Documenti di Didattica
Documenti di Professioni
Documenti di Cultura
Career Survival
Foreword by Paul J. Kostek Georgia C. Stelluto, Editor
Published by IEEE-USA. Copyright 2006 by the IEEE. All rights reserved. Printed in the U.S.A. Edited and compiled by Georgia C. Stelluto, IEEE-USA Publishing Manager Cover design and layout by Gregory O. Hill, IEEE-USA Electronic Communications Manager This IEEE-USA publication is made possible through funding provided by a special dues assessment of IEEE members residing in the United States. Copying this material in any form is not permitted without prior written approval from the IEEE.
Table of Contents
Introduction...............................................................................................................................................................................4 What Are Engineering Employers Looking for?............................................................................................................6 Converting Gatekeepers to Greeters................................................................................................................................8 Picking a Good Boss............................................................................................................................................................. 10 Build Your Network Purposefully Before You Need a Job................................................................................. 13 Seeking a New Job? Think Like an Employer............................................................................................................. 15 Cold Calling Your Way to a New Job............................................................................................................................... 18 Transitioning Jobs, Managing Your Finances............................................................................................................. 20 Five Steps to a New Job...................................................................................................................................................... 23 Jump Start Your Job Search............................................................................................................................................... 25 Globalization and Your Career: Building Career Resilience.................................................................................... 27 Successful Career Makeover for Engineers in the 21st Century........................................................................... 30 Sine Qua Non: Networking............................................................................................................................................... 32 Finding Employment in an Economic Downturn...................................................................................................... 35 Six Ways to Maximize Job Search Success.................................................................................................................... 37
Introduction
Im very happy to be writing the introduction to this eBook. The papers included can help you find success in todays challenging job market. As a volunteer, I have been involved with career issues with IEEE-USA for 20 years and this compilation is one of the best we have ever offered to members. Just think about the past 15 years: in the early 90s, we had a Peace Dividend that delivered high unemployment; the mid-90s saw the New Economy that delivered a boom and a bust. Today, we have globalization and outsourcing which, depending on who you talk to, are a boon or a bust for engineers. The one constant has been change. And the skill we all need is the ability to survive in a changing world. You need to understand the changing business eco-system and what the changes mean to engineers. Skills still reign supreme and you need to assess yours constantly to ensure you are a viable candidate for available job market opportunities. Youll find these articles increase your situational awareness of the marketplace. When we hear the words situational awareness, many of us think of a pilot where situational awareness is critical for safety. But stop and think about your career and job, and how situational awareness is just as critical to your long-term career growth. Are you aware of what is going on at your office, in your company, or in your industry? Has your company won or lost important contracts? Is the technology your industry built around growing or declining? Awareness and knowledge about such things can help you in career planning and skills development. In these articles youll learn how to assess the market and yourself, how to stay competitive, and what steps to take to survive and remain competitive in the marketplace. You can find out employers perspectives, and what employers are looking for in the chapter from Elizabeth Lions, a technical recruiter in Oregon. This chapter is very important, as it lays out a series of questions that you should have answers to before an interview. Even if they arent asked directly, you can use this self-knowledge in your responses to other questions. Debra Feldman also addresses this topic as she helps you think like an employer. Debra Feldman, a frequent contributor to TE on career issues, makes the first of several appearances in this book writing on how to reach decision-makers when you dont know them, by getting the gatekeepers to take a call or make an appointment. How to find a good boss is the topic of a paper from Don Christiansen, a former editor of IEEE Spectrum. Think about the kind of person you want to work with, as you explore companies you want to work for. Know their culture and how engineers are treated there. You can accomplish career success by planning for it, including building networks and contacts before you need them. Knowing what you want out of your career makes it much easier to find a job youre looking for. Debra Feldman writes about building a network using cold calling, a scary thought to most of us, but something that can pay enormous returns.
