, just 22 percent of proactively sourced (referred or headhunted) candidates are considered underqualified.
Building your referral path
So what can you do to ensure you stand out as a capable applicant?
1. Create a soft referral for yourself.
You can take matters into your own hands by reaching out to others for help. Leela Srinivasan, chief marketing officer at Lever, advised candidates to "think as broadly as you can about potential connections you have into the organization." Ask yourself if you know anyone, even just briefly, who can potentially offer a referral.
2. Search for first- or second-degree connections on LinkedIn.
If you find yourself empty-handed after considering possible connections, turn to the company's LinkedIn page, click "see all employees" and check if you have any first- or second-degree connections.
"If you have a first-degree connection, reach directly out to them, explaining why you're interested in working for the org[anization] and asking if they can refer you," Srinivasan told Business News Daily. "If you see a second-degree connection at the company, click on their profile to figure out how you're connected, and see if there's a mutual connection who might be able to give you a warm intro."
According to Srinivasan, many companies have referral programs and offer incentives to employees who refer candidates. You may be surprised by how eager your potential connections will be to refer you.
3. Establish a legitimate connection.
If all else fails, think about possible ties you can make with the company — for example, any positive experiences you've had.
"Try to establish a legitimate connection, even if it's experience-based," Srinivasan said. "As a candidate, your object[ive] is not to game the system. On the other hand, if you come to the table with authentic examples of times when you've exhibited a particular value that the company champions, those could come in handy during the process."
Additionally, it helps to show your curiosity about the company's culture and values. Don't be afraid to ask questions and show that you've done your research.
The Lever report collected data from more than 4 million candidates, across 999 companies that use Lever, from August 2015 to July 2016.
Sammi Caramela is a senior at Rowan University with a major in writing arts and a double minor in journalism and psychology. She is President of Her Campus magazine and I Am That Girl at Rowan, and contributes to other writing platforms on and off campus. She expects to graduate in 2017 and continue her freelance work with Business News Daily. Reach her by email, or check out her blog at sammisays.org
How cool would it be to have an X-ray into the head of the person who controls your career fate? To understand exactly what a hiring manager at your dream company is thinking when she’s picking which lucky candidate she’ll bring on full-time?
Well, until CAT scans start to pick up hiring decisions, that day may still be far away. But in the meantime, let me at least give you a glimpse into the typical interviewing process so you can get a sense of the main criteria hiring managers use to make those decisions.
How Humans Evaluate Each Other
Even though your potential boss has the fancy title of “Hiring Manager,” at the end of the day, she’s just a human being. Which means that contrary to all that time you’ve spent obsessing about brainteasers, she doesn’t actually care how many tennis balls could fit in a 747.
Instead, she’s going to size you up the same way that all humans size each other up: By getting to know you for a few minutes and then making a snap judgment. It’s really not that different from meeting someone at a party, making some chit-chat, and then getting a gut feeling that either says: “Mm…I like talking to you. Tell me more!” or “Umm…I think I need to go to the bathroom. Will you excuse me for a second (a.k.a., the rest of your life)?”
But where does that gut feeling come from?
One Psychology theory suggests that these flash judgments are really based on two data points:
1. Warmth: Do I like you?
2. Competence: Are you good at what you do?
In other words, we ultimately reduce everyone we meet into four buckets:
1. Warm + Competent
2. Warm + Incompetent
3. Cold + Competent
4. Cold + Incompetent
Any guesses which of these buckets your hiring manager is more likely to pick?
Let’s look at her inner monologue for each:
How to Get Picked
So clearly, your goal is to get into that top-left quadrant: warm and competent. But how do you do that?
The trick is to not only focus on coming up with specific answers to questions that may be asked. But to also focus hard on how you answer those questions. Because, as you’ll see, warmth and competence judgments aren’t definitive evaluations but mere perceptions. And while you can’t change who you are, you absolutely can change people’s perceptions of you.
As an example, let’s take that old interview chestnut: “Tell me about a time you influenced a team.”
