LinkedIn Job Searching Mistakes to be Avoided

LinkedIn Job Searching Mistakes to Avoid

LinkedIn is a great tool that can aid your job search and help you reach your target employer. It’s great for networking and has a strong jobs section where you can apply directly for jobs and where you can find out more about various different companies. It is becoming an important integral part of the job seeker’s world, however, as you get more involved with using LinkedIn, there are some common mistakes that need to be avoided in order to stay ahead of the game.

Using a Profile Picture More Suited to Facebook

A photograph of you skydiving may seem more interesting than a professional headshot photo, however this is most likely to give the wrong impression. People work on a trust basis when finding and connecting with people online. They also look for professionalism given they are seeking people they can potentially work with and achieve important business goals with. A photograph which shows your face clearly and is unobstructed is likely to put you in a much better position than if you’re using your holiday photos.

Having an incomplete LinkedIn profile

Your LinkedIn profile is what you have to showcase your skills, experiences and talents. Don’t waste this prime opportunity by leaving key parts of it blank. Having said this, there’s no need to write essays either however make sure that the people who may come across your LinkedIn profile get the impression you want them to get of you. Make sure they find the key pieces of information and that they form the right picture of who you are and what you can do.

Playing the Numbers Game with Connections

Collecting up hundreds and thousands of connections on LinkedIn really isn’t the point. When creating new links and connections you need to be thinking about quality over quantity. You want to be building up a network of people who you trust and who trust you, and who you can turn to in order to help you with your career, and who you will also be happy to help and support. Find people related to your field and build strong relationships with them. Don’t simply send out invitations in order to build up your connections tally. There’s no point in having lots of people on the list but none of whom you can actually go to for help or to talk to or meet with in person. Find people who can be of real value to you and who you can be of value in return.

Join groups bit then not participate

On LinkedIn there is a group for almost anything. You may have browsed through the various groups around and have decided to join a few. This is great and can be a good way to connect with like-minded individuals. However, often we forget to really participate within the group or to join in with the discussions and activities going on in the group. Don’t neglect your group by not posting anything or responding to what’s going on within it. If you want to make some good connections and you want to get the most out of a specialist group, you must be involved. Become a part of the group, become more visible to other members and build your brand through the group.

Spamming People’s Inboxes

When someone has become a part of your network, it can be tempting to want to reach out and connect with them. You may feel that you have a lot to talk to them about or that they can be helpful to you. This is fine and in theory is good thinking, however, it is important not to abuse your connection or the fact that you are now able to contact them directly. Choose when you contact them carefully and make sure that you aren’t verging on ‘spamming’ them. If you don’t slowly build your relationship and instead bombard them with requests for help, you will soon lose this contact. You will be damaging your reputation with them and they may no longer want to be connected to you. Make sure you respect each contact’s space and that you value the relationship you have with them.

Here we have outlined a few things not to do in LinkedIn. Perhaps you are asking yourself, so “what should I be doing?” – well, in order to find out you should be doing, you can check out Position Ignition’s exclusive eBook 125 LinkedIn Job Search Tips–as recommended in Forbes!

By Nisa Chitakasem, Founder of Position Ignition, the UK’s leading Career Consulting Company. Nisa co-founded Position Ignition.com to provide career consulting to people looking for guidance and support through their career change, new career direction, job search and career development. Follow their Career Advice Blog for more help with your career.

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125 Twitter Job Search Tips – Free e-Book | Position Ignition

Known as the world’s favourite micro-blogging site, Twitter is a social media platform where users ‘tweet’ status updates of 140 characters or less. With 200 million registered accounts, Twitter is the “go-to” place for early adopters, professionals, sports stars, managers, directors, celebrities and organizations wanting to give out—and get—instant news, views and information.
Some people might see Twitter as nothing more than a massive time-waster, but used in the right way, this social media site can be the job seeker’s best friend. Whether you’re finding your first job, aiming to switch jobs, changing careers, or seeking out work experience or voluntary placement, this e-book will show you how to get to where you want to be with Twitter.

Find out in this great e-book the following
•    Getting to grips with the basics as a Twitter beginner

•    Following the right people and attracting the right followers

•    Knowing how to find jobs of interest

•    Making sure you aren’t spamming or being spammed

•    Using Twitter to showcase your talents

•    Mastering the art of tweeting

•    Learning the Twitter lingo.

Click here to download your copy of 125 Twitter Job Search Tips from Position Ignition

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How Networking can help you Become an Influencer at Work

By Nisa Chitakasem, creator of the 135 Networking Career Tips eBook and founder of career consultancy, Position Ignition.

A lot of us consider networking to only be a way of finding a new job or attracting external interest to our current employer. We don’t really consider how powerful networking can also be actually within the workplace. We all want to have influence at work, although the degree to which each of us wants this varies, of course. Networking with our colleagues, superiors and subordinates is a great way of consolidating and increasing our workplace influence.

So, how do we network with people we already see most days and know well? Well, we may think we know them, but do we really understand them? The more we make the effort to understand what makes our colleagues tick, the more successful we’ll be in connecting with them. Get to really know someone and their motivations by asking them questions about how their work is going and offering your help so you can spend more time around them. You may even ask if you can work-shadow them for a few hours or a day. By showing an interest in our colleagues, we not only learn more about what goes on inside their heads, but we also earn their trust and respect.

However, it doesn’t matter how much time you spend with someone if you aren’t real with them. Just as you ask them questions, be prepared to answer their questions—and answer them honestly. Get rid of all the management speak and office politics so many of us are prone to indulge in. Networking doesn’t work unless you’re genuine with it and workplace networking is no exception. Transparency is one of the single most important issues in today’s business world, and being transparent with the people you work with will earn you more leverage than you can ever imagine.

Of course, it’s  unrealistic to expect everyone at work to always get on swimmingly well with one another.

Although you desire more influence at work and more recognition for your achievements, do not make this into a competition. Real networking isn’t about working against everyone else’s goals and dreams in order to promote your own. Real networking is about sharing your  aims with others and supporting them  as they try to achieve theirs. Working in an organisation is, after all, about the team effort. The more willing you are to buy into the ethic of teamwork, the more your star will rise.

