Whenever we pitch for a new assignment we always discuss the interview stages that the client will go through as part of the recruitment process. Normally they’re all pretty similar; very occasionally there is the odd assessment centre thrown in, but by and large little seems to have changed over the last twenty years or so. Which got us into thinking about the process from the candidate’s perspective.
Having discussed post interview feedback with a number of them, it appears interview techniques haven’t changed much either and the phase of the interview that still seems to stump far too many candidates is when the client turns the tables and asks: "Do you have any questions for me?"
Either candidates haven’t planned ahead or they have over planned. Most candidates don't actually care about the answers; they just hope to make themselves look good by asking "smart" questions. To them, what they ask is more important than the answer.
Great candidates ask questions they want answered because they're evaluating the interviewer, the company--and whether they really want to work for the management.
Here are five questions great candidates ask:
What do you expect me to accomplish in the first 60 to 90 days?
Great candidates want to hit the ground running. They don't want to spend weeks or months "getting to know the organisation." They want to make a difference--right away.
What are the common attributes of your top performers?
Great candidates also want to be great long-term employees. Every organisation is different, and so are the key qualities of top performers in those organisations. Maybe top performers work longer hours. Maybe creativity is more important than methodology. Maybe constantly landing new customers in new markets is more important than building long-term customer relationships. Maybe it's a willingness to spend the same amount of time educating an entry-level customer as helping an enthusiast who wants high-end equipment. Great candidates want to know, because 1) they want to know if they fit, and 2) if they do fit, they want to be a top performer.
What are a few things that really drive results for the company?
Employees are investments, and every employee should generate a positive return on his or her salary. (Otherwise why are they on the payroll?)
In every job some activities make a bigger difference than others. The HR team need to fill vacant positions... but what everyone really wants is for HR to find the right candidates because that results in higher retention rates, lower training costs, and better overall productivity.
Companies need its IT people to perform effective repairs... but what candidates really want is for the techies to identify ways to solve problems and provide other benefits--in short, to generate additional sales. Great candidates want to know what truly makes a difference.
They know helping the company succeed means they succeed as well.
What do employees do in their spare time?
Happy employees 1) like what they do and 2) like the people they work with.
Granted this is a tough question to answer. Unless the company is really small, all any interviewer can do is speak in generalities. What's important is that the candidate wants to make sure they have a reasonable chance of fitting in--because great job candidates usually have options.
How do you plan to deal with...?
Every business faces a major challenge: technological changes, competitors entering the market, shifting economic trends... there's rarely a Warren Buffett moat protecting a small business. So while a candidate may see the company as a stepping-stone, they still hope for growth and advancement... and if they do eventually leave, they want it to be on their terms and not because it was forced out of business. A great candidate doesn't just want to know what you think; they want to know what you plan to do--and how they will fit into those plans.
As ever we would like to hear your thoughts; from either side of the desk. Have interview techniques changed or stagnated? Do candidates ask mundane or killer questions? Do clients prepare themselves for the interview as well as candidates? What would you change about the whole process?
Please feel free to go to www.chestertongray.com and let us know your thoughts.
Friday 20 September 2013
Friday 13 September 2013
'Thugs and druggies'
Ok, so it’s a bit of a sensationalist headline to start a blog but according to a number of articles recently it’s what job interviewers think when they see a tattoo
What in many cases starts off as a youthful, spur-of-the moment decision to get a tattoo can in some cases damage people’s career prospects for life.
Research presented to the British Sociological Association found that no matter how intelligent and articulate a job applicant is, if they have a visible tattoo, most would-be employers will secretly rule them out as looking “dirty” and “unsavoury” or even “repugnant”.
Even amongst those employers who do not have a personal objection to body art, many would think twice about taking on someone with a tattoo because they fear it would damage their corporate image.
But the study adds that those stuck with a tattoo from youth could turn it to their advantage – as long as they want to become a prison officer. And it concludes that a small number of types of tattoo can be seen as conveying a positive image, such as regimental insignia for military veterans, which can be a “badge of honour”.
In a paper, being presented to the association’s annual conference on workplace issues, Dr Andrew Timming of St Andrew’s University School of Management, set out findings from a series of interviews with employers about perceptions of body art.
He spoke to a cross section of managers from organisations including a hotel, bank, city council, prison, university and bookseller.
Most said that tattoos carried a clear “stigma” for employers, with several expressing strong views on the subject. “Respondents expressed concern that visibly tattooed workers may be perceived by customers to be ‘abhorrent’, ‘repugnant’, ‘unsavoury’ and ‘untidy’,” said Dr Timming. “It was surmised that customers might project a negative service experience based on stereotypes that tattooed people are thugs and druggies.”
One manager interviewed told Dr Timming: “Tattoos are the first thing they [fellow recruiters] talk about when the person has gone out of the door.”
Dr Timming said bosses’ concerns were usually based on perceptions of what their organisation’s clients might think. “Hiring managers realise that, ultimately, it does not matter what they think of tattoos – what really matters, instead, is how customers might perceive employees with visible tattoos,” he said.
