What Should You Ask?
Four Questions That Show How You Think & Help with Your Decision
Most interviews consist of three parts—an introductory chat, an objective evaluation of your experience and skills where your knowledge is evaluated against the requirements of the position. The third phase often begins with the question, “So, do you have any questions for us?”
You can change the languaging a little to accommodate the unique needs of your work.
“Tell me about the project you have in mind for me, what its status is and what my role and responsibilities will be when I come on board. There are two parts to this question. The first part has the employer giving you in their words an idea of what you are walking in to. This invites follow up questions to seek clarification.
The second part is the signal of interest that comes from using the phrase “when I come on board” rather than “if I come on board.” Like being in a relationship and saying, “I love you” first, using this phrase is an indication of interest but it does not bind you or commit you.
How will my performance be evaluated and measured? This is a different question than asking about the frequency of your job review. It asks about assessment criteria for your performance.
Who are the staff leaders, if any, you rely upon? This is a favorite of mine for many reasons. It makes your future boss tell you whether they think of only themselves as being responsible for their success or others. It tells you about the “staff sergeants” who help create the success of the team. It also tells you who you will also need to win over in order to be successful once you join.
Can you please tell me a little bit about the people with whom I'll be working most closely?
This will help you get an idea of your colleagues (or staff) and how they are seen by management.
Asking a few simple questions like these will reveal to a potential employer that you take your work seriously and will also give you an insight into the environment tjhat you could be walking in to, By keeping questions on a professional basis (instead of asking about benefits) you will get important information that will help with your choice.
Jeff Altman
Concepts in Staffing
jeffaltman@cisny.com
© 2005 all rights reserved.
Jeff Altman, Managing Director with Concepts in Staffing, a New York search firm, has successfully assisted many corporations identify leaders and staff in technology, accounting, finance, sales, marketing and other disciplines as employees or consultants since 1971. He is a certified leader of the ManKind Project, a not for profit organization that assists men with life issues, and a practicing psychotherapist.
For additional job hunting or hiring tips, go to http://www.sayhi.to/JeffAltman While you’re there, sign up to receive a daily digest of jobs emailed to you as we learn of them.
To subscribe to Jeff Altman’s Search e-zine, send an email to jeffaltmansearch@gmail.com and write EZINE on the subject line.If you would like Jeff and his firm to assist you with hiring staff, or if you would like help with a strategic job change, send an email to him at jeffaltman@cisny.com (If you’re looking for a new position, include your resume).
Thursday, December 29, 2005
Thursday, December 22, 2005
The Single Most Important Thing You Can Do Before Sending Your Resume
The Single Most Important Thing You Can Do Before Sending Your Resume
Avoid the Mistake that Will Sabotage Your Search
I probably read more resumes in a day than many of you will in a lifetime. When I tell you that most are a waste of my time and the sender’s time I am not exaggerating. Most resumes I read are useless. I often ask myself the question, “What were they thinking when they sent this to me.”
So, in an effort to help you AND ME, I want to offer you the single most important question you can ask yourself before you forward your resume to someone.
Ready?
How does my resume demonstrate that I fit the job that I am applying for?
You are not sending a resume in a vacuum. You are competing with other people who have experience and skills, too. In order to get an interview, you cannot send the same generic resume to every single job you apply for because it is very unlikely that that resume will demonstrate that you have the experience required for every job you apply for.
Instead, by make small customizations to each and every resume you submit, you will make to obvious to the reader what your experience is that relates to their job and get far more interviews.
Jeff Altman
Concepts in Staffing
jeffaltman@cisny.com
© 2005 all rights reserved.
Jeff Altman, Managing Director with Concepts in Staffing, a New York search firm, has successfully assisted many corporations identify leaders and staff in technology, accounting, finance, sales, marketing and other disciplines as employees or consultants since 1971. He is a certified leader of the ManKind Project, a not for profit organization that assists men with life issues, and a practicing psychotherapist.
For additional job hunting or hiring tips, go to http://www.sayhi.to/JeffAltman While you’re there, sign up to receive a daily digest of jobs emailed to you as we learn of them.
To subscribe to Jeff Altman’s Search e-zine, send an email to jeffmansearch@gmail.com and write FREE EZINE on the subject line.
If you would like Jeff and his firm to assist you with hiring staff, or if you would like help with a strategic job change, send an email to him at jeffaltman@cisny.com (If you’re looking for a new position, include your resume).
Avoid the Mistake that Will Sabotage Your Search
I probably read more resumes in a day than many of you will in a lifetime. When I tell you that most are a waste of my time and the sender’s time I am not exaggerating. Most resumes I read are useless. I often ask myself the question, “What were they thinking when they sent this to me.”
So, in an effort to help you AND ME, I want to offer you the single most important question you can ask yourself before you forward your resume to someone.
Ready?
How does my resume demonstrate that I fit the job that I am applying for?
You are not sending a resume in a vacuum. You are competing with other people who have experience and skills, too. In order to get an interview, you cannot send the same generic resume to every single job you apply for because it is very unlikely that that resume will demonstrate that you have the experience required for every job you apply for.
Instead, by make small customizations to each and every resume you submit, you will make to obvious to the reader what your experience is that relates to their job and get far more interviews.
Jeff Altman
Concepts in Staffing
jeffaltman@cisny.com
© 2005 all rights reserved.
Jeff Altman, Managing Director with Concepts in Staffing, a New York search firm, has successfully assisted many corporations identify leaders and staff in technology, accounting, finance, sales, marketing and other disciplines as employees or consultants since 1971. He is a certified leader of the ManKind Project, a not for profit organization that assists men with life issues, and a practicing psychotherapist.
For additional job hunting or hiring tips, go to http://www.sayhi.to/JeffAltman While you’re there, sign up to receive a daily digest of jobs emailed to you as we learn of them.
To subscribe to Jeff Altman’s Search e-zine, send an email to jeffmansearch@gmail.com and write FREE EZINE on the subject line.
If you would like Jeff and his firm to assist you with hiring staff, or if you would like help with a strategic job change, send an email to him at jeffaltman@cisny.com (If you’re looking for a new position, include your resume).
Monday, December 19, 2005
Interviews over Lunch
Interviews over Lunch
Manners Matter
In some careers, organizations like to meet their potential employees in a “less formal setting.” Before deciding whether to hire them, the leader will generally conduct themselves with the belief that they want to “really get to know” you without the formality of the in-office interview.
If this happens to you, I want to remind you of the obvious—there is nothing informal about an interview. Everything that you do and say is used to evaluate and assess you.
If the restaurant is not one that you are familiar with, consider traveling their in advance of the interview in order to insure that you know how to get there. Carry the phone number with you, call and ask that a message be conveyed to your host(ess) if you’ll be late. Often you can look at a menu on the restaurant’s website so that you can be familiar with it.
Arrive five minutes before your reservation in order to take a few minutes to primp (yes, guys, check the mirror in the men’s room for surprises) and to get your focus on your objective for the meeting—winning the interview by creating a favorable impression.
You are under no obligation to drink, even if your host(ess) is doing so. What does it say about your new employer if you are hired based upon your ability to hold your liquor, rather than because of your experience and competence?
Some people suggest eating before lunch in order to insure that you do not have an enormous appetite. I find it far more important for you to be conscious of how your blood sugar levels cause you to act and manage your metabolism.
For example, most mornings I am up before 5:00 AM, have breakfast before leaving for work and eat lunch in the area of noon. If I am asked to meet someone for lunch at 1:30, I know that I will struggle with being focused on my client because a 1:30 reservation really means eating at 2:00 PM.
Would you be eating on-schedule, way early or way late for you? What foods cause you to be sluggish? To deliver a peak performance?
If lunch is at a steakhouse, do you really need to eat the two pound prime rib with salad with blue cheese dressing, an enormous baked potato and a huge dessert that will sit in your stomach like lead? Can you eat something a little lighter that will help you keep your concentration?
Manners should go without mention but I will mention it. When you answer a question, put your knife and fork down. Answer the question even if your food gets cold—or order something cold on gthe menu. What’s wrong with ordering a cold seafood plate for lunch? Cold poached salmon. Steak tartare? Skip the finger food like lobster, crab, spare ribs and concentrate on items that you can be well-mannered with.
Often, the real purpose of a lunch interview is to see what you will be like when you are away from the watchful gaze of the office. By conducting yourself professionally, you will maintain and probably enhance the good feelings about you that caused you to get the interview and help you win the job you want.
Jeff AltmanConcepts in Staffingjeffaltman@cisny.com© 2005 all rights reserved.Jeff Altman, Managing Director with Concepts in Staffing, a New York search firm, has successfully assisted many corporations identify leaders and staff in technology, accounting, finance, sales, marketing and other disciplines as employees or consultants since 1971. He is a certified leader of the ManKind Project, a not for profit organization that assists men with life issues, and a practicing psychotherapist.For additional job hunting or hiring tips, go to http://www.sayhi.to/JeffAltman While you’re there, sign up to receive a daily digest of jobs emailed to you as we learn of them.
To subscribe to Jeff Altman’s Search e-zine, send an email to jeffmansearch@gmail.com and write EZINE on the subject line.If you would like Jeff and his firm to assist you with hiring staff, or if you would like help with a strategic job change, send an email to him at jeffaltman@cisny.com (If you’re looking for a new position, include your resume).
Manners Matter
In some careers, organizations like to meet their potential employees in a “less formal setting.” Before deciding whether to hire them, the leader will generally conduct themselves with the belief that they want to “really get to know” you without the formality of the in-office interview.
If this happens to you, I want to remind you of the obvious—there is nothing informal about an interview. Everything that you do and say is used to evaluate and assess you.
If the restaurant is not one that you are familiar with, consider traveling their in advance of the interview in order to insure that you know how to get there. Carry the phone number with you, call and ask that a message be conveyed to your host(ess) if you’ll be late. Often you can look at a menu on the restaurant’s website so that you can be familiar with it.
Arrive five minutes before your reservation in order to take a few minutes to primp (yes, guys, check the mirror in the men’s room for surprises) and to get your focus on your objective for the meeting—winning the interview by creating a favorable impression.
You are under no obligation to drink, even if your host(ess) is doing so. What does it say about your new employer if you are hired based upon your ability to hold your liquor, rather than because of your experience and competence?
Some people suggest eating before lunch in order to insure that you do not have an enormous appetite. I find it far more important for you to be conscious of how your blood sugar levels cause you to act and manage your metabolism.
For example, most mornings I am up before 5:00 AM, have breakfast before leaving for work and eat lunch in the area of noon. If I am asked to meet someone for lunch at 1:30, I know that I will struggle with being focused on my client because a 1:30 reservation really means eating at 2:00 PM.
Would you be eating on-schedule, way early or way late for you? What foods cause you to be sluggish? To deliver a peak performance?
If lunch is at a steakhouse, do you really need to eat the two pound prime rib with salad with blue cheese dressing, an enormous baked potato and a huge dessert that will sit in your stomach like lead? Can you eat something a little lighter that will help you keep your concentration?
Manners should go without mention but I will mention it. When you answer a question, put your knife and fork down. Answer the question even if your food gets cold—or order something cold on gthe menu. What’s wrong with ordering a cold seafood plate for lunch? Cold poached salmon. Steak tartare? Skip the finger food like lobster, crab, spare ribs and concentrate on items that you can be well-mannered with.
Often, the real purpose of a lunch interview is to see what you will be like when you are away from the watchful gaze of the office. By conducting yourself professionally, you will maintain and probably enhance the good feelings about you that caused you to get the interview and help you win the job you want.
Jeff AltmanConcepts in Staffingjeffaltman@cisny.com© 2005 all rights reserved.Jeff Altman, Managing Director with Concepts in Staffing, a New York search firm, has successfully assisted many corporations identify leaders and staff in technology, accounting, finance, sales, marketing and other disciplines as employees or consultants since 1971. He is a certified leader of the ManKind Project, a not for profit organization that assists men with life issues, and a practicing psychotherapist.For additional job hunting or hiring tips, go to http://www.sayhi.to/JeffAltman While you’re there, sign up to receive a daily digest of jobs emailed to you as we learn of them.
To subscribe to Jeff Altman’s Search e-zine, send an email to jeffmansearch@gmail.com and write EZINE on the subject line.If you would like Jeff and his firm to assist you with hiring staff, or if you would like help with a strategic job change, send an email to him at jeffaltman@cisny.com (If you’re looking for a new position, include your resume).
