Tag: Recruiting and Selection

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Job Search – What’s Your Story?

How To Stand Out?

Now we know what it is like to shelter in place for the better part of two months.  But try to imagine being in the middle of a job search, making good progress, just to have the Covid-19 shelter-in-place recommendation induce a dead stop? What a bummer!  Well, a lot of people found themselves in this situation.  I talked with several and have taken on a few as clients.

I worked with one client who is in a job search for the first time in 15 years.  This client lost her job before the shelter in place began and was just getting traction when everything stopped.  She came to me seeking help with her resume and networking efforts.  She needed a skills tune-up.

A lot has changed since her last job search.  The proliferation of online job boards and electronic resume submissions is a major change.  She wanted to ensure that her resume featured the best keywords to optimize her results with automated resume reading programs.

Then again, job search has not changed that much, especially for senior managers.  85% of jobs are still secured via old fashioned networking.  10% of jobs are found through job boards, with the balance through Executive Recruiters.  Naturally, my advice to job seekers is to allocate their time in the same proportions.  It is not easy at first for those who are not confident networking.  It is easier to sit in front of a computer screen, applying for jobs.  Of course, they become frustrated by the lack of response.

I begin coaching a new client by seeking to understand their career.  This helps me determine how to present the client in a compelling way.  More importantly, I want the client to articulate their story effectively and concisely.  It is not easy at first for most, but eventually, they get it.  This is one of my towering strengths.

The resume is the best place to start.  A well-crafted resume will tell a story about patterns of success and career growth. These patterns reveal the candidate’s orientation toward measurable results, or not.  It also tells something about the type of work and environment where they are most effective.  Are their skills best suited to taking on new projects or assignments?  Are they better suited to turnarounds or troubleshooting?  Do they thrive in ambiguous situations that require rationalization, or making incremental improvements to established lines of business? Whatever the case, I help them identify their career patterns. They become the theme of the candidate’s story.   Make the theme of your career story stand out.

The first time a recruiter or hiring manager touches a resume it is likely to receive little more than 20 seconds of their time.  Obviously, the reader is scanning, not reading. They are absorbing impressions.  Their focus is on the first third of the first page. They are looking for a headline, keywords, phrases, and job titles.  If they are not captivated by what they see, that will be the end of one’s opportunity.  I make those key points jump off the page.

To tell an effective story you must know your audience.  Are you sending your resume to an internal or an external recruiter? Maybe it is going to the hiring manager.  Are you responding to an online Job Posting? Are you scheduled to attend a networking meeting or maybe a one-on-one?  Is your LinkedIn Profile current?   Each point of contact represents a different audience, requiring a different vehicle.  Your job search tools include your resume, Bio, Cover Letter, LinkedIn page, Key Results Summary, and business cards.  They are to be used in a coordinated manner, each for a specific purpose.  A detailed resume is your foundation document.

Make your resume an interesting read.  Make it read like a story.  Each sentence must draw the reader into your journey.  Make them want to read the next sentence, then the next.  When you review your resume, look to see if it tells a story.  Is it clear and compelling?  Is there a common theme woven throughout?    Does it make you look interesting?  Does it entice the reader to schedule a meeting?  If the answer to those questions is not in the affirmative, you have work to do.

Thank you for visiting our blog.

Jim Weber – Managing Partner, ITB Partners

I hope you enjoyed our point of view and would like to receive regular posts directly to your email inbox.  Toward this end, put your contact information on my mailing list.

Your feedback helps me continue to publish articles that you want to read.  Your input is very important to me so; please leave a comment.

Jim Weber – Managing Partner, ITB Partners

 

 

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Are You Asking The Right Questions?

Some things people do really irritate me. Wasting my time is at the top of the list. Insulting my intelligence is right up there, as is taking too long to get to the point.  People who are condescending, and those who like to grandstand round out my top five. It is particularly annoying when one incorporates all these irritants into one act, like asking a question.  I have witnessed people take a simple, but important question, and turn it into a three-act play.  These questions begin with a prelude which is meant to put the question in context, act one.  The actual question is act two.  Act three is an admonition of consequences if the inquisitor isn’t satisfied with the answer.  Often, these questions are somewhat insulting, designed to make the subject uncomfortable or defensive.  This type of question, asked during a business meeting, is counterproductive.

