Career - Management in A Tough Economy

Career Management In a Tough Economy
A Wall Street Journal Editors Essential Guide
Jennifer Merritt, Editor
Table of Contents
Introduction .............................................................................. 3 About the Editor and Authors .................................................... 4 NAVIGATING THE DOWNTURN ............................................... 5 How to Avoid a Layoff .................................................................................... 6 Layoff Rumors? Get Busy! .............................................................................. 7 Ace Your Performance Review....................................................................... 9 How to Find a Career Coach ......................................................................... 11 Even Now, You Can Score a Raise ................................................................ 13 Should You Volunteer for a Furlough? ......................................................... 16 SEARCH STRATEGIES ............................................................ 20 Identifying Growing Industries .................................................................... 21 How to Change Careers ................................................................................ 22 How to Search for a Job Online ................................................................... 23 Job Hunting in a Recession ......................................................................... 25 How to Work a Career Fair ...........................................................................27 Job Networking 101 ...................................................................................... 28 How to Work with Recruiters ...................................................................... 29 What to Say When an Executive Recruiter Calls.......................................... 31 Explaining Your Layoff to a Job Recruiter .................................................. 33 How to Fine-Tune Your Resume ................................................................. 36 Take Care with Resume Gimmicks ............................................................... 37 LANDING THE JOB ................................................................. 40 The Interview That'll Bag a Job .................................................................... 41 Fielding Any Interview Query ...................................................................... 44 Explaining Resume Gaps ..............................................................................47 Beyond A Simple Thank You ....................................................................... 49 Thx for the IView! I Wud to Work 4 U!! ................................................... 52 Bulletproofing Your References ....................................................................55 How to Get the Salary You Want ................................................................. 58 Want Your Old Job Back? ............................................................................ 60 Re-Entering the Work Force ........................................................................ 62 The Next Best Career Move: Actually Moving ............................................ 64
THE WALL STREET JOURNAL is a trademark of Dow Jones. 2010 by Dow Jones & Company, Inc. All rights reserved.
Introduction
Managing your career, especially during tumultuous times of layoffs and slow hiring, is a challenge. When money is tight and jobs are scarce, we can benefit from the been-there, done-that expertise of those who have figured out how to impress a boss or win over a recruiter. In this guide, youll find the best advice and insights from Wall Street Journals reporters, editors and columnists on how to start, manage and advance your career, especially in this difficult environment. As the Journals careers editor, Ive seen the recession twist and turn the once-straight and steady career ladder. And while its now harder to move up and around, there are also unique opportunities for those who have mastered the art of getting ahead or transitioning to a second-act career. Weve talked to experts for valuable advice on how to get hiredlike Sherry R. Brickman, a partner at executive-search firm Martin Partners LLC. One candidate for an executive post at a midsize industrial manufacturer, for instance, impressed her by being keenly prepared, a crucial advantage when dozens of top-notch candidates vie for every job. What wowed her? "He knew the company's product line and what markets it was already in," she says. "He clearly and effectively explained how he could cut costs, increase sales and expand market share based on what he'd done in his current job." He got the job. Weve also talked to job hunters whove gone to extremeslike James Marvin, who decided to move to a city he barely knewproving that being there is half the battle. "We literally put the 'For Sale' sign on our home, packed up the minivan and drove cross-country," says Mr. Marvin, 44, who moved to Seattle with his wife and daughter to pursue a position with an alternative energy company. He gradually built his network and landed a job within a few months. To build this guide, we compiled the best advice from people who already have built, shaped, rebuilt and maneuvered their careers and come out successfuland a few rungs up the ladder. Youll learn how to identify companies that are hiring, prepare for an interview, stand out from the competition; negotiate a raise, build and cultivate a network and much more. We hope the advice, expertise and the stories of those whove been where you are now will help guide you along your path. JENNIFER MERRITT The Wall Street Journal
About the Editor

Jennifer Merritt was careers and management education editor for WSJ.com and The Wall Street Journal for three years and was recently named deputy personal finance editor for The Wall Street Journal Digital Network. As careers editor, she created new features and advice columns, including Second Acts, about the challenges and outcomes of career changes, and 90 Days, which offers advice for tackling the first 90 days of a career change. She also developed business-school rankings and the Journals first college ranking and is co-author of several books. Prior to joining the Journal, she was a business editor and writer for numerous publications, including Money magazine and BusinessWeek. Jennifer graduated from Northwestern University's Medill School of Journalism in 1998 and resides in New York with her family.
About the Authors

Perri Capell is a former Wall Street Journal writer and Q&A columnist. Elizabeth Garone is a Bay Area freelance journalist. Joe Light is careers reporter at The Wall Street Journal. Joann S. Lublin is a Wall Street Journal management writer and Managing Your Career columnist. Ruth Mantell is a MarketWatch personal finance editor. Dana Mattioli is a Wall Street Journal reporter. Sarah E. Needleman is a Wall Street Journal reporter and editor. Dennis Nishi is a Los Angeles-area freelance journalist. Cari Tuna is a Wall Street Journal reporter.
Part 1
NAVIGATING THE DOWNTURN
How to Avoid a Layoff

There is no magic formula for guaranteeing employment security, but there are a number of steps you can take to avoid the likelihood of a layoff. One is to make sure your work is recognized and appreciated by your supervisors and colleagues as much as possible. When layoff rumors start to fly, many people mistakenly try to law low. But instead you should send out periodic progress reports and updates. Also, be clear about what your responsibilities are and make sure you are meeting them. Youll want to make yourself irreplaceable. Companies are less likely to get rid of their star performers. Continue to educate yourself by looking for opportunities at your company and elsewhere to learn new and diverse skills. This can only help you at your current job as well as down the road when youre looking for a new one. Meanwhile, look for ways to help your employer reduce costs, increase revenues or reposition a product or service. Think about your companys situation in the same fashion that your boss is thinking about it. During tough economic times, you may be asked to take on additional work that was part of a former employees responsibilities. This may involve handling tasks youre overqualified to perform or that you dont like. Displaying a positive attitude is more likely to pay off in the long run than expressing dismay as employers remember those who helped them through tough times. If layoffs are rampant at your company, consider offering to take a temporary salary reduction. If nothing else, this can prolong your time there while you begin hunting for a new position. Look outside your department or division. It may be easier to search for another position within your firm because youve already proven yourself there. Network with colleagues who work in those areas to learn about job openings before theyre advertised publicly and to try to secure a referral. Be sure to have an updated resume ready to hand outone that features your latest accomplishments and highlights skills that are in demand. You dont want to wait until you need help finding a job to network. Make a special effort to reconnect in a meaningful way with past bosses, former colleagues, academic advisers and other potential advocates. Reaching out to them only in times of distress can be a turn-off. Also, make sure to offer yourself as a resource to your contacts.
Layoff Rumors? Get Busy!

BY JOANN S. LUBLIN During a recent commuter-ferry ride, I overheard a pair of investment bankers swap strategies for weathering rumored job cuts at their employer. "I'm hanging garlic over my office door," one banker joked. Hanging a smelly talisman is only slightly less useful than confronting your boss about rumors that your name is on a layoff list. If the scuttlebutt proves false, you risk appearing insecure. If it's true, you may hasten your exit. There are better ways to handle workplace gossip about a potential pink slip. The best approach: Be prepared. Auto makers, brokerages, retailers, airlines, home builders, newspapers and countless other ailing industries have been slashing staff. Your job could disappear tomorrow. "If the rumors are swirling, you should spend a minimum of two hours a day getting ready for your next career move," recommends Dee Soder, managing partner of CEO Perspective Group, an executive-advisory firm in New York. Your highest priority should be an updated resume, focused on your most marketable skills. Transfer your latest performance review, summary of achievements, work samples and laudatory customer letters to a flash drivea portable computer-storage deviceso you can retrieve them from outside the office. Melissa DeCosta-Smith wasn't fully prepared when a dealer of decorative home hardware discharged her and nine co-workerspartly because management had denied rumored cuts. "I got walked out that day," with no chance to collect the results of a just-completed project, the product marketing manager recalls. After she returned days later for her personal items, a human-resources executive stood guard to make sure that she took no official documents. Ms. DeCosta-Smith intends to behave differently once she lands new employment. "I will assume that every day is my last day," she vows. You also can plan for a possible job hunt by installing a business phone line at home. One executive did so when she caught wind of a shake-up in her 4,000-employee unit. She added the new number to her business card two weeks before her company announced dismissals this spring. She survived. On hearing layoff rumors, many people "hunker down, try to become invisible and hope they won't be noticed," says Anne Baber, a managing partner
8 of Contacts Count, a training and consulting firm in Silver Spring, Md. "Those are all the wrong things to do." Instead, you should make sure the top brass seesand appreciatesyour catalog of recent accomplishments. "You must take subtle action to get feedback in a way that doesn't make it look like you're scared," suggests David D'Alessandro, author of the book "Executive Warfare." His efforts to keep higher-ups informed helped save his midlevelmanagement job at John Hancock Financial Services years ago. While Mr. D'Alessandro struggled to fix three sick divisions, disgruntled lieutenants gossiped that he'd get axed in an expected reorganization. He sent a four-page progress report to several senior executives of the Boston insurer, then discussed his memo for 90 minutes with his boss and his boss's boss. "I never got an indication in the meeting that I was in trouble," Mr. D'Alessandro remembers. His superiors encouraged him to keep pursuing the turnaround. He realized the layoff rumors about him were false, "without having to ask," he says. Soon after, his divisions suffered layoffs. John Hancock not only spared him, it subsequently promoted him to chief executive. Seeking legal counsel before the pink slip arrives is another smart move, according to Laurel Bellows, a Chicago employment attorney. That's especially important for anyone who feels she has a complaint that might be covered under bias, whistle-blower or other employment laws. Whether or not you retain a lawyer, you should alert your employer promptly about any such gripes. A middle manager for a New York financialservices concern endured multiple rounds of job cuts in 2007. When the grapevine buzzed about further reductions, she informally complained that her supervisor played favorites. The company launched an investigation. "We pulled her from the list" of layoffs, a former human-resources executive recollects. If all your efforts can't preserve your post, "your separation benefits will come out of the very budget that has benefited from your contributions," notes Ms. Bellows. "That value is leverage at the bargaining table" in negotiating a departure package. Among the extras that you might request are accelerated vesting of stock grants, a partial bonus, extended health-insurance coverage and lengthy outplacement counseling. Draft your exit wish list in advance.
Published Aug. 5, 2008.
Ace Your Performance Review

