“Networking & Employment Campaign”
Networking
“Using the personal relationships people have with one another to increase your exposure to information
and opportunity”
Building your network
Current network – you already have one!
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Friends, family, lecturers
Contacts from voluntary work, societies/clubs
Part-time work, internships voluntary work
Expand your network by:
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Attending careers fairs, employer presentations, conferences
Alumni services (Expert scheme)
Ask people you know for other contacts
Join professional associations (student membership)
Study abroad
Online networking
Networking...Building Social Capital
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Strengthen existing relationships and expands your circle of friends
Utilize ethical methodologies and your own sense of comfort
Establish and invests in human connections that create value for one another
Build community through mutual benefit and support.
Networking Tools
Preparation and Research
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Read! Be Prepared to Network
Resumes
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Rileyguide.com
Listening and Interviewing Skills
Tracking/Follow-up System
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Notes
E.g. Linkedin.com
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Verbal Scripting-Brief Introductory Talk
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BIT---“Elevator speech”
Overcoming Networking Barriers
Starting the conversation
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What’s your BIT?
Lead with your passions
Let the conversation happen
Be curious about others--Ask questions
What are you looking for?
For yourself? On behalf of others in your network?
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Listen and care
Continue the conversation
May I talk to you/contact you later?
Why Networking is important
Because we is always stronger than me
To help others and ourselves
70% of promotions/jobs
Developing real relationships
To pursue our passions
Define our lives by what we do
To live longer
Active/diverse networks are a source of well-being
CIP Approach to Job Hunting
The Cognitive Information Processing (CIP) approach aims to help individuals with current career
choices, as well as develop the skills necessary for future career decisions. This theoretical perspective
asserts that career problem solving and decision-making involve the key aspects of self-knowledge,
occupational knowledge, decision-making skills, and meta-cognitions.
Self-knowledge includes identifying values, interests, skills, and employment preferences with a client.
Options knowledge includes knowledge of occupational choices.
Decision making skills involves understanding the CASVE cycle, a multi-phase decision-making process
which includes communication, analysis, synthesis, valuing, and execution.
Executive processing (metacognitions) involves assessing any negative thoughts the client may be
experiencing, as this can interfere with an individual’s job search process.
Other Personal factors important in Job Hunting
Employment Preferences
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Hours of work
Travel requirements
Physical demands
Family Situation
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Desire to live close to family members
Employment opportunities for significant others
Existence of family business
Job Target(s)
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Based on my self-knowledge, what do I want to do?
What job families, work settings, occupational titles interest me?
Where do I want to work?
Who employs people doing what I want to do?
CASVE Cycle & Job Campaign
COMMUNICATION
“Identifying the problem or the gap”
This could be anything from “I need to find a new job” or “I have to choose a major”. It is important to be
as specific as possible when identifying the presenting issue. According to the model, communication often
boils down to external cues (events, significant others) and internal cues (emotions, physiological
responses, and avoidance behavior).
ANALYSIS
“Understanding myself and my options”
This section focuses on self-knowledge like utilizing reflection, structured exercises, or even assessment
instruments to gain more insights into your skills, values, and interests in order to gain more self-awareness.
Knowledge about options can be gained by looking into more specifics about the options you have at hand.
It might also be necessary to explore occupations, programs of study, and employers based on your skills,
values, and interests which will help you understand the wide array of options available to you through your
own personal filters/preferences.
SYNTHESIS
“Expanding and then narrowing my list of options”
In this stage, you are trying to elaborate on your options in order to then crystallize them into a manageable
set of options. You are essentially checking for alternatives to see if there are other areas to explore. You
can generate occupational, educational, and employment options by doing interest inventories like the
Strong Interest Inventory, or other informal assessments online, as well as by doing informational
interviews.
In the narrowing phase of this stage, you are tasked with identifying no more than three alternatives,
occupational or otherwise.
VALUING
“Prioritizing alternatives”
Your prioritization of your educational, occupational, and employment alternatives conclude with an
identification of your tentative primary and secondary choices.
This is accomplished by valuing the costs and benefits to: yourself, you’re significant others, your cultural
group, your community and/or society at large.
EXECUTION
“Implementing my choice”
This stage is about making a plan for implementing your tentative primary choice. Three key factors in
beginning the execution of your choice include: 1. Reality testing 2. Preparation program and 3.
Employment/Education Seeking.
Decision Making Style
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Rational or Planning Styles (weighing the facts)
This style is characterized by a systematic seeking out of information about self and the anticipated
situation and one’s taking responsibility for making the decision. Rational decision-makers have a past,
present and future time perspective, knowing that early decisions affect later ones. They weigh
alternatives in terms of both positive and negative consequences. In a careful and deliberate way, they
pull all the information together and realistically decide.
