How to get the job you want : 10 practical steps to get a better job quicker [1 ed.] 9781869227364, 9781869227357

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HOW TO GET THE JOB YOU WANT 10 practical steps to get a better job quicker

Ron Hyams

HOW TO GET THE JOB YOU WANT

Copyright © KR Publishing and Ron Hyams All reasonable steps have been taken to ensure that the contents of this book do not, directly or indirectly, infringe any existing copyright of any third person and, further, that all quotations or extracts taken from any other publication or work have been appropriately acknowledged and referenced. The publisher, editors and printers take no responsibility for any copyright infringement committed by an author of this work. Copyright subsists in this work. No part of this work may be reproduced in any form or by any means without the written consent of the publisher or the author. While the publisher, editors and printers have taken all reasonable steps to ensure the accuracy of the contents of this work, they take no responsibility for any loss or damage suffered by any person as a result of that person relying on the information contained in this work. First published in 2017 ISBN: 978-1-86922-735-7 eISBN: 978-1-86922-736-4 (ePDF) Published by KR Publishing P O Box 3954 Randburg 2125 Republic of South Africa Tel: (011) 706-6009 Fax: (011) 706-1127 E-mail: [email protected] Website: www.kr.co.za Printed and bound: HartWood Digital Printing, 243 Alexandra Avenue, Halfway House, Midrand Typesetting, layout and design: Jacques Niemann, [email protected] Cover design: Jacques Niemann, [email protected] Editing & proofreading: Karen Ferguson, [email protected] Project management: Cia Joubert, [email protected] Index created with TExtract / www.Texyz.com

HOW TO GET THE JOB YOU WANT 10 practical steps to get a better job quicker Ron Hyams

2018

Table of Contents About the author iii Introduction – what this workbook is all about

v

Chapter 1: Get your attitude right – turn crisis into opportunity 1 Chapter 2: Conduct a career stocktake – identify your skills and strengths Chapter 3: Envision your ideal job – know your preferences

7

19

Chapter 4: Build your brand – clarify your unique value-add 27 Chapter 5: Create a compelling CV – your ‘Brand Me’ sales document

41

Chapter 6: Craft a powerful LinkedIn profile – become social media savvy

71

Chapter 7: Access the hidden job market – secrets of powerful networking

79

Chapter 8: Use multiple approaches – think out of the box in your job search

99

Chapter 9: Hone your interview skills – how to present your best self

107

Chapter 10: Maintain momentum – professionalise the job of getting a job

125

How to get the job you want

| i

Final thoughts 130 Bibliography 131 Acknowledgments 132

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How to get the job you want

About the author Ron Hyams and Connected Leadership Ron is co-founder of Connected Leadership – a leadership and talent development, coaching and outplacement consultancy. We help executives with their outplacement and career transition needs. Connected Leadership is part of the Career Star Group – a global network of 800 offices in 75 countries. We’ve helped whole businesses close down and accelerate the process of finding new jobs for their employees. We also provide individual tailored career transition coaching and have helped many executives find new and rewarding jobs. Sometimes we help people shift careers into mentoring or to become entrepreneurs. Our consultants are highly experienced senior coaches. You can expect a personalised, tailored approach that helps you identify your strengths, preferences and ideal job. We help you think out of the box to find opportunities via conventional routes but also through skilled networking into the ‘hidden job market’. We believe that the most important ingredient in getting a job is to clarify your personal ‘brand’ your strengths and your ‘offer’. We first explore these ‘inner’ aspects and then help you present your best self by guiding you to write a compelling CV, a great LinkedIn profile and the interviewing/presentation skills to represent yourself at your best.

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Our clients include Barclays Bank, Heiffer, Kinross, Lloyds TSB and Macmillan and we’ve delivered career transition coaching in South Africa (Cape Town, Johannesburg) and across Africa. Ron can be contacted on: Email: [email protected] Linkedin: www.linkedin.com/in/rongrowsleaders Website: www.connectedleadership.co.za

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How to get the job you want

Introduction – what this workbook is all about My name is Ron Hyams and I’ve helped hundreds of people transition to new jobs through my coaching practice in South Africa with outplacement clients such as Barclays, Kinross, McMillan, Lloyds TSB and SC Johnson. Our firm Connected Leadership is part of the Career Star Group, a global organisation of career transition firms in more than 70 countries, and that gives us access to global best practices. In this book I’ll share tips and exercises to help you accelerate the process of getting the job you want. This workbook is different from other books – it’s called a workbook for a reason – it requires your active participation. If you want to get value from the exercises you have to actually do them – and that means putting in the work. So, get out a pen or pencil and prepare to do some reflection and note-taking. Before you get started I’d like to comment on the statistics about joblessness in South Africa – 27.7% unemployed and the figure rises to 36.6% if we include those who’ve given up on looking for work (Statistics South Africa, 2017). That’s a tough reality – but remember you personally are just looking for one job. If you do what others do you may become part of the statistic, so the challenge is to do something different and stand out from the crowd. Let’s get started on looking at the 10 critical steps that you need to take to get a better job quicker. Explaining these steps and having you work through them is the purpose of this workbook.

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The 10 steps are: 1. Get your attitude right – turn crisis into opportunity 2. Conduct a career stocktake – identify your skills and strengths 3. Envision your ideal job – know your preferences 4. Build your brand – clarify your unique value-add 5. Create a compelling CV – your ‘Brand Me’ sales document 6. Craft a powerful LinkedIn profile – become social media savvy 7. Access the hidden job market – secrets of powerful networking  8. Use multiple approaches – think out of the box in your job search 9. Hone your interview skills – how to present your best self  10. Maintain momentum – professionalise the job of getting a job 

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How to get the job you want

CHAPTER 1

Get your attitude right – turn crisis into opportunity

Chapter 1: Get your attitude right

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You’ve had the bad news – your job is ending. You’d naturally be feeling a range of emotions – shock, disappointment, anger, resentment, fear. Maybe even some excitement about new challenges ahead.

The Process of Transition

Adapted from model introduced by & named after Elisabeth Kubler-Ross in a book called ‘Death and Dying’ 1969

You might want to ask yourself: where are you now on this change curve – do the descriptors fit – how would you describe how you are feeling right now? There’s a human tendency to be in denial of difficult feelings, but in my experience as a coach I’ve seen that people can move through change more effectively if they allow themselves to be in touch with their feelings – even if these are difficult. Wherever you are on the curve you know that one thing is constant in today’s world – change. Change is increasing, and nothing is certain. Change is a reality of life that we have to

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How to get the job you want

come to terms with. Managing change is a key competence for today’s employees and leaders. Because we live in times of change we all need to be adaptable and resilient and learn the skills and attitudes to cope with setbacks and take advantage of opportunities that arise out of every hardship. Yes, you can expect a range of emotions and you may well go down before you get back up. The challenge is to be pro-active, be able to bounce back from setbacks and treat each situation as just one more project to be handled. In my experience as a career coach I’ve observed that one of the most important keys to finding a new job is the person’s attitude. Time and again I’ve observed that when people get their attitude right then their actions are that much more effective. Understandably when you lose a job you may see this as a crisis. But so often when one job ends other opportunities can arise. So, I’d encourage you to be open and positive about this transition. That positive attitude will put you in the best light to any potential employer and will help you to focus on taking action. This is the key – you must stay positive and you must take action – you’re much more likely to get a job if you maintain momentum. That may mean volunteering, studying something relevant, considering moving town or country, writing a blog or attending a networking event or being willing to take a job that may seem like a step back to buy yourself time and to provide funds whilst you identify ways to move forward.

Put yourself into an employer’s shoes The second aspect to getting your attitude right is to put yourself into the customer’s shoes. It’s easy to get ‘mefocused’ when you are going through the turmoil of a job

Chapter 1: Get your attitude right

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change. But that won’t work. You have to stop focusing on yourself and get focused on your employer. Ask yourself what do they want? What may be their concerns? How can what you offer fit what they want? Usually an employer looks for a combination of ability, track record, behaviour, engagement, aspiration and attitude. Note that they certainly want skills, but attitude and ‘fit’ with the new organisation are also critically important. This is a list of likely employer wants: • Ability: mental cognitive ability, emotional intelligence, technical/functional skills, interpersonal skills and ability to stretch and progress quickly • Past record: evidence of consistent history of good to exceptional performance and results, good relationships and reputation • Engagement: emotional commitment, rational commitment • Behaviour: leadership, team player, relationship builder, contributor, values alignment • Aspirations: desire for advancement, influence, financial rewards, work-life balance, overall job satisfaction • Attitude: positive energy, drive, passion, curiosity, willingness to learn and change, resilience

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How to get the job you want

Exercise: Current/ideal attitude to finding a job We’ve talked about two aspects of getting your attitude right: 1 Be positive, embrace the change, be resilient 2 Step out of any tendency to be ‘me-focused’ and step into the shoes of the employer and become ‘youfocused’ Now let’s start with some honest self-reflection – let’s explore your current attitude to finding a job. How would you describe your current beliefs, mindset and self-talk about getting a job? This current mindset may understandably be coloured by fear and anxiety. My current mindset/inner dialogue about getting a job: e.g. I’m too old/too young, lacking in skill/overqualified, have gaps in my CV, don’t know how to sell myself/ overconfident etc.

Now consider what would be the best attitude, mindset and self-talk? What mindset would an employer welcome? What mindset will give you the best chance of coping with change? Start by thinking about your strengths and the qualities you could offer a potential employer. Now describe your ideal attitude/self-talk and mindset about getting a job and what you can contribute to an employer by making some notes in the box below: Chapter 1: Get your attitude right

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My ideal mindset about getting a job: e.g. I have valuable experience, I am conscientious, I have a sense of humour, I get on with people, I thrive on challenges etc.

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How to get the job you want

CHAPTER 2

Conduct a career stocktake – identify your skills and strengths

Chapter 2: Conduct a career stocktake

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Before you think about moving forward into a new job it’s worth looking back at your current and previous jobs. This review has a number of important benefits: • You can identify the kinds of jobs that have worked best for you – and which jobs, in future, to avoid! • You can identify your achievements, strengths and transferable skills – we’ll later show you how to use these to build a powerful CV (see page 41) • You can clarify your achievements, strengths and skills and this will remind you of what you have to contribute to a potential employer – this builds your confidence and also equips you with ‘evidence’ that you can do what you claim you can do when interviewed. The steps in conducting a career stocktake are: 1 List all your jobs to date 2 Draw out the lessons 3 Identify your transferable skills 4 Analyse your strengths Okay, let’s get started.

1 List all your jobs Write a complete history of your work life starting with your most recent employment and work backwards (you may include voluntary work). List the start/end dates (start with current job at the top of the table and work back to your first job), the responsibilities you held and then list the skills used and key achievements in each of these roles. An achievement can be classed as something you did in your work where you were:

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How to get the job you want

• Particularly acknowledged by your superiors or colleagues • Able to acknowledge yourself for the job you did • Able to experience particular satisfaction in what you did • Able to produce the result in adverse or difficult circumstances • Able to gain particular pleasure in doing this task Use the table below to do a detailed review of your past jobs: Start/end Role/ Skills Responsibilities dates job title used

Key Disappointments achievements

Chapter 2: Conduct a career stocktake

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2 Draw out the lessons Now look over the table above and reflect on your various jobs and those aspects that worked/didn’t work for you e.g. I like working in teams/alone, I prefer to work in government/a private company, I like to apply technical/people skills etc. Draw out 3 to 5 key lessons about the kind of job that works best for you: Key lessons – the ingredients that work best for me in a job

1 2 3 4 5

3 Identify your transferable skills The great thing about the skills you’ve learned in your current/ previous jobs is that they don’t belong to your previous employers – they belong to you, they are transferable, and you can take them with you! You can regard these transferable skills as building blocks – they’re the building blocks from which you’ve constructed your current job. But they can also be broken back down and then built up into a new job. It’s good to list these transferable building block skills because this will give you the confidence of knowing how much you have to offer a potential employer.

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How to get the job you want

We all have many skills, developed over the years. In choosing which skills to market, it is important to consider both: • What you are good and competent at – your skill • What you like doing – your will In order to identify your transferable skills, start by collating your key skills from your jobs list (page 9) and rate your skill and will levels on a scale of 1 to 10: Name of transferable skill

Skill (1 to 10)

Will (1 to 10)

1 2 3 4 5 6 7 8

It’s worth seeing if you can add to this list by perusing a list of transferable skills. You may well find that there’s a skill listed below that you’d forgotten to include in your list of transferable skills. Go ahead and review this list and be open to adding to your list.

Chapter 2: Conduct a career stocktake

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Skills checklist Dealing with Information and

People skills

Data • Keeping accurate records

• Communicating

• Making accurate

• Persuading

measurements or calculations • Following written instructions or diagrams • Checking information for accuracy • Writing letters, memos, reports

• Counselling • Coaching • Training/teaching • Supervising • Managing • Delegating

• Computer skills

• Advising

• Extracting information from

• Motivating

reports/books/manuals • Researching/gathering

• Handling/resolving conflict • Interviewing

information from books/

• Developing others

articles/directories

• Listening

• Organising paperwork systems

• Working in a team • Presenting to a group

• Budgeting/managing money

• Leading/direction

• Estimating costs

• Helping others

• Organising or classifying information • Providing information verbally or in writing to enquiries • Analysing numerical information • Evaluating alternatives/ reviewing • Taking an inventory • Diagnosing

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• Negotiating

How to get the job you want

Thinking/ideas skills

Practical skills

• Imagination

• Finding out how things work

• Decision-making

• Keyboard skills

• Designing

• Using hand tools to cut/shape/

• Problem-solving

make things

• Innovating

• Operating powered equipment

• Seeing/generating alternatives

• Maintaining equipment and

• Using intuition • Assessing a person or situation • Creating a plan, idea or concept

machinery • Mending and repairing • Assembling and building • Diagnosing faults and testing equipment

• Developing others’ ideas

• Physical strength

• Expressing thoughts and

• Handling materials or

feelings non-verbally • Improvising and adapting

equipment with precision and speed

• Writing creatively

• Manual dexterity

• Working with colour, shapes

• Physical co-ordination

and spaces • Thinking conceptually • Identifying priorities • Planning • Organising • Reading for ideas

Chapter 2: Conduct a career stocktake

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Learned skills

Leadership skills

• What knowledge have I

• What leadership skills have I

obtained that is relevant to the workplace? • What functional skills have I learnt and can demonstrate? • What interpersonal skills or mindsets have I mastered?

learnt over the years? • Have I managed others? What did I learn from this? • Have I developed strategies and plans? • Have I driven through

E.g. listening, relationship

change? Introduced new

building, problem-solving,

processes?

resilience. • What relevant experience

• Which leadership skills do I still need to develop?

have I gained? E.g. going through a merger, a transition, a cost-cutting exercise, a new system implementation, managing a project.

4 Identify your strengths You’ve identified your jobs and key achievements above. Now there’s an important additional step to be made in this process. This is to take each of your achievements and analyse the underlying strengths that made that achievement happen. Start by reading through your personal history, lifting out all the achievements you have identified and listing them in priority order in the spaces below:

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How to get the job you want

No.

Brief description of the achievement

Date

1

2

3

4

5

Chapter 2: Conduct a career stocktake

| 15

Now you are ready to analyse each of your achievements using the STARS process. Take each achievement in turn, enter it in the space provided below and answer five basic questions about each one: 1 Situation – what was the situation and context for this work challenge? 2 Task – what were you tasked with doing? 3 Action – what did you actually do? 4 Result – what was the result/what did you actually achieve? 5 Strengths – what strengths did you use? Completing the table below will enable you to apply this framework to each of your achievements: List your

1.What

2.What

3.What

4.What

5.What

achieve-

was the

was the

did you

was the

strengths

ments

situation? task/chal-

actually

result?

did you

lenge?

