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Writing a job posting for the Internet is different than writing a job posting for a newspaper. Since you are charged by the line or column width for newspaper ads, ads are very plain and full of abbreviations therefore job seekers can not get detailed information about your company or the position. Unlike newspaper advertising, an online job posting allows you to showcase your company and provide a full description of the position. Even though some career sites do have length restrictions, there is still sufficient space to outline enough information for the candidate to fully understand the requirements and expectations of the candidate for the available position.

Here are some tips to effectively write an Internet job posting ad:

1. Job Title

The job title is one of the most important components of your job posting. The title is the first thing that job seekers see and determines whether or not they will click through to view your job posting. An effective job title should be targeted to the main responsibility of the job, without being too limited to allow for maximum search results to attract a higher response rate.

2. Company

Regardless of whether or not your company is well-known, you will want to provide insight into your organization to allow the candidate to understand your overall environment and culture. Components to consider are as follows:

* Brief description of the company
* Products and services your company provides
* Desirable aspects of your corporate culture
* Type of training and career path job seekers can expect
* Work environment
* Benefits

This information should be both informative and appealing for job seekers.

3. Job Description

The Job Description is a very crucial component because job seekers want to know exactly what they will do doing on the job. Make sure to include the following information:

* Detailed overview of the responsibilities for the position
* Interesting challenges of the job and desirable aspects of the job
* Whether or not they will be apart of a team, managing a team, or working independently
* Role the position and department has within the company
* How their success will be measured
* Potential for growth within the company
* Time commitments, salary and travel expectations

The goal is to be as descriptive as possible so that job seekers can visualize what they will be doing on a day to day basis.

4. Required Skills and/or Qualifications

Outline the skills that are necessary for the position. Make sure to distinguish between the required skills and the “nice to have skills” for the job. Some items that should be addressed are if there is a requirement for the minimum number of years of experience, education level, and any certificates needed. You should also list any soft skills that are needed for the position. Soft skills can include communication skills, willingness to travel, ability to work in a team environment, organizational skills, etc. To try and minimize that number of applicants you receive, you can consider stating whether or not you are accepting resumes for candidates that are outside the U.S.

5. Keywords

Always include keywords that are found in your job posting otherwise job seekers will not be able to locate your job posting. It will be helpful to list common words that job seeks might use when searching for jobs. Not only do keywords determine which candidate searches your job posting will appear in, but they are also the basis of search alerts and agents, which help you reach both active and passive candidates. Be sure to use words that ideal candidates for your position would use to search for it. Include alternate job titles, responsibilities and skills needed for the position.

6. Proofread Your Posting

After you are finished writing your job posting, review it and make sure that your spelling and punctuation are correct. If there are any grammar mistakes, this will not make a good impression on the job seeker. In addition, do not use ALL CAPS when writing your posting. You want yourself and your company to be viewed as very professional.

Once your job posting has been proofed, it is ready to be posted on the Internet. Just remember the more detailed and specific your job posting is, the better fit candidates are more likely to respond. This will save you time and money during your recruiting process.

Want to learn more about college hiring? Join me on Thursday, June 8, 2006 at 1 p.m. E.T. as I present a 90-minute, Kennedy Information sponsored audio conference.






Kennedy Information Audio Conference

Best Practices: How to Create a Successful College Recruiting Program


A 90-minute Audio Conference Featuring Steven Rothberg, President and Founder of CollegeRecruiter.com


Thursday, June 8, 2006 – 1 P.M. ET



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As the job market continues to tighten and becomes more competitive generally, that same competitiveness is reflected among today's college graduates who are more demanding of potential employers, not just in terms of salary but in quality-of-life issues as well. To complete successfully for today's "best and brightest," you must have a well-defined and organized college recruitment program in place. On Thursday, June 8, 2006, at 1 p.m E.T., Steven Rothberg, President and Founder of CollegeRecruiter.com will present a 90-minute, Kennedy sponsored audio conference, Best Practices: How to Create a Successful College Recruiting Program.



Because it's an audio seminar, you enjoy such added benefits as:

· A low-cost training tool


· A quality learning opportunity


· Your entire staff can participate for one low fee


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Mr. Rothberg will offer proven methods for developing and measuring an effective
college recruiting program from identifying external factors affecting performance
to tracking results. Register now to join Steve Rothberg and Kennedy Information
for this fast paced program. And remember, your entire staff can attend for one
low fee!

Registration fee is $225 per phone line for subscribers to Kennedy Information's Recruiting Trends or Executive Recruiter News. Fee for non-subscribers is $275 per line.

Registration for this event includes a PowerPoint presentation, e-mail access to
Mr. Rothberg before and after the event, plus live Q&A during the audio conference.

Guarantee:
Steven Rothberg and Kennedy Information are committed to delivering immediately useful and relevant action ideas to participants. We guarantee that this seminar will bring value to you and your organization or you will receive a full refund.








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Great advice for recent graduates in today's Minneapolis Star Tribune from Sue Morem , who is featured in many of the podcasts running on CollegeRecruiter.com:

1. Take advantage of the employment help offered by your school.

2. Understand your value.

3. Proofread everything you use to present yourself.

4. Involve as many people as possible in your job search and maintain that network even after you've found a job.

5. Be courteous. When you're interviewing, remember to turn off your cell phone.

6. Complete the entire job application form.

7. Dress in clothes which are appropriate to the workplace of the employer. If you're not working at a bar, then don't dress like you're going to a bar.

8. Be realistic about your level of experience. You're at the beginning of your career, so accept that you need more training that people who have been working years longer than you have. Paying your dues is not a punishment. It is a passage.

9. Don't ask for a cigarette at the conclusion of your interview.

10. Never give up.

While some think that Memorial Day is simply the start of summer, a day off work, and a day to grill, others in society know the true meaning.

Kasson, Minnesota Memorial Day

It's so frustrating to do what feels like killing yourself day after day, week after week, searching for job ads, polishing the resume to fit the ad, applying, and then either hearing nothing or else getting put off until the position is filled. "What could those employers be thinking?" is the thought that keeps going through your mind. "I made a winning presentation." Still, there was something left undone. Otherwise, the offer would have been made. And what about those who had an offer but it seemed to get pulled away, like a cat toy being dragged about the room.

It is so frustrating to move through job search every passing day hoping someone will be generous enough to share with you some information about what you're doing right and what you're doing wrong. It would be kind. It would be empowering.

It is possible to get feedback. The first and third Saturdays of the month are the dates. The time, 10 to 10:30 a.m., Pacific Time. The place is called Career Workroom. During those meaningful 30 minutes, a scheduled topic of discussion is featured. However, the scheduled topic takes a back seat to the cares, concerns, and raves that the participants bring. During that time we work through the issue, contributing factors, get feedback and new perspectives, and then work on solutions and new strategies. Several have come to these sessions and emailed success stories a short time later.

Rather than work in a vacuum, postulating and speculating on what may be wrong and right, making stabs at things, throwing out all manner of doing things (some of which may be very correct but coupled with one or two erroneous steps), it's good to get some coaching and feedback from a coach with perspective.

