Not “Just Another Job Seeker”
October 11, 2010
In my last post I urged job seekers to GET OUT! A good first step to REPOWERING your job search. But once you’re out… then what?
Your actions should be based on this one simple rule:
“People don’t care how much you know until they know how much you care” – John C. Maxwell
And when they know how much you care, you are no longer “just another job seeker.” You’re someone worth telling others about.
RELATIONSHIPS, RELATIONSHIPS, RELATIONSHIPS
Tis true. It’s about much more than just getting out. And while the getting out part is indeed the first step to repowering your search, it’s what you do with the time you spend out there that truly counts.
Once you have made the decision to disconnect from the computer and all the online job boards to attend functions with other live human beings, your goal is to make connections and create mutually beneficial relationships that can help you in life as well as your job search.
Some tips on how.
BE AN EXCELLENT COMMUNICATOR.
Don't be THAT guy.
First rule of excellent communications: LISTEN. When you’re out networking make it your goal to be the best listener in the room. Take notes if you need to to remember key conversations and those with whom you spoke. A quick note on the back of the other person’s business card to remind you of that one critical thought or piece of information will prove valuable when trying to recall who said what.
When it is your turn to talk, you have to be exceptionally clear about what you want, what value you — and only you — offer, and be able to articulate this for others to “get it.” Work on honing that 30-second “elevator” pitch to answer “what’s in it for you or other potential employer if you hire me?” Indeed, why YOU over the job search masses?
ROLL UP YOUR SLEEVES.
While listening you’re bound to pick up on other’s needs that you can fulfill. Even if it’s mowing the lawn for the grandma of the CPA you just met… doing the make-up for the Realtor’s 17-year-old daughter for the big Homecoming dance… teaching an entrepreneur QuickBooks to create a more efficient billing process… Introducing another job seeker to one of your contacts who might help them… The point is listen and find something you can contribute to making the other person’s life a little easier. And if you can fill a need that aligns with the work you are looking for, all the better.
BE THE EXPERT.
Give presentations to local groups. Blog. Post and answer questions on LinkedIn. Rally groups on LinkedIn. All around a topic related to the work you want to do. Tweet about news-worthy industry trends. The more you show you know what you’re talking about, the better. This is especially true when you are trying to make a career transition into a new role or field in which you may not have the most experience of all possible candidates. Just be aware of how you come across. Strive always to provide information that is practical, applicable, useful. Not to puff up your own chest.
CREATE CHAMPIONS.
All this work will pay off as you create “brand champions” for YOUR personal brand. You become “referrable” as a job seeker. Your resume becomes “forwardable” because they like you and want to help. Remember, we all do business with (and hire) those we know, like and trust. Work to establish the relationships and position yourself as the “go to” gal or guy for the work you want to do, and you’ll have people touting you when you’re not even looking.
STAY AUTHENTIC.
The trick here is to be the expert, the one worth referring with personality. When you show a little of who you really are while imparting information your “audiences” can’t live without, you endear yourself in an emotional way. Think Marketing 101: it’s about engaging people on a personal, emotional level so they’ll trust and appreciate the information.
And let’s face it, no job — unless you are truly desperate financially — is worth checking your personality, your strengths and natural talents, your instincts at the door. Can you do it? Sure. I worked for 15 years in a career path that was all wrong both from a functional mismatch standpoint (my strengths were not what the job required) and the cultures I was in didn’t appreciate my goofball personality.
I’d would be happy to share my story in more detail to help underscore the all-importance of this: Stay authentic. No matter what.
Job Seekers: GET OUT!
September 28, 2010
Unemployed? Underemployed? Or just hate the job you have? And starting to feel the wear and tear of “search exhaustion”?
If you’re like most job seekers, you’re spending your day searching job boards, sending your resume fiendishly to anything that looks close to what you might want to do and crossing your fingers that someone…ANYONE… will just call you in for an interview.
My friends, it’s time for a change.
