EMPLOYABILITY HANDBOOK

A step by step guide to become more employable

Our deepest fear is not that we are inadequate. Our deepest fear is that we are powerful beyond measure. It is our light, not our darkness that most frightens us. We ask ourselves, who am I to be brilliant, gorgeous, talented, fabulous? Actually, who are you not to be? You are a child of God. Your playing small does not serve the world. There is nothing enlightened about shrinking so that other people won't feel insecure around you. We are all meant to shine, as children do. We were born to make manifest the glory of God that is within us. It is not just in some of us; it is in everyone. And as we let our own light shine, we unconsciously give other people permission to do the same. As we are liberated from our own fear, our presence automatically liberates others.

Nelson Mandela (from Marianne Williamson)

The handbook has been divided up into easy to follow sections that will help you to understand and develop your ability to become more marketable and employable.
PAGE > Career Employability > The Career Planning Model A quick overview of some critical career planning steps > Building your Personal Brand The new rules of personal effectiveness > Where am I now? (Self Awareness) What are my values, drivers, skills and personality? > Where do I want to be? (Goal Setting) What is my current reality and desired future? > How do I get there? (Self Belief) How do I bridge the gap between current and future? > More practical tools > Writing a CV > Dealing with Job Interviews > Internet Resources and Useful Websites > Dealing with agencies 25-34 20-24 14-19 6-13 5 3 4

What is Employability?
Quite simply, we believe that every person has the potential to market themselves as a unique personal brand. This handbook has been designed to help you understand what it will take to build your personal brand and to market it effectively to further your career. Employability is about finding your true and unique career path, and then developing the skills to manage yourself so that you achieve what you want. WE MUST BE THE CHANGE WE WISH TO CREATE
Ghandi

Change is no longer a choice we are faced with, it is inevitable. What we can choose is how to respond to the changes that we will encounter in our lives.

START DEFINING YOUR PRIORITIES AND EMBRACE THE CHANGE! Positive

thinking is very much the key to successful job hunting, starting your own business or whatever you decide to do. The successful candidate is the one who looks forward and not backwards, maximises on his/her previous experience and identifies his/her skills to use as a basis for selling themselves in a new career.

TAKE CHARGE OF YOUR CAREER AND LIFE! This booklet will help you in doing
exactly that. We urge you to work through it and build yourself a new career. We wish you everything of the best!

Where am I now?

positive self image values drivers skills personality

Where do I want to be?

Periodically go back to basics and reassess

paint your future goals makes choices development needs

How do I get there?

overcome resistance use a mentor build network prepare CV interview

How am I doing?

Revise plan or goals

Enjoy your success/achievements and the process of getting there!

In order to build your personal brand, you have to first refresh the way you think about yourself. A totally different perspective that says, Yeah sure, Ive got the credentials, but people will want me because I am special. The fact is that ordinary doesnt cut it anymore. There are simply not enough dream jobs for everyone at this point. So where does it leave you? On the shelf, past your sell-by date? Or are you the dynamic, hip brand you were destined to be? The one that is skilled, agile, confident and positive and ready to take on any challenge.

The 6 Rules for Building the You Brand

Think outside the Boss:
Be your own boss. Tackle any assignment with a view to making it your own. Label it with your personal brand. Stamp your personality on any job, task or assignment.

Market you like theres no tomorrow:

Take whatever opportunity comes your way to market your ideas, thoughts, and talents. You can start with refreshing the old CV. Does it really grab your attention?

Master your Talent:

Move beyond your skills and competence into expressing your talent. Most people become functionally competent in their jobs. Few break free to become masters.

Get used to Making Mistakes:

How can you truly break new ground unless you are prepared to fail now and then? Most innovations did not come from people who were considered conventional.

Networks Work:
If you are not making new contacts each and everyday, you are not working hard enough. Whenever you meet someone new, you raise the possibility of a new opportunity.

Hit the Refresh Button:

Take a look at your skills. Do a thorough analysis of your talents. Are they still relevant? Are you expressing them to the full? What more must you do to remain relevant in the world?