ieee-usa eBooks
Engineers are also fortunate to be in the midst of some interesting times right now. Older workers are returning or staying in the work force, which can provide some good opportunities, both career-wise and financially. Companies may be facing a numbers crunch and this is your opportunity. And having a plan for managing your money will make any career transition decisions that much easier. Larry Grogan discusses financial questions to consider, as you plan for your present and your future. Hell help you with information on what to do and not to do with your 401(k), Several of Debra Feldmans chapters offer great advice on starting and successfully completing a job search, including five steps to help simplify it. Terry Malkinson, editor-in-chief of IEEE-USA Todays Engineer Digest, discussed the impact of globalization on your career. Hell tell you how to have a resilient career in todays global market, including identifying your skill set, working internationally, and self-marketing. Dr. Trudy Hus chapter will help you accomplish a successful career makeover. Youll learn how the market has changed, and how you need to change to adapt and succeed, including identifying new vision, tool sets and problem-solving skills. Another chapter by Debra Feldman explores how to network with impact. Its not just showing up at meetings and other events, though thats a good start, its about having a plan and targeted companies. Candy Robinson shares her experiences in the job market, and the challenges of finding work. Her chapter gives you valuable tips on job hunting, and the importance of staying the course. Thanks to all of the authors for their contributions. They offer a wide perspective on career survival in the 21st Century with their experiences as engineers, career professionals and employer of engineers. I think youll find this book useful today and throughout your career. Paul Kostek Chair IEEE-USA Career & Workforce Policy Committee, 1999 President IEEE-USA, 2003 Chair American Association of Engineering Societies
Generally, most people will only buy something if it will solve their problem, or if it makes them feel good. Employers consider your salary an investment into the company. As crass as it sounds, your talent is purchased. To land the job interview, you should be both technically competent and likeable. This small shift will make the difference between being the top candidate and getting the job. Follow these simple suggestions during the hiring process to stand out from other candidates: Do your homework. What does the company do? Who are its competitors? What market is it trying to reach? Search the companys Web site and ask a few related questions during the interview. Dont barrage the interviewer, but make sure your questions are answered so that you understand the task at hand. Try to get a sense of the company culture and whether it is a good fit for you. Are you the right engineer for the job? Often in a meeting, I will ask a senior-level manager, What keeps you up at night? That one, simple question can elicit many different responses and often provides insight into what an employer really needs to hire you. Asking provocative questions engages
ieee-usa eBooks
the interviewer and creates the impression you are well-informed and interested in helping to solve problems. During an interview, only talk 50 percent of the time. Engineers are detailed by nature. Make the employer ask you for more information. Answer their interview questions completely and concisely, and then stop. If interviewers want more information on a topic, they will ask for it. The other 50 percent of the time, ask them questions about their business, keeping in mind that they are looking for someone who can help solve their problems. Engineers are excellent problem solvers, so make use of your natural talent to leverage your competitive edge. After you ask a question, take notes on the interviewers response. Doing so shows that youre listening, and that you care enough to write it down. Also, you capture information that you may not remember after the interview information that may be useful when comparing different companies, in case you receive an offer. Being able to choose is a powerful place to be when it comes to your career. Be genuine and be yourself. Relax and be yourself. Think of the interview as a conversation. Concentrate on what you need to have to accept a job offer. Market yourself as competent, polite, well mannered and, above all, nice. Hiring your brainpower is only one part of the equation. The employer should like you as well. It is pointless to misrepresent yourself during a job interview. Countless employers have told me about candidates who have all the right answers during the interview, but who turn into somebody else as soon as they get the job. In hiring, this phenomenon is commonly referred to as the Dr. Jekyll and Mr. Hyde syndrome. Once youve started in a new position, you had better be able to deliver on the goods that you promised during the interview. Otherwise, you might find yourself interviewing again. Send a hand-written thank you note, not an e-mail. This small step will separate you from the majority of the other candidates. In a world full of e-mail and instant gratification, this simple gesture can make a big splash. Few employers get positive mail. Brighten their day by thanking them for their time. This written reminder will stay on their desks and on their mind when the hiring decision is about to be made. Most importantly, during an interview remember that you choose them just as they choose you. An employer may need your talent, but you need to decide if this companys culture is good for you. Even though you may want the job and have bills to pay, its important to remember that the hiring process is a two-way conversation. You can take your talent anywhere youd like for a variety of compensation packages. The employer does not and should not hold all the cards. Ultimately, you decide if youd like to bring your talent to them. If you have to spend the majority of your waking hours at a place called work, it should be rewarding, enjoyable and challenging.
ieee-usa eBooks
gatekeeper may conclude that you are not worthy of the boss time and sabotage your request. Be patient and helpful. This gatekeeper may be your new boss administrator, or even your own right-hand helper someday. 5) Gatekeepers can become your personal liaison, warm up the boss on your behalf, and facilitate the impossible. If you can win the gatekeepers support, you may gain an important ally who can advocate for you, squeeze in an appointment for you in a booked calendar, talk you up to the boss, give you hints to help your meeting be more positive. If your initial encounter with a gatekeeper is unprofessional and negative, reconsider your goal. If the boss condones unprofessional behavior, do you really want to move forward here? 6) Timing is critical. If at first you dont succeed, try, try, again. Make your own luck. Dont be discouraged if your first approach isnt wholeheartedly embraced. Regroup and, after an appropriate interval, attempt another connection. Revise your presentation, enhance your value proposition and use better timing. Persistence and creativity pays off. Follow up is key to making progress.
2006 by Debra Feldman. Debra Feldman, founder of JobWhiz, is a job search expert with more than 20 years of senior management consulting experience. She specializes in identifying unadvertised opportunities in the hidden job market. For more information and to contact her, visit www.JobWhiz.com. This article has been reprinted with permission from Debra Feldman.
Big Bosses
When corporate CEOs are more than figureheads, their styles of leadership can permeate the entire organization, and lower-level management and staff may react well or badly to the omnipresent hand of the top dog. Several companies founded by engineers became noted for their collegial work environment and enlightened corporate cultures. Founders Bill Hewlett and Dave Packard set the tone for the Hewlett-Packard (HP) culture that lasted throughout their tenure as active heads of the company. A survey of more than 7,900 HP employees in 1979 showed such high regard for the company that the management survey
10
ieee-usa eBooks
group placed HP in the top 0.5 percent of 1,000 companies surveyed. Founded by engineer Howard Vollum, Tektronix followed the HP style of management closely. From visits to Tek, I recall the low-walled, carpetless spaces of its department heads that made for quick and easy communication with all employees, who were on a first-name basis with their bosses.
