ERIC EJ921140: Focused Jobseeking: A Measured Approach to Looking for Work

2011·0.47 MB·English

by  ERIC

Focused jobseeking:
A measured approach to looking for work
F
or many people, the only thing harder Research for job readiness
than being out of a job is searching
for one. The difficulties associated The Internet has transformed the job search
with finding employment can wear down even process, changing the way jobseekers find
the most resilient jobseekers. Applying for job openings and research potential employ-
dozens of jobs each week and getting few or ers. Few organizations advertise job openings
no replies can slowly erode jobseekers’ self- exclusively in printed classified ads, and some
esteem. And this loss of confidence can prove may not use print media at all. Today, infor-
detrimental to those trying to market their mation about employers, including job open-
skills to would-be employers. ings, is most often found on the Internet.
Jobseekers can avoid many of the mis-
Research takes more effort than just
takes that keep them from winning a job.
surfing the Web, however. “Any candidate
They can learn how to choose the best chan-
who relies on mass-marketed job listings to
nels for applying, why they shouldn’t rely on
get in the door is almost certainly doomed to
online resources exclusively, and how to use
failure,” says Nick Corcodilos, an executive
their contacts effectively. By demystifying
recruiter and consultant in Lebanon, New Jer-
the job search process, informed jobseekers
sey. To make the most of research, jobseekers
improve their chances for success—provided
must focus their search, use online resources
they’re willing to put in the hard work, time,
wisely, and develop their network of contacts.
and patience required.
This article gives jobseekers guidelines Focus the job search
for taking control of their employment search.
Before beginning their quest for work, job-
The first section talks about the importance
seekers should complete a personal evalua-
of research and preparation. The next sec-
tion of their goals. In particular, they should
tion explains some details of the application
determine the type of work they want to do,
process in depth, such as pitfalls and informa-
where they want to do it, and for whom. Only
tional interviews. The third section describes
after they have that information can they start
how candidates can use the job interview as Dennis Vilorio
a focused search for work.
an opportunity to impress the hiring manager.
Although many people know the type
The final section provides sources of addi-
of work they want to do, others need help
tional information.
matching their interests and skills with a
For more experienced jobseekers, the box
specific career. Skills self-assessment guides
on page 10 describes some strategies for a suc-
are particularly useful to jobseekers who are
cessful search.
still exploring career options. One source for
self-assessment tools is O*NET, a resource
for career exploration and job analysis spon-
Dennis Vilorio
sored by the U.S. Department of Labor. More
is an economist
information about O*NET appears at the end
in the Office of
of this article.
Likewise, some people know where they’d Occupational
like to work; for others, the availability of Statistics and
particular jobs can determine where they Employment
will live. For example, most political scien- Projections, BLS.
tists work in large metropolitan areas. (For He is available at
a detailed analysis of occupations and their (202) 691–5711
geographic availability, see “Mapping out a or vilorio.den-
career: An analysis of geographic concentra- [email protected].
tion of occupations” in the fall 2009 issue of
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Spring 2011 (cid:135) Occupational Outlook Quarterly
where they operate, and how they compare
The Internet is a helpful
with others in the industry—especially since
jobseeking research tool,
such information is readily available online.
but avoid relying solely “You can easily find annual reports, press
on it to find work. releases, and the company’s mission and value
statements online,” says Tina Garrett-Ragland,
a director of human resources in Roanoke,
Virginia. “It is inexcusable for jobseekers not
to know the basics about a company.”
Useful resources include newspaper
articles, industry publications, employee blogs,
and online discussions. Jobseekers can use
forums, also known as discussion boards, to
communicate with people who work in their
desired industry or organization.
Specialized job boards are another useful
resource. These boards cater to a particular
group, such as a university’s student body or
alumni or members of a specific trade or pro-
fessional association. Specialized job boards
the OOQ, available online at www.bls.gov/ feature openings for jobseekers who are
ooq/2010/fall/art02.pdf.) already part of a wider network. By scouring
Deciding whom to work for also takes these boards, jobseekers can determine which
research. Jobseekers should avoid what career organizations are actively hiring and can
experts call the “shotgun approach” to finding gather information on work duties, minimum
a job. Coy Renick, a human resources director requirements, and compensation for specific
in Roanoke, Virginia, describes the shotgun job openings.
