Networking is one of the demons job seekers dread, avoid, and start too late. But if you keep these five networking tips in mind, you’ll find there are opportunities to network, the right way, everywhere. The truth is when you network you aren’t asking for a job. You’re seeking information. And let’s agree to stop calling […]
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Landing your first job right out of school can be tricky. What if you can’t find something that you think you would enjoy and is in alignment with your degree? What if time starts to run out and you need a job, like right now?
Often, new graduates will settle for something that is outside of their field of study or something that doesn’t even require their level of education because they are just looking for a jobâ¦and at some point in the search, any job starts to look pretty good.
My caution, however, is to stay true to what it is you truly want to do instead of defaulting too quickly to whatever is available. Life has a funny way of leading you in a certain direction based on the seemingly innocuous decisions you make on any given day or at any point in time.
The decisions you make right after graduating college, however, can set you on a course that will either serve you in unexpectedly delightful ways or will set you on a course that will not serve you in the long run at all.
Recently, I spoke with a young woman who is 25 years old. She has a degree in communications and PR, but she said that while she was still in school, she had decided that she hated everything about PR.
It was “too late to change [her] major,” she said, so she stuck with it. Now, as a relatively recent graduate, she has a degree that is useless to her because she hates what the degree says she can do.
Between the time she graduated and now, she has been working as an administrative assistant, and she didn’t like that either, so she quit.
When I asked her what she was going to do next, she indicated that she was thinking of getting her license as a realtor. In the meantime, she would be taking over some extra shift work at her second job, and she would probably do some odd jobs to pay the rent and her other expenses until she settles on something.
I didn’t get the impression that this smart young woman had any real idea of what she wanted to do. She did say she wanted to do something “meaningful,” and I don’t know where getting her realtor’s license fits in with that, but perhaps she truly has a passion for helping people buy homes that wasn’t readily apparent during our conversation.
The thing that was apparent to me is that she is adrift with no real sense of direction or purpose, and the more odd jobs and temporary gigs she takes, the more difficult it will be for a future employer to take her seriously as a candidate.
Even if she were to figure out tomorrow what she wants to do for the next few years, she would have a challenging time of it working up a resume that would get her the job unless she knew someone who was able to give her a fantastic recommendation.
The point of all of this is that you need to have some sort of plan, and you need to keep the following five things in mind before accepting your first job unless you want to be derailed before you have even gotten started.
Everyone at every stage of life should have a five-year plan. You don’t have to expect that everything on the plan will pan out exactly as planned but, as with anything in life, if you don’t have a plan, you are going to wind up spinning your wheels.
Benjamin Franklin said, “If you fail to plan, you are planning to fail.” So even if you aren’t sure you will be able to follow through on everything in your plan, at least create one.
Having a sense of where you want to be in five years will simplify some of the decisions you have to make now.
For example, ask yourself: “If I take this job now, will it set me on the course I need and want to be on if I stick with my five-year plan?” If the answer is “yes,” then you continue to consider taking the job. If the answer is “no,” unless there are other extenuating circumstances, you should probably turn the job down.
This consideration is an extension of the first one. Whatever decisions you make now concerning your career will likely have an impact on what happens to you moving forward.
My first job, for example, was one I took out of a sense of desperation. I felt tremendous pressure from my parents who wanted me to be gainfully employed so I could have health insurance. Back in those days, you had 60 days to find something or you were kicked off your parents’ plan, and you were out of luck.
This was hammered into me by my mother who worked for the state and carried the insurance plan for the family. She was determined that I would not go one day without insurance, and back then there were fewer options available than there are today. You were either insured by your employer, or you didn’t have insurance unless you had money to pay for a single-payer policy.
So, I took the first job that was offered to me even though it wasn’t with the district I wanted, and it required a 40-mile commute one way. I was lucky in that I was able to get a job with the district I wanted to work for a year later, but if that hadn’t happened, I might still be living in a rural area not far from where I grew up. Not that there is anything wrong with that, but that wasn’t what I wanted.
Know what you want and consider the consequences of settling for something less before you make a decision out of desperation.
I recommend that you list the reasons for taking the job, and then list the reasons not to take the job. Which list is longer? How bad are the cons? How good are the pros?
