JOB SEARCH MANUAL
The first question in this section is: would you rather spend your time with strategies that hardly ever work or strategies that are proven successful? The answer should be obvious, but the tough part is that the successful strategies involve the greatest risk to our self-confidence.
| Finding a job is all about selling yourself. |
"As a matter of fact, something like 85% of the job openings
or employment needs which exist on a given day are not advertised
in public media."
Guerilla Tactics in the Job Market, by Tom Jackson (1978)
"A report form the Department of Labour covers a study in
which thousands of job holders were asked how they found their
employment. Here is what they said:
Who's Hiring Who, by Richard Lathrop (1977)
So much for the job help systems that dominate the national job market. Obviously, they are not very effective. According to the study only 15% of the job holders surveyed directly attributed their employment to such systems. So how did the other 85% land their jobs? Here's how:
"It is generally accepted that on a given day only 10-15%
of the available job openings are listed in newspapers or with
agencies."
The Hidden Job Market for the 80's, by Tom Jackson and David Davidyne Mayleas (1981)
B. RATING THE STRATEGIES
Sometimes we love to make the same mistakes others make, just so they don't feel left out. Other times, mistakes are common practice, even the "preferred methods" of experts. Remember when doctors believed in draining blood from patients?
Using ineffective methods in your job search is just as bad--bleeding
your valuable time, energy and self-confidence. So, what are
the best strategies? In order of effectiveness, they are:
What Color Is Your Parachute?, by Richard Bolles (1996) and Job Seeking Methods Used by American Workers, U.S. Dept. of Labor, Bureau of Labor Statistics, Bulletin 1886 (1985)
| # | Method | Effectiveness for every 100 job seekers who try the method |
|---|---|---|
| 1 | Researching employers and approaching decision maker through contacts | |
| 2 | Applying in person to an employer without doing homework | |
| 3 | Asking friends for job leads | |
| 4 | Asking family for job leads | |
| 5 | Using placement office at school/college once attended | |
| 6 | Responding to ads in newspapers (the higher the level of job, the less likely you are to be successful this way) | |
| 7 | Answering ads in trade journals in your field | |
| 8 | Employment Agencies (again, depending on the level) | |
| 9 | Mass mailings of resumes | |
| 10 | Computer matching services |
C. WAYS TO IMPROVE YOUR JOB SEARCH
Before we look specifically at the job search strategies, here
are ways to improve your overall job search.
What Color Is Your Parachute?, by Richard Bolles (1996)
Why do we spend time on the less effective methods? Experience
shows that most people want to try these methods anyway, so we'll
help you be as effective as possible while hopefully preserving
your self-confidence. However, we'll explain the most effective
methods first.
D. CONTACTS
Most people like to be helpful, however, until they are approached
they may not realize that you need advice, counsel, support or
introduction to others, or that they have information that could
be useful to you. Get them involved in your job search. Ask
for assistance. Rather than say you are unemployed, say you are
between successes. If you are still employed, say you are looking
out for new opportunities and challenges.
Enlist your contacts on your "Success Team." Anyone who agrees to help deserves a special thanks--a card, a note, coffee. Be specific about what you want each contact to do for you. Give them a good idea of the type of position you are looking for. You may even give them a copy of your resume. Warn them that you may be calling them quite often with questions about who they know or what they may have heard. Make note of any leads or companies they suggest approaching.
Figure out optimistically what opportunities each could lead you to or offer you. Do not assume because someone holds a junior position within a company that he/she cannot be helpful. He/she can be your ears within that company regarding any positions that may become vacant.
You have more useful contacts than you think. While your list may not at first include the decision makers who are critical to success, you will be adding names daily as you contact employers, arrange appointments and have interviews, whether "informational" or directly related to a vacancy. You should also "network", i.e. hang out at places where you are likely to meet new contacts. This includes attending conferences, seminars, etc. Be neat, clean and attractively dressed wherever you go. You don't want contacts you meet by chance thinking you've "hit the skids!"
Activity Twenty-four - Developing Contacts
Use the following classifications to help you develop a list. Build your list generously. Do not filter out any names until your list is complete, and you have worked out your purpose and approach. Prioritize your list once you have finished it.
You would be best to use 3" x 5" index cards so you can shuffle then into groups, add information, take ones with you to meetings, etc. Worksheet #17 provides a suggested outline for the necessary information. If you prefer, make photocopies of Worksheet #17 to compile your list and cut out the individual cards. If you have access to a computer, you may want to establish a database. Worksheet #17 also includes a checklist that may help.
Check off the activity on your summary sheet.
E.
