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Classroom Training Curriculum

Contents.................................................................................................................1Goals.......................................................................................................................2Introduction.........................................................................................................4Employers Expectations ..............................................................................5Who I Am Groups................................................................................................6Researching an Industry, Company and Job.................7Hidden Job Market, Networking/Letters of Recommendation....8Resume 1 Workshop..................................9Resume 2 Workshop.......................................10Resume Wrap Up Workshop.............................11Telephone Skills..................................12Telephone Skills Role play..............................13Accomplishments Workshop............................14PDF/Applications.........................................15Cover Letters..........................................16Handling Criticism.................................17Action Letter....................................18Follow Up Letter..........................,............19Letter Wrap Up.........................................20Using Support to Avoid Discouragement..................21Assessing a Job offer...................................22Keeping the Job/Good Work Habits.........................23Working your Program at Work............................24Getting a Job is a Job..................................25Relationship Skills for Career Enhancement..............26Review of Goals/Plans..............................27Feelings Meetings.................................28Appendix (Handouts).....................................

Introduction

Suggested Procedure:

Welcome group. Discuss role of counselor (5 min)Introduction, ask clients to share short term vocational goal, long

term career goals, and expectations for phase 3 (15-20 min) Program Goals - Handout, read aloud (5-10 min.) Contracts/Rules - Handout, read aloud, sign, copy (5 min) Schedules - Handout (5 min) Who I Am - Handout and explain (5 min) Time Logs - weekly/optionalJob Search Log Book - (suggest purchase 3 ring binder) Explain members meeting representative each week/sign up sheet on board

Mondav£3040:30 Introduction 11:00-1200 Employers Expectations

1-2:30 Interviewing Skills

Tuesday£30-10.30Researching an Industry, Company and Job 11:00-12:00 Preparing for Education or Training

1-2:30 fcterviewing Skills

Wednesday9:30-10:30 Hidden Job Market Networking

1-2:30 fciteryievHiJg Skills

Friday 9:30-10:30 Resume 1: Objective

1:0042^0 Feelings

Topic Adjusting to PhaseS

9:30-10:30 Telephone Skills

11:00-12:00 Resume 2 Qualifications/ Experience

1-130 Interviewing Skills

9:30-10:30Telephone Skills Rolepky


9:30-10:30Telephone Skills Roleplay

rlAmEducauor


9.30-IQ-.3QAccomplishmentsWorkshop

11-12 Feelings Meeting

9:30-10:30PDF Applications

Workshc:004Who lAm


9:30-10:30 Cover Letters


9:30-10:30Resume 3 Work Pfistory

11:00-11-00 Authority Issues


9:30-10:30 Handling Criticism

11:00-12:00 Feelings Meeting..Topic Relalic

lAm

9:30-10:30 Action Letters

11:0042:00 Who I

1-130 Interviewing SkiUs

9:30-10:30 Follow Up Letters

11:00-1100 Who I Am Goals


9:30-10:30Using Support to AvoidDiscouragement

'tap Up 1-

130 Interviewing Skills

19-30-10:30 Assessing an Offer

11-12 00 Feelings vfeetmg: Ending Phase 3/Termination

9:30-10:45Who I Am Taping

9:30-10:45Who lAm Viewing

9:30-1100 Interview Taping

9:30-1100 Interview Viewing

9:30-10:30Keeping the Job: CommonProblems at Work

11-1100Working Your Program atWork

9:30-1100Getting a Job is a Job

11:00-1100Relationship Skills for Career Enhancement

9:30-1100Goal Presentations

11:00-1100 Feelings Meeting

Topic Open

(Thursday) 11:00-11:45 Members Meeting 11:45 GRADUATION!

Phases Job Search Skills Training

EMPLOYMENT SKILLS PROGRAM (Classroom Training)

Performance Contract

Your responsibilities while participating in the employment skills program, (classroom training) will be as follows:

ATTENDANCE AND PUNCTUALITY

Hours are 9:30am to 2:30pm on Monday, Tuesday and Wednesday. Fridays are 9:30 to 12 noon. Attendance is required for every group.

Only two lateness or absences are allowed during this six week evaluation. Upon a third lateness or absence, you will be asked to leave the group. You may be eligible to return in the next group if space is available.

Mandated public assistance appointments, unemployment insurance appointments, and court appearances will not count as absences, however, it is your responsibility to provide documentation regarding these appointments in advance to your EPRA counselor.

Classes start at 9:30am. You are expected to be in your seat at 9:30am. Arrival after 9:30am or afterother group starting times, even if only one or two seconds, is a lateness. There are no exceptions.| Coming back late from a coffee break is considered a lateness and will count.

In the event that illness prevents you from attending EPRA, you must contact your EPRA counselor between 9:00 and 9:30am.

Maintain the dress code. Members are expected to be well groomed and wear work-appropriate clothing as far as your present budget will allow.

Display professional conduct toward EPRA staff and fellow group members.

Participate in all activities.

Complete all EPRA assignments promptly.

Willingness to accept constructive criticism from the vocational counselors and fellow group members.

Your commitment to the group:supporting fellow group members sharing knowledge, experience, and feelings trusting the group and not violating their trust offering constructive criticism to the group

Not giving up.

Honesty.

Trainin (CD

To help you acquire interviewing techniques and job. search skife

Goal 1.; To help vou develop job search skills

Objectives:

1. You wiii have completed a rirst dran cr a resume by the beginning of Phase 3, and a finalCODV bv the third week

* * *

2. You will complete a personal data ionn wmch will indicate ail pertinent information andraw data necessary for the einaent completion of an employment application.

3. You will learn to write cover letters to accompany resume and wnte at least one in class.

4. You will learn to write follow up letters arter interviews.

3. You will learn about the various resources ror locating jobs and how to network to develop job leads.

6. You will learn now to reaa and respond to want ads.

7. You wul learn telephone skills aorrcrr.ate to IO'D search* ». »

5. You will learn aoout employment agencies and how to use them.

9. You wul learn how to researcn a cctennai employer, organization, and position in which vou are interested.*

'. j. You will keeo an activity to? to accumsnt 100 search activities.

Phase 3 Goals: page 2 of 2

Goat 2: To help vou develop positive interviewing habHs and techniques

Objectives:

1. You will write out vour responses to Questions most often asked on interviews.« & *

2. You will identify which of these questions are most difficult for you and xoie piay thesequestions with other group members and counselor until you feei prepared to answerthem.

3. You will be interviewed bv other ciienc in front of the <*te?s and receive feedback on vour, *

performance.

4. You will develop a 'Who I Am presentation in which you will tie together the impactalcoholism has had on your worx nistory, past vocauonal history, strengths and weaknesses, goals, ana how you c:ans to achieve your goals.

Employment Program for Recovered Alcoholic*, Inc.225 West 34th Street, New York, N.Y. 10122 • Telephone (212) 947-1471

CLASSROOM TRAINING RULES

ATTENDANCE

All members are expected to be at EPRA at 9.00am to begin classroom training at 9'30am promptly. Attendance at all classes is a requirement.

Other than agency approved absences, only two lateness or absences are allowed. A third lateness or absence by any member will mean that that member must drop out of Classroom Training and may return only with permission from his or her counselor. Arriving late after a break or lunch hour will be counted as a lateness. Members should call their individual counselors if they are going to be absent.

DRESS AND APPEARANCE

Members are expected to be well groomed. While there is not formal dress code, please think of yourself as a worker and dress accordingly as far as your present budget will allow. No shorts, hats, sneakers or running shoes are allowed.

REQUIREMENTS FOR GRADUATION FROM CLASSROOM TRAINING

1.A typed final resume. Artists should also have a portfolio.

2.All of the following workshop assignments must be completed by theend of the fourth week:

Personal Data Form Employment Application Cover Letter Action Letter Follow Up Letter

3. Who I Am presentation to Classroom Training group.

4 Three Job references. At minimum, members must have initiated contact with formeremployers.

5 List of 10 prospective employers. Members are required to compile a list of 10prospective employers consistent with their short term goal, including employer name,address, telephone number, and hiring contact.

Revised 1/98

NAME

c. i.DAILY LOG

C *WEEK OF

TUESDAY SUNDAY MONDAY WEDNESDAY 7am 7din 7am 7am

8 8 8 8 9 9 9 9 10 10 10 10 11 11 11 11 12pm 1 2pm 12pm 12pm 1 1 1 1 2 2 2 2 3 3 3 3 4 4 4 4 5 5 5 5 6 6 6 6 7 7 7 7 8 8 8 8 9 9 9 9

10 10 10 10 11 11 11 11

THURSDAY 1 HI DAY SAIURDAY SI'LCiAL I'KOJbCIS/PltlORITIE 7am 7am 7am 1.

8 8 8 9 9 9

10 10 10 11 11 11 2. 12pm 12pm 12pm 1 1 1 2 2 2 3 3 3 3. 4 4 4 5 5 5 6 6 6 7 7 7 4. 8 8 8

y 9 9 10 10 10 11 11 11 5.

G OCJ/18(? loK

L

Classroom Training Assignment Schedule

.tfonday Tuesday Wednesday Fridc

*liat of 25 questions 'weekly time budgets (optional)

*Job Search Log *5 Advertised ads *25 Networking contacts *3 Job References

* Final Resum portfolio

•list of 10 jrospective employers

*3 informational interviews *5 cold calls

5 classified ads

*PDF & Applications * Cover Letter *List of Accomplishments

5 cold calls PDF & Applications Money Budg 3 job refer en

•Action Letter *Money Budget

*Follow Op Letter

25 Networking ContactsList of Accomplish-ments 3 letters(1 of each)

10 prospective employers

*AssignmentAssignment due (bottom of box)

Resume/ Portfolio

Thursday Graduation

Name:________;_________________________Date:_VESID Counselor._____________________________

In order to participate in the Classroom Training phase of EPRA, it is required that you have an occupational goal Please give three job titles for which you are presently qualified mat relate to your long term goal

Describe briefly your vocational plan for the next three months:

mo i AM The purpose of this;5 exercise is to get to know yourself as a whole

and total person and to eventually let the rest of your group know who you are in a 10 minute oral presentation. This is not meant to be a qualification in terms of your alcoholism. Your alcoholism is only one aspect of you. It is not your totality.

To help you think about areas that have affected your life, beliefs, thoughts and feelings, a topical outline of subjects and questions you might consider as you write out your "Who I Am" is given below.

Alcoholism; let us know how your alcoholism affected your attitudes, behavior and values. What were you like before you drank, when you were drinking and how do you see yourself now? Have you become aware of any attitudes or behaviors you want to change? Are you working on any, in particular, you care to talk about?

Examples: I can get up in the morning. I can follow directions. I don't have to run away anymore.

Family: Tell us about your background. Where were you born, your ethnic history, your parents' and siblings' vocations? What is your happiest childhood memory with your family?

Examples: My dad used to buy us ice cream when he got paid. Christmas was special in our house because...

Education; School habits are often a prelude to work habits and how we think about work. Did you like school? What were y'our best/worst subjects? Were there any special teachers you remember for better or worse? Were you absent or late often? What were some particularly plesant moments?

Examples: I won a history prize.I had the lead in the school play.

Work; Prior to coming to EPRA, you had attitudes, behavior and values concerning work. What were they? Today, what values are most important to you in terms of work—job satisfaction, money, security, creativity, aspiration? What do you think are your greatest strengths and weaknesses at work?

Personal Growth; What areas of personal growth did you want to de-velop before drinking? What areas did you develop despite drinking if any? In sobriety, what qualities are you striving to develop? How will you go about meeting this goal?

Leisure/Recreation; A balanced life allows for play as well as work. What did you do with leisure time before alcoholism set in? Did you continue with these activities when drinking? If so, shat were they? What do you do now for fun? What are your leisure/recreation dreams?

Examples: I like to go to the movies. I saw Dances with Wolves last week and this week I1 going to see Misery.I would like to travel to France and Japan.

Goal Setting; Looking toward the future in three different time segments—Immediate (now - 6 months), Intermediate (1-2 years), Long range (5 or more years), indicate what you'd like to see for yourself in the future in the following areas:

Immediate Intermediate Long Range

Family Telephone talk Dinner Visit IX per week

TJar-'V 4-rvi- T3 A

Work Clerk/Typist Secretary Admin Assistant

Leisure time Tour NYC Share sunnier house Go to Europe

Financial $12,500.00 $16,500.00 $25,00.00

VIDEO PRESENTATION OF "WHO I AM"

In preparing for the on-camera presentation, please rehearse it and time it to lOminutes. The camera will be turned off when the group leader notifies that the ten-minute allotment has been met. You will be notified 2 minutes prior to the cut off time by the group leader. At that time, you need to wrap it up.

The purpose of this presentation is twofold:

1. To see how you approach a task that is time limited.

2. To orally present yourself in a concise, positive manner.

Some suggestions in preparing for the presentation are: -

Be specific ! 1 -Rehearse the night before -Time

yourself the night before -Make sure the (7) areas

are covered

Alcoholism/SobrietyFamilyEducationWork

Personal GrowthLeisure/RecreationGoals (should be bulk of the presentation)

-Give one example/incident in which there has been accomplishment for each area

-Be POSITIVE ! Turn negatives into positives - what have you learned from the negatives?

-After the presentation, audience should know your specific skills, work history and short/long rerm goals for the future.

WHOI AM

GOAL SETTING

Immediate (now - 6 months

Intermediate (1-2 years)

Long Range(5+ years)

Family

Education

Work

Leisure

Financial

CLASSROOM TRAINING ASSIGNMENT LIST

LIST OF 25 QUESTIONS 5 ADVERTISED ADS

25 NETWORKING CONTACTS 3 JOB REFERENCES 10 PERSPECTIVE EMPLOYERS 3 INFORMATIONAL INTERVIEWS 5 COLD CALLS

PDF & APPLICATIONSCOVER LETTERACTION LETTERFOLLOW UP LETTERLIST OF ACCOMPLISHMENTS

MONEY BUDGET

RESUME/PORTFOLIO WHO I AM VIDEO INTERVIEW VIDEO

AM Session : Employers Expectations Workshop

Goals; Participants will learn the 3 major concerns of most employers:

Appearance, Dependability, Skills Participants will explore their expectations of employers.

Suggested Procedure; Ask participants what they believe are qualities employers look for ina candidate for a position. Write responses on board. (10 min)

Read Handout: Great Expectations aloud,stopping before "StartingYour Own Company". Ask participant's response to "Starting Your OwnCompany"Write responses on board.Ask group to prioritize responses.(20 min.)

Finish reading handout and discuss. (15 min.)

Ask group about their expectations of employer,company,position. Discuss "unwritten" expectations of employers and employees. (15 min)

Examples of employer's unwritten expectations:Employee will show up every day unless employee is sickEmployee will take pride in their workLoyaltyEmployee will maintain good working relationships

Examples of employee's unwritten expectation:Employer will keep workplace safe, clean, and as pleasant as

possibleProvide employees with training and information about positionEmployer will treat employee fairly

Materials ; Great Expectations

GREATEXPECTATIONS

What the Dickens Do Employers Want?What does work mean to you? Work can be just a way to earn a living. Something you

have to do to eat and have a place to live. Or work can be what you enjoy doing. A way to help you to do something you feel is important.

However you feel about work now, your feelings are likely to change over your lifetime.If s hard to imagine what you will be doing far in the future. But you can be fairly certain

that things will change. For example, the U.S. Department of Labor now predicts the average person will change careers five to seven times. And change jobs more often than that!

The average 35-year-old has changed jobs once every year and a hall since entering the work force. (Some people change jobs, and even careers, more often than others.) It is very likely that you will change your job many times in your life.

Survival Skills for the Working WorldTo do well in a competitive and rapidly changing job market, you need a new set of

survival skills.

Survival SkillsA method to help you choose and plan long-term career goals.

Knowledge of effective job-seeking skills.

• How to succeed

on the job once you have it.

Great Expectations 1

A good understanding of yourself and the right job for you.

Knowledge of types of jobs ana what they require.

IfAll these topics—and many others—are covered in this book. If you do the exercises * >j u

carefully, you will be better prepared for the working world than 90% of all job seekers. ; f

An Employer's ExpectationsTo succeed as a job seeker and worker, you need to understand an employer's point of view.

Many people feel that an employer thinks differently from the rest of us. But employers are just like you and me. Once you stop to think about what you'd want year employees to do, you can figure out what is expected of you as a worker. And knowing what employers want will help you to present yourself successfully when you are looking for a job.

•/

Starting Your Own CompanyImagine that you run a company. Give your company a name and decide whether you make

products or provide a service. Then choose the types of products or services you offer. You can have any kind of company, but it must be fairly large. Next, imagine you have been asked to help others in your company decide which people to hire—or not hire.

In the following spaces, see how many reasons you can list that could be used either to screen someone out or screen someone in for hiring. You can list a negative, such as "sloppy appearance," or a positive, such as "good communication skills." Think of at least ten reasons.

After you have done this, go back and check the five reasons you think are the most important.

From the top five, choose the top three reasons and list them here, in order of importance. The most important is number 1.

1.____________________________________________________________________

2.___________,__________________________________________________________

3. ___________________________________________________

Good work! You have listed reasons a real employer will use in deciding who to hire Keep in mind that different employers have different opinions about what is most important. Jobs, too, have varying requirements, depending on what that employee will do.

What Employers Look ForStudies have been made to find out what employers look for in a good employee. Check

your list against the findings of these studies.

Employers consider:• Appearance• Dependability• Skills, experience, and training

Appearance

This is important because a negative first impression is very hard to change. Employers in one survey said that over 40% of the people they interviewed

had a poor appearance. Many employers rejected job seekers because of how they looked. It may not be fair, but it is a fact

Did you put appearance in your list?________________________________________________

Why or why not?______________________________________________________________

Let's look at why this is true.

Dependability^ Most employers will not hire someone they can't count on. How do they decide who they can depend on? They look at the information you provide about previous jobs, school, personal, and other history.

Being dependable means being on time, having good attendance, working hard to meet deadlines, and not leaving the job after only a short time. If you convince an employer that you are dependable and hard-working, you will get the job over an equally skilled person who does not.

Did you put dependability on your list?_______________________________________________

Why or why not?______________________________________________________________

Skills, Experience, and TrainingMost employers will interview only those people who meet the minimum

requirements for a job. But employers often will hire a person with less experience or training than another applicant. Why? Because they are convinced that person will

work harder or be more reliable.In fact, most decisions are not based only on skills. If the employer thinks you can do the

work—or that you can learn to do it quickly—you may get the job. If the employer thinks you will

W1D I AM

Listed below are thirty-five general personal growth goals people frequently set for themselves. Scan the list below and identify at least three short term goals you have either set for yourself or would like to set for yourself. You may identify more than three goals, but identify at least three. You may also incJude other pei sonal goals

for yourself which are not on this list.

_____making more efficient use of time_completing tasks and assignments on schedule

Jjecoming more systematic in planning ways to

achieve desired goals

qui tt incj Bu

reducing weight

_cortmunicating messages more clearly arid "accurate! v

_reducincj anxiety and becoming more lelaxed "at parties and other informal social occasions

jreducing anxiety and becoming more relaxed "in relafcionships with fxn;rs of opposite sex

reducing expressions of hostility to nembors of opposite sex

jreducing expressions of hostility to members of same sexreducing expressions of hostility to authority figures^reducing anxiety on occasions in which I am being evaluated (such as tests)_reducing feelings of personal insecurity and increasing feelings of self-regard and self-respect

__responding more assertively to same sexed peersresponding more assertively to opposite sexcd jx^ers

__responding more assertively to authority figures

JRSONAL GOALS

___ responding with more patience and less annoyance whenothers do or say things I don't like or disapprove ofresponding calmly when others communicate criticisms and hostili ty toward me

___offering imrc support and encouragement to people I amclose to

_ ^responding more effectively so as to maintain and enhance interpersonal relationshit >s

____spending more time with others and less time alone___ responding in ways to prevent fights and arguments

accepting helpful feedback fiom ollieis less defensively_becoming more sensitive to feelings and desires of

otherslearning to distinguish more accurately between people T Ccin and ran not I rustlacing able to say "no" without feelings of guilt or

" anxiety

_____improving ny ability to understand what others are trying to roninunirnl e to meicspoiiding nixie c-aliuly and wi th le^u annoyance in Lnu>-trating situationsreducing the tendency to do things which others findannoying ____reducing the tendency to dominate and

control othersovercoming the tendency to be controlled by other people's feelings toward menuking decisions more quickly-developing more skill in managing and controlling fearwhen

_developing more skill in managing and controlling anger and hostility whenolhei goals

CT:

AM Session : Research Workshop Researching an industry, Company and Job Goals;

Participants will identify ways of locating jobs Participants will learn how to research a potential employer Participants will compile a list of 10 potential employers including names addresses and phone numbers.

Suggested Procedure: Write on board:

Who could potentially hire me?Who would I want to work for? Ask group

about past experience in library. (5 min)

Read handout RESEARCH Read aloud,stop for questions/discussion. (30 min)

Read GATHER A LIST OF 20 EMPLOYERS.Discuss directories.(10 min.)

Emphasize use of library as "one stop resource". Inform participants library has free newspapers available. Ask group how they obtained employment in the past and write responses on board: (15 min)

Clubs/organizationsNewspaper adsVolunteer workEmployment agenciesLabor DeptInformational interviewsCommunity agenciesTrade publicationsBusiness membership listsChamber of CommerceYellow Pages

Materials: Research , Gather a list of 20 Employers Homework: Compile a list of 10 employers, names addresses, phone #'s.

Due end of 4th week

Research

INTRODUCTION

Research is one aspect of job hunting that everyone knows about. but most people could do it better. The typical problem is that too manv people don t realize how many ways they can use research to help them find a job. It's much more than just compiling a list of business names and addresses or reading articles about a company before an interview.

Done correctly, research can assist vou in every step of vour job hunt: from writing a more targeted cover letter, to knowing ke\ information that vou can bring up during an interview, to laving the grounawork for effective networking. You can even find out about the existence of jobs where vou thought there were none. In short, research is a wav of making yourself more successful. It gives vou the information vou need to sell yourself effectively.

USING RESEARCH TO STRENGTHEN YOUR JOB HUNT

You can strengthen vour job hunt m seven vital areas through research.

Too manv people walk into a library, collect a few compam names and addresses, and walk out, convinced they've done enough

RZSZAXCH • 75

research. Thev're making a mistake. Research can broaden your job hunt and increase your potential for landing a job.

' Lsh use research to:

1 . Determine in advance which companies are good prospects and which aren't. Although this is an obvious use for research, it's not often approached correctly. By reading articles in trade publications, talking with people at the company, reading corporate public re-lations literature, even by checking Who's Who directories and reading about the managers, you can get a good picture of the people and the company you might want to work for.

The questions to answer: Does this company have job openings in my area? Does it plan to have any in the future? Can I create a job? In snort: Is this company a viable target?

2. Position wursetf more precisely toward a companyiindustrylobjecttve.From dav one m vour job hunt, you will need to target yourself.The onlv wav of doing that accurately is by knowing the particularsof a company s or an industry's goals, and then applying them tovour own.

The Questions to answer: What are recent trends or developments in tne inaustn or company, and how can I use them to sell myself? Who is the ideal cana.ida.te. and how do I match up? Is my objective a realistic one?

3. Help sell \oursetf in an interview or letter. This is one of the biggestpav-offs of thorough research. It will help you take the generaltargeting information a step further and apply it directly to yourletters, resumes, and interviews. By finding out about a company'smanaeement stvle. recent events and developments, and its policiesana OUUOOK. before vou contact them, you can increase your chancesof futine tneir criteria. You can refer to up-to-date information invour cover letter, skew vourseif to match a company's stvie, anticipate their needs, and ask questions of an interviewer that will showoff vour Knowledge.

The questions to answer: What in my background should I empha-sis and what snould I play down? How should I present myself, either in person or on caver?

4. Expana vour list of potential employers. A simple proposition, but onethat's ignored bv manv job hunters. All it requires is an open mind.When vou assemble a mailing list, take a few extra moments tochecK out related industries or companies. When you are reading

about a specific company or industry, make note of other compa-nies, competitors, or ones in related fields. Through research, vou might find job operrngs that fit vour c' j .tiv. " companies or industries you hadn't considered.

The questions to answer: What other industries hire people with my background? Have I overlooked any potential employers? How can I apply my work experience andior educational background to different fields or companies?

5. Discover opportunities in the hidden job market. This is one of the most rewarding outcomes of effective research: finding out about jobs before they are announced and. in effect, getting a jump on anv other candidates. By following industry and company news, and reading between the lines, you can pick up dues that can mean a job in the offing. Be on the lookout for information on impending mergers, proposed expansions, relocations. Take notice of items on a smaller scale: personnel moves, promotions, and the like. When someone is promoted, his or her old job may still be avail-able. Also, a newly hired manager mav want to hire new staff members to create his or her own "team."

The questions to answer: Will jobs be opening up? Can I meet a soecinc need that will come up as a result of (he company's movelmergeri reorganization expansion ?

6. Create a job opening or position. This requires more insight and more thought, but the rewards can be far-reaching. Relying mainly on trade publications, newspapers, and general business magazines, vou can follow the news of a particular company or industry, read about its trends and developments, and put yourself in a position to create a job. A company that is relocating mav need someone to scout out real estate: a company that is cutting back staff may hire an outplacement counselor: an expanding company may need someone to design training programs.

The questions to answer: In what ways could my background fill a need of theirs? What evidence is there that the company needs a new posi-tion? How can I sell the company on both the position and myself.

7. Lay a foundation for networking. Research can make it easier to set up a network of contacts. Bv checking directories, you can find out che names and locations of trade organizations; reading current trade journals can give vou the names of the reporters that cover the mdustrv, the people in your field who contribute articles or are interviewed, and the industry movers and shakers; reading re-gional newspapers can give you the names of influential people in

77

the immediate area. The possibilities are numerous and the effortrequired is minimal. -jTAte- oss.ocjcocfrvafw>>

The questio is to answer What • • : '•*, a Hans an in my field, and how can I contact than? What trade events, conventions, or confer-ences are upcoming! Ham can ! meet employees from the company that interests me? Who are the most prominent people in my objective position, and how can I reach them? Who can introduce me to people in hiring positions?

You can accomplish all of the above by relying on only three general sources: the library, the public relations departments of individual companies, and vour friends and colleagues. Between these three, you can research vour job hunt sufficiendy.

The tnck is knowing how to use diese sources to meet your needs. This chapter will identify specific techniques and sources, ex-piain what kind of information thev can give you and how to apply it to vour job hunt.

USING THE LIBRARY EFFECTIVELY

• The simplest and most logical place to start researching is also the most common: the library.

Beginning vour research at die library is a time-saving first step because of the wide varietv of information you can find there to fit even- aspect of vouc job hunt. Stan widi the most basic—the ad-dresses, phone numbers, and names of the top officers of the com-panies vou want to contact—and then expand to the less basic but equaiiv useful—facts about jobs and companies vou can use to target vourseif in a letter. It is even possible to find out information as esoteric as the hobbies, birthplace, and club memberships of the vice-president of sales who is going to interview you tomorrow.

This ranee of information is what makes die library such a valu-able tool. But that verv varietv mav lead vou to one chief problem— accumulating too much information. To research successfully, you have to ignore most of the data clutter. If you try to take advantage of all the resources in the library, you will onlv make your research too confusing. You should be able to locate what you need by con-sulting just three library sources: reference directories, trade publications, and magazine and newspaper indexes.

REFERENCE DIRECTORIES

Reference directories—books of lists on a variety of subjects-provide an excellent quick-and-easy way of finding basic information that you'll need for different phases of vour job hunt. They help you:

• contact companies—by providing tne company names, addresses,phone numbers, and names of kev executives that you can use tocompile a mailing list:

• build a network of contacts—by providing the names, addresses,and phone numbers of trade associations, plus information onconvenuons, trade events and more;

• add to tour salabitity—through directories, you can find financialstatistics about companies, biographical information about executives, and other information about specific companies and industries that vou will use in cover letters or interviews.

• The following four directories are all you'll need for obtaining the most basic information: the trade associations to contact for net-working; company names and addresses for a resume mailing list; the names of trade publications you'll need to read for want ads and the information that can target you; and more.

1. Encyclopedia of Business Information Sources (Gale Research Company)• An all-Durpose directory listing magazines, newsletters, hand

books, and other sources in over 1.1 Ot) business-related topics.• Use tms for one-stop researching: to put together an immediate

"career database." It isn't as comprehensive as the other directories, but it's a good place to start, especially if vou're in a hum-ana" need mformauon quickly. But don t stop here.

2. Directories in Print (Gale Research Company)• Lists about 8.000 directories, both general business and industry-

specific.• Use this to find industrv-specinc directories, which will be the

basis tor a resume mailing list.

HK9CAKCH • 79

3. The Encyclopedia of Associations (Gale Research Company)• Lists over 20,000 trade and professional associations.• Use this to find information on trade association* that you can

contact for further information an itetworkinjj. pay special attention to the entries — many associations also offer career counseling, seminars, job-referrai services, and other helpfulprograms.

4. Standard Rate & Data Service—Business Publications Rates & Data(Standard Rate & Data Service)• Over 3,000 business, trade, and technical publications listed by

industry groupings.• Use this to put together a list of trade journals. |'ay attention to

circulation figures — in general, those publication* with the widercirculation have more extensive classified ads.

A strong point of the above directories is their wide scope. It's uniikeiv vou 11 miss anvthing that could be of help to you. YOU should also look under more than one subject heading. Don i itay within one narrow field or mdustrv category. Be sure to check rHated topics and fields as well. Something that only seems marginally related might actually trigger job alternatives.

TIP: One word of wanting: Many of the directories uw illogical defi-nitions and group subjects under headings that don't itiim»«M. ateiy come to mind. For example, in Tht Encydopttiia of Associations, under the "computers" category you'll *"•«* mainly associations of retail dealers in computers. If you're «"fr*rT t T'> in associations of computer professionals such as systems ana-lysts or programmers, yon have to check under "data process* ing-'' and "information processing." There, among the word-processing groups, you'll find the associations you want. It's a bit of a headache trying to figure out the editors'but sack with it. The information you can pull out of these directories is definitely worth the time.

Corporate Directories

• If your job search centers around manufacturers and other indus-trial companies, banks, finance companies, and other Fortnne-500

corporations, focus on corporate directories (such as Dun &f Brad-street, Moody's, Standard & Poor's).

They provide me moat general corporate information: ad-dresses, phqnejiumbers. names of key executives, financial statistics, number of employees, and the like—which you can use for mailing lists, company selection, and general background preparation.

Their biggest asset is die number of corporations thev cover, which makes them great timesavers and streamlines your work. Bv looking through only one director/, you should be able to locate information on as manv companies as you need.

The four most helpful corporate directories are:

1. Dun's Million Dollar Directory (Dun & Bradstreet)• Lists 160.000 U.S. businesses in a variety of industries, including

utilities, industrial, transportation, banking, finance.• Listings include name, address, phone number, top executives'

names and tides, financial statistics.• Alphabetical, geographic, and industry classification.

2. Stanaard & Poor's Register of Corporations, Directors and Executives(Stanaard & Poor's Corporation)• Lists over 45.000 U.S. corporations: includes names and titles of

over 400.000 corporate officials, corporation's principal bankand law firm.

3. Mooay's Industrial Manual (Moody's Investor Service, Inc.)• Lists 3.000 companies listed on the New York or American Stock

Exchanges as well as international companies. (Mpodv's also publishes directories for Bank & Finance, rublic Utilities, Transportation. Municipals.)

4. Thomas Register (Thomas Publishing Company)• 12-volume directory of U.S. manufacturers. Volumes 1-6: al

phabetical lisunr of products/services: Volume 7: brand names.• Volume 8 is an alphabetical listing of U.S. manufacturers, in

cluding name, address, phone number, product lines, executives. Branches, representatives, and distributors.

RESEARCH • 81

Industry-Specific Directories

• For information about a specific industry, avoid the corporate di-rectories and go straight to the industry-specific directory for your field.

For example, if you're looking for a public relations job, read O'Dvners Guide to Public Relations Firm; for retailing, read Fairehild's Financial Manual of Retail Stores. Most industries have at least one directory listing companies alphabetically. Note: See the Appendix, "Sources." for list of industry-spetific directories.

As with corporate directories, use the industry-specific directo-ries to compile a list of companies that interest you, to put together a resume mailing list, to get the names of contacts, and to find out basic information (finances, saies/revenues/earnings, number of employ-ees, branch offices, forecasts, and the like).

Another good use for industry-specific directories is to find fields and businesses related to vour target industry—suppliers, service in-dustries, etc. Often these allied fields contain potential employers you hadn't considered.

Biographical Directories

• Biographical directories contain brief biographies of corporate executives, usually upper management, and include information such as place and date of birth, education, and club and associa-tion memberships—ail of which makes them ideal for pre-inter-view prepping.

Knowing the person's background can help you sell yourself more effectively. Pav special attention to anv similarities vou mav share—same hometown, same associations, same school, etc.

Use bioeraphical directories even if vou aren't being interviewed bv someone listed in them. They work well to give you a picture of management stvle and corporate culture. Read about top officers in a particular company and look for similarities in their backgrounds. Did thev all so to Ivv League colleges? Are manv of them members of the same associations? Read between the lines. Use this informa-tion to position \ ourseif in cover letters and interviews.

(From Job Hunting Handbook)

Gather A List of 20 Employers

Why 20 Employers?If you market yourself to 20 employers at one time, you should land one job offer. Of course, there are no guarantees, but statistically, you should expect a 5% success rate. Five percent of 20 employers is one. Market yourself to less than 20 employers and your success rate will be less than one. Later if you find you've had no luck with these first 20 employers, take a deep breath and pull together a second list of 20 employers. Write down the 20 employers that you would like to contact. Get the name, full mailing address with zip code, and telephone number for each business.

Referrals: talk to people. Ask your family, friends, relatives, neigh-bors, former classmates, teachers and counselors if they know of any employers who hire people with your skills.Referrals land more jobs than any other method.

Community Agencies: If you are a veteran, a woman, a minority, a teenager, a senior citizen, and ex-offender, handicapped or disabled, you have dozens of community agencies that want to help you. Find out who they are. Contact your city government Job Service office, church, synagogue, or public library for information.

Job Fairs: The Chamber of Commerce, the job Service, busi-ness associations, large corpora-tions, colleges, and high schools often sponsor job fairs or career days. Look for announcements in the newspaper or on the radio. At these fairs, you'll get to meet employers, face to face, and see where you might fit in.

The Job Service: There are about 2,000 state employment offices around the country. They help job hunters find employment and employers find workers. You can check the computerized Job Bank to

see what jobs are available. You can also discuss your goals with a trained staff member who will pro-vide counseling and arrange inter-view with employers.

Newspaper "Help Wanted" Ads: The local help wanted section of your local newspaper can be used to spot the job you want And it can also be used to spot which com-panies are hiring. Don't be afraid to approach a company that's hiring. If doesn't matter that they didn't advertise for your occupation. What matters most is that they are hiring people.

Trade Directories: If you're looking for a job in a specific industry, go to the library and ask the librarian to help you find the trade directories. Directories list all the businesses in a certain industry - local, state, regional, or national. There are directories for hospitals, publishers, banks, department stores, computer firms, and dozens of other business or trade groups.

Trade Journals: Practically every occupation has its own journal or magazine. There's a journal for nurses, teachers, writers, bankers, lawyers, auto mechanics, engineers, and so on. Check vour library to

see if they subscribe to the journal in your held.. Most journals feature articles and advertisements by major employers. Most also have a help-wanted section.

State Indexes: Most states publish indexes of all the registered busi-nesses in their state. The index to manufacturers for example, list all the textile, plastics, computer, appliance and other manufacturers. The index to retail firms lists all the department stores, drug stores, restaurants, gas stations, and so on. The index to service firms list all the banks, barber shops, hospitals, law firms, and the like. Check your library to see if your state publishes indexes.

Business Membership lists: If you want a job in your own home town, check the membership lists of your local Chamber of Commerce. You might also check with vour dry or town for a copy of those firms doing business in your town.

Yellow Pages: The local Yellow Pages of your phone book is a good place to check for prospective employers. You'll get a cross sec-tional view of all local businesses plus a targeted view of business by industry.

Researching an Education or Training Program

Goals: Participants will understand how to locate and contact schools, request catalogues, and interpret catalogue information

Participants will explore and identify their expectations of a school or training program

Participants will develop a list or questions bhey need answered in order to decide whether or not a school or training program is appropriate for them.

Suggested Procedure:Ask group about their experience with school and training programs in the past? How did they go about finding the program? What were their expectations? Were they satisfied? (15 min)

Discuss: Locating schools:

Phone BookDirectories in the library (Handbook of Private Accredited

Trade and Technical Schools)Info interviews: where did your interviewee get his/her training?

Contacting the school to request a catalogue:Letter (use example)Phone (ask volunteers to role play)

(15 min)

Read handout "Questions and Answers about Schools" and discuss (30 min)

Materials:handout: "Questions and Answers about Schools"

Getting Shsned, Getting Ahe:td

QUESTIONS AND ANSWERSYour meeting with a member of the admissions staff is the time to ask questions. Be sure to ask about the training courses, admissions policies, enrollment process, costs, place-ment activities, and school rules. Your interview should also include a tour of the school.

The TrainingYou will want to know what the training involves.• How long is the training? How many hours per day and days

per week are required? What class schedules are offered?

• What are the skill objectives? What is learned in whatamount of time?

• What kinds of things should you expect to do? How muchof the course is hands-on as opposed to theory and lecture?

• How many courses are individualized, and how manycourses involve working in a team? How many other students will be in the class?

• What kinds of facilities are used, and what kind of equipment is available? How much of the equipment is sharedwith other students?

• What background do the teachers have? For how manyyears and how long ago did they work in the field?

• Will your program include an actual work experience,training in a real business or industry?

• If you have a problem with part of the course, are there. tutoring fees? If you don't pass a part of the course, can yourepeat it without paying again?

• What kind of job can you expect to get once you finish thetraining?

Decidi). 'actors

• Are you required to take a certification test or licensingexam before you can get ajob? Will you be able to apply forcertification/licensing when the training is over?

• Once on ajob, if more training is needed in an area, canyou come back for refresher training?

Tilings to Think AboutThere are no right or wrong answers to these questions. The answers will vary depending on the specific training program. However, think very carefully about some of the answers.

Most career schools stress hands-on training, learning by doing. The point of this method is to train students as quickly as possible to be job ready.

Look carefully at the classroom teaching methods. Indi-vidualized instruction encourages the development of cer-tain skills, but it also relies on the student to stick to the task. Group instruction is more structured, with the teacher setting the pace. You will need to think about what learning environ-ment is best for you and whether the school's structure matches your learning style.

Note the student-teacher ratio. It is one of the most impor-tant factors in ihe classroom. Teachers can be more aware of your needs if they are not teaching too many students at one time.

Career schools are geared to helping students from differ-ent backgrounds. A good school knows that certain parts of the training may be difficult. Therefore, many schools offer tutoring as well as a chance to repeat part of the course, if needed.

Even if training is thorough, a particular job may use a lot ofskills in one or two specialized areas. Many schools allow students to come back at night to review and refresh their training in an area. See if the school has a standing invitation tohelp you once you are on the job. /^-^T\

Getting Skilled, Getting Ahead

Admissions PoliciesAdmissions standards have been set because the school knows what it takes to succeed in specific careers. They want you Ui be able to reach your goal. You will want to ask:

• Is a high school diploma or GED required? .

if!• Is there an admissions test? What happens if the scores ai

•4.Thinks to Think About *tThe school should stress the importance of a high school dM*

ploma or GED because most employers do. Even with the completion of solid training, many employers use the di-ploma/GED to screen out prospective employees. The school

may say that you can get in the program without a diploma,' but, in most cases, schools prefer that students get a GED be-

fore the training is finished. In making this policy, the school is being honest with you, knowing that your chances are limited

without this credential. But don't worry or be discouraged if you don't have a diploma or GED. The school will be very

helpful in telling you how to reach this goal.Private career schools often make each students take a test

before any training begins. Tests are scary to a lot of people,but these tests will help the school judge your basic skills inreading and mathematics. Schools don't wantyou to enroll in ,a program that you can't handle. They are about success, notfailure. If your scores fall below minimum, other choices willbe provided. Some schools have a class to help you work onyour skills, and others know where to send you to improveyour scores. -—- '

J ^

The Enrollment ProcessYou begin the enrollment process when you first meet with the school official. Schools handle enrollment in several dif-ferent ways, but you will want to ask:• When is the next enrollment date for a training class? How

long does the enrollment process usually take?• Is there an admissions test? If so, when may the test be

taken, and when will the results be available?• Is there a second formal interview? Does it involve one per

son or a committee?• What information does the school need before enrollment

can be completed?• When will students know if they have been accepted?

