Archive for the ‘Employment’ Category

Posts on getting a job.

22
Jul

Guys, I’m giving 1/3 of my weekly posting real estate to tell you about this, because it’s pretty cool, plus it’s free.  And maybe they asked me to.  But it’s free, so it’s not like I’m saying “BUY MOAR OF THESE AND I GET MONIES AND WE ALL GET MAX WIN LOLZ” or something like that.

Of course, if I just brought back Sunday Links, this whole kerfuffle could be avoided in the first place.  But I digress.

One of the NMH Top 10 bloggers from last year, Rich DeMatteo, has teamed up with one of my favorite sites, Brazen Careerist, to release an eBook full of advice for job seekers that is TOTALLY FREE.

All you need to do is sign up for the site, which you’ve probably already done; click here to get it.

Here’s 10 things I like about it:

  1. It’s free.
  2. Nice formatting.
  3. Short sections, so you can read it in about 15 minutes.
  4. Did I mention it’s free?
  5. Great advice from a bunch of HR and recruiting pros.
  6. Highly rereadable.
  7. It costs zero dollars and no cents (across all currencies).
  8. Digestible in bite-sized snippets or one big ol’ reading gulp.
  9. Easy to get, takes no time to download.
  10. IT’S FLARKING FREE, DANGIT!

However, there’s one problem that you might have with it:

  1. I in no way contributed to any of the contents in this eBook.

So while my ego isn’t big enough to think that any of you would be dissuaded from reading this thing because I had no part in it (I am endorsing it after all), please keep in mind that Penelope Trunk did have a big hand in it.  So that should more than make up for a lack of my own unique brand of “advice.”

So what are you still reading this for?!  Don’t you want some free ebook goodness? DOWNLOAD IT AND WE ALL GET MAX WIN LOLZ

Sorry, that kinda slipped out there.  But seriously, people, download it.

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13
Jul

Any high school guidance counselor worth their salt will tell you that you should send out to at least six universities that are evenly distributed among three groups: schools you want to get into (dream schools), schools you can probably get into (realistic schools), and schools you know you can get into (“Well crap, looks like I’m going here” schools).  In fact, if you think back to sessions with your high school guidance counselor, you’re probably going to find tons of nuggets of info about applying to colleges that could work for job apps, too.  But the three tiers are the key, and one of the reasons that most people are having trouble finding work.

In marketing, one of the ways that customers are segmented is into three groups: A, B and C groups.  The A group is people who do not buy your product, have never bought your product, and may never buy your product.  The B group is people who have bought your product once or twice or three times; B group members are light users.  If someone’s in the C group, they use the product frequently and are big fans of the brand; C group contains anyone from frequent users to fanatics.

Unsurprisingly, most companies try to cater their marketing to the A group to increase market share, even if catering to the B group might get them more profits, and catering to the C group could lead to more word-of-mouth and positive reviews from their already devoted consumers.

When people apply for jobs, they tend to stick with businesses that are in the B group (aka the realistic schools), rather than branching out.  And this is stupid.

By limiting yourself to a certain type of employer along a single spectrum, they’re helping to create a sort of job seeker-bottleneck where certain positions receive a heavy influx of applicants, while others receive next to none.  As a result, fewer people get jobs, and more positions remain unfilled for longer.

You might be wondering how this bottleneck is created, if people are on different levels of experience and education.  The answer to that is locked up in some government/independent study that I’m too lazy to look up.  But the short answer is that too many people read into job descriptions too much, counting themselves out from work that they are qualified for, perceiving themselves as on a level similar to their peers.  This is why there’s a big problem with finding employment for workers who once held entry-level and mid-upper level positions.

The bottleneck does serve the purpose of bringing in better candidates, but that helps the companies, not the unemployed.

When someone applies for a job that they think is beneath them, there’s only two things that really need to be dealt with: the overqualification hurdle and personal justification for job whoring.  Other than that, there’s no reason why you can’t sell out.  It’s much better to be able to pay for rent and food and utilities than becoming a hobo.  And if worst comes to worst, those applying for a backup (aka “C” group) job can always come up with an exit strategy.