These Saturday coaching sessions are free job search and career development support time. They're open to anyone. But you can schedule your own private session for individualized development. Join us on the first or third Saturday to get some on the spot advice and guidance.

You hear it continuously: we need to improve. We need to become more efficient. We need to become more effective. We need new features. Better features. Better service. According to Seth Godin, that's the wrong approach.

Seth feels that better is not always the right strategy as better is not always superior to different. "When you make something that works a little better, you're playing the same game, just keeping up with the status quo. When you make something different, on the other hand, you're trying to change the game."

What wonderful advice from Curt Rosengren in his Occupational Adventure blog:

Rather than trying to make the "right" choice right now to launch you into a career for the next twenty or thirty years, look at the next five years as a big R&D project. Spend the time to really get to know what lights you up. Find out where you really feel energized.

I'm happy to announce the launch of seventh (!) blog: the CollegeRecruiter.com Insights by Career Counselors Blog. Come to think of it, would I be posting this entry if I weren't happy about the launch? Would we even launch the blog if we weren't happy about it? Perhaps I need some counseling. :)

The purpose of the Insights by Career Counselors Blog is to allow career counselors to share their insights with students, recent graduates, and others who want or need (sometimes those are two different things) information about how best to advance their careers. The expert authors will write about a wide variety of topics, including how to pick the right school, major, and program for those who are considering continuing their education and how to find the right job for those who have nothing more to learn and are therefore doomed to a life in the salt mines.

I encourage students and others to participate in the Blog as well by posting comments to the entries. Agree with an entry? Post a comment that contains praise for the author and any additional information that you feel would be helpful to them or others reading the Blog. Disagree with an entry? Post a comment that contains constructive criticism. But above all, read, learn, and enjoy!

For those who think that being a camp counselor is a dead-end job, doesn't pay enough, or otherwise isn't of interest to them, think again. Michael Eisner a/k/a CEO of The Walt Disney Company from 1984 to 2005, recently disclosed that his first job was at the age of sixteen. He made a whopping $100 for eight weeks as a camp counselor.

CollegeRecruiter.com just added a new game to our web site. Warning: it is highly addictive. The goal: press the red button. Sounds simple, right? You be the judge. How far did you get?

Dennis Smith of T-Mobile recruiting reported today in his Career Builders Blog that CollegeRecruiter.com has the third highest number of job postings among all job boards. The top 12 sites are:

  1. Careerbuilder
  2. Monster
  3. CollegeRecruiter.com
  4. CareerJournal
  5. Dice
  6. Nationjob
  7. TrueCareers
  8. TheLadders
  9. Execunet
  10. Vetjobs
  11. Careerbank
  12. Medzilla

    The study was put together by Workforce Management Magazine. America's Job Bank (USAJobs.com), Vault, and Yahoo HotJobs declined to participate.

    Having a lot of jobs is important to candidates because it makes their experience better. When we went live back in 1996, it was a real struggle to have enough jobs in our database so that virtually all candidates would be able to find multiple jobs that fit their interests. Today, thankfully, we're well past that point. Business is great and I believe that we provide a great experience for the candidates, employers, and schools that use our site. If candidates do not have a good experience on their first visit, they won't register, they won't come back, and they won't refer their friends. When that happens, employers and schools do not receive enough applications so they won't come back either. So having lots of postings is critical to this catch-22 situation.

One of the most frequent questions that college students, recent graduates, and other job hunters ask is how to find an entry level job. They’re often frustrated because they’ve been applying to advertised job openings and posting their resumes to entry level job boards such as CollegeRecruiter.com, yet these job seekers aren’t landing interviews or those interviews are not leading to offers of employment. Sometimes the employers tell the job seekers that they don’t have enough experience or that other candidates have more experience. The job seeker who is not hired is left asking how can they get experience if no one will give them a chance.

Before discussing how to find an entry level job, we should first address a definitional problem. The term entry level jobs itself is somewhat misleading. To be literally entry level, the job must have no requirements. That clearly is not the case with the vast majority of so-called entry level job openings. These job opportunities rarely provide on-the-job training so even employers which are seeking entry level candidates usually have at least some experience or educational requirements.

A small number of entry level jobs do provide on-the-job training. These are usually seen in manufacturing environments, trainee positions, internships, co-op positions, and apprenticeships. Corporate entry level jobs are usually reserved for recent college or trade-school graduates who meet the employer’s educational requirements but have little to no direct work experience.

It is also worth noting that some applicants to entry level jobs have years of experience. Career changers who seek entry level jobs will often have years and sometimes even decades of work experience but that work experience may only be indirectly related to the entry level jobs to which they are applying. In 2002 and 2003, many information technology workers left that sagging industry to move into new fields. Some moved into completely different fields such as real estate or healthcare and therefore had little to no direct work experience. These job seekers were often told that they were overqualified for the entry level jobs to which they were applying because they already had years of experience. While some were successful in their moves, many were forced to gradually make the change by first taking an information technology position with a real estate or healthcare firm and then moving into a real estate or healthcare position with their new firm.

So how do you land an entry level job if you have no experience? Well, as with all things, start at the beginning. First, prepare a well written resume that highlights all of your relevant work experience and educational accomplishments. Potential employers do not look at a resume as an alibi so don’t feel compelled to account for your time since the dawn of time. Yet make sure that you include all of your relevant work experience, including your volunteer work, hobbies, and interests. Employers look at resumes as documents that provide some evidence that you can do the work that they will assign to you. Whether you were paid for that work in the past is not nearly as relevant as whether you did that work. So if you’re applying to work as an entry level accountant and volunteered to keep the books for a local non-profit, then be sure to include that on your resume. On the other hand, if you volunteered to babysit infants during church services, that’s likely not going to be terribly relevant to the employer which is seeking an entry level sales representative. Of course, if part of your responsibilities as a babysitter at the church was to convince congregants that they should leave their infants with you, then your position did involve some sales responsibilities and you should include that on your resume. Just be sure to emphasize those responsibilities if you choose to include such a position.

Unless you’re a professional resume writer, I recommend that you do not write your own resume. It is very difficult for most people, especially those who are seeking entry level career opportunities, to write a compelling resume. People tend to be a little too bashful when writing about their own accomplishments because they feel that they would be bragging if they aren’t a bit reserved. Nonsense. There’s a big difference between embellishing and taking credit for your accomplishments. Write the first draft. Get everything down on paper as much as possible. Read the many excellent resume writing articles by resume writing experts such as Kevin Donlin of Guaranteed Resumes, and then have a professional complete the writing of your resume. If you don’t know any, consider using the resume writing service provided by CollegeRecruiter.com. If you’re set on writing your own resume, then you’re going to want to pick up a copy of Kevin’s excellent book, The Last Guide to Cover Letter and Resume Writing You’ll Ever Need.

Once your resume is prepared, you’re going to want to have versions of it available in several formats. You’ll want a nicely printed resume that you can hand to employers when you walk into interviews or meet them at career fairs. These resumes should be printed on high quality, white paper. Stores such as The UPS Store and FedEx Kinko’s are great resources with printing a great looking resume.

