Worth the Wait? How to Deal with Poor Feedback
Burning Bridges
I Hate My Job!
The Employment Hiatus
The Self-Destructing Resume
Interview Homework - How You Prepare is How You Fair
Headhunting the Headhunter
For the Love of Money: When and How to Negotiate a Better Offer
The Counter-offer Quandary
Selecting, Screening and Programming your References.
Worth the Wait? How to Deal with Poor Feedback
A "NO" answer is better than no answer at all! As applicable
and frustrating in the job search and interview process as
any at all. Having sent a resume to a very promising opportunity
or finished one of those "I think it went well" interviews,
one of the most agonizing aspects of career change is waiting
for feedback. Occationally, an employer will call within a
few days or a recruiter offers next day interview evaluation.
Most likely, especially in large firms, one pines for news.
During this period, internal questions and doubts of performance
abound and serve to demotivate and damage the necessary esteem
needed to maintain a strong, positive interviewing demeanor.
As pressure builds, a somewhat sheepish call is placed --
"Ah, I was wondering if you've made a decision yet?" -- "No,
we'll let you know, good-bye". Being the little guy (or gal),
companies generally hold all the cards throughout the beginning
of this process, yet there are a few tricks in our career
search bag that may lessen the aggravation of weak feedback.
Don't leave messages!
Much too often, one assumes the issue of our employment is equally
important to our interviewer. When a message is not returned
for days (or weeks), disappointment, frustration and feelings
of anger are natural reactions. The best of intentions may
be to return all calls, but hiring managers are regularly
burdened with much more than just interviewing and hiring.
The best way to receive information is to ask -- so keep trying.
As soon as a message is left on voice mail, email or with
an assistant, one virtually is forfeiting the right to call
again without penalty of "pest syndrome".
Be Direct, Ask Specific Questions!
The
characteristic of being direct is commonly a positive trait.
One of the top five negative interview feedback items involves
"beating around the bush". A confident, acceptable interview
close would be -- "I genuinely enjoyed our meeting and am
interested in pursuing this further. When can I expect to
hear from you next?" Not only is a time frame established,
a commitment is extracted from the employer compelling action
and follow through. With telephone calls, it is equally appropriate
to ask questions such as: "At what stage is the interviewing
process?" or "Ideally when would you like to have the position
filled?" In extreme situations it may prove necessary to inform
the manager another offer is expected and immediate feedback
is required. Refrain always from queries that force too much
commitment and create resentment -- "How do I stand against
the other candidates?" or "Am I the one for the job?" or even
"When do I start?" (CRINGE!!)
Maintain Good Humour During Follow-up Calls.
Follow
up calls are in essence extra interviews. A candidate is still
being evaluated and sarcastic or bitter tones in the questions
above are quite damaging. Attracting "more flys with honey
than with vinegar" is certainly accurate and interviewers
are much more likely to go out of their way to get and give
feedback if the approach is positive, funny and friendly.
It
is a proven fact that poor feedback is hugely demotivating,
nerve-wracking, frustrating and confidence-wrecking. It is
an added stress in the career change process one can do without.
Take the steps to ascertain the timing of decisions and more
importantly know your realistic chances. Don't fear the truth.
Too many diluted maybes and wishy-washy "things on the go"
distract an individual from prioritizing and completing a
successful job search. If the search and interview process
is akin to sales, you should, in your own mind, know when
to cut bait.
By
Phil DuBois
Buring Bridges.
The
phrase "not wanting to burn any bridges" has become quite
common during the resignation period of a career change. The
concept, maintaining a positive relationship with past employers,
is sometimes much harder than it first appears. It remains,
though, an extremely important career networking and development
strategy and should not be taken lightly.
The Parting Words.
If
we can't be lovers, we can't be friends. In most relationships,
a divorce (quitting your job is a career divorce) creates
bitterness. Most employers take a resignation personally regardless
of whether they may be looking themselves and despite how
many career changes in which they have engaged. Do not add
fuel to this fire by recounting the reasons for your departure.
This practice can lead only to arguments, return accusations
and false promises. Simply thank your bosses for the great
(or maybe not so great) experiences within their organization
and wish them continued success. If it rings true, state how
much you respect them as individuals and hope a personal relationship
can be maintained. Should you not wish a counter-offer, stand
firm and do not provide any openings -- it will only make
leaving more difficult or induce feelings you were leading
them on. Indicate you are flattered but have a written commitment
to the new firm and will not break your word. Take the time
to thank the indivduals whose assistance has been of value.
