We read a fantastic article from The Wall Street Journal, written by Elizabeth Garone, that answers a very important question: What does “managing up” mean?

To “manage up” is to extend your work efforts. It means going above and beyond what is expected of you. Not only does it boost your professionalism; it will also enhance the performance of your team.

“Managing up” will establish your value in the workplace and provide you with a competitive edge when being considered for promotions.

For more information about “managing up” and how it can help your career, read the full article here.

With an unemployment rate holding steady at 6.9%, Massachusetts has been widely well off throughout the recent economic lows. With the national unemployment rate at 8.2%, one might say the Massachusetts job market has done particularly well. This is especially true for jobs in the Technology industry. This improvement is illustrated on Dice.com, with over 3,000 IT related job postings, up 24% since March of 2011. In addition, Boston has been placed as the 9^th fastest growing city for IT employment and is the only U.S. city to make this list.

According to the Bureau of Labor Statistics, Massachusetts has some astounding numbers in relation to IT and Engineering employment from May of 2011.

With 27,340 employed Software Developers, Massachusetts now holds the 4^th highest employment rate of Software Developers in the country.  Massachusetts is also the 4^th highest paying state for this profession. The Boston-Cambridge-Quincy area has become a hot bed for Software Developer positions, boasting a population of 18,490 employed professionals.

Massachusetts is also a great destination for Electrical Engineers. Once again, Massachusetts holds the 4^th highest employment rate in Electrical Engineering with 7,410 jobs. Massachusetts is also the 4^th top paying state in this field. The Boston-Cambridge-Quincy area is the 4^th largest metropolitan area for Electrical Engineering employment with 4,380 employed professionals.

Massachusetts can also be found at the top of employment statistics for Information Security Analysts, Web Developers, and Computer Network Architects. While Massachusetts is not among the top 5 states for employment, it is the 5^th top paying. Massachusetts also made the lists as the 6^th highest concentration of jobs in these fields, with 7,010 filled positions in the Boston-Cambridge-Quincy area alone.

Massachusetts has illustrated itself as a fantastic location for IT and Engineering employment. While the rest of the country is optimistic, Massachusetts has passed this optimism and found itself in a place of prosperity.

At The Vesume Group, we are always working with IT and Engineering professionals. We help candidates and employers alike through finding and representing the best hidden talent Massachusetts has to offer.

Are you an IT or Engineering professional trying to find your place in Massachusetts? Contact us to learn how we can help you become a part of these great employment statistics.

In our next installment, we will discuss The Right Frame of Mind.

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In order to maintain a positive mindset, consider the following do’s and don’ts:

Do:

• Utilize a recruiter.

• Remember it’s a job: searching for new employment is a full time job. All of the responsibilities involved in a job search now constitute your full time position as a job seeker.

• Remember it takes time.

• Be prepared to accept criticism, disappointment, and failure.

• Manage your stress: everyone handles stress differently. Make sure you address yours.

• Stay healthy: maintaining healthy eating habits, exercise, and a regular schedule will help keep your mind and body positive.

• Relax: finding time for you is still important.

• Remember there are always new opportunities. As we mentioned in Myths of the Job Search there are often many open positions you do not know about.

•  Remember your strategies.

• Step out of your comfort zone

Don’t:

• Worry: It won’t help

• Be focused on your present situation. Maintain a healthy future focus.

• Spam: Spamming your resume will not increase your chances of finding employment.

• Be afraid to network: Online and in person networking is critical for success.

Most importantly: Do not make a short term decision to sacrifice a long term goal. Your long term goal is the job you want, not the job you can get.

In our next installment, we will discuss how to Identify Jobs.

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Five Tips for Hiring the Right Candidate

Written By Fred Yager

If you ever wonder why companies take so long in deciding which candidate to hire for a particular position, consider this: the cost of selecting the wrong person can run into the hundreds of thousands or even millions of dollars, not to mention the potential negative impact to a company’s morale and productivity.

The Harvard Business Review points out that as much as 80% of employee turnover is due to bad hiring decisions.

There is a wide disparity among what a wrong hire can cost a company because there are so many variables. For example, the Labor Department estimates it can cost on average one-third of a new hire’s annual salary to replace him or her and that those costs increase the higher up in the organization the turnover occurs. In some cases, it can total in the millions of dollars if that person is the CEO.