RESEARCH AND DIRECT APPROACH USING CONTACTS
This method works for 86% of job seekers who try it! The only
catch is that it requires work!
1. Developing a List
First, you must target employers who you think would be good to work for and likely to need your skills. Remember, employers with less than 100 employees account for two out of every three new jobs. Also, they are less likely to have Personnel or Human Resource departments which serve as a barrier to decision makers. The best size is about 20 employees because the decision maker is almost certainly the owner/ manager and is usually easy to identify and approach (and if he or she is not approachable, i.e. friendly, you wouldn't want to work there anyway). How do you determine the best ones to approach? Here are a few pointers.
Activity Twenty-five - Developing a Target List
Part A: Generate a list of at least ten employers.
Part B: Do in-depth research on at least two of the companies, filling in as much of the information requested on Worksheet #18 as you can. This will probably require a trip to the library or a phone call/visit to the company. Annual reports are excellent sources of information. Again, you can also do this on a computer.
Check off the activity on your summary sheet.
2. Making the Approach
Remember that the recruiting methods of employers are just as
faulty as job seeking methods, therefore, employers are often
as puzzled and anxious about finding the right employee as you
are in finding the right job. This is particularly true for smaller
employers where the consequences of making wrong choices show
up clearly in the bottom line. If you've done your homework,
you know that have the right skills to offer the employer, so
approach with confidence.
There are a number of possible scenarios, depending on whether you know the decision maker, a vacancy currently exists, etc. See later sections for details on conducting information and job interviews.
| Vacancy | Type of Contact | Action to Take |
|---|---|---|
| Yes | Decision maker | Phone and ask for a job interview |
| No/Unsure | Same | Phone and ask for an information interview |
| Yes | Friend/acquaintance of decision maker or employee in same company | Ask contact if he/she will set up an appointment with decision maker. If not, ask if you can use his/her name, then phone decision maker and ask for a job interview. |
| No/Unsure | Same | Same, but ask for an information interview. |
| Yes | Contact doesn't know decision maker personally, but is about equal socially or professionally | Ask if you can use his/her name, then phone decision maker and ask for a job personally, but is interview, naming the contact as source of about equal socially or the referral. professionally |
| No/unsure | Same | Same, but ask for an information interview |
| Doesn't Matter | Contact knows someone in the company other than the decision maker | Ask your contact if it would be worthwhile talking to the person in the company and if so if he/she would either set up an introduction for you or let you use his/her name and you initiate the contact. You may "interview" the person by phone or in person, preferably on neutral ground, e.g. over coffee. See the section on information interviews. If the person can't help, proceed as below. |
| Doesn't Matter | No contacts | Even if there is a vacancy, your best approach is an information interview. Follow the procedure under the section entitled "Developing Key Contacts" |
Activity Twenty-six - Planning Your Approach
Now is the time to put our contacts to work. Talk to your contacts about your ten target companies and complete the chart in Worksheet #19.
Check off the activity on your summary sheet.
3. Developing Key Contacts
It's natural that people who have a shared acquaintance will be more willing to spend time with you, based on their trust of the person referring you. When you have no such link, the most effective approach is a non-threatening information interview where you make it clear that your purpose is to seek the person's help and guidance--not a job.
Asking for a job is another matter entirely. An introductory letter set the stage for a productive phone call.
[Your Name]
[Your Address]
[Your Phone]
[Today's Date]
Ms. Judith Friesen
General Manager
Firth Technologies
Anywhere, B.C.
Dear Ms. Friesen,
As you may have heard, Metaware has experienced a downsizing. This requires that I make a new start, ideally with an organization that makes the best use of the my skills and achievements in office administration.
For example, when Metaware decided to open a branch office in Edmonton, I was charged with locating office space, ordering furniture and supplies, recruiting support staff, and supervising the installation of computer hardware and software. By using computer planning and scheduling tools, as well as Excel for budgeting and expense tracking, I completed the acquisition stages two weeks ahead of time and 20% below budget. I am equally proud of my selection of staff because after eighteen months, only one of the ten I hired has left the company and she only left because her husband was transferred.
I am now in the process of exploring several career opportunities and my initial research has shown that companies such as Firth Technologies may have need for my administrative skills. Before I make any decisions, I'm trying to benefit from the advice of people like yourself.
Could we meet just long enough for me to ask a single question, make some notes and be on my way?
I will call first thing Thursday morning to set a time. If that's not convenient, could you leave word with your secretary about the best time to get together?
Thank you very much, Ms. Friesen, I really appreciate your attention.
