As a full service human resources consulting firm, the trained staff of recruiters at Career Solutions can help you develop an exceptional resume which will get you noticed. Contrary to popular belief, the main purpose of a resume is not to get you a job offer, but rather to highlight enough of your experience and accomplishments to get you a job interview.

Once the resume gets you in the door, then your job is to expound on the resume. Your resume therefore should focus on brief and succinct information and accomplishments.

EXAMPLE:

John Q. Candidate
123 Anyplace Street
Hometown, USA
Home: (123) 456-7890, Work: (123) 456-7890 (in confidence)

EXPERIENCE

ABC, Inc.

Hometown, USA

Area Sales Manager

8/92 - present

Duties and responsibilities of the position go here. Highlight the areas that show your qualifications. See below for more examples.

Hometown Valve, Inc.

Hometown, USA

Sr. Sales Representative

12/90 - 8/92

Responsible for handling key accounts. Duties included developing specs with client companies, calling on OEM automotive companies and the Big 3. Grew territory from $1.2 Million in sales to over $4 Million.

Sales Representative

5/87 - 12/90

Primary responsibilities included maintaining relationships with existing client base and developing new clients. Dedicated considerable time to new client development resulting in 34 new accounts in 10 months, and producing over $2.3 Million dollars in sales.

 

EDUCATION

The University, Hometown, USA
B.S. Business Administration, May 1987
GPA: 3.7 / 4.0

Career Enhancement and Interview Tips

Overcoming the Fear of Change By Bill Radin
©1998 Innovative Consulting, Inc.  Career Development Reports

You and I are lucky -- we live in a world rich in possibilities. Besides being able to select from an unlimited variety of occupations, we also have the right to find happiness in our daily work.

Naturally, everyone has a different definition of job satisfaction. For example, the job that seems fine to you may not be of much interest your best friend, and vice versa.

The fact that you live in a free society gives you the privilege to decide your own fate. You have as much power in determining where you work as you do in selecting a spouse, a home, a car, or a pet. Your choice of jobs really depends on how much you want to shape your career, and how much effort you’re willing to spend to make the necessary improvements in your life.

If you’re considering a job change, it’s probably for one of three reasons:

[1] Personal -- You want to change your relationships with others. For example, you may have discovered that you’re incompatible with the people in your company. Perhaps they have different interests than you; or they communicate differently or have different educational backgrounds.

[2] Professional -- You’ve determined the need to advance your career. For example, you’ve found that you won’t reach your professional or technical goals at your present company; or that your advancement is being blocked by someone who’s more senior or more politically oriented; or that you’re not getting the recognition you deserve; or that you and your company are growing in different directions; or that you’re not being challenged technically; or you’re not being given the skills you need to compete for employment in the future. Or you’ve simply lost interest in your assigned tasks.

[3] Situational -- Your dissatisfaction has nothing to do with personal relationships or career development; it’s tied to a certain set of circumstances. Maybe you’re commuting too far from home each day, or you’re working too many hours, or you’re under too much stress; or you want to relocate to another city (or stay where you are rather than be transferred).

Whatever your personal, professional, or situational reasons may be, you’re motivated by the desire to improve your level of job satisfaction and make a change.

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The Complete Job Description

In order to translate your needs into results, let’s begin by evaluating your present position -- it’s the first step in any job change.

You’d be surprised how many people are unclear about what they actually do for a living, and the way their jobs make them feel.

For example, whenever I interview a candidate, the first thing I ask for is a complete job description.

"So tell me, Bonnie, " I begin. "What is it that you do at your present company?"

"Gee, Bill, I thought I told you already. I’m a systems analyst."

"All right, fair enough," I reply. "But would you please describe to me in detail the following two things:

[1] What are your daily activities? That is, how do you spend your time during a typical day; and

[2] What are the measurable results your company expects from these activities? In other words, how does your supervisor know when you’re doing a good job?"

Often, I discover that people are hard pressed to come up with solid answers about the specific nature of their work. They’re not exactly sure about their job responsibilities, and their lack of focus results in stress or counter-productivity.

While a little bit of stress may is natural in any job, a steady diet of it can destroy your incentive to work. In fact, a recent study indicates a direct correlation between a person’s lack of task clarity and their level of job dissatisfaction.

Try this exercise: On a sheet of paper, write a complete, current job description in which you list your daily activities and their expected, measurable results. This exercise will not only help you clarify your own perception of your work; it’ll be useful later on when you begin to construct a resume and communicate to others exactly what you’ve done.

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The Positive Power of Values

Once you’ve described all the facets of your job, the next step is to understand the relationship between what you do and the way you feel.

I use the term values as a descriptor of personal priorities; as a yardstick to help you:

• Understand what types of work-related activities you really enjoy;

• Determine which goals or accomplishments are important to you and give you a feeling of satisfaction; and

• Evaluate whether your personal priorities are in balance, or in harmony with your job situation.

Although it’s fairly simple to decipher which daily tasks you really enjoy, the task of scrutinizing your personal priorities can be tricky. That’s because there are often factors unrelated to your job that can come into play.

To demonstrate the importance of values in our decision-making process, consider the following:

• I witnessed a job-seeker turn down a position because he was an amateur athlete and he didn’t like the air quality where my client company was located.

• Not long ago, I placed a candidate who was a long distance runner. He took the position largely because his new boss was also a runner, and would understand his need to take off work twice a year to run the New York City and Boston marathons.

• I arranged for an engineer to take a job with a company that offered him a demotion, since being highly visible within his current employer’s department made him feel uncomfortable.

• I helped a radar engineer change to a lower paying job. The reason? The engineer was a member of the 1988 Olympic rowing team, and the new company was near a river.

• I once found an excellent job for a chemist who was also an avid taxidermist. At the last minute, the chemist turned down the job, which would have required his relocation from Utah to northern California. The chemist explained that the climate in California was unsuitable for stuffing ducks.

The point is, we all have highly personal motivations which guide our career choices.

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The Job Description Makeover

Now that you know how to clearly define your values, the next step is to describe the changes you’d like to make in your new job.

To illustrate, listen to the way Pat, Craig, and Neil talk about their respective situations, and how they take their values into consideration:

Pat:

"I want to have more autonomy where I work. That would mean having a flexible schedule, working different hours each day at my discretion, without having to ask permission. I’d be able to leave early on Thursdays to take my daughter to her acting class, and in return, I’d be willing to spend several hours working at home during the evening and on weekends. With my personal computer, I’d have access by modem to the database in my department, and I’d be able to make a significant contribution to the workload, any time, day or night. Most importantly, I’d be evaluated solely on my performance, not by the number of hours I’ve punched on a clock."

Craig:

"I’d prefer to work closer to my home. I didn’t think the amount of time I spent commuting was very important when I joined the company two years ago, but now it really wears on me to sit for an hour a day in traffic. It’s not only nerve-wracking to deal with all the crazy people on the freeway; I could be using the commuting time to be with my family. The reduction of stress would improve my attitude, and give me a higher quality of life. If I could find a job similar to what I have now within a few minutes of home, that would make me happy."

Neil:

"I’m interested in my own career advancement. If I stay at this company too much longer, I’ll work myself into a corner technically and never achieve my potential. The people here are nice, but I don’t share their ‘lifer’ mentality. Look at Ed, my boss. He’s been here 17 years, and although he’s a really solid engineer, he’s not familiar with any of the latest advancements in technology. He’d have a hard time finding another job in this market, and it makes me worried, knowing I might someday be in his situation. Besides, I won’t be promoted until Ed retires. So I’d better leave soon, while I’m still attractive to other companies. That would give me the salary increase I deserve and the opportunity to learn new skills with people who are upwardly mobile and aggressive like myself."