The self awareness phase in career management is possibly one of the most significant. Here you will explore practically what your preferences are, your values and your strengths and vulnerabilities. This awareness allows you to make more effective decisions about a career path, whether for another job, a business venture, or a short term assignment.

What do you value?

By being conscious of your values you can understand better your behaviour and the stress and frustrations you experience when your values are compromised. Once aware of them, you can choose to adjust your life so that your values and the way you spend your time are more attuned.

> What it is
Values are the things that are important to us; the things that underpin and influence our behaviour and the way we react. Their source is deep-seated and complex. It is very hard really to change values. It is therefore helpful to get in touch with your values and to understand the impact they have. This tool uses a simple questionnaire to help you rate your values.

> How it's done

(On the next page)

1. 2. 3. 4. 5.

Assess each of the personal values listed on both scale A and scale B. Add the two to come up with an overall score. Which of your top five values are being relatively well satisfied at present? Which of your most important values are not being met? What effect does this have on you and those around you? Identify any ways that you can think of to change your current position to satisfy more of your values. You might like to discuss this with a friend, colleague or manager to get some ideas.

>> VALUE RATING SCALE

A
"How would you feel if your present satisfaction of this value was greatly reduced?" 1 2 3 4 = = = = It wouldn't bother me Id be slightly troubled Concerned Devastated!

B
"How would you feel if your present satisfaction of this value was greatly increased?" 1 2 3 4 = = = = It wouldn't matter Moderately Pleased Very Happy Terrific

= relative importance of the value to you. TOTAL of (A + B)

> Personal values A

Achievement (sense of accomplishment, mastery) Advancement (promotion) Adventure (new and challenging experiences) Affection (love, caring) Competitiveness (winning, taking risks) Co-operation (working well with others, teamwork) Creativity (being imaginative, innovative) Economic security (steady, adequate income) Fame (being famous, well known) Family happiness Freedom (independence, autonomy) Friendship (close relationships with others) Health (being physically and mentally well) Helpfulness (assisting others, improving society) Inner harmony (being at peace with yourself) Integrity (honesty, sincerity, standing up for beliefs) Involvement (participating with others, belonging) Loyalty (duty, respectfulness, obedience) Order (tranquillity, stability, conformity) Personal development (use of potential) Pleasure (fun, laughs, leisurely life-style) Power (control, authority, influence over others) Recognition (respect from others, status) Religion (strong religious beliefs) Responsibility (accountable for results) Self-respect (pride, sense of personal identify) Wealth (making money, getting rich) Wisdom (understanding life, discovering knowledge List of five highest scoring values: 1. 2. 3. 4. 5.

What drives you?

How it helps We are all driven by inner forces to meet our needs. This tool will help you to identify the nature of your personal drivers and to understand how well your current or future circumstances are in harmony with them. What it is People who own and manage their own careers are energised by motives which drive them. They take initiatives to increase the possibility of getting what they need and want from their lives, rather than passively reacting to things around them. Career drives are inner forces which determine what you want and need from your working life. Career drivers are not chosen consciously, but derive from your personality, abilities, values and self-image. Awareness of your own career drivers will help you to do things which really suit you. Clarifying your drivers will help you to understand what you are looking for. Later we will explore how to achieve it. Drivers are not fixed; they do respond to changing circumstances. Security, for example, will become much more important with the arrival of a family. Research shows that most people have two or three major drivers with only one at the core. It is the key driver that guides career progress and gives coherence to apparently unconnected choices and decisions. This tool outlines the range of drivers (as developed by D Francis) and helps you to identify what drivers you.

How it's done

1. Review the list of career drivers (source: D Francis : Managing your own career). Each is a blend of wants and needs and although there is slight statistical overlap between some drivers you can think of them as being quite distinct.
The nine career drivers are:

Material rewards

seeking possessions, wealth and a high standard of living. Having the trappings of wealth.

Power / influence

seeking to be in control of people and resources. To have a significant leadership role. Being in charge.

Search for meaning

seeking to do things which are believed to be valuable for their own sake, even though it may bring little tangible reward. Contributing to the wider community.

Expertise

seeking a high level of accomplishment in a specialised field. Having a reputation as an expert.

Creativity

seeking to innovate and be identified with original output. Doing something distinctively different.