They say first impressions are long lasting -- so are the
last!
The
notice period.
In
most cases, the new company desires your presence immediately.
This poses a major issue should an important project be in
progress or these exists technical expertise difficult to
replace. While it appears a shift in responsibility and loyalties
forces one to favour the new pay cheques writers, I sincerely
believe every effort should be made to ensure the transission
minimizes the pain to a good current employer. Realistically,
anything over four weeks is pressing things, but accommodating
three or four weeks of notice instead of two will be genuinely
appreciated. Discuss your situation openly with both groups
-- the flexibility and empathy of the new firm is a good indicator
of future behaviour.
Ending a Bad Relationship.
Sometimes
you just want out. You may not wish to ever see these people
again and don't care if their business goes belly up. While
the niceties are obviously not required, maintain your professionalism.
Offer proper records, notice, etc. even if you know they will
"throw you out". In your career record, people will focus
on your insensitive actions first and then perhaps whether
it was justified.
A
career change is often exciting, intimidating and certainly
preoccupying. While only a small sample of departure situations
are listed above, the theme is consistent. It becomes quite
easy to focus entirely on the future -- "the past is over
and done with". The next time you changes jobs, though (and
there will be a next time), your past career behaviour will
be inspected and evaluated. Taking a few extra steps today
will prove a solid investment in your career portfolio.
If you are turned down for a position, place a follow-up call to the prime interviewer. Thank them and emphasize how impressed you were with their organization. Request they forward your resume to other managers within the company who may have personnel needs.
By Phil DuBois
I Hate My Job!
Not
the most humourous of topics to write about and fortunately
not overly common as well. Most individuals seeking a career
change are dissatisfied with one or even several aspects of
their job. Lack of challenge, money, advancement, politics
and personality clashes are regular complaints, yet sometimes
a certain combination or set of extremes make going to work
unbearable. What can you do?
Communication
It
is essential in all career aspects (and life for that matter)
to communicate. Problem resolution rarely happens without
dialogue and psychologists will tell you that bottling up
one's frustration is counterproductive and dangerous. Attempt
to identify the major causes of your dissatisfaction and try
to list possible solutions. When you bring your problems to
the attention of someone in authority, always offer potential
answers as well. Avoid ultimatums and situations that force
an executive to choose sides. From a future employer basis,
when an individual quits or parts company, those who initiated
an effort to resolve issues of discontentment receive favour
and are viewed as unlikely to abandon their firm when the
going gets tough. Tread carefully and choose your words and
confidants wisely -- test the waters before jumping in. A
slew of complaints could end up with a pink slip.
Engage in an aggressive job search
The
majority of past articles in this section and the job tips
above have dealt with methods to locate and attract new employment
opportunities, handle interviews, structure resumes and organize
your search. While not revisting these topics, a few points
require emphasis. Do not get swept up in the search process.
As interviews progress, especially after a few close calls,
candidates can get "job change fever", anxious to conclude
the anxiety of the interview process. Each career opportunity
should be addressed on its own merits and individuals would
be wise to construct a position check list to ensure a good
fit before the change is made. Few things are worse than having
to repeat the whole process over again in six months. No matter
how bad things currently are, a job acceptance should be based
on getting INTO a good organization instead of getting OUT
of a bad one.
Maintain a sense of professionalism through these tough times. Avoid abondoning or slacking one's responsibilities in favour of interviews or searches. It is surprising how often these things reflect negatively to future employers in the final selection process.
Quit
Quitting
with nowhere to go has always been at the bottom of my list.
Employers consistently frown on this practice and label the
candidate as a "quitter" in general regardless of their reasons.
When one is unemployed, salary offers come in at par or less
to previous income as opposed to the five to fifteen percent
increases employed individuals receive. That's not to say
there are no exceptions. Instances of poor ethics and dishonesty,
for example, are excellent reasons to distance oneself from
the perpetrator(s). Should it become inevitable and you do
resign for whatever reason, obtain references immediately
from clients, co-workers, etc, taking all the necessary steps
to shore up your reputation.
Considering
the amount of time spent at one's employment, hating your
job can be a horrific experience. As true character surfaces
in the face of adversity, hold fast to your ethics, integrity
and professionalism. Remember, the shoddy behavior of an employer
remains with them when you leave --- your past performance
remains with you.
By
Phil DuBois
The Employment Hiatus.
The
1990's have produced not only increased unemployment but also
greater lengths of unemployment periods. Resume writers have
taken to outline work history dates in years rather than months
to ensconce these gaps, yet they offer only concealment not
solution. Seasoned Human Resource professionals now recognize
this tactic and inevitably interviews reveal most employment
breaks.