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How to get the job you want

do?

use?

Checking your strengths Once you’ve completed this analysis you should have a much clearer idea of your strengths. This awareness is important because you are most likely to succeed if you go for a job that plays to your strengths. You can check your strengths list by answering: • What are you good at in your work? • What do you enjoy doing? What energises you? • What is easy and natural for you? (but others might struggle to do!) • Where do you often get compliments about your work? • What do your clients most value about what you do? • What strengths do you recognise in those compliments? • What do people come to you for? What does this tell you about your strengths? • Which strengths make you unique/give you an edge?

Chapter 2: Conduct a career stocktake

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CHAPTER 3

Envision your ideal job – know your preferences “If you don’t know where you are going any road will do.” Lewis Carroll

Chapter 3: Envision your ideal job

| 19

Do you know where you are going? Do you know what kind of job you are aiming for? If you don’t then you could end up anywhere. You could end up in a job that does not play to your strengths and interests. Yes, you may land a job but if it’s not the right job you may not do well at it and you may not enjoy it. That’s not the prize. Rather you need to clarify where you ideally want to get to. Then the challenge is to land that job or, if that’s not possible, get a job that is a stepping stone to this long-term ideal. Before you go job hunting I’d strongly suggest that you define your ideal job. If you’ve completed the career stocktake in the previous section, then you’ve already done some important ground work because you’ll have identified: • What works/what doesn’t work in a job • Your achievements • Your strengths There’s just one more exercise that I’d suggest you complete before we move into identifying your ideal job. That is for you to use the table below to clarify your aptitudes and possibilities. Please underline the aptitudes that best fit for you and consider the possible roles associated with each of these. When thinking about an ideal job it’s worth first thinking about what motivates you and what you are passionate about. You will be much more successful if your job is something that energises you and plays to your strengths. So, consider: • What are you passionate about? • What or who inspires you? • What turns you on i.e. energises you and brings you enjoyment?

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How to get the job you want

• What turns you off i.e. irritates or frustrates you? • What do you really care about? When do you feel in the flow (have fun, and lots of energy, lose all sense of time)? • Where have you battled/learnt the most? • What are your major life lessons and the gifts you could share with others? • What do you want to learn? The following matrix sets out various aptitudes and their descriptors and then possible roles that play to these aptitudes. Go through this list underlining the aptitudes and statements that ‘speak to you’. This exercise can help you think more broadly about possible roles and is a step towards defining your ideal job. Aptitudes

Description

Possible roles

Help/serve

Are you kind by nature? Do

Teacher, nurse, social

you like to help people? Are

worker, healer, psychologist,

you a person who can’t bear waiter, customer services, to see others suffer? Do

health and safety, human

you enjoy building skills and resources, trade union rep, knowledge in others?

team member, NGO worker, international aid worker, beautician, pharmacist, doctor

Win/conquer

Are you extremely

Sales, marketing,

competitive? Is winning

advertising manager,

important to you? Do you

competitive sportsperson,

get a thrill out of the winning adventurer, jet pilot, racing way?

driver, career in the armed forces

Chapter 3: Envision your ideal job

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Aptitudes

Description

Possible roles

Teach/inspire

Do you change hearts and

Teacher, facilitator, trainer,

minds? Do you love giving

coach, change agent,

others the benefit of your

specialist trainer, religious

knowledge and experience? leader, professor, radio/TV presenter

Do/achieve

Do you like to get your

Project manager,

hands dirty? Are you the

construction-related job,

one who rolls up your

manufacturer, miner, builder,

sleeves and gets stuck into

entrepreneur, supervisor,

a job in order to get a result? film director and producer

Create/design Do you like sitting in

Architect, engineer,

your corner dreaming up

innovator, software

concepts and coming up

developer, entrepreneur,

with the next big idea?

research and development specialist, scientist, film/TV writer, advertising executive, visionary

Lead/manage

Do you like guiding others,

Manager, leader, executive,

showing them the way and

board member, business

shaping their destiny? Do

owner, committee member,

you often feel compelled

strategist, business network

to get others to share your

convener

ideals? Nature/nurture Do you like being in nature, working with fauna or flora

Game ranger, environmentalist, nature

and bring appreciation to the photographer, farmer, lodge world?

owner, natural scientist, marine biologist, forestry officer, veterinarian

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How to get the job you want

Aptitudes

Description

Possible roles

Move/travel

Do you like being on the

Driver, pilot, travelling

move, seeing new places,

salesman, truck driver,

meeting new people? Do

international buyer, regional

you like your freedom and

manager, travel agent/

independence?

consultant, entertainer, cabin attendant, train driver

Organise/

Do you like things to be neat Personal assistant, events

control

and organised? Do you like

coordinator, accountant,

order and taking control? Do logistics, supply chain you like to design?

manager, project coordinator/manager, engineer, quantity surveyor

Fix/solve

Do you love to fix things and Technician, artisan, solve problems? Do you

mechanic, specialist,

prefer to work with things

engineer, consultant,

and problems rather than

high-tech industries (e.g.

people?

networks, computers, telecoms)

Analyse/report Do you love to analyse large Statistician, economist, bits of information, draw

reporter, journalist, writer,

conclusions and report on

planner, financial service

your findings?

employee, actuary, auditor, legal advisor

Artistic/

Do you love beautiful things

Artist, actor, fashion

express

and creating works of art?

designer, florist, chef,

Do you have a need to give

hairdresser

full expression to your ideas and creations? This table reproduced from John Gatherer and Debbie Craig, 2010, “I am Talent”, South Africa, Knowres Publishing

Chapter 3: Envision your ideal job

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Ideal job After you’ve completed the exercise on aptitudes and possible roles take a few minutes to think more broadly and consider which factors you need to include when deciding what the right next job move for you is. You’ll want to ask yourself: “what would be the ideal job and the factors within that job that play to my strengths, preferences and experience?” Examples might include: • Favourite sector/industry/field of interest • Kinds of people you prefer to work with or serve • Favourite transferable skills • Favourite working conditions, culture, size of company, level of pressure, responsibility • Preferred salary, level and responsibility • Hours of work, flexitime • Manager’s style • Geographical location, travel • Professional development opportunities, possibilities of advancement • Long-term personal and career goals

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How to get the job you want

You may wish to rank your list in order of priority. You may also wish to identify those factors which are essential and on which you are not willing to compromise. Completing this exercise will help you identify what a good role looks like for you. It will give you a ‘checklist’ that you can compare against job advertisements, job descriptions and of course job offers! Rank order

Ideal job factor

Is this factor essential – or just a nice to have? Please tick what’s essential

1

2

3

4

5

Chapter 3: Envision your ideal job

| 25

Rank order

Ideal job factor

6

7

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How to get the job you want

Is this factor essential – or just a nice to have? Please tick what’s essential

CHAPTER 4

Build your brand – clarify your unique value-add

Chapter 4: Build your brand

| 27

Regardless of age, regardless of position, regardless of the business we happen to be in, all of us need to understand the importance of branding. We are CEOs of our own companies: Me Inc. In business today, the most important job is to be head marketer of the brand called you. When we think of brands we may think of companies such as Apple, Google or Mercedes. Brands are powerful because they communicate certain values. For example, when we think of Google we may think of innovation and high tech, when we think of Volvo we may think of safety and when we think of Woolworths we may think of quality. What is it about these brands and has made them successful over decades? There are also brands that have crashed or faded: General Motors, Enron and others. What caused their demise? The general public normally values brands according to the following characteristics: quality, reliability, visibility, availability, distinctiveness, reputation, service, and value for money. What differentiates you? What makes you distinctive? Imagine a group of senior managers in your organisation having a discussion about the future leaders of the organisation. They are talking about you and your colleagues in a closed room: • What are they saying about you? • What are they saying about your colleagues? • Who will argue for your strengths? • Who will counter with your weaknesses? • What will differentiate you from your colleagues?

Attitude and mindset Some may mention your skills, experience or knowledge but most often what will make you stand out from the crowd is

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How to get the job you want

your attitude. People might discuss how you reacted to being passed over last time, how you responded to the restructuring process, how you coached a young graduate, how you coped with being criticised at an executive meeting, how you weren’t afraid to ask for help when you didn’t know the answer, how you stood up for a teammate at a meeting. These are the things that could place you firmly in the talent pool or in no man’s land. A powerful brand should be unique and different. It should stand out from the competition. To get to this point of difference you need to know what you offer and what’s different about you. A useful exercise is to create a written statement of your brand proposition. This can be likened to your personal elevator pitch. It communicates the value you bring to an organisation, a job assignment or learning/ developmental opportunity. When thinking about ‘brand you’ consider: • Why would they buy you and not somebody else? • Think back to the last few instances when you were successfully appointed to a job. Why do you think you were the preferred candidate? • What are your key strengths? • What values do you bring and why would these matter to an employer? You can think of yourself as a product that your potential employer is going to buy. The product is expensive, it is a long-term investment which will be used over and over again, so it needs to be reliable. The customer surely wants to get a good return on their investment and be re-assured that they will not be putting themselves at risk. There are many other similar products on the market, and the customer will certainly shop around. You might want to Chapter 4: Build your brand

| 29

personally self-assess yourself against your competition on the following criteria: track record, capability, character, potential, cost etc. So, what are you selling to a potential employer? What do you have to offer? The trick is to package your offering to the job market successfully, so that the employer sees you as the solution to their problem – remember, they have a problem if they have a vacancy to fill. Businesses with vacancies are not working to their full potential. A good way to clarify your brand is to summarise this in an ‘elevator pitch’. For example, “I am a highly experienced technical supply chain specialist with a strong work ethic. What makes me different is that I also have the commercial ‘knowhow’ to lead major projects profitably and I’m also happy to share my experience through mentoring young talent”. I’d strongly suggest that you develop your own elevator pitch that brings together your strengths, skills, values, your point of difference and how this can benefit an employer. It’s helpful to share this with a friend or colleague and test how it ‘lands’. Is it compelling, credible, authentic and can you back up your pitch with examples of what you’ve actually done?

Personal presentation – packaging ‘brand me’ If you are to be truly effective at consciously building your brand it’s not enough to have the right set of values, beliefs, skills and behaviours. You will also need to be mindful of how you dress, your posture, your body language, hand shake, eye contact and tone of voice. All this creates an impression. How do your role models dress? Be willing to step up your game. Impressions count.

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How to get the job you want

Don’t kid yourself that potential employers judge you just on your experience and competence – you also have to present yourself well. Ask yourself what your current appearance says about you. Make sure it says business-like, confident, sense of style and appropriate. The old adage that ‘clothes maketh the man’ (or woman) has some truth. Remember you are seeking to present yourself at your best – so go for it! And if you’re not sure, get the opinion of a few good friends who present themselves well and whose feedback you can trust.

Talking about yourself – Presentation statements that reflect your brand During your search for a new position you will be in contact with a whole variety of people and organisations - for example, prospective employers, recruitment agencies and business and personal contacts who might be able to assist you. It will be important for you to prepare thoroughly so you can present yourself in an effective manner when talking or writing to these people, so that you give a professional and thoughtthrough account of your experience, skills and abilities. This is a key aspect of good branding. Our experience suggests that there are three different “presentation statements” which you should prepare. These cover the principal areas of information which individuals might wish to know about you and your career.

Chapter 4: Build your brand

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They are: Professional profile

A concise statement, lasting no more than 30 seconds, of who you are, what you do and what you are good at - for use at any time and in any place.

Position profile

A 30 second outline of your preferred work situation or next job.

Career overview

Two to three minutes - mainly used in formal or informal interviews to summarise your career to date.

Other statements You will also need to prepare responses to questions about your key strengths and your weaknesses. You may be asked about these in interviews, and it is important that you prepare your replies thoroughly to present yourself in a positive manner. Key strengths

An outline of your most important skills and abilities that are likely to be of most interest to a prospective employer. These will often be used in conjunction with the career overview or capsule profile.

Weaknesses

One or two deficiencies, along with how you worked, or are working, at overcoming them.

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How to get the job you want

The timings we give are intended to be a guideline only. The most important fact about all your presentation statements is that they should be as succinct as possible and designed to make an impact on the listener. It is likely to take a few attempts to get them right. It is worth trying them out with a colleague to practise and improve them. The following exercises will help you with preparing these presentation statements:

1 Professional profile Part of personal branding is to be prepared to share a verbal professional profile of how you want to be seen, covering: • What I am • What I have done and can do • My strengths It should be written on less than one side of paper and remember, it should last no longer than 30 seconds when spoken, so that it carries maximum impact. We suggest that you familiarise yourself with your profile so that it does not sound like a script when you use it in conversation with someone. When you have composed your profile, tape it and listen carefully to how you sound. Try to feel comfortable and confident when using it. Get some feedback and suggestions for improvement from a colleague or member of your family on how it sounds. When you are satisfied with it, keep a copy with you but try to become familiar with it so that it trips off the tongue convincingly.

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Examples: “I am an information systems manager recently with (organisation). My experience covers the design, development and implementation of main frame and PC-based systems. My record is strong in project leadership and knowledge of Digital, IBM and Apple-based systems...” “I have nearly twenty years’ experience in the oil industry, working for Sonie Petroleum in a variety of managerial and technical positions. I have just returned from a five-year assignment as a project manager working for Sonie in the USA and South America. In this time, as the manager responsible for purchasing and materials, I successfully completed a $900 million purchasing programme on time and within budget.”

34 |

How to get the job you want

Now complete your own verbal profile My professional profile:

2 Position profile This is a statement containing specific information outlining the sort of position or work situation you are seeking within your targeted industry or market. You need to have prepared your thoughts on the preferred work situation in some detail. Convincing position profiles must be put across in 30 seconds at most, and must have clarity, impact and conviction. Try to follow these guidelines: • express yourself in business language • show a strong benefit to a prospective employer • indicate your greatest skills • define level of position sought • leave no question unanswered Examples: “I am looking for a senior marketing position in consumer goods within a medium or large sized manufacturer or retailer.”

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“My interest is to continue working overseas in an engineering project management position with a prospect of moving to operating management. I have been examining the pharmaceutical industry, because it is an investment-led international sector where I believe my skills will be of value.”

Now complete your own My position profile:

Key strengths This is a brief outline of your most important skills and abilities that distinguish you from other individuals. It is where you could bring significant benefit to an employer - in other words, they are your unique selling points. Your key strengths will often be used in conjunction with your career overview or capsule profile. It is not intended to be an exhaustive list of everything that you have had experience of, or that you could turn your hand to.

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How to get the job you want

You should avoid generalisations such as “I’m flexible” or “I’m good with people”. Each strength needs to be backed up with solid evidence of your expertise in that area – refer back to the STARS model on p.15. Now complete your own strengths summary My strengths:

Weaknesses You may be asked what weaknesses you would admit to. The question is asked to see how self-aware you are, and to see how you have worked at overcoming your weaknesses. Don’t worry, we all have weaknesses! Don’t admit to the most heinous weakness you have, or suggest that you are weak in one of the post’s “essential” criteria. Prepare two weaknesses, but only initially offer one, and illustrate how you have compensated/worked on/improved the area. With a bit of preparation, you may turn your weakness into a strength! Chapter 4: Build your brand

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My weaknesses

How these may be turned into

e.g. I have a tendency to doubt

strengths e.g. As a result, I am

myself

not arrogant and have humility

3 Career overview This should be a chronological overview interpreting your previous periods of employment. It is only an overview, it is not intended to be a detailed life history of everything you have done since you left school. Companies you have worked for and the positions you held should be included within the statement together with brief “tasty” examples of your achievements and their benefit to the organisation. • The career overview is important to have rehearsed to respond to the question “Tell me about your career to date”. It is important that you:
don’t take too much time (2-3 minutes at most) • don’t get sidetracked and emphasise certain aspects and not others of equal importance • are clear and succinct in what you say and show the benefits of your skills and experience to the interviewer • keep the interviewer interested, and listening rather than create a dull, uninteresting atmosphere

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How to get the job you want

Your career overview should concentrate on significant periods in your career and give more time to your most recent experience or that which is most relevant to the listener. Young people with short careers should be ready to include more information about college activities and their use of “nonwork” time. You will also need to prepare backup information to support and explain the details of your career overview. So, if a prospective employer or contact wishes to enquire further about specific aspects of your career which you have outlined, you are fully prepared to elaborate as necessary. My career overview:

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CHAPTER 5

Write a compelling CV – your ‘Brand Me’ sales document A good CV is a sales document. It’s the place where you present yourself, who you are, what you’ve done and the strengths you possess. It answers the question: “Why should I hire you? What’s unique about you?”

