Tag Archives: effective networking

6 Reasons Why Public Sector Employees Need a Social Media Presence

LinkedIn All starPart of my involvement with the Association of Certified Fraud Examiners (ACFE) annual conference is providing personal career consultations with conference attendees. Many attendees work in the public sector, and over the course of individual conversations with folks who signed up for personal consultations, I was surprised to learn that many of them have no active involvement with social media platforms. Many believed they had to fully immerse themselves on a variety of platforms, but were relieved to know that that’s not the case at all. Some have Facebook pages, and some have LinkedIn profiles, but in most instances, either their LinkedIn profiles are incomplete, or they simply have a presence and are not actively participating – or both.

So briefly, here are six reasons why public sector employees need an active social media presence (primarily for LinkedIn) for growing their careers:

  1. An active social media presence makes you more visible to decision makers and hiring managers. Social media has rendered organizational “gatekeepers” obsolete, because with an active social media presence on the right platforms, you can gain access to these people. Without an active social media presence, you are anonymous.
  2. Some studies show that between 33 and 67 percent of all positions filled come about through referrals. That’s justification enough for you to continue building your network of contacts on LinkedIn.
  3. Social media (more precisely, networking platforms) allows you to promote and leverage your expertise as a resource for others. Hiring managers are always looking for problem solvers, game changers, and solutions providers. And all hiring managers want experts on their team.
  4. Social media connections allow you to build a level of mutual familiarity. One of the first steps to gaining access to decision makers is to first establish a degree of mutual familiarity. Make your connections strategic for any potential mutual exchange of value.
  5. Familiarity with your network contacts over time leads to trust. When you consistently contribute value to conversations with others, “like” their comments, or “retweet” their Tweets, that familiarity can lead to mutual trust.
  6. Mutual trust with your network contacts can lead to direct access. Hiring managers, like the rest of us, want to work with people we are familiar with and who we trust. More often than not, those people advance to the head of the line for direct access.

What accelerates direct access to decision makers is having a polished professional brand that makes its way onto social media platforms through your website, blog, articles published in peer-reviewed journals, books, conference presentations, and so on. All of that goes in your LinkedIn profile. I cover building a professional brand in both of my books.

As i mentioned, there’s no need to be active on a wide variety of social media platforms – only a couple where decision makers are active will be sufficient. Besides this blog and my website, I am active on LinkedIn and Twitter. My business Facebook page automatically receives feeds from my blog posts and Twitter activity. I limit 98% of my posts to issues surrounding job and career strategies.

In the Wizard of Oz, Dorothy and her entourage are met at the doors to the Emerald City by a gatekeeper. They are only allowed entry after it’s pointed out to him that she’s wearing the ruby slippers, that were once on the feet of the Wicked Witch of the East. The gatekeeper knows that the Wizard would value the ruby slippers because they represented one thing:

onething1

ACCOMPLISHMENT!  What are your ruby slippers?

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Want to receive a free copy of my Career Strategy Tip Sheets? You get 5 bundled tip sheets (PDF) for career strategy, cover letters, résumés, job interview, and salary negotiation. Just let me know your thoughts on this or any blog post–or let me know of a career topic you’d like me to discuss from the hiring manager’s perspective.

ALL TIP SHEET COVERS TOGETHER






My name is  Donn LeVie Jr. and I’m a former hiring manager for Fortune 500 companies (Phillips Petroleum, Motorola, Intel Corporation, and others) and have worked in the federal government (NOAA) and in academia as an adjunct faculty lecturer in the Department of Natural Sciences and Mathematics for the University of Houston (Downtown Campus). I am the author of Strategic Career Engagement(September 2015), Runner-Up of the 2016 International Book Award for Business: Careers, 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).  I lead career strategy seminars at conferences, business/trade schools, colleges and universities, and U.S. military veterans organizations. I also offer a Career Engagement Evaluation subscription program to associations as a member benefit.