Others say it could be even higher than that. According to a study by the Society for Human Resources Management (SHRM), it could cost up to five times a bad hire’s annual salary. SHRM also found that the higher the person’s position and the longer they remain in that position, the more it will cost to replace him or her.

Recruiters I spoke with said that if you make a mistake in hiring and you recognize and rectify the mistake within six months, the cost of replacing that employee is still going to cost you two and one-half times the person’s salary. That means a poor hiring decision for a candidate earning $100,000 per year could cost, on average, $250,000, and that expense comes right off the bottom line.

Why Are These Costs So High?

Expenses associated with hiring include interview expenses such as travel, hotel and meals, training and orientation, employment testing, termination costs such as Cobra, unemployment and potential litigation expenses should the candidate decide to sue you for wrongful dismissal, plus relocation costs and outplacement or career transition costs. But mostly it’s because you need to repeat the entire hiring process to replace the wrong hire, which includes time and expenses.

There are also hard-to-quantify costs that could be lethal to your business such as lower employee morale, customer dissatisfaction, lost customers, lost sales, reduced quality of products and low production. “Plus, whenever someone is terminated, there’s a disruption among the other employees who begin to question what caused the termination and does it affect how their performance is evaluated, not to mention the increased work load on all the other employees who have to pick up the work of the employee who was let go,” explained Jean Gamble, a Human Capital Strategist and Recruitment Specialist.

Why Companies Hire the Wrong Person

A recent survey by Robert Half showed that one-third (36%) of 1,400 executives surveyed felt the top factor leading to a failed hire, aside from performance issues, is a poor skills match. The second most common reason (30%) was unclear performance objectives.

“Companies can’t afford hiring mistakes, which are costly and can erode staff morale,” said Max Messmer, chairman and CEO of Robert Half International and author of the Human Resources Kit For Dummies. “Finding the right match requires time and attention, and it’s something even busy managers need to make time for.”

Gamble, who runs the Chicago-based Jean Gamble & Associates, believes “wrong hiring” occurs because hiring managers and human resources people confuse the job description with the job criteria.

“The job definition and the criteria for the job are different,” says Gamble. “And often if you went to the people who actually perform the job, you’ll hear an entirely different description of what it takes to perform the necessary tasks than what’s posted in the job definition. That’s why it’s important to involve those who are actually doing the job in writing the description,” adds Gamble. “That way you avoid any miscommunication about what’s required to do a successful job.

Cultural Misfit

Another reason someone may not work out is due to what’s called the “cultural misfit.” This can occur when a candidate, who seemed perfect on nearly every level, clashes with the organization’s culture, which is why Gamble says “it’s critical that an open definition of the company’s culture exists in some form.” She adds that specific questions be part of the interview process to determine whether the candidate will fit within the firm’s culture.

“Because of corporate culture issues, interviewing methods have become very dynamic over the last 15 years,” says George Mentz, a management consultant, international lawyer and law professor with Thomas Jefferson School of Law in San Diego. “It has become much more likely that a job candidate will interview with not only several persons in the department, but even other managers and staffs in several other departments too,” Mentz adds. “This strategy is to try to find a fit for the group and not just the position.”

Many hiring managers make the mistake of choosing someone based on an instinctual “gut feeling” or because they “liked” a particular candidate, only to find out later that the candidate was completely ineffective for the position for which he or she was hired. Time and again, we’ve heard statements like, “She made us laugh so we hired her.”

Sometimes candidates are eliminated for some of the wrong reasons. For example, a perfectly fine candidate may have been part of a corporation downsizing and had to take consulting assignments to survive for a couple of years. Some hiring managers might misinterpret this and think there must be something wrong with that candidate when there really isn’t.

How Companies Can Avoid Hiring the Wrong Person

Working with a recruiter who specializes in a given field can help hiring managers identify job candidates with the appropriate skills. “Most recruiting firms conduct skills testing, which provides added assurance a prospective employee’s skills are a match,” Messmer says.

“An organization needs to look beyond the dates on a resume and focus on the skill sets the candidate brings to the table,” explains Gamble. “Yet, candidates have been eliminated for these reasons, and it is no reflection on their potential or ability to perform or be stable employees.”