Now it’s your turn. As any advocate of goal-setting will tell you, the more specifically you’re able to communicate what you’re looking for, the faster you’ll be able to get what you want.

Naturally, you’ll want to be realistic with your expectations, and think like a grown-up when considering your gripes. I’ll never forget Barry, an engineering candidate I interviewed a few years back, who came into my office with a suicidal look in his eyes.

"Bill, you’ve really got to help me," he moaned. "My job is ruining my life."

"Your situation sounds pretty serious," I replied in my most empathic tone. "How long have you felt this way?"

"Gosh, I don’t know, but I’ve got to make a change. My personal life is awful."

"How do you mean, Barry?" I asked.

"I mean I’m never at home, and don’t have any time to spend with my wife and kids. My company makes me travel constantly."

"Well, I can see how that might make you feel torn between your work and your home life. What can I do to help you?"

"See if you can get me a job where I don’t have to travel all the time. I just can’t stand the separation from my family," he pleaded.

My heart went out to him. "Sure, Barry, anything to help. But first tell me something. Exactly how often is your company making you travel?"

"Oh, it’s terrible," he cried. "They make me stay overnight in a hotel at least one night every three months!"

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Your Job Changing Strategy

Someone recently asked me whether I helped people get "better" jobs or jobs that made them happier.

My answer was that the two were the same.

Of course, if you were to look at your career from a purely strategic point of view, I could give you four good reasons why it makes sense to change jobs within the same or similar industry three times during your first ten years of employment:

[1] Changing jobs gives you a broader base of experience: After about three years, you’ve learned most of what you’re going to know about how to do your job. Therefore, over a ten year period, you gain more experience from "three times 90 percent" than "one times 100 percent."

[2] A more varied background creates a greater demand for your skills: Depth of experience means you’re more valuable to a larger number of employers. You’re not only familiar with your current company’s product, service, procedures, quality programs, inventory system, and so forth; you bring with you the expertise you’ve gained from your prior employment with other companies.

[3] A job change results in an accelerated promotion cycle: Each time you make a change, you bump up a notch on the promotion ladder. You jump, for example, from project engineer to senior project engineer; or national sales manager to vice president of sales and marketing.

[4] More responsibility leads to greater earning power: A promotion is usually accompanied by a salary increase. And since you’re being promoted faster, your salary grows at a quicker pace, sort of like compounding the interest you’d earn on a certificate of deposit.

Many people view a job change as a way of promoting themselves to a better position. In most cases, I would agree.

However, you should always be sure your new job offers you the means to satisfy your values. While there’s no denying the strategic virtues of selective job changing for the purpose of career leverage, you want to make sure the path you take will lead you where you really want to go.

For instance, I see no reason to make a job change for more money if it’ll make you unhappy to the point of distraction. Not long ago, I placed a project engineer with a company that offered him a $47,000 a year job. Later, he told me that the same day he agreed to go to work for my client, he’d turned down an offer of $83,200 with another company. The reason? The higher offer was for a consulting position with an aerospace company in Detroit -- a job that would have taken him down a road he felt was a dead end.

To me, the "best" job is one in which your values are being satisfied most effectively. If career growth and advancement are your primary goals, and they’re represented by how much you earn, then the job that pays the most money is the "better" job.

Your responsibility when contemplating a change is to evaluate what’s most important to you. Whether you focus on a single aspect of your job (like Pat, Craig, and Neil did), or on the overall nature of the job you’d like to improve,

The more clearly you connect your values with your work, the greater the potential for job satisfaction.

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Executive Recruiters: Your Job-Search Commandos
By Bill Radin
©1998 Innovative Consulting, Inc. Career Development Reports

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Executive recruiters (also known as headhunters or search consultants) have firmly established themselves as a visible and highly valued fixture in today’s employment landscape. Through their aggressive matchmaking, headhunters affect the careers of individuals, the lives of their families and friends, and the profitability of entire corporations.

No one knows exactly what the business world would be like without the influence of headhunters, but one thing’s for sure: sometime in your career, you’ll either receive a call from a headhunter, or initiate contact yourself. In either case, you should learn how to work with them effectively, and take full advantage of the many benefits their service provides. Here’s what you get from establishing a relationship with an executive recruiter:

• Greater exposure. Headhunters not only maintain a myriad of existing contacts within your field, they can also scout out new companies you never heard of.

• Increased efficiency. Headhunters are obsessive networkers; they spend their time researching and penetrating the job market. Their knowledge can save you time in identifying and pursuing prospective employers.

• Personalized public relations. Employers generally look more favorably towards a candidate who’s professionally recommended. Headhunters stake their reputations on the quality of their candidates, and will always present you in the best possible light.

• Confidential representation. Some job search situations require a great deal of discretion. For example, you may want to explore an opportunity with your present company’s direct competitor. In such an instance, a headhunter can present your background confidentially, thereby protecting your identity, and eliminating (or at least minimizing) your risk of exposure.

• Authoritative career consulting. Headhunters can help you determine the job or career track that’s right for you, based on current market conditions and your own values and abilities. They’re also in a unique position to walk you through (and monitor) each step in your job changing process.

• Private training. Headhunters can give you practical, time-tested suggestions on how to strengthen your resume and improve your interviewing technique. In many ways, a headhunter acts as a personal coach.

• Third-party representation. As experienced brokers, headhunters find ways to put favorable deals together, and iron out differences you and the hiring company may have regarding your salary, benefits, and relocation package.

In addition, working through a headhunter can actually improve your chances for success once you’ve been placed. That’s because the search fee the hiring company paid the recruiter represents a sizable financial investment in your future success -- an investment worth protecting.

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Headhunters: The Missing Link

Headhunting is a multi-billion dollar international industry that acts as the missing link between a half million job seekers and employers each year. At last count, there were over 125,000 executive search practitioners in the United States, according to The Fordyce Letter, the industry’s leading trade journal.

There’s hardly an industry or profession that hasn’t spawned its own coterie of recruiters. They cover every conceivable pocket of the job market, from food sales to machine design to motion picture financing to mortgage banking to freight hauling to data communications to haute cuisine to college administration to city management.

Generally speaking, headhunters work within well-defined niches. To make sense of a complicated employment market, headhunters classify their candidates according to:

• Title or function, which refers to their descriptive title or rank within the company, such as president, plant manager, staff accountant, director of nursing, and so on;

• Skill or application, which refers to their specialized abilities, such as tax accounting, IBM AS/400 programming, secured lending, and the like; and

• Product or service, which refers to the industry in which the candidates do their work, such as plastics, minicomputers, industrial tools, public administration, hospitality, and so forth.

To give you an example, a recruiter might place project engineers (title) with computer-aided design experience (skill) into positions with companies that built submarine hydraulic systems (product).

Other headhunters might place CEOs (title) with plant management experience (skill) who work for companies that process frozen broccoli (product); or district sales managers (title) with marketing degrees (skill) who work for companies that make high-top leather sneakers (product).

Think of your own experience. How would you classify yourself? Your answer will not only help you put your career into perspective; it’ll help the headhunter determine whether you "fit" into his or her market niche.

Of course, recruiters can use other means to define their markets. Some take an industry-specific approach. Let’s say you work in the retail industry, or in construction. You’ll probably find a recruiter who doesn’t care what your title or function is, as long as you have experience in that target market. I knew a recruiter named Jim, who specialized in the printing industry. No matter what you did in the past, if it had anything to do with printing, Jim would gladly take you under his wing.