Does your conference need a keynote speaker or a career strategies seminar for conference attendees? My 2017 engagement calendar is starting to fill up…contact me directly at donnlevie@austin.rr.com for more information or use the Contact page on this blog.

Don’t miss out on my blog posts…follow me now on Twitter @donnlevie.

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6 Tactics for Working a Job/Career Fair

careerfair_1

I’ve been involved with my share of job and career fairs over my 25+-year career, mostly at conferences that sponsor the event. The candidates who understand how to work a job/career fair tend to stand a better chance of getting followup contact with company representatives who are present.

There are basically two types of job/career fairs: Conference-sponsored events and non-conference-sponsored events. Conference-sponsored events are usually supported by employers with a connection to the conference profession.  Non-conference job/career fairs typically have a variety of employers and industries represented.

Here are six tactics for maximizing your effort at a job/career fair:

  • Plan in advance. Review the list of employers who will be present and which companies will be of interest to your expertise. Follow up by researching the targeted companies to get a feel for the corporate culture and type of work environment. Make a list of “A” employers and “B” employers to visit or schedule interviews.
  • Memorize your pitch (value proposition). Your are the problem-solver and solutions provider they have been seeking, so sell them on the benefits of your expertise and how it will serve the hiring manager/company’s interests going forward. You should know every bulleted item on your résumé and be able to speak at length on each one. Be ready to answer the inevitable question: “So, tell me something about yourself…” Keep any idea of salary and benefits out of the discussion; you aren’t at that point yet.
  • Dress for success. Regardless of the type of position for which you are interviewing, dress like the CEO of “YOU, Inc.” Remember the power of visual first impressions; dress for how you want to be perceived by company representatives. It’s human nature for the eyes to exert so much influence over that instant first impression.
  • Establish your LinkedIn profile before attending the job/career fair. Many company representatives may first check your LinkedIn profile prior to your meeting. It’s a good idea to connect with the company representative on LinkedIn after the job/career fair.
  • Bring plenty of copies of your résumé with you. Be sure you pull out that copy of your résumé from a nice leather portfolio or briefcase, not a plain file folder. Be sure to have a reverse-chronological version if you are changing jobs; have a functional version for changing careers. Make them perfect so you don’t have to apologize for anything when you hand a copy  to the company representative. Bring with you a list of references, but unless you are asked for it, resist the urge to leave it and any other documents with employee representatives. They don’t want to be lugging reams of documents on the plane with them when they return to their home cities.
  • Don’t be a Ralphie. In the hit seasonal comedy, A Christmas Story, young Ralphie brings to class a large fruit basket for his teacher. After the teacher thanks him, he remains at her desk, staring and smiling at her, oblivious to the cue that “the moment” is over. Don’t be a Ralphie. Recognize social cues that your interview time is over (interview times at job/career fairs are often abbreviated due to the number of candidates being interviewed). Don’t treat the meeting as an excuse to linger in the booth area or intrude on free moments between interviews. Close it out by controlling the follow-up. Think of the encounter as the first of several meetings or communications with the individual or the company.

Having access to a variety of employer representatives gathered in one location is sort of like speed dating: you want to show up prepared, be a great listener, and leave a positive first impression that makes the employer representative wanting to know more about you – perhaps even discussing a job with the company.

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Want to receive a free copy of my Career Strategy Tip Sheets? You get 5 bundled tip sheets (PDF) for career strategy, cover letters, résumés, job interview, and salary negotiation. Just let me know your thoughts on this or any blog post–or let me know of a career topic you’d like me to discuss from the hiring manager’s perspective.

ALL TIP SHEET COVERS TOGETHER







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.

Does your conference need a keynote speaker or a career strategies seminar for conference attendees? Donn’s 2016-2017 engagement calendar is starting to fill up…contact him directly at donnlevie@austin.rr.com.

Don’t miss out on Donn’s blog posts…follow him now on Twitter @donnlevie and join in the jobs/career conversations at the Strategic Career Engagement LinkedIn discussion group.