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It can help to think of your CV as your own personal ‘brochure’ that highlights your unique selling points. Another helpful analogy is the film trailer – the CV (trailer) was so engaging the employer can’t wait to see the film (you)! The document should be neat, professionally laid out, succinct, to the point and accurate. It’s the place where you make your first impressions with a prospective employer. The document should create the right impression. It should say – this is the work of a professional who can communicate, write and present themselves well. They have the confidence to present themselves at their best and they do that authentically and honestly. The document should be consistent in terms of font, layout, bullet points, type style, indents etc. It should be no more than three pages long. If it’s much longer that may be a sign that you don’t have the confidence to know what’s important and what to leave out. It needs to grab the reader in the first few sentences. It should start with a profile statement which in no more than four lines tells the reader who you are, what you do, what’s different about you - and why they should hire you and not someone else.

A good CV checklist What is an employer really looking for in a CV? They want a capable, willing person who will fit their business. An employer is looking for evidence i.e. that you can do what you claim you can do. How do you provide this evidence? By building achievements into how you describe what you’ve done. Ideally these achievements should be specific and measurable. And what you claim you have done must be honest – after all the employer may well interrogate your achievements at your interview!

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How to get the job you want

These are some useful pointers: • Before writing a CV do some preparation – if you’ve completed the previous exercises in this workbook you’ll have made a great start. Refer to your list of key achievements (you’ll recall that you used the STARS model to draw these out). Building achievements into your CV helps shift it from something dry and uninteresting into a document that is punchy and compelling. • Start with a simple heading – just your name (in bold type), email and phone number– no need to say it’s a CV. That’s obvious, no need to include your address, nationality, marital status, passport number or any other unnecessary detail (if you really want to include this, create a section at the end called personal or contact information). • A good picture – business-like, where you smile, look approachable and where there is an appropriate uncluttered background. If you only have a poor picture (out of focus, unsmiling, inappropriate attire, distracting background, poor lighting etc) rather leave it out. • Profile statement – no more than four lines telling us who you are, what you do, what’s special and different about you. This is your banner, your headline. This states your proposition, unique selling points, key achievements, value added, key qualities, deliverables, benefits. It tells the reader who you are and what you want in a job. Wordsmith this into a punchy statement that’s authentic and impactful. • Your strengths and/or key skills – this is where you provide the evidence that you can do the job and add value i.e. what you’ve done, how you’ve done it and the result/ impact/ benefit that produced. Don’t just list your responsibilities or duties - that’s dull and will Chapter 5: Write a compelling CV

| 43

not separate you from the pack. Make an impact. You might want to pull key achievements, qualifications to page one i.e. grab the reader’s attention - begin with a bang. Ask yourself - after a quick glance, a skim read, will they want to read on? • Use action verbs (see next page) – these create a sense of energy and momentum in your CV. Use the action verbs at the start of each sentence in your CV. • Roles and responsibilities – the reader will want to know what you’ve done, where you’ve worked and when. Don’t leave gaps in your professional history and keep it honest. Even when listing roles and responsibilities see if you can bring in achievement language and action verbs to show what value you added – ideally in specific measurable terms. • Layout – go back over what you’ve written to ensure clarity and consistency of fonts, bullets and indents. Keep it simple – you probably don’t need bold, caps and underline. Keep the CV to maximum three pages, ideally two. A short punchy document is more impactful than a long meandering read. Take out unnecessary repetition and group themes. Be concise, follow the less is more principle. • Be interesting – create a credible, evidence based ‘story’. Find the points of interest in what you’ve done. Include interesting hobbies that build the argument that you have a lively mind and a personality. • Don’t give reasons for leaving – you can discuss this when you meet. • Remember this may be the first piece of work you present to an employer. Therefore, it needs to also say you can write professionally, concisely, accurately and have the confidence to sell yourself. 44 |

How to get the job you want

Action verbs CVs need to be active and interesting documents. To avoid repetition and to inject a feeling of energy into your CV, when describing your achievements in your CV incorporate words from the following list: Analysed

Defined

Installed

Recommended

Arranged

Decided

Judged

Researched

Accomplished

Diagnosed

Launched

Revised

Adjusted

Delivered

Learned

Reorganised

Assisted

Established

Led

Reported

Applied

Expanded

Listened

Renegotiated

Approved

Encouraged

Managed

Repaired

Attained

Eliminated

Monitored

Reviewed

Assembled

Expedited

Maintained

Secured

Acquired

Estimated

Manipulated

Succeeded

Achieved

Explained

Mechanised

Sold

Authorised

Evaluated

Mediated

Scheduled

Budgeted

Exceeded

Merged

Summarised

Built

Finalised

Negotiated

Supervised

Calculated

Facilitated

Organised

Simplified

Counselled

Gained

Observed

Selected

Compiled

Generated

Operated

Saved

Consolidated

Guided

Planned

Sorted

Coached

Guarded

Persuaded

Strengthened

Communicated

Helped

Presented

Stimulated

Co-ordinated

Headed

Participated

Solved

Controlled

Introduced

Performed

Taught

Conducted

Implemented

Proposed

Trained

Constructed

Improved

Programmed

Tended

Consulted

Instituted

Projected

Transformed

Classified

Increased

Prepared

Transferred

Composed

Investigated

Produced

Uncovered

Completed

Interpreted

Questioned

Verified

Designed

Informed

Reduced

Won

Developed

Influenced

Recognised

Wrote

Directed

Inspected

Released

Demonstrated

Instructed

Reconciled Chapter 5: Write a compelling CV

| 45

An example CV Take a look at Example CV 1 Natalie Williams on page 37. This is based on a real CV, although I’ve changed the names to protect confidentiality. Let’s compare this CV to a set of criteria of what makes for a good CV: • Keep it concise (1-2 pages long) • Use headings and bullet points to assist the reader • G o for simplicity, uncluttered and in a business font (try Arial, Times New Roman, Tahoma or Verdana) • Stick to one font • Ensure the CV is free from spelling/grammatical errors ask someone to proof read it • Be positive – using upbeat, achievement-orientated language • Tailor the CV for the position you are applying for. Above all a ‘good’ CV is one that gets you an interview or a meeting! Let’s go through the various sections: 1 N ame of CV – note that Natalie’s is not called a CV, that’s obvious, it’s just called Natalie Smith in bold type. Also that name is not cluttered with detail. She’s just inserted her email address and cellphone number because that’s the way most people communicate nowadays. She’s included a photograph. It’s businesslike and professional-looking with no clutter in the background. 2 Profile – this is Natalie’s ‘elevator pitch’. It’s where she sets out what’s unique about her, what she’s done, why 46 |

How to get the job you want

you should use her. It’s a bit long. However, it’s good that she’s broken it into two paragraphs – this makes it easier to read. 3 Achievements – Natalie knows full well that her CV is a ‘sales’ document. With this in mind note how she has pulled all her achievements to the front of the CV. The idea is to hook the reader and encourage them to want to read on. Note how she’s built action verbs into the start of each bullet in this achievements section to give a feeling of pace and energy e.g. voted, identified, built, successfully developed. 4 Career history – Note the simple, clean layout. She’s avoided fancy headings and just gone for upper and lower case and bold 12 point for headings and lower case 11 point for text. The style is simple and consistent – company name on left and dates of that employment on the right. Note that the CV is just over two pages. She’s set out what she’s done at each of her jobs by using bullet points and kept it succinct and punchy. 5 Professional memberships – this section adds credibility and gives a bit of ‘colour’ to the CV and, possibly, may provide a talking point at interviews. Natalie is a saleswoman and you’ll see from her professional memberships that’s she’s joined Toastmasters – this is an organisation where you learn about public speaking. So, there’s a logic to what she’s included in her CV. It builds the case that she is a professional and also interested in her own continuing development. Note that Natalie mentions her membership of International Society of Six Sigma. Many CVs are electronically scanned by agencies to find

Chapter 5: Write a compelling CV

| 47

key words that help find people who match job requirements so it’s good she’s included industry relevant words in her CV. Examining the job advertisements in your field on the internet should provide a useful cross check on what are the most important key words. 6 Personal details – she’s put some of the detailed stuff at the end of the CV. This means the front of the CV is not cluttered with detail – this way she is able to get straight to the point – she communicates the value she can add and grabs the reader right from the get go. 7 Education – This section is missing. Maybe she has not taken her studies very far. This is puzzling. I’d be surprised if with her level of experience she’s not attended some courses. She needs to give some attention to this gap in her CV.

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How to get the job you want

EXAMPLE CV 1

Chapter 5: Write a compelling CV

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Natalie Williams E

[email protected]

|

C

082

927

0774

PROFILE Top-performing marketing and business development professional with international private banking experience and a successful sales track record working at companies such as Global Banking International and ABC Strategic Business Network. Natalie has a natural talent for relationship management and has developed networks in SA, Mozambique and Zambia. She has a proven ability to think out of the box to leverage these networks into profitable business. Natalie is energetic, self-driven with a positive outlook and clear focus on delivering profitable results.

ACHIEVEMENTS •

Voted top Business Development Manager for outstanding performance 2011 & 2012

•

Successfully developed multiple distribution channel in South Africa and African continent

50 |

How to get the job you want

•

Developed new strategies to increase business for a large local and two international brands, increasing sales 125%

CAREER HISTORY Global Banking International 2010 - current Senior business development manager •

Develop relationships with a “demanding” portfolio of distribution channels

•

Research, identify and pursue business development opportunities and new distribution network relationships with corporate and individuals both in SA and other African countries with success in mining sector in Mozambique and Zambia

•

Mentor, motivate, appraise and develop new staff

•

Identify and recommend enhancements in processes and marketing initiatives in order that competitive advantage and efficiency is achieved and maintained

ABC Strategic Business Network Business Development Manager

2008 - 2010

•

Finance Brokerage sourcing working capital, asset, trade and bridging finance for SME market identifying joint ventures and project managing those ventures

•

Responsible for building relationships with banks and funding institutions

•

Evaluation of applications and financial statements for viability of deal

•

Identifying opportunities for cross-selling. Tracking applications to conclusion

•

Developed and delivered training workshop for SME’s Chapter 5: Write a compelling CV

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Sage Financial Consultants Personal financial planner

2000 – 2008

•

Long term brokerage holding contracts with all major insurers, reporting to MD

•

Clients included National Housing Corporation, Intersite, Primeserv Outsourcing and City of Johannesburg

•

Developed client management system resulting in 96% retention

•

Planned, organised and developed client education workshops and loyalty communication program

PROFESSIONAL MEMBERSHIPS •

Business Engage Toastmasters – Current Vice President of Education

•

CIMA – Chartered Institute of Management of Accountants

•

International Society of Six Sigma Professionals Certifications

PERSONAL DETAILS

52 |

Location:

Johannesburg

Nationality and Passport:

South African

Languages:

English, Afrikaans

Computer skills:

Word, Excel, Powerpoint

How to get the job you want

CV items to avoid Some things are better left unsaid. Don’t give an employer any reason to de-select you. The items in the following list are usually best avoided: •

height, weight or state of health

•

date of birth, marital status, nationality, family information etc.

•

religious or political beliefs; anything controversial

•

abbreviations or jargon (unless clearly understood by recruiters)

•

attachments e.g. copies of references or qualifications

•

fancy patterns or borders which can detract from your presentation and may not scan well

•

folded, stapled or printed double-sided

•

referees’ names and addresses

•

reasons for leaving each job

•

over-embellishment, distortion or avoidance of facts

Chronological and functional CVs So how do you present the perfect CV? There are two basic formats – chronological and functional. The chronological CV (like Natalie Williams’ CV previously) is probably most familiar to you – it lists jobs in chronological order – most recent first and against each job it lists responsibilities and, below this, achievements. In the chronological CV gaps are to be avoided – as this may raise questions about what you may be hiding! The functional CV is more focused on the skills and experience you can offer now and may either have previous jobs presented as a succinct bullet point list or these previous Chapter 5: Write a compelling CV

| 53

jobs may not even be listed. The functional CV is often used by consultants to showcase their skills and experience. In the functional CV there is much less detail about dates and chronology.

1 The chronological CV The chronological CV typically has the following sections: Contact Details Name Address Contact telephone numbers Email address Personal Profile Most people start their CV by giving the reader an overview of themselves. It should cover: • What you are i.e. your generic job role • What your unique skills and experiences are • Your areas of expertise For example: • Efficient Quality Controller, familiar with all aspects of newspaper print production • Well-organised and reliable Office Administrator with proficiency in Microsoft Excel and Word • Chartered Accountant, specialist in small business accounts and advice

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How to get the job you want

Key skills or competencies It is helpful to list four to six key things you can offer an employer. The exercise you completed on page 10 should help you with this. You can also see some examples on the CVs that follow. Career History (or you may prefer to call this ‘Work experience’ or ‘Career progression) Outline your jobs to date, starting with the most recent and working back. Give a brief description of each job and what it entailed but don’t re-write your job description – to differentiate yourself from the pack you need to write about your achievements and successes • Don’t leave any unexplained gaps • Say most about the two most recent jobs • Summarise older information (particularly that which is over 10 years old) Education and training For most people over thirty your work experience and training will be of more interest and relevance to employers than what you did at school or college. List what is relevant. Don’t forget about the training courses you have attended at work. Things like ‘presentation skills’, ‘handling complaints’ and IT skills, for example, are all very transferable. If these are recent, include dates to show you are up-to-date. Personal information You may wish to include something about your interests outside of work. If it is relevant you might also include things like driving licence, the ability to speak foreign languages etc. Chapter 5: Write a compelling CV

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Only mention in interests you are willing and able to discuss at interview. If you gave up scuba diving 20 years ago it is probably best left out!

2 The functional or skills CV The chronological CV works well for most people, particularly those looking for a similar job in a similar field. However, if you are looking for a complete change or perhaps you have had a large number of jobs in the past, are considering consultancy or a move to the voluntary sector, a functional or skills CV might work better for you. The functional CV typically has the following sections: Contact details and personal profile as before Functional expertise List four or five areas of expertise with examples of what you’ve achieved. For example: An HR professional might list the following: Training and development • Developed effective management training courses in conjunction with other departments and external training providers • Designed and delivered monthly induction programmes for up to 20 new employees • Facilitated a broad range of sessions including time management, interviewing and sales training Change management • Facilitated complex and challenging change sessions during a merger process 56 |

How to get the job you want

• Worked with managers and staff to develop and design a new ‘code of working’ • Worked with external consultants to monitor and measure employee engagement Leading teams • Managed team of 10 HR and training professionals • Set challenging SMART targets for each team member, reviewed quarterly • Regularly achieved ‘top team’ bonuses Recruitment and selection • Worked with line managers to recruit and select staff following industry best practice • Experience of mass recruitment (call centre) • Qualified in a range of assessment and psychometric tools Work experience Is kept to a list. 2002-present HR Consultant, Fast Finance 1999-2002

HR Officer, Endel Finance

1997-1999

HR Assistant, RD Bank

1996-1997 Sales Support Representative, FTC Insurance 1991-1996

Training Support Officer, RD Bank

1989-1991 Customer Services Representative, AB Bank The rest of the CV follows the format for the Chronological CV

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To follow is an example of a functional CV:

EXAMPLE CV 2 Comments: • This is a functional CV and note that the focus is on skills and capabilities rather than chronology and work history (as in the chronological CV) • The intent is to credentialise by association with blue chip client companies and academic institutions

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How to get the job you want

RON HYAMS MA Cambridge University Ron uses his corporate experience and wealth of knowledge of leadership and coaching to develop senior executives to their next level. PROFESSIONAL EXPERIENCE

He is a visiting lecturer in coaching, leadership, strategy and personal mastery for senior leaders at University of Stellenbosch Business School (USB-ED). Ron’s coaching clients include leaders at Ernst & Young, PepsiCo, Schneider Electric, Shell, Thomson Reuters, Toyota and Woolworths. He has coached and developed hundreds of leaders and their teams across Africa (e.g. in South Africa, Botswana, Ghana, Kenya, Seychelles, Tanzania, Uganda and Zambia).