On the other hand, a new CEO arriving on the scene can sometimes send shockwaves through the management pattern of an established organization. Upon succeeding Reginald Jones as CEO of General Electric, Jack Welch radically changed the conservative nature of the company, disrupting the ingrained management style of many GE veterans. Among Welchs reforms was the requirement that GE business leaders earmark 10 percent of their managers as poor performers during the annual evaluation process. Those so designated got no raise and generally had to go, according to Welch. They knew who they were, and that they had better shape up or ship out. But executives who had built a management team with which they were completely satisfied rebelled. Some would even list managers about to retire, or, in one case, a manager who had died. Welch made it clear that executives who failed to comply would find themselves on the bottom rung. In his memoir, Jack: Straight from the Gut, Welch boasted that finding or creating GE managers in his own aggressive leadership image vastly improved GEs bottom line.
Hot Projects
At the top of the list of important job characteristics, engineers put the technical sophistication of the project to which they are assigned. But those chosen to take part in a challenging project may not always find the boss to be the most personable leader. Nevertheless, a leaders idiosyncrasies may be outweighed by the excitement and, perhaps, the glory of working on the project. In Organizing Genius, Warren Bennis gives the following examples. Famed as the inspirational leader of the Apple Macintosh computer project, Steve Jobs was noted for his arrogant and acerbic walking around management style, in which he would often blindside technical staff members with scathing comments about something they were developing, but about which he himself often had no relevant expertise. Xerox PARCs Bob Taylor was able to shield PARC staff from the conventional thinking of the Xerox bureaucracy. Yet, according to one of his staff members (as reported by Bennis), Taylor rated most of those he dealt with on a binary scale as either the greatest thing that walked the earth or beneath consideration, to put it kindly. Clarence Kelly Johnson, who headed Lockheeds Advanced Development Projects (the famous Skunk Works), was an eminent aeronautical engineer noted for his bullying stubbornness and hair-trigger temper. His successor, Ben Rich (selected by Johnson), called him the toughest boss west of the Mississippi. Johnson nevertheless was respected and admired for his aeronautical genius. (Rich did not continue Johnsons practice of calling all the shots, telling the Skunk Works team Ill be decisive in telling you what I want, then step out of the way and let you do it.)
11
Tom West was aloof and uncommunicative with the talented members of his Eagle computer (Soul of a New Machine) development team, but he fought Data Generals upper management to get them the resources they needed.
No Silver Bullet
In the end, although you may carefully study a companys culture and the nature of its products and projects, a good deal of luck is involved in selecting a good boss. My advice is this: If you happen to pick a boss you dont like, dont blame it on him (or her). Move on. Find a new boss. Unless, of course, you elect to become subversive, instigate a cabal, enjoy sleepless nights, upset your intestinal tract, aggravate your family and possibly become president of the company.
Resources
For more on good companies, projects, and bosses: R. Levering, M. Moskowitz, and M. Katz, The 100 Best Companies to Work for in America, AddisonWesley, 1984. The 100 Best Companies to Work For: 2006, Fortune magazine, 23 January 2006. The Fortune 500: 2005, Fortune magazine, 18 April 2005. W. Bennis and P. W. Biederman, Organizing Genius: The Secrets of Creative Collaboration, AddisonWesley, 1997. J. Welch, Jack: Straight from the Gut, Warner Business Books, 2001. B. Rich and L. Janos, Skunk Works, Little, Brown, 1994. T. Kidder, The Soul of a New Machine, Atlantic (Little, Brown), 1981. Inside Out: MicrosoftIn Our Own Words, Warner Business Books, 2000 (25th Anniversary interviews with Microsoft managers and executives). F.A. Maxwell, Bad Boy Ballmer: The Man Who Rules Microsoft, William Morrow, 2002. R. Slater, Microsoft Rebooted, Portfolio, 2004. J. Young, Cisco Unauthorized, Forum, 2001. G. Dorsey, Silicon Sky, Perseus, 1999 (about Orbital Sciences Corporation). D. Packard, The H P Way, Harper Collins, 1995. Americas Most Admired Companies, Fortune magazine, 6 March 2006. Donald Christiansen is the former editor and publisher of IEEE Spectrum and an independent publishing consultant.
12
ieee-usa eBooks
13
ductions to broaden your network. You want to be on the inside track, to be privy to restructurings and other events impacting organizations that generate the need for new resources (like yourself ). Remember that to receive great leads, you need to establish a framework for collecting leads, and you also need to be willing to return the favor by sharing good leads or other information when it comes along. If you strategically, purposefully and proactively focus your networking efforts on individuals who can offer you a job, or who are connected to people who can make you a job offer, then your job search is bound to progress toward a successful landing. Avoid wasting time haphazardly meeting, schmoozing and passing the time commiserating with people who cant further extend your network. Superior networkers dont connect randomly with a hit-or-miss attitude. They spend their time on networking activities where key contacts can be developed. Focus your networking efforts geographically, or by specialization, to further improve your chances for establishing multiple and intersecting connections. A critical mass of individuals who know you and want to help will yield faster, better campaign results.
2006 by Debra Feldman. Debra Feldman, founder of JobWhiz, is a job search expert with more than 20 years of senior management consulting experience. She specializes in identifying unadvertised opportunities in the hidden job market. For more information and to contact her, visit www.JobWhiz.com. This article has been reprinted with permission from Debra Feldman.