 

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4 Websites for Minimizing Your Online Footprint

digital-footprints

  • HaveBeenPwned.com. Enter your email addresses and usernames, and the site will tell you if any of your personal information has been exposed by hackers. It also provides tips on how to fix the problem.
  • MailDrop.cc lets you create an email address that disappears when you’re done with it–just 24 hours after it’s last used. Great for signing up for one-time deals or downloads.
  • JustDeleteMe.me links directly to the cancellation pages of an “almost endless” list of social media sites, retailers, and other businesses that might have data on you.
  • Privnote lets you send electronic messages to another person without creating a data trail. The recipient is sent a URL where the message can be read, then both the message and URL are removed.

(Source: The Week Magazine, October 2, 2015)

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4 Discreet Job Hunting Apps for Your Mobile Device

Try these apps on for size on your mobile device for discreet job hunting:

Switch. Switch provides job seekers with anonymity as they scan job postings, swiping right for gigs of interest. If your qualifications match what the employer needs, the parties can initiate an in-app chat. (iOS only)

Jobr. When a job is posted and a member refers a friend who lands the job, Jobr pays the member a $1,000 referral fee.

Jobmaster. Jobmaster aggregates job listings from some 1,000 job boards around the world. It’s free to search national job boards and 99 cents to access a job board devoted to a particular profession. (iOS only)

Savvy. Previously called “Poacht,” Savvy focuses on female job seekers. Users create profiles that include salary expectations, and employers sort through those profiles anonymously.

(Source: The Week, October 16, 2015)

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Do Hiring Managers bypass Introverts for Extroverts?

A Huffington Post article entitled “13 Habits of Exceptionally Likeable People” (http://tinyurl.com/psczejd) listed these characteristics:

  1. They ask questions
  2. They put away their phones
  3. They are genuine
  4. They don’t pass judgment
  5. They don’t seek attention
  6. They are consistent
  7. They use positive body language
  8. They leave a strong first impression
  9. They greet people by name
  10. They smile
  11. They know when to open up
  12. They know who to touch
  13. They balance passion and fun

Most of these habits could be found in extroverts; some align with introvert personalities. Clearly all of these habits are highly prized by many if not most hiring managers. In fact, personality factors appear to account for 20 to 30% of the variance in work performance according to occupational psychological research.

I was once part of a team charged with hiring a couple of applications engineers who would be providing phone/email/on-site customer support. One particular candidate was not shy about expressing his preference to support customers solely through email. “I’m not a people person” he told us. He had an impressive résumé but his introversion was expressed not only with his words, but by his attitude, his body language, and manner of dress. We passed on hiring him.

In an academic paper (2005) entitled, “Predictors of Objective and Subjective Career Success: A Meta-Analysis,” the researchers/authors suggested that the breadth and quality of one’s external social network may influence the type of career experience an individual enjoys. Research on the “boundaryless career” suggests that the presence of strong external networks are indeed related to career success (there’s also an organization contribution component). Generally speaking, extroverts are more likely than introverts to have strong external networks. The authors state that while career success is partly due to merit and job competency, another variable is obtaining organizational “sponsorship” that often reflects a more political explanation for career success. Other authors cited in the research report that individuals have to be similar to gatekeepers (managers), display a positive outlook, differentiate themselves from others, and engage in self-promotion in order to move ahead in their careers.

Not exactly the domain of introverts.

Susan Cain gave a TED talk (http://www.ted.com/talks/susan_cain_the_power_of_introverts) whereby the presentation tagline read, “In a culture where being social and outgoing are prized above all else, it can be difficult, even shameful, to be an introvert. But, as Susan Cain argues in this passionate talk, introverts bring extraordinary talents and abilities to the world, and should be encouraged and celebrated.” Cain states that many successful achievers (in the corporate world) who are self-proclaimed introverts have learned to manage themselves as they extend themselves out of their comfort zone.