Affiliation

seeking meaningful, close relationships with others at work.

Autonomy

seeking to be independent, able to make key decisions for oneself, managing one's own time, being one's own master.

Security

seeking a solid and predictable future. Being financially secure. Taking the safe option.

Status

seeking to be recognised, admired and respected by the community at large. Being seen as part of the 'establishment'.

2. 3.

Rank the drivers from 1 - 9 to reflect how important you feel they are to you (1 = most important; 9 = least important). Now answer the following questions: how have the top drivers influenced your life so far? how has your lack of concern for the bottom three drivers influenced your life so far? to what extent does your current role satisfy your career drivers? what are the implications of your drivers for your future?

Audit your skills

How it helps
By auditing your skills you will be more in touch with what you can do as a starting point for both selfdevelopment and career progression.

What is it
A skill is something you can do. It is easy to concentrate on what you can't do, or don't do very well. This tool gives you the opportunity to focus on what you're good at. Knowing your skills will increase your selfconfidence and assertiveness and help you make the most of new opportunities.

How it's done 1. The first step is to stimulate your thoughts by making a list of a variety of experiences. The list can include: 2. satisfying accomplishments / achievements at work participation in hobbies / sports voluntary or community work things you've done as a friend, parent, spouse, homeowner, etc. the things that you are most proud of

Search out any additional information you have on your skills. This data could include: competencies profiles for you and for your job appraisal data customer feedback 360 feedback from peers, your team and your boss.

3.

Use all this data to list: your skills as a manager your skills as a team-member your skills as a technical expert (eg. product development / systems / finance / processing) your skills in a project role.

4. 5.

Where possible, indicate to what standards you can perform these skills (eg. are you an Olympic sprinter or a high school runner champion?) Now, review your answers to identify your key skills and interests, ie. the things you're good at, like doing and want to develop further in the future.

10

SKILLS AUDIT Key management skills: 1. 2. 3. Key team-member skills: 1. 2. 3. Key project skills: 1. 2. 3. Key technical expert skills: 1. 2. 3. Others: 1. 2. 3.

11

Describe your personality

How it helps Our personalities are fairly fixed. Short of a brain transplant they are hard to change. It is therefore important to be aware of the main features of our personalities and how they impact on others. What it is Personality describes the behaviour and mental characteristics that make each of us unique. This tool does not include a full-blown personality assessment. Instead it offers a range of personality dimensions which you can use to paint a picture of yourself. How it's done
1. 2. 3. 4. Review the following scales. Plot where you fall on each side of the scale. You can tick the middle if you feel you are both one and the other. Try and tick along the number scale to indicate the strength of your preference. If you feel you are equally both, then tick the 0 column.

Are you intuitive Are you extrovert Are you a thinker Are you creative and innovative Do you like detail Are you positive and 'sunny' Do you like to lead Are you dogmatic Are you full of energy and zest Do you feel more comfortable with black and white Are you aggressive Do you express your feelings

3 3 3 3 3 3 3 3 3 3 3 3

2 2 2 2 2 2 2 2 2 2 2 2

1 1 1 1 1 1 1 1 1 1 1 1

0 0 0 0 0 0 0 0 0 0 0 0

1 1 1 1 1 1 1 1 1 1 1 1

2 2 2 2 2 2 2 2 2 2 2 2

3 3 3 3 3 3 3 3 3 3 3 3

or analytical? or introvert? or a doer? or prefer known routines? or prefer the overview? or serious and melancholy? or be a follower? or easily influenced? or easily self-contained? Or shades or grey? or passive? or keep them to yourself?

12

5. 6.

Identify other words or phrases which describe your personality. Ask someone else who knows you well to rate your against the scales and your own description (remember there is no right or wrong or good or bad profile). This will test the accuracy of your self-perception. Reflect on the consequences of your personality: in what sort of role or situation are you likely to feel comfortable or ill at ease? what impact does your personality have on others? how can you counter what you may see as 'the downside' of your personality?

7.

Hint: Others often have a more accurate perception of your personality than you do. Seek feedback from people you trust.

