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Some more
things to consider�
De-Mystifying Job Hunting
Case Study
Introduction (Names and situations have been changed to preserve
confidentiality)
Mike was 42, and lived in the suburbs of London in the period when
this case study was written. University educated with a degree in
Mathematics and an MBA, he has had a diverse career covering
consultancy and line management roles in a range of sectors, and
now works for a major consultancy practice.
The views expressed are personal, for illustrative purposes only
and should not be related, or automatically applied to, other
situations or scenarios.
Background
Ever since I have been involved with the world of work I have been
fascinated by recruitment. In part it�s because of its importance
� unlike most other situations at work its appears all or nothing
� either you get the job or you don�t. In part it�s because of
the gap in knowledge between the recruiter and the candidate �
what do they want? What are they looking for? And in part it�s
because of the mixture of activities surrounding it � assessment
centres and psychometrics tests as well as different kinds of
interview. During my working career I have taken the opportunity
to learn a bit more about recruitment � in part by seeking
feedback actively on my own performance and in part by getting
involved in recruitment at all levels from graduate recruitment to
senior appointments.
This case study is intended to distil that experience from an AS
perspective. It�s not aiming to be a balanced picture of
recruitment and selection � there are many books and internet
articles that do that very well. Nor should it be used for
training purposes. Instead it seeks to offer some reflections
which I hope will give some ideas- especially to candidates.
Early experiences
My earliest experiences of recruitment (apart from holiday jobs)
were at University. In those days major recruiters did what was
known as the milk round � so called because the idea was to
attract and select the cream of graduates. I recall it as being a
stressful time � in part because University was not the happiest
of experiences, in part because I wasn�t totally clear as to what
I wanted to do with my life. Getting on a graduate training scheme
seemed like a good idea but all kinds of myths surrounded it. From
and AS perspective my strongest sense was that the process seemed
unfair. I could perfectly well understand why they wanted people
who could do the job well and why selection processes should be
therefore geared around the skills associated with the job.
However the process seemed much more than that � there was a
social event the night before the selection proper and a
personality questionnaire. Worse still there were a number of
people who seemed to be spending a lot more time preparing � for
example trying to work out what the selectors were looking for or
what you were supposed to do in the tests . I got the job � but
was determined not to be so ill prepared in the future.
Subsequent Experience
I took the opportunity to volunteer as recruiters as part of the
milk round- so I could see the process in reverse. Subsequently,
as I became more senior, I gained more experience in different
approaches and techniques, and put some of them into practice when
I needed to prepare for job interviews as a candidate. It
gradually dawned upon me that as someone with AS, there were
certain mindsets ,techniques and approaches that were particularly
helpful, and I want to use the rest of this case study to describe
some of them.
AS Characteristic 1 � Cognitive Bias
A common characteristic of those of us with AS is a tendency to be
better at analytical problem solving and in domains which require
technical skills than in those which require people skills. We
also tend to underestimate the importance of power and of fitting
in, at least in the early part of our career. This was certainly
true in my case and this constituted my sense initially that the
graduate recruitment process seemed unfair. Looking back on it
made perfect sense � as did the range of recruitment techniques
used in the context of a workplace which was as much a social
network and a power system as a means for solving problems.
Suggested approach:
Principle 1 � Look for roles where cognitive skills are
relatively more important - but beware of them becoming silos.
In many organisations, in the leadership team of, say 5-7 people
the majority of them will require high or very high levels of
inter personal skills. Often they will be roles with a high
externally facing component, building relationships or selling, or
in the public sector handling complex political negotiations and
networking. There will also often be 1 or 2 roles for which these
components, while present are relatively less important. Examples
include finance, legal and research and development. While I
believe it is very helpful to develop some of the affective skills
required for the first group of roles , I think in the longer term
it is important to identify and seek out those organisations for
which the second type are represented at a senior level . Beware
of employers for which �he is a technical expert� is a euphemism
for �he is un promotable�
Principle 2 � Try to find roles for where there is a technical
barrier to entry.