(Your signature)
| # | Contact (or Secretary/Receptionist) | Your Response |
|---|---|---|
| 1. | "There are two possible times to meet..." | Choose the earliest one so you have a backup. |
| 2. | "Things are busy. Call back on Monday." | Sounds like there may be a time crunch next week and I appreciate that you don't want to make an appointment you might not be able to keep. I only need twenty minutes of your time and I'm very willing to come and wait for an opening. And if you had any industry literature I could study, it could be most helpful. Is there a morning or afternoon that has a good chance? |
| 3. | "Things are busy. Call back later in the month." | Sounds like there may be a time crunch in the weeks and I appreciate that you don't want to make an appointment you might not be able to keep. Would contacting you on the 25th be a better time. Or what about the 30th? (The 30th would be best.) Thank you! In the meantime, if you had any industry literature I could study, it could be most helpful. I'd be happy to come by tomorrow to pick it up. It would make whatever time you can spare me more productive when we meet. |
| 4. | "I'm really not the right person to talk to." | I appreciate your frankness. As I said in my letter, I'm gathering information on who could use my administrative skills. Does that suggest anyone else who might be able to advise me? I'd be most grateful and wouldn't use your name without permission. |
| 5. | "Just send a resume." Or "Our personnel department handles all our hiring." (The person doesn't believe you are only seeking information.) | Thank you, but I'm not at that stage yet. I would very much appreciate your expert advise regarding my administrative skills. If you could spare just twenty minutes of your time, I'll ask one question, make some notes and be on my way. |
| 6. | Cold shoulder: didn't read your letter, won't take your call, doesn't want to meet with you. | Re-write your letter, starting with "As I explained in my last letter..." If the response is still negative, move on, but wish the person a nice day. |
47% of job seekers who try this method find it successful, yet it has only one major difference from less effective mass mailings--personal presence.
Even if you haven't done any research, going personally to businesses
pays off, if pursued faithfully over a number of weeks and
months. Sooner or later you will be at the right place
at the right time, especially if you keep contact with employers
who are anticipating vacancies or who have agreed to keep an ear
open for vacancies elsewhere. This method is purely one of numbers--the
more employers you contact, the sooner you'll have a job. Remember,
employers, especially smaller ones, prefer not to advertise. Many
ask employees if they know anyone "good." So the more
people you make aware of your skills, the better.
Naturally, you prefer to talk to the "boss" and since 85% of all organizations don't have personnel offices (which you want to avoid), the chances are good that dropping by will impress the boss enough to give you a few minutes of his/her time. If the boss is too busy at the time you drop by, ask for an appointment. Usually a refusal is based on an expectation that no openings will occur or because your skills are a poor match for the business. In either case, ask for advice. Do they know of any openings elsewhere? And lastly, could you exchange your resume for his/her business card and keep in touch in case something comes up?
Any company or boss who is rude or unapproachable is a good place
not to work for. Remain positive and optimistic. Wish
everyone a good day.
G. SCHOOL/COLLEGE PLACEMENT OFFICES
You may not even be aware that your former high school, community
college, or university has a placement service. Check it out.
Their job boards can be sources of immediate vacancies and they
may have lists of graduates living in your area who may make excellent
contacts for you--after all, you have something in common!
Some placement offices also provide counselling services and other
assistance to former students.
H. ANSWERING ADS IN NEWSPAPERS
One study found that 85% of employers in a large American city
and 75% in a small city did not hire any employees
through want ads during a typical year. Employers screen out
95-98% of all resumes received, thus your chances of even getting
an interview are only 2-5%. Put another way, you are doing very
well if you get a call from five of every 100 ads you apply to.
Talk about depressing!
A study to Test the Feasibility of Determining Whether Classified Ads in Daily Newspapers Are an Accurate Reflection of Local Labor Markets and of Significance to Employers and Job Seekers, Olympus Research Corporation, 1973
Watch out for ads that include phrases like the following:
| "Energetic self-starter wanted" | = this is a commission sales job | |
| "Good organizational skills" | = you'll be stuck doing the filing | |
| "Make an investment in your future" | = this is a franchise, pyramid or multi-level marketing scheme | |
| "Much client contact" | = you'll handle the phones or make "cold call" on possible customers | |
| "Planning and coordinating" | = you'll be making the boss's travel arrangements | |
| "Opportunity of a lifetime" | = nowhere else will you find such a low salary and such hard work | |
| "Management training position" or "Varied, interesting travel" | = a salesperson with a wide territory |
What Color is Your Parachute?, by Richard Bolles (1996)
Regardless of the dismal chances of getting hired by responding
to ads, we all keep panning, hoping to strike gold, so here are
some pointers to increase the odds.
