on Career Survival - IEEE-USA

ieee-usa eBooks presents 

The Best of IEEE-USA Today’s Engineer 

on Career Survival 

Foreword by Paul J. Kostek 

Georgia C. Stelluto, Editor

Published by IEEE-USA. 

Copyright © 2006 by the IEEE. All rights reserved. Printed in the U.S.A. 

Edited and compiled by Georgia C. Stelluto, IEEE-USA Publishing Manager 

Cover design and layout by Gregory O. Hill, IEEE-USA Electronic Communications Manager 

This IEEE-USA publication is made possible through funding provided by a special dues assessment 

of IEEE members residing in the United States. 

Copying this material in any form is not permitted without prior written approval from the IEEE.

Table of Contents 

Introduction...............................................................................................................................................................................4 

What Are Engineering Employers Looking for?............................................................................................................6 

Converting Gatekeepers to Greeters................................................................................................................................8 

Picking a Good Boss............................................................................................................................................................. 10 

Build Your Network Purposefully — Before You Need a Job................................................................................. 13 

Seeking a New Job? Think Like an Employer............................................................................................................. 15 

Cold Calling Your Way to a New Job............................................................................................................................... 18 

Transitioning Jobs, Managing Your Finances............................................................................................................. 20 

Five Steps to a New Job...................................................................................................................................................... 23 

Jump Start Your Job Search............................................................................................................................................... 25 

Globalization and Your Career: Building Career Resilience.................................................................................... 27 

Successful Career Makeover for Engineers in the 21st Century........................................................................... 30 

Sine Qua Non: Networking............................................................................................................................................... 32 

Finding Employment in an Economic Downturn...................................................................................................... 35 

Six Ways to Maximize Job Search Success................................................................................................................... 37 

The Best of Today’s Engineer: On Career Survival

Introduction 

I’m very happy to be writing the introduction to this eBook. The papers included can help you find 

success in today’s challenging job market. As a volunteer, I have been involved with career issues 

with IEEE-USA for 20 years and this compilation is one of the best we have ever offered to members. 

Just think about the past 15 years: in the early 90s, we had a Peace Dividend that delivered high 

unemployment; the mid-90s saw the “New Economy” that delivered a boom and a bust. Today, we 

have globalization and outsourcing — which, depending on who you talk to, are a boon or a bust for 

engineers. The one constant has been change. And the skill we all need is the ability to survive in a 

changing world. 

You need to understand the changing business eco-system and what the changes mean to engineers. 

Skills still reign supreme and you need to assess yours constantly to ensure you are a viable 

candidate for available job market opportunities. You’ll find these articles increase your situational 

awareness of the marketplace. 

When we hear the words situational awareness, many of us think of a pilot where situational awareness 

is critical for safety. But stop and think about your career and job, and how situational awareness 

is just as critical to your long-term career growth. Are you aware of what is going on at your office, 

in your company, or in your industry? Has your company won or lost important contracts? Is the 

technology your industry built around growing or declining? Awareness and knowledge about such 

things can help you in career planning and skills development. 

In these articles you’ll learn how to assess the market and yourself, how to stay competitive, and 

what steps to take to survive and remain competitive in the marketplace. You can find out employers’ 

perspectives, and what employers are looking for in the chapter from Elizabeth Lions, a technical 

recruiter in Oregon. This chapter is very important, as it lays out a series of questions that you should 

have answers to before an interview. Even if they aren’t asked directly, you can use this self-knowledge 

in your responses to other questions. Debra Feldman also addresses this topic as she helps you 

think like an employer. 

Debra Feldman, a frequent contributor to TE on career issues, makes the first of several appearances 

in this book writing on how to reach decision-makers when you don’t know them, by getting the 

“gatekeepers” to take a call or make an appointment. 

How to find a good boss is the topic of a paper from Don Christiansen, a former editor of IEEE Spectrum. 

Think about the kind of person you want to work with, as you explore companies you want to 

work for. Know their culture and how engineers are treated there. 

You can accomplish career success by planning for it, including building networks and contacts before 

you need them. Knowing what you want out of your career makes it much easier to find a job 

you’re looking for. Debra Feldman writes about building a network using cold calling, a scary thought 

to most of us, but something that can pay enormous returns. 

 

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Engineers are also fortunate to be in the midst of some interesting times right now. Older workers are 

returning or staying in the work force, which can provide some good opportunities, both career-wise 

and financially. Companies may be facing a numbers crunch and this is your opportunity. 

And having a plan for managing your money will make any career transition decisions that much 

easier. Larry Grogan discusses financial questions to consider, as you plan for your present and your 

future. He’ll help you with information on what to do and not to do with your 401(k), 

Several of Debra Feldman’s chapters offer great advice on starting and successfully completing a job 

search, including five steps to help simplify it. 

Terry Malkinson, editor-in-chief of IEEE-USA Today’s Engineer Digest, discussed the impact of globalization 

on your career. He’ll tell you how to have a resilient career in today’s global market, including 

identifying your skill set, working internationally, and self-marketing. 

Dr. Trudy Hu’s chapter will help you accomplish a successful career makeover. You’ll learn how the 

market has changed, and how you need to change to adapt and succeed, including identifying new 

vision, tool sets and problem-solving skills. 

Another chapter by Debra Feldman explores how to network with impact. It’s not just showing 

up at meetings and other events, though that’s a good start, it’s about having a plan and targeted 

companies. 

Candy Robinson shares her experiences in the job market, and the challenges of finding work. Her 

chapter gives you valuable tips on job hunting, and the importance of staying the course. 

Thanks to all of the authors for their contributions. They offer a wide perspective on career survival 

in the 21st Century with their experiences as engineers, career professionals and employer of engineers. 

I think you’ll find this book useful today and throughout your career. 

Paul Kostek 

Chair IEEE-USA Career & Workforce Policy Committee, 

1999 President IEEE-USA, 

2003 Chair American Association of Engineering Societies 


What are Engineering Employers Looking for? 

By Elizabeth Lions 

Ever wonder why you didn’t land a job, even though you possessed all of the required technical skills? 

Unfortunately, even the best engineers experience rejection. Remember: companies need your talent 

to create and build their products. Without your brainpower, companies wouldn’t exist. So, how do you 

convey that to the hiring manager during the interview? 

In today’s job market, employers want engineers with the right skills set, who can communicate 

effectively, and who possess good interpersonal skills. Most company cultures demand that engineers 

display these traits, and will pick the top candidates who display good social skills during the job 

interview. Engineering is no longer seen as a solo career, but instead one built upon teamwork and 

ingenuity. 

During a job interview, the employer is thinking: 

• Is this candidate technically competent? 

• Is this candidate trainable? 

• Will this candidate fit into the current engineering team and not be destructive? 

• Will they share their ideas and help other team mates, if necessary? 

• Do they value our company and the purpose of the job? 

• Can I trust them with my product? Do they show integrity and credibility? 

• Do they have a “get it done” attitude? 

• Do they have enthusiasm and energy? 

• Will they solve my problem? 

• Are they affordable? 

Generally, most people will only buy something if it will solve their problem, or if it makes them feel 

good. Employers consider your salary an investment into the company. As crass as it sounds, your 

talent is purchased. To land the job interview, you should be both technically competent and likeable. 

This small shift will make the difference between being the top candidate and getting the job. 

Follow these simple suggestions during the hiring process to stand out from other candidates: 

Do your homework. What does the company do? Who are its competitors? What market is it trying 

to reach? Search the company’s Web site and ask a few related questions during the interview. Don’t 

barrage the interviewer, but make sure your questions are answered so that you understand the task 

at hand. Try to get a sense of the company culture and whether it is a good fit for you. 

Are you the right engineer for the job? Often in a meeting, I will ask a senior-level manager, “What 

keeps you up at night?” That one, simple question can elicit many different responses — and often 

provides insight into what an employer really needs to hire you. Asking provocative questions engages 

 

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the interviewer and creates the impression you are well-informed and interested in helping to solve 

problems. 

During an interview, only talk 50 percent of the time. Engineers are detailed by nature. Make the 

employer ask you for more information. Answer their interview questions completely and concisely, 

and then stop. If interviewers want more information on a topic, they will ask for it. 

The other 50 percent of the time, ask them questions about their business, keeping in mind that they 

are looking for someone who can help solve their problems. Engineers are excellent problem solvers, 

so make use of your natural talent to leverage your competitive edge. After you ask a question, take 

notes on the interviewer’s response. Doing so shows that you’re listening, and that you care enough 

to write it down. Also, you capture information that you may not remember after the interview — information 

that may be useful when comparing different companies, in case you receive an offer. 

Being able to choose is a powerful place to be when it comes to your career. 

Be genuine and be yourself. Relax and be yourself. Think of the interview as a conversation. Concentrate 

on what you need to have to accept a job offer. Market yourself as competent, polite, well 

mannered and, above all, nice. Hiring your brainpower is only one part of the equation. The employer 

should like you as well. 

It is pointless to misrepresent yourself during a job interview. Countless employers have told me 

about candidates who have all the right answers during the interview, but who turn into somebody 

else as soon as they get the job. In hiring, this phenomenon is commonly referred to as the Dr. Jekyll 

and Mr. Hyde syndrome. Once you’ve started in a new position, you had better be able to deliver on 

the goods that you promised during the interview. Otherwise, you might find yourself interviewing 

again. 

Send a hand-written thank you note, not an e-mail. This small step will separate you from the 

majority of the other candidates. In a world full of e-mail and instant gratification, this simple gesture 

can make a big splash. Few employers get positive mail. Brighten their day by thanking them for 

their time. This written reminder will stay on their desks and on their mind when the hiring decision 

is about to be made. 

Most importantly, during an interview remember that you choose them just as they choose you. 