Thursday, December 15, 2005
Modern Resumes
Modern Resumes
Make Yours Work for You
Resumes haven’t changed much over the years. Originally, interviews were offered after a word of mouth introduction by a friend or trusted business associate. Once the need to expand the circle of sources expanded to people who were strangers, resumes became the way that a potential employer knew something of your experience before meeting with you.
When I began in the agency business in the early 70’s, resumes were mailed or messengered to companies on parchment paper with matching envelops. People fussed over the watermark of the paper, thinking that having a watermark denoted class.
Then, someone came up with the idea of using colored paper to stand out in the pile of resumes (I used canary yellow).. Eventually, this was replaced by the fax machine which made everything either plain paper or slick/slippery fax paper.
Now with technology, we no longer look at resumes. We see screen shots that show approximately a third of a page at a time. This is what a typical resume looks like: whe you open it (it is a fictitious resume):
Edwin Williams
1222 Ocean Avenue
New York, NY, 10023
Mobile: 646-xxx-xxxx
Email: atinky@yahoo.com
EDUCATION: New York University, Medford, MA, B.A. ‘03
Economics major, Entrepreneurial Leadership minor
GPA 3.5, Major GPA 3.62
Honors
Cum Laude, Deans List
Inducted into National Society of Collegiate Scholars, top 1% of Class selected
Invited to participate in International Economics Program in Hong Kong
Selected to Participate in MIT’s 10k Competition for Entrepreneurial Leadership
EXPERIENCE: Global Fund Services
Full Time Position as Hedge Fund Accountant (6/2004-current)
Accurately research and resolve reconciliation inquiries for various onshore and offshore hedge funds
Produce supporting documentation for calculation of the general ledger Calculate expense/interest accruals, charge and book all legal, admin, performance and incentive fees. Reconcile trade, dividend, redemption and subscription activity through share series or equalization format outlined by fund’s sub documents
Provide accurate NAVs for each fund to client/transfer agent on a weekly/monthly basis
This is the first screen that you would see when opening the resume. In this first screen, the job applicant gets across what his relevant experience is that pertains to the job that he would be pursuing (hedge fund account) and the specific experiences he has. Does yours do that?
It is essential that you get your resume to show the experience that matters to the reader within two page downs (or screen shots).
Like this person, always provide a cell phone number to facilitate ease of contact. Remember, the person who doesn’t offer ease of contact (only the home number) will probably get to interview for the job a lot later in the queue than someone who does offer their cell.
Do not use an immature email address. What does it tell you about this person when their address is stinky@yahoo.com?
Make sure the fonts in your resume bring a reader’s eye to what you want them to read. Many resumes are a messy hodgepodge.
I have been telling people for years, “Make it obvious, as though a 6 year old were reading your resume, that you are a fit for the job.”
Jeff Altman
Concepts in Staffing
jeffaltman@cisny.com
© 2005 all rights reserved.
Jeff Altman, Managing Director with Concepts in Staffing, a New York search firm, has successfully assisted many corporations identify leaders and staff in technology, accounting, finance, sales, marketing and other disciplines as employees or consultants since 1971. He is a certified leader of the ManKind Project, a not for profit organization that assists men with life issues, and a practicing psychotherapist.
For additional job hunting or hiring tips, go to http://www.sayhi.to/JeffAltman While you’re there, sign up to receive a daily digest of jobs emailed to you as we learn of them.
To subscribe to Jeff Altman’s Search e-zine, send an email to jeffmansearch@gmail.com and write EZINE on the subject line.If you would like Jeff and his firm to assist you with hiring staff, or if you would like help with a strategic job change, send an email to him at jeffaltman@cisny.com (If you’re looking for a new position, include your resume).
Make Yours Work for You
Resumes haven’t changed much over the years. Originally, interviews were offered after a word of mouth introduction by a friend or trusted business associate. Once the need to expand the circle of sources expanded to people who were strangers, resumes became the way that a potential employer knew something of your experience before meeting with you.
When I began in the agency business in the early 70’s, resumes were mailed or messengered to companies on parchment paper with matching envelops. People fussed over the watermark of the paper, thinking that having a watermark denoted class.
Then, someone came up with the idea of using colored paper to stand out in the pile of resumes (I used canary yellow).. Eventually, this was replaced by the fax machine which made everything either plain paper or slick/slippery fax paper.
Now with technology, we no longer look at resumes. We see screen shots that show approximately a third of a page at a time. This is what a typical resume looks like: whe you open it (it is a fictitious resume):
Edwin Williams
1222 Ocean Avenue
New York, NY, 10023
Mobile: 646-xxx-xxxx
Email: atinky@yahoo.com
EDUCATION: New York University, Medford, MA, B.A. ‘03
Economics major, Entrepreneurial Leadership minor
GPA 3.5, Major GPA 3.62
Honors
Cum Laude, Deans List
Inducted into National Society of Collegiate Scholars, top 1% of Class selected
Invited to participate in International Economics Program in Hong Kong
Selected to Participate in MIT’s 10k Competition for Entrepreneurial Leadership
EXPERIENCE: Global Fund Services
Full Time Position as Hedge Fund Accountant (6/2004-current)
Accurately research and resolve reconciliation inquiries for various onshore and offshore hedge funds
Produce supporting documentation for calculation of the general ledger Calculate expense/interest accruals, charge and book all legal, admin, performance and incentive fees. Reconcile trade, dividend, redemption and subscription activity through share series or equalization format outlined by fund’s sub documents
Provide accurate NAVs for each fund to client/transfer agent on a weekly/monthly basis
This is the first screen that you would see when opening the resume. In this first screen, the job applicant gets across what his relevant experience is that pertains to the job that he would be pursuing (hedge fund account) and the specific experiences he has. Does yours do that?
It is essential that you get your resume to show the experience that matters to the reader within two page downs (or screen shots).
Like this person, always provide a cell phone number to facilitate ease of contact. Remember, the person who doesn’t offer ease of contact (only the home number) will probably get to interview for the job a lot later in the queue than someone who does offer their cell.
Do not use an immature email address. What does it tell you about this person when their address is stinky@yahoo.com?
Make sure the fonts in your resume bring a reader’s eye to what you want them to read. Many resumes are a messy hodgepodge.
I have been telling people for years, “Make it obvious, as though a 6 year old were reading your resume, that you are a fit for the job.”
Jeff Altman
Concepts in Staffing
jeffaltman@cisny.com
© 2005 all rights reserved.
Jeff Altman, Managing Director with Concepts in Staffing, a New York search firm, has successfully assisted many corporations identify leaders and staff in technology, accounting, finance, sales, marketing and other disciplines as employees or consultants since 1971. He is a certified leader of the ManKind Project, a not for profit organization that assists men with life issues, and a practicing psychotherapist.
For additional job hunting or hiring tips, go to http://www.sayhi.to/JeffAltman While you’re there, sign up to receive a daily digest of jobs emailed to you as we learn of them.
To subscribe to Jeff Altman’s Search e-zine, send an email to jeffmansearch@gmail.com and write EZINE on the subject line.If you would like Jeff and his firm to assist you with hiring staff, or if you would like help with a strategic job change, send an email to him at jeffaltman@cisny.com (If you’re looking for a new position, include your resume).
Thursday, December 08, 2005
I Made a Mistake! What Should I Do Now?
I Made a Mistake! What Do I Do Now?
3 Things to Do When Your Dream Job Becomes a Nightmare
Yesterday, I received a call from someone I was representing a few months ago. At that time, she was about to go on her final interview through me when she called and told me that she had another offer for a dream job and decided to take it.
The dream is now a nightmare for reasons that are not necessary to describe. The real question is what to you do if you ever find yourself in a situation where the job you’ve worked so hard to get seems to be a lot less than what you’ve bargained for.
The first thing you need to do is see from your colleagues whether the circumstances you find yourself in are normal or unusual. Every job has surprises and shocks to it. If this is just one of those shock periods decide for yourself whether this is something you can ride out or whether you should get out (I encourage ride out).
From there, meet with your boss and speak with them about the circumstances you’re in and that you wanted to get an idea of how long they would be going on. Sometimes the change is permanent; sometimes it will be for a few weeks. Better to get a straight answer (or as straight an answer as possible)..
If your boss tells you that the unpleasant change will be permanent or go on longer than you hope, DO NOT QUIT YOUR JOB. It is always better to look for a job when you are still working.
Finally, dust off the old resume and start looking for a new position. Don’t lie about where you’re working or speak so bitterly about the circumstances you are in that you present yourself as a bitter complainer. Speak in a matter of fact manner about what has happened. You will scare off some employers who operate under similar conditions and cause others to become empathetic to your circumstances.
Employers sometimes exaggerate the good qualities of a job without doing a good enough job of describing the difficult parts of it. The result is that employees are often shocked when they discover the rough edges.
If you find yourself in this situation, take a little time and make sure you do the first two steps before the third.
Jeff Altman
Concepts in Staffing
jeffaltman@cisny.com
© 2005 all rights reserved.
Jeff Altman, Managing Director with Concepts in Staffing, a New York search firm, has successfully assisted many corporations identify leaders and staff in technology, accounting, finance, sales, marketing and other disciplines as employees or consultants since 1971. He is a certified leader of the ManKind Project, a not for profit organization that assists men with life issues, and a practicing psychotherapist.
For additional job hunting or hiring tips, go to http://www.newyorkmetrotechnologyjobs.com/. While you’re there, sign up to receive a daily digest of jobs emailed to you as we learn of them.
To subscribe to Jeff Altman’s free Search e-zine, send an email to jeffaltmansearch@gmail.com and write EZINE on the subject line. When you sign up, you'll receive a free list of job sites.
If you would like Jeff and his firm to assist you with hiring staff, or if you would like help with a strategic job change, send an email to him at jeffaltman@cisny.com (If you’re looking for a new position, include your resume).
3 Things to Do When Your Dream Job Becomes a Nightmare
Yesterday, I received a call from someone I was representing a few months ago. At that time, she was about to go on her final interview through me when she called and told me that she had another offer for a dream job and decided to take it.
The dream is now a nightmare for reasons that are not necessary to describe. The real question is what to you do if you ever find yourself in a situation where the job you’ve worked so hard to get seems to be a lot less than what you’ve bargained for.
The first thing you need to do is see from your colleagues whether the circumstances you find yourself in are normal or unusual. Every job has surprises and shocks to it. If this is just one of those shock periods decide for yourself whether this is something you can ride out or whether you should get out (I encourage ride out).
From there, meet with your boss and speak with them about the circumstances you’re in and that you wanted to get an idea of how long they would be going on. Sometimes the change is permanent; sometimes it will be for a few weeks. Better to get a straight answer (or as straight an answer as possible)..
If your boss tells you that the unpleasant change will be permanent or go on longer than you hope, DO NOT QUIT YOUR JOB. It is always better to look for a job when you are still working.
Finally, dust off the old resume and start looking for a new position. Don’t lie about where you’re working or speak so bitterly about the circumstances you are in that you present yourself as a bitter complainer. Speak in a matter of fact manner about what has happened. You will scare off some employers who operate under similar conditions and cause others to become empathetic to your circumstances.
Employers sometimes exaggerate the good qualities of a job without doing a good enough job of describing the difficult parts of it. The result is that employees are often shocked when they discover the rough edges.
If you find yourself in this situation, take a little time and make sure you do the first two steps before the third.
Jeff Altman
Concepts in Staffing
jeffaltman@cisny.com
© 2005 all rights reserved.
Jeff Altman, Managing Director with Concepts in Staffing, a New York search firm, has successfully assisted many corporations identify leaders and staff in technology, accounting, finance, sales, marketing and other disciplines as employees or consultants since 1971. He is a certified leader of the ManKind Project, a not for profit organization that assists men with life issues, and a practicing psychotherapist.
For additional job hunting or hiring tips, go to http://www.newyorkmetrotechnologyjobs.com/. While you’re there, sign up to receive a daily digest of jobs emailed to you as we learn of them.
To subscribe to Jeff Altman’s free Search e-zine, send an email to jeffaltmansearch@gmail.com and write EZINE on the subject line. When you sign up, you'll receive a free list of job sites.
If you would like Jeff and his firm to assist you with hiring staff, or if you would like help with a strategic job change, send an email to him at jeffaltman@cisny.com (If you’re looking for a new position, include your resume).
Tuesday, December 06, 2005
Preparing for Interview Success in Winter
Preparing for Interview Success in Winter
I live outside New York City and not near Phoenix so, when I speak of winter, I am talking to you people who know what it means to check for the wind chill factor when you check the weather forecast. Some of you understand what it is like to go to an interview in subfreezing conditions, ice on the ground and salt stains on your boots.