Things to Think AboutThe enrollment process begins with your first interview. You will probably meet with the director of the school or with an-other school official. Remember, your training will be a great investment of your time, energy, and money. This is the time for you to get to know the school and for the school to get to know you.

The school official will be looking at your background, your test scores, and, most of all, your interest in the field you have chosen. A school's chances of having a satisfied cus-

too low?


tomer depend on this information and believing that its staff is offering you good advice based on years of experience.

The CostsThe cost of training is not cheap and will vary depending on the training field and program length. The homework you have done will help you to do some comparison shopping. Although each school's tuition is different, schools should charge similar prices for similar training. If the costs of at -tending the school you are visiting are higher than those of other schools you have read about, ask why. Other questions you will want to ask are:• What is included in the tuition?• Is the registration fee included in the tuition, or is it a sepa

rate fee?• Are books and supplies separate, and, if so, what are the

estimated expenses?• Are tools provided, or must the student pay an additional

fee for some or all of the tools required for training?• Are uniforms supplied, or do they cost extra?• If additional help is needed, must the student pay a sepa

rate fee?.• When training is over, does the student keep the books,

supplies, tools, uniforms, etc., or do they go back to the school?

Things to Think AboutAt this point, you, as the buyer, should be looking for hidden costs. Paying for the training will become a big issue, so you must make sure that you know all of the training costs. (Many schools include textbooks as part of the tuition.) Remember, there will probably be an application fee, which will not be refunded if you are not accepted by the school.

Placement ActivitiesGetting a job is the bottom line. You will want to find out how much assistance the school provides and how successful it has been in placing graduates. Questions you will want to ask in-clude:• What has your placement rate been for the pastyear or two?• What companies have hired your graduates? What posi

tions did they get, and what was their starting wage? Do youhave a current list of employers?

• How many school staff members are involved in placement,and how many students do they work with at a time?

• Does the placement office staff help find part-time jobs forstudents who are in training? What kind of help is provided? Do placement officers arrange interviews? Do theyhelp prepare a finished resume for each student? Do theyreview job applications completed by the student?

• For how long will the school work with a student on jobplacement following graduation?

• Will the school continue to help the graduate if job placement assistance is needed later on?

Things to Think AboutSchools do not guarantee jobs. However, a good school will put a lot of energy into assisting its students in getting jobs. The training program should include instruction in making up a resume, completing job applications, contacting em-


ployers, and handling interviews. If the job involves meeting the public, there should be instruction on proper dress and telephone manner. Practice interviews should be a part of the job placement program and, if possible, videotaping (to help you judge your interviewing skills) should be available.

Although training you to contact employers may be part of the instruction, the placement office should also have a list of employers with whom they have worked. Platement person-nel should be able to refer you to these employers for job openings.

Some schools even offer placement assistance after you have found your firstjob. This means that the school will assist you in finding a job years later if you return for help. This may be important to you in the future, but right now the most im-portant assurance is that the school can help you get that first job.

The School RulesThe rules should be listed in the catalog. The interview will give you a chance to understand them better. Private career schools are not like high school, and there won't be pages of rules. You are an adult and will be treated like an adult. You will need to review the rules and ask:• Is there a dress code, and what does it mean?• What are the attendance rules, and how are they upheld?Things to Think AboutIn many schools, you will be expected to wear the same gear worn on the job. Requiring proper dress and behavior and steady attendance is a form of on-the-job training.

Most schools have strong attendance rules for the simple reason that if you aren't there, you can't learn and won't earn. If you miss too many days, you may have to meet widi the di-rector. If you miss classes too often, you may have to repeat part of the course and may even be asked to leave die school.

Deciding Factors

The school's attendance policies train you to become a good employee with good work habits. At the time you sign the enrollment agreement, you are making your first strong commitment to be there each day to learn new skills.

WALKING THROUGH THE SCHOOLFollowing the interview, the admissions officer should offer you a tour. Although there will be a lot of things to see at one time, you should just try to get a strong feeling for the way the school serves students. Ask if you can sit in on one of the classes for a few minutes. While in the classroom, ask yourself the following questions:

• Is the textbook material easy to read?• Is the teacher lecturing, or leading the class in hands-on

instruction?» Do students seem to have enough to do, and are they enjoy-

ing what they are doing?• Does there seem to be enough equipment for each student,

or does it look as though students have to take turns?

• Does the area look clean?


The school probably will have a student lounge. Ask if you may spend a few minutes in the lounge to talk with other stu-dents. You might ask the following questions:• Are you getting the training you expected?• Do you think you're getting your money's worth?• Do you know other students who graduated, and did they

get good jobs?As you walk through the halls, notice the displays on the

walls. They can tell you a lot about the school. If you don't see anything, you should be cautious. Some typical items are:• School membership plaques and licenses• A part-time jobs board• A display of recent graduates and the jobs they got• A display of student projects• Awards given to outstanding students in the school• News about upcoming student events, meetings, and

graduations

PAYING FOR THE TRAININGAs you have already read, training can be costly. The three main forms of financial aid available to assist students who need help are:•Federal scholarships or grants that do not have to be repaid•Federally insured loans that must be repaid (although pay

ments and interest charges may not begin until after youcomplete the program)

•Part-time employmentIn addition, many states offer programs of grants and scholar-ships.

In order to find out how much financial aid you need, you first must know the cost of a training program. The next step

(S)

Deciding Factors

is to find out how much you will need to pay. To find this out, you have to fill out a Financial Aid Form or Family Financial Statement. Both forms ask you to answer questions about your family's total income and savings and your own expenses for clothing, food, health care, and housing. You may also indi-cate any other unusual expenses. The difference between the cost of the training and the amount you are expected to pay is called your financial need and is the basis upon which finan-cial aid is allowed.

The financial aid forms can be very confusing. This is an-other area in which the private career school can help you. Each school has a financial aid staff person to work with you. He or she is ready to go through the forms with you and tell you what information you must provide. Keep calm: it may take several weeks for the federal government to determine if you qualify for financial aid.

Don't torget that there are deadlines for requesting finan-cial aid. Find out when the financial aid application is due. Even if the deadline is approaching and you are not sure whether you want to attend a school, you can still send in your financial aid application. Your financial aid can be used at any eligible school. But remember, the amount of aid may change because the determined need is based on the difference be-tween the cost of the training and your available resources.

Please note these two bits of advice on financial aid. First, the government is very serious these days about the repav-ment of government loans for education. Second, be sure you are clear about which part of your aid is actually a loan. Find out when you must begin to pay the loan back.

In addition, you may want to look for a part-time job. Manyschools have a part-time jobs board. The jobs listed will not beglamorous or pay well, but they can provide a way to get themoney you need while in training. i [ 0 \


—i The Enrollment Process

When is the next enrollment date for a training class?

If there is an admissions test, when may the test be taken?

Is there another interview before acceptance?

What information does the school need before acceptance?

The Costs

What is included in the tuition?

Is the registration fee separate?

What are the estimated expenses for books and materials?

Are tools provided, or must they be paid for separately?

Are uniforms supplied?

If extra help is needed, is there an additional fee?

Placement Activities

What has been the school's placement rate for the last year or two?

What companies have hired graduates?

What is the typical beginning position, and what is the starting salary?

How many students does the placement staff work with at a time?

What does the placement office do to assist in locating part-time jobs for students while they are in training?

Deciding

Factors

What does the placement staff do to help in getting jobs for the graduate?

Are skills to make the graduate more employable part of

the training, and when does this instruction begin?

The School Rules

What are the school's rules for behavior and dress?

What are the attendance rules, and how are they upheld?

AM Session : Hidden Job Market/Networking Workshop

Goals: Participants will understand difference between Hidden and

Open J.M. Participants will compile a list of 25 personal networking

contacts ~Participants will cut out 5 ads related to short terra goal

Suggested Procedure; Draw 2 Circles on Board illustrating Hidden (unadvertised jobs) and Open Job Markets. Ask participants what percent of all available jobs are advertised? Explain that 75% of all jobs are in The Hidden J.M. This means there are 3 hidden jobs you don't hear about for every job you do hear about. At the same time, 75% of job seekers use open job market. This means by going to the Hidden Job Market you have less com-petition and more choice, leverage for negotiating. (10 min)

Read The Hidden Job Market, discuss. (35 min.) How tap into HJM

Informational InterviewsFriends/contactsYellow pages, cold calls.Write to professional associations, chamber of commerce, library,

temp agencies

Discuss networking as an important tool in finding hidden jobs. Read Approaching a Personal Contact and/or No Nuisance Networking (15 min) Hand outs:

The Hidden Job Market Approaching a Personal Contact

Other Suggested hand outsNo Nuisance Networking Points to Remember When Using a Private Employment Agency What's Up In The Want Ads

THE HIDDEN JOB MARKET

There are several resons why you should not confine your job-search to the visible leads only, as so many job-seekers do. Many of these jobs offer little pay. Others demand special skills, which you are unlikely to have. Visible jobs also create lots ••"f competition because so many job-seekers know about them.

The following statements show some of the attitudes job-seekers often have after pursuing visible leads. Perhaps you have heard these or similar comments. Perhaps you have even made them yourself.

"I have been looking for work these past six months now. What a total waste of time!"

"The employment office doesn't seem to be of much help. There are so many other people down there, anyway."

"I read the want-ads every day, but there are few jobs listed that I want. When I do apply, there are usually lots of people interested in the same job."

These statements show the false belief that very few job openings exist. And this brings us to the main reason why you should not limit your job-search to visible openings: only 25 percent of all available jobs are ever made visible. This means that even the active job-seeker who depends on visible sources would be aware of onlyone out of every four JOD openings.

Jobs do exist. Even in rhe worst economic times, oeople '•eMre, move, and quit. For these and other reasons, people are always being hired. In a slow economy, about one percent of the work force begins, leaves, or changes jobs each month. In more posperous economic tines, when jobs are easier to find, as many as 2 to 3 percent

all working people are in a job transition each month. In the U.S. this means that there are from one million to three million job openings each month.

This chapter explores methods for finding job leads in both the hidden and the visible job markets. It then helps you use these methods to develop and follow up on your leads. As you read about these methods, compare them with the methods you listed at the beginning of the chapter. You will probably decide that you can make some big improvements in your list.

FINDING HIDDEN JOB LEADS***********

There are two very good reasons wny you should concentrate on the hidden openings during you job-search. These two reasons are that

* most openings are hidden rather than visible, and

* there is less competition for the hidden openings.

For these reasons you are more likely to find the job you want and can do well in the hidden job market.

Contrary to what the name seems to inolv, there are few mysteries about the hidden job market. Each hidden job has an employer with certain expectations about the right person for cne job. The job is r.idden merely because the employer chose bt to list it in the newspaper or with an employment agency.

- 2 -

There are several reasons why employers decide not to make positions visible. They may decide that advertising a job is not worth the money, time, and effort quired. They may not want to take time to deal with the countless applicants «no are looking for "just any job." Employers, may intend to fill a position with someone already employed by a company. Or, employers may sort through applications that are already on file. From these they can arrange interviews with the most promising applicants. Employers can even wait for the first good job-seeker who calls or comes througn the front door.

Whatever the employer's reason, you need to solve the mystery "How do I find hidden jobs?" Once you find and apply the solution, your job-search will be ready for success.

Look at the chart titled How People Find Jobs. The data in this chart comes from the largest survey on the question of how people actually find jobs. When deciding what job-search techniques to use, it makes sense to choose those that worked well for others. Notice that the two most effective techniques listed in the chart are applying directly to an employer and asking friends and relatives. Let's look at how you can use these two methods to find the hidden ~ob leads.

How People Find Jobs

The data on this chart is based on the largest survey of how people found jobs. Bulletin 1886, the U.S. Department of Labor. More recent studies support these findings, but indicate as many as 40 percent may actually find jobs through personal contacts.

SchoolPlacement

Office11%

EmploymentAgencies

35%Applied Directly

to Employer

MAKING DIRECT CONTACT WITH EMPLOYERS

The most ef fec t ive method of f indi r .2 i idden JO DS i s to apply d i rec t ly to the employer. Notice in the How People Find Jobs cnart that more than one- tnird of all peop le -no f i nd J O D S f ind tne i r jobs asms ;n is t echnique .

"ost job-seekers assume fat fere ~ust e a job opening before tnev can obtain 1 interview with a prospective employer, "his is not the case, however. Employers e wil l ing to speak to job-seekers , even «nen no job opening exists . Smart employers .iow tnat they may need a good employee at some future time. Perhaps someone will quit , Business mav expand, or someone new on the job may be having problems.

- 3 -

Another factor is that some jobs are hidden from the employers! Many employersGclL.G I"l £W rifl ^ "1 t~ T f\T\ Q OO t~ ^ » TT r* r\ fi - C ' 4 - A 1 • » . "f ^ J- L._Lwllo do Lilt, V SGc L1 L An PniT^ I nvOT" TTTT r»Ht* rt n +-\^-^ r« -I -^ **.. — — _ , - - • — - * - — - w » i**4 v—mpf a. w y c i iiij. KiiL. U U L.Ili s iX VOU D1TOVS VOU

rth cneeded by the company. So, in this case, the employer sees the right

person then sees the right job. For this reason, you should always be ready for a job lead to become an interview.

This 1^ ^"S^V!! a p?Jy i*8 d i r e c t ly t o employers is to make a list of prospects Ihis list should include all of the employers who might possibly hire you to do the JOD you want.

Types of Organizations

Airline food companies

Airport cafeterias........,Bakers, retail ....................................Bakers, wholesale ....................................Banquet caterers....................................Banquet restaurants ...Beach resorts...............

Yellow Pages Prospect List

Level of Interest

2

2

3

3

After you have listed and rated the categories in which you might find a job, you need to list individual employers witnin each categroy. You will contact each employer listed under each category in tr.e Yellow Pages. 'YOU may want to begin contacting employers you've rated "3". This will give you an opportunity to improve your skills in making direct contacts, while talking to the employers who have tne jobs in which you are least interested.

ASSOCIATIONS AND LOCAL ORGANIZATIONS

An association consists of a group Associations differ greatly in their make sources of job leads. In scope an assoc. People who do similar kinds of work often are listed below. In the list below manv REGIONAL. These associations would be li city, or region. An example would be the

AMERICAN ROAD and TRANSPORT BUILDERS ASSOCIATION

of people with a common interest or purpose.up and function. All, nowever, are potentialation can be local, state, regional, or national, form associations. A few of i_hese associations of the associations are referred to as STATE/seed in your area under tne name of your state, Chicago Hotel and Motel Association'.

STATE/REGIONAL FOOD PROCESSORS' ASSOCIATION

ASSOdATED BUILDERS and CONTRACTORS NATIONAL MOTOR CARRIERS

STATE/REGIONAL HOTEL and MOTEL ASSOCIATION LABOR RELATION ASSOCIATION

HOME BUILDERS ASSOCIATION

ASSOCIATION OF PLUMBING, HEATING, and COOLING CONTRACTORS

STATE/REGIONAL ASSOCIATION of REALTORS

STATE/REGIONAL ELECTRONIC SERVICE ASSOCIATION

FEDERATION of LICENSED PRACTICAL NURSES

STATE/REGIONAL MANUFACTURER'S ASSOCIATION

STATE/REGIONAL RESTAURANT ASSOCIATION

STATE/REGIONAL RETAIL COUNCIL STATE/REGIONAL SERVICE STATION DEALERS ASSOCIATION

MECHANICAL CONTRACTORS

NATIONAL ASSOCIATION of SOCIAL WORKERS

NATIONAL RETAIL HARDWARE ASSOCIATION

STATE/REGIONAL WATCHMAKERS ASSOCIATION

SOCIETY of BROADCAST ENGINEERS

Use the phone book to determine wnat associations are available and of use to you. Research the directory listings Associations, Business Organizations, Trade Organizations, and Labor Organizations.

When you contact an association, ask for a list of all the local businesses employing people to do the type of work you want. Also, ask for any ether information that might help you in your job-search.

You may want to join associations that you contact. This could help you get some inside information. By attending meetings you will get to know members of the association. These people may be able to nelp you in your job-search.

Some local organizations are socially or community oriented. These organizations may help you contact employers. You can find such organizations in the Yellow pages under Associations, Community, Foundations, and Social-Service Organizations.

The Chamber of Commerce

The Chamber of Commerce is an association. Its purpose is to improve business in a certain community. Your Local Chamoer of Commerce can be a good source of information on companies that might neeo someone with your skills. Manv Chambers of Commerce, especially at the state level, publish directories. These directories contain data on area businesses. Thus, Chamoer of Commerce is not just a source for job leads. It is also a potential resource for research. Learning such things as a company's size ana specialties will helo vou when an employer asks, "Why do you want to work for us?"

You can locate the Chamber of Commerce DV checking the phone book. At the same zime vou might locate similar associations. Some examples are the business and trace organizations, and the community, =~.ate, federal, and social service organizations. The -;ore you .<now about a company, the "ore confident you can be during an interview. However, naving just the name of a comparv, that needs someone with your skills is aood start. You can return to the phone oook for the basic data you need to establishontact.

The Public Library

The public library is another valuable resource for hidden job Leads. It is overlooked by so many job-seekers. The library has countless materials to help you in your job-search. Just a few of these materials are described below.

* Telephone Directories — Many libraries have current phone books forthe large cities. If you want a job in an area far from your home, thesebooks will be very helpful. Even the local directories can be helpfulif you want to avoid distractions at home or you do not have a phone book.

* Newspapers — The public library keeps the local newspapers on file.Many libraries also keep major out-of-town newspapers. The library'snewspapers can be especially useful when you want to do research toprepare for an interview.

* Business Directories — Business directories have the names, addresses,and phone numbers of businesses and their managers. These directoriesalso have other useful data. Some examples of such directories arePoor's Register of Corporations, Directors, and Executives; The ThomasRegister of American Manufacturers; Dun and Bradstreet's Million DollarDirectory; The Federal Register: and the Directory of Corporate Affiliations.

* Professional and Trade Journals — Many professions and trades have theirjournals and magazines. These publications are concerned with the currenttrends, history, and the future of their fields. They are outstanding

1 resources. They can help you present an up-to-date, professional image in an interview. These journals may also have information about new markets in the profession or trade. And new markets mean new job leads!

Remember — the resources just mentioned are only a few of the many that you can find at the library. Keep in mind tv.c other factors. First, the librarians can help you find the materials that you r.eed. Second, the service your library provides is free.

Other Resources for Leads to Hidden Jobs

Other resources you develop for fir.cing hidden job leads depena on your own insight and effort. Your research with tne Yellow Pages, Chamber of Commerce, library, organizations, and family and friends should direct you toward countless resources. Each new resource mav reveal still more leads.

Another nelpful resource is the employment contractor specializing in temporary help. This person contractpeople to do the job. The temporary job can last from one day to one year. This sort of work can help you make some "survival money'1 so you can continue your job-search.

Temporary wor« can also be a good source of useful information and job leads. If tne temporary work is similar to your :esired position, you can learn or review procedures ana equipment operation. You zan also pick up other information that will r" important to your future job. Another ^avantage to temporary work is that you will ibably be working with permanent employees. Many of these people provide job leads. ..ese people are likely to know of other riaces that are involved with similar products or services.

71

- 6 -

Temporary-help agencies hire people for the following types of jobs. Locate -hese agencies in the Yellow Pages under Employment Contractors-Temporary Help.

Secretarial Unskilled Labor Skilled Labor Technical

Types of Temporary HelpDemonstration Word ProcessingMarketing Data ProcessingFactory Project ServiceAssembly Warehouse

Clerical Security Maintenance

Remember — the more job leads you develop in the hidden job market, the sooner you will make direct contact with your next employer. Do not, however, put off contacting employers until you have completed your list of prospects. Your list and your research will probably never be completed! Contact your prospects as soon as you find out about them. You can continue your research for job leads in between contacts and interviews In fact, you will get many job leads during your quest for interviews. You will learn to go about making direct contact with employers later in this chapter.

Friends, Relatives, and Aquaintances

Friends, relatives, and aquaintances are often overlooked by job-seekers as the important sources of job leads that they are. In fact, they may be your best source of hidden job leads. The How People Find Jobs chart shows that 28 percent of all people find their jobs from leads given to them by friends or relatives. Some studies found that when aquaintances are added to this category, the percentage rises to nearly P percent.

All of your friends, relatives, and aquaintances are sources of job leads, mese people work in places where jobs open up and they know other people with job openings. Your goal is to let them know YOU are looking for a job. They can be especially helpful if they know what sort of job you are looking for and why you are qualified for that kind of job. One effective way to do this is to provide them with a JST Card and discuss what you are looking for. Perhaps they know of a job opening in your field. If not, ESK for the name of someone who might know of an opening.

Making Your List of Prospects

You probably know or have something in common with many more people than you realize. In the box below list all of tr.e groups of people with whom you have something in common. Two of the most important groups have already been listed for you. If you are having trouble thinking of groups, trie list below may give you some ideas.

Some Ideas for the Box below

Neighbors

People who attend my churchPeople I went to school with

(even grade school)Former teachers, former employers People I used to work with. - -

People I socialize withPeople who provide services to me (in-surance agent, hairdresser, grocer, etc.)

Friends of my parentsMembers of my social organizations

- 8 -

Two Job-Search Networks

People who might be able to help

Suppose vou ask your friend for tre names of two people who night help you. You could contact these people, who would thei become part of your job-search network. If each of these oeople give you the names or two others to contact, and so on, vou would eventuallv nave manv people in vour networ-.. And all from just one original contact!

Networking

Networking is not a job-search tecn-iique that vou will use onlv with friends. Vou can start a network with anv person - :r»end, relative, aquaintance - anvone. Work at building up more and more job-search networks as vou use all of tne different ways to find a job.

i in

Approaching a Personal Contact

Starting the conversation:I'd like to talk with you about your job because I want to get into your type of work. Is there a time when we could talk?

If you have a moment, I'd like to ask you a few questions about how you got your job. I want to change jobs and your kind of work really interests me.

You really seem to enjoy your work. I wish I could find a job that was interesting to me. Do you think you'd have a few minutes to tell me how you got involved in this type of work?

I see you're busy right now, but I'd like to ask you about your job. Could I get together with you later?

I'm really interested in your line of work. I wonder if you'd be willing to teH me more about it?

Asking the right questions:

How did you get your job?

Did you get your job through an agency? Which one would you recommend? Did

you find your job in the newspaper? Did you call or write to the company? Do you

know someone in this company who could help me get a job? Did you need any

special training for this job? Where did you get it?

Is there any special type of job experience you need before you can qualify for the kind of job you do?

Is there a training program which would prepare me for this kind of work? How could I get into the program?

What do you like most about this job?

TT

The People Who Know

KINDS OF CONTACTS

Family I see often Family I

don't see often People I

think of as friends

People who are friends of my friends Those I know Those I don't know

People in my neighborhood Those I know Those I don't know

People at work Those I know Those I don't know

People in my church or club Those I know Those I don't know

People I knew in the service Those I still see Those I don't see

People I knew in school Those I still see Those I don't see

People I used to work with Those I still see Those I don't see

People I see often but don't really know

People I know from the Life Skills Program

JOB FIELDS

Construction

Manufacturing

Machine trades

Transportation, communications, and public utilities

Clerical office work

Personal services

Health and social services

Protective services

Wholesale and retail sales

Entertainment and recreation

Possible Personal Contacts

NAM E KIND OF CONTACT (relative, friend, or someone you don't know)

OCCUP \TION

PLACE OF WORK (address of your contact's employer/ PHONE NUMBER (your contact's home or work number/

©NAME KIND OF CONTACT

EMPLOYEROCCUPATION_____

PLACE OF WORKPHONE NUMBER

NAME______________

OCCUPATION

KIND OF CONTACT

EMPLOYER

PLACE OF WORK PHONE NUMBER

NAME

_________________

OCCUPATION

_________________

PLACE OF WORK

KIND OF CONTACT

EMPLOYER

PHONE NUMBER

NAME

_________________

OCCUPATION

______________

PLACE OF WORK

KIND OF CONTACT

EMPLOYER

PHONE NUMBER

HIDDEN JOB MARKET EXPLORATION

People I can call:

Name Company Phone#

Newspapers, Trade Publications and Journals related to vocational goal:

Professional Organizations and Associations related to goals

NO-NUISANCE NET-WORKING: HOW NOT TO TURN OFF CONTACTS

Through my college placement office, I recently arranged an

interview with an advertising executive to find out more about that field. She mentioned that her firm may be expanding; I assumed she meant jobs would be opening up there, so I phoned her a few weeks later. She never returned my call. Should I try again? What's the best way to proceed with "networking"?

a

"Information inter-views" are highly rec-

ommended by alumni place-ment offices and career

A

counselors: You learn about a particular field or company, and it can be an effective way of making yourself visible and getting referrals in a field you like. But they are not job inter-views, and you'll get the wrong recognition if you misuse this opportunity.

Always keep in mind that your contact is doing you a fa-vor. No one owes you any in-formation. Even if your contact is a graduate of your school or a friend-of-a-friend. she's un-der no obligation to you. Many people are delighted to help newcomers, but they don't like to be put on the spot about jobs. "If you approach con-tacts saying you're researching a particular career, then come to their office and quiz them about job openings, you may appear insincere'and manipula-tive," says Victoria Ball, di-rector of career-planning ser-vices at Brown University.

On an information inter-view, your purpose is to ask good questions rather than ag-gressively sell your skills. It's okay to talk about your back-ground, but keep it low-key. "Share information about yourself when appropriate; don't showcase your abilities as you'd do in a job inter-view," says Ball. "The differ-ence is subtle, but important."

Even if your contact tosses out leads ("We may get more funding in the fall" or "Our secretary will be taking a leave"), don't press for infor-mation on specific jobs without clear signals of interest in you. Don't hand her a resume unless she asks for one. You might say, "Would it be appropriate to follow up on that after my research is complete? Whom

should I contact?" That way you'll stay in your information-collecting role, and you'll come across as a thoughtful, confident person who wants to do her homework.

Test the person's willingness as you proceed. When you first request the interview, arrange it strictly at her convenience. (It's preferable to visit her of-fice, but don't decline a phone interview if it's all she can manage.) At the end of your talk, ask if she can give you the name of someone else you could speak with in the field.

Don't presume that you can continue to phone her for ad-vice or job leads after the inter-view. But. if she says, "Con-tact me when you know what you're doing" or "Call in three months; there may be an open-ing," feel free to do so. Al-ways follow through with a thank-you note. If you want to let her know what's up with you in a few months, a personal letter is best—phone calls may be an intrusion.

Newcomers to networking need sensitivity and a light touch. "People become pests when they push to make efforts pay off overnight." says Ball. When you're trying to uncover career info and job leads, you'll make a better name for yourself if you tread lightly. D

Points to Remember When Using a Private Employment Agency

Acetates 4 and 5 review the important points you should keep in mind in using a private agency to find a job:

• how to check up on an agency before you go there:• making a good impression when you visit an agency;• things you should know about agency contracts and fees;• some final hints for interviews and what follows.

Finding out more about an agency:

Check with friends or relatives who have used employment agencies.

Look through the want ads or the classified telephone directory ("Yellow Pages'') to see what jobs the agency specializes in.

See if the agency is listed in the Directory of the National Employment Association.

Ask the Better Business Bureau whether any complaints have been filed against thisagency.

Visiting an employment agency

Dress as if you were going to a real job interview — you may be sent on one that same day.

Fill out agency application forms neatly and completely.

Answer the agency counselor's questions in an honest, positive manner.

Being careful with contracts and fees:

If you do not understand a contract entirely, do not sign it.

If there is something in the contract that confuses you, ask the counselor for help.

If there is something in the contract that seems strange, and the counselor has not been able to help you, leave it unsigned. Take the contract home, go over it carefully, or show it to someone (for instance, at the Better Business Bureau).

If you do sign a contract, take a copy of it with you.

If you are offered a special fee payment plan, have it written into the contract.

Do not assume a job is fee-paid — ask before you go on the interview.

If you are asked for a fee deposit, get a receipt for it. This deposit is refundable.

If you pay a fee deposit, return to the agency to get it back — in cash, or as a reduction of the fee if you accept the job.

If you pay a fee, you can deduct it on your income tax.

If you do not accept a job, you do not owe the agency any money.

Going on interviews — and afterwards:

Do your best to make a good impression on the employer — the agency can't get you the job: it can only arrange the interview. The rest is up to you.

If you are sent for an interview to a company that has not listed a job opening with your agency, do not use that agency again.

Do not tell the agency or the employer that you are accepting a job unless you are sure of your decision.

If you feel the agency has dealt unfairly with you. complain to the Better Business Bureau.

180 • THE ONLY JOB HUNTING GUIDE YOU'LL EVER NEED

you find yourself being pressured into them, consider switching agencies or asking for a different counselor.

1 If a position comes up that isn't exaci.lv what you want, but is in the right field or company, have the interview anyway. Use it to practice your techniques. Afterward, vou can ask the counselor for feedback: what did the emplover think of you. what prob -lems arose, is there any one area of vour presentation that needs work, etc. You then can apply this information to more impor-tant interviews.

Don t wait for the agency to contact vou. Make it a habit to check in periodically and see what's happening. It refreshes the coun-selor s memorv and increases your chances of being remembered when something suitable comes in.

Consider switching agencies if you have no results after a few-weeks. Counselors often start easing up on their efforts to place vou if chev haven't done so in a shon time. If vou sense this is the case (the counselor is unavailable to meet with vou: no inter -views are forthcoming; you rarelv get through to speak with the counselor), you are better off starting fresh with a new agency than sticking with the old.

For runner information, check with:

National Association of Personnel Consultants (NAPC) 1432 Duke Street Alexandria, VA 22314 703/684-0180—Publishes Access, a directory of member employment agen-

cies that is organized by specialty and geographical location.

EMPLOYMENT AGENCIES

-f

Contacting Agencies j.

• Avoid general employment agencies if you have a lot of previous :

work experience. An agency that specializes in vour field will |-probablv have manv more opportunities available to you than ?

one that's more generalized. \• Ask friends and colleagues for recommendations of specific *

agencies, perhaps ones thev have used for their own job hunt orones thev have used through their company. Be sure to get the .names of individual counselors to contact.

*• Call the personnel departments or office managers of companies f

in vour field and ask them which agencies thev have used. This ;will give vou a good sense of which agencies work with which |companies. I

• Whenever possible, contact agencies directly bv phone and savevourself some waiting time. If vou don't have the name of acounselor, ask for the person who handles jobs in vour specialtyarea.

• Avoid contacting agencies on Sunday, Monday, and Tuesday.Because of the number of ads that are run in the Sunday classi-

i

EMPLOYMENT AGENCIES

Contacting Agencies

• Avoid general employment agencies if you have a lot of previouswork experience. An agency that specializes in your field willprobablv have manv more opportunities available to you thanone that's more generalized.

• Ask friends and colleagues for recommendations of specificagencies, perhaps ones they have used for their own job hunt orones thev have used through their company. Be sure to get thenames of individual counselors to contact.

• Call the personnel departments or office managers of companiesin your field and ask them which agencies they have used. Thiswill give vou a good sense of which agencies work with whichcompanies.

• Whenever possible, contact agencies directly by phone and saveyourself some waiting time. If you don't have the name of acounselor, ask for the person who handles jobs in your specialtyarea.

• Avoid contacting agencies on Sunday, Monday, and Tuesday.Because of the number of ads that are run in the Sunday classi-

180 • THE ONLY JOB HUNTING GUIDE YOU LL EVER NEED J

you find yourself being pressured into them, consider switching agencies or asking for a different counselor.

• If a position comes up that isn't exactlv what you want, but is inthe right field or company, have the interview anyway. Use it topractice your techniques. Afterwa i. vou can ask the counselorfor feedback: what did the empiover think of you, what problems arose, is there any one area of vour presentation that needswork, etc. You then can apply this information to more important interviews.

• Don t wait for the agency to contact vou. Make it a habit to checkin periodically and see what's happening. It refreshes the counselor s memorv and increases your chances of being rememberedwhen something suitable comes in.

• Consider switching agencies if you have no results after a fewueeks. Counselors often start easing up on their efforts to placevou if thev haven't done so in a short time. If you sense this isthe case (the counselor is unavailable to meet with you; no inter-\ ie^\ s are forthcoming; you rarelv get through to speak with thecounselor), you are better off starting fresh with a new agencythan sticking with the old.

For further information, check with:

National Association of Personnel Consultants (NAPC) 1432 Duke Street Alexandria, VA 22314 703/684-0180—Publishes Access, a directory of member employment agencies

that is organized by specialty and geographical location.

JOB-RELATED SKILLS

WHAT'S UP IN THE WANT ADS?

Look through the newspapers. Find four Help Wanted ads that interest you. Cut them out and paste them below. Then answer the questions.

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AM Session: Who I Am Groups

IGoals; Participants will develop an integrated understanding of

themselves as recovering individuals and workers.

Participants will write about major life areas in group: Substance Abuse, Family, Education, Work, Personal Growth, Leisure/Recreation, and Goals.

Participants will process feelings brought up through this exercise with counselor and peers.

Suggested Procedure; Ask a participant to read appropriate section of Who I Am handout, onesection to be addressed in each Who I Am group. (3 rain)

Ask participants to write about the section selected for that group.(40 min) ) x Allow participants to discuss feelings that came up

during writing(15-20 min.)

Materials: Who I Am

AM Session : Resume Workshop 1

Goals; Participants will understand function of resume in job search Participants will understand 3 styles of resume: Functional,

Chronological, and Targeted Participants will learn the 5 essential parts of a

targeted resume

Suggested Procedure; Ask group what they know about resumes. Discuss resume as a summary of qualifications and experience. Discuss the 3 types of resumes and how to choose an appropriate format for their needs. Emphasize the targeted format as a way to focus on you and your skills rather than past employers. (15-20 min)

Read Handout "What is a Damn Good Resume". After reading Job Objective section, ask for volunteers to share their objectives. (20 min)

Discuss Summary of Qualifications portion of resume. Use examples when appropriate. Refer to Pietro Garni and Deborah Maxell examples in handout.Ask volunteers to share with group their qualifications as time permits.Write summary of response on board in resume format.(20 min)

Homework:For next Resume group, bring in Job ObjectiveStart working on Qualifications part of resume. Refer to TransferableSkills worksheet and Functional Skills list.

Handouts:What is a Damn Good Resume Functional Skills list Selection Process Examples of Resumes

WHAT IS A DAMN GOOD RESUME?• A DAMN GOOD RESUME is a self-marketing tool.• It's designed with one goal in mind: to get you a job interview.• It always starts with a clearly stated Job Objective; then it presents your

skills, experience, and accomplishments in terms of THAT current JobObjective.

f This hybrid type of resume combines the best features of "functional," "achievement," and "chronological" resume styles. It is lean, focused, and effective.In contrast the old-style standard resume listed your Work History in chronological order (so far so good), but it then went on to describe your old jobs in grim and boring detail, with total disregard for their current relevance. (This was really just a list of abbreviated Job Descriptions.) This old-style resume often OMITTED mention of your current Job Objective (incredible!). And worst of all, it was then left to the hapless potential employer to figure out what all that MEANT to her, what work-role you wanted NOW, and how well suited you were for that position.A DAMN GOOD RESUME is far more effective because it SELECTS and INTERPRETS your past work experience AS IT RELATES to your current Job Objective. It OMITS everything that isn't clearly relevant to that current objective. It INCLUDES everything that IS clearly relevant—regardless of old job titles (if any) or salary (if any)—giving you full credit for all that you've learned and accomplished.A DAMN GOOD RESUME is a breath of fresh air to an employer, who looks it over and sighs, "WOW, finally somebody who knows what she wants, who knows what she has to offer, and who gives me just the information I really need, in a nice simple form. Terrific!"

Now the «*haiiMgi«g parts!

C. Job ObjectiveCompose a clearly stated Job Objective, using a minimum number of words.

"OH SURE!," you say, "Just like that!" Take heart, it's NOT just you. EVERYBODY seems to have a hard time being clear and explicit with their Job Objective. It may be the HARDEST part of the resume to do. But it's also critical to be focused here, if your resume is to be effective.So LIGHTEN UP ABOUT IT. You're not locking yourself into one role for life . . . you only need to be CLEAR about what you want to do NEXT.

Here are some examples of what a cleariy stated Job Objective looks like:• Position as editorial assistant in book publishing.• Entry position in financial analysis with a major financial institution.• Position in Administrative Services, focusing on special administrative projects,

editing/word processing, and accounts receivable.• Position as bookstore clerk at Avenue Books.• General manager in food service, restaurant or food-related business.• Licensed clinical social worker, specializing in relationship problems and substance

abuse, working with individuals, couples, and families.• Receptionist/office assistant in a chiropractic office.• Part-time clerical position in a bank.• Software engineering position with Computer Task Group.• Trainee in real estate property management.• Free-lance research, editing, and collaborative writing.• Position as fire fighter with Berkland City Fire Department.• Developmental or applications engineer for new plastics products or packaging.• Position as Director of Industrial Relations with College of San Gabrielle.• Chemist in a research lab, specializing in hydrocarbon analysis.• Hypnotherapist in affiliation with a holistic clinic or health center.• Employment counselor/job development position, working with disabled clients.

Method #2 - The Brainstorm Method (for identifying your objective)You might settle on a. Job Objective by starting out with a quick 10-to-15 minute "brainstorm."• Jot down every job title you can think of that would be acceptable as your very nextjob. Not necessarily your ideal job or even your job five years from now. but your VERYNEXT job. Don't list "skills used" or "working conditions" either, but actual job titles.A "brainstorm" list would include every job title that pops into your mind right now. that seems appealing and acceptable... given what you already know about those jobs.

• Prioritize this "brainstormed" list of job titles by asking yourself these questions:—Which job titles realistically belong in the future, after I've gained some more

experience?—Which of these job interests may more appropriately become my hobbies? —Which one* am I ready for and interested in right NOW? Of THESE, which

would I give first priority? Second priority?Finally, select a current Job Objective from the First Priority group and focus your resume and your job hunt on THAT one for at least the next month.

from The Resume Catalog. Tony, a recent collegegraduate, did a "brainstorm list" that looked like this after we rearranged it according to

his priorities:Here's a "Brainstorm''

first priority: top interests now customer services banking stockbrokerfinancial analyst

Second priority:interest group replobbyistforeign policy analystpolitical specialistdemographergeographer

Second priority (continued)travel agent?politician?intelligencedefense researchreal estate

maybe later, or hobbiesjournalistauthorprofessor, international relationshistorianastronaut?

The current Job Objective Tony settled on was: "Entry position in financial analysis or customer services with a major financial institution.''Then, when a specific job came along that he wanted to apply for. he changed it to: "Job Objective: Junior analyst position with Bank of America."

So that's ANOTHER way to go about focusing on your Job Objective.If this worked for you. move on to "Relevant Skills and Experience" on page 13.If neither Method # 1 nor #2 works for you. and you just don't know what you want to do. try the Favorite Skills Alternative on page 21.

D. Relevant Skills And ExperienceNow, here is the heart of your DAMN GOOD RESUME, and it's the most challenging part. Get ready for a radical idea:

What we want to create — contrary to everything you've heard in the past about resumes — is a word picture of you in your proposed new job, created out of the best of your past experience.