Of course, it’s  unrealistic to expect everyone at work to always get on swimmingly well with one another. There are going to be times when one or more of you are seriously stressed out. There will be times when misunderstandings or mistakes or errors of judgement set the whole team back. There may be times when people are looking to shift the blame to a scapegoat. Don’t let these tough times permanently upset the relationships you’ve worked hard to develop. When a potentially troublesome situation arises, be upfront about what’s going on and what needs to be done. This will encourage other people to do the same.

Once you’ve become a successful workplace networker, you’ll see your influence within the organisation begin to grow. And if you use this growing influence in the right ways, this can only benefit both your career and your employer.

By Nisa Chitakasem, Founder of Position Ignition, the UK’s leading Career Consulting Company, and co-author of the popular 135 Networking Career Tips eBook. Nisa co-founded Position Ignition to provide career consulting to people looking for guidance and support through their career change, new career direction, job search and career development.

ou can see our list of workshops and webinars for the first half of this year here on the WeAreTheCity Events Calendar

You can also see our list of eBooks here: http://www.positionignition.com/eBooks

 

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How to Get a Pay Rise and Aligning Salary to Market Value

By Nisa Chitakasem, Founder of Career Consultancy, Position Ignition and author of Up Your Game, Up Your Pay! eBook.

Whatever your current salary is, it may or may not reflect the value you’re currently contributing to your employer organisation. The truth is a lot of us don’t even know if our salary is aligned with our contribution. Do you honestly know what the value of your contribution is in the context of the wider labour market? It could be that we’re not bothered by not knowing this, instead trusting that we’ll be automatically offered a raise when the time is right. But we need to stop right there and change our thinking. We shouldn’t be expecting a more fairer compensation package to just drop out of the sky like that.

It is very likely that no one will bother to align your salary to your market value if you yourself don’t commit to doing so. You need to be reviewing your pay at least annually. If your company isn’t doing this with you, start doing it for yourself.

Start by forming an idea of what your market value is. The only way to find out what our ‘going rate’ is, as it were, is to do the research. How much are other people in the same role as yours and working the same hours as you earning?

Find this out by asking colleagues who are in similar positions to you and who are comfortable talking about money with you. If you’re all on the same pay level, why not check with your equivalents at rival companies to see how much they’re earning? This will give you great insight into whether your organisation’s pay structures are in line with the rest of the market.  If there’s no one with a similar role to you who you can talk about money with, call up an employment agency and ask them what salaries their clients are offering for posts like yours.

If we’ve done the research and come to the conclusion that we are entitled to a pay rise, how do we go about getting it? A good start is to be upfront and tell our boss what we want. At the same time we must be realistic in our demands.  Researching our market value not only allows us to work out whether we need a raise, but also gives us boundaries in terms of what to ask for. Respect these boundaries and your employer is more likely to respect your request and take it seriously.

Finally, you need to be clear on what you’re willing to accept. How much are you willing to compromise? If the alignment between your salary and your value is anything less than what you consider to be perfect, will you walk? Of course, in most contexts, perfection doesn’t really exist and the issue of pay negotiation may well be one of those contexts. So you probably need to be prepared to allow a little leeway. At the same time, there comes a point where you must be prepared to walk. If your current company refuses to pay you anywhere near what you’re worth, understand that there is an employer out there who will.

By Nisa Chitakasem, Founder of Position Ignition, the UK’s leading Career Consulting Company, and co-author of Position Ignition eBook Up Your Game, Up Your Pay!

Nisa created Position Ignition to provide a place for people to go when they are experiencing a career dilemma. It’s a hub for career changers, job seekers and professionals who are interested in developing their careers.

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Retaining confidence in the face of change at work, at home, in life……| Veronica Broomes

Change is inevitable! It is one of life’s constants –be it in our personal, professional or business journey. What is even more important in influencing our progress and progression in life is not so much how often change takes place, but our response to change –as an optimistic, pessimist or pragmatist. It is our response to change rather than the frequency of change that can dent our confidence and self-esteem or cause us to soar to even greater heights because of change.

Because of the inevitability of change, it is essential we develop change ready attitudes and skills to prepare us to handle change effectively. This does not mean necessarily that we avoid the pain that can accompany change in some circumstances. Rather, it means we develop the skill and insight to view change from a perspective of either how can I convert this negative into positive or this barrier into opportunity. A few years ago in developing an Inspirational Speech for a group of mainly professional women, I titled it ‘Beyond Tomorrow’. One of the statements I recalled from that rather memorable speech was my charge to the group to ‘Convert stumbling blocks into stepping stones’.

Some may argue there are differences between the sexes in terms of how we respond to change and its effect on our confidence.

Therefore, when organisational, career, business or personal changes throw up more barriers than opportunities, more painful realities than pleasure, think of beyond the present. What actions can you take to get back on track? Instead of focusing only on getting back on track, should you be forging a new path? As Ralph Waldo Emerson recommends “Do not go where the path may lead, instead go where there is no path and leave a trail”.

Some may argue there are differences between the sexes in terms of how we respond to change and its effect on our confidence. However, while that may be debatable, it is a fact that there are fewer famous quotes about change made by women than ones made by men. That’s not to say that women are less concerned about change.

Changes especially when unexpected can be an ideal opportunity for some to make that much needed change in jobs, careers or entrepreneurship. This can result in pursuing a passion and realising long-held ambitions, instead of merely going along with the flow and hating almost every minute.

To help you assess your response to change and consider how it affects your confidence, here are some questions to get you started on checking how your confidence has been affected as you deal with changes in your personal, professional and/or business life:

1. What potential opportunities have I identified as a result of recent changes in my life?
This can be a great boost to confidence and help you move forward if you can see the positive results of recent changes that may have been outside your control.

2. How am I dealing with decision-making trigged by change?
Signs of not being willing to move forward from change can be seen in a reluctance to make timely decisions and choosing instead to delay decision-making.

3. If the change is in my personal life, do I prefer to be out instead of at home?
For some, it’s easier to avoid ‘difficult’ conversations and relationships, instead of dealing with issues before they escalate. Avoidance is not always the most effective and timely solution!

4. For changes at work, e.g., new manager, transfer to a different team, recent promotion. Do I dread coming to work and feel angry about being there?

