JOB SEARCH STRATEGIES
AND TECHNIQUES
“NETWORKING” INTRODUCTIONS

SHARE the following
1.
2.
3.

Your Name
Something about your work that you’re excited about – a
goal, a project, or an element of your work you find
especially satisfying
An objective for this workshop – what do you hope to learn
or gain?
LISTEN for ways to assist your colleagues
1.
2.
In meeting objectives for the workshop
In achieving their work goals
Steps to a Successful Job Search
•Interests
•Personality
Characteristics
•Skills & Strengths
•Values
1. Information
about Self
•Research
2. Information
Jobs
about Options
Occupations
Career Fields
•Education Required
•Making
Connections
•Weigh Pros/Cons
•Evaluate Match
•Choose
•Review
3. Decision Making
Adapted from UW Professional Organizational Development, Susan Templeton
4. Taking Action
•Resources
•Apply
•Interview
•Follow Up
STEPS TO A SUCCESSFUL JOB SEARCH
1.
2.
3.
4.
Realistic
Career/Vocational
Choice
Define Competencies
(Skills/Strengths)
Determine Target
Market
Position Statement
Dick Gaither, Wizards of Work
5.
Identify Targeted
Companies
6.
Develop Marketing
Tools
7.
Project Activity
Plan
8.
Implement Plan
SKILLS IDENTIFICATION
Or
You’re a nice person, now what
can you do?
SKILLS TRIANGLE
SKILLS TRIANGLE
Transferable Skills
Transferable Skills are common to a number of jobs and can be
adapted to a particular employer's need.
Job Content Skills
Job Content Skills are related to job-specific tools and tasks. They
usually have a vocabulary of their own.
SELF-MANAGEMENT SKILLS
Self-Management Skills are personality traits which help an employer
decide if your temperament suits a particular job. They are clues to
how well you may adapt to situations and solve problems. These are
most important because very few employers offer training in these
areas. Development of these skills is an individual initiative.
TRANSFERABLE SKILLS
Write Clearly
 Listen
 Organize Tasks
 Train
 File Records
 Handle Money
 Gather Information
 Teach Others

JOB CONTENT SKILLS
Data relates to numbers of any kind
(percentages, frequency, and money)
 People include what kind of people you work
with (co-workers, customers, vendors, etc.) and
what you do with, for, or to each of them.
 Things refer to tools, machines, or pieces of
equipment you know how to use.
 Ideas are suggestions you came up with to make
the job easier, more efficient, or more profitable.

SELF-MANAGEMENT SKILLS
 Honest
 Enthusiastic
 Responsible
 Dependable
 Dedicated
o Adaptive
o Creative
o Energetic
o Sincere
o Conscientious
DETERMINING SKILLS & STRENGTHS
 Formal
 Skills
Assessments
Checklists
 Informal
Assessments / Activities
PERSONAL BRANDING
WITH SKILLS AND STRENGTHS

Dependable Strengths

Dynamic Natural Abilities

Core Genius

Reflected Best Self

Unique Gifts
DEPENDABLE STRENGTHS®
There is Excellence in Everyone
No one is good at
everything….
But everyone is
good at
something.
9 DOTS
l
l
l
l
l
l
l
l
l
Copyright, Bernard Haldane, Dependable Strengths Institute
WHAT ARE YOUR 9 DOTS?

Things we tell ourselves or others tell us.
Assumptions
 Expectations
 Cover Words


What are the implications?
DEPENDABLE STRENGTHS®
PHILOSOPHY
 There
is excellence in everyone.
 Excellence is demonstrated through
achievement (Good Experiences).
 By studying a number of Good Experiences,
recurring themes or patterns can be
identified.
 Everyone has their own unique combination
of Dependable Strengths.
 More is accomplished by building on
strengths than trying to improve weaknesses.
Copyright, Bernard Haldane, Dependable Strengths Institute
DSAP ASSUMES
People are active participants in determining what
happens in their lives
 Healthy individuals participate in communities;
therefore, they engage others in the process of selfdiscovery