approach as “applying to 100 jobs, getting 3 For example, a company might decide to
interviews, and landing 1 job.” target a particular membership association
Instead, say Renick and other experts, for prospective job candidates. The company
jobseekers should concentrate on a handful could advertise in the association’s newsletter
of organizations they have researched—in a or on its Web site, confident that prospective
business they want to be involved in for a long candidates already possess specific skills or
time. “Focus selectively on companies you experience, fit the corporate culture, or meet
admire and wish to work for,” advises Corco- certain work requirements. The more special-
dilos. “Pursue companies—not jobs.” ized an online job board, the more targeted
By focusing their search, jobseekers also the specific group or location. Jobseekers
help themselves avoid disappointment later. belonging to these targeted groups enjoy a
A more targeted approach produces applica- greater chance of success.
tions that express a better understanding of By narrowing the scope of the search,
the organization and its business, reducing specialized online job boards attract fewer
the likelihood that an application goes unan- jobseekers than national ones. Looking for
swered. openings posted to large, national job boards
that are broad and untargeted is unlikely to
Using online resources
yield results. Some career experts caution
Ideally, jobseekers learn about the industries against relying on this type of job search.
and organizations that interest them before “It’s difficult to differentiate yourself online,”
looking for work. Employers expect a job- says Cheri Butler, associate director of
seeker to know who they are, what they do, Career Services at the University of Texas at
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Occupational Outlook Quarterly (cid:135) Spring 2011
Arlington and president of the National Career in Denver, agrees. “There are so many people
Development Association. applying to each job that having a personal
Despite lackluster results for jobseekers contact inside can help you get a toe in the
themselves, online job boards offer organi- door,” she says.
zations an inexpensive way to reach a large But a network should comprise more
and diverse group of jobseekers. Those same than just industry insiders. Unfortunately,
advantages, however, also mean that too many many jobseekers ignore their network—often
people see the same job openings. A better because they don’t believe they have one.
approach is to pursue leads through careful Everyone has a network. A network
research and contacts, which sets the savvy includes family, friends, past and present
jobseeker apart from the pack. employers and coworkers, association mem-
bers, teachers, classmates, and others. In
Developing a network
short, a network is everyone the candidate can
Research helps jobseekers in another impor- communicate with. These contacts need not
tant way: developing a network. Organiza- be close friends; they can be acquaintances, or
tions tend to hire people they know or who even friends of friends.
are referred to them by someone they trust. A professional network is built from these
Career experts say that organizations fill many personal contacts, and the best time to start
openings through this “hidden,” or unadver- building is now. Experts suggest attending
tised, job market. In other words, employers industry events, training classes, and semi-
often fill new positions before those openings nars; joining a social, trade, or professional
are ever publicized. organization; and pursuing volunteer and
For this reason, Renick recommends internship positions. Even something as casual
developing a targeted network along with the as a meeting over coffee can help a jobseeker
focused job search. “You should network in develop connections.
the field you want to work in,” he says, “and Focused networking gives jobseekers the
inside the companies you want to work for.” opportunity to establish contacts among pro-
Jobseekers who apply to organizations they spective employers to learn about work life in
know well and with which they have estab- the organization. Corcodilos advises jobseek-
lished a network increase their chances of ers to get the advice and insight of established
getting a job there. Sylvia Francis, president professionals in the organizations of their
of the Colorado Human Resource Association interest to learn about the work environment,
Meeting for coffee is one
way to start developing
a network.
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Spring 2011 (cid:135) Occupational Outlook Quarterly
job duties, employee morale, and more. Along Precautions to take online
with their other research, jobseekers can use
The ease with which jobseekers can apply
this information to help them decide whether
online means that organizations are often
they would like to work there.
swamped with applications. Human resources
Experts caution, however, that the process
departments increasingly rely on computer
of developing a network should be separate
software that automates the applicant selec-
from the search for job openings. In fact, they
tion process, rejecting applicants based on
say, talking about specific job openings too
keywords or minimum qualifications. Corco-
soon can alienate even the friendliest con-
dilos notes that these culling techniques result
tacts. “Building a network is like dating,” says
in many applicants being rejected without
Corcodilos. “You do not dive right into talk
explanation.
of jobs—as you don’t of love—when meeting
Consequently, experts advise jobseekers to
strangers. Find common interests first, and
tailor their cover letter and resume or applica-
‘talk shop’ instead.”
tion to fit each job opening’s position descrip-
When “talking shop” with a contact,
tion. Jobseekers who have researched and
the jobseeker should ask about the person’s
networked properly should have a short list of
work, the most rewarding and hardest part
companies they know well and wish to work
of the job, and what it’s like working for the
for; this preparation eases the customization
employer. Jobseekers who show a genuine
of resumes and cover letters for each position.