Weigh that list carefully, and let it guide you toward making the right decision.
Your parents, friends, and other relatives love you, and they want to see you happy and settled. Resist their efforts to rush you into making a decision, however. If you let them pressure you, and you wind up making a mistake, you will be the one who pays for it in the long run.
Resist their good intentions and listen to your own counselâyour gut or your intuitionâin making a decision about whether this job is right for you or not.
When you are offered a job, that is not the end of the conversation; it is only the beginning.
Be prepared to ask a lot of questions before saying “yes.” You are making a momentous decision, and you can’t afford to take it lightly.
Craft a list of questions about the expectations of your employer and ask about benefits and perks. Make sure the salary is one you can live on and don’t be afraid to ask if you can negotiate some details before you say “yes.” You will appear to be less desperate and more professional to the people who are hiring you. To the extent that you can, know what you are getting into, and know that you can deal with it before accepting the offer. Also, get as much of the terms of your employment in writing as you can.
Accepting your first job right out of college is a big deal and it can make the difference between setting you on the career path you want for yourself or creating a detour from which you may never fully recover. Know as much as you can about the job before saying “yes.” You will be glad you did.
If you consider these five things before getting your first job, you’ll start your career off on the right footâand set yourself up for professional success in the career that you want. Be strategic…and don’t settle!
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This article was originally published at an earlier date.
From Bonaparte to Branson, the history books are peppered with charismatic leaders. Although some leaders are more successful than others, there are certain characteristics that make up the DNA of almost all influential head honchos.
They’re assertive, adaptable, assiduous, and intelligent.
They’re adept at overcoming adversity, prepared to laugh in the face of fear, and they’re not afraid to get their hands dirty. Quite simply, they’re the ones hanging around the office long after everyone has departed, leading by example, poring over the figures, or dreaming up new ventures to make their millions.
In your own work life, you may harbor ambitions to achieve success on the same scale as a Rockefellerâbut pesky scientists have potentially thrown a spanner in the works. According to a study, leaders such as Sir Winston Churchill and Margaret Thatcher had brains wired differently from the majority, making them destined to lead successfully.
This leadership predilection, it seems, stems from more brain power in areas that control decision-making and memory, which gives them the edge when making difficult judgment calls. Crucially, this research may prompt an organization to carry out tests to determine which of its employees possesses the “leadership gene” and offer the appropriate training.
What can you do to ensure you give yourself the best shot at becoming a leader and climbing the ladder?
Although eggheads claim great leaders are born with the ability to show the way, they are unquestionably few and far between.
Consequently, you can attempt to get ahead of the curve with a quality education. By enrolling in a management and leadership course, you can take steps to improve the key principles required to successfully lead a team.
If you’re a bit of a wallflower in the workplace, it’s unlikely your boss will give you responsibilities that require you to be assertive and lead a team. As a result, it’s important to grab the bull by the horns, take yourself out of your comfort zone, and ask for more responsibilities.
Far from being clichéd, if you go above and beyond, it proves you have what it takes to grow in your career.
As said by the American philanthropist and entrepreneur Eli Broad, “The inability to delegate is one of the biggest problems I see with managers at all levels.”
Most successful leaders refuse to micromanage their employees, instead preferring to delegate tasks, empowering workers and making them feel more involved in the overarching goals of the organization.
Doing these three thingsâenrolling in a management and leadership course, seizing the initiative, and delegating tasksâwill help you stand out from others at work and establish yourself as a leader. Start improving your leadership skills today!
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This article was originally published at an earlier date.
Do you have friends at work? You don’t have to be friends with everyone you work with, but making meaningful connections in the workplace improves collaboration, productivity, and job satisfaction. Also, your work environment becomes more positive and supportive when you have friends in the workplace. If you’re starting a new job or simply haven’t made any friends at work yet, what can you do to connect with others and make a friend or two?
We recently asked our leading executives for their best tips on how to make friends at work.
Here are their responses…
Making friends at work, especially in a hybrid work environment, requires a combination of social skills, communication, and genuine interest in others. Here are some expert tips to help you build strong friendships with your colleagues in a hybrid world:
Remember, making friends at work in a hybrid world requires adapting to different communication channels and being proactive in reaching out to both in-person and remote colleagues. By fostering a supportive and inclusive work environment, you can create lasting friendships that enhance your overall work experience.
