The 6 Reasons You'll Get the Job

What might concern employers about hiring recent graduates? They enjoy learning but not working, can’t apply what they’ve learned, spent their time partying and not learning, don’t understand the demands of the business culture, lack experience but expect top dollar, or won’t stay, just to name a few. Employers know there are lots of exceptions to these assumptions. You just need to prove that you’re one of them. Here are seven common mistakes made by recent graduates:

1. Failing to cultivate work experience in the field before graduating. Working in the field before graduation demonstrates your passion and desire to be a part of it. You get insider information so you can identify employer needs in the six key areas—presentation, ability, dependability, motivation, attitude, and network—and develop proof that you understand the expectations of the business culture. If you do well, you can also gain Credible References to vouch for you and introduce you to decision makers who can hire you. It’s easier to get internships, part-time jobs, and summer work as student.

2. Thinking like you, not like the employer. Employers commonly complain that recent graduates don’t understand the business culture or their values. Often, this is due to a generation gap. Those running companies may be closer to your parents’ age than yours, and it’s reflected in their rules, expectations, and communication—for example, when your baby boomer boss says she’d like the report by 5:30 p.m., it’s a polite way of saying, Have it on my desk by 5:15. Don’t misinterpret her politeness as permission to get it done later. Generation gap or not, smart job seekers and promotable workers understand the business culture and employers’ values. Many employers are willing to teach you the business culture if you prove you are eager to learn.

3. Not separating your personal and professional lives. Employers don’t want you to bring your personal life to work, but they will use it to screen you out. The Internet makes it easier than ever to get information, and it’s reported that 86 percent of recruiters search online to learn more about applicants.² Does your online image make you look like a risky investment? Screen names, photos, and information on your websites or social networking sites, who you “friend” on those sites, groups and causes you are linked with—all may be scrutinized. Employers will assume you are like the people you associate with and that this is the “real you.” We help you insure your online presence and low-tech approaches help you get hired.

4. Communicating in ways that don’t work for your employer and customers. Employers complain that many young professionals have replaced conversation with texting, emailing, and instant messaging. Many people who run businesses still believe that relationships require personal interaction. Before you communicate, think about your audience and goal. If you’re merely passing on information, a quick email or text may work. If your goal includes making a decision, strengthening a relationship, or sharing an idea that could be enhanced with discussion, a phone call or face-to-face encounter is better. Replacing these valued interactions with brief, one-way messages in text code highlights your youth and inexperience, and can be perceived as laziness, disrespect, and a lack of professionalism.

5. Not developing mentor relationships. No one gets to the top alone. You’ll get hired and advance more quickly with mentors—experts who strategically advise you on options, warn you of pitfalls, and open doors for you. Who do you know who is successful in your field? Who could you get to know? As a soon-to-be or recent graduate, you are in the perfect position to meet potential mentors. Give them a reason to like you. Show them you possess a unique quality, attitude, or skill that is worth their investment. They’ll help you because your success will add to their own.

6. Thinking it’s the employer’s responsibility, rather than yours, to discover that you’d be good for the job. Most employers don’t have the time or inclination to dig for proof that you can do the job. They expect you to discover their needs and develop clear, concise, and compelling reasons for them to consider you—and a degree and good grades are not enough. Employers judge recent graduates on passion and presentation as much as on knowledge. When hiring recent grads, they expect a significant learning curve, but are willing to make the investment to harness your enthusiasm, eagerness to impress them, current education, and willingness to work hard.

7. Job searching like everyone else. Stand out from the crowd, or you’ll be screened out with the crowd. Each year, America produces 1.2 million college and university grads,³ another 3.3 million graduates from high school,⁴ and more from trade/ technical schools. Posting your résumé on the Internet won’t get you hired. You must search, and search differently. Get out from behind the computer, use our side doors to get to people with the power to hire you, and focus on the Hidden Market, where over 80 percent of jobs are found. Also, capitalize on your access to employers through university professors, career services, alumni, on-campus events, job fairs, visiting speakers, and internships.

EXITING MILITARY: I HAVE A LOT TO OFFER, SIR!

