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How to get a job
(A guide for jobseekers, especially
geoscientists)
By Roger Staley
Senior Recruitment Consultant/Director, Beilby
http://www.staleys.freeservers.com
CONSIDER THE
FOLLOWING COMMENTS ABOUT CV’s:
CHECKLIST – YOUR CV
MUST NOT……
OTHER IMPORTANT
POINTS ABOUT YOUR CV
1. THERE ARE ALWAYS
POSITIONS WAITING TO BE FILLED
2. THERE ARE VARIOUS
WAYS TO FIND THESE JOBS
3. YOUR CURRENT WAY IS
WRONG IF YOU AREN’T SUCCEEDING!
2. WHAT IS THE MARKET
VALUE OF YOUR PRODUCT?
3. ON THE BASIS OF
THIS VALUE, IS YOUR “PRODUCT” VIABLE?
4. WHAT INDUSTRY
SECTORS COULD BENEFIT BY YOUR “PRODUCT”?
5. WHICH COMPANIES
WITHIN THAT INDUSTRY NEED YOU?
6. WHO SHOULD YOU
CONTACT AT THAT COMPANY?
7. HOW DO YOU GET AN
APPOINTMENT WITH THAT PERSON?
The
employment market in WA is traditionally dominated by the resources sector and
its associated manufacturing and service companies. Within this environment there are many intelligent people who are
justifiably proud of their excellent technical skills (eg in engineering,
geology and metallurgy). They operate
in one of the world’s principal mining centres and work for companies that are
often global leaders in innovation, efficiency and cost effectiveness. Unfortunately, this has created a mindset
that technical excellence alone is sufficient to ensure career continuity.
Since
the dramatic collapse of commodity prices in 1997, there have been wholesale
retrenchments in the resources sector.
The people affected are the technical types described above that
typically have had little or no need to sell (in the true sense of the word)
their expertise. Although they need to
re-enter the workforce, they find the thought of selling anything (including
themselves – to a potential employer) to be quite repugnant. This is an unfortunate attitude that needs
to be reversed immediately because, in this tight employment market, unless
they become comfortable with being a sales person they will remain unemployed.
The
following article, drawn from observations made on both sides of the
recruitment desk, is an attempt to provide the job seeker with some common
sense solutions to help them create work where traditional job search methods
would probably fail.
When a
person loses their job, they generally go through a traditional process to get
themselves re-employed. Drawing upon
their previous experience in this situation, that of others who have had a
similar misfortune, or even by referring to literature on the subject, they
inevitably follow the path detailed below:
↓
Hoping for rescue
↓
“I am owed a job”
↓
RealisATION THAT “It’s up to me”
↓
Prepare a CV
↓
Distribute the CV
↓
Start cold calling
↓
WaIT
↓
FRUSTRATION WITH LACK
OF PROGRESS
During
this time, they concentrate their efforts on making themselves known to as many
people or organisations as possible.
They identify these via recruitment advertisements (in newspapers, trade
journals and the Internet), telephone books, networking and job leads (from rumours and educated guesses that a
company is hiring). The exercise is focussed on getting as many CV’s out as
possible via snail mail, Email, facsimile, the internet or even placing their
own want advertisements.
Whilst
there is some merit in all of these activities, all are reactive and inevitably
unsolicited, thus relying upon chance to a considerable extent. It requires considerable time, energy and
cost to generate the information and distribute it initially, then excellent
self discipline and time management for all the follow up.
This method of job search is therefore:
A PROCESS OF REJECTION!
And thus…
A PROCESS OF SELF ESTEEM REDUCTION!
On the assumption that it is essential to preserve
one’s self esteem (employers want winners on their team!), any process that
reduces self esteem is defeating the purpose.
“a device to convince complete strangers that
they should spend thousands of dollars to hire you for an unidentified
position” ….Michael Bryant
“if you plan just right, you will have a
perfect resume by the time you are old enough to retire” ….Amy Lindgren
The only
purpose of a CV is to get an interview.