A) So first, get out the sheet of paper on which you've written your current JobObjective. Ask yourself what are the five or six major skills required for that job.B) Get out a sheet of paper for each of those skills or special knowledge areas, andlabel each page. (In some technical fields, special knowledge can be presented in thesame way as a skill.) See page 56 for lists of skills and special knowledge.C) Then ask yourself, "When did I use those same skills in the past?"D) Now on each blank page, under each of the skills listed, begin to writeaction-oriented "One-Liner" statements that clearly and concisely describe how youused or developed those skills in the past.E) Then you can assemble the Relevant Skills and Experience section of yournew-job resume by putting those five or six skill paragraphs together on one page.-> The illustration on the next two pages shows how one person did this process. Piece of cake, right?Now Some Words of Reassurance. It's v-e-r-y easy to get bogged down at this point, in confusion over what to do first, especially if you're less than sure what skills are needed for your new line of work. Some initial chaos here may be inevitable, until you get well into it.In actual practice working with my resume clients, we often simply GUESS, tentatively

some skill areas that SEEM most relevant to the Job Objective.Then we begin writing One-Liners, and we SEE if we have enough good material to go under each of those tentative skill headings. Usually we end up rephrasing the skill areas, and/or combining some, and/or breaking some down into two or three other skill areas. Whew! THIS IS HARD WORK! If you make it this far, you can call yourself an Editor!

TIP: For selecting work experiences to illustrate your skills:Do choose only work experiences that actually provided a sense of satisfactic andDon't focus on just your job duties and responsibilities (i.e., job descriptions). This way you'll have a much more interesting resume, and one that better supports your effort to find a job you'll really ENJOY.

E. The Highlights of QualificationsThis could also be called: "Summary of Qualifications," or simply "Summary."

This is my very favorite section of the resume, because it is the one section that can immediately draw attention and make your resume stand out from all the others. It's a unique paragraph that is unabashedly self-marketing.The essential message of the Highlights is two-fold:1) First, that you are QUALIFIED — you have the experience, credentials, and basic

skills needed for the job.2) Second, that you are also ESPECIALLY TALENTED (perhaps even gifted) in the areas

that really matter — in other words, for THIS job. you're "hot."*

•Now I can hear some of you muttering. "Oh. but I'm not sure I'm really 'hot.' In which case you've almost certainly got the wrong Job Objective, and then of course you wouldn't be hot at that! So look again at what you're really "hot" at what gives you great satisfaction and a sense of worth and joy and accomplishment and then reconsider your Job Objective accordingly.

And that's a winning combination: basically qualified PLUS unique and special.All the REST of the resume, of course, needs to be consistent with the generalizations made in these Highlights, backing them up with facts and figures, telling what, when, where, and how.The primary advantage of using the Highlights section is that you can MAKE SURE the reader gets the essential points you're trying to present. Your Name/Address, Objective, and Highlights — all by themselves — are like a "mini resume." If THAT MUCH captures the attention of your reader, they're more likely to read further for the details of your skills and experience.

HOW TO WRITE A GOOD "HIGHLIGHTS OF QUALIFICATIONS'My favorite approach is the Best-Friend Scenario method.

First imagine this scene: A really special friend of yours, who knows you very well and knows just what your strengths and special qualities are. JUST HAPPENS to also be professionally acquainted with the Hiring Person at the firm where you'd like to work! (A fortuitous coincidence.)Your Best Friend sincerely thinks you'd be just perfect for the employer's job opening. They are having lunch, and your Best Fnend says to the Hiring Person: "Listen, I know

the very woman for that Job, and you'd be crazy not to hire her. She's got everything you're looking for."And your Best Friend rattles off five hard-hitting, true, appreciative statements about you. These describe your qualifications and strengths so succinctly and persuasively that the Hiring Person is most impressed, and responds. "Well. SURE I want to meet her. Sounds good to me!"Now, what WERE those five hard-hitting, true, appreciative statements your friend put forth? Whatever they were, that's what should be in your Highlights.

A typical group of Highlights might include:a)How much relevant experience you have.b)What your formal training and credentials are, if relevant.c)One significant accomplishment, very briefly stated.d)One or two outstanding skills or abilities.e)A reference to your values, commitment, or philosophy if appropriate.

Here are three examples of Highlights (and their corresponding Job Objectives):Objective: Position as Radio Programmer — Third World and Special Projects

* 12 years experience producing programs on the cutting edge, provoking newunderstanding of science, art, music, and history.

* Influential in introducing black avant-garde music to the Bay Area.

* Recognized authority in the field of third world creative programming.* Conceptual talent for clarifying and developing the essence of a project.* Demonstrated commitment to supporting integrity and creativity in media.

Objective: Position as Professional Waiter with a unique, quality restaurant.* Attuned to the working rhythms of the restaurant business, and able to see what is

required at any point in time.* Professional talent for assessing and adapting to the moods and needs of both

restaurant guests and other staff.* Highly creative in resolving problems and developing profitable opportunities.* Enthusiastic and persuasive in promoting a quality product.* Sharp, hard working, and productive.

Objective: Position in Marketing. Public Relations, and/or Promotions.* A "born promoter," able to generate enthusiasm in others.* Proven successful in increasing sales and customer base.* 10 years experience in public relations and promotions.* Extremely well organized: follow through to the last detail.* Balanced strengths in careful listening and decisive action taking.* Committed to producing results above and beyond what's expected.

Look at the Highlights (or Summaries) on the resumes in this book for more ideas.However, please do not copy someone else's Highlights verbatim! It will riot do youjustice. Even if everything they say about themselves is also true about you, that's notthe point! Those are the most important highlights for THAT person for THAT objective,and there's no way this can be identical for YOU with YOUR particular objective.

OfBesides, The Damn Good Resume Guide gets around. At least one reader wasembarrassed when he got caught using another person's Highlights directly from this

fl

book. Don't let it happen to you!

n TEN MOST COMMON RESUME WRITING MISTAKESWe've surveyed scores of prime employers, career counselors, and employment agen-

cies to determine what they feel are the most common repeated mistakes in the thousands of resumes they see. Here are the top (bottom) ten:

1. Too long (preferred length is one page).2. Disorganized—information is scattered around the page—hard to follow.3. Poorly typed and printed—hard to read—looks unprofessional.4. Overwritten—long, paragraphs and sentences—takes too long to say too lillle.!>. Too sparse—gives only bare essentials of dates and job titles.6. Not oriented for results—doesn't show what the candidate accomplished on the

job.7. Too many irrelevancies—height, weight, sex, health, marital status are not needed

on today's resumes.8. Misspellings, typographical errors, poor grammar—resumes should be carefully

proofread before they are printed and mailed.9. Tries too hard—fancy typesetting and binders, photographs and exotic paper stocks

distract from the clarity of the presentation.10. Misdirected—too many resumes arrive on employers' desks unrequcstcd, and with

little or no apparent connections to the organization—cover letters would help avoid this.

H I TTTf

164

BankerTHE PERFECT RESUME

MAHANI L. KATASHEMI

4060 Boulevard East Apt. West New York, New Jersey 07190

Home: 201-863-85^2 Office: 212-792-5360

Chronological

WORK EXPERIENCE:

FEDERAL RESERVE BANK OF NEW YORK 1975-Present

Operations Analyst; Responsible for developing proposals to top management for operational reviews, organizing and managing the task forces to conduct the reviews, documenting and presenting recommenda-tions to top management, and coordinating this Bank's efforts with similar initiatives in the Federal Reserve System. Major accom-plishments include:

* Initiated, organized and managed a review of bankexaminations and bank applications processingactivities. Annual savings - $500,000.

* Developed multi-year plan, capital and operatingbudgets for the 185 person Foreign Department andanalyzed costs of foreign exchange and investmenttransactions.

UNITED NATIONS DEVELOPMENT PROGRAM 1973-1975

Planning Officer: Responsible for program planning, resource allo-cation and evaluation of a $100 million program of technical and capital assistance to developing countries in the area of population control and economic development. Major accomplishments include:

* Organized and supervised a ten-month, 15 personstudy of the world contraceptive market, sponsoredjointly by UNDP and the Ford Foundation.

* Developed a model-based forecasting system for programplanning, management and control.

* Developed population control projects for countries inEast Africa and the Middle East.

EDUCATION;

NEW YORK UNIVERSITY, GRADUATE SCHOOL OF BUSINESS MASSACHUSETTS INSTITUTE OF TECHNOLOGY HARVEY MUDD COLLEGE

Ph.D. 1978 M.S. in Management 1973 B.S. in Systems Engineering 6 Physics 1969

172 THE PERFECT RESUME

Executive Secretary Targeted

JOB TARGET: DEBORAH K. MAXELL 220 W. E Street Washington, D.C. 20009 ' 202-998-7236

EXECUTIVE SECRETARY TO PRESIDENT

Capabilities:

*Create and maintain a simple, highly workable file system.*Supervise office staff.*Handle high-pressure phone calls.*Compose and prepare routine correspondence.*Prepare financial and other reports.*Handle purchasing for large office.*Handle travel and hotel arrangements.*Manage social as well as-business correspondence.

Achievements:

^Managed business relationships with high level financialexecutives. *Supervised staff including assistant, receptionist,steward, and wire operator. *Assisted with daily cash

placement. *Planned itineraries, arranged trips. *Assisted editing of financial reports. *Maintained business and personal calendars. *Took dictation. *Arranged installation of electronic quotation equipmentfor 100 branch offices. *Arranged bank

loans for firm officers.

Work history:

1975-Present AZOR CORPORATION - Executive Secretary to Vice President, Finance

1974-75 GENERAL SECURITIES CORPORATION - Executive Secretary and Personal Secretary to Vice President

1967-74 JASON-WALKER INC. - Executive Secretary to Executive Vice President

Education:

1974 Bentley Business Systems.S.U.N.Y. BuffaloNew York Institute of Finance

Emphasizes capabilities, not experience. Colleges listed but not dated, as there were no actual degrees.

STEP 1: SELECTING YOUR RESUME FORMAT 69

PROCESSListed below are summaries of advantages and disadvantages of each type of resume

we have covered. Check each statement that applies to you, then select the format best for you. If you are still unclear about which format to choose, try doing a couple of approaches and comparing the results when you get to Step 2. For furthep-eiatity we have included another sot of examples .on pagejJMjtjp_194.

CHRONOLOGICAL

IS Advantageous________When name of last employer is an

important consideration________When staying in same field as

prior jobs________When job history shows real

growth and development________When prior titles are impressive

In highly traditional fields (educa-tion, government)

Is NOT Advantageous________When work history is spotty

When changing career goals

When you have changed employ-ers too frequentlyWhen you wish to de-emphasize ageWhen you have been doing the same thing too longWhen you have been absent from the job market for a while

When you are looking for your first job

70 THE PERFECT RESUME

FUNCTIONAL

IS Advantageous

When you want to emphasize capabilities not used in recent work experienceWhen changing careersWhen entering job market for first time

Re-entering job market after an absence

If career growth in past has not ____been goodWhen you have had a variety of different, relatively unconnected work experiencesWhere much of your work has been free-lance, consulting, or temporary

TARGETED

For highly traditional fields such as teaching, ministerial, political, where the specific employers are of paramount interestWhere you have performed a limited number of functions in your workYour most recent employers have been highly prestigious

Is NOT Advantageous________When you want to emphasize a

management growth pattern

Includes most of the advantages and disadvantages of the functional resume and these further considerations:

IS Advantageous________ When you are very clear about

your job target________You have several directions to go

and want a different resume for each

________ You want to emphasize capabilities you possess, but may not havepaid experience in

Is NOT Advantageous________When you want to use one resume

for several applications________You are not clear about your capa

bilities and accomplishments

When you are just starting your career and have little experience

Functional Skills

Abstracting/ conceptualizing - parts of a system into a whole; non observable physical phenomena; ideas from surface events; new special relationships.

Administering - a department of people, programs; a specific activity, such as a test.

Advising - giving financial counsel, advice; advice in an educational system.

Analyzing - quantitative data^ statistical data; human/ social situations.

Anticipating - staying one step ahead of moods of the public; being able to sense what will be fashionable in consumer goods; expecting a problem before it develops, seeing first signs.

Appraising - evaluating programs or services; judging the value of property; evaluating performance of individuals.

Arranging - social functions, events; meetings between specific people

Assembling - technical apparatus or equipment; items of information into a coherent whole.

Auditing - assessing the financial status of an organization.

Budgeting - outlining costs of a project; assuring that money will not be spent in excess of funds; using money efficiently and economically.

Calculating - performing mathematical computations; assessing risks or an activity in advance.

Classifying - sorting information into categories.

Coaching - guiding activities of an athletic team; tutoring in academic subjects of other pursuits on a one-to-one basis.

Collecting - money or services from people who owe; items from widely scattered; many items in a single class (i.g., stamps).

Committee Working - attaining objectives through committee processes; creating and implementing committee structures.

Compiling- gathering numerical, statistical data; accumulating facts in a given topic area.p^otfit Confronting - obtaining decisions from

reluctant f giving bad news to others; obtaining

information from others who are unwilling to disclose it; resolving personal conflicts. Constructing -

mechanical apparatus; physical objects, furniture, etc.; house construction or similar. Controlling-

exercising financial control; crowd behavior, children; environmental control

Coordinating - numerous events involving groups of people; quantities of information; activities in several locations; events in time sequence.

Corresponding - answering inquiries by mail; initiating letters to others; soliciting business by mail. j |

Counseling - helping people with personal/ emotional concerns; helping people with life development concerns, career, finances; helping people with educational plans; helping people with family matters.

Creating - artistically (visual arts etc.) new ideas for an organization; new ways of solving mechanical problems; inventing new apparatus, equipment.

Dealing with pressure - risks toward self, physical and otherwise; risks toward others; time pressure, deadlines for getting work done; complaints, abuse from others.

Dealing with unknowns - making decisions based on severely limited information; making hypotheses about unknown phenomena.

Deciding - making decisions about use of money making decisions involving safety of others; making decisions about alternatives.

Delegating - distributing tasks to to others; giving responsibility to others on a work team.

Designing - physical interiors of rooms; exteriors of buildings; plans involving processing or information.

Developing mathematical models - for scientific phenomena; for behavioral phenomena; for economic phenomena.

Dispensing - information to the public; materials, equipment, medicine.

Displaying - ideas in artistic form; pictures for public display; products in store windows; equipment, mechanical devices.

Distributing - products to people personally; marketing products, making them available to customers.

Dramatizing - business/ commercial ideas (e.g. advertising presentations); social concerns working behind the scenes for dramatic events.

Editing - newspaper, magazine pieces; book manuscripts, etc.

Enduring - long hours of work; physical danger; people who are "difficult", periods of being alone; physical hardship.

Entertaining - on an in person basis, to audiences; via electronic media; giving parties, social events. | J

Estimating - judging likely costs of an operation; projecting possibilities of future income; judging physical space accurately.

Managing- being responsible for the work of others; having responsibility for the processing of information; guiding activities of a team; having responsibility for meeting objectives of anorganization or department.iMapping - mapping geographical, physical boundaries and space; putting sequences of events into graphic form.

Measuring - obtaining accurate scientific measurements.

Mediating - being a peacemaker between conflicting parties; acting as a liaison between competing interests or differing constituencies.

Meeting the public - being a receptionist or greeter; giving tours; being public representative of an agency; selling products in a public place; dealing with public in a service capacity ( e.g., policeman or barber)

Monitoring - following programs of another person; observing programs on equipment or apparatus.

Motivating - others for peak physical performances; others for psychological efforts, helping them to overcome their inertia.

Moving with dexterity - being able to move with speed and grace (spurts, etc.)

Negotiating - financial contracts; between individuals or groups in conflict.

Observing - physical phenomena with accuracy; behavior of human beings; social/ historical changes; small details in physical objects; small details in written materials.

Obtaining information - from written sources, documents; from unwilling individuals.

Operating - scientific equipment; mechanical devices, vehicles; electronic data equipment, computers, etc.

Organizing - bringing people together for certain tasks; gathering information and arranging it in clear interpretable form; arranging political activity, rousing the public to action.

Outdoor working - involvement with the land and its resources; involvement with animal life; testing oneself against physical challenges; involvement with wild animals; collecting scientific data; recasting land for commercial use.

Persuading - influencing others to see your point of view; using influence with others where money is involved; persuading others to help you.

(Planning - anticipating future needs of a company or organization; scheduling sequence or events; arranging an itinerary for a trip.

Politicking - generating support for one's ideas within an organization; generating financial support from another agency or organization; attempting to influence policy within an organization.

••'IEvaluating - assessing a program to determine its success; judging the performance of an individual.

Examining - administering written tests; making a financial assessment; looking for symptoms.

Exhibiting - showing or demonstrating.

Explaining - justifying ones actions to another; making obscure ideas clear to others

Expressing feeling - to another individual personally; to an audience or other group.

Finding - information from obscure, remote or varied sources; people who can be helpful to you or others.

Fund raising - on person to person basis such as door-to-door; by mail for large foundation; for political candidates, an in person basis through sale of products for charity; through advertising media.

Group facilitating - managing the positive interaction of members in a group; specific facilitation involving therapy.

Handling detail work - doing numerous small tasks within a short time period; following through on small detailed assignments.

Imagining - new ways of dealing with old problems; theoretical relationships; artistic ideas of perspectives.

Initiating - personal contacts with strangers; new ideas, ways of doing things, new approaches.

Inspecting - physical objects to meet standards

Interpreting - other languages; obscure phrases or passages in English; meaning of statistical data.

Interviewing - evaluating applicants to an organization; obtaining information from others.

Investigating - seeking information which individuals may attempt to keep secret; seeking the underlying causes of a problem.

Laboratory working - setting up scientific equipment; obtaining results from controlled experiments.

Listening - to extended conversation between others; to extend conversation from one person in order to help, recording devices or other listening situations.

Locating - finding people who are missing; detecting missing information; sources of help for others.

Making layouts - for printed media, newspapers; for public displays, posters.

Predicting - forecasting physical phenomena; forecasting psychological/ social events; forecasting the outcomes of contests; forecasting economic trends.

Preparing - scientific equipment or specimens; written materials for a presentation;

Printing - using mechanical printing equipment; printing letters carefully by hand.

Processing - the orderly flow of electronic data; introducing an individual to procedures of an organization; identifying human interactions taking place in a group; channeling information through a system.

Programming - electronic computers; developing and arranging sequence of events. Promoting -

through written media on a personal basis, one -to-one; arranging financial backing. Proposal

writing - for government funding; for revising in-house operations. Questioning - obtaining

evidence in legal situations; asking creative questions in fluid situations

Reading - reading large amounts of material quickly; reading written materials with great care; reading numbers of symbols at great distance; reading illegible or very small writing.

Recording -numerical, quantitative data; scientific data, using instruments.

Record keeping - orderly keeping of numerical data records; keeping log of sequential information; creating creating and maintaining files; clear and accurate financial records; record of services rendered.

Recruiting - attempting to acquire the services of people for an organization.

Rehabilitating - helping people to resume use of limbs, etc., after injury; working with clients through nonphysical media such as art music, dance, etc.

Remembering: large quantities of information for immediate recall; names, faces places, etc. long sequences of events or instructions.

Rewiring: mechanical devices, equipment; furniture, doors, walls, etc. Repeating:

same procedure many times; many attempts to obtain a difficult result

Representing: representing an employer to the public

Researching: Extracting information from library, archives, etc.,obtaining information from other i people (surveys); obtaining information from physical data.

Reviewing: reassessing effects of a program; assessing performance of an individual; evaluating a play, movie, concert, recital, etc.

. 1 1 1 !

Rewriting: technical language into popular form; revising manuscripts.

Selling: ideas to others personally; ideas through writing; products to individuals; policies to the public -11

Serving: providing service to an individual; serving a product to individuals such as food.

Setting up: arranging for a demonstration of some physical apparatus; getting people and items ready___

for a show, an exhibit, etc.

Sketching: pictures of things, people, diagrams, other symbols

Teaching: providing instruction, demonstration, information

Training: staff, volunteers, students, workers in specific skills tasks or methods

Traded: goods, commodities, merchandise, bought and sold, exchanged

Tracing: lines, marks, recording progress of something, tracks, marks out, following the lines of original on a transparent sheet

Tracking: a mark or pattern, way of doing or acting, follow a succession of events or thoughts

Translate: from one language into another, change into other works, explain the meaning of, interpret

Transport: from on place to another, carry or move passengers or cargo "

Tuning: musical instruments, bring up to pitch

Tuning-up: of checks and adjustments made on parts of an engine to put it into efficient order.

Type-setting: set type for printing

Typing: write with a typewriter, operate a typewriter or computer keyboard

Understanding: get the meaning of, know, know how to deal with, comprehend, to learn and know

Unifying: make or form into one, unite, create uniformity, consistency

Uniting: join together, make one, combine, bring together, consolidate into one

Validating: make valid, give legal force to, support by facts or authority

Verbalizing: express in words

Writing: ideas, letters, papers, documents, etc. Literary work, book, story, article, compose, 11correspondence, technical writing

PIETRO (PETER) CARNINI341 San Jose Boulevard San Francisco CA 94102 (415) 098-4333

Objective: Position as waiter in a top quality restaurant

SUMMARY OF QUALIFICATIONSOver 6 years experience as a professional waiter.Demonstrated record of exceptional reliability.Able to thit>k independently and quickly resolve problems.Expertise in anticipating and responding to customer needs.Sophisticated knowledge of wines and liquors.Take pride in providing excellent customer service.

RELEVANT SKILLS & EXPERIENCE

CUSTOMER RELATIONS• Developed an effective approach for advising customers on food and wine, e.g.:

-listening for customers' likes/dislikes, to make appropriate suggestions-using appealing, descriptive phrases to describe dishes-recommending wines that complement specific entrees-sensing and responding to the moods and needs of each customer. Fostered repeat customers through consistently providing quick, well-timed, and professional service.

TEAMWORK/PROBLEM SOLVING• With 6 years experience, developed a strategy for making quick decisions

under high stress conditions, maintaining composure while prioritizing andorchestrating the many job functions.

• Built an exceptional record of reliability...3 years without a missed day.• Earned a reputation as a valuable and cooperative co-worker, by:

-being fair, honest, and willing to help others when needed-effectively resolving conflicts at appropriate times-assisting new managers and other staff to become fanner with restaurant policy and operations.

EMPLOYMENT HISTORY1985-88 Dinner Waiter REX SOLE'S RESTAURANT, Berkeley CA1983-85 Lunch/Dinner Waiter CARDINAL'S HOUSE RESTAURANT, Portland OR1980-83 Dinner Waiter MAZZIE'S RESTAURANT, Salem OR1980-82 Assistant Manager WALDEN BOOKS, Salem OR

EDUCATIONHistory Major, 1977-80 - WILLAMETTE UNIVERSITY, Salem OR

frtirr * ....i f - - .

SAMPLE RESUME

. Steve Travis.1836 Austin Ave.

Arlington. Texas 40731 (444) 636-8000

CAREER OBJECTIVE A puc::c relations position witn oooortunities rar media relations ana writing,with emonasis on cotn institutional publicity and events promotion.

QUALIFICATIONS PublicsWnterBroadcast Producer

PlannerManagerInnovator

CAREER-RELATED ACHIEVEMENTS •

PublicistGenerated publicity ana aaea as spokesman for the Southwests largest penormmg organization. Wide range of meaia contacts in the news, feature. arts, cusiness ana eaitonai cress in the pnnt, radio and television media

Wrote ccoy tor newsletters, press tuts, press releases, crochures, fund rais-ing matenais. direct mail packages, newspaper and magazine articles, grant appiicaaons. audiovisual matenai and advertising for pnnt and broadcast.

Have written and proaucea over 200 radio and television commercials and puoiic service announcements, and produced weekly music program for Raaio News Service. Emmy nomination for best television public serviceannouncement.

Devisea PR/marKetmg strategies and buagets of $600000 annually wonx-mg ircrn two weens to two years in advance Controilea and monrtorea depan-mentai ouoget.

Suoervisea department of four, plus customer service department of three.

Deveiooea new concert senes which sold out in first yean re-packaged ex-isting senes ror 3Q0/o sales increase over three years.

Free-anee uuoiic relations consultant ana wnter serving a vanety of profit, non-oront and institutional clients.

Diraoer OT Public Relations 4 Marketing, Southwsst Symphony Orchestra

Assistant Manager & Director or Publications, The Dance Company of Detroit

Assistant Director of Communications, National Fashion Association

BA English, Wasnmgton University. Graduated magnacum laude, member

Writer

• Broadcast Producer

• Planner

• Manager

• Innovator

WORK EXPERIENCE

Present

198M985 1978-

1981 1975-1978

1974-1976

EDUCATION

Phi Beta Kappa.

SAMPLE RESUME

( 6 s 6 ) 5 5 5 - 4 4 4 4 • 4 2 ^ B L A C K S T R E E T • ACORN, A R I Z O N A

OBJECnVE:

QUALIFICATIONS:

A position leading to management in administration, utilizing my clerical ana leacersmp skills wnere my efforts will improve efficiencies.

Six years experience including: Human Relations Interviewing Office Management Program Development Social Services Training/Teacning

ACHIEVEMENTS:

EXPERIENCE:

EDUCATION:

SERVED as student counselor in large metropolitan high school. Interviewed and selected best candidates for office employing twenty clerical employees.

SUPERVISED office staff performing all administrative responsibilities for smau manufacturing company.

RESPONSIBLE for work/study program for students.

INVESTIGATED compiainis of housing, empioyment and discriminanon cases.

TAUGHT business classes in public schools for over 8 years.

Assistant Office Manager. XY & Z Manuactunng Company, Asa, Iowa.1981 to present.

Coinnuniry Relations Specialist. City of Chicasro, Chicaeo, Illinois. 1980 -

1981.

Teacser. Chicago Public Schools. 1971 - 1979.

BA. Midcentrai College with major in social studies. Dean's list.

SAMPLE RESUME

LAWRENCE A. MARKOWITZ7234 MATTHEWS CIRCLE

CRE1GHTON, PA 56384

OBJECTIVE: A resoonsible management position utilizing mv exoenence in economic analysis, ouageting ana financial oianntng, through which I can make a notewor-thy contnoution to an organizations profit ana growth.

QUALIFICATIONS: Capital oiannmg

Budget imoiementation Economic anaivsis

Cooramation ot starf studies Reoort writing Strategic planning

RELEVANT ACHIEVEMENTS:

EDUCATION:

EXPERIENCE:

COORDINATED formulation or annual capital investment plan ror 14-state region in excess or $15 million and monitored performance or the plan. Prepared ap-propriate reoorcs.

COORDINATED formulation or annual marketing strategy statements with line managers ana start personnel ror auto accessory products.

CONDUCTED soeciai strategy studies for new battery, stating specific marketing ana oront ooiectives.

PREPARED economic anaivsis or significant management decision alternatives tor new mareeting programs.

PERFORMED economic evaiuauons of new investment alternatives for invest-Tient, crvestment ana organization techniques using various evaluation techni-ques sucn as aiscountea cash riow analysis and return on investment.

DEVELOPED an aooreviated anaivsis technique for evaluating economics ot small retmenes. saving bO% or time oreviously required.

MBA General Business Administration (Nichols University) BS

Inaustnai Administration (Clinton State University)

Stan Economist. Strategic Planning Department, Texous Petroleum, Pittsburgh, PA, 1984-Present

Economic Planning Analyst, Diggs Oil Company, Indianapolis, IN Financial Control Department, 1978-1984

Associate tcsnorn.-. Banner, reirojeum ir.suUUe v.iaiano. TX, 13/2-T37b

SAMPLE RESUME

LATRELLE JACKSON371 Juston flu.New Jerusalem. PA 10789(200) 456-97B3

OBJECTIVE

QUALIFICATIONS

DEMONSTRATED EFFECTIVENESS

EDUCATION

EXPERIENCE

PERSONAL

A management position in training or communications using my skills ana excenence to Drenare otners for more meaningful work.

Experienced trainer, motivator, ceveloper of cumcula, writer and researcher.

• Designed a teacnmg tecnmaue to help students identify and correctthe 100 most common grammatical errors.

• Oevenoed a Darnanatory teacning technique for use withunoeracnievmg mgn school students.

• Prepared trie curncuia for Dresentation through several media.

• Er.ccuragea soeciai interests of individual students, guiding two of

tnem to rewaraing careers.

• Ccrniieted BA ana MA degrees in four years, with 3.0 GPA.

MA ana BA in Engnsn. Summit University. Graduated with honors.

Engiisn Teacner (9-121. Druett County Board or Education. 1384 to present. Have taugnt Grammar and composition, with empnasis on comccsiuon s:<iils.

Secretsrv. Farmer Brown Orcnarns. 1982 to 1984. General secretarial duties, including typing, filing, clerical.

A ccrraetent. sgif-surficient. single female in excellent health.

SAMPLE RESUME

CLIFTON CARTWRIGHT1122 McCormick Lane SpnngdaJe. Ohio 12301 (212) 555-8444

OBJECTIVE

EXPERIENCE

EDUCATION

SERVICE

Sales/Marketing

Account ExecutiveFranKlin Investment. Akron, Ohio

Developed and serviced a client base primarily through telemarketing efforts. Top 10% among local sales force ana winner of "New Account" national contest. (1986 to present)

Sales RepresentativeChematl Chemical Comoany, Akron. Ohio

As territory manager was responsible for $1 million in sales to cistnbutors. ana users. Planned and conducted sales ana proauct seminars and serviced accounts. Increased sales 36% and maintained expense budget (1980 - 1986)

Customer Service SpecialistChemail Chemical Comoany, Akron, Ohio.

Servea as in-house customer service specialist; processes orders, foitowea uo and serviced complaints for over 1500 customers in 8 state territory. (1978 - 1980)

MBA - Executive MBA program at Central OhioUniversity.

B6A - Middteton College

Incoming Vice President of Akron Salesmen's Club and Committee Chairman for Red Cross.

STEP 2: POWER PARAGRAPHS 77

Some More Resume-Writing Rules• Keep sentences and paragraphs short (no paragraph of more than ten lines).• Use indented and "bulleted" statements (with • or * before each) where appropriate

rather than complete sentences.• Use simple terms rather than complex expressions that say the same thing.• Use quantities, amounts, dollar values where they enhance the description of what

you did ("increased sales by $100,000 per year").• Put strongest statements at the top, working downhill from that.• Have someone with good English skills check for spelling, punctuation, and grammar.• Avoid excessive use of "I."• Do not include hobbies or avocational or social interests unless they clearly contribute

to your work abilities.• Avoid purely personal evaluations.

"/ am an intelligent and diligent researcher"—is to be avoided. "/ have finished three major research projects"—would be included.

• Don't go overboard with esoteric jargon. Remember that unenlightened people mayhave to understand you too.

Some Resume Don'tsDon't include pictures.Don't list references or relatives.Don't put resume in fancy binders or folders.Don't forget phone number, area code, zip.Don't list sex, weight, health, or other personal irrelevancies.Don't highlight problems (divorce, hospitalization, handicaps).Don't include addresses of prior employers (city and state are okay).Don't include salary information in your resume.

Final RemindersRemember that the reason employers get interested in you is the value you can

produce for them. This value is demonstrated by what you have done as much as by what you can do. Eliminate things that don't focus on your potential value. Above all, remember that your resume is a demonstration of your ability to handle written communication. Put as much care and attention into it as you would for a one-page advertisement for a fine product.

APPENDIX BExamples of some

TRANSFERABLE SKILLS and SPECIAL KNOWLEDGE

andwhat you

RIGHT ones for anybody eisel

e vou cnoose to nresent on your resume are determined by oi'vou m vour new line of work. Here are some examples of aione with me tvpe of job they were looking for.

for "*"- jobs - not necessanly

•iln F

Hi

Hi

i ) - •

lu

The job: School Counselor The skill areas presented: —Individual counseling —Testing and Evaluation —Group Counseling —Resource Development —Career DevelopmentThe job: Research ChemistThe sKdl areas presented: —Quality Control —Project Management —Analysis/R&D —instrument KnowledgeThe lob: Substitute Teacher

(in an inner city school aistncti The skill areas presented: —Teaching—Planning and Organizing —Cultural /Racial Exposure —Experuse in Math. Science. HealthThe lob: Program Development

with an elderly popuiauoni The skill areas presented: —Administration and Planning —Elderly Services —Community ServicesThe job: Family Mediator The skill areas presented: —Conflict Resolution —Counseling and Interviewing —Teaching and Educating

The job: Fitness Consultant The skill areas presented: —Athletic Training —Individual Consultauons —Fitness Program Design and

Implementanon —Personal Accomplishments

(relevant awards he won)The job: Marketing and Public RelationsThe skill areas presented:—Promotion—Marketing—Public Relauons—Customer Service/Needs AssessmentThe job: Sales Representative or

Manufacturer's RepThe sfciU areas presented: —Effective Sales Techniques —Market Development —Presentation / CommunicationThe job: Commercial T-Mgfrpg AgentThe skill dreos presented: —Sales and Marketing —Business Contacts —Contract Negotiation —Facilities ManagementThe job: ReceptionistThe skill areas presented:—Office Expenence—Telephone and Communication Skills—Computer Knowledge

The job: Private InvestigatorThe skill areas presented:—Investigation—Case Management—Security ConsultationThe job: Union Business AgentThe skill areas presented:—Contract Negotiations—Grievance Hanaling ana Contract

Enforcement —Organizing Workers —Administration / ManagementThe job: Information SpecialistThe skill areas presented:—Information Needs Analysis—Advising—Research and Writing—Data ManagementThe job: Fire Fighter

(in a city fire department) The skiR areas presented: —Crisis Evaluation and Response —PR. Community Relauons —Medical Teamwork —Training and Quality AssuranceThe job: Service Writer

(for an auto manufacturer' The skill areas presented: —Needs Assessment /Public Relauons —Technical Knowledge —Business ManagementThe job: Parish MinisterThe skiR areas presented:—Counseling and Pastoral Service—Religious Education—Worship—Administration

The job: Wardrobe Assistant(with a movie company) The skill

areas presented: —Managing Dressing Room —Appointments / Logistics —Costume Maintenance —Bookkeeping. Shopping. ErrandsThe job: Accountant

(with a computer firm) The skill areas presented: —Bookkeeping —Computerized Accounting —Computer Systems and Applicauons

The job: Regional PlannerThe knowledge areas presented:—Land Use—Transportauon—Planning—Economic DevelopmentThe job: Massage Therapist

free-lancing with a fitness center) T'£ skill areas presented: —N'on-Invasive Pain Control —Sports Massage/ Sports Therapy —Assessment and Client Reeducation —Professional Affiliations and ReferralsThe job: Program AdministratorThe skill areas presented:—Administration / Management—Program Development—Special Projects—Community RelationsThe job: Investigative AssistantThe skill areas presented:—Research—Report Writing and Documentation—Interviewing—Data EntryThe job: Staff AccountantThe skill areas presented:—Tax Planning—Advising Management—Trouble-Shooting—Computer ConversionThe job: Social WorkerThe skill areas presented: —Clinical Counseling —Assessment and Diagnosis —Supervision /Administration —Group Counseling —Program DevelopmentThe job: Doctor's Receptionist The skill areas presented: —Office Skills —Client Screening —Client RelationsThe job: Assistant Manager Trainee

(in a restaurant) The skill areas presented: —Business Management —Personnel. Supervision. Training —Food Handling. Preparation, and

Presentation

AM Session : Telephone Skills Workshop Goals ;

Participants will understand the 4 components of a cold call:(Name, Pos it ion, Hook, Goal)

Participants will develop their own telephone script Participants will understand secondary goals to call

Suggested Procedure; Discuss past experiences with phone. (10 min)

Read Handout: Telephone Contacts. (20 rain)

Return to section that suggests participants write their own script. Ask volunteers to share possible "Hook" section of script. (15 min)

Ask participants to write own script in group to be finished at home if necessary. Ask volunteers to share what they wrote. (15 min)

Materials ; Telephone Contacts.

Homework; Polish script to prepare for role play.

Hello, My name is Harold Watson. I'm interested in a position as an inventor's assistant. Ihave several years of experience in tin-can-and-taut-string connunications systems

Dialing for dollars!

When nay I cone in for an interview and with whom will I be speaking?

TELEPHONE CONTACTS

Only about 25 percent of all available jobs are "visible." These are the jobs that are advertised in newspapers and listed with employment agencies. The average job-seeker goes no further. You, however, already know about paper tools that set you apart from the competition. You can also learn how to uncover the job openings that are not made public. These "hidden" jobs are the real gold mine of job-seeking, making up 75 percent of all available jobs. In this workshop, you will learn an effective way to hunt for this goQid mine.Since so few job openings are made public, you cannot wait to hear about them. Check with the companies you are interested in, whe4-K«r they have listed openings or not.One way to contact companies is to visit as many as possible each day. Do you think this would be the most efficient use of your time and effort? No, it would not. You would spend too much time traveling and waiting to see people. You would also find it hard to get past all of those receptionists who try to turn away job-seekers. You need to talk to the people who do the hiring. Otherwise, your visits will not be ideal contacts.A more efficient way to approach employers is to use the telephone. Using the telephone in your job-search provides the following advantages

* You can contact many employers in just a few hours each day.* You can gather information faster and easier.* You are more likely to contact the person doing the hiring.* You will know better what to expect when you go for an interview.* You will save money.

Cone here, Watson I need you!

T h e N a m e

When you talk to someone for the first time, you usually greet tint person and introduce yourself. This is common courtesy. When you.are making telephone contacts, introducing yourself is not only courteous, it is essential. Employers do not like phone calls from nameless strangers. You want potential employers to notice you. Begin each contact with a {I greeting and your name.The common greeting below is recommended for your first telephone contacts:"Hello, my name is _________________________________________________Always remember to give both your first and last names. Do not start the contact on a first-name basis. You are not making a casual cadi. Everything you say should prove to the employer that you "mean business."

T h e P o s i t i o nAfter you introduce yourself, tell the employer what you want. Do not force the potential employer to tjuess the reason for your call. $ou want a job. Be specific but tactful in stating your desire for a job.The statement below is recommended for your first telephone contacts"I am interested in a position as a(n)________________________________Notice, the word position is used in the first example rather tham job-This is a tactful way of saying what you want. The employer's response to the word job would likely be defensive. Never make statements such as the following:"I'm calling about a job.""I wonder if you have any jobs?""Do you have a job for me?" .«Little things like this make a difference. If you doubt it, make five " calls using the recommended statement and five using the word job. Compare the results.

T h e H o o kThe hook may be the most important part of your phone presentation. The hook is a brief statement of your experience and skills. This is what "hooks" the employer and makes him or her want to listen to YOU. Your hook will set you apart from most applicants who simply ask for "just any job" and mention no qualifications.Your hook should show action. Tell the employer what you have dome. Then emphasize what you can do and can offer. The following statements are two examples of hooks:Machinist: "I have two years experience as a machinist's helper. I

can operate various drill presses, punch presses, lathes, and saws. I am very accurate and a hard worker."

Beginner: "I'm dependable, healthy, eager to learn, and I believe in doing good honest work for my wages."

To make your own hook, use the skills and experience statements from your resume. These statements should be brief and complete. YOB need only to put them into a conversational form.Read the skills and experience parts of your resume aloud. You naywant to change some of the wording as you read. 11

T h e G o a l

Your primary goal for each phone contact is to get an interview. How you state your goal will depend on whether or not you know the person you are calling and whether you have been referred by someone or have simply found this person's name in the phone book.Remember what John Smith said in the sample phone contact used earlier: "When can I come in for an interview?" This question is short, direct and clear. There is no doubt about what John wants - an interview. You will use similar statements in your phone contacts.Getting an interview will always be the main goal of your phone contact, but there are actually three additional goals: referrals, information and help.

*Main goal: AN INTERVIEW - Always ask 2-3 times if necessary! If no jobs are open now, ask to interview for future ones. If the person is too busy to see you, offer to see the person the following week or as soon as it is convenient. If the person is unwilling to set up an appointment now, ask if it is okay to check back, then set a date and time to check back. Call back as promised.*Goal #2: A REFERRAL - If you can't get an interview, try toget a referral. Ask if the person knows anyone else, either inthat same organization, or in any other organization, who mightuse someone with your skills.*Goal #3: INFORMATION - If you can't get an interview or referral, try to get useful information about the person's organization, or similar organizations; how to get started in your field; and how you might improve your presentation.*Goal #4: HELP - Get more help from your contact later and ask for a critique such as, "Do I sound like a person who would fit into this field if you were hiring?" You can also ask "Can I call back for more help later if I need it?