The
preferred solution, of course, is to rejoin the rat race as
soon as possible and thus return to dreams of extended vacations
and days off. Unfortunately, while the employment market is
growing stronger and more plentiful than any other period
in the 1990's so far, organizations have become exceeding
demanding and thorough in their search process.
There
is no stigma in layoffs, plant closures, restructuring, etc.
It rests in the minds of most interviewers that their positions
are on certain days tenuous at best. How one handles these
periods of unemployment, specifically the use of this time
is a direct reflection of attributes such as creativity, perserverance,
work ethic, determination and enthusiasm.
During
conversations with 1000's of Human Resource and recruitment
specialists, I have found self-employment and contract employment
to receive a great deal of admiration and respect. A recent
article in the Globe and Mail's Report on Business profiled
Peter Nares, Executive Director of Self-Employment Development
Initiatives. SEDI boasted an outstanding success rate in introducing
unemployed individuals to techniques of self-employment and
a integration rate of 85% back into the work force. While
not everyone possesses the resources, expertise or opportunities
to commence a full-time business, one may temper an aggressive
job search with a consulting practise. This offers an individual
the ability to stay working, stay current with changes in
industry, stay in contact with potential lead givers and equally
as important, stay confident. Registering a business in both
simple and inexpensive.
Employment
networking now fully encompasses its namesake. Chances of
employment increase dramatically when a company has additional
options of part-time, contract and consultation. The individual
maintains the important contacts above, makes money and still
possess the time necessary to conduct a thorough full-time
employment search. For those resumes, it no longer is viewed
as an "employment hiatus", rather an entrepreneurial venture.
By
Phil DuBois
The Self-Destructing Resume
What
makes up the the perfect resume? One is seldom to receive
the same answer twice. Books, periodicals, tapes and complete
businesses strive to prove their methods will guarantee a
better success ratio in interview selection. Few will disagree
that this simple document plays a major role in obtaining
both interviews and employment. This article does not propose
to enter into the resume structure fray, choose sides or debate
merit. However, which ever method or form one chooses, it
may all be for not if the curriculum vitae explodes in the
hands of the reader.
Whether
one has had an opportunity to interview or simply the cause
to 'size up' an individual in a one on one meeting, some of
the smaller seemingly insignificant factors consciously or
subconsciously determine our evaluation. As sharp or well-presented
the person may be, we are drawn like a magnet to a hair sticking
straight up, a tie hanging off center, a stain of food or
coffee on the shirt. The more we attempt to avoid its lure,
the more our eyes rebel and dart back to "the spot". Later,
as we reflect on the interview, we tend to remember and associate
the candidate with that small mis-presentation -- the guy
with a big piece of cheese in his teeth -- a kind of inadvertant
mega-memory trick. There is no question this situation occurs
as frequently if not more in resume writing. Job seekers spend
countless hours and perhaps many dollars preparing a resume
chocked full of achievements, strewn with fancy fonts, layouts
and perfect grammer only to have the readers attention totally
diverted by a 'slip of the tip'.
Let
us outline three areas where these little time bombs reside
and a few examples. Remember, these are not issues of ommission,
poor writing, improper grammer, weak presentation, etc., yet
items we normally include with little forethought.
The Career Objective
Watered down dramatically over the last several years, this
section still contains a fertile planting ground for potential
problems. While at first it may appear prudent to offer potential
employers an overview of present and future aspirations, it
regularly backfires. An example. Career objective -- a position
of Manager with XYZ Company. This receives a lot of office
play. Do we really believe our interviewers are that gullible
and genuinely impressed that our life's ambition is to work
for them? More likely they are offended that we expect them
to swallow this nonsense and not believe we've sent the same
amended career objective with every other employment application.
At best, the screener does not misinterpret our career objective
and we are much better off in not including this section at
all on the resume. Let the issue be discussed in its proper
context as it arises during the interview process.
The Personality Profile
The section has become quite the laugher over the several
years as aggressive job seekers attempt to obtain interviews
through whatever means possible. Subjective evaluation of
personality traits -- "excellent communicator, indepentent,
professional", etc., have been so misused and abused that
resume readers chuckle at the lengthly list of outstanding
candidates with perfect personalities. The candidate may be
identified as "the lady with the ego" or quite possibly have
the resume discarded and the applicant labelled as a fabricator.