First… So you’re feeling a little… let’s face it… unmotivated, maybe bordering on apathetic. It happens to all of us at one time or another so first, please know: YOU ARE COMPLETELY NORMAL. You’re allowed to have your feelings, and I always encourage family, friends and clients alike to REALLY FEEL them. What you’re going through right now is no fun to say the least. But I also would not be doing my job and fulfilling my mission if I were to let you stay there too long.
So this is your official kick in the pants. Get up. No, really, right now. Stretch. Take three deep mind-clearing breaths. And set your mind to GET OUT. Out of your doldrums AND out from behind that computer. That’s right: it’s time to DO SOMETHING DIFFERENT.
“GET OUT? BUT WHERE?”
My strongest recommendation for your “theme” for the next month:
GET OUT! Step away from the computer and get your face out there in front of people who can hire you, recommend you, refer you.
Some ideas (and I and other readers welcome your comments below with more suggestions!):
CHECK THE CHAMBER. Does your local Chamber do ribbon cuttings for new members? You will find attendees to these events aren’t the typical cast and crew of most networking events. Go and be ready to introduce yourself to all the new faces.
ATTEND GRAND OPENINGS. Keep an eye out for the businesses that are opening their doors at grand opening events. Again, not the usual cast of characters and a great way to meet the people from the surrounding businesses. Open houses, too. If you know of businesses holding open houses, go! For all the same reasons noted above.
GET SOME CLASS. Go to a computer class, a LinkedIn class, a class related to your hobby (art, cooking, wine tasting, pottery, quilting, golf, exercise, fly fishing…), something that engages your brain, helps you learn a new or keep up a skill, gets you into a space with others who are doing the same. The trick is you cannot be shy. Again, introduce yourself and start to make new connections.
“MEET UP.” Love hiking? Speaking a foreign language? Check MeetUp.com for local “meetups” in your area to find like-minded people who enjoy the same activities you do. You’ll have one thing instantly in common and may find that will accelerate the ice breaking to start talking about how you can support one another in other ways. You support them with what they need; they’ll support you in your job search.
VOLUNTEER. Everyone and their grandmother will tell you that volunteering is a great resume builder and that volunteers often have the first “in” for positions as they are available. (“Duh,” Meredith.) But I’m talking about volunteering for the sheer joy of helping someone (or some “thing,” cause, crusade, etc.) else other than yourself. Go give to someone else selflessly for a day. Consider volunteering for a cause where you stay busy helping others and focus on their challenges rather than your own. Helping others gives you the satisfaction of knowing you are making a difference in the world. That alone will elevate your mood. And don’t ignore those other volunteers. Have I said it enough? Introduce yourself and really connect with the other volunteers. You never know who they know.
GO TO LUNCH. Schedule lunch with former colleagues, community connections, employed friends and others who might know people you need to know who can help in your search. Buy them lunch (or coffee) in exchange for time to tap their expertise. Tapping into their ego in this way works. EVERYONE loves to be asked for their expert $0.02 and advice. Everyone. And it gets you out of the house. Be prepared with specifics you want to ask about. Make the most of your time and theirs. In the process you’re starting to create champions and advocates for ” Cause: You.”
ASK. All this “getting out” is all very well and good, but make the most of it and ask people with whom you are developing these relationships for help with exactly what you need: introductions and referrals. Get specific: “I would love to meet anyone who works in XYZ industry, ABC company or holds 123 position in an organization. Do you know someone like that you could introduce me to?” Or “I saw an opening at ACME Company and remember you mentioning you knew people there. Would you help me be get my resume in front of some people there?”
FOLLOW-UPING. My friend TC of Very Direct Marketing coined the term to replace that nasty “c-c” word we all hate (Cold-calling). As you GET OUT and build your “database” (little black book, contacts in your Blackberry, friends on Facebook, connections on LinkedIn), you have to stay in touch. Contact them at least once a month to stay top of mind (another favorite TC-ism) and remind them how they can hep you. This includes your best friend’s mother, the manicurist at the salon where you get your hair done even if she doesn’t do your nails, the guy at Goodyear who changes the oil in your car, your favorite bartender and her manager.
