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A Model for a Successful Job Transition

A systematic approach to a job search can improve your odds. This model will help you to see the relationship between all the components of your journey to your next vocational opportunity.
by

Neil Glaser

on 2 February 2018

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Transcript of A Model for a Successful Job Transition

Building Your Brand
Articulating what you do well and how you uniquely create value when you do it
Setting Your Targets and Goals
Entering This Transition Space
Assessing Your Competencies
Marketing
Communicating your brand in-person and on-line through your writing, speaking, pictures, graphics, and behaviors
Job Interviewing
Demonstrating your ability, willingness, and fit for a particular job opening, throughout the selection process, developing a clear understanding of the job, and securing a job offer
Negotiating the Job Offer
Optimizing your compensation and benefits
Identifying the organizations and industries you will research, the people you will speak with, and the accountability metrics you will use in your job search
Developing a clear understanding, and complete inventory of, your knowledge, skills, natural abilities, and personality traits
Accepting your new reality, organizing your resources, and establishing a new professional work environment and schedule
A Model for a Successful Job Transition


Neil J. Glaser, SPHR, SHRM-SCP

Be more aware of ups and downs with your emotions and attitude
Exercise and eat well
Don't keep your job search a secret

Mindset
Own your job search - own your career - own it!
"Our behavior is a function of our decisions, not our conditions." - Stephen Covey (
The Seven Habits of Highly Successful People
- Habit 1: Be Proactive)
You are not unemployed--you are self-employed.




Create an inventory of
Knowledge, Skills, and Abilities

Education, certifications, training courses
Industry and job history
Mastery of systems, software, machinery
Experiences and accomplishments
Performance reviews
Professional assessments
Recommendations

What is your skill set worth in the market?
What needs to be strengthened or added?
What you like to do
What you do well
What will the market pay for
Brand is how others perceive you
Brand is your reputation
Brand is specific to you and how you uniquely bring value

Develop brand consistency through your written, verbal, and visual presence

Resume, Cover letters, Letterhead, Business cards, Elevator speech, Networking, Online profile, Online activity, Credentials, Professional associations, Personal appearance, Colors, Font, Logo

"But how do I know what my brand is?"
1. Begin writing your success stories. After several are in the works, notice what themes are beginning to appear. This will help you understand your brand.
2. Ask others for their perspective--family, friends, coworkers, colleagues
At work, I'm known as the go to person for _____________.


In almost any situation, I tend to be the one who ___________.
Assessments for the job search:
Skills and competencies
Personality traits

Cautions:
Check the validity and reliability of the assessment tool
Self-assessments carry a built-in bias
The real value is in the quality of the debrief or interpretation of the results.

Seek out professional advice
Do your homework
Don't accept that any one assessment defines you

Assessments in job applications:
Don't over think it - Don't try to game it - Just do it
Who am I? exercise

Scott Ginsberg, The Name Tag Guy
hellomynamisscott.com

List 100 "I am______" labels for yourself
Then do 100 "I do_____"
Then 100 "Why do I do it?"
Watch the 4-minute clip from the 10/11/11
GO! Network meeting at vimeo.com/30389042
Who Am I? — Scott Ginsberg
Goals -
Short Term and Long Term
Employee, contractor, business owner?
Professional growth and development goals
Formal education goals
Compensation goals

Targets-
Geographic areas
Industries
Companies/organizations
Customers/clients

What is your skill set worth in the markets, industries and organizations you are targeting?
Networking - Your best odds of getting the job you want!

"It's not who you know; it's who knows what you can do."
Establish your metrics, your strategy for each meeting, and your follow up procedure
Goals:
Learn what you cannot through other types of research.
Get introduced to people who do not yet know you.

"Networking is. . .hard . . .scary . . .complicated"
No! Networking is just having a conversation.
Practice first with friends and colleagues with whom you are comfortable
Most everyone you meet with will want to be helpful

Consider volunteering, going to a meetup (meetup.com), or working a part-time job. You never know where a simple conversation will lead.
Resume - A tool to get you the interview
Chronological vs. Functional
Create presentation and electronic versions
Start with a Master Document of Detail
Presentation version should be easy to read with balanced white space, bullet points, no big blocks of text
Consider the reader's perspective and needs
Demonstrate how you bring value
Be factual, but put your best self forward
List accomplishments from your success stories
No typos, no errors, no distractions

Elevator Speech/Pitch/Introduction

Goal: To get a
"tell me more"
reaction
Core message: How you bring value
What you do well and where you want to go
Be concise
Consider the setting and the audience
Use conversational language
Practice multiple versions. Become comfortable with your core message and goal--avoid the "scripted" delivery
Smile

Relax. Don't impose "first impression" pressure on yourself. No one has mastered the elevator pitch and no one expects you to.