An employer may need your talent, but you need to decide if this company’s culture is good for 

you. Even though you may want the job and have bills to pay, it’s important to remember that the 

hiring process is a two-way conversation. You can take your talent anywhere you’d like for a variety 

of compensation packages. The employer does not and should not hold all the cards. Ultimately, you 

decide if you’d like to bring your talent to them. 

If you have to spend the majority of your waking hours at a place called work, it should be rewarding, 

enjoyable and challenging. 

Elizabeth Lions is a technical recruiter at APCON, Inc., in Wilsonville, Ore. 


Converting Gatekeepers into Greeters 

By Debra Feldman 

Correct technique and good manners can turn interactions with corporate gatekeepers from frustrating 

to fruitful. Gatekeepers are not meanies; they are their boss’s designated agents — charged 

with limiting unnecessary, potentially wasteful interruptions and unexpected interference that may 

negatively impact the boss’ workflow or productivity. Any unsolicited inquiry requires screening. If 

you don’t already know the person you’re trying to reach, then you have to convince the gatekeeper 

that it’s okay to give you an appointment, schedule a meeting, provide an e-mail address, or transfer 

you to voicemail. 

Gatekeepers evaluate requests based on certain criteria. If you pass the test, they refer you to the boss. 

If not, they turn you away. The value proposition you initially present to a gatekeeper has to satisfy 

those criteria, or be intriguing enough to earn you the opportunity to elaborate on your interest, and 

justify your request as an exception. 

Here are six ways you can increase the odds that gatekeepers will grant you access to decision-makers. 

Start with the premise that gatekeepers aren’t enemies; like you, they are professionals trying 

their best to fulfill their assignments, keep the boss happy, and get rewarded for a job well done: 

1) 

2) 

3) 

4) 

Offer a low-risk, high-reward situation. Do your homework. Plan your presentation so it 

is clear, compelling and engaging. Pique the gatekeepers’ curiosity. Address gatekeepers by 

name; inquire if they have a few moments for your call; and ask how their day has gone. Listen. 

Don’t charge forward just because you didn’t get voice mail. If the gatekeeper hesitates, sounds 

busy or is juggling other lines, offer to call back at a more convenient time. 

Convince the gatekeeper that there is no reason not to offer you an appointment. Gatekeepers 

balance two competing choices: granting too much access to the wrong applicants, 

or being too stringent and excluding individuals that the boss would want to meet. Their jobs 

depend on how well they interpret the screening criteria. If a gatekeeper believes it would be 

more detrimental to keep you out than to let you in, you have succeeded. 

Build a relationship with the gatekeeper. The more interaction you have with a particular 

gatekeeper, the more likely that gatekeeper will want to help you and be a part of your success. 

Speak respectfully, be polite. Make small talk. Ingratiate yourself, and it’s more likely that 

your proposal will sound attractive. Be likable and you’ll get more attention. Then, you’ll be able 

to more clearly communicate your value, engage in dialogue, and have the chance to explain 

more about your intended business. 

Follow the gatekeeper’s instructions, cooperate and be pleasant. Not only do you have 

to have a high-quality concept, but your personality also has to fit. If gatekeepers ask you to 

e-mail a request, do it within 24 hours or less, before they forget you. Don’t be argumentative. 

Smile as you speak — it will come through in your voice. Your demeanor communicates that 

you are not going to cause trouble. If your are not cooperative ( i.e., difficult to manage), the 

 

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5) 

6) 

gatekeeper may conclude that you are not worthy of the boss’ time and sabotage your request. 

Be patient and helpful. This gatekeeper may be your new boss’ administrator, or even your own 

right-hand helper someday. 

Gatekeepers can become your personal liaison, warm up the boss on your behalf, and 

facilitate the impossible. If you can win the gatekeeper’s support, you may gain an important 

ally who can advocate for you, squeeze in an appointment for you in a booked calendar, talk 

you up to the boss, give you hints to help your meeting be more positive. If your initial encounter 

with a gatekeeper is unprofessional and negative, reconsider your goal. If the boss condones 

unprofessional behavior, do you really want to move forward here? 

Timing is critical. If at first you don’t succeed, try, try, again. Make your own luck. Don’t be 

discouraged if your first approach isn’t wholeheartedly embraced. Regroup and, after an appropriate 

interval, attempt another connection. Revise your presentation, enhance your value 

proposition and use better timing. Persistence and creativity pays off. Follow up is key to making 

progress. 

© 2006 by Debra Feldman. Debra Feldman, founder of JobWhiz, is a job search expert with more than 

20 years of senior management consulting experience. She specializes in identifying unadvertised opportunities 

in the hidden job market. For more information and to contact her, visit www.JobWhiz.com. This 

article has been reprinted with permission from Debra Feldman. 


Picking a Good Boss 

By Donald Christiansen 

Most experienced engineers agree that having a good boss is one of the most important aspects of 

one’s job. Your boss can serve not only as a professional colleague, mentor and leader, but often as a 

shield from the whims of an oppressive bureaucracy. 

But how to find a good boss? The odds seem in your favor at a company known by its employees as 

a good place to work. The likelihood is enhanced if its culture (policies and practices) appeals to you 

personally. 

Over the past few decades, several lists of “100 Best Companies to Work For” have been published. 

Compiled by a team of business journalists and researchers in 1983, one version included 17 hightech 

companies, among them Intel, IBM, General Electric, Hewlett-Packard and Apple Computer. This 

year, using similar but not identical criteria, Fortune magazine’s list included only one of the aforementioned 

17 — Intel. Five not on the 1983 list were Qualcomm, Cisco Systems, Microsoft, National 

Instruments, and Texas Instruments. Among the pluses cited by Fortune for the best-to-work-for 

companies were these: generous fringes (Microsoft); never a layoff (National Instruments); stock for 

new employees (Qualcomm); and a friendly confrontational culture (Intel). 

But these lists must be taken with a grain of salt. In fairness, it should be noted that the surveys and 

interviews undertaken to compile the Fortune lists include a random selection of employees, not just 

engineers, and that the companies’ cooperation is needed to complete the exhaustive rating process 

(e.g., Apple declined to participate). 

The most successful companies are not necessarily those rated the best to work for. In 2005, General 

Electric, IBM, Hewlett-Packard, Motorola, Verizon, Dell, Bell South, Intel, Cisco Systems, and Microsoft 

were among Fortune’s top 100 in revenues, but of those only Intel, Cisco, and Microsoft made the 

current Fortune best-to-work-for list. And if best-to-work-for and most-successful lists are insufficient, 

there is still a third — Fortune’s “most admired.” For this list, a jury of corporate directors, top executives, 

and financial analysts invoke a different measure for rating companies. For example, in Fortune’s 

2006 ratings, against criteria that included investment value and financial soundness, this “jury of 

peers” put General Electric first. Also among the top 20 were Dell, Microsoft, Apple and IBM. 

Big Bosses 

When corporate CEOs are more than figureheads, their styles of leadership can permeate the entire 

organization, and lower-level management and staff may react well or badly to the omnipresent 

hand of the top dog. Several companies founded by engineers became noted for their collegial work 

environment and enlightened corporate cultures. 

• Founders Bill Hewlett and Dave Packard set the tone for the Hewlett-Packard (HP) culture that 

lasted throughout their tenure as active heads of the company. A survey of more than 7,900 

HP employees in 1979 showed such high regard for the company that the management survey 

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• 

group placed HP in the top 0.5 percent of 1,000 companies surveyed. 

Founded by engineer Howard Vollum, Tektronix followed the HP style of management closely. 

From visits to Tek, I recall the low-walled, carpetless spaces of its department heads that made 

for quick and easy communication with all employees, who were on a first-name basis with 

their bosses. 

On the other hand, a new CEO arriving on the scene can sometimes send shockwaves through the 

management pattern of an established organization. 

• 

Upon succeeding Reginald Jones as CEO of General Electric, Jack Welch radically changed the 

conservative nature of the company, disrupting the ingrained management style of many GE 

veterans. Among Welch’s reforms was the requirement that GE business leaders earmark 10 

percent of their managers as poor performers during the annual evaluation process. Those so 

designated got no raise and “generally had to go,” according to Welch. They knew who they 

were, and that they had better shape up or ship out. But executives who had built a management 

team with which they were completely satisfied rebelled. Some would even list managers 

about to retire, or, in one case, a manager who had died. Welch made it clear that executives 

who failed to comply would find themselves on the bottom rung. In his memoir, Jack: Straight 

from the Gut, Welch boasted that finding or creating GE managers in his own aggressive leadership 

image vastly improved GE’s bottom line. 

Hot Projects 

At the top of the list of important job characteristics, engineers put the technical sophistication of 

the project to which they are assigned. But those chosen to take part in a challenging project may 

not always find the boss to be the most personable leader. Nevertheless, a leader’s idiosyncrasies 

may be outweighed by the excitement and, perhaps, the glory of working on the project. In Organizing 

Genius, Warren Bennis gives the following examples. 

• 

• 

Famed as the inspirational leader of the Apple Macintosh computer project, Steve Jobs was 

noted for his arrogant and acerbic “walking around” management style, in which he would 

often blindside technical staff members with scathing comments about something they were 

developing, but about which he himself often had no relevant expertise. 

Xerox PARC’s Bob Taylor was able to shield PARC staff from the conventional thinking of the Xerox 

bureaucracy. Yet, according to one of his staff members (as reported by Bennis), Taylor rated 

most of those he dealt with on a “binary scale” — as either “the greatest thing that walked the 

earth” or “beneath consideration,” to put it kindly. 

• Clarence Kelly Johnson, who headed Lockheed’s Advanced Development Projects (the famous 

“Skunk Works”), was an eminent aeronautical engineer noted for his bullying stubbornness and 

hair-trigger temper. His successor, Ben Rich (selected by Johnson), called him the toughest boss 

west of the Mississippi. Johnson nevertheless was respected and admired for his aeronautical 

genius. (Rich did not continue Johnson’s practice of calling all the shots, telling the Skunk Works 

team “I’ll be decisive in telling you what I want, then step out of the way and let you do it.”) 