“The one qualification to this argument is there are certain industries in which tattoos may be a desirable characteristic in a job interview. “For example, an HR manager at a prison noted that tattoos on guards can be ‘something to talk about’ and ‘an in’ that you need to make a connection with the prisoners.”
But he added that some images were easier for employers to forgive than others.
While in many cases flowers or small animals might just be acceptable for some, those most likely to prove a definite turn-off included spider’s webs on people’s necks, tears tattooed on to their faces, guns and sexual imagery.
Have you ever discounted a candidate because they had tattoos or feel that as a candidate you’ve been overlooked because of one? Let us know your thoughts at www.chestertongray.com
Friday 26 July 2013
The high cost of bad recruitment
A few days ago I worked out that I’m now in my twenty sixth year in the recruitment industry and I think that it’s fair to say that I’ve done my fair share of recruiting. And I can tell you with absolute certainty that one of the most costly, time-consuming blunders a business can make is picking the wrong person for the job.
How costly? The industry employment statistics currently estimates that the average cost of a bad hiring decision can equal 30% of the individual’s first-year potential earnings. That means a single bad hire with an annual income of £50,000 can equal a potential £15,000 loss for the employer.
On top of the financial cost the loss is compounded by the impact of a bad hire on productivity and team morale. One subpar employee can throw an entire department into disarray. Team members end up investing their own time into training someone who has no future with the company.
One of America’s top CEO’s has estimated that his own bad hires have cost the company well over $100 million. As a consequence of that he now offers new recruits a $2000 bonus to quit after their first week on the job!!
As the search and recruitment firm we’re not in that position but here are a few techniques we believe to be effective in preventing recruitment disasters:
1. Over-prepare: A job candidate isn’t the only one who should prepare before the interview.
When you’re recruiting employees for specific, technical roles, it can be hard to prepare the right interview questions. It’s useful to find an expert in the candidate’s specific field and get some advice on the best questions to ask. This is worth the extra effort, even if it means consulting someone outside your company.
So if you’re recruiting for an IT role, find and talk to an IT person about what makes a good team member. Then, add three specific IT-related questions to your interview. Don’t be afraid to loop back with your expert to get their feedback on the responses.
2. The secretary test: Great collaborators don’t pull rank.
All of the candidates who we invite here to meet us for an assignment are initially met by our team PA. Over the years it always surprises us to find out that a number of the candidates who had been personable and courteous to us were rude to her.
The ability to work well with others is a skill that benefits any workplace. An obvious way to gauge this is to contact the candidate’s references. But, why not take it a step further and dig into a candidate’s social media profiles? Switched on HR departments are already looking through candidates’ Facebook and LinkedIn profiles. I recommend going as far as checking a candidate’s Twitter feed to gain insight. You never know what you might find!
3. The curveball: Hide an unexpected question in the fine print.
We believe that the most effective employees are those who take the time to read the fine print. During one assignment a client mentioned that they write a small, unconventional request into a job application. This can be something as innocuous as, “Please list three websites you visit often.” In their view, candidates who overlook this question or didn’t provide a full answer aren’t worth interviewing.
Why? People tend to be the most alert and thoughtful during this initial stage of the job application process. If they can’t pay attention to details here, how will they perform once they’re on board?
When it comes to recruitment, Steve Jobs once said: "I noticed that the dynamic range between what an average person could accomplish and what the best person could accomplish was 50 or 100 to 1. Given that, you're well advised to go after the cream of the cream. ...A small team of A+ players can run circles around a giant team of B and C players."
How do you find your crème de la crème?
If you would like to discuss how you we can work with you on your key recruitment issues then please contact one of the Directors at www.chestertongray.com
How costly? The industry employment statistics currently estimates that the average cost of a bad hiring decision can equal 30% of the individual’s first-year potential earnings. That means a single bad hire with an annual income of £50,000 can equal a potential £15,000 loss for the employer.
On top of the financial cost the loss is compounded by the impact of a bad hire on productivity and team morale. One subpar employee can throw an entire department into disarray. Team members end up investing their own time into training someone who has no future with the company.
One of America’s top CEO’s has estimated that his own bad hires have cost the company well over $100 million. As a consequence of that he now offers new recruits a $2000 bonus to quit after their first week on the job!!
As the search and recruitment firm we’re not in that position but here are a few techniques we believe to be effective in preventing recruitment disasters:
1. Over-prepare: A job candidate isn’t the only one who should prepare before the interview.
When you’re recruiting employees for specific, technical roles, it can be hard to prepare the right interview questions. It’s useful to find an expert in the candidate’s specific field and get some advice on the best questions to ask. This is worth the extra effort, even if it means consulting someone outside your company.
So if you’re recruiting for an IT role, find and talk to an IT person about what makes a good team member. Then, add three specific IT-related questions to your interview. Don’t be afraid to loop back with your expert to get their feedback on the responses.
2. The secretary test: Great collaborators don’t pull rank.
All of the candidates who we invite here to meet us for an assignment are initially met by our team PA. Over the years it always surprises us to find out that a number of the candidates who had been personable and courteous to us were rude to her.
The ability to work well with others is a skill that benefits any workplace. An obvious way to gauge this is to contact the candidate’s references. But, why not take it a step further and dig into a candidate’s social media profiles? Switched on HR departments are already looking through candidates’ Facebook and LinkedIn profiles. I recommend going as far as checking a candidate’s Twitter feed to gain insight. You never know what you might find!