To me, the first ten minutes of an interview are the most important because, like a first date, that is the time when the interviewer decides whether to pay attention to the rest of the time you spend with one another. Cold and snow are great distracters in that they can keep everyone from focusing on the interview.
I hope you notice that I said everyone—you AND the interviewer. Remember, if you have had to travel in these conditions so has the interviewer.
Guideline (not rule) #1: Try to avoid the first interview of the day and the last interview of the day. Avoid the first interview because when it snows you and they night be late. Avoid the last interview because they may be distracted by their concern for getting home. I refer to this as a guideline because if they want you to interview at thesze times, you do it.
Rule #1: Be warm when you arrive. Your mind may be distracted by the cold ad your “heroic effort”\to arrive on time. Get yourself there on time and don’t make a fuss over what the weather was like or the obstacles.
Rule #2: Wait in the lobby for about five minutes to warm up your hands, settle your mind and regain your focus. I remember listening to someone speak for 20 minutes about their trip to meet me was unbearable! What kind of impression do you think they made upon me?
Warm your hands so that the interviewer doesn’t shake hands with an icicle. Talk about a distraction!
Settling your mind so that you perform well is probably the most important advice I offer. You will have 10 minutes of first impression time to impress someone. Don’t waste a moment.
A few simple steps can make a world of difference in your interview performance on cold winter days. Those few moments of preparation can help you thousands more in a job you loves . . . or not, Invest the time in yourself.
Jeff Altman
Concepts in Staffing
jeffaltman@cisny.com
© 2005 all rights reserved.
Jeff Altman, Managing Director with Concepts in Staffing, a New York search firm, has successfully assisted many corporations identify leaders and staff in technology, accounting, finance, sales, marketing and other disciplines as employees or consultants since 1971. He is a certified leader of the ManKind Project, a not for profit organization that assists men with life issues, and a practicing psychotherapist.
For additional job hunting or hiring tips, go to http://www.newyorkmetrotechnologyjobs.com/. To subscribe to Jeff Altman’s free Search e-zine, send an email to jeffaltmansearch@gmail.com and write EZINE on the subject line.
If you would like Jeff and his firm to assist you with hiring staff, or if you would like help with a strategic job change, send an email to him at jeffaltman@cisny.com (If you’re looking for a new position, include your resume).
I live outside New York City and not near Phoenix so, when I speak of winter, I am talking to you people who know what it means to check for the wind chill factor when you check the weather forecast. Some of you understand what it is like to go to an interview in subfreezing conditions, ice on the ground and salt stains on your boots.
To me, the first ten minutes of an interview are the most important because, like a first date, that is the time when the interviewer decides whether to pay attention to the rest of the time you spend with one another. Cold and snow are great distracters in that they can keep everyone from focusing on the interview.
I hope you notice that I said everyone—you AND the interviewer. Remember, if you have had to travel in these conditions so has the interviewer.
Guideline (not rule) #1: Try to avoid the first interview of the day and the last interview of the day. Avoid the first interview because when it snows you and they night be late. Avoid the last interview because they may be distracted by their concern for getting home. I refer to this as a guideline because if they want you to interview at thesze times, you do it.
Rule #1: Be warm when you arrive. Your mind may be distracted by the cold ad your “heroic effort”\to arrive on time. Get yourself there on time and don’t make a fuss over what the weather was like or the obstacles.
Rule #2: Wait in the lobby for about five minutes to warm up your hands, settle your mind and regain your focus. I remember listening to someone speak for 20 minutes about their trip to meet me was unbearable! What kind of impression do you think they made upon me?
Warm your hands so that the interviewer doesn’t shake hands with an icicle. Talk about a distraction!
Settling your mind so that you perform well is probably the most important advice I offer. You will have 10 minutes of first impression time to impress someone. Don’t waste a moment.
A few simple steps can make a world of difference in your interview performance on cold winter days. Those few moments of preparation can help you thousands more in a job you loves . . . or not, Invest the time in yourself.
Jeff Altman
Concepts in Staffing
jeffaltman@cisny.com
© 2005 all rights reserved.
Jeff Altman, Managing Director with Concepts in Staffing, a New York search firm, has successfully assisted many corporations identify leaders and staff in technology, accounting, finance, sales, marketing and other disciplines as employees or consultants since 1971. He is a certified leader of the ManKind Project, a not for profit organization that assists men with life issues, and a practicing psychotherapist.
For additional job hunting or hiring tips, go to http://www.newyorkmetrotechnologyjobs.com/. To subscribe to Jeff Altman’s free Search e-zine, send an email to jeffaltmansearch@gmail.com and write EZINE on the subject line.
If you would like Jeff and his firm to assist you with hiring staff, or if you would like help with a strategic job change, send an email to him at jeffaltman@cisny.com (If you’re looking for a new position, include your resume).
Tuesday, November 29, 2005
Can You Afford to Stay in Your Job?
Can You Afford to Stay in Your Job?
Most people I meet have been raised to give their best efforts when they work. Somewhere they got the message that if they work hard and give their best efforts, they will be rewarded fir their loyalty.
And sometimes they are . . . and generally, they aren’t.
For most people, work involves travel to and from a place away from home, dressing a certain way and following direction to them according to company rules. You are expected to deliver a certain amount of output for which you receive a salary and, perhaps, benefits and periodic raises.
For many people, raises do not keep them ahead of inflation. Through October 2005, the consumer price index was up 4.3% and the core inflation index (the one that excludes food and energy prices) was up 2.1% (could you do without food and fuel?).
This means just to keep up with inflation, a worker who was paying taxes of 25% on the federal, state and local level would have to receive a raise of at least 5.4% just to stay even with their income txes. Add in property tax and school tax increases that occurat different times and that raise you’ve gotten won’t go very far.
What should you do?
Walking in to your boss’ office, pounding their desk and demanding a raise is not a good idea, expecially if you don’t know the value of your experience in the job market.
Instead, update your resume and get yourself another job. Why allow yourself to get paid less than your market value. Are you that rich that you can forgo the additional income?
For example, if you earned $50000 and received a 10% salary increase, you would be earning $55000. You would be ahead of inflation (inflation is5.4% including the tax bite; you would be getting an actual raise ahead of inflation).
But let’s look at the multiplier—5 years from now, if you only received a 5% raise each year, here’s what would happen:
Year Raise to: Money you are ahead
$50000 $55000 $5000
$55000 $57500 $12250
$57500 $60300 $22550
$60300 $63315 $35815
$63315 $66480 $52295
Can you really afford to ignore over $50000 in earnings? And what if you joined a company where raises were even higher?
Most people I meet work to take care of their family, to save for their future and enjoy life. Couldn’t you do a better job of all three with an extra $50000 or more?
Jeff Altman
Concepts in Staffing
jeffaltman@cisny.com
© 2005 all rights reserved.
Jeff Altman, Managing Director with Concepts in Staffing, a New York search firm, has successfully assisted many corporations identify leaders and staff in technology, accounting, finance, sales, marketing and other disciplines as employees or consultants since 1971. He is a certified leader of the ManKind Project, a not for profit organization that assists men with life issues, and a practicing psychotherapist.
For additional job hunting or hiring tips, go to http://www.newyorkmetrotechnologyjobs.com/. To subscribe to Jeff Altman’s Search e-zine, send an email to jeffaltman@cisny.com and write EZINE on the subject line.
If you would like Jeff and his firm to assist you with hiring staff, or if you would like help with a strategic job change, send an email to him at jeffaltman@cisny.com (If you’re looking for a new position, include your resume).
Most people I meet have been raised to give their best efforts when they work. Somewhere they got the message that if they work hard and give their best efforts, they will be rewarded fir their loyalty.
And sometimes they are . . . and generally, they aren’t.
For most people, work involves travel to and from a place away from home, dressing a certain way and following direction to them according to company rules. You are expected to deliver a certain amount of output for which you receive a salary and, perhaps, benefits and periodic raises.
For many people, raises do not keep them ahead of inflation. Through October 2005, the consumer price index was up 4.3% and the core inflation index (the one that excludes food and energy prices) was up 2.1% (could you do without food and fuel?).
This means just to keep up with inflation, a worker who was paying taxes of 25% on the federal, state and local level would have to receive a raise of at least 5.4% just to stay even with their income txes. Add in property tax and school tax increases that occurat different times and that raise you’ve gotten won’t go very far.
What should you do?
Walking in to your boss’ office, pounding their desk and demanding a raise is not a good idea, expecially if you don’t know the value of your experience in the job market.
Instead, update your resume and get yourself another job. Why allow yourself to get paid less than your market value. Are you that rich that you can forgo the additional income?
For example, if you earned $50000 and received a 10% salary increase, you would be earning $55000. You would be ahead of inflation (inflation is5.4% including the tax bite; you would be getting an actual raise ahead of inflation).
But let’s look at the multiplier—5 years from now, if you only received a 5% raise each year, here’s what would happen:
Year Raise to: Money you are ahead
$50000 $55000 $5000
$55000 $57500 $12250
$57500 $60300 $22550
$60300 $63315 $35815
$63315 $66480 $52295
Can you really afford to ignore over $50000 in earnings? And what if you joined a company where raises were even higher?
Most people I meet work to take care of their family, to save for their future and enjoy life. Couldn’t you do a better job of all three with an extra $50000 or more?
Jeff Altman
Concepts in Staffing
jeffaltman@cisny.com
© 2005 all rights reserved.
Jeff Altman, Managing Director with Concepts in Staffing, a New York search firm, has successfully assisted many corporations identify leaders and staff in technology, accounting, finance, sales, marketing and other disciplines as employees or consultants since 1971. He is a certified leader of the ManKind Project, a not for profit organization that assists men with life issues, and a practicing psychotherapist.
For additional job hunting or hiring tips, go to http://www.newyorkmetrotechnologyjobs.com/. To subscribe to Jeff Altman’s Search e-zine, send an email to jeffaltman@cisny.com and write EZINE on the subject line.
If you would like Jeff and his firm to assist you with hiring staff, or if you would like help with a strategic job change, send an email to him at jeffaltman@cisny.com (If you’re looking for a new position, include your resume).
Wednesday, November 23, 2005
The New Cover Letter
The New Cover Letter
In 1972 when I first started working for an employment agency, I would receive resumes by US Mail on parchment paper with two stamps on the envelop. The envelop would match the paper, be addressed on a typewriter and include a cover letter stapled on top of the resume (that’s why they were called cover letters—they covered the resume) that would offer a basic commercial about the job applicant.
Because resumes were mass produced rather than customized, the cover letter filled in the gaps between what the job advertisements asked for and what the resume described as experience.
In many professions, this is now quaint history. US Mail has been replaced by email. Parchment paper sales for resumes is almost non-existent and there is no point in using a cover letter . . . or is there?
Oh, I’m not speaking of writing a separate document and attaching it to the email. Clicking open extra files is annoying and wastes a lot of time. I’m speaking of using the message area of the email to replace the cover letter.
The message area of an email is space that will be immediately seen. It is the perfect place to promote yourself in the context of the specific job that you are applying for.
There are two basic ways to do this:
1. The narrative is like the traditional cover letter.
I am forwarding my resume to you for the position of ______ that I saw advertised on ________.
I believe my experience with ________, coupled with my knowledge of ___________ would make me you and discussing my qualifications in detail.
Sincerely,
2. Point by point. This is the new cover letter. This style uses the space in the email to provide specific targeted information about your qualifications.
For example,
I am replying to trhe ad that I saw on ________ looking for a J2EE developer. Below is a summary of my qualifications as compared to the requirements listed in your job description:
J2EE 5 years current
Websphere 3 years current
Weblogic 2 years until July 2004
JMS 1 year current
Insurance 6 years current
I look forward to meeting with you and discussing my experience in greater detail.
Sincerely,
Using this approach is a quick efficient use of the space in an email and puts important information in front of the reader. It makes their decision-making much easier and will result in more interviews for you.
Jeff Altman
Concepts in Staffing
jeffaltman@cisny.com
© 2005 all rights reserved.
Jeff Altman, Managing Director with Concepts in Staffing, a New York search firm, has successfully assisted many corporations identify leaders and staff in technology, accounting, finance, sales, marketing and other disciplines as employees or consultants since 1971. He is also a certified leader of the ManKind Project, a not for profit organization that assists men with life issues, and a practicing psychotherapist.
For additional job hunting or hiring tips, go to http://www.newyorkmetrotechnologyjobs.com. To subscribe to Jeff Altman’s Search e-zine, send an email to jeffaltman@cisny.com and write EZINE on the subject line.
If you would like Jeff and his firm to assist you with hiring staff, or if you would like help with a strategic job change, send an email to him at jeffaltman@cisny.com (If you’re looking for a new position, include your resume).