5. For those made redundant recently or seen others at work made redundant. Am I afraid that I’ll be next to get ‘the call’?
Confidence can be at an all time low because of fear about the financial implications personally and for the family over the next few months. This can be compounded with anger about being forced to search for a new role and low morale following ‘rejection’ by former employers, colleagues and recruiters.

6. For managers promoted recently. Do I feel out of my depth in the new role and has that eroded my confidence?
Feelings of inadequacy can be enormous if one feels their skills are not ideal for the role and have dominant personalities on their team that reinforce that view.

After answering the above questions, on a scale of 1 to 10, where would you rate your confidence?

one of the first steps to dealing with change is acknowledging that it has happened.

Change can dramatically alter our levels of confidence. Feelings of overwhelm, being undervalued and rejected, either at home or at work, can demoralise even those with high levels of self-confidence. This can be the time to (re)start your Success Journal. That’s where you make a note of at least three positive experiences every week. You are allowed to log positive experiences only, no negative ones allowed. Every positive experience logged is another simple step towards rebuilding and regaining your confidence in YOU. If you require support to ensure you continue to boost your confidence, not devalue yourself, find yourself a professional with the skills to support you along this journey.

Be it at work, at home or in life as a whole, one of the first steps to dealing with change is acknowledging that it has happened. The next step is determining how to respond, even as we recognise some of the consequences of change. Choosing the path of ‘doing nothing’, does not undo the past it may, however, delay taking effective action and in the process we could be missing opportunities. Sometimes, when change occurs through the closing of one door the opportunity may arise through an open window. So, it’s not always the open door we should be looking for but the window can provide a view of alternatives you can pursue and to do so with confidence.

By Veronica Broomes

Veronica Broomes is the founder of Talent Management in Teams a brand dedicated to helping individuals and groups manage change, improve leadership skills and raise performance in banking and financial services firms, large public organisations and global businesses. In addition to face to face support and online webinars, Veronica co-delivers the ‘Life After Redundancy’ seminar in Central London.
Talent Management in Teams.

Find out more about Talent Management in Teams here
To contact Veronica, email: [email protected] or telephone: 0845 054 2870

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Some focus on keeping jobs while others make careers – where do you choose to be?

Everywhere one looks these days companies are downsizing, reorganising and implementing other cost saving measures in face of predictions of further economic uncertainty. For many employees this often translates into looking threats or real restructures, job losses, and extra workload for those that survived. It is little wonder that many choose to keep their heads down in order to ‘keep the job’.  For some, these challenging times present an opportunity to shine and put their knowledge of the business and talents to good use.  Too often however that is still not women and it should be! Challenging times are a seedling for radical rethink and bold leadership. By bold I do not mean out with the old and in with the new. Instead bold here means seeing things as they are, naming things and tackling root causes to create productive outcomes for self, others and the organisation. Most CEOs and senior managers continue to struggle with finding ‘talent’ – people that can take their business forward in a responsible and sustainable way. While there is little time or patience for what if ideas, well-thought-out business proposals will land on highly receptive ears, attract those key champions and offer the means to career opportunities as well as a sense of being appreciated and valued business shaper and contributor.

Working with talented women professionals as their coach and thinking partner, I am often taken aback by the similarity of challenges they face: being heard, getting the ‘right’ projects or receiving credit, work/life balance, office and/or corporate politics, and feeling fulfilled instead of tired and under appreciated.  Many are seriously contemplating leaving their posts, taking time off to study or go freelance and are held back by mare financial bottom lines.  These people crowding the morning commute trains, lunching an zillions of local cafes, becoming cynical at the thought that things could change for the better and that it is they, that could be that change. This is alarming for business in general and for people like me who are keen to uphold old-fashions good values like hard work, enthusiasm and passion for individual and collective achievement that adds joy to life and the world around us. I think something needs to be done about it. Many of these people are hard working women, passionate, capable and full of ideas. Many are men too.  Often they are tremendously impressive multi-taskers, who give up a lot of their personal lives to deliver top performance that is frequently overlooked. If you are such a woman, I want to inspire you to seriously reconsider. I work with entrepreneurs. But going independent is certainly not the only way to gain your freedom and be in control of your destiny. Before you decide to give up, or utter another gripe about your workplace, give yourself and your present organisation a real chance to be different. Be a leader!  Many people already do that and their impact is truly inspiring.

I would say that many senior leaders truly need to open their eyes and ears and really notice what’s happening in their organisations on the ground.

 

Over the next few articles, I have been invited to share with you some of my own perspectives on work-related issues women face and how to tackle them. I look forward to your comments and productive dialogue. To kick this off, I hope to inspire you to action and make your voice, time and ideas count where you work.

I spend a good deal of my time developing talent and leadership using down-to-earth practical approaches, having courage to name the difficult issues and identifying and multiplying options. I also get to see the situation from both angles and there is a gap that needs bridging. I would say that many senior leaders truly need to open their eyes and ears and really notice what’s happening in their organisations on the ground. Some do and many don’t.  And talented women need to have the courage to take their ideas forward. Again, some do but far too few. One of the key things I have learned in my roles as consultant, developer and coach is that what’s missing at both ends is courage and plain, well reasoned, honest conversations. What’s somehow been eroded from the workplace is the sense of courage to excel and be free to express true potential in fear of being taken down by others too afraid to do the same.

This is true at all levels. Senior leaders often lack the courage to rock the boat and investigate how things are in fear of finding too many problems and many talented people often lack courage to speak up. Caught in the organisational machine, managerial hierarchies and internal politics, many have clever ideas and could talk at great length about how they would reinvent this or that or how the current processes do not really work or how stupid half of what they are ‘asked to do’ truly is. And yet, while they will rant about it to their friends and trusted colleagues, or their coaches, they fail to take that message to people that can do something about it. And, at times when they do, it’s a half-baked message they claim landed on deaf ears. In my opinion, to succeed, ideas need to be well-thought-out business proposals that clearly and simply outline the problem, consider it’s impact,  identify possible solutions, show clear implementation plans and benefits, gather supporters and revive people’s enthusiasm and belief that things can indeed be different and better! These messages do require careful packaging and phrasing to engage the right listener and that in turn requires influencing and communication skill: an area where a good coach can pay huge dividends.