Well, that’s why “likeability” that I so often write about is also known as “impression management” and is most prevalent in the hiring process. Even extroverts have to gauge the strength and direction of their interactions, depending on the perceived reward (a job offer, a marriage proposal, a contract negotiation). As long as many if not most hiring managers continue to rely to varying degrees on intuition, gut instinct, and personal chemistry when making a hiring decision, people will have to stretch (or contract!!) themselves as necessary and as the situation dictates to remain viable candidates in the eyes of the hiring manager.

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What American Idol Can Teach You About Job Interviews and Networking

I’ve seen so many parallels between how people audition on American Idol for a chance to continue their quest toward fame and fortune for a trip to Hollywood, and how people approach interviewing for a job. On American Idol, the people who are really talented rise above those less gifted, but even among the very talented, there are significant differences.

You can almost spot the “Top 10” contestants by how they handle the audition. The ones who find the most favor in the eyes of the judges understand what the judges are looking for. They are looking for not only “the look” and great vocal chops, but how a contestant gets lost in the moment of the audition. Or, better, yet: how that contestant is on his or her game when they deliver what the judges are looking for.

Do the beggars and pleaders ever make it through to the Hollywood round? Rarely, if ever. If they do, they usually are gone by the end of Hollywood week. They just don’t understand the nature of the audition. They are controlled by the emotion of the moment—perhaps overwhelmed by the celebrity status of the judges—but then they rely on the beneficence of the judges, hoping they will respond to their tearful pleas to get them to the next round. They have allowed their immediate surroundings, the presence of the judges, or other external factors to exert more control of the audition instead of being in control of it themselves. Such behavior quickly and clearly labels these hopefuls as amateurs, and usually disqualifies them for further consideration in the competition.

Your job interview is your audition. When your game is on, you focus on what the hiring manager wants and needs, and you own the audition—the interview—and the space in which you find yourself, rather than feel sucked into it like a semihelpless victim.

Beware of Feckless Schmoozing Disguised as Networking

I empathize with the American Idol judges when contestants subject them to the tearful drama for some special consideration after a poor audition because I have experienced it in the hiring process and with individuals who abuse the idea of networking. There’s nothing worse than getting an email or phone call from a former colleague—perhaps someone I hardly knew to say “hello” to in the halls—who wants to meet with me over lunch for undisclosed reasons. Being reluctant to offend, I used to agree with a modicum of enthusiasm because I knew what was coming: feckless schmoozing, or an outright plea for a job, or a good lead to one—or all three. So now, I don’t accept the invitation unless I first know why. If the person is favor shopping, it’s OK to tell me up front; but to disguise it will always result in losing my respect and assistance in the future.

I call this approach “noxious networking” because it always leaves a bad smell behind. It’s a sign of desperation, whereby professional decorum takes flight before I’ve ordered an appetizer. Such people are interested only in what they can get out of the relationship, and not in how they may be able to help others. It’s a surefire way to ruin a potentially great networking contact.

Networking works best when it’s about building and maintaining mutual relationships—with a focus on the word, mutual. Those relationships are best nurtured well before you need to use them; otherwise, it is simply a selfish, selfabsorbed, oneway strategy others will detect quickly, and you’ve likely just burned what could have been a key contact for your job or career search.

Nurturing professional networks requires time and energy. You want to ensure you are creating mutual professional relationships with someone you feel you can help and who can help you. Sometimes, the perceived benefits of such contacts are greater than the actual ones.

Be Honest with Network Leads

Back in the mid1990s, the division manager to whom I reported wanted to bring in several of his friends and former employees to interview for a vacant technical writer position that was available on my team. We reviewed the résumés of the three individuals who had extensive experience in the aerospace industry with writing and illustrating technical specifications. They were actually more engineering draftsmen than technical writers, but the boss insisted we interview them. Members of my team knew before the interviews that none of them qualified as microprocessor technical writers and editors, and we would very likely pass on recommending them for hire. All the candidates worked in DOS-based environments and didn’t have any experience with the Windowsbased applications we used.