EDUCATION

He has Masters Degrees from Cambridge University and from Ashridge Business School in Organisational Change. He is trained in Team and Systemic coaching by Professor Peter Hawkins of Henly Business School and is accredited in MBTI and DISC psychometrics.

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SPEAKING AND WRITING

Ron’s talks on leadership have been delivered at the UCT Graduate Business School, the Institute of Directors and the South African Organizational Development network. His articles on leadership have been published in Business Day, The Director, Human Capital Review and the Sunday Times.

Some more example CVs On the following pages are some more examples of CVs – all of which are real, I’ve just changed the names – you’ll note that with each one the layout differs slightly. Don’t feel that you have to follow a rigid template. Each of these CVs is powerful because it is simple, succinct, organised, consistent and compelling. The CVs have powerful profile statements and use action verbs e.g. identified, built, developed etc. they also contain measurable achievements that make them highly credible.

60 |

How to get the job you want

EXAMPLE CV 3 Comments: • Note how the ‘personal summary’ contains an achievement i.e. the ‘top performer’ award and Thandi has linked this to her personal qualities of passion, professionalism and going the extra mile • This CV is concise – with CVs remember less is more

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thandi XHOSA T 011 123 4567/ 073 987 6543 E [email protected]

PERSONAL SUMMARY A well-presented, industrious and highly personable individual who has extensive in-depth experience of the entire banking industry. Achieved top performer award for 4 consecutive years through her passion for customer service, professionalism and going the extra mile. Enthusiastic to make a significant contribution to a new employer that offers challenge and opportunity for progression.

KEY SKILLS • Versatile - possessing a huge range of abilities from providing support and leadership to junior staff right through to being able to successfully sell the money, credit and products of a bank. • Customer centric - able to gain the trust of customers by interacting with people from all backgrounds and being decisive and pro-active in providing best service. • Results focus - a proven record of contributing to the profitability of previous employers by generating income and revenue growth. 62 |

How to get the job you want

CAREER HISTORY 2008 – now Big Bank International Bank, Customer Relationship Advisor  Responsible for supervising the day to day running and operations of the bank, whilst at the same time creating a professional, helpful and customer friendly environment for staff to work in. This involved: • Building relationships with high net worth individuals. • Maintaining a professional image at all times. • Working closely with Manager assisting where needed. • Presenting information clearly to customers, work colleagues and third parties. • Provided customer service and sales support to existing and new customer base.

2005 – 2008 Standard Bank, Customer Relationship Advisor • Customer service administration. • Attending to in and outbound calls. • Managerial assistance.

2003 – 2005 Apex couriers, Customer Relationship Manager • Collection booking appointments, ordering of debit/ credit cards • Liaison with clients • General office administration i.e. ordering/delivery of all debit/credit cards, Chapter 5: Write a compelling CV

| 63

• Sorting and distributing • Data processing • Private, commercial and online banking • Asset and liability management.

ADDITIONAL TRAINING • Codes of Responsibility • Competition Law • Compliance, Market Abuse and Conflicts of Interest • Information/Data Security • Customer liaison - due Diligence, complaint Handling, Conduct Risk/treating customers Fairly • Identifying Internal/External Fraud, Suspicious Transaction/Activity Reporting • Anti-Money Laundering & Counter Terrorist Funding, Anti-Bribery • Sanctions

REFERENCES • Provided on Request

PERSONAL DETAILS • English/Afrikaans speaker • South African citizen

64 |

How to get the job you want

EXAMPLE CV 4 Comments: •

Note how Thabo has built measurable achievements into the way he talks about his work history

•

Before we started editing it Thabo’s CV ran to 5 pages. He needed to get the principle that when it comes to CV writing, less is more!

•

With this CV note the use of icons for contact details. This gives a very contemporary feel to the CV

Chapter 5: Write a compelling CV

| 65



Thabo Modise

Senior, credible well networked leader with solid corporate experience in offshore financial services. Proven ability to create and build high performing teams that deliver exceptional performance and sustained growth. Now looking for new challenges that leverage

Big Bank International 2006 – now Regional Manager Launched and established the Eurobank TSB brand for Southern Africa. This involved finding premises, recruiting staff, building a client base. • Grew the business 20% year on year since 2006 making us globally one of the top performing representative offices • Increased client base by some 30% year on year since inception • Built our staff complement from 3 to 35 including developing some talented and high performing young rain makers despite a prolonged market slowdown

depth of experience and highprofile network.

Eurobank International and Private Banking 2000 – 2006 Regional Director Managed and grow the Cape Town office for SwissCape and start to build a presence in Africa. • We took a poor performing and dysfunctional South African office and turned it into the top performing SA office (and top quartile globally) • Introduced an ethos of leadership and created a motivated, high performing culture • Consistently achieved top performer status with reward including trips to UK, Italy and Switzerland

66 |

How to get the job you want

Education & Qualifications

Crosswind Capital Investments Ltd

1989 Member of the International Exchange (London)

Formed a joint venture with Bankassure and The Development Bank of Southern Africa to create the “Peoples Benefit Scheme” a group saving scheme to provide “creditworthiness” to the previously disenfranchised. This innovative scheme enabled me to ‘give back’. Even though the scheme was arguably ahead of its time and is only now being realized through microlenders such as Asfor Bank in Ghana.

1979 University of Johannesburg 4-year studies for B Proc. (Law) 1972 Reddam House College, Constantia, Cape Town Matriculation

Personal Information



910 11 12 13 14



021 123 4567



Thabo Modise



Thabo Modise SA

@thabomodisesa @thabomodise

Deutsche Bank Capital Markets

1993 – 2000

1989 – 1992

Joined Samuels Bank (London) after “Big Bang” as equity salesman for the United Kingdom, European and South African institutional clients. Interfaced with Zurich Head Office to help standardize both the fundamental and technical analysis for the UK and American consumption. Responsibilities were to help transform Deutsche Bank from being No.1 bank in Germany to become a global player.

Logo International (London)

1987 - 1989

Divisional director responsible for promoting institutional business in the USA, Europe and South Africa. This included personally servicing institutional clients on all three continents. Responsibilities also included overseeing the technical and fundamental analysis for the international arbitrage desk.

Fairwind Trading (Cape Town)

1985 – 1986

Promoted to senior institutional salesman for Cape based Asset Managed and Assurance companies successful in capturing a significant portion of institutional business in the Cape.

Ardent and Chase (London)

1983 – 1985

Promoted to the international arbitrage desk after just a short stint on the floor of the London stock exchange. This company was one of the top ten stockbroking houses in London.

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Applying with an application form

Once you have a good CV and perhaps some experience of writing cover letters filling in the dreaded application form gets a bit easier! As with the CV and cover letter it is important that you get your ‘match’ across to the employer. Here is some advice that you might find helpful: Do

Don’t

Read the application pack first!

Launch in without having read

Some forms are complicated, and

accompanying documentation and

you could put your answers in the

surveyed the questions

wrong place Use an electronic form if one

Underestimate how long it will take

is available as you can store

to complete the form, then rush to

information and recall the form for

get it in on time

future occasions Complete the form neatly, legibly

Embellish on the truth or lie

and accurately Take a copy of the blank form and

Send your form in late

work on that initially Accurately complete the form and

Send your form in with mistakes or

take a photocopy of it before you

corrections on it

send it off Follow any special instructions, for

Declare any information about

example you may be asked NOT

pay if this might be a sticking

to send a CV

point, suggest that this could be discussed at interview

Use the white space often called

Use negative language or

‘any additional information’ to

emphasise anything you’ve not got

demonstrate your match with the position on offer, use the job description and/or competency information supplied by the employer to guide you

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Do

Don’t

When giving reasons for leaving

Send photographs or certificates

previous jobs use positive

unless they are specifically

language like ‘career progression’

requested

or ‘company restructuring’ Mark any sections that don’t apply

Forget to sign the form

to you clearly ‘not applicable’

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CHAPTER 6

Create a powerful LinkedIn profile – become social media savvy

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Why join LinkedIn The world is increasingly web-based. You need to think about your online presence. What do people find when they Google you? What does your Facebook profile say about you? Your LinkedIn profile is a key part of your personal brand. If you don’t have a LinkedIn profile, that indicates that you are not tech-savvy or change-resistant. If you do have a profile, make sure it represents you at your best and is aligned with your written CV. Employers are likely to look at both, so you’ll want your message to be consistent. LinkedIn enables you to be found by employers who are looking for talent. They may search for suitable candidates by typing in keywords. So, think about what key words they are likely to search for and include these in your profile. When you are researching a job, you can see who’s going to interview you and check out their profile and who and what you may have in common with them. This will enable you to be much better informed at interview stage. Potential employers will often vet your LinkedIn profile as a first step in considering whether to recruit you. So, a good profile can make or break your job search efforts.

How to create a strong profile •

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LinkedIn headline – include keywords e.g. sales manager or SAP specialist so that when people search for your role they will find you. Think about the keywords people are likely to use when searching. What headline should you use when you are out of work and searching for a new job? Your headline can be written as a statement of your experience and what you are looking for in a new job e.g. experienced financial sector HR Director seeks new challenges.

How to get the job you want

•

Photo – you don’t need to use a professional photographer, but you do need a good professional image. The main thing is that you look approachable. Make sure your photo is in focus, you need good lighting and a neutral backdrop. You need to look like someone others would like to reach out to, who they’d like to work with and want to introduce to the hiring manager.

•

Summary – engage the reader by creating a strong and compelling story by including achievements, awards and specific results achieved. Keep it short and punchy. If you are between jobs, you can use volunteer work or research projects etc. to maintain the impression that you are still actively ‘in the game’. The summary is your elevator statement – it’s a punchy statement of who you are, what you’ve done, what’s different about you and what you offer.

•

Work history – your LinkedIn work history and your written CV should match because a recruiter may well look at both and if there are discrepancies they may get confused. Recruiters need you to be objective. They want the facts, the stats, the achievements, the goals that you’ve reached, the measurables.

•

Featured skills and endorsements – this is where people can acknowledge you for a skill that’s relevant to your work. Frankly, one of the best ways to get endorsements is to give them. Because of the principle of reciprocity (if I do you a favour you will tend to want to do me a favour).

•

Recommendations – these create credibility, aim for about four. Note that you can receive them, but you can’t modify them, so, this gives them increased validity. Most impressive are recommendations from

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someone who’s actually employed you or from a client. Emphasise quality over quantity. •

Connections – aim for about 200. When you meet someone who is well connected and who you like and respect and want to stay in touch with get into the habit of linking in with them. That grows your network.

•

Make sure your profile is complete by filling out all sections – that way it will more likely appear at the top of Google and LinkedIn searches.

•

Use key words – you can identify these by exploring typical titles for your job and checking that these deliver other people with similar backgrounds to your own.

•

Join LinkedIn groups – membership rounds out the impression you create and enhances your brand.

•

Write LinkedIn Pulse articles – this enhances your personal brand and positions you as a thought leader in your industry.

Ron Hyams – example LinkedIn profile OK, this is my profile, so I’m putting myself on the line here! It’s not a perfect profile, but it’s not a bad start. Let me walk you through the various sections: Photo – this was taken by a professional photographer. Whether or not you go with a professional you want to look professional and approachable. Background to photo – that image of the light bulbs – obviously a metaphor for being creative! I’m hoping to say that if you work with me you’ll get some bright ideas. You might think of creating a background that’s appropriate to your ‘brand’. You can search on google images to find something suitable and then upload it. To edit the picture, click on the pencil icon to the right of your picture. 74 |

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Headline – mine is Leadership developer. Systemic team coach. Yours can be whatever is appropriate to describe your job role. Summary – this is where you make your elevator pitch. It’s where you communicate your brand and what’s special and different about you and why they should employ you rather than someone else. This is where you want to credentialise yourself by referring to projects you’ve been involved in or specific results you’ve achieved or titles or blue-chip organisation that you are part of.

Articles and activity – I’ve published various articles and blogs. Maybe you have too? If not, it doesn’t matter. What matters is that you show that you are an interesting professional. You can do this through your membership of LinkedIn groups or through how you describe your experience.

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Experience – this is where you list your jobs to date. Also work on building credibility – just as you should in your CV – by referring to achievements and accomplishments. .

Education – here you can put your academic education and any relevant courses you’ve studied.

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Featured skills and endorsements – this section helps to build your credibility. It’s more powerful for your colleagues to endorse you for your skills than for you to boast about your own skills!

Recommendations – now this is possibly one of the most powerful aspects of your profile. This is a place for your colleagues and clients to recommend you for your skills. If you can get at least three recommendations this will lift the power and impact of your profile. Ideally, find people who hold senior positions so that their words carry real weight.

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Interests – here you can show that you are pro-active and interested in making connections and staying informed about your chosen field.

Using LinkedIn for job searching

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•

Use LinkedIn to search for jobs using key words – click on the ‘jobs’ tab in the main menu at the top of the screen. LinkedIn will automatically present you with jobs that match the keywords in your profile.

•

Search people who work for a company you are targeting. You can also find connections and ask to be introduced.

How to get the job you want

CHAPTER 7

Access the hidden job market – use the power of networking Some jobs are never advertised, they are accessible only through the ‘hidden market’ which involves networking. This is probably the most powerful method of getting a job.

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NETWORKING | THE ULTIMATE GET A JOB STRATEGY

The hidden job market As a job hunter there’s something you should know about – it’s called the hidden job market. That’s where an employer has a need for someone, but the job has not yet been advertised. Now that’s a moment of opportunity for you. Instead of being one of a crowd of applicants, you can potentially find yourself at the front of the queue. But you simply won’t get to know about these opportunities unless you are networked into someone who has the need. And, even if the job is no longer hidden, but advertised, then knowing someone at the potential employer can make all the difference. If you go to the employer with a recommendation, you’ve immediately got ahead of the crowd. Often the key issue in interviewing is one of trust – the employer wants to be sure that the person they are interviewing has the skills they claim to have. And often, more importantly, they want to be able to trust that the person has the right attitude. Now that’s not an easy thing to determine through an interview. However, if someone they know and trust recommends you because they know and trust you, then that can clinch the deal.

The ultimate word of mouth strategy Think about your last job. How did you get it? Often when we think back we realise that it was because we knew someone, who knew someone, who knew of an opportunity. In other words we got the job through networking. Networking is the ultimate word-of-mouth strategy that reveals opportunities and possibilities by connecting with others: 80 |

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People you know, those you have met previously, and even people you’ve never met before. Nowadays, that’s even more true when you think about social media. Our networking efforts can be multiplied. Although there’s no substitute for an initial face-to-face contact, through social media we can now keep in touch by liking a comment from someone in our network on Facebook or LinkedIn. Or we can post a comment or blog. This enables us to stay in touch more easily, quickly and frequently than ever before. In the world of sales it’s often said that people buy not on the first contact, but rather after the eighth or tenth contact. The same is true of networking - we have to build relationships of trust over time. Yes, it takes time and some effort, but it’s an incredibly worthwhile investment of your time. You need to become someone who ‘collects people’. In other words, start now, and make networking a lifetime habit.