Given the current need for fresh ideas and bold leadership at all levels within organisations keen to create their competitive edge, whatever the role and wherever you sit within your respective organisation, YOU have a choice how things turn out.  I am reminded here of the opening paragraph from Charles Dicken’s novel , A Tale of Two Cities.

It was the best of times, it was the worst of times, it was the age of wisdom, it was the age of foolishness, it was the epoch of belief, it was the epoch of incredulity, it was the season of Light, it was the season of Darkness, it was the spring of hope, it was the winter of despair, we had everything before us, we had nothing before us, we were all going direct to heaven, we were all going direct the other way – in short, the period was so far like the present period, that some of its noisiest authorities insisted on its being received, for good or for evil, in the superlative degree of comparison only.

Well pitched ideas at this critical time can help secure promotions and opportunities that would normally be impossible to get or which would often go to men. Let’s face it. Managing challenges and putting in place well-thought out initiatives however risky with great deal of success has always been an arena where women do just as well, if not better than their male counterparts.

So my question and challenge to you is this. What are you doing to take your organisation forward right now? How are you making an impact?  And what is truly stopping you? Don’t let it be fear or excuses you tell yourself. Channel your passion and drive, develop confidence and skills you need to be successful and fulfilled in your job, hone in your plans and truly give yourself a chance to go for it! The world is always an oyster for those who are bold enough to believe it can be.

 

Written by Dr. Magdalena Bak-Maier
thinking partner, learning expert, strategist, writer and talent coach
www.maketimecount.com

About the Author

Magdalena Bak-Maier is an Organisational and Individual Development Specialist, Executive Coach, Trainer and Speaker with over 10 years experience in the field of consulting, training and developing people. Magdalena is also a highly trained neuroscientist. She uses her knowledge and interest in brain plasticity to develop and deliver highly effective learning solutions.

Magdalena has a BSc from NYU and a PhD in Neuroscience from Caltech.  She is an affiliate of the Chartered Institute of Personnel and Development (CIPD), member of the West-London CIPD committee, professionally qualified coach and full member of the Association for Coaching (MAC) and fully accredited NLP Practitioner and RSA Fellow.

 

 

 

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CV Writing Tips – Expert Advice

We asked the experts about CV tips

WATC have been working with leading recruiters, Harvey Nash in order to provide you with the best tips and ideas to get your CV to the top of the pile. Read on, take note and get that CV up to date.

The Basics

What is a CV?
Not such a stupid question. CVs are called many things (like resume in America) but what ever it is called (and you do not have to write — and in fact should not write — “curriculum vitae” on it any more than you write “letter” on the top of your letters) there are a few very simple rules that you ignore at your peril.

Rule 1: A CV does one thing, and one thing only. It gets you an interview for a job. Rule 2: A CV is not a potted biography. It is not a record of everything you have ever done. Think of it as a piece of highly-targeted direct mail. Direct to the one person who is going to put you on a short list.

What should my CV contain?
Only things that are germane for the job for which you are applying. You should produce a unique CV for every job for which you apply. A single general, one-size-fits-all CV will not do.

How long will a recruitment consultant look at my CV?
Initially between 30 seconds and a minute. Really. What that means is you must have maximum impact and present information — not opinions, not puff — in the most succinct, direct and easily digestible manner.

The Golden rule of CVs
If you pay no attention to anything else in this article then remember this. Your CV should be no longer than 2-3 pages.

Less is more. Two is much better than three unless you are a very senior director/CEO when it is just about acceptable to go to a third page.

There are almost NO circumstances under which a CV should be longer than three pages. Several hundred CVs arrive at Harvey Nash every day. Most of them contain information that is unnecessary, clutters up your CV and, for those who have paid attention to the two-page rule, has meant they have not included other, more important information.

All recruitment consultants have horror stories of the six, nine, ten, even 14 page CVs. Candidates with 14 page CVs will remain candidates for a long time.

What is a recruitment consultant looking for?
He or she will have a clear idea in their own head of the background and skills they are looking for. The first thing they will look at is the last employer you worked for and what job you were doing. If that experience is relevant, they will look deeper at your CV at what other experience you have.

If the information is presented in a clear, immediately accessible way, you stand a much better chance of being selected for interview. If the information is buried deep in several pages of closely typed, poorly laid-out, badly spelt text, then no one is going to bother.

How do I organise my CV? There are two main types of CV

Time based
The traditional, and for most people, preferred layout. Arrange your career history with your current/most recent job first and work back. Make the job title and your employer clear. If your job title does not really explain what you did, then expand on it to provide enough detail. Jobs held more than 15 years ago should be very briefly dealt with.

Skills based
Organised around your skills. May be more appropriate for some one who has moved jobs a lot or has significant experience gleaned from other areas, such as voluntary work. Also useful for candidates contemplating a major career switch so that previous experience needs to be put in context to make it relevant. Members of the Armed Forces may find it relevant. Commanding an aircraft carrier or drawing up plans to invade Iraq may need some interpretation for the civilian world. Not a popular format with recruiters.

What to put in
Facts. And only facts. Whatever format you adopt, stick to the facts. Tell the consultant what you did, what your achievements were and provide the evidence for it. Avoid flannel. Use bullet points. Don’t say you are a “world class leader” and leave it there, provide objective, factual examples to back it up. Do not be tempted to lie.

Things you can safely leave out
The following list is not definitive. And don’t forget, this kind of information can be presented later in the application process if you make it to the interview list.

  • Marital status
  • Number/ages/names/sex of children
  • Details of your primary school
  • Your O/GCSE level subjects and grades
  • Almost certainly your A level grades unless you a very recent graduate
  • Any exams/qualifications you failed
  • Place of birth
  • Nationality

Hobbies and interests. If you have represented your country in the Olympics, have written a best-selling book, or hold the record for the largest stack of 2p pieces balanced on your nose while uni-cycling then you may include them. If your interests are gardening, DIY and golf, as most people’s are, then leave it off.

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Interview Tips

We ask the experts about interview tips!

We spoke to Marilyn D’Sa, Managing Director and Owner of OTC Financial recruiters for some top tips on interviews. Marilyn is a specialist in financial I.T. recruitment for the City of London with over twenty years experience.