The Best of Today’s Engineer: On Career Survival 11

• Tom West was aloof and uncommunicative with the talented members of his Eagle computer 

(Soul of a New Machine) development team, but he fought Data General’s upper management 

to get them the resources they needed. 

No Silver Bullet 

In the end, although you may carefully study a company’s culture and the nature of its products and 

projects, a good deal of luck is involved in selecting a good boss. 

My advice is this: If you happen to pick a boss you don’t like, don’t blame it on him (or her). Move on. 

Find a new boss. 

Unless, of course, you elect to become subversive, instigate a cabal, enjoy sleepless nights, upset 

your intestinal tract, aggravate your family — and possibly become president of the company. 

Resources 

For more on “good” companies, projects, and bosses: 

R. Levering, M. Moskowitz, and M. Katz, The 100 Best Companies to Work for in America, Addison- 

Wesley, 1984. 

“The 100 Best Companies to Work For: 2006,” Fortune magazine, 23 January 2006. 

“The Fortune 500: 2005,” Fortune magazine, 18 April 2005. 

W. Bennis and P. W. Biederman, Organizing Genius: The Secrets of Creative Collaboration, Addison- 

Wesley, 1997. 

J. Welch, Jack: Straight from the Gut, Warner Business Books, 2001. 

B. Rich and L. Janos, Skunk Works, Little, Brown, 1994. 

T. Kidder, The Soul of a New Machine, Atlantic (Little, Brown), 1981. 

Inside Out: Microsoft—In Our Own Words, Warner Business Books, 2000 (25th Anniversary interviews 

with Microsoft managers and executives). 

F.A. Maxwell, Bad Boy Ballmer: The Man Who Rules Microsoft, William 

Morrow, 2002. 

R. Slater, Microsoft Rebooted, Portfolio, 2004. 

J. Young, Cisco Unauthorized, Forum, 2001. 

G. Dorsey, Silicon Sky, Perseus, 1999 (about Orbital Sciences Corporation). 

D. Packard, The H P Way, Harper Collins, 1995. 

“America’s Most Admired Companies”, Fortune magazine, 6 March 2006. 

Donald Christiansen is the former editor and publisher of IEEE Spectrum and an independent publishing 

consultant. 

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Build Your Network Purposefully — Before You Need a Job 


The concept of a geometric progression is fascinating: it appeals to one’s sense of an ever-evolving 

world, conjuring images of a pebble hitting a pond and its resultant waves spreading out in concentric 

circles from the point of impact. 

What does throwing rocks into water have to do with finding a job, you ask? It’s simple. Just as the 

water keeps rippling and spreading out, your networking connections need to grow to continually 

impact leads to new opportunities. If you tell everyone — and I mean everyone you know — that you 

are in the job market, that still won’t broadcast far enough. You have to stretch beyond that first level 

of contacts and those in your immediate circle of friends, neighbors, acquaintances, service providers 

and colleagues, and spread your proposition to new circles. 

For your job search to progress, you have to get in touch with people that you don’t already know. 

Your goal should be to meet and talk about new career opportunities with individuals outside your 

existing network by seeking out new contacts, making connections and sharing information and 

ideas. By connecting purposefully with highly qualified individuals and developing genuine relationships, 

you can put yourself on their radar for when an appropriate lead with your name on it presents 

itself. 

Remember the six degrees of separation? In his book, The Tipping Point, Malcolm Gladwell explains the 

phenomenon: how large groups of individuals become connected through just a few exceptionally 

well-connected individuals. Gladwell describes certain individuals who act as centers of communication 

(hubs) because of their pivotal positions in multiple networks of connected individuals. 

To network purposefully, try to identify and meet or network with especially well-connected individuals 

who have the means to facilitate critical introductions, referrals and connections. Those hubs 

can introduce you to more of the people you need to know than randomly selected contacts. In 

other words, network purposefully by choosing the right individuals — those who are connected to 

others in your targeted network — and explain your interests compellingly enough for them to want 

to assist you. Networking with hubs will pay far greater dividends than just knowing a lot of people 

a little bit. 

It’s important to build your networking foundation with strategically selected contacts before you 

launch a job hunt. Decide in advance where you might need connections and purposefully begin the 

chain of introductions to get to know people at companies that might offer future employment opportunities. 

For each person you meet initially, shoot for referrals to at least two more individuals. 

Purposeful networking principles can improve your job search results. First, recognize that the people 

you tell you are looking for a job are as important as what you tell them. Effective networking has 

two main components: clearly communicating your message to a hiring manager in simple but incontrovertible 

terms about what makes you unique, and communicating with those who will supply 

additional connections. Focus your efforts on those who will produce additional referrals and intro- 


ductions to broaden your network. You want to be on the inside track, to be privy to restructurings 

and other events impacting organizations that generate the need for new resources (like yourself). 

Remember that to receive great leads, you need to establish a framework for collecting leads, and 

you also need to be willing to return the favor by sharing good leads or other information when it 

comes along. 

If you strategically, purposefully and proactively focus your networking efforts on individuals who 

can offer you a job, or who are connected to people who can make you a job offer, then your job 

search is bound to progress toward a successful landing. Avoid wasting time haphazardly meeting, 

schmoozing and passing the time commiserating with people who can’t further extend your network. 

Superior networkers don’t connect randomly with a hit-or-miss attitude. They spend their time 

on networking activities where key contacts can be developed. 

Focus your networking efforts geographically, or by specialization, to further improve your chances 

for establishing multiple and intersecting connections. A critical mass of individuals who know you 

and want to help will yield faster, better campaign results. 





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Seeking a New Job? Think Like an Employer 


When formulating a successful job search strategy, put yourself in the recruiter’s or executive headhunter’s 

shoes to gain some perspective on what the other side of the job search is all about. You’ll 

find that employers aren’t merely eliminating the oddballs and unsuitable applicants — they’re finding 

the gems — those with skills, knowledge, talent and passion among the innumerable pieces of 

correspondence hitting their inboxes every day. The overwhelming flood of competition provides all 

the more reason for your resume to be outstanding, electronically commanding its rightful spot in an 

automated recruiting database or attracting a second glance, if it’s a printed copy. 

Your resume must be as good as it can be, and better than your competition’s. Seek the guidance 

of an expert to make sure that your resume is conveying its intended message. Once you’ve got 

your story on paper, it’s up to you to sell yourself. Marketing yourself means you’ll need to meet 

with individuals who can provide leads. It’s time to network purposefully, which means identifying 

and understanding your target employers, and then finding ways to connect with them on a more 

personal level. 

How can you maximize your job search efforts? Target activities that are most likely to yield a positive 

outcome quickly. Start by selecting employers that are likely to understand your background and 

skill set. Then, strive for an initial in-person interview with a hiring manager who can appreciate your 

uniqueness, champion you through the corporate labyrinth, and handle your credentials and qualifications 

in a respectful manner. In other words, execute a strategy to connect, build a relationship, 

and gain trust and credibility. 

A target employer is one you want to work for, and who recognizes that you can provide solutions 

to their challenges right from the start. If you share a common goal, you have a foundation that can 

support a relationship. Here are a few tips to help you launch a more effective, targeted campaign. 

These steps are important parts of networking purposefully to help you identify unadvertised opportunities 

in the hidden job market. Your objective is to find unadvertised jobs by meeting with an 

individual or several representatives at companies where you want to work. Preparation will enable 

you to have a successful meeting that might produce a job offer or a referral that will enlarge your 

professional network: 

1) 

Know what your target employer is looking for. Employers demand immediate productivity 

from new hires and are reluctant to take the risk of putting a new hire through an uncertain 

learning curve. In the advertised job market, employers use prior experience criteria to narrow 

the field of candidates. After an employer gets to know a potential employee, then there’s a 

chance that the employer may bend the original job requirements in a candidate’s favor. Matching 

a candidate to corporate culture, as well as to required skills, is more important then ever 

before. Trust plays a big role. Not only does it make for a more comfortable and swifter adjustment 

for you and your new employer, it also translates to reduced expenses, since you can 

begin contributing faster by quickly adapting and mastering the situation. 


2) 

3) 

4) 

5) 

6) 

Position yourself for success. One way to get an employer’s attention is through strategic 

positioning. How you market yourself, how you pitch your value, and how you present your 

distinctive hook makes you an attractive and intriguing candidate. Defining your target market 

and knowing what they need (i.e., how you can benefit potential employers) is critical to success. 

Once you have gotten their attention, you must present a compelling argument for them 

to want to know more about you. Personal chemistry is crucial. Bottom line: show employers 

that you will fit into their organization, and that they can recapture the cost of hiring you. 

Networking is an effective way to get someone at a target employer to listen and respond 

to your message. If you already know people inside a target employer organization, convincing 

them to broker a personal introduction to key decision-makers can help smooth the way 

for your campaign. To initiate new relationships, identify individuals whom you need to know 

and find a point of entry into the employer organization. Such common points of reference, as 

alumnae ties, work experience, or a professional affiliation can be helpful when forging new 

relationships. 

Researching news headlines, trade data, company websites, company profiles, analysts’ reports 

and financial filings are all great ways to find names of insiders and their responsibilities, even 

their outside interests and memberships. Competitive and industry-wide analyses are additional 

good sources. A direct phone call to someone mentioned in an article or report can kick 

off a dialogue exploring mutual interests. Finding a peer who can provide a referral might be a 

solution for reaching an elusive figure. Sometimes, befriending an administrative assistant or a 

co-worker warms things up for a more welcoming greeting from the targeted contact person. 

These associates are familiar with their colleague’s schedule, and can provide valuable information 

about when and how to approach them by phone or to catch them in-person. 