You’re also going to want to save an electronic version of your resume in a plain-text document, which is sometimes referred to as an ASCII resume. You’ll use this version for posting your resume to entry level job boards such as CollegeRecruiter.com. Creating a plain text resume is simple but takes a few steps. If your resume is saved in a word processing program such as Microsoft Word, then click on the File option, select Save As, and then select the plain-text option. Then open that file in a program such as Notepad or Wordpad and tweak the formatting so that it looks good.

Now you’ll want to spend a half- to full-day posting it to Internet career sites, which are often called job banks or job boards. I normally recommend to candidates that they register with a dozen job boards: the Big Three job boards (Monster, Careerbuilder, and HotJobs), three job boards in their geographic niche, three job boards in their industry niche, and three job boards in any other relevant niche. For job seekers who are looking for entry level sales jobs in New York City, they’ll want to register with the Big Three, three job boards that specialize in New York jobs, three job boards that specialize in sales jobs, and three job boards that specialize in entry level jobs. One of those entry level job boards should, of course, be CollegeRecruiter.com. To find any of these types of job boards, go to Google or your favorite search engine and type in a keyword string such as “New York City jobs” (without the quotes) and you’ll be presented with a number of good options.

When you register with the job boards, first post your resume. Then search the job openings which are already advertised and apply to all of those which are of interest to you and for which you are qualified. Then set up job match alerts, which are sometimes called job agents, so that the job board will email you whenever a new job is posted that matches your interests. Then go away and don’t come back unless you receive an alert that is of interest to you. Far too many job seekers, especially entry level job seekers, spend far too much time searching for advertising job openings on the job boards. The agents should be used to do that work for you so that you can spend your time networking.

Networking is broadly term for a variety of tactics and strategies. Many candidates think of networking as nothing more than asking people you know if they’ll hire you. I recommend that candidate spend at least four hours a day, five days a week networking. If the candidate is not working, they should spend more time. The cliché that the process of searching for a job is a job is absolutely true.

Other tactics that candidates, including entry level candidates, should employ are to apply to advertised job openings on corporate web sites, attend career events such as open houses and job fairs, participate in on-campus interviews for those who are still in college and searching for an entry level opportunity, become active in trade associations, write for trade publications, and go to at least one and preferably two information interviews every day.

Another great networking tactic is to call all of your friends and family and ask them for the names of two people with whom you should speak. Don’t ask them for a job. Instead, tell them about your competencies, interests, and values and what type of a position you’re seeking. Then ask them for the names of two people you should speak with. Then call those two people and repeat the process. You’ll keep doubling your network with each round. Keep careful track of who you speak with and who referred you to each person. Mail short thank you notes to each. You’ll quickly find someone who will decline to provide you with names, not because they don’t want to help you but instead because they want to interview you. Once you’re hired and periodically throughout your career, write a short thank you note or otherwise stay in touch with your newly developed network. For everyone at every stage in life, but especially for those who entry level job seekers, a well developed network is an incredibly valuable asset. These and other great networking tips are described in our book, The Last Guide to Networking You'll Ever Need, a free copy of which is made available to each job seeker who registers with our site.

If your job search is dragging on and you keep hearing that you lack the necessary experience, then you have a couple of choices. You can continue to apply the same failed strategy or you can change your strategy by changing yourself. Perhaps you’re applying to the wrong jobs or perhaps you have the wrong credentials for the right jobs. If the former, then simply change the types of positions to which you’re applying. If the latter, then get the experience that you’re being told you lack. Great ways of doing so are through unpaid internships, paid internships, volunteering, and working as a temporary employee.

Temp agencies, which prefer to be called staffing agencies or staffing companies, are normally happy to work with entry level candidates and will sometimes even provide you with the training that you need. They’ll put you out on assignment with a variety of employers, each of which provides you with an opportunity to broaden your network and many of which are open to taking a temporary employee and hiring them on a permanent basis, which is referred to in the industry as a temp-to-perm arrangement.

When you interview, be sure to come well prepared. Employers do not interview candidates for kicks and giggles. They do so because they believe that you are well qualified enough for them to hire. The presumption is in favor of hiring you. Now you just need to close the deal by convincing them that you have the requisite skills to do the job and that you are better able than any of the other candidates to increase the revenues earned by the employer, decrease their expenses, or both. Don’t bother telling them that you really want the job or that you’ll work hard. They assume that of all candidates. Instead, prove to them that you have done the same work or similar work in the past and did so successfully. Going full circle, if you’re interviewing for an entry level job then theoretically you’ve never done the work before. But the reality is that most entry level jobs do require at least some experience or a certain educational background. Make sure that you prove to your potential employer that every trait that they’re looking for is a trait at which you excel. Want more interviewing tips? Read our book, The Last Guide to Interviewing You'll Ever Need, a free copy of which is made available to every job seeker who registers with our site.

Best of luck!

The first few weeks on the job for a new employee can have a strong impact on his or her long-term job satisfaction. This is the time when the employee establishes attitudes about the position, coworkers, management and the company itself. A well-thought out orientation program can not only help new hires feel at home right away but also make it possible for them to get started on the right foot and quickly become productive.

In a survey commissioned by Robert Half International among 1,400 chief financial officers, an overwhelming 83 percent of respondents said that formal orientation programs are effective in retaining and motivating personnel.

The First Day is Critical

The best programs are tailored to a firm's corporate culture and employee base. Most businesses also find that a multi-phased orientation program yields better results. However, the first day of employment is the most important. The following information should be offered in the first orientation session or conveyed by the new employee's immediate supervisor during the first day or two.

  • A "big picture" overview of the company's culture, mission, organizational structure, products, services, customers and competitors. More detailed information can be presented in later sessions.
  • A comprehensive job description and information on how the new employee's position fits into the organizational structure.
  • Facts about compensation and benefits from health insurance to vacation policies.
  • Information on ethics, confidentiality policies, and other conditions of employment.
  • Explanation of technical and administrative resources such as computers, fax machines, copiers, voice mail, e-mail and other tools necessary for being productive.
  • Logistical information about the working environment, facilities, amenities, building security, ID cards and anything else that will be needed immediately.
  • Introductions to staff members with whom the new hire will work most closely.
  • Information about training, mentoring and other company programs that provide opportunities for career growth and development.

    At the end of the first day, it's a good idea to allow the employee enough time with his or her direct supervisor to ask any questions left unanswered.

    Reinforce Important Information

    Company facts and policies presented at the initial orientation sessions should be reinforced in writing in your company's employee handbook and referred to as needed in continuing employee communication programs. Videos, CD-ROMS, online resources, custom software, and brochures can also be effective means of delivering factual materials. For example, multimedia presentations can be used to depict distant company locations or video clips of important events in the organization's history. However, the prepared materials should be supplemented with facilitated training that allows employees to ask questions and have concerns addressed.

    Additional information and more in-depth data should be introduced when the new employee becomes more familiar with the job. Remember, also, to seek feedback during the first few weeks and months to see how he or she is adjusting to the new position and to head off potential problems.