interest in contacts’ work are more likely to
Using the language of the position description
start healthy professional relationships and
helps jobseekers to avoid being eliminated by
establish a strong network—one that could
automatic culling software. It also helps to
lead to referrals later.
highlight the connection between their skills
Good professional networks are built on
and duties required for the position.
solid relationships. These relationships, in
Applicants should also remember to
turn, are built on trust, something that takes
exercise care when providing or posting
time to develop. When network contacts
identifying information online, especially on
recommend a jobseeker, their reputation is on
social media Web sites. Employers have little
the line. Consequently, most contacts refer or
difficulty finding information online about
recommend only a serious and trusted job-
applicants; some even incorporate an online
seeker, which is the reason such recommenda-
information check as part of the selection
tions carry weight.
process.
Younger applicants in particular tend to
Applying for jobs share too much on community and social
networking Web sites, overlooking their often-
The more effort jobseekers put into research, loose privacy settings. “Guard your online
the easier the application process becomes. persona,” Butler warns. “You must manage
Through focused searching and networking, your digital dirt.”
jobseekers can figure out what type of work Job applicants should search their name
they would like to do and for whom. They can online to discover what information about
also meet people who might enhance their job them is available to the public. This search
applications with a recommendation. also helps applicants determine which Web
Most applications today are submitted sites are freely sharing their information with-
online, but there are right and wrong ways to out their knowledge or permission.
navigate the online application process. An Applicants should set strict privacy con-
important rule to keep in mind: Humans still trols to protect their identity and data, limit
do the hiring. Applicants who contact a per- what others share about them, and eliminate
son instead of relying solely on the computer information that might compromise their job
enhance their chances of being hired. candidacy. All personal information must
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Occupational Outlook Quarterly (cid:135) Spring 2011
remain private; only professional information,
Speaking directly with
such as an academic award or a published
the hiring manager is an
essay, should be public.
opportunity to make a
Speak to the hiring manager
good impression.
The two parties who stand to gain most from
filling a position are the hiring manager and
the job applicant. The hiring manager, or the
person in charge of selecting candidates to fill
job openings, needs a reliable worker who can
help the team meet its goals. The applicant
needs employment, preferably in a position he
or she finds rewarding. Therefore, job appli-
cants should try to speak directly to the hiring
manager whenever possible.
Applicants who are able to tap into their
network might be able to meet directly with
the hiring manager and avoid delays. “Man-
agers are more apt to set aside the ‘filtering
criteria’ if the applicant presents compelling
evidence that he or she can do the job,” Corco-
dilos says.
If possible, applicants should ask contacts
inside an organization to arrange an informa-
tional interview with the hiring manager. The
The job-ready candidate is not only qualified
informational interview allows the applicant
but also has studied the company and knows
to learn more about the job and the organiza-
its business, culture, product or service, and
tion, while also providing an opportunity to
mission.
impress the hiring manager—and, hopefully,
But studying the organization isn’t the
make the short list of applicants.
only way that candidates prepare for a job
During an informational interview, appli-
interview. Candidates should think of the
cants should show initiative but remain polite
interview as a conversation, not a defense of
and not attempt to bypass usual hiring chan-
their resume. To ready themselves for this
nels. “You should not circumvent the human
conversation, candidates must plan their
resources department,” says Garrett-Ragland,
answers to questions a hiring manager might
“but talking to the hiring manager directly
can help if you make a good impression, ask—and prepare their own questions for the
because he or she can then put pressure on hiring manager. They should also know what
human resources to act more quickly.” the hiring manager expects of them before,
during, and after an interview.
The job interview
Interviews as conversations
The interview is a candidate’s best chance to The best interviews flow smoothly, like good
impress a hiring manager and secure the job. conversation. Because the interview helps to
Some career experts say that job candidates determine how a candidate might perform
should treat the interview as if it were the and fit in at an organization, hiring manag-
first day of work. “Those who are not ready ers’ questions test the candidate’s knowledge,
to do the job at the interview will not return skills, and interests. Common interview ques-
for a second day of work,” says Corcodilos. tions include the following:
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Spring 2011 (cid:135) Occupational Outlook Quarterly
When answering
interview questions,
explain how your
experience and skills
will help you perform
the job duties well.
(cid:115)(cid:0) Where do you see yourself in 5 years? important interview question: Is this the right
(cid:115)(cid:0) What is your biggest weakness? person to get this job done well?
Strength?