The opposite approach is taken by the skill-specific recruiters. To them, the product or service of the host company is secondary to the skills of their candidates. This is the preferred method of recruiters who specialize in placement of data processing, accounting, or clerical personnel.

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Don’t Get Lost in the Shuffle

Even though headhunters can’t guarantee you a new job, you have much to gain from working with them. And vice-versa, since you represent an addition to their continuously perishable inventory. While it’s true that headhunters owe their allegiance to their client companies (who pay the fees), without candidates to fuel the fire, headhunters simply wouldn’t exist.

For each search assignment, headhunters may prescreen hundreds of prospects. Therefore, the majority of their time is spent with the finalists for each open position, relegating to their file drawers the "reject" or the "maybe next time" candidates they encounter. These candidates are often highly skilled professionals who simply don’t fit the specific qualifications required by the headhunter’s client company -- they’re simply in the wrong place at the wrong time.

For that reason, you should always press for a realistic appraisal of your chances of being placed. If one isn’t forthcoming, you can assume the recruiter is giving your candidacy a low priority. In that case, you can opt to let your resume languish in a headhunter’s file, or seek the help of a recruiter who’ll take an active role in finding you a new position.

I try my best to be up front with every candidate I talk to. If your skills fall outside my area of expertise, I’ll steer you to another headhunter who can be of assistance, or provide you with some general coaching which I hope will be of value.

Always look for a headhunter who takes an interest in your background, or who specializes in your industry. The last thing you need is to pin your hopes on someone who’s not in a position to help you. Be prepared for mixed reviews when you talk to recruiters. You might very well receive a brush-off like, "I’ll call you in a week to 10 days"; or bad advice, such as "You’ll never find the job you want with the background you have"; or discouragement like, "Nobody’s hiring now." Just keep plugging away at your job search -- and never take "No" from a headhunter.

Of course, even the most qualified candidacy is subject to the whims of a supply and demand job market. In many cases, a headhunter simply won’t know what your chances of getting another job might be until he or she puts out feelers or sends you out on an interview. To work most efficiently, invest your time with a recruiter who really wants to help you.

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Sigmund, Sherlock, and Donald

Headhunters come from a wide variety of backgrounds, and exhibit the same range of personal merits and character strengths as the rest of the human race. The majority are honest, hardworking entrepreneurs, who work diligently to help candidates find meaningful, rewarding jobs.

I’ve found that headhunters can be divided into three different personality types:

[1] The Sigmund Freud headhunter is a kindly, wise, and empathic counselor. He or she listens carefully when you describe your values, your job preferences, your personal goals, and your family commitments. The Sigmund Freud headhunter wants to place you with a company you’ll feel comfortable working for, and will spend lots of time getting to know you.

[2] The Sherlock Holmes headhunter is a clever, relentless, goal-oriented detective, who’ll track down and contact every company which might provide a match for your skills. This type can be quite creative in discovering aspects of your background which can be successfully marketed to companies off the beaten track, or only peripherally related to your present industry.

A perfect example of the Sherlock Holmes headhunter is Norman Roberts, who works out of an office in Los Angeles. It was his ingenuity that led to an unlikely (but highly successful) match in 1984. He took an unknown travel industry executive -- Peter Ueberroth -- and placed him as the head of the U.S. Olympic committee.

[3] The Donald Trump headhunter is the consummate deal maker. This type is less concerned with whether you’re a round or square peg, as long as you can be crunched into whatever hole may be available, or convenient. Headhunters like this tend to give the search industry a bad name because of their insensitivity to the true needs of their clients and candidates; and although they can often produce positive results, many times their high- pressure tactics lead to short-term employment.

While personality and style are important aspects to consider when selecting a headhunter, you should also evaluate the headhunter’s past results. Assuming you feel a modicum of comfort with the person you’re dealing with, it’s a good idea to check into their track record and experience level. If you discover a consistent pattern of success, you’re probably off to a good start.

Otherwise, you might find yourself stuck with the fourth type of headhunter: the Inspector Clouseau. This type embodies none of the above personality traits, only the endearing, bumbling incompetence of the movie character portrayed by the late Peter Sellers. In his Pink Panther movies, Inspector Clouseau was able to crack the trickiest cases; but only through sheer serendipity or plain dumb luck.

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The Two-Party System

You’ve probably heard of the so-called schism in the world of executive search between "retained" and "contingency" headhunters. True, differences exist, especially in regard to billing methods, candidate salary levels, and operational procedures.

However, I prefer to think of the entire search industry as a microcosm of the American political system, in which both Republicans and Democrats live in peaceful co-existence.

"Gee, that’s a far-fetched analogy, isn’t it?" you ask.

No, not really. Republicans and Democrats are both loyal Americans; they just have different views concerning society and the way the country should be run.

The same could be said of the retained recruiters (who get their fees paid in advance and work to fill higher level positions) and the contingency folks (who only get paid once their candidates are hired). Each serves a different slice of the employment population, and each has a different concept of how the search business should work.

Interestingly, the lines of demarcation have begun to blur in recent years. Just as Republicans and Democrats have cross-bred portions of their constituencies, so have the retained and contingency headhunters. Although the traditional break point in salary is around $75,000 (with retained above and contingency below) it’s no longer unheard of for a contingency recruiter to place a CEO at $200,000 a year; or a retained headhunter to place a manufacturing manager at $55,000. What’s more, each camp will, if the situation warrants, borrow from the other’s method of billing the client. Lately, I’ve heard stories of contingency recruiters charging partially retained fees, and retainer headhunters accepting assignments "on spec."

As the search industry continues to evolve, it’ll matter less and less how the client is billed. Currently, there are about a dozen different billing schemes, from flat fees to hourly fees to itemized service charges. One clever recipe combines contingency with retained to produce -- voila! -- "contained" search.

Understanding these broad divisions will help avoid confusion and save you time if your salary level is fairly polarized. That is, if you’re currently earning, say, $35,000, there’s virtually no chance you’ll be working any time soon with a retained headhunter. Similarly, if you’re earning over $100,000, the odds are, the headhunter you work with will be retained by the client company.

Both contingency and retained recruiters play for big stakes. Fees generally run from twenty to as high as thirty-five percent of a placed candidate’s first year compensation. With that type of arithmetic, it’s easy to see why headhunters develop ulcers, not to mention a healthy skepticism towards their clients and candidates. All it takes is for an employer or candidate to change his mind at the last minute, and the headhunter has lost, say, $10,000 or $20,000 in personal income for months of work.

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Some Common Sense Ground Rules

Let’s talk turkey for a minute about what to expect from headhunters, and how to establish some common sense ground rules. Here are seven issues you’ll want to discuss before you set any relationship in stone:

[1] Compatibility -- Make sure you feel comfortable with the style, personality, intensity level, and integrity of the headhunter. As in any other business relationship, you want the other person to understand your needs and act accordingly.

[2] Confidentiality -- Make sure your resume isn’t going to get plastered all over town without your knowledge. An inept (or anxious) recruiter can overexpose your candidacy; or worse, reveal your intention to change jobs to your own company.

[3] Good Judgment -- Make sure you’re being sent to interviews that match your background and interests with the needs of the recruiter’s client company. The most common complaint from both candidates and employers is that recruiters "throw candidates against the wall to see what sticks."

[4] Honesty -- Make sure there’s either a bona fide job opening or an upgrade possibility where you’re being sent to interview. Otherwise, you’ll be spending your valuable time on one wild goose chase after another.

[5] Tempo -- Make sure to let the recruiter know at what pace you want to proceed in your search for a new position. If you’re not ready to make a change until a later date, or simply want to explore the market, don’t let the recruiter waste your time by sending you on an interview.