13

This section helps you simply to map out your vision for your life by describing both the future and the current reality. It will help you to find a balance between these areas and to assess the size of the 'gap'.

Paint your future

What it is This tool will help you paint a picture of what you want to become. Your vision of the future needs to be: based on realistic assumptions (about you and the circumstances in which you operate) in sufficient detail to be articulated fully realistic (given your starting point!) grounded in your values and beliefs.

How it's done 1. 2. Use the chart on the next page to build up a picture of how you would like your life to be in the next 2/3 years. Identify up to five important areas of life such as: work family friends money health 3. 4. 5. education interests / hobbies skills religion home

Describe briefly the current reality. Brainstorm how you would like each area to look in the future. Choose the number of years you feel is appropriate. What is your ideal vision of the future? Review your vision of the future: Have you considered alternatives or just gone for your first idea? Does it feel good? Could you tell other people about it? Are you prepared to take action to achieve it? Does it fit with the way you like to live your life? Have you thought through the consequences?

6.

Identify the key things which will have to change to achieve your vision.

14

YOU

7.

In developing your career, it is helpful to: trust yourself, listen to your intuition on what to do keep yourself open to new experiences, be willing to respond to the moment and grasp opportunities be cautious about who you serve, be careful not always to neglect yourself for the benefit of others be authentic or honest with yourself and others, Games or pretence get in the way take care not to burn out, look after yourself enjoy the journey, not just the destination!

Hint: Enjoy your journey as well as your destination

15

Define your goals

How it helps Dreams in themselves get you nowhere. It is the translation of these dreams into goals, objectives and actions that makes them real. This tool gives a simple method and pro forma for taking this essential step. What it is Once you have painted your vision of the future, the next step is to transform this broad insight into concrete objectives and then practical steps. This tool gives you a mechanism for defining your goals and turning them into action. How it's done 1. 2. 3. Take each 'dream' in your vision of the future. Describe in one sentence how this is different to today's reality. Add a verb to turn it into a goal. You have now defined what you want to achieve. You can now go on to define objectives which will be the means of the achieving your goals.

For example:
'Dream' area HEALTH Goal To be fit, supple and slim Objectives To lose 5 kg by the end of the year To attend aerobics classes twice a week all year To reduce my alcohol intake by 50% by midsummer

4. 5.

You are now ready to produce detailed action plans for each of the objectives you have identified for the next 12 months. For each objective, complete the following action plan

16

> S.M.A.R.T ACTION PLANS

Developing SMART plans is a really simple way to plot some daily tasks and actions that will lead you to your ultimate goals. The SMART acronym stands for: >> SPECIFIC / the task is clearly stated without vagueness. >> MEASUREABLE / the task or action can be measured for success. >> ACHIEVEABLE / it is a realistic and attainable goal. >> RELEVANT / it is a task or action that is directly related to a goal. >> TIME BOUND / there is a clear time frame to the task.

Objective

I will complete this objective by It is important to me because These are the obstacles or restraining forces I may face and I will deal with them this way: 1. 2. 3. These are the steps and actions I must take to reach my goal: 1. 2. 3. 4. Test your plans to see if they are Relevant and Measurable.

I must do it by:

17

Making choices
In life we regularly have to make choices such as whether to move jobs, get married, go on holiday or buy a car. These decisions can be timeconsuming and energy sapping. This tool uses the simple method of Decision Charts to make life decisions. How it's done

1.

Identify the criteria which are important to you in the choice you have to make and insert in Column 1. e.g. level of income location

2.

Rate the importance of the criteria and enter your score in Column 2. 0 = not important 10 = absolutely crucial

3.

List the job/career options you have in the remaining columns eg. in terms of work options: A new venture (your own business) A job you could do now (your next job option) A dream job.

4.

For each option, assess the degree to which it meets your criteria 0 = does not meet criteria 10 = fully meets criteria and enter these in the top left hand corner of the relevant box.

5.

Multiply the importance by the degree to which it is satisfied and enter this score in the bottom right hand corner of each box.

18

6.

Calculate the total satisfaction for each option by totalling the figures in the bottom right hand corners. The option with the highest scores is most likely to meet your requirements. If you find yourself responding to the outcome with 'yes . but' it suggests you have not articulated all the relevant criteria!