When it comes to job hunting, beat around the bush. Asking directly for a job is the kiss of 

death. Instead, present your inquiry as a networking connection within your field, a potential 

collaboration or a request for a reference or information. Use flattery as a way to begin a conversation 

with your contacts about something they did or wrote. If your unsolicited query is 

perceived as collegial, rather than as employment-related, you are more likely to be greeted 

cordially — and more likely to be privy to vital information about the company. 

Always call to establish a connection before sending documentation. Try contacting hiring 

managers by phone first. If that doesn’t work, use the opportunity to get an e-mail address or 

fax number from their assistant. Ask for a good time to reach the hiring manager, or whether 

the assistant will forward an e-mail on your behalf. It may take a while to speak directly with the 

hiring manager. But ultimately, it will turn out better than just sending your resume and cover 

letter out blindly, and then being ignored. 

Tailor your written correspondence for each situation. It’s time consuming but you’re also 

far more likely to get a response if you personalize your request and tailor your content to 

match target employers’ needs. Hold off on sending your resume, unless they request it during 

your initial phone call. In other words, wait until after you have established a connection. Keep 

e-mails brief, with an eye-catching subject line. 

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Instead of the traditional cover letter and resume combination, try a custom-created, single use 

Resu-letter that combines the best features of a cover letter and resume. This marketing document 

should introduce you by describing your relevant background, related career highlights 

and specific ways you visualize adding value to a target organization (rather than your entire 

career history). Using quantitative or measurably qualitative facts makes for a stronger presentation, 

but don’t let it sound like boilerplate. In each case, customize it so that it will attract a 

specific employer. Don’t waste a prospective employer’s time (or your own) with anything that 

isn’t directly relevant. Since you have already established a connection, you have reason to 

trust that a real person is handling your request, and that it won’t be ignored or simply scanned 

into cyber eternity. The goal is to connect in real time — then you will have an opportunity to 

sell yourself. If you don’t develop a personal connection, chances are you won’t get to explore 

mutual interests. 

Establishing a connection inside a company to obtain an appointment may require clever, innovative 

persistence. However, this connection can pay off with a potential new assignment within this 

organization or a recommendation to connect personally elsewhere. 

A personal recommendation or introduction will afford a competitive edge over those who reply to 

posted openings. Networking is the most promising method for pursuing a new career opportunity. 

By focusing your campaign on those prospective employers most likely to need you, and using purposeful 

networking to gain access and acceptance, you increase the probability of making a swifter 

career transition. 






Cold Calling Your Way to a New Job 


Cold calling may be the lifeblood of selling, but very few people actually enjoy doing it. Combine the 

discomfort and awkwardness of making an unsolicited phone call to a complete stranger with normal 

job hunting anxieties and you can get a pretty stressful experience. So why would anyone put 

themselves through the agony of making cold calls when clicking on the Web and licking envelopes 

are the alternatives? The obvious answer: cold calling works. 

Cold calling — the art of calling on prospective employers who don’t know you from Adam — produces 

leads that result in job offers because personal connections are established very early in the 

process. Cold calling jump starts a successful job search campaign by establishing a relationship between 

you, the candidate, and a real live employer representative. You needn’t wait for the employer 

to call back in response to your résumé or inquiry, because you skipped directly to speaking with a 

hiring manager. Critical “face time” with hiring managers early in the process will translate to a faster 

campaign. 

Cold calling is among the most effective job search techniques, especially for accessing the hidden 

job market (i.e., jobs that aren’t advertised). If you don’t use cold calling, you may be missing out on 

those opportunities. Cold calling is more effective than just mailing or emailing a résumé because it 

establishes a personal relationship with a specific contact person, with whom you can follow up later. 

Cold calling also provides real-time feedback on your candidate status, and expands your network 

to include representatives at companies on your target employer list. Even if there isn’t a good fit 

immediately, cold calling provides opportunities to get your name short-listed for when the suitable 

opening occurs. And there’s an added bonus sweetening your candidacy for employers: your 

unsolicited inquiry means they don’t have to pay any expensive recruitment fees. Any competitive 

advantage you have over other applicants is a help. 

The following tips will help you minimize nerves and maximize potential. By streamlining your approach, 

your calls will be more effective and easier to execute: 

1) 

2) 

Target the right company. Maximize your potential for success by choosing target companies 

that, based on your research, can benefit from your skills and knowledge. The closer you fit the 

profile of an ideal candidate, the easier it will be to sell yourself. Match your background to the 

industry, your interests to their apparent strategy, and your talents to a specific challenge you 

can address without any learning curve. 

Target the right contact. Initiate contact with a company representative who is appropriate, 

usually not the President, CEO or COO. Find someone in a functional or operational role that 

will quickly assess your capabilities and recognize your value to their organization. Human 

Resources (HR) is more likely to screen you out than to add you to the headcount. Cold calling 

HR may boost your status when responding to an advertised position, but HR is not the right 

place to learn about unadvertised jobs in the hidden job market. To get the early leads and be 

an insider, begin to cultivate a lasting relationship with hiring managers who will help you and 

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3) 

4) 

5) 

6) 

bring up your name when new opportunities arise. 

Target the right timing. Timing is critical. If you sense that the person answering the phone is 

distracted or not cooperating, it’s okay to graciously end the call, politely arranging to call back 

at another more convenient time. Make a note to yourself that you need to try again after you 

figure out how not to interrupt this person again (i.e., ask the assistant for an appointment). 

People are busy, and it’s often a challenge to reach a “live voice” you can engage in a conversation. 

If you don’t get through on the first couple of attempts, call early or late in the day, send 

an email requesting a callback or telephone appointment, get an assistant to help or find another 

insider to arrange the call. Get to the contact’s direct extension. 

Target the right goals. Be prepared to say something relevant or provide some information 

of value based on your company research. Have some business small talk ready to share as a 

warm-up rather than charging ahead with your request to solicit job-hunting help. Try to make 

this communication a two-way, mutually gratifying exchange. 

Don’t be discouraged if the cold call doesn’t yield results the first time. Think of cold calling 

activities as an investment to establish new relationships with individuals affiliated with your 

target employers. It takes patience to find the right person with whom you have something in 

common both professionally and personally. 

Target the right network. Cold calling is a very effective way of expanding your business contacts 

database with an additional benefit of connecting you to people who might have a job 

lead now or in the future to share with you. Cold calling isn’t about instant results, scheduling 

an immediate job interview, or getting your résumé read. It’s about making connections that 

may ultimately help you find a new opportunity. 

Target the right career management strategy. Remember that you are the one asking for 

help. You should be polite and respectful of the other person. At the same time, approach cold 

calling activities as an exchange among equals, not as a subordinate. You are not asking for a 

job; you are proposing to make a measurable contribution for your mutual success. 






Transitioning Jobs, Managing Your Finances 

By Larry N. Grogan 

Downsizing, layoffs and second jobs are terms we’re all familiar with and must sometimes deal with. 

In addition to the normal stresses of finding, accepting and starting a new job, you may also feel the 

strain of emotional and financial pressures. Whatever your circumstances, a positive attitude is vital 

to your job search and your ultimate success. 

Managing emotions 

If you’ve experienced a job loss recently, you may feel a sense of betrayal, sadness or anger — quite 

possibly all three. Additionally, you may be anxious about your financial situation. Displaced professionals 

can be left with dashed hopes, worthless stock-option packages, and no paycheck. If you’re 

returning to the workforce after an extended family leave or early retirement, you may also be worried 

about how your qualifications will stack up in the current marketplace. You control your emotions, so 

choose to be upbeat and optimistic, and re-entry into the workforce can go more smoothly. 

Getting back into the swing of things 

If you left work to go back to school, you will find an abundance of resources to help ease your 

transition back into the workforce. Check out the school library for Internet access to job sites and 

company Web sites. And use the school’s placement or career guidance office. 

If you’ve taken a few years off to raise a family, catching up to the marketplace may be a challenge. 

Use your network of contacts from previous employers, neighbors and professional organizations. In 

fact, joining a professional organization in your field is a good tactic for any job hunter. These organizations 

often have career seminars or networking events. 

Seniors returning to the workforce 

More and more, older retirees are returning to the workforce. Some are starting new jobs, while 

others are increasing the hours of their existing part-time jobs. In the past, seniors had turned down 

employer requests to work more hours because of the Social Security earnings limit, which penalized 

people age 65 to 69 who earned more than a certain amount. Not anymore. Legislation passed in 

April 2000 changed how your benefits are affected if you continue to work. Starting with the month 

you reach full retirement (age 65), you can receive your full Social Security benefits with no limit on 

your earnings. 

Some of these “working retirees” will be drawing money from multiple sources: Individual Retirement 

Accounts (IRAs), pension plans and Social Security, as well as from a regular salary. Managing assets 

may become a challenge, unless you have a good investment professional to guide you through the 

process. 

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Severance package planning 

Laid-off workers usually have some kind of severance package. If you received a lump-sum payment, 

invest it wisely. You’ll need this money to live on, but you can also make it work for you. Balance your 

short-term needs with your long-term objectives. If you’ve invested wisely and your job search goes 

well, you may be able to find new employment before the severance check runs dry. 

If you were guaranteed a bonus in your employment contract, check the provisions of your contract 

to make sure you get what you’re entitled to. And again, invest that money wisely. 

Managing money after a job loss 

Reduce spending, where possible. Start by cutting down on discretionary items such as eating out, 

entertainment, cable TV or gifts. Resist using credit cards. 

Pay the most important bills first. Mortgage or rent, utilities, car payment and groceries are usually 

the big ones. Consolidate debt, if possible. 

Establish a budget of monthly expenses. Start by calculating your average monthly cash flow, which 

shows the amount of income that’s left after paying your expenses. (Use the worksheet at the end of 

this article.) Understanding your cash flow will help you set a realistic budget. 

Resist tapping into your retirement savings, even if money becomes tight. If you cash out your IRA 

or 401(k) plan, you’ll lose a lot of it to taxes; and if you’re under age 59 1/2, you may face penalties as 

well. The following example illustrates the disadvantages associated with withdrawing money early 

from a 401(k) plan. 