14
ieee-usa eBooks
15
2) Position yourself for success. One way to get an employers attention is through strategic positioning. How you market yourself, how you pitch your value, and how you present your distinctive hook makes you an attractive and intriguing candidate. Defining your target market and knowing what they need (i.e., how you can benefit potential employers) is critical to success. Once you have gotten their attention, you must present a compelling argument for them to want to know more about you. Personal chemistry is crucial. Bottom line: show employers that you will fit into their organization, and that they can recapture the cost of hiring you. 3) Networking is an effective way to get someone at a target employer to listen and respond to your message. If you already know people inside a target employer organization, convincing them to broker a personal introduction to key decision-makers can help smooth the way for your campaign. To initiate new relationships, identify individuals whom you need to know and find a point of entry into the employer organization. Such common points of reference, as alumnae ties, work experience, or a professional affiliation can be helpful when forging new relationships. Researching news headlines, trade data, company websites, company profiles, analysts reports and financial filings are all great ways to find names of insiders and their responsibilities, even their outside interests and memberships. Competitive and industry-wide analyses are additional good sources. A direct phone call to someone mentioned in an article or report can kick off a dialogue exploring mutual interests. Finding a peer who can provide a referral might be a solution for reaching an elusive figure. Sometimes, befriending an administrative assistant or a co-worker warms things up for a more welcoming greeting from the targeted contact person. These associates are familiar with their colleagues schedule, and can provide valuable information about when and how to approach them by phone or to catch them in-person. 4) When it comes to job hunting, beat around the bush. Asking directly for a job is the kiss of death. Instead, present your inquiry as a networking connection within your field, a potential collaboration or a request for a reference or information. Use flattery as a way to begin a conversation with your contacts about something they did or wrote. If your unsolicited query is perceived as collegial, rather than as employment-related, you are more likely to be greeted cordially and more likely to be privy to vital information about the company. 5) Always call to establish a connection before sending documentation. Try contacting hiring managers by phone first. If that doesnt work, use the opportunity to get an e-mail address or fax number from their assistant. Ask for a good time to reach the hiring manager, or whether the assistant will forward an e-mail on your behalf. It may take a while to speak directly with the hiring manager. But ultimately, it will turn out better than just sending your resume and cover letter out blindly, and then being ignored. 6) Tailor your written correspondence for each situation. Its time consuming but youre also far more likely to get a response if you personalize your request and tailor your content to match target employers needs. Hold off on sending your resume, unless they request it during your initial phone call. In other words, wait until after you have established a connection. Keep e-mails brief, with an eye-catching subject line.
16
ieee-usa eBooks
Instead of the traditional cover letter and resume combination, try a custom-created, single use Resu-letter that combines the best features of a cover letter and resume. This marketing document should introduce you by describing your relevant background, related career highlights and specific ways you visualize adding value to a target organization (rather than your entire career history). Using quantitative or measurably qualitative facts makes for a stronger presentation, but dont let it sound like boilerplate. In each case, customize it so that it will attract a specific employer. Dont waste a prospective employers time (or your own) with anything that isnt directly relevant. Since you have already established a connection, you have reason to trust that a real person is handling your request, and that it wont be ignored or simply scanned into cyber eternity. The goal is to connect in real time then you will have an opportunity to sell yourself. If you dont develop a personal connection, chances are you wont get to explore mutual interests. Establishing a connection inside a company to obtain an appointment may require clever, innovative persistence. However, this connection can pay off with a potential new assignment within this organization or a recommendation to connect personally elsewhere. A personal recommendation or introduction will afford a competitive edge over those who reply to posted openings. Networking is the most promising method for pursuing a new career opportunity. By focusing your campaign on those prospective employers most likely to need you, and using purposeful networking to gain access and acceptance, you increase the probability of making a swifter career transition.
2006 by Debra Feldman. Debra Feldman, founder of JobWhiz, is a job search expert with more than 20 years of senior management consulting experience. She specializes in identifying unadvertised opportunities in the hidden job market. For more information and to contact her, visit www.JobWhiz.com. This article has been reprinted with permission from Debra Feldman.
17
18
ieee-usa eBooks
bring up your name when new opportunities arise. 3) Target the right timing. Timing is critical. If you sense that the person answering the phone is distracted or not cooperating, its okay to graciously end the call, politely arranging to call back at another more convenient time. Make a note to yourself that you need to try again after you figure out how not to interrupt this person again (i.e., ask the assistant for an appointment). People are busy, and its often a challenge to reach a live voice you can engage in a conversation. If you dont get through on the first couple of attempts, call early or late in the day, send an email requesting a callback or telephone appointment, get an assistant to help or find another insider to arrange the call. Get to the contacts direct extension. 4) Target the right goals. Be prepared to say something relevant or provide some information of value based on your company research. Have some business small talk ready to share as a warm-up rather than charging ahead with your request to solicit job-hunting help. Try to make this communication a two-way, mutually gratifying exchange. Dont be discouraged if the cold call doesnt yield results the first time. Think of cold calling activities as an investment to establish new relationships with individuals affiliated with your target employers. It takes patience to find the right person with whom you have something in common both professionally and personally. 5) Target the right network. Cold calling is a very effective way of expanding your business contacts database with an additional benefit of connecting you to people who might have a job lead now or in the future to share with you. Cold calling isnt about instant results, scheduling an immediate job interview, or getting your rsum read. Its about making connections that may ultimately help you find a new opportunity. 6) Target the right career management strategy. Remember that you are the one asking for help. You should be polite and respectful of the other person. At the same time, approach cold calling activities as an exchange among equals, not as a subordinate. You are not asking for a job; you are proposing to make a measurable contribution for your mutual success.
2006 by Debra Feldman. Debra Feldman, founder of JobWhiz, is a job search expert with more than 20 years of senior management consulting experience. She specializes in identifying unadvertised opportunities in the hidden job market. For more information and to contact her, visit www.JobWhiz.com. This article has been reprinted with permission from Debra Feldman.
