ncsu job search workshop, part 1€¦ · ncsu job search workshop, part 1 hellmann career...

NCSU Job Search

Workshop, Part 1

Hellmann Career Consulting

www.hellmannconsulting.com

August 23, 2019

http://www.hellmannconsulting.com/

What We’ll Be Covering in Part 1 Today

◼Planning and Organizing

◼Resume

◼Pitch

◼LinkedIn Part 1

◼LinkedIn Part 2

◼Four Ways to Get Interviews

◼ Interviewing

◼ Interview Followup

◼Salary Negotiation 2

What We’ll Be Covering in Part 2 Tomorrow

3

PLANNING AND

ORGANIZING

Take a Targeted

Approach

4

(don’t be a

“Renaissance Person”)

© 2019 Hellmann Career Consulting / www.hellmannconsulting.com [email protected]

❖ Job title or description

❖ Industry or Organization

Type/Size

❖ Geography (sometimes)

Change a parameter,

change your positioning

5


Job Target Examples

6

Analyst

Global Banks, Greater NYC

Risk Analyst, Global Banks, Greater NYC


Your Marketing Plan

Two to Five prioritized Job Targets

✓ List target companies

✓ Rank the Companies: A, B, C

✓Guesstimate # of potential positions by company

10

Target Enough Potential

11


EXAMPLE MARKETING PLAN(what’s wrong with this plan?)

Job Search Marketing Plan

Total # Positions: 24

12

Too small – aim for 200


Another Example Marketing Plan

13

Prioritize Targets

(don’t go for them all at once)

14

Position Yourself Correctly

15


Position Yourself

16

for your job target, NOT your last job


Example: Banking to Higher Education

YES

• Doubled

Marketing's ROI

• Increased

retention by 57%

17

NO

• Doubled credit card

balances

• Increased revolver

retention by 57%


BRANDING & POSITIONING

18

You


Their #1 Question

How Can You

Help Me?

19

© 2014-19 Hellmann Career Consulting / www.hellmannconsulting.com [email protected]

Research to Identify Positioning

20

Alumni




Develop “Pitch” from Positioning

✓How to Categorize

Yourself

✓How You’re Different

✓Examples of

Your Success

21

Prioritize the

ACTIVE Approach!

23


The Four Ways of Getting Interviews

24

• Job Postings

• Search Firms

• Direct Contact

• Networking

(passive)

(passive)≈20%

≈80%(active)

(active)


NO to Passive / Reactive

27


YES to Active: Take Control

28

Find that island of

your dreams and…Rocket to it!




Strategy for Active Search

29

Stage 1: get the word

out to your network –

200 people!

Stage 2:

6-10 things

in the works




Contact Management: 50% of Success

Have a contact management system!

Inexpensive examples:

─ Spreadsheet with columns for name, company, job target,

next action, date next action, status notes, priority (1, 2, 3)

─ Gmail – www.capsulecrm.com , www.hubspot.com (there

are others) plus Google Calendar

─ For Windows Computers – Try www.essentialpim.com

34



http://www.capsulecrm.com/

http://www.insightly.com/

http://www.essentialpim.com/


Plan to re-contact your network

every 3 to 6 weeks

✓ update them on your progress

✓ Send them a link to a useful article

✓ Provide additional thoughts

35




Example: keeping in touch

36

Subject: Hello and update

Hi Ben, hope things are well with you and …. Thanks again for meeting

with me last month!

Thought I would update you on how things are going with my search as

it’s been a while. I’ve met with FinCompany1, as well as some other

investment management firms. The conversations have been

interesting, and may result in something down the road. In the

meantime, I continue to reach out to companies and people in my

marketing plan.

If there is anything I can do for you, including introducing you to my

network, please don’t hesitate to ask! I look forward to talking with you

again soon.



37

RESUMES


Which Statement is True?

Your Resume should fit on one page.

Your Resume should be no more than two pages.

None of the above.

38




Answer: None of the above!

The key: have your "pitch" jump off the page in < 15 seconds

Your Resume should fit on one page.

Your Resume should be no more than two pages.

None of the above.

Which Statement is True?

39




“Before” Resume,

Page 1 of 1




“After”

Resume,

first of two

pages

41




How categorizeDifferentiators

Differentiators

Examples / greatest hits

Your Summary Section

Matches Your Pitch




“Before” Resume,

Page 1 of 2

Susan’s target

was “Finance

Director” in a

big media

company. How

does her

resume

position her?

44




“After”

Resume,

first of three

pages

45




Use a Summary Section

Categorizes

Differentiates

Greatest Hits

How viewed

46




Include accomplishments under

individual jobs

Responsibilities

Accomplishments

47

Accomplishment

Explanation/Detail




Resume Do’s / Don’ts

Do…

✓ Have a summary section

✓ Make sure your summary matches your pitch

✓ Make sure your resume positions you for the particular job target.

✓ Go beyond responsibilities – add the impact, the “so what”

✓ Use the jargon of your target, not your last job

✓ Use boldface and underlines for emphasis

✓ Use bullets, single sentences, or very short paragraphs

✓ Use action verbs- “Created”, “Led”

✓ Use white space for easier reading

Don’t…

Use dense paragraphs

Have an “objective”

Use a non-chronological format

Throw in ‘no kidding’ phrases, e.g. “results oriented problem solver” or “References Available…”

Be overly concerned about resume length (copy sells!)

48




Common Resume Issues

49




Jumped Around

Consider:

❖combining experience

under one heading

❖leaving something out

50




Gaps

Consider a one or two line reference to fill gap.

51




• Word Processor Operator (1985 - 1986)

• MS-DOS Programmer (1986 – 1988)

Dated Experience

Include if helps, leave out if not: no “rule.”

53



NCSU “Get Hired” Workshop

54

The Two Minute Pitch

Donna Poudrier


August, 2019

The Two Minute Pitch:

Perfecting Your Pitch

55

◼ 30, 60 , 90 seconds → 2 minutes

• Who you are

• What industry you work in

• What’s different about you

— 3 attributes/accomplishments


Make a memorable impression that differentiates!

56

◼ Job Interview

◼ Networking Conversations

◼ Cover Letters

◼ Surprise Encounters

◼ Voice Message, Cold Calls

Your Method of Introduction

— 2 minutes

— 2 minutes

— 30 seconds

— 20 seconds


Answer the Question

57

So, tell me about yourself…


Answer the Question

58

So, tell me about yourself…

Aaa…? Uh oh.


Will you be ready?

