FAQ

What do employers look for; how can I better prepare for interviews?

What is the best way to find current job openings? I don't find many ads in newspapers that fit me, and recruiters are not helpful.

What is the unadvertised or hidden job market?

Why do employers advertise so few positions?

How is the best way to tap the unadvertised or hidden job market?

How are jobs created and filled?

Can I be hired if a job is not advertised, or if there is no opening?

I don't feel very focused. How can I decide what I want to be when I grow up?

How do I better position myself to become more appealing to potential employers?

Question. What do employers look for; how can I better prepare for interviews?

Answer. If you were clairvoyant, you would see six core issues you must be able to address to the satisfaction of the employer. Win the employer's confidence and enthusiasm on all six, and you will likely get an offer. Posed as questions, these six core issues are:

1. Why are you in the job market?
2. Why are you interested in our organization and this position?
3. What can we expect from you by way of bottom-line contribution?
4. How long will you require to get the results we expect from you?
5. Can we afford you?
6. How can we be certain you are the right person for this position?

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Question. What is the best way to find current job openings? I don't find many ads in newspapers that fit me, and recruiters are not helpful.

Answer. The job market is comprised of three dynamic segments. Understanding them should improve your job search effectiveness.

1. Employers with current job openings ~ 10%. Roughly 10% of all employers might have a job opening at any given time. There would normally be some urgency to fill the vacancy in order to solve a pressing problem. Within this group, there are three sub-segments:

• 8% of employers have current openings but do not advertise them.
• 1% of employers have current openings and advertise them.
• 1% of employers have current openings and list them with recruiters.

2. Employers with imminent job opportunities ~ 20%. Roughly 20% of all employers have imminent needs but are waiting on contingencies to develop. Examples of contingencies that could construe an imminent job opportunity include a pending contract, a pending retirement, interest rates that are more favorable, a more favorable economy, construction or other project completion, board or committee approval, the outcome of a political election.

3. Employers without openings and not anticipating any ~ 70%. Employers who do not have any current job openings represent the remaining estimated 70% of the job market. Unfortunately, many job seekers will waste a great deal of time in this segment with conventional job search methods, with a predictable series of rejections. However, within this category, it is estimated there is roughly a 30% probability of either creating a job that does not exist, or replacing an individual who is underperforming.

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Question. What is the unadvertised or hidden job market?

Answer. Most jobs are filled privately without ever being advertised or made public. This is because most employers do not list them with recruiters, or advertise them in newspapers, trade journals, or other media such as the Internet. Research indicates that as much as 80% of the job market may be unadvertised and hidden from public view.

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Question. Why do employers advertise so few positions?

Answer. Many firms are unwilling to pay recruiter fees that range between 20-30% of the first year's compensation. Insofar as advertising goes, that too can be time consuming and very expensive. Most firms prefer to avoid paying these expenses when they do not always produce cost effective results in finding the most qualified candidates. Estimates indicate as many as 80% of job applicants are not qualified for advertised positions. Most employers will advertise or list with recruiters as a last resort.

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Question. How is the best way to tap the unadvertised or hidden job market?

Answer. Unadvertised jobs are filled privately by:

1. Employees from within the hiring organization;
2. Friends and family members of employees;
3. Outsiders who contact the right person at the right time in the hiring organization.

Networking and direct contact could increase your success by a whopping 80%. Networking means developing the right introductions to the right people. Direct employer contact means being at the right place at the right time, without introduction by a third party or ad.

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Question. How are jobs created and filled?

Answer. Jobs evolve somewhat as follows: Business as usual; a problem, concern or opportunity emerges; someone recognizes a need; someone decides to do something about it; it is analyzed and defined; responsibilities, duties, authority, reports and budget are drawn up; work that needs to be done has been identified in the form of a job or position with expectations of specific results. Almost every organization has problems that are not being addressed because no one is assigned to them. The work may be done internally, or by someone from outside the organization. Regardless, when you understand that this process is constantly occurring, you begin to see how it is possible to step up the pace of the process at almost any stage. Medium-sized and smaller organizations are especially good targets for this approach.

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Question. Can I be hired if a job is not advertised, or if there is no opening?

Answer. Following is an actual example of a job seeker hired when there was no job opening.

Jim was recently laid off and anxious to be employed. He followed up a letter of introduction with a phone call to the president of a company in which he was interested. Jim was told there were no openings with the company, and that he did not expect to hire in the near future. Out of professional courtesy or curiosity, the president then asked Jim about his prior employment and background. Jim gave him a quick overview. The president was impressed that Jim had worked for a much-respected competitor. A very short conversation ensued, following which the president changed his mind and invited Jim that very afternoon for a 4 o'clock interview.

The president had been concerned about a territory with stagnant sales, when all others were increasing. No decision had been made, but he was no doubt considering several options when Jim called. None of the options considered by the president included firing the incumbent and hiring a new sales representative. When Jim called, based on his very professional proactive approach and relevant background, the president saw Jim as a potential solution to his problem. Jim was hired within two weeks, and the incumbent was let go. There was no opening, only an imminent problem for the president which was an imminent opportunity for Jim. Jim was at the right place at the right time, with the right approach and the right background. You might think this a freak coincidence, but this actually happens quite often.

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Question. I don't feel very focused. How can I decide what I want to be when I grow up?

Answer. Focused simply means you have a crystal clear objective in mind. You see where you fit best, with the most confidence, enthusiasm and leverage. Everything falls into place upon reaching an epiphany, and you become focused with a clear direction, strategy, purpose and organized plan. Begin at the end of your career and plan backwards to the present. “Pulling the rope” toward where you want to be is unarguably easier than “pushing the rope” from where you are. You will become more proactive and better focused using this approach. The four best questions to answer in career planning are:

1. What is your ultimate career end outcome? Which is your “best of all possible worlds” culmination of your career? If you had a magic wand, and you could do anything, without restrictions or obstacles, what would you most like to do ultimately?
2. What obstacles are preventing you from doing that now?
3. Which is the best strategic approach to get around these obstacles?
4. What is the best next step?

Every job has three components or dimensions:

• Industry: distinct working environment or group of economic activities;
• Function: job role or niche defined by specific skills and contributions;
• Level: vertical niche or position of responsibility, authority and income.

The focusing process is actually very similar to the process of aiming at a target. For example, if you were to look through a scope on a rifle, you would see a pair of vertical and horizontal cross hairs. Industry would be your “target”, function would be your “horizontal niche”, and level would be your “vertical niche”. You should see yourself in these three dimensions, in the most appropriate industries, job functions and job levels. The focusing process should include defining your core competencies, core values and core interests.

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Question. How do I better position myself to become more appealing to potential employers?

Answer. Positioning simply means translating, or "spinning", your crystal clear objective into the most appropriate language that makes you very attractive. Your "spin" should emphasize your assets and minimize any liabilities. leveraging you in the mind of the potential employer.

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