3. The curveball: Hide an unexpected question in the fine print.
We believe that the most effective employees are those who take the time to read the fine print. During one assignment a client mentioned that they write a small, unconventional request into a job application. This can be something as innocuous as, “Please list three websites you visit often.” In their view, candidates who overlook this question or didn’t provide a full answer aren’t worth interviewing.
Why? People tend to be the most alert and thoughtful during this initial stage of the job application process. If they can’t pay attention to details here, how will they perform once they’re on board?
When it comes to recruitment, Steve Jobs once said: "I noticed that the dynamic range between what an average person could accomplish and what the best person could accomplish was 50 or 100 to 1. Given that, you're well advised to go after the cream of the cream. ...A small team of A+ players can run circles around a giant team of B and C players."
How do you find your crème de la crème?
If you would like to discuss how you we can work with you on your key recruitment issues then please contact one of the Directors at www.chestertongray.com
Friday 17 May 2013
Why your emails are too long -- and how to improve them
Every day my colleagues and I receive hundreds of emails; as I’m sure that you do. Some are vital, others less so and many are simply irritating. Frustratingly they come in all shapes and sizes, there is no one size fits all template. Rumour has it that email is the source of, and solution to, all of life's problems.
Certainly, the modern business world could not exist without the ability to exchange messages instantly, but email also causes all sorts of communication problems. For starters, there's way too much of it. Second, much of the email we get is too long. Long email creates bottlenecks in our in-boxes and more often than not goes unread because it seems too complex.
As with all things, ask a hundred people a question and you will get a hundred answers, however, here are some of the top reasons why your mail is too long, and what you should do to change it:
You don't know exactly what you're trying to say. It’s a truism that writing more isn't going to cover up the fact that you are lacking knowledge. We also find that candidates write too much at the start of an email because they don't know how to phrase what's on their mind. I suppose that it's a form of clearing one's throat. The solution? Re-read you’re your opening paragraph and if it doesn't get to the point right away, delete it.
You're sending spam. Who's on your "To" and CC lines? Do all those people need to be there? If not, prune the list. Resist the temptation to send email for its own sake, especially in a corporate environment.
You're forwarding the whole thread. Scan the forwarded bit below your new message. Do you need to include the entire thread, dating all the way back to the invention of computers? Some context might be essential, but cut as much as possible. Otherwise, it'll feel like the recipient needs to read a novel to understand the issue.
It should be more than one email. If your email is really long, take a look and see if there are multiple action items, projects or requests included within. If so, you'll probably get a better response by sending several shorter, to the point emails.
You're not self-editing. Don't just write and click "send." Yes, you're busy, and yes, you need to send a lot of mail. But reading, thinking about and editing your email before you send it can help you trim down your messages and make them more understandable. It might also mean that those you receive back take the same attitude and make your life easier!
As ever your thoughts on what makes a bad/good email are more than welcome.
If you would like to talk with a consultant then please go to www.chestertongray.com
Certainly, the modern business world could not exist without the ability to exchange messages instantly, but email also causes all sorts of communication problems. For starters, there's way too much of it. Second, much of the email we get is too long. Long email creates bottlenecks in our in-boxes and more often than not goes unread because it seems too complex.
As with all things, ask a hundred people a question and you will get a hundred answers, however, here are some of the top reasons why your mail is too long, and what you should do to change it:
You don't know exactly what you're trying to say. It’s a truism that writing more isn't going to cover up the fact that you are lacking knowledge. We also find that candidates write too much at the start of an email because they don't know how to phrase what's on their mind. I suppose that it's a form of clearing one's throat. The solution? Re-read you’re your opening paragraph and if it doesn't get to the point right away, delete it.
You're sending spam. Who's on your "To" and CC lines? Do all those people need to be there? If not, prune the list. Resist the temptation to send email for its own sake, especially in a corporate environment.
You're forwarding the whole thread. Scan the forwarded bit below your new message. Do you need to include the entire thread, dating all the way back to the invention of computers? Some context might be essential, but cut as much as possible. Otherwise, it'll feel like the recipient needs to read a novel to understand the issue.
It should be more than one email. If your email is really long, take a look and see if there are multiple action items, projects or requests included within. If so, you'll probably get a better response by sending several shorter, to the point emails.
You're not self-editing. Don't just write and click "send." Yes, you're busy, and yes, you need to send a lot of mail. But reading, thinking about and editing your email before you send it can help you trim down your messages and make them more understandable. It might also mean that those you receive back take the same attitude and make your life easier!
As ever your thoughts on what makes a bad/good email are more than welcome.
If you would like to talk with a consultant then please go to www.chestertongray.com
Friday 22 March 2013
Interviews and some thoughts on how to avoid common pitfalls
Despite the plethora of information out there we are constantly amazed by the number of candidates who are woefully unprepared for their upcoming interview. Talking points rehearsed? Check. Company and interviewer researched? Of course. Answers to tough questions practiced? Naturally. Psychological traits analysed? Sorry? What?