The key to a successful hiring process, says Gamble, is to provide a clear definition of responsibilities for the job as well as the personality characteristics required for communication and success. It’s also important to determine in advance, which employees will be involved in interviews, how information is collected and interpreted about the interviews, and ultimately who has the authority to make the hire.

“You can’t just match keywords on a job description and expect a perfect hire,” she notes. “In fact, there are many times when the role is further defined during the interview process and job definitions can evolve by expanding or being modified in some fashion.”

On the other hand, there are some detractors to this premise. A University of Michigan study on predictors of job performance found that the typical interview increased the likelihood of choosing the best candidate by less than 2%.

Five Tips for Better Hires

Here are some suggestions from Robert Half to improve your chances of hiring the right candidate:

1. Know what you want. Don’t recycle past job descriptions because chances are the role has changed. Take a fresh look at your needs and the skills you’d like to add to your team. A detailed job description will help reduce the number of resumes you receive from unqualified applicants.

2. Look for the intangibles. A candidate’s skill set isn’t limited to functional abilities – it also includes how well he or she works in a collaborative environment. Employers that don’t take soft skills such as leadership and communication into account may set themselves up for a bad match.

3. Make a personal connection. Hiring is more than just identifying a strong resume or profile – it involves having conversations with applicants to establish a rapport. Interviews, for example, allow you to delve deeper into an applicant’s qualifications while also assessing whether he or she is a fit for your corporate culture.

4. Use all your resources. Though you may have the final say, hiring should never be a solo effort. Take advantage of the tools available to you at your organization – for example, human resources can help with the job description, and your employees may be able to offer referrals.

5. Woo your top choices. In any economy, people in high-demand may have multiple job offers. You need to show them why they should choose your organization over a competitor. Sell the benefits of working with your firm, and offer a compensation package in line with – or ideally, above – market rates.

Hiring the Right Candidate Takes Time

The most important asset any business or any organization has is its people. That holds true whether you have a small company or manage a department within a business employing hundreds or even thousands. Taking short-cuts to build your team may ease immediate growing pains but create regrets in the long-term.

The key is to understand that hiring the right candidate takes time, so be patient, develop a comprehensive hiring plan and execute it flawlessly. Remember, no hire is better than a bad hire.

This article is brought to you by the resource center at Dice.com

The internet is proliferated with subject matters experts sharing information about their field of expertise. The areas of recruitment and job searching are no exception.  Many people read something on the internet, take it as fact, and never question its source.  But readers beware. Just because something is posted on the internet doesn’t make it authoritative, accurate or factual.  It is very easy to become misinformed.  Gone are the days of Encyclopedia Britannica.  Do you even know what Encyclopedia Britannica is?

In an effort to correct the more prevalent misconceptions posted about the hiring process, we have debunked 5 common job search myths from cover letters to working with career consultants; and we have more than 70 years experience in staffing to back it up.

Myth #1: If my resume is a perfect match for the job, they will call me for an interview.

Fact: Even a perfect candidate on paper is not guaranteed a call. Because it is so easy to submit a resume, it is also easy to get lost in the “black hole” of resumes. Many businesses use applicant tracking systems (ATS) which automatically screen resumes and cull out those do not contain pre-defined information, including key words. While an ATS can help organize high volumes of resumes, it also has kept great resumes from ever being found.  To differentiate yourself from others, you cannot rely on your resume alone.  You need to brand yourself. Moreover, employers are looking for more than just hard skills; they are looking for soft skills – for the candidate who will fit with the culture of their organization.

Myth #2: If there is no job posting, then the company must not be hiring.

Fact: Contrary to popular belief, most companies never post their jobs to the public. Many organizations fill their open positions through other means: prior employees returning, referral networks, and staffing agencies. To find these opportunities you must be proactive: network online, attend a networking group meeting, and call the companies you are interested in working for. There are many tools available to help identify key players in targeted companies, helping you focus your efforts and get your name into circulation.

Myth #3: Cover letters are useless.