Be on time
Know exactly where the interview will take place and the name and position of the person you are due to meet. Work out your route in advance and allow a generous margin of error in case of unforeseen circumstances. Have the telephone number of the company handy so that you can let them know if you are running late.

Research the company
Use the Internet as a starting point for your research. Using a reliable search engine, conduct a keyword search on the company name. Learn about the products and/or services offered by the organisation.
Gain an understanding of the employer’s history, philosophies, objectives and policies relating to its history, its current situation and its future. Determine problem or need areas that you would be able to fill with your own unique interests and abilities.

Prepare yourself
Interviewers ask the same general questions in addition to those of a more technical nature. Learn them, prepare your answers, and practice them on friends. Common questions are “Why are you interested in this position?” “Tell me about your current boss”. “What are the most satisfying/frustrating things about your current employment?” “What are your strengths/where do you think your weaknesses lie?” “Why do you think we should give you this job? “Where do you see yourself in 5/10 years time?”

Organise information about yourself in the areas of educational, work and personal experiences in order to be able to relate to the position you are seeking. Aim to sound natural and conversational, not as though you’re reading from a script. Sell yourself.

Check your CV for possible gaps!
Make sure you know how you are going to explain time gaps on your CV.

Appearance
Think about what your going to wear on the day. Be presentable, neat and tidy. Wear a suit.

The interview
Offer a firm handshake. Your handshake says much about your personality. Give a firm, “full” handshake and use eye contact. Your handshake should be the same for both male and female interviewers. Shake hands before and after the interview.

Think about your eye contact. Don’t stare at the interviewer, but eyes should not wander around the room or be fixed on the floor. Good eye contact can communicate confidence and enthusiasm.

Be attentive. Signals that show attention include nodding, smiling, eye contact, and “minimal affirmations” such as “yes,” “mmhmm,” and “I understand.”

Be Yourself! Present yourself in a confident manner. Be enthusiastic!

Questions to Ask
The best questions to ask are those that are unique and memorable. Many questions can be answered by reviewing company literature; if you do your homework, it shows interest in the company
Who would your ideal candidate for this position?

Have a positive attitude
Above all, don’t wait until after the event to decide that you wished you’d tried harder to get the position. Always go in with the intention of getting an offer, only then do you really have the chance to weigh up how this opportunity compares with others. Many people, with the benefit of hindsight, have regretted they didn’t take a particular interview sufficiently seriously don’t let yourself be in this “if only” category!

Closing the Interview
There are only three important things you need to remember about closing an interview (besides the obvious thank you and firm handshake): If you have questions about the company that would affect whether you would want to spend further time interviewing, ask them now. If the interviewer has failed to elicit some important information about you, make that information known before you close and reiterate your interest in the position. Find out what the next step will be and when it is likely to occur.

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Head Hunting Essentials

We asked the experts about Head Hunting

Getting on the radar
To be on a headhunter’s radar, you need to be in the places that headhunters look. And headhunters, or more accurately their researchers (the highly skilled people whose job it is to identify potential candidates for the headhunter) look in a number of places:

Their existing database of contacts – either to find potential candidates, or to find ‘sources’ (i.e. warm contacts who may not be right for the job but could act as an introduction to someone who is)

The press
Target companies – companies pre-agreed with the client that the headhunter will contact directly / and network through to find the right individual.

Company websites (e.g. the ‘Management Team’ section) or in annual reports, or in press releases on the website.

Industry directories, both online and offline.

Increasingly, CV databases of reputable executive websites.

Social networking sites – most notably LinkedIn.

The essence of getting onto the ‘radar’ is to become visible. That means:

Presence on the web
If you haven’t done so already create a profile on LinkedIn. And then keep it up to date. Consider registering your CV with executive job boards (you can see the relevant ones in section 2. Approaching the market). If your name is not of your company’s website, make a case for getting it on there. Consider setting up a Blog. But consider it carefully; blogs are really effective at raising your profile, but only if you have something (interesting) to say and you say it on a regular basis.

Other Tips

Make sure your internal telephone directory (both on and off-line) is up to date with your correct job title.

Make sure your job title is ‘externally recognisable’. Having high visibility, but an incomprehensible job title, means your profile will not be raised.

Make sure you are consistent with what you call yourself. Headhunters are increasingly using multiple methods to ID people.

If you’re quoted as being “Anthony” in the press, but “Tony” on the website and “Tone” on LinkedIn the picture built of you will be fragmented. The same goes for your job title.

This article is reproduced by kind permission of Harvey Nash plc. You can see more articles like this by visiting Harvey Nash’s Career Manager.

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Getting in the press

Use every possible opportunity to get quoted in the press.

If you are not currently a ‘go to’ person for your company’s liaising with the press, make a case for that to change. You might be surprised how lacking your company is in volunteers

If this is not possible consider contacting journalists directly. This is more likely to work with trade journalists. You will need to hit them with a very clear statement about what you are skilled in.

Relationships with journalists need to fostered. Journalists are after someone who can:

(a) respond quickly – remember they are usually running up against tight timescales (particularly on the nationals). If you fail to return their call quickly the copy deadline could well have passed, and they are less likely to call again.

(b) provide expert insight. Journalists (especially on the nationals) tend to be jack of all trades – they positively need the input and credibility of an industry expert. But you do need to be an expert…

(c) offer an alternative (even better controversial) view

Dealing with the press is – of course – a whole subject of its own. We will be publishing more articles in this area in later editions of the OAM.

This article is reproduced by kind permission of Harvey Nash plc. You can see more articles like this by visiting Harvey Nash’s Career Manager.

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Hiring Managers Advice

We asked experts – tips from 20 top Hiring Managers.

WATC asked 21 leading Hiring Managers from different sectors within the City to provide their views on CVs, interviews and a list of those all important do’s and dont’s to help you land that job.

What do you look for when skimming a CV?

  • Achievements, relevant skills for the position, personal interests.
  • Punchy straight to the point information highlighting skills achievements & responsibilities.
  • Clarity of CV structure and presentation.
  • Obvious gaps and short periods of employment.

Pet hates on a CV?