As for the “A” group applications, all I can say is that a lot of people are more qualified than they might think.  It might behoove some applicants to apply for the position anyway – some seemingly inconsequential experience can end up netting a ridiculously good job.  And there are some occasions where a hiring manager will promote from within to give the applicant work one or two rungs down on the corporate ladder anyway.

So when it comes to sending out resumes, don’t be limited by what you think you can get.  Explore the other two ends of the spectrum to create a three-tiered approach.  You might be surprised at the results!

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08
Jun

What’s your dream job?  Do you wish you were an astronaut?  Or a pirate?  Maybe you have a secret desire to be a chef, or to try your hand at politics.  Are your dreams a bit more altruistic, like speaking to thousands as a motivational speaker?  Hell, maybe your dream job is winning the lottery and having no job at all.

My ideal employment situation is a bit different.

I want people to buy shares of me.  Like with a corporation, you purchase stock in Andrew.  You hedge your bets on my future success, and your investments go towards an ROI based on my career, education and life paths.  Maybe I’ll turn out to be some super-genius inventor, or a keen analytical mind.  Maybe I’ll sit on the couch and eat cheez doodles all day.  Basically, I want people to pay me to be myself and do what I want to do.

Like, let’s say I want to take piano lessons so I can work on music production.  Stock in Andrew will appropriately rise or fall depending on how smart or stupid they feel that this goal is.  Market forces may drive some of my decisions, leading to a more positive outcome overall.  I’ll be crowd-sourcing my future.  Financially.

If this seems far-fetched, consider how scholarships and employment are given out.  A prospective student will receive financial aid based on their previous performance in hopes that they will (at least) replicate that success on campus.  Universities bank on these students bringing the school more rave reviews, boosting some of its student population stats, and maybe even getting them some news coverage, all of which serves to bring in more students.  An office will hire someone and pay for them to work on the hope that they will increase office productivity, deliver more results, and contribute to the corporate culture in a positive way.

So this is really just an extension of that – investing directly in a person, with payouts given based on their success.  Or, to look at it another way, it’s a non-artistic, non-political patronage.  Heck, I could even get the government in on the action and apply for a grant.

Maybe your dream is like mine, to have a whole mess of people paying you boatloads of money to look at stupid stuff on the Internet all day.  But maybe there’s already some people paying you to do your own thing, having invested in you because they believe that you’re capable of great things.

Or maybe they just want to watch you sit on your couch eat cheez doodles all day.

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03
Jun

The other day, I was rummaging through my DVD collection and came across a few of my James Bond box sets.  Having nothing else to really do at the time, I proceeded to have a mini-marathon of Cold War-era spy goodness.  And during this time, I noticed a trend with the Bond villains: they were one of two types when it came to their plots, schemes, and attempts to kill Agent 007.

Some of the villains would leave too early; they would assume that things went to plan, and would go about their nefarious schemes, leaving Bond time to escape and defeat them (best summarized by Dr. Evil in the first Austin Powers), while others would hang around for too long, becoming distracted and embroiled in torturing Bond enough so that they would slip up and lose to the titular hero.  In both cases, the villains were missing one vital ingredient in their plans: having a solid exit strategy.

In super-villainy, as in life, one must know when it’s time to leave.

Much has been said about how loyalty isn’t what it used to be.  Gone are the days of the gold watch and the plaque commemorating 50 years of service to a company.  Employee retention rates are low, with turnover rates that might have seemed unfathomable to our grandparents, or even our parents.  But with the evolving structure of the workplace and the capricious economy, one must be prepared to move on as necessary.

The reasons for leaving a company are the same reasons that would attract someone to work there in the first place: professional growth, gaining experience and skills, increased pay, good location, preferable hours, a solid benefits package and nice co-workers are all factors in the decision.  But regardless of whether you are complacent or restless with your current employer, you must have an exit strategy prepared.

Maybe you want to start a company, turn a hobby into a career, or want to set out on an adventure.  Whatever it is that you want to do with your life, plan it out!  Find a way to achieve those goals before you’ve compromised your motivations and driving principles to become a soulless automaton who works a 9-5 with no life or hopes or dreams beyond the office.  A good way to get on the right path is to see what other professional options you have.