Once you
send your CV you stand to lose control of the process.
If you
agree with these statements, you should accept that sending a CV should be
avoided wherever possible UNTIL there are clear signals that it is not a waste
of your time. Thus considerable effort should
be put into “market research” to ensure you are only dealing with an
appreciative receiver. To ensure this,
only present your CV at, or immediately before, a face to face interview. Even a reply to an advertised position can,
with a few simple sales skills, be delivered in this fashion.
Nevertheless,
CV’s are important and should be structured correctly. The following points should be observed.
Be of a style that you are happy with
Be relevant to the position
Include everything the employer wants to see
Include all
your contact details and when you
can be contacted
Be truthful
Be flexible;
Change the
order of the bullet points to suit the key words supplied by the employer. (If you are unsure, ask the recruiter before
submitting the CV “What key factors will the recruitment
decision be based upon?”)
Show that you are the style of person being
sought
eg Academic -
CV to be factual, detailed, show published papers etc
c/f Sales - CV should be
bright and show a commercial focus (see next point)
Detail (for each position) the company, its
industry setting, your role and RELEVANT achievements. For example, if applying
for a customer focused, senior commercial position, document your current
position along the following lines:
1993 to Present BMS(WA) Unit Trust trading as Beilby
Perth,
Western Australia
Senior
Recruitment Consultant / Director
Beilby
is a leading executive search and selection consultancy specialising in
recruitment for the mining, engineering and related sectors. The WA Head Office
has 8 Consultants and there are offices in Qld and NSW. Beilby is affiliated with major
international partners throughout the rest of Australia and the world.
Operating
as an individual “business unit” the role requires the identification and
pursuit of new business, servicing existing clients, advice on recruitment
options and the delivery of a Quality–monitored recruitment process. Development of a high profile for the
business through individual participation in peak industry bodies and
professional societies is essential. Unit Holder (“Board”) meetings are held
monthly to evaluate progress against business and personal budgets as well as
to discuss the business structure and direction.
Very high rate of return business
Sourced and completed assignment for total “man–up” of Brocks Creek Mine,
NT. (34 professional and technical appointees from Operations Manager to
Operator levels).
Second highest rate of advertised positions, 1997/1998 within the Beilby
companies (+20 consultants).
Misspell the contact’s name
(eg Rodger
Stanley for Roger Staley – it happens all the time!)
Include any
information that will get you screened out
Include any information the employer doesn’t
want or need to see
Contain personal pronouns – you will impact as
arrogant!
eg “My Department”, “I had 50 subordinates”
“Bag” your former employers
Don’t assume that it will be read in detail
Use a
simple (bullet pointed) layout rather than detailed sentences/paragraphs to
ensure the important points stand out
Don’t assume sending it is all you need to do
Follow up!
Don’t assume your “standard” CV is suitable
for every opportunity
Don’t just provide careful documentation of
your education and work history.
Structure it such that the key issues behind the recruitment decision
are “nailed”.
Further to the previous point, don’t give equal
weight to irrelevant qualifications and experience.
Don’t include any negatives such as “Reasons
for Leaving”
Don’t assume the reader is familiar with your
former company/ies
Make it easy to draw
parallels by briefly detailing: -
history
- size
- turnover
(see the example in the “MUST” section above)
NOT SO!
Even in a recession –
People get promoted
People leave
Some companies grow
A company or individual will be busy and thus need a hand
The fact is, some companies lack the expertise you have to offer and they
may be prepared to pay for it.
Inevitably, they don’t realise this OR, they don’t believe they’re able
to do anything about the situation
According to “What Colour is Your
Parachute (1999 Edition)”, these are:
a) Asking for
job leads -
which has a 33% success rate
b) Door
knocking -
a 47% success rate
c)
Yellow pages - self -
a 69% success rate
d) Yellow
pages - as part of a job search group -
an 84% success rate
Or, you can get a job by:
e) “Doing it
Smart” -
which has an 86% success rate
ie YOU NEED “TO DO IT SMARTER”
Basically,
“doing it smarter” refers to your ability to identify and exploit (through
strategic selling) your own uniqueness.