59

Tell me about yourself…

Know in advance what to say… You have practiced your pitch

Move the conversation ahead

Two Minute Pitch

• Xxxxxx

• Xxxxxx

• Xxxxxx

“And in

conclusion…”


What are you pitching?

60

Know your audience

Get your audience talking


Target your pitch

61

◼ When your pitch is targeted to the audience, you can answer…

✓ To whom are you pitching?

✓ What are they looking for?

✓ What are they interested in?

✓ Who your likely competitors are?

✓ What do you bring to the table?

The Two Minute Pitch: 80% of jobs are secured

through networking & direct contact

62

Networking45%

Direct Contact 35%

Job Boards10%

Search Firms 10%

How jobs are secured

Active

20%!

Only 20% of job

opportunities

are found through

job boards and

search firms!

80%!


Key Bonus – in just 2 minutes!

63

◼ Allows you to…

1. Take control of the interview

2. Concentrate on the conversation


Example – 1

64

I’m a communications executive with

ten years of international experience in

Europe, Latin America, South Africa,

the Far East, Eastern Europe and

Russia.

In fact, I was based in Amsterdam for

three years. I am known for getting

new business. I’ve trained people all

over the world in proposal writing and

50 percent of their pitches have

resulted in new business.

• These pitches were aimed at

companies such as IBM, Philips,

Natwest, and GE.


30 Second Version (networking)

65

1. Why they should care (branding/hook)

2. How they should “categorize you”

(industry, position, time in field)

3. What differentiates you (shorter vs. 2 minute)

4. Examples to back it up (shorter vs. 2 minute)

5. Underlying your success

6. Turn it back to them/call to action: meeting

/interview/ email/ phone call

As it relates to your target


Step 1 examples (branding/hook)

66

◼ I turn data into actionable knowledge (business analyst)

◼ I turn uncertainty in opportunity (insurance analyst/”risk” underwriter)

◼ I’m an energy insider (analyst focusing on PE energy firms)

◼ Organizational Learning is a journey, and I provide the map

(L&D professional)

◼ I make PC’s dance (IT professional)

◼ I can catalyze anything (research chemist)

The Two Minute Pitch:Steps 2-5: a Subset of Resume Summary Section

67

2.

3.

4.

5.

The Two Minute Pitch:Another Summary Section Example – more junior

68

2.

3.

4.

5.


Example – 2

69

Chief Marketing OfficerWell, as a branding and marketing executive,

I know how to connect with a customer’s

emotions, and that ability has resulted in a 15-

year track record of turning brands around

and driving revenue growth.

In my career, I’ve done it all, including

integrated marketing, advertising, public

relations and brand redesign. I’ve managed

teams across 25 markets. I’ve worked with

brands including Kraft, Pepsi and Mars.

Why don’t I share with you a couple of

examples? At Kraft, I managed marketing

groups across North America, Europe and

Latin America driving 33% increased global

revenue year on year etc.

I’m excited to be talking with you because …

Introduction

The Pitch

Results and Accomplishments

Call to Action

The Two Minute Pitch:Exercise: Start writing (“Remind me of your background”)

70

1. Why they should care (branding/hook)

2. How they should “categorize you”

3. What differentiates you (shorter)

4. Examples to back it up (fewer)

5. Underlying your success

6. Turn it back to them


Practice

71

◼ Choose a partner

◼ Write your pitch

◼ Present pitch to partner

◼ Partner feedback

◼ Present pitch to partner


◼ Make changes

◼ 15-20 students present –

feedback from Rob & Donna

— 5 minutes

— 2 minutes

— 1 minute

— 2 minutes

— 1 minute

— 1 minute

— 12 minutes

— 60+ minutes


Practice/Feedback

72

◼ Focus on opening

◼ What was energy like?

◼ Relax – it’s not going to

be perfect

◼ Stay within the timeframe

Practice

◼ What grabbed your

attention?

◼ Can you identify?

• Industry

• Position

• Role

◼ Ideas for improvement

Feedback


Tips and Goal

73

◼ Practice, practice, practice!

◼ Focus on your tone, smile, be engaging!

◼ Need to create interest – FAST!

◼ Make sure you’re exchanging information

◼ Call to action!

Tips

Goal

Move the Conversation Ahead


They’re looking for you on LinkedIn!

• 95%+ of HR uses LinkedInto source candidates

• Increasingly the first stopfor hiring managers

• Countless success stories

75


With some possible exceptions

76


www.linkedin.com

77

Much more with LinkedIn Groups


Use LinkedIn for…

78


Use LinkedIn for…

79

NetworkingDirect Contact

Applying“Showing Off”

Finding the “right” People

Being FoundResearch/Learning

Building a Following / Business


Get set up properly first

Then…

Use It!

80

81

THEN USE IT!


Finding People

82

✓ Advanced People Search


Boolean Search

Title, Keyword or Company fields

Example for Title:

Risk AND (Officer OR director OR vp OR

vice OR chief)

83


Finding People

84


✓ www.linkedin.com/alumni

http://www.linkedin.com/alumni


Finding People

85



✓ Companies



Finding People✓ Advanced People Search


✓ Companies

✓ Search your 1st degree’s

connections

✓ Search in Groups

86



I challenge you to…

Find five people to contact…

1.Using “Advanced People Search”

2.Using “Alumni Search”

3.Looking at Companies

87


How to Contact People

88

✓ Email***

✓ Groups

✓ Introductions

✓ InMail

✓ Request to Connect


This can be a mistake…

You send an invite to connect to someone you don’t know as the first outreach. The invite usually comes after.

90


When requesting an introduction…

91

Make it easy!

✓ Mutually beneficial

✓ Include your pitch

✓ Don’t ask for a job

✓ 10 to 15 minute meeting

✓ Give your connection an ‘out’


LinkedIn helps you to keep in Touch

✓ Share Updates

✓ View Home PageUpdates

✓ Message contacts

✓ Check Notifications

✓ Post Articles

92


Search job postings, save searches

93

RESEARCH

94


Stay on top of Trends

• Improve my feed

• Follow anyone

• Follow company pages

• Search for posts using #

• Group discussions

• Job Postings & Profiles – research

keywords

• Check out “slideshare”

96


Create your list of target

organizations

• Advanced people search to find

organizations

• Company page – “people also viewed”

• Alumni tool – look at “companies”

• Companies people went to after leaving

your company (“past not current”)

• Paid – Sales Navigator

97


Research career options

• Alumni Tool

• volunteer.linkedin.com

98

https://volunteer.linkedin.com/


END OF DAY ONE!!!