19
Managing emotions
If youve experienced a job loss recently, you may feel a sense of betrayal, sadness or anger quite possibly all three. Additionally, you may be anxious about your financial situation. Displaced professionals can be left with dashed hopes, worthless stock-option packages, and no paycheck. If youre returning to the workforce after an extended family leave or early retirement, you may also be worried about how your qualifications will stack up in the current marketplace. You control your emotions, so choose to be upbeat and optimistic, and re-entry into the workforce can go more smoothly.
20
ieee-usa eBooks
Applying for state unemployment benefits is essential. The taxes we all pay to support such programs are intended for these very situations, so take advantage of these programs. The benefit duration is at least 26 weeks. Remember that this benefit is taxable, so youll have to report it as part of your gross income on your federal income tax return. Contact your states unemployment office for more information, especially regarding applicable state taxes. Contact your creditors to negotiate lower payments or interest-free payments. Dont wait until youre behind on your payments or your creditors may be less flexible. Keep a list of everyone you speak with and when. Follow up with confirmation letters about your discussions, conclusions and actions to be taken.
21
Look out for your health benefits and those of your dependents. Investigate the possibility of joining your spouses health insurance plan. Look into continuing your group insurance coverage under COBRA for up to 18 months. Keep in mind that with COBRA, youll have to foot the entire bill. If youre a member of a professional or trade organization, you may be able to buy insurance at a lower group rate through the organization. Some college alumni associations also offer this benefit.
Conclusion
Job displacement, transitioning and re-entry is often an anxious time. Make your situation as comfortable as possible. Manage your emotions in a healthy way, use your professional contacts, create a new family budget, and save your money. For a complimentary budget worksheet go to www.efs529.com/ieeefinancial. IEEE Financial Advantage Program (FAP) and Grogan Advisory Services have partnered to provide financial planning services to IEEE members in the United States. For more information about this or other Financial Advantage Programs, please visit us online at www.ieee.org/fap.
Larry N. Grogan is president of Grogan Advisory Services, an independent financial services firm in Malta, N.Y. Comments may be submitted to todaysengineer@ieee.org. Opinions expressed are the authors.
22
ieee-usa eBooks
23
to demonstrate that you can deliver what they expect from the winning candidate. 2) Overextending yourself could render you ineffective. Instead, focus your job search on a limited number of select target companies that you have determined could benefit from your talent. Then, seek ways to get inside those organizations to offer yourself as a prospective contributor/team player. By investing the time to learn and understand their needs and cultural values, you will present yourself as an unparalleled match and someone that they want to find a way to hire. 3) Be generous. In todays market, providing samples of your work can be an effective way to establish solid credibility and gain an element critical to hiring decisions trust. By offering to conduct a project or provide detailed data on spec, candidates are frequently able to accelerate the hiring process by decreasing risk and alleviating fears harbored by potential employers. By approaching interviews as a consultant, candidates collaborate with prospective employers to reach mutually agreeable objectives. Neither party is more powerful nor has excessive control, therefore each stands to benefit from the other being successful and getting what they need from the relationship. 4) Be pound wise, not penny foolish. This advice extends to both salary negotiations and offers you take under consideration. Put your pride aside for a moment and think dollars and cents. If you are currently not generating sufficient income, then any additional compensation goes in the plus column. Once you are working, you stand a better chance of proving that you are worth more. 5) Consider hiring professional help to defray some of the time-intensive tasks (e.g., corporate research, developing a list of target employers, preparing a dynamite rsum, crafting elevator speeches and phone call introductions, etc.). Since few candidates are fortunate enough to find volunteers lining up to assist with job search tasks, hiring a qualified professional can sometimes help you get back into the workforce sooner while retaining more of your sanity and energy.
2006 by Debra Feldman. Debra Feldman, founder of JobWhiz, is a job search expert with more than 20 years of senior management consulting experience. She specializes in identifying unadvertised opportunities in the hidden job market. For more information and to contact her, visit www.JobWhiz.com. This article has been reprinted with permission from Debra Feldman.
24
ieee-usa eBooks
25
high level of human interaction youll need to jump start your job search. 6) Dont wait for a company to issue a requisition to hire someone like you. Purposefully seeking out opportunities that are not advertised is one way to find a job without having to compete against other applicants. How do you get a company to create a job for you? Its not as hard as you might think. First, select a handful of companies that you want to work for. Next, formulate compelling arguments for why those companies need you. Revise the list and weed out any companies that are unlikely to recognize your value. Prepare presentations based on your research illustrating how you can help address each companys challenges. 7) Be flexible and practical. You cant eat a title. Just because a position isnt your dream job, it could be a stepping stone to a great new position, and a chance to learn and grow. Are you better off eating into savings or taking something in the interim to avoid depleting your nest egg? Getting financial relief is important; it can permit you to think rationally about your options without the additional stress of financial worries. And you can use some of the new income to invest in proven career management services or improving your skills and marketability. Finding a new job is a stressful learning opportunity. At times, it may seem like it is never going to end. But at the conclusion of this unpleasantness, not only will you have landed a new job, you also will have mastered networking purposefully. And you will be in a position to mentor others who may be facing similar circumstances. One simple and encouraging thought is knowing that once you have mastered purposefully seeking out a new job and developed networking contacts to facilitate your transition, if you ever find yourself in a similar predicament in the future, that next period of unemployment will not be of the same intensity and duration nor will the initial shock be as great.