In 1972 when I first started working for an employment agency, I would receive resumes by US Mail on parchment paper with two stamps on the envelop. The envelop would match the paper, be addressed on a typewriter and include a cover letter stapled on top of the resume (that’s why they were called cover letters—they covered the resume) that would offer a basic commercial about the job applicant.
Because resumes were mass produced rather than customized, the cover letter filled in the gaps between what the job advertisements asked for and what the resume described as experience.
In many professions, this is now quaint history. US Mail has been replaced by email. Parchment paper sales for resumes is almost non-existent and there is no point in using a cover letter . . . or is there?
Oh, I’m not speaking of writing a separate document and attaching it to the email. Clicking open extra files is annoying and wastes a lot of time. I’m speaking of using the message area of the email to replace the cover letter.
The message area of an email is space that will be immediately seen. It is the perfect place to promote yourself in the context of the specific job that you are applying for.
There are two basic ways to do this:
1. The narrative is like the traditional cover letter.
I am forwarding my resume to you for the position of ______ that I saw advertised on ________.
I believe my experience with ________, coupled with my knowledge of ___________ would make me you and discussing my qualifications in detail.
Sincerely,
2. Point by point. This is the new cover letter. This style uses the space in the email to provide specific targeted information about your qualifications.
For example,
I am replying to trhe ad that I saw on ________ looking for a J2EE developer. Below is a summary of my qualifications as compared to the requirements listed in your job description:
J2EE 5 years current
Websphere 3 years current
Weblogic 2 years until July 2004
JMS 1 year current
Insurance 6 years current
I look forward to meeting with you and discussing my experience in greater detail.
Sincerely,
Using this approach is a quick efficient use of the space in an email and puts important information in front of the reader. It makes their decision-making much easier and will result in more interviews for you.
Jeff Altman
Concepts in Staffing
jeffaltman@cisny.com
© 2005 all rights reserved.
Jeff Altman, Managing Director with Concepts in Staffing, a New York search firm, has successfully assisted many corporations identify leaders and staff in technology, accounting, finance, sales, marketing and other disciplines as employees or consultants since 1971. He is also a certified leader of the ManKind Project, a not for profit organization that assists men with life issues, and a practicing psychotherapist.
For additional job hunting or hiring tips, go to http://www.newyorkmetrotechnologyjobs.com. To subscribe to Jeff Altman’s Search e-zine, send an email to jeffaltman@cisny.com and write EZINE on the subject line.
If you would like Jeff and his firm to assist you with hiring staff, or if you would like help with a strategic job change, send an email to him at jeffaltman@cisny.com (If you’re looking for a new position, include your resume).
Friday, November 18, 2005
Winning Interviews as an Older Worker
I have been in the search business for longer than I care to admit (I used to have an hair that I wore as an Afro and dress in suits that were many colors of the rainbow other than blue, black or gray). In those early days, as I looked at resumes, I would wonder, “What happens to people in technology when they turned 40? I just don’t see an resumes of people like that! Where do they disappear to?
Today, as the workforce becomes older and grayer, older workers are more common in all fields but opportunities are sometimes limited because of certain biases that our culture has. After all, isn’t America the land of opportunity . . . except for models over the age of 16. Don’t we all notice that tv stars are much younger than we are and the music is so different.
(I’m almost 55 and am working with hiring managers who wonder whether I can “relate” to what they want).
So what’s the concern all about?
Older workers are know it alls. Been there! Done that!
They won’t fit in
They’ll find it hard to take direction from someone younger.
No energy. They’re bored and tired and burned out.
And, when you go on an interview, it’s not like someone is going to ask you, “So, are you tired and burned out.”
“Nope. I’ve got a lot of energy and juice in me.”
“OK. We’re satisfied.”
What an employer will do is observe your manner and behavior to see if it’s congruent with their image of what someone with energy should act like.
Thus, in addition to competence, you, as an older worker are going to have to actually demonstrate that you are not like that cultural stereotype that has been cast into all of our minds.
Just because a little or a lot of snow appears in your hair or beard doesn’t mean that you are less talented or less able than a 20 something. It does mean that you have had experiences and (hopefully) the wisdom from them to avoid some of the mistakes that occur from having experienced more professionally.
Be conscious of age bias and sell your personality against the stereotype. More good opportunities will be available to you.
Jeff Altman
Concepts in Staffing
jeffaltman@cisny.com
© 2005 all rights reserved.
Jeff Altman, Managing Director with Concepts in Staffing, a New York search firm, has successfully assisted many corporations identify leaders and staff in technology, accounting, finance, sales, marketing and other disciplines as employees or consultants since 1971. He is a certified leader of the ManKind Project, a not for profit organization that assists men with life issues, and a practicing psychotherapist.For additional job hunting or hiring tips, go to http://www.newyorkmetrotechnologyjobs.com
If you would like Jeff and his firm to assist you with hiring staff, or if you would like help with a strategic job change, send an email to him at jeffaltman@cisny.com (If you’re looking for a new position, include your resume).
Today, as the workforce becomes older and grayer, older workers are more common in all fields but opportunities are sometimes limited because of certain biases that our culture has. After all, isn’t America the land of opportunity . . . except for models over the age of 16. Don’t we all notice that tv stars are much younger than we are and the music is so different.
(I’m almost 55 and am working with hiring managers who wonder whether I can “relate” to what they want).
So what’s the concern all about?
Older workers are know it alls. Been there! Done that!
They won’t fit in
They’ll find it hard to take direction from someone younger.
No energy. They’re bored and tired and burned out.
And, when you go on an interview, it’s not like someone is going to ask you, “So, are you tired and burned out.”
“Nope. I’ve got a lot of energy and juice in me.”
“OK. We’re satisfied.”
What an employer will do is observe your manner and behavior to see if it’s congruent with their image of what someone with energy should act like.
Thus, in addition to competence, you, as an older worker are going to have to actually demonstrate that you are not like that cultural stereotype that has been cast into all of our minds.
- Dress in age appropriate outfits appropriate for your industry. An accountant should dress differently than someone working in fashion.
- Get a good night of sleep the night before. We’re all busy. Don’t put yourself in a position where you are physically tired and being asked to interview.
- Put a smile on your face and a twinkle in your eyes when you meet each person.
- Remember that personal leadership means being willing and able to take direction. If you are interviewing for a staff position, proactively bring up working with your manager, providing input and then following their lead.
Just because a little or a lot of snow appears in your hair or beard doesn’t mean that you are less talented or less able than a 20 something. It does mean that you have had experiences and (hopefully) the wisdom from them to avoid some of the mistakes that occur from having experienced more professionally.
Be conscious of age bias and sell your personality against the stereotype. More good opportunities will be available to you.
Jeff Altman
Concepts in Staffing
jeffaltman@cisny.com
© 2005 all rights reserved.
Jeff Altman, Managing Director with Concepts in Staffing, a New York search firm, has successfully assisted many corporations identify leaders and staff in technology, accounting, finance, sales, marketing and other disciplines as employees or consultants since 1971. He is a certified leader of the ManKind Project, a not for profit organization that assists men with life issues, and a practicing psychotherapist.For additional job hunting or hiring tips, go to http://www.newyorkmetrotechnologyjobs.com
If you would like Jeff and his firm to assist you with hiring staff, or if you would like help with a strategic job change, send an email to him at jeffaltman@cisny.com (If you’re looking for a new position, include your resume).
Thursday, October 27, 2005
Where Should I Sit?
Where Should I Sit?
If you’ve come to an interview, met a receptionist, and been invited to sit and wait, sit facing the greatest number of entry points into the room so that you can see someone walk to you. Instinctively, when someone approaches, we get “ready” to present ourselves well.
If you are brought to a small office to wait and the office is structured with a desk, interviewer chair and two chairs opposite, pick one that allows you to be most comfortable. (Try not to take the chair closest to the wall; leaving is more awkward and the other chair can interfere with crossing your legs).
If you are brought to an office to wait that is large enough for a couch and the desk set up I described, sit on the couch. It creates an ease to interview.
Jeff Altman
Concepts in Staffing
jeffaltman@cisny.com
© 2005 all rights reserved.
Jeff Altman, Managing Director with Concepts in Staffing, a New York search firm, has successfully assisted many corporations identify management leaders and staff in technology, accounting, finance, sales, marketing and other disciplines since 1971. He is a certified leader of the ManKind Project, a not for profit organization that assists men with life issues, and a practicing psychotherapist.
For additional job hunting or hiring tips, go to http://www.newyorkmetrotechnologyjobs.com
If you would like Jeff and his firm to assist you with hiring staff, or if you would like help with a strategic job change, send an email to him at jeffaltman@cisny.com (If you’re looking for a new position, include your resume).
If you’ve come to an interview, met a receptionist, and been invited to sit and wait, sit facing the greatest number of entry points into the room so that you can see someone walk to you. Instinctively, when someone approaches, we get “ready” to present ourselves well.
If you are brought to a small office to wait and the office is structured with a desk, interviewer chair and two chairs opposite, pick one that allows you to be most comfortable. (Try not to take the chair closest to the wall; leaving is more awkward and the other chair can interfere with crossing your legs).
If you are brought to an office to wait that is large enough for a couch and the desk set up I described, sit on the couch. It creates an ease to interview.
Jeff Altman
Concepts in Staffing
jeffaltman@cisny.com
© 2005 all rights reserved.
Jeff Altman, Managing Director with Concepts in Staffing, a New York search firm, has successfully assisted many corporations identify management leaders and staff in technology, accounting, finance, sales, marketing and other disciplines since 1971. He is a certified leader of the ManKind Project, a not for profit organization that assists men with life issues, and a practicing psychotherapist.
For additional job hunting or hiring tips, go to http://www.newyorkmetrotechnologyjobs.com
If you would like Jeff and his firm to assist you with hiring staff, or if you would like help with a strategic job change, send an email to him at jeffaltman@cisny.com (If you’re looking for a new position, include your resume).
Friday, October 21, 2005
Should You Call?
Should You Call?
You’ve seen an ad on the web or elsewhere and you want to apply because it looks really really good. You pick up the phone and call.
“Hi, I saw your ad on _____ and I think my background would be a great fit. Before I send my resume, I wanted to check:
All day long I receive calls like this from people who do not understand that the fastest ticket to being rejected is making this call. You see, 99.9% of the people who call are unqualified and present themselves terribly!
When I was getting out of college back in the Stone Ages, I remember I would make calls like this applying to ads in the newspaper. I would start at the first ad and just start calling. Most of the time, I didn’t have anything useful to say, had a poor voice on the phone and, of course no skills.
Many ads are written telling you not to all. Why would you antagonize people by calling them? To say trivial things like I’ve sited above?
The best way to get an interview is by sending a resume that would make it obvious to an infant that you are qualified to do the job. Unless you do that, no amount of smooth talking or scripted speaking is going to hypnotize people into interviewing you, let alone hiring you.
So, before you pick up the phone to call someone and interrupt them, think four times about whether this is really the best way to introduce yourself to the person who will be interviewing you.
Jeff Altman
Concepts in Staffing
jeffaltman@cisny.com
© 2005 all rights reserved.
Jeff Altman, Managing Director with Concepts in Staffing, a New York search firm, has successfully assisted many corporations identify management leaders and staff in technology, accounting, finance, sales, marketing and other disciplines since 1971. He is a certified leader of the ManKind Project, a not for profit organization that assists men with life issues, and a practicing psychotherapist.
For additional job hunting or hiring tips, go to http://www.newyorkmetrotechnologyjobs.com
If you would like Jeff and his firm to assist you with hiring staff, or if you would like help with a strategic job change, send an email to him at jeffaltman@cisny.com (If you’re looking for a new position, include your resume).
You’ve seen an ad on the web or elsewhere and you want to apply because it looks really really good. You pick up the phone and call.
“Hi, I saw your ad on _____ and I think my background would be a great fit. Before I send my resume, I wanted to check:
- Is the position still available? (Duh?? Of course it is. That’s why the ad is there.)
- I thought I would call and introduce myself and explain why I would be a terrific fit for it (doesn’t your resume do that already and if doesn’t you won’t be interviewed for the job anyway)
- I wanted to ask you a few questions about the position (yeah, you’ve got nothing else to do but field calls from people like me ALL DAY LONG)
- Yuyfp[s[bsbdbd (Translated: Bad cell call, I can’t hear you OR I can’t understand you because of poor oral communications.
All day long I receive calls like this from people who do not understand that the fastest ticket to being rejected is making this call. You see, 99.9% of the people who call are unqualified and present themselves terribly!