Your Telephone Script

Based on what you have learned so far, write out your own phone contact in the spaces below:

Name: "Hello, my name is _________________________________________

Position: "I'm interested in a position as a(n)

Hook:

Goal:

You may have to write out your own phone script several times before it sounds right. Read it out loud after you have written it down. Does it sound natural? Have you written it the way you would speak? Keep making changes until it sounds just right.If You have trouble perfecting your phone script, ask your counselor ||j or a friend for help. Rehearse your presentation with friends and " family. The more you say it aloud, the more natural it will sound and feel to you.Many people are shy about saying their script out loud because it sounds too good. If this is true for you, ask yourself "Is every-thing I say in this phone script true?" Can I prove it?" If you can, you must become comfortable with saying these good things about yourself.You will need to use good judgment about asking when you should offer to call back rather than asking for an interview. Role-playing your phone script will help you develop a good sense of the best strategy for each case.Be sure you learn to ask for an interview at least 2-3 times before accepting "No." You will be amazed how often "no" turns to "yes" when you ask that third time. Send thank-you notes to anyone who is at all helpful.

30 Seconds - Count!

Your telephone script is designed to quickly attract an employer's attention to you and your special qualifications. As you practice your script , time yourself. You should be able to deliver your full presentation in thirty seconds. Do not rush - be natural.If you find that you are being interrupted a lot, you need more ~ practice. Pauses in your presentation give the employer a chance to || say, "Sorry, no openings." You do not want the employer to speak until you have stated your name, position, hook and goal.At first it may be obvious that you are reading your telephone script Do not be too concerned. Your script will become more natural the more you use it.

V i m a n d V i g o rHow interested are you in getting a job? Do you really want to work? Your answers may show how enthusiastic you are about getting a job. Enthusiasm is important. It will be reflected in your voice as you make your phone contacts.Knowing and practicing your basic phone script will increase your confidence. However, you must show your spirit with your voice. If you sound uniterested, you will probably get an equal response. If you sound sad, the employer may feel sympathetic. Sadness, however, does not qualify you for a job. With vim and vigor in your voice, you will sound like the person interested in doing the best job.Practice your presentation in front of a friend. Ask how you sound. If possible, record your telephone script on a tape recorder. Listen to the recording and decide whether or not you sound convincing. If you-,do not have a tape recorder, you might borrow one from a friend or the public library.

Some Things to Remember ,«

When making a telephone contact, be brief and to the point. Sound businesslike, but do not be abrupt. Do not let the employer interview you on the phone. Very few people are hired over the phone.Always, your objective is to talk to the most knowledgeable people in

—--•—— - •» T"'|rT"' ~ ™ •—~ —

i I T I T U ' T F I J " " " ~ . if

the field-the bosses and the employers. Your objective is to get an interview. Failing that, you want to learn as much as you can about your field- and should say so.If possible, avoid the personnel department. Most applicants either ask to speak to someone in personnel or they are automatically transferred to personnel because they say, "I'm looking for a job." The personnel department has many more applicants than jobs. Therefore, it rejects more applicants than it accepts. You do not want to be screened out. If your call is routed to personnel, however, follow through with your presentation. Each phone contact will test your pre sentation. If you are constantly interrupted, practice more. If you are getting interviews, you will probably be offered a job soon.

The Secretary Keeps Asking Why You Are Calling

When you make a phone contact, you will usually speak to a secretary or receptionist first. The secretary cannot hire you, so ask for the person who can. Most secretaries will then ask what business you have with that person. How will you state your business?If you have been referred to this employer by someone who knows employer, you can simply say something like, "I was referred to Mr. Jones by a friend of his, Ann Rhodes, who suggested Mr. Jones could help me." This technique will usually get you through to the person you want to talk to.If you have not been referred, consider the following techniques:*Tell the secretary that you are seeking a position with the company. This is true. However, your call may be channeled to the personnel department rather than to the person you want.*Say that your business is personal. This is true and will likely get you to your connection. Although this technique works, some employers may see it as a trick and not like it. If they take your call and then find out that they do not have a personal relationship with you, they may form a lasting negative impression of you.*Be creative. Call to discuss an issue important to the employer. Someone applying for a job as secretary might make the following creative statement: "I'm calling in reference to current clerical staffing patterns .Another example: "I'm calling in respect to methods of increasing administrative support for the line staff."Whatever reason you give for wishing to speak to the right person, sound businesslike. You will be less apt to get the"runaround" .

Shotgtlnning and Throw-Away CallsIf you still have trouble contacting the right person, try shotgunning. With this method you use your presentation on each person with whom you talk. In this way you avoid asking for specific people. You also avoid questions about why you are calling.Shotgunning depends on the element of surprise. With each person who answers the phone, as fast as 1-2-3-4, you fire off your name, position, hook and goal. Bang! You confront each person with the unexpected - a job seeker with a dynamite presentation. These people will have to reactIf you choose this method, chances are you will sometimes be routed to personnel. However, some people will connect you with the person with whom you wish to speak. Why? Simply because you have not called to ask if somebody, somewhere, could give you just any kind of job. Rather, you have presented yourself as a unique person with something to offer. Another good reason for using shotgunning is that small organizations usually do not have a personnel office. It is often very easy to get to the hiring authoritv.

When you use shotgunning, do the following:*Use your basic phone contact on everyone.*Write down the name of each person with whom you speak. You will then be prepared if you must retrace your steps. If names are not volunteered, ask.*If you are routed to the personnel department, give your presen-tation. It is a gamble, but you have nothing to lose. Perhaps there is an opening. If not, you will have gained helpful practice.

After you have memorized your presentation, the best practice is to make throw-away calls. Throw-away calls are those LIL which the outcome is not important. Call the organization lowest on your list of possible em-ployers. If you do not get an interview, you will not be disappointed. If you do get an interview, you will have an opportunity to practice your interview. You might just get an offer for a jobl

"Sorry, No Openings"During your presentation someone may say, "Sorry, no openings" The secretary may say it or the employer - it doesn't matter. What does is how you react. Average job-seekers quit here. If someone tells you there are no openings after you have given your phone contact, show that person that you merit a second look. Consider the following examples:#1 "I am very interested in working for your company. When may r call

back concerning the position I want?" This shows your motivation & persistence. It compliments the employer's company. It gives you another chance. Get a specific date; time is optional. Write down the date, then call back as scheduled.

#2 " I am sure my skills will apply to other positions. What positionsare available? When may I come in to discuss this with you?" Thisdemonstrates your flexibility, initiative, and knowledge of whatyou can do.

j#3 "I understand that there are no openings now, but I would still like

to interview with you for future positions that might open up." Re-member that your primary goal in making the phone contact is to get an interview. Do not take your first "No" as an acceptable answer. Very often if you ask again for an interview after a first or even second "No" you will get an interview.

#4 If you do not get an interview after asking several times, you canalways ask something like this: "Do you know of any companies similar tc yours that would be interested in a person with my skills?" This shows your initiative and motivation. It may also get you valuable job leads. When someone tells you about other companies, ask for names of persons to contact.

Avoid being caught in a telephone interview. Answer basic questions. Then say, "perhaps we could discuss my qualifications furthur - when may I come in for an interview." If all goes smoothly, the employer will react to you rather than you to him. Thus, an interview will be scheduled. Be sure to write down the interviewer's name, and the address, date and time of the interview.

I

Overcoming Fears

Making phone contacts is hard for most people. Most people are afraid they will make someone mad or embarrass themselves.The truth is, however, that most employers like to get phone calls such as the contact you will be making. If you handle your contact well, very little time is wasted and the employers are often impressed enough to offer you an interview. Smart employers are always willing to meet people with the skills the employers need to run their businesses or organizations. They are often willing to see you even when they have no openings! They will do this to consider you for the future, help you out with a referral or give you other support.Experience with phone contacts has shown that it takes from ten to fifteen calls to get one interview. This means that you will hear the word "No" more than the word "Yes". While this may sound discouraging at first, consider that you can easily make ten phone calls an hour. At that rate, you can often get two interviews in just a few hours. If you did this every day, you would have ten interviews a week or forty a month. You will get a job very quickly if you get this many interviews.You will discover that very few employers will be rude to you. Perhaps one in a hundred. The rest will be polite, even if they do not agree to interview you right away. If you send thank-you notes to these people and follow up with them later, you will be surprised at how often "No" will later become "Yes". It's that simple.

AM Session : Resume Workshop 2

Goals ; Participants will organize pertinent information and beginwriting resume in group Participants will have

completed Qualifications andAchievements portion of resume Participants

will select information for Work Hxsection of resume

Suggested Procedure; Review 3 types of resumes and the general function of a resume: As with calls, letters, and networking, the purpose of the resume is to get a interview. (10 min)

Read section of What is a Damn Good Resume that refers to Achievements and Capabilities. Ask volunteers to work on Achievements section with group and counselor feedback. Summarize responses on board in resume format. (30 - 40 min)

Discuss Work History section or resume as chronological summary of work experience. This can include volunteer work. Explain this should include the year(s) worked, city and state the employer was located, and name of the position. Discuss additional sections for Professional Affiliations and Community Service if appropriate. (10-15 min)

Suggest going over resume individually w/counselor for suggestions and feedback.

Homework ; Complete Highlights of Qualifications, Achievements, Work Hx andEducation parts of resume to be brought in next Wednesday for ResumeWrap Up. Explain format of next group - working with partner to finishresume.

.'our first and last name 'our mailing address

elude apt. # and zip) four phone number

3bj ective:

Summary of Qualifications;

Achievements:

."or'< History:

Education/Training:

-ofessional Affiliations: memDers-ic ^n. organizations, associations, etc.)

AM Session : Resume Wrap Up

Goals; Participants will work in pairs or small groups to developfinal draft of resume ready to be typed.

Suggested Procedure; Divide group into pairs or groups of 3-4 depending on size of group. Groups meet in individual classrooms to give each other feedback/sug-gestions on resume.

Counselor spends 10-15 minutes w/each group depending on size of group.

Letters of Recommendation/References

Goals; Clients will understand the importance of getting references and/or letters of recommendation in job search.

Clients will understand the components of a letter of recommendation and how to approach a reference.

Procedure; Ask clients to discuss their experience with obtaining letters of recom-mendation from former employers.

Read Handout "Letters of Recommendation".

Read handout from "The Job Club Counselor's Handbook" on letters of recomendation.

Suggest client's approach phase 2 supervisors/coworkers for letters of recommendation. Suggest client's write their own letters. (What would you say about yourself?)

Materials; Letters of RecommendationSample Letter of Recommendation

Letter of Recommendation

A letter of recommendation should be written by someone whose title or job indicates that his/her judgment can be trusted. The reference should write his/her title on the letter and also use his/her company stationery with the letterhead identification on it, so that the employer will be aware of the person's title and position of responsi-bility and trust. If you cannot think of anyone who has such a title who would write a letter for you, ask other people who know you and like you, since a favorable letter from anyone will be a great advan-tage over no letter at all. You might ask your landlord, a member of your AA group, social or athletic club, friend, relative, or someone in your community or church who knows you.

To make it easier for the reference to write this letter, you should request that the following information be included:

1. Address the letter to: "To whom it may concern"2. Use company stationery and job title3. Indicate how long you have known me4. Describe what people say about my work and what you know about it5. Comment on:

a. How well I get along with peopleb. My conscientiousnessc. My honestyd. My trustworthinesse. My dependabilityf. Mention anything that is special about me.

When requesting a letter of recommendation over the phone, you should make sure your reference understands what is to be included. Or, to be completely certain, you can write a letter to your reference that refers to each of these points.

In many instances, the reference will ask you to write the letter for him/her and return it for changes, additions, and his/her signature. In that event you should use the guide above to compose a letter and should not hesitate to say favorable things about yourself, since the reference will change the letter if s/he feels it is necessary. You should provide the reference with a copy of your resume for his/her own information, or to forward to someone else.

A copy of each letter of recommendation should be attached to any application for employment you fill out. The letters should also be attached to your resume. Three or four copies should be carried in the folder you take with you to interviews.

appendix 40WRITTEN REQUEST FOR A LETTER OF RECOMMENDATION

Company's Name Company's Address

Dear Mr. Forsyth:

I'm writing this note as I told you I would on the phone. Thanks for agreeing to give me a letter of recommendation. Since 111 be giving the letter to different companies, could you address it "To Whom it May Concern"?

To refresh your memory about some details, you first met me in the American Legion in 1968, about 9 years ago, when I joined while you were President. We worked together on several committees, especially the Social Committee, when we planned outings. You have met my wife, Doris, and my three children at our picnics and at parties, and you know my department foreman, Ralph Henshaw, very well.

In the letter you might want to comment on whether I am trustworthy and conscientious, and on how I get along with people, since this information is very important to job interviewers. Also, if you could write your letter on your company stationery that would have your telephone number, title, and address on it so the interviewer could contact you if he needs to.

I really appreciate your writing this letter. It will mean a lot to me. As you can see, I'm trying very hard to get a job, so if you hear of anything, I'd like to know about it, either where you work or other places. Since you don't know all of the things I've done in jobs before we met, I'm sending a couple of job resumes I've made up. They will tell you a little bit more about me, and you can give them to anyone you hear about that might have the kind of job I can fill.

I 'm including a stamped and self-addressed envelope so you can return your open letter to me easily as soon as you get it typed up. Thanks again and give my best to Joan and the kids. See you at the bank.

Regards,

i . . * • *

IT."'appendix 41OPEN LETTER OF RECOMMENDATION

TRINITY CONSTRUCTION CO. Topeka, Kansas

Tel. 457-7200

To Whom It May Concern:

I have known Mary Wadsworth for eight years since she came to work in my company after finish-ing high school. She was eager, hard-working, learned fast, and required little or no supervision. She left after one year, but we all remember her as an outstanding employee and wonderful person.

I have been familiar with Mary's activities since that time and know her to be conscientious and trustworthy. She has been involved in many community activities and takes the initiative in starting and organizing them. I 've heard from people who worked with her that she has good judgment and sets an example for others.

I believe she would make a valued employee in any organization, and I recommend her with great assurance.

Sincerely,

Samuel Davidson Manager

AM Session : Telephone Role play Workshop (2 days)

Goals; Participants will develop confidence in telephone style and script Participants will learn how to avoid telephone screening. Participants will problem solve anticipated difficult situations.

Suggested Procedure; Day 1: Review; 3 most important things to employers;Appearance, Dependability, Skills. Review telephone skills: goal is to get inter-view, referral, information and/or help. (5 min)

Ask volunteers to play roles in practice scripts "Harbor Wholesalers.." read aloud in group, discuss. (10 min)

Break into small groups to practice/role play participant's scripts. (30 min)

Come back to classroom to discuss, identify problem situations.

Day 2: Typical problem situations which may be brought up;Feeling "tongue tied". Possible solutions; Affirmations, script cards,

prepared responses to screenings. You are told on the phone to "Send your resume". Possible solutions;

"Sure,I'd like to drop it off, I'll be in the neighborhood thisweek, may I bring it when I come in for an interview,"

Role play 30 min in small groups, then discuss.

Emphasize: you won't get hired over the phone, you can only get screened out. Provide information that will get you an interview.

Handouts ; Harbor Wholesalers.. Cold Call/Cover Letter Follow up

TELEPHONE CALL CHECKLIST

This checklist summarizes important points mentioned in our discussion. Use the checklist to help you prepare for calls you will make.

§ 1. Have the want ad or necessary information handy.H

lij 2. Have paper and pencil ready.^ r i

CM 3. Have a list of things that should be learned duringps the call.cu

4. Use a private phone (NOT a pay phone) in a quiet place,

5. Use a phone script.

uH 6. Ask for a specific person or department.K^ 7. Give own name (First and Last). u2H g. Explain the purpose of your call.25 Z£J 9. Ask about a specific job or training program, w125 10. Mention where the job or training program was first

heard.

wM

11. Give short, clear answers to questions asked.

12. Give important but minimum information about self.

13 . Be positive about self.

14. If salary is mentioned, ask about salary range ratherthan specific.

15. Be positive but polite.

"Harbor Wholesalers. '"Hello, my name is Steve Goldstein. I would like to speak to the head of the sales

department. Can you tell me his name, please?""It's Mr. Schroeder: I'll connect you with him."'' Hello. Mr. Schroeder ? My name is Steve Goldstein. I have several years experience in

sales and I'm interested in meeting with you to talk to you about possible openings now or later in your department. '

"Who did you say you were?""I'm Steve Goldstein and I'd like to make an appointment to talk to you about open-

ings that might come up. Could you have a few minutes this afternoon, say, right after lunch?"

"You say you've had selling experience.""Yes. about 3 years experience. Would 1 or 2 o'clock be OK?""Two o'clock would be all right. There might be a job open next week if we get this big

order I think we got. Come on over and we'll see what you can do. Do you know how to gee here?"

"Yes. I have the address. I'll see you at 2 o'clock. Thank you."

"George s Service Station."! "Hello, my name is Tim Ryan. I'd like to talk to the manager. What is his name?"

"His name is George Stevens and I'm him. What can I do for you?" "Mr. Stevens. I've had experience in repairing foreign can and I'd like to come down an d

talk to you about any positions you might have open in car repair, or a n opportunity that mac o m e u p l a t e r " . "What kind of cars

have you worked on?""American cars and foreign cars, especially VWs and Toyotas, but most all of them.

You name it. Couid I come over and caik to you today? Sometime after 2 o'clock, if its con-venient for you."

"Well. I don t know if I need any help right now.""I'd still like co meec you and talk to you. Something may come up later, even if you' ve

got nothing right now.""OK. get here before 4 o'clock because that's when we're real busy. I think maybe I

might be needing more help. You worked on Toyotas a lot. you say?""That's right. I'll be over at 3 o 'clock and we'll talk about it. Thank you. Mr. Stevens.

Ill see you at 3."

"Photo Shop.'"Hello, my name is Saran Greenwaid. I'd like to speak to the manager. What is his

name?""It's Ralph. Ralph Williams. Can I help you?""No. I'd like to caik co che manager himself, than* you.""Hello, chis is che manager. What can I do for you?""My name is Sarah Greenwaid. Mr. Williams. I've had experience in photography and in

selling. I'm interested in coming over and talking co you about any positions you might have in che future, or nghc now. Would you nave some time this afternoon that wouid be convenient?"

"No. I'm sorry. I wish business were chat good. You can come fill out an application. but there are no openings."

"Thank you. Mr. Williams, I wouid like co meet with you later. Couid I meec you this afcernoon some tune?"

'I'll tell you. this is a very smaii business and everybody here has been with me for years and years, so chere s no cnance of jobs here. '

"I see. and I appreciace your not wanung me co waste my time. Couid you tell me of any photography places chat might be hiring, or any company chat has a photography department?"

"Let me see. Xo. I can c think of any. Oh. except maybe at the new mail. There's a big score chere that has lots of peotne working in it. They re called West Side Photographers.''

• "Thank you. very much. -Mr. Williams. Do you have their telephone number, and could you ceil me who i should astt for wnen I call?"

"Sure. I have ic right nere. West Side Photograpners. 212 West Oak Street. It's right in che new mail. The telephone is 553-6267. Joe Rogers runs the place and he's a good man. He and I went co school coeecner. '

"Thanks. Mr. Williams, tnac wul be a real help co me. You won c mind if I Cell hirn you suggested him. will you?"

"No. go right ahead. Give nim my regards.""One last cuing. Mr. Williams. I'd like co check back with you later in a week or

two. ;'usc in case somecmng unexpected opens up. When could I call again? In about a week?"

"Sure, but rsaxe it about '1 '.veeKS. I think mavoe one of the guys here is looking around. I may snow somecmr.s arouno. thac cune. '

"Thames tor vour nein. I - caii vou on Mondav aoout 2 -.veens from now. Good-bye."

Arranging For Interview* ana Other Activities 53

appendix 33

REQUEST FOR INTERVIEW CHECKLIST

Telephone calls

1| 2, 3 4 | 5 i 6 i 8 9 10 11 12 13 141 . Give vour name

I , '

2. Ask for name of department head i

3. Give your name to department head 1

and call him bv his name

4, Give your qualifications i \

5. Tell him who referred you (if anyone) '

6. Ask for interview I

7. Repeat request for interview for possible openings

ii

3. Ask for other leads | i i I |

a) Name of person, company, address, telephone number b) permission to use his name

9. Tell him you will check back I i | 11 I 1

'

appendix 34

BUDDY'S TELEPHONE CHECKLIST

Name of caller___________________(Write in "yes" or "no" for each item).

.Name of buddy

Place called

Did the person making the call: 1. Give

his name to person answering?

Name Name Name Name Name

2. Ask for name of the department head?

3. Ask to speak to department head by name?

4. Address department head by name? ,

5. Say who referred him? 5. State

qualifications to person in charge?

7. Ask for interview?

8. Ask for interview about possible future openings?

If emolover would not eive an interview, did the oerson call-

ing 9. Repeat interest in future possible

opemnes ? 10. Repeat request for an appointment? 11. Ask about

otner possible employers? If so. permission

to use his name?

COLD CALL /COVER LETTER FOLLOW UPA suggested introduction: (Use your script, or:)My name is (your name) . I wrote to you recently about my interest in working for (name of organization). If you've had a chance to review my resume and letter, I was wondering if we could set up an interview. I'd like to talk to you about some ways I think I could work with you, and find out more about (name of organization).

Name of organization_____________________________________________________Name of individual contacted:______________________________________________Date of contact and phone #:_______________________________________________Information exchanged___________________________________________________

Follow up dates, action to be taken:_

Name of organization________Name of individual contacted:_Date of contact and phone #:_Information exchanged_______

Follow up dates, action to be taken:

Name of organization________Name of individual contacted:Date of contact and phone #:_Information exchanged_______






AM Session : Accomplishments Workshop

Goals; Participants will recognize significant accomplishments in work

and personal life.Participants will i^Sf&ufy 'and write accomplishments as they

srelate to career and job

Suggested Procedure; Ask group what is meant by "accomplishment's"? Write responses on board^. Discuss importance for the recovering person to own their accomplish-ments in order to make a positive presentation in written or oral form. Introduce accomplishments workshop as prelude to writing job search letters and resume. Discuss personal Accomplishments such as raising family, managing household,"^ religious, community service a'nd volunteer

»«J .. ., suMs^dWBMBSiWa'S^aW'-awhW , "> , _ .

work, completing educational goals, etc. (15 mm)

Read Identifying and Defining Job Accomplishments,, aloud. Ask partici-pants to write their accomplishments in group.(30 min)

Ask clients to share what they have written for feedback from counselor and peers if time allows (15 min).

Materials: Identifying and Defining Job Accomplishments.

IDENTIFYING AND DEFINING JOB ACCOMPLISHMENTS

All of us during our work lives have accomplished many things that were important. Often we take our accomplishments for granted - but they are the best evidence that we can work effectively and that we can use our skills in a variety of situations.

Thus, it is valuable to do an in-depth inventory of your past job accomplishments. This will give you a clearer understanding of the specific areas in which you possess expertise. You can then better demonstrate your value to potential employers.

An accomplishment is anything you did well and which gave you satisfaction. For the perfec-tionists among you, an accomplishment is anything you did relatively well, which you feel pretty good about.

An accomplishment statement answers three questions:A.What did you do?B. How did you do it?C. What was the result?

Accomplishment Statements:

A. What did you do?1. Did you see any problems, opportunities or challenges in your job that you took

the initiative in meeting?1. Did you develop something?2. Did you create or design a new department, program procedure plan, service or

product?2. Did you identify a need for a plan, product, service, etc?3. Did you prepare any original reports, papers or documents?4. Did you make or participate in any technical contribution?5. Did you implement any administrative or procedural recommendations?3. Did you actively participate in any major management decisions or

organizational changes? (Hiring, terminating, planning, etc)4. Did you implement or participate in any sales and/ or cost/ time saving

recommendations?

Directly Revelatory Inquiries>The law prohibits employers from asking questions of applicants whose answers may directly lead the employer to discriminate against the applicant. Examples of lawful and unlawful inquiries are as follows:Subject Lawful Unlawful

i Age • Are you 18 years of age or older1 • How old are you? What is your date of birth? Arrest Record • Have you ever been convictea of a crime? (give details)*

• Have you ever been arrested?

Birth Control None • Inquiry as to capacity to reproduce, advocacy of any form of birth control or family planning.

Disability None • Do you have a disability ? • Have you ever been treated for the following diseases . . .? • Do you have now. or have you ever had a drug or alcohol problem?

Marital Status None • Do you wish to be addressed as Miss? Mrs.? Ms.? • Are you married? Single? Divorced? Separated?

National Origin \ None • Inquiry into applicant's lineage, ancestry, national origin, descent. parentage or nationality. • Nationality of applicant's parents or spouse.

Race or Color None • Complexion or color of skin.

Religion or Creed Nonei

• Inquiry into applicant's religious denomination, religious affiliations, parish or church, religious holidays observed. • Applicant ma\ not be told "this is a (Catholic. Protestant or Jewish) organization.

Sex None • Inquiry as to gender.

Indirectly Revelatory InquiriesIndirectly revelatory inquiries are questions whose answ er^ may indirectly reveal information about the applicants as to race, creed, color. national origin, sex. marital status, disability, age or arre>r record. The follow ing are Division rulings on both lawful and unlawful indirect inquiries:Subject Lawful Unlawful

Address or Duration • Applicant's place of residence of Residence • How long have you been a re^aent of this state or city?

Birthdate None • Requirements that applicant submit birth certificate, naturalization or baptismal record. • Requirements that applicant produce proof of age in form of birth certificate or baptismal record.

Citizenship • Are you a citizen of the U.S." • If not a citizen of the U.S. do \ ou intend to become a citizen.1 • If not a U.S. citizen. ha\e >o.. -e right to remain permanently in tne L S .'»

• Of what country are you a citizen? • Whether an applicant is naturalized or native-born citizen: the date when the applicant acquired citizenship. • Requirement that the applicant produce naturalization papers. • Whether applicant ' s parents or spouse are naturalized or native-born citizens of the U.S.: the date when such parents or spouse acquired ^uch citizenship.

Education Inquiry into applicant's acauer.v.c. \ocational. or professional eu_^..:.on , and the public and private scnec.-attended.

AM Session : Applications Workshop Personal Data Form

Goals; Participants will understand the importance of filling out

employment applications properly. Participants will gain broad understanding of what questions a

potential employer may legally ask. Participants will fill out Personal Data Form to be brought to

interviews when applications must be filled out.

Suggested Procedure; Ask participants about past experiences with application forms.(5 min)

Show Adkins Life Skills Stimulus Tape; Applications (first part only) (7 min)

Read handout Tips For Filling Out Applications aloud. Remind group to come prepared - bring a pen! (5 min)

Read handout Illegal questions aloud, discuss. (10 min)

Read Dealing with Difficult Questions handout. Discuss possible conse-quences of withholding information about convictions on application. Explain that to the question "Do you have a mental or physical disor-der?" the answer is "no" if your disability will not affect, the perfor-mance of the tasks of your job. Discuss. (15 min)

Give participants PDF to fill out in group and to be completed at home if necessary. Give each participant a sample employment application to be done at home and go over individually with counselor. (20 min)

Materials..; Tips For Filling Out Applications Illegal questions Dealing With Difficult Questions

15

TIPS FOR FILLING OUT APPLICATION FORMS

BE CAREFULIf you are careful about following instructions on your application, an employment inter-viewer probably will decide that you are a careful worker.

BE NEATPrint or write clearly, so that your application can be read easily.

BE CERTAINBefore you begin to fill in the blanks, read everything on the application carefully. After you complete the form, read it again to make sure you have answered every question cor-rectly.

BE ALERTIf you are not sure about the meaning of abbreviations used on the form, ask the person who gave you the form to explain them.

BE COMPLETEAnswer every question. If a question does not apply to you, write "Does not apply" or draw a line in the blank space to show that you did read the question. (If the question is one that troubles you because it deals with a problem you have had, there may be no room for a positive explanation. In that case, you may leave it blank, but be prepared to explain fully in an interview.)

BE CORRECTWatch your spelling, grammar, and punctuation.

BE POSITIVEDescribe all your skills and abilities. Also, list the kinds of machinery, equipment, and tools you are able to use.

BE ACCURATEMake sure your dates are correct. Explain any large time gaps in your employment history.

BE PREPAREDTake your Personal Data Form with you when you go to apply for a job. Having all the information about yourself ready ahead of time will help you to fill out the application completely and accurately.

• Follow the rules ... until they stop you from showing employers your value. Mostapplications gather only basic information, and they don't do that very well. If you need to expand on information, develop a counter to a problem area, or if you just need more space, attach an extra sheet of paper or an index card. It's even okay to write in the margins and above or below words, If you do it neatly.

• Do not use "lazy" responses. Many people try to escape the work of completingthe application by writing "See attached resume." Others, not wanting to writeout the same information twice, simply state "Same," or "See above." Neither ofthese tactics contributes to a persuasive, powerful application.

• Counterbalance negative situations with positive information. Never writenegative information. If you choose to enter information that might be seen asnegative (disabilities, reasons for leaving last job, etc.), you must also show theemployer that you are able and willing to do everything necessary to get the joband do it well. You always have at least five options to problem sections. Theseoptions are, 1. Lie and try to get away with it. This is not advisable and is unfair to the

employer.2. Use a dash (—) for problem sections, then discuss the topic during the

interview.3. Tell the truth and present a counterbalancing statement on the form.4. Print Will discuss in interview. This may or may not help you.

, 5. Leave the section blank and discuss it during the interview.Each situation is different, and only you can decide which of the options listed above is the right one for you in a particular situation. If you are not sure about what to do, discuss the options with your teacher or counselor.

• Read the application front and back before completing. Many application formshave a section on the last page that begins with the statement, "Do not write belowthis line." The information in this section often tells you how the employer willevaluate the applications. This can give you clues about how you should answercertain questions.

• Re-do poorly done applications, if possible. Many people wish they could go backand re-do the applications they completed poorly. Go to those places and tell theemployer that you need to upgrade your information and would like a new application to complete. You want only good information in your file.

Have You ever been convicted of a crime?

The following information might help you to be more comfortable answering this question during an interview.

On Applications: A good answer is Yes. Willing to discuss in interview. You will be able to make a better impression in person, then on paper when describing your history.

In The Interview: *Be as short and brief as possible whendiscussing your history. *If you need to discuss specifics, youcan discuss the following:

*Nature of conviction *Time Served *Current Statis

*Stress the positives: you have beenrehabi1i t iated.*Stress that the position or employer isnot in an area related to the crimecommited.

If the interviewer probes for more information, do not be intimadated. Repeat your answer. If the interviewer continues to probe, then inform them they can contact your Parole Officer if necessary. Your PO will advise them the same information you have furnished.

Note: Do Not use street talk during interview to describe you conviction. Discuss your experience in terms of positives, including rehabilitation and education. Express that you learned something positive from your experience.

Know that mandated drug treatment is personal and confidential and will not appear on your rap sheet. You are not required to disclose your history of alcoholism or substance abuse unless you choose to!

For more information in regards to this subject or relatedissues contact the following resources:The Legal Action Center (212) 243-1313They can answer questions regarding legal problems, jobdiscrimination, convictions records, certificates ofrehabi1itaition, rights of PWA, bondings, etc.

The Fortune Society (212)206-7070They can help with counseling, and, career development.

INTERVIEW QUESTIONS THAT RELATE TO YOUR STATUS ASAN EX-OFFENDER

This list contains the most common interview questions relating to your status as an ex-offender. Although it is possible that you may be asked a question mat is not listed, writing thoughtful answers and rehearsing the interview process wiH help you to learn how to answer prison-related questions. Strong preparation in this area is required in order to help you gain the confidence necessary to succeed in a stressful interview situation.

Question #1: Have You Ever Been Arrested?

Although it may be illegal for the interviewer to ask you mis question, don't answer it by telling the interviewer that he or she is breaking a law. This win virtually end the interview, an you will probably not be offered the job because the interviewer wfll see you as someone who is uncooperative, who is trying to hide something, or who may cause trouble if hired to work in the organization.

Instead try to catch the interviewer off guard by relating mat your arrest was the beginning of a positive experience. You may answer, for instance:

"My arrest was, perhaps, one of the best things that ever happened to me. It was the beginning of one of the most positive changes I have ever experienced in my life."

The interviewer will be quite curious as to what you mean, for he or she win certainly not be expecting this type of answer. When you are asked to explain what you mean, you can offer some of the positive experiences you have had while you were incarcerated as part of your answer.

Question #2: "Tell me about your prison experience." or "Were you ever in prison?"

Keep four things in mind when you answer this question in a job interview:• Do not try to hide your prison experience• Try to relate the time you spent incarcerated as if it were not any big deal• Show what you have gained from the time you spent in prison.• Try to portray yourself as a better qualified job applicant as a result of the experiences

you had while you were incarcerated.

The first few words of your answer to this question are extremely important Interviewers are not necessarily good listeners, and the person conducting the interview may hear the first few words of your answer mo^tou<^/ ffyovbegmTOuraflswerwini the word "yes", the interviewer may not hear aU of the positives that you gained from your prison experience that follow the "yes". Therefore, it may be best to state your answer to mis question in story form, as in the following examples:

• One of the best periods of my Kfe was the four years I spent in prison. I obtained myGED, took several college courses, developed improved communication skills, andcompleted drug and alcohol rehabilitation. I am definitely a much better person as aresult of my incarceration, and I have gained valuable work experience that wul makeme an extremely outstanding employee

• I have gained a variety of skills as a result of the three years I spent in prison. Ideveloped pubfic speaking skills as a result of my involvement in the "Kids at Risk"drug and alcohol prevention program. I also volunteered as a tutor to help otherinmates obtain the GED, and I was secretary of the inmate chapter of the NAACP.

Question #3: Do you feel you have been rehabilitated?

When an interviewer asks this question, he or she is trying to make 4 determinations:• Have you mended your ways?• Have you learned right from wrong?• Have you changed enough mat what caused you to land in prison wifl most certainly

never happen again?• Have you "learned a lesson"?

Many individuals do not believe mat rehabilitation is possible. They feel mat prison can only turn out a very bitter person who is a better criminal man he was when he went into prison. As I am sure you are well aware (and with some exceptions), most ex inmates want to lead a clean, straight fife, and to remain on the outside.

Therefore, and for many of the reasons cited in Question # 2 above, it is very important mat you begin your answer to this question with the word "yes". In this case, you are admitting to something positive about yourself.

Focus on the positive experiences you had while you were incarcerated, and try, again to state your answer in the form of a story so that it is interesting and holds the interviewer's attention.

Again, do not talk about any negative or illegal activities you were involved in, either before or during your incarceration. These win certainly not impress the interviewer, and talking about negative or illegal experiences will most definitely result in your not being hired for the position.

Do not be surprise if the interviewer asks you about what went on in prison simply out of curiosity. The general public is fascinated by what they mink happens in prison. This is simply a part of human nature. Be courteous and polite if this happens to you, but again, focus on the positive things you were involved in during your incarceration - never the negative.

• Prison gave me the opportunity to fully understand toy future goals and to obtain theeducation necessary to achieve those goals. I have learned to work extremely well withpeople, to exercise patience, and to work to turn negative situations around. Theseskills will be extremely valuable in my professional career in the health care field.

• The eighteen months I spent incarcerated was the best on the job training period mat Ihave ever had. My two work assignments gave me the opportunity to learn thefurniture upholstery and the landscaping trades. I also improved my writing andpersonal finance skills by taking advantage of the continuing education classes mat wereoffered by the facility education department.

Remember, when you are answering questions about your prison experience during a job interview, it is very important to keep the interviewer's attention by giving your answer n story form. This makes your answer interesting. Leave any negative experiences you may have had out of your answer. The interviewer wants to hear positives about you.!

Question #4: What crime did you commit? or Why were you in prison?

It is important to be honest about your answer to mis question; however, soften your explanation by putting it in story form. For example:

• In 19901 was working as a stock person in my local supermarket. I was not making enough money to pay all of my monthly bills. A former friend of mine told me mat I could make a lot of money selling cocaine. I made a lot of money all right, but it certainly wasn't worth constantly having to look around me, worrying if I would soon be arrested or killed, or spending two and one half years of my life in prison. I've learned from this experience that it is much better t earn less money and enjoy Hfe than it is to break the law, worry about being hurt or killed, and spend time in prison.

T I T ' " " T F T " " " " ' " ' " P

• Shortly after I completed my college career, I was working as financial director with a local community living arrangement for mentally handicapped individuals. I was young and very caught up in maintaining a certain lifestyle. I was very heavily in debt, and I tried to take short cuts to financial security through embezzlement I temporarily got the money I needed; however, it wasn't worth constantly worrying about being caught or fired, ruining my reputation, and spending time in prison. I've come to realize mat it is much better to work hard for financial reward and be able to enjoy life without having to always make up stories and worry about being found out

i

Notice how both of these answers include a brief explanation of what the ex-inmate has learned from his or her prison experience and why the individual is certain he or she win never return to prison again.

Question #5: How can I be certain you won't commit this crime again?

If the interview continues to the point where the interviewer asks you this question, it is a very good sign. This question shows that the interviewer has been impressed with your answers so far, is over the surprise of your prison record, and is probably seriously considering you for employment with the firm. The interviewer win be listening for two things in your answer:

• A personal guarantee from you that your criminal days are over, and that you won't begetting into any more trouble.

• An intelligent answer that shows that you truly understand why you committed thecrime which landed you in prison, and what makes you so sure this wifl never happenagain

You should immediately answer the question with the positive response the interviewer is looking for. Consider these examples:

• You need not worry about that, Sir (or Ma'am). I am not the same person I was threeyears ago when I committed my crime. I was involved with drugs back men, and Icertainly was not as mature as I am now. I thought mat it was cool to try to get what Iwanted by taking short cuts then; I've learned a great deal

• I give you my word that my crime will never happen again. My word is extremelyimportant to me, now, even though it may not have been two years ago when I got intotrouble. I've learned a great deal during my time in prison, and much of what I'velearned will make me an extremely valuable employee. Things that meant very little tome back then mean a great deal now.

I have no intention of ever going back to prison, and I certainly never want to hurt my family again like I did. I learned a great deal from my prison experience; however, I certainly did not enjoy not being able to hold a regular job, to go to a supermarket, or to have unrestricted use of a telephone. I've worked through my reasons for committing my crime, and I know that I won't begetting into any more trouble.

Question #6: What do you feel you have learned from your prison experience?

This question gives you an excellent opportunity to sell yourself. Try to answer by combining the education and job experience you gained while you were incarcerated. Include also other interpersonal skills, such as time management an communication skills, which you may have improved while you were at Allenwood. You also may wish to include details about any drug and alcohol treatment programs you may have completed, stressing the fact that you are now drug-free, have been for a substantial amount of time, and intend to remain so.

Try not to answer this question too briefly. Be sure to answer the question completely and to give the interviewer an idea about "Who" and "What" you are. "I got my GED while I was in prison" may be true and certainly is quite commendable; however, such an answer is not telling the interviewer what he or she wants to hear. Be sure to include details about how you turned negative situations around, build upon your character, and learned to engage in positive activities.

Leave any negative learning you did while you were incarcerated out of your answer. Remember always that the interviewer is looking for positives about you.

Remember: The more you practice your answers to these questions, the better prepared you will be when you are asked to answer them in a job interview!

Question #7: "Were you ever convicted of a crime? Tell me about your conviction."

A "yes" answer to the first question (which you are obligated to give) win most definitely bring about the second question. This question is an excellent opportunity to bring up the positives you gained from the time you spent incarcerated; however, the interviewer first wants to know about your crime and the nature of your conviction.

Some companies have set rules against the hiring of ex-offenders based on the type of crime for which they were convicted. Therefore, mis question may be asked carry in the interview as a screening check. In such cases, the interviewer may wish to avoid wasting her own time and yours.

If the interviewer tells you that the company policy prevents the hiring of ex-offenders, remember not to become angry or upset! If you do, you win only help to perpetuate the stereotypes that many individuals hold about ex-offenders. Also, any chance you have of changing the interviewer's mind about you or your application again at a later time win be lost if you lose your temper.

Most companies do not have such policies; nevertheless, you may find yourself being asked about your conviction in a job interview. If this happens, try to keep several things in mind as you answer:

• Try to indicate to the interviewer that you have worked through the reasons why youcommitted your crime. This may earn you the interviewer's respect You must answerthis question with negative details about your personal history, however, nothing saysthat you can't first indicate that you have changed or turned you life around before youbegin your answer. For example: "I was very young and into drugs, and I started to sellcocaine.' This sounds much better than simply stating "I sold cocaine".