The workshop slides and LinkedIn

checklist will be made available at the

end of Day 2, at this URL:

https://bit.ly/ncsuhcc

99


NCSU Job Search

Workshop, Part 2


www.hellmannconsulting.com

August 24, 2019


101

Get Set-up First


1. Restrict Access

2. Write your profile

3. Open up Access

4. Build Network Strategically

5. Join groups

102

Getting set up


Before editing your profile:

103


LinkedIn Profile

104

Leverage Resume’s Verbiage

“whenever possible…”


Consider these Differences…

Resume -

different versions

Profile -

Just One

105


And…

Just a Handful of

People See Your

Resume

Way more view your

Profile!

106


Try to Keep Resume Accomplishments,

Including Metrics

Exception examples:

• Dollar amount considered

proprietary?

• Claim that someone might

contest?

107


LinkedIn Profile Jobseeker

Also…

108


They’ll contact youanyway

There’s a bias against:a) unemployed & b) actively looking

You get the wrongkind of attention

109

Don’t Say

You’re Looking


Exception:

“Open Candidate” Feature

110

Use with caution


Old-fashioned Media

111

Social Media

Can use “Created…” or “I created…”

Don’t use “She created…”

Lastly…


KEYWORDS

“Key” to being found…


Do you have the right

profile keywords?

✓ Think about the search strings your audience might be entering.

✓ Search within your own network using the keywords your target

audience is using. Look at these profiles for keyword ideas.

✓ Check out job postings on LinkedIn (or elsewhere), not to apply,

but to see what words and phrases the postings use.

✓ Check out the LinkedIn company pages or websites of your

target organizations.

✓ Follow thought leaders or journals in your sector to see what

words and phrases are in vogue right now.

113


Use All 50 Skills Slots…

LinkedIn is trying to improve ENDORSEMENTS for skills section but it’s too little, too late. Focus on RECOMMENDATIONS

114


Profile checklist – to be found

❑ Have a complete profile (picture, summary, etc.)

❑ Have a keyword-rich headline

❑ Add keyword-rich functional descriptions to titles

❑ Fill in the job descriptions

❑ Include a current position

❑ Have the “right” organization name

❑ Use all 50 slots in the skills section

115


Headline

Keyword-rich beginning of Pitch (“how categorize” |

”differentiators”)

• Craft in Microsoft Word (can count the characters)

• Can include nice-looking separators, e.g. bullet

symbols like • . Copy these right into LinkedIn

116


Title & Company

Add keywords to job titlesChoose company name that

LinkedIn recognizes.

117


Profile Completeness

The goal: to be an “All Star,” but shouldn’t

stop there.

118


Additional Findability Tips

Make profile as public as possible

Change profile url so it’s user friendly:

✓ www.linkedin.com/in/roberthellmann is good,

www.linkedin.com/pub/roberthellmannx133a0095d is not

119

http://www.linkedin.com/in/roberthellmann

http://www.linkedin.com/pub/roberthellmannx133a0095d


If You Have No Current Job…

Try to fill in that gap• Consulting?• Volunteer?• Education as a

“Job”?

The reason: Many recruiters use the “current job title” field in their searches.

120




Common Sticking Points

• You say: “All the senior profiles I see are have empty job descriptionsso I’ll do the same.” Reality: They don’t know how to use LinkedIn, haven’t thought about the benefits of keywords, etc.

• You say: “I wanted my profile to be different than my resume.” Reality:

– Your marketing message should be consistent across channels

– Don’t miss out on an opportunity to be found.

• You say: “My employer will see!” Reality: So what? Everyone should be on LinkedIn! They won’t see how you’re using it.

121


Check out the Smartphone Apps

122


Who to Connect With

First

Quality…

123

Then

Quantity


Quality Connections

✓Know in some way & open to helping (maybe)

✓ Connection request from stranger & you want them in your network

124


If someone you don’t know

Build a relationship –

ask why they are reaching out

Example message (after “accept”): Hi Donna, I appreciate your request to connect (just accepted)! As I like to know everyone in my first degree network, I’m curious as to how you came across

my profile and/or why you decided to reach out.

125


Connection Tips

Ignore unwanted requests

Include a personal message

126


Remove Connections

• If you have a large # of connections who you don’t know

• If people search results are getting “clogged” with these unhelpful connections

127


Build your network quickly

If new to LinkedIn, stretch goal, 200 connections

▪Import address book

▪“People you may know”

▪Think broadly about network

128


Educational Institutions

Organizations Where You Worked

Associations

Groups That Only Exist On LinkedIn

Groups You Should Join

129


130

Four ways to get interviews

Donna Poudrier


August, 2019

The four ways to get interviews

131

Active Passive

1.Networking ✓

2.Direct Contact ✓

3.Job Boards ✓

4.Search Firms ✓

80% of jobs are secured through Networking &

Direct Contact

132

Networking45%

Direct Contact 35%

Job Boards10%

Search Firms 10%


Active

20%!

Only 20% of job

opportunities

are found through

job boards and

search firms!

80%!

The two types of jobs: Open and Hidden

◼ Open: open jobs are advertised on:

• The Company’s website

• Job boards: Zip Recruiter, Indeed,

Glass Door

• Social media: LinkedIn, Alumni

Co. Groups, etc.

133

OPEN

The two types of jobs: Open and Hidden

◼ Hidden:

• Not Advertised

• May be posted internally

◼ May represent up to

80% of total hires

134

Hidden, 80%

Open, 20%

HIDDEN


135

Method Hired Job – O/H

Active

Networking 45%

80%

O/H

Direct Contact 35% O/H

Passive

Job Boards 10%

20%

O

Search Firms 10% O

O = Open Job

H = Hidden Job

Get Referrals!

136

◼ The higher the person referring you…

91%

53%

0%

20%

40%

60%

80%

100%

Director (or higher) Referral Entry Level Referral

…The greater the chance of getting hired!

Chance of getting hired1

1US News – 10/15

Get Referrals!

137

◼ Referrals from any level employee increases your chances!

• Candidate hired two-thirds of the time!

• 63% of employers1 have a documented referral process!

Employers with documented

referral programs 63%

Referral programs?

37%

1US News – 10/15

80% 20%

Networking Direct Contact Job Boards Search Firms

People in your

field

Contact

Companies

Directly

Be Selective In your space

Associations

Events

Emails & Cover

Letters

Optimize your

chances

Contingency

Retainer

Colleges

Follow companies

via Google News

Alerts & Twitter

(Job Scan) Build Relationship

Alumni

Friends, Family

Social Media

Conferences

Trade Shows

LinkedIn

Connections

Get Interviews!