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Intuitive Style (it feels right)
This style is characterized by one’s accepting responsibility for making the decision, and by decisions
being made by paying attention to emotional self-awareness, feelings and fantasy outcomes. Intuitive
decision-makers spend little time gathering information or responding to information in a systematic way.
The basic rightness of a course of action is felt internally. Intuitive people know their choice but find it
hard to tell you how it came about.
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Dependent Style
This style is characterized by one’s not accepting responsibility for making the decision. Dependent
decision makers let others decide or defer making a choice completely.
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Impulsive
Little thought or examination is given to the decision and often the first alternative is taken. Making the
decision is often avoided until it must be made and then it is made quickly. “Don’t look before you leap.”
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Delaying
Thoughts and actions about the decisions are delayed repeatedly. “I’ll cross that bridge later.”
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Agonizing
This type collects tons of information and advice and is forever generating alternatives. They get lost in
all the data and overwhelmed by analyzing alternatives. “I have too many choices; I don’t know what to
do.”
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Paralyzed
This type is unable to move forward or make a commitment to one particular alternative. They experience
fear in choosing, similar to the agonizer. “I’m afraid I might make the wrong decision.”
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Compliant
This type looks for an authority or significant-other to make their decisions and plans. “What do you
think I should do?”
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Fatalist
This type believes people don’t have much control over what happens to them. They believe that “fate”
determines what happens to them. “It’s all in the cards. I can’t control it, let it happen. What will be, will
be.”
Fear toward decision making
Fears are based on “Internal Factors” related to your attitudes and self esteem
When you feel stuck or unable to make a decision, ask these questions from yourself:
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What are my Assumptions (Attitudes) affecting my decisions?
What are my Feelings regarding these decisions?
Why am I clinging to behavior that prevents me from making this decision?
What further information do I need in order to generate alternative?
Decision Making Process
Decision making is the process of making choices by identifying a decision, gathering information, and
assessing alternative resolutions
Step 1: Identify the decision
You realize that you need to make a decision. Try to clearly define the nature of the decision you must
make. This first step is very important.
Step 2: Gather relevant information
Collect some pertinent information before you make your decision: what information is needed, the best
sources of information, and how to get it. This step involves both internal and external “work.” Some
information is internal: you’ll seek it through a process of self-assessment. Other information is external:
you’ll find it online, in books, from other people, and from other sources.
Step 3: Identify the alternatives
As you collect information, you will probably identify several possible paths of action, or alternatives.
You can also use your imagination and additional information to construct new alternatives. In this step,
you will list all possible and desirable alternatives.
Step 4: Weigh the evidence
Draw on your information and emotions to imagine what it would be like if you carried out each of the
alternatives to the end. Evaluate whether the need identified in Step 1 would be met or resolved through
the use of each alternative. As you go through this difficult internal process, you’ll begin to favor certain
alternatives: those that seem to have a higher potential for reaching your goal. Finally, place the
alternatives in a priority order, based upon your own value system.
Step 5: Choose among alternatives
Once you have weighed all the evidence, you are ready to select the alternative that seems to be best one
for you. You may even choose a combination of alternatives. Your choice in Step 5 may very likely be
the same or similar to the alternative you placed at the top of your list at the end of Step 4.
Step 6: Take action
You’re now ready to take some positive action by beginning to implement the alternative you chose in
Step 5.
Step 7: Review your decision & its consequences
In this final step, consider the results of your decision and evaluate whether or not it has resolved the need
you identified in Step 1. If the decision has not met the identified need, you may want to repeat certain
steps of the process to make a new decision. For example, you might want to gather more detailed or
somewhat different information or explore additional alternatives.
Stress Management
Stress management offers a range of strategies to help you better deal with stress and difficulty (adversity)
in your life. Managing stress can help you lead a more balanced, healthier life.
Stress is an automatic physical, mental and emotional response to a challenging event. It's a normal part
of everyone's life. When used positively, stress can lead to growth, action and change. But negative, longterm stress can lessen your quality of life.
Stress management approaches include:
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Learning skills such as problem-solving, prioritizing tasks and time management.
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Enhancing your ability to cope with adversity. For example, you may learn how to improve your
emotional awareness and reactions, increase your sense of control, find greater meaning and purpose
in life, and cultivate gratitude and optimism.
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Practicing relaxation techniques such as deep breathing, yoga, meditation, tai chi, exercise and prayer.
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Improving your personal relationships.