2006 by Debra Feldman. Debra Feldman, founder of JobWhiz, is a job search expert with more than 20 years of senior management consulting experience. She specializes in identifying unadvertised opportunities in the hidden job market. For more information and to contact her, visit www.JobWhiz.com. This article has been reprinted with permission from Debra Feldman.
26
ieee-usa eBooks
27
on the State of the Future (pp. 20-24) and Thinking Ahead: The Value of Future Consciousness (pp. 45-50). Explore other cultures and ideologies. Consider an internship or co-op work term abroad. View globalization as an opportunity to develop and prosper, rather than as a threat to your career. Take time to rest, build friendships, engage in introspection, and keep healthy through good nutrition and physical activity. A sense of wellness can help provide you with the judgment to make good career decisions, the ability to keep things in perspective, the resilience to withstand disappointments, and the ability to effectively handle stress. Always discuss international career possibilities with your family, realistically exploring benefits and challenges. Be self-confident, yet humble enough to listen and learn from the ideologies and practices of other cultures. Value multi-cultural experiences and competencies and leverage them with your employer. Travel internationally, and while doing so, survey the business environment. Develop friendships with nationals from other countries, and maintain these friendships after you have returned home. Learn another language perhaps not enough to be fluent, but enough to function at a basic level. Keep in mind that some languages are easier to learn than others. Encourage your K-12 and post-secondary education leaders to incorporate international knowledge into the curriculum, so students will become informed citizens and well prepared for globalization. Customs and business practices vary widely from country to country. Be a role model to your children on being a citizen of the world. If you are seeking a position in another country, take the time to become knowledgeable about that country and its customs. Check out the embassy website. Investigate employers expectations for your rsum important differences from what youre used to will be likely. Learn how to conduct yourself during an interview and social gatherings, as other cultures may have different standards and norms of behavior and etiquette. Check out the requirements associated with entering and exiting the country. Always have a fallback plan, should something unexpected happen with your current job or with global possibilities that you might pursue. Develop multiple income streams. Always maintain a minimum of six months of financial assets to bridge the gap between jobs. This savings will provide you with the flexibility to reflect and the time to search out the best opportunities that will meet your needs.
Career success favors those who plan and those who are prepared to take advantage of change and serendipitous career opportunities. Career success favors those who take the time to become informed through reading, discussion and travel. An excellent place to start your research on globalizations effects on careers is the most recent issue of IEEE Engineering Management Review (Volume 33, Number 4, 2005). Fifteen reprinted articles by some of the leading thinkers in the globalization field appear in this issue. John Saees book, Managing Organizations in a Global Economy: An Intercultural Perspective, provides another comprehensive source of information on globalization and how to achieve career success. IEEE-USA Todays Engineer archives contain a number of articles for your information. Another source is the U.S. Department of State [www.state.gov]. Most post-secondary
28
ieee-usa eBooks
educational institutions have information for your use. A small selection of additional information sources is provided below. Career success favors those who engage in continuous learning and place their trust in their own capabilities. Career savvy people do not fear or avoid globalization they accept it and adjust their career path to take advantage of exciting twists and turns that globalization might bring. Perhaps globalization might contribute to world peace by increasing tolerance and understanding among nations. Further sources of information: T.M. Begley , The Need for a Global Mind-Set, MIT Sloan Management Review, vol. 44, no. 12, pp. 25-32, 2003. J.J.S. Buckeridge, A Y2K Imperative: the Globalization of Engineering Education. Global Journal of Engineering Education, vol. 4, no. 1, pp. 19-24, 2000. S. Christie, Vault Career Guide to International Careers, Vault Inc., ISBN 1-58131-270-9, 2004. W.R. Dodson, Virtually International: Managing Globalized Project Teams, PM Network, pp. 29-31, April 1998. P. Engardio, Smart Globalization, BusinessWeek, pp. 132-138, 27 August 2001. M. Javidan and R.J. House, Cultural Acumen for the Global Manager: Lessons from Project GLOBE, Organizational Dynamics, vol. 29, no. 4, pp. 289-305, 2001. R. Komisar, Goodbye Career, Hello Success, Harvard Business Review, vol. 78, no. 2, pp. 161-174, 2000. N. Mueller, Work Worldwide: International Career Strategies for the Adventurous Job Seeker, John Muir Publications, ISBN 1-56261-490-8, 2000. J. Saee, Managing Organizations in a Global Economy: An Intercultural Perspective, Thompson Corporation, ISBN 0-324-26154-3, 2005. T. Sanders and V. Stewart, International Knowledge: Lets Close the Gap, Education Week, p. 44, 28 May 2003. G. Vickery, Globalization of Industry: Overview and Sector Reports, Organization for Economic Cooperation and Development, 1996.
Terrance Malkinson is a proposal manager/documentation specialist; an elected Senator of the University of Calgary; a Governor of the Engineering Management Society; international correspondent for IEEEUSA Todays Engineer Online; editor-in-chief of IEEE-USA Todays Engineer Digest; and editor of the IEEE Engineering Management Society Newsletter. The author is grateful to the Haskayne School of Business Library at the University of Calgary. He can be reached at todaysengineer@ieee.org.