You’ve accumulated $100,000 in your 401(k) plan. You’re 45 years old and decide to withdraw $10,000. 

Withdrawal amount $10,000 

10% penalty $1,000 

25% federal tax $2,500 

5% state tax $500 

Net amount after taxes and penalty $6,000 

Applying for state unemployment benefits is essential. The taxes we all pay to support such 

programs are intended for these very situations, so take advantage of these programs. The benefit 

duration is at least 26 weeks. Remember that this benefit is taxable, so you’ll have to report it as 

part of your gross income on your federal income tax return. Contact your state’s unemployment 

office for more information, especially regarding applicable state taxes. 

Contact your creditors to negotiate lower payments or interest-free payments. Don’t wait until 

you’re behind on your payments or your creditors may be less flexible. Keep a list of everyone you 

speak with and when. Follow up with confirmation letters about your discussions, conclusions and 

actions to be taken. 


Look out for your health benefits and those of your dependents. Investigate the possibility of joining 

your spouse’s health insurance plan. Look into continuing your group insurance coverage under 

COBRA for up to 18 months. Keep in mind that with COBRA, you’ll have to foot the entire bill. If you’re 

a member of a professional or trade organization, you may be able to buy insurance at a lower group 

rate through the organization. Some college alumni associations also offer this benefit. 

Take advantage of tax deductions 

You may be able to deduct job search expenses, whether or not you get a new job. Eligible expenses 

can include the costs of travel, resume preparation and employment agency services. Keep detailed 

records to support these expenses. 

When you get a new job 

Now that you’ve gotten a new position, don’t start overspending. Continue to reduce debt and rebuild 

your retirement nest egg. Reestablish an emergency fund and start planning for the future 

again. 

Some companies are tapping their pool of retirees for hard-to-fill temporary jobs. These jobs are 

often short-term, high-paying, independent contractor-like positions. You can sometimes negotiate 

the terms and be very specific about what you want. Name your salary and the other benefits you 

want. This previously unforeseen income can make you even more comfortable in retirement. 

Conclusion 

Job displacement, transitioning and re-entry is often an anxious time. Make your situation as comfortable 

as possible. Manage your emotions in a healthy way, use your professional contacts, create 

a new family budget, and save your money. 

For a complimentary budget worksheet go to www.efs529.com/ieeefinancial. 

IEEE Financial Advantage Program (FAP) and Grogan Advisory Services have partnered to provide 

financial planning services to IEEE members in the United States. For more information about this or 

other Financial Advantage Programs, please visit us online at www.ieee.org/fap. 

Larry N. Grogan is president of Grogan Advisory Services, an independent financial services firm in Malta, 

N.Y. Comments may be submitted to todaysengineer@ieee.org. Opinions expressed are the author’s. 

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Five Steps to a New Job 


It would be so much simpler if job hunting didn’t require intensive, time consuming personal commitment 

and wasn’t so emotionally draining. However, the reality of today’s highly competitive 

job market is that to be effective, you have to get out there, promoting yourself strategically and 

selectively to those who are likely to be most receptive. Not only do you need to present yourself 

outstandingly well, but you also have to focus your search on those employers who can appreciate 

your value and are able to hire you. In other words, to be efficient, a job search campaign has to be 

purposeful. 

Job search is mostly about marketing. While you may think that skills and credentials should speak 

for themselves, if the message describing your abilities and the benefits you bring to a prospective 

employer isn’t compelling and clearly portrayed, other candidates who do a better job at marketing 

themselves (i.e.,communicating their value) will slip in ahead of you. 

Does this mean you need to “play the job search game” to be successful? Yes, it does require you to 

be proactive, take initiative, and package yourself favorably to attract the employers whose attention 

you want to command. Be purposeful in your job search activities. Having a great résumé is not necessarily 

enough. You still need to hit the pavement or the phones to establish direct, interpersonal 

chemistry. Good rapport can produce a dialogue about shared interests and generate new career 

opportunities. 

Herein lies the work of looking for a new job. If most candidates could land a new challenge simply 

by sending out scads of letters or clicking on enough online job postings, then job hunting would be 

transformed from the bear it is to something we all enjoy and anticipate eagerly. Maybe we’d even 

volunteer to do it for someone else. The very fact that no one is offering implies that job hunting is 

indeed a major effort. Sure, friends and colleagues are prepared to provide assistance — making introductions, 

suggesting referrals and providing recommendations — but the nitty-gritty, day-to-day 

tasks of designing and conducting a carefully planned and thoroughly executed, results-oriented 

job search campaign rests on each candidate’s shoulders. 

Self-promotion can be a huge challenge for many otherwise savvy, capable executives. The following 

five steps will help simplify the job search process, accelerate campaign progress, and alleviate some 

of the stress associated with finding your next career challenge: 

1) 

Brace yourself for the job search. There is work to be done and no easy way out. Ideally, you’d 

like to have a headhunter or recruiter find you. But you can’t count on that, especially in today’s 

environment where more and more recruiting is handled internally to reduce expenses. You 

have to rely on your own personal initiatives to open doors and get your name into circulation. 

You are your own best sales representative. Even if an agent gets your toe inside, you have to 

put your best foot forward and prepare for an appointment by learning as much about a prospective 

employer as you can. The, you’ll need to communicate the problem-solving and revenue-growing 

skills you will bring with you. Even if the employer seeks you out, you still need 


2) 

3) 

4) 

5) 

to demonstrate that you can deliver what they expect from the winning candidate. 

Overextending yourself could render you ineffective. Instead, focus your job search on a 

limited number of select target companies that you have determined could benefit from your 

talent. Then, seek ways to “get inside” those organizations to offer yourself as a prospective 

contributor/team player. By investing the time to learn and understand their needs and cultural 

values, you will present yourself as an unparalleled match and someone that they want to find 

a way to hire. 

Be generous. In today’s market, providing “samples” of your work can be an effective way to 

establish solid credibility and gain an element critical to hiring decisions — trust. By offering to 

conduct a project or provide detailed data on spec, candidates are frequently able to accelerate 

the hiring process by decreasing risk and alleviating fears harbored by potential employers. By 

approaching interviews as a consultant, candidates collaborate with prospective employers to 

reach mutually agreeable objectives. Neither party is more powerful nor has excessive control, 

therefore each stands to benefit from the other being successful and getting what they need 

from the relationship. 

Be pound wise, not penny foolish. This advice extends to both salary negotiations and offers 

you take under consideration. Put your pride aside for a moment and think dollars and cents. 

If you are currently not generating sufficient income, then any additional compensation goes 

in the plus column. Once you are working, you stand a better chance of proving that you are 

worth more. 

Consider hiring professional help to defray some of the time-intensive tasks (e.g., corporate 

research, developing a list of target employers, preparing a dynamite résumé, crafting elevator 

speeches and phone call introductions, etc.). Since few candidates are fortunate enough 

to find volunteers lining up to assist with job search tasks, hiring a qualified professional can 

sometimes help you get back into the workforce sooner — while retaining more of your sanity 

and energy. 





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Jump Start Your Job Search 

by Debra Feldman 

Extended periods of unemployment can be psychologically and emotionally draining, especially 

when weeks of searching turn into months, and you still haven’t found the right opportunity. Compounding 

your frustration, it often seems like every person you know has an opinion and/or advice 

for getting back on track. Much of that information can be helpful (albeit overwhelming), but the key 

is knowing how to synthesize it into a strong, solid job search campaign strategy to steer yourself out 

of a rut and on to your next career opportunity. Sometimes it just takes a little refocusing of priorities 

and a change in your job search routine to get things started. 

The following tips might help you jump start your stalled job search campaign: 

1) 

2) 

3) 

4) 

5) 

Switch from a candidate-centered strategy to one that reflects employers’ concerns first. 

Concentrate on identifying prospective employers’ needs, then matching your skills and talents 

to these specifications, rather than focusing on past accomplishments that may or may not be 

of particular interest to employers. 

Get a toe in the door — make yourself into a simple, perfect fit on paper and during the 

initial introduction. When it comes to your resume, don’t be wishy-washy about your objective. 

A specific goal narrows your overall possibilities, but it also presents you as a very desirable 

expert to fulfill a specific need. You lose more opportunities trying to be everything to everyone 

than by narrowing your focus. Rely on your greatest strengths to attract genuine attention. 

Once your foot is in the door, you can always expand on the diverse talents you could bring to 

an organization. With so many potential candidates, employers can afford to be choosy, seeking 

exclusively round pegs for their round holes. If you fall outside these parameters, you may 

be overlooked. 

Relationships generate job offers, not shuffling papers or staring at a computer screen. If 

you are spending inordinate hours on the computer searching, reading, perusing online job 

boards... stop! Choose one or two of the most reputable job sites and post your best submission 

there. Then force yourself to start interacting with as many individuals as you can to share 

your goal of connecting with the specific employers that you want to work for. 

Choosing the right contacts can make or break your job search progress. If you’re not too 

keen on cold calling potential employers, how do you determine to whom you should introduce 

yourself to further your campaign objectives? Company Web sites are treasure troves of 

information; press releases contain many insights into news and developments; trade publications 

drop names; and key word queries on search engines can uncover leads. Be resourceful 

and purposeful in your research. 

Be proactive: put the lion’s share of your job searching efforts into forming personal 

relationships, not answering ads or chasing headhunters. Once you connect with a new 

business contact, make it your goal to have them refer you to at least two other contacts you 

should meet. Meeting this goal will exponentially increase your network quickly, producing the 


6) 

7) 

high level of human interaction you’ll need to jump start your job search. 

Don’t wait for a company to issue a requisition to hire someone like you. Purposefully 

seeking out opportunities that are not advertised is one way to find a job without having to 

compete against other applicants. How do you get a company to create a job for you? It’s not 

as hard as you might think. First, select a handful of companies that you want to work for. Next, 

formulate compelling arguments for why those companies need you. Revise the list and weed 

out any companies that are unlikely to recognize your value. Prepare presentations based on 

your research illustrating how you can help address each company’s challenges. 

