Creating a Job Search Strategy
By Mauri Schwartz
In today’s job market, hundreds, sometimes thousands, of job seekers submit resumes for every job posted…whether or not they are fully qualified for the position. Perhaps you have done this yourself thinking “it can’t hurt.” But think again, it can hurt. If you submit your resume for a number of “wrong” jobs at the same organization, you will gain a reputation as someone who is unfocused – and a pest.
But here’s where it really hurts. With such a high volume of resumes, it becomes an onerous task for the hiring manager to sort through them and find the few who most closely match the job requirements, thus severely slowing down the decision making process. Very few nonprofit organizations have a recruiting staff who can handle this well. Even if you are qualified, you become a victim whose resume may never gain the attention of the hiring manager. So, please don’t contribute to this flooding of the market.
In the meantime, as a qualified candidate, you still need to know how to navigate the situation as it exists. Consider this scenario – 600 people are trying to push through the front door of the organization’s office, all at exactly the same time. Who squeezes through first will most likely have nothing to do with his/her qualifications. What you need to do is to find another portal which is less crowded, perhaps a side door which is situated near the hiring manager’s desk.
Please recognize that this is just a metaphor, and I’m not suggesting you physically go knocking on the back door of your target organization’s office. To extend the metaphor, you don’t want to break any windows to get in. By this I mean that you need to conduct reconnaissance and formulate a strategy for gaining entry with a positive reception, one that is courteous and professional.
In my previous article LinkedIn as a Job Search Tool, I described how to use LinkedIn to research your target organization, identify the decision maker, and find connections who can provide introductions, enabling you to make a “warm call.” I also mentioned that even if you can’t identify anyone in your network who can introduce you, you should still make a “cold call” by contacting the hiring manager directly. While not ideal, this will still allow you to avoid the crowd at the front door.
There are additional ways to identify the name of a decision maker. Visit the organization’s web site and look for information about the management team. Based on the job you are pursuing, look for the executive who heads up that function. But also look at the names and bios of the other officers as you may know one of them. Reading their bios may provide additional networking advantages.
For example, Fred wants to apply for a job as a Benefits Specialist at the MKS Foundation for Music. By looking at the foundation’s web site, he is able to identify the VP of Human Resources but doesn’t recognize her name and sees nothing in common in her bio. However, in reading the Executive Director’s bio, Fred notices that she is an alumna of Harvard’s School for Social Enterprise. And so is Fred. Fred’s next move is to email the ED, pointing out this connection in a friendly way. The message will also describe his interest in the position and include his resume as an attachment. The subject of Fred’s email will be something like this: Harvard SE Connection or Fellow Harvard SE.
There is no reason that Fred can’t email the VP of HR at the same time. He should also apply according to the job posting’s instructions. It is rare, but sometimes your resume will get selected this way.
Yet another way to identify the decision maker is to Google search the job title and organization’s name. The person may appear in publications other than those on the web site. If you’ve already identified the manager, Google search by name to gather additional useful information.
Basic Job Search Strategy:
Apply according to the instructions (but don’t hold your breath)
Research the organization using LinkedIn
-Identify the likely decision maker
-Identify who may be able to provide an introduction
-Identify something that you have in common
-Introduce yourself by email, not via LinkedIn’s message function
Research the organization’s web site
-Identify the likely decision maker
-Identify who may be able to provide an introduction
-Identify something that you have in common
-Introduce yourself by email
Follow up after a week by email or phone – remember that people are busy doing their jobs and may not be able to respond as quickly as you would like
Follow up once more in a few days or a week, then let it rest; don’t be a pest
The most important advice I can provide is to put yourself into the other person’s shoes. What type of message would prompt you to respond positively? Negatively? Keep in mind that employers hire people who can do the job…and whom they like. Be likeable.
About the Author: Mauri Schwartz, President of Career Insiders, is a leading figure in the San Francisco Bay Area career management community. Career Insiders consults with companies and nonprofit organizations in the form of outplacement and hiring assistance, as well as with individual job seekers. In addition to her outstanding success rate in helping clients achieve their career goals, Mauri is a frequent speaker at conferences, job fairs, and career panels. She serves as Adjunct Advisor of Career Services at the Haas School of Business, University of California, Berkeley. Mauri’s motivational style uses techniques that combine old fashioned interpersonal relationship building skills with the latest technological tools.