Fact: Some hiring managers look for cover letters and others do not.  A great cover letter can’t hurt you and may help get you an interview. Use a cover letter as a branding tool, a supplement to your resume that can highlight your soft skills and personality. Do not miss out on any chance to differentiate yourself.  If the hiring manager doesn’t look for a cover letter, then they don’t have to read it.  But, if your cover letter is good, it may make a difference.

Myth #4: If I do not meet all the requirements of a job description, then I am not qualified for the job and I shouldn’t even submit my resume.

Truth: Never dismiss an opportunity based upon the job requirements as detailed in a job description. A job description is a “wish list” of what is “needed” for an open position. Oftentimes these descriptions are not composed by the hiring manager but by an HR professional.  Moreover, job descriptions present the technical, or hard skills, which are required for a job.  If soft skills were not an important factor in the hiring decision, then most hiring decisions could be made from a resume without ever meeting a candidate.  But, that is not the case.  Soft skills play a critical role in the hiring decision.  Many employers would rather hire a candidate with the right soft skills – a candidate that fits in with the organizational culture – but lacks the hard skills which can be taught.

Myth #5: Recruiters won’t call me back unless they have a job for which I may qualify.

Truth: A good recruiter recognizes the value of relationships – all relationships – even a relationship with someone seeking work that is not currently a match with one of their open positions.   Every person looking for work should align themselves with two recruiters.  More than two and you run the risk of overexposure.  That is not good for your job search.  It is critical you meet with the recruiters, provide references, discuss openly and in-depth your aspirations, both personal and professional.  In this way, when an opportunity arises, the recruiter will call you.

In our next installment, we will discuss The Job Market.

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A job description is a written statement that describes the main objective of a job, the essential and nonessential functions, the qualifications, and other pertinent information related to the position. Job descriptions clarify who is responsible for what within the company.

Why write a job description?

Job descriptions help define relationships among individuals and departments. They are utilized in a variety of human resources functions, including but not limited to:

• Staffing. Job descriptions can provide the foundation for writing a job posting and can assist hiring professionals in finding candidates that meet the requirements of the job.
• Training and development. Well-written job descriptions also help new employees to fully understand the demands of their role as well as the skills required to be successful on the job, which can later help to identify training needs.
• Compensation. Job descriptions make it possible to classify and evaluate jobs in terms that make comparisons possible, which is especially useful when determining pay grades and salary structures.
• ADA considerations. A well-developed job description provides the essential functions of the job, which is important in the event that an employee requests a reasonable accommodation. Under the Americans with Disabilities Act (ADA), as amended, employers with 15 or more employees are required to provide reasonable accommodations so that persons with disabilities can perform the essential functions of the job.

Job Description Preparation:

Your first course of action should be to conduct a job analysis. During this process, interview and/or observe job incumbents and speak with supervisors in order to formulate a list of essential and non-essential functions, education and/or experience requirements, as well as necessary skills, licenses and certifications. After you have developed a list of job requirements, you’re ready to write the job description.

Job Description Elements:

In general, job descriptions include the elements listed below. Although the framework from employer to employer may vary, all of the job descriptions within the organization should follow the same format. This enables valid comparisons to be made among jobs.

Job Identification:

The job identification section usually contains the job title, department, supervisor, and employment classification (i.e., exempt or non-exempt). Tip: when listing the supervisor, use his or her title rather than a name. This will help to avoid having to update the job description as staff changes are made.

Note: The exempt vs. non-exempt classification determination must be made on a case-by-case basis. Job titles do not dictate classification status; an employee’s actual job duties must be evaluated.

Job Summary:

The job summary is a brief narrative picture of the job. It should start with an action word (verb) and explain what is required of the job incumbent. For example, a job summary for a receptionist may read something like this: “Greets and assists visitors, answers phones, and performs clerical tasks”. Word choice is critical. Avoid being ambiguous or using words that lend themselves to a number of interpretations.

Job Accountabilities/Essential Functions:

The job accountabilities or essential functions section is one of the most crucial components of your job description. It defines the essential tasks and duties of the job (essentially why the position is in existence) and can be written in bulleted or paragraph format. Begin each sentence with an action verb and use the present tense.