Ana Smith helps people & organizations achieve their full talent potential by developing and co-creating people strategies and customized solutions, and turning them into impactful outcomes and collaborative relationships, using coaching as the “red thread.”
Having that go-to work buddy you can rely on to vent about your boss or cheer for those big victoriesâitâs the best thing! Friends at work contribute to job satisfaction, collaboration, productivity, and well-being. According to a Gallup survey, women with a best friend at work are twice as likely to be engaged in what they’re doing. Making friends with coworkers is a valuable skill that can enhance your career experience and create a positive work environment. Most importantly, it can make you happy!
Here are a few pointers, whether you’re starting a job or wanting to make friends in your current role:
Incorporating these strategies into your workplace interactions can enrich your well-being, underscoring the significance of cultivating meaningful friendships at work.
Lisa Perry helps companies build leadership brands, driving loyal customers & delivering profitability. She does this through a process that builds brands consumers love. Her goal is to help companies develop, monetize, and grow their brands.
How do you make friends at work? Join the conversation inside Work It Daily’s Executive Program.
âTell me about yourselfâ is one of the most common interview questions out there, which means knowing how to answer it is essential. The following guide breaks down all facets of this question so you can respond in a way that makes interviewers eager to hear more. Table of contents The Reason Interviewers Ask This […]
The post How To Answer “Tell Me About Yourself” (With Examples) appeared first on Career Sherpa.
Phone interviews are becoming more and more important in the job search. They are your gateway to get to the face-to-face interview. Employers try to screen candidates out with phone interviews because they need to narrow down their list of applicants to bring on site.
So, in your job search, you need to do everything you can to give yourself the edge and ace that phone interview so you can move forward in the job search process.
However, phone interviews can present some unique challenges. It can feel unnerving to not be able to see the interviewer’s face or have them see yours.
So, what can you do?
Beyond knowing great answers to phone interview questions, keeping cheat sheets in front of you, and asking questions of your own, here are three surprising tips that may help you ace your phone interview…
Looking at a picture of the person interviewing you can help you feel more comfortable and relaxed as you answer their questions. It may even help you establish better rapport.
You can get their picture from their LinkedIn profile, which you should be looking at anyway as part of your pre-interview research. As a bonus, having their picture in front of you means that you will see them smiling at you, which may help you feel more confident too.
Some people say that looking in a mirror while you’re interviewing on the phone helps you remember to smile. Since smiling while you talk makes you sound more relaxed and confident, that could be great advice.
However, others say that looking in the mirror makes them feel incredibly self-conscious and unable to focus. I say that you should try doing both in another conversation (especially in a mock interview) and see if looking in the mirror works for you or not.
When you stand up rather than sit, your voice is stronger and you sound more enthusiastic and energetic. Those are both great qualities to convey to a hiring manager.
One thing to watch out for: you may be tempted to walk around while you talk, but be careful that you don’t move around too fast and get winded. That won’t communicate positive qualities for you.
Phone interviews do present some challenges, but they also provide you with some benefits because the interviewer can’t see you. Take advantage of the situation and give yourself a performance boost.
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Become a member to learn how to land a job and UNLEASH your true potential to get what you want from work!
This article was originally published at an earlier date.
When the vendor provides their annual release, the organization probably goes through formal testing. But what about patches and bug fixes? Do you not always do formal testing cycles, gambling with the testing roulette wheel?
Testing is a critical step in the implementation process to ensure that the software functions as intended, meet requirements, and delivers the desired outcomes. It helps to identify any errors or defects that may impact the systemâs functionality, reliability, or performance. The testing effort involved will vary depending on the type and size of the change.
There are several different types of testing to customize and meet your needs. Some different testing types are:
1. Regression Testing â testing to ensure that the change hasnât negatively impacted any existing features or functionality.
2. Negative Testing â intentional testing for invalid inputs to verify that the software recognizes and processes the error.
3. Integration Testing â tests the different modules to ensure they integrate and work together properly.
4. Security Testing â includes tests like penetration testing to identify vulnerabilities in security.
5. Compatibility Testing â to verify that the software works across different devices, browsers, and operating systems.
6. Documentation Testing â to test the accuracy of the documentation. Gather feedback from the users about the usefulness of the documentation.