[6] Arm-twisting -- Don’t be pressured into accepting a position or a compensation package simply to please the recruiter.

[7] Exclusivity -- It’s fine to work with a recruiter on an exclusive basis, as long as you feel comfortable with the arrangement, and the recruiter has earned the right of sole representation. On the other hand, you might not want to limit your options. Despite what you may be told, no recruiter has the exclusive "ownership" of your candidacy.

By the same token, you must be fair with headhunters. For example, if you’re pursuing a job search on your own or through another party, keep the headhunter aware of your activity, so you don’t cross paths. A recruiter’s time and reputation are his most valuable commodities; he or she deserves better than to be manipulated or left in the lurch.

Recruiters can’t work miracles by waving a magic wand over your resume; all they can do is match your background with a suitable opening, and help guide you through the job changing process efficiently and competitively. While it’s true that headhunters have their limitations and can’t be all things to all people,

It makes good sense to build a solid relationship with a competent headhunter.

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Seven Keys to Interview Preparation
By Bill Radin
©1998 Innovative Consulting, Inc. Career Development Reports

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It’s been said that Napoleon won his battles in his tent; that is, he did all the planning the night before the battle was joined, so that every contingency could be adequately covered. Interview preparation is similar. You never know exactly what will happen on the battlefield, but by being ready, you can eliminate a lot of the uncertainty, and know how to react to different scenarios.

Later, we’ll look at ways to effectively conduct the interview itself; but for now, let’s focus on the list, each item at a time.

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One: The Resume

Of course, bring a couple of copies, and be sure to read your resume before the interview, so you’re completely familiar with everything you’ve written. Nothing is more embarrassing (or potentially fatal to your candidacy) than being quizzed on some aspect of your background that appears on the bottom of page two -- and not being able to remember the details.

You might also bring materials which would be particularly good at illustrating an important aspect of your work, such as creative designs, writing samples, and so forth. Just remember to use your better judgment.

I once interviewed an engineer who brought with him a lawn and garden string trimmer made by his current company, so he could show me the design improvements he’d made on the product. It turns out his engineering efforts had lowered the trimmer’s cost to manufacture, which resulted in increased profits for his company. His version of "show and tell" was a bit extreme (my whole office was buzzing for weeks about my Weed Eater candidate), but at least his real-life picture told me a thousand words.

Be careful, though, not to overdo it with the props. College diplomas, letters of commendation, and company bowling trophies should be left at home. When in doubt, just bring your resume and your business card -- they’re the most important props you’ll ever need.

It’s a good idea to carry a leather folder or day runner with you so you can take notes or store written materials the company might hand you during the course of your interview. A briefcase is also fine, although I prefer a folder, which is lighter to carry, and less cumbersome. Always remember to bring a pen or pencil.

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Two: Appropriate Dress and Appearance

Much as I find some aspects of the New Dress for Success (Warner Books, 1988) formula as espoused by author and wardrobe consultant John T. Molloy a bit disheartening, there’s simply no practical excuse for dressing any way other than the book suggests. Sure, we’d all like to think that we’re being judged on our qualifications, skills, and depth of character. But the truth is, when it comes to interviewing, in most cases, clothes make the man. To think any other way is to ignore reality.

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Three: Directions To the Interview Location

Try to get directions at least a day before your interview, so you don’t get lost and arrive late. And here’s a tip: Always bring some cash to pay for parking. Never ask an employer to validate your parking stub, or reimburse you for parking. Not only is it impolite, you’ll create a negative impression, since it’s considered common courtesy to pay your own expenses for a local interview.

If you’re coming from out of town, then it’s especially important to get directions. Naturally, if the expenses for your interviewing trip are going to be covered by the employer, wait until the interview has concluded (or better yet, the next day) to settle up. Usually, the company will prepay the air fare, or other major expenses, and will reimburse you for the rest, such as your car rental, cab fare, hotel room, and meals. It’s customary that you pick up certain non-essential expenses, such as long distance phone calls from your hotel room, or the bar tab from the lounge in the hotel lobby.

A few years ago, a client company of mine flew a candidate to Los Angeles for an interview. The candidate, unfortunately, was unemployed at the time, and was in pretty dire financial straits. He charged the phone calls he made to his wife back in Wyoming and all his dry cleaning expenses (he only brought one shirt with him for two days of interviewing) to the company. When they got his expense voucher a few days later, they got pretty upset -- they never expected to pay for all these add-ons. It was too bad, too, because he was generally well received when he interviewed. I’d hate to think it was these little charges that were responsible for his not getting a job he really wanted.

The best time to arrive for an interview is precisely when you’re scheduled, not early or late. It can irk an employer to be told that the candidate for a 2 o’clock appointment is waiting in the lobby at one thirty-five. The employer will either become distracted knowing there’s someone hanging around waiting to see him, or he’ll scramble to rearrange his schedule to accommodate the candidate, which disrupts the rest of his day. If your appointment is at two, then arrive at two.

If for some reason you’re running late, call ahead to ask if you can reschedule for later the same day, or if not, later in the week. If something unexpected happens that you have no control over, simply explain the situation to the employer when you arrive.

I placed a candidate named Alan recently, who was over an hour late to his first interview. He’d been caught in a monstrous traffic jam and was unable to call ahead; but fortunately, he handled the situation like a real pro. When he arrived, he apologized for being late, and got right down to the business of interviewing. He simply put all the anxiety and frustration behind him, so that he could concentrate on the reason he was there, not the reason he was late.

If you’re ever caught in a situation like Alan was, stay cool, take a deep breath, and remove whatever misfortune befell you from your mind.

Four: Name and Title of the Interviewer(s)

When you arrange the interview, find out who you’ll be talking to, and what their function is within the company. Will you be speaking with the hiring manager? The manager from another department? The personnel director? The internal recruiter? A peer level employee or subordinate? A staff industrial psychologist?

You might already know the person. If that’s the case, you’re ahead of the game. If not, send out feelers among your own contacts within your industry, or look in your industry’s trade publications to see if the person you’re going to be meeting is distinguished in any way.

It’s also helpful to find out whether you and the person you’ll be meeting have any commonalties or interconnecting points of interest, in the way of origins ("Hey, you’re also from Wisconsin?"), schools ("My brother went to Duke, too. How did you like it?"), professional achievements ("My article appeared in Ad Week a month after yours did."), or personal interests ("I heard you were the Nebraska state ping pong champion. We’ll have to get together sometime for a match."). These tidbits can break the ice when an interview begins, and create a bond with the interviewer.

Five: Understanding the Company’s Hiring Procedure

To correctly gauge the sequence of events surrounding or following your first interview, ask these questions:

• Can you describe to me, step by step, the hiring procedure for this position?

This is important to ask, because you want to find out if (and when) the company needs to schedule a second or third level interview. Some companies will make hiring decisions on the spot; others will take months of meetings and endless signatures to process a simple request for a second interview.

• Will I be asked to take any tests?

And if so, what are they, and how long will they take to administer? Proctor & Gamble, for many of its professional positions, requires candidates to take a one-hour math and abstract reasoning test. Some companies require a full day of psychological, aptitude, technical skill, and intelligence testing. With most companies, failure to pass the tests means automatic elimination from consideration.

Most drug tests are simply referred to as "physicals," and may take several days to schedule and process. Often, you’ll have to use your own doctor or clinic.

• How long will it take before you reach a decision?

This will help you measure your progress through the hiring process, and could spare you from getting the jitters if you don’t hear something immediately.

I once got bent out of shape because a new client company was taking a long time to make a decision whether to bring back one of my candidates for a second interview. Later, I found in my original notes that the company was right on schedule; they’d told me up front that it would take them several weeks to reach a decision. As it turns out, I had no reason to complain.