• Never tell the interviewer mat you don't know why you committed your crime, or thatyou did it for fun. Try to show that you have given your involvement in fflegal activitya great deal of thought

• End you answer by stating some of the positives you learned while you were in prison.

This worksheet has been adapted from:Sull, Erroll Craig (1990). The Ex-Inmate's Complete Guide toSuccessful Employment, Buffalo, NY

How to Answer Troublesome Questions*

Any good interviewer will try to find out all about you—your strong points and any problems that might keep you from doing a job well. Depending on your background, this may or may not require some special preparation before the interview. You don't want to be caught off guard by some troublesome questions.

When answering problem questions, there are several points which you should keep in mind.

First, be direct and honest in your reply. Evasive answers will only arouse the interviewer's curiosity or suspicion. If your employer discovers later that you have been dishonest in talking about your background, this may lead to your being fired.

Also, be positive about your good points. Draw the interviewer's attention to what you have to offer the company. Answer die question briefly and then talk about your skills as they relate to the job you want.

Now. let's examine some problem questions and sample answers. You should not try to memorize these answers. They are only to give you an idea of the types of answers which will be helpful to you during your interview. You must try to give answers that will assure the interviewer that your past problems will not interfere with your ability to do the job well.

It's not unusual for an interviewer to be con-cerned about any physical disability, injury or major surgery that you have had, and which might affect your work. An interviewer might ask you about the kind of medical care you received. You might be asked what your doctor said about your fitness for work. If you have had a medical problem, you must reassure the interviewer that you can do the job. If a doctor's statement is necessary, be sure to have one with you. A typical question might be:

"I see you received workmen's compensation for a back injury. Could you tell me about that?"

Your answer might be:"I did have a slipped disc which needed surgery last

year. I've taken good care of myself since then and now the doctor says I can do everything I did before, except lift more than 40 pounds. Here is a statement from my doctor releasing me for work."

Sometimes an interviewer hesitates to hire a per-son who is either younger or older than expected. If you are younger than people on die job you are being interviewed for, you might be asked:

"Are you sure someone your age can handle this job?"

Your answer might be:"I know I appear young for the job, but I'm willing and anxious to learn."

If you are older than most people on die job, you could say:

"I don't believe I'm too old for the job. I know I'm capable because I've been told this by my past employers. I'm sure I can handle this job."

An interviewer will generally bring up my prison experience you have had. You might be asked:

"I see you spent some time in prison. Could you tell me about it?"

Your answer could be:"Well, I was very mixed up as a teenager. I became involved in a number of thefts and was sent to prison. That's a part of my past that I've managed to straighten out. I'm ready for work now and I'm looking forward to getting started in a job like this one."

If the interviewer asks you to explain further, it is best, if it is true, to say that what you did was in no way connected wirn your former job.

An interviewer may look twice at an application form which shows diat you have had many jobs over a relatively short period of time. Listen carefully to this question and the good answer that follows:

"I notice you've moved around from job to job in the past. Why was that?

"It's true that I've worked at a number of different jobs in the past. I know that looking around for steady work and taking jobs here and there makes a person look bad—but I think I'm on the right track now."

An interviewer will usually question you if you have been fired from a job.

' 'Can you tell me why you were fired from your job at the paint store?"

Here's a way to handle the question:"I was hired to drive the delivery truck. The job turned out to be mosdy moving paint cans and clean-ing up but very little driving. I complained three different tunes, and I guess that was one too many.''

An interviewer will also question gaps in your employment history. The interviewer might say:

"All of your work history is accounted for except for the ten months between January and October 1974. What were you doing men?"

Here are two kinds of answers:"I was self-employed during that time."

"I had a number of part-time jobs then—mostly sea-sonal—which I didn't put down on the application form."

Obviously, your answer will depend on the real rea-sons for your unemployment.

If you have a history of alcoholism or drug addiction which has prevented you from doing weil on former jobs, the interviewer will probably question you about it. You might be asked:

"I see you spent several months in a drug treatment center. Are you sure you have this problem beat?"

If you have had treatment and feel certain that the problem is now under control, you could answer

"The residential part is over—but I still keep in touch with the center. I feel I've licked the problem. I'm sure I'll be able to do a good job for your company.''

Remember that there is no need for you to memorize these particular answers. Your answers should-be direct, honest, and positive. Think of your own truthful answers which will reassure the inter-viewer that your problem will not prevent you from being a good worker..

An interviewer might ask you questions about your age, marital status or number of children. You may also be asked questions that might cause you to reveal your race, national origin or religion. By law, all such questions are illegal, of course, but you are still going to feel uncomfortable whether or not you choose to respond. One way to handle these kinds of situations is to inquire as to why it is being asked. For example, an interviewer might ask you about your age or marital status. You might say:

"I'm not clear what my age or marital status has to do with this job. Perhaps you could explain why you need to know that information."

You may want to review the chart on "Legal and Illegal Questions" in your Student Manual in order to become more aware of what questions may be asked and which questions are illegal. It is wise to be clear about the law as well as your own concern before you decide on how to respond.

One last point: You may not have answered some of the sensitive questions on your application form because you planned to talk about them during your interview instead. If you find that the interview is almost over and these questions have not been brought up, then you should bring them up. Otherwise, when your background is checked, these problem areas might be uncovered. The employer might think that you had withheld the information deliberately, and this could lead to your not getting the job. Talk about these problems briefly and honestly, and then mention your good points to show that you are a good choice for the job.

Handling Troublesome Questions

The application form which you fill out when you apply for a job contains many questions. Some of these questions are difficult to answer because they deal with problems you may now have or problems you may have had in the past. Applica-tions often ask for information about physical limitations, physical or mental illness, drug addic-tion, or alcoholism. An application form may ask whether you have ever received workmen's com-pensation, and why. There may be questions about arrest or imprisonment. Finally, the form may ask questions about your military background, past employment, or education which you don't feel comfortable answering. If you have problems in any of these areas, you should pay careful atten-tion to the following advice.

Often a job applicant does not know whether to answer these questions honestly, make up answers that sound good, or deny that he has any prob-lems. You will do a better job of filling out job applications if you think carefully about problem questions now. Then you will be prepared to answer these questions when you run across them. Up to now. it has been suggested that you fill in all blanks on an application form. However, in the case of some of these "problem" questions, it may be wiser to leave a blank and wait for a personal interview to give the information. In this way. you can explain your answer completely.

Before you answer troublesome questions, you should decide whether your employer really needs to know about these problems. If you once had a problem of some sort but no longer do. your employer probably does not have to be told about it. For example, if you spent a few weeks in a mental hospital many years ago and have not needed psychi-atric help since, it is not necessary to check off "Mental Illness" as a problem on an application blank. In general, it is not necessary to tell your employer about a problem that does not affect your ability to do the job. An employer's first concern should be whether you have the skills to do a particu-lar job and whether you will be a good employee.

You should tell your employei _L-at i..% prob-lems—such as physical disabilities or current ill-nesses—that would affect your ability to do the job

for which you are applying. It is also better to tell your employer about anything that could lead to your being fired if it were learned later. For exam-ple, if you have been in prison and are now on parole, you must tell your employer, because at some time your parole officer will get in touch with your employer. Certain jobs require you to be bonded, which means the employer is insured against your stealing or losing his goods or money. If you apply for a job where you must be bonded, you should not try to hide any serious problem such as a prison record, because a careful check will be made of your past history by the bonding company.

Once you have decided that you should tell your employer about certain problems, it may be dif-ficult to write honest answers and still give a good impression of yourself. There are two ways of handling the information. First, you can simply name the problem and describe it. State your answer in such a way that it concentrates on your abilities rather than your disabilities. Do not add information that is unnecessary. Describe as clearly as possible what you are able to do now. but give a realistic picture of yourself. For example, an appli-cant who once had a problem with alcohol might say, "I spent several months in a treatment center, but I have worked steadily for the past two years without any further problems." The first way to handle troublesome information, then, is to name the past problem and describe it in the most positive way.

The second way is to leave the question blank and wait until your interview to describe your problem. Often there is not enough room for an explanation on an application form. If you wnte only one word or check "Yes" as the answer to a question on an application, an employer may not understand your situation clearly. However, if you leave blanks on the application form, you should be prepared to answer the questions fully during a personal interview.

Here are some specific suggestions i^ ueau..g with certain questions that may be difficult to answer:

Physical Limitations. Describe your physical limitations in simple, nonmedical teims if they are obvious to someone looking at you. This would be the case if you had any deformity, such as the loss of a limb. Describe any problem that would be discovered during a medical examination, or any physical limitation that would have some effect on your work. For example, if your hands shake, you might say, "I have difficulty picking up very small objects because of tremors in my hands."

Physical or Mental Illness. If your problem sometimes causes you to miss work, or if you have been hospitalized recently, leave a blank for the question concerning physical or mental illness. Describe the problem in your interview. During the interview, try to stress that you want to, and can, work well in spite of your illness.

If you were treated for an emotional problem several years ago and have not needed help since then, you may want to answer "No" if asked whether you have had any mental illness.

Mental illness in your family really doesn't affect your performance on the job. If there is mental illness in your family, you don't need to mention it on an application form.

Workmen's Compensation. If you have received workmen's compensation, write "Yes" on the application form. In your interview, explain the reasons why you have collected compensation. This question should not be a problem if you have received compensation for a legitimate injury. An employer will be more Likely to question your history if you have collected compensation more than once for minor or questionable injuries.

Arrest or Imprisonment. If you have a record of arrests or a prison record, do not write this on the application form. Leave the question unanswered and explain later in your interview. At that time. stress the fact that you have changed, that your attitude now is positive, that you want to work. and that you want to do a good job.

Military Background. If you have received a dis-honorable discharge, leave the question about your military discharge blank and describe your position in the interview. You might explain that you were young at the-time, rlus hir,pened and had some difficulty following orders, but that now you have changed. You should make clear that your behav-

ior during your military service is unrelated to how well you are able to work now.

Past Employment. If there are time gaps in your empioyment record and you actually did work during these periods, you may write that you had "several part-time jobs" or that you were "self-employed.'*

If you have been fired from a job, do not write this on the application. Save it for your interview, when you can explain the situation in greater detail.

If you are young and have had no real work experience, you should try to write down any activities which show that you have taken on some responsibility, such as baby-sitting, volunteer work, or pan-time and summer work.

Amount of Education. You may feel awkward answering questions about how many years of school you have completed. Just remember that your placement in a job is not necessarily decided by the number of years you attended school or whether you graduated. On the application, write the necessary information about schools you have attended. In your interview, be prepared to talk about schooiwork you especially enjoyed, and to describe any courses in which you did good work. If you plan to continue your education or take some special courses, bring this up during the interview.

Drug Addiction or Alcoholism. If you have had a problem with drugs or alcohol, leave the question blank and explain later during an interview. If you have had treatment, stress the fact in your inter-view, and say that you now believe your problem is under control. If you are currently going to a treat-ment center, tell the interviewer about it. Describe how the treatment is helping you, and again men-tion that you are capable of handling the problem.-

Now. a final word of general advice. It is impor-tant to remember that your application should contain positive information. Stress skills and experience which show that you are a good choice for the job. Your background-family, social, cul-tural, and educational—is far less important to an employer than your present capabilities. If you handle troublesome questions positively, you will show that you have oveiuu.ue y^u. problems, and you are likely to get a chance to prove what you can do now.

Personal Data FormPERSONAL DATAName

~~ ~ - - --------- --

(Last)

Address

(Fust) (Middle)

Permanent <NO.&S««,Address

iCitvl (State) (Zip)

(No. & Street)

Phnne nn ( ) (On) (State) (Zip)

Soc ia l Sp r i i r i t v nn

EDUCATIONAL RECORD

Name of School Address (City & State) Dates Attended

Grade Completed

Degree

Grade School 1. 2.

3.

Junior High School i

2.

3.

High School 1. 2.

3.

Other 1.

2.

Course of Study

EMPLOYMENT RECORD

List most recent job first

Name of employer-

Address___________

Position or job held.

Description of job

_________________

(No. A Street!

Phone no.

(Stout

Department.(Zip)

Dates of employment: Frorn.

Starting salary--------------------

maaiuvearTo.

Ending salary.

moiuil/vear

Name and tide of supervisor.

Reasons for leaving or seeking new position.

Name of employer-

Address__________

Position or job held.

Description of job___

(No. & Street)

Phone no.

(Stale >

DepartmenLiZipt

Dates of employment: From_

Starting salary_______!

___________________

moiua/vrarTo.

Ending salary.monlHlvear

Name and title of supervisor.

Reasons for leaving or seeking new position.

MILITARY SERVICE

Service/Branch________________________________________________From-------------------- To------------montfuvfor motuJVytar

Rank on entry_________________________________________________ Rank at discharge---------------------

If Discharge was dishonorable, please give details

Work-Related Education and/or Training-

Additional Information.

CITIZENSHIP

(VISA STATUS, ALIEN STATUS, RESIDENT STATUS, IMMIGRATION STATUS)

U.S. citizen: Yes_______No_______

Alien registration no___________________________________________

Permanent visa no-------------------------------------------------------------------

PEOPLE TO NOTIFY IN CASE OF EMERGENCY

Name---------------------------------------------------------------------------------- Relationship-

Address------------------------------------------------------------------------------_ Home phone no..

Place of work------------------------------------------------------------------------ Business phone no._

Name---------------------------------------------------------------------------------- Relationship_______

Address_-----_--------------------------------------------------------------------- Home phone no..

P l a c e o f w o r k - B u s i n e s s p h o n e n o - -

17

SKILLS, INTERESTS, AND ABILITIES

SKILLS

Machines you can operate---------------------

Tools you can use------------------------------

Things you can do (make).

Other_________________

INTERESTS-

ABUJTIES-

Please be sure that this is the CORRECT APPLICATION for you.

Since graduating from high school or receiving a GED diploma, have you attended a college or university?J 'ES J NO"

if . our answer is YES. please DO NOT i_se this form. Contact the Office or Admission Services. i2* 2) 947--1800. for the Transfer application.

Mail the completed application with a transcript and a S35.00 money order or banK check, payable to UAPC, to:

The University ApplicationProcessing CenterP.O. Box350136Brooklyn, New York 11235-0001

'" c'aer to anena college in New Vork State, you are reauirea to meet the N.Y. State health law regarding immunization against ~easies. mumos. ana rucena P'ease see the aooncation 'nstructions ror details.

CitvUniversttyAPPLICATION FOR UNDERGRADUATE FRESHMAN ADMISSION

NOTE. The City University does not discnmmate on the basis of age. sex. race, creed, national ongm. physical or mental disability, sexual orientation, mantal status.veteran s status, and alienage or citizenship status.PLEASE PRINT IN INK. Be sure to answer the question on page 1 of this application.

Mr1 I Name ot Applicant Ms.

~2~\ Exoecea date ot entrance J Fall J Spring Year 3 I J Mate________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________•mmm -mmm ~mmm

Montri lav «ar

5 I Address_________________________________________________________________________________________________________-mmm -ousa« Si re*-o( > Tiv

Slate£oCode

6 I Lenom of time at the above address ______________ Sal Length of time in NYC _____________ |6b I Length of time in NYS______________-mmm ~ ^s Mos -mmt '~s

'os '••••Yrs '-'os

Mailing address _______________________"I aife^nt irom aoove or locaj aaaress tor roretqn siuoentsi

Zsumrv Zo Coda

8 I Social Secunty Numoer >_________• j_______• I____________ 9 I Teleohone No. ;av i i=/«omg ( )•mmm —_— ' -mml i r e a O c o e - r s a C o d e

'f vou co not nave a Social Security numoer. cnecK nere J ana oiease see instructions in tne Fresnman Admissions Guide

CITY UNIVERSITY COLLEGE CHOICES

101 Ooicss of Colleges and Curriculum- Beforeentenngyourcolleg^cnoK^s.Dieaserefertotheinstnjoicfls.lndicatevourchoicesintheboxesDnntedbetow following ~mmm 't-e Directions given Aopiicants mav indicate up to six choices. YOU win be aamittea to one college ONLY—the first choice for which vou are eligible. You must enter Te CODES ana me college name.

1 st Choice 2nd Choice 3rd Choice

ae College name Code College name Code College name

Choice 5th Choice 5th Choice

Coae Co.lece name Coae College name Code College name

i l | I n t e n c e a m a i o r _ l l a j I a m c o n s i o e n n g p u r s u i n g c e r t i f i c a t i o n i n : j S e c o nd a r y E d . . 7 - 1 23 Art. Health. Music or Physical Ed.. K - 1 2

HIGH SCHOOL/SECONDARY SCHOOL INFORMATION

1 2 j N a m e o r H i g h S c h o o l _ 1 3 1 D a t e o t a c t u a l o r a n t i c i p a t e d H S . g r a d u a t i o n o r r e c e i p t o f G E D-mmm iGED Zif.f it aooncaoiei -mmi

c i M i g n S o x x x - ' ° ' '

U | Whne a rign scnooi stuaent. aia vou taKe any college courses ? - ves j No f ves. complete me following:

C.rv ana Siaiei No ;• Creaits Comoieteo Dates 01 Attenoance

ACADEMIC INFORMATION

NEW YORK STATE HIGH SCHOOLS ONLY SCHOOL AUTHORITIES MUST COMPLETE THIS SECTION FOR ALL CURRENT CANDIDATES FOR GRADUATION.

Numoef ot Students in Graduaung Class_____________________________ Students Rann

'6 | !naica:3 T vou are a veteran or ire aeoenaent ot a veteran: _ . eteran j Deoenoent J Goes not aopiy

' 7 \ Have .;u ever received nnanc.aiaia? j No _ Yes it'.es ai___________________________________

'8 | Nurs-c Aooiicants Co vou noia a N Y Slate Registered Nurse 13 N v cense' J'-es J No • "o wnen ao vou exoect to receive it''[sstions ' r-20 C.tizensnio status ana alienage are usea to aetermme it anv otner eaucanonai documents are needed to evaluate your appica ' orocess 'or ternoorarv visa aooiicants Thev are aiso useo to cetermme vour engioilitv tor avauaoie financial aio oroorams.

Are.c-aUS ;::zen' j •'es j .'Jo •-o oiease state Ccjnirv ot Sirm _________________ Country of Citizensnip

20 | Immcraiion status. JUS Permanent Resioent. en reoisiranon icrectn cara a .~\e ooiainea -er otease soeciiv :ataootamea rxoiraiion tiai*

If you ^ere oarttv or entirely educated at a secondary ana/or costseconaarv scnooi aoroaa. vou must ccmoiete the EDUCATED ABROAD" section on oage J

\ V. _. . .. . _

jsiilamirvnamei =•* '-1l(lale Any prior an nam« us«M

Date of Birth_________________

SEEK/CD - MUST BE COMPLETED BY ALL APPLICANTS WHO WISH TO BE CONSIDERED FOR SEEK OR COLLEGE DISCOVERY

' 221 A. Do any of the following apply to you?""•• 1 ) You are or will be 24 before January 1 2) You are a veteranI of the U.S. Armed Forces. 3) You are a ward ot the court.

•i) Both parents are deceased. 5) You nave a legal dependent.a Yes J No

f yes. answer Questions 23-25. Provioe information for oniv you and your soouse.

f no. answer Question 22B.

5. Did vour oarents claim vou as an income tax exemption TI either •991 or 1992? J Yes J No

'f yes. answer Questions 23-25. Provioe information tor vou ano your parents.

f no. answer Question 22C.

2. Did vou nave S4.000 of income in both 1991 ana 1992'' 3 Yes J No

f yes. answer Questions 23-25. Provioe information rcr .ou ana your spouse.

f no. answer Questions 23-25. Provioe oniv information -3r you and your parents.

ALL APPLICANTS MUST SIGN HERE

23 | A. How many peoole live in your household (including yourself)?-------••» B. Of the number reported in 23A, how many are your:

spouse____ children_____ parents______brothers/sisters----------other, please specify .____________________________

24 \ How many of the people who live in your household are working?_____~*^ Please indicate their relationship to you:

D Your father, stepfather J Your mother, stepmotherJ Your wife or husoand _I Yourself J Other_________

25) Family Income""" How mucn monev did your family receive in 1992 from each source

listed below:Gross pay of your father Gross pay of your mother Gross pay of your wife or husband Your own gross pay income ot other people included in 233 Dividends, interest, rents, or other

income trom investments SSocial Security. Unemployment Insurance.

Veteran s pension, other pensions 3Welfare i Public Assistance. Aid to

Dependent Children, etc.) 3Other income: Explain____________

____ s

Total S

SS S S

26 j i hereby certify that all the information in this application is accurate and comoiete. I realize that failure to file the appropriate application may arfect mv ""^ = omission status. I unaerstand that ail the information contamea in this application will be treated confidentially and will be used for institutional purposes oniv

-oolicant's Signature __ Date

28 I _) Wheelchair moone 2! j Blind or legally Dimo 21 J Use oraces ana crjtcnes -> J Dear or severe neanng loss 51 J Neurological impairments loono. cereoraioaisv strcne

\Vhich category descnoes vou oest"7 J Blacx non-Hisoamc >2) j White. non-Hisoanic 111 J Hispanic i4»

17)18) (91

HO)

Cardiac conditionSeizures leoileosv. etcLearning disabilityCther - descnbe ___

-i Asian or Pacific Islander (51J Amencan Indian or Native AlaskanJ Cther. piease specify (7) ____________________________

"he information in items 27 - 31 >s oeing collected to meet researcn ara rederai reporting reauirements. rt is confidential and will not be released except in the form ct s:atisticai summanes in wmcn individuals are not laentitied. and excect --students with reaith proplems ordisacilities. Fortnose students, the information will be reieasea "3 the Campus Coordinator tor Student Health Prooiems ana Qisaoniues so tnat appropnate accommoaanons can be maoe. Response is voluntary. This information -as no oeanng on eitner admissions or acaaemic cecisions.

27 j P'sase indicate any neaitn oroolem or disaonitv tnat may redu.re accommoaation to enaole you to successfully pursue your course of study.

.6) J Soeecn impairments

j China: Mainland 332) Jj China: Taiwan • -«) _i_i Hong Kong :~oi Jj Korea i083) Jj Inaia 0701 jj "banana '.501 -ij Vietnam "31 jj The Philippines '211 j

.sraei G75i Nigeria "31 Soutn Afnca • 29 Colompia :33i Cuba :ssi Zcmimcan Reouc c Ecuador :46) :55i

J Haiti 066)j .amaica DTT)j =anama iiTij 3ueno Rico ias»j Tnniaad ,1 S3)- England. Sconand or Wales- Germany :56)

•60)

Greece .060) Ireland io?4) Italy i076) Poland (122) Russia (158) Other, specify

F'~m wnat country or can ot the world did vou or vour tamiiv c^c naiiv come ?'CuecK the oox next to tre name ot the country or part ot the wo-a with wmcn vou most identify )

were were vou ana eacn ct vour carents com'~ 5CK one in eacn column

OU3om in me Unitea S'ates exciuaing

=ueno flico or U S ~emtones3om in Pueno fiico or U.S.Termones _Bom outside the unitea States -

'.10T-5= =ATH£H31 j Do you soeaK a lanouaoe otner than tnglish at home' """ "3 Yes j No

' ves. wnn wnich language ao vou feel more comfortable?_; tngnsnJ Language other than Englishj Eauaiiv comtortable with both

continued from page 3. Js 1 Father's full name |3Sl Mother's full name

i_J (First)[33! Father Irving' Citizen of U S.? Laai 'T-J Bom in US.'

I36J Mother Irving'

First) ILUUCitizen of U.S.' Bom in U.S.?

Pvij Fathers residence J37J Mother's residence

•«• City1 34al Fathers occuoatxxi

State Country ""^37aJ Mothers occuoanon

C ty Slat* Coomry

^ J.Tfl 1 Your native language 39 1 Other lanauages sooKen

EDUCATED ABROAD: TO BE COMPLETED IF YOU HAVE BEEN EDUCATED ABROAD

ELEMENTARY AND SECONDARY EDUCATIONAL INSTITUTIONS ATTENDEDA Below give a year-oy-year list ot vour attendance in scnooiis) every vear vou were in scnooi

. fieoeat me names ot scnoois you attenoed tor more tnan one year. You snould fill out one nne tor

Year ot Name of 'our Schooling 'nstitution/Country Age

Momn/Year of vear of Name of Your Month/Year ot Attendance Schooling 'nstitution/Country Age Attendance

1 11

2 12

3 13

j. 14

w> 15 5 16 T 17

3 18

9 19

10 20

3 What dioloma or certificate QIQ vou receive wnen vou comoietea the seconaarv scnooi cycle'Date

POSTSECONDARY INSTITUTIONS

TO BE FILLED OUT ONLY BY APPLICANTS WHO HAVE ATTENDED A UNIVERSITY, INSTITUTE OF HIGHER EDUCATION, POLYTECHNIC OR ANY OTHER POSTSECONDARY INSTITUTION.

A List ail schools attended ABROAD and in the UNITED STATES in oraer of attenaance:

nsmuuonT :v Country

Dates of AttendanceMonth/Year Month/Year

— ,"..Tt """rt =rc:m To ' - cm To = 'CT1 To =rcm To

.Vhat oiDioma npnrpe nr rpmfirata curl \jrni rp<-PiuB? ------ .......... _ _ ---------------------------------------- ----------------------------------------------------------- __

Home Offices: Bloomington, Illinois An Equal Opportunity Employer

G-550627 Rev 10-92 Printed in U S A

John P Coffey Vice President - Personnel1I eqa' Name (Print)

APPLICATION FOR EMPLOYMENT 1DCDOfMllAI F^ATA Date . ._ 1

rfcnoUNAL. DATA IOffirw wham applying: 1

LUST

Social Security Number FIRST MIDDLE PREFERRED NAME

Business Telephone ( ) ext

May we contact you at work? CH Yes CD N

Can your education and/or employment record

If no, list other name(s) and/or social security n

0 s be verified using the above name and social security number? CH Yes CU

No umber(s).

Current Address Phone ( ) NUMBER AND STREET

Permanent Address crrv STATE. ZIP CODE Phone ( ) NUMBER AND STREET CITY STATE, ZIP CODE

Last three addresses (List most recent former address first.)

NUMBER AND STREET CITY. STATE, ZIP CODE FROM (MOJYR.) TO (MO /YR )

I

Position (Job) applying for

Would you work: [Z! Full time CH Part tim<

Specify days and hours if part time

3 l~l 3 months or less Date available for work

Do you object to working beyond the hours of

For which specific work location are you applyi

Were you previously employed by our compani*

Termination date Name a1

the usual business day? EH Yes EH No

ig? as? OYPR ^J Nn If yes, where?

time of termination

Have you previously applied for a position with

application

our organization? Q Yes D No If yes, name at time of

When and where did you apply?

Did you complete any State Farm selection test

Do you have a reliable way to get to work? C

Do you have a drivers license? D Yes D N

Has your drivers license ever been suspended c

Explain

other than typing? Q Yes d No

1 Yes l~ No How? o Drivers license # and State of issue

tr revoked? I Yes Q No If yes, date

Have you been involved in any auto accidents ii

Have you been convicted of or admitted guilt tc

T the last five years? d Ye$ Number I 1 No

any moving violations in the last five years? d Yes D No If yes, explain

entered a plea of guilty to, been convicted of. or forfeited bond in relation to a felony or any dishonest act?

No If yes, specify offense, date, and court._____________________________________-------------------

We are pleased to consider you for employment opportunities with State Farm. As an equal opportunity employer, we think you will find oursalary, benefits, and personal development programs competitive and progressive. We are a leader in the insurance industry because ourpeople provide insurance protection to the consumer with genuine 'Good Neighbor" service. Thank you for your interest in State Farm

jrance Companies.

^ LIST IN ORDER, PRESENT OR LAST EMPLOYER FIRST

DATES EMPLOYED Mo Yr| From

COMPANY NAME AND ADDRESS SUPERVISOR'S NAME, TITLE, PHONE #

To (Include Street City Stats and Zip Code)

SALARY Initial S Per

TITLES OF JOBS HELD REASONS FOR LEAVING

Final $ Per

HFfiCRIBF WORK PFRFORMFD

DATES EMPLOYED Mo YrFrom


To (Include Street City State and Zip Code)

SALARYInitial S Per


Final S Per

DFSCRIBF WORK PFRFORMFD

DATES EMPLOYEDMo Yr*" From


1 To (Include Street City State and Zip Code)

SALARYInrtial 4; Par


Per

DESCRIBE WORK PERFORMED

DATES EMPLOYEDMo Yr


From

To SALARYInitial S Per


Final S Per

DESCRIBE WORK PERFORMED

OTHER QUALIFICATIONSDescribe additional job-related experiences, volunteer work expenences, special skills, and training acquired which would be helpful inas&N&V your qualifications for employment consideration______________________________________________________________

and business organizations to which you belong

AM Session -.Cover Letter Workshop

Goals ; Participants will learn about 3 types of cover letters

(Blind, Response, and Request for assistance)Participants will write a cover letter related to their STG

Suggested Procedure: Ask participants about past experiences with cover letters. Discuss cover letter as an introduction and highlights skills, similar to "the hook" in telephone script. (10 min)

Read handout Construction of a Cover Letter aloud and discuss (25 min)

Ask participants to choose one type of cover letter to write in group, finishing at home if necessary. (15 min)

Ask volunteer(s) to read letter aloud for feedback from counselor/peers. (10 min)

Suggest letters be reviewed individually with counselors.

16

T T T - - - - - ™in TIT " "" " "1! - -. .ITT

SAMPLE COVER LETTER FORM

17 Front Street Brooklyn, NY 11238

October 5,1988

Mr. Richard M. Crowley, President Crowiey, Madison and Moore Advertising, inc. 512 West End Avenue New York, NY 10024

Dear Mr. Crowley:

The first paragraph tells why you are writing. Name the position, field, or general vocational area in which you are interested. Tell how you heard of the opening or the organization.

The second paragraph tells why you are interested in the particular company or organiza-tion. Mention one or two qualifications whicn you think would be of greatest interest to the ! employer. If you have related experience or specialized training, be sure to point it out.

The third paragraph refers the reader to your enclosed resume as a way of expanding upon your background and qualifications. Attemct to tailor your background and qualifications to his or her needs. Elaborate on any particularly relevant accomplishments.

The fourth paragraph is the closing paragraon. Close by making a specific request for an interview, either suggesting a date and time you would prefer or requesting a time at the reader's convenience. Make sure that your closing is not vague. State clearly the specific action you anticipate from the reader.

Sincerely,

Jane Doe

P.S. Include here either salary history or salary range desired, if information is requested. Never list this information on the resume.

End. (resume)

Construction of a Cover Letter

IntroductionA cover letter is a letter written to an employer which, as its

name suggests, covers the resume you are sending A cover letter serves many of the same purposes as a resume: it introduces you to a potential employer; it tells the employer something about who you are; it demonstrates your writing and thinking skills; it provides clues to your personality; and it gives an indication of how well you would fit into the job and the organization.

Despite these similarities, a cover letter is not a restatement of your resume. While the resume is a summary of your education and experience, a cover letter is a way of creating a first impression regarding your goals, personality, and chances for success on the job.

The cover letter is the first thing a prospective employer sees from you. Its primary function is to excite an employer's interest in you so that he or she will read your resume and invite you for a personal interview.

The cover letter is your first opportunity to present specific information which relates to the position for which you are applying. Included in this pamphlet are some suggestions concerning the effective design and use of a cover letter. It is important to realize that without a good cover letter, even the best resume will be ineffective.

All job seeking cover letters have three basic parts: the identification, the statement, and the request. You will have an easier time writing your cover letter if you think of each of these three parts as separate and distinct paragraphs.

The first paragraph, the identification, tells the employer why you are writing. This paragraph should identify the position you seek to fill and how you learned of the opening (business associates, classified ad, employment bureau.) If you are writing a business which has not advertised the position you would like to fill, state why it is a business for whom you would like to work. It is important to communicate to the employer that you have identified and singled out his or her business and not written to every business in town.

The second paragraph, the statement, relates your particular skills and abilities to the specific position for which you are applying. It is not a summary of your resume. If the employer is seeking experience or a particular type of education, clearly outline those items in your background which meet the employer's requirements and make you an outstanding candidate for this position.

The third paragraph, the request, should ask for an appoint-ment for an interview, guidance or direction from someone already in the field, or information about the career area. It is important to close your letter by clearly explaining what you want your reader to do for you.

All of the cover letters you send will contain much of the same information and be written in a similar form. The cover letter allows you to emphasize the training or experience that most closely fits the position for which you are applying. Therefore, it is important to rewrite your basic letter for each potential employer to highlight those things which are most appropriate for the position you desire.

Employers do not want form letters or xeroxed copies with only their names and addresses newly typed. If you expect to be asked to an interview, you must encourage an employer to see you as a person who has spent as much care and effort looking for them as they have spent looking for you.

Types of Cover Letters

There are three types of cover letters:

1. The RESPONSE cover letter (used when you know there isa job opening)

2. The BLIND cover letter (used when you are not aware ofany openings but you want employers to know you areavailable)

3. The REQUEST FOR ASSISTANCE cover letter

Each of these cover letters is accompanied by your resume but each one is trying to do a different job and must be written accordingly.

The Response Cover LetterThe response cover letter is the most commonly written type

of cover letter. Since it is a reply to a specific job opening, you should tailor it to directly address the needs of that particular employer. Keep your letter brief and only highlight the qualifi-cations that make you a good candidate for the job; this is not your opportunity to go into a detailed life or work history—save that for the interview.

You should remember that you are just one of many, perhaps hundreds, of individuals who have seen the advertisement or received notification of the vacancy thru a placement service; your task is not to just say that you are interested in the job but to give them some idea of why they should hire you. The employer needs a particular type of individual with particular types of skills; your task is to briefly explain how you can fulfill those needs.

On the following two pages are examples of a RESPONSE cover letter.

June 15, 1981

Ms. Melissa Thompson Acme Insurance Company 147 East Third Street Birmingham, Alabama 67325

Dear Ms. Thompson,

I am replying to your advertisement in today's Ledger for the position of switchboard operator. Because I enjoy talking with a variety of people and listen carefully to what they have to say, I think the position you offer is ideal for me.

My past employment as a counter clerk at a donut shop and a sales clerk at a discount store have both helped me learn to work with customers and see that they received what they asked for. I have a friendly disposition and I try to be courteous to all the people I meet. Knowing the situations with which switch-board operators must sometimes deal, these qualities would help me remain polite and unruffled.

I am available for an interview at your convenience and I would appreciate the opportunity to talk with you about employ-ment with your company.

Thank you for your time and consideration,

June 16,1981

Mr. Paul Smith Medical Supply Center 1011 Main Street Kansas City, Kansas

Dear Mr. Smith,

I am writing in response to your advertisement which appeared in the Daily News for the position of salesperson. The position described interests me because I am looking for a sales job where desire, dedication, and willingness to learn are the pri-mary ingredients for success.

I have recently graduated from Glassman Junior College where I concentrated my studies on marketing techniques. As can be seen from my resume, my work-study experiences have been in the areas of direct sales and new product marketing. I believe that I have the appropriate experience and training for an entry-level position in sales.

I would appreciate your consideration of the enclosed resume. I am available for an interview to discuss my skills and qualifica-tions at your convenience. Thank you for your time and consideration.

Sincerely,

Susan Moore

The Blind Cover LetterThe blind cover letter is used when you are sure of what you

want to do but you are not sure who is looking for someone to do it. It is sent to employers who have not advertised a job opening, but who do employ people with skills and training similar to your own. You are using a shotgun approach — firing off 20-50 letters and hoping you hit three or four employers who are looking for someone with your qualifications. Since you are not applying for a specific opening1, this letter should provide some general personal goals and why you are seeking employment in their business.

The blind cover letter is the most underutilized type of cover letter. Many people limit their job search by only applying for jobs listed in the "Want Ads". By developing a good blind cover letter, you will be expanding your job search network and increasing your possibilities of obtaining employment.

The blind cover letter shows an employer that you are motivated, and interested in their company. If an opening does not exist at the moment, when a job does open up you may be the first candidate considered.

On the following two pages are examples of a BLIND cover letter.

June 17,1981

Hair for All Seasons620 Washington Dallas, Texas

Dear Sir or Madam,

I will be attending Anthony's Hair Styling Academy full-time beginning in September in preparation for a career as a hair stylist. In order for me to reach this goal, I will need to gain part-time employment in the evenings so I can support myself while going to school.

Though I am not qualified to work as a hair stylist, I would like to work in a shop and gain the experience being around the stylists and customers that this would provide. I am writing to see if you need any part-time employees or can direct me to a shop that might. I have a variety of office experiences and would be qualified to do many clerical and secretarial tasks.

I would appreciate the opportunity to meet with you at your convenience. I am available for an interview at any time. Thank you for your consideration.

Sincerely,

June 19,1981

Ms. Mary FletcherDistrict ManagerThird Street Savings and LoanBoston, MA 02114

Dear Ms. Fletcher,

I am very much interested in obtaining an entry level position in banking. Your institution has invested considerable resources in the community it serves. I am an individual who takes pride in my community and, like you, have a genuine willingness to con-tribute to its future development.

My employment over the past three years has been as a sales-person in a large department store and small shoe store. Through these experiences I have gained the ability to effec-tively relate to people with courtesy and respect. My careergoals are centered on positions in money management or finan-cial planning. In order to reach my goals, I believe I am in need of the various experiences a multi -service banking institution such as yours can offer.

Enclosed please find my resume for your review. I would very much appreciate consideration and, if possible, the opportunity for an interview at your convenience to discuss any suitable position you may have within your organization now or in the near future.

Sincerely,

The Request for Assistance Cover Letter

The request for assistance cover letter seeks direction or guidance from someone already doing the work you want to do and asks for help in your search for suitable employment. As with all types of cover letters, this cover letter should not be a reworking of your resume, but rather it should relate your experience and interests to the work you are looking to do.

An excellent method of reducing the large number of possible businesses to contact and focusing on those most likely to be useful to you is by using the telephone directory and looking up those businesses which employ people in positions similar to the one you desire.

On the following two pages are examples of a REQUEST FOR ASSISTANCE cover letter.

June 20.1981

Ocean Day Care14HarborviewSt. Augustine, Florida

To Whom It May Concern:

I am very interested in obtaining an entry level position as a teacher's aide in a day care center. I am writing to you because I am interested in talking with you about the best ways to work my way into the field.

I enjoy helping children in all areas of development and, like you, I take pride in having the opportunity tp help others. For the last three summers I have worked as a junior camp counselor with 4-8 year olds and I have found the woi*k stimulating and rewarding. This experience, coupled with my passing the high school equivalency exams, has helped me decide to attend Southwestern University in the fall and obtain a degree in the social services.

Enclosed please find my resume for your review. I would appreciate any comments or advice you might be able to offer about how I might proceed in my job search. Thank you for your help.

Sincerely,

10

June21,1981

Mr. Joseph Sanchez Community Representative Smith Associates 1099 Main StreetSeattle, Washington

Dear Mr. Sanchez,

I have recently graduated from McHill University with a Bachelor of Arts in Sociology. My career interests lie in the area of social research and community development. Your organiza-tion has been recognized by many as a leader in urban develop-ment and research. I am interested in being associated with such an organization.

My education has been concentrated in the areas of ethnic concerns in the community and in the older neighborhood. I have a special interest in the problems that culturally mixed neighborhoods present to urban planning. My work-study experience was in group work with displaced urban youth. I believe my willingness to learn and my sincere interest in people could be an asset to an organization such as yours.

I realize that at this time you may not have an opening within your organization. However, you may be able to offer me guid-ance in my efforts to secure an entry level position in the field. Enclosed is my resume for your review. If you are able to help me in my job search, I am available to meet you at your convenience.

Thank you for your time and consideration,

' QtT^Jt^LS'

Sheila Jones t/

DO:Mail your reply to a want ad within 3 days of its appearance inthe newspaper.

Make sure your cover letter is on 8Vfe x 11 paper, as your resume should be.

Type your cover letter; do not write it in long hand.

Type your cover letter on paper the same color as your resume.

Proofread your cover letter carefully.

Date your cover letter.

Sign your cover tetter.

Send references if an employer asks for them, Do not make excuses for their absence in the cover letter. (When you begin applying for work, you should ask your references to write their letters of recommendation so there will be no delays should an employer ask for written letters of reference.)