The interviews lasted about four hours and, as expected, we didn’t recommend any of the candidates for hire. The division manager thought he was helping his friends and former coworkers by scheduling interviews with my team, but the ultimate effect for these folks was just another disappointment that was becoming evident in their faces as the interviews wore on. My team felt uncomfortable going through the interview motions knowing we wouldn’t be making job offers, and I disliked being put in that position with people’s livelihood.

Just as it’s wrong to pass no-talents through to the next level in American Idol, so is granting interviews to candidates you have no intention of hiring.

Are You a Job Applicant or a Job Supplicant?

The overt nature of begging and pleading for a job smacks of misdirected energies as well. The very term “applicant” has synonyms such as “aspirant,” “contender,” and “claimant” that imply some degree of intent, concerted effort, or purpose. People apply for vacant positions, or they fill out job applications. The individual who must resort to pleading is known as a “supplicant,” which has as synonyms, “requester” and “petitioner.” People who resort to supplication when seeking a job either are not considered seriously for the position or may have to work harder to earn the respect of co-workers, if they are hired.

So, if supplication is your preferred approach, just remember how so few American Idol pleaders have heard one of the American Idol judges say…

“You’re Going to Hollywood!”

Shortsightedness is often the reason American Idol hopefuls fail in their auditions. Many of the finalists put “being the next American Idol” ahead of the love of music and making music for the enjoyment of others as so many first-round wanna-be’s confidently proclaim to the viewing audience and the judges. Sometimes in the hiring process, shortsightedness comes across in candidates embracing the “I need a job” mindset rather than seeing themselves as the hiring manager’s problem solver. It’s a matter of focus that makes all the difference in the approach to an audition/job interview.

A Final Word

Whether you are seeking a job within your industry or are considering a complete career change, heed the advice from American Idol finalists:

  1.  Play to your strengths and know your limitations
  2.  Maintain an approachable, likeable personal style
  3.  Show some personality
  4.  Understand what the judges are looking for and need
  5.  Above all, it’s talent

As with American Idol finalists, the person who outperforms the competition, who brings to the open position the skills, knowledge, and expertise the hiring manager needs for the position—and promotes that expertise throughout the hiring process—is ultimately the person who carries the day.

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Let’s Talk About Building Your Platform

platform builderYour platform, very simply, is the expertise you have developed that gives you visibility, authority, and a proven influence within a targeted population (profession, market, or field).

Let’s break down that broad definition to its components:

Visibility: Who knows you? Who knows your work or accomplishments? How do you communicate to others outside of your immediate job what it is you do or you’ve done? How many people are aware of it? How does your visibility get distributed? What communities (online, professional associations, etc.) are you a member of? Basically, where do you make waves?

Authority: How solid is your credibility? What are your credentials? (it’s not about how many you have but whether you have the right ones for the right field of work).

Proven influence: Don’t say you are an “influencer”; show where your work has made an impact and provide demonstrable proof of that impact (quantitative measures such as $$ or % really help out here). Oh, and please don’t use the term, “thought leader.” It’s such a cliché in marketing and there’s no way to demonstrate how many thoughts you’ve led.

Target population: Are you most visible to the most appropriate targeted audience? In other words, is your work helping to build your brand within the circles where you already have visibility?

Building your platform is all about putting in a consistent effort from one year to the next–not by calling attention to yourself, but by extending your network of people who are drawn to your brand (your expertise, your personal values, and your professional reputation). It’s building the platform to a point when it starts speaking for who you are (personal values), what you do (expertise), and how you do it (reputation).

Platform building is synonymous with creating and promoting your professional brand, and is an organic process that evolves over time and with circumstances. I read a great article on how authors create a platform (I used some of those ideas here because they parallel most other professional positions), and the author stated that

Your platform should be as much of a creative exercise and project as the work you produce. While platform gives you power to market effectively, it’s not something you develop by posting “Follow Me!” on Twitter or “Like Me!” on Facebook a few times a week.

How are you building your platform? What’s in your toolbox?