Copyright, Bernard Haldane, Dependable Strengths Institute
HOW DO WE DISCOVER STRENGTHS?
By Remembering and Talking About Good
Experiences
“GOOD EXPERIENCE”
Something you DID:
 You
feel you did well
 You enjoyed doing
 You are proud of
Demonstration
• Listen
• Record
• Share
Copyright, Bernard Haldane, Dependable Strengths Institute
INSTRUCTIONS
1.
2.
3.
4.
5.
Appoint a timekeeper so everyone will have enough time
and select someone to go first.
That person will share 2-3 good experiences (5-6 minutes)
and tell what they did to make it happen.
Remaining group members:
 Listen
 Write down skills/talents you think the person
used.
 You can ask questions about how and what they
did to make it happen – but no WHY questions.
Feedback: After the first person has shared, everyone in
the group should give feedback. Make eye contact. Say,
‘You demonstrated…” (1-2 min)
Give the completed strength sheets to the person.
Repeat the process until everyone has a turn.
Copyright, Bernard Haldane, Dependable Strengths Institute
PROOF BY EXAMPLE
1.
Identify the Skills
Handle Money (cashier, retail sales, bank teller)
2. Present a Concrete Example
Describe where and for how long you used this skill: “One
year of experience at XYZ Department Store.”
3.
Qualify Example: Describe Circumstances
who, what when, whey, how
“Assisted approximately 100 customers per day – calculated
costs – processed credit card and cash payments.”
PROOF BY EXAMPLE
4.
Reinforce with Measurable Data
numbers, dollars, percentages, volume per month, year, etc.
“Handled approximately $3,000 per day - $750,000 per year.”
5.
Give Results…What Happened?
How did the company benefit from your skill?
“Accomplished monetary transactions with the lowest error
rate of any employee. Received only two complaints that year.
After six months was promoted to Senior Cashier.”
PROOF BY EXAMPLE
Using your top three skills from previous lists,
imagine yourself as the employer. How will you
determine if hiring the person with that skill
would….
increase profits?
decrease turnover?
improve productivity?
COMMONLY SOUGHT SKILLS – THE BIG 5
1.
2.
3.
4.
5.
Communication Skills
Interpersonal Skills
Teamwork Skills
Leadership Skills
Computer/info technology Skills
ADDITIONAL IN-DEMAND SKILLS
Adaptability/flexibility Skills
 Problem-Solving Skills
 Organizational Skills
 Analytical Skills
 Quantitative Skills

WHAT SKILLS DO EMPLOYERS WANT?
Communication Skills
 Computer Skills
 Customer Service Skills
 Team-Working, Flexibility
 Practical and Technical Skills
 Motivation
 Quality Control / Attention to Detail
 Learning Skills
 Problem-Solving Skills

OKAY, I KNOW MY SKILLS – HOW
AND WHERE DO I PUT THEM TO
WORK?
WHAT IS YOUR TARGET MARKET?




Geographic Area
Specific Industry and / or
Specific Type / Size Business
Specific Job Title
Or field / area
Ultimately Determine Target Companies
LEARNING ABOUT POTENTIAL EMPLOYERS

Business Model
Why are they in business?
 How do they do what they do?
 What do they offer?


Vision / Goals

Values / Corporate Culture

Competition
FINDING EMPLOYER INFORMATION

General Labor Market
State LMI Sites
 Databases available through Career Centers


Specific Employer Information





Glassdoor.com
Careerleak.com
Google Alerts
Hoovers – www.hoovers.com $$
Chamber Lists
JOB SEARCH METHODS
What
are ways
to look for jobs?
JOB SEARCH STRATEGIES & ELEMENTS
Networking
 Responding to Ads / Postings

Newspaper, other print materials
 Online job boards

Job Fairs
 Direct Mail Campaigns
 Job Placement / Career Centers
 Staffing Agencies / Search Consultants / Recruiters

OTHER JOB SEARCH ELEMENTS
Researching Companies, Industries, Job Opportunities
 Preparing Representational Materials


Resumes, Cover Letters, Portfolio, Skills Cards/Bio Sheet
Interviewing
 Goal Setting and Tracking Job Search Efforts
 Follow-Up

Writing Thank-You notes
 Following up with network members

But it’s a tough economy!
FUNDAMENTAL TRUTHS ABOUT JOB SEARCH
COURTESY OF
RICHARD BOLLES

There are always jobs to be filled (vacancies)

Finding jobs depends on your search methods

If you’re “coming up empty,” try a new method
NETWORKING

Six Degrees of Separation
Just how far are you
from Kevin Bacon?