It helps to gauge your preparedness for anything from sudden unemployment to unforeseen circumstances to wanderlust or any other cause that might leave you jobless by sending out a few job applications every once in a while, even if you have a job.  In this way, you can gauge the “buying temperature” for you and your skills with other companies, and can find out what you need to do to keep yourself competitive and at the top of your game around your own office.  You don’t need to always be looking for a new job, but it’s a good idea to see how you’d fare as a job-seeker.  Plus, this helps to keep your resumé up to date.*

If a company or recruiter approaches you, however, it may be worth your time to weigh the pros and cons of the decision.  Does it benefit you more to take the new offer or stay where you are?  If the decision isn’t an easy one to make, talk to your manager or HR rep about what you’ve been offered – sometimes, this can work as leverage for a raise or promotion that you didn’t know you could get.

But if you hate going to work every day, dread your life, and find yourself depressed and miserable, don’t hesitate to try something new.  The grass might not be greener, but isn’t it worth your well-being and sanity to give it a shot?  If you think you should go, go!

Some people have an open-ended exit plan: when they feel like it’s time to leave, they just go for it, without preparing or testing the waters for another career possibility.  Sometimes, this risk can pay off.  But if you’re thinking about jumping without a net, make sure you’ve got enough money saved up (a financial parachute, if you will) to float you for a few months while you fly by the seat of your pants.  A couple extra months of humdrum work for a solid paycheck could save you years of bills and loan payments.

Any business plan worth its salt will have an exit plan, too.  The entrepreneurs behind it know that the market is a fickle place, and being prepared to get while the getting’s good is the key to real success.  No one is guaranteed to stay anywhere forever; even if you only consider what you might do in the case of an exit, it’s worth your time.

When it comes to making the exit itself, it’s best to leave on a high and positive note; you never know when or how your experiences might come back to help or hurt you.  But if you must go the dramatic route, make sure that you have your work done.  No one likes the douchey jackass who leaves a mess for the next guy to clean up, or the idiot who wears out their welcome.  Say your piece and move on; you have another step to take, and there’s no sense in prolonging it.

Whether you’re looking to move up the corporate ladder, fulfill a lifelong dream, or eliminate a British super-spy who’s trying to stop your moon laser from firing, it’s always a good idea to have a backup plan and an exit strategy.  All it takes is a decent sense of timing to save a world-conquering genius from becoming a failed megalomaniac hoisted by their own petard (or exploding island), and that’s all it takes to make an unhappy employee into a professional success.

*I hope this goes without saying, but don’t put your boss or co-workers as references. The only thing that will do is speed up the necessity for finding a new job.

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22
Apr

NOTE: All numbers here are for approximations and assumptions to the cost of an internship program for a mid-level company that is somewhat successful in its field.  Salary and other numbers are based on rough averages, as illustrated below.  Internship program costs are based on an informal survey of several former interns at various companies.

Are unpaid internships fair to the interns and their employers, or is it a one-way street?  Dust off those TI-83+’s, kids, because it’s time for some math!

Let’s say that your company pays its base-level employees a salary of around $37,000 per year, low-level management gets $43,500, and mid-level managers get $50,000.  These numbers apply to all departments.

Your company has 200 applicants for 5 internship positions, meaning that there is one eventual intern out of 40 applications.  You have two base-level employees spend a week sorting through resumes.  The cost of this activity is $1423.08 ((37000/52)x2).

Of the list of 200 applicants, they cull the number down to 20.  There is one prospective intern out of every four applicants now.  Low-level managers take over, and two of them call each of the prospective interns and conduct a one-on-one phone interview with each of them that takes around 10-15 minutes each, with an additional 7 minutes of annotations and data entry regarding the calls (we’ll average time per call to 12.5 minutes, plus 7 minutes for 19.5 minutes per applicant).  The cost of this activity is $135.94 ((19.5×20)x(43500/124800*)).