To begin your transition, clarify the work you will pursue next. You have three options: (1) Look for a civilian job within the military. Your local veteran employment representative (LVER) can advise you. (2) Apply for jobs that are the civilian equivalent of your military job. Visit http://online.onetcenter.org/crosswalk to discover the civilian titles for military jobs. Find local and national companies that are military-friendly through your LVER or at www.TAOnline.com. (3) Target a job in a field that fascinates you and uses your transferable skills from the military, other work, and life. We’ll show you how. Here are five tips for making your transition more successful:

1. Adapt to the civilian business culture. To be hired, you must prove you can meet the employer’s needs in six key areas—presentation, ability, dependability, motivation, attitude, and network. Adapting to the differences between the military and civilian work cultures in these six areas is one of the biggest challenges you may face. For example, most civilian companies don’t use formal titles. They practice professional informality—addressing people by their first names, smiling and maintaining friendly eye contact, and conversing in a familiar, fluid manner. Also, the posture and facial expressions used to portray strength, confidence, and respect in the military can be interpreted by civilians as rigid, aloof, or odd. To identify the cultural differences, get help from nonmilitary friends who are successful in the private sector, a military transition specialist, or a coach from your local workforce center.

2. Gather proof that you are the right person for the job. When using transferable skills from your military experience, don’t assume employers understand common military terms, jobs, or rank. Transfer your military skills, education, and experience into civilian terminology so they see you as a fit for their job. Refer to fellow soldiers as coworkers and your commanding officers as superiors, managers, or bosses, and use civilian titles for your military jobs. Have people without military experience review your selling points to insure that your message is clear. Develop a skills résumé to focus on your transferable skills for the new job, rather than your past career.

3. Develop an effective network. Identify people who have successfully transitioned into the civilian workforce who can teach you the rules, act as Credible References, or mentor you through the process. Cultivate a civilian network by volunteering, participating in community or industry groups, getting involved with your child’s school or activities, or joining a sports league, faith community, or hobby group. This lets you observe and get acculturated to the civilian way of life, while building a network that can help you in your job search and career development.

4. Capitalize on positive stereotypes about military personnel that are true of you—good at following instructions and completing tasks, well mannered, respectful, loyal, disciplined, hardworking, possessing a sense of duty, and so forth. Many businesses feel compelled to hire and train veterans, so maximize this opportunity. And prepare to combat negative stereotypes about hiring ex-military personnel—too rigid and intimidating, post-traumatic stress, lack creative thinking or personal initiative, or have a sense of entitlement because of the sacrifice made. Present yourself, in words and actions, as an exception to these stereotypes, as Sergeant Murphy does in Chapter 8.

ECONOMI C IMMIGRANT : WORKING FOR A BETTER LIFE

If you have uprooted yourself and your family and moved to a new country, you’re hoping to create a better life, and work is essential. It’s challenging to find work in a new country, even if you speak the language, have the legal right to work, and have good education and experience from your own country. But millions of economic immigrants have successfully made the transition,⁶ and you can, too. Here are the three major challenges, and tips for overcoming them:

1. Qualifications. Credentials, degrees, licenses, and certifications you gained outside your new country may not be recognized. You can find information online about re-credentialing programs that may help you use your credentials in your new country, though you may be required to reinvest in a majority of your education. Another option is to pursue nonlicensed or lower-level jobs in your field for which employers would love to have someone with your skill level. And for any job that doesn’t require a credential, employers can hire you once they test and confirm your knowledge and skills.

2. Cultural differences. There will be important differences between your previous business culture and that of your new country. Not understanding these differences can get you screened out. Employers judge you not only on your vocational skills, but in six key areas—presentation, ability, dependability, motivation, attitude, and network. As we share in this book, employers have a unique definition of each. You have two options, you can: socialize and work primarily with people from your home culture, or you can become bicultural and work in the local business culture. Becoming bicultural means that when you’re in your home culture you use its language and rules, and when you’re working you speak business English and follow the rules of the local business culture. The easiest way to learn a new business culture is to find a mentor who is successful in it and will teach you. You can also observe how employer expectations are similar or different from your home culture, and discuss it with employers, a local friend, or your mentor, as Yoku does in Chapter 11.

3. The process. The process of job searching and interviewing will be different than in your previous culture. Have a mentor walk you through it. Look for the subtle differences in protocol. Verify what is meant by each bullet point on a job description. Review the type of questions that will be asked, and use Chapter 16 to help craft your answers. In the United States, interviewers expect you to share all the best things you offer, and perhaps even exaggerate slightly, so always put your best foot forward. If your home culture values humility, so you humbly share less than your best because you don’t want to brag, you will likely to be screened out. Learn to confidently share your key message (top three to six selling points) throughout each interview.