138

Tap into the Hidden Job Market!

Your network is bigger than you think

◼From this list alone, you can come up with at least 200 connections!

◼LinkedIn multiplies your connections

139

Doctors

Lifelong relationships

from grade school to

grad school

LinkedIn

connections &

Groups

Family and

friends

NeighborsAll associations:

industry, alumni etc.

Professors

Current and

former colleagues

from school/work

People you worked

with long ago and liked

Establishing your network:

Quality over Quantity!

◼ Develop a network for yourself that will enable you to take

from initially and give back to over time.

◼ Establish a network that you can build and retain over time.

A network you can:

• Stay in touch with

• Reach out

• Send articles of interest and help one another

◼ Seek quality connections!

140

There are a few different ways to reach out

◼ Written

• LinkedIn

• Direct Contact Emails

◼ Personal:

• Phone Contact

• In person meetings (One on One)

◼ Networking Events

141

Finding the right job for you!

1. DO YOUR RESEARCH

2. SELL YOURSELF

3. MAKE IT EASY FOR SOMEONE TO

HELP YOU AND/OR HIRE YOU!

142

It’s really that simple.

Reaching out through LinkedIn

143

◼ Do your research

◼ Decide on connection: who,

why and how

◼ Always craft a personalized

invitation

Reaching out through LinkedIn:

Examples of personalized messages

144

“Quick note to introduce myself and connect. I am graduating from NCSU with a

masters in Financial Mathematics and interested in a position similar to yours. I

would like to learn more about how you got started in the industry. I see that we

are both …. I look forward to connecting with you”.

Best regards, John.

Invitation request to someone in your industry that you don’t know

If you know of the person (through referral or someone

already in your network).

“I see that we are both connected to Tom Jones”.

Basic structure of direct contact email message

145

Paragraph 1 • Introduce yourself & how you came to their attention.

• Who you were referred by

• Talk about them

• Speak about the company

Paragraph 2 • Your background

• Why you are reaching out

Paragraph 3 • Your pitch, including bulleted accomplishments

Paragraph 4 • Arrange a meeting

Other Key

Points

• Compelling subject line

• Short paragraphs

• Relevant bulleted accomplishments

• Bold keywords and quantitative results

• Include LinkedIn URL

Examples

Networking when opening unknown

(informational meeting)

146

Subject: Referred by Helen Smith

Dear Susan,

Helen (copied on this email) suggested that I reach out to you because she knows of my analytic skills and interest in

portfolio analysis at Goldman. I'm currently an intern in Helen’s department, and am beginning to explore opportunities

down the road, post-graduation (May 201X).

The work you do sounds fascinating. Though not expecting any openings, I would greatly appreciate 20 minutes of your

time to hear more about what you do, how the department is organized, and where my skillset could potentially be a fit

down the road.

A bit about my background: I'm a senior at Fordham University's Gabelli School of Business, majoring in Finance, with

an Economics minor. In addition to my internship in Helen's group, I've also gained hands-on experience via research

assistant internships at WellKnown Advisors (a subsidiary of LPL Financial), and UBS. Highlights include:

• Created 30+ client portfolio reviews, which measured performance vs. goals, at WellKnown.

• Rebalanced 12 different equity portfolios using Bloomberg Terminal, at Goldman.

• Developed a research report and stock recommendations for Reebok; received an "A” for this class project.

• Classes include portfolio management, global investments, securities analysis, statistics, financial modeling.

My LinkedIn Profile is www.linkedin.com/in/myname for your additional information.

I would be grateful for a few minutes of your time. I would be happy to stop by your office at your convenience (and

bring coffee if you would like!). Would you have 20 minutes available on your calendar to talk?

Elements of Success

• Focus on value to them

• Asked for just 20 minutes

• Mutually beneficial

• Powerful Pitch

• Not asking for a job

• No reference to a resume

• Call to action

• Show appreciation

http://www.linkedin.com/in/myname

Examples

147

Dear Steve,

Upon seeing our shared LinkedIn Group and shared connection (Julie Smith), I thought I would reach out. I also was fortunate enough to have heard your September talk, and appreciated your take on the current opportunity in Latin America.

As an investor relations officer, I’m beginning to look for other opportunities. Given your expertise and reputation, I would very much appreciate 20 minutes of your time to gain your insight on how I might be of help to StartupCo1 down the road, or perhaps other firms in the tech sector.

Perhaps our conversation would be mutually beneficial. My success with the strategy you outlined in your talk might be of interest to you. As well, I know all of my roughly 900 LinkedIn contacts, and would be happy to introduce you.

Some background: I have 15 years of experience in investor relations, primarily with large-cap public companies in the tech sector. My expertise includes corporate strategy, valuation, equity analysis, and competitive benchmarking.• Managed relationships with US and European institutional investors with over $400B of combined AUM.• Drove investor targeting and marketing initiatives that resulted in 20% greater diversified institutional shareholder

base• Subject matter expert: presented at last year’s NIRI Annual Conference; regularly present to prospects, clients,

boards, and investment committees.

My LinkedIn Profile is www.linkedin.com/in/X if you would like to find out more about me.

I would value and appreciate your perspective on my situation. Would you have a few minutes available to talk, perhaps sometime next week?

“Direct Contact” Message

Sent to someone my client didn’t know in a LinkedIn group they shared.

She landed a meeting and a referral for an interview.

http://www.linkedin.com/in/X

Examples

148

Subject: Discuss UT Global Tax Issues?

Dear Julietta,

Could United Technologies benefit from a hands-on tax director and counsel with international expertise and the ability

to drive strategic initiatives?

I have designed and implemented tax strategies for businesses in the U.S. and more than 14 countries, which could be

helpful given your well publicized expansion into Europe and Asia.

I know how to work with operations, finance and legal people to deliver tailored solutions that get results. I have

managed cross-functional teams in North America, Europe, Latin America and Asia-Pacific in complex projects,

including

Executing a $4 billion U.S. recapitalization.

Refinancing global operations to extract cash from overseas without crippling operations or paying significant taxes.

Implementing a global trading company to streamline production, increase sales and reduce the global effective tax

rate by 50%.

Reconfiguring a global sales organization to isolate and manage an estimated $100 million foreign tax exposure.

My resume is attached for your additional information, and my LinkedIn profile is www.linkedin.com/in/X.