Friend
3 – 20
people
Friend
2 – 20
people
Friend
1 – 20
people
Friend
1 – 20
people
Friend
2 – 20
people
Friend
4 – 20
people
Friend
5 – 20
people
Friend
Friend
2 – 203 – 20
peoplepeople
Friend
1 – 20
people
Friend B
20 people
Friend
4 – 20
peopleFriend
5 – 20
people
Friend A
20 people
YOU
20 people
Friend D
20 people
Friend
3 – 20
people
Friend
5 – 20
people
Friend
4 – 20
people
Friend
1 – 20
people
Friend
2 – 20
people
Friend
2 – 20
Friend
people
3 – 20
people
Friend C
Friend
4 – 20
20 people
Friend people
5 – 20
people
Friend
1 – 20
people
Friend E
20 people
Friend
3 – 20
people
Friend
4 – 20
people
Friend
5 – 20
people
Fully Mapped – 400 People; Next Level – 8,000 People!!!
Your LinkedIn Network
33 Connections link you to 263,483+
professionals
4,307 New people in your Network since
January 12
POSSIBLE NETWORKS

Personal Relationships

Professional Relationships

Organizational & Community Connections

Opportunistic Networks
PURPOSES OF NETWORKING
(RELATIONSHIP-BUILDING)
Learn about career fields / options
 Get feedback on job search efforts / materials
 Form contacts in industry / companies of interest
 Discover job opportunities
 Connect with decision-makers
 Identify ways to assist / help others in network
 Ongoing professional support & development
 Experience support in the job search process

BLUEPRINT FOR NETWORKING
Identify potential networks
 Create your “elevator speech” (short pitch)

Who are you?
 What is your passion / effort /direction?
 What are you seeking in the situation?

Set goals for networking (x contacts per week,
etc.)
 Track your networking efforts
 Follow up with your network
 Develop your networks before you need to look
for a job

NETWORKING ACTIVITY
o
o
o
Assume you have a client who wants to gain
information about a specific job or in a
particular field (on your laminated card)
Network with other participants in the
workshop to find contacts in your designated
field
Record contact information on an index card
o
o
o
o
Record the name of the person who referred you
Record the contact name
Where the contact is located
Try to secure at least 3 contacts for your client
HOW DO I GET MY
RESUME NOTICED???
RESUME TIPS
Develop a master resume, but customize / target
resumes for each job sought
 Point out key skills that align with the specific
job
 Include relevant experience; not everything you
have done needs to be included
 Include a professional email address
 Emphasize outcome, accomplishments, and
breadth of responsibility; include quantifiable
results whenever possible
 Aim for overall ease of reading and attractive
format

FINDING KEY WORDS FOR RESUME




Review Job Description and identify key words
Compare with other similar job descriptions in
your group
Note similar key words among the varied
descriptions
Identify the top 5 – 10 words found most often
among the job descriptions
KILLER RESUMES:
Show you have job skills for the job
 Show you deliver results
 Show you can solve problems
 Show you can communicate effectively
 Show your capacity for leadership


Remember, it’s about getting the interview!
ACHIEVEMENT OR PROBLEM-ACTION-RESULT
STATEMENTS SHOW HOW YOU HELP A COMPANY
Make money
 Save money
 Save time
 Improve a process
 Reverse an existing
problem

Be first to market
 Build
relationships/brand
identity
 Grow the business
 Attract new business
 Maintain existing
business