• Do you currently have any finalists?

This question lets you know if you’ve entered the race late, and your interview with the company is only a formality. In a situation like this, isn’t it best to know where you stand?

• Who will be making the hiring decision?

Find out if the decision will be made by a committee. If it is, must the committee come to a unanimous agreement? Or, will the decision be based on the recommendation of a single person?

The more information you can dig up about the hiring procedure, the better you’ll be able to give a more confident, thoughtful interview. What’s more, arriving at an interview armed with a bastion of facts will help you shield yourself from the fear that occurs as a result of feeling out of control.

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Six: Background Information On the Company

While the amount of background information you can gather about a company is practically endless, it would be ludicrous to try to become a walking encyclopedia of corporate trivia. However, knowing something in each of these categories should significantly improve your odds of getting hired:

• The company’s personnel -- who the major players are, who was recently hired or let go. It’s also a good idea to know something of the history of the company, and who the founders were. For example, if you were interviewing for IBM, it might be considered a faux pas to look puzzled and ask, "Who?" at mention of the name Thomas Watson, Sr.

• The company’s basic structure -- what products or services they provide to which customers, what the various divisions are, and whether they’re privately or publicly held.

• The company’s vital signs -- how the company is doing financially. Are they solvent or struggling? Are they involved in a hostile takeover, or merging with another company? How’s their stock faring? You get the idea. Many of my candidates like to look through Value Line before they interview, so they can talk intelligently about the company’s financial picture.

• The company’s divisional or departmental details -- the changes that are taking place that could potentially affect the position you’re interviewing for. Is there a new product introduction or marketing strategy in the works? Or how about an overhaul in the company’s accounting methods, capital equipment, or computer system?

By arriving for your interview adequately briefed, you’ll make a strong impression on the interviewer. Best of all, you can spend your interviewing time discussing your background and the company’s needs, not the corporate biography, or company financial report.

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Seven: A Complete List of Questions You Want to Ask.

During the course of an interview, your dialogue with the other person will spawn a number of questions spontaneously. However, there may be important issues to discuss which will never come up unless you take the initiative. For that reason, you should bring a list of questions with you that will address these issues, so that you don’t leave the interview uninformed.

Premeditated questions can be grouped into four different categories:

[1] Company questions deal with the organization, direction, policies, stability, growth, market share, and new products or services of the prospective company or department;

[2] Industry questions deal with the health, growth, change, technological advancement, and personnel of the industry as a whole;

[3] Position questions deal with the scope, responsibilities, travel, compensation policies, and reporting structure of the position you’re interviewing for; and

[4] Opportunity questions deal with your own potential for growth or advancement within the company or its divisions, and the likely timetable for promotion.

You may have specific interests or concerns surrounding topics in each category. For example, if you’re interviewing with a computer manufacturer, you may want to ask about the future growth of the industry. Or, let’s say you’re interviewing for a position with a company that’s known for its high rate of personnel turnover. You might want to prepare a carefully worded question that deals with that issue.

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Leave Your Laundry List at Home

Naturally, you need to be careful not to come on too strong by asking too many questions -- it may turn the interviewer off. Presumably, if there’s mutual interest, you’ll get all your questions answered at a subsequent interview. The general rule of thumb is to limit the number of premeditated questions to about a dozen or less. While it’s true that you’ll be interviewing the company as much as they’ll be interviewing you, the last thing you want to do is turn a dialogue into an inquisition, or come across as a walking encyclopedia of corporate trivia.

You should also be aware that there’s one specific taboo to first-level interviewing, in terms of the questions you should ask. Never, ever bring up the issue of salary or benefits. If the employer initiates a dialogue surrounding these issues, and asks if you have any questions, fine.

But if it appears to the employer that your primary motivation for changing jobs is the new company’s compensation or benefit package, you’ll be out the door quicker than a bolt of lightning. Employers get chills of fear and loathing when they think you’re only on the job market to feather your nest at their expense. They visualize your employment with them as a short term, non-committal, career leveraging maneuver, and understandably, want to avoid being victimized.

Early in my career as a recruiter, I arranged an interview for a qualified candidate with a client company. After the interview, I called Shelly, the employer, to debrief her.

"Well, your candidate didn’t do so well," Shelly said.

"Really? I thought he had the perfect background."

"That wasn’t the problem. I just didn’t like the way he handled the interview."

"What happened?"

"I spent over an hour with him, telling him everything about the company, and introducing him to all the key people," Shelly said. "I even gave him an extensive tour of the manufacturing area."

"And then?"

"And then, I brought him back to my office, and we sat down to talk about what he’d seen. I asked him if he had any questions."

"And did he?"

"Yes. That’s when the interview ended. He looked me straight in the eye and asked, ‘What are your benefits?’"

"And?"

"And I got up," Shelly said, "and walked him right out the door."

Don’t misunderstand me. The candidate’s actions in no way reflected on his abilities or his character; his intentions were perfectly honorable. But after that incident (which cost the candidate a job and me a placement fee), I learned to caution interviewees not to initiate the subject of salary or benefits.

My suggestion is to take the John F. Kennedy approach to interviewing: "Ask not what your company can do for you, ask what you can do for your company."

This way, you can present yourself as a loyal, hard-working, virtuous, and dedicated candidate, rather than as an opportunistic job-hopper who’d prefer to live off the fat of the land.

While it’s unthinkable to accept or even consider a job without first knowing the financial rewards (or the details of the benefit package), there are better and more timely ways to broach the subject, without endangering your candidacy.

Interview preparation is perhaps the single most overlooked aspect of the job changing process. A candidate who’s fired up and ready to go at the time of the interview has a tremendous advantage over a candidate who’s not.

The more carefully you prepare for your interview, the better your chances of getting hired.

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How to Master the Art of Interviewing
By Bill Radin
©1998 Innovative Consulting, Inc. Career Development Reports

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To a large degree, the success of your interview will depend on your ability to discover needs and empathize with the interviewer. You can do this by asking questions that verify your understanding of what the interviewer has just said, without editorializing or expressing an opinion. By establishing empathy in this manner, you’ll be in a better position to freely exchange ideas, and demonstrate your suitability for the job.

In addition to empathy, there are four other intangible fundamentals to a successful interview. These intangibles will influence the way your personality is perceived, and will affect the degree of rapport, or personal chemistry you’ll share with the employer.

[1] Enthusiasm -- Leave no doubt as to your level of interest in the job. You may think it’s unnecessary to do this, but employers often choose the more enthusiastic candidate in the case of a two-way tie. Besides, it’s best to keep your options open -- wouldn’t you rather be in a position to turn down an offer, than have a prospective job evaporate from your grasp by giving a lethargic interview?

[2] Technical interest -- Employers look for people who love what they do, and get excited by the prospect of tearing into the nitty-gritty of the job.

[3] Confidence -- No one likes a braggart, but the candidate who’s sure of his or her abilities will almost certainly be more favorably received.

[4] Intensity -- The last thing you want to do is come across as "flat" in your interview. There’s nothing inherently wrong with being a laid back person; but sleepwalkers rarely get hired.

By the way, most employers are aware of how stressful it can be to interview for a new position, and will do everything they can to put you at ease.

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The Other Fundamentals

Since interviewing also involves the exchange of tangible information, make sure to:

• Present your background in a thorough and accurate manner;

• Gather data concerning the company, the industry, the position, and the specific opportunity;

• Link your abilities with the company needs in the mind of the employer; and

• Build a strong case for why the company should hire you, based on the discoveries you make from building rapport and asking the right questions.