BY SARAH E. NEEDLEMAN If there has ever been a time to ace the annual performance review, its when the economy is rocky. Employers commonly trim their ranks when the economy turns sour, and low-rated workers are typically the first to go, say career experts. What's more, poor performers often receive low merit increases or none at all. To enhance your job security and boost your odds of financial success, start preparing now for your end-of-year review, advises Jill Smart, chief human resources officer at Accenture Ltd., a global professional-services firm. "By the time you walk into that meeting, there should be no surprises," she says. Know what's expected. A month or two before the meeting, review the goals that were set for you in your last performance evaluation. Or, if you're new to your job, ask your supervisor what you'll be measured on, including any unspoken ways of contributing, suggests David B. Peterson, senior vice president at Personnel Decisions International Corp., a leadership-development consulting firm. "Your particular boss might value things like timeliness and [neatness], which can shade the color of the evaluation," he says. Do a self-assessment. Take an objective look at your performance to determine whether you're on track to meet your goals, Ms. Smart says. Get feedback from your colleagues and direct reports as to how you're doing. Should you detect a problem, talk to your boss now about how you might resolve it or if perhaps your goals need to be adjusted because your job has evolved during the year. Document your successes. Craft a summary of your accomplishments from throughout the year to help refresh your boss's memory. Be sure to include dates and figures that highlight how you helped improve your employer's bottom line. Highlight any work you did on top of your normal responsibilitiesif you stayed late to resolve a crisis or spearheaded a corporate volunteer program, point that out. Find out how to excel. You should be vigilant all year about asking your boss how you can go above and beyond what's expected. You'll likely need to exceed those expectations to receive the highest possible pay increase and potentially set yourself up for promotion, says Tom McMullen, U.S. rewards
10 practice leader at Hay Group Inc., a human-resources consulting firm. Set up a casual meeting and ask your boss how you can be of greater value to your employer. If your company has had layoffs or cutbacks, ask what you can do to fill the gaps. Prepare a career wish list. "Many people think of the performance review just as a backward reflection," says Dr. Peterson. "But it's an ideal opportunity to look forward as well." Think about what you'd like to achieve in advance so you can share this with your boss and get his or her input on how you can be successful. Also, evaluate your job satisfaction, adds Ms. Smart. Would you prefer to do different tasks? Crave greater work-life balance? By considering what might make you happier ahead of time, you can arm yourself with suggestions for the boss to help you meet those goals.
Published Nov. 4, 2008.
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How to Find a Career Coach

Getting outside help to propel your career forward can be worthwhile. Now comes the tricky part: finding the perfect match. Just try Googling career coach and youll be treated to nearly one million results. A good starting point to finding the right coach involves asking yourself: Why am I hiring a coach? Do I want someone who can help me with a career change or help me move up in my current field? With the answers to these, youll have a more tangible goal. Plus, youll be able to quiz a potential coach on his or her level of expertise for your particular needs. A reputable coach will answer your questions during a free initial meeting, whether its by phone or in person. Beware the coaches who demand large fees upfront. Hiring a career coach is different than hiring most other professionals. There is no official licensing agency for career coaches, and thus youll find a wide range of quality among those claiming to be experts. For this reason, its important to do your due diligence. Coaches can receive certification through the International Coaches Federation (ICF), and around 3,900 have. Another option is finding a coach through the Professional Association of Resume Writers and Career Coaches (PARCC), which also offers certification. Both organizations allow you to search for coaches on their websites for free. Just remember that the certifications are not guarantees, and there are plenty of good coaches without them. Personal references would seem an ideal way of finding a coach, but they arent always your best bet. Coaching is incredibly personal, and a particular personality might work well for your colleague or friend but could be a disaster for you. Try a targeted Web search, typing in career coach along with one or two of your areas of interest. Then, focus your efforts on the first page or two of results. While the material and insight on a coachs own website is important, more vital is where else their name appears on the Web: What has been written about them (the good and the bad)? Where and how often have they been published or quoted? In other words, how eminent are they? What are their areas of expertise and clients experiences with them? This information is a lot more valuable than the edited material coaches use to market themselves. Hiring a career coach could be likened to finding a good sports coach. In both cases, youll want to find out: What is their win/loss record? How well did their previous clients do? Likewise, you want to find someone who has been highly successful in his or her own career. Ask coaches youre thinking about
12 hiring what their own career path has been like. Its essential to find someone with real experience both in the coaching field and outside of it. Keep in mind that the majority of coaching today is done by phone. Some coaches dont offer face-to-face meetings, no matter how close they are to their clients. This dramatically opens up the size of the field from which to choose a coach, since there arent any geographical limits. Once youve narrowed your search, youll want to interview a few candidates. Ask about fees, as rates vary from around $50 to $300 per hour. Some coaches require a minimum number of hours. On average, coach-client relationships last from six months to a year. Above all else, picking a coach comes down to chemistry. You will be sharing intimate details of your life with your coach, so its important that you like them and see them as your equal.
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Even Now, You Can Score a Raise

BY RUTH MANTELL Even as the economy stabilizes, the future may seem bleak even to those workers who still have a job. After all, bills keep rolling in and many are still feeling skittish about their investment portfolios. A salary increase would be welcomed. Don't assume it's out of the question. While economic circumstances have stacked the deck against you, there is room for raises for those workers with outstanding value and a fair amount of finesse when it comes to negotiating, experts say. Especially in this anemic economy, timing is key in asking for a raise. "Most employees wait for a review period. But the best time to do it is right after you do something really great, or right after you get kudos," says Cynthia Shapiro, a career and business strategist based in Los Angeles. In contrast, if the company "just had big layoffs or lost a major client, that is not the right time," she adds. Here are five things you'll need to do in order to have a chance at scoring a salary increase in this economy:
1. Know your boss
Before asking for a raise, educate yourself as much as possible about the health of your company and any limitations your boss may face, says Peter Ronza, director of compensation and benefits at the University of St. Thomas in St. Paul, Minn. "You really can't go in there and just say 'my light bill went up and I need more money,' " Mr. Ronza says. "You need to know what your employer is going through, and your supervisor or manager. They have constraints, whether budgetary or operational." If you are making a case that you need a raise for personal reasons, it's critical that you have a close relationship with your boss, he says. If it's not close, he says, you are more likely to get turned down.
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2. Leverage your talent
Even during tough times, companies have to retain key talentwhich could work in your favor when it comes to a raise, Mr. Ronza says. "They know that when the recovery starts they have to have the right people in the right places. They are going to invest in you because they need you. That is a point of leverageif you play it right, you could get something," he says. The layoffs of other workers can create an opportunity for a raise for those who are still employed, says Jack Chapman, a salary-negotiation coach based in Wilmette, Ill. "If you are still there, you are one of the people they still value," he says. "The work does get spread around and you are asked to do more with less."
3. Show your worth
Make your accomplishments clear to your boss, experts say. "In tough times, the people that [companies] want to reward are the people who are producing value for them," Mr. Chapman says. "If there is some value you can produce and other people can't, that makes you more eligible for a raise. Focus on making yourself indispensable." Ms. Shapiro recommends keeping a list of accomplishments to make an objective case that you are worth more. If others have been laid off, you may have picked up new tasks to highlight. "You need to prove that you are worth more to the company," Ms. Shapiro says. "Go in and say: 'I really value working here. I've been doing these things I don't know if you're aware of.' "
4. Care about the company
You need to demonstrate to your employer that you are concerned about the company's bottom line, even as you ask for more money, experts say. "The way to get a raise is to show that you care for the company like it's your own," Ms. Shapiro says. "No matter how badly you want a raise, you can't demand anything. You have to treat the company's bottom line as your own." Don't be belligerent or appear to be working at cross purposes with the company, she says. "You don't know how tenuous your job is," Ms. Shapiro adds. "You have to have a lot of respect and understanding for what the company is dealing with financially. You don't want to become one of their financial stresses.
5. Keep the right attitude
Though it may be tough, try to stay upbeat in the office even in this rough economy, Ms. Shapiro says.
15 "A big part of this whole process is keeping that smile on your face," she says. "When times are tough, companies do not want complaining employees. Firms want to believe that workers are there because they love it, she adds. "So if you want to grease the wheels in your favor, you can't be a clock watcher or just be in it for the money."
Published March 15, 2009. Some parts of this article have been updated.
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Should You Volunteer For a Furlough?

By CARI TUNA and DANA MATTIOLI If your employer asked for volunteers to work lessand thus earn less for the good of the organization in lean times, what would you do? That's the issue that confronted Sari Krosinksy when the University of New Mexico announced a voluntary-furlough program in 2009 to trim spending and avoid layoffs. Ms. Krosinsky, a full-time paid intern, raised her hand. "I'm glad to do what little I can," Ms. Krosinsky said. The offer to forgo part of her wages drew mixed reviews from co-workers. Catherine Osborn, a university administrator, calls Ms. Krosinsky's offer "gracious." But Ann Thibodeaux, an educational coordinator who works in a separate department from Ms. Krosinsky, says she thinks the intern is just trying to "suck up" to supervisors in an effort to secure a permanent position after her internship. The tension at the university highlights a behind-the-scenes drama playing out in a growing number of workplaces as employers prod workers to take unpaid time off to cut costs. Employers pitch the voluntary programs as a way to minimize the need for mandatory furloughs and layoffs. But the programs can spark anxiety and contention among workers. Volunteering could make you look like a team player, dedicated to the organization's viability. But you also could be perceived as unmotivatedor even set yourself up for a future layoff, employment experts say. Voluntary-furlough programs aim to cut employer costs and avoid layoffs. Heres what to consider before raising your hand: Will volunteering make you seem like a team player, or make you look dispensable? Consider office politics: If your company's high-value people are not taking off, think twice before doing so. Be sure to understand the terms of the leave before signing up.
17 "In this job market the last thing you want is for people to think they can do without you," says Marie McIntyre, an organizational psychologist in Atlanta and author of "Secrets to Winning at Office Politics." If you seem eager to take much time off "you may be viewed as expendable." Before taking a voluntary furlough, people should analyze their personal budgets, employment experts say. If employees can't afford the time off because of family obligations, for instance, they shouldn't feel guilty about saying no. Workers who take voluntary furloughs often spread the time over an extended period, such as one day a month. They also typically continue to collect benefits, such as health-care and retirement contributions, although the terms of benefit awards might be different for lengthy furloughs. Nokia Corp., Financial Times Group, Dell Inc. and several public universities are among employers that have encouraged employees to take voluntary unpaid furloughs. In a recent survey by Watson Wyatt Worldwide Inc., 10% of the companies polled said they had offered unpaid time off, and an additional 9% said they planned to do so in 2010. The survey, the first in which Watson Wyatt asked about unpaid furloughs, questioned 245 large U.S. companies that employ more than four million workers combined. Still other employers increasingly are requiring workers to take unpaid time off. Such mandatory-furlough programs also are generally aimed at minimizing layoffs during the recession. University of New Mexico President David Schmidly sparked a controversy when he announced the voluntary program that began in July 2009. Numerous letters appeared in the campus newspaper protesting the program as unfair to average workers and calling on senior administrators to shoulder more of the cutbacks. Mr. Schmidly himself plans to take 15 days off, forfeiting nearly 6% of his pay, or roughly $20,000, according to a university spokeswoman. Ms. Krosinsky, who works in the university's communications and marketing department, wrote her own letter supporting the furlough plan and saying she planned to take a few furlough days herself. The 30-year-old, who makes about $30,000 a year, says she is able to afford giving up a part of her income. "I don't think it would be more than an inconvenience," she says. Ms. Krosinsky says her immediate co-workers and bosses thanked her for volunteering. But others, like Ms. Thibodeaux, who works at the university's medical school, questioned Ms. Krosinsky's motivation. "Supervisors love that attitude," says Ms. Thibodeaux. "What she has said will ensure her a goodpaying job once she finishes [her] internship." Ms. Krosinsky says she is trying to help the school manage through the recession, not boost her career. Loyola Chastain, president of the university's Staff Council, an employee group, says many staff felt torn about taking time off. "I have people emailing me and saying, 'I'm one paycheck away from homelessness. I can't miss one day of
18 work,' " Ms. Chastain says. But employees, who typically earn between $30,000 and $40,000 per year for nonfaculty positions, also worry that furloughs will become mandatory if too few people volunteer. Some employers try to protect the identity of participants taking voluntary time of, to avoid contention among staff. Lynette Seymour, book-store director at Iowa State University, says she agreed to five furlough days after the school asked for volunteers. Only her supervisor, who needed to approve the specific days, and the payroll office knew of Ms. Seymour's decision. "We didn't want there to be any sense of competitiveness, like 'I did this, why didn't you?' " says Ellen Rasmussen, associate vice president for budget and planning. University President Gregory Geoffroy and 27 top school officials announced in December 2008 that they would take five-day furloughs and more than 250 faculty and staff joined the effort, saving the school about $420,000. No classes have been canceled as a result of furlough days. The state's contribution to the university was cut by $7.2 million, or 2.5%, in fiscal 2009 and the school expects another $31 million cut in its next fiscal year. Some companies have more rigorous requirements. Sherwin-Williams Co. asked employees in its paint and coatings division to volunteer for furloughs running six weeks consecutively. Although the time off would be unpaid, benefit contributions would remain unchanged. A company spokesman, who declined to say how many employees had volunteered, said Sherwin-Williams has adopted voluntary furloughs during past downturns. Before you raise your hand for a voluntary furlough, employment experts advise, consider workplace politics. Ms. McIntyre, the Atlanta author, suggests taking cues from peers and senior leaders in the organization. "If the high-value people are not taking off, think twice," she says. Conversely, if the majority of employees are volunteering time off in order to save jobs, not doing the same could make you unpopular around the office. Workers also should make sure they understand the terms of a furlough before signing up, says employment lawyer Garry Mathiason of Littler Mendelson PC in San Francisco. Most employers don't guarantee volunteers more job security than other employees have in the event of a subsequent downsizing, he says. And people who take extended unpaid time off sometimes give up benefits that accrue, such as vacation days and employer retirement contributions, although they may continue to earn seniority, he says. In Kern County, Calif., the public-health department considered laying off 16 of its 380 employees after state cutbacks that trimmed $1.8 million, or 26%, from a children's health-care program. Instead, John Nilon, the public health director, suggested that staff voluntarily take unpaid vacation days. Currently 43 employees, ranging from nurses to managers, are taking an average of 1.5 days off a month each, saving the county about $15,000 a month. The action helped
19 the department reduce the number of layoffs to just two employees. "It's such a feel-good thing," says Mr. Nilon. But some employees felt their co-workers could have done more. "I was a little disappointed that some people whom I felt may be able to furlough didn't," says Kitty Berchtold, a 55-year-old county public health nurse. Ms. Berchtold is taking off two days a month, which costs her about $500 in lost wages. Published March 12, 2009. Some parts of this article have been updated.
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Part 2
SEARCH STRATEGIES
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Identifying Growing Industries