Can Do, Will Do, and Fit

Consider the perspective of the employer and what the hiring manager's needs are in posting this job.

Interviewing is a two-way street. You a evaluating them as well. Ask yourself, Why do I want this job?

What you want to know about the job and the organization? Find all the answers you can before the interview. How will you phrase the questions you want to ask the interviewer?

Accountability - Discipline to get it done
Written goals - an unwritten goal is merely a wish
SMART goals

Find an accountability partner or group
1. Commit to meeting regularly
2. Tell each other what you plan to do by the next meeting
3. Report whether you did it or not
4. No judgement!

Avoid offering advice at first. Allow the routine to become established and mutual commitment to the routine to strengthen. Trust will develop and then advice will be relevant and effective.

Accountability partnerships often fall apart and many never make it past a few meetings. It takes commitment from everyone involved. Once established, accountability partnerships are powerful drivers of an individual's goals.

Behavioral Interviewing
Start with the job posting
Prepare success stories for each job requirement and typical soft skills for the job
Write, speak, revise, repeat
Goal: To have genuine, enthusiastic stories that satisfy questions of can do, will do and fit.

Also prepare for some version of the following:
Tell me about yourself.
What is your number one weakness? (and 2nd, and 3rd . . .)
Why do you want this job?

Applications
Accuracy
Completeness

Applicant Tracking Systems
Electronic resume
Keywords
Follow the instructions carefully
Know what your compensation expectations and minimum limits are
before
you receive the offer. (Actually, before you even apply for the job)

Create a comparison sheet with your previous total compensation including, salary, bonus program, 401(k) match, health benefits, paid time off, salary review frequency, and other perks.


Do not negotiate before you receive a written offer.

"I'll consider that."
"That is something I can consider. Would you be sending a written offer by email or regular mail?"

The organization expects you to make a counteroffer.

84% of job seekers report that negotiating resulted in higher pay, and 18% of recruiters report that they increased salary offers by more than 10%. –Jobvite Recruiter Nation Survey 2017

Postpone the "surprise" phone screen.
Schedule a time when you can be prepared.

Enthusiasm, industry knowledge, and conversation skills are the factors ranked highest for leaving a lasting impression on recruiters. -Jobvite 2015

Ask for the job. This can be the determining factor between two good candidates.

Ask about next steps. Clarify dates and names.



Establish a dedicated, organized workspace
Physical space - make room for tasks and paper files. Is the space setup for a virtual interview?
Electronic space - Create folders for goals, research, job application documentation, resume versions, networking documentation, appointment schedule, etc.
Email - Establish a separate email address for your job search.

Maintain a regular work schedule
Suddenly, you do not have a regular work schedule and a job description with well defined duties and responsibilities. For even the most disciplined people this loss of structure will negatively impact productivity.

Dress for success everyday
Our daily environment, routines and behaviors affect our mindset and mood

Social Media - Being Found:
Recruiters using LinkedIn (87%), Facebook (55%), and Twitter (47%) to engage and evaluate candidates. -Jobvite Recruiter Nation Survey 2015

Social Media - What they will find:
Keep your online profile and activity professional, but you can be less formal than the resume

Examples of written or design work (65%), engagement in volunteering, mentoring, or non-profits (63%), and mutual connections (35%) are the top three positive factors that impact a recruiter’s decision to move forward with a candidate. –Jobvite Recruiter Nation Survey 2017


Networking allows you to practice articulating your brand and your professional aspirations.

Become fluent in your competencies, comfortable talking about your brand, and excited about your goals.

78% of recruiters cite enthusiasm as most likely to influence a hiring decision after an initial in-person
interview, followed by command of requirements (76%) and conversation skills (73%) -Jobvite Recruiter Nation Survey 2016

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