7.

Example of Method of Evaluating Job Alternatives Column 1 Criteria Column 2 Importance Option 1 Sales Associate Option 2 Entrepreneur Option 3 Consultant Option 4 Marketing Manager

Short Term Economic security

4 40 40

5 50

7 70

10

4 18 24

3 18

Time with family

6 36

Long Term Financial Wealth

7 25 35 35

5 25

3 15

Total satisfaction

83

99

93

121

19

Once the awareness is raised of current strengths, personality and values, and the goals are set for the future, the only thing standing in the way of the person and their goal is themselves.

> Identify your development needs

Once you are clear about your personal goals and objectives and you have audited your skills, this tool will help you to identify the additional knowledge, skills and experience you will need to achieve your goals. How it's done
1. 2. Review each of your personal goals and objectives. List out the knowledge, skills and experience you feel you will need to have to achieve the goal. For example: Goal To become a freelance travel writer Knowledge needed Who's who in the travel business Expert knowledge of particular countries / types of travel Skills needed How to write articles for travel magazines How to manage cash flow and business expenses Experience needed Wide range of travel experiences in a variety of places

3. 4. 5.

Now decide which of these you feel you already have, i.e. know you can do or you've had the experience. Tick these off. Repeat this for each goal. Develop a matrix of your unmet development needs against your personal goals.

20

For example:
Development Needs To be a travel writer To own my own home To have a baby To learn French

To make contacts in the travel business

To manage cash / flow and business expenses

Strong Relationship =

Some Relationship =

Low Relationship =

6. 7. 8. 9.

Identify those development needs which will make the greatest impact on all of your goals (remember this impact could be negative as well as positive). Decide which needs are your top priorities. Develop an action plan to meet your needs. Go do it!

21

> Overcome resistance

There are times when we don't face up to issues or if we do, we don't take action to tackle them. Force field Analysis is a simple yet powerful tool to help you to identify your personal resistors (often self-inflicted) that are stopping you from achieving your goals.

What it is It is worth spending a few minutes identifying the forces which you feel hold you back or act as barriers to your development. This tool uses Forcefield Analysis to help you identify these resistors and to plan how to tackle them.

Current position

Achieving your goals

Values Career Drivers Skills Personality Attitudes Resisting Forces

How it's done 1. 2. 3. 4. 5. 6. 7. 8. Draw up a force field analysis diagram like the one above. Earlier tools have helped you to identify all of the driving forces - your values, skills, personality and so on. Add these to your diagram. Spend time identifying your resisting forces. Your resisting forces may be real or imaginary, and could be such things as: health / gender / age/ education/ experience Identify which resistors are the strongest. Ask why? Why are they strong? Why are they there? Brainstorm everything you could do to remove, reduce or get around them. Identify an action you can take straight away to tackle the strongest resistor. Do it!

22

> Use a mentor

Using a mentor can increase your rate of development, improve your skills and broaden your awareness.
What it is Mentoring is the occupational equivalent of a wise aunt or uncle who will act as a guide, supporter, counsellor and patron. During your career, several people will become your mentors. The trick is to find the best person to help you now. Mentoring can be formally organised or left to occur 'naturally' as the need arises. This tool outlines how to find and use a mentor.

Mentors share wisdom

How it's done 1. Identify a potential mentor. A good mentor is likely to be someone: 2. 3. who has the competencies you wish to develop working in an area you wish to move into with excellent coaching and development skills

Approach the individual and explain what you are looking for and why s/he is such a good candidate. If they refuse, find an alternative. Develop a contract which clarifies what you want. You need to agree: what you both want to get out of the relationship how you will work together boundaries in terms of what you cover; time, access to information, etc how to monitor / review the value of your work together.

4. 5.

Diarise dates ahead to avoid delays and frustration at a later stage. Use your mentor to: help you face your strengths and weaknesses give feedback which is realistic and constructive help you perceive or conceptualise new ways coach you in new competencies make introductions and open doors give guidance on career development give personal support through change share experience build your confidence in your skills and abilities.

Mentors should motivate, encourage, nurture, train, offer guidance and respond to needs.