“WHY BOTHER?”
BECAUSE NETWORKING WORKS.
“But, Meredith, I hate networking.”
Maybe this will help motivate you to change your mind:
- 75-85% of job openings are never published on those job boards you so love to spend your time on.
- Even better, 70-80% of job seekers report finding their “next position” through networking.
Enough said?
“WHAT DO I NEED?”
A kick-@$$ resume. Even with all the social media in the world, you still have to have a resume. Consider it your personal brochure that answers, “What’s in it for me if I hire you?” every hiring manager is asking. (Resume help here!)
A decent 30-second “commercial” describing what you’re looking for, what you offer and how others can help. Again, the more specific, the easier it is for people to know how to help you.
Personal business cards. Yes, get business cards even if there’s no company and title to put on them yet. Include all your contact information and consider using the space on the back of the card to put some “promotional” wording about why YOU are the best one for the job. VistaPrint.com has a nice selection of FREE business cards. You pay shipping.
A little courage. I promise, with practice, it gets easier.
Again, step away from the computer.
And when you do, report back here! Tell us about your successes. Recall your funniest snafus. Let us help you refine your networking techniques to help you land that job faster!
Creating Your Human Resources Plan: An Interview with Business Strategist Mark Bittle
February 4, 2010
I recently sat down with Mark Bittle, founder and owner of Progressive Impact, a strategic planning consultancy dedicated to the success of small businesses. His new book (Spring 2010) walks business owners through a comprehensive yet easy-to-follow process for completing a thorough strategic plan for success. Our conversation revolved around one piece of the strategic puzzle: the Human Resources Plan.
Q&A with Mark Bittle, Owner, Progressive Impact
In your new book People Who Know How, Will Always Work For The People Who Know Why! you encourage small business owners to have a Human Resources Plan. What are the elements of a Human Resources Plan and how does this fit into the business’ overall strategic planning?
Human Resources is the essential stuff that makes your organization go around, and there are many elements to address when developing this type of plan: Hiring, firing, employee development, training manuals, recognizing your employees, as well as having on file the appropriate paperwork for each person who works within your organization. The Human Resource plan is not something that business owners can afford to do without.
Developing a business through the creation of an active strategic plan must include plans for developing the people within an organization. Aren’t the leaders, managers and employees the ones that help you to accomplish the goals of that strategic plan? Sharing the values, vision, mission, and goals with players within your organization makes it easier to find the right people, put them in the correct seat, on a bus that is going to a purposeful destination.
Having a human resources plan, employee handbook, and updated training materials has alleviated many time bombs in the organizations in which I have coached. This specific plan in and of itself helps to increase the efficiencies and productivity of everyone working “in” the business, and, when done effectively, will increase the profitability of the organization.
What would you say is the worst thing small business employers can do when hiring new employees?
That’s easy… not taking the time to screen them… not only for their skills (via the resume) and personality and attitudes (behavioral interviewing) but also for their “fit” for the job (how they make decisions, solve problems, take action… that is what they bring to the game and what they need to be successful). Small business owners are not experts in all areas. They are doing what they do best, and at some point they decided to take risks to start their own business. Hiring the wrong person is an expensive risk I encourage business owners never to make.
“The biggest fear that most managers have is
to train their employees so well that they will leave.
While my biggest fear as a leader is to
not train my staff and have them stay.”
When a business, especially a small business, hires new employees, it is much easier to train and retain those that are a good fit, than those who are put in the position as a placeholder until something better comes along. I cannot emphasis enough the importance in making sure that organizations take the time to put the right people, in the correct seats, on a bus that is going to the same destination. [Read more about the cost of a bad hire here.]
How important is management training — that is, training managers at all levels in the art of motivating direct reports to perform at their highest level — in the Human Resources Plan?