I am very interested in meeting with you. I believe you will find even a brief meeting beneficial. I will call your office in

the next few days to see when I can get on your calendar.

Saw AD, contacted Hiring Manager Elements of Success

• Focus on value to them

• No reference to Ad

• Mutually beneficial

• Powerful Pitch

• Hard-hitting

• Attach Resume

• Call to action

http://www.linkedin.com/in/X

Unlimited Opportunities

149

◼ Referral – seeking informational meeting when opening unknown

◼ “Direct Contact” message – sending to someone you don’t know

◼ Saw ad, contacting hiring manager

◼ Referral – referred to inside manager for open position

◼ Following up on an article – seeking informational meeting

◼ Introduction before a convention? – seeking informational meeting

◼ Following up from networking event

◼ Stay in touch email

Writing Exercise

150

◼ Choose a partner

◼ Write

• Cover letter for job position

• Find someone on LinkedIn

◼ Share your letter with partner


◼ Switch

◼ 15-20 students present –

feedback from Rob & Donna

— 10 minutes

— 1 minute

— 1 minute

— 2 minutes

— 15 minutes

— 30 minutes

The personal level of networking

(phone)

151

◼ Succinct & Brief

◼ State who you are

◼ State why you are getting in touch

◼ Specifically, what you are looking for:

• a 10-min. phone call

• in person meeting, etc.

Personal level of networking: in person meeting

152

◼ Exchange pleasantries

• Smile

• Firm handshake

• Eye contact

◼ Say why you are there

◼ Give your pitch

◼ Ask your questions

◼ Ask if you can take notes

◼ Show them a list of companies you are

interested in working for

◼ End the meeting

◼ Follow up

◼ Re-Connect

Networking Events

Have an effective networking mindset

153

◼ Do you attend a networking event with a networking

mindset or do you attend to fill an obligation?

???

Networking Events

154

◼ Having an effective networking mindset means:

• You have a reason for networking

• You expect results from your efforts


Engaging people to talk about themselves will

jumpstart the conversation

155

96% of the time people are thinking about themselves… or … “what’s in it for me?” (WIFM)

WIFM

???

3 Steps to becoming an effective networker –

having a networking mindset fueled by curiosity

156

?

◼ Willingness to take action

◼ Continuous display of

curiosity

◼ Active listening skills

Networking Mindset Fueled by Curiosity

TAKE ACTION PRIOR TO THE EVENT

157

◼ Be prepared to seek out specific people

you want to meet (research social media,

co. info etc.)

• Why you want to meet them

• How you think they can help you.

(research social media, co. info etc.)

Networking Mindset Fueled by Curiosity

CONTINUOUSLY DISPLAY YOUR CURIOSITY &

ACTIVE LISTENING SKILLS

158

◼ Lead the conversation by asking them questions.

◼ Find commonalities in your approach to business,

interests etc.

◼ Weave your pitch into the conversation

◼ Continually display your curiosity by asking

questions

◼ Pay attention to the conversation- using your

active listening skills

◼ Loop back to take action by asking for a follow up

meeting, sending an email, phone call etc.

◼ Be absolutely sure to follow-up

Networking

159

◼ Curiosity is the all-important element to

adopting an effective networking mindset.

◼ Curiosity is your connector

◼ Challenge yourself before your next event and

ask yourself:

• “Are you ready with an effective networking

mindset fueled by curiosity?


The Passive Approach – Job Boards

160

Avoid the Black hole!


161

◼ Job boards include all jobs listed on…

• Social Media (e.g. LinkedIn.com)

• Job Aggregator Sites (e.g. Indeed, Zip Recruiter)

• Niche (e.g. dice.com)

• Professional Associations

• National (e.g. Monster.com)

• Company Websites

◼ Apply Applicant Tracking System: ATS.

◼ Your resume is scored

◼ High scores get interviews!

The Passive Approach: Job Boards

162

◼ Increase your chances of getting an interview.

◼ TAKE THE GUESSWORK OUT FOR THE INTERNAL RECRUITER

– MAKE IT EASY TO HIRE YOU!

• Be Selective: Only apply to jobs where you know you are 85-90% qualified and

where you are sincerely interested in working for the company!

— Ask yourself if you can craft your own story around the job description and

qualifications

• Your job title should match the job description

• Use industry lingo

• Tweak your resume to fit the job description

• Include cover letter showing “why” you are a “fit” (display your writing capabilities)

• Answer your minimum salary requirements honestly

• Set up job alerts on job boards


163

DO NOT APPLY ON LINE

WITHOUT USING JOB SCAN

– THE RESUME OPTIMIZER!!

• Optimize with key words using

Job Scan

• Implement Job Scan

recommendations

The Passive Approach – Recruiters

164

Help Recruiters Work for you!

Internal You External

The Applicant

Goal:

Be Easy to Find

Sell Yourself

Manage Interview

Follow Up

Direct Employee

Goal:

Keep Process Moving

Don’t Get Labeled

Create a Relationship

Contracted

Commission/Retainer

(20-30%)

Goal:

Fill Position Quickly

Be Persistent

Create a Relationship

Work in Your Field

Transparent

Convince Recruiter to Believe

in You

◼ Sell yourself to the recruiter.

◼ Stand out with your pitch and

points of differentiation vs. the

competition

◼ Work only with recruiters in your

space

◼ Build relationships

◼ Always follow up and once you

have received an offer, negotiate

with the hiring manager!

The Passive Approach – Recruiters

165

The recruiter is the gatekeeper

The four ways to get interviews

166

◼ Networking

◼ Direct Contact

◼ Search Firms

◼ Job Boards

Opportunities are endless…

167

◼ You never know where introductions and

networking opportunities are going to lead.

◼ Never underestimate the power of follow up

re: industry articles, associations, etc.

RECOMMENDED READING

168


169

Interviewing

Donna Poudrier


August 2019

Interviewing

170

◼ Take your brand to

the stage

◼ Interview mindset

must be fueled with a

consultancy mentality

2 Minute Pitch

Have a “Consultant Mindset”

171

Get the BusinessSolve the company’s

problem(s)

How do I do this? How can I help them?

The

Consultant

Mindset

Four steps to ace the interview

172

Your goal: get to the next meeting!