 

If you’ve ever watched a press conference, you know what I mean.   This behavior is on display during the daily briefing of The White House press corps. It seems to be less about asking a thoughtful question to solicit information than about drawing attention to the inquisitor.  You will also see this style on display during question-and-answer periods after someone has delivered a speech. It is particularly amusing to watch college students attempt to demonstrate their brilliance and trip up the speaker.  It happens during shareholder’s meetings too.  Sometimes, if the inquisitor is sympathetic to the subject, a leading question will be asked to guide the answer to a welcoming place.  These are known as “puffball” questions.  I suppose I’m like most people; depending on our backgrounds, we take a lot of things for granted. I have assumed that professionals have been trained to ask effective questions. That is a bad assumption.

 

Questions are a powerful tool.  Asking the right question in the right way can open a dialog leading to greater insight and a significant breakthrough.  The ability to ask questions that result in an exchange of useful information is fundamental to effective leadership.  It is a skill that is necessary for employee recruiting and selection as well as choosing new vendors.  Skillful managers ask questions that inspire and empower their team. The ability to ask the right questions is required to define a problem and find its solution.  And yes, questions are required to hold our politicians accountable.  There is a direct correlation for success in one’s profession and the ability to ask good questions.

 

So, what are the attributes of a good question?  Whereas the specific question will depend on the situation we can agree on some fundamentals.  First, you must be clear as to the information you seek.  What do you want to learn?  A good question is positive, non-threatening, and respectful to support an open, free flow of information.  The likelihood of receiving useful information from someone you’ve insulted is not great.  The question should be carefully worded, using a common language to ensure its meaning is clear and understood.  For most situations, open-ended questions will yield the best result.  Although, closed-ended, direct questions may be more effective for problem-solving situations.

 

Having been trained to conduct interviews, and for problem-solving in general, I’m confident in my ability to ask questions that generate useful information.  This skill was honed during my corporate career and twenty years interviewing people as an Executive Recruiter.  While executing my coaching and leadership responsibilities I’ve learned that what may appear to be the seminal issue at the beginning of a conversation is often a symptom of the actual problem.  One can only get to the root problem by asking follow-up questions.  In this case, asking ‘why’ questions may be most effective.  My friend Faith calls it peeling off the layers of an onion.

 

The flip side of asking good questions is to be a good listener.  Silence on the inquisitors’ part can draw out a more comprehensive response.  Body language can be helpful as well.  You may have seen an interviewer thoughtfully nodding during their subject’s response.  This demonstrates acceptance, encouraging the subject to continue.

If you want to improve your overall professional skill set, learning how to ask effective questions is a great place to start.  If you want to be viewed as a serious person and a good team member avoid questions that resemble a three-act play.  Respect your subject and your team by asking questions that elevate the conversation.

Thank you for visiting our blog.

I hope you enjoyed our point of view and would like to receive regular posts directly to your email inbox.  Toward this end, put your contact information on my mailing list.

Your feedback helps me continue to publish articles that you want to read.  Your input is very important to me so; please leave a comment.

Jim Weber, Managing Partner

ITB PARTNERS

Jim.Weber@itbpartners.com

Author of: Fighting Alligators, Job Search Strategy For The New Normal

 

 

 

 

 

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Josh Sweeney Presents to BENG Atlanta Chapter

Business Executives Networking Group


Josh Sweeney Presentation on Culture First Hiring

Josh Sweeney is an entrepreneur, business owner and company culture advocate that enjoys finding new and innovative ways help businesses build amazing company cultures. Outside of his time helping other businesses he serves as a board member for the Entrepreneur Organization’s Atlanta Chapter. Specialties Include: Company Culture, Hiring Process and Automation, Operational Enhancements. Linkedin

Josh Sweeney Presentation on Culture First Hiring

Monthly meetings are structured to help each member get the maximum benefit.

BENG Networking Meetings:

  • Are approximately two hours in length.
  • Are typically held monthly.
  • Range from 10 to 30 attendees, but average is 20.
  • A skill building presentation.
  • Allows each attendee 30 seconds to introduce themselves, talk about their background and expertise, and to present their Target Companies and networking needs.
  • Please bring business cards and your marketing plan if you have one.

Networking meetings provide members with an opportunity to sharpen their networking skills, meet peers from various disciplines and share business opportunities and job leads.

To register or for more information:

R.S.V.P required. For more information about The BENG, go to www.thebeng.org.

Josh Sweeney Presentation on Culture First Hiring