In today’s job market, hundreds, sometimes thousands, of job seekers submit resumes for every job posted…whether or not they are fully qualified for the position. Perhaps you have done this yourself thinking “it can’t hurt.” But think again, it can hurt. If you submit your resume for a number of “wrong” jobs at the same organization, you will gain a reputation as someone who is unfocused – and a pest.
But here’s where it really hurts. With such a high volume of resumes, it becomes an onerous task for the hiring manager to sort through them and find the few who most closely match the job requirements, thus severely slowing down the decision making process. Very few nonprofit organizations have a recruiting staff who can handle this well. Even if you are qualified, you become a victim whose resume may never gain the attention of the hiring manager. So, please don’t contribute to this flooding of the market.
In the meantime, as a qualified candidate, you still need to know how to navigate the situation as it exists. Consider this scenario – 600 people are trying to push through the front door of the organization’s office, all at exactly the same time. Who squeezes through first will most likely have nothing to do with his/her qualifications. What you need to do is to find another portal which is less crowded, perhaps a side door which is situated near the hiring manager’s desk.
Please recognize that this is just a metaphor, and I’m not suggesting you physically go knocking on the back door of your target organization’s office. To extend the metaphor, you don’t want to break any windows to get in. By this I mean that you need to conduct reconnaissance and formulate a strategy for gaining entry with a positive reception, one that is courteous and professional.
In my previous article LinkedIn as a Job Search Tool, I described how to use LinkedIn to research your target organization, identify the decision maker, and find connections who can provide introductions, enabling you to make a “warm call.” I also mentioned that even if you can’t identify anyone in your network who can introduce you, you should still make a “cold call” by contacting the hiring manager directly. While not ideal, this will still allow you to avoid the crowd at the front door.
There are additional ways to identify the name of a decision maker. Visit the organization’s web site and look for information about the management team. Based on the job you are pursuing, look for the executive who heads up that function. But also look at the names and bios of the other officers as you may know one of them. Reading their bios may provide additional networking advantages.
For example, Fred wants to apply for a job as a Benefits Specialist at the MKS Foundation for Music. By looking at the foundation’s web site, he is able to identify the VP of Human Resources but doesn’t recognize her name and sees nothing in common in her bio. However, in reading the Executive Director’s bio, Fred notices that she is an alumna of Harvard’s School for Social Enterprise. And so is Fred. Fred’s next move is to email the ED, pointing out this connection in a friendly way. The message will also describe his interest in the position and include his resume as an attachment. The subject of Fred’s email will be something like this: Harvard SE Connection or Fellow Harvard SE.
There is no reason that Fred can’t email the VP of HR at the same time. He should also apply according to the job posting’s instructions. It is rare, but sometimes your resume will get selected this way.
Yet another way to identify the decision maker is to Google search the job title and organization’s name. The person may appear in publications other than those on the web site. If you’ve already identified the manager, Google search by name to gather additional useful information.
Basic Job Search Strategy:
-Identify who may be able to provide an introduction
-Identify something that you have in common
-Introduce yourself by email, not via LinkedIn’s message function
-Identify who may be able to provide an introduction
-Identify something that you have in common
-Introduce yourself by email
The most important advice I can provide is to put yourself into the other person’s shoes. What type of message would prompt you to respond positively? Negatively? Keep in mind that employers hire people who can do the job…and whom they like. Be likeable.
About the Author: Mauri Schwartz, President of Career Insiders, is a leading figure in the San Francisco Bay Area career management community. Career Insiders consults with companies and nonprofit organizations in the form of outplacement and hiring assistance, as well as with individual job seekers. In addition to her outstanding success rate in helping clients achieve their career goals, Mauri is a frequent speaker at conferences, job fairs, and career panels. She serves as Adjunct Advisor of Career Services at the Haas School of Business, University of California, Berkeley. Mauri’s motivational style uses techniques that combine old fashioned interpersonal relationship building skills with the latest technological tools.