1. Understand the strategy

2. How to prepare

3. Interview tactics

4. Follow up

A consultative approach

173

A consultative approach: fosters a

dynamic and engaging conversation The

Consultant

Mindset

Your focus…

174

◼ How you can Help

◼ Uncover what problems there

are and how you can help

solve them

◼ Display your ability to solve problems

• Tell stories

— Key strengths

— Results

The

Consultant

Mindset

Your strategy…

175

◼ Research the company to form a hypothesis

◼ Ask questions to confirm/disprove hypothesis

◼ Focus dialogue on client’s problems

◼ Share examples of success

◼ Follow- up with a proposal

Thinking and acting like a

consultant involves the following: The

Consultant

Mindset

The employer wants to know the answers to

these 3 questions:

176

1. How can YOU help Me?

2. Why do you want to work here?

3. Will you fit in?

“How” you prepare for the interview

177

1. DO YOUR RESEARCH

2. SELL YOURSELF

3. MAKE IT EASY FOR SOMEONE TO

HELP YOU AND/OR HIRE YOU

It’s really that simple.

Put yourself in the shoes of the interviewer

178

Turn yourself 180 degrees!

Obvious Interviewee Questions

179

◼ What’s your greatest challenge in the next 6 months?

◼ What’s a typical day like?

◼ Why would I be interacting with (other depts.)?

◼ How would my success be measured?

◼ What are the characteristics of people who succeed in

this role?

Obvious Interviewee Questions (Continued)

180

Basics Research

Company All news regarding the company & people

Role LinkedIn profiles of all interviewers

Who Meeting with Company website

Hypothesis about each person you

might be working with

Reach out to network for potential referrals

Draft questions for each person to help

you prove/disprove your hypothesis

Tell your story

181

◼ Your stories are what make you…

• A dynamic interviewee

• A memorable and

qualified applicant

How to tell a good story

182

◼ Showcase your greatest

successes.

◼ Use your 3 main attributes

from your pitch.

◼ Have 2 or 3 success stories

in your hip pocket at all

times.

The best stories have three main parts

183

◼ Problem – present conflict

or obstacle

◼ Action – The HERO (YOU)

has taken some action to

remedy the situation

◼ Result – The happily ever

after ending all because of

YOUR doing!

P

A

R

(No more than 2 minutes!)

Your story should grab your listener’s attention

184

◼ We all have short attention spans

◼ A recent study1 by reported that the

attention span of a gold fish is 9 seconds…

• …and because of the digital age,

our attention span has been

reduced to 8 seconds

So make your opening line compelling!

1U.S. News 2015

Look for opportunities

to showcase your stories!

185

Example of Story Structure

186

PROBLEM:

◼ One of the challenges the firm I worked at had was tracking attendance at firm events. With over 2,500 people in

the New York office, it was extremely challenging to get an accurate accounting of everyone who attended the

Firm’s events. Senior Managers (like myself) were recruited to do shifts od “door duty” where we had to greet

people and check off their names on long paper rosters. Everyone hated it.

ACTION:

◼ I saw an opportunity to streamline this process as the IT Communications led on a project to update our Firm’s

security system.

• As we worked with our security team on the upgrade, I learned how the new system worked and wondered if

there was a way we could setup a local version of the employee database on a hard drive and have

employees swipe at firm events to check-in like they did in the morning. Our security department did not have

the budget or the bandwidth to explore it, so

• I reached out to HR and got the funding to build a prototype working with the vendor.

RESULT:

◼ Within a month we had a working portable swipe system that reduced check-in lines at events

• Freed up managers to spend time with their teams,…

• Leveraged our firm’s investment in a new security system and even,…

• Gave our vendor another us for the system.

Let’s Practice!

Interviewing Tactics

187

◼ DO YOUR DIAPHRAGMATIC

BREATHING

• Arrive at the interview early, do not be

announced until 5 minutes prior

• Greet with a smile and a strong

handshake

• Show energy & enthusiasm

• Open body language and eye contact

• Take notes

• Dress professionally

ALWAYS BE POSITIVE!

Tactics – Diaphragmatic breathing

188

◼ DIAPHRAGMATIC BREATHING

(also known as belly breathing)

• Relaxes the diaphragm:

— Puts more oxygen into your blood stream

— Makes you more relaxed for your

interviews

— Makes your voice more resonant

Tactics – answering questions

189

◼ Always listen carefully and decide how to answer

◼ Give yourself time to pause and reflect on the question.

◼ Ask yourself: Can you answer with a relevant story?

Or can you sidestep it with an alternative

◼ If sidestep or no story – be brief and steer it back to the

conversation (giving and getting info)

Handling difficult questions

190

1. How would you find a needle in a haystack?

2. Tell me about yourself

3. Why should we hire you?

4. What’s your greatest strength?

5. Give us an example from your experience that’s relevant to the problems we need

you to solve

6. Give us an example of an obstacle you faced at work or in a class project

7. Give us an example of an assignment you were not proud of/didn’t get the outcome

you wanted

8. What is your greatest weakness?

9. Give us an example of criticism you received at school or work

10. In the past, how have you dealt with a difficult boss?

11. Do you prefer a manager who’s hands-on or hands-off?

12. How did you deal with a difficult employee or colleague?

13. Why did you leave your prior position?

14. Why have you moved around so much?

Final Rules

191

◼ Never say anything not compatible with the job

◼ Always stay positive

PMA

Concluding the interview

– you must ask three questions

192

1. Based on our conversation today and those you have had with

previous candidates, how do you feel about moving my

candidacy ahead? (really asking for any negatives, concerns)

2. Where are you in the process – have you interviewed other

candidates? How soon will you be making a decision?

(really asking next steps)

3. Just so I understand what you’re looking for, how do I compare

to the other candidates?

Interviewing,

Negotiation and

On-the-job SuccessHellmann Career Consultingwww.hellmannconsulting.com

Robert Hellmann

Donna Poudrier

October 12th, 2018


What We’ll Be Covering

◼ Interviewing

◼ Interview Follow-up: Turn Interviews into

Offers

◼ Compensation and “Job” Negotiation

◼ On-the-job Success

226


INTERVIEWING

Get the Offer:

Post-Interview Follow-up

250


How many write “thank you”

letters after an interview?

251


• Often as or more important than the interview itself.

• An influence letter:

✓ Is personal, that is, cannot be used for a different interview

✓ Addresses areas that you forgot to bring up

✓ Addresses areas that you didn’t do justice to in the interview

✓ Addresses objections they raised to your candidacy in your questioning

✓ Shows you heard them; addresses how you can help with problems

Change Your Mindset From

“Thank You” To Influence

252




o Questions interviewer asked (what they cared about)

o What interviewer seemed to like

o What they spent time discussing

o What objections interviewer may have

o The competition

In your influence letters, address:

253




Common Problems

Using Postal mail (should be an EMAIL MESSAGE!)