While it is quite possible an individual may very well possess
outstanding characteristics, it is probably better to let
the interviewers make those determinations -- they tend to
last much longer.
Activities
and Hobbies
Possibly the worst and potentially most destructive category,
this category, unlike the previous two, should not be removed,
yet extra caution should be taken in its content. As with
interviews, it usually pays to be conservative -- let them
get to know you before you establish your style. There is
absolutely nothing wrong with tree bark carving as a hobby,
yet due to its unique quality, it can easily overshadow the
main body of the resume and the applicant's qualifications.
Beware too, of the jock syndrome. Candidates that list football,
hockey, baseball, tennis, golf, basketball, etc. receive office
comments of "does this person ever have time to work". "Spending
time with my wonderful family and friends" is another one.
If you are a wonderful person, let your future peers and supervisors
discover it for themselves. It carries genuine merit then,
not on your resume.
A good presentation and a history of proven achievements and accomplishments is as important as one's attire, grooming and oral presentation skills in a personal interview. Take the time to clean off that little smudge mark at the end of your nose.
By
Phil DuBois
Interview Homework - How You Prepare is How You Fair.
Most
major decisions in our lives are prefaced by research. Whether
buying a house, getting married, starting a family, we spend
a huge amount of time and effort in evaluating our personal
goals, the commodity or person of interest and the timing
and present environment encompassing these decisions. Why
is it then, in an event of equal magnitude, many individuals
just 'show up' for a first interview with little or no preparation?
As much as this is an information gathering session, performance
is significantly enhanced when one knows the company, knows
the position and knows themself.
Know
the Company.
A
common question asked by employers is "why do you want to
work for this organization". Not possessing a suitable answer
specificially indentifies a candidate as lacking in interest,
motivation and thoroughness as well as a longevity risk. Similarly,
a weak "it seems like a progressive firm" or "I've heard good
things" can be equally counterproductive. A simple bit of
research may be the key to distinguishing an applicant from
the competition. Rather than focus on brochures or annual
reports, deal with the marketplace. Through a few well-placed
telephone calls to contacts, suppliers (past and present)
or even the company support desk, an individual can glean
pertinent information on products, industry reputation, the
competition, trends and innovations, track record and of course
problems. At various points in the entire interview procedure,
opportunities will arise to use this information to impress
the employers as well as assist tremendously in one's own
decision making process.
Know
the Position.
As
with the interview question above, employers often like to
ensure an applicant realizes the type of task they are committing
to, should they persue a job offer. While in many cases it
may be simply a competitve switch, it pays dividends to conduct
a small bit of research. The greatest source of appropriate
information is still the network of contacts. Someone almost
always knows someone else who's "done that kind of job" or
worked in that industry. As basic as one person's knowledge
of not just the job function but the goods and bads in reality
will devulge significant facts to impress interviewers, assist
in relating the appropriate achievements and increase percentages
of a good career move.
Know Yourself.
Take
a look in the mirror. What kind of job do you really want?
Make a list one evening of the things you like and dislike
about your current (and past) functions. The accompagning
abilities of this exercise to answer questions of short and
long term goals and lend substance to a correct choice are
plain. However, an overlooked benefit is equally as vital.
A prime contributor to interview success is enthusiasm and
despite protestation to the contrary, this factor cannot be
faked. One genuinely fairs much better if they are honestly
enthused by the job at hand -- if you know what you want,
you will be able to exhibit the level of interest necessary
to be distinguished against the unprepared candidates.
You
don't get a second chance at a first impression. Often said,
but quite accurate. No matter how much you beleive you can
'turn it on' in the next meeting (now that you are interested),
it means absolutely nothing if you're not invited back. Familiarity
with the company, position and one's own interests provide
an edge against other applicants, presents sincere motivation
and augments overall presentation. Getting an interview may
be WHO you know but how one fairs is WHAT you know.
By
Phil DuBois
Headhunting the Headhunter
Pick up any well known career resource publication and listed under job search methods one will find Employment Agencies or Recruiters. Nary a professional today will escape the criptic "personal" message inobstrusively obtrusive in its presentation. Like a headhunter, you quietly confirm internally with a smirk. Perhaps that call sneaks its way through to your office unerringly as the boss steps in for an improptu discertation on employee loyalty.Yet, like everything else in life from Saturday night dates to tow trucks, they never seem to be there when you need them.