1.Which Ads to Respond To
Check the advertisements in newspapers and any journals or trade
papers that relate to your job target. Also watch for free services,
such as weekly tabloids featuring job opportunities (note that
these often carry more ads for training than ads for jobs). If
you are not limiting your search to the immediate geographical
area, you could subscribe to a few out-of-town newspapers. A
one month subscription is not expensive and will give you a good
insight into the job market in other areas (often you only need
the weekend edition). If this is not convenient, check the out-of-town
papers at your local library.
In order of preference, and likelihood of success, you should respond to ads placed by:
Ads without identification are more likely to be scams, minimum wage, sales, and employers for which you would not be happy working.
Review past issues (go back about two months) and answer all appropriate ads. You would be surprised how many positions are still unfilled or about to be vacant again due to the unsuitability of the person who was hired. Remember, it's not the best qualified who gets the job, but the one best able to sell himself.
2. Devising the Cover Letter
You should respond to those ads where you feel you meet their
specifications. Do not apologize for the experience that is missing,
but address the rest of the ad confidently.
With a Hi-Liter, underscore the specific requirements of the ad. Your letter should address the specifics in the advertisement and should include a brief description of experience or skills relevant to the requirements. Appendix E has several examples.
Keep your letter to a single page!
Edit and take out anything that does not carry a clear message; and do not mention salary expectations or references. Keep it brief. Make it interesting and allow for a follow-up. When an advertisement gives a phone number and asks you to call, respond early in the day, between 8:30 a.m. and 8:45 a.m.
Before sending out a resume, you need to consider whether you know anyone who may be able to give you the name of the person in the company who is responsible for hiring. Personal contacts are more effective than impersonal letters.
Ensure you have the correct spelling of the employer's name and the title. If you are not sure of the title and you cannot get it through a telephone call, then drop it off. You want the name of the functionally most senior person in the company, department or division.
Respond to suitable ads and keep accurate records of your activity
including copies of the ad and your response. Worksheet #17
- Job Search Tracking Sheet - can help you organize your search,
or you may prefer to use 3" x 5" file cards which can
be filed under the day you intend to follow up.
4. Telephone Follow-up of Ads or Referrals
Follow up by phone or letter after two weeks if you have not had any response. Note that some ads specify no phone calls and that only those interested will hear back. This is a cost-cutting measure, considering the high cost of preparing and mailing correspondence today, but it may also be a sign that the employer expects hundreds of resumes, most of which will be deep-sixed by a "screening officer", i.e. a junior clerk.
If phoning is appropriate, but no name is given, ask for the personnel department. If there is none, ask for the name of the person responsible for hiring the position you are interested in, then ask to speak to that person. If your request is denied, then call back later in the day and ask directly for that person by name. Give your name.
Mention the particular job you are calling about and how you found
out about it--newspaper the ad appeared in, name of agency referring
you, etc. Ask if the job is still open.
Give a very brief overview of your experience to qualify you for the job. Ask for an appointment for an interview.
Write down immediately on your Tracking Sheet or index card:
If you are delayed, be sure to call immediately and explain. Ask for a new appointment. Realize that if a later appointment is scheduled, the job may be filled by that time.
If you decide not to report for any reason, be sure to call the
employer to cancel the appointment.
I. EMPLOYMENT AGENCIES
Government agencies have a reputation for having poor jobs in
their listings. Often the employers using the free service are
too cheap to put an ad in the paper or the jobs are ones that
are "constant hires", such as life insurance sales.
Cutbacks over recent years have reduced services, especially
one-on-one counselling. Nevertheless, they are well worth visiting,
especially if they have programs such as job clubs which are proven
to be highly effective by providing support and encouragement,
as well as practicing the best techniques.
Private employment agencies are very picky about who they accept
as clients--as few as 5% of the people who apply. Naturally, it
sounds very good when they say that over 90% of their clients
get jobs--the cream of the crop are always easy to place. Be careful
about who is paying for their services. This varies considerably
across the continent. In some places, agency contracts specify
exclusive handling so even if you find a job on your own,
you still have to pay the agency!
Agencies are most helpful if you have lots of experience related to your job target. If this is the case, apply with those who are paid by the employer. Beware of attempts to talk you into a job that doesn't fit you just so the agency can collect its fee.
Here are some pointers and reminders when working with agencies:
1. General Points
2. The Way They Work
Employers love resumes because they spend just 8 to 30 seconds each to screen out applicants. Nevertheless, many employers put little trust in resumes because so many job-hunters lie about their qualifications--and are found out!
Nevertheless, we all love resumes because the rejection is less personal, although over time the hurt is just as bad, because depression and emotional paralysis commonly set in and prevent us from really effective job search.
SunRaye Enterprises
Email: service at sunraye.com.