Both for your sake and the employer’s, never leave an interview without exchanging fundamental information. The more you know about each other, the more potential you’ll have for establishing rapport, and making an informed decision.

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Basic Interviewing Strategy

There are two ways to answer interview questions: the short version and the long version. When a question is open-ended, I always suggest to candidates that they say, "Let me give you the short version. If we need to explore some aspect of the answer more fully, I’d be happy to go into greater depth, and give you the long version."

The reason you should respond this way is because it’s often difficult to know what type of answer each question will need. A question like, "What was your most difficult assignment?" might take anywhere from thirty seconds to thirty minutes to answer, depending on the detail you choose to give.

Therefore, you must always remember that the interviewer’s the one who asked the question. So you should tailor your answer to what he or she needs to know, without a lot of extraneous rambling or superfluous explanation. Why waste time and create a negative impression by giving a sermon when a short prayer would do just fine?

Let’s suppose you were interviewing for a sales management position, and the interviewer asked you, "What sort of sales experience have you had in the past?"

Well, that’s exactly the sort of question that can get you into trouble if you don’t use the short version/long version method. Most people would just start rattling off everything in their memory that relates to their sales experience. Though the information might be useful to the interviewer, your answer could get pretty complicated and long-winded unless it’s neatly packaged.

One way to answer the question might be, "I’ve held sales positions with three different consumer product companies over a nine-year period. Where would you like me to start?"

Or, you might simply say, "Let me give you the short version first, and you can tell me where you want to go into more depth. I’ve had nine years experience in consumer product sales with three different companies, and held the titles of district, regional, and national sales manager. What aspect of my background would you like to concentrate on?"

By using this method, you telegraph to the interviewer that your thoughts are well organized, and that you want to understand the intent of the question before you travel too far in a direction neither of you wants to go. After you get the green light, you can spend your interviewing time discussing in detail the things that are important, not whatever happens to pop into your mind.

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Don’t Talk Yourself Out of a Job

I’ve got a friend who’s the hiring manager of an electronics company. He told me once that he brought a candidate into his office to make him a job offer. An hour later, the candidate left. I asked my friend if he had hired the candidate.

"No," he said. "I tried. But the candidate wouldn’t stop talking long enough for me to make him an offer."

Don’t misinterpret me. I’m not suggesting that an interview should consist of a series of monosyllabic grunts. It’s just that nothing turns off an employer faster than a windbag candidate.

By using the short version/long version method to answer questions, you’ll never talk yourself out of a job.

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The Prudent Use of Questions

Beware: An interview will quickly disintegrate into an interrogation or monologue unless you ask some high quality questions of your own. Candidate questions are the lifeblood of any successful interview, because they:

• Create dialogue, which will not only enable the two of you to learn more about each other, but will help you visualize what it’ll be like working together once you’ve been hired;

• Clarify your understanding of the company and the position responsibilities;

• Indicate your grasp of the fundamental issues discussed so far;

• Reveal your ability to probe beyond the superficial; and

• Challenge the employer to reveal his or her own depth of knowledge, or commitment to the job.

Your questions should always be slanted in such a way as to show empathy, interest, or understanding of the employer’s needs. After all, the reason you’re interviewing is because the employer’s company has some piece of work which needs to be completed, or a problem that needs correcting. Here are some questions that have proven to be very effective:

• What’s the most important issue facing your department?

• How can I help you accomplish this objective?

• How long has it been since you first identified this need?

• How long have you been trying to correct it?

• Have you tried using your present staff to get the job done? What was the result?

• What other means have you used? For example, have you brought in independent contractors, or temporary help, or employees borrowed from other departments? Or have you recently hired people who haven’t worked out?

• Is there any particular skill or attitude you feel is critical to getting the job done?

• Is there a unique aspect of my background that you’d like to exploit in order to help accomplish your objectives?

Questions like these will not only give you a sense of the company’s goals and priorities, they’ll indicate to the interviewer your concern for satisfying the company’s objectives.

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Give It Some Thought

Here are seven of the most commonly asked interviewing questions. Do yourself and the prospective employer a favor, and give them some thought before the interview occurs.

[1] Why do you want this job?

[2] Why do you want to leave your present company?

[3] Where do you see yourself in five years?

[4] What are your personal goals?

[5] What are your strengths? Weaknesses?

[6] What do you like most about your current company?

[7] What do you like least about your current company?

The last question is probably the hardest to answer: What do you like least about your present company?

I’ve found that rather than pointing out the faults of other people ("I can’t stand the office politics," or, "I don’t get along with my boss"), it’s best to place the burden on yourself ("I feel I’m ready to exercise a new set of professional muscles," or, "The type of technology I’m interested in isn’t available to me now.").

By answering in this manner, you’ll avoid pointing the finger at someone else, or coming across as a whiner or complainer. It does no good to speak negatively about others.

I suggest you think through the answers to the above questions for two reasons.

First, it won’t help your chances any to hem and haw over fundamental issues such as these. (The answers you give to these types of questions should be no-brainers.)

And secondly, the questions will help you evaluate your career choices before spending time and energy on an interview. If you don’t feel comfortable with the answers you come up with, maybe the new job isn’t right for you.

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Money, Money, Money

There’s a good chance you’ll be asked about your current and expected level of compensation. Here’s the way to handle the following questions:

[1] What are you currently earning?

Answer: "My compensation, including bonus, is in the high-forties. I’m expecting my annual review next month, and that should put me in the low-fifties."

[2] What sort of money would you need in order to come to work for our company?

Answer: "I feel that the opportunity is the most important issue, not salary. If we decide to work together, I’m sure you’ll make me a fair offer."

Notice the way a range was given as the answer to question [1], not a specific dollar figure. However, if the interviewer presses for a exact answer, then by all means, be precise, in terms of salary, bonus, benefits, expected increase, and so forth.

In answer to question [2], if the interviewer tries to zero in on your expected compensation, you should also suggest a range, as in, "I would need something in the low- to mid- fifties." Getting locked in to an exact figure may work against you later, in one of two ways: either the number you give is lower than you really want to accept; or the number appears too high or too low to the employer, and an offer never comes. By using a range, you can keep your options open.

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Some Questions You Can Count On

There are four types of questions that interviewers like to ask.

First, there are the resume questions. These relate to your past experience, skills, job responsibilities, education, upbringing, personal interests, and so forth.

Resume questions require accurate, objective answers, since your resume consists of facts which tend to be quantifiable (and verifiable). Try to avoid answers which exaggerate your achievements, or appear to be opinionated, vague, or egocentric.

Second, interviewers will usually want you to comment on your abilities, or assess your past performance. They’ll ask self-appraisal questions like, "What do you think is your greatest asset?" or, "Can you tell me something you’ve done that was very creative?"

Third, interviewers like to know how you respond to different stimuli. Situation questions ask you to explain certain actions you took in the past, or require that you explore hypothetical scenarios that may occur in the future. "How would you stay profitable during a recession?" or, "How would you go about laying off 1300 employees?" or, "How would you handle customer complaints if the company drastically raised its prices?" are typical situation questions.

And lastly, some employers like to test your mettle with stress questions such as, "After you die, what would you like your epitaph to read?" or, "If you were to compare yourself to any U.S. president, who would it be?" or, "It’s obvious your background makes you totally unqualified for this position. Why should we even waste our time talking?"

Stress questions are designed to evaluate your emotional reflexes, creativity, or attitudes while you’re under pressure. Since off-the-wall or confrontational questions tend to jolt your equilibrium, or put you in a defensive posture, the best way to handle them is to stay calm and give carefully considered answers.