Without knowing it, you communicate your deep psychological beliefs, attitudes and weaknesses every time you open your mouth. My colleagues and I have interviewed hundreds of people who looked stellar on paper, but who exposed their hidden tendencies, issues and mental roadblocks as soon as they spoke.
As I understand it Cognitive Distortions are limiting or weak habits of thinking that are not accurate. Now we all suffer from these occasionally, but when they come to be how we see and interact with the world, they can prevent us from seeing things as they really are, which can limit our growth and success.
If you want to appear confident and project the right attitude then you’ll need to stop leaking negative psychological ticks. So here are a few ideas to help you through the next job interview:
1. Fallacy of Fairness. We feel angry and frustrated because we think we know what is fair, but life and other people won't agree with us.
Example: "I worked hard for my previous employer for three years but was still made redundant."
Here the applicant is angry and frustrated that their efforts were not rewarded when they thought they should have been. The reality may be that the company was forced to downsize because of the current European economy and their firing had nothing to do with the employee's work ethic. This cognitive distortion can come across as sounding whiny or complaining. Think of a six-year-old stomping their feet and proclaiming, "But that's not fair!"
2. Filtering. There is reality and then there is our interpretation of reality. They are always different. With this cognitive distortion, imagine seeing, hearing and experiencing the world through a special filter that highlights negative details and filters out all of the positive details.
Can you see the positive in an otherwise negative situation? This is a critical skill that is attractive to employers. Accept your responsibility for what went wrong, but look for anything that is positive from the event.
3. Control Fallacies. There are two types of control fallacies: Externally controlled and internally controlled. Externally controlled fallacies occur when we view our behaviour and success as something that is beyond our control (i.e., not generated from within but rather from something outside ourselves). In other words, we are helpless victims of fate and happenstance. Externally controlled beliefs sound like excuses. It shows that you have no personal responsibility for your life. Nobody wants to hire someone who constantly says it was bad luck, fate or just not in the cards when something goes wrong (or right!).
The internal control fallacy is the belief that somehow you are responsible for the pain, happiness, failures and successes of everyone around you.
Example: "Because of my involvement, our regional division was number one in sales for the entire company."
If you can back this up with data, this is a powerful statement that is sure to get attention. However, if you don't have the data, this statement is a red flag. It may mean that you are a bit narcissistic, prone to exaggeration or have the tendency to believe that you are personally responsible for the success of others -- all three of which are not what you want to communicate.
4. Always Being Right. We all know this guy (or gal), so please don't let it be you. Being wrong is unacceptable to them, and they will go to any length to demonstrate why they are right (and why you are wrong). While only a rookie will get into a power struggle with an interviewer, this cognitive distortion can come out when you describe your work history or when the conversation touches on your ex-bosses and co-workers.
Admit your mistakes. Own them. Don't minimize them or suggest you don't make any. Nobody wants to hire or work with a know-it-all ... especially when they don't.
5. Polarized Thinking (or "Black & White" Thinking). We are either perfect or we've failed. Like a light switch, it's either on or off -- there is no in between. This cognitive distortion shows a lack of mental flexibility and single-mindedness.
6. Blaming. Here, we hold other people responsible for our pain. It's always someone or something else that is responsible for our problems and mistakes.
It is beyond frustrating to hire someone who does not take responsibility for their actions and choices. Be a breath of fresh air and take responsibility -- at least some of the responsibility.
The fear applicants have is that, if they "own up" to any weaknesses or mistakes, then they won't be looked upon favourably, but the opposite is true.
Naturally, as with all things, there are some caveats about the interview process. Think of it like this -- When a candidate interviews with a company, it's much like a date - both try to impress each other and if all goes well an offer is extended and both work together. More often than not, especially in fields with a very high demand for candidates, many hiring managers will say whatever they can to convince their prospects that they are the "ideal" manager.
I suspect that we’ve lost count of the number of times that we’ve had hiring managers tell us that they are "hands off" managers who turn out to micro-manage their employees; ones who "encourage innovation", but when given new ideas to improve the bottom line, they immediately bristle; or assert they have an "open door policy" but then become tight-lipped when asked questions or hide in meetings to avoid their employees.
Every interview is a challenge, we hope that with some of these thoughts behind you the interview will be less stressful – possibly enjoyable – and improve your success rate along the way.
For more help or advice on interviews please talk with one of our consultants at www.chestertongray.com
Friday 1 March 2013
Working from home: the five golden rules
It has been all over the news this week that Yahoo's new boss, Marissa Mayer, has just ordered her employees back to the office, issuing an edict that will ban them from working at home. A renowned workaholic, she's worried that they are secret slackers, and will miss out on creative brainstorming meetings with their colleagues.
This appears to go against the thought processes of many business leaders over the last decade, but should companies really turn their backs on the flexible working? In these more aware days of the work/life balance, we have a chance to shape our work to suit the way we live, instead of our lives to fit our work.
Home working has huge advantages, especially for people who have used it to juggle a career and childcare duties, but how can you make sure you are doing your jobs effectively, so that your boss admits that home working is a good idea?