    A solid orientation program in conjunction with ongoing internal communications will build loyalty and teamwork, increase motivation, and boost retention rates - all of which are increasingly important in today's competitive hiring climate.

During the interview process, the questions that employers ask candidates should be organized and focused on the available position, in order to allow employers to clearly evaluate the applicant. This is important, because it is the very first time that the employer gets to interact with applicants face-to-face to find out what they are really like and assess the value that they can bring to the organization.

It is helpful before the interview for employers to prepare a list of questions that they will want to ask their applicants and for those applicants to anticipate which questions will be asked so that they can be properly prepared to answer the recruiter's interview questions. Having a focused list helps employers stay organized during the interview and ensure that they cover important areas of the job qualifications and expectations. When employers conclude the interview, they want to possess all of the information that they will need in order to make an informed decision, so candidates must be able to articulate the answers to the interview questions and the employers must ask the correct questions.

Below is a list of sample interview questions that will help employers find the right applicants and for which those applicants should be prepared to answer honestly, concisely, and fully:

Warm-Up Questions
* How did you hear about the position?
* What compelled you to apply for this position?

Work History
* Can you describe a typical day in your current or previous job?
* What aspects of your work experience have prepared you for this job?
* What was your most important accomplishment thus far in your career?
* How much supervision do you receive in your present or previous job?
* Why are you leaving your present job? (Why did you leave your previous job?)
* What is important to you in a company?

Job Performance
* Do you prefer working independent or in groups?
* What are two areas that you would say you need improvement in?
* What types of pressures have your encountered in your present or previous jobs?
* Can you describe your ability to manage or supervise others?
* What is the most important attribute you are looking for in your next job?
* What did you like and dislike about your previous job?
* What motivates you?

Education
* What was your favorite extracurricular activity in school?
* How has your education or training prepared you for this job?

Career-Goals
* What are your long-term career goals?
* Where do you see yourself in five years?
* How does this job fit in with your career goals?
* What would you like to accomplish if you had this job?

Self-Assessment
* How would your best friend describe you?
* Can you describe a difficult work-related obstacle you faced and how you handled it?
* What characteristics and abilities do you feel are most important to be successful?
* How do you deal with frustration?
* What would your boss say if I asked him what he values most about you?
* How do you make tough decisions?

Written and Oral Skills
* How comfortable are you giving an oral presentation?
* Would you rather write a report or give a presentation? Why?

Leadership
* How would you describe your leadership style?
* What steps do you take in order to have everyone come to an agreement?
* How do you set an example for your employees?
* What type of leader would your employees say you are?
* Can you describe a time when you were able to motivate others to get the desired results?

We have launched a new service, CollegeRecruiter.com Compliance, designed to assist federal contractor and primary subcontractor employers with compliance with the new OFCCP Final Rule, which specifies new electronic tracking and record keeping requirement regarding applicants who apply for jobs via the Internet. It is also required for these employers to collect information in reference to gender, race and ethnicity for each applicant. It is important to note that this functionality is only appropriate for federal contractors or their primary subcontractors.

Employers subject to this ruling can find information about the OFCCP Rule under the Employer Page and under the “Additional Services” areas on your Recruiting Desktop. To activate this service, login to your account and click the OFCCP Compliance link under the “Additional Services” area. Once you click the “Activate Service”, you must complete the Compliance Request Form. Once activated, we will begin tracking all detailed resume views for you as well as the search, job or alert criteria that were used to get to the resume. We encourage you to contact us if you need to extract your data from our system.

To support this new rule, we have modified the Job Seeker Sign-Up process. Now when job seekers post their resume, there is a new section entitled “Equal Opportunity/Affirmative Action where they may elect to add their Ethnicity, Gender and Birth Year.

More Information

Please make sure to visit the OFCCP FAQ for additional information. Also you can find The OFCCP Final Rule at http://www.dol.gov/esa/regs/fedreg/final/2005020176.htm.

Many times, we feel that the rejection letter is the ultimate word from the employer who offered the dream job. "Ugh!" is usually the thought, accompanied by such musings as, "What in the world didn't I do right?" or "Well, I guess that's definitely the end of that one."

What self-respecting career coach would do their homework and stay abreast of what human resource and corporate recruiters are talking about when they're interviewing and trying to decide to whom they should extend an offer? It's part of the territory. It's part of the calling. That's why my ear is bruised and gnarled the way it is.

And that's why these words need to reach this audience today!

There's a conversation going on at one of the human resource websites. The managers are talking about what to do when they have the most delightful problem of two equally (let me repeat that, equally) qualified candidates and only one open position.

Some of the respondents talk about doing an assessment to determine which of the two is the better cultural fit. Then there are other comments about who has the better mind in regard to strategy or creativity. Yet another talks about doing another background check to see if one of the candidates has lied about their background. Others recommend peer and panel interviews.

But the recommendation that came up most frequently was to rejoice and save the name of whichever wound up being No. 2. The reasoning was that even though there was only one open position at this time, it is entirely possible that a new position can be opened up so that the second candidate can be brought in at some future date. One person said this took about a year but it was done.

So you were rejected for your dream job. Does that mean you give up or does that mean you create an opportunity to forge a new relationship? Not only should it mean you forge a new relationship, it should also mean that you do sensible things to maintain that relationship in a very healthy state.

There's been quite a buzz recently about blogs posted to Facebook and MySpace. Most of the rhetoric relates to how public the things that are posted to those sites actually are. It seems those two spaces are especially prone to collecting the more outrageous of content. It's as though the users feel what's posted there is the same as closing the door to the bedroom and still expecting total or even limited privacy while the webcam is in the broadcast mode.

Well, I have news for many of you. Not only is the webcam on, but no matter where you are on the web, you are very definitely in broadcast mode. To the extent it's static content, the spiders and metacrawlers and searchers and all other forms of "find content" snoopers are picking up whatever the content is and sending it to all those who use a search string that uncovers that content.

The Interenet started out as a bulletin board. Have a need, post it on the bulletin board. Since the bulletin board was electronic in nature, it had users from all around the world who were posting and reading.

One of the most fascinating stories I heard about the Internet was in its infancy days of 1991 or so. A couple of fellow BART commuters were talking about a friend who had need of a proofreader with a specialized knowledge of a particular subject. He posted his need on this electronic bulletin board, as the commuters referred to it. Within a few days, a woman somewhere around Yugoslavia responded and she did, indeed, have the specific talent being sought.

Those were the dark days of black background and DOS-prompt lettering and navigation. There were no graphics. There may not have even been something akin to email. But the mode of have a need and post it, of have information and post it, existed. Any and all information posted to the bulletin board was accessible to anyone and everyone who had access to the bulletin board. The access to the bulletin board has grown. Nearly everyone has it now -- even in remote, Third World, undeveloped countries.

Well, believe it or not, I'm actually getting to a point here. The Internet is still an electronic bulletin board. It merely has more bells and whistles. It no longer uses a black screen with a DOS prompt. It does use graphics and many other enhancements. It still allows a great and varied amount of information to be posted for anyone and everyone to search, read, consider, and use.