Hint:

23

> Build your network

Networking is a way of building informal contacts and links with others on a reciprocal basis. It can be a very useful source of information, advice and support. This tool outlines how to build, maintain and use your network.

What it is Networking is the limitless process of talking to people for information, advice, contacts and even moral support. This tool outlines how to build and use your network.

How it's done 1. Build your network 2. Use every informal opportunity you can to meet people; conferences, meetings, social functions, trains, planes, etc. Join professional bodies and attend events (SEE SOME WEB LINKS LATER) Keep in touch with former colleagues, friends and neighbours. Be prepared to take the initiative and introduce yourself. Always carry business cars and, if appropriate, add your home number. Don't be afraid to ask for business cards / numbers. Be prepared to offer information to others, avoid only one-way communication!

Maintain your network Develop a system for storing contact details. Make it easy to reference. Keep a note of relevant information about people. Keep your information up to date as people move, marry, have children, etc. Send congratulations notes, anniversary cards, copies of articles, etc to keep in touch. Ring people from time to time to say hello, it's usually appreciated Invite contacts to social events, exhibitions, conferences, etc.

3.

Use your network Call up contacts when you: are searching for information want an introduction or reference need to know who to contact are looking for potential customers are job hunting. Always introduce yourself and if necessary remind your contact of where you met / spoke. Explain why you're making contact. Be clear what help or information you are seeking. Check if the time is appropriate or when would be better. Be polite, courteous and prepared to take 'no' for an answer. Acknowledge the help given. Offer to reciprocate when appropriate. Don't abuse, bombard or manipulate valuable contacts.

24

Developing a good CV and learning how to conduct yourself in any interview is an essential part of any good career strategy. Companies nowadays look for different things that will stand you out from the rest. Work your way through these extra practical tools to ensure that you clinch the deal.

> Polish your curriculum vitae

In today's job market, a succinct, well-presented positive CV is vital to help you stand out from the crowd. Use this tool to help you get it right.

What it is Your CV (Latin for 'course of life') is a summary of your qualifications, experiences and skills. It is usually the key to getting the job interview (whether for an internal or external career move) and therefore must sell you well. This tool outlines the content of a good CV and how to put it together.

How it's done 1. Decide what information to include. The main headings are usually: Personal details name, address, contact number.

Qualifications Highest educational qualifications (what and when) vocational qualifications.

Work experience dates, companies, brief job descriptions responsibilities achievements skills acquired.

Referees 2. Give at least two contact names.

Decide how to order the information Chronological - good for showing career progression, skill development. Start with most recent job. Functional - emphasises skills, abilities and achievements. More appropriate when looking to make a career change. Use headings such as Management, Project work; Marketing experience; Recruitment.

25

3.

Decide on your presentation style be eye-catching make it easy to skim-read use headings / boxes to break into sections keep it short and brief avoid too much jargon or too many management-speak terms (such as key or strategic)

4. 5. 6.

Produce your CV to a high standard - good quality paper, a clear typeface and no errors can really make a difference. Ask someone else to review your CV for spelling, layout, clarity, etc. and to pick up any obvious omissions or questions. Review it yourself: Is it completely up to date? Is it honest and truthful? Are there things it would be better to omit? Would it help to expand slightly to give more detail? Does it emphasise achievements? Does it appeal to the particular reader?

7. 8.

Write and appropriate covering letter, highlighting why you are interested in or suitable for the particular role. Send it and wait for the invitation!

A BROAD CV TEMPLATE

PERSONAL DETAILS

Name Surname Postal Address

: : :

Name Surname State address where you can be reached. Street / Post box number Area / City / Country Postal Code

E-mail Address Telephone Numbers Nationality Languages

: : : :

e-mail address Home number Work number South African/Bulgarian etc. Read Write Speak Code 08/10 etc What? How proficient? What have you used? Courses in IT

Drivers Licence Computer Literacy

: :

26

EDUCATIONAL QUALIFICATIONS

SECONDARY EDUCATION Certificate obtained Year obtained School where obtained Subjects Leadership Roles Extra curricular Activities : : : : : : State the highest level of school qualification. Date Name of School State subjects If you held any leadership roles, state which. Sport, art, committees, organisations etc.