Big dense paragraphs (solution: break them up, subheadings, bullets, bolding, underlining)

Repetitious

Nothing new

All “me, me, me” while leaving out how would help interviewer or showing you heard them

No direct link to what they discussed in the interview

Too much “I can help with this” without proving it in the letter

Too much “thank you,” not enough “influence”

254




Sample Influence Letter

Dear Joan,

It was a pleasure meeting with you and discussing your vision for leading the Enterprise PMO

department through the SAP migration over the next 18 months.

I was reminded in our conversation how exciting it is to have a chance to engage with another

seasoned Project Manager and compare notes. Thank you for the recommendation for the

book Project Management is an Art. I have downloaded it an am already taking in the insights.

I am excited about the opportunity to be part of your team and to help the firm streamline its

accounting and reporting processes through the SAP implementation.

Regarding your question about my SAP experience, I wanted to highlight a project I

successfully managed which was out of my purview. (brief explanation)

I have also attached a brief outline of how I would get up to speed with the functionality of

SAP. In fact I have already begun that process…

255

255


Julie’s Influence e-mail #1

From Robert Hellmann:

“Julie was a client of mine. At

the end of the first interview,

Julie found out what their

objections were. We wrote his

influence letter to emphasize

his analytic skills. She included

a proposal that they send him

data and she would analyze it..

Her proposal was accepted, she

analyzed the data they sent

him, then requested another

meeting to discuss it.”

256





Example: After an interview

…I understand the importance of data analysis to the

success of this position…I realize, however, this ability

was not brought out in my resume. Therefore, I would

like to demonstrate my ability.

If you are amenable, I propose that I analyze some of

the department's spreadsheets with sales data and I

will present my findings to you. I am happy to sign a

confidentiality agreement or feel free to alter the

numbers.

257


Julie’s Influence e-mail #2

From Robert Hellmann:

“Now Julie went from being

rejected outright to being one

of the top two candidates. But

by again asking the “followup”

questions at the end of the

interview, she found that the

President preferred the other

candidate because he’d done

this job before. So we wrote

Julie’s next influence letter to

emphasize his unique

competitive advantage-- his

relevant skills that no other

candidate could bring. The

result? she got the job.”

258





Influence after Rejection!

Susan <MY CLIENT>,

We are moving quickly toward finalizing the process. Our recruiter has recently given us a substantial number of folks who are either in, or recently in, XYZ positions with key competitors. Many of these folks are coming to us with substantial contacts at firms like BigCo Annuities and other key firms we work with. My point is that we’re narrowing our search down to folks who have done this exact job, with recent experience and current contacts. Pat or I will be back in touch in the event we end up expanding the scope of our search with a wider net. Thanks.

Anne <THE HIRING MANAGER>

259




Influence After Rejection!Anne and Pat,

I appreciate your candor. From your note, it sounds like you are identifying some highly qualified

candidates.

I would like to note, however, my blend of experience that uniquely differentiates me from the

competition and that makes me very well positioned to be able to deliver outstanding results. In

particular, please consider the following in your decision-making:

1. I bring the client perspective: Coming from the client side, I understand more than others who

have done the XYZ job what the client is looking for. When pitching a prospect at, for example,

BigCo Annuities or a similar prospect, I would be able to leverage my insider knowledge of their

budget, presentation and marketing needs to help close the deal.

2. I get the difference between retail & sub-advisory wholesaling: Knowing how critical each meeting

is for sub-advisory adds to my understanding of the partners’ needs, and enhances my ability to

sell to them.

3. I bring a network of former colleagues: For example, at BigCo Annuities, the wholesaler

relationships from my former retail wholesaling role would automatically instill confidence in others

at BigCo to whom I’m partnering with.

4. I am a low risk candidate-choice: My 24 years in the business, my proven track record, and my

diversity of channel experience throughout my career (having worked in all three channels) should

instill confidence that I will be able to perform above expectations for you, as I have for others.

I’ve appreciated our conversations over the last few months, and would be thrilled to work with such a

top-quality company, for leaders that I hold in such high regard. I look forward to the possibility of

continuing the conversation.

Warm regards,

260


• Seek further meetings

• Help hiring manager shape the position

• Share new ideas

• Write a strategy or proposal that gets attention if appropriate

• Keep in touch to influence (NOT for a status update- sounds insecure)

Be Proactive

261


Turned down for the job?

262

Bring them

into your

network!


Salary & Job Negotiation

296


The Four-Step Salary Negotiation Method

Create the FoundationNegotiate the Job

Know What You’re Worth

Outshine and Outlast

the Competition

Get the Offer

Negotiate Your Compensation

Package

Step One:

Step Four:

Step Two:Step Three:

Effective negotiation starts from the first interview

297


#1: Create The Foundation

298


Create A Foundation For “More”

KNOW WHAT YOU’RE WORTH

NEGOTIATE THE JOB

SUCCESSFUL COMP NEGOTIATION

299


• Suggest “enhancements” to job description (salary will follow)

• Make sure hiring manager agrees

• Highlight these areas in interview follow-ups

Negotiate The Job, NOT The Comp!

300


If changing geographies, consider COST OF LIVING

Know What You’re Worth

*Source: www.payscale.com

Cost of Living in Miami vs. Other Cities

301

http://www.payscale.com/


Research Compensation Websites

303

https://www.hellmannconsulting.com/resources/#Salary


Base salary

Bonus

Profit Sharing

Deferred Comp.

Stock Options

Transportation comp.

Tuition, training

Other Perk’s

What Do You Really Make?

305


#2: Outshine And Outlast The Competition

306


Question

What do you tell the interviewer

if she/he asks about salary?

307




Postpone Salary Discussion Until

AFTER An Offer Is Made

Before the Offer After the Offer

You

You

An Offer Gives You the Leverage

308


Avoid discussions about salary

until you receive an offer

• It destroys your negotiating leverage

• You can’t talk salary when you aren’t clear what the job is yet

• Salary is only one piece of total compensation

• You might arbitrarily exclude yourself

Answer:

309




For Salary Questions, Say in priority order:

1. I know we’re both fair and we’ll be able to work something out.

2. There are so many aspects to compensation, for example base, bonus,

401K matching, amount of raises, frequency of raises, profit sharing… If

you don’t mind, I’d like to postpone this discussion until I understand

thoroughly all aspects of both the job and compensation.