Other guidelines for writing essential functions include:

• Be clear and use nontechnical language whenever possible.
• Be specific when defining responsibilities. The degree of responsibility given indicates the importance of the job and is a vital factor in evaluating it.
• Wherever possible, describe the desired outcome of the work, rather than the method for accomplishing that outcome (i.e., describe what needs to be done, not how it needs to be done).
• Wherever possible, stick to a logical sequence when describing duties and responsibilities.

Non-Essential Functions:

You may also choose to include a separate section on non-essential functions or “other responsibilities”. These are those minor or incidental tasks a job incumbent may be required to perform during the course of his or her job, but are not essential in nature.

Job Specifications:

Job specifications are the qualifications, skills and/or training that are necessary for one to perform the duties of the position. This may include specific degrees and/or certifications, technical abilities, or other skills, such as customer service or written communication.

Physical Demands & Work Environment:

The physical demands and working conditions are other important components of the job description. The physical demands of a job are the physical actions an employee must do in order to complete the job, such as sitting, standing, walking, reaching, talking, bending, lifting, and climbing. Your job descriptions should include the frequency in which the incumbent is expected to perform each of the physical demands. The work environment portion of the job description should explain the conditions under which the job incumbent must perform their job duties, such as exposure to extreme heat or toxic chemicals.

Disclaimer:

For every job description, include one or two sentences letting the employee know that the company reserves the right to modify job duties at any time and that the job description is not designed to cover every responsibility required of the employee.

Implementing Job Descriptions:

After you’ve written a job description, review it with the job incumbent and update it regularly. Specifically, you should:

• Provide the employee with the job description. All employees should be provided with a job description upon hire. If you create a job description after the employee is hired, work with him or her in determining essential functions and other job demands.
• Review the job description with the employee. Allow the employee to ask questions and let him or her know that job duties may change over time. Also remind the employee that his or her responsibilities are not limited to what’s written in the job description.
• Review and update regularly. Job duties can change over time. Review your job descriptions regularly to ensure that they reflect current responsibilities.

Job descriptions are important for aiding in the recruitment process, clarifying job responsibilities, identifying training needs, and making compensation decisions. Given their importance, job descriptions should be created for each position and should be reviewed and updated on a regular basis.

There was a time when job seekers were evaluated by prospective employers on a paper resume alone, limiting the information presented and the control of the job seeker. With the prominence of social media, branding oneself is critical to differentiating yourself in your job search.  And, of equal importance, you must send a clear and consistent theme across all branding platforms – and keep it professional!

So, how do you brand yourself?  We suggest:

1. Your resume
2. Video resume (or Vesume)
3. Linkedin account
4. Facebook, Twitter and other social media platforms commonly used in your profession
5. Personal website and blog
6. Business cards
7. Elevator pitch

Resume

Many believe the resume is dead.  For many professions it is in critical condition, but most employers still want that resume.  As we discussed in Play Hardball with Soft Skills, your resume is still a vital job search tool that presents your hard skills.  In some professions it has been replaced entirely by other mediums (e.g. Linkedin profile), in others its presentation has been significantly modified (e.g. timeline resume, infographic) and in others there has been no change at all.  It is your responsibility to know what your industry and profession is using and to adapt to this change.

Regardless of the form it takes, your resume should focus on achievements and accomplishments and not just past work history.  Try to limit your resume to no more than two pages.

Set your resume apart from others by providing links to your other branding efforts such as your social network profiles, your blog, your video channel, etc.  QR codes are a great way to lead a reader to other information that you feel may be of significant value when evaluating your resume.

Video Resume (Vesume)

A video resume (vesume) puts you in front of hiring managers, a differentiator you can not overlook. Creating a vesume allows job seekers to show off their soft skills, which, as we discussed in Play Hardball with Soft Skills, are often the most important factor in the hiring decision. A vesume also allows you to control that first impression.

Webcams are now standard in most computers, but a webcam can be purchased inexpensively and easily installed.

Keep the video short – no more than 90 seconds.

There is a plethora of hosting solutions, with YouTube being the most prevalent and it is free of cost.

Linkedin Account

If you are not on Linkedin, not only is your job search going to take longer than it should, but you may miss a great career opportunity because a great employer is not going to find you.  Linkedin is the number one source for recruiters – both agency and corporate.