TERTIARY EDUCATION College, Technikon, University or other Institute Diploma/Degree Majors Awards Leadership roles POST GRADUATE OR OTHER STUDIES Institution Qualification obtained Subjects EMPLOYMENT HISTORY : : : Name of institution Name of qualification State the subjects

: : : : :

State the name of the institute State name of diploma or degree or other qualification Subjects you majored in Any awards received Leadership roles filled

CURRENT EMPLOYMENT Company Type of Company : : Name of company A brief description of the companys core business and the main units it consisted of. Number of employees can be stated. State the start and end date of work State shortly eg. Annual package Leave Pension Find Bonus system etc. Position and time spent in position State key performance areas per position

Service Period Salary and benefits

: :

Positions held Key Performance Area

: :

27

PREVIOUS EMPLOYMENT The same as the above

PROJECTS List the projects done in a certain position and give a short two-sentence description of it. For example: training and work session with the marketers of the Western Cape, Southern Cape and East Coast on business ethics.

IN-HOUSE TRAINING RECEIVED List the training undergone during your period at the company.

DEMONSTRATED COMPETENCE A new feature of any job placement nowadays is the need for companies to consider your demonstrated competence. You should include some of the relevant competence areas that will be applicable to the new vacancy you are aiming for. You should also explain how you demonstrated these competence areas practically. E.g. describe an assignment, what you did, and what results you achieved.

REFERENCES If you would like to include references in your CV remember to include the following: The person who you are going to use as a reference must be informed and must agree to have his/her name put onto your CV The individual must really know you well in a realistic sense Make sure the contact numbers of the references are up to date. Institute/organisation Contact numbers State what the relation was between yourself and the reference e.g. reported to her while working as an accountant.

Name of reference Position held Department

FUTURE PLANS Future studies Personal life style plans Interest etc.

ATTRIBUTES This should be a brief punchy paragraph that summarises your personality and unique contribution that you could bring to any new venture or job.

28

> Prepare for an interview

Interviews are the doorway to new opportunities and challenges. This tool will help you pass through as painlessly as possible.
What it is In these days of increasing job mobility it is likely that you will regularly have to sell yourself at interviews. This tool gives you tips on how to prepare and how to handle yourself at interviews.

How it's done 1. Before an interview Do your homework. Find out as much as you can about the company and the specific role. Most organisations will supply information on request but you can also use libraries, trade press, professional bodies, etc to do a search. Decide what you want to know about the organisation, job, package, etc. Write the questions down and take them with you - it's easy to forget in the heat of the moment. Make sure you are clear what is expected of you - ring up and ask if necessary. Often interviews are accompanied by tests and presentations. Take along relevant papers / samples / photos, etc which you can use to illustrate or explain your experience (but not too many, it's easy to overwhelm an interviewer). Make sure you know who is going to interview you in terms of their role(s) and relationship to the position you want.

Hint:
Practice talking through your career history - if you are asked to expand on what you've done or achieved in particular roles, don't wait until the interview to remember events of years ago.
Think about the questions you might be asked - particularly if you are aware of gaps between your CV and the job requirements. How will you answer them?

29

The Interview Guide The following format is favoured by most modern organisations for interviews. You can prepare yourself for these questions by thinking over your career experiences and formatting them into this style.

Tell us about an experience that is related to a particular competence (e.g. they could ask you to think of an experience where you dealt with cutomers) What did you do in the situation? (what exactly were the steps that you followed) What was the outcome of your actions (what impacts did you achieve)?

2.

During an interview Turn up a few minutes early. Take off your coat (not suit jacket) and arrange your bags, etc. so you can easily shake hands with the interviewer. Make sure you note who is who if there is more than one interviewer and try and remember names. Try and look reasonably relaxed. Don't screw yourself into a ball; have an open posture. Answer the questions asked, expand but don't pontificate. You can always ask "would you like to know more?". Be prepared to offer extra information if you feel it helps or if the interviewer seems dissatisfied. You can always says "does that answer your questions?" or "you don't seem happy with that". Be ready to ask the questions you prepared and any others that have occurred to you. Don't expect nitty-gritty answers on points of detail if this is a preliminary interview. at the end ask, "have you found out everything you wanted? or if you're really bold "how do you feel the interview has gone" or "do you have any doubts about whether I could do the job?".