The reputation of the site where the information is posted could be as good as gold. The reputation could be notorious. The fact is, every site has some type of reputation and many strive for one extreme or the other simply because some type of reputation is acknowledgement.

Employers use the Internet to try to find potential new employees, either experienced or not experienced. Recruiters look for executives, managers, recent graduates, and interns on the Internet. Human Resource professionals use the Internet to search for talent. Their searches are not restricted to job boards that hold carefully crafted resumes. Those are the obvious places to look for the commodity that is most difficult to find -- qualifed talent.

Employment professionals are becoming very creative in the various means they use to find talent. They will use the Internet to look for papers published by potential candidates. They will look for websites and blogs published by possible new employees. Searches for comments and other types of content that relates to a particular person will be searched using search strings containing particular key words. Articles will be read that reference particular people in certain industries or involved in particular acitivities. Employment professionals will even read CollegeRecruiter.com blogs to see what various talent has to say and how it's said.

A few people have posted to their blogs and talked about what they really want or some other personal thoughts. Several days later, they express surprise when someone has responded by making an offer to fulfill the wish. Actually, there should be no surprise even though there are more than trillions of bits of information floating about on billions of websites on the Internet. A thought on the Internet is the same as posting your picture on a bulletin board in a heavily trafficked area. Do so today. Tomorrow, ask someone, "Say, did you see my face the other day?"

There are two essential elements required of being a successful leader. Those two elements are also critical to being an effective instructor. You need to be able to communicate very effectively. You need to have control of your environment.

However, it is nearly impossible to communicate with a mob because there is no control. So the logical first step in creating a healthy environment is to have the correct type of control so that you can communicate.

A Delicate Balance

Control is like a delicate flower, a rose. On the one hand, it can survive because it has the thorns to dig in and enforce its standing. On the other hand, its beauty attracts and deludes the perceiver into believing that it is so delicate that it can be easily destroyed.

While it is important to have a milieu where people are encouraged to speak and be active participants, it is equally important to make them realize that there are limits to what can and should be said. While objective (and even subjective) statements contribute to the overall health and direction, saying too much or allowing it to be said in the wrong way (or even at the wrong time -- before the proper ground is laid for all to gain an appreciation of the fundamentals of the discussion) can be detrimental to overall participation and enrollment.

If you want to cut off learning or diminish your class size, allow one or two people to take over all of the class discussions. Likewise, allow that small pocket to run roughshod over everyone else or bark orders to you in your capacity as instructor or leader. It doesn't work.

However, there are techniques to take back control of your class when the various usurpers emerge so that everyone in the class continues to learn. Likewise, similar principles can be used when you have workers who try to take over and run things their way.

Having an Ear, Speaking with Conviction

Communication is also a dual proposition. It's all about listening. It's all about speaking in order to be heard.

Teaching is all about hearing what a student is saying and then guiding the student to making the logical conclusions so that they develop their problem-solving skills. It's important to hear and understand what they're saying. If a statement is ambiguous, there needs to be dialogue so that the ambiguities can be resolved. Then there needs to be a progression toward the goal.

Likewise, the leader in an organization needs to listen to the concerns and interpretations of the group members. If the members don't have the right interpretation of what's happening, they will move in the wrong direction and take the entire group with them to disaster. So an effective leader needs to be one who communicates what the goals, rules, and limits of the organization are. This will enable the members to operate within a particular context while striving for overall success -- and survival.

As to Leadership

And what do people do in regard to leaders? They follow their directions. More importantly, they follow the examples set by the leaders. If leaders are unruly or allow unruliness, there is an underlying statement to not only the group but all bystanders that chaos, brashness, disrespect for self and others is the norm. When a leader makes excuses for unruliness and refuses to diffuse or quash it, they are essentially saying they do not know how to lead or they refuse to lead or they are afraid to lead.

Leaders are not always such. They can also be members of a greater body or another group. To the extent they allow chaos in their own organization, they will take that chaos to other venues and infect them with the same disorganization and strife. The best thing to do, then, is either not allow the known problem to be admitted or else eject the problem at the first inkling of potential harm. How can this be justified with so much equal this and fair that romping about our landscape?

We'll talk about leadership qualities on another day.

I just finished speaking with a long-time client who had a pretty straightforward question, or so she thought. She wanted to know if the results that she was getting from her resume searching efforts on CollegeRecruiter.com and other career sites was typical of the results that other employers get, better, or worse. Her suspicion was that she was not getting her money's worth from her resume searching packages because the majority of matches that she was seeing were of no interest to her when she scanned the search results pages, which display summaries of the candidates.

I asked her to provide to me some sample metrics so that we had quantifiable information with which to work. She said that when she first runs a search, she might get hundreds or even thousands of matches because she tends to start the search off broadly by only including their location and category. She'll then narrow the search results by adding additional qualifiers such as experience level, education, and keywords. She'll add those additional qualifiers one-by-one so that she can see the effect on the results. She usually saves keywords until the end because if she runs into a problem with creating a search that is too narrow, that's where the problem usually occurs.

When she's finished setting up the search, she's spent about 15 minutes and usually ends up with about 50 matches. Simply by scanning the search results, she can tell that about 75 percent of those are of no interest. They're a match because the objective criteria that she's entered lines up with the objective information that the candidate entered, but the subjective and objective criteria that she hasn't entered do not line up with the information that the candidate entered. So she's left with about 12 resumes to view. When she views them, she immediately dismisses about 75 percent of the resumes. She can understand why our engine matched them to her search and why she thought enough of the summary to view the resume, but her experience allows her to see that the candidate is not a good fit for the position. That leaves her with about three candidates to contact.

She said that when she contacts the three candidates, she's usually able to reach two and not the third. One of the two will be interested enough to come in for an interview but not the other. She usually hires about 25 percent of the candidates that she interviews, so a search like the above only yields a hire about 25 percent of the time.

So is my client good at searching? Based upon my conversations with other clients, I believe that her results are normal. Not great. Not terrible. But normal. What are your results like?

The Army National Guard has a long and proud history of serving this nation in good times and in bad. They've been there for us when we were struck by tornadoes, floods, armed conflicts, and other disasters. And now President Bush wants them to fight another war: the war against illegal immigration. Regardless of which side of the political fence you line up on, the war against illegal immigration will place additional burdens upon members of the Guard. Remember that those who sign up with the Guard have historically done so because they thought they would serve a weekend a month and two weeks a year and be called up for short periods of time to help mitigate the effects of a natural or man-made disaster. The wars in Iraq and Afganistan changed all of that. Many members of the Guard haven't been home for over a year and many come home, settle in for a few months, and are then re-deployed for a second 15 month tour of duty halfway across the world.

Should the Guard's strength be increased along the Mexican border from a few hundred to 6,000 as President Bush has proposed, well over 150,000 Guard troops per year will be deployed to that area for several weeks each. While a deployment in the deserts of Texas, New Mexico, Arizona, and California hardly compare to a deployment in the deserts of Iraq, both take those Guardsmen away from their families and their jobs and increase the burdens being imposed upon those Guardsmen, their families, and their employers. How long can we ask so few to do so much?