To achieve this you need to develop answers to the following:
ie WHAT IS IT THAT YOU HAVE TO OFFER?
What experience do you have
that others don’t?
What expertise
do you have that others don’t?
What are you prepared/able to do that others
aren’t?
What else is there about you that could be
useful?
(For example, you may have other language skills; other citizenships; or
be able to travel frequently and at short notice).
Research the market for your “product” to ensure you really have
something to offer. Find what the rates
are for similar services and calculate whether you can match or beat these or,
if your product is more expensive, why it is more cost effective. Have several answers at hand so you can, if
necessary, know immediately what to charge to provide your services:
- on a per hour, per day, per week, per month,
per year basis
- for residential in capital city, regional or expatriate locations
- for a range of fly in / fly out rosters (eg
9/5, 2/1, 3/1, 4/1)
NOTE: At
this stage forget what your needs and preferred lifestyle are; ie work forward
from the market’s realities, not backwards from what you’ve become used to or
aspire to.
For you? (Can
you live on the income?)
For your customers? (Is it cost effective for them or do they have better alternatives?)
If your answers are “YES” to both these questions- GOOD!
If however you reply “NO” to either or both, you must then ask CAN THE
COST BE REDUCED? If the answer is still
“NO” then you either accept it and work for a loss OR you have to get another
product.
WHAT IS YOUR TARGET
MARKET?
Now you are confident that you have a viable, cost effective product you
need to identify where your “Customers” are.
This requires that you “brainstorm” the issue to identify industry
sectors you could potentially operate within.
Use all your research skills to establish a list of companies that could
benefit from expertise such as yours.
Once again, take a brainstorming approach and consider all options no
matter how strange they may seem. Too
many options are a lot better than too few!
Some suggestions as to helpful information sources are the Internet,
inside knowledge (known to yourself or acquired from people you know), the
stockmarket (ask a stockbroker what companies are on the move) or company
annual reports.
Once you have created a priority list of companies you need to identify
the “D.M.U.” (the “Decision Making Unit”)
within each of them. This is the person
that has direct control over the recruitment of people for the sort of role you
desire.
Receptionists are particularly useful to help identify the DMU. It’s usually information that they are happy
to give out BUT ONLY if asked in the appropriate way. If they get the idea that you are just somebody ringing for a job
you’ll be treated like every body else – ie you will be “screened”. The trick is to be perceived as different to
everybody else who calls for a job. A
typical approach is to ask:
“I wonder
if you can help me, who is it that looks after <your special
subject>?”
(Note the use of the word “help” in this context. It is a very powerful subliminal trigger –
whatever the person is doing, even if concentrating on something else and only
taking your call out of courtesy, they will stop momentarily and focus on your
next couple of sentences. Exploit
this).
NOTES: THE
ONLY REASON YOU ARE MAKING THIS CALL IS TO IDENTIFY THE DMU!
GET THE INFORMATION AND HANG UP!
DO NOT LET THIS QUESTION EXPAND TO A DISCUSSION AS TO ALL THE REASONS BEHIND YOUR CALL (ie
that the information you seek is leading to you making application for a job)
DO NOT ACCEPT THE EASY WAY OUT BY AGREEING TO SEND A CV – an offer to
“have a look at your CV” is simply a polite way of getting rid of you!
THE RECEPTIONIST IS PAID TO SCREEN THE MANAGER’S CALLS – BUT THAT IS THE
LIMIT OF HIS/HER DECISION MAKING RESPONSIBILITY. Thus, politely cut them out of the process ASAP.
IF YOU CANNOT GET THE INFORMATION
YOU REQUIRE FROM THE RECEPTIONIST, TRY CALLING BEFORE 8:00 OR AFTER 5:45 –
chances are an “important” person will answer the phone AND they will not have
their Receptionist’s screening abilities.
Ring back the next day and ask for the DMU.