Searching for the right recruiter involves the usual networking of friends, co-workers, checking the yellow pages and newspapers and digging through crumpled slips of paper you didn't want your boss to see. Somehow a promising referal ends with "I'm sorry, we only place widget makers". Try targeting your recruiter, headhunting the headhunter if you will! Select five prime firms within the industries of your interest. Place a call to the Human Resources Specialist charged with recruiting and promote a personal interview. Should you be handed the all to common brush off (industrial broom size), request the names of three recruiters who their firm employs or from whom they receive regular attention. That's fifteen new contacts!
When contacting the recruiter, offer a brief introduction, describing your current situation, then make a point of learning their agency niche. Retainer, contingency, specialists, generalists, geographical coverage, years in business, industries/products/ positions handled, salary ranges and track record are equally valuable in evaluating their service. You choose them to represent your profile. Maintain quality standards and avoid deviating from your fields of interest. It is quite easy to get carried away with an enthusiastic employment pitch -- remember to keep your head!
By
Phil DuBois
For the Love of Money: When and How to Negotiate a Better Offer.
Take
it or leave it! Most job offers seem to convey this message
-- or do they? As individuals entering into an extremely important
relationship, it appears ungrateful, greedy and even offensive
to spurn an offer and request more. However, rather than assume
the role of Oliver Twist, one should recognize that with many
situations in business and life, the method and approach we
employ will determine how our statements and requests are
interpreted.
Pre-Offer Preparation
Generally,
at some point in the interview process, candidates are asked
to reveal their current salary or even salary expectations.
As much as Human Resources has progressed thoughout the last
two decades, the age old practice of adding some "standard"
sum to one's present income is viewed as an appropriate incentive
to move. Similarly, as good and proper applicants, we dutifully
declare -- "I'm much more interested in opportunity, challenge
and employment in an outstanding organization like yours!".
Here
is where phraseology and sincerity may set the table for amiable
negotiations at the offer stage. It is still vital to emphasize
commitment to opportunity and to flatter a company's self-image,
yet there is nothing wrong with adding an addendum. State
your current salary, but include a line such as "as with most
career-minded individuals, I hope not to take a step backwards
in my career progression. As well, incentives on performance,
benefits, etc. are important in consideration of the package,
not just the base salary." In this way, a candidate portrays
positive self-worth (a key in obtaining higher offers) and
also creates a dialogue avenue to clarify (negotiate) future
figures and package.
Post-Offer Negotiation
Knowing
when to negotiate is key and greed is easily recognized for
what it is. Individuals seeking to be "bought" seldom are
credited respect past the level of their talent. Often, though,
employers do not dwelve enough into financial issues and do
not look past their own limited scales or ranges. This is
the time to pitch for your worth! Be prepared. List all the
components of your current package in direct comparison to
those of the offer. When you initiate the negotiation, thank
the employer for their interest and request clarification
on aspects of the offer. Introduce those differences to your
disadvantage and innocently ask if their are additional items
of the package you may have overlooked ie. early salary reviews,
bonuses, profit sharing, stocks, car, signing bonus. At this
point, the employer most likely will recognize they have come
in too low, should reveal those areas which are open to negotiation
and willingly engage in friendly (the opperative word) discussions
geared at improving the package. If they fail to clue in,
simply ask if they are flexible on any of the terms and proceed
from that point.
Sometimes,
there really is nothing left in the kitty or the best offer
has already been tabled. A good employment offer negotiator
will not press past that point and certainly would not gamble
asking for a specific amount unless they were prepared to
walk away. Backtracking is extremely hazardous and paints
a portrait of one set on squeezing or even conning the employer.
At virtually all costs attempt to introduce the issue and
allow the employer to commit the figures.
Negotiating
a job offer in not like negotiating a new car purchase. It's
not one party trying to outduel the other in a battle of sales
techniques. After the deal is struck, in employment you now
have to work with this person every day for hopefully a long
time. The role of job offer negotiation is to allow a candidate
to convert a weak offer into a strong one, yet maintain an
atmosphere of professionalism and friendship so neither party
believes they were taken. Take it or leave it -- or talk about
it.
By
Phil DuBois
The Counter-offer Quandary.
The
job change process!? Stressful, lengthy, fraught with tough
decisions, it's certainly a relief when a successful offer
is signed and sealed. Not so fast! One major decsion may yet
await -- to accept or decline a counter-offer. While rising
costs in training, development and recruitment as well as
more liberal views on company loyalty make counter offers
more common, the rational choice generally favours a firm
no.
Several
Common Misconceptions
Counter-offers
are the Sincerest Form of Flattery.