If the economy has affected your employment prospects, consider applying your skills in a new industry. The health-care, high-tech, energy and life-sciences sectors of the economy continue to drive demand for professional and management talent, according to some recruitment-industry consultants. But before leaping to another field, youll need to first identify the right industry and reposition yourself as a legitimate candidate. Find an area that interests you. A hobby or personal interest may lead to your next career. For example, if you are in financial services and a technology buff, consider looking at in-house finance positions at tech companies. Learn the landscape. To assess opportunities, research the market for your functional areas of expertise and the relative health of any sector you might go into. Look beyond research on compensation and industry trends by educating yourself on how a company or industry runs and any pending legislation that may affect employment in it. Review analyst reports, scour RSS feeds, and set up Google News Alerts by keyword once youve narrowed a field of interest. Examine your experience. Identify transferable skills and value. Its not uncommon for professionals to cross industries. In those cases, youre hired not as an industry expert but as an innovative leader with potential. Try working with a career adviser or career coach to identify your strengths and figure out what differentiates you and what might put you above others with experience in your targeted field. Develop a communications strategy. Create a core message that shows your value and identifies your point of differentiation. Use your resume, cover letter and networking sites such as LinkedIn to build visibility and credibility. To refine your message, consider 15secondpitch.com, an interactive site that will help you create a summary statement. Consider a recruitment agency. Some agencies will present clients with candidates who arent industry insiders. Many clients are willing to consider cross-over talent in industries where the demand for talent exceeds the supply. To find firms that work with cross-over talent, check out recruiter directories such as recruiterlink.com, onlinerecruitersdirectory.com, searchfirm.com and irecruit.com. Be prepared for compensation adjustments. A change of industry may affect your bottom line; prepare your financial strategy in private and show that you can adjust. Demonstrate that you are willing to put your own skin in the game, says one recruiter.
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How to Change Careers

Changing careers takes focus and commitment. To be successful, youll need to develop short-term, intermediate and long-term goals, and decide on the steps youll need to accomplish them. Once you do that, it will be a lot easier to take the plunge into a new line of work. Start by researching the marketplace to identify expanding industries. Search the Labor Departments Occupational Outlook Handbook, job boards and the business press to see what areas are most in demand. Next, take assessment tests to discover your hidden talents and jobs that fit them. Leading tests include the Myers-Briggs Type Indicator, Strong Interest Inventory and Campbell Interest & Skill Survey. Also, ask individuals you know personally and professionally for their insight into occupations that might be a strong fit for your background and skills. Once youve decided on a new path, do some online research and networking to determine the skills youll need to qualify for jobs that interest you. If you lack key credentials, consider signing up for volunteer work enrolling in classes to bridge the gap. Next, revamp your resume to highlight skills and experiences that are most relevant to your desired new line of work. A professional career coach may be able to help. When applying for jobs, craft cover letters that will help employers understand why youre looking to change careers and how you can add value. Similarly, prepare for interviews by crafting 30-second introduction that sums up what you can do for employers.
23
How to Search for a Job Online

As Internet job boards continue to evolve, it can pay to stay current on the latest search tools and tactics. By learning how to use them, job hunters may be able to boost their chances of securing interviews. Here are ways to make an online job-search effort more effective: Find a hook. When an ad lists a hiring contact, research the persons background to get fodder for making a special connection. You may have graduated from the same college or belong to the same professional association. Or, see if he or she has been cited in a news article and read it thoroughly. Then you can reach out to that person with a more personal tone. If the recruiters name is cited in a job ad, use LinkedIn.com to determine how you might be connected to that person and see if you can secure an introduction from a closer connection. Other sites useful for uncovering connections include Ryze.com, ZoomInfo.com and Google. Bear in mind that you might not always be successful, but it wont hurt to check. Search your niche. Save time by focusing on sites that list openings exclusively in your area of interest. For example, if you work in the wine industry, check out WineJobs.com, which lists only jobs at wineries, vintners, distributors, wholesalers, bottlers and other related employers. Have your sights set on high pay? Search boards that advertise only jobs paying a minimum salary of $100,000 such as 6FigureJobs.com and TheLadders.com. Post your resume. Consider uploading your resume to job boards in addition to scanning their ads. Their resume databases are a first stop in a candidate search for many hiring managers. But first, check every sites privacy policy to make sure your information will be stored securely. Even if it is, always refrain from listing your Social Security number to prevent identify theft. Further, if youre currently employed, check for the option to post your resume anonymously to ensure that your current boss wont find out youre on the hunt. Create a candidate profile. Many employers career pages invite visitors to fill out candidate profiles that ask for information such as job interests and salary requirements. In most cases, if a position opens up that matches your profile, youll receive an email notifying you. Or, the hiring manager might contact you directly. Sign up for job alerts and RSS feeds. On most job boards, you can register to receive emails alerting you to new postings that meet your criteria, such as
24 location or keyword. Most also allow you to select their frequency, such as daily or weekly. Note that email alerts from niche job sites are likely to be even more narrowly tailored to your expertise. Also consider signing up for RSS feeds. RSS is short for really simple syndication, which is an automated electronic information-sharing system that allows you to receive content in an easy-to-read format. You can sign up for RSS feeds for postings from many job boards. Another option is to download a news aggregator or reader software to your computer. New job postings that match the criteria you choose will be delivered to you automatically, typically the same day or the following. Use filters. Many job boards offer this tool to help users refine their search results. Filters are common search categories with subcategories showing the number of job postings in each. Using them may save you the step of selecting search categories one at a time without knowing their likelihood of bearing fruit. On most job boards, filters are located on the left of the results page and include options such as industry, location and job duration. For example, at SimplyHired.com, you can filter for dog-friendly, gay-friendly, eco-friendly and socially responsible employers, among others.
25
Job Hunting in a Recession

By SARAH E. NEEDLEMAN Pink slip got you down? You're not alone. The current economic landscape means many employers are taking caution by scaling back their workforces through hiring freezes or layoffs. If you've been laid off or fear you might soon be laid off, see these tips for landing a position with a new employer during a recession: Target critical posts. "The safest jobs are the ones selling to or servicing customers," says Gary Rich, president of Rich Leadership, an executive advisory firm in Pound Ridge, N.Y. "When things get tight, it's all about who's going to drive the top line and who's going to service that." Less durable jobs are those in human resources, public relations, finance, strategic planning and other nonvital business functions, he says. Switch your niche. Seek out job opportunities in different industries where your skills are easily transferable, says Debra Feldman, a job-search consultant in Greenwich, Conn. For example, if you work in sales for a sinking real-estate company, look for sales positions in a more robust sector such as health care or technology. Before applying to jobs in a different industry, do research on your target employers, adds Ms. Feldman. This way you'll be able to point out in your cover letter that you're knowledge about their products or services. The tactic can help relieve hiring managers of doubts they might have about your ability to succeed in a new field, she explains. Tailor your resume. At the top of the page, summarize whatever skills you have that are most relevant and important for the jobs you want, recommends Steven Provenzano, president of Executive Career Services, a career-coaching firm near Chicago. "It puts a greater emphasis on your real value in the marketplace," he says. If the jobs you apply to require different qualifications, be sure to revise this section of your resume accordingly for each one, adds Mr. Provenzano. Tap your network. While your career can benefit from networking at all times, the exercise may be especially effective during a recession, says Ms. Feldman. People tend to sympathize with layoff victims and therefore they're
26 often more willing to lend a hand, she explains. Be sure to offer those who help you assistance in return, she adds. "Networking is relationship based and not just a transaction," she says. Published Jan. 28, 2008.
27
How to Work a Career Fair

Career fairs offer job seekers exposure to a variety of open positions at once. But because they often attract large crowds, it can be difficult to take advantage of every opportunity and stand out from the competition. If you plan to brave the crowds at a career fair in the near future, consider these strategies for maximizing your time and setting yourself apart: Pre-register online. Youll avoid wasting time standing in line to fill out a registration form if you complete this task in advance online. Its also a good way to get a sense of whether or not the types of jobs you want are going to be available as some pre-registrations ask you to check off boxes that indicate your interests; if you dont see yours, its likely you wont see jobs that match, either. Dress and act the part. Treat a career fair as you would a traditional job interview, as this is your chance to make a first impression with employers. Dress in business attire and demonstrate professionalism while selling your candidacy. Listen carefully and be sure to thank recruiters for their time. Arrive early. Recruiters might talk to hundreds of candidates during an eventthats particularly true now. Speaking to them before they get burned out could give you an edge. Have a game plan. Not every employer represented at a career fair is worth visiting. Check the website for the event before you go to find out which organizations will be in attendance. Make a list of the ones whose recruiters you want to meet, and plan to visit the ones youre most interested in first. If a map of the event is available, check it to chart an organized and efficient route. Research beforehand. Learn about the employers you are interested in ahead of time and familiarize yourself with their mission statement, positions they have available and recent press releases. Since meetings with recruiters at career fairs are similar to normal job interviews, its likely that youll be asked what you know about each organization and why youre a strong fit. Follow up. Send a thank-you email to the recruiters you meet the day after the event has ended. In it, reiterate your qualifications and interest in an on-site interview.
28
Job Networking 101