Mid-level managers are called in to give the final assessment.  Three of them spend a meeting (let’s call it 2 hours) going over the applicants and the notes made during the interviews to come up with the list of the final 5 interns.  The cost of this activity is $144.2 ((50000/124800)x120 minutes x3 people).

Now, let’s introduce the interns to the company.

The cost of printing orientation materials is about $125 (about $25 for each packet).

Time spent training interns is one week of the time of 5 base-level employees for one-on-one shadowing, or $3605.77  ((37000/52)x5), two lower-level managers for team-building, or $1673.08 ((43500/52)x2), and one mid-level manager for oversight, or $961.54 (50000/52).  This brings our training total to $6,240.39 for that first week.

Throw in the extra money for utilities (water, electric, etc.) and amenities (coffee, occasional lunches, etc.) that the five interns are now consuming, which is $375 (let’s bring that to a total of about $75 per intern for the program’s duration).  Assuming that there are no other costs involved, how much do five unpaid interns end up costing the company?

$8,443.64**, or $1,688.73 per intern.  If this is a summer internship that goes on for 3 months (90 days), that’s $18.76 per day (8 hours), or $2.35 per hour.

Experience is worth quite a lot, especially to students and recent graduates.  But with the federal minimum wage at $7.25, is it really worth losing 2/3 of that money each hour just for experience?

So if this company paid its interns each $1,000 per month, they would still be saving $528 per intern versus the national minimum wage, and that’s including all of the costs listed above.***  And their total costs for paying the interns would be $15,000 for a rough equivalent of 15 months’ work (3 months x 5 interns), well below the yearly cost for a base-level employee.

When you get right down to it, interns are a cheap source of labor, and can reap huge rewards for the company.  So why don’t those companies give a little back?  It costs a lot less than they might think.

* This is the cost per low-level manager per minute – 260 days of work (365 – 104 for weekends; salaried pay makes holidays paid time off in this example), working 8 hours per day, or 480 minutes (ignore vacation, early days, late days, etc.) and no weekends is (260×480) 124,800 minutes

** 6240.39+375+125+144.23+135.94+1423.08

*** (7.25-2.35)x8 hours x90 days = $3,528

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15
Apr

As I mentioned the other day, I recently acquired a second job.  And although this keeps me busier, it also allows me to devote more time to building my professional brand, not to mention that it increases my income significantly.  There are many advantages to spending more time working, but you must be careful that you don’t overstep your bounds.  Here are a few things to keep in mind:

  • Check with your boss first. Depending on your current employer, you may have some restrictions on where/how you can acquire a second job.  Also, you will have to negotiate a way to schedule your time at both jobs.  Explaining the situation to your boss early can help the process go more smoothly and can save a lot of headaches and trouble in the long run.
  • Tell your interviewer. Similarly, your new employer must also be informed of your other job.  While this may work against you in the interview process, withholding this information can lead to a waste of everyone’s time and energy.
  • Check with your accountant. Or, look into tax laws and regulations for filing – some things may change for you when you get a new job, money-wise.  Make sure you know what you’re in for when April 15 rolls around.
  • Make sure you can handle it. Don’t take a second job just because you need the money.  If you are physically, mentally or emotionally unable to deal with a heavier workload, don’t do it – you’ll crash and burn early.
  • Plan things out ahead of time. It might be to your benefit to set a schedule for your first month, so you can settle into a better routine or groove as you find the balance between your jobs.
  • Be aware of the hours. A lot of people forget how time-intensive a new job can be; learning procedures, methods, rules, regulations, practices and so on takes a lot of time, so you may not have as much room for relaxation as you think.
  • Make time for yourself. Don’t take on so much work that it consumes your life.  If there’s no time for family, friends, hobbies or sleep, you need to find a way to cut back.

It makes a lot of sense to get a second job if you can afford the time and need the money or experience.  But make sure that if you pursue this path, you’re aware of the risks, not just the rewards.

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16
Mar

During the summer between my Junior and Senior years of high school, I decided to apply for a job at a local mega-store.  Up until that point, my only work experience had been working for my dad.  Somehow, this negated my potential candidacy for restocking shelves of blenders and toaster ovens, folding shirts, or ringing up DVD and CD purchases.  Why?  The manager himself told me: I was overqualified.