  • Boxes, small font size, badges.
  • Spelling mistakes, terrible formatting, boxes, lack of structure.
  • Social pursuits unless very relevant to position, war and peace on every project ever worked on.
  • Long sentences that immediately send you to sleep.
  • The use of inconsistent fonts and too much information on personal pursuits.
  • Obvious elaborations of the truth.

Pet hates at interviews?

  • Lateness, poor presentation and contradictions against the CV.
  • People who know nothing about your organisation, unprepared with no questions.
  • Scruffy people, people who can’t articulate real life examples of what they have done but provide text book quotations instead.
  • Fidgeting, not concentrating or listening and slouching.
  • Mobile phones not being switched off.
  • The lifestory about your journey to the interview.

What do you feel are key indicators of an ill prepared candidate?

  • Lack of background on the role they are interviewing for Inability to walk through job history.
  • Failure to listen and answer the questions asked.
  • Do not know the company or just refer to the website they saw the night before.
  • Not having done any research into the organisation they are going to, have no questions, appear distracted, talk about how bad the last company they worked for was.

What wisdom could you offer our members in order to stand out from the crowd?
Tailor your CV per job application, do not assume that your one version will get an interview with every company.

Keep the CV clear and punchy focus on what you will bring your employer in your field of expertise.

At the interview answer the questions asked not those you want to. If you have relevant experience that is not being questioned summarise it at the end as a “what I think I can bring to the role” closing statement.

Layout the CV with a standard font and readable typeface Bullets and short paragraphs only.

Pick your agency wisely and know where they are sending your details in advance.

Research a little about the role or company, use your contacts and networks, don’t just repeat what you have read on the web.

Go with a really good attitude, be really enthusiastic about the opportunity, ask the person interviewing who their ideal person would be for the role. Listen. Smile and most importantly offer a firm handshake.

Be smart, be early, be honest and give real life examples, write a list of questions that you want to ask and don’t be afraid to reference them at the end, if you have more than 2 left save them for next time.

Understand the company, ask questions around the company vision and be enthusiastic. Do not ask questions for questions sake. If you do not have any explain why. Also ask the hiring manager how they had come into that role. A bit of flattery and massaging of ego’s always helps.

Our Hiring Manager’s survey revealed

You are likely to be 1 of 10 CVs on the table
Of the Hiring Managers interviewed, 57% review 6-10 CVs per vacancy, 29% of hiring managers will review no more than 5.

Your CV down should be 2-3 pages maximum
Of the Hiring Managers interviewed, 95% believed a CV should be 2-3 pages maximum, with the front page being a summary.

Your CV relevant and to the point. Do not expect anyone to want to read War and Peace
100% of hiring managers take a maximum of 10 minutes to review a CV.

If your CV does make the review stage you could have a 50% chance of it making to interview stage.
57% of managers will proceed with a maximum of 4 candidates to interview stage.

Be early to an interview , however if you are very early ask the receptionist to not call the hiring manager until 10-15 minutes before the interview time.
57% of hiring managers say that 10 minutes is the acceptable length for turning up for an interview in readiness with 29% stating 15 minutes is the acceptable length.

The process for hire is not always a foregone conclusion. Be prepared to attend at least 2 interviews. A 3rd HR interview appears to becoming market standard.
71% of Hiring Managers will conduct 3 interviews.
With 14% taking 1 interview and 14% adopting a 2 interview process.

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CV Writing Advice

Provide Evidence – Tell the truth.
Work out what qualifications, experience, and skills are required for the job and think of what you have done that matches those attributes. Be specific, focused, and factual and give full explicit details and provide evidence for any claims you make.

Writing Style

  • Make sure the spelling is correct.
  • Get at least two people to check and read your CV.
  • Don’t use the word ‘I’.
  • Start every sentence with a verb or action word.
  • Print to good quality plain white A4 paper only.
  • Keep sentences short.
  • Use past tense.

Length
Try to keep your CV between 1 and 3 pages long and paragraphs to a maximum of 6 lines.
Try to use a maximum of 6 bullet points together, each bullet not more than one or two sentences.

What To Include

  • Don’t include any negatives or anything critical. Don’t include poor grades, or unfortunate work experiences.
  • There is rarely an advantage to include any personal interests or hobbies in your CV unless relevant to the job.
  • Don’t include references unless specifically requested – they can be requested upon interview.
  • Don’t include a photograph unless relevant, such as acting. Do not include matters about your health or any disabilities you have. Do not include any trade union or political affiliations.
  • Don’t include children you have. Don’t include humour. Don’t show your existing salary or expected salary unless requested.

Formatting
Only use bold and italics sparingly for emphasis and easy navigation. For example, only use on section and sub headings. Do not use underlining. Do not use all caps. Do not use graphics or images in your C.V.

Chronological or Functional
We do not recommend a functional style curriculum vitae as most employers now look upon this as attempting to hide gaps. Keep to a reverse chronological format (dates in order of most recent first). Do not attempt to hide any gaps as most of the time there is a perfectly good reason, such as getting laid off (it happens!), child birth, or illness, that can be explained at interview.

Personal Details
There is no need to include attributes such as gender, date of birth, photograph, children, weight, height, or marital status. There are exceptions however, for example if you are an actor. If you are not a British citizen then you should include nationality.

Profile/Objective
You must include an objective section if you are changing careers. For example, you are looking to change from a policeman to a teacher. If you are not changing careers then it’s optional. The objective section can be as simple as the job title you are seeking. Keep it short to a few sentences. A profile or summary is not generally required in a CV as your CV itself should be a full summary of your career if done correctly.

Work History
Concentrate mostly on achievements, not just responsibilities. Show what you achieved for the company during your work there. Don’t re-write your current job description. Don’t include reasons for leaving. Only include recent jobs. What you did 30 years ago will probably not have much relevance today. Include any voluntary or work placement activities. The employer will be interested in the quality of experience whether or not it was paid. When listing your various jobs, include details which illustrate exactly how they have given you the skills which will be useful. Don’t belittle or undervalue your experience. It is up to you to demonstrate how and why they have given you useful skills.