When I was getting out of college back in the Stone Ages, I remember I would make calls like this applying to ads in the newspaper. I would start at the first ad and just start calling. Most of the time, I didn’t have anything useful to say, had a poor voice on the phone and, of course no skills.
Many ads are written telling you not to all. Why would you antagonize people by calling them? To say trivial things like I’ve sited above?
The best way to get an interview is by sending a resume that would make it obvious to an infant that you are qualified to do the job. Unless you do that, no amount of smooth talking or scripted speaking is going to hypnotize people into interviewing you, let alone hiring you.
So, before you pick up the phone to call someone and interrupt them, think four times about whether this is really the best way to introduce yourself to the person who will be interviewing you.
Jeff Altman
Concepts in Staffing
jeffaltman@cisny.com
© 2005 all rights reserved.
Jeff Altman, Managing Director with Concepts in Staffing, a New York search firm, has successfully assisted many corporations identify management leaders and staff in technology, accounting, finance, sales, marketing and other disciplines since 1971. He is a certified leader of the ManKind Project, a not for profit organization that assists men with life issues, and a practicing psychotherapist.
For additional job hunting or hiring tips, go to http://www.newyorkmetrotechnologyjobs.com
If you would like Jeff and his firm to assist you with hiring staff, or if you would like help with a strategic job change, send an email to him at jeffaltman@cisny.com (If you’re looking for a new position, include your resume).
Saturday, May 28, 2005
Getting Started: 5 Things You Need to Decide When You Get Started with a Job Search
There are few things more frustrating for a headhunter than asking a person basic questions that revolve around what you as a job hunter are looking for in a job and being given uncertain answers. I’m not talking about salary; that’s a question where a wise person states a target objective and is flexible enough to let the market decide their value.
I’m speaking about these basic questions:
1. What is your current compensation? The three wrong answers are: (1) a lie (A lie will be found out generally after you’re hired. You know what happens then? While you’re out to lunch or have gone home one day, your ability to login while be terminated and security will be waiting for you at your desk with your personal items packed to escort you from the premises). (2) I won’t tell you (This reveals that your salary is much lower than the amount advertised and that you are seeking a big bump). (3) Do you really need to know that (Yes. I do because my client will want to know. They will ask it on their form. Many companies will terminate an interview for refusing to answer) ?
2. Geographically, what’s acceptable to you. Some people are willing to drive more than others. Some people must follow mass transit routes. Some people are willing to relocate at a company’s expense or are willing to relocate on their own for the right opportunity. Think about it.
3. What’s not working for you that is prompting you to want to look for another job? Most of the time, money is not the only factor. Be prepared to discuss your reasons maturely. An immature answer would be, “I hate my job,” or “My boss is an idiot.” Instead, try this one—“I would like to leave consulting and move to industry so that I can avoid the heavy travel that is keeping me away from my family too much.”
4. What are you looking for in a new position? Nine times out of ten, people don’t think of this when they speak to me. What am I supposed to do? Guess? “I know it when I see it” isn’t helpful either.
5. What was the corporate culture like that you were working in? Did you like it? What did you like about it? What didn’t you care for? Let me know if I should replicate your current work environment in your next firm with more money and more interesting work . . . or not!
Take some time before posting your resume to decide what is important to you and you will find that your interviews will be better . . . and so will your results!
Jeff Altman
Concepts in Staffing
jeffaltman@cisny.com
© 2005 all rights reserved.
Jeff Altman, Managing Director with Concepts in Staffing, a New York search firm, has successfully assisted many corporations identify management leaders and staff in technology, accounting, finance, sales, marketing and other disciplines since 1971. He is a certified leader of the ManKind Project, a not for profit organization that assists men with life issues, and a practicing psychotherapist.
For additional job hunting or hiring tips, go to http://www.newyorkmetrotechnologyjobs.com.
If you would like Jeff and his firm to assist you with hiring staff, or if you would like help with a strategic job change, send an email to him at jeffaltman@cisny.com (If you’re looking for a new position, include your resume).
I’m speaking about these basic questions:
1. What is your current compensation? The three wrong answers are: (1) a lie (A lie will be found out generally after you’re hired. You know what happens then? While you’re out to lunch or have gone home one day, your ability to login while be terminated and security will be waiting for you at your desk with your personal items packed to escort you from the premises). (2) I won’t tell you (This reveals that your salary is much lower than the amount advertised and that you are seeking a big bump). (3) Do you really need to know that (Yes. I do because my client will want to know. They will ask it on their form. Many companies will terminate an interview for refusing to answer) ?
2. Geographically, what’s acceptable to you. Some people are willing to drive more than others. Some people must follow mass transit routes. Some people are willing to relocate at a company’s expense or are willing to relocate on their own for the right opportunity. Think about it.
3. What’s not working for you that is prompting you to want to look for another job? Most of the time, money is not the only factor. Be prepared to discuss your reasons maturely. An immature answer would be, “I hate my job,” or “My boss is an idiot.” Instead, try this one—“I would like to leave consulting and move to industry so that I can avoid the heavy travel that is keeping me away from my family too much.”
4. What are you looking for in a new position? Nine times out of ten, people don’t think of this when they speak to me. What am I supposed to do? Guess? “I know it when I see it” isn’t helpful either.
5. What was the corporate culture like that you were working in? Did you like it? What did you like about it? What didn’t you care for? Let me know if I should replicate your current work environment in your next firm with more money and more interesting work . . . or not!
Take some time before posting your resume to decide what is important to you and you will find that your interviews will be better . . . and so will your results!
Jeff Altman
Concepts in Staffing
jeffaltman@cisny.com
© 2005 all rights reserved.
Jeff Altman, Managing Director with Concepts in Staffing, a New York search firm, has successfully assisted many corporations identify management leaders and staff in technology, accounting, finance, sales, marketing and other disciplines since 1971. He is a certified leader of the ManKind Project, a not for profit organization that assists men with life issues, and a practicing psychotherapist.
For additional job hunting or hiring tips, go to http://www.newyorkmetrotechnologyjobs.com.
If you would like Jeff and his firm to assist you with hiring staff, or if you would like help with a strategic job change, send an email to him at jeffaltman@cisny.com (If you’re looking for a new position, include your resume).
Sunday, May 01, 2005
FOUR SIMPLE STEPS TO BETTER RESULTS WITH YOUR RESUME
Is every job description you read the same? No.
Is every job you submit your resume to the same? Of course they aren’t.
If all these job descriptions are different, why do you submit the same resume?
Every day, people send the same generic resume out as though each position was identical and each employer was attempting to hire identical skills and attributes. Too often, the results they receive are like the broken watch that is right twice a day—hit or miss success.
They list their name, address, phone numbers and email address, list an objective, education, and chronology of experience with dates of employment. The resume includes some successes or accomplishments. This is their resume.
In the days prior to computers when changing a resume required you to re-type different versions, this made sense. Today, when computers allow you to customize, spell and grammar check documents so easily, you are missing out on opportunities and costing yourself money by being lazy and not tailoring your resume for each opportunity you are interested in.
Here are several steps that you can do to improve your resume and get better results.
1. Each employer will be interested in different attributes of your experience. They often indicate it by the items they describe in their job ad. Emphasize the experiences that you have that relate to the skills being sought and the functions you will perform in the job they will ask you to perform. If you are applying for a staff position, emphasize your staff experience and minimize your management experience. If you are being hired to be a leader, write about your recent leadership.
2. Employers are more interested in recent work, rather than work you did many years ago. Use more space in your resume to highlight recent experience, rather than things you did before George W. Bush became President.
3. Like setting a goal where you make them specific, measurable, achievable within a specific period of time, describe your successes or achievements concretely. Reducing costs is a nice start but it is more powerful to describe something as reducing operational costs globally by 2%. Increased departmental sales by 27% resulting in . . . You get the idea. Use action verbs wherever possible (For more on this, read my article, Preparing an Effective Resume” on www.newyorkmetrotechnologyjobs.com).
4. Ask someone you trust to critique what you’ve written. Too often, people believe that they can do everything by themselves without asking for help. Ask a friend in your industry to critique what you’ve written to insure you’re on target and aren’t missing the mark.
When you go to a restaurant and order a meal, you have the expectation that it will be prepared in a way that will please you and be presented on the plate beautifully. Writing a great resume requires that you be the chef and prepare a meal that is both visually appealing and tastes great too!
Jeff Altman
Concepts in Staffing
jeffaltman@cisny.com
© 2005 all rights reserved.
Jeff Altman, Managing Director with Concepts in Staffing, a New York search firm, has successfully assisted many corporations identify management leaders and staff in technology, accounting, finance, sales, marketing and other disciplines since 1971. He is a certified leader of the ManKind Project, a not for profit organization that assists men with life issues, and a practicing psychotherapist. For additional job hunting or hiring tips, go to http://www.newyorkmetrotechnologyjobs.com
If you would like Jeff and his firm to assist you with hiring staff, or if you would like help with a strategic job change, send an email to him at jeffaltman@cisny.com (If you’re looking for a new position, include your resume).
Is every job you submit your resume to the same? Of course they aren’t.
If all these job descriptions are different, why do you submit the same resume?
Every day, people send the same generic resume out as though each position was identical and each employer was attempting to hire identical skills and attributes. Too often, the results they receive are like the broken watch that is right twice a day—hit or miss success.
They list their name, address, phone numbers and email address, list an objective, education, and chronology of experience with dates of employment. The resume includes some successes or accomplishments. This is their resume.
In the days prior to computers when changing a resume required you to re-type different versions, this made sense. Today, when computers allow you to customize, spell and grammar check documents so easily, you are missing out on opportunities and costing yourself money by being lazy and not tailoring your resume for each opportunity you are interested in.
Here are several steps that you can do to improve your resume and get better results.
1. Each employer will be interested in different attributes of your experience. They often indicate it by the items they describe in their job ad. Emphasize the experiences that you have that relate to the skills being sought and the functions you will perform in the job they will ask you to perform. If you are applying for a staff position, emphasize your staff experience and minimize your management experience. If you are being hired to be a leader, write about your recent leadership.
2. Employers are more interested in recent work, rather than work you did many years ago. Use more space in your resume to highlight recent experience, rather than things you did before George W. Bush became President.
3. Like setting a goal where you make them specific, measurable, achievable within a specific period of time, describe your successes or achievements concretely. Reducing costs is a nice start but it is more powerful to describe something as reducing operational costs globally by 2%. Increased departmental sales by 27% resulting in . . . You get the idea. Use action verbs wherever possible (For more on this, read my article, Preparing an Effective Resume” on www.newyorkmetrotechnologyjobs.com).
4. Ask someone you trust to critique what you’ve written. Too often, people believe that they can do everything by themselves without asking for help. Ask a friend in your industry to critique what you’ve written to insure you’re on target and aren’t missing the mark.
When you go to a restaurant and order a meal, you have the expectation that it will be prepared in a way that will please you and be presented on the plate beautifully. Writing a great resume requires that you be the chef and prepare a meal that is both visually appealing and tastes great too!
Jeff Altman
Concepts in Staffing
jeffaltman@cisny.com
© 2005 all rights reserved.
Jeff Altman, Managing Director with Concepts in Staffing, a New York search firm, has successfully assisted many corporations identify management leaders and staff in technology, accounting, finance, sales, marketing and other disciplines since 1971. He is a certified leader of the ManKind Project, a not for profit organization that assists men with life issues, and a practicing psychotherapist. For additional job hunting or hiring tips, go to http://www.newyorkmetrotechnologyjobs.com
If you would like Jeff and his firm to assist you with hiring staff, or if you would like help with a strategic job change, send an email to him at jeffaltman@cisny.com (If you’re looking for a new position, include your resume).
Saturday, March 19, 2005
TEN WAYS TO GET READY FOR YOUR NEXT INTERVIEW
TEN WAYS TO GET READY FOR YOUR NEXT INTERVIEW
Like preparing a great meal, interviewing requires preparation. Get good ingredients and give yourself time. Prepare the food on the plate to make the meal attractive. All of these go into a great meal. Taking the time to prepare for an interview will give you a huge leg up on your completion.
1. Schedule interviews at times that work for your metabolism. Are you a morning person? Why would you accept a 6PM interview? If you are a person who functions best in the afternoon, try not to accept early morning appointments. If you are a person who needs to be conscious of their blood sugar, try to schedule your appointments at times when you are at your peak. If forced to accept one of your less ideal times, have a quick bite prior to the interview to avoid “fading.” Avoid overeating.