I have the world of respect for our armed forces, including the members of the Army National Guard. While the Guard is one of our clients, my respect for the organization and its members runs far deeper than the business we do with them. These are people who sign up in part to provide their families with additional income but primarily because they feel a calling to help their neighbors in the worst of times. They have always done so. They always will continue to do so. And we must do whatever we can to minimize the burdens we impose upon them both in times of peace and in times of war. If we need 6,000 Guardsmen stationed along the border to secure it until the Border Patrol can be strengthened sufficiently, then so be it. But let's resolve to provide those resources to the Border Patrol as quickly as possible so that the men and women in the Army National Guard can return to their family and places of work.

Although my first love is still The Law, it appears I've reached saturation point in employment issues. I attended a handbells concert on the first Sunday of this month and saw the organizational development issues that correlated to the work of the musicians as well as some issues relating to being a good leader.

Being a handbells musician is a very unique musicianship. You are part of playing an entire piece of music. You are an essential piece of the overall presentation. You have a definite part and without it, there would be a gaping hole in the presentation. Played out of order or at the wrong time, and the sound will be something discordant, as though there's internal strife. Yet by necessity there is only a limited involvement in the overall presentation for each musician.

Being a Musician

Your entire identity and personality are subsumed, by necessity, to the playing of the four distinct notes and nothing more. However, each musician is important in the overall rendering of the piece. And it is critical that all of the musicians have a concept of and know the complete score so that they can play their part properly. Equally important is that each musician have a complete comfort and sense of sense of self so that each time one of their notes needs to be executed, it can be done with the appropriate flair and confidence required in order to render the tone that is needed at that point in the music. What the musicians' hands look like, the color or size, whether there is a hand or a prosthetic device are not essential to the rendering of the tone. The importance is that the tone is played and played accurately.

Each musician is in possession of only four bells that have only four tones on the scale. The musical piece may rise and fall one or even two octaves and dip in the same intervals. Yet the full complement of musicians will have four bells and be able to play the piece as one cohesive, flawless piece of music provided each one precisely follows the music score. Each tone has it's place and need to be executed as required in order for the score to have the correct presentation.

Aside from the limited amount of contribution to the score each musician has are several other factors. The bells are supposed to be played by ringing them in a particular fashion. It isn't a jingling of the handle by shaking one's wrist. Pretty wimpy way of doing things, really. Instead, it takes full play of lifting the entire arm, extending it, while in the air, the hand slowly flexes in its full range of motion in order to achieve sounding the soft, luxurious tone of the instrument, then slowly bring one's arm back down to resting position until the next note should be played.

The Director

The director of the music is akin to being the leader of an organization. The leader has the overall view of where the piece is going and how to get there. The director gives each musician cues on when to play their note and in what style so that the sound will have an interpretation and rendering as close as possible to the intention of the composer. (Please note that the director may, in fact, be the composer.)

The director has a role in relation to the music and the musicians. The director is the leader and gives guidance to the musicians on what they are supposed to do. It is not necessary for the director to ask permission of the musicians to lead the music. It is understood that a leader is necessary and that someone must take the reins in order to tell people when to start, at what pace, at what sound level. If there is to be a pause, how long the pause will be, if a solo is interjected, where that solo will occur and for how long.

The director leads with a strong hand but the director also leads with gentleness in order to coax from each player the sweetest sounds possible for that juncture of the piece. The director keeps every player and the score unified. They players do not rule the director and play on at whatever pace or volume they want, according to their whim or impression of what they hear in their heads, on their own timing.

So it is with the leader of an organization. Each person is led to do their particular job in their part of the company. Certain tasks have a particular timing and the leader holds everyone accountable to their part and its timing in order for the cohesive interplay of running the business unfolds as one score of music being played out in a beautiful concert. No one can play the entire piece by themselves because they do not have the full complement of notes. Each one is reliant upon all of the others in order to bring to the audience a presentation of the full score, under the guidance of the director, as was interpreted and written by the composer.

One Piece of Music, One Leadership

How interesting that as I finally reached the point of actually composing these words in order to publish them that I found a very interesting piece on leadership that talks about team building and essential skills of an effective leader.

This is the eighth and final installment of a multi-part case study that discusses the radical, strategic, necessary, and successful changes implemented by the Los Angeles Unified School District (LAUSD), the second largest public school district in the nation. The LAUSD was able to implement a large scale $95 million enterprise resource solution a full four years ahead of schedule, which clearly demonstrates how processes or technology alone can never transform an organization’s culture. To read the case study from the beginning, go to Part I.

Step 5: Get your staff the resources they need, break down barriers, and get out of their way

All great leaders, especially those in the Navy and other military branches, know that competent personnel perform best when they are allowed to perform and not micromanaged, second guessed, or denied the resources they need to get their jobs done properly. Hirsch and the other new leaders realized upon their arrival at the LAUSD that they were blessed with competent personnel but those people were not able to get their work done properly because they were denied the resources necessary to get that work done. So rather than engaging in petty politicking or power struggles, Hirsch focused on providing her personnel with the resources they needed to get their work done and then Hirsch got out of their way.

Results of Step 5

By providing the LAUSD recruiters with the resources they needed and breaking down the barriers they needed to succeed, Hirsch witnessed enthusiasm and engagement from her recruiters. When her recruiters could see that they were not going to be micromanaged by their new boss, their enthusiasm and engagement continued to grow and positively impacted their work performance.

Enthusiasm and engagement are desirable and admirable, but recruiters are not employed to be enthusiastic or engaged. Rather, they are employed to recruit well qualified employees who the organization can retain for a reasonable period of time.

Overall Results and Conclusion:

In three short years, the Los Angeles Unified School District’s human resource department transformed the quality of the District’s teaching force. The district is no longer the state of California’s “problem child” with regards to teacher quality. In fact, they are now the model district for all others to emulate. A full 98 percent of LAUSD’s teachers now either possess a teaching credential or are qualified interns who demonstrate expertise in the subject areas in which they teach. Instead of 7,000 teachers serving on emergency permits, there are now less than 500 in the entire district and only in the critical shortage fields of math, science and special education.

The human resources team has assimilated much more technology and has become the leading “change agents” and “early adopters” for technology within the District. This accomplishment was achieved four full years ahead of its implementation schedule. And most gratifyingly for all concerned, the LAUSD became district of first choice for teaching candidates rather than the district of last resort.

This is the seventh of a multi-part case study that discusses the radical, strategic, necessary, and successful changes implemented by the Los Angeles Unified School District (LAUSD), the second largest public school district in the nation. The LAUSD was able to implement a large scale $95 million enterprise resource solution a full four years ahead of schedule, which clearly demonstrates how processes or technology alone can never transform an organization’s culture. To read the case study from the beginning, go to Part I.