Education
If you have little work history or are currently attending or due to finish school, college, or university then put education section above work history. Don’t include poor grades. Include honours if awarded. Give more detail to the higher qualifications listed such as degrees and masters. Give full course details and dates. If you do not have a degree then show you successfully completed other educational courses or training such as night school, continuing education, seminars, or workshops. Write ‘degree expected [month/year]‘ if you have not yet graduated.

If you have nothing to put in an education section then focus on writing the other sections of your CV, highlighting the skills and experience you have gained. Consider a school or college nearby that offers classes scheduled around the needs of working adults.

Other Skills/Sections

You can include:

  • Languages
  • Computing skills
  • Published works
  • Membership of relevant professional bodies, clubs or societies

Make sure you list any other skills that will interest an employer if they are relevant.

When listing languages make sure you include your level such as fluent, intermediate, or basic. Show if you read, write, or speak.

For computing skills make sure you mention the packages you have used such as Microsoft Word. Show your ability to type quickly and accurately by including the words per minute you can type.

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We ask the experts – Financial Services Recruitment

WATC spoke to David Richardson, Senior Consultant at Ikas International about the current job market and how the economic downturn has affected recruitment.

How has the economic down turn affected recruitment in the City/Wharf ?

Clearly the economy has a very direct affect on the city job market however the full implications of the credit crunch have only just begun to filter into the recruitment market. The primary change has been the increased time taken to sign-off / authorise hires, this has resulted in paperwork taking between 2-4 weeks in some cases whereas in early 2007 the same process could be completed in 24 hours.

In terms of specific roles clearly the Credit Markets are not recruiting, equities and commodities markets are obviously generating significant revenue at present however hiring in these areas is still relatively slack due to the numbers of internal staff moving from less profitable business areas into these businesses.
Overall a major impact has been an increase in the importance of hiring within finance, middle/ back office and control functions which currently make up a large percentage of overall hires when compared to a high number of front office roles this time last year.

It is worth noting that while the impact on US banks has been more immediate UK banks in particular have not been hugely affected up until now, this will likely have a knock-on affect on their hiring in the later quarters this year. Most US banks are on restrictive hiring or hiring freezes at present.

What would your advice be to any of our members seeking new employment ?

Thoroughly research the companies you are applying/ interviewing with and ensure that if there is bad press on them that you ask at interview how/ whether this is affecting the particular area in which you are interviewing. If you are looking to move jobs in 2008 do not delay, you should start immediately as the last two quarters of 2008 are likely to see incredibly restrictive hiring conditions.

Anyone working in contract employment needs to look at the likelihood of their contract being extended and whether or not it may be time to look at permanent roles in the current market.

Is there an industry that continues to thrive despite the current conditions?

While there is not any one industry that has nothing but good news there are positives within many areas of finance/ advisory.Commodities/ Equities are becoming increasingly important and profitable to the major banks.
Well regarded Asset Managers are benefiting from investor prudence. Perhaps the biggest winners have been elements of the hedge fund community, while some well known and highly regarded funds have imploded many have increased their value considerably. Hedge funds were widely criticised for irresponsible investing in the run up to the crunch but many have now made significant returns after predicting/ precipitating the crisis. The hedge fund community remains however a secretive and closed community and as such broadly assessing the number of roles that are in this area is difficult. As always accounting firms remain busy in a downturn.

Are there any particular skills that are in demand ? Where would you suggest our members focus their development ?

From an IT perspective it is Business Analysts, there are very few skilled individuals in the market who focus on this. As a result salaries have been increasing rapidly within this area.

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Breaking in: Getting your first project management job

Want to be a project manager? When even the most junior project management positions advertised require qualifications and experience it can be difficult to get your foot in the door. Here are some tips to maximise your chances of that first break.Experience is the Catch-22 of project management recruitment. Prospective employers want to see that you’ve got it, and you can’t get it unless someone gives you a job. This problem hits recent graduates more than those looking for a career change, but if you fall into either of those groups you’re likely to have difficulties convincing employers to take you seriously. The trick is to find ways of describing your existing experience to show that you have what it takes to be a project manager.

there are many other skills that you have, which can be highlighted on your CV. For instance, presentation skills, communication skills, teamwork, planning and organizing experience, problem-solving techniques and analytical skills.”

Matt Colarusso has been in the recruitment business for nine years and now works as branch manager at Sapphire Technologies, the IT staffing arm of Vedior North America. He believes that before you start applying for project management positions, you should be sure that is what you want to do.

“Project management work is about management of finances, resources and most importantly deadlines,” he says. “Make sure it is a PM role you are seeking and not a Business Analyst role. PM roles are more managerial and tend to be tied more to revenue while BA roles are tied more to cost savings and business efficiency,” he says. ”Project management roles are usually more stressful. No matter what the reason is behind the need for having a PM, a PM will always face the first line of criticism if the project is not running smoothly.”If that hasn’t put you off working in project management, you need to start thinking about what experiences you already have and how to show those in the best light. Even straight out of university you have something to offer a prospective employer. “For the recent graduate, it will be more about what they can show regarding their preparation to participate in project management and PMO activities,” explains Brian Hoffman, a partner in the IT division of recruitment giant Winter, Wyman. “Any coursework with ‘softer’ relationships to project management-centric activities – courses in human interaction, planning or budgeting, understanding business methods, requirements capture or analysis, report writing, and so on, can also be highlighted on the resumé and referred to in the cover letter.”

Anne Houlihan, founder of Golden Key Leadership and a business consultant specializing in HR, agrees. “If you haven’t had direct experience with project management,” she says, “there are many other skills that you have, which can be highlighted on your CV. For instance, presentation skills, communication skills, teamwork, planning and organizing experience, problem-solving techniques and analytical skills.” Balance your description of soft skills with some tangible examples of when you have worked as a team or on projects as part of your course. In fact, your examples don’t have to come from your studies. “If you have experience planning and organizing for a volunteer organization, that would be great, too,” she told me. You can also include team sports and other associations you are part of.

“Work experience is important but any experience outside of work you might have with managing people, resources or finances can help define you as a potential project manager,” says Colarusso. Some workplace know-how does make it that bit easier to craft a good CV. “In the event that you have project co-ordination experience and are looking to make your first leap into project management then you have something to draw from,” he adds. Pick out the skills most relevant to project management and make sure you have concrete examples of them. You can come up with your own list (it would be good practice for the interview), but the essential ones to cover are:

  • leading a team
  • communication skills
  • being able to plan and execute tasks to a deadline
  • problem-solving
  • handling a budget, or at least tracking how much of the work in hand has been completed.