An additional benefit for candidates
(cid:115)(cid:0) Why do you want to work here? who have researched the company well is
(cid:115)(cid:0) How do you handle a disagreement that they will show they want the job and
with another member of your team? will be excited to do the work. “If you have
(cid:115)(cid:0) What was your biggest accomplish- researched the company and determined you
ment at your previous position? want to work there, you will show genuine
(cid:115)(cid:0) Why did you leave your last job? enthusiasm in your application and inter-
To prepare for these questions, candidates views,” says Francis. Candidates who show
should recall past challenges and experiences enthusiasm for the position and the work cul-
that demonstrate specific qualities, such as ture are less likely to be unhappy and leave.
teamwork, leadership, and adaptability. “Most Because hiring managers want employees who
interviews are behavioral, such as ‘Talk about will stay for a considerable amount of time,
a time when…,’” Garrett-Ragland says. “Your they notice enthusiastic candidates.
answers must be specific and detailed. You
Job candidates also have an obligation to
must give the problem’s outcome, explain
hold up their end of the conversation. They
its challenges and how you met them, and
should always ask questions that they could
describe what you learned from the experi-
not answer through their own research or that
ence.”
arose during the interview. Through their
Candidates should use the interview as an
questions, candidates show how well they
opportunity to show how their skills match
know the organization, what their priorities
the organization’s needs. Those who have
are, and how much interest and enthusiasm
researched the job and organization thor-
they have. Important questions to ask include
oughly will be able to answer questions by
the following:
describing how they’ll use their skills to get
(cid:115)(cid:0) What are your team’s goals?
the work done.
A candidate’s knowledge and initia- (cid:115)(cid:0) What are this position’s most difficult
tive help hiring managers answer their most challenges?
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Occupational Outlook Quarterly (cid:135) Spring 2011
(cid:115)(cid:0) What do you expect of me in the first candidates should be punctual, clean, profes-
90 days? 6 months? A year? sionally dressed, and courteous to all staff,
(cid:115)(cid:0) How soon do you expect to fill this regardless of the staff member’s position.
position? And they should be honest and positive about
everything they say, especially about past
A key function of interviews is to help
employers and coworkers.
candidates decide whether a job and an orga-
In answering questions, candidates should
nization are a good fit for them. For example,
be respectful and assertive without being
although the hiring manager might worry
presumptuous or aggressive. This includes
about how long a candidate will stay with the
responding to questions about negative infor-
organization, the candidate may be equally
mation from a candidate’s resume: Experts
worried about the organization’s future. The
say that when asked about potentially damag-
candidate can research an organization’s
ing information, such as gaps in work history
stability and confirm it during the interview
or a prior violation of the law, candidates
through questions about profits and employee
should briefly acknowledge the circumstances
turnover.
and then redirect the conversation toward the
Conduct before, during, and after positive—perhaps to discuss lessons learned
or constructive steps taken to qualify for the
Although any interview is good practice,
position. When in doubt about any interview
career experts warn candidates not to arrive
question, candidates should politely ask for
at an interview without being adequately
guidance from the hiring manager.
prepared. Corcodilos even suggests that
After an interview, job candidates should
candidates who are unable to answer the hir-
thank the interviewer twice: in person, before
ing manager’s questions excuse themselves
leaving; and in writing, with a thank-you note.
from an interview, apologize, and request
The thank-you note is most effective when
more time to prepare. That particular hiring
hand-written, but an email thank-you note is
manager might not offer another interview,
also acceptable. The thank-you note should
says Corcodilos, but the candidate displays
briefly reassert the candidate’s interest in the
professionalism and integrity by admitting
position and summarize relevant skills and
fault, taking responsibility, and respecting the
qualifications.
manager’s time.
Career experts say that the hiring process
Candidates should exercise common sense should take about 2 weeks for an entry-level
and professionalism in all their interactions position, and up to 2 months for mid- to
with potential employers. At a minimum,
Continued on page 11
Behave professionally
in all interactions with
potential employers:
Be punctual, courteous,
honest, and positive.
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Spring 2011 (cid:135) Occupational Outlook Quarterly
The overqualified candidate
Some job candidates have more skill, education,
or experience than a position requires. These
“overqualified” candidates often face particular
challenges in finding a job. To succeed in the job
market, overqualified candidates need to under-
stand an employer’s concerns, highlight their
experience, and communicate effectively.
Employer concerns. An organization with
high employee turnover can make future job
candidates wary. Reluctance to hire overquali-
fied candidates sometimes stems from these
turnover fears: Employers believe that an over-
qualified worker will continue to seek a job more
why you want the job and how you will use your
closely aligned with his or her credentials—and
transferable skills to do the job well.”
leave when one turns up.