A standard answer might go like this:
“OK, so there was this time that I had to work with a bunch of people on a project. Some of them weren’t that easy to work with, so I really had to influence them to do a better job. Which was super tough because they weren’t that motivated. But after I talked with them, they started doing way better. So that’s how I influenced my team.”
The person listening would most likely think the following: This person is both cold (it feels like she’s throwing her teammates under the bus) and incompetent (wait a second, what did she actually do here—does she even know how to work with other people?).
While there’s a lot more to this person’s story, this snap judgment from a hiring managers
makes it clear just how quickly interviewers can rush to evaluate a candidate.
But it also illuminates the importance of how we tell our stories. Because now consider this same story told a second way:
“OK, so there was this time that I got to work with a bunch of people on a big project—the launch of a new website. I was nervous about it because we all came from different departments—sales, marketing, and engineering. So the first thing I did is I got to know my engineering colleagues better by setting up coffees with each person and learning about their backgrounds and goals. And then, when we ran into a situation where the engineers weren’t making as much progress as we had planned, I was able to reframe the new website around their own goals. Seeing the connection between their personal ambitions and our team mission really seemed to light a fire under them. And the result was that we not only hit our deadline, but we actually launched two weeks early.”
Again, same exact high-level story. But notice how the telling of it changes the candidate from cold to warm (“Nice—I’d want to grab coffee with her too!”) and incompetent to competent (“Wow—she knew exactly what to do and got the results to prove it”). All through subtle techniques like:
> Using specifics: Instead of focusing on the boring abstract, the candidate brings her story to life through details: a new website, falling behind, coffee chats, a clear result
> Being self-aware: Instead of needing to stroke her own ego, the candidate shows she’s human and likable by admitting to her nerves
> Going step-by-step: Instead of glossing over the meat of the story, the candidate draws a clear connection from the challenge to her response to a specific outcome
I updated my LinkedIn profile and it's made a huge difference in my job search. I am employed but I'm looking for a better opportunity.
Two recruiters contacted me because of my new and improved LinkedIn profile. One of them was kind of a jerk. He demanded my salary information right away. I told him my salary target, but he said that wasn't good enough.
He said he needs to know what I'm earning now. I told him it wasn't a good fit and I got off the phone.
The other recruiter is awesome. His name is Mike. He has two job opportunities that may be a good fit for me.
We've talked on the phone twice and we're supposed to meet in person next week. Mike asked me to send him my resume and I did.
It's ironic because Mike told me he was very impressed with my LinkedIn profile, which I re-wrote in a human voice following your instructions a month ago. He liked the human voice in my LinkedIn profile well enough to contact me, but when he got my resume he said "It's too conversational."
When I sent Mike my Human-Voiced Resume he said his clients don't want to see resumes that use full sentences.
He wants me to re-write my resume in that zombie style that I just evolved out of a month ago. Should I do it? I firmly agree with you that only the people who get me, deserve me!
Congratulations on your re-branding and your new partnership with Mike!
A recruiter is a partner in your job search. You get to decide which recruiters to partner with, if you partner with any of them.
If Mike has strong relationships with his clients, then I recommend that you revise your resume and send Mike what he's looking for.
He knows his clients. Some employers are on the ball and excited to meet a candidate with a human voice in their resume, and others are not.
If Mike knows that his clients would love to meet the real Nora but would be freaked out to meet you via your Human-Voiced Resume, then follow Mike's instructions. If you trust his judgment, then it makes sense to go along with his instructions.
You are smart to think about how far you are willing to bend to get a new job. It's one thing -- a relatively minor thing -- to revise your resume in accordance with a recruiter's wishes.
However, what if the next instruction you get from Mike is to lower your target salary expectations?
What if Mike tells you that you have to take online tests and supply his client with free work in order to be considered for employment?
I hope at that point you will say "I like you, Mike, but I don't like you enough to lower my standards!"
Every job-seeker has to have a floor beneath which you will not sink. If you do not establish standards for your job search (and for any recruiter who represents you), you will waste countless hours and brain cells.
You don't need to contort yourself into pretzel shapes to get a job. The right employer -- and the right recruiter -- won't expect or require you to crawl over piles of broken glass to get a job.