29
In the future, its likely that the trend toward globalization will continue and we will see the further refinement of globally competitive engineers. Every mega-trend affecting us involves new frontiers and challenges that require new vision, tools and problem-solving skills. Todays battlefield centers around the globalization of commerce, science and technology development. The foot soldiers in this battle are todays modern hi-tech warriors the engineers and scientists who invented electricity, telephones, automobiles, airplanes, computers, cellular phones, and the Internet to solve problems and improve the quality of life. Unfortunately, todays engineers, in the United States and elsewhere, have suffered casualties from record unemployment rates, widespread layoffs, outsourcing, declining benefits, burnout, declining health, and aging, to name a few. The reality of todays global marketplace calls for shorter time to market, fast-paced innovation and high productivity. At the same time, many employees benefits are declining. And a pricey and intensive engineering education is yielding a shorter career span than students could have fairly expected. Instead, seasonal commodity modality is becoming prevalent in the career market for highly educated technical professionals. Confronted with todays challenges, too many laid-off and out-of-work engineers are falling through
30
ieee-usa eBooks
the cracks because of shame, pride, negative coping strategies or some other reason. Whatever the case, when the career battlefield shifts, engineers need a support system in place; and they need to be able to conduct a clear self-analysis, and to develop an understanding of their strengths as well as areas for future growth. Engineers are trained to be cognitive thinkers and problem-solvers; they may not be the most effective and insightful advocates for their own careers. With so much time invested in technical development, engineers may not realize that they become vulnerable and isolated as they age. Engineering training still equips engineers with the best tools for coping with future career markets. However, its time for engineers to upgrade their tool sets and sharpen their minds to integrate diverse perspectives. The traditional training model the linear paradigm emphasizes cognitive analysis, efficiency, critical thinking and top-down hierarchy. The new training model the circular paradigm involves emotional intelligence. The circular paradigm incorporates artistic senses, keen observation, and tolerance for ambiguity and uncertainty. The new globalization paradigm requires adopting new tool sets cultural and emotional sensitivity, and flexibility to turn negative energy into positive breakthrough. The adapting process involves cognitive, emotional and behavioral upgrades and psychological makeover strategies. The process may elicit fear, anxiety, grief and, later on, renewed perception and identity. The theme of the career makeover is to inspire, innovate and empower. The ultimate goal of the career makeover is to empower U.S. engineers and their profession to resume the scientific and technical leadership that they have long enjoyed. Another goal is to balance the viewpoints among the employers, investors and professionals to create a win-win-win situation for all involved. The career makeover provides engineers with simple strategies to increase self-awareness and awareness of their surrounding environment. Engineers must work with others to innovate their own career future and lifestyle in the 21st Century with empowered vision, confidence, and global leadership in the technology and scientific frontiers.
Dr. Trudy Hu is an advocate for engineers and scientists. She is a Licensed Psychologist and a national health provider. She has specializing in hi-tech professionals clinical and career issues and organizational health for more than 20 years. Comments may be submitted to todaysengineer@ieee.org. Opinions expressed are the authors.
31
32
ieee-usa eBooks
the desired response is an invitation to meet in person. The upfront preparation to create new networking relationships with specific people at specific companies requires a lot of work, including thorough investigation, personal pluck to introduce yourself, good old fashioned sweat equity, and patience and persistence. However, networking has a guaranteed payback: generating job leads to unadvertised openings, the chance to create a new position tailored to your background, as well as the opportunity to establish an expanded network of contacts in your field. Savvy executives who devote themselves to networking purposefully will enjoy a positive job search outcome. Its simply a matter of timing. Appropriate and valuable connections will be made that will pave a successful path filled with insider tips, job leads and other helpful information. Put the sine qua non of job search success networking to work for you. The following six steps will help you on your way: 1) Establish a specific reason or focus for each networking interaction. Be aware of what contacts can do to further your campaigns progress and politely ask them for help. 2) Concentrate on individuals positioned to get you closer to the decision-makers. If you know someone who works at your target employer or is the roommate of someone employed there, that could be your foot in the door. 3) Connect with individuals who are well connected, because they will exponentially increase your networking depth and reach. Certain people have a knack for attracting others and already have a robust network in place (we call those people hubs). Others contacts are key because their status makes them extremely well connected and able to open doors for you. 4) Be persistent. If you believe a contact is beneficial, but you are having difficulty reaching them, dont give up easily. If cold calling isnt working, identify someone who might be able to arrange an introduction. Keep a tickler file and periodically attempt to make contact. When you do get through, if youre not sure where to begin, offer a compliment on a recent success (youve done the homework) always a good way to break the ice and start a friendly exchange. 5) Make a list of everyone you have ever known that you admire and respect. Seek them out and tell them about your current career objectives. Chances are they will be happy to help, offer advice and provide support. 6) Create opportunities to promote yourself in ways that dont shout, I need a job! Hire me! For example, publish an article that you can circulate. This tactic will focus attention on your accomplishments without saying explicitly that you are job hunting and seeking help. If your contacts respond to your article, take that opportunity to let them know that you are open to new opportunities.
2006 by Debra Feldman. Debra Feldman, founder of JobWhiz, is a job search expert with more than
33
20 years of senior management consulting experience. She specializes in identifying unadvertised opportunities in the hidden job market. For more information and to contact her, visit www.JobWhiz.com. This article has been reprinted with permission from Debra Feldman.
34
ieee-usa eBooks
35
opportunity that made the difference. I cannot overemphasize the importance of getting out there, letting people know what you are looking for, and being persistent. Sitting in a room all day combing Web sites is insufficient to finding your next opportunity. Get out there, stay involved and never lose your determination. There are many things in life that we cannot control. Sometimes we need to maintain our vision and our faith, in spite of seemingly insurmountable obstacles.