As someone with AS, I have recognised that in a straight contest
in a role which requires very high level of charismatic
persuasion, I am unlikely to succeed. Not only that , as knowledge
changes so rapidly nowadays , simply knowing a technical area well
may not in itself provide sufficient competitive advantage to win
a new position or keep an existing one . We may be proud of our 10
good contacts in the industry, but find ourselves competing with
those who have 100 excellent ones. Helpful barriers to entry can
include:
� professional qualifications(neurotypicals often dislike getting
these after they have reached their thirties);
� being the only person who really understands something of vital
importance to an organisation and which changes relatively slowly
e.g. law;
� Having a deep relationship with a few individuals of key
importance to the organisation where technical competence is
required � e.g. dealing with a regulator.
Principle 3 � work on your interpersonal skills- but don�t
become obsessed by them.
If you work experience is anything like mine, you will have no
shortage of opportunities to learn about and develop your
interpersonal and affective skills. Most organisations will offer
( once you are in the managerial grades) numerous training
programmes , various types of feedback , exposure to different
models of leadership and human behaviour and opportunities to
receive personal coaching or counselling , and the chance to work
with a mentor . In addition there will be many chances to develop
particular skills by different kinds of experience � e.g. leading
projects, chairing meetings, giving presentations to the Board,
conducting disciplinary investigations, identifying and mentoring
high potential staff. Take them � but don�t organise your
working life around their output.
If you have AS, it is unlikely that you will ever become really
excellent at the competencies in question. Your aim should be:
� To reach at least the minimum required standard;
� If possible to receive good ratings;
� Not to devote so much time to this that you lose time to
develop the one thing where you can excel � your technical skill
or your special interest.
AS Characteristic 2 � Single Track Processing
A common feature of people with AS (me included) is a very focused
approach to problem solving. It has been said that we have a
single track mind. This can be an advantage in recruitment, as we
are less likely to adopt the �scattergun� approach, which is
generally ineffective for managerial roles.
However we can become convinced that we fit the person
specification very well and can become disappointed if we fail to
win an offer. Worse still we may end up feeling that the process
was; �unfair �with all the potential for anger, frustration and
disappointment that that can begin.
Suggested approach:
Principle 1 �Think in terms of �finding a fit�, �rather than
winning a position�.
With this mind set, recruitment becomes more of a joint problem
solving process, with a candidate and prospective employer
learning more and more about each other to determine whether the
role is likely to be successful for both. While it is of course
important to become familiar with the basics of CV and interview
technique, there is no point in being so good at this if this
means that an unsuitable position is obtained.
Principle 2 - Build an opportunity funnel and keep the momentum
going on each opportunity.
One of the problems that I have had as a person with AS, is
believing that a particular role is the �job for me� and felling
very let down if this does not work out. After a disappointment I
have often felt a drop in personal energy levels, difficulties in
self motivation, and a tendency to look back rather than forward.
In addition, if unemployed while job hunting, the lack of a
structure to the week can result in a drop in job searching effort
for a period. An opportunity funnel can help reduce this by
providing structure to the job search and encouraging you to move
on to progressing other opportunities rapidly.
There are many ways of creating one - I personally prefer a very
simple spreadsheet which has two overall features:
� A contact history which enables good control over an individual
opportunity
� A n opportunity funnel which is a summary of the whole job
search process , enabling a more strategic view to be taken.