You can make your expectations and requirements clear to Mike right now, at the beginning of your relationship.
You can tell him "Mike, I'll be happy to revise my resume and send you a version that uses sentence fragments, even though I don't like that communication style.
"I will be as flexible as I can in meeting with employers when it works for them, but I can't be all that flexible because I am working full-time. I know that you are dealing with me on one side of the desk and your client on the other side, but I need to let you know right now that I am not desperate. I have a job already. My brand is important to me, and the way I am treated during the recruitment process is extremely important to me, too."
Way too many job seekers submit to horrendous treatment from recruiters and employers because they think that's just the way things work. That is not the way things work!
No one can mistreat you during your job search without your permission.
Listen carefully to Mike's response when you tell him that you will disappear from his life and his candidate roster the minute you feel the chill wind of candidate abuse blowing in your direction.
Not all employers deserve you -- and not all recruiters do, either!
All the best to you --
Liz Ryan is CEO/founder of Human Workplace and author of Reinvention Roadmap. Follow her on Twitter and read Forbes columns.
For years we’ve heard that hiring managers and recruiters will spend five to ten seconds reading your resume — and no more.
Of course, you cannot really read a resume in five or 10 seconds. I’ve read tens of thousands of resumes over the years and I still read resumes every day.
It takes time, and if you advertised a need for candidates, then you should have the time. If you don’t have time to read the resumes you receive, you shouldn’t be recruiting!
However, managers and recruiters are famous for “reading” resumes in a single glance. They may not even scroll down the screen to see the second page of your resume. That’s shameful, but it’s reality.
On the other hand, recruiters will reach out to you if they find your LinkedIn profile and think you might be qualified for a job opening they’re trying to fill.
Now the shoe is on the other foot. The recruiter needs you, or they wouldn’t take the time to contact you. When you talk to a recruiter on the phone, it’s your turn to screen them the same way they screen job-seekers like you.
Some recruiters will get you on the phone and immediately start asking questions about your background. You can stop them cold and say “Let me ask you this: have you seen my LinkedIn profile?”
If your LinkedIn profile is up to date, they are wasting your time by asking you questions your LinkedIn profile has already answered.
If the recruiter is pushy with you and says “Yes, I’ve read your profile but I have to ask you the questions on my list” politely hang up the phone.
Recruiters cannot earn a dime without candidates like you. If a recruiter reaches out to you — intruding on your busy day — and can’t take the time to prove his or her value to you by answering your questions before launching into a mini-interview, they cannot help you!
You must vet the recruiters who call you. You get to decide who will represent you to employers. Don’t choose someone who is rude or pushy! Choose a recruiter who respects you and your background, as well as your time.
When a recruiter contacts you, don’t start answering their questions about your background right away. They haven’t yet earned the right to ask you any questions.
You have questions of your own that need to be answered first!
Ask the recruiter whether they have a specific job opportunity they are working on — one that you might be qualified for. If they are simply trying to add people like you to their database, that’s a good reason to get off the phone quickly.
If they have a specific job they’re working on, ask them the basics: where is the job located? What is the general outline of the role? What is the rough salary range for the job? Every good recruiter can answer these three questions. If a recruiter won’t play ball, say goodbye.
Employers are having trouble finding great people to fill their job openings. On top of that, most medium-sized and large employers have broken recruiting systems.
Their recruiting processes are so slow and cumbersome that good candidates drop out of the pipeline. That’s one reason so many employers work with recruiters. The recruiters keep the process moving!
A good recruiter in your corner is a fantastic asset, but as in any profession, there are more unsuitable recruiters than top-notch ones around.
Invest the time and energy to screen every recruiter you talk to before agreeing to share your resume with them or to allow them to represent you.
You are not just a bundle of skills and certifications. You are a talented professional that employers would be lucky to recruit. Remember that only the people who get you, deserve you!
Liz Ryan is CEO/founder of Human Workplace and author of Reinvention Roadmap. Follow her on Twitter and read Forbes columns.