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It’s that time of year…..for layoffs and promoting your brand equity

layoffOver my entire working career…starting in 1972, I’ve been laid off 8 times: twice as a house carpenter in south Florida (the first time right after my daughter was born) when the building boom busted; once as a geologist in the oil business when the oil boom busted in 1986; 5 times in different marketing/technical communications positions in the high-tech industry due to reorganizations or the economic state of the industry/company. The quality of my work or my professionalism was never a factor in those layoffs. I survived my share of layoffs as well, but–except for one instance–I came out of every layoff with a better position and higher salary.

But of the high-tech layoffs, three of them occurred within two weeks of Christmas. The last layoff was the “easiest” to get through for a few reasons: (1) the severance package was a very good one (got paid for the remaining 2 weeks of the year plus a week of unused vacation; another 4 months’ worth of salary, and company-paid COBRA for a couple months); (2) my family was in a very good financial position that minimized the effect of losing my job even after the severance was depleted; (3) the company put on a good outward face to investors and analysts but internally was run like a Chinese laundry, so there was no separation regret, sorrow, or anxiety.

The downside of this last layoff had a few elements as well: (1) I missed working with a great team of individuals who had been together for several years; (2) I was a couple years away from retiring (i.e. = working on my own projects of interest) and wasn’t able to walk away on my own terms; (3) I lost several thousand Restricted Stock Units that I had been granted as rewards for past annual performances because they had not vested yet; and (4) I still had to work through the emotional kick in the stomach–regardless of whether I hit the Powerball Jackpot the day before. Being laid off–even if you have millions in the bank–can’t remove the blow to your ego or self-esteem for a day or so because you never hear the real reason why you are being let go. The closest you’ll get is corporate speak that sounds like, “The company regrets to inform you that it no longer has a need for your services.”

(I thought about just hanging it up and “retiring” a few years before our goal; however, it would have meant that we would have fewer and less frequent vacations for awhile, and traveling is what we love to do as a family. So, I made the decision to see if I can fill the remaining two years with contract work.)

The whole scenario of being let go from your job is uncomfortable. Either your manager or someone from security is watching you pack up your personal belongings in a scrounged-up cardboard box as others around make themselves scarce because they don’t know what to say or hover uncomfortably nearby–like buzzards near roadkill ready to scavenge what you leave behind in your cube. Your email access is likely already cut off so you can’t send out that last farewell email to your peers and c0-workers, and can’t go the bathroom without someone letting you back in the office because you had to turn in your security access card immediately.

Yes, you still have to deal with the emotional kick to the gut, but I can assure you: as you mature in your career, it gets easier. You have a wider network of contacts to alert for potential job openings or contracting positions; you may have a monetary cushion–a rainy day fund–to help you deal with such unforeseen contingencies.

A strategy I used throughout my career was to build relationships with people I worked with; whether I was a member of a team, an individual contributor, or a team manager, I tried to always display a servant’s attitude. I made it one of the features of my professional brand. A servant attitude over time becomes an expertise that others will seek you out for. You will be seen as a resource, an expediter, who can connect people with other people or people with other ideas. Zig Ziglar wrote that “if you help enough people get what they want, eventually you will get what you want.” In that order: help others first, but do it without any expectation of reward or favor. Do it because it’s the right thing to do and it will pay off huge dividends.

I remember the day before my last layoff, I received a LinkedIn request from a friend I had worked with for more than a dozen years. We had worked together at two different companies and on the same projects. After I got home on the afternoon of my last layoff, I responded to his LinkedIn request and sent him a message that the company had just handed me my walking papers and that after the first of the year, I’d be looking for some contract work, so if he heard of any opportunities to please let me know.

He responded two minutes later: “I was thinking about you for some time now and hoping to connect you with my team. I have some connections to the XYZ project team and you would be a great resource to tap. I will gladly buy you lunch to catch up anyway.” The next week, we had lunch and I received a very nice contract after the start of the new year.