Networking can’t be rushed Effective networking should not be rushed. It’s not a tap that you can turn on and off. Hurried, desperate and emergency networking will only alienate the very people who could otherwise help you. Effective networking enables you to build rapport and trust so that when a potential opportunity presents itself, your network will think of referring you. It is about being present, authentic, efficient and focused. Within that process, opportunities will present themselves. Strong networks that are cultivated are powerful and can benefit you for years to come. You’ll have heard of the expression: “The Old Boys Club”. That used to be the sole domain of rich men. But nowadays through networking, plus social media, anyone can have a purpose built “Club” of their own.

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Correct mindset It’s important that you approach networking with the correct mindset and the intention to discover, explore and remain open to what you may come across. The opportunity may not present itself in the exact form you are looking for. It’s about being prepared to add value to others who, in turn, will add value to you. The more you practise giving, the more you will receive from your network. So when an opportunity to help someone arises - take it. You may spot an opportunity that could benefit someone in your network. Maybe you can help their child find a good sports coach. Or maybe you know of a job opportunity that could help someone you know. Yes, you’ll have the satisfaction of doing a good deed. But more than that you’ve made an investment in the relationship - and one day they’ll want to return the favour by helping you. Its how we’re wired as humans – it’s called the principle of reciprocity.

Avoid the pitfalls Two common mistakes people make when they decide to start networking for a job are: 1 They skip the niceties and go straight to telling everyone they know, or have ever met, that they are in the job market, and want to know if the person knows of any jobs that would be good for them. 2 They attend functions and/or social occasions, handing out business cards or their phone number, with the same question…and then are surprised when people say, “yes, I’ll certainly bear you in mind…”, and then there’s a deafening silence and absolutely nothing happens.

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Think about it. If someone you met approached you like that, what would your reaction be?

Ask for advice OK, so if you can’t actually ask for a job – well, what can you do? We’d suggest that you rather ask for advice. That’s far less threatening, in fact, its flattering to the other’s ego. So, while networking is very much about adding value to others, for our purposes here, your focus is to discover job opportunities. The best way to do this is by you asking for advice and thereby enlisting your network’s help. By enlisting someone’s help, you are asking them to invest in you and your success. They not only feel good about helping you, but usually continue to look out for you to make sure their faith in you wasn’t misplaced. Very often, they then make it a habit to continue looking out for you, and by default, become your sponsor. Notice that I’m saying ask for advice, don’t ask for a job. When you ask for a job, people can feel ambushed and put on the spot. They could feel that they don’t know enough about you to stick their neck out for you, resulting in possibly losing a valuable contact. Rather, by taking a more indirect and nonthreatening approach you can gradually make your network your personal recruitment agency. You can draw on people’s experience and knowledge in their industry or field. Tell them that, while you are in the market for a job, you don’t expect them to know of any open positions, but that you’d like to meet to get insight into how they see their industry or field. From there you can frame your questions to uncover possible opportunities.

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Make them feel flattered Your contact will probably think “here’s someone that wants some information and sees me as some sort of expert on the topic.” They often feel flattered and decide they’d be happy to spend a few minutes with you. They probably know you’re looking for a job, but you’re not asking them for one. You’re asking for advice and insight. That subtle shift of approach makes all the difference. Asking for advice or insight taps into the human reaction to want to help. By not putting them in the uncomfortable position of turning you down or telling you they can’t help, you then move into a zone where, if there is a position, or they know of an opportunity, they will most likely tell you about it.

What types of questions to ask? The type of questions you ask depend on what you want to know. Different questions will result in different types of answers. There are various ways to frame a question, however the three below would be most relevant to you for now.

Open questions •

Typically begin with “How, who, why, what, when, or where”

•

Open questions encourage people to tell their story, providing you with more detail and ideas. You encourage them to open up through listening carefully and through nods and smiles. You can even summarise what you hear them saying. People love to be listened to – maybe because it happens so rarely.

Closed questions •

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Gain precise answers or exact information.

How to get the job you want

•

Tests understanding – “so what do you think of …”. I’d encourage you to do your research before meeting someone. Find out a bit about their industry or company and ask relevant questions. They’ll feel flattered that you are taking an interest.

Probing questions •

Finding out more detail.

•

Ask the person for an example to help understand a statement they made.

•

Use probing questions for additional information and clarification – “so how are you currently dealing with …”

But what if you’re not a natural networker? Look, you don’t have to be a born extrovert or have some kind of magnetic personality. Let go of the idea that you have to do this perfectly. While the idea of networking can be daunting to most people, the good news is that we are wired to connect and help others. By having a clear idea of what you want to find out and framing your questions accordingly, you can energise your existing relationships, make new connections and build new networks. In a nutshell, networking is just getting to know people. If you strike up a conversation with a friend of a friend at a lunch, or catch up with someone you knew from school or varsity, or even a former co-worker, you’re networking. Anyone and everyone you meet could be the one to help you in your job search. You do it every day – now just start doing it more consciously - and with a purpose. Accessing that elusive hidden job market may take more planning and nerve than searching online and sending out hundreds of CVs, but the point is: it is much more effective.

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Making networking a lifestyle will help you find the right job and make valuable connections that keep you front of mind for future opportunities in your career journey. People do business with people they know and like. CVs & cover letters, no matter how well written, on their own, remain in the pile with hundreds of others. Networking helps your CV get into a much smaller pool, if not the top of pile. I’ll put it bluntly – networking works – so use it.

You know more people than you think Because you haven’t been networking consciously, you may assume that you don’t know anyone who can help you. Not so! You know more people than you think, and there’s a good chance that a few of them know someone who can provide career advice or point you in the right direction. So it’s not just who you know that matters. Rather it’s who you know and who they know. If you think of it that way, suddenly you realise that your network may be much, much larger than you thought. You’ll never know until you step out and ask!

Know what you are looking for Before you rush out to connect with everyone on your list, you need to be able to explain what you’re specifically looking for, and ask open questions. You may look for different things from different people. It’s helpful to ask yourself:

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•

Is it a reference you are looking for, if so, what type of reference and in what context?

•

Are you looking for an insider’s perspective on an industry or understanding of the culture of a desired employer?

•

Are you after a referral to someone in a particular field, or information on the employer you wish to target?

How to get the job you want

•

Or do you want to clarify your career goal and the personal value you can add?

You need to provide your network with something specific. That way, when they hear of something they immediately know that you’re the person that fits the bill. The key is to programme ourselves – and others – on what we want. Have you ever thought about what happens when you’re paging through the newspaper. You never notice car tyre adverts. Then when you’re in the market for tyres, you notice the ads. And there are a number of them in every paper. It’s the same thing. You need to give your network something to look for and once they’re tuned into that you’d be surprised what opportunities can arise.

How to get started You can start by thinking about who’s in your network right now. The obvious ones are family, friends, neighbours, coworkers and colleagues. However, in addition to these there are other, possibly more beneficial contacts to consider. Ask yourself: “Who is talking to the same kind of people I would like to be talking to?” Below are a few ideas as a starting point. Classmates/Ex-classmates Ex-Classmates

Prominent community members

Parents of classmates

Other relatives

Institution administrators

Coaches

Professors

Business executives

Informational interviewees

Local politicians

Members of professional organisations

Non-profit directors

Alumni

Guest speakers from your classes

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Past/present co-workers

Peer volunteers

Prominent community members

Friends in other

Other relatives

Institution administrators

Business

Business executives

organisations Your religious community

associates Informational interviewees

Local politicians

Members of professional organisations

Non-profit directors

Alumni

Guest speakers from your classes

Mentors/Sponsors

Customers

Suppliers

Now look at each one and think about how they could help you, and who they may know that they could introduce you to. A word of caution – do not be disappointed if those closest to you are not forthcoming. It is actually more common and easier to be referred by someone that you may consider just an acquaintance rather than a close friend. This doesn’t seem to make sense until you put yourself in their shoes. With acquaintances there is less risk for them if something doesn’t work out than with a close friend. Your best friend may not want to introduce you to his/her boss, just in case it doesn’t work out and then their relationship with their boss and you could be affected. That’s putting too much at risk. Paradoxically, the point is that the person with whom you have a weaker relationship has less at risk, and therefore may be more willing to help - that’s called the strength of weak ties.

Do get references Contact each person that can provide you with a reference. These are not necessarily only people you have worked for. References are people who know you and are able to endorse your abilities, track record and character. If you have volunteered or tutored, the organisation or parents 88 |

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can endorse you depending on the role you’re looking for. References are important not only to verify your abilities, but to endorse your character which goes a long way in differentiating you. Here are some pointers for using referees: •

Once you have identified possible referees, get their agreement to be your reference.

•

Ask them what they see your strengths as being. You may discover strengths you take for granted and never realised were important to others.

•

Provide them feedback on your job search progress.

•

Prepare them for any calls from potential employers.

•

Always let them know the outcome if they are contacted and thank them for their help, regardless of the outcome.

Networking is like a spider web (in a good way!). Each person in your network connects to another network. If your direct network does not know of an opportunity, they may know someone who does.

Reaching out Once you’ve drawn up your list, break it down into A, B and C sub-lists. Take some time evaluate each person’s strengths, weaknesses and possible opportunities from networking with them. Not everyone may be a direct channel to a job, but they could provide access to skills or even provide insight – and that can be just as important. Besides direct contact, here are some tried and tested places to network:

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Local alumni association

Business

Class reunions

conferences Fundraisers

Golf course

Club meetings

Volunteer opportunities

Continuing

Professional

education classes

organisations

Charity events

Business Chamber Public lectures events

Networking events Remember that everyone at an event knows that they are there to network. Therefore, making contact with people is not going to be a problem. But to be effective, networking must not be random. You need to have a game plan. Don’t just turn up and chat to the people you feel most comfortable with. That’s not networking – that’s just chatting! Rather go in with a purpose. That means thinking about:

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•

What you want to accomplish

•

What you want people to know about you (other than that you need a job)

•

What you want to leave with. This is usually in terms of the number of people you want to meet, or if you know who will be attending, particular people you want to meet.

•

If you know who the other attendees will be, prepare by doing research and target specific people to meet. You can enlist the help of the organiser to introduce you to them.

•

If you do not know who will be there, think about who will probably be there. This will also help you decide if the event is worthwhile for you to attend in the first place.

How to get the job you want

•

Prepare a handful of questions and conversational statements you can use as conversation starters. The topic can be around the event, speaker or current events in the news.

•

You need to be flexible and open to identify opportunities you may not have considered before.

•

Pairing up with a friend is an effective tactic as long as you don’t fall into the trap of talking to one another all night. Up-sell each other in conversations when it’s appropriate. It gives the other person credibility.

•

Remember, you do not need to meet everyone, but do set a target for the minimum number of people you want to meet before leaving.

Even if you feel uneasy, smile and project enthusiasm and quiet confidence. Remember you are there to make contacts, collect relevant business cards and gather information. You’re not there to ask who has a job for you. The more you do it, the easier it will become – so you might as well have fun.

After the event •

Any contacts you make, you have to follow up with within 24 hours or you have wasted your time.

•

Send a note to say how much you enjoyed meeting them, referring to something specific in your conversation. Don’t send a generic email. Everyone; even the highest level executive, likes to feel appreciated.

•

Make plans to have coffee with the most relevant people you met. Just by following up you are already a better networker than 50% of the people that were in that room. The main reason networking doesn’t work Chapter 7: Access the hidden job market

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for people is because they wait for the other person to make contact. You need to take control of the follow up if you want something to happen. •

Don’t take up too much time. People are busy and if they have offered you 30 minutes of their time, make good use of it.

•

Prepare your questions and have a mental agenda to ensure you maximise your time and theirs.

•

Start off the meeting by reminding them who referred you and some brief conversation about the mutual acquaintance.

•

A statement up front that you have no reason to believe that they can offer you a position and re-state why their information is of interest to you.

•

Explain the reason why you wanted to meet them e.g. “Today I’d like to get your perspective on … and tell you a little about myself ”. It’s not all about you. Invite them to start by telling you about themselves, ask your questions, then move into talking about yourself. Remember to discuss your skills and accomplishments and show how you can add value to their organisation. By listening to them first, you will have more context to plug your value into their world.

By being organised, you establish your professionalism, gain credibility and can cover all your critical agenda items.

Nervous about making contact? If you feel uncomfortable or embarrassed about approaching people, keep in mind that:

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•

Most people gladly assist if they can - it feels good to help others.

•

People like to be recognised and give advice.

How to get the job you want

•

By connecting with positive people, you will feel encouraged and have moral support which will reduce the stress and isolation of looking for a job when it feels like everyone else is employed except for you.

•

Start making contact with your network and let them know that you’re in the market. Be specific about what kind of work you’re looking for and ask them if they know anyone in the relevant field.

Maintaining your network The combination of a handful of strong (personal), and a number of weak (acquaintance) ties reflecting where you want to go is the basis of a dynamic network that works. Your network should be forever evolving with a focus on quality rather than quantity. The more you get to know your network, the more opportunities, knowledge and information you will discover. Practically, strong ties are usually high maintenance and demand more time. There is also the risk of strong ties reflecting where you’ve been, not where you want to go. Critically assess your strong ties as to their ongoing relevance. Avoid the pitfall of spending too much time with them - they may have become an unproductive comfort zone. Joining professional associations that represent your desired career path and attending conferences introduces you to a network of acquaintances that you can build on. Just remember that being a member will do nothing for you unless you engage through events they host and other activities the association arranges. Build relationships two to three levels above where you currently are. This way, when an opportunity opens up, your network can pull you up.

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Always say thank you Always provide feedback to anyone who is kind enough to offer their help. Thank them for their referral and assistance and provide feedback on outcomes and developments. It gives them a sense of pride and accomplishment if it works out, and if it doesn’t, it’s an opportunity to ask for additional help.

Keep in contact It’s important to stay on your network’s radar without being imposing or invasive. You have to make connecting with your network part of your lifestyle. By staying connected you remain top of mind when they come across an opportunity. They will also be forthcoming with new advice. There are two levels of keeping in contact. Those people that you want to meet face-to-face with a few times a year, and those where an email contact will suffice to check in and find out how they’re doing, what they’re doing and if there’s anything you can do for them. Reciprocity is vital to your networking success and a great way to maintain contact is when you share something relevant with your network. It provides a reason for you to make contact, your network appreciates that you thought of them and it demonstrates that you’re proactive. If you want people to return your calls and respond to your emails, you must call and respond to the people who contact you. If you want people to make time for you, make yourself available for others.

It’s a small world The higher you climb in the professional world, the more you will find that everyone knows everyone else. Your reputation will precede you and people who seem like small players now 94 |

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will one day be big players running companies and making decisions. Never burn bridges or close doors behind you.

Tools to stay connected As previously mentioned, luckily technology and social media make this far easier than it used to be. They enable you to access a great deal of information about your contacts at any given time, both personally and professionally. So do research on Google, Facebook and Linked In. You should aim to record the following: •

Contact details

•

Name of company

•

Job titles

•

How and when you met them

•

Subsequent conversations including interests, needs and families

There are various apps available that can assist, Outlook contacts enables you to record all this information and set up reminders to touch base with them. Alternatively you can make notes on your contacts’ business cards. In any event, I recommend that on the same day as meeting a contact you make notes on their business card right away as a reminder for when you load their information onto your contact system. For the actual communication, depending on the priority of the contact, it could be as simple as communicating via LinkedIn by sharing an interesting article, with a specific comment and tagging them. More formally, you can set up automated mailing with Outlook Mail Merge or Mail Chimp where you are able to manage and segment your database.