Here are five ways to maximise your efficiency:
1. Create a private place
Create a dedicated workspace where you won't get distracted by the rest of your life, away from your DVD collection or where your kids watch telly or where the dogs can pester you for a walk. Turn it into a sanctuary full of plants, artworks or whatever you need to make it somewhere you like spending time, even if it is just a corner of a room. And remember, almost nobody (apart from Winston Churchill) ever worked efficiently lying in bed.
2. Go on a digital diet
Employers fear you will spend all day surfing and tweeting, so prove them wrong. If you need to ration your time online, for instance only checking email once every two hours. There are programs such as Freedom internet blocker, which turns off web access for a specified period.
3. Schedule your day
With nobody looking over your shoulder, you need to set clear daily goals; otherwise you may fritter your time away. At the end of each day, make a list of what you plan to do the next, and have it waiting on your desk for when you sit down in the morning. And prioritise that into an A&B list.
4. Arrange some human contact
Most people go crazy spending all day alone. So give yourself a daily dose of human interaction, which you can think of as a reward for knuckling down to work. Have lunch with a friend, go for a walk to the local corner shop or phone your favourite relative for a mid-morning break. Recharge yourself with conversation.
5. Use the flexibility
Where and when do you do your best thinking and working? Some people do their best problem-solving while out running at dawn, or think best surrounded by the white noise of a cafe. So do what really works for you, using the gift of flexible working to your – and your employer's – advantage.
As ever, if you would like to talk with a Director or Consultant then please contact us at www.chestertongray.com
Friday 22 February 2013
How to get a job once you’re 50.
As someone who is now firmly in their fifties, along with my friends I’ve increasingly wondered about the employment opportunities versus the options a potential employer has to fill their openings with someone younger and cheaper.
For all of them it’s not just about finding a job, it’s about finding a job they wanted. Ensuring that they “stand out” among the candidates being considered required them to take stock of the factors that were motivating them.
The first was reflecting on the question, “Why am I still looking to be gainfully employed at my age?” My dad retired at 55, and he’s enjoyed his retirement until he passed away in his mid eighties. In the generation of my parents, with life expectancy a decade less than it is today, retiring between 60 and 65 years of age was the norm. Looking at my generation, many of us “Baby Boomers” lead healthier lives than our parents did. We eat better, exercise more, smoke less, and take better care of ourselves. We can expect to live longer. Given this, why not extend our professional careers at least a decade beyond that of our parents?
Another factor influencing people to remain employed longer is a financial one. Our spending and saving habits are not as rigorous as our parents, and many of us extended ourselves, having taken on bigger mortgages, and paid to put our children through private high schools and college, or simply enjoyed our lifestyles more than they did at a comparable age. The current savings rate allied to the state of the European economy hasn’t helped matters either.
Whether by choice or necessity, many of us who may have wanted to retire at the age our parents did could be facing another 10 years of employment, with retirement more likely closer to 70 years of age versus 60, particularly if we want to live comfortably in our “Golden Years”. There are many things you can do to strengthen your candidacy when you are faced with finding employment in your fifties or later. Here are four areas to focus on:
1) Research the market rates for the positions that you plan to apply for
You need to understand what the market is willing to pay for a person with your background and experience. Appreciate that your most recent total package may not represent what the market is now willing to pay. This is particularly true if you were released from a company that employed you for many years, providing you with annual increases that brought your total income to a level that is no longer “marked to market”. This is important. While you may feel you earned every penny that you were paid, you need to understand that if your goal is to earn the same in your next job, you may be searching for a job for a long time. Make an effort to understand what the market is willing to pay for a person with your experience, and prepare yourself to be willing to accept this level of compensation.
2) Maintain your professional networks
It may be overstating the obvious to remind you that who you know is more important than what you know. Don’t confuse this point, because what you know is in fact important, it’s just that who you know is more important first.
Today, the internet is an easy and effective way to identify job opportunities. Research the companies offering the jobs by reading their websites. Find out who is employed at those companies by scouring a source like LinkedIn and research what is being said about the quality of those firms. Only then should you submit your CV and cover letter. Sounds easy? It is not. If everybody is looking for a job then you need to differentiate yourself from them. How? Use your social networks! Do you know anybody who is employed at the company where you are a candidate? Would they recommend you? Have you worked with them in the past? Have you kept up with them, so they would be comfortable recommending you? If you’re not great about keeping up with current and former work colleagues, professional acquaintances then make a renewed effort at this, as it will most likely pay off for you when you most need it.
3) Don’t become obsolete
As you age, you must embrace technology and its rapid daily evolvement. Whatever you do, don’t become your father. Did he stop having an interest in music after they stopped making vinyl records? Do your parents push every button on your remote controls, to the point it takes you an hour to get everything back to normal. It is imperative you keep up with technological change and embrace it. Don’t allow yourself to become the equivalent of a “technology dinosaur.” Today’s companies embrace technology and use it to their advantage when competing for business. Don’t allow yourself to be eliminated from consideration for a job you desire because you have lost touch with technology.
4) Preparation, preparation, preparation!
“Failing to prepare is preparing to fail”. I couldn’t give better advice. Here are several key components to being prepared:
• Have your CV professionally written for you – There are dozens of companies willing to help you with this, some of whom will do it for free. They will work with you to create a CV that is germane to your experience and highlights your greatest competencies.