Linkedin offers great advice on building your Linkedin profile to ensure you are ranked in search results, but keep in mind a few points that we consider valuable:

• Include a professional photo (Linkedin is not Facebook).
• Make sure your heading information clearly reflects your career and skills.
• Use your Linkedin Summary to market yourself.  Highlight your achievements and accomplishments.
• Include at least two positions with a description of your role.
• Indicate at least five skills.
• Get recommendations from former supervisors, managers, co-workers.
• Be sure your industry and postal code is correct.
• Be sure your contact information is correct, and that your “contact for” preferences are appropriate.
• Indicate where you went to college.
• Network – add connections.  Every time you meet someone or speak with someone, connect with them on Linkedin.  Don’t use the standard invitation; rather, personalize it to the event which established the connection. 

Facebook and Twitter Accounts and Other Industry Specific Social Media Platforms

These social media platforms are gaining momentum in recruiting, but a presence also indicates you are current.  A prospective employer can learn more about you by visiting you on Facebook or Twitter.

Facebook provides a potential employer insight into your personality.  Keep it professional.  Be active.

Twitter provides another forum for you to demonstrate your expertise. Participate in discussions with leaders in your industry and career.

Identify other social media platforms specific to your career or industry and become an active participant.

Personal Website or Blog

Creating your own personal website or blog is a great way to display yourself while increasing your chances of being found by those looking to hire. Many recruiting tools now spider these sites, giving you a better chance to be found for a great career opportunity.

On your personal website, you can include your resume, your vesume, your personal blog, a highlight of your achievements and accomplishments, links to your other social media accounts, and photos.  Be sure your title/career/skills are indicated (as the recruiting tools spider this information) and your contract information is provided.

A personal website can also demonstrate:

• Organization
• Professionalism
• Writing skills
• Enthusiasm

Commenting on others’ blogs and participating within like minded communities is a great way to expand the reach of your own blog, while further illustrating subject matter expertise.

Incorporate video into your blog to create a vlog (video blog).  Most people do not have a lot of time to read.  Video is a great alternative.  And, again, it is an opportunity to present your soft skills.

In today’s competitive and challenging job markets, it is critical to differentiate yourself and stand out from the crowd.  Branding yourself is important.  However, just as branding can be pivotal in your job search, it is important you are sending a consistent message across all platforms, from your resume to your social media presence. Any inconsistencies will raise a red flag for a potential employer.

Business Cards

Create a business card that presents your personality but is consistent with the tone accepted in your industry or profession.  There are many creative ways to use the true-tested business card to your marketing advantage:

1. A business card is another great application for a QR code.
2. Include all of your contact information: cell phone, fax, email address, Linkedin profile.
3. Include your highlights on the back of your business card.

Elevator Pitch

We discussed the Elevator Pitch in a previous blog.  Fine tune it and get it down pat.  You never know when you will need it, and if you are networking as you should be, you will need it often.

In our next installment, we will discuss Job Search Myths & Facts.

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Unfortunately for many, a dream job is undefined and seems unobtainable. The average American will hold 10-14 jobs between the ages of 18-34.  On average, they will change careers 3-5 times by the age of 38.

These statistics can be attributed to several factors.  Perhaps it is due to a lack of focus on long term career planning when we are younger.  How much thought did you give to your long-term career when you were younger deciding which college to attend or which career to pursue?  Many people jump at a new opportunity for the wrong reason(s) only to find themselves hopping around searching for that ubiquitous dream job.  An unplanned separation, particularly a prolonged absence from the workforce, may cause people to accept “any” job.

Choosing what you want to do for work and the type of environment in which you want to work are the most important steps in finding a rewarding career experience. Studies show that people flourish in their work environment when there is a good fit between their personality type and the characteristics of the environment.  Lack of congruence between personality and environment leads to dissatisfaction, unstable career paths, and lowered performance.

While many find this process of self awareness to be a daunting task, it can be as simple as answering a few questions:

Who are you? 

As we discussed in a prior installment, “Identify Skills, Strengths and Weaknesses, “we discussed the importance of identifying the hard and soft skills you possess as well as identifying your strengths and weaknesses.  Equally important is to identify your interests, hobbies, and natural abilities.  Consider career placement and personality tests that can give you better insight into the employee you are while providing suggestions on the type of work and atmosphere best suited for you.