3. I haven’t completed my due diligence yet. What are you thinking about?

then We’ll be able to work something out.

4. I’m looking for a (salary or total comp) range of <absolute bottom> to

<way high>

310




• Surface objections in the interview

• Learn when the decision is being made

• Follow-up “strategically”

• Address concerns

• Offer additional value/info

Know where you stand

311


#3: You’ve Gotten The Offer!

312


Never Negotiate On The Spot

You

313


Offer Is Way Out Of Line?

You will need an immediate

response, e.g. “That sounds

like a different job…”

Rule of Thumb: < 30% difference, may be able to negotiate a solution

314


Assuming Less Than 30% Difference

You should respond (via phone or email) with:

1. Positive framing

2. Get information about compensation

3. Make an appointment to discuss in person with hiring manager

315


Step 1: Positive Framing

Before you start asking for more information, say/write:

• “I appreciate your thinking of me for this role…”

• “I know I will enjoy working for you…”

• “…and I’ll be able to add the value you’re seeking…”

316


Say: “I look at this as a long term opportunity, so I would

like to understand exactly what I’m accepting…”

Then ask about ALL parts of compensation, e.g.:

• Base

• Bonus

• 401k matching

• Deferred comp/pension

• Benefits, including healthcare, paid leave, etc.

• Amount and frequency of raises

• Other comp, e.g. stock options, profit sharing

• Etc.

Step 2: Get Information About Compensation

317


• The hiring manager cares the most (not HR

unless that’s your boss!)

• Don’t say “want to discuss salary,” say “want

to discuss the job to ensure we’re both set

up for success.”

• In-person is better, because they see the

effort, and there’s better communication

Step 3: Make An Appointment To Discuss

With Hiring Manager

318


• Can you live up to the expectations of the job?

• Will they cut you first because their salary is too high?

High Offers

319


#4: Negotiate the Offer

320


It’s never about “I want”, it’s about WE

✓ Say “What can we do to make this work”

✓ You’re on the same side- how much you’re looking forward to working with them

✓ Aim for a win-win

At The Meeting: Framing Is KEY

321


Perquisites (Perk’s) Expense accounts

Company car

Memberships

First-class hotels or air travel

Paid travel for spouse

Private secretaries

Employee discounts

Financial-planning assistance

CPA and Tax Assistance

Tuition Assistance

Continuing and Professional Education

Conventions

Furlough trips for Overseas Assignments

Everything is Negotiable

Related to Severance

❑ Severance Pay and Outplacement

❑ Consulting Fees After Termination

❑ Insurance Benefits After Termination

Basic Compensation Base Salary

Sign-on Bonus

Incentive Compensation Performance bonus (discretionary vs. set) Sales commission / incentive plans

Stock options

Matching investment programs

Deferred Compensation

Profit sharing

Frequency of reviews/raises

Amount of raises

How “Success” will be measured

Transportation costs

Vacation

Start Date

Relocation Expenses Moving

Housing allowance

Real estate brokerage fees, closing costs, bridge loan

Home buying trips

Lodging while between Homes

Company purchase of your Home

Discounted loans/mortgages

Temporary Housing

Outplacement Assistance for Spouse

322


• Last resort, since it’s a one time event

• Companies often use these to hold down costs

Signing Bonuses

323


How Strong Is Your Position?

• How do you compare to your competitors?

• Can you be easily replaced?

• What are you worth in the market?

• Do you have alternatives?

• Are you willing to walk away?

324


RESEARCH is your best friend – so it’s not about “I want” it’s about what’s fair

Share the research with them! • “Here’s what Glassdoor says others get paid…”• “My colleagues at your competitor make…”

Keys To A Successful Negotiation

326


Negotiation Strategy

1. Start with a couple of easy items that you can give them

2. Rotate between easy and hard items

3. Salary may not be the first thing you bring up!

4. Vacation should be near the end

5. Severance is last

GIVE GET

327


• Name a high number; re-frames in your favor

• Give an exact number – not ‘around 150k’

but instead ‘$154,000’

• Back it up with “evidence” of fairness

If They Ask You For A Number First…

328


If The $ You Ask For Is Higher Than

What You Originally Said

• “Now that I better understand the role and WE BOTH understand the value I bring to you, I believe this is what I’m worth.”

• “I’ve done some additional research, and have found that the market rate for this role and the value I bring are X; I’m looking for what’s fair, which to me is the market rate” <show them the research>

329


Are You Set Up For Success?

Ensure you

are BEFORE

you accept!

330


Your Role

• Expectations (what are they?)

• Resources (staff, budget, access– any weak links?)

• Key Stakeholders (are they aligned with position?)

331


Personal Assessment (SWOT)

Strengths e.g. strategic, relationships

Weaknesses e.g. not technical

Opportunities e.g. break down silos

Threats e.g. will be relied on for technical programming

332


Organizational Strategy

Is the offering company a winner or might it hinder your career?

e.g. THE 5C’s

Customers

Collaborators

Capabilities

Competitors

Conditions

333


• Essential to keep moving towards alternatives, until you have agreed to an offer and it’s in writing (e.g. email)

• Common trap: you place all their hopes on one offer!

Keep 6-10 Things In The Works

334


Common Sticking Points

Afraid you’ll lose the offer if they negotiate

• Emphasize how “same side of table” approach negates this fear

• Clients negotiate successfully all the time

• If 6-10 things, that’s the ultimate security

Short-change yourself by not negotiating “everything”

• Develop a long list of things to negotiate

• The longer the list, the more likely they’ll get something (hiring

managers don’t like to keep saying “no”)

335


Diagnosing a Stalled Search

336

1. Are you "positioning" yourself correctly?

2. Are you too general, or trying to be all things to all people?

3. Are you too scattered, trying to go for many different targets at

once?

4. Are you actively going for it, or waiting for the ad or search firm?

5. Are you proactive at all stages (following up, keeping in touch)?

6. Is your "message" getting lost because of poor communication?

7. Are you meeting with both the right people, and enough of them?

8. Are you targeting enough positions (i.e. roughly 200)?

9. Are you spending enough time on your search?

10.Are you having fun?


So What Did You Learn?

337

Download the Slides and LinkedIn Checklist: https://bit.ly/ncsuhcc

338

OUR EMAILs:

[email protected]

[email protected]

THANK YOU!!!

Additional Resources: www.hellmannconsulting.com/resources


mailto:[email protected]

mailto:[email protected]

http://www.hellmannconsulting.com/resources

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