Recently, I had the enjoyable experience of baking holiday cookies with my 6 year old son. Logan announced happily that he was my "assistant chef at the cookie factory" and that he is "much better than last year, because now I can do everything but crack the eggs." Logan described his ability to measure, double a recipe, and stir large amounts of ingredients.
Within the hour, Logan decided to promote himself to governor of Minnesota, where we live. He introduced himself to me, and announced that he was "inspecting all businesses in Minnesota, to see if they are doing ok," and then proceeded to make sure that I had clean hands, a clean oven, and then went to check on his father who was working on a remodeling project in our home. He promptly announced that his father was building a larger cookie factory, and that he better clean up his tools so no one at the cookie factory gets hurt.
The interviewing part comes in next. Logan announced that it was time for elections. "Oh, are you running for governor again?", I asked. "Nope. I already did that job. Now I am going to be president of the United States!" With a big smile, I asked, "Well, I am glad to see you've got ambition, Governor Logan. Tell me, why do you think people should vote for you?"
Logan's immediate reply made my mouth fall open, as it's smooth and authentic delivery was something many adults strive for in the interview process. Logan declared, "Well, I think people should vote for me because I am nice to everyone, and I know how to help them with their jobs and their houses. Also, I used to work in a cookie factory, so I can bake cookies for everyone and they will have something good to eat." I laughed out loud, looked at my husband and said, "Well, that sounds better than a lot of reasons I've heard to vote for someone."
The conversation ran through my head several times, and I reflected that what Logan had done was successfully navigate through an interview! Here are some lessons that resonated from Logan's conversation with me:
1. Tell the Story:
Logan was able to tell a story about why he was visiting the "cookie factory", and what his job was as governor, in addition to why he should be elected President. What is your story? Why do you want the job you are applying for right now? Recently I asked a friend why she was interviewing for a job with a healthcare company. She told me a story of how as a child, she was often ill, and remembered all of the paperwork and appointments her parents went to, and that they were often confused about payments and procedures. She determined that she wanted to work in healthcare "to help others feel more comfortable about their health situations." What a great story to share on an interview!
2. Know What You Have to Offer:
Logan simply stated what he could offer: being nice to people, help with businesses, and cookies. When going on an interview, how prepared are you to discuss your strengths, what you are good at, and what you can offer the prospective employer? It is more than knowing you can make cookies; it is knowing that you can offer a tangible result, such as, "people will have something good to eat."
3. Connect Your Experiences:
Logan was able to tie in a seemingly unrelated job of his work at the cookie factory with a way to use those skills in his new role as President. These days, the average person has 10 careers over a lifetime, and it is likely that they may be from different industries or using opposite skill sets. How can you tie the lessons learned in each of your work experiences, so they may add to your story? How do those experiences help you do a better job today?
4. Be Genuine:
The enthusiasm Logan shared for his ambition to be President, complete with his belief that he was right for the job could only bring a smile to an interviewer's face. An interview is a conversation with another person about what you would like to do as an employee or consultant in the organization. Being able to answer the question, "Why should I hire you?" by using tips 1-3 above will go a long way in getting a potential employer to see how you are unique from other candidates.
While Logan has never really worked in a cookie factory, nor served as governor, I have faith that his ability to communicate his skills and ideas at age 6 will serve him well into adulthood.
Suddenly, I am hungry for a cookie.
28 December 2010
01 May 2010
You Must Be...
"Don't judge a book by its cover" is an adage many in the United States grew up hearing from parents, teachers, and other community members. Simply put, it means that one should not assume to know something about a person, place, or thing just by appearances. As business professionals, as parents, as community members, how would you give feedback to the person making assumptions in each of the stories below?
Consider a situation involving a car accident. A young college student and her boyfriend were driving home from the beach when they were struck from behind by another vehicle while waiting at a red light. According to state law, both vehicles pulled into a nearby parking lot and waited for law enforcement to arrive. The officer on the scene approached the young couple and the older woman. Turning to the young couple, the officer asked, "How fast were you going when you hit this lady?" The couple was forced to explain twice that they had NOT been drinking, and were, in fact, struck from behind by the other woman. The woman drove a high priced car and was dressed to attend a wedding, and the young couple were wearing bathing suits.
Assumption: Because the couple is young, drive an older car, and are in bathing suits, they must be the cause of the accident, not the well-dressed older woman in the Cadillac?