When screened by the
Receptionist say: “ I believe <the
DMU> will be able to help me out in
regard to some industry research I’m doing at the moment…I have a couple of
quick questions to ask him/her.”
When you get hold of
the DMU say:
“Hello <DMU’s name>, my
name is <xxx> and I’m
interested in what’s going on in regards to <your
special subject>… I understand you’re the person that looks after that
area for <company’s name>, is
that right?”…”Oh good, the reason for my call is that I was hoping you might be
able to help me out with some research I’ve been doing for myself in the area
of <your special subject>…Quite
frankly, I’d appreciate it if I could grab 15 or 20 minutes of your time
somewhere in the next few days to get a handle on your thoughts as to how <the industry (&/OR) your company>
are planning to deal with the changing face of <your special subject>…would tomorrow afternoon be
convenient?” “No, Oh so you’re away next week, sorry, what about when you get
back, say a couple of days later, on the Tuesday, would 2pm be convenient? That’s great, shall we confirm it now… it shouldn’t take more than 20 minutes,
you’re still at <address>?. OK Great, see you at <repeat appointment time>.
NOTES: ONCE AGAIN, DON’T “OPEN
UP” – YOU’LL ONLY JEOPARDISE THE OPPORTUNITY OF GETTING AN APPOINTMENT!
YOUR ONLY TASK IS TO
GET THE APPOINTMENT – NOTHING ELSE IS RELEVANT!
Prior to
the appointment ensure that:
You have rehearsed your questions and answers
thoroughly. Sit on a stool in front of
a mirror and interview yourself or have a friend or your partner ask you
questions at random from a list you’ve prepared. (If you are uncomfortable in this environment, how will you cope
in front of a complete stranger that holds the key to your future?)
You know where the venue is – do a dry run
beforehand.
You know what your parking options are – have
change for the meter if necessary.
Don’t arrive too early, it’s almost as bad as
being late. Sit in the car or go for a
walk until a few minutes beforehand.
Your
objective is to leave the appointment having negotiated a cost effective,
win/win solution. Do not stray from
this path.
Key points
to note are:
Let the DMU maintain the senior role.
Do not challenge his/her expertise
Do not project yourself as more important, technically superior or more
experienced than them.
Remember –
you want this person to regularly write cheques worth thousands of dollars with
your name on them. To achieve this
consider using the following tactics:
Ask a string of questions that indicate you
are interested in the company, that you’ve done your research and that you know
what you’re talking about.
eg “I noted from your company’s latest quarterly report that……”
“You mentioned the
company had looked at such and such a process, did you also consider……?”
Don’t be defensive in support of your
skills. Defuse the situation by
answering a question with a non aggressive, well structured question:
eg. DMU: “You don’t seem to
have many computer skills.”
You: “That’s a fair call and obviously a factor
in your decision; what sort of weight are you placing upon it?
Once again, avoid the overuse of personal
pronouns (I, Me, My).
Even when invited to, resist the temptation to
sing your praises too loud. Maintain
diplomacy and humility.
Your questions should have the sole purpose of
maneuvering the DMU to an admission that he/she needs help. A typical exchange could be (after niceties
and chit chat):
You: “Thanks
for that run down on the company’s activities.
Certainly sounds like there’s some interesting things going on. I was particularly interested to hear about <your
special interest>. How busy is that keeping you?”
DMU: “Blah,
blah, blah.”. (The DMU’s response
is immaterial)
You: “Right,
What are the critical factors behind a successful result?”
DMU: “Rabbit,
rabbit, rabbit.”
You: “So,
if problems arise or it doesn’t work out, what sort of time and cost impact
will there be?”
DMU: “Hundreds
of hours and X thousand dollars.”
You: “I guess you wouldn’t want to see that
happen?”
DMU: “No
way.”
You: “So,
if there was some sort of failsafe to prevent this, you’d probably be
interested?”
DMU: “What
are you getting at?”
You: “Well, as you know, I was with XYZ company a
few years ago when a similar situation arose.
We made a few mistakes but learned a lot and made the problem go away;
it saved us millions.