• Check your wardrobe – Have you been working in a “business casual” environment for years? Does your suit or blouse no longer fit the way it did when you purchased it? Is the style of your clothing representative of a different time? Spend a little money to make certain the first impression you make is a quality one.
• Have you researched the company you will be meeting – Do you know their turnover? Do you know what their primary product and service offerings are? Are they a public company? If so, what is their stock trading at? Do you know where their primary offices are? Do you know who their main competitors are? Have you read their website? Do you know who the members of the management team are? Take the time to learn this information, as it may distinguish you from your competitors during your interview.
• Interview your interviewer - This is a must! When the interviewer finally asks you if you have any questions, it is not ok to say, “No, not at this time.” Be prepared to ask your interviewer two or three questions. Asking questions expresses genuine interest on your part. Here are a few you can ask:
• “What are the strategic plans for growth for the company over the next three years?”
• “Who are your main competitors, and how do you go about beating them, in the markets where you compete with them directly?”
• “What is the company’s commitment to community service?”
• “Does your company have a Mission Statement or Core Values statement?”
• “How would you describe the culture of your organization?”
Whilst my generation is more inclined to seek permanent employment, the workplace has evolved to a point where most companies now employ a mix of consultants and contractors as a strategic component to their workforce. These tips are equally useful should you desire to pursue contract work instead of permanent employment and apply to the under fifties as much as us over fifties!
For all of them it’s not just about finding a job, it’s about finding a job they wanted. Ensuring that they “stand out” among the candidates being considered required them to take stock of the factors that were motivating them.
The first was reflecting on the question, “Why am I still looking to be gainfully employed at my age?” My dad retired at 55, and he’s enjoyed his retirement until he passed away in his mid eighties. In the generation of my parents, with life expectancy a decade less than it is today, retiring between 60 and 65 years of age was the norm. Looking at my generation, many of us “Baby Boomers” lead healthier lives than our parents did. We eat better, exercise more, smoke less, and take better care of ourselves. We can expect to live longer. Given this, why not extend our professional careers at least a decade beyond that of our parents?
Another factor influencing people to remain employed longer is a financial one. Our spending and saving habits are not as rigorous as our parents, and many of us extended ourselves, having taken on bigger mortgages, and paid to put our children through private high schools and college, or simply enjoyed our lifestyles more than they did at a comparable age. The current savings rate allied to the state of the European economy hasn’t helped matters either.
Whether by choice or necessity, many of us who may have wanted to retire at the age our parents did could be facing another 10 years of employment, with retirement more likely closer to 70 years of age versus 60, particularly if we want to live comfortably in our “Golden Years”. There are many things you can do to strengthen your candidacy when you are faced with finding employment in your fifties or later. Here are four areas to focus on:
1) Research the market rates for the positions that you plan to apply for
You need to understand what the market is willing to pay for a person with your background and experience. Appreciate that your most recent total package may not represent what the market is now willing to pay. This is particularly true if you were released from a company that employed you for many years, providing you with annual increases that brought your total income to a level that is no longer “marked to market”. This is important. While you may feel you earned every penny that you were paid, you need to understand that if your goal is to earn the same in your next job, you may be searching for a job for a long time. Make an effort to understand what the market is willing to pay for a person with your experience, and prepare yourself to be willing to accept this level of compensation.
2) Maintain your professional networks
It may be overstating the obvious to remind you that who you know is more important than what you know. Don’t confuse this point, because what you know is in fact important, it’s just that who you know is more important first.
Today, the internet is an easy and effective way to identify job opportunities. Research the companies offering the jobs by reading their websites. Find out who is employed at those companies by scouring a source like LinkedIn and research what is being said about the quality of those firms. Only then should you submit your CV and cover letter. Sounds easy? It is not. If everybody is looking for a job then you need to differentiate yourself from them. How? Use your social networks! Do you know anybody who is employed at the company where you are a candidate? Would they recommend you? Have you worked with them in the past? Have you kept up with them, so they would be comfortable recommending you? If you’re not great about keeping up with current and former work colleagues, professional acquaintances then make a renewed effort at this, as it will most likely pay off for you when you most need it.
3) Don’t become obsolete
As you age, you must embrace technology and its rapid daily evolvement. Whatever you do, don’t become your father. Did he stop having an interest in music after they stopped making vinyl records? Do your parents push every button on your remote controls, to the point it takes you an hour to get everything back to normal. It is imperative you keep up with technological change and embrace it. Don’t allow yourself to become the equivalent of a “technology dinosaur.” Today’s companies embrace technology and use it to their advantage when competing for business. Don’t allow yourself to be eliminated from consideration for a job you desire because you have lost touch with technology.
4) Preparation, preparation, preparation!
“Failing to prepare is preparing to fail”. I couldn’t give better advice. Here are several key components to being prepared:
• Have your CV professionally written for you – There are dozens of companies willing to help you with this, some of whom will do it for free. They will work with you to create a CV that is germane to your experience and highlights your greatest competencies.
• Check your wardrobe – Have you been working in a “business casual” environment for years? Does your suit or blouse no longer fit the way it did when you purchased it? Is the style of your clothing representative of a different time? Spend a little money to make certain the first impression you make is a quality one.