Another situation involves the real estate industry. A couple had purchased a new home, but had to wait to move in until the Parade of Homes (a home tour show that lets prospective buyers preview houses built by a variety of builders) was over, and people were done viewing their new home. Two weeks prior to moving into the home, as the couple was packing, and suddenly realized that they had no idea what window treatments in their new home would be like. They drove to their soon-to-be new home without bothering to change clothes. (They were wearing their old jeans and T-shirts.) Upon entry to their new home, the couple greeted the realtor who was showing the home to prospective buyers. When the realtor finished speaking with another couple, she turned to the soon-to-be owners and said, "Hi there. We have great floor plans here, and we can definitely show you smaller, more affordable options to better suit your budget!" The couple took delight in letting the realtor know that indeed, they were not interested in smaller houses as they were the new owners of this particular house.
Assumption: Because of the clothes the couple was wearing, they must not be able to afford such a house?
Let's bring assumptions to the job search. What do you say to the recruiter who, upon hearing you speak, asks, "Where are you from?" You may say, "Oh, I live in Minnesota, but I am originally from Wisconsin." The recruiter says, "No, really? With a name like yours and a voice that sounds like yours, I figured...you must be from somewhere else." Does the person tell the recruiter that he/she was named after a parent's dear friend, and that the voice sounds that way due to a hearing loss, which often affects the voice?
Assumption: A person with a name that is most commonly associated with Spanish or French speaking cultures and also has a voice that doesn't sound "midwestern", must be "from somewhere else"?
Please send your comments and feedback regarding each of the above scenarios. What are your thoughts about how we can solicit professionals to practice the art of inquiry before assumption? How do we monitor ourselves? What do you do when you hear yourself or another thinking or saying, "You must be..." about someone else?
Consider a situation involving a car accident. A young college student and her boyfriend were driving home from the beach when they were struck from behind by another vehicle while waiting at a red light. According to state law, both vehicles pulled into a nearby parking lot and waited for law enforcement to arrive. The officer on the scene approached the young couple and the older woman. Turning to the young couple, the officer asked, "How fast were you going when you hit this lady?" The couple was forced to explain twice that they had NOT been drinking, and were, in fact, struck from behind by the other woman. The woman drove a high priced car and was dressed to attend a wedding, and the young couple were wearing bathing suits.
Assumption: Because the couple is young, drive an older car, and are in bathing suits, they must be the cause of the accident, not the well-dressed older woman in the Cadillac?
Another situation involves the real estate industry. A couple had purchased a new home, but had to wait to move in until the Parade of Homes (a home tour show that lets prospective buyers preview houses built by a variety of builders) was over, and people were done viewing their new home. Two weeks prior to moving into the home, as the couple was packing, and suddenly realized that they had no idea what window treatments in their new home would be like. They drove to their soon-to-be new home without bothering to change clothes. (They were wearing their old jeans and T-shirts.) Upon entry to their new home, the couple greeted the realtor who was showing the home to prospective buyers. When the realtor finished speaking with another couple, she turned to the soon-to-be owners and said, "Hi there. We have great floor plans here, and we can definitely show you smaller, more affordable options to better suit your budget!" The couple took delight in letting the realtor know that indeed, they were not interested in smaller houses as they were the new owners of this particular house.
Assumption: Because of the clothes the couple was wearing, they must not be able to afford such a house?
Let's bring assumptions to the job search. What do you say to the recruiter who, upon hearing you speak, asks, "Where are you from?" You may say, "Oh, I live in Minnesota, but I am originally from Wisconsin." The recruiter says, "No, really? With a name like yours and a voice that sounds like yours, I figured...you must be from somewhere else." Does the person tell the recruiter that he/she was named after a parent's dear friend, and that the voice sounds that way due to a hearing loss, which often affects the voice?
Assumption: A person with a name that is most commonly associated with Spanish or French speaking cultures and also has a voice that doesn't sound "midwestern", must be "from somewhere else"?
Please send your comments and feedback regarding each of the above scenarios. What are your thoughts about how we can solicit professionals to practice the art of inquiry before assumption? How do we monitor ourselves? What do you do when you hear yourself or another thinking or saying, "You must be..." about someone else?
30 March 2010
More workers are choosing fear over flex time, experts say
From CNN.com: More workers are choosing fear over flex time, experts sayBy John Blake, CNNMarch 30, 2010 10:27 a.m. EDT
(CNN) -- Out of sight. Out of mind.