There
definitely exists a ego boost when your bosses rush groveling
to keep you in the fold. Whether it be a raise, promises or
emotion-filled appeals, is this display realistly based on
your value to the firm, or the cost and inconvenience in your
replacement. Logically, it is much more cost effective to
provide a minimal investment in a current encumbent, than
the tens of thousands of dollars associated with "breaking
in" a new employee. While the surface may exude warmth and
enthusiasm, internally the company executives are often bitter
and resent have their hand forced in such a manner. Rather
than raise the status of the employee, they may take measures
to lessen that indivduals value within the organization.
They will change, really, they said they would.
An
intregal part of the counter-offer is to discover the source
of discontentment and offer guarantees that these issues will
be resolved. Promises are easy to give, much harder to deliver.
Policy and procedure changes, including promotions are generally
multi-level and slow moving, often taking a back seat to the
day to day priorities of business profit and operation. Examine
closely the reasons why you chose to resign and review the
firm's track record in making similar changes.
I
haven't started, so there really is no commitment.
When
a company has an offer accepted, they fully expect an employee
to honour that commitment. Remaining candidates are released,
internal announcements made, and benefits plans, payroll,
etc. administered. If one believes they would seriously entertain
a counter-offer, at the very least, ethically, the time would
be between the receipt of a written offer and prior to a written
acceptance. There will be many executives within both companies
who will remember unfavourably the breaking of one's word.
Does
this mean a counter-offer should never be accepted? Absolutely
not! In certain instances, it proves the preferred selection
for career advancement. These situations are usually too good
to pass up. A promotion is an ideal example. Occationally,
a resignation may preempt a plan in the works and simply accelerate
the process. One must make quite certain you are being told
the truth. In most cases, the true trustworthy employer will
always have an open channel of communication with a valued
employee. It is important the employee examine the reasons
why they are leaving and follow the course best for their
career. Oh yes, by the way, make sure you get those promises
in writing!
As
with all aspects of career changes, every situation is unique
and must be evaluated seperately. While counter-offers are
equally specific, one must ask why these rewards come at the
drastic stage of resignation. As a rule of thumb, if one does
not retain the type of relationship with one's employers where
questions, concerns and issues can be introduced, respected
and implemented so as to avoid quitting, it's probably the
wrong time for second guesses.
By
Phil DuBois
Selecting, Screening and Programming your References
References
available upon request. Inevitably found at the bottom of
every resume, it is an open invitation for potential employers
to "check us out". Considering that a vast majority of interviewers
actually request we make do on this offering, are we truly
aware and prepared for what they will find? What do people
really think about us anyways? The time to find out is before
the names appear on a reference list. While it is deceitful
and immoral to present or encourage false information, it
is quite appropriate to screen, direct and even program your
references.
The
first step involves compiling a list of contacts from which
candidates will be selected as references. The obvious choices
are ex-supervisors and their peers, ex-co-workers, customers
past and present and occationally subordinates. Individuals
closer to the top, ie. Presidents, V.P.s, etc. tend to command
more "reference respect" or credibility.
Next,
our potential references are called personally, both to request
permission to use their names and equally as important to
garner a feel for their enthusiasm. Those volunteering freely
and without hesitation generally speak with a more positive
manner during reference checks.
Thirdly,
a test run may be in order. If you have any hesitation about
using someone as a reference, ask a friend to call that individual
and evaluate the response. Don't fabricate a soap opera plot,
simply have them state who they are and their interest in
knowing about the quality of your performance for employment
purposes. Usual questions include, technical abilities, interpersonal
skills, organizational/business skills, work ethic, strengths,
weaknesses, and general recommendation. If the report comes
back poorly, do not confront your reference - it will produce
possible negative feedback among other potential reference
givers - just remove the name from your list.
Lastly,
information and courtesy play a major role in the programming
of references. Maintain a tight leash on the names of those
willing to speak on your behalf and use them sparingly. Provide
the list of references separate from your resume and only
to employers where you have serious interest. Telephone the
reference immediately to inform them you have forwarded their
name and number as well as remind them you plan to be extremely
selective in using their generosity. Take this opportunity
to briefly outline who will probably call and a sketch of
the position. Casually mention how enthusiastic you are about
the opportunity. Don't ask for a favourable response, wimper,
grovel or generally "kiss up". Present it as a challenge you
are undertaking. The reference now has a personal involvement
with your application. Not only do they appreciate and reciprocate
your confidence, they develop an interest in the outcome and
may view a successfull conclusion as their project as well.
By Phil DuBois
Need more help? Please call our office and one of our experienced consultants would be please offer our opinion and guidance!