INTERVIEWING SKILLS
Selling Yourself for the Job You Want
PURPOSE OF JOB SEARCH ACTIVITIES,
NETWORKING, RESUME WRITING, ETC?
A
foot in the door
So you can get
An
INTERVIEW!
INTERVIEWING IS A PERFORMANCE
STEPS FOR INTERVIEWING
1.
2.
3.
4.
Know Yourself
Know Your Audience
Tell a Great Story
Be Inquisitive
For all of these think from employer /
business owner perspective
Adapted from
J.T. O’Donnell – CareerRealism.com and
David Muir – Prepare to be Hired
SO, TELL ME ABOUT YOURSELF . . . .
•Keep it short
•Keep it professional
•Not your life history
•Not a chronology of everything you’ve ever done at
work
RESPONDING TO “TELL ME ABOUT
YOURSELF” – CRAFTING YOUR PITCH
What key skills /strengths do you have that you
love to use (show your passion)
 How do these skills positively impact an
employer (make or save money)
 Give an example from your experience to
demonstrate / prove (use strong
accomplishments)
 Explain your interest in using those skills for the
employer


Adapted from J.T. O’Donnell, Richard Bolles, David Muir
PRACTICE FOR THE PERFORMANCE
CRAFTING YOUR PITCH

Develop your opening pitch

Share in groups

Provide feedback / constructive criticism
WHAT ABOUT THE ELEVATOR SPEECH OR
15 SECOND PITCH?
Pitch Wizard
 My name is _______________________________
 I am a(n) _________________________________
 Specializing in ____________________________
 What you do ______________________________
__________________________________________
 Why you’re the best _______________________
__________________________________________
 You’re call to action _______________________
__________________________________________
Total of less than 500 characters for entire statement
PITCH WIZARD
www.15secondpitch.com
DISCUSSION


How can we engage our customers in developing a
“pitch”?
What activities / approaches would help them with this
process?
BEHAVIORAL INTERVIEWING

Tell me about a time when you . . . .
PRACTICE FOR THE PERFORMANCE
Articulating Skills
I am _________, __________, and ___________
BASIC FORMAT WORKS AS A STARTER FOR
MANY QUESTIONS
Tell me about yourself . . .
 Why should I hire you?
 Why are you interested in this job?

 If
you ask my co-workers about
me, they will tell you I am
_________, __________, and
__________
 If
you look at my performance
evaluations, you can see that I
am __________, __________ ,
and ___________
TAKE A “CAR” TO THE INTERVIEW
Context
 Action
 Result

This was the situation
 This is what I did (using my skill)
 This was the outcome (quantify whenever
possible – how can you make or save money?)

THREE “REAL ANSWERS” EMPLOYERS ARE
LOOKING FOR IN AN INTERVIEW
 Can

Use your CAR to show your skills & experience
 Will

you do the job?
you love the job?
Speak with enthusiasm and energy; be passionate
about what have done / can do
 Will
you fit in with the manager and
team?

Build rapport with interviewer; show ability to align
with corporate culture
PRACTICE FOR THE PERFORMANCE


Examine interview questions
How can we encourage customers to think
through and write out answers to each of these
questions?
REVIEW – PREPPING FOR THE INTERVIEW



1. Know Yourself
 Your Strengths, Skills, & Assets
2. Know Your Audience
 Do your homework
 Learn about the company & the interviewer
3. Tell a Great Story
 Give me a skill & tell me a story
 Demonstrate how your skills make a positive impact
for the employer
 Be enthusiastic and energetic
REVIEW - CONTINUED


**4. Articulate Experience +Learn =Grow
 What have you learned from your experiences that
improve the workplace?
 How will your experience contribute positively to the
new workplace?
 Enthusiasm, energy, passion
5. Be inquisitive
 Ask questions to connect with the interviewer,
 Ask questions that show you’ve done your research &
that you’re interested in the company and the process
PRACTICE, PRACTICE, PRACTICE
 Remember
.....
 Preparation
Plus Practice
Prevents Poor Performance!
ADDITIONAL RESOURCES
What Color is Your Parachute? - Richard Bolles
 No One is Unemployable – Debra Angel &
Elisabeth Harney
 www.rileyguide.com
 www.quintcareers.com
 www.job-hunt.org
 www.asktheheadhunter.com
 www.careerealism.com
 www.theladders.com
 www.brazencareerist.com
 www.jobstar.org
 www.indeed.com

Windie Wilson
Assistant Director
Workforce Connections
P.O. Box 51650
Knoxville, TN 37950-1650
windie.wilson@knoxcac.org
865 544-5200