Networking needs to be done consistently throughout a career, but thats not always feasible in a world of 70-hour workweeks and family commitments. To jumpstart a network thats out-of-date, start by asking those former colleagues who you have stayed in touch with for the contact information you need. If thats not an option, try searching social- and business-networking sites such as LinkedIn and Plaxo to find old connections. Personalize networkinvitation requests with a memory the two of you shared or a reminder of who you are. Once youve re-established your relationship, you can also view the friends of your connections, and request an introduction to people at companies that interest you. Next, arrange in-person meetings with these people to build stronger ties. Be mindful of your contacts time; you might not be the only one asking for help. Ask for 10 minutes to chat, or offer to catch up over coffee or lunch. If youve exhausted your efforts to find people or need to start from scratch, professional associations can give you access to others in your field who may work for or have contacts within companies you want to join. Plus, if you attend association events, you will likely meet people who can help youand vice versain your job hunt. Join trade groups in your niche and then look for events theyre hosting that you can attend. These offer the opportunity to network with people who speak your industry language. If youve been in a more senior executive position, consider volunteering to speak at industry and trade conferences or offer to serve on committees for professional associations. These are also ideal ways to meet people. Alumni associations offer another way to make professional connections. Contact your alma maters alumni-relations office to gain access to its online member database, which might allow you to search for old friends by name, class or even employer. Informal networking can also help. If you find yourself standing in line at the bank or grocery store, strike up a conversation with the person behind you. The results may surprise you. And remember, networking works both ways. Always offer to return any favors your contacts provide and be sure to contact them even at times when you dont need their support.
29
How to Work with Recruiters

Many employers hire executive recruiters to help them fill their most senior and highest-paying positions. Developing relationships with headhunters can be advantageous, as they may then think to contact you whenever they land a search assignment that matches your background. But dont wait until youre ready to change jobs to get to know recruiters. Like with most relationships, building good ones can take time. Here are some tips for getting started: Offer to help. If a recruiter contacts you about a position you arent interested in, suggest other professionals you know who might. Chances are youll curry favor with both parties as a result. Tell the truth. Dont exaggerate your credentials or accomplishments. Many recruiters check job hunters backgrounds thoroughly and a lie thats discovered could hurt your reputation with a search professional, as well as his or her clients. Be sure. Offer yourself as a candidate to recruiters only if youre serious about wanting to change jobs. Carefully assess your situation first, because if you turn down an interview invite or back out on a job offer that a recruiter helped you obtain, he or she may no longer be willing to work with you. Offer boundaries. Some job hunters say theyll take any position when they dont really mean it. Let recruiters know if certain industries, employers or geographic areas are off limits. But also keep in mind that the narrower your search parameters, the fewer options you will be likely have to consider. Provide references. Include three namesand their contact informationwhen you send recruiters your resume. These can be former bosses, colleagues or people you managed. The effort can help bolster a recruiters desire to represent you to his or her clients. Ask smart questions. If a recruiter approaches you about a career opportunity, show youre job-search savvy by inquiring about the size of the employer, its culture, the competencies needed for the position and whether youre the first candidate to be considered. Also request a copy of the jobs specifications. This will signal to the recruiter that you are somebody who understands the bigger picture and is digging deep to understand what the job is all about. Explain your rejections. For jobs that arent a good match, let recruiters know why. This will clear up any false impressions you or they might have, and help them gain a better understanding of what you prefer.
30 Stay involved. Check in with recruiters about once every two months to stay on their radar. If theyve set you up with an interview, give them feedback on how it went within a few days. Meanwhile, act as your recruiters assistant by researching companies and offering a list of ones you consider a strong fit.
31
What to Say When An Executive Recruiter Calls

If youre not interested in changing jobs, consider that you may one day want the recruiters help down the road. And if you are, youll want to maximize the opportunity to increase your odds are landing an interview. Heres how to respond: Express thanks. If you are satisfied with your current position, let the recruiter know you appreciate his or her interest in you. If possible, recommend any professionals you know who might be a fit the position. The effort will likely curry favor among both parties. Find out more about the firm. When a recruiter calls, ask the name of the search firm, its Web address and phone number so you can check that he or she is being honest. You might also ask for references to candidates theyve previously placed. Know the differences. There are two common types of search firms retained and contingency. Retained firms are paid to conduct a search for an open position, even if they dont end up placing someone. By contrast, contingency firms get paid only if a candidate they source is hired. Both types receive about 35% of a candidates annual starting pay as their fee. Retained firms usually work only on senior-level assignments. Contingency recruiters fill middle- to lower-level posts. Neither should ask you for money. Read between the lines. During your first conversation, chances are you wont be given the name of the hiring company, just a brief description of the opening and its requirements. Be equally discreet in return. If youre interested in the job, dont fire off your resume. Instead, ask for more information so you can evaluate the opportunity; this should clue you in to who the employer might be. Be articulate and positive. The fact that a recruiter is calling you means you have the right background for an opening. Dont assume youre just chatting; the firm will be evaluating whether you have the communication skills and other intangibles needed for the job. A candidate who answers questions with yups and nos will likely be passed over for someone else who replies in full sentences. Dont exaggerate. When asked about your accomplishments or earnings, dont embellish. Recruiters check references thoroughly and any lies will
32 disqualify you. Fudging your resume will give you a black mark not only with the recruiter, but with his or her clients as well.
33
Explaining Your Layoff To a Job Recruiter

By SARAH E. NEEDLEMAN If you're among the workers who've been laid off in recent years, finding a new job will require a strategy that differs from a typical search. The competition may be stiffer than anything you've faced before, and you'll likely be asked difficult questions about your dismissal. Knowing where to look, how to set yourself apart and what to say about your situation could mean the difference between getting a job and sinking deeper into unemployment. A critical first step is to come to terms with your job loss, says Cynthia Shapiro, a career strategist in Woodland Hills, Calif., and author of "What Does Somebody Have to Do to Get a Job Around Here?" Some people become angry, others insecure. While these reactions are normal, they can derail a job search should recruiters pick up on them. "You have to take some time to mentally regroup," says Ms. Shapiro. Once you're ready to hit the pavement, consider that the wider you can look geographically, the greater your chances. To identify employers that are still hiring, start perusing local newspapers, trade magazines and business publications, advises Howard Seidel, a partner at Boston-based Essex Partners, a provider of career services. "Some [layoff victims] stop reading newspapers because it can get depressing," he says. But if you keep at it, "you'll get a feel for what companies seem to be doing OK." Don't rule out small businesses or those in struggling industries. "There are some companies that are countercyclical," says Mr. Seidel. Industries like health care and education are still adding jobs. Public accounting and financial advising are also continuing to do well, although their growth is more muted. Another job-hunting method is to network. Recruiters in particular can offer valuable insight, regardless of whether they have any search assignments that match your skill set. "They're very close to the market and tend to have an idea of what's happening," he explains. If you don't already have relationships with recruiters, now is the time to start developing some. Many search firms accept resume submissions through their websites, which can lead to a recruiter contacting you. But you can boost your odds of success by reaching out to recruiters directly. Since they typically
34 prefer to meet job hunters through referrals, ask former colleagues, business associates, alumni and other members of your network for an introduction to a recruiter they have a relationship with already. Studies show that referrals lead to the highest number of job placements, so devote the majority of your search time to networking, says Annie Stevens, managing partner at ClearRock Inc., an executive coaching and outplacement firm in Boston. Responding to ads on job boards also ranks high, while attending career fairs delivers modest returnsespecially for experienced professionals. Use caution when being creative. In highly competitive job markets, some professionals go to unusual lengths to try and win the attention of hiring managers and search-firm recruiters. For example, job hunters have been known to send recruiters giftssuch as golf balls and cookieswith their resumes attached. While such tactics can sometimes prove effective, they can also backfire. (See "Take Care With Gimmicks.") Keep mum about personal problems. When meeting with search-firm recruiters, laid-off workers have a tendency to open up too much about the personal impact of their dismissal, these professionals say. While recruiters can generally be trusted to keep this kind of information confidential, giving it out can suggest you lack discretion or are too distracted to perform well in a job. Consider paying for professional support. If your job search isn't proving effective, a career coach may be able to help by providing objective, expert advice. To find one in your area, visit the Professional Association of Resume Writers and Career Coaches' website at www.parw.com, or the International Coach Federation online at www.coachfederation.org. (See How to Find A Career Coach." When applying, avoid expressing bitterness or self-pity. Many layoff victims send cover letters that blame the economy for their job loss, says Ms. Shapiro. There's no need to even point out the fact that you've been laid off. "If your last work day was in October, your resume will say that," she explains. Plus, since so many workers have been handed pink slips in the past year, this information is unlikely to kill your candidacy upfront. While it can be helpful to explain why you were let go over others whose jobs were not eliminated, save those details for the interview and use the cover letter to describe your strengths. Another faux pas many unemployed job hunters make: Sending introductory notes that overextend gratitude, says Ms. Shapiro. These include lines like, "Thank you so much for giving me consideration," which signal a lack of confidence. She suggests taking the opposite approach by conveying that employers should take advantage of this opportunity to recruit you. Just be careful not to come across as arrogant. Say something like: "I look forward to hearing from you." Meanwhile, show employers you're flexible and not fussy. A candidate for a senior consulting job at International Business Machines Corp. indicated to
35 hiring manager Mayank Shah that she was willing to travel locally and abroad, as well as undergo training. "There were many candidates with the same skills and experience, but what differentiated her was her can-do attitude," he says. Many of her competitors made specific demands or agreed to adhere to certain requirements only in exchange for higher pay. Keep your requests for concessionslike working only out of a particular office or during certain hours to a minimum. You can work up to those perks after you've proven yourself in the position. Still, don't go overboard. Offering to do things you really don't want to do such as relocate anywhere or travel up to 100% of the timecan turn off recruiters, warns Russ Riendeau, a senior partner at East Wing Search Group, an executive-recruiting firm in Barrington, Ill. "When I hear that, I know it's not true," he says. "I know I'm dealing with a desperate candidate." What's more, you could damage the relationship you have with a recruiter if he or she believes you and you later renege on your promises. Some unemployed job hunters also hurt their chances by volunteering to take a significantly lower salary than what they earned in their last job. An offer to take a pay cut of more than 20% can suggest to employers that you're biding your time and would re-enter the job market in search of higher-paying positions once the economy improves, says Jeff Joerres, chief executive officer of outplacement firm Manpower Inc. Or, you might unwittingly imply that you're going to ask for a raise soon after coming on board. A better strategy is to wait for the hiring manager to raise the subject of salary. If the job pays less than what you previously made, respond with a plausible reason for accepting it. For example, you might say that you recognize what's going on in the economy and cite reasons why you're attracted to the position and the company. "You want to project that you are facing reality and are comfortable with the situation," says Mr. Joerres. Finally, prepare an explanation about what led to your layoff. For example, you might tell the interviewer that your skill set wasn't critical to your last employer's survival, but that you believe it is for the organization you're now targetingand then explain why, suggests Mr. Joerres. If you've been unemployed for a long period of time and a recruiter asks why, consider pointing out that you're being selective about your next move, says Mr. Joerres. Then describe how the position is a strong fit. Or you might explain that you opted to delay your search to spend time with family or take a class, suggests Ms. Shapiro. "You have to make those last months sound like a conscious choice," she says. Published Dec. 9, 2008.
36
How to Fine-Tune Your Resume