Out of a job?
That's the grim scenario lurking in the minds of a growing number of American workers whose anxieties are driving a curious trend, workplace experts say.
Companies are offering employees more chances than ever to work at home or outside their office through "flex time." But fewer workers are accepting the offers for a more convenient schedule, according to several work-life experts.
The reason is simple: fear, says Sylvia Ann Hewlett, president of the Center for Work-Life Policy. a New York-based company that promotes flexible schedules for workers.
Most employees feel there is more pressure than usual to be in the office, Hewlett says. "They feel as if that jacket needs to be on the back of their office chair at 8 at night because everyone is trying to prove that they're indispensable."
Blame it on the recession, Hewlett and other workplace experts say. Flex-time employees, those who work alternate schedules that included working at home or around their children's school hours, have become more skittish, they say.
Hewlett says there was a significant decrease between summer 2008 and January 2009 in the number of professionals who felt comfortable working from home for a company. That was at the height of the latest recession, she says.
Yet Hewlett and others say that workers who routinely work long hours and turn down offers of flex time could end up hurting themselves and their companies.
It's hard to make that argument stick because so many workers believe that more workplace visibility equals more job security, says Jennifer Kalita, author of "The Home Office Parent: How to Raise Kids & Profits under One Roof."
Kalita says she understands workers' flex-time reluctance. She says workers can build alliances through workplace "face time."
"People do business with people they like," Kalita says. "It's easier to like people whom you see on a daily basis, because you are 'in it together.' This is the space where relationships and loyalty grow."
Those who work outside the workplace often feel as if they're not growing, Kalita says. Stay-at-home workers often work longer hours than their on-site counterparts, but some are not sure their colleagues know.
"While most telecommuters I know would love a cleaning crew to force them out of their offices by 7 p.m., some abandon the concept to prove to their coworkers and superiors alike that they are, in fact, working," Kalita says.
It can all seem noble on the surface: Turn down the flex time; put in the long hours to show your colleagues that you're pulling your weight. But it can backfire, others say.
Jane Goldner, a hiring expert and CEO of the Goldner Group, says fear of losing one's job only motivates people for a short time. "We can burn the midnight oil to a certain point and then we're exhausted and we're not productive," Goldner says. "Fear does that to people."
That fear bleeds into workers' personal lives, she says. Some workers not only spurn offers of flex time, but they forgo personal tasks such as doctor appointments or household errands because they're afraid of being laid off. Companies that exploit those workers' fears get higher productivity in the short term but they eventually lose, Goldner says. When the economy improves, those same employees will jettison those companies for a more humane working environment. "Those companies will have a revolving door," Goldner says.
Is working hard the new working dumb? Working hard is the new working dumb.
There is, however, a way for workers to grab more flex time yet earn more workplace respect if they remember one rule, says another workplace expert. "It is not you that your boss needs to see; it's your impact," says Karissa Thacker, an industrial psychologist and executive coach. People who feel compelled to work long hours at a particular job site are being driven by an "Industrial Age mentality," Thacker says. They think that job security is dependent on physical presence. "Working hard is the new working dumb," Thacker says. "Working hard does not necessarily create impact," she says.
A worker's value is measured by "visible, observable impact on a daily basis, digitally or in person," Thacker says. Job security is not dependent on sitting in an office chair for long hours, Thacker says. "Some of the most unproductive people are at the office by 7 a.m.," she says.
Some big companies have already made that discovery, says Hewlett. She says that even as more workers shun flex time, more big companies are offering it because it also helps their bottom line. The accounting firm KPMG, for example, decided it had to cut the payroll in its British branch by 15 percent last winter, she says. Instead of firing people, KPMG offered 11,000 workers flex-time choices that ranged from a four-day workweek, a mini-sabbatical and reduced pay, Hewlett says.
"They found that 80 percent of the workers went for flex time," Hewlett says. "They were overjoyed to get a little bit of their life back. They saw it as a shot to grab some time with family."
Why some consider flex time a no-brainer:
KPMG succeeded in saving 15 percent of its payroll costs by offering its employees flex time, she says.
"Generally speaking, offering flex is a no-brainer," Hewlett says. "There's a lot of evidence that it boosts productivity and it doesn't cost anything."