Be flexible and practical. You can’t eat a title. Just because a position isn’t your dream job, it 

could be a stepping stone to a great new position, and a chance to learn and grow. Are you better 

off eating into savings or taking something in the interim to avoid depleting your nest egg? 

Getting financial relief is important; it can permit you to think rationally about your options 

without the additional stress of financial worries. And you can use some of the new income to 

invest in proven career management services or improving your skills and marketability. 

Finding a new job is a stressful learning opportunity. At times, it may seem like it is never going to 

end. But at the conclusion of this unpleasantness, not only will you have landed a new job, you also 

will have mastered networking purposefully. And you will be in a position to mentor others who may 

be facing similar circumstances. One simple and encouraging thought is knowing that once you 

have mastered purposefully seeking out a new job and developed networking contacts to facilitate 

your transition, if you ever find yourself in a similar predicament in the future, that next period of unemployment 

will not be of the same intensity and duration — nor will the initial shock be as great. 





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Globalization and Your Career: Building Career Resilience 

By Terrance Malkinson 

“What do you want to be when you grow up?” We all remember being asked that age-old question 

when we were young. The question was difficult to answer then, and today, in our increasingly 

interconnected world, it is even more difficult to answer. Most of today’s jobs did not exist when we 

were young, and tomorrow’s jobs are unknown at the present. No one can predict the future with 

certainty. Globalization has increased the flow of goods, services, money, people, knowledge and 

jobs across geographic and political boundaries. Technology has brought us instantaneous communication 

with the remotest regions of the world. Today, all business is global, competition comes 

from everywhere, and jobs are borderless. 

Does globalization affect your career? Yes. But there is nothing to fear or avoid. Humans have adapted 

to change from the beginning of history and will continue to adapt to change — in perpetuity. 

Change is exciting, essential and beneficial. Without change, we would not have the standard-of-living 

that we enjoy today. We would have a very boring existence. Like a meandering river, globalization 

requires adjustments to our career paths to meet changing landscapes. Career building is a 

continuous activity that requires awareness, and adjustments to take advantage of rapid changes in 

local, national and international conditions. Rather than meandering aimlessly, you must maneuver, 

which requires focus and strategy. 

Several strategies that you, as a career activist in our globalized work place, can employ to improve 

your prospects for the future include: 

• Ensure your employability by evaluating continuously the currency and portability of 

your skills. Ensure that your skills meet global industry and professional standards. Develop 

a universal work identity (skill set) independent of your current job and employer. Become a 

member of international professional and trade organizations; participate actively in those 

organizations, networking with your peers around the world. 

• Identify your key skills and areas of competence — what is your passion? Changing career 

paths to meet the challenges of globalization often means simply reconfiguring existing skills 

and experience in new ways. Career resilience means ensuring that you have choices. Perhaps, 

working internationally is something that you choose to do at the start of your career, before 

you settle down with family responsibilities. Conversely, it may be something you plan to do 

once your children have grown up and left home. 

• Learn how to market yourself effectively. Successful marketing means letting key people 

know about your skills and how you can contribute value. Build a diverse network of contacts. 

Associate with people well above and beyond your own boundaries — people who are global 

movers and shakers in your field. 

• Broaden your interests by reading journals, magazines and national and international 

newspapers. Explore the writings of futuristic thinkers — read magazines such as The Futurist 

(www.wfs.org). The most recent issue [January 2006 40(1)] has two articles of interest: “Update 


on the State of the Future” (pp. 20-24) and “Thinking Ahead: The Value of Future Consciousness” 

(pp. 45-50). Explore other cultures and ideologies. Consider an internship or co-op work term 

abroad. 

• View globalization as an opportunity to develop and prosper, rather than as a threat to 

your career. Take time to rest, build friendships, engage in introspection, and keep healthy 

through good nutrition and physical activity. A sense of wellness can help provide you with the 

judgment to make good career decisions, the ability to keep things in perspective, the resilience 

to withstand disappointments, and the ability to effectively handle stress. Always discuss 

international career possibilities with your family, realistically exploring benefits and challenges. 

• Be self-confident, yet humble enough to listen and learn from the ideologies and practices 

of other cultures. Value multi-cultural experiences and competencies and leverage them 

with your employer. Travel internationally, and while doing so, survey the business environment. 

Develop friendships with nationals from other countries, and maintain these friendships 

after you have returned home. Learn another language — perhaps not enough to be fluent, but 

enough to function at a basic level. Keep in mind that some languages are easier to learn than 

others. 

• Encourage your K-12 and post-secondary education leaders to incorporate international 

knowledge into the curriculum, so students will become informed citizens and well prepared 

for globalization. Customs and business practices vary widely from country to country. Be a role 

model to your children on being a “citizen of the world.” 

• If you are seeking a position in another country, take the time to become knowledgeable 

about that country and its customs. Check out the embassy website. Investigate employers’ 

expectations for your résumé — important differences from what you’re used to will be likely. 

Learn how to conduct yourself during an interview and social gatherings, as other cultures may 

have different standards and norms of behavior and etiquette. Check out the requirements associated 

with entering and exiting the country. 

• Always have a fallback plan, should something unexpected happen with your current job 

or with global possibilities that you might pursue. Develop multiple income streams. Always 

maintain a minimum of six months of financial assets to bridge the gap between jobs. This savings 

will provide you with the flexibility to reflect and the time to search out the best opportunities 

that will meet your needs. 

Career success favors those who plan and those who are prepared to take advantage of change 

and serendipitous career opportunities. Career success favors those who take the time to become 

informed through reading, discussion and travel. An excellent place to start your research on globalization’s 

effects on careers is the most recent issue of IEEE Engineering Management Review (Volume 

33, Number 4, 2005). Fifteen reprinted articles by some of the leading thinkers in the globalization 

field appear in this issue. John Saee’s book, Managing Organizations in a Global Economy: An Intercultural 

Perspective, provides another comprehensive source of information on globalization and how 

to achieve career success. IEEE-USA Today’s Engineer archives contain a number of articles for your 

information. Another source is the U.S. Department of State [www.state.gov]. Most post-secondary 

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educational institutions have information for your use. A small selection of additional information 

sources is provided below. 

Career success favors those who engage in continuous learning and place their trust in their own 

capabilities. Career savvy people do not fear or avoid globalization — they accept it and adjust their 

career path to take advantage of exciting twists and turns that globalization might bring. Perhaps 

globalization might contribute to world peace by increasing tolerance and understanding among 

nations. 

Further sources of information: 

T.M. Begley , “The Need for a Global Mind-Set,” MIT Sloan Management Review, vol. 44, no. 12, pp. 

25-32, 2003. 

J.J.S. Buckeridge, “A Y2K Imperative: the Globalization of Engineering Education.” Global Journal of 

Engineering Education, vol. 4, no. 1, pp. 19-24, 2000. 

S. Christie, Vault Career Guide to International Careers, Vault Inc., ISBN 1-58131-270-9, 2004. 

W.R. Dodson, “Virtually International: Managing Globalized Project Teams,” PM Network, pp. 29-31, 

April 1998. 

P. Engardio, “Smart Globalization,” BusinessWeek, pp. 132-138, 27 August 2001. 

M. Javidan and R.J. House, “Cultural Acumen for the Global Manager: Lessons from Project GLOBE,” 

Organizational Dynamics, vol. 29, no. 4, pp. 289-305, 2001. 

R. Komisar, “Goodbye Career, Hello Success,” Harvard Business Review, vol. 78, no. 2, pp. 161-174, 

2000. 

N. Mueller, Work Worldwide: International Career Strategies for the Adventurous Job Seeker, John Muir 

Publications, ISBN 1-56261-490-8, 2000. 

J. Saee, Managing Organizations in a Global Economy: An Intercultural Perspective, Thompson Corporation, 

ISBN 0-324-26154-3, 2005. 

T. Sanders and V. Stewart, “International Knowledge: Let’s Close the Gap,” Education Week, p. 44, 28 

May 2003. 

G. Vickery, Globalization of Industry: Overview and Sector Reports, Organization for Economic Cooperation 

and Development, 1996. 

Terrance Malkinson is a proposal manager/documentation specialist; an elected Senator of the University 

of Calgary; a Governor of the Engineering Management Society; international correspondent for IEEE- 

USA Today’s Engineer Online; editor-in-chief of IEEE-USA Today’s Engineer Digest; and editor of the IEEE 

Engineering Management Society Newsletter. The author is grateful to the Haskayne School of Business 

Library at the University of Calgary. He can be reached at todaysengineer@ieee.org. 


Successful Career Makeover for Engineers in the 21st 

Century 

by Dr. Trudy Hu 

Career development can be traced back to ancient survival skills and prototypes. Historically, career 

— or trade — development can be seen as starting and progressing from hunters to fishermen, to 

farmers to soldiers, to rulers to clergymen, to artists to architects, to explorers to traders, to scientists 

and engineers. 

As we know, history repeats itself. Civilization has witnessed many transitions and advancements. 

And human beings’ collective survival, accomplishments and prosperity are marked along the way 

by many paradigm shifts. Egypt relied on irrigation and agriculture. The Roman Empire depended 

on territorial expansion. In the 10th Century, kingdoms and social hierarchy emerged followed by 

the Medieval Dark Age; the Renaissance (14th Century); the navigation age of sea power (15th Century); 

the Industrial Revolution (18th Century); and, today, the Information Age (21st Century). All 

throughout, human beings have demonstrated remarkable resilience and adaptation through the 

manifestation of war, expansion and economic advancement. 