3.

After an interview If you get the job, well done, celebrate! If you didn't, why not ring and ask for some feedback to help you next time? Sometimes it's appropriate to write a short note of thanks if the interviewer was particularly helpful.

30

> Resources
The following resources will help you in your next immediate steps as you embark on a new career path. These resources have been carefully selected to provide you with extra guidance in the areas of: ONLINE JOB INFORMATION DEALING WITH RECRUITMENT AGENCIES NETWORKING MOTIVATION

www.careers.co.za This website is not a bad place to start looking at what is available in terms of resources for your career advancement.

www.careerjunction.co.za This website is probably the biggest online recruitment site. Loads of jobs and useful information is available here.

www.pag.co.za This website is the official home of one of SAs more established employment companies. You will find lots of links and opportunities here.

www.zerodegrees.com This website is truly a global networking tool. You can register for free and get access to thousands of people worldwide. They cater for South Africa in great detail. Not a bad place to start to make new contacts.

31

> Resources
OTHER WEB SITES OF INTEREST The following list of sites may also be of interest to you as you browse for information on your career journey.

Careermanager.co.za Worksucks.co.za Google.co.za

www.jobslide.com/directory/Country/SouthAfrica This website has useful tools and links that relate to the South African job market. Worth a look.

www.jobs4U.co.za This website is a South African site that is dedicated to all things career related. You are sure to find some useful information here.

32

> Resources
The following book resources will provide more useful material for you as you continue in your career journey.

I Don't Know What I Want, but I Know It's Not This: A Step-By-Step Guide to Finding Gratifying Work by Julie Jansen Do What You Are : Discover the Perfect Career for You Through the Secrets of Personality Type--Revised and Updated Edition Featuring E-careers for the 21st Century by Paul D. Tieger I Could Do Anything If I Only Knew What It Was : How to Discover What You Really Want and How to Get It by BARBARA SHER What Color Is Your Parachute?, 2004: A Practical Manual for Job-Hunters & Career-Changers (What Color Is Your Parachute) by Richard Nelson Bolles Live the Life You Love : In Ten Easy Step-By Step Lessons by BARBARA SHER The Pathfinder : How to Choose or Change Your Career for a Lifetime of Satisfaction and Success by Nicholas Lore Monster Careers: How to Land the Job of Your Life by Jeff Taylor, Doug Hardy Finding a Career That Works for You: A Step-by-Step Guide to Choosing a Career and Finding a Job by Wilma Fellman

33

> Dealing with Agencies

One of the first steps that you may undertake in your career is to make contact with an employment or placement agency. Apart from the online recruitment services, dealing with physical agencies is an important part of your success in landing a job or assignment. The following steps are an easy to follow guide on how to start preparing for your contact with an agency. Make sure your CV is 100% updated. Before you contact any agencies, you should make sure that your CV is up to date. Get someone to help you evaluate your CV. Its not a bad idea to get someone you know to read through your CV and to give you some feedback on whether it is a good reflection of who you are. Know what you are worth. Youd be surprised how many people do not really know what value they should attach to themselves when seeking a job. Whether you base it on your last salary, or on changing market rates, you should be fully prepared to discuss remuneration in a mature and realistic fashion. Explain your goals and objectives. It is very important to explain your career goals and objectives to any representing agency. They deal with many different individuals at once, so it is important to always be able to talk about what you want to achieve in your own words. Do some homework on the agencies. There are many agencies that are recruiting and representing people like you. Unfortunately not all of them are as professional or effective as they could be. Therefore it is important that you do some background review of any agency. You can ask for brochures, annual reports, track records, and even do a basic web site search. Follow-up regularly. Never wait for the agency to contact you. Always be prepared to follow up with them about how things are going. Whether you have applied for a specific vacancy, or just sending your CV, be prepared to take ownership of the process. FINALLY, REMEMBER YOU OWN YOUR CAREER, MAKE THE MOST OF IT.

34