At least one person who still takes flex time says it has paid off, even though she did it in the middle of a recession. Jennifer Clarin, a publicist based in Miami, Florida, first asked for flex time three years ago when her daughter, Orli, was born. Her company granted her request, but Clarin says she's aware of how some people view flex time. "When they hear flex time and you're working at home," she says, "they think someone is just watching TV all day and going to lunch with friends." But Clarin says she actually works harder at home. There's no draining commute, and she makes sure she's available for nights and weekends as a gesture of gratitude to her company, Boardroom Communications.
"You can be more productive because you don't have a lot of distractions," she says of working at home. "But I think that you have to be willing to give them a little more for them to give you a little more." What's more important, she says, is that she doesn't have to have her coat draped on her office chair each evening to prove her worth.
"I've had the advantage of being there eight years," Clarin says of her job. "They know who I am and they know what I do. They don't question if I'm working."
(CNN) -- Out of sight. Out of mind.
Out of a job?
That's the grim scenario lurking in the minds of a growing number of American workers whose anxieties are driving a curious trend, workplace experts say.
Companies are offering employees more chances than ever to work at home or outside their office through "flex time." But fewer workers are accepting the offers for a more convenient schedule, according to several work-life experts.
The reason is simple: fear, says Sylvia Ann Hewlett, president of the Center for Work-Life Policy. a New York-based company that promotes flexible schedules for workers.
Most employees feel there is more pressure than usual to be in the office, Hewlett says. "They feel as if that jacket needs to be on the back of their office chair at 8 at night because everyone is trying to prove that they're indispensable."
Blame it on the recession, Hewlett and other workplace experts say. Flex-time employees, those who work alternate schedules that included working at home or around their children's school hours, have become more skittish, they say.
Hewlett says there was a significant decrease between summer 2008 and January 2009 in the number of professionals who felt comfortable working from home for a company. That was at the height of the latest recession, she says.
Yet Hewlett and others say that workers who routinely work long hours and turn down offers of flex time could end up hurting themselves and their companies.
It's hard to make that argument stick because so many workers believe that more workplace visibility equals more job security, says Jennifer Kalita, author of "The Home Office Parent: How to Raise Kids & Profits under One Roof."
Kalita says she understands workers' flex-time reluctance. She says workers can build alliances through workplace "face time."
"People do business with people they like," Kalita says. "It's easier to like people whom you see on a daily basis, because you are 'in it together.' This is the space where relationships and loyalty grow."
Those who work outside the workplace often feel as if they're not growing, Kalita says. Stay-at-home workers often work longer hours than their on-site counterparts, but some are not sure their colleagues know.
"While most telecommuters I know would love a cleaning crew to force them out of their offices by 7 p.m., some abandon the concept to prove to their coworkers and superiors alike that they are, in fact, working," Kalita says.
It can all seem noble on the surface: Turn down the flex time; put in the long hours to show your colleagues that you're pulling your weight. But it can backfire, others say.
Jane Goldner, a hiring expert and CEO of the Goldner Group, says fear of losing one's job only motivates people for a short time. "We can burn the midnight oil to a certain point and then we're exhausted and we're not productive," Goldner says. "Fear does that to people."
That fear bleeds into workers' personal lives, she says. Some workers not only spurn offers of flex time, but they forgo personal tasks such as doctor appointments or household errands because they're afraid of being laid off. Companies that exploit those workers' fears get higher productivity in the short term but they eventually lose, Goldner says. When the economy improves, those same employees will jettison those companies for a more humane working environment. "Those companies will have a revolving door," Goldner says.
Is working hard the new working dumb? Working hard is the new working dumb.
There is, however, a way for workers to grab more flex time yet earn more workplace respect if they remember one rule, says another workplace expert. "It is not you that your boss needs to see; it's your impact," says Karissa Thacker, an industrial psychologist and executive coach. People who feel compelled to work long hours at a particular job site are being driven by an "Industrial Age mentality," Thacker says. They think that job security is dependent on physical presence. "Working hard is the new working dumb," Thacker says. "Working hard does not necessarily create impact," she says.
A worker's value is measured by "visible, observable impact on a daily basis, digitally or in person," Thacker says. Job security is not dependent on sitting in an office chair for long hours, Thacker says. "Some of the most unproductive people are at the office by 7 a.m.," she says.
Some big companies have already made that discovery, says Hewlett. She says that even as more workers shun flex time, more big companies are offering it because it also helps their bottom line. The accounting firm KPMG, for example, decided it had to cut the payroll in its British branch by 15 percent last winter, she says. Instead of firing people, KPMG offered 11,000 workers flex-time choices that ranged from a four-day workweek, a mini-sabbatical and reduced pay, Hewlett says.