Whenever I hear a stress question, I immediately think of the Miss Universe beauty pageant. The finalists (usually sheltered teenagers from places like Zambia or Uruguay) are asked before a live television audience of three and a half billion people to give heartfelt and earnest responses to incongruous questions like, "What would you tell the leaders of all the countries on earth to do to promote world peace?"

Of course, your sense of humor will come in handy during the entire interviewing process, just so long as you don’t go over the edge. I heard of a candidate once who, when asked to describe his ideal job, replied, "To have beautiful women rub my back with hot oil." Needless to say, he wasn’t hired.

Even if it were possible to anticipate every interview question, memorizing dozens of stock answers would be impractical, to say the least. The best policy is to review your background, your priorities, and your reasons for considering a new position; and to handle the interview as honestly as you can. If you don’t know the answer to a question, just say so, or ask for a moment to think about your response.

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Wrapping It Up

At the conclusion of your interview, you can wrap up any unfinished business you failed to cover so far, and begin to explore the future of your candidacy.

During your interview wrap-up, it’s a good practice to make the interviewer aware of other opportunities you’re exploring, as long as they’re genuine, and their timing has some bearing on your own decision making.

The fact that you’re actively exploring other opportunities may affect the speed with which the company makes its hiring decision. It may even positively influence the eventual outcome, since the company may want to act quickly so as not to lose you.

However, your other activity should be presented in the spirit of assistance to the interviewer, not as a thinly veiled threat or negotiating tactic. I’d advise you to play it straight with the interviewer.

And remember to maintain a positive attitude. In today’s job market, you’d be surprised how often victory is snatched from the jaws of defeat.

The better your interviewing skills, the greater your chances of getting the job.

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Position Comparison: How to Evaluate a Job Offer
By Bill Radin
©1998 Innovative Consulting, Inc. Career Development Reports

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Let’s assume your employment interview went well, and there’s sincere and mutual interest on both sides.

Now you need to decide two things: first, whether the new position is right for you; and if so, what sort of offer you’d be willing to accept.

To evaluate the pros and cons, ask yourself the following: Does the new job meet the criteria you spelled out when you first began your search? Will the new job improve your level of personal and professional satisfaction? Or will it simply offer you a rehash of what you already have? Hopefully, the unique qualities you’re seeking will be within your grasp.

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Keeping Score

If you’re not sure about the new job, or need help in being more objective, take the following test as a way to compare the two positions. You should be able to get a feel for how the job you interviewed for stacks up against your current position by selecting which considerations best suit your needs.

The position comparison test can be "scored" two different ways. You can either tally the totals (the best job has the highest score); or you can use the test as a way to examine your priorities.

Let’s suppose your score was 15 to seven, in favor of the new company. Does that mean you should change jobs?

Well, not necessarily. It depends on which considerations are most important to you. If an increase in travel will ruin your marriage, then it won’t matter how many positive considerations point to the new job. (This is assuming you want to stay married.)

However, a simple tallying of the score can be very helpful when the decision is a tough one, and no single consideration acts as a "knockout" factor. Besides, mathematical "logic" can always be used to justify what you already feel to be the right decision.

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The Economic Factor

Compensation, of course, will be a key factor in your decision whether to accept a new position.

Oddly, few people take the time to really understand their economic choices, mostly because there are so many hidden factors, such as cost of living, benefits, relocation expenses, and so forth.

Regardless of where compensation ranks on your list of priorities, it’s a good idea to know what you may be getting into when faced with a career decision.

To help you put your economic choices into perspective, use this compensation comparison to evaluate both your prospective compensation package and what you’re currently earning.

The best time to make your calculations is before an offer is made. That way, you can form a clear idea of what you’ll need, without having to dicker (or experience shock) later on.

If you’re looking at an opportunity that’s in a different geographic location, you might want to do some investigating before you even interview. For example, if you live in a nice suburban community in Lawrence, Kansas, what would it cost you to maintain your current lifestyle in an area like San Francisco? Your answer (and your willingness to make the necessary trade-offs) will help determine your level of interest when considering the new position.

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Figuring the Bottom Line

The best approach to putting the deal together is to decide whether you want the job before an offer is extended. This allows you to clarify whether the job suits your needs. Unless you’re motivated solely by money, it’s doubtful a few extra dollars will turn a bad job into a good one.

If the job interests you, then determine the conditions under which you’ll accept. These fall into two categories: Bottom Lines and Porcupines.

The term "bottom line" refers to the amount of compensation you feel is absolutely necessary to accept the job offer. If, for example, you really want $46,000 but would think about $45,000 or settle for $44,000, then you haven’t established your bottom line. The bottom line is one dollar more than the figure you would positively walk away from. Setting a bottom line clarifies your sense of worth, and helps avoid an unpredictable bargaining session.

I recommend against "negotiating" an offer in the classic sense, where the company makes a proposal, you counter it, they counter your counter, and so on. While this type of tit for tat format may be customary for negotiating a residential real estate deal, job offers should be handled in a more straightforward manner.

Here’s how: Determine your bottom line in advance, and wait for the offer. If the company offers you more than your bottom line, great. If they offer you less, then you have the option of turning the offer down or revealing to them your bottom line as a condition of acceptance. At that point, they can raise the ante or walk away.

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Lay Your Cards on the Table

Once the bottom line is known, you can avoid the haggling that so often causes aggravation, disappointment, or hurt feelings.

My experience has shown that it’s much better to lay your cards on the table in the beginning than to barter to get what you want. An employer can get very irritable when a candidate says, "I’ll think it over," or keeps coming back with new demands again and again. Even if you get what you want, you’ve created a negative impression with the company which will carry over after you’ve been hired. In effect, you may win the battle, but lose the war.

By determining your own acceptance conditions in advance, you’ll never be accused of negotiating in bad faith or of being indecisive. Whether you’re representing yourself or working with a recruiter, learning to differentiate between financial fact and fantasy will facilitate the job changing process.

You may want to itemize your bottom line, and, if it’s appropriate, show it to the company (or your recruiter) as a means to justify your salary request. Carefully figure your total package, and document any loss of income that may result from a differential in benefits, geographic location, car expenses, and the like.

If a recruiter asks for your bottom line, he or she isn’t trying to manipulate you or conspire with an employer that plans to "lowball " its candidates. The recruiter is simply making a good faith effort to discover what makes you happy, and put together two interested parties.

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The Porcupine Category

Of course, there are considerations aside from money that usually need to be satisfied before an offer can be accepted. Factors such as your new position title, review periods, work schedule, vacation allotment, and promotion opportunities are important, and should be looked at carefully.

To understand the candidate’s needs, I use the porcupine approach to quantify each consideration or "point" made by the candidate as a condition for acceptance. Once I understand each point, I can work with the company to put the deal together, without having to go back later to get "one more thing."

Once you know your bottom line and each condition, or point on the porcupine, you’re in a better position to get what you want, since you’ve established quantifiable goals to shoot for.

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How an Offer Is Staged

Every company makes hiring decisions differently. Some will encourage shoot-from-the-hip managers to make job offers on the spot. Other companies will limit the decision maker’s ability to act quickly and unilaterally, and require a drawn-out series of staff meetings, subsequent interviews, corporate signatures, and so on.

These days, it’s not uncommon for the hiring cycle to last weeks or even months, regardless of how "critical" the position might be. The best approach is to maintain contact with the company, allowing for the fact that there’ll probably be some delay. Presumably, you asked what the hiring procedure was when you first interviewed. Their answer should give you some indication as to when a decision will be made.

Offers can be extended by either a letter, or verbally from a hiring manager. They can also be made through a third party, such as a recruiter. In either case, be careful. An offer needs to include these three components before it can be considered official:

[1] Your position title;

[2] Your starting salary; and

[3] Your start date.