An example may help clarify this (Assume today is 15 February
20xx)
Contact History: Example
Organisation: XYZ PLC Role: Finance Manager Salary range:
�Competitive� Job type
Permanent Location : London
Contact1: Jane Rose 0208-4443131
HYPERLINK "mailto:Jrose@hotmail.com" Jrose@hotmail.com
Contact2 : Ms P Jones Senior Consultant , Jones Search and
Selection
0207-333-9876
HYPERLINK "mailto:PJones@jss.co.uk" PJones@jss.co.uk Contact3:
Mr J Smith Head of HR 0207-111-1234
HYPERLINK "mailto:Jsmith@xyz.co.uk" Jsmith@xyz.co.uk
Date Action Outcome Next Action Status
13/01/20xx Spoke to Jane (former colleague who now works at XYZ
PLC) re the London based finance roles She mentioned that XYZ have
been expanding and need 2-3 finance managers. They are looking for
new blood to bring a more innovative approach. She suspects that
JSS will be retained to carry out the recruitment Internet search
on XYZ PLC- target date 20/01/20xx
E-Mail thanking Jane Prospect
20/01/20xx Internet search Good fit with culture and industry Talk
to head-hunters in network to see if they know more Target date:
27/01/20xx Prospect
27/01/20xx Spoke to Ms. P Jones of JSS She has been engaged by XYZ
PLC. She saw a potential fit and asked for a CV Tailor CV and send
back by 03/02/20xx
Follow up by 10/02/20xx Application
10/02/20xx Follow up call with Ms Jones Invited for initial
interview with her Interview preparation for 24/02/20xx interview
Interview
10/02/20xx E-mail to Jane , thanking her and updating her on
progress She responds saying three of her former Directors have
just left to set up on their own. They need a Finance Manager
Create a new prospect
In the example above a new opportunity would be created relating
to the new venture.
To enable a more strategic view of the whole job search process
each opportunity can be classified according to a simple system �
e.g.:
� Prospect � the opportunity has been identified but only desk
research or general networking has been carried out
� Application - an application have been sent off or a networking
contact made with someone close to the decision making process
� Interview � an initial or intermediate interview has been
obtained
� Final interview � you are at the last stage of the selection
process
� Negotiation � you have an offer and are negotiating terms
Opportunity Funnel: Example:
Date 15/02/20xx
Organisation Role Salary range Job type
Location Current
Status
3 Directors new venture Finance Manager ??? ??? ?London 1 Prospect
Financial Tutors Ltd Tutor for ACA, CIMA,ACCA �Market rate
Permanent London � occasional residential weekends 1 Prospect
ABC LTD Chief Accountant �60-75K Maternity Leave cover Leeds 2
Application
DEF LLP Senior Manager �60k +up to20% Bonus Permanent London 2
Application
XYZ PLC Finance Manager �Competitive� Permanent London 3
Interview
The above table gives a snapshot of the overall job search: it is
called a funnel because to win a successful job offer normally
several opportunities have to be pursued and some get filtered out
at each stage. In the example above if the XYZ position comes to
nothing, there is at least the consolation that there are two
applications and two prospects at earlier stages of the funnel �
however it could be argued that the position would be stronger of
there were 4 or 5 prospects rather than just 2.
As well as combating disappointment, I have found that this
activity reduces anxiety by giving structure to the job search
process e.g. a personal target can be set for the number of
Prospects and Applications at any one time and a personal
commitment can be made to reviewing the funnel once a week .
AS Characteristic 3 � Difficulties with personal organisation.
Many authors refer to a lack of central coherence or an impaired
executive function of individuals with AS. For the purposes of the
job search process the difficulties tend to appear in two areas:
� Practical issues around the process, e.g. finding the venue,
turning up on time, having the right support material, writing
letters of acknowledgement;
� Handling the interview or other assessment activities.
Principle 1 � Build processes to handle practical problems
There are clearly many ways this can be done but some tips that
have worked for me are:
� Pack a bag with a standard list of items needed for interviews
.e.g. pen and paper, maps, computer and power cable, mobile
charger, business cards, pre interview file with reminders,
testimonials, and examples etc, personal medication � e.g. hay
fever tablets in summer. Keep similar items in the same part of
the bag to make finding easier, and keeping the bag tidy easier.
Only change those items which are specific to a particular
interview or which require replenishing;
� Plan to arrive at any interview at least 45 minutes ahead of
schedule. If you are really concerned do a trial run a few days
before. Go to a nearby cafe for some last minute preparation so
you can walk in with 10 minutes to spare greeting the receptionist
etc in a relaxed friendly way;
� Prepare a standard checklist which forms part of the
opportunity funnel to handle such matters as letters of thanks to
potential employers.
Principle 2 � for the interview itself rehearse some prepared
scripts to handle common situations.