7. Accessibility Testing â tests accessibility for users with disabilities to ensure the software meets applicable accessibility standards.
An organization may not test because they âtrustâ the vendor, or they underestimate the potential risks and consequences of not testing. But with everyone so busy with competing priorities, another rationale is resource constraints. They donât think they have adequate resources (e.g., skilled personnel, time, or budget) to test. Whatever the reason, they may assume that the risks of not testing are minimal or manageable and may not prioritize testing.
There are best practices for testing technology. First are the people resources. Make sure you involve IT as well as the relevant business users to make sure all testing aspects are adequately assessed. There is a relevant quote: âMany hands make light work.â The next best practice is to have a separate test environment (so that youâre not testing in production).
When testing, create comprehensive test plans/scripts to provide a roadmap for the testing process. Define the testing scope, resources, and scenarios using real-life scenarios to test functionality, security, and performance in a more realistic setting. Document the test results comparing the actual outcomes against the expected outcomes. If the test doesnât pass, track the defects using an issue-tracking system. This will allow you to capture, prioritize, and track issues to resolution.
Unlike a big birthday/anniversary party, nobody likes big surprises (aka a major issue) after implementing a seemingly minor patch into production. If you properly test and there are issues, you can decide to accept the risk of moving forward and temporarily creating a workaround.
If you install the software (even a patch or bug fix) without testing, then you introduce the risk of having unintended results/consequences. Does the risk of not testing outweigh the time savings of not testing? If you follow the best practices, you can make the testing process more efficient.
For more information on the value of testing, follow me on LinkedIn!
Does your company currently provide outplacement services for laid-off employees? Maybe you do, but only for executives or C-suite members. No matter your company’s outplacement strategy, it’s time for your organization to invest in modern outplacement servicesâbecause your company alumni deserve it.
Outplacement services offer structured support to outgoing employees, helping them transition smoothly into new career opportunities. Outplacement is also an investment that can yield numerous benefits for a company, contributing to overall organizational success during periods of change or downsizing.
For laid-off employees, outplacement services offer a range of valuable benefits. These services are designed to provide practical and emotional support, helping individuals navigate the challenges of finding new employment opportunities. The best outplacement services empower employees with the tools, knowledge, and emotional assistance needed to successfully navigate a job search or career transition after a layoff and move forward with confidence and optimism.
For a company, investing in outplacement services reflects a commitment to ethical and responsible business practices, supporting departing employees, and reinforcing a positive employer brand, all of which can contribute to the long-term success of the organization.
Benefits for Employees:
Benefits for Your Company:
Traditional outplacement services are expensive. Most start-ups and newer companies can’t afford to invest in traditional outplacement services for laid-off employees, and larger companies might be hesitant to invest due to the cost, especially when hundreds or thousands of employees might be laid off at one time.
Individual coaching is the most expensive type of coaching available with traditional outplacement services. A company could opt for group coaching, which is typically a cheaper option, but that can be less customized, less confidential, and less effective.
We know that outplacement services have numerous benefits for both employees and companies. But the cost of traditional outplacement services is a major drawback. So, what’s the updated, modern solution?
Work It DAILY’s Alumni Services.
Work It DAILY, an expert-led, online, on-demand career coaching platform, can help your organization manage layoffs effectively at a fraction of the price of “traditional” outplacement services.
Services include:
After your phone screen with a recruiter, they tell you you’re great. They want you to meet with the manager the next day. You enthusiastically say “yes.” And then you get ghosted.
This happens a lot, but I’m going to give you a tip so you can (hopefully) avoid getting ghosted by a recruiter after your next job interview…
@j.t.odonnell Replying to @clv970 How To Avoid Getting GHOSTED By A Recruiter #recruiter #ghosted #HowTo #notgetghosted #gotghosted #jobsearch #interviewtips #interviews ⬠original sound – J.T. O’Donnell
This won’t work every time, but you’ve got nothing to lose with this strategy.