2. Give yourself extra time to get to their offices. There are few things worse than getting to an interview late.
3. Arrive at the office building 7-10 minutes early. If it is summer, you want to wait in the lobby to cool off; no one likes shaking sweaty hands. If its winter, warm up; you don’t want someone’s early impressions of you formed by shaking a cold hand. Take a few minutes in the lobby to get focused on what you will say. Allow a few minutes to get through building security so that you actually arrive at your interview on time and ready to go.
4. Properly introduce yourself to everyone you meet by saying. “My name is __________ and I have a 1:30 interview with ________________.”
5. If you are asked if they can hang your coat, accept the offer; if offered a beverage, accept a beverage. You don’t have to drink coffee or tea. Soda, bottled water or water is fine. Thank whoever helps you. Declining the offer may be rude in some cultures.
6. Take your seat in order to face the greatest number of entry points into the room so tat you can see someone approaching you. Being startled is not a good way to start a meeting.
7. If you are given an application, complete it and complete it accurately and neatly. Do not attach your resume and write, “See attached resume.” An application is a legal document and failure to complete it accurately can be grounds for termination.
8. If you are not sure about the month you started a job or your exact salary, write “approx” (for the word approximately) next to the item. If asked, indicate you are not absolutely certain of the exact month and don’t wish to deceive anyone. Obviously, if you can ascertain your salary or starting date prior to interviewing, do so; for some people, the date or salary may be so far in the past to make it impossible to determine.
9. Write legibly (or as legibly as you can). This may be the twelfth application you’ve completed, but it is the first of yours that they’ve seen. In many professions, sloppiness is seen as a flaw.
10. When you hear your name announced, stand, and smile, shake the hand of your interviewer and immediately size them up as a person. Are they smart (or not). Aggressive (or not). If you were meeting this person socially, I’m sure your instincts would be right. Unfortunately, because people think interviews are important, they think they have to feel the interviewer out. Doing that is a mistake. Hard and fast impressions of you will be formed during the next ten minutes that will be difficult to change. If you tend to be right in social situations about the people you meet, trust your instincts in professional ones, too.
Using these ten steps as a check list will get you started better than your competition. What you do after that is up to you.
Jeff Altman
Concepts in Staffing
jeffaltman@cisny.com
© 2004 all rights reserved.
Jeff Altman, Managing Director with Concepts in Staffing, a New York search firm, has successfully assisted many corporations identify management leaders and staff in technology, accounting, finance, sales, marketing and other disciplines since 1971. He is also co-founder of Your Next Job, a networking group focused on assisting technology professionals with their job search, a certified leader of the ManKind Project, a not for profit organization that assists men with life issues, and a practicing psychotherapist.
For additional job hunting or hiring tips, go to http://www.newyorkmetrotechnologyjobs.com
If you would like Jeff and his firm to assist you with hiring staff, or if you would like help with a strategic job change, send an email to him at jeffaltman@cisny.com (If you’re looking for a new position, include your resume).
Like preparing a great meal, interviewing requires preparation. Get good ingredients and give yourself time. Prepare the food on the plate to make the meal attractive. All of these go into a great meal. Taking the time to prepare for an interview will give you a huge leg up on your completion.
1. Schedule interviews at times that work for your metabolism. Are you a morning person? Why would you accept a 6PM interview? If you are a person who functions best in the afternoon, try not to accept early morning appointments. If you are a person who needs to be conscious of their blood sugar, try to schedule your appointments at times when you are at your peak. If forced to accept one of your less ideal times, have a quick bite prior to the interview to avoid “fading.” Avoid overeating.
2. Give yourself extra time to get to their offices. There are few things worse than getting to an interview late.
3. Arrive at the office building 7-10 minutes early. If it is summer, you want to wait in the lobby to cool off; no one likes shaking sweaty hands. If its winter, warm up; you don’t want someone’s early impressions of you formed by shaking a cold hand. Take a few minutes in the lobby to get focused on what you will say. Allow a few minutes to get through building security so that you actually arrive at your interview on time and ready to go.
4. Properly introduce yourself to everyone you meet by saying. “My name is __________ and I have a 1:30 interview with ________________.”
5. If you are asked if they can hang your coat, accept the offer; if offered a beverage, accept a beverage. You don’t have to drink coffee or tea. Soda, bottled water or water is fine. Thank whoever helps you. Declining the offer may be rude in some cultures.
6. Take your seat in order to face the greatest number of entry points into the room so tat you can see someone approaching you. Being startled is not a good way to start a meeting.
7. If you are given an application, complete it and complete it accurately and neatly. Do not attach your resume and write, “See attached resume.” An application is a legal document and failure to complete it accurately can be grounds for termination.
8. If you are not sure about the month you started a job or your exact salary, write “approx” (for the word approximately) next to the item. If asked, indicate you are not absolutely certain of the exact month and don’t wish to deceive anyone. Obviously, if you can ascertain your salary or starting date prior to interviewing, do so; for some people, the date or salary may be so far in the past to make it impossible to determine.
9. Write legibly (or as legibly as you can). This may be the twelfth application you’ve completed, but it is the first of yours that they’ve seen. In many professions, sloppiness is seen as a flaw.
10. When you hear your name announced, stand, and smile, shake the hand of your interviewer and immediately size them up as a person. Are they smart (or not). Aggressive (or not). If you were meeting this person socially, I’m sure your instincts would be right. Unfortunately, because people think interviews are important, they think they have to feel the interviewer out. Doing that is a mistake. Hard and fast impressions of you will be formed during the next ten minutes that will be difficult to change. If you tend to be right in social situations about the people you meet, trust your instincts in professional ones, too.
Using these ten steps as a check list will get you started better than your competition. What you do after that is up to you.
Jeff Altman
Concepts in Staffing
jeffaltman@cisny.com
© 2004 all rights reserved.
Jeff Altman, Managing Director with Concepts in Staffing, a New York search firm, has successfully assisted many corporations identify management leaders and staff in technology, accounting, finance, sales, marketing and other disciplines since 1971. He is also co-founder of Your Next Job, a networking group focused on assisting technology professionals with their job search, a certified leader of the ManKind Project, a not for profit organization that assists men with life issues, and a practicing psychotherapist.
For additional job hunting or hiring tips, go to http://www.newyorkmetrotechnologyjobs.com
If you would like Jeff and his firm to assist you with hiring staff, or if you would like help with a strategic job change, send an email to him at jeffaltman@cisny.com (If you’re looking for a new position, include your resume).
Saturday, February 26, 2005
Practice Speaking
For many people, interviewing is not a natural act any more than going on a blind date is. You are asked a bunch of questions about your work. You answer them. They ask a bunch more; you answer them. You’re graded on your performance (you receive a job offer or not). Yet interviews are predictable processes and as such can be planned for
What does an employer want to know about you?
Do you have the skills to do the job that needs to be filled?
How will you fit in with my company?
If I hire you, are you someone I will need to worry about?
How does this get determined in an interview?
By asking questions about what you have done and how you did it or decided it should be done.
By asking behavioral questions that will give an employer a sense of the scope of your experiences
By asking concrete questions to ascertain your knowledge
By observing your body language or physical response to questioning to observe whether it is consistent with a successful person.
The fourth way (observing body language or physical response to questions) is particularly interesting because it is not skill or experience based and is completely subjective and emotional. AND it is part of the decision process.
And want are firm’s trying to find out about you? Leadership. Honesty. Trustworthiness.
You can practice with a friend or family member but they may not be much better than you. So how do you practice you presentation and get immediate feedback in order to improve your presentation and demonstrate these attributes?
Toastmasters (www.toastmasters.org) offers people an opportunity to practice how to speak throughout their program. Whether you answer extemporaneous questions off the cuff for 1-2 minutes in Table Topics (“It’s warm! It’s summer! People start to go to the beach and spending time outdoors. Tell us about a time you had fun at the beach, Jeff.” Notice that you only find out when you will speak at the end when you hear your name) or by doing actual 4-6 minute speeches, Toastmasters offers concrete opportunities to get used to being “on the spot” as happens in an interview. It also gives you an opportunity to observe others and learn from them and from the evaluations that are given.
There are Toastmasters clubs throughout the world. To find one, you can go to http://www.toastmasters.org/find/.
Jeff Altman
Concepts in Staffing
jeffaltman@cisny.com
Jeff Altman has successfully assisted many corporations identify management leaders and staff in technology, accounting, finance, sales, marketing and other disciplines since 1971. He is also co-founder of Your Next Job, a networking group focused on assisting technology professionals with their job search, a certified leader of the ManKind Project, a not for profit organization that assists men with life issues, and a practicing psychotherapist. For additional job hunting or hiring tips, go to http://www.newyorkmetrotechnologyjobs.com
If you would like Jeff and his firm to assist you with hiring staff, or if you would like help with a strategic job change, send an email to him at jeffaltman@cisny.com (If you’re looking for a new position, include your resume).
What does an employer want to know about you?
Do you have the skills to do the job that needs to be filled?
How will you fit in with my company?
If I hire you, are you someone I will need to worry about?
How does this get determined in an interview?
By asking questions about what you have done and how you did it or decided it should be done.
By asking behavioral questions that will give an employer a sense of the scope of your experiences
By asking concrete questions to ascertain your knowledge
By observing your body language or physical response to questioning to observe whether it is consistent with a successful person.
The fourth way (observing body language or physical response to questions) is particularly interesting because it is not skill or experience based and is completely subjective and emotional. AND it is part of the decision process.
And want are firm’s trying to find out about you? Leadership. Honesty. Trustworthiness.
You can practice with a friend or family member but they may not be much better than you. So how do you practice you presentation and get immediate feedback in order to improve your presentation and demonstrate these attributes?
Toastmasters (www.toastmasters.org) offers people an opportunity to practice how to speak throughout their program. Whether you answer extemporaneous questions off the cuff for 1-2 minutes in Table Topics (“It’s warm! It’s summer! People start to go to the beach and spending time outdoors. Tell us about a time you had fun at the beach, Jeff.” Notice that you only find out when you will speak at the end when you hear your name) or by doing actual 4-6 minute speeches, Toastmasters offers concrete opportunities to get used to being “on the spot” as happens in an interview. It also gives you an opportunity to observe others and learn from them and from the evaluations that are given.
There are Toastmasters clubs throughout the world. To find one, you can go to http://www.toastmasters.org/find/.
Jeff Altman
Concepts in Staffing
jeffaltman@cisny.com
Jeff Altman has successfully assisted many corporations identify management leaders and staff in technology, accounting, finance, sales, marketing and other disciplines since 1971. He is also co-founder of Your Next Job, a networking group focused on assisting technology professionals with their job search, a certified leader of the ManKind Project, a not for profit organization that assists men with life issues, and a practicing psychotherapist. For additional job hunting or hiring tips, go to http://www.newyorkmetrotechnologyjobs.com
If you would like Jeff and his firm to assist you with hiring staff, or if you would like help with a strategic job change, send an email to him at jeffaltman@cisny.com (If you’re looking for a new position, include your resume).
Tuesday, February 15, 2005
Counteroffers: Should I Stay of Should I Go?
Counteroffers: Should I Stay of Should I Go?
If “resignation” is the word that strikes fear into all employers, then “counteroffer” is the one that strikes fear into an employee’s heart. “What should I do? They’ve matched my offer?”
It’s Friday afternoon. You walk into your boss’ office and ask the question that has sent scared many a managers —“Do you have a minute,” you ask. At that moment, he knows you’re resigning and if he/she wants you, they will have to fight to keep you.
“Why? We love you. Please stay! Don’t go! What do we have to do to keep you?”
Recently, two people who accepted an offer from a client of mine called me to tell me that they accepted a counteroffer to remain with their current firm. The one who had been with his current firm for twelve years seemed to make a decision that made sense; the other, however, had pleaded to get a fulltime job and leave consulting. His assignment was ending and he said he wanted the stability of a fulltime job. Earning $45 per hour without benefits, he accepted a small increase in his hourly rate, rather than a fulltime salary of $93000 plus bonus and great benefits from an employer that he kept begging me to get him to see for a job that he said he loved. Why? He told me, “They need me. (as though my client didn’t.; as though the loss of revenue for his consulting firm and the difficulty they would have replacing him quickly at the client didn’t bother them a wee bit). ”
Between the moment you quit and your departure date, your employer may try to persuade you to stay. Your mentor in the firm calls to talk with you. Your colleagues ask you to lunch and want to know why you’re going, where and for how much. Your boss’ boss asks to meet you. You are now the most important person at your company. You’re asked, “What will it take to keep you?” And this goes on for two weeks.
The pressure to accept a counteroffer can be enormous. The monetary offer can be tempting to stay. The promises to rectify everything that ticks you can be enormous. Yet, let’s look at what is going on from an employer’s perspective.