Its one of the first things people think to do after losing a job: quickly get a resume into as many hands as possible. But career experts say doing so without a strategic plan is a mistake because it wastes time and energy and typically results in few callbacks. Heres how to fine-tune your resume: Make a wish list. Take the time to identify the companies you want to work for before you sit down to write your resume. This can help you make key adjustments to the document. For example, knowing that a company you are applying to is in the midst of making acquisitions can help you structure your resume to highlight relevant work experience. Use keywords. Recruiters often rely on keyword-search technology to sift through resumes. When responding to job ads, be sure to include the same language they contain in your resume. If, say, youre answering an ad for an arbitrator position make sure your document describes you as such and not a mediator, even though both terms refer to the same job. Tell your story. Once youre ready to send out the resume, make sure its doing the job of showcasing your skills and accomplishments. First, for each job you list, spell out in concise, descriptive bullet points what your job required and what you did in it, including any obstacles you encountered, the actions you took to resolve the issue and the results that followed. Find an insider. Develop a networking list of friends, former colleagues, and acquaintances who might know people at your target companies. Then ask them to help ensure your resume gets into the right persons hands. Try a personal touch. Writing a tailored cover letter to accompany your resume is one way to grab the attention of hiring managers. In it, demonstrate that you have researched the firm, for example, by mentioning its last quarterly report or a recent speech made by the CEO. Your ultimate goal is to stand out from the competition by showing youre knowledgeable and interested in the organization. Re-evaluate after a lull. If youve been sending your resume out for a month or more with no response, ask yourself a few questions. Have you developed a plan that outlines the job functions and industries that most interest you? Is your resume lacking keywords or are your bullet points not playing to your strengths or the companys needs?
37
Take Care with Resume Gimmicks

BY SARAH E. NEEDLEMAN In an era when many resumes share a standard email-friendly format, it's no wonder some job hunters feel compelled to use creative tactics to stand out. But while a rare few succeed, most fail miserably, say recruiters and hiring managers. A junior marketing professional tried sending his resume to a company hiring manager via homing pigeon, says Cynthia Shapiro, a job-search coach in Chatsworth, Calif. But as far as the job hunter knows, the recruiter wasn't interested, because the animal never returned, says Ms. Shapiro, who began working with the job hunter after the incident. Such oddball gimmicks are more commonly used by entry- and mid-level professionals than by managers and executives, say recruiters. Yet a miscue can be even costlier for senior folks, because "they should know better," says Amy Hoover, an executive vice president and partner at Talent Zoo Inc., a recruiting agency with offices in New York and Atlanta. "Big gaffes certainly can give you an unflattering reputation regionally or across the board in your industry." Professionals typically resort to unconventional tactics after bouts of rejection, says Ms. Shapiro, who has 17 years of experience working in corporate human resources. "It's really disheartening when you send your resume out there and you get nothing in return," she notes. "It just makes people feel like they have to do something crazy to get noticed." Among the more bizarre gimmicks hiring managers say they've seen: a cut-up resume placed piece by piece inside a Russian stacking doll, a cover letter with an electronic key chain and a note saying, "The only noise you'll hear out of me are the ones generated by this letter," and a case in which a job candidate brought a Rubik's Cube to an interview to demonstrate her quick problem-solving skills. .Ms. Shapiro says a job hunter in a gorilla suit once dropped off his resume at her office at a construction company. Then, she recalls, he burst into a song describing why he would make a strong candidate. "The receptionist said he couldn't come in, but he kept running around with balloons and calling my name," she says. "Everyone thought it was my birthday. The CEO came out. It wasn't cool."
38 But even a relatively benign approach to dropping off a resume may not work. Carrie Pryor, a senior client partner at Korn/Ferry International, an executive search firm, says professionalsusually in normal attireshow up at her New York office unannounced about once every three months. "It has a sense of desperation, which is not a good quality to be projecting to a recruiter," she says, adding, "It's also not terribly respectful of my time." Approaching recruiters in a social setting about job opportunities is also unwise. Ms. Pryor says she was recently cornered by a job hunter as she was searching for a seat at her daughter's high-school volleyball game. "I was really more interested in focusing on seeing my child perform," she says. An acceptable alternative would have been to ask to meet in a business setting at a later date, she adds. Another strategy sometimes used by job seekers is to send a recruiter a cover letter inside an unsealed envelope with no resume, says Ernest Feiteira, formerly a director of business development at NAS Recruitment Communications, a human-resources communications firm in Woodbridge, N.J. The goal is to make it appear that the person's resume fell out, prompting the recruiter to personally follow up, he explains. But this can also leave the impression that the job seeker is deceptive, incompetent or careless, he notes. Some job seekers regularly email recruiters jokes, goofy photos or other unprofessional items just to stay on their radar, says Romayne P. Berry, a career consultant for Right Management in Fort Lauderdale, Fla., and a former executive recruiter. Others send their resumes about once a month, noting that they made a change to the document even though the edits are usually minor. Job candidates have also been known to offer recruiters free tickets to concerts or other events during interviews. Others send thank-you letters with a fruit basket or a bottle of champagne attached. Such actions are tantamount to bribery, which can be an automatic knock-out factor, recruiters say. Still, the right attention-getting tactic can sometimes work, particularly when professionals tailor it for a specific recipient, says Harry Joiner, a recruiter in Atlanta who specializes in e-commerce. He recently received via FedEx a toy rubber sandwich wrapped in red cellophane with a note saying he wouldn't have to brown bag his lunch the following week if he'd let the sender take him to a restaurant. The strategy worked, Mr. Joiner says, because his personality "screams kitsch," a fact that can easily be discerned from reading his blog, www.marketingheadhunter.com, about careers in marketing. "This guy knew exactly who he was sending it to," he says. But Mr. Joiner acknowledges that such a tactic might have the opposite effect on other recruiters. "This is a judgment call," he says. "Sometimes you've got to take some chances to break through the clutter." He advises job seekers to research recruiters' personal interests to identify ways to grab their attention using resources like the networking website LinkedIn.com.
39 Spend the bare minimum on your gimmick, adds Mr. Joiner. "You want to pick something that doesn't cost so much that you look like you're trying to buy the person." Recruiters in creative industries like advertising, marketing and public relations may be more receptive to gimmicks than others, says Dave Willmer, executive director at Creative Group, a division of the recruiter Robert Half International Inc. He recommends looking for clues in job descriptions. A call for creative types that includes terms like "cutting edge" or "fresh" might indicate openness to such an approach, he notes. One easy way to stand out is to include a link to a personal website or blog in an email resume, says Matt Schwartz, president of MJS Executive Search, an executive search firm in Tarrytown, N.Y. Just be sure the content on the site is appropriate. A professional seeking a head speechwriter job at a major consumer-goods company blew his candidacy by sending Mr. Schwartz a link to a blog that included a description of illegal drug use. Though this person was highly qualified for the $300,000 position, Mr. Schwartz says he was unwilling to overlook the faux pas. It also is acceptable to send a card for a nondenominational holiday such as New Year's to remind recruiters of your interest, Ms. Shapiro says. But avoid any stunts that might be deemed crass or unprofessional, says Dale Winston, chief executive of Battalia Winston International, a retained executive-search firm. She once received a resume with two Pepto-Bismol tablets attached and a note that read: "I'm one candidate that won't nauseate you. However, since I don't know how the rest of your day is going, accept some relief, compliments of me." Ms. Winston keeps it and similar items in what she calls her "funny file," she says. And bear in mind that even if you do win a recruiter's attention using a creative gimmick, that doesn't mean you're a shoo-in for a job, Mr. Joiner says. "You still have to be good," he says. "There's no getting around that." Published July 3, 2007.
40
Part 3
LANDING THE JOB
41
The Interview That'll Bag a Job

BY SARAH E. NEEDLEMAN Recruiters for Consolidated Container Co. have seen job candidates arrive up to an hour early for interviews. Other candidates have alluded to financial hardships while in the hot seat, and one person even distributed bound copies of documents describing projects he completed for past employers. These sorts of tactics aren't exactly winners. In today's ultracompetitive job market, even getting an interview is a feat. Yet recruiters and hiring managers say many unemployed candidates blow the opportunity by appearing desperate or bitter about their situationsoften without realizing it. "People are becoming a lot more aggressive," says Julie Loubaton, director of recruiting and talent management for Atlanta-based Consolidated Container. "They often wind up hurting themselves." At an interview, you want to stand out for the right reasons. To do so, you'll need to leave your baggage and anxiety at the door. For starters, wait until 10 minutes before your scheduled interview time to announce yourself. Arriving any sooner "shows that you're not respectful of the time the hiring manager put aside for you," says Ms. Loubaton, adding that a candidate who arrived an hour early made workers uncomfortable. "Companies really don't want someone camped out in their lobby." Signal confidence by offering a firm handshake, adds Wendy Alfus Rothman, president of Wenroth Consulting Inc., an executive coaching firm in New York. Focus your attention on the interviewer. Avoid looking around the room, tapping your fingers, or other nervous movements. No matter how you're feeling, keep your personal woes out of the interview process, asserts Ms. Alfus Rothman. Instead, always exude an upbeat attitude. For example, if you were laid off, instead of lamenting the situation, you might say the experience prompted you to reassess your skills, and that's what led you here. "You want to demonstrate resilience in the face of unpredictable obstacles," she says. Meanwhile, show you've done your homework on the company by explaining how your background and track record relates to its current needs, adds Deborah Markus, founder of Columbus Advisors LLC, an executive-search firm in New York. This is particularly important if the firm is in a different industry
42 than the one you worked in before. To stand out, you'll need to look up more than just basics on company leadership and core businesses. You'll also need to find outand understandhow recent changes in the marketplace have affected the firm, its competitors and industry overall. Read recent company press releases, annual reports, media coverage and industry blogs, and consult with trusted members of your network. "Companies that may have been performing well just a few months ago might be in survival mode now," says Ms. Markus. "You want to understand how [they're] positioned today." Also, be sure to show you're a strong fit for the particular position you're seeking, adds Kathy Marsico, senior vice president of human resources at PDI Inc., a Saddle River, N.J., provider of sales and marketing services for pharmaceutical companies. Offer examples of past accomplishmentsnot just responsibilities you've heldand describe how they're relevant to the opportunity. "You must differentiate yourself like never before," she says. "You need to customize yourself and make yourself memorable." Sherry R. Brickman, a partner at executive-search firm Martin Partners LLC, says a candidate recently impressed her with this sort of preparation. "He knew the company's product line and what markets it was already in," she says of the man, who was interviewing for an executive post at a midsize industrial manufacturer. "He clearly and effectively explained how he could cut costs, increase sales and expand market share based on what he'd done in his current job." The candidate was hired. Be careful not to go too far, though, in your quest to stand out. For example, it may be tempting to offer to work temporarily for free or to take a lesser salary than what a job pays. But experts say such bold moves often backfire on candidates. "Employers want value," says Lee Miller, author of "Get More Money on Your Next Job ... In Any Economy." "They don't want cheap." Your best bet is to wait until you're extended a job offer before talking pay. "In a recession, employers are going to be very price sensitive," says Mr. Miller. "The salary you ask for may impact their decision to move forward." Come prepared having researched the average pay range for a position in case you're pressured to name your price, he adds. You might say, for example, that money isn't a primary concern for you and that you're just looking for something fair, suggests Mr. Miller. You can try turning the tables by asking interviewers what the company has budgeted for the position. In some cases, you may be looking just for a job to get you through so you might consider a less-than-perfect fit. But if you aren't really excited about an opportunity, keep it to yourself, warns David Gaspin, director of human resources at 5W Public Relations in New York. "I've had times where people come in and it's clear that if they really had their preference, they'd be doing something different," he says. "You don't want to put that out on the table. Nobody wants to hire someone who's going to run for the door when times get better."
43 After an interview, take caution with your follow-up. If you're in the running for multiple jobs at once, make sure to address thank-yous to the right people, career experts advise. Also look closely for spelling and grammatical errors. In a competitive job market, employers have the luxury of choice, and even a minor faux pas can hurt your chances. If all has gone well, don't stalk the interviewer. Wait at least a week before checking on your candidacy, adds Jose Tamez, managing partner at AustinMichael LP, an executive-search firm in Golden, Colo. Call recruiters only at their office, even if their business card lists a home or cell number. Leave a message if you get voicemail. These days, recruiters typically have caller ID and can tell if you've tried reaching them multiple times without leaving a voicemail. "There's a fine line between enthusiasm and overenthusiasm," he says.
Published April 14, 2009.
44
Fielding Any Interview Query