DISABILITY: PLEASE JUDGE ME ON MY ABILITY

Almost half of all working-age people with disabilities in America today are employed. That’s nearly 20 million people,⁷ and you can join them. Everyone has strengths and weaknesses, and all of us make accommodations at work for our limitations. However, if you have a disability, it can overshadow your talents and make employers think it’s too disruptive or costly to accommodate you. The Americans with Disabilities Act (ADA) is designed to decrease employment discrimination against qualified individuals with disabilities,⁸ but it doesn’t require employers to hire you. As with any candidate, employers will choose you because you prove you can solve a problem, make them money, or help them be more successful. But you must also prove your disability will not become their problem. Use the strategies in this book and the five tips below to avoid getting screened out, and to get hired:

1. Target jobs you are fully qualified to do with your disability so the focus is on your abilities, not your limitations. This will also lay the foundation to request a reasonable accommodation from the employer who hires you. If you are unsure what you are qualified to do, visit your local workforce center (www.servicelocator.org), conduct a skills search at http://online.onetcenter.org, or join an online community designed to support people with your disability, and ask for suggestions.

2. Structure your job search so employers see your value before they notice your disability, as we teach in Chapter 19. If you have a visible disability, market yourself on paper, the Internet, or the phone. When you are invited to interview in person, call back to discuss the details and initiate an informal phone interview by asking questions about the position and sharing your unique selling points for the job, so the employer begins to see what they gain in hiring you before they meet you. If you have an auditory disability, there are smart phones and software that offer video relay service, or allow you to read on your mobile phone what others are saying, before you respond in your own voice. Sprint and other companies offer free services for their technology.⁹ If your disability is not visible, market yourself with methods that play to your strengths and show that you meet the employer’s needs. In all cases, use the side doors we teach to highlight your abilities and minimize your disability.

5. Reduce the employer’s perceived risk. If you can, before your job search, invest in the resources needed to make you more productive. Accommodations can be very simple—a special pillow for your back, a fan to cool the air, a quiet spot to work, or a lamp instead of fluorescent lighting. If you can’t afford it, research options and, once hired, discuss solutions with HR. If you require significant accommodation to work at the site, you might negotiate working from home or via the Internet. Also, there are programs and advocates that can help an employer carve out a job that allows you to do just the tasks you can do well.

CRIMINAL CONVICTION: IF YOU TAKE THE RISK, YOU WON’T BE SORRY

Currently, more than one in every thirty-one Americans is on probation, in jail, in prison, or on parole.¹⁰ Many more have criminal convictions in their past. If you do, you are not alone, but you may believe that employers won’t give you a second chance. A study in Los Angeles showed that 55 percent of employers are willing to consider people with convictions.¹¹ Hundreds of thousands of ex-offenders are working today, many in great jobs. And no, they did not have to lie to get the job. You must give employers a reason to believe you won’t commit a crime again, and prove that your skills, attitudes, and qualities make you worth the risk. The real challenge is getting past the screen-out process so you can tell your side of the story. Here are four proven tips:

1. Choose your job carefully. Target jobs you are allowed to do, companies that don’t have policies against hiring people with convictions, and employers who believe in second chances and are more sympathetic toward your issue (as described in Chapter 18). Often, small and midsize companies are more willing to listen and give you a second chance. Ask friends, community advocates, employment workers, or parole officers if they know where other ex-offenders have been hired.

3. Avoid job applications. They are the least effective tool for ex-offenders because you must answer questions about convictions before you can prove your value. Use a skills résumé, like Deborah’s (shown on page 229), and our side door techniques. When you must complete an application, read the questions carefully.

• If they ask about felony convictions, then the answer regarding arrests, misdemeanors, or trials that did not result in felony convictions is simply no.

• If they ask about arrests, even if you’ve been arrested but never convicted, answer this as you would any other illegal question—“N/A” for Not Applicable.

• If you were convicted of the type of crime they asked about, write, “Will explain in the interview” without additional details. Your application becomes part of your personnel file and you don’t want staff discovering the details, plus details can scare off employers. That said, you might choose to list and minimize the conviction—for example, More than 20 years ago or Misdemeanor, or list your milder offenses, such as traffic violation, public protest, DUI—no longer drink, and Will explain in interview—so employers realize it’s not as bad as they assumed.

• If you have a juvenile conviction and are now over eighteen, the courts should have sealed your record, allowing you to legally answer no. If the record hasn’t been sealed, write As a juvenile—will explain in interview.

• If you’re unsure of the details, contact each county in which you offended to access your official record. Get help from a community advocate, local workforce center, or websites such as www.criminalsearches.com.