Sandra (Candy) Robinson is a software Engineer for Lockheed Martin Aeronautics, in Fort Worth, Texas, providing ground support for testing the F/A-22 fighter jet. She is Women in Engineering Coordinator for Region 5, incoming 2006 South Area Chair for Region 5. And she is also vice chair of Fort Worth IEEE Sections Computer Society, and a senior member of the IEEE Dallas Section. Comments may be submitted to todaysengineer@ieee.org.
36
ieee-usa eBooks
Positioning
The first step to launching a successful job search campaign and propelling it forward is to identify what makes you a unique candidate. With such stiff competition, it is imperative that you distinguish yourself by creating a message or an identity that is remarkable and memorable one that will separate you from the pack of resums hitting recruiters desks. You may want to seek advice and counsel to establish your value objectively. What is it that you do better than others? What is it about you that enables you to succeed where others dont? Is there something in your background that others easily remember? This bit of specialized, personal data is your tagline. If you get the positioning targeted correctly, your campaign will be focused on the right employer market with a message that the buyer will value, generating more employer interest. Once you have captured an employers attention, you have created a chance to demonstrate your abilities, which may eventually produce a job offer and that, after all, is the goal of your job search campaign project.
Process
The swiftest route to a new opportunity is to identify your target employers and then assess their needs in terms of how you can fulfill them better than anyone else. Dont wait around for a company to advertise for a job that is perfect for you. Instead, go out there and seek out a company where you are confident you can make a positive impact, especially one measurable in dollars saved or made. Double back to ensure that your positioning with respect to your target employers is consistent with your most outstanding ability or characteristic things that an employer will value instantly. In other words, the better the match, the greater the likelihood for capturing the employers interest. If you understand the dynamic between meeting employers needs first and then promoting your skills against these requirements, your chances of making a connection are much greater than if you concentrate only on your achievements and accomplishments without customizing them for an individual company in a way that unmistakably proves your value. Cite ways you can save money, save time, retain customers, reduce costs, increase sales or profits ways that will offset the expenses stemming from adding you to the headcount.
37
38
ieee-usa eBooks
of the concepts and your ability to employ the material effectively. Is this effort worth the preparation time? Yes, because it is likely to gain attention and lead to further discussions of your mutual interests, and suggest ways you might fit into the organization. Submit your resum, of course, but remember that going beyond whats expected of you gives you an advantage over others who simply submit a resum and wait passively for a reply. Put yourself out there and youll reap a competitive advantage, getting on the inside track to joining the company you want to work for.
Personality
The greatest credentials in the world are not enough. Interpersonal chemistry, that essential feeling of trust, plays a critical role in hiring decisions. If you are fortunate enough to make direct contact with a prospective employer, concentrate on letting them get to know you and begin to cultivate their trust. Rather than just talking about yourself, listen carefully to ascertain what is important to them, so that you can address their needs and concerns. Establishing your personality and building relationships helps employers feel comfortable with their decision to bring you into their organization. Gaining credibility might even be more important to your selection than whether your skills and background are desirable. Focus on generating a dialogue, getting to know each other, sharing experiences and thoughts. If there is good chemistry, the rest will follow. If this encounter doesnt lead to an offer, it will likely produce additional leads, interviews and referrals that, in turn, will generate more leads to opportunities. Your personality will facilitate networking and finding your next challenge. Just passing your paperwork around is less likely to motivate people to recommend you than if well-connected colleagues care about your future and want to help you find a job.
Pricing
Compensation provides a benchmark to where you fit into an organizations hierarchy, how much responsibility/authority you merit, and acts as an indicator of the additional value you represent to an employer. Until a prospective employer is sufficiently intrigued with you to bring up money, dont raise this issue. Assure the employer that if you both agree that this is a good fit, you are confident that the financial details can be worked out agreeably. Focus instead on nurturing the employers interest in you. When you do start talking dollars, be sure to frame the discussion in terms of a range, not a single figure. Skirt the issue, assuring the employer that you are certain that this is negotiable and wont be a problem. Rather than getting ensconced in the language of closing a deal, be prepared to show the employer you can recoup the expense of bringing you on board by creating new income, saving X amount of money, retaining business, capturing new clients, increasing client loyalty, and so on. The goal of a job search campaign is to find a great new career opportunity great from both the employers and your perspectives. To attract a targeted, prospective employers attention requires implementing the correct marketing strategy. To be successful, you must develop the right positioning and put together a unique value proposition that distinguishes you from your competition. Equally important is selecting prospective employers who will appreciate what you can bring to their organizations, and that you initiated discussions. If you are successful in these tasks, you will generate exploratory interviews leading to exciting new challenges. Expect to put substantial effort
39
into all phases of your campaign, from research to execution, and then you must persist with your dedication over time. The network of personal contacts you develop using these six principles will generate job leads better and faster than other job search methods.
2006 by Debra Feldman. Debra Feldman, founder of JobWhiz, is a job search expert with more than 20 years of senior management consulting experience. She specializes in identifying unadvertised opportunities in the hidden job market. For more information and to contact her, visit www.JobWhiz.com. This article has been reprinted with permission from Debra Feldman.
40
ieee-usa eBooks
1828 L Street, NW, Suite 1202 Washington, D.C. 20036 +1 202 785 0017