"They found that 80 percent of the workers went for flex time," Hewlett says. "They were overjoyed to get a little bit of their life back. They saw it as a shot to grab some time with family."
Why some consider flex time a no-brainer:
KPMG succeeded in saving 15 percent of its payroll costs by offering its employees flex time, she says.
"Generally speaking, offering flex is a no-brainer," Hewlett says. "There's a lot of evidence that it boosts productivity and it doesn't cost anything."
At least one person who still takes flex time says it has paid off, even though she did it in the middle of a recession. Jennifer Clarin, a publicist based in Miami, Florida, first asked for flex time three years ago when her daughter, Orli, was born. Her company granted her request, but Clarin says she's aware of how some people view flex time. "When they hear flex time and you're working at home," she says, "they think someone is just watching TV all day and going to lunch with friends." But Clarin says she actually works harder at home. There's no draining commute, and she makes sure she's available for nights and weekends as a gesture of gratitude to her company, Boardroom Communications.
"You can be more productive because you don't have a lot of distractions," she says of working at home. "But I think that you have to be willing to give them a little more for them to give you a little more." What's more important, she says, is that she doesn't have to have her coat draped on her office chair each evening to prove her worth.
"I've had the advantage of being there eight years," Clarin says of her job. "They know who I am and they know what I do. They don't question if I'm working."
22 March 2010
Reflections Upon 1 Year of Entrepreneuership
After six months spent consulting part-time in addition to working more than a full-time job in the corporate sector, I decided to try my hand at being a full fledged entrepreneur by forming a limited liability corporation. Here are just a few brief musings, learnings, and reflections upon the trials and tribulations of my first year as a "solo-preneuer."
- Deciding what to spend money on to start up a business is scary, yet exhilirating. Software, supplies, courses, professional associations; there are plenty of places to spend it. What's the strategy?
- Continue to hone skills and knowledge about trends in your industry.
- Writing down your values and goals is crucial.
- Create boundaries between work and home life, especially when your office is 20 feet from the laundry room.
- Creating informal and/or formal "mentor relationships" - people who will listen, encourage, and play devil's advocate.
- It's ok to say no. Stand up for what you want to do, and where you can best use your strengths.
- A trusted accountant is worth every penny - and even better, may give guidance for free.
- Pass it on - if it is work you cannot do or are too busy to do, refer a colleague.
- Your business goals are just as important as the goals of the potential client with whom you are negotiating.
- It's impossible to be in four places at once.
- Being a consultant is a "real job", despite when people ask when you will get a "real job again."
- Have a backup plan. Sometimes clients offer you a job via email and then back out four days before it is supposed to start, though you've already filled out tax paperwork for them.
- Establish a system for recordkeeping, invoicing, and other accounting tasks.
- Not everything has to be perfect right out of the gate. Sometimes a genuine conversation about potential opportunities is the best way to start - websites and blogs can come later, for example.
- With great risk comes great reward.
- Those who say being a consultant means never having to deal with corporate politics must have not ever been a consultant. Now I deal with politics in multiple corporations, simultaneously!
- Believe in yourself. When you falter in that belief, surround yourself with others who believe in you.
02 March 2010
Onboarding Consultant Staff: Tips to Minimize "Ramp Up" Time
Your department has a project that needs to be done, and you don't have the resources. You've been given a budget to hire a consultant to come in and work with your team to meet the project deadlines. What can you do to make sure that he/she can help drive your project forward to completion? What communication is needed so that your current team is also "on board" with the addition to the project team?
Here are some simple tips to minimizing "ramp up" time for new consultants.
There are many details that consultants will need to know when they begin a project with you and your team. Having information prepared ahead of time will minimize the hours that the consultant spends searching company websites to find answers, or wandering hallways to find meeting rooms - hours for which your organization is paying!
Following is a list of potential items to have ready to share with the consultant within the first few days of beginning the project.
Who
Here are some simple tips to minimizing "ramp up" time for new consultants.
Prior to Start Date:
- Request access to all computer systems, laptop/desktop equipment, ID badge, and other supplies needed so that the consultant can become operable shortly after joining your project team.