BY PERRI CAPELL Don't be rattled by your next job interview. It's possible to answer any question that comes your way. How? By preparing and knowing how to direct the conversation to the topics you want to cover. To start, take a tip from consultants who coach executives and politicians on how to handle media interviews. These trainers say you can deliver the message you want to an employer, regardless of the question you're asked. "Most people don't realize that their purpose isn't to sit there and hope the right questions will be asked," says Aileen Pincus, president of the Pincus Group, a media interview-training firm in Silver Spring, Md. "They need to develop two or three key messages and make sure their point is delivered." Unlike some politicians who ignore press questions and immediately introduce a different topic in response, job candidates must respect and directly answer employer's queries, says Jeff Braun, vice president and general manager of the Ammerman Experience, a Stafford, Texas, media interview-training firm. However, you can quickly make the transition from your answer to the important points you want to convey about your qualifications, he says. He suggests when answering job-interview queries applying the formula Q = A + 1: Q is the question; A is the answer; + is the bridge to the message you want to deliver; and 1 is the point you want to make. "If you take the '+ 1' off the formula, then the interviewer is controlling the session," says Mr. Braun. Diligent preparation also is necessary to effectively answer any interview question, say senior executives. Theirs and media trainers' tips follow: Study hard. Learn as much as you can about the job, the employer and its executives beforehand. Use this information to answer direct questions and to then segue into a discussion about your qualifications and fit. Eric Herzog, a vice president of product line management and channel marketing at Maxtor Corp., a hard-disk drive company in Milpitas, Calif., says he always talks to current and former company employees and analysts whenever possible prior to job interviews to gain as much insight as he can into the employer's challenges and culture. If the company is publicly owned, he studies its financial condition by reading U.S. Securities and Exchange Commission
45 documents, such as annual 10-K shareholder reports on the company's performance. He then tailors his interview answers to the company's issues. "If the company is having a rough time financially, you can say that not only did you make good products or services, but that you produced things on time and under budget," says Mr. Herzog. "That's a little plus if the company is in trouble." If you're working with a recruiter, ask him or her about what the company is seeking and its key challenges, says Derek Messulam, vice president of rental market development for GE-Capital Solutions, a financial-services unit of General Electric Co. in Norwalk, Conn. Mr. Messulam says he grills recruiters regarding a job's responsibilities and the attributes the company wants before job interviews. He then makes sure that his answers demonstrate his potential value to an employer. "When questions come up, you can steer the conversation to how you can demonstrate value," says Mr. Messulam. "You answer the question, but maybe not 100% the way they were expecting it." Have anecdotes ready. Many interviewers ask questions that require candidates to provide examples of how they handled a difficult challenge or other work situation. Such questions often start with a phrase such as, "Tell me about a time when you faced." These questions require a story in response, but it's unlikely you have a story that fits every conceivable query. But the task of preparing becomes easier when you realize that interviewers typically are interested in only five or six general categories, says Mr. Braun. Instead of trying to be ready for every potential question, come up with stories to fit these general issues, such as how you handled conflict or a difficult challenge. It may help to think of each issue as a bucket and mentally place a story or two in each one, says Mr. Braun. "Be more generic in your approach," he suggests. "When asked a question along one of those lines, you can move to the story you have in one of those buckets." From his research, Mr. Messulam says he can usually tell what types of things a company might want to know about him and thinks of corresponding anecdotes. "I have seven or eight top stories that tell someone what I am good at," he says. This strategy also works when interviewers say, "Tell me about yourself," says Lucinda Baier, former president and chief operating officer of Whitehall Jewelers Inc., a national specialty retailer and a former senior vice president of Sears, Roebuck & Co. Ms. Baier left Chicago-based Whitehall in 2007 after it accepted an agreement with an investor to become private. She left Sears in April 2004 when the credit and financial products division she headed was sold to Citibank.
46 When asked to tell interviewers about herself, she determines how much time she should use and then tries to describe her specific qualifications that fit the company's key issues. "If you know what challenges the company is facing, you can tailor your response to what the company is dealing with and how you can help," she says. Be positive about the negative. Count on being asked about a past mistake or blemish on your career record, and don't try to dodge the issue. Ms. Pincus advises. "If you have a vulnerability, you need to be prepared to answer the question," she says. "There should be no lying or dodging. Just answer it and move on." When discussing a mistake, be ready to say how you learned or benefited from it. "You learn as much by dropping the ball as you do by catching it," says Mr. Herzog. When interviewing for his current job, which he started in 2007, Mr. Herzog says he mentioned he had been involved in successful turnarounds and one that failed. "And I said what I learned from it," he says.
Published May 15, 2008.
47
Explaining Resume Gaps

BY DENNIS NISHI Jenson Crawford quit his steady job as lead programmer for Southern California Edison to pursue a dream of becoming a sound engineer. But he later realized that late-night concert schedules weren't compatible with starting a family. So he decided to go back to his old career. The problem: He had a six-year hole in his resumeat least as far as programming was concerned. "The companies I interviewed with did not know anything about the [sound engineering] work I did. So I had to bridge the gap for them," says Mr. Crawford, who translated his experience during those six years into something that software companies could use. He talked up his project-management experience, which involved hiring and working with a crew of 50. He also took classes to brush up on his programming skills. The effort paid off. He got a job at Fetch Technology, a software-intelligence company in El Segundo, Calif. Whether due to career changes, layoffs or taking time off to raise kids or travel, resume gaps can signal to employers that you lack commitment, focus or are trying to hide a bad work experience. That's why it's important to have your story ready and, if possible, turn your experiences during that gap into a plus for a prospective employer. Any unexplained discontinuity in work history can slow or kill the hiring process, says Ann Spoor, founder of Executive Lattice, a Denver-based executive talent agency. When talking about personal reasons, remain professional, stay on topic and be brief, unless you can connect your time away to something that has a direct benefit to the company. Taking a year off to care for a sick parent, for example, may have given you applicable insight into the senior-care marketplace, hospitals or the insurance industry. If you did consulting or volunteer work, took classes or even worked an entry-level job to pay the bills, talk those up. Working at the local coffee bar, for instance, may have given you insight into customer needs. If you were fired or quit on bad terms, highlight what you learned from the experience. Accepting responsibility shows character and a willingness to learn
48 from mistakes. Don't place blame, lie or falsely alter dates of employment. If the truth surfaces down the line, it can result in your termination. When it comes to your resume, you can leave out the actual months of a gap if it was shortsay, a few months. Then, address the time lapses during an interview. If the company has an online application process that requires filling in exact dates, explain your reasons for having any gaps in your cover letter.
Published Oct. 17, 2010.
49
Beyond A Simple Thank You

BY JOANN S. LUBLIN Everyone knows to express gratitude in writing following a job interview. Yet most applicants spend scant time writing such letters. Dashing off a perfunctory note blows a great opportunity to gain a competitive edge and, possibly, to seal the deal. A thoughtful follow-up carries as much clout as a cover letter, many experts say. Nearly nine out of 10 senior executives consider a written thank you influential in evaluating candidates, according to a 2007 survey of 150 respondents by Accountemps, a professional staffing service. Your post-interview correspondence should deliver a sales pitch far more compelling than a simple thanks. "Put a spin on it that acts in your favor,'' recommends Kate Wendleton, president of the Five O'Clock Club, a careercounseling network in New York. "An effective thank-you letter should hit every one of an employer's hot buttons," concurs Wendy Enelow, an author, trainer and career consultant in Coleman Falls, Va. You can hit those buttons by linking your skills to solving specific workplace problems that you learned about during interviews. Doing so helped one prospect win a top post at a New York nonprofit group. Her thank-you letter proposed numerous concrete ideas akin to free consulting, recollects Marilyn Machlowitz, the New York executive recruiter involved. "She knew how to translate her experience and expertise to fit their needs." To bolster your chances further, make sure your letter describes relevant achievements and potential contributions beyond those you cited in person. "We didn't even talk about the fact that I am also a professional techie,'' an aspiring saleswoman noted in her post-interview letter to Inspirica, a small tutoring concern in New York. "She took another job before we could grab her,'' laments Lisa Jacobson, the company's chief executive. A well-crafted letter also may overcome a hiring manager's initial qualms about you. "You can address any issues that may have not gone your way in the interview,'' suggests Gary Calvaneso, an executive vice president for a West Coast defense contractor.
50 He learned this lesson when he sought a divisional marketing vice presidency at a medical-devices company several years ago. "Where do you see yourself in five years?" the head of the company asked during their interview. Mr. Calvaneso outlined a long-term marketing plan rather than his personal ambitions, however. "Is that what you were looking for?" Mr. Calvaneso wondered. "Not exactly," the CEO stiffly replied. Worried that he had ruined his chances, Mr. Calvaneso sought advice from Brad Remillard, the recruiter handling the search. Mr. Remillard, president of Impact Hiring Solutions, urged him to correct his mistake immediately with a follow-up letter. Mr. Calvaneso spent 30 minutes crafting his letter's most important sentence. "I am not sure that I communicated the response to your question about the next five years exactly as you intended,'' he wrote. He then explained why he hoped to work for a business where he could grow. The letter "opened the door again,'' he says. He got the job. In applying to his current employer, Mr. Calvaneso took no chances. His thank-you letter strengthened points he raised during interviews about why the defense contractor should pick an industry novice. He argued that he offered a fresh perspective and transferable marketing know-how. Every key interviewer deserves a personalized thank-you letter, focused on his or her unique interests. You should collect business cards, duck into the bathroom between sessions and jot down details about the individual you just met. Career coaches, recruiters and human-resource managers disagree about the format for a follow-up, however. Email often makes the most sense when a hiring decision looms. But an informal electronic message could offend a highlevel executive at a tradition-bound business. And corporate spam filters may kill your instant communication before he sees it. On the other hand, a hard-copy document sent via overnight carrier keeps "the job seeker in the immediate consciousness of the interviewer,'' Ms. Enelow points out. A handwritten message in flawless penmanship can leave an indelible impressionespecially if you use simple stationery, minus any flowers or animals. More than half of the respondents to Accountemps's survey prefer that approach. "Handwritten notes are a lost art,'' says Arnnon Geshuri, Google's director of recruiting. Applicants "can go a long way" by taking this extra step to brand themselves, he adds. A few years ago, a strong contender for a Google account-executive position delivered a handwritten thank you to an internal recruiteralong with cupcakes for the recruiter and five other officials who also interviewed him. One
51 letter of the Google name appeared atop each pastry. His gesture "was just icing on the cake,'' Mr. Geshuri quips. The Internet company hired the candidate.
Published Feb. 5, 2008.
52
Thx for the IView! I Wud to Work 4 U!!