Who is an ideal employer?

Consider:

• Flexibility of work schedule
• Culture
• Industry
• Lifestyle
• Financial opportunity
• Potential for growth
• Professional development
• Commute
• Travel
• Benefits

Once you know who you are and who is an ideal employer, you are on the path to identifying that dream job:

• Begin researching the types of jobs and careers that are well matched to you and your interests.
• Gain an understanding of the education, skills and experiences required for your ideal career.
• Identify the skills you have and those you do not.  Obtain the skills that you do not posses.
• Begin your official search, which we will discuss in an upcoming installment.

In our next installment, we will discuss how to Build your Brand.

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You should begin your quest by understanding who you are as an employee – your skills, strengths and weaknesses.

Skill Set

Identifying your skill set is critical so that you can focus on companies and positions that are well matched to your skills.

Your first step should be to break down your skills into two categories:

1. Hard skills: These skills, a/k/a technical skills, are career specific and are learned through work experiences and education.   Your resume (to be discussed in a future installment of the guide) should clearly present your hard skills.

2. Soft skills: These skills, a/k/a interpersonal skills or people skills are personality driven attributes such as communication, conflict resolution, negotiation, creative problem solving, strategic thinking, team building, influencing others.  Your soft skills are not clearly presented on your resume.

Hard skills are learned and soft skills are not.  Soft skills are increasingly sought out by employers and are now critical in the hiring decision.

Job seekers who lack in hard skills can leverage their soft skills to gain the advantage over other applicants.  Oftentimes, soft skills may be the deciding factor between two candidates that are in par based on hard skills.

Strengths and Weaknesses

Aside from being asked these popular questions in an interview, it is critical that you know your own strengths and weaknesses.

It is important to remember that hiring managers are looking for two main qualities in an employee:

• Can you perform the job? (Hard skills)
• Can you work with our team? (Soft skills)

Knowing your strengths will-

1. Make you a targeted job seeker
2. Help differentiate your resume/personality
3. Make you a more confident applicant

Knowing your weaknesses will-

1. Help pin point areas of improvement to make you an even stronger candidate
2. Show that you are conscious of yourself and your work habits

Understanding your strengths and weaknesses will also help you select a job opportunity that is well matched to who you are as a person.  You want to select a job opportunity that is well matched to your strengths and underplays your weaknesses.  For instance, if you are a team player but you do not work well under stress, you want a job that is not an individual contributor with strict deadlines.

In our next installment, we will discuss how to Identify the Work You Want to Do.

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With over 70 years of combined staffing experience, our career consultants possess a thorough and current knowledge of the job search process, allowing us to provide you with the best strategies possible as you pursue a new job. From defining who you are to accepting the job offer, this all inclusive job guide will provide a wide range of job search intelligence.

Below is the table of contents to the Recruiter’s Guide to the Job Search. Each week we will post the next installment to our blog.

The Job Search Framework

I. Self Awareness

• Identify Skills, Strengths and Weaknesses
• Identify the Work You Want to Do
• Build Your Brand

II. What to Expect

• Job Search(myth or fact)
• The Market
• The Right Frame of Mind

III. Research

• Identify Jobs
• Identify Industry/Companies You Wish to Work For
• Research Companies
• Connect with Contacts

IV. Resume/Cover Letter

• Resume Format
• Cover Letter Format
• Targeting Your Resume
• Sending Your Resume
• Posting Your Resume (online)
• Innovate and Differentiate

V. Finding the Right Job/ Job Tools

• Job Board
• Classifieds
• Social Networks
• Staffing/Agency
• Connect with Contacts
• Networking Events

VI. Application

• Keeping Track
• Connect with Decision Makers
• The Phone Call
• Etiquette
• The Interview

VII. Acceptance

• Accepting the Job
• Salary Negotiation
• The First Day
• Making Impressions
• Working Within Your New Team Atmosphere/Group Dynamics
• Future Success

VIII. Termination

• How to Leave on Good Terms
• Position Change Etiquette (2 weeks notice etc)
• Negotiating Severance
• Author Letter
• COBRA
• Unemployment
• Restart the Search