What would you think if I was to drop a report onto this desk, say
Friday week, detailing the situation you’re facing and more importantly, a
series of step by step solutions to ensure the worst doesn’t happen. This could be done for only Y thousand
dollars which, against the X thousand you mentioned as being the potential
downside, would seem a good investment.
Don’t you agree?”
In sales
parlance, you have just “asked for the order”!
The DMU
can only agree with you or give you a reason why he/she has genuine reasons for
not being able to use your services.
Use your questioning skills to establish the validity of these
“objections” (as they are known) and, if insurmountable, don’t be fazed. Thank the DMU warmly for their time and ask
whether they know of anybody else who might be interested in hearing what it is
that you have to say. Agree on a time to
follow up and do it!
That which has been is no longer so! (The fact that you are technically excellent
is insufficient reason for potential employers to call you).
In this market a “job search” is likely to
fail but “a strategy to develop mutually satisfactory business opportunities”
is likely to succeed.
There is no point waiting for the market to
improve. What if it doesn’t? A successful job search depends upon YOU
adapting to the present circumstances.
Many people believe that their job search
chances will improve if they undertake further study. It is however a mistake to assume, just because you now have (or
soon will have) a certain qualification, that employers will be falling over
themselves to hire you. Like respect,
your “right to a job” has to be earned not granted.
GOOD LUCK!!
After five
years collating the thoughts that became the preceding article it came as a
surprise to find that there was nothing new in it! Considerable time and effort could have been saved if two of the
many books on the subject of job seeking had been discovered earlier! Detailed below, these publications have been
called upon repeatedly by the author or lent to a few of the many people that
have found themselves to be an outcome of lower commodity prices.
1)
“When Can You Start” by Lee White
Unfortunately Lee’s book is currently out of print but the larger
bookshops may still have copies. Lee
owns the copyright and is considering whether he should order a reprint or
maybe publish it onto CD-ROM it is well worth its AUD$20 cost. (Lee is contactable through AGSEAN).
2)
“The 1999 What Color is Your Parachute? By Richard
Nelson Bolles. Ten Speed Press. Around
AUD$32.
With over 6 million copies in print, this is the best known job search
book available. It is updated annually
but the fundamentals behind it don’t change much – they’re common sense. One good feature is that it provides
detailed guides to the steps you need to work through to get a job. The first part of the book is very good but
RNB, being a committed Christian, lets things get unnecessarily religious and
philosophical after page 239 (out of 333pp).
Ignore this or absorb it at your will.
Roger
Staley graduated from Sydney University in 1981 with a B.Sc. in an eclectic
array of soft rock, hard rock, geophysical and marine science subjects. He started his career with the mineral
exploration team of a multinational oil company and worked as a Field
Assistant/Junior Geologist on base and precious metals projects throughout NSW.
Immediately
prior to this company’s takeover in 1984 (he must have known something!), Roger
joined Geopeko (the exploration division of what is now North Ltd) at Parkes,
NSW. In the capacity of development
geologist, he worked on a large deep diamond drilling programme, defining what
became the North Parkes Mine. The JV
controlling the project became less stable over the year, resulting in a
transfer to WA when continued employment at Parkes ceased to be an option.
From
December 1984 to August 1987, Roger was involved in regional exploration in the
Eastern Goldfields of Western Australia.
This included the development of several properties at Kanowna which
were subsequently mined (or being mined today).
To get
mine site experience, he moved to the Boddington Gold Mine and held
exploration, development, open pit mining and resource modelling roles over six
years until late 1993.
‘Spotted
in the crowd’ by Beilby, Roger’s technical background and “flippant, outgoing
personality” (as it was described at the interview!) was considered a
reasonable basis for becoming a resources sector recruitment consultant. Nearly six years later, both he and Beilby
would like to think this concept was at least partially correct!
Beilby is
a prominent recruitment consultancy that has established a high profile within
the resources sector of Australia and overseas since 1974.
Roger may
be contacted by Email at staleys@ozemail.com.au