• Have you researched the company you will be meeting – Do you know their turnover? Do you know what their primary product and service offerings are? Are they a public company? If so, what is their stock trading at? Do you know where their primary offices are? Do you know who their main competitors are? Have you read their website? Do you know who the members of the management team are? Take the time to learn this information, as it may distinguish you from your competitors during your interview.
• Interview your interviewer - This is a must! When the interviewer finally asks you if you have any questions, it is not ok to say, “No, not at this time.” Be prepared to ask your interviewer two or three questions. Asking questions expresses genuine interest on your part. Here are a few you can ask:
• “What are the strategic plans for growth for the company over the next three years?”
• “Who are your main competitors, and how do you go about beating them, in the markets where you compete with them directly?”
• “What is the company’s commitment to community service?”
• “Does your company have a Mission Statement or Core Values statement?”
• “How would you describe the culture of your organization?”
Whilst my generation is more inclined to seek permanent employment, the workplace has evolved to a point where most companies now employ a mix of consultants and contractors as a strategic component to their workforce. These tips are equally useful should you desire to pursue contract work instead of permanent employment and apply to the under fifties as much as us over fifties!
Thursday 3 January 2013
1913 v 2013
If 2013 were to yield as many talented individuals as 1913 then it will be a magnificent year.
Richard Nixon.
Was the 37th President of the United States, serving from 1969 to 1974 when the Watergate scandal forced him to resign in the face of almost certain impeachment before being controversially pardoned by Gerald Ford who was also born in 1913. Although Nixon initially escalated America's involvement in the Vietnam War, he subsequently ended U.S. involvement in 1973. Nixon's visit to the People's Republic of China in 1972 opened diplomatic relations between the two nations, and he initiated détente and the Anti-Ballistic Missile Treaty with the Soviet Union the same year.
Eiji Toyoda
A prominent Japanese industrialist, who was largely responsible for bringing Toyota Motor Corporation to profitability and worldwide prominence during his tenure as president and later Chairman. He was born into a family of textile manufacturers but after completing his degree he joined his cousin who had established a fledgling car manufacturing plant and in 1938 he was asked to oversee construction of a newer factory near Nagoya, later renamed Toyota City.
Having visited Fords main production site, Toyoda decided to adopt US automobile mass production methods but recognised the need to develop core concepts of what later became known as Kanban and Kaizen, two of the key manufacturing concepts that are now globally adopted.
Michael Foot
British Labour Party politician and man of letters. He was a Member of Parliament (MP) from 1945 to 1955 and from 1960 until 1992. He was deputy leader of the Labour Party from 1976 to 1980, and later became the Leader of the Opposition from 1980 to 1983.
Associated with the Labour left for most of his career, Foot was a supporter of the Campaign for Nuclear Disarmament and British withdrawal from the European Economic Community. His first Cabinet appointment was as Employment secretary under in 1974 and later served as Leader of the House of Commons. A passionate orator, he was elected Labour leader in 1980 presenting himself as a compromise candidate capable of uniting the party, which at the time was riven by the grassroots left-wing insurgency and resigned after the 1983 general election when the party obtained its lowest share of the vote since 1918.
Foot had a parallel career as a journalist which included appointments as editor of Tribune and the Evening Standard newspaper. Among the books he authored are Guilty Men (an attack on Neville Chamberlain and others for the policy of appeasement), a biography of Jonathan Swift (The Pen and the Sword, 1957) and a biography of Aneurin Bevan.
Richard (Baron) Beeching
More commonly known as Dr Beeching, he was chairman of British Railways and a physicist and engineer. He became a household name in Britain in the early 1960s for his report "The Reshaping of British Railways", commonly referred to as "The Beeching Report", which led to far-reaching changes in the railway network, popularly known as the Beeching Axe resulting in the loss of 4,000 miles of railway line.
His early career pre and post war was at ICI to where he returned after his work on the railways and was appointed Deputy Chairman in 1966.
Benjamin Britten
Was an English composer, conductor, and pianist. He was one of the central figures of twentieth-century British classical music, and wrote music in several classical genres and styles, from film scores to opera. His best known works include Peter Grimes and The Young Person's Guide to the Orchestra, over the next nine years, he wrote six more operas, thus establishing himself as one of the leading twentieth-century composers in this genre. As a pacifist one of Britten’s greatest achievements in the 1960s was his War Requiem, written for the 1962 consecration of the newly reconstructed Coventry Cathedral
Jesse Owens
American track and field athlete who competed in the Nazi propaganda driven 1936 Summer Olympics in Berlin where he achieved international fame by winning four gold medals: one each in the 100 meters, the 200 meters, the long jump, and as part of the 4x100 meter relay team, becoming the most successful athlete at the 1936 Summer Olympics. As a consequence of this the Jesse Owens Award, USA Track and Field's highest accolade for the year's best athlete, is named after him.
Mary Martin
American actress, singer and Broadway star. A muse of Rodgers and Hammerstein she originated many leading roles over her career including Nellie Forbush in South Pacific in 1949 and Maria von Trapp in The Sound of Music on Broadway in 1959. In many respects she has become better known more latterly as the mother of actor Larry Hagman. She received the Kennedy Center Honors, an annual honor for career achievements, in 1989.