The next time you’re in this situation, say:
“Yes, I definitely can meet with the manager tomorrow. But I have two quick questions for you. How many phone screens do you have left to do today? And out of all your candidates, how many slots will there be tomorrow for a meeting with the manager?”
This is going to help you understand their process. It’s going to manage your expectations better when you hear that they’re doing 20 phone screens and only three people are getting a meeting with the manager tomorrow. It’s also going to remind that recruiter that you understand the process because when they articulate the hiring process to you, it will stick in their mind.
Then, no matter how they answer those two questions above, you’re going to follow up with…
“Great, I totally get it. I know not everyone is going to get a slot tomorrow, but is there anything else I can provide you to increase the chances that I get a slot? Because I’d really love to get a crack at this job.”
Or something to that effect.
What this is going to do is, again, give them a chance to tell you anything else you need, but remind them you really want this job, and you understand the recruiting process and you’re super respectful about it.
This is the most important part, though: it’s also going to give you peace of mind because you’re at least going to understand the process, and then you won’t feel ghosted.
So, remember to ask the two questions above after your next phone screen so you don’t get ghosted in the interview process. Good luck, and go get ’em!
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Searching for a new job takes patience, persistence and know-how. Uplevel your search by applying modern job search strategies. In this week’s summary, you’ll learn about: There is a lot of job search advice out there. Rather than get distracted by fast-talking tiktokers, listen to proven advice from people who have been doing this longer […]
The post Summary Sunday: Issue #531 appeared first on Career Sherpa.
Even executives who’ve had several years of experience in a profession can find it hard to secure a new job. The problem clearly isn’t lack of experience, but rather understanding how to best position themselves on their resume so that employers will take notice of what they have to offer.
When you’re a senior executive, there’s typically no shortage of information to include on your resumeâand that’s where the problem lies. When there’s no strategy for writing a resume, the end result is usually a mishmash of information that doesn’t help employers understand exactly how and why you would fit their needs.
So, how can an executive write a resume that will stand out to employers?
The tips below will help you write a strategic and effective executive resume with ease.
When employers review your resume, they are looking to understand how you may fit into the role they are looking to fill and the organization. A resume that is written like an autobiography (everything from past to present with no filter on what information is appropriate to include) fails to provide customized information that shows you meet their needs.
What you need to do is highlight the specific experience and skills that align with their needs. In other words, you need to customize your resume for each job you apply for. You do that by carefully reviewing the job posting, understanding what the specific needs are, and then thinking about how you’re proficient in those areas.
Utilize an executive headline and relevant skills (not an objective statement) at the top of your resume to present highlights of what you have to offer to meet the employer’s needs.
While detailing roles and responsibilities at previous jobs under “Work History” can help improve keyword matches when the resume is run through the applicant tracking system (ATS), it needs to present other information once it gets in the hands of a human reviewer.
The human reviewer will be looking for information on how your actions on the job brought results. This requires you to quantify your accomplishments on your resume. When you write quantifiable results on your resume, it provides employers with a much better understanding of the type of experience and situations you’ve faced and what you’re capable of achieving on the job.
Those who are hired for the job are typically job candidates who’ve related well with the employer. They’ve shown how they fit in and share similar passions.
To help build that connection with the employer on the resume, indicate professional affiliations, volunteer work, and other aspects that may be outside of work that are relatable. For example, if you know the employer is heavily involved in community work helping pets in need and you’ve volunteered at an animal shelter, include a brief mention at the end of your resume to help build a stronger connection. Your professional affiliation with related fields and industry groups also helps demonstrate to the employer you share a passion in the same space as they do.
These are simple strategies to help improve your executive resume. The more you can tailor your information, the easier it is for employers to take notice of you and initiate follow-up action. Show employers you can meet their specific desires and needs and connect with them by showing you share similar passions!
Need more help with your executive resume?
Check out our executive-level membership and start working with career expert J.T. O’Donnell on branding your executive resume today!
This article was originally published at an earlier date.
As a hiring manager, the types of questions you ask in a job interview can help you determine whether a candidate is qualified for a position and a good fit for your organization. But which interview questions are the best questions to ask?
In this article, members of Duffy Group will reveal how to craft effective and customized interview questions that help you uncover a candidate’s true potential, assess their fit within your organization, and make informed hiring decisions. Read on to unlock the secrets to conducting successful interviews that lead to building exceptional teams.