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Final thoughts To summarise: •

Make networking a lifetime habit - take a long term approach - become a collector of people

•

Your aim is to build your own personal database of contacts – go for quality rather than just quantity

•

A too direct approach can put people off, rather ask for advice and seek to connect

•

Be open to possibilities – often you go in with ‘goal A’ in mind and end up with ‘opportunity Z’ that may actually be better than ‘goal A’!

•

Use social media to maintain contact – often the fruits of your efforts will only emerge over time and from making several contacts

•

Enjoy the process – oh, and don’t forget to say thanks!

Create your networking list Okay, let’s get started by creating your own networking list. I’d encourage you to list 20 possible network contacts. Impossible, you might say! But even those who are socially rather reserved will have ex-colleagues, current colleagues, bosses, friends from school, college or university, suppliers, customers, third parties, family, family friends, neighbours, retired colleagues, your file of business cards collected over the years, your bank manager, accountant, financial advisor, parents at the school gate, contacts from your sports club or hobby. Think about what information they might be able to help with.

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Network contact

How they may be

How I may be able

able to help me

to help them

1 2 3 4 5 6 7 8 9 10 11 12

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CHAPTER 8

Use multiple approaches – think out of the box in your job search

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So how do you find this elusive new role? There are several options open to you – and we’d strongly encourage you to use every available approach and have an open mind to where a job can come from.

The open market Advertisements – the internet (both job websites and company websites), local and national press advertisements, trade press and journals and the job centre all advertise roles in the ‘open market’. Most people focus on open market vacancies – after all it’s the obvious place to look! However, it is also the most competitive place to look. Recruitment agencies – part of the ‘open market’, agencies can facilitate your entry to a new role. Agencies are an important part of the job market and it is important that you know how to work well with your agency contacts.

The hidden market Networking – making the most of your personal contacts. Many jobs are never advertised but a friend of a friend might know about a great opportunity…we’ve discussed networking in some detail in step 7. Direct approach – this involves approaching employers directly. Being at the right place at the right time involves more planning than luck. See more below.

Making open market applications The open market is where employers and recruitment agencies openly advertise jobs on the internet, national, local and trade press and on company websites.

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To apply or not to apply? Firstly, analyse the job advertisement and don’t be put off by jargon or elaborate language. It’s easy to overlook suitable vacancies and reject jobs because employers seem very rigid in their requirements. In practice, they often aren’t that rigid. Look carefully at: Job title: job titles can be misleading, varying widely in terms of responsibility from one company to the next. Read about the job content – if you feel that you can do it, then apply. Qualifications: most jobs are not qualification-dependent. Usually the qualifications are there to give an indication of the sort of person they are looking for. Look out too for words like ‘ideally’ and ‘preferred’ which are quite different from ‘essential’. If you feel that you can do the job and that you have the right level of experience, then apply – very often employers will trade experience for qualifications. Experience: it is very unlikely that you will be a ‘click fit’ for your next role, but it has often been said that if an applicant has 70-80% of what a job requires, then the rest can be learned. If you feel that you have the required skills and competencies, then apply. Pay: this is often negotiable, particularly in the private sector. Does the pay reflect the responsibilities? You may be able to offer additional experience which could attract more money, so apply.

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Applying with a cover letter/email and CV Your cover letter is an important tool. You can use it effectively to emphasise your match with the job vacancy you’ve applied for. The cover letter should •

Quote the job title and reference clearly

•

Draw attention to how well you measure up to the job requirements

•

Highlight your relevant skills, qualifications and experience

•

Be positive, clear and enthusiastic

The direct approach Remember that approaching target companies directly does not equal ‘the scatter gun’ approach. In other words, being successful using the direct approach involves a structured, targeted approach, it is not about writing a standard letter to everyone.

Benefits If you can get to opportunities early, i.e. before they are advertised, you stand an excellent chance of being interviewed and avoiding the competition that is rife in the open market.

The process Read up all you can about your job market: use the internet, LinkedIn personal contacts, local newspapers, radio and TV to investigate the local market. Be alert to new contracts being awarded, new premises being opened etc.

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Draw up a list of potential employers Use your own knowledge and the knowledge of colleagues, friends and family to identify possible target employers. You might also find it helpful to read the job ads – be aware of who is recruiting, and to use local business directories (many are now available online). Research each targeted company before you write: establish the basics - what they do, trading position, competitors, profitability, mission etc. Use the company’s own website as well as any information you might glean from network contacts and LinkedIn. Write a targeted letter to the relevant person: do not write to HR (unless you want a job in HR!). Write to the manager within the company who can give you the job you want (e.g. Head of Sales, Production Manager, Call Centre Manager). Ring the company and check their details. Don’t say you are looking for a job or you may get the standard ‘no vacancies’ reply. Say you need to contact the person in writing and that you want to check their correct title and how to spell their name. A good direct approach letter has an opening section that shows you have researched the organisation, a second section that shows how you can help them and a final section that says how and when you’ll be in touch. Using the telephone: be pro-active about making the right impression. If you are making the call, prepare for it. Know something about the company and be very clear what information you want from them and what questions you want to ask. Write it all down beforehand. Have your CV beside you. Smile when you speak and use positive language. Before you start making enquiries or selling yourself be sure you are talking to the right person and that they have time to talk.

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If they call you and you are not prepared, ask if you can call them back. Use people’s names occasionally as you talk. Before you finish, be clear about what will happen next. Thank them for their time.

Potential employers – target list Rank

Name of

Name of

Why you like and are targeting

order

company

person to

this company - why you’ve

approach

chosen your named person

1. 2. 3. 4. 5. 6. 7. 8. 9. 10.

Recruitment agencies Recruitment agencies (identify these by Googling recruitment agencies in your area) provide another major ‘route to the job market’. Recruitment agents are often very ‘market savvy’ and can provide you with insights and opportunities over and above the advertised vacancies. Another major advantage is that the services of recruitment agencies are free to you. The employer who has the vacancy pays the agency fee when the agency successfully fills the post. 104 |

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How can they help? It is definitely to your advantage to go and talk to each agency - the best agencies should invite you to come and meet them. They will want a copy of your current CV and they may provide you with some feedback on it. They may also be able to suggest other career paths that you might not have thought of. They will be able to advise you what sort of positions they would consider you for and the likely salary range (you may be worth more than you thought!). Agencies are likely to know employers’ requirements well and they should be able to help you prepare thoroughly for an interview. They should also be able to obtain feedback for you following an interview, whether you were successful or not. If you are offered a job, the agency may be able to help you negotiate the best package – it’s in their best interest to close the deal!

Bear in mind… Bear in mind that recruitment agencies only make money when they place people, so you may sometimes find yourself being persuaded into a job that is not really right for you. Make sure they know what you are looking for in terms of role, package, location and type of company – and stick to it! Agencies should ask for your permission before sending your CV to a company. If another agency wants to put you forward for the same job you should inform them that you have already been put forward - if a company receives your CV twice they will not like the prospect of having to pay both agencies. Agencies also sometimes re-write your CV into their format. Check to see if they do this and if so make sure you have seen and approved their version. Chapter 8: Use multiple approaches

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Things to find out •

Who are their major clients?

•

What expertise do they have in your field?

•

What is the current market like in your field?

•

Do they keep your records on their database and if so for how long?

•

What is the best way to maintain regular contact with them?

Temporary contracts Some recruitment agencies specialise in temporary contracts. Working for an agency, you may be asked to work on one or a series of assignments. Agency staff often do not enjoy the same terms and conditions as permanent employees but ‘temping’ does offer flexibility and the benefit of being able to dip into different roles and sectors and sometimes it can lead to permanent opportunities.

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CHAPTER 9

Hone your interview skills – how to present your best self

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For some people the prospect of being interviewed is a terrifying one. It is tempting to think that all the power and authority rests with the employer and that you are cast in the role of helpless victim. However, this is not a healthy mindset! It is better to approach the whole thing as a ‘business meeting’ where both parties have equal interest. Remember the employer has a problem – they have a role to fill, and you could be the solution. Don’t be fooled by the company or agency that calls you in for ‘a chat’. A ‘chat’ is an interview by another name! Always prepare fully, no matter what they call it. In any interview, the interviewer(s) are looking for three things: •

Someone who can do the job i.e. someone who is skilled and competent

•

Someone who wants to do the job i.e. someone who is motivated

•

Someone who will fit in i.e. someone who fits with the role, the team and the company culture and values

Your job at the interview is to present yourself as that person!

Some interview basics: The ‘first impression’ that you make at interview is very important, so in the first few seconds make sure that you make appropriate eye contact, smile and shake hands.

In the interview room

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•

Sit only when invited to do so

•

Sit well back in the chair and sit upright

•

Avoid ‘closed’ postures (e.g. arms crossed)

•

Smile, nod, show interest

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•

Pace yourself, nerves can make you either dry up or chatter too much

•

Be positive and enthusiastic

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Avoid fidgeting or fiddling

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Keep focused and listen

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Approach the interview as a business meeting between adults – do not approach the interview ‘cap in hand’

Some absolutes •

Never be late for an interview

•

Never say anything rude about your previous employer, manager or colleagues

Key ideas The interviewer wants to select the right person. They may be as nervous as you! They are scared of making an expensive incorrect employment decision – they want to get it right. Hopefully, they will have thought about the job and identified key experience, attitudes, skills and competencies. Now their task is to see if you fit their profile. Above all they want evidence – can you do the job? The best evidence you can provide for them is to show how you’ve already successfully done the key elements of the job. Then, during the interview, you need to answer questions in such a way as to provide that evidence through the stories you tell and examples you provide. You can use the STARS framework to prepare your thoughts on: What have I done? How did I do it? What did I achieve? What strengths does that demonstrate? That way you can respond to questions in a compelling way with tangible examples proving what you can do.

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There’s huge value in putting yourself in the shoes of the interviewer and asking: •

What experience, attitudes, skills and competencies would I be looking for?

•

What evidence do I require to know that the candidate is the right person for the job?

•

What questions need to be asked?

Why not then take this one step further and role play an interview, get a colleague to ask the questions you can anticipate and provide feedback on how you come across. Be willing to go through this a few times as you hone your responses and build your confidence. You may have decided that you definitely want the job. Or you may be just ‘shopping’ i.e. seeking to find out if this is a job that you want to go for. If it’s the latter, then maybe rather talk to someone in the potential employer’s team so that you can ask the questions you want and then turn up for the formal interview better prepared.

An afterthought: what does it mean to be competent? You may have studied a subject. That does not mean that you are competent in applying it. OK, so what do we mean by competence? There are four levels to consider: 1 Are you aware of the subject matter? 2 Have you gained knowledge in the subject matter? 3 Have you had experience of applying the knowledge? 4 Have you honed your ability by working through a range of experiences and situations both good and bad? Only if you can answer ‘yes’ to all four questions are you truly competent.

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Some common interview questions to be prepared for: Tell me about yourself Why do you want this job? What qualities do you think will be required for this job? What can you contribute? Why do you want to work for this company? What do you know about this company? What interests you about our product (or service)? How long do you think it would be before you were making an impact on the team/company? If you were successful in getting this role, what training do you think you would need? What do you like and dislike about the job we are discussing? Why did you choose a career in…? What is the hardest decision you have had to make at work? What do you think of the last company you worked for? Why did you join your previous company? Why are you leaving now? What are you looking for in a new job? What would your ideal job be? Are you considering any other positions at the moment? What did you think of your manager/supervisor? What is your greatest achievement? How did you achieve it? What are your weaknesses? How do you handle criticism? What management style gets the best results out of you? What was your rating in your last appraisal? What are your current objectives? Give me 3 or 4 adjectives that describe you. Where do you see yourself in 3-5 years’ time? How do you keep up to date on the technical aspects of your job? What do you dislike doing? What did you dislike about your last job? What would you like to avoid in your next job? How do you manage pressure? What are your career goals? Are you overqualified for this position? What level of salary are you looking for? What will your referees say about you? Chapter 9: Hone your interview skills

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INTERVIEW TYPES Telephone interviews The telephone is likely to form an important part of your job search. Employer’s perspective Telephone interviewing is a growing trend. From the employer or recruiter’s perspective telephone interviews have distinct advantages: •

Minimises expense

•

Relatively easy to organise

•

Facilitates screening of a large candidate pool

•

Enables screening when the candidates are widely geographically dispersed

•

It is especially useful if telephone work is a key requirement

•

Interviewers usually work from a standardised set of questions

Types of telephone interview As with face-to-face interviews, telephone interviews might range from a chat on the phone to a highly structured competency-based activity. You need to be prepared for all possibilities. The interview might be conducted by the recruiting company but often an agency or perhaps a head hunter might be involved. •

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Screening interview – to assess your suitability for the job. You may be asked general interview questions

How to get the job you want

about your experience, why you have applied, your availability, salary expectations etc. Some screening interviews are: -- Competency-based and require you to give examples -- Recorded and analysed/scored afterwards -- Also designed to assess your ability to communicate on the telephone •

Personality screening – used to assess your personal fit with the role. You will be sent a PIN by the recruiting organisation and asked to phone in by a certain date. An automated system will ask if you agree/disagree with certain statements e.g. ‘overall I like working more than playing’ you use the keypad on your phone to select your answer. Or you may be forced to choose between statements and say which statement most or least describes you. Your response time may be taken into account.

•

Unannounced calls – Following submission of an application form or CV you are telephoned, unannounced, and an interview is underway. If the call is at a bad time for you, you should try to re-arrange it.

•

Role play – for certain jobs particularly in sales and customer service you may be asked to ‘role play’ a situation over the phone.

Candidate’s perspective on telephone interviews Advantages •

You can refer to your notes/documents

•

You can refer to any questions you might have prepared

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•

You don’t need to dress up (but some people find doing so helpful)

•

No travel time involved

•

It’s a two-way process, so you can find out about the job and ask any questions you may have

Disadvantages •

Less personal

•

Harder to build rapport and gauge response of the interviewer

•

Tension – they might call unannounced (although most companies will book a time to suit you)

Tips for success – before •

Make sure you have done your research

•

Practise – ask a friend to interview you on the telephone and get feedback

•

Gather the relevant job-related paperwork – job ad, application form, job description, your CV, letters etc.

•

Make a notes of your most significant achievements and have this ready

•

Equip yourself with pen, paper, diary, glass of water (no food, chewing gum or smoking)

•

If the interview is competency-based, make sure you have noted your examples – keep your notes brief

•

Clear the room – no pets, children, mobiles, TV etc.

Tips for success – during •

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Listen carefully to the question, ask the interviewer to repeat it if you didn’t pick it up clearly

How to get the job you want

•

Don’t rush

•

Don’t interrupt the interviewer, if you do, apologise

•

Speak clearly

•

Project enthusiasm, professionalism and commitment

•

Jot down notes if you find this helpful

•

Refer to your paperwork – but don’t read from it

•

Try to weave in the points you want to make about yourself e.g. some of your achievements or particular skills

•

Make sure you take the opportunity to ask any questions you have prepared

Tips for success – after •

Check what happens following the interview

•

Thank the interviewer for their time

•

Jot down any of the questions you can remember – they might be helpful another time

•

Think about how the call went – were you as well prepared as you could have been? Would you do anything differently next time?

•

Successful or not, ask for feedback on your performance

•

Try to get a contact name, number and email address so that you can call or write for feedback

Panel interviews Panel interviews are more common in the public, education and the voluntary sectors. A panel might be three people, it might be up to eight people all of whom have an interest in the appointment of the right candidate. A large panel will usually Chapter 9: Hone your interview skills

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be chaired. Most candidates in a panel interview worry who to look at. The answer is simple. Look at the person who asked you the question and glance occasionally at other members of the panel as well, to show that you are including them in your response. On the positive side, panel interviews can be fairer to candidates as they are generally all asked the same questions in the same order and there is perhaps less room for personal bias from the interviewer.