The rehearsal needs to be sufficiently thorough so that it does
not sound rehearsed! You will need to prepare you own scripts (and
there are loads of these on the internet or in general how to
guides) but here are a few tips:
For the competency based interviews: �Tell me about a time you
achieved x�
Script - the STAR model
� Situation � A description of the context � e.g. medium sized
manufacturing company, increasing Far East competition, declining
profits etc.
� Task � a description of what needed to be done � e.g. reduce
procurement costs by 20% in 1 year
� Action -what you did � e.g. analysed the main areas of spend,
made price comparisons, identified off contract spend, convened a
project team, engaged the main spending budget holders, etc
� Result- e.g. 22% reduction in procurement cost in one year; 92%
of managers very satisfied or satisfied etc
The �standard� questions
E.g. 1 � What is your greatest weakness?
Script � STAR as above � be careful not to:
� Describe a weakness which sounds so serious that it will
exclude you or
� Refuse to play the game � e.g. list a positive trait dressed
up as a weakness
Add
� What I learnt and now do differently in the future
� How I have passed on that learning to others
E.g. 2 What are your salary expectations?
(Note the received wisdom is that candidates who state their
position too early weaken their negotiating power)
Script
� Build value first � �I am keen to understand the role better
and to demonstrate the contribution I could make before we discuss
salary in detail�;
� Open up the employer�s position � �Can you please help me
with some context � is there an expected range for the position
�( assuming this is not stated);
� Provide data �I notice that similar roles appear to be
advertised in the range �x to �y�
� Encourage principled discussion - �I am confident that we can
agree on a figure that both parties perceive as a fair reflection
of the impact I can make�;
E.g. 3 � where do you see yourself in 5 years time?
Script
� My first priority will be to do a great job for you;
� I am confident that the role will enable me to build on my
existing experience;
� I want to demonstrate a substantive set of achievements before
planning future moves;
� In 5 years time I would expect to be in a position to (fill in
appropriate aspiration based on employer�s structure and likely
opportunities).
AS Characteristic 4 � Being Anxiety /Stress prone
Many people with AS have a tendency to worry � in part this may
be linked to earlier bad experiences , in part this may be
associated not having sufficient flexibility to be able to respond
spontaneously to complex social situations and therefore having to
do a great deal of pre planning for every eventuality . The
process of job searching can be particularly stressful,
particularly if you do not have a job or your current situation is
unsatisfactory. There is a great deal of generic advice which is
relevant (e.g. Cognitive Behavioural therapy) which I will not
dwell on here.
From an employment perspective, my own experience suggests that
over time the following are relevant to reducing anxiety in a
holistic way:
Principle 1 � Reduce your reliance on employment as a source of
income.
Focus on developing those skills, contacts and experiences which
are portable from one employer to another. Learn to think of
yourself as a consultant � e.g.
� What precisely did I do for my employer which justified my
salary this month? How could I sell that to others?
� What are my unique selling points? What benefits could I bring
to a client that would be hard for a competitor to replicate?
� What are my likely sales channels� who in my network is well
disposed toward me, and has access to a budget and the need for
the kind of services that I would offer? Who has existing channels
to market that I could use as a subcontractor?
Principle 2 � Get your finances in order
For most people with AS , we are likely to make the best decisions
in relation to employment , and negotiate most effectively with
employers , when we are not under undue pressure to close the deal
too quickly. Keeping personal finances under control (i.e.
eliminate debt, reduce outgoings and build a capital reserve to
cover any periods of joblessness) should be a long term priority.
One of the advantages of AS in this context is that in general we
are unlikely to be influenced greatly by designer fashions and
fads, and should be able to distinguish value and cost well.
Building a capital base can open up other opportunities for self
employment (see the excellent case study on becoming residential
landlord as an example)
Conclusion
I hope these reflections will at provide some useful ideas for
readers. From a personal perspective job searching has become
easier and less of mystery. While the current economic position is
clearly challenging for nearly everyone, I think that over time it
is possible for people with AS to minimise their relative
disadvantages and even become, in some cases, more successful than
neurotypicals.
Taken from:
HYPERLINK "http://www.aspergermanagement.com/demystifying%20job%20hunting"
http://www.aspergermanagement.com/de-mystifying%20job%20hunting
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