Step 4: Introduce accountability and the use of metrics

Like many business professionals and organizational leaders, educators fear accountability. They believe they will be held accountable for something beyond their control. The LAUSD’s recruiters were never asked to account for their recruiting performance by having their efforts and expenditures measured against the results they obtained. Once they were provided with the tools they helped to acquire, modify, and implement, they were asked how many interviews were needed to yield a hire and how long it would take to turn interviewed candidates into hires so that the LAUSD could backwards map the recruiting process and determine when the recruiters would need to start their sourcing efforts in order to hire the needed candidates on time. As basic as these questions and answers may be to many human resource professionals, they were completely foreign to the LAUSD recruiters.

Results of Step 4

Once the recruiters were shown that accountability should be used to analyze and identify the most productive activities and to modify or eliminate those activities with a low return on investment, they started to buy into the process instead of feeling like their jobs were being threatened by the introduction of accountability. For the first time, they could start comparing their results with the results of their fellow recruiters. These comparisons instilled the desired effect of creating a little healthy competition among them and ultimately improved the outcomes for the whole team. The metrics had the added benefit of increasing the credibility and eventually the pride of the entire recruiting branch.

The introduction of accountability and metrics improved the ability of the human resources department to communicate with the superintendent and school board. As a result, both gained confidence in the human resource department and the credibility of the district was dramatically enhanced at the state level. The metrics provided the department with the roadmap that it so desperately needed to help it achieve its goals – and its plans, actions, and results were fully documented every step of the way.

To continue reading this case study, please go to Part VIII.

I was interviewed yesterday evening on the NBC Nightly News. The story was about how employers are increasingly using sites such as Facebook for background checking of potential employees. The vast majority of college students are completely unaware that anyone other than students have access to these on-line profiles so the information is, ahem, often not exactly "G" rated. Some students make the mistake of posting information about excessive drinking, gambling, sexual contacts, etc. and mistakenly feel that no harm can come from their posting of what used to be regarded as private behavior. In today's reality show world (many of these students do not remember a time when there weren't reality shows at the top of the TV ratings chart), this information is deemed by some as being public. But it isn't and students need to learn that anything that they post on-line, even to a site that offers limited password protection such as Facebook, is information that can potentially be accessed by anyone at anytime and forever.

My advice to students is that they only post information on-line that they would feel comfortable sharing with their grandmother. If their grandmother would not want to hear about the behaviors of the student, then don't post it anywhere on-line. Posting information on-line is like getting a tattoo. There's nothing inherently wrong with posting information on-line or getting a tattoo, but in both cases you need to be prepared for it to be out there forever and for people to see it whom you may not want to see it. If you're not prepared to live with that, then don't do it.

Too often there have been times when I've talked with someone or read a message from them about their job search concerns. The typical comment goes something like, "I just need a paying job. At this point, I'll take anything. I don't care what it is. I just need to work!" Or they say something like, "I just have to get this job. It's my last chance."

My counsel to these people is about the same every time. "Don't go into the interview with that attitude. It will show. You'll appear desperate. You'll defeat yourself." Unfortunately, they don't listen. Sadly, they pay the price.

Listening and Attention to Details

One of the costs of a desperate attitude is that one stops paying attention to the critical details of the advertisement's description of the job and the subtle hints about what lies ahead. Believe it or not, advertisements do reveal a small amount of the company's culture. Words like "fast paced," "stays cool under strenuous situations," "ability to multi-task," within words of "good communication skills" actually paint a very precise picture of the work environment. The person is overworked, takes the blame for everything that goes wrong, has little to no time to double check things, gets yelled at often.

When responding to ads that have those types of red-flag words, it says the ad wasn't read very carefully. Chances are those words will not be questioned during the interview. The applicant will be willing to come in for an interview at just about any time they're offered. They'll drop everything to come in.

Cover Letter Details

No matter how stellar the resume is, there will be certain things that are not quite up to the same par as with those who have a higher self esteem. The accomplishments that would normally be enumerated in the resume will be missing and the resume will read like a job description. Anything and everything will be thrown into the box for consideration. The cover letter won't go into any details about why this resume and the posted ad are a match. To some people, these missing details siimply scream, "I need this job. Call me."

Personal Communication

The stress level in the voice will become obvious. The voice will have strained sounds. If not, the choice of words will be a give-away that this applicant will take anything that's offered. Otherwise, the desperate applicant will be far too accommodating as far as interview arrangements. They will tolerate some things that are simply outside the scope of courtesy and mutual respect. Even after all of these signals have arisen, the desperate candidate will overlook things like lack of responsive answers during the interview.

Wait Time

Additionally, the interviewer will have the candidate wait an inordinate amount of time or be completely unresponsive to follow-up messages.

Body Language

The desperate candidate will be too smiley. They will laugh at things that aren't funny. They will strain to come up with a positive response to everything. There will be little analysis of the information that is communicated because they don't care about the information. The only thing they care about is getting in the door -- no matter what's on the other side of it. The body language will also be strained. Even though during the personal interview, one should sit comfortably in the chair, with the back resting against the back of the chair, the desperate candidate will lean forward slightly as if about to spring out of the chair. There will be subtle signs of muscle tension over their entire body. Again, there will be stress in the voice; it may even be a few tones higher than normal.

Indicia

Many times, a collection of these warning signs are arrows pointing to a danger zone ahead. Although not 100%, a collection of these behaviors can indicate the manager or supervisor is an abusive personality. This type of person has their own set of insecurities that they impose on everyone else around them in various ways. This could be abusive communication, unreasonable work demands or schedules, argumentativeness, rude behavior, lack of attention to detail, taking credit for someone else's good work, inability to give compliments or credit for good work, secretiveness, disorganization. This will also be a person who cannot be relied on to give accurate information, they will find it difficult to be true to their word or any agreement they purport to establish.

Offers and Follow-up

When it shows that there's an inordinate amount of importance placed on getting a particular job, the salary that is offered will be lower. There will be no discussion of potential raises. Even if there were, it is highly unlikely those representations will be valid. When desperation is part of the candidate presentation, any outrageously inadequate offer will be tossed out like a bone to a hungry dog. If the offer is accepted, the act will be yet another invitation to be abusive once the candidate is "owned" by the company.

Fate Is Never Sealed

All of this may sound like a death knell. Only if one goes into vying for a position as a desperate candidate. Even if you get hired and have this attitude in the back of your mind, it is not the end of all jobs for the rest of your life. Just view this as one more step toward reaching your goal.

Set a milestone for yourself if you get hired under these circumstances. Make it a three-month milestone and stick with a regimen and schedule. Make certain you are scouring all possible venues carefully and with discernment. Apply to situations that are full of the proper descriptions and that you're qualified for them. Before you apply, assess yourself and then translate that assessment into why you are qualified for the position in the body of your cover letter -- as well as during your interview.

If you don't find a new and better situation within three months, don't panic. Simply expand your search horizon. But don't let it fall off and, whatever you do, do not be desperate when you apply for your career (next) position.

So frustrating, the job search thing! Find a job advertisement, gear up to answer it because it's the right job title. Get creative and do a cover letter to shoot off with that beautiful work of art, the resume of resumes. And what do you get for your time, energy, and wear and tear on your fingertips (and keypad)? Either no response, a "no thank you" response (if you're lucky), or a "come on over and let us talk to you" just before you get the "thanks for coming in but we're gonna pass this time" response. Don't these people realize there was a lot of work that went into responding to that ad? Those ads?