Hiring leaders recruit for technical skills to do the job and assess for cultural alignment. To assess for cultural alignment, we must go deeper than asking, âWhat does culture mean to you?â Look at your company values and develop questions. For example, at Duffy Group, one of our core values is innovation. I look for people who are curious.
Tell me about something you were really curious about that has nothing to do with this job. It doesnât matter what they are curious about; it lets me know if they have a curious mind. We want people who are curious because thatâs how we innovate.
Another question is, “What does diversity mean to you?” For some, it may be gender, race, ethnicity, etc. We are looking for people who have an appetite to come into an organization where reasonable minds can disagree. How do you approach someone who sees the world differently from you?
It is critical for us as hiring leaders to figure out if candidates will thrive in our environment that celebrates diversity.
Kathleen Duffy is the founder, CEO, and president of Duffy Group. The company’s vision is to elevate recruitment research as an alternative to contingent and retained search. Since its founding, Duffy Group has been a remote workplace and a culture of work/life harmony.
As an executive recruiter, itâs our job to be curious and ask a lot of questions that will help us determine if the candidate has the skills and fit for the job. Many times those questions are very specific to the industry or job. For example, the questions I ask when recruiting in the non-profit industry are different than the questions I ask when recruiting for a for-profit company. And the questions I ask a chief financial officer are very different than the questions I ask a chief information officer. But I have one tried and true question that I ask everyone I interview:
This allows me to understand if the candidate has the right skills and experience to do the job. Are they doing this today or would this be a stretch for them? Of course, this only works if you have a true understanding of the job requirements and where the candidate will be spending their time in the role, so itâs critical to have that understanding first before asking this question of candidates.
For example, when recruiting for non-profit CEOs, I always ask them to break down how theyâre spending their time. Many of the non-profit CEO searches I lead require a strong background in fundraising, so if I learn they are spending very little time on fundraising, itâs a mismatch.
The other question I always ask every candidate I talk to is:
Itâs so simple, yet the answer you receive will uncover so much information that will help you understand whatâs important to the candidate. In many instances in life, we need to go back to the “why,” and thatâs true in recruitment and interviewing. Why now? Why this job? Why this company? What are you NOT getting from your current role that youâre seeking? And then listen!
Happy hunting!
Colleen Neese is a practice leader at Duffy Group. She specializes in recruiting executives in non-profit and healthcare.
One of my clients is TTI Success Insights, an industry-leading assessment provider dedicated to revealing human potential through assessment solutions and research. They had recently hired a new president and were positioned to grow the company. Although they had been a family-owned and operated business for over 30 years, their internal human resources structure or processes needed updating. Additionally, they required an HR leader who could bring about a culture change and fuel their planned growth.
Here are a few examples of the questions we used:
This question allowed us to determine if they could drive culture change. TTI’s president envisioned a culture that cared about character and serving others.
By asking for examples, we could evaluate if the candidate could assist in the company’s strategic growth by collaborating with the senior leadership team.
We identified and hired a fantastic HR leader for their organization by digging deeper into our interviews and addressing their biggest concerns. Asking for examples of past successes and failures can better describe a candidate’s experience.
Kristin Pozen is a research recruitment recruiter at Duffy Group and a former HR recruiter.
You’ve been tasked to fill a position. Maybe it is a newly created position, maybe it’s with a new hiring leader with the company, or maybe it is a high turnover role, and you are not excited to work it again. Even if it is a role and hiring leader that you are familiar with and excited about, it’s still important to ensure you ask the right questions as part of your intake process. Here are some tips that have helped me:
There is so much more to a position than what is in the job description. Digging deep with the hiring leader will set up the process to dig deep with a candidate as you try to identify the fit. Both the hiring leader and the candidate are curious about each other. I can’t emphasize enough how important it is for hiring leaders and candidates to work with a recruiter to help uncover the real opportunity, identify fit, and remove ambiguity.
Sharon Grace is a veteran search executive at Duffy Group who helps hiring leaders hire great people because of her proven track record as a strategic partner and advisor to recruit, identify and assess talent.
Need help recruiting talent for your organization? Check out Duffy Group today.