BY SARAH E. NEEDLEMAN After interviewing a college student, Tory Johnson thought she had found the qualified and enthusiastic intern she craved for her small recruiting firm. Then she received the candidate's thank-you note, laced with words like "hiya" and "thanx," along with three exclamation points and a smiley-face emoticon. "That email just ruined it for me," says Ms. Johnson, president of New York-based Women For Hire Inc. "This looks like a text message." Hiring managers like Ms. Johnson say an increasing number of job hunters are just too casual when it comes to communicating about career opportunities in cyberspace and on mobile devices. Thank yous on paper aren't necessary, but some applicants are writing emails that contain shorthand language and decorative symbols, while others are sending hasty and poorly thought-out messages to and from mobile devices. Job hunters are also using socialnetworking sites like Facebook and MySpace to try to befriend less-than-willing interviewers. These incidents typically involve college students and recent graduates, and recruiters say such faux pas can be instant candidacy killers because they hint at immaturity and questionable judgment. The trend may reflect a cultural divide between younger and older workers, says David Holtzman, author of "Privacy Lost: How Technology Is Endangering Your Privacy." "It's driven by the communication technology that each generation has grown up with," he adds. Workers in their 20s and younger are accustomed to online and cellphone messaging, and the abbreviated lingua franca that makes for quick exchanges, he says. "It's just natural for them. They don't realize that it's perceived to be disrespectful." Travis Hawk, a 2008 graduate of Drake University, says he prefers sending text messages to making phone calls and almost fell victim to his textlingo behavior in emails to recruiters during his recent job search. "I had to focus on not doing it," says the 23-year-old, who just got an entry-level sales position at Principal Financial Services Group. Now an intern at the Des Moines, Iowa, firm, he says his penchant for using abbreviations such as "r" for "are" is sometimes
53 hard to manage. "Occasionally, on accident, I throw one in an email at work," he admits. Other job hunters, however, don't see any need for restraint. Consider, for example, that smiley faces, hearts and other icons appear in about one of every 10 thank-you emails sent to hiring managers at KPMG LLP, says Blane Ruschak, the New York accounting firm's national director of university relations and recruiting. But KPMG's staffing specialists, who hire about 2,700 college graduates and 2,300 interns annually, aren't amused. "We don't feel emoticons have a place in any formal communications," says Mr. Ruschak. "It's not professional." And seeing them makes KPMG's hiring managers wonder whether that sort of unprofessional communication will follow the applicant to the workplace. Graduates who commit the offense may lose out on a job if "there are other candidates similar to them that didn't," he adds. Some job hunters are earning the rebuke of recruiters by taking thank yous to another extremeby sending them hastily from their mobile phones. The move suggests an on-the-fly mentality, as if the applicants haven't taken time to think about why they want the job or why they are saying thanks, says Wendi Friedman Tush, president of Lexicomm Group, a boutique communications firm in New York. "It always says 'From my Blackberry,' " she says. Candidates "should sit down at their computer in a thoughtful way and do it, not while they're on their way somewhere," she says. Executive recruiter Hal Reiter recently received such a thank you from a chief financial officer candidate sent by BlackBerry just minutes after the interview. "You don't even have time to digest the meeting and you're getting a thank-you note," says Mr. Reiter, chairman and chief executive of Herbert Mines Associates, a New York-based search firm. Once, hiring manager Cathy Chin received a thank you on her cellphone from a candidate for an entry-level job at ReThink Rewards Inc., a marketing firm based in Toronto. While she says her cell number is on her business card, which she gave to the candidate, all prior correspondence had been through her office phone and email. "It's infringing a bit on your personal space," she says, adding that the candidate wasn't hired partly for this reason. And a candidate for an assistant account-executive job recently sent a "friend" invite to Ms. Friedman Tush on her personal Facebook page following an interview. Her company doesn't have a page on the social-networking site. "I'm not his friend. I'm not even his employer. I was somebody who interviewed him," she says. "They are called social-networking sites for a reason." Job hunters may be more inclined to use their cellphones and text lingo when thanking interviewers because the medium is gaining acceptance in a growing number of workplaces. "I definitely text my managers if I am running late," says Jennifer Nedeau, 23, a project manager at New Media Strategies Inc.,
54 a marketing firm in Arlington, Va. "I know I'm not bothering them with a phone call, but they're still getting the message." Are there ever exceptions to sending a thank you through a mobile phone or social-networking site? Perhaps if someone is applying to a company that sells or relies heavily on the technology, say hiring managers. But Ms. Johnson points out that it may be less effective than email since recruiters can't forward these types of messages to colleagues as easily. The younger set sees the world of interview and workplace language evolving. Chris Brubaker, a junior at Iowa State University, predicts that "textspeak" will soon become accepted in the workplace. "Text messages are much more short and to the point," says the 20-year-old. "General communication is becoming more electronic." Indeed, employers themselves are blurring the lines to some extent by using mobile and Web technology for recruiting, including posting job ads on social-networking sites like MySpace. Ms. Chin's firm has a Facebook page that lists information about job openings and its work environment. For this reason, Ms. Chin says she doesn't mind getting thank-you messages through the site's email system. The effort can even help a candidate stand out. "It puts a face to the name because it shows your profile picture," she explains. Still, Ms. Chin says there's no excuse for using shorthand in messages to recruiters. "A thank-you noteeven if it's on Facebook or emailshould be written like a proper letter," she says. "If I'm going to give you a job, do I really want you communicating to our clients in this fashion? No."
Published July 29, 2008.
55
Bulletproofing Your References

BY JOANN S. LUBLIN An employer recently requested a recommendation from Andy Levine about one of his former staffers at Development Counsellors International in New York. The problem? "We fired him after three months" because he missed more than five major deadlines, says Mr. Levine, president of the economic marketingdevelopment firm. He merely confirmed the man had worked there. Since that call, the dismissed employee repeatedly has offered Mr. Levine as a reference without his permission. And the exasperated executive hasn't been able to contact the fired staffer about the situation. Mr. Levine's advice to job seekers: "Seek references from someone besides the boss who fired you." Most job hunters grasp that basic maxim, yet many still fail to make the most of their references. In a tight job market, you must carefully cultivate your endorsers. Businesses looking to hire are pickier than ever. As for Mr. Levine, he requires 12 references from every finalist, asking each referral, "What is wrong with this candidate?" Going the extra mile with references may enhance your chances of landing a job. "That means caring enough to do more than just asking for permission," emphasizes Randy Street, an Atlanta partner for ghSMART & Co., a management-assessment firm in Chicago. He co-wrote "Who," a book about successful hiring methods. Here are some ways to make sure your references take good care of you: Create and maintain an up-to-date "bank" of referrals. It's a wise idea to collect recommendations when you quit a well-done job. Don't limit yourself to written tributes, however. Consider video testimonials, which you can post through VisualCV, a free service for job seekers that lets them craft online resumes. LinkedIn, a professional networking site, contains a "recommend" feature where prior colleagues and superiors can sing your praises. By reaching out to such contacts while he was still fresh in their minds, marketing manager Steve Boudreau increased his LinkedIn endorsements to 21 from three soon after a Chicago executive-search firm laid him off in 2009. "Having many endorsements will help set me apart," he predicts.
56
Prepare your references for hiring managers' tough questions. Anyone vouching for you needs gentle reminders about your shared work history, your most memorable achievements, their relevance to the desired job and a detailed description of that spot. Anticipate negative queries by telling references about your corrected shortcomings. You might say, "Back then, I wasn't as organized as I am now," Mr. Street advises. You also could ease a reference's discomfort over describing your biggest flop by noting "some outcomes were good," adds Sean Kenney, a partner at Essex Partners, a unit of outplacement counselors Keystone Partners in Boston. Contact references after they've spoken on your behalf. Use innovative methods to stay in touch a few times a year. "You want to make sure your references are doing a service for you," says David Marshall, a credit analyst. In following up with three references for a job with GMAC Commercial Finance LLC, he learned they gave the right answers about himand gleaned insights about that business. He joined a GMAC Commercial unit in Greensboro, N.C., in 2009 after being jobless since October 2007. Mr. Marshall treated his endorsers to a meal. There are other ways to show your gratitude. Send references a card on Thanksgiving Day, a holiday when people rarely receive greetings, notes Oscar Adler, a career and communication coach in Deerfield, Ill. "Yours will be appreciated," he says. You also might set up Google News Alerts to monitor Internet mentions of your references, proposes William Arruda, founder of Reach, a New York personal-branding concern. Email "Bravo!" after you spot a referral's latest article citation, speech or promotion. Don't clutter your resume with unnecessary verbiage about contacts. The popular phrase, "references available upon request," wastes space on an obvious point. Instead, you should write up the names, titles, email addresses and telephone numbers of five references, then hand them over after every job interview, Mr. Adler recommends. Don't offer outdated references or "big names" who barely know you. Your boss from 1999 may still think you're wonderful. His endorsement means little in today's harsh job market, however. Similarly, "proximity can trump prestige," because your immediate supervisor is well aware of your achievements, says Marilyn Machlowitz, a New York executive recruiter specializing in nonprofits. She isn't impressed by "big name" references who only can spout glittering generalities about candidates they hardly remember. Such name dropping "comes across as bragging," she adds. On the other hand, "a big name who can really talk about your work can help."
57 Don't seek endorsements from the same person again without describing the outcome of your last request. If youre guilty of doing that in the past, the best way to repair a gaffe like that is to simply apologize.
58
How to Get the Salary You Want

BY JOE LIGHT A tight job market might have taken away some jobseekers' leverage in a salary negotiation, but that doesn't mean they should roll over and accept the first offer, says New York-based executive coach Rabia de Lande Long. To get the top compensation possiblewithout putting a sour taste in your potential employer's mouthtake these steps.
1. Do your research
It used to be hard to find out what your coworkers and other professionals in your industry get paid. But now, several resources have attempted to opened that black box, says Ms. de Lande Long. Salary.com and Payscale.com give salary ranges to expect based on a job seeker's position, location, and experience. Employees at the actual company you're applying to might have also posted their salaries at GlassDoor.com.
2. Don't give out the first number
You'll be pressured to do this through the application process. "What's your salary requirement?" "What salary range are you looking for?" "What do you get paid now?" Whatever you do, never give out the first number, says Ms. de Lande Long. If your answer is too high, you might not make it to the next stage. Too low, and an employer will either think you're not qualified or desperate. So, if possible, write "NA" on applications. If you're pressured to say how much you make during the interview process, try giving your "total compensation," which many large employers will break out for you on the company's internal human resources website. If your current employer doesn't do that, just spell out your salary, benefits, bonuses, and anything else your current employer offers, says Walter Akana, a Decatur, Ga., career coach. If the new company doesn't offer some of similar benefits, the HR manager will know that your new salary would have to be bumped up to reflect that, he says. If the interviewer still presses for a required salary, try giving a range of $15,000 rather than a specific number, Mr. Akana says. The low amount should
59 be the minimum you'd be happy with and the high amount should be what would make you happy.
3. Don't lie
"It's so easy to get someone in HR to verify a salary, even if they're not supposed to," says Ms. de Lande Long. Even if you make it to a job offer, the false salary could come out during a background check, which could result in an outright retraction of the offer or at least upset an employee's new boss. "And from that point onward, you might face trouble in negotiations not just with your new employer, but with everyone in your industry who has heard. Word gets around," says Ms. de Lande Long.
4. Don't take the first offer
Most employers expect candidates to try to negotiate. So they leave room in the first offer for a raise, says Mr. Akana. If possible, try to arrange a face-toface meeting with the hiring manager rather than someone in human resources. The hiring manager is more likely to be flexible, says Mr. Akana. Say that you're flattered to have an offer and really want to join the team, but that there are a couple specific items that you're sure you could resolve if you put your heads together," says Mr. Akana. Despite the pressure on salaries during the downturn, a good rule of thumb is to ask for a 10% higher salary, says Ms. de Lande Long. If the hiring manager says budget restrictions keep him from going as high as you'd like, it might be that the position is "graded" to be within a certain salary band by HR, says Mr. Akana. It's worth asking if the boss can ask the appropriate person for the job to be re-graded. The worst he can say is no.
5. Once that's locked in, go for other benefits
Despite what you might have heard, many benefit packages aren't flexible, says Ms. de Lande Long. So, while it's worth asking, it might be difficult to modify the health plan. Your success in getting more vacation days depends on the employer, says Ms. de Lande Long. Your potential boss might be hesitant to give you more days if it will make other employees think they're being treated unfairly. Instead, focus on things that are easy for the employer to provide, such as a work-from-home arrangement for one day a week, says Mr. Akana. If you still feel your package is too low, ask if it can be reviewed in six months. "That way, you can show them that you're worth the money," he says. Published June 27, 2010.
60
Want Your Old Job Back?