It has been said that change is the only unchangeable force in nature. Over the past 50 years, engineers 

have been subject to the following career market trends: 

• 1950s - 1960s: Secure engineers in the corporate world 

• 1970s - 1980s: Restless and knowledgeable engineers 

• 1990s - 2000: Project-based engineers 

In the future, it’s likely that the trend toward globalization will continue and we will see the further 

refinement of globally competitive engineers. 

Every mega-trend affecting us involves new frontiers and challenges that require new vision, tools 

and problem-solving skills. Today’s “battlefield” centers around the globalization of commerce, science 

and technology development. The “foot soldiers” in this battle are today’s modern hi-tech warriors 

— the engineers and scientists who invented electricity, telephones, automobiles, airplanes, 

computers, cellular phones, and the Internet to solve problems and improve the quality of life. Unfortunately, 

today’s engineers, in the United States and elsewhere, have suffered “casualties” from 

record unemployment rates, widespread layoffs, outsourcing, declining benefits, burnout, declining 

health, and aging, to name a few. 

The reality of today’s global marketplace calls for shorter time to market, fast-paced innovation 

and high productivity. At the same time, many employees’ benefits are declining. And a pricey and 

intensive engineering education is yielding a shorter career span than students could have fairly expected. 

Instead, seasonal commodity modality is becoming prevalent in the career market for highly 

educated technical professionals. 

Confronted with today’s challenges, too many laid-off and out-of-work engineers are falling through 

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the cracks — because of shame, pride, negative coping strategies or some other reason. Whatever 

the case, when the career battlefield shifts, engineers need a support system in place; and they need 

to be able to conduct a clear self-analysis, and to develop an understanding of their strengths as well 

as areas for future growth. 

Engineers are trained to be cognitive thinkers and problem-solvers; they may not be the most effective 

and insightful advocates for their own careers. With so much time invested in technical development, 

engineers may not realize that they become vulnerable and isolated as they age. Engineering 

training still equips engineers with the best tools for coping with future career markets. However, 

it’s time for engineers to upgrade their tool sets and sharpen their minds to integrate diverse perspectives. 

The traditional training model — the linear paradigm — emphasizes cognitive analysis, 

efficiency, critical thinking and top-down hierarchy. The new training model — the circular paradigm 

— involves emotional intelligence. The circular paradigm incorporates artistic senses, keen observation, 

and tolerance for ambiguity and uncertainty. 

The new globalization paradigm requires adopting new tool sets — cultural and emotional sensitivity, 

and flexibility to turn negative energy into positive breakthrough. The adapting process involves 

cognitive, emotional and behavioral upgrades and psychological makeover strategies. The process 

may elicit fear, anxiety, grief and, later on, renewed perception and identity. The theme of the career 

makeover is to inspire, innovate and empower. The ultimate goal of the career makeover is to empower 

U.S. engineers — and their profession — to resume the scientific and technical leadership that 

they have long enjoyed. Another goal is to balance the viewpoints among the employers, investors 

and professionals to create a win-win-win situation for all involved. The career makeover provides 

engineers with simple strategies to increase self-awareness and awareness of their surrounding 

environment. Engineers must work with others to innovate their own career future and lifestyle in 

the 21st Century with empowered vision, confidence, and global leadership in the technology and 

scientific frontiers. 

For more information 

The slides of “Successful Career Makeover” are listed at www.ieee-or.org/pace/archive/Hu_8_19_ 

05.pdf. Dr. Hu’s Web site: www.DrTrudy.com. 

Dr. Trudy Hu is an advocate for engineers and scientists. She is a Licensed Psychologist and a national 

health provider. She has specializing in hi-tech professionals’ clinical and career issues and organizational 

health for more than 20 years. Comments may be submitted to todaysengineer@ieee.org. Opinions expressed 

are the author’s. 


Sine Qua Non: Networking 


Networking is the most effective, most efficient job search technique for executives seeking to identify 

and secure a new job offer. Even in the Internet era, the majority of senior-level candidates find 

new positions through networking. Personal connections work, and networking is the sine qua non 

— an absolute necessity — of job search success. If you want better results in less time, networking 

can be more effective than all other job search methods combined — including online campaigns, 

working with recruiters, print and direct mailings, e-mail blasts, and association message boards. 

When it comes to our livelihood, financial security and future careers, networking purposefully to 

find a new challenge should, logically, be the favored method. But networking, because it requires 

more time and energy, is often overlooked until other methods fail to find a job. It takes more than 

just a few clicks (which feels productive doing hundreds per hour) or simply relying on a headhunter 

to deliver appointments. To truly expedite a campaign, job seekers must use all available approaches 

and put more emphasis on purposeful networking. 

Successful job search candidates must separate themselves from the legions of other qualified applicants. 

When candidates’ technical qualifications are on a par, personality becomes a key distinguishing 

factor. And how better to display your charm and endearing qualities than to meet and speak 

with a prospective employer in person? Nothing beats a personal relationship, good interpersonal 

chemistry. No marketing document conveys your winning personality like a personal connection, 

and nothing closes a sale better than good chemistry between the two parties involved in the deal. 

If you can’t get to the decision-maker yourself, having a representative speak on your behalf brings 

you closer to getting selected. Always be thinking about how you can get a one-on-one meeting 

with the prospective employer’s key decision-makers. A solid relationship, one of trust and mutual 

respect, will help to seal the deal. Most importantly, your prospective employer should feel comfortable 

with you both as an individual and as a talent resource. 

A successful job search campaign is no different than anything else worth doing — the more you 

put into it, the more you will get out of it. Not only will networking will help you find a new job that’s 

better matched, you will also be making a long-term career investment. In the future, the network 

you build for today’s job search will provide the foundation to support your next career transition. 

Additionally, your network will likely produce unsolicited referrals to new opportunities down the 

line. 

Purposeful networking that focuses on a few select contacts with big potential will provide a greater 

probability than other approaches for uncovering new, unadvertised career opportunities — the 

so-called hidden job market. How do you start a networking-driven job search? First, identify where 

and with whom to connect. Target desirable employers and a specific contact person within each 

organization — a hiring manager or other decision-maker who will relate to you — and then determine 

how best to command their attention. Your message might be that you can solve specific 

problems and meet their challenges without having to overcome a learning curve. Keep in mind that 

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the desired response is an invitation to meet in person. 

The upfront preparation to create new networking relationships with specific people at specific 

companies requires a lot of work, including thorough investigation, personal pluck to introduce 

yourself, good old fashioned sweat equity, and patience and persistence. However, networking has 

a guaranteed payback: generating job leads to unadvertised openings, the chance to create a new 

position tailored to your background, as well as the opportunity to establish an expanded network 

of contacts in your field. 

Savvy executives who devote themselves to networking purposefully will enjoy a positive job search 

outcome. It’s simply a matter of timing. Appropriate and valuable connections will be made that will 

pave a successful path filled with insider tips, job leads and other helpful information. 

Put the sine qua non of job search success — networking — to work for you. The following six steps 

will help you on your way: 

1) 

2) 

3) 

4) 

5) 

6) 

Establish a specific reason or focus for each networking interaction. Be aware of what contacts 

can do to further your campaign’s progress and politely ask them for help. 

Concentrate on individuals positioned to get you closer to the decision-makers. If you 

know someone who works at your target employer or is the roommate of someone employed 

there, that could be your “foot in the door.” 

Connect with individuals who are well connected, because they will exponentially increase 

your networking depth and reach. Certain people have a knack for attracting others 

and already have a robust network in place (we call those people “hubs”). Others contacts are 

key because their status makes them extremely well connected and able to open doors for you. 

Be persistent. If you believe a contact is beneficial, but you are having difficulty reaching 

them, don’t give up easily. If cold calling isn’t working, identify someone who might be able 

to arrange an introduction. Keep a tickler file and periodically attempt to make contact. When 

you do get through, if you’re not sure where to begin, offer a compliment on a recent success 

(you’ve done the homework) — always a good way to break the ice and start a friendly exchange. 

Make a list of everyone you have ever known that you admire and respect. Seek them out 

and tell them about your current career objectives. Chances are they will be happy to help, offer 

advice and provide support. 

Create opportunities to promote yourself in ways that don’t shout, “I need a job! Hire 

me!” For example, publish an article that you can circulate. This tactic will focus attention on 

your accomplishments without saying explicitly that you are job hunting and seeking help. If 

your contacts respond to your article, take that opportunity to let them know that you are open 

to new opportunities. 






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Finding Employment in an Economic Downturn 

by Candy Robinson 

Finding employment in a less-than-sluggish employment market proved to be a major challenge 

for me in 2001. I had left Boeing for an opportunity to use my new MBA at a financial services firm. 

When the company was bought out in 2001, I decided to take the generous severance package and 

go work elsewhere. Not-so-funny thing was, there was no elsewhere. When you are at the top of your 

game, have three degrees (BSEE, MSCS, MBA in Engineering and Technology Management), more 

than 20 years of experience, and have never had trouble finding employment (and, in fact, being in 

the computer industry, used to fielding frequent calls from recruiters), it is quite a humbling experience 

to find that your skill set is not currently in demand. I had never before had to work at finding 

employment. Opportunities had always come to me. I found myself in a brand new world that I was 

not used to navigating. 

I tried everything I could think of — I attended job fairs; I joined career networking groups; I visited 

the library and perused their employment-related information; I used online searches with tools like 

Monster; and I continued to be active in my professional associations — specifically IEEE, Society of 

Women Engineers, and Toastmasters International. I thought that all of these were potential avenues 

for finding employment. Toastmasters kept my impromptu speaking and communication skills honed 

(very helpful in interviews). I was Section Chair for IEEE Dallas, a large section with nearly 6000 members, 

exposing me to a wide network of people. But even with all of my efforts and connections, I was 

becoming extremely discouraged during my search. I needed to remain in the same geographic area 

where my children were in high school and my husband had a good position — adding additional 

limitations to an already difficult job search. 