Other things to be included on your CV? Employers also want an impression of you as a person, and a long list of work placements or soft skills isn’t always enough. It’s by no means compulsory to include hobbies and interests on your CV, but if you do, make them interesting. Once, after a recruitment fair in London, I got on the underground with my name tag still pinned to my suit. A young man noticed that I was recruiting for American Express and asked me to review his CV. Between the Docklands and Waterloo I flicked through the pages and gave him some feedback. It was nothing special. But eight years later I can remember that he collected African masks. I can’t tell you what subjects he did at university or even what job he wanted, but his interests made him interesting. If you don’t collect African masks you can still draw attention to yourself by what you do in your spare time. What sounds better: reading, or reading flash and fan fiction? Films, or watching film noir? Detail gives the interviewer something to ask you about.

Once your CV is prepared and you have drafted a concise but informative cover letter explaining what you can offer the company, then send it off. The recruitment process is straightforward: either they’ll like what they see and invite you to interview, or they won’t. If you do get a call go and meet them, try to have a few practice interviews with friends or your careers advisor first. Come up with some intelligent questions to ask, targeted to their company. Dress well, shake hands firmly and just be yourself.

Competition for project management roles can be fierce, so don’t be too disheartened if you don’t get accepted on your first try. Even the time of year can make a difference: straight after graduation the market is swamped with new entrants to the workplace, and employers can take their pick. During the interview, ask if you’ll be able to get feedback if you are unsuccessful. This can be really useful in helping you develop and increasing your chances next time.

It’s annoying to get knocked back because you don’t have enough credible experience. You could mope around and complain about how the interviewer didn’t see your potential and how unfair recruitment is. Or, like a professional project manager, you could embrace the setback and use your problem-solving skills to work out how to get better examples on your CV.

“There are project management learning seminars available in most cities, which can help you,” says Anne Houlihan, who is also the CEO of Satori Seal, which she runs from its head office in California. “If you have the time, you can work as an assistant to a experienced project manager and learn directly from them.”

You can also turn to the wealth of project management material already available from recognised organizations, so you are speaking the same language as your future employers. “A good starting place for anyone seeking a project management role would be to pick up a copy of the PMBOK and a copy of PMP Exam Prep,” says Matt Colarusso. “Also find information on ITIL, MOF, MSF, and CMM.” If you are currently working, he suggests getting involved in some projects your company is running. “Volunteer to participate for anything on the project you can without burning yourself out. Document every thing you do.” It’s all material for interview.

However you market yourself on paper, and however you respond at interview, make sure you are honest. Lying might get you a job (and I could give you plenty of examples) but it won’t let you keep it. You will be found out, through your references, inability to produce certificates or just through finding yourself in situations where you are way out of your depth. Your performance and credibility will suffer and your team mates won’t thank you for it.

But if you are enthusiastic, keen to learn, treat your colleagues with respect and have a great skill set to build on, you will be recognised for your talent and hard work, and you’ll get that project management job you’ve been working for.

A version of this article first appeared on www.projectsatwork.com.

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Top tips for… Building your Mentoring Mesh

The world of business is very challenging these days. Companies are being put under extreme pressure to satisfy shareholders, employees are been squeezed to the maximum in terms of performance. It is easy to just put your head down and “just get on with it”.

Throw experience into the mix, and we pick up very different skills with each role”

However, having been through double redundancy and having to reinvent myself a number of times, the number one thing to do is to maintain your visibility within and outside of your organisation. This is not about networking like crazy, networking in every event you get invited to. What I am referring to is utilising the power of your own board of directors, and build a mesh of mentors who can guide you through your career and personal transitions.

According to Rob Cross & Andrew Parker in, “The Hidden Power of Social Networks: Understanding how Work Really Gets Done in Organisations, “What distinguished high performers were larger and more diversified networks than those of average performers. This is consistent with other research findings, in which more diversified networks are associated with early promotion, career mobility, and managerial effectiveness”.

As with everything, having a diverse range of mentors, each with differing experience, view-points and contacts, is key. I was recently asked, once again, to mentor someone that I really respected. I got a fuzzy feeling inside, happy to have been considered as someone who could impart knowledge and guidance for this wonderfully successful woman. I am not alone. Just because we are all busy, does not mean we are not privy to the positive emotion when someone we care about is successful.

As with everything in life, our careers are fluid. Throw experience into the mix, and we pick up very different skills with each role and with each level of responsibility. The same is true for mentors. This is why we passionately believe in the power of having a number of mentors to guide you through your personal and professional journeys. We call this the Mentoring Mesh™.

So, how do you go about identifying the most appropriate mentors?

Be strategic: start by understanding yourself – what you are good at doing, and want to do more of? What roles are most suited to use these skills? Where you see yourself in 5 years time?

Set objectives: what is important for you to have achieved in the short term and long terms? What are the important milestones for you?

Identify individuals who could help you on your journey: think of who may have gone through a similar transition or challenge as you in order to get to where they are. How did they get there? What qualifications or experience did they have? Are those still relevant for entering the sector or part of the business you are looking to move into in the long term? There is only one way to find out: ask them!

Have courage: remember, if you don’t ask, you don’t get…

Be specific: What do you want to achieve? What is it you would like this person to advise you on? Why do you think they are relevant for you? What can you, also, help them with?

Be flexible: this is the most challenging part of the mentoring relationship. We often expect lengthy commitments. Senior executives have little time, so work in a way that fits in with their diary. If they can only give you 15 minutes, then arranging a conference call to discuss specific enquiry or issue it has to be. Meeting face to face is great, but not going to be very likely…

And remember: mentor others. Mentoring does not have to be a long-winded commitment. Mentor someone at a lower level to you over a coffee, and share your expertise and knowledge on their issues. You will not just feel good about yourself, but you will make an enormous difference to someone who is now where you were we few years ago. Remember how good that made you feel…

Want to follow Christina on Twitter for more insights? www.twitter.com/christinai.

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