Your resignation is coming at an untimely moment; they are not prepared to replace you with someone who can step up and do your job. The cost of replacing you in dollars and effort (how many resumes will need to be read and people interviewed before they hire someone who they will need to train—AND they may have to pay a higher salary than what you were earning plus a fee to the search firm for a person who doesn’t know what you know. Can you see it’s not about you, personally) is large.
At the time you decide to change jobs, write down the reasons why you want to leave—I’m bored. I want to make more money. My boss is a micromanager. I want to learn something new. I want to work closer to home—write down the reasons and put them in a place where you can find them at the time you give notice.
Then, before giving notice, find the list and review it. Do not be seduced by the emotional response you may receive. Remember, the money they offer may only be your next raise pushed up a few months. Listen carefully to the promises that are made and remember that nothing is being put into writing; it is just the desperate effort to keep someone who was taken for granted for so long who they are now forced to remember they have underpaid, treated poorly and need to accomplish their objectives.
Few counteroffers should be considered, let alone accepted. I fully expect to see the consultant’s resume online again in a few months because the core issues that caused him to look for a job were not resolved.
Jeff Altman
Concepts in Staffing
jeffaltman@cisny.com
© 2005 all rights reserved.
For other articles by Jeff Altman, go to www.newyorkmetrotechnologyjobs.com; for help with hiring staff, email Jeff and let him know how to best reach you.
If “resignation” is the word that strikes fear into all employers, then “counteroffer” is the one that strikes fear into an employee’s heart. “What should I do? They’ve matched my offer?”
It’s Friday afternoon. You walk into your boss’ office and ask the question that has sent scared many a managers —“Do you have a minute,” you ask. At that moment, he knows you’re resigning and if he/she wants you, they will have to fight to keep you.
“Why? We love you. Please stay! Don’t go! What do we have to do to keep you?”
Recently, two people who accepted an offer from a client of mine called me to tell me that they accepted a counteroffer to remain with their current firm. The one who had been with his current firm for twelve years seemed to make a decision that made sense; the other, however, had pleaded to get a fulltime job and leave consulting. His assignment was ending and he said he wanted the stability of a fulltime job. Earning $45 per hour without benefits, he accepted a small increase in his hourly rate, rather than a fulltime salary of $93000 plus bonus and great benefits from an employer that he kept begging me to get him to see for a job that he said he loved. Why? He told me, “They need me. (as though my client didn’t.; as though the loss of revenue for his consulting firm and the difficulty they would have replacing him quickly at the client didn’t bother them a wee bit). ”
Between the moment you quit and your departure date, your employer may try to persuade you to stay. Your mentor in the firm calls to talk with you. Your colleagues ask you to lunch and want to know why you’re going, where and for how much. Your boss’ boss asks to meet you. You are now the most important person at your company. You’re asked, “What will it take to keep you?” And this goes on for two weeks.
The pressure to accept a counteroffer can be enormous. The monetary offer can be tempting to stay. The promises to rectify everything that ticks you can be enormous. Yet, let’s look at what is going on from an employer’s perspective.
Your resignation is coming at an untimely moment; they are not prepared to replace you with someone who can step up and do your job. The cost of replacing you in dollars and effort (how many resumes will need to be read and people interviewed before they hire someone who they will need to train—AND they may have to pay a higher salary than what you were earning plus a fee to the search firm for a person who doesn’t know what you know. Can you see it’s not about you, personally) is large.
At the time you decide to change jobs, write down the reasons why you want to leave—I’m bored. I want to make more money. My boss is a micromanager. I want to learn something new. I want to work closer to home—write down the reasons and put them in a place where you can find them at the time you give notice.
Then, before giving notice, find the list and review it. Do not be seduced by the emotional response you may receive. Remember, the money they offer may only be your next raise pushed up a few months. Listen carefully to the promises that are made and remember that nothing is being put into writing; it is just the desperate effort to keep someone who was taken for granted for so long who they are now forced to remember they have underpaid, treated poorly and need to accomplish their objectives.
Few counteroffers should be considered, let alone accepted. I fully expect to see the consultant’s resume online again in a few months because the core issues that caused him to look for a job were not resolved.
Jeff Altman
Concepts in Staffing
jeffaltman@cisny.com
© 2005 all rights reserved.
For other articles by Jeff Altman, go to www.newyorkmetrotechnologyjobs.com; for help with hiring staff, email Jeff and let him know how to best reach you.
Monday, February 07, 2005
Job Search Lessons from The Super Bowl
The Super Bowl is a game but, like sports in general, it offers useful life lessons that we can take with us . . . if we only look below the surface. As I watched the game, I saw a number of things. How many did you see?
1. Winning is a team effort. The teams that make it to the game don’t get there by accident. There are teams of planners and leaders who are constantly evaluating player performance and performing competitive analysis of the team and its capabilities with others. Scouts are looking to improve it. A GM looks at the draft and player cost to see where he can improve. Trainers and doctors are reviewing medicals. And then the coaches start getting involved.
You need to look at your own career in the same way in advance of when you need to make a job change. What is the market like for what you do? Do you excel, are you ordinary or below average? What can I do to upgrade my skills before management starts looking for lower cost alternatives? What is my real value (and understand that is a changing figure both up AND down)?
2. It is important to network to develop close and effective relationships with other professionals in your field. When management starts looking to hire new players, they are working with player agents who they often know from other negotiations. Doesn’t that make the process smoother for everyone?
3. Attack your search like your life depends on it. Teams often come out attacking their opponent on both offense and defense. You need to attack your search with ferocity and not casually.
4. If your plan isn’t working, make adjustments. Both teams enter the locker room with concrete feedback about their plan and how it’s working or not working. If your plan isn’t working as well as you like, change it using the feedback you’re getting, just like the pros do. Analyze what is working and what isn’t and adapt.
5. Keep a level head about you. It’s one thing to play with a lot of emotion on the field, but it’s hard to sustain for 60 minutes. Both the Eagles and Patriots came out with aggressive blitzes early in the game and attacking offenses before settling into a rhythm. In job searching, you may start off the search with a lot of fervor, but you need to remember that a search can take a long while. You need to manage your emotions for a 60 minute game and not just the first quarter.
6. Try not to be predictable. A football team that runs the same plays in the same sequence or under the same circumstances becomes predictable and other teams learn what they will do and will out perform them
7. Big mistakes can be critical. It’s one thing to be defeated on a play or a series. It’s another to make a bad call and be left exposed to a big play at a critical time like the Patriots did letting the Eagles back in the game with a 30 yard touchdown late in the game. When you get to the end of the search, it is best to have an agent negotiate for you, rather than leave you exposed to your own emotional whipsawing; if you aren't being represented by one, try to get input from trusted advisors with real knowledge (not your uncle who knows nothing about your industry but has good intentions).
8. Planning starts as soon as the game is over. As soon as the teams walked off the field, I can assure you that both will be planning for change for the next season and will take steps to rectify perceived weaknesses. What that means for you is that you continue your career development, training and networking even when you’ve just started a job. After all, the time when you have the most leverage in a negotiation is when you don’t need a new job.
If you have other suggestions, email them to me at mailto:jeffaltman@cisny.com
Jeff Altman
Concepts in Staffing
jeffaltman@cisny.com
© 2005 all rights reserved.
For other articles by Jeff Altman, go to www.sayhi.to/JeffAltman; for help with hiring staff, email Jeff and let him know how to best reach you.
1. Winning is a team effort. The teams that make it to the game don’t get there by accident. There are teams of planners and leaders who are constantly evaluating player performance and performing competitive analysis of the team and its capabilities with others. Scouts are looking to improve it. A GM looks at the draft and player cost to see where he can improve. Trainers and doctors are reviewing medicals. And then the coaches start getting involved.
You need to look at your own career in the same way in advance of when you need to make a job change. What is the market like for what you do? Do you excel, are you ordinary or below average? What can I do to upgrade my skills before management starts looking for lower cost alternatives? What is my real value (and understand that is a changing figure both up AND down)?
2. It is important to network to develop close and effective relationships with other professionals in your field. When management starts looking to hire new players, they are working with player agents who they often know from other negotiations. Doesn’t that make the process smoother for everyone?
3. Attack your search like your life depends on it. Teams often come out attacking their opponent on both offense and defense. You need to attack your search with ferocity and not casually.
4. If your plan isn’t working, make adjustments. Both teams enter the locker room with concrete feedback about their plan and how it’s working or not working. If your plan isn’t working as well as you like, change it using the feedback you’re getting, just like the pros do. Analyze what is working and what isn’t and adapt.
5. Keep a level head about you. It’s one thing to play with a lot of emotion on the field, but it’s hard to sustain for 60 minutes. Both the Eagles and Patriots came out with aggressive blitzes early in the game and attacking offenses before settling into a rhythm. In job searching, you may start off the search with a lot of fervor, but you need to remember that a search can take a long while. You need to manage your emotions for a 60 minute game and not just the first quarter.
6. Try not to be predictable. A football team that runs the same plays in the same sequence or under the same circumstances becomes predictable and other teams learn what they will do and will out perform them
7. Big mistakes can be critical. It’s one thing to be defeated on a play or a series. It’s another to make a bad call and be left exposed to a big play at a critical time like the Patriots did letting the Eagles back in the game with a 30 yard touchdown late in the game. When you get to the end of the search, it is best to have an agent negotiate for you, rather than leave you exposed to your own emotional whipsawing; if you aren't being represented by one, try to get input from trusted advisors with real knowledge (not your uncle who knows nothing about your industry but has good intentions).
8. Planning starts as soon as the game is over. As soon as the teams walked off the field, I can assure you that both will be planning for change for the next season and will take steps to rectify perceived weaknesses. What that means for you is that you continue your career development, training and networking even when you’ve just started a job. After all, the time when you have the most leverage in a negotiation is when you don’t need a new job.
If you have other suggestions, email them to me at mailto:jeffaltman@cisny.com
Jeff Altman
Concepts in Staffing
jeffaltman@cisny.com
© 2005 all rights reserved.
For other articles by Jeff Altman, go to www.sayhi.to/JeffAltman; for help with hiring staff, email Jeff and let him know how to best reach you.
Tuesday, February 01, 2005
Seven Steps to Better Networking
If published statistics are accurate, employment agencies and search firms fill about 20% of all jobs in the US. Job boards fill anywhere between 2% and 8%. So how do the others get filled?
Networking consistently fills more jobs than any other method. Yet people often don’t know how to network well, only act in crisis (I need a job now!) Networking when you don’t need a job will help you cultivate relationships that will help you find work.
Here’s what to do.
Develop an elevator speech. If you’re not familiar with the term, an elevator speech is a 30 second synopsis of you experience that you want people to remember about you. It needs to be delivered with enthusiasm, as an actor or actress might. Every single time.
Cultivate your network of relationships. Tap into your existing relationships—friends, family, former colleagues, people you know. Just let them know you’re looking for work and ask them if they might know someone in your field who might be able to give you advice. Ask each person you are referred to for at least 3 referrals. Create a snowball effect.
Participate in trade groups. The “mega-functions” are harder to be successful in than smaller ones. The more targeted the group, often the better. Get involved. Join committees. Let people get to know you through your contributions. Ask for support.
Help others. I’m sure you’ve the phrase, “give more, get more.” Help others and things will come back to you. Contribute to others and their successful search. This can also occur when you genuinely listen to others and their professional needs and offer assistance. There is advice that you will receive by supporting others, ideas that will emerge from helping others work through their problems and opportunities that will be afforded to you through listening.
Focus on creating a great impression and asking for support. If all you do is ask for a job, a lot of doors will be slammed in your face. If you focus on creating a great impression, rest assured that when you are in front of someone who needs you, they will be smart enough to see the fit.
Cultivate your relationships. Like dating and good marriages, relationships take time to develop and blossom. Don’t expect instant results. Send thank you notes (www.hallmark.com and other online greeting card sites will help you keep the cost low or free), a quick email or a periodic phone call to stay in contact.
Follow through. Act on all the leads you receive. If you promise to do something, do it when you say you will do it. Imagine what it is like for the other person who is trying to help you, who may have even alerted the other person to a phone call and then not have it acted upon.
Take the time to network, ideally when you are working and don’t necessarily need a job. The investment will be worth your time.
Jeff Altman
Concepts in Staffing
jeffaltman@cisny.com
© 2005 all rights reserved.
For more articles by Jeff Altman, go to www.newyorkmetrotechnologyjobs.com
Networking consistently fills more jobs than any other method. Yet people often don’t know how to network well, only act in crisis (I need a job now!) Networking when you don’t need a job will help you cultivate relationships that will help you find work.