Now that companies have more options when it comes to hiring better employees and jobs are growing more scarce, highly qualified individuals find themselves scraping the bottom of the barrel just to get by.  They might take whatever they can get as they try to wait out the employment drought.  And they may find themselves blocked by the worst backhanded compliment of them all: overqualification.

It makes sense that a company would be concerned with hiring someone who is several rungs higher on the corporate ladder for a low-level job.  The most pervasive fear is that these employees will show little loyalty to the company, and will leave as soon as they find a better option.  Another fear is that these overqualified employees may not be so willing to adapt to a new way of doing things, preferring the methods they’ve used for years.  And then, there’s always the threat of the overqualified employee demanding more money and faster promotions than the company can handle.

In some cases, this may be true.  A person who knows that they’re overqualified may be more apt to use it to their advantage in the workplace.  But if the candidate wants the job for financial stability, professional growth, and all those other reasons that most people want jobs, they’re faced with the difficult task of convincing the employer to hire them.

Much in the same way that a new graduate can find the advantage in being hired over a more seasoned employee, an overqualified candidate can show the benefit of their employment over that of a regularly-qualified individual.

An overqualified employee has a wealth of experience and knowledge to draw from, which makes for less time spent training and micromanaging the employee in the early stages of their employment.  Additionally, they may have built up a large stable of industry contacts who can help the company grow and develop.  Not to mention that their advanced skill set means that they can be given more responsibilities and advanced projects to work on more quickly than a greener employee, increasing office productivity and output.

Still, the business may remain wary of hiring an overqualified employee.  The best that the candidate can do is push the advantages of their being hired over a “normally qualified” individual, and reassure the company that they will not jump ship at the first sign of a better offer.

And if someone does throw the term at you, take it as a compliment.  It means that you are more qualified than most to be doing the job – and isn’t that a good thing?

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10
Mar

If you really want to get your foot in the door with a particular company, and have tried everything in the book, the shelf the book is on, the section the shelf is organized by, and the entire library that contains the section with the shelf with the book, you have one option left.  Instead of trying to squeeze your foot in between the door and the frame, this is the way to hurl yourself through the window.

WARNING: This method does not always work.

So what is this mystery method that can get you farther than any other method?

Calling the CEO or President of the company.  But preferably the CEO.

Really.

Although important people have important things to do, they also don’t receive as many calls and emails as one might think.  After all, there are division Presidents and VPs, layers of managers and employees, and gatekeepers at every step.  In fact, a truly effective CEO can have most of their business automated (as in, they don’t need to contribute much, especially for the day-to-day).  This means that it could be easier to get in touch with the CEO than with a random person in the human resources department.

The best time to call is when you won’t have to deal with any gatekeepers – around 8:00 AM (most employees will arrive at 9:00 AM) or after 5:00 PM.  However, this is risky, as your target may be out of the office.  So what can you do?

Call for them and act like you should be talking to them.  Don’t use any “Mr.” or “Ms.” [Name] requests – say you’re calling for the person by their full name (ie: “This is Joe Stevens calling for Mary Jones”) – a title implies a lack of familiarity, and using a first name can be risky and get you found out.

When you talk to the CEO, don’t ask for a job right out.  Instead, it can work to your advantage to ask them a few questions and establish a dialog – try to obtain this person as a mentor before you try to obtain them as a boss.  The reason for this is twofold: a personal relationship (however limited) is a better foundation for having an “in” at a company, and the CEO can provide you with valuable networking opportunities within their industry (and sometimes outside of it).

Having an experienced mentor in a position of power can help you get the job you want with less hassle, but it is incredibly risky – you can only try to do it once, and you will not always be successful in building this relationship, or even establishing contact.  But the rewards are huge.  So if you’ve exhausted your play book and still want to try for a touchdown, throw a hail Mary and call up the CEO.

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01
Mar

I was talking with a friend of mine from college over the weekend, and he was telling me about his struggles with finding a job.  ”Man, everyone wants someone with experience,” he said.  ”Nobody want’s to hire the FNG.”