- Preparing the internal team for the arrival of a consultant is also crucial to the success of the project. Share information with your exisiting team about who is coming, why the person is coming, and expectations of what the consultant will be doing, and impacts to the project and current team members. Team members who are unsure of the consultant's role may feel they need to compete with the consultant, may worry that their own jobs are in jeopardy, or may not understand how to best utilize the consultant's time and skills.
- Compile a list of internal websites, SharePoint sites, and other applicable internal information centers, and provide access to the consultant.
- Put together an "onboarding" checklist for the consultant, and ensure that key persons are available to spend some time with the consultant. For example, many times the hiring organization begins by giving a consultant access to a list of SharePoint sites to "check out", and then leaves the consultant to his/her own devices to look for pertinent information. There have been times when a consultant may waste more than an hour trying to figure out where project documents are stored - especially when there are many projects, and many sites to examine. Does your organization really want to pay for someone to spend time searching for things that could be pointed out in a matter of minutes?
There are many details that consultants will need to know when they begin a project with you and your team. Having information prepared ahead of time will minimize the hours that the consultant spends searching company websites to find answers, or wandering hallways to find meeting rooms - hours for which your organization is paying!
Following is a list of potential items to have ready to share with the consultant within the first few days of beginning the project.
Who
- Who needs to meet with your consultant to facilitate execution on this project?
- Who are team members, and how do they fit into the organization/team/business unit (org chart)?
- Who can help show the consultant how to navigate company websites, SharePoint sites, and other internal information? (It is not recommended to simply email a list of website links without providing context)
- Who is accountable for providing information, and to whom is the consultant providing information?
- Who are the contacts for key areas such as administrative support, IT support, invoicing issues and other items that support the consultant's ability to get work done?
- What are the deliverables of the project?
- What is in scope, and what is out of scope for the project?
- What expectations are there regarding turnaround time (responding to emails, voice mails, project draft documents, etc)?
- What is the consultant's role in relation to others on the team?
- What concepts should the consultant be aware of that promote understanding of corporate culture? Are there "mottos", leadership models, acronym glossaries, standards for quality, for example?
- What processes are in place around this project? (For example: are there SharePoints for sharing documents, are there project hours that must be posted to a PM plan, etc)?
- Where are project documents stored?
- Where are conference rooms?
- Where/when does the consultant submit invoices?
- When are deliverables due?
- When will feedback be provided?
- How do project team members communicate? (Virtual, In Person, Email)? How will the project team resolve conflicts?
- How often and for how long does the project team meet?
- How does the feedback loop work on this team?
- How will we know if the project is successful?
29 January 2010
The Early Bird Gets the...Job?
Creating a well-written resume and cover letter are not the only tools needed to get noticed by recruiters today. These days, there may be hundreds of applications for a single opening. Recruiters and hiring managers often cannot review each application that comes through the door. Job search sites such as Indeed.com, Monster.com, and Careerbuilder.com are displaying a new trend.
You may be surprised to find out that some jobs are posted to a job search site for mere hours before expiring. Employers set a limit at gathering the first X amount of resumes that meet basic qualification criteria, and once they do, the job requisition is closed down to further applicants. On a recent interview, I was told that there had been 155 applicants to the job in the first three days, and only EIGHT people were selected to interview. How can job applicants beat this cutoff for applications?
You may be surprised to find out that some jobs are posted to a job search site for mere hours before expiring. Employers set a limit at gathering the first X amount of resumes that meet basic qualification criteria, and once they do, the job requisition is closed down to further applicants. On a recent interview, I was told that there had been 155 applicants to the job in the first three days, and only EIGHT people were selected to interview. How can job applicants beat this cutoff for applications?
- Apply right away to jobs that pique your interest and match your skills. This may seem like common sense, but I know several colleagues who have waited three, four, even seven days to post for a job while they "think about how to best approach the position." By this time, the job may be removed from postings.
- Set up email alerts that send an email to your inbox each time there are jobs matching your profile. This way, you will get the information quickly, and can respond promptly.
- Not all job postings go to the big job search engines. If there are specific companies that you are targeting, make it a practice to check those websites two or three times a week to see if new listings are posted. Some company websites also have email alert capabilities.
- Get your internal referrals lined up ahead of time. For example, if you have a friend who will be an employee referral for you at ABC Corporation, get his/her information ahead of time, so that when a job opens up in your area, you can apply right away and use the employee referral. Many times, colleagues reach out to their internal contacts when they see a job posting, asking that person if they can use him/her as a referral; this may cause a 24-48 hour delay if the person is not able to respond right away.
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