Here’s what to do.
Develop an elevator speech. If you’re not familiar with the term, an elevator speech is a 30 second synopsis of you experience that you want people to remember about you. It needs to be delivered with enthusiasm, as an actor or actress might. Every single time.
Cultivate your network of relationships. Tap into your existing relationships—friends, family, former colleagues, people you know. Just let them know you’re looking for work and ask them if they might know someone in your field who might be able to give you advice. Ask each person you are referred to for at least 3 referrals. Create a snowball effect.
Participate in trade groups. The “mega-functions” are harder to be successful in than smaller ones. The more targeted the group, often the better. Get involved. Join committees. Let people get to know you through your contributions. Ask for support.
Help others. I’m sure you’ve the phrase, “give more, get more.” Help others and things will come back to you. Contribute to others and their successful search. This can also occur when you genuinely listen to others and their professional needs and offer assistance. There is advice that you will receive by supporting others, ideas that will emerge from helping others work through their problems and opportunities that will be afforded to you through listening.
Focus on creating a great impression and asking for support. If all you do is ask for a job, a lot of doors will be slammed in your face. If you focus on creating a great impression, rest assured that when you are in front of someone who needs you, they will be smart enough to see the fit.
Cultivate your relationships. Like dating and good marriages, relationships take time to develop and blossom. Don’t expect instant results. Send thank you notes (www.hallmark.com and other online greeting card sites will help you keep the cost low or free), a quick email or a periodic phone call to stay in contact.
Follow through. Act on all the leads you receive. If you promise to do something, do it when you say you will do it. Imagine what it is like for the other person who is trying to help you, who may have even alerted the other person to a phone call and then not have it acted upon.
Take the time to network, ideally when you are working and don’t necessarily need a job. The investment will be worth your time.
Jeff Altman
Concepts in Staffing
jeffaltman@cisny.com
© 2005 all rights reserved.
For more articles by Jeff Altman, go to www.newyorkmetrotechnologyjobs.com
Wednesday, January 26, 2005
Giving Notice
After days, weeks, months or longer of interviewing, you have received a job offer that meets your needs and have decided to give notice to your employer and resign your current job.
1. Get your job offer in writing. Having the offer in writing is both your legal protection against an employer should they make an attempt to deceive you with the terms of the offer AND your protection against you having made a mistake in hearing the offer. The letter should include both your new salary and position title within it. Some will provide a benefits summary; most large firms will not provide that until employee orientation during your initial phase of employment with their firm.
2. Meet with your boss for a few minutes and tell them personally and provide a written letter of resignation. “May I get a minute with you uttered on a Friday,” has started more discussions about resignation and sent many employers into unhappy weekends and managers into anxiety attacks about how to replace someone than almost any other question.
3. Give two weeks notice. Sometimes three weeks is the right thing to do, but remember, your new job is waiting for you and if you’ve told them you’ll be there in two weeks, do not adjust your start date to accommodate the job you’re leaving. After all, if you died tomorrow, they would still survive without you.
4. Your letter of resignation should be simple.
Dear ____________,
I have decided to resign my position with Mega Company effective today. My last day of employment will be _____________.
Thank you for the opportunity to have worked with you and to have learned from you. (OPTIONAL SENTENCE TO FOLLOW). Pleas respect me and my decision by not attempting to make a counter offer.
Sincerely,
Your name
5. If you are asked for reason you are leaving, do not be hypercritical and answer simply. “I believe that this opportunity will further my career goals,” is acceptable. If you want to go into details, do not discuss any slights that you received. Focus on objective things, rather than on your (emotional) reactions to decisions. You do not need to disclose the name of the firm you are going to work for although there is nothing wrong about doing so.
6 For most people, do not consider accepting a counteroffer. How did you “suddenly” become worth more money? Because your departure inconveniences your employer. As a result, they will have to delay plans or have work assigned to others less capable and will be adversely impacted. For most people, a counteroffer only addresses and corrects the financial failings of their job and does nothing to improve their job.
Resigning well will allow you to complete your final week(s) of employment well and head to your new job with confidence and certainty.
Jeff Altman
Concepts in Staffing
jeffaltman@cisny.com
© 2005 all rights reserved.
1. Get your job offer in writing. Having the offer in writing is both your legal protection against an employer should they make an attempt to deceive you with the terms of the offer AND your protection against you having made a mistake in hearing the offer. The letter should include both your new salary and position title within it. Some will provide a benefits summary; most large firms will not provide that until employee orientation during your initial phase of employment with their firm.
2. Meet with your boss for a few minutes and tell them personally and provide a written letter of resignation. “May I get a minute with you uttered on a Friday,” has started more discussions about resignation and sent many employers into unhappy weekends and managers into anxiety attacks about how to replace someone than almost any other question.
3. Give two weeks notice. Sometimes three weeks is the right thing to do, but remember, your new job is waiting for you and if you’ve told them you’ll be there in two weeks, do not adjust your start date to accommodate the job you’re leaving. After all, if you died tomorrow, they would still survive without you.
4. Your letter of resignation should be simple.
Dear ____________,
I have decided to resign my position with Mega Company effective today. My last day of employment will be _____________.
Thank you for the opportunity to have worked with you and to have learned from you. (OPTIONAL SENTENCE TO FOLLOW). Pleas respect me and my decision by not attempting to make a counter offer.
Sincerely,
Your name
5. If you are asked for reason you are leaving, do not be hypercritical and answer simply. “I believe that this opportunity will further my career goals,” is acceptable. If you want to go into details, do not discuss any slights that you received. Focus on objective things, rather than on your (emotional) reactions to decisions. You do not need to disclose the name of the firm you are going to work for although there is nothing wrong about doing so.
6 For most people, do not consider accepting a counteroffer. How did you “suddenly” become worth more money? Because your departure inconveniences your employer. As a result, they will have to delay plans or have work assigned to others less capable and will be adversely impacted. For most people, a counteroffer only addresses and corrects the financial failings of their job and does nothing to improve their job.
Resigning well will allow you to complete your final week(s) of employment well and head to your new job with confidence and certainty.
Jeff Altman
Concepts in Staffing
jeffaltman@cisny.com
© 2005 all rights reserved.
Sunday, January 02, 2005
Gray Hair, Black Prospects
If you’re reading this article, I’m sure I don’t have to tell you that discrimination has become much more sneaky than in the past. No one comes out and say, “We’re not hiring you because you’re too old.” Instead, discrimination is subtle and equally damaging.
“She seems set in her ways.”
“I’m not sure he can work for a 37 year old.”
“What would she have in common with a group of 20 somethings.”
“Why would we want someone who would be taking a step backward in their career? When the market picks up won’t they be looking for greener pastures?”
And, I know the speech about how federal law requires that firm’s use bona fide occupational qualifications (BFOQ) as their criteria for evaluating people, yet, in the trenches of the interview, how can you actually ever prove that you were discriminated against? After all, who is your competition and who’s to say that their skills and experience don’t better fit an employer’s needs?
The four examples I’ve offered are actually pretty easy to defuse if you remember that no one is ever going to ask you, “So I’m 37 and you’re 58 is it? How do you feel about working for a younger manager?” You just have to pace yourself in their seat for a moment and think like they do.
Did you submit a resume that shows you as a Director or manager of a function when they were looking for a staff person? Why would you accept a lesser job is left unanswered unless you do so in the email you send with the resume (or cover letter if you use another submittal medium)? For example, a director has not been asked to execute the functionality of one of his managers for many years. How do you actually meet the needs of the employer? Why are you qualified? Answer that with the resume; don’t expect to get that opportunity at the interview—you may not get that far.
Can you work for someone (much) younger than you? The question implied in the question is whether you would have authority issues with a younger manager. Answer: After you’ve had an opportunity to demonstrate mastery of the role being interviewed for, proactively, comment something along the lines of, “This may not be a question in your mind, but I would like to dispel it if it is. You may look at me and wonder whether I can take direction from someone who is younger than me. Let me say that I’ve worked in organizations where younger workers had trouble taking direction from their manager who was older so I understand how destructive a bad attitude can be. I want to assure you that if I ever have a question about a decision you make that I’ll ask you about it personally.
Are you flexible or rigid in your thinking? Some workers, young or old, are inflexible. Yet older workers carry that label because we associate older people with inflexibility in the culture at large. Again, being proactive is the key to diffusing the bias. “Joining a new company is like moving to a new country. Everyone is different; the ways things are done or responded to are often different. There’s a new language to learn. I’ve stepped into new jobs and new roles on several previous occasions and been able to learn the lay of the land and meet or surpass objectives.”
What would you have in common with a bunch of 20-somethings? They are suggesting to you that they are afraid that there might be a cultural mismatch between you, the mother or father figure and the rebellious children. “What is the group like? (your eyes light up as they tell you about the team). “Wow, sounds terrific! Who are the natural leaders of the group? Are you concerned that I’m going to act like a no-it-all, act like they’re father (or mother) and try to put out their creativity or just not be willing to go for drinks with them?” By putting everything on the table for discussion in a non-confrontational way you have an opportunity to get the interviewer to share concerns and respond to them with a smile and an answer.
Success on any interview involves placing yourself in the employer’s chair and addressing the tangible and intangible concerns they might have about you and your experience better than anyone else. If you take the time to prepare for questions related to your age and your ability to fit as well as you do questions about your experience I am confident that you will get better results on your interviews.
Jeff Altman
Concepts in Staffing
jeffaltman@cisny.com
© 2005 all rights reserved.
“She seems set in her ways.”
“I’m not sure he can work for a 37 year old.”
“What would she have in common with a group of 20 somethings.”
“Why would we want someone who would be taking a step backward in their career? When the market picks up won’t they be looking for greener pastures?”
And, I know the speech about how federal law requires that firm’s use bona fide occupational qualifications (BFOQ) as their criteria for evaluating people, yet, in the trenches of the interview, how can you actually ever prove that you were discriminated against? After all, who is your competition and who’s to say that their skills and experience don’t better fit an employer’s needs?
The four examples I’ve offered are actually pretty easy to defuse if you remember that no one is ever going to ask you, “So I’m 37 and you’re 58 is it? How do you feel about working for a younger manager?” You just have to pace yourself in their seat for a moment and think like they do.
Did you submit a resume that shows you as a Director or manager of a function when they were looking for a staff person? Why would you accept a lesser job is left unanswered unless you do so in the email you send with the resume (or cover letter if you use another submittal medium)? For example, a director has not been asked to execute the functionality of one of his managers for many years. How do you actually meet the needs of the employer? Why are you qualified? Answer that with the resume; don’t expect to get that opportunity at the interview—you may not get that far.
Can you work for someone (much) younger than you? The question implied in the question is whether you would have authority issues with a younger manager. Answer: After you’ve had an opportunity to demonstrate mastery of the role being interviewed for, proactively, comment something along the lines of, “This may not be a question in your mind, but I would like to dispel it if it is. You may look at me and wonder whether I can take direction from someone who is younger than me. Let me say that I’ve worked in organizations where younger workers had trouble taking direction from their manager who was older so I understand how destructive a bad attitude can be. I want to assure you that if I ever have a question about a decision you make that I’ll ask you about it personally.
Are you flexible or rigid in your thinking? Some workers, young or old, are inflexible. Yet older workers carry that label because we associate older people with inflexibility in the culture at large. Again, being proactive is the key to diffusing the bias. “Joining a new company is like moving to a new country. Everyone is different; the ways things are done or responded to are often different. There’s a new language to learn. I’ve stepped into new jobs and new roles on several previous occasions and been able to learn the lay of the land and meet or surpass objectives.”
What would you have in common with a bunch of 20-somethings? They are suggesting to you that they are afraid that there might be a cultural mismatch between you, the mother or father figure and the rebellious children. “What is the group like? (your eyes light up as they tell you about the team). “Wow, sounds terrific! Who are the natural leaders of the group? Are you concerned that I’m going to act like a no-it-all, act like they’re father (or mother) and try to put out their creativity or just not be willing to go for drinks with them?” By putting everything on the table for discussion in a non-confrontational way you have an opportunity to get the interviewer to share concerns and respond to them with a smile and an answer.
Success on any interview involves placing yourself in the employer’s chair and addressing the tangible and intangible concerns they might have about you and your experience better than anyone else. If you take the time to prepare for questions related to your age and your ability to fit as well as you do questions about your experience I am confident that you will get better results on your interviews.
Jeff Altman
Concepts in Staffing
jeffaltman@cisny.com
© 2005 all rights reserved.
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