Be brief; keep your cover letter to one page whenever possible; the interview is the time to elaborate on your training and skills.

Be positive about the position you desire and other positions you have held.

DO NOT:Be pushy; do not say "I would appreciate hearing from you as soon as possible." It sounds as if you are desperate.

State your education unless it can be related to the specific job for which you are applying; it is already in your resume.

Photocopy or use a form cover letter—it negates the personal touch.

Ever mail a resume without a cover letter.

Mention salary, fringe benefits, vacation time, etc. Wait for the interview. Do not appear greedy. Salary may be mentioned only if the employer requests you to do so.

Use unusual greetings such as "Dear People", "Dear Friend", "Gentlepersons", or "Hello". Appropriate greetings are "Dear Sir or Madam" or "To Whom It May Concern".

Use an employer's first name if you are to address a specific person; do use the person's entire name or last name.

Use business stationery from present or past employment situations.

Type your cover letter in capital letters.

Be negative. No employer will invite you to an interview if it appears that you have doubts about the position or your ability to do the job.

ConclusionThis pamphlet has described the basics of three forms of

cover letters. The most important point to be emphasized at this time is that, when using any of these coVer letters, you should design the letter to fit the particular needs of the organizationand job for which you are applying.

If you take the time to write individualized letters to prospec-tive employers, you will actually save time because you will gain employment sooner than another job seeker who just writes one letter and sends it to every employer, regardless of the specific employment situation.

Remember, the cover letter is the employer's first look at you — be sure your cover letter makes him or her want to see more of you!

Authority Issues

Goals: Participants will gain an understanding or the impact substance abuse has had onrty*ir mlqtinnahipa urifh authority figure in pmrt wnrir and school experiences

Participants win increase their understand in appropirate/heahhy ways in recovery

Suggsted Procedures: Ask the group to share difBcuhies they have had with authority figures in past wock and school experiences, (write examples on board): Fear of people in authority, taking things personally, approval seeking behavior, poor boundaries, behaving arrogantly toward authority figures as a way of covering up feelings of inadequacy, tolerating abusive behavior, etc.

StimulusWhat are productive ways to deal with authority as a sober person? (Open

establishing «vi mafntAfnrng healthy boundaries, assectiveness,understanding the authority figures personality, management style, being flexible)

What problems can arise when we dont know how to deal with authority figures effectively? (chronic uocomfbrtablility, decreased chances for advancement, frustration, isolation, etc. (30 mm.)

Read handout "N^ft£tiBff*MMfcM&giCigvBes1' and fti«^na (20 min)^SiedOEELvviOr H<v\pl~e^eEr

Ask group: What are steps you can take to improve your proreMionfti relationships with authoity figures? (10 min)

RECOVERING EMPLOYEESAdapted from" The Self Sabotage Syndrome" by Janet G. Woitttz, Ed.D.

Much of the inner struggle that recov-ering people face in the workplace results from childhood myths. The myths had an effect on how they behaved and felt in the classroom during childhood and in adult life, the myths play themselves out in the work environment.

Myths are a part of a belief system, they substantiate our sense of who we are. The beliefs are internalized and are held onto both consciously and unconsciously. They are the result of childhood messages and unless challenged, they are believed well into adult life. Once these myths are challenged, there is a sense of disbelief, followed by relief that the baggage no longer has to be carried around but giving them up is not automatic. It requires hard work. Some popularly held myths include:

IF I DON'T GET ALONG WITH MY BOSS, IT IS MY FAULT

There is something wrong with me if I cannot make this relationship go right. There is something wrong with me if my boss does-n't treat me the way I ought to be treated. There is something wrong with me if I cannot relate to my boss.

Then again, maybe it doesn't mean there is something wrong with you. Maybe there is simply something wrong, or maybe there is something wrong with your boss. The important question is, why, if you cannot

relate to your boss and you have tried every way you know how, do you stay? What keeps you stuck? Why not consider working someplace else? The decision to leave a bad situation does not automatically mean you have failed. Recognizing the breakdown of your working relationship may mean that you are beginning to take better care of your-self. There are many reasons why work situa-tions might be undesirable. You may not get along with your boss and it may not have anything to do with a deficiency in either of you; it may come from philosophic differ-ences that you both are unwilling to compro-mise. Seeking out organizations that are more in line with your thoughts may make for a healthier work environment for you.

It may also be that your supervisor reminds you too closely of that parent whose approval you sought and could never achieve. You judge yourself because you think you should be able to handle it better now that you are in recovery. But why should you have to handle it? Why should you use all that energy to remain stable when you could be using it in ways that will enhance your growth? Leaving a work situation that is unhealthy for you is not the same as the geographic cure taken by alcoholics and drug addicts.

I'M AFRAID THEY WILL FIND OUT THAT I AM NOT CAPABLE OF DOING THE JOBIt really doesn't matter what your skill level is or what you're doing. If you don't continue to prove yourself, they will find out what you

knew all along - that you fooled them, that you really don't know what you're doing.

This is apparent at the college level. The recovering person often believes that acceptance to college is was through a com-puter error; the A's on your report card only put off the day of discovery. After all, you really don't know what you're doing, you really don't know what you're talking about. This helps propel you toward workaholism because you have to keep the pressure on yourself to keep them from finding you out.

I often wonder how employers in this sophisticated era can be so incompetent as to hire people who are not capable of doing the job for which they are hired - and how they make that error most often with you. Interesting paradox - your manipulative skills are so well developed that they hide your lack of skill on the job. Either your boss is fooled or he is not fooled. If he is fooled, he is foolish enough continue to believe you are capable. If he is not fooled, he knew what you could do from the beginning. It's a hard feeling to shake. Feeling incapable and being incapable are very different. Work on separating that out.

IF I SAY NO I WILL BE REPLACEDSo you don't say no. You believe that you are the one person they're not going to have any trouble replacing. At the very moment that you say no, someone will move into your job. You also don't say no because of a lack of knowledge of your limits.

I have clients who don't say no to

things that are absolutely outrageous. A client of mine went to visit a relative who was 300 miles away and dying. The boss called her and said, "Hey, we have a deadline to meet." She came back because she didn't know she had the right to say no.

The worst possible outcome of saying no - because what you are doing has priority -is that you will lose your job and that may not be the worst possible outcome.

I SHOULD BE ABLE TO DO WHATEVER IS ASKED OF ME

"Why would my employer ask me to do something unreasonable? Since I don't know what reasonable is, I get confused."

Maybe you shouldn't be able to do whatever is asked of you It is very important for you to learn which requests are reasonable and which are not. The question is not whether or not your are able to fulfill the request but whether it is an appropriate request. One main concern of most of my clients is how they can do less. How can I take on less? How can I make my life less stressful? In my supervisory group, a man under 30 years old had a heart attack that was stress related. There is no reason for that if you can learn how to put things in perspec-tive. Putting things into perspective can be taught - and can be learned.

Ability is not the key to whether or not you should do something. Nor is "If I don't do it, no one else will." Is the request consistent with your job description and is it reasonable? That is all that needs to be

considered. If you consider that and comply with the request anyway, then it is your con-scious choice, which is different from a should.

I SHOULD BE ABLE TO FIX IT"I should be able to fix anything and

everything that goes wrong." 'Don't worry I'll..." And what happens is that others will let you do it, will often take the credit for what you do, will take you for granted. Unless you get angry enough, you will continue to seek approval in this way. "No sweat,...!1!! get the...on the way to...I'll lay out the money...I was staying late anyway... Yours doesn't work; take mine."

I SHOULDNT HAVE TO ASK MY BOSS FOR WHAT I NEEDThat sounds as though bosses should be clair-voyant simply t reduce your risk of not get-ting your needs met and having to deal with that. The rationale is "I would be invading my boss's space if I asked for what I need." So of course you don't ask. You take care of it yourself, whether it's little or big, whether it's within your domain or not.

One woman shared this observation, "When I ask my boss for what I need, I feel shame...

"When I asked my mother for what I needed, she would fall apart and I would feel terrible and end up not only not getting my need met but feeling ashamed. I had inflicted an additional burden on her. As a result, I would end up taking care of her, as well as having to meet my own needs."

Asking for help then becomes a very painful experience. Aside from the pre-dictable difficulty of feeling unworthy of someone else's effort and the sense that I should be able to handle by myself whatever I think I need help with, the fact that my asking will do harm to someone else is what really scares me.

AM Session : Keeping the Job/Habits That Work: Discussion Module:Absenteeism

Goals ; Participants will develop an understanding of employer'sexpectations related to attendance and punctuality

Participants will explore their attitudes and behaviors related to on the job problems

Suggested Procedure: Show Adkins Life Skills video "Keeping a Job/Habits That Help (10 min)Possible discussion questions: (50 min)

What do you think/how feel about what you saw in this video? What problems have you had at work in the past related to

absenteeism?what are legitimate reasons for being absent? How did you handle absences from work in the past? What happened when co-workers were frequently absent? How did

you feel? Common issues contributing to absenteeism

Taking time off from work for reasons other than personalemergency or illness

Making decisions about comp time without authorization Taking days off without informing your supervisor on time Staying home for an entire day when you are going to be late Absences due to dislike for job or ineffective conflict and anger management

Materials; Adkins Life Skills Video "Keeping a Job/HabitsThat Help

AM Session :Working Your Program At Work

Goals; Participants will become aware of common difficulties at work,

such as control, authority, competition, collaboration and powerlessness.

Participants will gain insight about how the above issues can affect their job performance and comfort level at work.

Participants will gain insight about the impact of interpersonal relationships in the workplace on job performance and the ability to maintain employment.

Suggested Procedure; Ask clients about past interpersonal difficulties at work (power strug-gles, issues with authority, delegating responsibility etc.) Discuss the concept of collusion (forming alliances against someone perceived as an adversary). Facilitate discussion about scapegoating in the workplace,and how this can erode healthy working relationships.(15 min)

Read handout "Working Your Program At Work".Stop periodically to discuss (45 min)

Materials: Working Your Program At Work

AM Session 9: Dealing with Criticism Goals; Participants will explore the function of criticism in

the workplaceParticipants will explore their attitudes toward criticism. Participants will develop coping strategies for accepting and

using criticism productively in the workplace. Suggested Procedure; Ask participants about past experiences with criticism. Separate crit-icism from abuse if called for in discussion (ie... screaming at you is not criticism. ) Explore impact of early abuse on present acceptance of criticism and self esteem if appropriate (10-15 min)

Read handout "Dealing With Criticism". Stop periodically to discuss. Write major points on board if appropriate; (40-45 min)

1. Limit DamageAsk for time out Positive self talk.

2. ProbeFind out exactly what the critic means, then determine if the

criticism is useful to you. "What do you mean by _ " "In what way do you feel I am _ "Look for global statements (ie. .. "You're never there for me") Refocus on the specifics of the situation.

3. DeflectClouding

Agree in part without completely accepting criticismAgree in probabilityAgree in principleAssertive preference - when you have the power to do it yourway. ("I hear you, we disagree, but I prefer to do itthis way . )

4. Focus on feelings if you believe your critic is over/under reacting to something. Materials ; Dealing with Criticism

17

(From When Anger Hurts, Problem-Solving Communication)

Dealing With Criticism

Criticism is painful. You can end up feeling wrong, judged, guilty, or afraid. And each of these painful emotions has the potential for triggering anger. "How Dare she?" "He has no right."

For people sensitive to criticism, it doesn't matter if the issue is minor. It doesn't matter if the critic is someone whose opinion is unimportant. It doesn't even matter if the criticism is inaccurate. Just feeling criticized sets off a chain reaction - like a row of falling dominos, your confidence drops, and you begin feeling extremely defensive.

Being criticized reminds you of what it felt like when you were a child, when you were corrected and judged by angry parents. As an adult, you don't want to experience the old feelings of being wrong, bad, even worthless. And you resent being made to feel like a child.

Being criticized makes it hard to feel perfect. Many people irrationally expect that they can do it all, do it right, and please everyone. So criticism is scary. If, as you imagine, others expect you to be perfect, you have to fear the slightest mistake. Any flaw, it seems, could lose you a job, a friend, and so on.

You may use anger to avoid and cover over the many painful emotions triggered by criti-cism. This was the case with Linda, a newly graduated RN. The occasion was her first three month evaluation by her head nurse. Most of the evaluation was full of praise for her energy, her potential leadership ability, and her warm, professional interactions with patients. The evaluation also included this line:" When Linda gets behind in her work, she sometimes becomes rushed and careless. She needs to develop time management skills."

After the evaluation, Linda was depressed for a few days. Then she was so angry that she almost quit her new career. How did that happen to her?

First, she disregarded the majority of the eval-uation (which was positive and praised her skills and strengths). She read the critical line over and over, focusing on the words "rushed and careless". Her internal monologue went like this:"Oh God, this is awful. If I'm rushed and careless, I'll probably kill someone. How can I do this job if I'm afraid that I'll bump someone off? Good nurses don't rush patients. I rush around in a careless way. I must be a bad nurse."

Her self-deprecation spread well beyond the evaluation. "I'm not only a bad nurse, but a bad person as well. Imagine being sick and in pain and having someone rush you. How cruel to rush helpless sick people. Other peo-ple get their work done on time without rush-ing. Their patients are well taken care of and they finish on time. I'll never get it right. I'm a failure."

After several painful hours, Linda began cov-ering her guilt and depression with anger. "Good God, this is an impossible job. I do my best but it just isn't good enough. What do they expect? They give me too many patients who are too seriously ill, and then complain if I can't breeze through the day. What does the head nurse know? All she does is pencil pushing. This job is impossible. I don't have to take it anymore!"

There is a way of hearing even hostile criticism that allows you to assess it, benefit from what is appropriate, and disregard what is not. Here are the steps you need to take.

1. Limit the damage. First you can limit dam-age by stopping abusive, angry attacks from others. Even if you feel guilty about the situa-tion, don't allow yourself to be verbally bat-tered. Even if you're wrong, you don't deserve to be called names, threatened, or violated.

"FT 11

Dealing With Criticism page 2

Take "time out" or simply refuse to go on with the discussion if the attack continues.

Next, remind yourself that you are hearing one man or woman's opinion about a specific aspect of your behavior. Even if the other person is attacking and rejecting you, you don't have to join in. "This paper is not acceptable" does not mean that you are unac-ceptable, it does not mean that you are inca-pable of doing acceptable work. It does not mean that all of your past papers have been unacceptable.

Finally, you can limit the damage by accepting that perfection is impossible. There s no way you can do it all, do it right, all the time. Accept that mistakes are inevitable. There are times when you will be tired, distracted, mis-informed, unmotivated, or rushed. By accept-ing that about yourself (and others), you will be less angry and less damaged by criticism. When faced with an angry attack, repeat to yourself the mantra "I am a good person, doing the best I can." Just keep saying it, over and over and over. Develop positive self talk.

2. Probe: Criticism can be constructive and valid. It may provide the feedback you need to grow in your relationships or your work. Actors, speakers, artists, and performers of all kinds seek constructive criticism from those they trust.

The only way to assess criticism is to probe, make sure that you know exactly what the critic means. People are so uncomfortable with criticism that they often avoid question-ing the critic. They're afraid of the painful emotions that criticism stirs. But only when you probe to understand exactly what the critic means can you determine if it's useful to you. Before you fly into anger, retreat in defeat, or collapse in agreement, make sure you know exactly what the critic is conveying. Dave, a recent high school graduate, just started a new job in construction. His fore-

man approached him and said, "You need to improve your attitude if you're going to get along." Dave asked him what he meant. The foreman elaborated. 'The contractors notice when you come and when you go. You were fifteen minutes late twice this week, it makes our whole team look bad and the others guys resent it." Dave learned that, on this job, com-ing to work late was interpreted as "a bad atti-tude".

Jim's wife was sick with the flu. Her criticism was attacking and angry:"You're never there for me. All you care about is yourself. Jim asked what she meant. "Here I am, sick, and you show no concern for me at all. When you had the flu last week, I called you twice fro work, I fixed dinner, and I stayed home from my karate class just to be with you. You just go on with your life with hardly a "How are you?" Now Jim has more information, his wife would feel more cared for if he did those kinds of special things for her. Jim doesn't have to accept or agree with her attack. But now he knows more about his wife and more about how his behavior affects her sense of being cared for.

Mat and Rich were old friends from grade school through college. Now that they are both working, they seem to be drifting apart. They have less time to do things together. Rich was surprised when Mat attacked him. He managed to control his hurt feelings long enough to determine what lay at the heart of some rather hostile criticism.

Mat: You've turned into quite a social climber.Rich: What do you mean "Social climber?"Mat: You're always hanging out with friends at

work now, you hardly have time anymore.

Rich: What is it about my hanging out with work friends that bothers you?

Mat: You all vacation and party together. You go to their yuppie sports club, how can I compete? You'd rather hang out with them than be with the real people.

Dealing With Criticism page 3

Rich: What do you mean by "real people'? Mat: People from the old neighborhood,

like me. Rich: Since I've been working you feel like

I've been going places and doingthings with my new friends and wedon't have as much time to do thingstogether. Mat: Yeah, I miss the old

days when we dideverything together. It's kind of lonelywithout you.

What started out sounding angry was really Mat's feelings of loss and jealousy and a need to be closer. Once you've determined exactly what the complaint is, you can start to evalu-ate its accuracy. The new nurse really did need to work on time management skills. The two old friends were really drifting apart and their relationship was changing. Dave, the construction worker, was fifteen minutes late twice last week. Jim did not pamper his wife when she was ill.

Recognize also the part to the criticism that is not accurate. Dave's lateness does not neces-sarily indicate that he has an "attitude" prob-lem, but only that he didn't count on traffic delays. Rich was not snubbing his old friends and becoming a social climber. It isn't true that Jim is "never there" for his wife, only that it never occurred to him to pamper her when she was feeling ill. The new nurse's difficulty organizing her work doesn't mean that she was a bad nurse and a bad person, only that she is new and inexperienced.

One way to spot inaccurate, harmful criticism is to listen for generalizations. "You never.....", "I'm always the one who....", "Everyone else knows about ....but me.". There are plenty of exceptions to such globalized statements. Look for them. Also be alert for global indict-ments that attack you as a person, not just complain about your behavior. When you hear yourself condemned as selfish or stupid or uncaring, refocus on the specifics of the sit-

uation. These attacks on your identity are wrong by definition. No one is totally any-thing. You are a complex person with many different, (sometimes contradictory) motiva-tions and needs.

3. Deflect. Here are four techniques you can use to disarm the critic and prevent escala-tion.

In Clouding, you agree in part with the criti-cism, without accepting it completely. It requires that you listen carefully to the critic and agree with the part of the criticism that is accurate.

Critic: You are never around when I need you Response: I have been working a lot this

month and I haven't been around asmuch in the evenings.

Critic: if you keep spending money at this rate, we'll be broke in no time.

Response: We have been spending moremoney since we moved into the new house.

Notice that you don't have to agree with everything. You don't have to buy that you're never around, or that you'll go broke. You acknowledge the grain of truth without accepting the entire exaggerated statement.

Another way to cloud is to agree in probability. "It may be ..." or "You could be right..." are ways you can imply agreement without total capitulation. Using agreement in probability with the previous examples, you might reply:

"You may be right that I haven't been around much lately"

"It's probably true that we re spending quite a bit"

A third form of clouding is to agree in princi-ple. The trick here is to accept the conclusion without accepting the premise.

Dealing With Criticism page 4 not ready. Don't try to get in the last word orget into an argument about whether or not

Father to son: "If you don't work harder, you have the right to delay responding. Useyou'll never get into law school". The young your three-part statement for setting limits. "I . |man can agree with the principle that hard understand that you are not happy with the

1work is necessary to get into law school. But job I've been ddngfacknowledgement). I'mhe doesn't have to buy the premise that he feeling like I need some time to think before Iisn't working hard. Here is how he might respond to you (your position). I'll call youagree in principle: "You're right, you have to tomorrow (setting the limit)."work hard to get into law school."

A content to p j .ess shift is useful when theAssertive preference is a way of shutting off the discussion is escalating into a battle, you feelcritic. Using this technique, you acknowledge that the critic is over or under reacting tothe criticism but disagree with it. Don't feel something, or you suspect the critic is not say-you have to provide a long explanation. Just ing what's really bothering him. When youstate that you prefer to do it your way. "I hear use the content - to -process shift, you stopthat you don't agree with how I'm handling talking about the issue (content) and talkthis situation, but I prefer to do it this way". about the angry feelings or your sense of"I hear what you're saying. I guess we just being attacked (process). It is a way of puttingdon't agree on this point." "Thanks for your on the breaks and exploring the quality of theconcern, but I'm willing to take the risk." This interaction between you. "I don't know abouttechnique is used when you have the power you, but I'm kind of frustrated, always getto do things your way and you want the critic stuck in this sort of argument." "This is theto back off and stop badgering you. It stops third time today that you've criticized howfurther discussion without attacking the other I've handled the kids. What's happening?" 11person and without getting angry. "You say you're not upset about my cancelling "

our date, but you sound like you're almost inAssertive delay is an important and powerful tears." "We always end up arguing abut howtechnique for responding to criticism without much money to spend on new equipment. I'manger. If you take time out (even for a few feeling accused and attacked. What's goingminutes), you allow yourself to calm down, on between us that we end up feeling angrythink, activate some coping strategies, consult like this?" A content-to-process shift allowswith another, get support, gather information, you to get to the real issue or the more impor-and so on. When the critic is talking, you can tant issue that lies at the bottom of a conflict,just pretend that you are a tape recorder.Record, clarify, and understand the criticism. The Payoff:Don't feel you have to respond, apologize, fix People who are not able to communicatethe problem, or throw in the towel. You can assertively are usually angry. They're angrydelay responding until later when you can because they are not able to ask for what they"play it back" in your mind, assess it, deter- want or protect themselves by setting limits,mine what is accurate and what is not. A few They are angry because they can"t motivateminutes alone can provide the perspective others to cooperate or negotiate successfully,and awareness that you don't have when you They blame instead of listen, defend instead offeel under attack. "I hear what you're saying, problem solve. Your efforts toward becomingLet me think about it and I'll call you in the assertive will eliminate many anger generat-morning". "What you're saying is important, ing situations. Now you can begin to acknowl- 11but I frankly am feeling a little overwhelmed edge your needs, ask for changes, set limits,right now. Let's get together after work for and cope with criticism. This work will havecoffee and we can talk some more." an immediate payoff in the quality of yourDon't get pressured into responding if you're relationships.

From Tm Right" to "Poim of View"Most arguments have little if anything to do with the words being used or the ideas being discussed. For ^renc?. you and a loved one may quarrel over politics, women's rights, or yourreactions to a recent nim. The anger and heated words are often less about the issue and more ooout "who's right," who's in control, and who has the hnai authority.

We human beings are incredibly seif-righteous: When giv-ing or receiving criticism, we know how right we are and how wrong the other person is. Neither side wants to give in. and both sides feei misunderstood. We often create for ourselves a Greek chorus of like-minded friends and allies to reflect back to us how right we are and how wrong the other per -son is.

When both sides are defending "I'm right and you're wrong" positions, you are no longer just discussing a specific criticism but are engaged in a struggle of wills. You may think you are arguing the merits of an issue, but you feel as if you are fighting for the survival of your self-worth and identity.

If you have a cherished belief that someone criticizes, you may react as if you yourself are being attacked. Even if you're being criticized for a self-destructive habit, such as smoking or repeatedly bong late, it may feei as if your identity is under attack. The Achilles Syndrome has been activated: The more you react to criticism as an attack on your emotional survival. the more you will b: blinded to :he potential ments of the other person's point of view. When we perceive criticism as an accusa-tion or putdown. we often defend against it as if our lives were at stake.

If we give up insisting how nght we are and try to listen receptively, we allow the other person to be right as well. What you resist persists—the more you insist how wrong the other person is. the more he will persist in trying to prove how right he is. Focusing en "point of view" means learning that at any given moment each of us is right from his or her own perspec-tive. When it comes to feelings, no one is wrong. A key to success in your susiness and personal relationships is to value and accept seemingly opposite points of view.

AM Session: Action Letter Workshop

Goals; Participants will learn how to highlight their significant

accomplishments in an action letter.

Participants will firstTdraft of action letter related to their STG in group.

Suggested Procedure; Review Accomplishments Workshop. (10 min)

Read handout Action Letter aloud and discuss. Discuss Action letter as a way to focus on those aspects of your background that pertain to the employer to whom you are writing, as opposed to a resume, which is more general. The action letter may be used your if resume is not ready yet, or it can accompany a resume. (20 min)

Write first draft of action letter in group, (clients may refer to their written list of job accomplishments) to be reviewed with counselor. (20 min)

Ask volunteer(s) to read letters for feedback from counselor/peers as time allows.(10 min)

Materials; Handout: Action Letter

AM Session: Follow up Letter Workshop

Goals j_ Participants will learn about the three types of follow up

letters: Recall, Accent, and Afterthought

Participants will writs an example of a follow up letter

Suggested Procedure; Review Cover letters and Action letters. (5 min)

Ask participants if they have ever written follow up letters and to share their experience and thoughts about this. What importance might follow up letters have? (5 min)

Read handout Follow Up Letter aloud and discuss.(25 min)

Ask participants to write their own letter in group. Finish at home if necessary. (15 min)

Ask volunteer(s) to read letters for feedback from counselor/peers as time allows.(10 min)

Materials; The Follow Up Letter.

THEFOLLOW-UP

LETTER

Use of A Follow-Up Letter The follow-up letter is used after an interview: to demonstrate your

continued interest in the job: to reemphasize a portion of your interview or an especially well-received point; or to provide additional information. Your follow-up letter is an opportunity to communicate that you have a clear understanding of the company's design and responsibilities. The follow-up letter should be used to indicate your confidence in your own ability to meet the needs of the position.

The follow-up letter is not an opportunity to plead for a job or to appear overly gratuitous. It is not used to display good manners. You should be honest with your interviewer; if you want the job, emphasize this fact using specific instances where your abilities and the company's needs coincide.

Types Of Follow-Up Letters There are three basic types of follow-up letters:1. The RECALL (used to remind the employer of the interview and the

qualifications you possess which are especially significant).

2. The ACCENT (to emphasize a specific point which was well-received bythe employer during the interview).

3. The AFTERTHOUGHT (to supply important information which was left outof the interview).

While each of these letters is written after the interview, each has a different purpose and its use must be selected accordingly.

Interview #1

The following are some of the topics that were discussed during an interview for the position of-restaurant-management trainee after which the writing of a recall letter would be appropriate.

Interviewer, Why are you interested in the restaurant business?

How does your prior work experience relate to what you want to do now?

Do you- feel-you can supervise other people?

How much experience do you have supervising people?

What would you do with an employee who_____________?_

What kind of relationship would you like to have with your customers?

How do you feel about being responsible for large sums of money? What

experience you have in inventory control? What do you see yourself

doing in five years?

The Recall

Let us assume that the answers to each of these questions were appropriate and the interviewer's response to the entire interview was favorable. The job candidate, Anthony Owens, could now write a recall follow-up letter if he feels is still in contention for the position and if he feels he is still interested in the position.

* The Accent Letter *

The accent letter is written to draw attention to a part of the interview that went especially well, or to a qualification you possess which appears ideally suited to the needs of the position for which you are applying. Choose that part of the interview that seemed to add a spark to the discussion or underlines the point when your interviewer was most favorably impressed with your qualifications. Use a few of the employer's buzz words (language familiar to the employer and his or her career field) but do not over do it.

The accent letter generates a favorable impression of your ability to bring a needed skill to the position. It enhances an employer's positive response to your candidacy because it directs attention to a quality you possess which the employer previously mentioned is highly desirable.

The accent letter should display a definite sense of confidence in your own abilities as well as a desire to learn and grow in the position. When you accent your qualifications through the use of a follow-up letter, you set yourself apart from the other candidates and bring yourself closer to a job offer.

Send the accent letter so that it arrives on the interviewer's desk three or four days after your interview. This serves to remind the interviewer of the particularly bright spots in your interview and it is on bright spots that employers often base their hiring decisions. As with the recall letter and the afterthought letter, the accent letter should be addressed to the primary interviewer — the person who conducted the interview and who is responsible for hiring the best candidate for the position.

(5)

The Accent Letter

Dr. Helen Hunt, D.D.S. The Rolslin Dental Clinic 1247 Jefferson Avenue Des Moines,IA

Dear Dr. Hunt,

Our Discussion this week left no doubt of my desire for employment in your clinic. I believe my skills and qualifications will prove very useful to you as your facility expands.

During our interview, we discussed my experience with the Springfield Medical insurance Group. I mentioned that I assisted in the processing of numerous medical claims and it seems that this experience will prove beneficial to your clinic in the near future. Every dental office needs a staff member who can handle routine business tasks and help provide quality dental care. I would enjoy splitting my time between these two areas and I feel confident that I can do both jobs well.

Thank you for a very informative interview. It is my hope that I will be afforded an opportunity to demonstrate my abilities as a dental hygienist at the Roslin Clinic.

Sincerely yours,

Natalie Myers

Interview #3

The following is an excerpt from an interview for a sales position after which the writing of an afterthought letter would be appropriate.

^Interviewer. Looking at your resume. I see that you only have two years of direct sales experience and no other experience at all in selling medical supplies. What in your prior work experience would lead you to believe that you would be successful with our company?

*Candidate. I enjoy sales work. And I enjoy meeting new people and helping them see the value of the products I sell. I've been a successful salesperson in the past and I have the confidence that pattern will continue in the future.

With my current company, I did not start out as a sales representative. I was promoted to that position after demonstrating my ability to generate sales as a phone rep. Though I don't have any experience selling medical supplies, I think you are looking for an individual with the right sales personality and not intimate knowledge of your products.

The Afterthought

What Ms. Moran, the job candidate, neglected to mention in her interview was the fact that as a phone sales representative, she was the leading salesperson for six of the ten months prior to her promotion. Additionally, she was named "Salesperson of the Month" for two consecutive months. This award was given in recognition of her having the highest sales volume in those months.

The following is a follow-up letter Ms. Moran could write as an afterthought.

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The Afterthought Letter if

The afterthought letter is used to provide information which you were unable to provide during the interview* It is an opportunity to answer a particularly difficult question completely and with forethought.

The afterthought letter can be used to counteract the negative impression of an interviev that vent marginally well by providing- additional information about your skills and abilities that make you a good candidate for. .the job. If you were anxious or nervous during the interview, the afterthought letter can draw attention away from the interview and place it squarely on your, qualifications.

After reviewing your interview, you may realize you ignored some aspect of your background that would have favorably impressed the interviewer. The afterthought letter may be used to subtlety suggest an interview — for which you would, be completely prepared to detail your qualifications and your ability to meet the employer's needs.

Remember that the afterthought letter is not an apology but a definite statement of your ability and desire to do a job well. Approach it in this mma""* and you will project the confidence and self-assurance an employer is seeking in an employee.

The afterthought letter should be written and sent as soon after the interview aspossible. Once you have reviewed the interview and recognized how you could havebetter answered a question, make notes and then write your afterthought letterstating directly the qualifications which make you the person, for the job* j I

II

(8)

The Accent Letter

Dr. Helen Hunt, D.D.S. The Rolslin Dental Clinic 1247 Jefferson Avenue Des Moines,IA

Dear Dr. Hunt,

Our Discussion this week left no doubt of my desire for employment in your clinic. I believe my skills and qualifications will prove very useful to you as your facility expands.

During our interview, we discussed my experience with the Springfield Medical insurance Group. I mentioned that I assisted in the processing of numerous medical claims and it seems that this experience will prove beneficial to your clinic in the near future. Every dental office needs a staff member who can handle routine business tasks and help provide quality dental care. I would enjoy splitting my time between these two areas and I feel confident that I can do both jobs well.

Thank you for a very informative interview. It is my hope that I will be afforded an opportunity to demonstrate my abilities as a dental hygienist at the Roslin Clinic.

Sincerely yours,

Natalie Myers

How To Review The Interview

After the interview has taken place, it is best to analyze what happened immediately. If it appeared to go well, you will want to consider what parts of the interview drew most of the employer's interest and attention. If the interview seemed to go poorly, you will want to gain some understanding of what went wrong.

The most effective tools for the review of an interview are a pen and paper. Immediately after the interview and out of sight of the interviewer, go over the entire interview itself. How many people took part? If more than one, consider whether you directed your answers to all of the people present — even if only one asked questions. Did one section of the interview go especially well? If so, try to remember the content of this portion for use in an accent follow-up letter. Write it down as completely as memory allows.

If you were unable to fully answer a question, write it down and, if it was important, answer it completely in an afterthought letter. If your interviewer seemed to enjoy you and the things you had to say, a recall letter would be appropriate.

Review your notes and if your review indicates a follow-up letter would help promote your cause in the hiring process, write one immediately. It is important to review the interview as soon after it occurs as possible. Although you may feel your memory is good, you may forget details that could form the basis of an execellent follow-up letter.

Be honest in the assessment of your performance during the interview. An accurate analysis of your performance may provide you with the knowledge to make the changes that are needed to be more successful the next time.

You should send a follow-up letter only if you feel the interview went reasonably well. There is little point wasting your own time or the interviewer's time if you have no chance of getting the job. If you do send a follow-up letter, do not write one that simply reviews the entire interview for the employer; it is unnecessary and boring. Try to be brief and keep your letter to one page in length.

AM Session: Letter Writing Wrap Up

Goals; Participants will give and receive feedback on their jobsearch letters.

Participants will complete job search letters and discuss in small groups

Suggested Procedure:Review the 3 types of letters learned: Cover Letters, Action Letters,and Follow Up Letters, and the function of each. (10 min)

Divide participants into small groups or pairs to work on letters together and critique each other's letters (35 min)

Ask participants to read letters they feel are good, or ones they need help with for counselor and peer feedback (15 min)

AM Session: Using Supports to Avoid Discouragement

Goals; Participants will become aware of sober support groups andstrategies that facilitate job search

Participants will develop insight about what kind of support they can use to maintain motivation and positive attitude during job search in sobriety.

Suggested Proceduret Ask group to share their feelings/fears/hopes about upcoming weeks and months during their job search. Encourage participants to identify existing supports and coping skills. (15 min)

Read Avoiding Common Career Mistakes discuss (30 min)

Read Job Search, Getting Motivated, discuss. (15 min)

Materials; Avoiding Common Career Mistakes Job Search, Getting Motivated

ASSESSING A JOB OFFER • 247

EXAMPLE: One mid-level, ex-government employee who wanted to break into television news learned this the hard way: he was offered a low-paying network news job, but he arro-gantly turned it down, figuring that with his experience he should be earning far more. He realized later that he had made a mistake. His job hunt was still in progress when one network froze its positions and others started having major layoffs, so he found himself without any news job at all.

This approach should also be considered b\ career changers and unempioved middle managers who are forced to switch fields. Some-times the onlv uav to get tne right job is bv taking the wrong job first and accepting low levei. low pay, and low prestige. In manv cases it's better to take a step backward now rather than suffer the conse-quences of long-term unemplovment. But alwa\s look carefullv at career paths: Does the position offer opportunities for career growth? Or is it a dead-end administrative assistant job?

TIP: Unemployed managers and recent college graduates should be particularly careful when going to employment agencies. Less reputable firms may offer "high-growth administrative assis-tant'' positions that, in reality, are dead-end jobs.

STEP THREE: ASSESSING THE SAURY AND BENEFITS PACKAGE

• The definition of a good salary and benefits package is: "It alldepends. . . "

It all depends on industry or professional standards. \our posi-tion, vour experience, vour background, your goals. Salary and ben-efits packages \arv widelv among different industries, and among different comoames within the same industry.

The best ua\ to assess a oenents Oacnage and satar\ ;.s Lo determine:

• if it meets or exceeds what others are getting for the same position at the same level of skill

• if vou feel comfortable with both vour salarv and vour benefits


Salary

• Check industry standards for salaries at your level in the industry.

The best sources for information about industry standards are want ads and articles in trade publications, annual salary survevs published in newspapers and magazines, and word of mouth from friends and acquaintances in the neld.

TIP: From a career expert: When a colleague tells you how much heor she is making, reduce die amount by 10%—20% to get the realsalary. If colleagues tell you the "average" salaries in their fieldwithout mentioning their own. add 10%—20%. Reason: Peoplewant to think they make more than the industry norm for theirposition, and stretch die facts to fit dieir version of the truth.They're not necessarily lying to you. diey're just finagling a bitin dieir heads: "After all. I really am getting $45.000 a year, orI would be if I hadn't been fixed dial time, but that wasn't myfault, and if you throw in my bonus and the company car. I'mgetting §39.000. which is close____*'

• Warning flags should go up if die salary you're offered is muchhigher or lower than die norm.

If the salary is much higher than usual, don't just be flattered and accept. Look for problems with the position, or the companv. or both. Thev mav be offering more because no one will take the job at a lower salarv due to bad uorking conditions. Or. the companv could be in precarious shape. If the saiarv is much lower than usual, look for problems in their perception of you. You should be worth what the market is pavin?. or there should be verv good reasons \\h\ vou're not being offered a market salan.

Job Search Getting Motivated

The following is a list of some suggestions that have been helpful to other EPRA members as they have gone through their job search.

1. Confine job search activities to Monday through Friday from 9-5. Keep evenings and weekends for AA social activities and the New York Times or other newspapers and journals forwant ads.

2. Go to a morning AA meeting to start your day.

3. Set up a "buddy" system with someone else who is job hunting and meet for breakfast ormorning coffee.

4. Choose some inspirational reading that you like - for example, 24 Hour Book, Each Day aXew Beginning, Day By Day,- and read a few pages every morning and whenever you arefeeling tense.

5. Make sure you "bookend" every job interview with such supportive activities as AAmeetings, phone calls to a sponsor or friend, or personal coffee dates.

6. Determine your goals for each day - for example, 3 letters, 5 phone calls, picking up 2 applications, reading through the classifieds of newspaper or industry journal - and reward yourself with a healthy treat when yo accomplish it.

7. Plan to get started on a difficult task everyday by creating a job-search grabbag. Write outjob search activities on slips of paper and put in a bowl or basket. Then choose one each dayto make sure you don't avoid required tasks.

5. Plan to meet people at a lunch hour AA meeting or for morning or afternoon coffee breaks.

9. Find pleasant resting places in job search area where you can sit down, work quietly, reviewresume, or just relax for a few minutes. For example, Central Park or fountains at Citicorp etc.

10. Choose a type of exercise that appeals to you such as walking, yoga, working out, and useit to help alleviate tension or work through frustrations as well as to keep you feeling fit.

AM Session: Assessing a Job Offer

Goals; Participants will gain an understanding of how to analyze a job

offer

Participants will become familiar with assessing a job in terms of their long and short term goals.

Participants will review ways to research salary level, employer stability, the culture of the company/agency, the history of the position offered, and employer training policies to determine if the position offered is compatible with their needs.

Suggested Procedure; Ask group about previous experience evaluating job offers. (5-10 min)

Review how to research a company, industry, and job. (Refer to handout from 1st week) The library is best place to start. (10-15 min)

Read handout "Assessing a Job Offer" stop periodically and discuss. Use board to identify factors to be considered in assessing a job offer if appropriate. (40 min)

Materials: Assessing a Job Offer

Assessing a Job Offer

INTRODUCTION

You've been offered a job; now comes the hard part. Do vou accept it immediately or do you wait? Do you start negotiating for better terms or do vou accept the total package as is? Is the salary competitive? What about benefits? How do vou assess the job vou've been offered and decide if vou need it or want it?

As with the rest of your job hunt, the best wav to handle these questions is in a step-bv-step manner: methodically and carefully looking at each question and problem. In most cases, try to resist the temptation to accept an offer immediately and throw the conse-quences to the wind. This is especially hard if vou are unemployed, but vou'll be far better off in the long run if you look before you leap.

Before accepting a position, break the offer down and analyze it.

The three basic steps to take are:

1. Assessing the company

2. Assessing the position

3. Assessing the salarv and benefits package

If evervthing looks good, accept the job. If certain aspects look bad. consider negotiating a better package. If all aspects look bad. ask yourself: "Why the hell did I interview for this job in me first place?


GENERAL CONSIDERATIONS

• As a rule, don't accept an offer on the spot.

In the first flush of success, particularlv if vou've been unem-ployed for a while, your natural inclination will be to accept and forget the potential consequences. But vou should realize that the consequences can be severe, ranging from a lower than normal salarv to a slow career track to bad working conditions. In other words, you might not know what vou're getting into.