“FNG?”  I asked.  ”What’s that?”

“F***ing New Guy.”  he replied.  And I realized he was right.

While it may be a good thing overall for companies to be hiring less during a recession, it’s not a good thing for job seekers, or even the gainfully employed.  And for recent (and upcoming) graduates, the job market is especially vicious.

Many friends have lamented to me the current catch-22 situation: businesses are looking for employees with experience, but the recent grads can’t get the experience without a job.  With unemployment rates being what they are, employers can be choosier: a position that was formerly an entry-level job now attracts individuals with several years of experience – something that the company can see as a boon, since it reduces time and costs associated with training.

So if no one wants to hire the FNG, what can you do?

There are at least 11 different options that any unemployed person has, but when it becomes more difficult to find a job that one is qualified for, those choices seem even more limited.  But recent graduates have a few advantages: they have plenty of time to gain experience, less to worry about, and they’re blank slates.  Here’s what I mean:

  • Recent grads are typically in their early 20s.  As employers will factor in age (consciously or subconsciously) when considering who they will employ, someone who has just graduated is not expected to have as much experience.  This in turn means that the company may be sympathetic to young professionals and will want to nurture their nascent talents.  So if a recent grad applies for an internship, the company may be more apt to hire them on for that position (they can work for longer than interns who are in college and therefore have seasonal or academic obligations), which may then turn into an offer for full-time work.
  • Someone who just graduated also doesn’t have as much to worry about.  While student loans might loom overhead like a building storm cloud, most people who graduate college don’t have to worry about their spouse, children, mortgage, standard of living, or other expenses.  If they acquiesce to becoming Boomerangs, they can focus on the job hunt to less financial detriment.  This also means that a recent grad can take a low-paying job or start a company to less ill gains than if they had a family or more personal assets to support.
  • Since there’s a lack of experience, that also means that post-grads are essentially professional blank slates.  When hiring an experienced employee, a company may take weeks or even months to indoctrinate them into their practices.  After all, no two businesses operate in the same way, and an experienced candidate may not want to use the methods of their new employer.  As such, a blank slate employee can adapt more quickly to a new environment, producing results that the business wants in the way that they want the results delivered.

So even if you’re stuck being the FNG, remember that it offers you a few advantages over an “experienced” candidate.  And unlike them, you can afford to be a job whore.  Or an entrepreneur.

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22
Jan

FOR THOSE JUST TUNING IN: I’m spending the next few days discussing my successes and failures and stereotypical misadventures as a member of Generation Y.  Catch up by reading part one, part two and part three first.  And make sure to catch tomorrow’s post for some exciting news!

As I boarded the plane, I kept thinking of that phrase, “If you can make it in New York City, you can make it anywhere.”  So now it was time to face facts: I couldn’t make it anywhere.

Things hadn’t exactly panned out for me in New York.  After sending out applications to 150 different advertising, public relations and marketing agencies, I found that I couldn’t get even one interview.  Sure, it was nice to walk around Manhattan sometimes and desperately cling to the hope that work would turn up, but nothing materialized.  So after the self-imposed deadline of two months had passed, I packed up again and flew off to Phoenix.

“We’re happy to see you,” my dad said in the car ride home from the airport.  ”Well, we’re not happy that you’re here.  But we’re happy to see you.  You understand what I mean.”

My mom echoed his statements.  ”I’m sorry that you couldn’t get work over there, but it’ll be nice to have you home for longer than a couple of weeks to visit.”

So I set up in my old bedroom and began the process of rebuilding my professional life.  But I didn’t have to look far.

About a week in to my newfound “Boomerang” status, I met up with an old friend from high school.  It turned out that he had started an internet marketing company, but needed help expanding it.  Specifically, he needed someone to write emails, develop site content and take care of customer issues.  And with that, I was once again employed.

Which leads us to now.  Unlike the last time I worked on a business with a friend, this time, I knew what I was getting myself into.  We had discussed (and corrected) many of the problems that had plagued our business lives in the past, and have been able to move forward much more successfully.

This might not have been the life I planned on, but it’s taught me a lot more about myself and my professional abilities than I could have imagined.

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