Much to my dismay, I was without work for a full two and a half years. Needless to say, my situation 

was devastating. I reached a point where I decided that I was going to have to leave the engineering 

profession altogether. But, I couldn’t think of anything I would rather do than be an engineer. My 

second choice was to teach at a local college, knowing full well that the income would be considerably 

less. I started applying to community colleges for a teaching position. Meanwhile, my local SWE 

group was hosting a regional conference. We had invited a Vice President from Lockheed Martin, a 

major Fort Worth employer, to be our keynote speaker. I had attended job fairs, visited their booth, 

and applied for many positions on their Web site, but like so many other companies, I wasn’t getting 

any response. Tired and near defeat, I still found the energy to make sure to sit at this Vice President’s 

table at lunchtime. I had met her many years earlier at a national SWE convention. I asked her for 

advice on how to get an opportunity to speak with someone at her company; I knew my background 

was a good match for many of their available positions. 

One month later, I received two phone calls regarding teaching positions. I also received a phone 

call from a hiring manager at Lockheed Martin to come in for an interview. Prior to this experience, I 

would have told you that while the Vice President knew of my professional society activities, she had 

little idea of my engineering talents, and therefore could not possibly be of much help to me. I did 

not realize the value of using that contact to simply get the chance to sell myself. She gave me the 


opportunity that made the difference. I cannot overemphasize the importance of getting out there, 

letting people know what you are looking for, and being persistent. Sitting in a room all day combing 

Web sites is insufficient to finding your next opportunity. Get out there, stay involved and never lose 

your determination. There are many things in life that we cannot control. Sometimes we need to 

maintain our vision and our faith, in spite of seemingly insurmountable obstacles. 

Sandra (“Candy”) Robinson is a software Engineer for Lockheed Martin Aeronautics, in Fort Worth, Texas, 

providing ground support for testing the F/A-22 fighter jet. She is Women in Engineering Coordinator for 

Region 5, incoming 2006 South Area Chair for Region 5. And she is also vice chair of Fort Worth IEEE 

Section’s Computer Society, and a senior member of the IEEE Dallas Section. Comments may be submitted 

to todaysengineer@ieee.org. 

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Six Ways to Maximize Job Search Success 


Job hunting has striking similarities to a marketing project. The operative “P” words for a successful 

campaign are positioning, process and persistence; followed closely by performance, personality 

and pricing. The product is the candidate. For a candidate to have the opportunity to sell their value 

to the targeted buyer/employer, the strategy driving the search has to be effective, which means 

choosing the correct focus and developing the right approach. Your job search project may be one 

of the most demanding — and rewarding — campaigns you will ever manage. Let’s look at ways 

you can improve the odds in your favor through savvy job hunting and best practices job search 

implementation skills: 

Positioning 

The first step to launching a successful job search campaign and propelling it forward is to identify 

what makes you a unique candidate. With such stiff competition, it is imperative that you distinguish 

yourself by creating a message or an identity that is remarkable and memorable — one that will 

separate you from the pack of resumés hitting recruiters’ desks. You may want to seek advice and 

counsel to establish your value objectively. What is it that you do better than others? What is it about 

you that enables you to succeed where others don’t? Is there something in your background that 

others easily remember? This bit of specialized, personal data is your tagline. If you get the positioning 

targeted correctly, your campaign will be focused on the right employer market with a message 

that the buyer will value, generating more employer interest. Once you have captured an employer’s 

attention, you have created a chance to demonstrate your abilities, which may eventually produce a 

job offer — and that, after all, is the goal of your job search campaign project. 

Process 

The swiftest route to a new opportunity is to identify your target employers and then assess their 

needs in terms of how you can fulfill them better than anyone else. Don’t wait around for a company 

to advertise for a job that is perfect for you. Instead, go out there and seek out a company where you 

are confident you can make a positive impact, especially one measurable in dollars saved or made. 

Double back to ensure that your positioning with respect to your target employers is consistent with 

your most outstanding ability or characteristic — things that an employer will value instantly. In 

other words, the better the match, the greater the likelihood for capturing the employer’s interest. 

If you understand the dynamic between meeting employers’ needs first and then promoting your 

skills against these requirements, your chances of making a connection are much greater than if you 

concentrate only on your achievements and accomplishments without customizing them for an individual 

company in a way that unmistakably proves your value. Cite ways you can save money, save 

time, retain customers, reduce costs, increase sales or profits — ways that will offset the expenses 

stemming from adding you to the headcount. 


Persistence and Perseverance 

If one colleague asks another to meet with a third person, it usually happens. Meeting face to face is 

the best possible circumstance to create good interpersonal chemistry and share ideas. Such interactions 

often lead to creating new positions or opportunities, just because a promising candidate 

is available. In other words, an unadvertised position in the hidden job market is created just for 

a particular candidate. Let that candidate be you. The early bird, the first candidate to impress the 

decision-maker, has a competitive advantage. 

Be the one to have a new job created just for you by introducing yourself to employers you want to 

work for. Stay in contact with individuals with whom you clicked but didn’t reach an employment 

agreement, for whatever reason. Positive interpersonal chemistry can make or break a situation in 

your favor, so don’t let a good relationship slip away because the timing was off for hiring you. Sticking 

with your job search goals means doing a whole lot more than simply submitting a resumé or 

an online application — go and find out who the hiring manager is and speak with them directly. 

Personal contact will get you name recognition and hopefully allow you to pitch them on the phone 

or in person with your credentials — a much better method than a written resumé by itself. 

A word about focus and establishing priorities: concentrate your resources on activities with the 

greatest potential return on your investment. While all search methods have their place, most executive 

jobs are filled through one avenue: personal referrals. Keep track of your contacts and refresh 

them periodically. Stay in touch using all available means: by phone, e-mail and snail mail; by sending 

articles or clippings; through face-to-face meetings; or by whatever mode puts you in touch with 

your target employers. Remember that in networking, maintaining contact is the key to achieving 

results — “out of touch” can mean “out of mind.” 

Ask your contacts for advice, introductions and information — don’t ask directly for a job. Rely on 

your professional network and return favors generously. Persistence in personal interactions is the 

best way to identify a new opportunity. Recommendations carry more weight than cold calls and 

unsolicited inquiries. If you can get a colleague to make a direct referral to a prospective employer, 

your chances of being given serious consideration will be greatly improved. 

Performance and Presentation 

Make sure your resumé highlights your strengths, talents and skills. But remember that nothing beats 

actual performance to prove to an employer that you can deliver. If you’ve gotten this far, you’re 

already past the gatekeeper and on to wowing the decision-makers. Don’t waste any opportunities 

to show hiring managers your capabilities. If you can provide proof of your competency through a 

customized presentation, developed especially for a prospect (think impact), you will have demonstrated 

initiative and creativity as well as your wealth of knowledge. Doesn’t this speak volumes to 

your willingness to work hard, your desire to make a contribution, to want to go all out to make a 

difference, to be a team player, to be a leader and to go beyond expectations? 

Instead of just telling a prospective employer about your qualifications, show that employer what 

you are made of. Do a report for the informational interview occasion that demonstrates your grasp 

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of the concepts and your ability to employ the material effectively. Is this effort worth the preparation 

time? Yes, because it is likely to gain attention and lead to further discussions of your mutual interests, 

and suggest ways you might fit into the organization. Submit your resumé, of course, but remember 

that going beyond what’s expected of you gives you an advantage over others who simply submit a 

resumé and wait passively for a reply. Put yourself out there and you’ll reap a competitive advantage, 

getting on the inside track to joining the company you want to work for. 

Personality 

The greatest credentials in the world are not enough. Interpersonal chemistry, that essential feeling 

of trust, plays a critical role in hiring decisions. If you are fortunate enough to make direct contact 

with a prospective employer, concentrate on letting them get to know you and begin to cultivate 

their trust. Rather than just talking about yourself, listen carefully to ascertain what is important to 

them, so that you can address their needs and concerns. Establishing your personality and building 

relationships helps employers feel comfortable with their decision to bring you into their organization. 

Gaining credibility might even be more important to your selection than whether your skills 

and background are desirable. Focus on generating a dialogue, getting to know each other, sharing 

experiences and thoughts. If there is good chemistry, the rest will follow. If this encounter doesn’t 

lead to an offer, it will likely produce additional leads, interviews and referrals that, in turn, will generate 

more leads to opportunities. Your personality will facilitate networking and finding your next 

challenge. Just passing your paperwork around is less likely to motivate people to recommend you 

than if well-connected colleagues care about your future and want to help you find a job. 

Pricing 

Compensation provides a benchmark to where you fit into an organization’s hierarchy, how much 

responsibility/authority you merit, and acts as an indicator of the additional value you represent to 

an employer. Until a prospective employer is sufficiently intrigued with you to bring up money, don’t 

raise this issue. Assure the employer that if you both agree that this is a good fit, you are confident that 

the financial details can be worked out agreeably. Focus instead on nurturing the employer’s interest 

in you. When you do start talking dollars, be sure to frame the discussion in terms of a range, not a 

single figure. Skirt the issue, assuring the employer that you are certain that this is negotiable and 

won’t be a problem. Rather than getting ensconced in the language of closing a deal, be prepared to 

show the employer you can recoup the expense of bringing you on board by creating new income, 

saving ‘X’ amount of money, retaining business, capturing new clients, increasing client loyalty, and 

so on. 

The goal of a job search campaign is to find a great new career opportunity — great from both the 

employer’s and your perspectives. To attract a targeted, prospective employer’s attention requires 

implementing the correct marketing strategy. To be successful, you must develop the right positioning 

and put together a unique value proposition that distinguishes you from your competition. 

Equally important is selecting prospective employers who will appreciate what you can bring to 

their organizations, and that you initiated discussions. If you are successful in these tasks, you will 

generate exploratory interviews leading to exciting new challenges. Expect to put substantial effort 


into all phases of your campaign, from research to execution, and then you must persist with your 

dedication over time. The network of personal contacts you develop using these six principles will 

generate job leads better and faster than other job search methods. 





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