Cheri Butler, associate director of Career A forthright cover letter marks overquali-
Services at the University of Texas at Arlington, fied candidates as thoughtful and honest early
says prospective employers have reservations in the process—and may help to eliminate a
about hiring overqualified candidates: “If I hire prospective employer’s doubts about their early
him, will he stay? Will he be unhappy with the departure.
wage we offer? Does she only want a paycheck? Effective communication. Effective com-
Why would she apply to a job that is below her munication helps an overqualified candidate
skill and experience level?” As a result, employ- reassure prospective employers about concerns
ers may prefer the “just right” candidate, some- they may have. The overqualified candidate has
one with the correct level of qualifications, who motivations, intentions, and reasons for want-
seems a safer choice. ing a particular job, and it’s up to him or her to
Highlighting experience. Overqualified explain what those are. An overqualified candi-
candidates mindful of this employer hesitation date may have many incentives in mind—such
may worry about calling attention to their expe- as change of pace, relocation, less stress, and
rience. Many choose to prepare a functional, more stability—when pursuing some jobs.
rather than chronological, resume to emphasize Overqualified candidates should emphasize
their skills without underscoring years of work. how the organization benefits from their abun-
Some experts advise overqualified candidates to dant skills. For example, an employer might
downplay their experience on a resume to avoid value overqualified candidates because of their
rejection during the initial culling of applicants. high level of expertise and experience, some-
This strategy is similar to choosing keywords times across various fields. “These candidates
from the job description to avoid automatic are attractive because they possess professional
rejection. maturity and can fill many roles inside an orga-
But downplaying experience doesn’t mean nization,” says Garrett-Ragland.
disregarding it. In fact, Tina Garrett-Ragland, It is vital that overqualified candidates
director of human resources for an automotive communicate to prospective employers their
supply company in Roanoke, Virginia, suggests intention to stay long term, why they want the
that overqualified candidates highlight their job, and how they plan to do the job well. Those
skills in the cover letter. “Downplaying your who demonstrate motivation and an ability to
experience might get you an initial interview, but pick up new skills are less likely to be known as
writing a good cover letter can produce better overqualified candidates—and more likely to be
results,” she says. “Use the cover letter to explain called employees.
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Occupational Outlook Quarterly (cid:135) Spring 2011
Continued from page 9 at www.bls.gov/ooh. In addition to detailed
information for hundreds of occupations, the
senior-level ones. Sometimes, however, the
Handbook provides a jobseeking guide that
process can take even longer. As a result,
includes information about job-search meth-
candidates must be persistent and follow up by
ods, interview tips, evaluating a job offer, and
phone or email to confirm their interest in the
more. See the guide online at www.bls.gov/
job. “You should follow up every 2 weeks,”
ooh/oco20047.htm.
Renick advises. “Those who don’t are cur-
Other articles in the Occupational
rently unemployed.”
Outlook Quarterly break down the jobseek-
Finally, say experts, candidates should
ing process further. For example, to find out
focus on their long-term goals and not give
more about informational interviewing, see
up. “Stay positive and don’t just take the first
“Informational interviewing: Get the inside
job you’re offered out of desperation, because
scoop on careers” in the summer 2010 issue,
in the long run, you will not be happy,” says
available online at www.bls.gov/ooq/2010/
Francis. “It’s tough, but there’s a job for you
summer/art03.pdf. And for more informa-
out there.”
tion on writing a resume, see “Resumes,
applications, and cover letters” in the summer
For more information
2009 issue, online at www.bls.gov/ooq/2009/
summer/art03.pdf.
The U.S. Department of Labor offers many To learn more about human resources
services to jobseekers and the unemployed, work, contact the Society for Human Resource
such as one-stop employment and career Management. This professional organization
services. These resources are listed online at provides resources about opportunities, news,
www.dol.gov/dol/audience/ and events in the field of human resources.
aud-unemployed.htm. O*NET, sponsored by The organization also does economic research
the Labor Department, hosts self-assessment and provides data on hiring.
tools and a database of occupational informa- Society for Human Resource Management
tion at www.online.onetcenter.org. 1800 Duke St.
For more information about jobseek- Alexandria, VA 22314
ing and occupations, see the Occupational Toll-free: 1 (800) 283–SHRM (7476)
Outlook Handbook. It is available in many [email protected]
career centers and public libraries and online www.shrm.org
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Spring 2011 (cid:135) Occupational Outlook Quarterly