The competency-based interview Many companies now use competency-based interviews as part of the selection process. Why do employers use competency-based interviews? Research has shown that past behaviour is the best predictor of future performance. Questions are based on objective analysis of the job and can be seen to be directly relevant to the skills required in the job. Employers often use competency-based interviews as part of an overall assessment process, which may also include psychometric tests and other exercises.

What is a competency-based interview? ‘A competency-based interview is a structured series of questions aimed at eliciting behavioural information against specific job-related criteria or competencies.’ A ‘competence’ in this context is a type of behaviour found to be relevant to the job. Examples include:

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•

Problem solving

•

Customer service

How to get the job you want

•

Flexibility

•

Team work

•

Developing others

•

Motivation

•

Planning and organising

Questions usually focus on eliciting specific examples from the candidate describing situations where they have demonstrated the required behaviours. These are probed in a systematic way by the interviewer(s) to build up a picture of relative strengths and weaknesses of the candidate against the competence. Questions typically begin with phrases like: •

‘Tell me about a time when…’

•

‘Describe an occasion when…’

•

‘When has it been important to…’?

Assessors look for evidence of specific behaviours associated with each competence. Certain behaviours are deemed to be ‘positive’ and will score well; other behaviours will be regarded as ‘negative’ and will lose the candidate credit.

Preparing for a competency-based interview The role profile will indicate the competencies identified for success in the role. Your interview will probably focus on four to six key competencies. Carefully studying the role profile or job description should help you to identify the key competencies. The interviewer(s) will probe to find out to what extent you have demonstrated these competencies in the past. You will be asked to provide evidence in terms of personal stories and examples.

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You can draw examples from: •

Projects you’ve been involved in

•

Relationships (customers, boss, peers, staff)

•

Challenges/problems you’ve faced

•

Negotiations and deals you’ve been involved in

•

Times you’ve influenced a decision successfully

You should prepare at least two examples for each competence.

Sample competency-based questions •

Problem solving Tell me about a difficult problem you were presented with at work and how you went about solving it.

•

Customer service Give me an example of customer service that demonstrates your ability to deal with customers in a courteous and professional manner.

•

Flexibility Tell me about a time when you had to demonstrate your flexibility in order to get the required outcome.

•

Team work Describe a time when you have significantly contributed to team work in your area.

•

Developing others Give me an example of how you have coached and developed a member of your team to improve performance.

•

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Motivation

How to get the job you want

Tell me about a time when you have motivated your team to deliver results in difficult circumstances. •

Planning and organising Give me an example of a piece of work that required thorough planning, co-ordination and organising.

You might also be asked to give an example of something that did not go so well. E.g. Tell me about a time when you were unable to deliver the level of customer service you would have liked to? Remember we are all human! The interviewer will be looking for self-awareness here and this is an opportunity to demonstrate that you have learnt from the experience and improved on this or changed something to ensure you did not make the same mistake again.

‘Do you have any questions?’ Good interview candidates come equipped with questions; it demonstrates commitment and research. Some of your questions may have been answered during the course of the interview but it’s likely that you will still have one or two left if you have prepared between four and six beforehand. You could ask things like: •

Is this a new position?

•

Who will be my manager?

•

Why did the last person leave this job?

•

What do you think the challenges will be for me in this job?

•

Can you describe the team that I will be working in?

•

What induction/training will I receive?

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•

How will my performance be measured?

•

Will I be able to visit the department I’d be working in?

•

Is there anything else that I can tell you about my experience or background?

•

When will you be able to let me know the result of this interview?

If you are really stuck to think of a question you can go back to something the interviewer mentioned earlier about the job or the company and ask to find out a bit more information e.g. ‘You mentioned that the company was expanding soon can you tell me a bit more about that?’

After the interview Following each interview, it is important (if you want to learn anything) to review your performance. Sometimes this can be uncomfortable but reviewing can help embed good practice and it can help highlight areas for improvement. Try using the review questions on the next page.

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Rate your interview performance Review question

My rating (1=low, 10= excellent)

Improvement ideas

Overall, how did it go?

Did I get off to a good start?

Did I conduct myself professionally and confidently throughout?

How was my vocal presentation (too fast, too slow, too aggressive, too humble?)

How was my body language?

How well did I build rapport with the interviewer(s)?

Did I provide good, structured (STARS) examples?

How well did I handle challenges and difficult questions?

Did I bring out my strengths and achievements?

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Review question

My rating (1=low, 10= excellent)

Improvement ideas

Did I handle the weaknesses question well?

Did I ask good, well prepared questions?

Did I leave on a positive footing?

Job offers When you get a job offer it will often be a verbal offer and subject to references and perhaps a medical. Never accept a job until you have received a formal offer in writing. A formal offer includes: •

Job title

•

Package (pay and benefits)

•

Normal hours of work

•

Place of work

•

Holiday entitlement

•

Notice period

•

Start date

If something is not covered, you need to clarify it. Don’t wait until you start work until you raise questions, it will be too late to discuss or negotiate then. Don’t sign the acceptance letter until you are fully satisfied with it, as it forms the basis of your employment contract.

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Don’t accept the first job you are offered, unless it’s the right one! Refer back to your list on priorities on page 9: does this job fill your essential requirements, what about your order of priorities, are you willing to compromise on any of these?

Pay Know your needs: consider your current package – not just cash but everything else too – pension, health insurance etc. Know the market: gather information (colleagues, agencies and internet salary checkers may be useful) so that you know the market value of someone with your skills and experience. Know how to talk about pay: if you are pushed at an early stage to discuss your pay expectations you could say you would like to come back to this when you have more information about the job. You might also try passing the question back to the employer and ask them what they had in mind. Or you may be able to give a general indication of the package (think about the whole package not just the salary) you would expect whist confirming your interest and enthusiasm for the job. If, when you receive a written offer, the pay is less than your expectations, try to negotiate. If you have worked with an agency to find the job, the agency may well be prepared to negotiate on your behalf. Think in terms of total package and be prepared to be flexible. You must be ready to justify why you are worth more in terms of your skills and experience. If you can’t reach a compromise always remember to sign off on a positive note, you never know when your paths may cross again.

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CHAPTER 10

Maintain momentum – professionalise the job of getting a job You need to set up an office at home and equip yourself with the necessary resources to run an efficient and effective job search campaign.

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Be equipped Make sure you have: •

Copies of your CV

•

A good quality phone with an answer phone or service

•

Access to a PC, the internet and a printer

•

Certificates (birth, marriage, education, driving licence etc.)

Plan for success •

Set yourself targets – job searching has its ups and downs, having some targets can keep you on track and keep you motivated

•

Keep accurate records of all applications, interviews and meetings

•

Set yourself up with weekly and daily schedules

•

Use all the ‘routes to the job market’ discussed in this workbook

•

Review your performance

•

Involve your family and friends from the start

•

Job searching can be stressful and taxing – put aside some time for relaxation and leisure activities

Procrastination Can I be honest with you here? Getting a job is not easy and you may be tempted to put off the actions that move the game forward – you need to beware of procrastination. You may avoid picking up the phone because of fear of rejection. You may avoid polishing up your LinkedIn profile because you’re uncertain of how to go about it (it’s amazing what you can find by just going to YouTube and Googling whatever LinkedIn questions you may have – there’s often a short video that shows you exactly what to do). 126 |

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Let’s understand the psychology of procrastination. It’s human nature to want to avoid pain (of the huge, difficult or complex task) and receive pleasure (rewards from doing what’s simple and provides instant gratification). We can reduce the pain of doing what’s difficult by taking on a very small first step or breaking the job search task down into chunks – it’s the old principle of eat the elephant one bite at a time! And just in case that’s not enough here are another dozen procrastinationbusting techniques for you to try: •

The 30 minutes timer technique – do you remember Newtons 1st law of motion from your school physics class? Put simply, the idea is that once started, an object, in this case you, tends to stay in motion. The trick is just to get started e.g. if you want to go swimming or go for a run just put your swimming stuff in the car, or put on running shoes. If you have a task to do that you are resisting set the timer on your phone and tell yourself, you’ll take just 30 mins to make a start. Once started you’ll oftentimes complete the task or at least get it unblocked.

•

Make it fun – make the task motivating by linking it to reward. Decide that if you update your LinkedIn profile you’ll reward yourself with your favourite dessert or watch a TV programme that you really like.

•

Watch your self-talk – change from procrastination to productivity self-talk. The key is to monitor your selftalk – particularly notice self-talk when you find yourself procrastinating. E.g. -- Procrastination self-talk – I’ll do it tomorrow when I have more energy, I’ll do it later -- Productivity self-talk – I might as well start it now, I can always make a start and have less to do tomorrow. Do it now! This is the procrastination busting mindset and attitude.

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•

Give yourself permission not to be perfect – maybe you’ve not done informational interviewing. Give yourself permission to make contact with someone and don’t worry if you don’t present yourself perfectly. Just acknowledge that you’ve taken action and you can always improve next time. Let go of the demand that you must do things perfectly. Give yourself permission to fail – and you may find yourself taking more action and eventually succeeding!

•

Become a realistic optimist – anticipate obstacles, don’t expect it to be easy, visualise yourself persisting in the face of challenges. Expect setbacks, failure and rejection. Write down a list of likely obstacles and how you will handle them.

•

Adopt a growth mindset – we can have a fixed or a growth mindset. The fixed mindset is about proving we are good enough, and being resistant to feedback that might suggest we have something to learn. The growth mindset is about learning, not proving, and seeking challenges and feedback because we seek to continuously improve. For example, if you get an interview but it does not go well, don’t beat yourself up. Rather ask yourself what can I learn and what can I do better next time?

•

Use a daily and weekly To Do list – the act of writing your ‘find a job to do list’ down forces you to consider what you need to do and remember to prioritise your list, so you know what the really important items are.

•

Work in a distraction free environment – research shows we like a bit of background noise e.g. it can work to job search from a coffee shop. But not when noise becomes intrusive. You may want to cut yourself off from the internet and distractions. Be mindful of how much time you may be wasting online!

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•

Get an accountability/support partner – this is a key piece of advice. You’ll need to find someone challenging, credible, supportive, tough and someone you don’t want to let down. Write, share and track your goals.

•

Clear the clutter – work in a distraction free environment that is conducive to work. Close the door in your office. Turn off the internet. Remember that each incomplete item and bit of paper on an untidy desk drains energy.

•

Completion creates energy and incompletion drains energy – each incomplete task on your to do list screams “do me”. It takes energy to ignore these incomplete tasks. Make a list of them, make a prioritised plan and complete the tasks. You’ll be amazed by the energy that you recoup – energy that you can apply to your job search.

•

Exercise – exercise raises your energy and sharpens your mind. If you want to sharpen your mind, use your body!

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Final thoughts I wish you luck with your job search. Do get a support buddy and don’t try and do this all alone. Do share your answers to the various exercises with your buddy and jointly brainstorm possible ways forward. Getting a job can at times seem difficult and intimidating. However, I’d encourage you to be optimistic about your job search – after all we’ve all got so much to offer. The founder of positive psychology, Martin Seligman, explains the importance of optimism in challenging times: The optimistic moments of our lives contain the great plans, the dreams and the hopes. Realism is benignly distorted to give dreams room to flourish. Without these times we would never accomplish anything difficult and intimidating, we would never even attempt the just barely possible. Mount Everest would remain unscaled, the four-minute mile unrun; the jet plane and the computer would be blueprints sitting in some financial vice president’s wastebasket. Martin Seligman If you’d like to ask me a question about job search please send me a mail at [email protected] and I’ll be glad to help. Meanwhile, I wish you best of luck. Ron Hyams - November 2017

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Bibliography Gatherer, J. & Craig, D. 2010. “I am Talent: Comprehensive guide to optimise your potential and achieve your personal and career aspirations.” Randburg, Knowres Publishing. Karia, A. 2016. “Emotional Habits: The 7 Things Resilient People do Differently.” CreateSpace Independent Publishing Platform. Kubler-Ross, E. 1969. “Death and Dying.” New York: The Macmillan Company. Ungless, J. 2011. “Shine: Be an Excellent Employee, Take Control of Your Career and Fulfil Your Potential.” Trotman Series. Surrey, UK: Crimson Publishing Limited.

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Acknowledgments A big thanks to all my career coaching clients – they’ve been my main teachers. Particular thanks to my former client Gillian Kabe, who is a career transition success story. When I met her she was working for Lloyds TSB who, in 2013, were closing down their offices in South Africa. I helped the firm make the transition in a way that left the employees feeling practically supported and personally valued as they found new jobs. As part of this I helped Gillian transition to a great new job with Nedbank Private Wealth. Gillian wrote chapter 7: Access the hidden job market. She is the best example I know of someone who understands the power and spirit of networking. In fact, she’s made her career out of networking which she does to generate millions of rands of new business for Nedbank. Through career coaching I helped Gillian realise her unique gifts as an out of the box thinker and networking guru. She’s got a wonderful entrepreneurial spirit and, as well as her role at Nedbank, she’s gone on to set up various businesses, Blue Velvet (www.bluevelvetevents.co.za) – a premier anniversary and special occasion planning agency and African Velvet (www.africanvelvet.com), which creates exclusive breakaways and strategy retreats for executives. Thanks also to my colleagues at the Career Star Group (www. careerstargroup.com). Our firm Connected Leadership is part of the Career Star Group, a global organisation of career transition firms in more than 70 countries, and that gives us access to global best practices in outplacements.

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Career Start Group are a passionate and committed group of global practitioners. I’m proud of the work we do serving our clients around the globe from our network of 800 offices in more than 75 countries. Career Star Group serves 60% of Fortune 500 organisations, 75% of FTSE 100, leading governmental organisations and the public sector. Thanks also to my tireless PA Cheryl Thorburn and my talented graphic designer, Jacques Niemann. Also, to Peter Moss who encouraged me to write this book and Jackie Howell who shared many great ideas on career coaching. Finally, thanks also to my gorgeous wife, Margaret, and two boys Joshua and Leo for their patience, love and support.