Wait. Why was the application made? Was there anything about the ad that persuaded you to respond? Did you say anything in your cover letter, not to mention resume, that persuaded the advertiser that you're the best thing since sliced bread? No? Or maybe? Or sorta, kinda? Hmmm. Persuasion is an important factor in the job search game and in the retention strategy.

Persuasion is a two-way street, especially when it comes to employment.

The Enticement from Them

First, there's the advertisement. The first hook is the fact that there's an opening. Then, the type of opening. And the third hook that is quite subtle is the fact that the opening is at this particular company that is known for [xyz].

Next enticement: what the job entails.

Next enticement: the environment.

Final enticement: salary, submission deadline.

The Other Side of the Street

Now the ball is in your court. It's time for you to send off your introductory package. But you need to do more than merely drop kick a resume their way. That resume is arriving with a few hundred others. Yours needs to be distinguishable. Yours needs content that makes the employer want to not only read the resume but also call you so they can get to know the person behind the paper. You need to persuade them that you are worth their time.

What makes you unique? Why are you interested in this position at this particular company? How have you affected positive results at other places? Do you have special interests and/or abilities that can be applied to this business and enhance how things are done or cause a steadying effect on things?

If you can come up with some motivating answers to those questions, no doubt you'll receive an invitation to come in for an interview. You've persuaded the recruiter that you have something going for you that may be worth a closer look.

Change of Courts

So the ball is back in the company's court in this persuasion ball game. Let's say an invitation for a personal interview is extended. It's time for the company to measure up as a positive place to be. It's time to research the reputation and history, the people and the work they do. You should be coming up with a lot of questions about why this segment and not another, who the competitors are and how close they are to the competition, how what you're seeking fits into the overall picture and how you can make all of this look even better.

Once you get into the interview and start having your getting acquainted conversation, those questions need to be interspersed into the dialogue. Listen carefully to what's said. If you're getting answers, that's a good sign. If you're being run around the mulberry bush, somebody isn't certain of critical information.

Back to Your Court

But let's assume, for the sake of this argument, that you've gotten some very positive answers from your interviewer. They've persuaded you that this is a good place for you and your career path. If there are a few reservations, that's okay. There'll probably be another interview where those reservations can be cleared up. But for now, it's time for you to do some additional persuading.

There's a reason you see yourself in this company, as a part of their solution. It's time to talk about it in relation to what the job is and will become. You plan to grow into the one who can do certain things as you learn the company way of doing things and become acquainted with the chain of command. You are a professional and can work with all types of people. You are an excellent communicator. You are convivial. You are a solutions provider. Whatever is the truth and is part of the solution this company is seeking, it's time to put that information out there in order to persuade the interviewer that the next level hiring manager needs to see you, needs to know you, needs to have you on the team.

Persuasion

Just as you want your friends to convince you that you should spend your free time with them instead of vegging out on the couch in front of the tube (for free), you need to be doing some active persuading in order to induce the potential employer to select you for a closer look, to talk with you, to hear your version of why you are the perfect match, and why they needed you yesterday.

Likewise, you're not just applying to any and every job on the proverbial wall. You're being selective. You're allowing employers to persuade you that they have an opportunity that is where you want to go, will lead to it, will provide you with another layer of experience in order to be the professional for them.

Both sides, at each step of the process, should be saying, "Persuade me!"

Yet another sign has emerged that the labor market has rebounded from the recession of 2001-03. Today’s college seniors are very confident that they will find jobs upon graduation and that those jobs will pay well. In a nationwide survey by Yahoo! HotJobs, 69 percent of college seniors indicate that they expect to have a full-time job within three months of graduation, up a remarkable 17 percent from just a year ago. In addition, more than two thirds of those seniors expect that their job will be within their desired field of interest and that they will make more than $50,000 in their first year.

So what’s important to college graduates when choosing between competing offers? Work-life balance is often mentioned as the most important factor for this Millenial generation. While that is a factor, far more are concerned about the reputation of the employer. The percentage breakdowns are:

  • Desire to work for a reputable company (60 percent)
  • A strong starting salary (58 percent)
  • A well-defined career path (56 percent)
  • Location (46 percent)
  • Work-life balance (28 percent)
Also interesting is that the large percentage of seniors who are willing to work in temporary jobs or in a different field until they can field a position in their chosen career field. More than half (53 percent) said that they would work as a temp or in a different field while only 10 percent would hold out for a full-time position in their chosen field. As for which career fields are most sought after by the college seniors of 2006, the hottest jobs are finance, communications (includes marketing, advertising, and public relations), and healthcare. Previously hot fields such as retail and sales declined.

Finally, the perception amongst many older people is that the Millenial generation is not willing to pay their dues and that they are lazy. From my discussions with these young adults, I know that is simply not true for the vast majority of them. The survey revealed that 68 percent think that they will need to start at the bottom in terms of responsibility and then advance up the corporate ladder by proving themselves. Only 28 percent believe that they will be working on important projects immediately.

This is the sixth of a multi-part case study that discusses the radical, strategic, necessary, and successful changes implemented by the Los Angeles Unified School District (LAUSD), the second largest public school district in the nation. The LAUSD was able to implement a large scale $95 million enterprise resource solution a full four years ahead of schedule, which clearly demonstrates how processes or technology alone can never transform an organization’s culture. To read the case study from the beginning, go to Part I.

Step 3: Invest in new technology so your staff can be the professionals they desire to be

This third step is where partnering with human resource vendors provided the LAUSD with the edge that is desperately needed to really push the envelope forward. One of the first investments Hirsch decided to make was in a stand-alone, on-line application system. Remember that the LAUSD hired 7,000 teachers per year and had no way of accepting applications electronically. Candidates were forced to mail or fax their applications. As awful as that is for an organization which hires infrequently, it was absolutely intolerable for an organization with the huge and ongoing hiring needs of the LAUSD.

Hirsch did not have the full support of the LAUSD information technology department. They insisted that they could not make sizable technology investments ahead of their Enterprise Resource Planning (ERP) system. If Hirsch had accepted their decision, LAUSD would have had to wait for four years. That was a delay that Hirsch simply could not tolerate. She knew that needed a win for her team and her team needed the boost that a properly functioning on-line application system could provide. Hirsch knew that she needed to bypass the LAUSD information technology naysayers.

Hirsch implemented a strategy through which she pressed forward with small investments in stand-alone technologies that she bought off-the-shelf or which were built in-house by her HR “techies.” This strategy allowed Hirsch to quickly provide her staff with at least a minimal amount of automation so that they could effectively and efficiently perform their jobs. While an ideal system would have had no redundancies, this approach led to some and the systems did not always “talk” to each other. Nevertheless, this step along the path to appropriate levels of automation made a significant and positive impact in the effectiveness, efficiency, and morale of the human resource team.

Hirsch then had an in-house grant writer find seed money to