It is imperative that there is a training and development program. For example, understanding the difference between “managers” and “leaders” is an important distinction that can be addressed with training when the right people are in the right seats. Managers are those who are put in a position to make sure that things get done according to goals and objectives. Managers essentially work “in” the business. Leaders are the visionaries that work “on” the business to shape those goals and objectives, and are able to put together groups to move the organizations forward. A key idea of course is that “managers” can also be “leaders” when trained well.
How important would you say is the relationship between the manager and direct reports to the success of any small business?
Establishing effective group dynamics is often overlooked when hiring people, and is certainly under-appreciated within many organizations. Having positive relationships, understanding the different ways we each communicate and recognizing the value each member of a diverse team brings to the game helps to increase productivity and efficiency as well as to foster a healthier working environment. Intentionally creating an “engaged organization” will have a great effect for every business’s bottom line.
And what about professional development for employees and teams? Is this relevant in the Human Resources Plan?
Everybody wants to be national champions, but nobody wants to go to practice. Hiring a “coach” for the team’s development can often accelerate progress within an organization. Professional development helps on so many different levels including but not limited to the following: employee retention, speed of innovation, customer satisfaction and proactive decision-making. I personally allocated up to 3% of my gross revenue towards professional development, and the results are amazing. Hiring an objective professional to come in and help to overcome personnel challenges and shortcomings is an essential tool that should be considered.
Prep for the Turnaround: Hire Right the First Time
July 13, 2009
RIGHT FIT = SKILLS + INSTINCTS
You meticulously reviewed the resume. Used your best behavioral interviewing techniques. Checked references until you were blue. But the new hire still turned out to be a dud. What was missing? He looked great on paper and blew the interview out of the water. But once on the job he not only didn’t play well with others and ran with scissors, he didn’t fulfill the responsibilities of the job even though his skills indicated he could. What happened?
More importantly, how do you make sure that never happens again?
To quote an article from Landscape Management — featuring friend and fellow Certified Kolbe Consultant Jason Cupp — “There is solid evidence suggesting that defining an employee’s or candidate’s natural instincts will often provide the information you need to make your best job placement decision. While employers can choose from many assessment tools, the Kolbe Index is a simple and accessible tool to outline and reveal a person’s initiating and supporting instincts.”
Bingo! The missing link: instincts.
When a hiring manager can rate candidates in an unbiased (by gender, age, race, national origin…) way based on matching their natural instincts to the instincts required for the job, they have the ability to identify the required methods of operation of the ideal candidate. In addition to skills listed in a resume or motivators discovered in behavioral interviewing. The power to predict performance — based on those instincts that drive actual, observable behaviors — can save another bad hire, which saves an enormous amount of time and financial resources. Can you afford afford not to do this triple-check?
COST OF A BAD HIRE
I’ve read several articles, blogs and tweets recently talking about hiring and the cost of making a bad choice. Some of the information I read included results from a 2007 survey by Right Management reporting that the cost of a bad hire ranged from one to five times annual salary. Twenty-six percent of respondents reported that replacing an employee that doesn’t work out cost their organizations three times annual salary and another 42 percent said bad hires cost two times annual salary.
“How do they figure that?” I wondered, which prompted me to throw together this perhaps unsophisticated yet telling formula:
Total cost of a bad hire =
% of salary paid
+ portion of benefits paid
+ direct management time (supervisor’s time spent with employee face-to-face)
+ indirect management time (time on planning for arrival, coordinating training, etc.)
+ management stress time (time spent not focused on work, putting off the inevitable)
+ IT time for computer, phone, and other systems set-up (and take-down for security purposes after the firing)
+ HR time setting up benefits, payroll, etc.
+ % salary of colleagues’ time spent/wasted on the time-sucker
+ cost of time to rebuild postpartum team morale
Yes, I’d say this adds up to somewhere between one to five times the annual salary of the departed disappointment. So the question then is…
Is it worth investing a small amount up front to ensure a candidate’s fit with the role, the team, the organization?