True story. I have no doubt that the years I spent learning how to foster relationships up and down the corporate ladder, helping others succeed, and strengthening the quality of my professional brand were instrumental in getting back on my feet quickly.  Once your professional brand has been established, others will “polish” it (promote it) for you, as my friend did, and that led to that great contracting opportunity.

I would be remiss here not to state that after having fretted about losing my job and threats to my family’s financial security early in my working career, I have learned the lesson of I Chronicles 16:34, which states, “Give thanks to the LORD, for he is good; his love endures forever.”

And serendipity played a role here, too, by turning that severance package into an opportunity to add to our investment portfolio, which helped shorten that two-year gap to about 18 months.

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What does effective networking look like?

Karl Reuning responded to my request for career topics you’d like to see me address with this: “What does effective networking look like?”

Here’s my take (from a former hiring manager’s perspective) on that question. I think you start with taking a look at how people are hired; which avenues into a company are the most successful for candidates, and then take a strategic approach to how and with whom you develop your professional networks. You want in with Company ABC? Then

  • Find folks on LinkedIn who work for Company ABC and connect with them on a professional level.
  • Exchange ideas, generate topics of discussion that demonstrate your expertise in subjects that may be important to your industry or profession.
  • Connect with people in a business or trade association for your industry or profession; attend local chapter meetings, conferences, give a presentation, write an article or paper for a peer-reviewed journal: establish yourself as an expert.
  • Be the first person to help someone else in your growing network with a referral or job lead; be seen as a resource first.

There are three ways by which you enter the hiring process: as an external candidate, as a referral candidate, or as an internal candidate. In my experience, internal candidates generally enjoy the biggest advantage, followed closely by referral candidates, and then external candidates a distant third. Somewhere between 33 and 67 percent of jobs found and filled are through personal referrals. Through personal referrals, much of the uncertainty in the hiring process is reduced or eliminated altogether from the equation, which leads to a higher probability of getting a job offer (and more quickly). It is also a low-cost recruitment tool. You simply must be strategic in designing and building your professional networks to increase the probably of being referred for an open position.

The chart below is from a report at http://www.silkroad.com listing the top 10 external sources for interviews and hires.

Top 10 External Sources for Interviews and Hires (Source: Indeed.com)

Top 10 External Sources for Interviews and Hires

A 2012 comprehensive study (222,000 job postings, 9.3 million applications, 147,440 interviews, and 94,155 hires) from SilkRoad (www.silkroad.com) provides some interesting conclusions about the effectiveness of recruiting:

  • External (specific job search engines, job boards, print advertising, job fairs) and internal (referrals, inside hires, walk-ins, company career sites) sources result in about the same number of interviews, although internal sources produce almost twice the number of hires.
  • Company career sites are the greatest online recruitment source based on interviews and hires.
  • Referrals remain the strongest base for internal recruitment marketing, followed by inside hires and company career sites.
  • Job search engines are singularly far more effective than job boards at returning both interviews and hires.

In a landmark study on social networks (with real people, not Facebook “friends”) and hiring conducted by Stanford University in 1996, researchers concluded the following:

  • Social networks favorably influence the composition of the pool of job candidates
  • Applicants referred by current employees are more likely to be interviewed and offered jobs than external non-referral candidates
  • Network referrals are advantaged at both the interview and job offer stages compared to external non-referral applicants

The researchers also determined why referral candidates had such an advantage over non-referral candidates:

  • During labor shortages, using referrals is a quick and inexpensive method for generating a pool of applicants (fewer applicants for every open position)
  • The “benefit of the doubt” effect that creates a tendency for recruiters to give referral candidates the benefit of the doubt during screening, which encourages employees to continue to recommend referrals, thereby creating a process closed to non-referral candidates
  • Social network hiring tends to produce better job description-worker matches than other types of recruitment

Another reason employee referrals are the preferred entry method to  jobs is because the average length of employment is greater with referrals than the other two methods for entering the hiring process, as the following chart reveals.

(Source: Indeed.com)

Good question, Karl…I hope that helps, and go Red Sox!

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