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Index A abilities, 31–32, 36, 62, 88–89 accountability, 129 activity reporting, 64 advancement, 4, 24 advertise jobs, 100 advertisements, 25, 48, 100 advertise roles, 100 agencies, 31, 47, 100, 104–106, 123 best, 105–106 agency fee, 104 Analysed Arranged Accomplished Adjusted, 45 anti-bribery, 64 applicants, 80 application form, 68, 113–114 applications, 51, 100, 126 appointment, 115 approach networking, 82 aptitudes, 20–24 assessment process, 116 assessors, 117 attitude, 1, 3–5, 28–29, 80, 127 automated system, 113 B behavioural information, 116 behaviours, 30, 117 required, 117 beliefs, 5, 30, 53 current, 5 political, 53 blogs, 75 branding, 28, 31, 33 good, 31 personal, 33 brand me, 30, 41 brand proposition, 29 brands, 28, 51 international, 51 powerful, 28 brand you, 29 building credibility, 76 building skills, 21

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burn bridges, 95 business, 22, 28, 31, 35, 42–43, 46, 50–52, 54, 59–60, 66–67, 82, 86–88, 90–91, 95–96, 108–109 institutional, 67 profitable, 50 business associates, 88 business development, 50–51 business development opportunities, 51 business executives, 87–88 business language, 35 business meeting, 108–109 business network convener, 22 C candidates, 72, 112, 116, 119 right, 115 candidate’s perspective, 113 capabilities, 58 capsule profile, 32, 36 career, 3, 7–9, 11, 13, 15, 17, 20–21, 24, 31–32, 36, 38–39, 47, 55, 86–87, 111 career coach, 3 career goals, 24, 111 career history, 47, 51, 55, 63 career journey, 86 career overview, 32, 36, 38–39 career paths, 105 career progression, 55, 69 challenges, 2, 6, 66, 72, 118–119, 121, 128 new, 2, 66, 72, 119 change, 2–5, 14, 22, 56, 59, 72, 127 complete, 56 change agent, 22 change management, 56 charity events, 90 checklist, 12, 25, 42 chronological CV, 53–54, 56, 58 class reunions, 90 client base, 66 clients, 17, 52, 59, 63, 67, 77, 106 institutional, 67 coach, 2–3, 22, 75, 82

coaches, 87 coaching, 12, 59 code of working, 57 codes of responsibility, 64 collection booking appointments, 63 commitment, 4, 115, 119 emotional, 4 rational, 4 company, 10, 24, 47, 67, 69, 78, 85, 95, 100–101, 103–105, 108, 111–112, 120 last, 111 recruiting, 103, 112 target, 103–104 company culture, 108 company restructuring, 69 company websites, 100 competence, 3, 31, 110, 116–118 competencies, 55, 101, 109–110, 116–117 structured, 116 competency-based interviews, 116 competency information, 68 competition, 29–30, 64, 102 Competition Law, 64 compromise, 25, 123 Conduct Risk, 64 conferences, 90, 93 confidence, 8, 10, 42, 44, 91, 110 quiet, 91 confident, 31, 33 confidentiality, 46 conflicts, 64 connections, 74, 78, 85–86 new, 85 consistency, 44 construction-related job, 22 consultancy, 56 consultant, 23, 57 contact, 30–31, 39, 43, 54, 56, 65, 81, 83–84, 88–90, 92–97, 103, 106, 108, 115, 128 agency, 83, 106 direct, 89, 103 temporary, 106 contact information, 43 contact name, 115 contact system, 95 contact telephone numbers, 54

context, 16, 86, 92, 116 contracts, 52, 102, 106 new, 102 conversational statements, 91 conversations, 91, 95 conversation starters, 91 co-ordination, 13, 119 corporate experience, 59, 66 solid, 66 counselling, 12 cover letter, 68, 102 credentialise, 58, 75 credibility, 47, 73, 76–77, 91–92 creditworthiness, 67 crisis, 1, 3 crowd, 28, 80 culture, 24, 66, 86, 108 high performing, 66 current CV, 105 customer centric, 62 customers, 62–64, 88, 96, 118 customer service, 62–63, 113, 116, 118–119 customer service administration, 63 Customer Services Representative, 57 CV, 5, 8, 41–49, 51, 53–59, 61, 63, 65, 67–69, 72–73, 76, 86, 102–103, 105, 113–114 CV Items, 53 D developed client management system, 52 developed effective management training courses, 56 development specialist, 22 diagnosing faults, 13 difficult circumstances, 9, 119 disappointment, 2 E education, 48, 52, 55, 59, 67, 76, 90, 115, 126 academic, 76 Education & Qualifications, 67 effective networking, 81 embed good practice, 120 Index

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emotional intelligence, 4 employees, 3, 56, 106 new, 56 permanent, 106 employers, 10, 31, 55, 62, 72, 89, 100–101, 103–105, 116 likely, 72, 105 new, 31, 102 potential, 31, 72, 89, 103–104 prospective, 31 employer’s perspective, 112 employment, 8, 38, 47, 109, 122 recent, 8 employment contract, 122 energy, 4, 21, 44–45, 47, 127, 129 incompletion drains, 129 positive, 4 entrepreneur, 22 environment, 63, 128–129 free, 128–129 friendly, 63 environmentalist, 22 equips, 8 evaluation, 51 evidence, 4, 8, 37, 42–44, 109–110, 117 best, 109 solid, 37 Example CV, 46 examples, 24, 30, 34–35, 38, 55–56, 61, 109, 113–114, 116–118, 121 experience, 2–3, 22, 24, 30–31, 34, 38–39, 53–55, 57, 59, 66, 75–76, 101–102, 109–110, 119–120, 123 in-depth, 62 key, 31, 36, 55, 109 people’s, 83 recent, 39, 55 trade, 101 expertise, 37, 54, 56, 106 eye contact, 30, 108 F Facebook, 72, 81, 95 Facebook profile, 72 face-to-face, 81, 94, 112 facilitated, 45, 56

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facilitator, 22 featured skills, 73, 77 feedback, 31, 33, 89, 94, 105, 110, 114–115, 128 fonts, 44 form, 68–69, 82, 112–114 blank, 68 electronic, 68 exact, 82 formal interview, 110 format, 57, 105 functional CV, 53–54, 56, 58 functional expertise, 56 functional skills, 4, 14 G game plan, 90 gaps, 5, 44, 53, 55 unexplained, 55 generalisations, 37 generic job role, 54 geographical location, 24 good CV, 41–42, 46, 68 good CV checklist, 42 good interview candidates, 119 Google, 28, 72, 74, 95 Google search searches and LinkedIn searches, 74 grammatical errors, 46 ground work, 20 H habit, 74, 81, 83, 96 lifetime, 81, 96 head hunter, 112 headline, 43, 72, 75 history, 4, 8, 14, 38, 44, 47, 51, 55, 58, 63, 65, 73 complete, 8 consistent, 4, 47 life, 8, 38 personal, 14 professional, 44, 63 hobbies, 44 human nature, 127 human reaction, 84

I ideal job factor, 25–26 identifying internal, 64 implementation, 14, 34 new system, 14 impression, 30, 42, 73–74, 103, 108 first, 42, 108 right, 30, 42, 103 impressions count, 30 improvement, 33, 120–122 independence, 23 informal interviews, 32 informational interviewees, 87–88 innovating, 13 internet, 48, 100, 102, 123, 126, 128–129 internet salary checkers, 123 interpersonal skills, 4, 14 interview, 42, 46, 56, 68, 72, 80, 105, 107–117, 119–121, 123, 128 interview basics, 108 interviewer, 38, 108–110, 114–117, 119–121 interviewing, 12, 56, 80, 112, 128 informational, 128 interview performance, 121 interview questions, 111–112 common, 111 interview room, 108 interview skills, 107, 109, 111, 113, 115, 117, 119, 121, 123 interview stage, 72 interview types, 112 J job ads, 103 job advertisements, 25, 48 job centre, 100 job content, 101 job description, 55, 68, 114, 117 job hunter, 80 job market, 30, 79–83, 85, 87, 89, 91, 93, 95, 97, 100, 102, 104, 126 hidden, 79–81, 83, 85, 87, 89, 91, 93, 95, 97, 100 routes to the, 126 job-related criteria, 116

job search, 72, 85, 89, 99, 112, 125, 127–129 job search efforts, 72 job searching, 78, 126 job search progress, 89 job search task, 127 job strategy, 80 job titles, 95, 101 job vacancy, 102 job websites, 100 K keyboard skills, 13 key competence, 3 key competencies, 117 key lessons, 10 key skills, 11, 43, 55, 62 knowledge, 14, 21–22, 28, 34, 59, 83, 93, 103, 110 L Languages, 52 layout, 42, 44, 47, 61 clean, 47 leaders, 3, 28, 59 leadership, 4, 14, 34, 59–60, 62, 66, 75 leadership developer, 75 leadership skills, 14 learned skills, 14 liability management, 64 LinkedIn, 71–75, 77–78, 81, 95, 102–103, 126–127 LinkedIn groups, 74–75 LinkedIn Headline, 72 LinkedIn profile, 71–75, 77, 126–127 powerful, 71, 73, 75, 77 LinkedIn questions, 126 LinkedIn searches, 74 LinkedIn work history, 73 listing roles, 44 local newspapers, 102 long term approach, 96 loyalty communication program, 52 M managed team, 57 Index

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management, 36, 50, 52, 56, 64, 111 manager, 21–24, 34, 50–51, 63, 66, 72–73, 96, 103, 109, 111, 119 hiring, 73 project, 22–23, 34, 51 regional, 23, 66 senior, 51 manager’s style, 24 managing change, 3 marital status, 43, 53 market, 29–30, 64, 66, 79–83, 85, 87, 89, 91, 93, 95, 97, 100, 102, 104, 123 current, 106, 123 hidden, 79–81, 83, 85, 87, 89, 91, 93, 95, 97, 100 local, 87, 90, 100, 102 open, 82–83, 100, 102 market abuse and conflicts of interest, 64 marketing initiatives, 51 market savvy, 104 market value, 123 mass recruitment, 57 measurable achievements, 61, 65 measurable terms, 44 mental cognitive ability, 4 mentors, 88 mindset, 5–6, 28, 82, 108, 127–128 current, 5 fixed, 128 growth, 128 ideal, 5–6 procrastination busting, 127 motivation, 117–118 N national press advertisements, 100 negotiations, 118 network, 22, 50–51, 60, 66, 74, 81–83, 86–87, 89–90, 93–94, 96–97, 103 developed, 50 direct, 89 dynamic, 93 high-profile, 66 new, 51, 66, 94 network contact, 97 networker, 85, 91

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natural, 85 networking, 3, 79–83, 85–86, 89–91, 94, 96, 100 emergency, 81 reason, 91, 94 networking efforts, 81 networking events, 90 networking list, 96 networking success, 94 notice period, 122 O objective analysis, 116 occasions, 68, 82 social, 82 open market applications, 100 open market vacancies, 100 optimistic moments, 129 organisation, 4, 28–29, 34, 38, 47, 75, 88, 92, 103, 113 blue-chip, 75 new, 4 professional, 47, 75 recruiting, 113 organisational change, 59 outlook contacts, 95 P panel interviews, 115–116 participated performed, 45 passion, 4, 61–62 passionate, 20 peoples benefit scheme, 67 people skills, 10, 12 personal contacts, 31, 100, 102 personal information, 55, 67 personality, 44, 85, 113 magnetic, 85 personality screening, 113 personal mastery, 59 personal presentation, 30 personal profile, 54, 56 personal qualities, 61 personal summary, 61–62 person credibility, 91 perspective, 86, 92, 112–113 insider’s, 86

physical strength, 13 pitfalls, 82 position profile, 32, 35–36 positive footing, 122 positive outlook, 50 presentation, 30–31, 33, 53, 55, 121 vocal, 121 presentation statements, 31, 33 probing questions, 85 problem solving, 116, 118 productivity, 127 professional development opportunities, 24 professional experience, 59 professional image, 63, 73 good, 73 professionalism, 61–62, 92, 115 professional profile, 32–33, 35 verbal, 33 professional world, 94 profile, 32–33, 35–36, 42–43, 46, 50, 54, 56, 61, 66, 71–75, 77–78, 109, 117, 126–127 good, 32, 37, 42, 46, 72 perfect, 74 strong, 72 profile statement, 42–43 psychometric tests, 116 Q qualifications, 44, 53, 67, 101–102 questions, 16, 32, 53, 68, 83–86, 91–92, 103, 109–122, 126 answer, 16, 109–110 basic, 16 difficult, 118, 121, 127 frame, 83–84 open, 83–84, 86, 91 prepared, 110–113, 115, 119, 122 R reader’s attention, 44 recommendations, 73, 77 recruiters, 53, 73 recruitment, 31, 57, 83, 100, 104–106 recruitment agencies, 31, 100, 104–106 Googling, 104

recruitment agents, 104 referral, 86, 94 rejection, 126, 128 reject jobs, 101 relationship builder, 4 relationship management, 50 reputation, 4, 28, 94 resilient, 3, 5 responsibilities, 8–9, 43–44, 53, 67, 101 revenue growth, 62 review question, 121–122 risk, 29, 64, 88, 93 role play, 110, 113 role profile, 117 S salary, 24, 105, 111, 113, 123 preferred, 24 salary expectations, 113 screening, 112–113 screening interview, 112 search, 31, 72, 74, 78, 85, 89, 99, 112, 125, 127–129 searching online, 85 sector, 24, 36, 51, 56, 72, 101 voluntary, 56 selection process, 116 self-awareness, 119 skills, 3–4, 7–14, 28, 30–32, 35–36, 38, 52–56, 58, 77, 101–102, 107, 109–111, 113, 115–117, 123 computer, 12, 52 greatest, 35 particular, 9, 115 presentation, 30–31, 55 required, 101, 116 unique, 36, 54 skills checklist, 12 skills CV, 56 social media, 71, 81, 95–96 social media savvy, 71 staff, 51, 57, 62–63, 66, 106, 118 junior, 62 new, 51, 57, 62, 66 recruiting, 66 start networking, 82 story, 44, 73, 84

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strengths, 5, 7–8, 14, 16–17, 20, 24, 28–30, 32–33, 36–38, 41, 43, 89, 109, 117, 121 key, 14, 29, 32, 36, 43 person’s, 89 relative, 117 strengths list, 17 strong networks, 81

personal, 30 values alignment, 4 values brands, 28 ventures, 51 identifying joint, 51 verbal profile, 35 volunteer work, 73 W

T target list, 104 task, 9, 16, 109, 127, 129 complex, 127 incomplete, 129 team member, 21, 57 team player, 4 teams, 10, 57, 59, 66 high performing, 66 telephone interview, 112 recruiter’s perspective, 112 temporary contracts, 106 time management, 56 tools, 13, 57, 95 psychometric, 57 tracking applications, 51 track record, 4, 30, 50, 88 training, 12, 51, 55–57, 64, 111, 119 training courses, 55–56 training professionals, 57 transferable building block skills, 10 transferable skills, 8, 10–11, 24 transition, 2–3, 14 trust, 31, 62, 80–81 truth, 31, 68 U uncomfortable position, 84 use action verbs, 44, 61 use key words, 74 use people’s names, 104 use probing questions, 85 V vacancies, 30, 100–101, 103–104 advertised, 104 values, 4, 28–30, 108

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weaknesses, 28, 32, 37–38, 89, 111, 117, 122 weaknesses question, 122 work experience, 55, 57 work history, 58, 65, 73 work situation, 32, 35 preferred, 32, 35

“By getting me to think differently this workbook helped me land a fantastic new job” Gillian Kabe, Nedbank Private Wealth Ron Hyams has helped hundreds of people transition to new jobs. He believes the most important ingredient in getting a job is to clarify your personal brand, your strengths and your ‘offer’. In his new book, How to Get the Job You Want, he shares his ten steps to accelerate the process of getting your perfect job (faster): • • • • • • • • • •

STEP 1: Get your attitude right – turn crisis into opportunity. STEP 2: Conduct a career stock take – identify your skills and strengths. STEP 3: Envision your ideal job – know your preferences. STEP 4: Build your brand – clarify your unique value add. STEP 5: Create a compelling CV – your ‘Brand Me’ sales document. STEP 6: Craft a powerful LinkedIn profile – become social media savvy. STEP 7: Access the hidden job market – secrets of powerful networking. STEP 8: Use multiple approaches – think out of the box in your job search. STEP 9: Hone your interview skills – how to present your best self. STEP 10: Maintain momentum – professionalise the job of getting a job.

HOW TO GET THE JOB YOU WANT

HOW TO GET THE JOB YOU WANT

10 practical steps to get a better job quicker

To make a powerful impression in an overcrowded job market, you need to stand out. This practical workbook will show you how to showcase your personal brand and get the job you’ve always wanted.

RON HYAMS

Ron Hyams has 20 years international experience developing inspiring leaders and high performance teams. He has Master’s degrees from both the University of Cambridge and Ashridge Management College and currently serves as Faculty for the University of Stellenbosch Business School USB-ED . Ron delivers development programs for leaders at top South African corporates such as BP, Hatch, MacMillan, Shell, Thomson Reuters, Unilever and Woolworths.

HOW TO GET THE JOB YOU WANT

Ron Hyams