Sid James
Was an English-based actor and comedian who made his name as Tony Hancock's co-star in Hancock's Half Hour and also starred in the popular Carry On films. He was known for his trademark "dirty laugh" and lascivious persona. His first major comedy role was in The Lavender Hill Mob in which he made up the bullion robbery gang headed by Alec Guinness. The characters he portrayed in the films were usually very similar to the wise-cracking, sly, lecherous Cockney he was famed for playing on television and normally called Sid or a derivative of Sid. His best now TV show was probably ‘Bless this house’.
Richard Nixon.
Was the 37th President of the United States, serving from 1969 to 1974 when the Watergate scandal forced him to resign in the face of almost certain impeachment before being controversially pardoned by Gerald Ford who was also born in 1913. Although Nixon initially escalated America's involvement in the Vietnam War, he subsequently ended U.S. involvement in 1973. Nixon's visit to the People's Republic of China in 1972 opened diplomatic relations between the two nations, and he initiated détente and the Anti-Ballistic Missile Treaty with the Soviet Union the same year.
Eiji Toyoda
A prominent Japanese industrialist, who was largely responsible for bringing Toyota Motor Corporation to profitability and worldwide prominence during his tenure as president and later Chairman. He was born into a family of textile manufacturers but after completing his degree he joined his cousin who had established a fledgling car manufacturing plant and in 1938 he was asked to oversee construction of a newer factory near Nagoya, later renamed Toyota City.
Having visited Fords main production site, Toyoda decided to adopt US automobile mass production methods but recognised the need to develop core concepts of what later became known as Kanban and Kaizen, two of the key manufacturing concepts that are now globally adopted.
Michael Foot
British Labour Party politician and man of letters. He was a Member of Parliament (MP) from 1945 to 1955 and from 1960 until 1992. He was deputy leader of the Labour Party from 1976 to 1980, and later became the Leader of the Opposition from 1980 to 1983.
Associated with the Labour left for most of his career, Foot was a supporter of the Campaign for Nuclear Disarmament and British withdrawal from the European Economic Community. His first Cabinet appointment was as Employment secretary under in 1974 and later served as Leader of the House of Commons. A passionate orator, he was elected Labour leader in 1980 presenting himself as a compromise candidate capable of uniting the party, which at the time was riven by the grassroots left-wing insurgency and resigned after the 1983 general election when the party obtained its lowest share of the vote since 1918.
Foot had a parallel career as a journalist which included appointments as editor of Tribune and the Evening Standard newspaper. Among the books he authored are Guilty Men (an attack on Neville Chamberlain and others for the policy of appeasement), a biography of Jonathan Swift (The Pen and the Sword, 1957) and a biography of Aneurin Bevan.
Richard (Baron) Beeching
More commonly known as Dr Beeching, he was chairman of British Railways and a physicist and engineer. He became a household name in Britain in the early 1960s for his report "The Reshaping of British Railways", commonly referred to as "The Beeching Report", which led to far-reaching changes in the railway network, popularly known as the Beeching Axe resulting in the loss of 4,000 miles of railway line.
His early career pre and post war was at ICI to where he returned after his work on the railways and was appointed Deputy Chairman in 1966.
Benjamin Britten
Was an English composer, conductor, and pianist. He was one of the central figures of twentieth-century British classical music, and wrote music in several classical genres and styles, from film scores to opera. His best known works include Peter Grimes and The Young Person's Guide to the Orchestra, over the next nine years, he wrote six more operas, thus establishing himself as one of the leading twentieth-century composers in this genre. As a pacifist one of Britten’s greatest achievements in the 1960s was his War Requiem, written for the 1962 consecration of the newly reconstructed Coventry Cathedral
Jesse Owens
American track and field athlete who competed in the Nazi propaganda driven 1936 Summer Olympics in Berlin where he achieved international fame by winning four gold medals: one each in the 100 meters, the 200 meters, the long jump, and as part of the 4x100 meter relay team, becoming the most successful athlete at the 1936 Summer Olympics. As a consequence of this the Jesse Owens Award, USA Track and Field's highest accolade for the year's best athlete, is named after him.
Mary Martin
American actress, singer and Broadway star. A muse of Rodgers and Hammerstein she originated many leading roles over her career including Nellie Forbush in South Pacific in 1949 and Maria von Trapp in The Sound of Music on Broadway in 1959. In many respects she has become better known more latterly as the mother of actor Larry Hagman. She received the Kennedy Center Honors, an annual honor for career achievements, in 1989.
Sid James
Was an English-based actor and comedian who made his name as Tony Hancock's co-star in Hancock's Half Hour and also starred in the popular Carry On films. He was known for his trademark "dirty laugh" and lascivious persona. His first major comedy role was in The Lavender Hill Mob in which he made up the bullion robbery gang headed by Alec Guinness. The characters he portrayed in the films were usually very similar to the wise-cracking, sly, lecherous Cockney he was famed for playing on television and normally called Sid or a derivative of Sid. His best now TV show was probably ‘Bless this house’.
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