There are so many “hot jobs for 2016” lists around it can make your head spin. Some of these so-called hot jobs surveys are specific to a particular industry while others have a broader job market bent (called workforce segmentation). Be sure to read the linked article as it has several key graphics that illustrate the four major workforce segments and the associated components that comprise any organization.
But what most hot-job advocates fail to recognize is that a hot job is increasingly becoming a relative term of varying significance among employers within the same industry. Human resource professionals and hiring managers are working more closely together to identify and separate the hot jobs critical to the organization versus the broader array of hot jobs in the marketplace that actually may be of lesser importance. In fact, a “critical workforce segment” within an organization has two components: It is a specific position or group of positions that: (1) disproportionately create or deliver value, and (2) are difficult to fill because the people who can fulfill (1) are scarce in the job market, according to the October 2015 issue of Workspan.
While the interesting subject of critical workforce segments is more aligned with the HR universe and structuring hot-job compensation models, it does emphasize the importance of becoming and being a recognized problem solver, solutions provider, and game changer within your profession and industry (something you’ve been hearing about for years in this blog, in my books, and in my seminars) as demonstrated through your professional brand.
Said differently, a problem solver, solutions provider, and game changer offers quantifiable (where possible) accomplishments above and beyond daily job duties that contribute to the higher strategic objectives (profitability, market share, visibility, etc.) of the organization, and promotes the future benefits of that expertise to hiring managers.
One reason such critical workforce segment jobs are difficult to fill is because, well, those people are few in number in the job market. But another reason is that many people who are truly qualified unwittingly disguise their “disproportionate value creation” as “duties and responsibilities” on résumés. Whenever a client résumé is loaded with duties and responsibilities, I ask them after each bullet list item, “…and this task led to what higher strategic result?” All too often, the actual higher value contribution is found in the answer to that question. Try it out on your own résumé and see what a difference it makes.
Who knows…calling yourself a “disproportionate value creator” in a job interview might just propel you to the top of the hiring manager’s short list – if you have the résumé chops to back it up!
Former Fortune 500 hiring manager Donn LeVie Jr. is the author of Strategic Career Engagement (September 2015), and the book that reset the rules for successful job and career strategies: Confessions of a Hiring Manager Rev. 2.0 (June 2012, Winner of the 2012 Global eBook Award and Winner of the 2012 International Book Award for Jobs/Careers). He leads career strategy seminars at conferences, business/trade schools, colleges and universities, and U.S. Military Veterans organizations.
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