Tell the interviewer vou need a week to think about and assess the offer. This will give vou time to analvze the companv. the posi -tion, the salary, and the benefits package. Most companies expect you to take at least a week.

TIP: First warning flag of a bad job offer: When the interviewer presses you to make a decision immediately. This suggests a problem with the quality of the company or the offer. The position may be one that the company is having difficulty filling, or the com-pany itself may be having problems that the interviewer doesn't want you to find out about. Ask the interviewer why he or she needs a quick decision, and look at those reasons suspiciously.

There are a few exceptions. Sometimes, vou'll have to make a fast decision for all the right reasons. Entrepreneurial companies, which pride themselves on being fast-moving, may want someone who can make a decision on the spot. This is particularlv true when the founder of the firm makes an offer. He or she is used to gutsv. seat-of-the-pants decision-making, and expects.such behavior from subordinates. If vou want the job. vou may have to sav yes quickly.

With lower-level positions in highly competitive industries, an immediate acceptance or replv in a few davs is also sometimes the norm. In the words of one interviewer: "Thev need us more than we need them. If they can't decide quicklv. thev can walk out without a job." It's usually easy to tell if vour firm and/or offer falls into this category'. The salaries in such firms are low. benefits are standard-ized, and employment officers, rather than line managers, are the principal decision-makers. Even in this case, you usually can negotiate for an overnight delay or a delav of a few days.

ASSESSING A JOB OFFER • 243

STEP ONE: ASSESSING THE COMPANY

Business Record and Finances

• After holding back from accepting the offer, start your next day by analyzing the company and its business.

It may take only a few hours to research and analyze a company or institution, but the benefits of doing this can affect the rest of your career.

Ask vourself: Where is the company going? Is it gaining or losing market share? Would I be working in a strong division? If not, would the rewards be worth it? Analvze nonprofit institutions and government positions in the same manner. Is the area or function receiving ade-quate and increasing funding? Are the functions of the position well supported and respected by the profession or the rest of the institu-tion? In other words: /s this company a good place for my career?

TIP: Advice from an older but wiser middle manager: If you are offered a high-paying, high-visibility position in a division that needs to be "turned around," think twice before you get enticed by challenges, above-average salaries, bonuses, and visions of yourself on the cover of Forbes magazine as "The Turn-around King.'' In today's cost-cutting atmosphere, entire divisions can be sold off. and managers as quickly dumped, by the new own-ers. Or the ''turn-around" division may be impossible to turn around, leaving you looking like an ineffective manager who has wasted several vears.

• Check library references and personal contacts for a reading on die company and its future.

Read between the lines and make certain to go beyond surface impressions, particularly with smaller, less-known firms. Don't relv mereiv on credit reports from Dun & Bradstreet. Many disreputable or even failing businesses maintain strong credit ratings to the verv end. Instead, ask if vou can speak to your potential co-workers in the firm. Get a reading from what they sav—or don't say—about the company. SpeaK with friends or acquaintances in competing corpo-rations and read the trade magazines to get a feei for the company and its place in the industry.


EXAMPLE: A worst-case scenario of a newly-minted MBA who accepted a job with a trading firm that had plush offices and an im-peccable credit rating: The interviewer explained that the company traded "consumer electronics goods and other items" to certain nations. The MBA didn't press to find out what the "other items" were when he accepted the very generous offer. He did check a credit source that rated the firm A +. He found out a lot more after a few weeks on the job, when FBI agents knocked on the door. They were investigating shipments of arms to the Middle East. The MBA quickly applied to another firm, offering a unique reason for having left his previous job: "I didn't find gun-running compatible with my long-term career plans/'

TIP: For major firms and industries, check Value Line to get a quick fix on your potential employer. See Chapter 3, "Research," for other ideas on how to find out more about your company.

Company Culture

• Check if you are compatible with the firm.

Are vou and the corporation compatible in terms of working and social stvles? If vou prefer bureaucratic management, vou might be verv unhappy in a small, hard-charging, entrepreneurial company. Or vice versa. Pick up clues from the interview itself: How did thev treat vou? Did vou feel comfortable during the interview? Did vou like the people?

Compatibilitv with vour new firm isn't a minor consideration. Never presume that "I'll just get used to it." Mavbe vou won't. Be-sides, unhappiness with vour work often means a slower career track and less monev or advancement down the road. Job satisfaction pavs practical career dividends, while you pav for vour career dissausfac-tion.

EXAMPLE: One woman made a "successful" job switch to another firm in the same business. She got more money, but lost on everything else. Her first firm was entrepreneurial, friendly, and casual. And she was on the fast track. Her new firm was a giant in the field, slow-moving and bu-reaucratic with employees seated quietly in their cubi-cles all dav. For a few thousand extra dollars she traded

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mean you willl never again make any mistakes. It does mean you have a way to work through problems constructively, without drinking, using, or otherwise falling back on addictive patterns.

The daily program you develop depends on your schedule, your lifestyle, your personality, your learning style, and many other individual factors. A daily program may include spiritual and program lhascd reading, prayer, meditation or visualization, contact with a support group, talking to a support group sponsor or friend, physical exercise, and self-examination, or some com-bination of the above. That may seem like a lot of activity for a busy working person lo handle in one day, but it can be done If you start slowly and gradually add to, or change, your program until you have the right combination.

Here are other activities recovering persons Include in their daily recovery programs.• Listening to a recovery or inspirational tape while commuting

to and from work.• Repeating an affirmation, such as "My Higher Power is show

ing me how," or one of the slogans over and over, especiallywhen troubled.

• Writing thoughts, observations, insights, and feelings in ajournal.

• Working on a Step.

You may need lo schedule time for these activities Initially, but soon they will become so much a part of your day that you do them automatically.

PROGRAM PRINCIPLES' Working your program is different from working "the" pro-gram. The" program means the Twelve Steps as originally written In ttie book; Alcoholics Anonymous, and now used as the foundation for all Twelve Step programs. ''Working the program" means' to apply one or more of the Twelve Steps or other program concepts to daily living and working.

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"Working the program" may feel as if you are doing something wrong when you are actually doing something right Tills feeling happens because you are changing old, familiar behaviors and uprooting comfortable patterns (even self-destructive patterns can feel reassuringly familiar). You are also asking other people to accept your new attitudes and behaviors and to examine their own values. When you practice recovery principles, no matter what your work environment is, you will find that your self-esteem and self-confidence will grow, your working relation-ships will become more satisfying, and your Job performance will Improve.

PowerlessnessThe principle of power lessness goes against every instinct for

mostofus. It maintains that you and I arc powerless over people, places, and things; that we cannot change the way others behave or troubles happen or machines break down; that when we try to control outcomes, we forfeit our peace of mind; and that we must give up trying to power-drive our way to success and let our Higher Power take charge.

Powcrlcssnoss is perhaps the most difficult recovery principle to practice in the workplace. If you supervise others, own or manage a company, or make executive decisions, you may believe you need power lo dominate or force others to carry out your orders and get the desired results. Certainly, as a su|>ervl-sor, you can give instructions, make sure your subordinates have enough information to proceed, set a deadline, and check that the assignment Is completed correctly. But you don't need power to do those things. You need authority, leadership, mo-tivation, and Influence.

Power Is the same as control. When you try to control another person, even if that person works for you, you end up being controlled Your mind becomes focused on that person, on changing or manipulating his or her thinking and behavior, until you lose control over your own thinking and l>chavior. If you have ever waited for co-workers to complete their assignments

so that you could finish yours, you realize how powerless you are. They finish when they are good and ready, no matter how you beg, plead, harass, or threaten. Sometimes they purposely dawdle to punish you for pushing them too hard. And sometimes they work too fast and do such a sloppy job that it must be redone, putting you even further behind schedule.

If you have ever planned a conference or business trip, you know how powerless you are. No matter how carefully you check every detail, someone brings the wrong handouts, one guest speaker fails to show up, airline flights are canceled or delayed, your glasses are in your other briefcase, and your best client Is out of town. You have no |M>wcr over these events, any more than you have power to start your car with a dead battery.

If you have worked for a school system, city government, or state or federal agency, you know the true meaning of power-lessness. Bureaucratic red tape and "don't rock the boat" think-ing can keep your pet project at a standstill. You can fuss and fume about "the system" but you are powerless to change it. You can work within the system, look outside for an environment in which your creativity will be appreciated, or continue to bash your head against a brick wall. Trying to move the unmovable can hurt

In private business, when you force others to see things your way, you shut off their Input and creativity. You have only one brain working — yours. You can surround yourself with "yes men" (or women) to carry out your Instruct Ions to the letter; but your business is in danger of collapsing In the vacuum. You may have many good ideas, but you don't have all the ideas.

Accepting your powerlessness makes everybody happier. You do your job and you let others do theirs. You keep your attention focused on yourself, and you respect the rights of others to do their job in their own time and in their own way. You stop trying to change people. You concentrate on changing yourself.

You admit that the world and all Its people are going to do exactly as they please, and you cannot change them. Further,

you eventually come to the place where you do not want to change them. You'll want to do your job—whether It Is running a large conglomerate or transplanting kidneys or checking gro-ceries—to the bestof your ability, You will leave the rest to your Higher Power. Since no one can predict results, you will leave results to your Higher Tower too. When you slop trying to maneuver and manipulate people, places, and things, those mental battles end and your spirit declares peace.

Accepting your personal powerlessness — accepting others as they are and life as It Is — frees your mental arid physical energies to focus on your own responsibilities. This focusing almost automatically improves your job performance, with an important bonus: better interpersonal relationships.

HonestyAs a recovering person, you may look back over years of

deceiving yourself and others. Perhaps you became so en-meshed In denial that you couldn't admit you were stealing or lying or conniving. You may have blamed others for "making"you act that way.

You may have been "cash-register honest." That la,you did not steal money from your company, you made sure your accounts balanced to the penny, and you gave an honest day's work for an honest dixy's pay (or so you believed). You may have disliked lying and liars and made hluntncss part of your communication style. But honesty Involves more than counting money and more than telling the bare-faced truth.

The recovery principle of honesty means looking at your motives, your intentions, the reasons why you do what you do. It means facing the truth about your drives, fears, impulses, emotions, expectations, and goals, even if the truth doesn't flatter you. When your words and actions are inconsistent with your motives, you are being dishonest

For example, you might invite a co-worker to lunch to "get to know you better." But if your underlying motive Is to gain Inside

information, you are being dishonest If the other person senses you are being two-faced, you can make an enemy instead of an ally. Or you might recommend a subordinate for a departmental transfer/promotion. But If your real motive is to get rid of an ambitious person who threatens your position, you are being dishonest Your dishonesty affects not only the person and the company, It nllso weakens your sense of Integrity and your credibility with other subordinates.

Honesty isn't self-serving, cruel, or vindictive. Instead, it strives to be kind, gentle, and considerate of the other person's feelings. It should be patient, not explosive. A sudden burst of honesty in the middle of a business meeting may be completely Inappropriate and cause more harm than good. Think through what you want to say, then ask yourself, Is this the right time and place? Witt honesty help or hurt this situation? If you decide to express your honest opinion, be sure you have facts, evidence, and research to back you up, not Just your "gut feeling."

Honesty requires self-examination. A nightly review of your day's activities helps spot Incidents in which your motives may have been dishonest. As you Identify dishonesty, you might write a sentence or two about the Incident and your plans for handling It honestly next time. You might also talk to a coun-selor, sponsor, or recovering friend if the same incident keeps occurring. You might practice gentle honesty with a nonlhroutcning person and ask about his or her reaction. With yourself, you might face your motives quietly, privately, and prayerfully. Admitting to yourself what you honestly think and feel can relieve your tension and help you treat yourself and others more gently.

Acceptancei. . . I can find no serenity until I accept that person,

place, Uiing, or situation — some fact of my life — exactly the way It is supposed to be at this moment

Nothing, absolutely nothing happens in God's world by mistake... unless 1 accept life completely on life's terms, I cannot be happy.1

The physician who wrote those words realized that he created the turmoil in his life. He put himself into conflict with others when he refused to accept them exactly as they were. He wanted to change them, fix them, rearrange their priorities to align with his, infuse them with his attitudes, and make them agree with his opinions. As long as he kept trying to change others, he met with resistance. When he began accepting, he found inner peace, as well as outer harmony.

"Out what about that so-and-so at work?" you ask. You do not have to accept unacceptable behavior from yourself or anyone else. You have a right to a compatible work environment with people who make contributions, not problems. You can make sure the other person understands the Job requirements, com-municate your instructions or opinions clearly, give training and assistance to help the person do his or her job effectively, set guidelines and due dates, and provide motivation and support That is all you can do.

If the other person doesn't complete a task, If poor attitudes continue to disrupt the workplace, if sloppy work habits endan-ger the project's outcome, you have to accept the reality of those circumstances—but you don't have to live with them. You can look at your options, make a decision, and take action.

Acceptance helps you get along better with others because you are no longer hassling them, fighting them, or undermining their rights. Acceptance minimizes differences and helps you adjust to change. Lack of acceptance (and failure to make the necessary adjustments that come with accepting others) can destroy your influence in the company.

Here's what happened to Jan, a successful career woman.When her company went through a leveraged buy out, Jan resisted the new regime's gouls and management style. She would not follow her new boss's directions

work and not press so hard to finish everything on time, per-fectly. Allow yourself to drift now and then. Learn to read your body signals — rapid breathing, tight stomach, fatigue, head-ache, ringing ears, clenched teeth, lower back pain — and to respond to those signals with stress-reducing activities. Take it easy on yourself; don't push yourself so hard. Ease your load by letting others help you.

Easy Does It—but do it. A times comes when you must make a decision, take action, and stop procrastinating. In recovery, you learn to trust yourself again, so that risk-taking and decision-making become less fearful. You will still make mistakes, but they need no longer start a chain of disasters. You can stop and regroup and start again. You can be kind to yourself and give yourself credit for trying. It might not have been easy, but at least you did it

One Day at a TimeBusinesses must constantly look ahead, setting goals that

guide daily decisions and direct each employee's actions. Look-Ing ahead becomes Ingrained in a working person's mentality.Uut sometimes the future becomes more real than the presentThen the present gets less attention than it needs, and futuregoals cannot be reached. For instance, while a business ownerfocuses attention on expansion, a new product development

' program may fall behind the competition. Or while a salesper-. son works hard to land a new account, he or she may drop sales

to old reliables.1 ' 'Each day has its own problems and) opportunities. If you

attend to those and keep your attention 'directed at present tasks, your mind stays less cluttered and more productive. You

borrow troubje? |t may never come'.' l'"' • « • / ' < .Each task "has Its beginning, middle, and end. As you end one,

you can begin another. Some time-management experts advise

that you save time by doing several tasks at once. But when I do more than one thing at a time, I get confused and sloppy. I don't know what I have signed, read, said, or heard. I have to do everything over again to make sure it was done correctly. "Not only One Day at a Time, but one thing at a time " advises my good friend Gene, a talented author. His advice works for me. The person whose mind is scattered between past mistakes and future premonitions cannot perform effectively In the present Single-focused concentration leads to quality job per-formance. And quality is one basis on which raises, promotions, and job satisfaction are earned.

AVOIDING COMMON CAREER MISTAKESPracticing a recovery program helps you avoid mistakes.

Instead of continuing attitudes and actions that sabotaged your career, now you can evaluate people and situations in a new, enlightened way. When you are unsure which direction to fol-low, you can pause, reflect, pray, and ask for guidance. You can remember basic principles, and you can do what is best for your recovery. If your efforts do not turn out as you hoped, you can pick yourself up and try again, without heaping u load of blame on your shoulders. You might even laugh a little at yourself and enjoy your own idiosyncrasies.

As you reflect on some of the career mistakes you have made, you can consider how you would handle those same situations If they happen again. You can rehearse recovery behaviors that will let you work them out smoothly, retaining your Integrity, honesty, and humor. You will find that mistakes such as the following happen less and less frequently.

Thinking "I Can Do it Myself"Being isolated Is a sure sign of trouble. If you find yourself

withdrawing, keeping secrets, or hiding out, old stlnkln' thinkhV Is distorting your view. If you are trying to force your decisions

because, she said openly, "He's an Inexperienced Idiot" She found herself alone, alienated from other managers who were eager to get in stop with the new philosophy. While she clung to the past, her influence waned. Finally, she was asked to resign. Accepting the reality of change, of new ownership and new leadership, would have made Jan an Important part of Ute team, Instead of an expend-able reactionary.

Acceptance also helps you get along better with yourself, Too many people want to be smarter or more outgoing or more attractive, and I hoy constantly regret I heir Inadequacies. Their self-talk Is an endless stream of "I should be more..." or "Why can't I be more like. ..." Since they reject themselves, they assume others reject them. They automatically react with hurt, nngcr, or withdrawal. The more they react, the more they dislike themselves, and the more others turn away.

Self-acceptance breaks this sad cycle. As you accept yourself, you feel more comfortable with yourself, and others are more likely to feel more comfortable with you. Relationships improve and so does teamwork.

First Things FirstTills simple concept helps you set priorities and organize your

time. First comes your recovery. Then you can determine what business activities need to be done, based on priorities. You can outline Uie stages and actions needed to complete a project, then start with Uie first. For example, you can analyze the market research before deciding on recommendations. Or you can arrange a class on a new word processing program before you introduce Uie software to your typing pool.

You can learn to list important daily activities, then number them in order of priority. As you complete each task in order, you know that you are taking care of the most Important matters first. You are not allowing yourself to be sidetracked by the small stuff.

Priorities may change during the day as emergencies arise or new Information becomes available. You can reprloritize as often as necessary, always putting the first thing first

Keep it Simplei *Instead of doing it bigger and better, why not seek a simple

solution? Underneath every big production is a simple approach that you, and everyone else, would enjoy much more.

Not only is simplicity pleasant, it is also efficient and eco-nomical. 1 recently worked for a client who hired an advertising agency, a public relations team, an Independent consulting firm, and a freelance copywriter to work on Uie same project Any one of us could have done the job alone. Instead, personality con-flicts, lack of communication, and duplication wasted our time and the client's money.

Are you unnecessarily complicating a simple decision, action, or task? Are you adding other people's responsibilities to your own? Are you getUng involved in a situation that is none of your business? If you are, then look for ways to extricate yourself, to untangle all the interwoven details, and to stick to the bare essentials.

Easy Does ItSometimes 1 find myself talking faster and faster, rushing

from here to Uicrc, squeezing more activities Into an already busy day. 1 suddenly realize Uiat 1 am not doing anything well, and I tell myself, Easy Does IL Slow down and get centered. 1 breathe deeply to stop hyperventilaUng and purposely slow my steps. As my body slows down, my thoughts settle down.

Overcommitted days can get any working person stressed, and we know that stress can quickly trigger relapse. Find a way to make your work easier, to go slower, to do less, to create a system to do it more efficiently, or to delegate. Try to enjoy your

on others, you are not using all available human resources. You ace letting your stubborn pride govern your thinking.

In recovery,you get Involved with others, andyou listen to and respect their views. You cooperate with co-workers and give their projects the same effort you give your own. You ask for help when you need It, from both co-workers and your Higher Power. When you allow yourself to reach out, you discover that there are soft edges around most people's hard exterior. Then you get to practice another recovery principle—gratitude. You get to thank and show appreciation to those who helped you, Including your Higher Power.

Isolating yourself nlso shuts you off from industry contacts who can help your career, as well as support persons who can build your self-esteem. Failing to build a support system can undermine your career and your recovery. More Jobs are gotten through networking (widening your circle of contacts) than any oilier means. It gives you access to tips and leads, research, recommendations, and most importantly, friendships among others who share your interests. These business friends can become an important part of your supi>ort system. Without this support system, isolation, self-pity, and negativism can quickly lead to relapse.

Even if you shunned others during your drinking or using days, you can begin today to create a support system that will see you through rough times. Invite your supervisor or a co-worker to lunch. Ask a business associate to play racquclhall with you tomorrow morning. Attend a business conference. Volunteer to help a charitable organization. Do service work in your recovery support group. Help a sick friend.

As you reach out to others, you will find a few who touch your heart, a few whom you can trust, a few whom you truly love. These form your support system. These are the people who help keep you thinking straight and feeling good about yourself. You are unlikely to stay sober or succeed without them.

Falling to Set Attainable GoalsGoals can excite and Inspire you, but they can ateo be this-

traUng. \Vhen you keep fattlngshorl,yott may begin to thlntoltal you wltt never succeed. You way become* dAslttustonetl and suffer physical symptoms that lead to burnout, such as fatigue, irritability, and sleep disturbances.11

Many career people miss their goal because they imagine something vague, like starting their own business or getting promoted, without planning how they are going to accomplish It They make a few halfhearted attempts, (then give up. Or they set such a grand and glorious goal that only n superpcrson could achieve It. When (hey fail, they blame and shame themselves, settling for less than Uiey are actually capable of achieving.

The recovering career person can set attainable goalls and make an action plan for reaching Uioni. An effective action plan details the stages and tusks needed to get you where you want to go. You can then apply your attention and energy to accom-plishing those tasks, one at a time.

With recovery principles and your Higher Power as a guide, you can ci\joy working toward your goals, even if you never reach them. You can adjust your expectations of yourself and others, and you can reset your goals, honestly reviewing where you want to go.

Expecting Others to Notice and Reward YouOften, in the corporate world, the hard-working, loyal, dedi-

cated person gets stepped on by others who are climbing up the ladder. It is okay for others to be as ambitious and capable as you are, and it is okay for someone else to succeed. What is wot ofcay is being so disappointed and frustrated when your efforts don't gain you the recognition you believe you deserve that your serenity and sobriety are threatened. That emotional baggage can destroy your job satisfaction and cause animosity between you and co-workers.

Recovery (teaches us that we are powerless over others, in-cluding when and how others recognize our contributions. If we Insist upon getting recognition from people who cannot or will not acknowledge us, then we are doomed to despair. Our solu-tions are:• To enjoy what we are doing, even if nobody ever acknowl

edges our efforts.• To positively affirm our value to both the project and the

organization.• To find acceptable ways within the corporate culture to

announce our own success.• To admit our need for rewards and seek an environment in

which we can receive the ones we need.• To ask for what we need. Mostly, to face the reality that

corporations do not exist to satisfy our needs, but to achievetheir own goals.Therefore, we must seek satisfaction outside the corporate

structure. As we seek more balanced lives, our dependence upon work as a source of recognition and reward will diminish, and we can turn to other areas of our life to provide the fulfill-ment we cherish.

Underestimating Your Potential, Overestimating Your Value

Sometimes, recovering people become fixated on the present and fearful of the future. They believe they cannot improve themselves or change their circumstances. They "aren't good enough" to seek a better job, undertake a bigger project) make more money, or earn more authority.

Other recovering people may Demand more than they areactually wort|j.' They see themselves as' smarter1, better educated, more capable, more experienced—with more know-hownnd shnrpW instincts — than their poors. They may think I hoyarc ready Ifor a promotion, yet they full short of meeting theirpresent Job's requirements. '

One such woman, who thought she could fill a depart-mental management position, crashed a weekly admin-istration meeting, hoping she could gain the attention of higher-ups. She did get attention, but not the kind she wanted. Later, she confronted her supervisor, a woman who had earned her vice presidency the hard way, and demanded that she be given a chance to prove herself. The supervisor informed her that she had already proven that she was incapable of dealing effectively with others and that, if she could not accept her subordinate status, she could leave. Outraged, the younger woman resigned that day.

Recovery urges us to look at ourselves realistically. We arc neither the worst nor the best We are human beings In progress As we become more solidly based in our recovery, we can set oui sights a little higher.

Waiting for "the Big Break**Unexpectedly, you meet the right person or say the right thing

ami your iiig break happens. Hut nothing will come of it If yoi have not prepared yourself thoroughly.

In recovery language, "footwork" means putting the body ant mind In motion to complete your part of a task. You definitely do not sit and wait; you keep actively working until you hav» done all you can do. Then, when the big break happens, you ar< ready to take advantage of it.

An old recovery saying goes something like this: "If you wan to mow the wheat, you've got to plant the seed." Whether you ar looking for a new job, approaching a new client, or proving a ne\ theorum, if you want good results, you've got to do the footwori

Letting Little Problems Build Up"There's one woman at work who really irritates me," said

Margaret "By the end of the day, I'm really steaming!" One person may not seem like a big problem. Neither does one disagreement, one lost sale, one harsh word, or one embarras-sing Incident. You may want to overlook ami dismiss these little gliches, believing that you arc making too much of a minor incident or that you should be able to absorb emotional bruises without wincing.

The trouble is that your unconscious doesn't forget a single unpleasant moment. Each now hapi>cning adds to the previous ones, until you build up resentment or explode in anger. For recovering persons, these negative emotions are killers.

Irritations, disappointments, and frustrations should be dealt with Immediately. If you feel too upset to discuss Uie situation, find a t Ime and place to set t Ic down and think it through. You can evaluate how you contributed to the problem or decide how you will confront the other person and what you hope to accomplish. You can determine whether a third person needs to be present to help sort out each side awl witness any agreements. You can decide what behavior you will accept in Uie future and what you will do if such behavior is repeated.

The longer you put off recognizing and dealing with a persis-tent irritation, Uie more power you give it lo disrupt your work day and affect your recovery and job performance.

Perhaps you put off doing something about a situation be-cause you dislike confrontation. You can learn to keep your remarks simple, to say what you have to say once, firmly. You can avoid impugning a person's personality ("You're so lazy, no wonder your sales are down") or using sweeping generalities ("You're always late"). You can decide to give up people-

pleasing and admit that no one can get along with everyone. You can study the other person's communication style and deter-

mine the best way lo present your ideas. Finally, you can prac-tice what you want to say, even writing down a few Important

ideas to remember, so you feel more confident

As long as you come into contact with people in any way, you will collide with others. However, as a recovering person, your first priority must be to settle differences and return to a peace-ful state as quickly as possible.

Making Work Your Whole LifeRecovering people tend to think and act compulsively. Take

away the addictive substance and other addictive behaviors can surface.

Work Is addictive when It becomes your primary source of pleasure, excitement, or satisfaction; when work issues domi-nate your thinking; when your family or health or |>crsonal Interests suffer; or when your success or failure at work equals your success or failure as a person.

Like a chemical addiction, compulsive overwork can be char-acterized by denial and withdrawal. When compulsive overworkers spend eighty hours a week at the office, they usually deny their behavior is unusual. When forced to take a vacation or sick leave, they may feel uneasy, guilty, or restless; returning to work brings back a feeling of well being.

Compulsive ovcrworkcrs lend lo find organizations that ac-cept and encourage their behavior. They feel comfortable around others who set high expectations and push themselves to excel. They find It easy to fall Into overworking patterns net by demanding employers, and they arc likely, In turn, to repri-mand subordinates who cannot keep up with Uie pace of tills work style.

Most compulsive overworkers have difficulty establishing meaningful relationships. Sonic exports believe they experience so much pain in relationships that they choose work as a sub-stitute lover. Usually Uiey lack a support system; if they burn out, no one knows or cares.

Unfortunately for recovering people, obsession with work ran (reuse so much stress thai relapse can result Then the vcty things you work for — achievement, recognition, reward, self-

esteem, satisfaction — become unreachable. As part of your recovery, symptoms of compulsive overwork must be recog-nized and treated, or your life can become unmanageable Just as It was when you were using a chemical.

THE BALANCED LIFEThe lopsided life of a compulsive overworker needs balance.

So does the life of anyone who becomes overly involved with one interest, such as physical fitness, religion, family responsi-bilities, or a relationship. Even your recovery program can throw you off balance if you give it so much time and energy that the rest of your life suffers.

A clue for me Is the proportionate amount of mental aware-ness I focus on one area. If my mental awareness Is dispropor-tionately fixed on one thing (sny, a financial problem or a business decision), everything cine gets neglected. If my con-versation becomes dominated by one subject (say, a difficult assignment or a new book), then I know that I am out of balance. I believe that both my mental awareness and my conversation should reflect the variety of life experiences I have during a typical day. If not, I know that 1 need to shift my attention to Include other matters and bring back balance.Balance, to me, is reaching my own satis/action level with

each areaof my life, finding the point at which 1 am satisfied with what 1 am putting In and getting out To reach that level, I must • be ruthlessly honest with myself about what level of achieve1-tnent will satisfy me. When 1 am reasonably satisfied where I am, ' 1 can comfortably let others fall behind or pass me by in search of their own satisfaction level: I don't need to feel "less-tlW when I choose to level out at a certain point while others keep strlvtng. 1 don't heed to keep seeking more If 1 already have what I want It is okay to say, "This Is enough. I'm satisfied." ' 'I "However, "when a person is not satisfied, he or she must give '' that1 area more time,1 energy^ and mental awareness. For cxanv plej if you have searched your heart and found that you will not

be satisfied until you reach a desired position In the company, you must shift attention to that goal. But something else must get less attention. You might choose to reduce your fitness program, to withdraw from your weekend softball game, to limit social engagements, to cook less elaborate meals and rely on more convenience foods, to hire a maid service, or to spend two nights a week, instead of seven, with your children.

You have to make those kinds of choices, but your life can still be balanced, as long as you continue to give each area some minimal attention. What drives you crazy is adding another commitment on top of an already crammed schedule.

When you reach your satisfaction level, you can stop and turn your attention to something else. Or you might find that the position you wanted doesn't provide the satisfaction you were seeking. Then you need to back off, reevaluate, and do some serious soul-searching.

We all have to define for ourselves what succesn Is, and not Just In terms of our careers. We need to think about what success means In our recovery, personal and spiritual growth, health, relationships, community and religious activities, and family responsibilities. Only we know at what level we will be satisfied, and only we can say when we have readied it

Of course, balance is not a permanent condition. It shifts and changes as new people, new situations, new ideas, and new Interests come Into your life. You may always feel slightly off balance as you seek new levels of satisfaction. The Important thing Is to keep trying, to keep making progress. You can do It You can decide what is best for you. You have the potential to find satisfaction in every area of your life — and that is the ultimate success.

1GO

AVOIDING COMMON rABFra MISTAKES- Practicing a recovery program helps you avoid mistakes. Instead of continuing attitudes and actions that sabotaged your career, now you can evaluate people and situations in a new, enlightened way. When you are unsure which direction to fol-low, you can pause, reflect, pray, and ask for guidance. You can remember basic principles, and you can do what is best for your recovery. If your efforts do not turn out as you hoped, you can pick yourself up and try again, without heaping a load of blame on your shoulders. You might even laugh a little at yourself and enjoy your own idiosyncrasies.

As you reflect on some of the career mistakes you have made, you can consider how you would handle those same situations if they happen again. You can rehearse recovery behaviors that will let you work them out smoothly, retaining your integrity, honesty, and humor. You will find that mistakes such as the following happen less and less frequently.

Thinking "I Can Do it Myself*Being isolated is a sure sign of trouble. If you find yourself

withdrawing, keeping secrets, or hiding out. old stinkin' thinkin' is distorting your view. If you are trying to force your decisions

on others, you are not using all available human resources. You are letting your stubborn pride govern your thinking.

In recovery, you getinvoived with others, and you listen to and respect their views. You cooperate with co-workers and give their projects the same effort you give your own. You ask for help when you need it from both co-workers and your Higher Power. When you allow yourself to reach out. you discover that . there are soft edges around most people's hard exterior. Then you get to practice another recovery principle—gratitude. You get to thank and show appreciation to those who helped you, including your Higher Power.

Isolating yourself also shuts you off from industry contactswho can help your career, as well as support persons who canbuild your self-esteem. Failing to build a support system canundermine your career and your recovery. More jobs are gottenthrough networking (widening your circle of contacts) than anyother means. It gives you access to tips and leads, research,recommendations, and most importantly, friendships amongothers who share your interests. These business friends canbecome an important part of your support system. Without thissupport system, isolation, self-pity, and negativism can quickly , j |lead to relapse. ' '

Even if you shunned others during your drinking or using________days, you can begin today to create asupport system that wilisee you through rough times. Invite your supervisor or a co-worker to lunch. Ask a business associate to play racquetbail with you tomorrow morning. Attend a business conference. Volunteer to help a charitable organization. Do service work in your recovery support group. Help a sick friend.

As you reach out to others, you will find a few who touch your heart, a few whom you can mist, a few whom you truly love. These form your support system. These are the people who help keep you tmnking straight and feeling good about yourself. You are uniikeiv to stav sober or succeed without them.

Failing to Set Attainable GoalsGoals can excite and inspire you. but they can also be frus-

trating. When you keep falling short, you inay begin to think thar you will never succeed. You may become disillusioned and suffer physical symptoms that lead to burnout, such as fatigue, irritability, and sleep disturbances.2

Many career people miss their goal because they imagine something vague. like starting their own business or getting promoted, without planning how they are going to accomplish it They make a few halfhearted attempts, then give up. Or they set such a grand and glorious goal that only asuperperson could achieve it When they fail, they blame and shame themselves, settling for less than they are actually capable of achieving.

The recovering career person can set attainable goals and make an action plan for reaching them. An effective action plan details the stages and tasks needed to get you where you want to go. You can then apply your attention and energy to accom-plishing those tasks, one at a time.

With recovery principles and your Higher Power as a guide, you can enjoy working toward your goals, even if you never reach them. You can adjust your expectations of yourself and others, and you can reset your goals, honestly reviewing where you want to go.

Expecting Others to Notice and Reward YouOften, in the corporate world, the hard-working, loyal, dedi-

cated person gets stepped on by others who are climbing up the ladder. It is okay for others to be as ambitious and capable as you are. and it is okay for someone else to succeed. What is not okay is being so disappointed and frustrated when your efforts don't gain you the recognition you believe you deserve that your serenity and sobriety are threatened. That emotional baggage can destroy your job satisfaction and cause animosity between vou and co-workers.

Recovery teaches us that we are powerless over others, in-cluding when and how others recognize our contributions. If we insist upon getting recognition from people who cannot or will not acknowledge us. then we are doomed to despair. Our solu-tions are:• To enjoy what we are doing, even if nobody ever acknowl

edges our efforts.• To positively affirm our value to both the project and the

organization.• To find acceptable ways within the corporate culture to

announce our own success.• To admit our need for rewards and seek an environment in

which we can receive the ones we need.• To ask for what we need. Mostly, to face the reality that ____

corporations do not exist to satisfy our needs, but to achievetheir own goals.Therefore, we must seek satisfaction outside the corporate

structure. As we seek more balanced lives, our dependenceupon work as a source of recognition and reward will diminish,and we can turn to other areas of our life to provide the fulfill-

11ment we cherish.

Underestimating Your Potential. Overestimating Your Value

Sometimes, recovering people become fixated on the present and fearful of the future. They believe they cannot improve themselves or change their circumstances. They "aren't good enough" to seek a better job. undertake a bigger project, make more money, or earn more authority.

Other recovering people may demand more than they are actually worth. They see themselves as smarter, better edu-cated, more capable, more experienced—with more know-how and sharper instincts — than their peers. They may think they are ready for a promotion, yet they fall short of meeting their present job's requirements.

One such woman, who thought she could fill a depart-mental management position, crashed a weekly admin-istration meeting, hoping she could gain the attention of higher-ups. She did get attention, but not the kind she wanted. Later, she conrronted her supervisor, a woman who had earned her vice presidency the hard way, and demanded that she be given a chance to prove herself. The supervisor informed her thatshe had already proven that she was incapable of dealing effectively with others and that, if she could not accept her subordinate status, she could leave. Outraged, the younger woman resigned that day.

Recovery urges us to look at ourselves realistically. We are neitherthe worst nor the best. We are human beings in progress. As we become more solidly basedin our recovery, we cansetour sights a little higher.

Waiting for "the Big Break"Unexpectedly, you meet the rightperson or say the right thing,

and your big break happens. But nothing will come of it if you have not prepared yourself thoroughly.

In recovery language, "footwork" means putting the body and mind in motion ro complete your part of a task. You definitely do not sit and wait: you keep actively working until you have done all you can do. Then, when the big break happens, you are ready to take advantage of it

An old recovery saying goes something like this: "If you want to mowthe wheat, you've got to plant the seed." Whetheryou are lookingforanew job. approaching anew client, orprovinganew theorum. if you want good results, you've gotto do the footwork.

Action Letter

An action letter is a unique tool which can help you communicate your strengths to a potential employer with or without a resume. Here are two examples:

Mary Jones 1 Main St.

Anytown, State 11111 Tel: 222-222-2222

June 1, 1994

Robert Davis, Office Manager Successful Sales Inc. 1 North Main St. Anytown, State 11111

Dear Mr. Davis:

As a secretary for the Sales Director at Downtown Productions, I handled all facets of correspondence and office communications and initiated a filing system which enabled easy access to account information saving time and money for the department.

Since you may have need for an administrative assistant with this kind of expe-rience, initiative, and organizational skill, you might be interested in others aspects of my career.

Computerized sales information. Oversaw and supervised the change over from paper files to computer recordkeeping.

- Worked closely with Department Directors to prioritize calls and correspondence which saved time and money.

Was asked by Department Director to train new staff in computer system and general office procedures while completing projects for as many as 4 supervisors at once.

Received award from Anyname Business School for outstanding keyboard/typing skills

While taking a leave from active work to raise my daughter, helped develop a child care program in my community which has enabled many working mothers to maintain employment. Handled all correspondence and recordkeeping.

would like to meet with you in the near future to discuss how I might be help-ul to you. I will call you within 10 days to see if it is possible to schedule n interview at your convenience. Thank you for your consideration.

Sincerely yours,

iary Jones

John James 3 West Main St. Atlantis, AT 22222 Telephone 212-111-2222

October 10, 1994

Joseph David, Building Manager Rosewood Apartments Atlantis, AT 22222

Dear Mr. David:

As a maintenance worker for the Atlantis Public Housing Department, I was responsi-ble for the general interior and exterior upkeep of three buildings with 20 apart-ments each. I handled an emergency water pipe break and oversaw plumbing repairs saving time and money for the owner and tenants.

Because you may have need for an energetic and responsible worker with this kind of experience, you might be interested in other aspects of my career.

* Maintained good working relationships with tenants, owner, and outsidecontractors during repair and routine maintenance jobs.

* Provided prompt service to all tenants. Assisted elderly and disabledtenants with routine maintenance on an as needed basis.

* Compiled estimates for owner for work that was contracted out.Developed a resource list for owner and building manager.

* Demonstrated skill in basic carpentry, floor cleaning and refinishing,and basic plumbing repair.

I would like to meet with you in the near future to discuss a position in your juilding. I will call you within 10 days to see if it is possible to schedule an interview at your convenience. Thank you for your consideration.

Sincerely yours,

John James

In an action letter, what you focus on are your selling points - to the employer you are con-tacting - by reflecting those abilities that you think will be most important for the job you are trying to get. This letter deals with you and your abilities in terms of the needs of the target job. The control of information is in your hands. The following summarizes the parts of an action letter:

Action Letter

An action letter is a unique tool which can help you communicate your strengths to a potential employer with or without a resume. Here are two examples:

Mary Jones 1 Main St.

Anytown, State 11111 Tel: 222-222-2222

June 1, 1994

Robert Davis, Office Manager Successful Sales Inc. 1 North Main St. Anytown, State 11111

Dear Mr. Davis:

As a secretary for the Sales Director at Downtown Productions, I handled allfacets of correspondence and office communications and initiated a filing systemwhich enabled easy access to account information saving time and money for thedepartment.

Since you may have need for an administrative assistant with this kind of expe-rience, initiative, and organizational skill, you might be interested in others aspects of my career.

Computerized sales information. Oversaw and supervised the change over from paper files to computer recordkeeping.

Worked closely with Department Directors to prioritize calls and correspondence which saved time and money.

Was asked by Department Director to train new staff in computer system and general office procedures while completing projects for as many as 4 supervisors at once.

- Received award from Anyname Business School for outstanding keyboard/typing skills

while taking a leave from active work to raise my daughter, helped develop a child care program in my community which has enabled many working mothers to maintain employment. Handled all correspondence and recordkeeping.

I would like to meet with you in the near future to discuss how I might be help-ful to you. I will call you within 10 days to see if it is possible to schedule an interview at your convenience. Thank you for your consideration.