Before you resign from your present job, make sure you nail down each of these components from a company official, either verbally or in writing (in the form of an offer letter). Even if the offer comes through a recruiter, you should always contact the employer directly, and if possible, get a letter of offer or acceptance to verify the deal (although a verbal offer and acceptance will act as a legal contract).

Not long ago, I was working with a candidate who interviewed for a position with one of my client companies. The interview went extremely well; so well that the VP of the company called the candidate at his home that evening to discuss the offer.

"Well, Paul, we really like you," the employer told the candidate. "The job is yours if you want it."

"I want it," said Paul. "When do I start?"

"Well, I’ll call Bill tomorrow and work out the details," replied the employer.

Understandably, Paul got excited. Filled with pride, he drove his ailing grandmother by the new company the next day, so he could show off his new place of work.

But guess what? The employer never called me, and never called Paul, either. For some reason he changed his mind, and didn’t have the decency to let anyone know.

The reason I tell this story is to warn you that even when the cat seems to be in the bag, it ain’t over ’til the fat lady sings. An offer has to include a position title, a starting salary, and a date of start to be official; just telling you the job is yours isn’t enough.

Here’s another word of caution: Offers sometimes have strings, or contingencies attached. Don’t be surprised if the fine print requires you to:

• Pass a physical examination;

• Document your citizenship or immigration status;

• Obtain a security clearance;

• Undergo a thorough background investigation, in which your credit history, police records, and travel history might be examined;

• Verify your academic credentials; or

• Provide proof of your past employment, salary, or military service.

Very often, these contingencies must be satisfied before you can to report to work or receive a paycheck.

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Accepting the Offer

If everything about the new position is satisfactory, go ahead and accept the offer. If you’re expecting an offer from a second company, you should let the second company know about your offer right away, so they can speed up their decision. That way, you’ll avoid jeopardizing one deal for the sake of another.

Once an offer’s on the table, it makes common sense to accept or reject it within a day or so. Otherwise, your inability to commit will reflect poorly on the way you make decisions; or it will telegraph your lack of enthusiasm to the new employer. In either case, you’re likely to be bruised by waiting too long.

If you have legitimate concerns, or you still have questions that need to be answered, now is the time to bring them up. Rather than tell the employer, "I’ll have to think it over," use the following script:

"Mr. Employer, this job looks very good to me, and I’m enthusiastic about coming to work for your company. I’ll be in a position to accept your offer and start in two weeks if I can just clarify a couple of things..."

The answers you get will make your decision for you, and you’ll either accept or reject the company’s offer.

If you decide to reject an offer, remember that it’s almost impossible to resurrect the deal at a later date, since the position will be offered to someone else, or the employer will feel insulted, and close the door on your candidacy. Whatever you do, make certain your decision is final.

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New Angles and Unusual Deals

Most deals come together quite cleanly, with little need for haggling or creative financing. Sometimes, though, it takes a little imagination to satisfy both parties.

Money can present a problem for employers when your salary requirements exceed the published range for the position, or create an inequity within the department. In fact, internal equity issues (in which your expected salary might be greater than someone on the staff who has more professional or company seniority) are the cause of most deals that fail to close for financial reasons.

To satisfy money matters, look for ways to increase your overall yearly compensation, rather than your annual salary. Here are a few added goodies you can shoot for to boost your earnings without ruffling too many feathers:

• A sign-on bonus to be paid in cash on your date of start;

• A performance bonus to be paid after thirty, sixty, or ninety days, assuming your clearly defined goals are met;

• A discretionary bonus to be paid in a lump sum, or over a specified period;

• A generous relocation bonus to be paid on your date of start to cover expenses (but which can be spent at your discretion);

• An accelerated review which would occur after three or six months, rather than on your first anniversary of employment, in which your salary would be increased; or

• An early participation in the company’s bonus, stock purchase, or pension plan; or other employee benefit program.

When required, companies will sometimes serve up these tasty morsels to hungry candidates who recognize that overall compensation consists of more than salary alone.

The craziest deal I ever put together involved a candidate who’d just purchased a home and was beyond commuting distance to the interested company. Since the candidate wouldn’t sell his home and relocate, the company president agreed to buy the candidate (who had a pilot’s license) a single engine airplane so he could fly to work each day. It just goes to show, where there’s a will, there’s a way.

Careful evaluation mixed with a little bit of creativity will help you get the deal you want.

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Position Comparison Guide

 Candidate _________________________________ Current position ______________________________________

Current employer _______________________________ Prospective employer _______________________________

• Score: ____________ Current job ____________ New job New job differential (+/-) ___________

Position Compensation Guide

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Candidate __________________________________ Current position _____________________________________

Current employer ______________________________ Prospective employer _______________________________

Current job $________________ New job $________________ New job differential (+/-) $___________

The Proper Way to Resign
By Bill Radin
©1998 Innovative Consulting, Inc. Career Development Reports

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Congratulations. You’ve accepted a new job.

Now take a deep breath and prepare yourself for the challenge ahead. Even though you may be floating on cloud nine now, there are a lot of emotional and logistical hurdles yet to clear.

As you’ve already learned, the job-changing process arouses all sorts of feelings. During the transitional phase that begins with your acceptance of an offer and ends a month or two after you’ve started your new position, the emotional limbo you’ll experience will be especially acute.

Why? Because suddenly, the reality kicks in. After all this time, the changes you’ve been contemplating are actually going to happen.

This jolting realization will be followed by a sense of guilt. Oh, my God, you tell yourself. I’ve been cheating on my present employer. Having an affair is one thing -- but divorce? I never knew it would come to this!

Then the fear of reprisal begins. My boss is gonna kill me, I just know it. He’s really gonna make me suffer.

And if the fear of guilt and reprisal don’t give you enough to worry about, consider the buyer’s remorse you’ll probably feel. What if I made a mistake? you ask yourself. I’m gonna ruin my life. Aaauuuggghhh!

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Don’t Let the Demons Get You Down

Relax. Everyone who changes jobs is plagued by these demons, to a greater or lesser degree. It’s only natural.

But rather than dwell on the past, imagine for a moment that you’re in your new job.

Isn’t this great? Think of all the changes you’re making, and how your new life is a huge improvement compared to what you had before. Think of the new people you’re meeting, the new skills you’re acquiring, and the new opportunities you have to advance your career.

Now, are you going to let your fears unravel everything you’ve accomplished in the way of self-evaluation, planning, resume writing, interviewing, and putting a deal together? No way. You’re not the type of person who’s going to allow cold feet to put the chill on changing jobs. You’re a person of action, and you seize the moment. You know that those who back away from golden opportunities may never get another chance.

Self-affirmations like these can do wonders for maintaining your positive energy and high self-esteem. And by projecting all the beneficial aspects of your new job into the present tense, you’ll ward off the demons that can distort your judgment, and make you vulnerable to a counteroffer attempt.

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Considering the Counteroffer

Of course, if your motivation for getting a job offer was to position yourself for a counteroffer, then you’re in the catbird’s seat -- you can’t lose either way.

Or can you? Some employment experts point out that accepting a counteroffer is the equivalent of career suicide.

According to Paul Hawkinson, publisher of The Fordyce Letter, your acceptance of a counteroffer could very well blow up in your face.

Here’s how. Let’s say you announce your plans to leave your current job. This, in effect, blackmails your boss, who makes you a counteroffer only to keep you until he can find your replacement, at which point you’re dropped like a hot potato. In the meantime, the trusting relationship you’ve enjoyed with your current supervisors and peers abruptly ends, and your loyalty becomes f