If you would interview her, you think like many employers. Deborah’s résumé clearly tells employers why she is qualified for the job. Did it occur to you that during her experience with CDCR (California Department of Corrections and Rehabilitation), she was an inmate? It didn’t occur to employers. The heading Experience allowed her to include her prison work along with her previous employment to prove she meets the employer’s needs. A great résumé alone can’t get you the job, but it can give you a chance to share your good answer. Use the process in Chapter 16 to craft a good answer that increases your confidence and shows employers that what they’ll gain from hiring you outweighs the risks.

➵ DID YOU KNOW?

Employers have a legal right to ask about criminal convictions. Don’t lie; it can get you fired later. Use our techniques to show employers your value before explaining your background. If you’re offered a job before it comes up, follow Deborah’s example below and share your good answer before accepting the job. It will save you from always looking over your shoulder, and most employers will respect your honesty.

DEBORAH R . JOHNSON

Riverside, CA 951.555.5786

djohnson@aol.com www.Linked.com/in/DeborahRJohnson

OBJECTIVE: Administrative assistant in a small, fast-growing business

SUMMARY OF QUALIFICATIONS

• More than 10 years of office and computer experience.

• Helped manage and grow a successful, family-run business.

• Proven ability to manage multiple tasks at once.

• Computer literacy, including MS Office, MS Access, QuickBooks, and the Internet.

• Excellent attendance: Missed only 8 days in 10 years.

Office Skills

• Task Management: Enjoy managing multiple tasks. Known by colleagues as organized and efficient.

• Customer Service: Received 3 “outstanding” ratings for customer service in the last 5 years.

• Phone Skills: Pleasant phone voice with proven ability to handle multi-line phone system.

• Filing: Competent in designing, organizing, and maintaining physical and computerized filing systems.

• Data Entry: Typing speed of 60 wpm and 10-key by touch.

• Business Correspondence: Proficient in business correspondence, including excellent spelling, grammar, and punctuation.

• Bookkeeping: Experienced in maintaining petty cash and expense reports. Proficient in QuickBooks, and can quickly learn other programs. Proven success in basic accounts receivable and payable, and collecting on outstanding invoices, while maintaining customers.

• Travel Arrangements: Effective at booking hotels, air and ground transportation, and managing mileage and perks accounts.

• Special Projects: Enjoy event planning, special projects, contributing to the company newsletter.

Computer Skills

• Computer Literate: Know 5 computer programs, learn quickly, and can use manuals effectively.

• Computer Technology: Capable of basic computer upgrades including adding modems, memory, sound and VGA cards, loading software, and troubleshooting basic software and hardware problems.

• Internet: More than 5 years experience researching and communicating on the Internet.

EXPERIENCE

EDUCATION

Computer training in MS Office Professional Suite and Access

Independent study in MS Access and QuickBooks

Course work including typing, filing, business correspondence and terminology, and shorthand

DEBORAH R. JOHNSON

djohnson@aol.com 951.555.5786

When asked about her work with CDCR, Deborah shared stories and facts about her accomplishments at the learning center, then . . . Before we move on, I’d like to share the rest of the story about my time with CDCR. It’s personal, but I think you have the right to know. When I was very young, I married a man who became violent. When it started to hurt my children, I knew we had to get out. He said he’d kill us if we tried, and I believed him. I felt I had no choice but to act first, and that brought me to CDCR. I will never forget the look in my daughters’eyes when they realized I couldn’t come home with them. I made a vow, then and there, to make it up to them. At CDCR, I got counseling and discovered other options I hadn’t seen at the time. And I was given the opportunity to become a trusted member of the Learning Center team, where I gained many of the skills you see on my résumé, and was able to help a lot of other women gain the skills they need to start their lives over again. Today, my life is very different. I love being with my girls and have the support of great friends. I know my story may have come as a surprise, and it may feel risky to give me a second chance. But I promise that if you do, I’ll be your most loyal and hardworking employee. I will never take this chance for granted. Plus, as you said earlier, I have the skills you are looking for and I am focused on adding to your success.

DOWNSIZED: MOVE FORWARD OR MOVE ON

RECENT GRADUATE: I’M A WISE INVESTMENT

EXITING MILITARY: I HAVE A LOT TO OFFER, SIR!

ECONOMI C IMMIGRANT : WORKING FOR A BETTER LIFE

DISABILITY: PLEASE JUDGE ME ON MY ABILITY

CRIMINAL CONVICTION: IF YOU TAKE THE RISK, YOU WON’T BE SORRY