BY DENNIS NISHI If you've been laid off and your former employer is hiring again, you might see the news as a chance to get back to work at your old firm. But first it's important to consider whether it's a good ideaand whether the skills you bring are what the company needs now. The odds of getting an old job back are good if you were let go simply for budgetary reasons and the company outlook has been improving. But before you get too excited about trying to return, do a selfassessmentand be honest. "Sometimes there is some selectivity in who is laid off," says Jerald Jellison, a professor of social psychology at the University of Southern California who specializes in the workplace. He recommends asking yourself whether you created any bad feelings when you left or while you were working at the company. Was your work up to par? Was your role valued in better economic times? You also should consider whether or not you feel a renewed commitment to the work you'd be doing, says Mr. Jellison. "I liken it to returning to an old flame. Is it really a good idea? Do you really want to be there?" Next, consider what the company will need as conditions improve. If you were a marketing manager, figure out how you could return with a new angle of attack that could help make the company more competitive. If you've enrolled in any courses or have time to sign up for a webinar that will bump up your skills, highlight these efforts in a cover letter. Keep in mind that even if your old firm is starting to rebuild and your positionor something like itis resurrected, you still might not get the job. Approach the application process and interview as if you were a new candidate. Fine-tune your resume, do research that shows you haven't fallen behind on what the company has been doing, prepare for the interview and be ready to answer tough questions. And before you apply, contact former co-workers who have kept their jobs to assess how things are now relative to when you were there. Get up to speed on any other news that can help you understand key personnel changes or staffing needs, says Ruth K. Liebermann, managing director of HR Insourcing in Boston. "Contact your former boss and let him [or her] know that you're interested," says Ms. Liebermann. "Tell your boss what new initiatives you plan
61 to bring, with the benefit of hindsight, and what new energy you have coming back." When you contact your former boss or human-resources department, assure them that you harbor no bad feelings about being laid off and are eager to return to work. If you're trying to persuade a new boss to bring you back, focus on your accomplishments and get references to back up your claims. Don't be discouraged if you get through the interview process and find out the job now pays less than you earned before. "You have to consider the market conditions," says Paul Glen, a management consultant in Los Angeles. "Everybody is taking pay cuts and losing benefits. That will change as the economy improves."
Published June 20, 2010.
62
Re-Entering the Work Force

BY DIANA MIDDLETON If you've been unemployed for months and have finally found a job, you're likely thrilled at first. But anxiety often follows that excitement. Starting any new job is hard, and coming back to work after a long layoff can be even harder. You have to re-establish a routine, refresh your skills and rebuild your confidence. Here's how to make a successful re-entry: Strengthen your skills and knowledge. Read industry blogs and trade publications to get current on news and trends. Pay attention to what skills seem most in demandif your expertise is out of date, look for ways to bone up. Ask your new boss to describe your duties as specifically as possible to determine where you may need to improve, says Roy Cohen, a New York executive coach and career counselor. One of his clients, a risk manager, bought software to learn new ways to evaluate credit decisions before he started a new job. "Always ask your supervisor if there's any research you should be doing, materials that would be helpful, people you should be talking to," Mr. Cohen says. "Businesses don't have much tolerance for a learning curve." Get back into a routine. If you've grown accustomed to calling the couch your office and pajamas your work attire, shift into a work routine a couple of weeks before your first day. Do a test run of how long it will take you to shower and drive to your new office. Be prepared for emotional volatility. It's hard to be the new kid on the block, especially if your self-confidence took a hit during unemployment, says Barbara LaRock, a Reston, Va., career coach. "Natural introverts will feel especially drained after their first few weeks on a job after a layoff," Ms. LaRock says. Decide how to handle questions about your layoff. Your new co-workers may ask about your work history, so your layoff will probably come up. "You don't want to bare your soul or sound too bitter," says Linda Dominguez, a Los Angeles executive coach. "But you also don't want to keep it a secret." Nowadays, most co-workers won't raise their eyebrows if you tell them you were laid off, Ms. Dominguez says. You can simply tell them where you worked, explain that you got caught in a round of restructuring and that your job was one of many cut.
63 Start rebuilding your office network. Find out who the most influential people are in the office, and who can help get things done. Become a keen observer and networker. See who leads team meetings and commands attention in the office. Ask your supervisor to make introductions and ask colleagues who is helpful. Have lunch as often as you can with co-workers, especially when you first start, says Lori Davila, an Atlanta executive coach. "Discovering those key contacts means you can get up to speed quicker than anyone else," Ms. Davila says. Don't make the same mistakes twice. Your layoff may not have been your fault, but it is worth assessing whether your own behavior made you vulnerable. "I was working with a client who was overly chatty at work, and it created the impression that he wasn't busy enough," says Mr. Cohen. "Even though he was still productive, he addressed that behavior after his layoff."
Published June 16, 2009.
64
The Next Best Career Move: Actually Moving

BY ELIZABETH GARONE When James Marvin retired from the Navy Seals in 2009, he had two choices: seek a civilian government position in his current state of Virginia or pursue the unknown. He chose the latter. "We literally put the 'for sale' sign on our home, packed up the minivan, and drove cross-country," says Mr. Marvin, 44, who moved to Seattle with his wife and daughter to pursue a position with an alternative energy company. Mr. Marvin is part of a small but growing group of job seekers who are relocating to areas of the country with stronger job markets or more desirable livingbut without the security of a job waiting for them. Driving the self-imposed moves are personal desire and cuts in company relocation programs that have forced hiring managers to look locally for candidates. So far the trend is visible at either end of the job spectrum: from seniorlevel job seekers who have a financial cushion to weather the costs of the move and the following transition period to more junior-level job seekers, who have fewer fixed expenses and can move easily. Nancy Keene, a director in the Dallas office of executive search firm Stanton Chase, calls it the "act local/be local" phenomenon, in which job hunters are doing whatever they can to appear to beor becomepart of a community. It's a career move thatif executed rightcan be a good investment. "People are looking to reposition for the next phase of their career," she says. "If you're going somewhere with a robust and diversified economy, it's a pretty safe bet." Some who can't afford to make the move are giving the illusion of being local by renting a mailbox, getting a local cellphone number, and staying with friends and family nearby to attend networking and industry events, Ms. Keene says. Some job seekers don't feel like they have any choice but to take a chance and move on their own, says Beth Ross, an executive career coach in New York City. Over the past two years, companies are loath to pay hefty relocation costs for out-of-state candidates. Being local can be the difference between getting an interview and being passed over, Ms. Ross says.
65 Some 58% of companies have reduced their corporate relocation programs, 27% have frozen such programs, and another 17% have eliminated them entirely, according to an October 2009 Society of Human Resource Management poll of 371 people. "Companies want to pay lessnot morein acquiring new talent," says Ms. Keene. She says many of her clients have asked her to search for candidates locally, instead of nationally, particularly in large metropolitan areas. At 700-employee Campus Management Corp. in Boca Raton, Fla., local candidates are preferred, says Kathleen Bocek, vice president of human resources. "All other things being equal, we absolutely would hire the local candidate," she says, to support the local community, to save the company money, and reduce risk. "When you displace an individual, you're usually displacing an entire family," says Ms. Bocek. "What if the job doesn't work out?" In some marketslike New York Citybeing local is critical for entry-level or junior-level positions in some fields. When the Kansas City, Mo., publicrelations firm where Anna Tabakh was interning announced a hiring freeze in September 2008, she knew her hopes of getting a job there weren't going to be realized. Ms. Tabakh decided she wanted to try to find work in New York and most people she knew advised moving to the area if she wanted a shot at an interview. She started the processeventually moving without a jobwith a cousin's Brooklyn address to use on her resume. "Relocating to New York is by far the best decision that I've made thus far in my professional life," says Ms. Tabakh, 24. "I was a lot more successful when sending out my resume with a local address on it." Before she arrived in October 2008, she sent about a dozen applications with the New York address, and once she arrived she says she had three job offers within two weeks. Some professionals have found that going home, particularly to locations where the cachet of their former city is coveted, can be a good move. One of Atlanta-based career coach Jodie Charlop's out-of-work clients made an extended visit to her hometown, Philadelphia, from New York City, to save money. The financial professional ended up staying after she landed a position there. "She was considered highly valuable with her New York financial firm experience, whereas in New York, she felt like she was a dime a dozen," says Ms. Charlop, who has seen similar results for other clients. The best jobless moves are carefully researched and locations targeted for the highest possibility of landing a job, says Stanton Chase's Ms. Keene. Juju.com, a national job-search site, recently began publishing a monthly "Job Search Difficulty Index" that measures how hard it is to find a job in 50 major cities around the country. For a while, Washington, D.C., ranked the easiest city to find a job, but then it was edged out by San Jose, Calif. Detroit ranks the toughest. You'll also want to target locations where your chosen industry is hiring.
66 Mr. Marvin, for example, settled on Seattle because he had friends and family in the area, along with job opportunities in alternative energy and good schools for his daughter. It's important to establish a professional network before arriving, says Ms. Ross. In Mr. Marvin's case, he made half a dozen scouting trips to the Seattle area over a six-month period before moving. In advance of each trip, Mr. Marvin set up interviews with top executives at companies he was interested in; his introductory letters detailed his military background and interest in each firm. While none of the interviews landed him a permanent position, they did help him establish a network of high-level executives in the Seattle area. Once he made the move, the people with whom he had met introduced him to other executives, he says. In the end, the move paid off for Mr. Marvin. Last week, he received an offer from an alternative-energy start-up where he had an informational interview in 2010 and accepted the position as Director of Business Development and Field Operations at Hydrovolts, a company that produces hydrokinetic turbines. "There is no way this opportunity would have ever presented itself from afar. It took being here to put it all together," he says. "[I] absolutely could not have done it if I was not part of the Seattle community."

Career - Management in A Tough Economy

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Career - Management in A Tough Economy

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Career Management In a Tough Economy

A Wall Street Journal Editors Essential Guide

Jennifer Merritt, Editor

About the Editor

About the Authors

NAVIGATING THE DOWNTURN

How to Avoid a Layoff

Layoff Rumors? Get Busy!

Ace Your Performance Review

How to Find a Career Coach

Even Now, You Can Score a Raise

Should You Volunteer For a Furlough?

Identifying Growing Industries

How to Change Careers

How to Search for a Job Online

Job Hunting in a Recession

How to Work a Career Fair

Job Networking 101

How to Work with Recruiters

What to Say When An Executive Recruiter Calls

Explaining Your Layoff To a Job Recruiter

How to Fine-Tune Your Resume

Take Care with Resume Gimmicks

LANDING THE JOB

The Interview That'll Bag a Job

Fielding Any Interview Query

Explaining Resume Gaps

Beyond A Simple Thank You

Thx for the IView! I Wud to Work 4 U!!

Bulletproofing Your References

How to Get the Salary You Want

Want Your Old Job Back?

Re-Entering the Work Force

The Next Best Career Move: Actually Moving

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