Sincerely yours,

Mary Jones

1. The Hook. The first thing you can do is get the attention of the reader bypresenting your most important accomplishment first - that is, what wouldbe considered most important by the employer you are targeting.

As a secretary for the Sales Director at Downtown Productions, I handled all facets of cor-respondence and office communications and initiated a filing system which enabled easy access to account information and saved time and money for the department.

In this case Mary has decided to focus on her experience with communication and corre-spondence. She has demonstrated her experience and the result - a savings of time and money to her employer.

2. Transition. The transition paragraph focuses the reader's attention on theaccomplishment you have described in the first paragraph, and explains thepurpose of your letter - you are interested in working for his/her company.

Since you may have need (have advertised) for an administrative assistant with this kind of experience, initiative, and organizational skill, you might be interested in others aspects of my career.

This form may be used for Blind Action letters (hidden job market), or Response Action letters (response to advertisements).

3. Accomplishments. In this section of your letter, describe three to five ofyour accomplishments that are important to the person to whom you arewriting, and relate to the position in which you are interested. The mostcommon mistake people make in this part of the letter, is to list too manyaccomplishments - remember, the purpose of this letter is to keep the readerinterested, not to restate your resume.

4. Next Step/Goal. Be clear in stating what you would like tohappen next. You can be assertive without being pushy. The next step is up to you. You can ask for an appointment without demanding one, and when you call you may say "I promised Mr. Smith I would call this week to see if w could arrange a meeting". Or I am calling to follow up on a letter I sent last week regarding my interest in working with Mr. Smith..."

I would like to meet with you in the near future to discuss possible openings within your department or other areas of the company where I might be of service. I will call you within ten days to see if it is possible to schedule and interview. Thank you for your consideration.

TT " II * "PI T" ' Tff

or, if a resume is enclosed:Enclosed please find my resume for your review. I would like to meet with you to discuss this position in greater depth. I plan to call you within the next ten days to see if it is possible to schedule an interview at a mutually convenient time. Thank you for your considera- \ J tion.

You will notice that it is impossible^ tell that Mary has not worked in several years from reading her letter. This would be more difficult to disguise in a resume. Although a potential employer would undoubtedly ascertain this before offering a position, there will be time to learn many of the applicants strengths as well. This will provide a balanced picture.

This is the kind of letter you could use in response to a specific advertisement or when you think a company may have a position that is not advertised. Once you develop a good action letter, it may be used as a promotional letter to be mailed en masse to those potential employers you think might be interested in a person with your skills.

Often an advertisement will request a resume. You do not have to send a resume withyour action letter, but you may choose to do so. Make sure your resume is appropriate toyour particular strengths (ie...if you have job gaps or short periods of employment, use afunctional instead of chronological resume.) | J

The Next Step

A job search that targets many employers enhances the chances that you will have more than one offer to consider. After you have forwarded your letters, follow up with phone calls. Your phone call should be brief and to the point. Once you reach the person to whom you wish to speak, you may say something like this:

"Mr. Smith, it's Mary Jones calling. I wrote to you last week in regard to a position in your department. I was hoping that we could get together in the next week or so to discuss the position (or, if an unadvertised position, "a possible position"), and my interest in greater depth."

If Mr. Smith is busy and cannot speak to you ask when it would be convenient to return the call.

It may take several drafts to develop an action letter that you feel comfortable with. Onceyou develop a good letter you will have a very useful tool with which to market yourself. (|

Getting

JANE B. HOPEFUL2345 Desolation Road

Industry City, North AmericaPh. (555) 555-5555

October 3. 19XX

Mr. Herbert Headstrong Director of Education Dreadnought Board of Education Dreadnought. North America

Dear Mr. Headstrong.

Grabber

As a teacher with the Mulberry Board of Education, I set up and implemented an innovative enrichment program for gifted children. This program was well received by students and parents and has since formed the basis for similar programs throughout the system.

Transition

Since you may have need for a teacher with this kind of experience and initiative, you might be inter-ested in other aspects of my career.

Accomplishments

-Completed an innovative teaching program at Head-full University graduating in the top 15% of my class. Program focused on individualizing in-struction and design of alternative teaching methods.

—While teaching primary students at an inner city elementary school, developed an intramural phys-ical education program for disadvantaged senior

132

Ifo Action Utter

students . Program led to reduced truancy and drop-out rate and is still in place six years later.

-Was asked by regional teacher's association to develop and instruct a time management program for novice teachers. Program was well attended and oversubscribed on successive offerings.

-While taking a leave from active teaching to raise two active toddlers, completed three classes to-wards a Master' s degree in Education, placing near the top of all classes.-Pioneered experimental use of a revised reading program for an urban school system of 25,000 stu-dents. The assessment that I prepared on the pro-gram formed the basis for management's decision that the program would not be effective and thus it was not adopted system-wide, saving $250,000.

What Next?I would like to meet with you in the near future to discuss possible openings within your system for next term. I will call you within ten days to see if it is possible to schedule an interview.

Sincerely, Jane B.

Hopeful

133

Getting a Job

From reading Jane's letter, you will note that it is impossible to tell that she has not been teaching for the past six years. This would be much more difficult to disguise in a resume. Al -though a potential employer would undoubtedly ascertain this befofe offering Jane a position, there xvould have been time to learn many of her positive aspects, providing a balanced picture.

Jane has also been very careful to include accomplishments that focus on areas that she thinks will be important to the school system. In each case she has adhered to the checklist of points that are important in defining accomplishments.

HOW TO USE YOUR LETTER

Glen's or Jane's letters are examples of the kind of letter you should use in response to a specific advertisement or when you think that a company may have a position that is not adver-tised. It can also be used as a promotional letter to be mailed en masse to those firms within a certain locale you think might be interested in a person with your skills.

Very often an advertisement will request a resume and there is a natural inclination on the part of many job seekers to comply with this request. This is a mistake. Never, under any circum-stances, /onvqrd your resume as your first formal effort to gel a job. You will not be penalized for sending the type of letter just described in lieu of a resume, and you will not have provided the kind of specific information contained in a resume that could screen you out.

In order to test my hypothesis that you can get a long way in the recruiting process without using a resume, one of my clients decided to put it to the ultimate test. He applied for a professional position with a government department.It is very usual for government recruiters to require use of a resume, sometimes requiring even a completed application form containing the same information.

Much to his surprise the job seeker made his way through134

The Action Letter

initial screening, personal interview, and progressed to afinalist position before his resume was requested. At this pointit was very much to his advantage to provide the resume and hewas subsequently offered the position.It is to the employer's advantage to request a resume early inthe recruiting process. It is to your advantage to ignore thisrequest.

WHAT TO DO NEXT

Alter you have forwarded your letter, whether it is in responseto a specific advertisement or hunch on your part, you are farfrom finished in your search for a job. Possibly you sent severalletters to different employers at the same time. A simultaneouscampaign for several jobs enhances the chances that you willhave more than one offer to consider when you have workedyour way through the recruiting maze. Applying for jobssuccessively takes too long and gives you no chance for thebargaining that can be advantageous when you are offered morethan one job at the same time.Keep copies of letters you write to each company in order to be certain that you telephone each company within the time indicated in your letter. Your phone call should be brief and to the point. Once you get through to the individual you want, you should say something like: "Mr. Headhunter, it's Glen Dollars calling. I wrote to you last week in regard to the financial services position. I was hoping that we might be able to get together in the next week or so to discuss the position and my interest in greater depth?"One problem may be getting through the secretary or reception-ist who screens Mr. Headhunter's calls. You will probably be asked, "Who shall I say is calling?" or "May I tell Mr. Hnadhuntcr what your call is about?" Your answer should be something like, "I promised Mr. Headhuntor that I would call him this week in order to discuss the financial services position." If Mr. Headhunter is "busy just now," ask when it would be convenient to return the call.

135

Components of Accomplishment Statements

There are 3 main parts to an accomplishment. The first part or intro-duction provides information to the reader about your work or nonwork circumstances at the time of the accomplishment and also pulls the reader into the accomplishment by means of its engaging writing style, the second pat includes the Action Verb and description of what you actually completed. The third part~concerns the Effectiveness of your actions. Here are 3 examples.

I. Introduction:

Action Verb:

Effectiveness:

While teaching primary students at an inner city -elementary school,

developed an intramural physical education program for disadvantaged senior students.

Program led to reduced truancy and dropout rate and is still in place six years later.

2. Introduction:

Action Verb:

In order to foster self-development,

completed a physically challenging program for executives. Program included mountain climbing, backpacking, and wilderness survival

Effectiveness: After course completion, was asked to participate ininstructor program in subsequent years.

3. Introduction:

Action Verb:

As Manager of Financial Services for a fully integrated oil company,

designed a computerized financial reporting system used by three subsidiary companies with assets totalling 750M.

Effectiveness: System reduced reporting time by 10%

TYPICAL QUESTIONS ASKED BY INTERVIEWERS

Many of the questions that you will be asked during the interview can be answered more effectively if you know beforehand what they are and how you will respond to them. A number of questions often asked by interviewers are given below. Look them over and write out answers to each to be practiced in role plan exercises

1. Tell me about yourself?2. What position are you applying for?3. Have you had any experience with this type of work?4. What other jobs have you had that are similar to the one you are applying for.?5. What do you know about our organization?6. Why did you leave your last job7. How do you feel about working overtime?8. How would you describe your relationships with past supervisors?9. How did you get along with former co-workers in your last position?10. How would you feel about helping others with their work?11. What did you like most and least about your last job?12. Can you explain the gaps in your employment history?13. Why do you think we should hire you ?14. What are your career plans15. May I contact your last employer?16. What problems did you have on your last job?17. Do you work better alone or with others?18. Why do you want to work here?19. Have you ever been fired from a job?20. Have you ever been convicted of a crime?21. What do you do in your spare time22.whflf q^aiip^rfirmfl (Jo you have that will help you do this job successfully?23. What salary do you expect24. Do you have any questions for us?

interviewing con't p.5

the opportunity to work with several other departments within the organization and that made me aware of my skills at working with many different kinds of people, especially supervisors and management." how well an applicant can handle stress is also a factor. An interviewer would like to know if you were exposed to a demanding environment and coped successfully with it. That would indicate whether you would work well in a high-pressure area like marketing. The point, then, is to be specific. "I liked my co-workers" isn't a very revealing remark; better to say, "I enjoyed being part of a group effort, working on projects that would benefit the whole com-pany."

As for the negative aspects of your pre-vious job, try to present them in a positive light. "I wanted more challenging, demand-ing work," sounds better than "They didn't give me enough to do." "I wanted to advance more rapidly," sounds better than "They did-n't promote me." Avoid personal complaints about your former employer. A potential employer might wonder, if he or she hired you, whether you'd someday be equally indiscreet about him or her.

10. DO YOU HAVE ANY QUESTIONS?

Of course you do, because you want to be sure that the job is right for you, not just that the employer wants you for the job. Besides, it gives you a chance to take the ini-tiative. Some employment specialists believe candidates should have 10-15 questions to "fire away" at the interviewer. If you get the interviewer talking, she or he will be more favorably disposed toward you. Other coun-selors think three to five questions are enough, but all agree that it's vital to be pre-pared.

You may want to demonstrate through your questions, that you've done your home-

work on the organization. Ask about a new product or service it has developed, for exam-ple, or about some trend described in a recent issue of a related trade publication. You can also take this opportunity to ask about the organization's advancement policies. You want to do this in a way that doesn't make you sound too focused on what you will get, as opposed to what you can contribute. You might try a variation of, "I realize that I have a lot to learn and will need time to understand all th facets of the job. But once I've mastered it, would other positions be open to me?"

Most important of all, avoid "me-ori-ented" questions. Don't ask about benefits, retirement or expense accounts. That shows you're more interested in yourself than in the job. It's like asking what the company can do for you, rather than what you can offer to the position.

No matter which of these questions you are asked, the best answer is always one that bears your own personal stamp. Say what feels comfortable and right for you, rather than memorizing something you've read. All too often, interviewers can spot the sort of pre-fab response that comes out of a book, and it won't impress them. Career counselors' guidelines can be useful, but it's vital to trust your own instincts as well. There are occasions when you will just follow your instincts, and can do so with confidence, knowing you are prepared for the interview.

If you prepare for an interview you will be calmer, more organized, and sound better during your actual presentation.

Before you are interviewed, learn about the employer, the position, and if possible, try to find out something about the interviewer. Read annual reports, trade magazine articles, and company lite rature in order to come up with questions to ask the interviewer, you should also prepare yourself for any possible questions that he or she may ask you. Always be on the lookout for information you can use to show yourself to be interested and knowledgeable..

Interviewing continued p.3

Where do you do your research? First, get familiar with the organization's product or service - whether it's a promotional brochure,a line of cosmetics, a magazine, or a health care service. For "inside" information, look at annual reports or in-house publica-tions, and keep up with the business press. Often, too, you can learn a lot by talking to current staff members. And don't be reluctant to ask for material on the organization before your interview. That shows initiative.

4. WHY SHOULD I HIRE YOU?

"I was totally thrown off balance," says one applicant who was hit with this question. "I thought it was hostile, antagonistic -1 was really intimidated. I mumbled something about my background, but I knew I had blown it. I didn't get the job."

Actually, this question is meant to be intimidating. Often, the interviewer wants to gauge how well the applicant can cope with stress- particularly important in a high pres-sure field like public relations or advertising. Roughly translated, it means, "Prove yourself. Sell yourself to me."

You might give an answer that's just as forthright as the question; "I think I am extremely well-qualified for th position, and capable of making an important contribution to your organization." or "Because I'm perfect for this position". Then go on to discuss why you're such an ideal candidate. For example: "this position offers exactly the kind of chal-lenge I've been looking for. I'm really excited about working on these kinds of projects, and have been successful at this kind of work in the past (give an example)."

5. WHAT ARE YOUR CAREERGOALS?

By asking this question, the interview-er hopes to get a sense of where you are head-ing, the level of ambition, and whether you are goal oriented. You want to convey that you have plans, but you want to be flexible and realistic.

Many interviewers and personnel offi-cers, in fact, are wary of applicants who men-tion a specific job title and salary - "I see myself as an assistant vice president for the XYZ branch of your company earning $45,000 a year." That sort of prediction is especially suspect when it comes from someone with limited job experience. If an applicant gives the kind of specific response that sounds like it was read out of a book, it is very suspicious. It's better to say, "While no one can predict the future, this is where I hope to be." That shows you to have a healthy dose of realism and pragmatism.

Your best bet, then, is to keep your answer fairly general. Some samples: "I would like to continue to grow and know that I'm making steady progress in this field." or "By using my abilities to my best advantage, I hope to become a success in my profession."

6. HAVE YOU EVER HAD APROBLEM ON A JOB?

This is something of a rhetorical ques-tion, since everyone has encountered some difficulty at work at one time or another. And everyone makes mistakes. The point is not that you made a mistake, but whether the person has gained insight and learned from the experience. It's important to show that you pulled the positive aspect out of a negative situation. If you worked for a company that was new and went out of business very quickly, for example, The employer might like to hear that you learned that it takes certain kinds of traits to help a new business

interviewing con't p.4

become successful. They employer wants to know what these traits are.

Employers want to know how flexible you are, whether you can adapt easily to new situations and different kinds of people. They want to know that you won't run away at the first sign of conflict. Often, then, you can take what seems like a negative point and make it work for you.

7. ARE YOU APPLYING FOR OTHER JOBS?

You might be reluctant to say yes to this question, for fear that the interviewer will conclude that you lack commitment and focus. But that's not necessarily so. You may merely look foolish if you claim that this is the only job you're interested in. A sense of loyalty to an organization is appropriate only after you start working there.

In this day and age, it's unrealistic to have one career objective or want to work for just one company. The competition for jobs is too stiff for a person to be so narrowly focused, and a negative inference can be made if you are.

This question is especially significant for those who are just out of college and con-sidering a variety of careers and employers. Here is your chance to offer a practical assess-ment of your talents, showing how they might be utilized in different areas of the working world.

You might say, for example, "Becauseof my interest both in marketing and in people's motivations for buying, I think I'm wellqualified for either product management orpublic relations." or, "I want a highly structured training program, and that's why I'minterviewing with both you and_____."

What should you do if you actually have a solid job offer from Organization X? It's all right to mention it - but don't try to

bargain with the employer by asking them to make a decision now "because you'd rather work for them". That sort of pressure and double dealing shows lack of integrity.

8. WHAT DO YOU DO IN YOUR SPARE TIME?

The workaholic, contrary to popular opinion, is not always the most attractive job candidate. In fact, most employers will be turned off by a response that implies no interests other than your work. Don't think, however, think that you should simply give the interviewer a list of hobbies. Instead, try to show how certain interests will enhance your performance at work - that sort of answer could give you an edge over other candidates in the field.

One person, for example, mentioned while applying for a public relations job, that she was a amateur photographer. "I said that my interest in photography would help me pick out the best pictures for the firm's press (j releases," she recalls - and the interviewer was favorably impressed. Someone who is physically fit will probably get sick less frequently -and thus lose less time from the job.

Community activities can also be an asset, since they often require leadership abilities, organizational skills, and lots of public contact. Don't, however, discuss political or religious activities, no interviewer can be absolutely objective, and biases, consciously or not, could affect a final decision.

9. WHAT DID YOU LIKE MOST ORLEAST ABOUT YOUR PREVIOUS

JOBS?

Here, the interviewer is hoping to discover what type of atmosphere the applicantflourishes in, what kinds of job duties theapplicant excels in. An interviewee could (|then say something like, "on that job, I had

(f

TT TTT

INTERVIEWINGSo far, the interview is going well, and

why not? When you decided to go after this job, you resolved to do everything right: write a good resume, study up on the company and try to anticipate any question you might be asked. The interviewer from personnel seems impressed, and smiles at you across the desk. Any moment, you think, you'll hear "You're hired." Instead, the interviewer issues an unexpected and unwelcome invitation: 'Tell me about yourself." And suddenly, you real-ize, you don't have all the answers.

Such "open-ended" questions, as per-sonnel experts call them, can stump even the best-prepared applicant. And job-hunters today are apt to encounter them more and more, since interviewing is evolving into a highly specialized, psychologically sophisti-cated art. A remark like 'Tell me about vour-

W

self," for example, might sound casual, but it may be designed specifically to bring out cer-tain kinds of information about you - infor-mation the interviewer can't get by asking questions that require only a yes, a no or a recital of the facts. There is no "right" or "wrong" response to these tricky questions; usually they are simply a code for what the interviewer really wants to find out; How fast can you think? How well do you handle yourself? Can you select what's best and most interesting about yourself - your background, personality, professional goals - then come up with a concise, articulate answer?

Though the benefits of being asked this more flexible sort of question - the kind that lets you choose what to say - may at first seem questionable, the benefits do indeed exist. For one thing, when hiring decisions depend primarily on an interviewer's intuitive impressions, the job seeker with a bright personality may often come out on top. The temperamentally a bit more reserved, may be at something of a disadvantage, but questions

that probe more deeply may work for the introverted type: the answers can show the employer just how smart and talented the applicant is.

Before an applicant can give a job-win-ning response, however, he or she must learn to decipher the hidden messages behind the questions. That's where our "translations" can help. We can't tell anyone exactly what to say - in the end, that's up to you. But we will pro-vide a few pointers on the sorts of answers that seem to work best - as well as steer a job seeker away from the kinds that might not work so well.

1. TELL ME ABOUT YOURSELF.

An interviewer couldn't care less about the fact that someone was born in 1959. He or she wants to know what the candidate's skills and achievements are - educational and pro-fessional - and what the candidate is looking for in a job.

In posing this question, an interviewer may also be trying to assess your poise and personal style. Interviewers want to know if the applicant can talk comfortably about him-self or herself in positive terms. It's a mea-surement of self esteem, since those with high self esteem tend to do better on jobs and work more effectively with all kinds of people.

So if you're asked to talk about yourself, don't take it as a license to launch into the story of your entire life, from childhood memories to tales of college days. An oral autobiography is not what the interviewer is after. Be careful, though, not to shortchange yourself. A vague, one sentence answer suggests that you haven't given your career much thought. Try to hit a happy medium - three to five sentences is about right, and put the emphasis on aspects of your personal history that are pertinent to your professional goals.

It's not out of place to talk about your character traits, as long as they're clearly con-nected to your chosen field.

its• " " ' T I T

Interviewing continued, p.2 have caught on to the fact that this is a "code"question, their responses have become pre-

Say you're applying for a job as a psychiatric dictable. The answers all sound as. if theysocial worker, for example: stress the fact that, came out of a book. You may want to thinkever since high school, you've been aware about the question as "Which areas of yourthat you were a good listener, attuned to peo- professional developmenl would you like topie's emotional problems and helpful in solv- work on?"ingthenu - You want to select, information which

Be selective, too, when discussing your will let the employer know that you knowbackground at work or in school. If you have yourself, and are able to work with yourfive years of retailing experience at a store, strengths and weaknesses. You might discussfocus on that - not on the fashion courses you how you have learned to compensate for atook in high school particular weakness. "I used to have difficulty

Try to view this question as a chal- expressing differences of opinion with co-lenge, an opportunity to demonstrate how workers. I've worked hard on this and noweach choice you've made has brought your feel I am quite diplomatic an effective corn-life into better focus. Explain why you municator. In fact at my last job I suggestedbecame involved in certain activities in high several changes in a brochure we were work-school and college, showing how they relate ing on that were adopted."to your field of interest. Tell why you chosecertain disciplines of study over others; even 3. WHY DO YOU WANT TO WORKtell why you chose certain summer jobs. HERE?Show how these facts fit in with your job

° ' This question, while not so cryptic as•7 WWATT<5 YDTTO rttFATFST the others, is still general enough to pose2. WHAT IS YOUR GREATEST probiems. It tests not only your knowledge of

YA7T? \ T^'IVT'CCC'9

w tiAJviN nas. your potential employer, but your awarenessof what your own interests, skills and career

An interview is really an opportunity goals can contribute to the organization. Youto build yourself up; the last thing you want want to discuss the job's appeal in specificto do is put yourself down. Yet when this terms - and that means doing some home-question is asked, some applicants may feel work. Each company has its own kind of per-compelled to confess every flaw. "I have a sonality. "I expect a person who comes for antendency to cry when someone gets angry at interview at any organization to know the dif-me," they might say, or, "I can't get along with ference between us and other agencies, asabrasive people." You don't want to be dis- well as to know our clients and the amount ofhonest, but how can you be candid without our billings. I'd also be impressed if the inter-hurting your chances of being hired? viewee had read an article in some trade or

The solution, some experts suggest, business publication and related the answermay be to mention a personality trait that to the article," explains one recruiter. Yousounds negative but could really be a plus. might say, for example "This organization hasSome examples: "I tend to be a perfectionist a reputation for offering a fast paced, chal-about work," "I don't tolerate mistakes easily," lenging environment," or," I like the fact that"I can be a workaholic when I really get your training program has been cited by The involved in a project." Beware, however, of New York Times as one of the best in thesounding too glib. Since many job applicants country."

ORGANIZING YOUR JOB SEARCH

... ready, set, go I

WHAT 10 001 NOW IfgJUir GOTTDOOlTf

You now know a great deal about job-hunting. You will know much more than most of your competitors. Knowing something, howevei, is not the same as being good at it. As you have learned throughout this phase, being good at job-hunting requires practice. And the best way to get job-hunting practice is to go out and do it!

It's Time to Get Started! You must now use what you know. The best possible practice comes from applying what you have learned to a real job-search. It was suggested earlier that you spend as many hours each week looking for a lob as you expected to work once you found one. Spend as much time as possible on your job-search. Remember — even if you spend only twenty-. five hours you will be spending many more hours than most other job-seekers.

What's The Worst Thing That Can Happen? As you begin to use some of themethods you have learned, you may feel uncomfortable, shy, and afraid of making mistakes. This is natural. You will sometimes be aware of what you could have done better. In school, work, and life, this process is called learning. Do not let this- fear of making mistakes keep you from going on. Understand that one interview is just one of many you will have. There will be bad ones as wellas good ones. There will be rude employers, just as there are rude people inall other positions. The trick is to learn from every experience you haveduring your search. Improve those things that can be improved, and keep on going!

- 2 - .

This handout contains some schedules and forms that will help you in your job-search. These paper tools and their functions are listed below.

*Sample of a Daily Job-Search Plan — This sample presents a day in the |J life of a job-seeker. It outlines the necessary daily activities. The plan shows when to do the activities and how to do them. It also lists the materials that you will need. You can follow this sample plan or modify it better to suit your own needs.

*Daily, Weekly, and Monthly Job-Search Planning Calendar — These forms act as your "appointment book" during your job-search. You will not want to forget when and where your interviews are.

*Networking and Direct Contact Forms — These forma are based on several job-search ideas presented in this phase.

Do you remember in using these forms and schedules that your objectives should be fairly simple:

*commit at least twenty-five hours per week to your job-search *arrange two interviews per day *do your best in interviews *follow up

If you do these things, you will get a job faster than if you do not. It is that simple.

BAILY JOB-SEARCH PLAN

A Sample

8:00 A.M. Get Ready!

I. Equipment you will needA. A clean desk or table on which to work — Make sure you work in a quiet

place where there are few distractions.B. A telephone — It should be one that you can use without a lot of

interruptions.C. Your Job-Search Log — You need this book as a reference to keep your

job-search skills sharp.D. The newspaper want-ads, the Yellow Pages, and other sources of new

job leads.E. Paacils and pens, envelopes, and stamps.

II» Forms you will need fA. Completed Telephone-Contact Script 11B. Resumes (if you have/need them for your search).

III. Can you think of anything else?

- 3 -

8:30 A.M. Gather New Leads!From all sources get at least fifteen new job leads. For each lead, prepare a

follow-up contact card before you make any calls.

!• Check your networking listsA. Are there any friends, relatives, or aquaintances whom you have not yet

contacted?B. Have you prepared a follow-up contact page for each person?

II. Check your direct contact list (Prospective Employers)A. What other types of organizations could you possibly contact today?B. Prepare follow-up contact pages for each organization selected.

III. Other sources — Use any other source of job leads available, such as want-ads and employment agencies.

9:15 A.M. Check Your Old Leads

Check old follow-up cards, planning calendars, and other sources for-people you can call back today.

9:45 Take A Break!

10:00 A.M. Make Telephone Contacts!

!• Do you have these things?A. Telephone in front of you — Anything not used in telephone contact should

be cleared away.B. Your Telephone Contact Script in front of you — You can read from it

unt'ilyou have it memorized.C. Follow-up leads — Use these for the new leads you are going to call today.D. Other information — Use this to make call-backs and do other follow-ups.E. Planning calendar — record new appointments for interviews and other

activities.F. Pencil or pen and other supplies.

II. Begin making your calls

.A. Call all new leads, make call-backs, and do other follow-ups that you planned

for today.B. Do not make a call until you have recorded the results of your previous call

on your job-search logs.C. If necessary, send follow-up letters, resumes, and action letters for any

calls that you have just made.D. Plan to make enough calls to get two interviews a day. This should take

from twenty to thirty calls. Getting one interview, your minimum goal,should take you ten to fifteen calls.

11:30 A.M. Wrap It Up!

I. How many telephone contacts did you make today? to new leads?call backs?calls to friends and relatives?

II. How many interviews did you get today? What companies? Where? On what days?What times? Whom will you talk to? Is this information on your Planning Calendar?

- 4 -

III. How many applications, and resumes do you need to drop off, fill out, or mail?What companies? Where? On what days? What times? To whom? Is this informationon your Planning Calendars?

.,IV. What about call-backs? Do you have new ones to do tomorrow? Did you get any new 'I

leads from your calls to friends and relatives? Did you note this information in your job-search logs?

12:00 NOON Pat yourself on the back and go to lunch!

1:00 P.M. Begin Your Active Job-Search

I. Go to your interview appointments.^- Keep appointments to fill out applications. Try to set up interviews when you

visit companies.III. Things to do if you do not have appointments.

A. Visit companies for whom you would like to work. Try to set up interviews.B. Set up information interviews with "hard-to-crack" companies.C. Check in with any agencies or offices helping you with your job-search.D. If you have a vocational or job-placement counselor, check in with that

person.E. Get more leads and make more phone calls.F. Work on thank-you letters for interviews you have had. Finish your resume

(If necessary). Complete any other work important to your job search.G. Call or visit frieds and relatives you have not yet told about your

job-search. Check back to see if others have found out anything that ||could help you.

5:00 P.M. You Are Done For The Day! Good Job!

Looking for a job is hard work. Find the time to relax and enjoy yourself with your friends or family. Make the tine to do something you enjoy as a reward for your hard work.

Even on your off time you can let people know you are looking for a job. Everyone is a possible contact for you and can become part of your network,, You can also use evening and weekend time to read or review job-search materials, work on improving your resume, contact your working relatives, or do other job-search activities.

Use the sample plan you've just read to make up your own plan. Your plan may be shorter or longer on some days, but you should use the same basic ideas for your own daily schedule.

PREPARING YOUR OWN JOB-SEARCH SCHEDULESS*************:******:****************̂ ***

Earlier you decided on the number of hours per week you planned to spend looking :or a job. Now you need to break that number of hours into a daily schedule.

1. How many hours per week do you plan to spend looking for a job? Be honestwith yourself. Write a numoer you can stick to:_________

2. Which days of the week do you want to spend looking for a iob? Circlethose days in the box on page 5. (Remember there are no more than eightwork hours in a dav.)

SUNDAY MONDAY TUESDAY WEDNESDAY THURSDAY FRIDAY SATURDAY

3.

4.

now many hours will" you spend looking for a job on each of these days? In the box below, write the number of hours next to the days you circled.

What time periods during these days do you want to spend looking for a job? On the second line next to the days you circled, write in the times you will be conducting your ^ob search. For example, you may want to work on your job-search from 8 a.m. to 5 p.m. If so, you would write "8 a.m. to 5 p.m." on the second line.

Bays

Monday

Tuesday

Wednesday

Thursday

Friday

Saturday

Sundav

Scheduling Worksheet Number of Hours Time Periods

to _____

to _____

to _____

to _____

to _____

to _____

to

Use one daily/weekly calendar for each separate week of your search. As you make appointments for interviews and otner activities, list the place and kind of appointment. List this information in trie corresponding time block, under the correct day. Use a monthly calendar to schedule the active job-search time you planned. Also list any interviews you schedule or future reminders.

Try to make your job-search a daily routine. If you follow a routine similar to the sample daily job-search plan, your calendar will be very important in keeping you organized.

Remember — getting a job is a job in itself! It is helpful to organize your days into four-hour blocks of time. This is similar to a typical eight-hour working day. Work from 8 a.m. to noon gathering leads and making telephone contacts. After lunch work from 1 to 5 p.m. keeping interview appointments, visiting companies, and doing other activities.

- 6 -NETWORKING

FORMS AND CONTACT LISTS

* * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * , «

4In this phase, you learned how to develop networks of people who can help you

develop job leads. You also learned how to develop leads for making direct contact with employers. As your networks and lists of direct contacts grow, you will need to carefully organize and keep track of your leads.

One organizational tool you will need is a Networking Form. You will use this form to list the people and organizations you plan to contact for one day. Create a simple form of your own using the entries and headings in the sample form on page 8 to guide you.

A direct-contact list is another simple form you can make on your own sheets of paper. You will use this form to list the companies and organizations within the Yellow Page categories. At the bottom of page 7 is an example with sample headings and entries. Since you will not usually have much information about these contacts, you will postpone preparing follow-up information until after you have finished the call.

FOLLOW-UP

**#****^

If you follow the suggestions in this handout, you can develop hundreds of contacts to use in your job-search. You will not be able to keep track of all of these leads unless you keep notes and develop a way to organize your information.

On page 8 you will find an example of a completed follow-up tormat. Prepare one for each person or organization that you may want to follow-up with later.

When you want to follow-up with someone on, let's say, the 15th of the month, put that follow-up information in your calendar. When that date comes up, you will know exactly whom to contact.

GOOD LUCK!

******************#*****************##******************************:***

Good luck on your job search. Job-hunting is often discouraging, and it can be one of the most difficult jobs you ever have.

Take care of yourself and don't give up. If necessary, accept a "survival" job while you continue to look for the job you really want.

You now know the most effective job-search techniques. It's up to you to use them. Luck will play a part, but remember — the harder you work, the luckier you are likely to be.

GETTING A JOB IS A JOB

Organizing Your Timeyou now know more anout finding a job than most people in North America. But the

methoas work only if you use them!

To find a job fast, you must:• Have a clear job cojective• Know how to get interviews• Know what to do once you get there• Get as many interviews as you can

day looKing for a job.

™™ ™£^^ * <ob- The

average job seeker needs to get a job.

chart shows how many inten/iews

The Average Job Seeker Gets:interviews per WeeK X * Weeks Unemotoyed = Total # of Interviews

'

If you get twice the average number of interviews per week (only four interviews!), you { Icould cut your job-search time in half. Many people who use the methods taught in this book 'have done just that.

;This chapter helps you organize your job search. To begin, here is the secret of success.

Devote as much time and energy to getting a job as you will once you have it. In a sense, getting a job is a job.

Setting Up Your Job-Search OfficeTo organize your job search as if it were a job, you need a place where you can work.

Usually, this will be a place in your home set aside as your job search office. The following are some ideas to help you set up this office.

A telephone: It is very important that you have a telephone. If you don't have one, set up your office in the home of a friend or relative who has a pnone.

Baste furniture: You wiil need a table or desk to write on, a chair, and enough space to store your materials.

A quiet place: Just as on a job, you must have a place where you can concentrate. If you have cnildren, arrange for someone else to care for them during your "office hours." Ask family or friends to contact you at other times. It is best to select a place where you can safely leave your materials. Then you won't have to set up your work space every day.

Materials you wiil need:

A good ink pen, black ink if possible (ILined paper for notes, job search log, and other usesSeveral pencils with erasersBusiness-size envelopes and stationaryStampsYellow Pages phone bookCalendars and planning schedulesA copy of EPRA handouts.3" x 5" card file box with dividers

* 3" x 5" cards for use as job lead cards• A Clock

Is there anything else you need? If so. continue your list here:__________________________

Special Forms and Systems

This section provides you with special forms and ways to organize yourjob search.

JOB-LEAD CARDS

By using the job-search method you have learned in this phase, you candevelop hundreds of contacts. Keeping track of all this is more than yourmemory can handle. Look at the following 3" x 5" card. It shows the kinds ofinformation you can keep about each person who helps you in your job search.

Organization:

Although the card used in this example is specially printed, you can keep the same kind of information on blank 3" x 5" cards available at most department stores. Plan on using at least a hundred of these cards.

Create one card for each person who gave you a referral or is a possible employer. Keep brief notes each time you talk with them to help you remember important details,for your next contact.

FOLLOW-UP BOX

Most department and stationary stores have small boxes made to hold 3" x 5" cards. They also have tabbed dividers for these boxes. Buy an expensive card file box and enough dividers to set up a box as described here.

Set up a divider for each day of the month, numbering them L through 31. Once this has been done, file each completed Job Lead Card under the date you want to follow up on it.

EXAMPLE 1; You get the name of a referral to call, but you can't get to them right away. You create a Job Lead Card and file it under tomorrow's date.

EXAMPLE 2; You call someone from a Yellow Page listing, but they are busy this week. They tell you to call back in two weeks. You file their Job Lead Card under the date exactly two weeks in the future.

Contact Person;

Source of Lead:

Notes:

Phone: <3/7 - 2 SS -

EXAMPLE 3; You get an interview with a person who doesn't have any jobs now, but he gives you a name of someone else who might. After you send a thank you note, you file his Job Lead Card under a few weeks in the future.

As you contact more and more people in your job search, the number of people you file away for future follow up will keep increasing. You will find more and more "new" leads as you follow up with people you've already contacted one or more times in the past. This is one of the most effective ways of getting a job!

At the beginning of each week, you simply review all the Job Lead Cards you filed for this week. On your weekly schedule, list any interviews or follow-up calls you promised for a particular time and date.

At the beginning of each day, pull the Job Lead Cards filed under that date. List them on your daily contact list sheet (described in the following section) for that day.

YOUR WEEKLY JOB-SEARCH SCHEDULE

The steps that follow will help you organize each of your job search to i I

get the most from your time.'

I

STEP 1: HOW MANY HOURS PER WEEK?

How many hours per week do you plan to spend looking for a job?In most cases, I recommend about 25 hours per week for a person who is

looking for full-time work. An active job search is difficult work, and 40 hours per week is too much for many people. Since the average job seeker spends about five hours per week actively looking for work, this is much more than the average. Whatever you decide is fine. You should realize that the less time you spend, the longer you are likely to be unemployed.

n " ' • w

Am Session: Getting a Job is a Job

Goals; Participants will gain an understanding of the importance of

developing and working with a schedule during their job search.

Participants will be given sample forms with which to organize information during their job search.

Participants will share ideas and feelings related to job search plans

Suggested Procedure; Introduce topic. Depending on the size of group, ask participants to share experience with job search during Phase III, and plans for job search after they leave EPRA. Emphasize the importance of maintaining the energy and enthusiasm they have generated in group. Suggest meet-ing at the Library once a week, and attending Job Search Support Group. (10-15 min)

Read Handout "Organizing Your Job Search" and discuss. Explain forms, suggest using card file or notebook to keep track of information, fol-low up plans for leads, networking contacts etc. (45 min)

Materials; Organizing Your Job Search

WOTK. Cn trie following line, write the numoer or hours per week you clan to spena looking for

Numoer of Hours Per Ween to Spena Leaking for a Job:

Step 2: On What Days?Decide" wttatdayssacn ween you wjii use to IOOK for work. Since most businesses are

open Monaay through Friday, these are often me best aays to look. In the first cciumn of the following form, check the aays you clan to use for your JOD search. Don't mam in the other columns yet.

Check Days

Monday

Numcer of Hours Times

to

Tuesday

to

to

Wednesday

to

to

Thursaay

'0

to

Friday

to

to

Saturaay

to

to

Sunday

to

to to

Total ni moer of hours per week

Step 3: How Many Hours Per Day?Using the form you've aireaay startea. decide how many hours you will soend looking for

worx on each of the days you seiectea. For example, if you selected Mondsiys, you may decide to soena five hours on Monaays looking for worK. You would then write "5" in the "Number of Hours' column of the form. Co this with ail the days you checked until the total eauals the numoer of hours per weeK you listea in Step 1.

Ster 4: What Times Each Dav?x ••

Using the same form, use the remaining column "Times" to list the times you will use eacn day to look for work. For example, if you decided to spend six hours each Monday looking for work, you might decide to begin at 8 a.m. and work till noon (4 hours), take an hour oft for luncn, then work from 1 p.m. to 3 D.m. (2 hours).

Step 5: Create a Weekly Job-Search ScheduleUse the form shown here to marK off the days and times you've scheduled each week to

look for a job. The sample shows how you can make your own schedule.

Sunday Monday Tuesday Wednesday Thursday Friday Saturday

8:001

8: Old

9:00! iJ- \eao s y

9:301

10:001

Jui up

r10

11:001

11:3

12:001

12:30

1:00!I

1:301

2:00!

2:301

3:00!I

3:301r

4:00!r

4:301

t

Qptk

\j

w-UhilmouO t

iJIop ou Statcbb ro pnwKf for

TaKe.

1-A)0<3N

5:00! IV 1 ^ 5:301

6:OOrC

6:M

/

Sunday Monday Tuesday Wednesday Thursday Friday Saturday

8:01

8:3C

9:OC

9:3C

10:O

C

10:3

C

11:0

0

11:3

0

12:0

0

12:3

0

1:00

1:30

2:00

2:30

3:00

3:30

4:00

3

J

] - ~ -

I

I

Your Daily Job-Search ScheduleYou have decided what days ana what hours to spend on your job search. But what will you

co each day? You still neeo a daily plan to get the most out of each hour. Look at the following sample daily plan. Yours may look different, but you should use many of the same ideas on your own daily scheaule.

Getting a Job Is a Job 127

SAMPLE DAILY SCHEDULE

7:00 — 8:00 Get up, shower, dress, and eat breakfast i |

8:00 — 8:15 Organize my work space; review schedule for interviewsor promised follow-ups; update schedule as needed

8:15 — 9:00 Review old leads for follow-up (from Job Search log orBox) develop new leads (want ads, Yellow Pages, contact lists, and so on).

9:00 — 10:00 Make phone calls

10:00 — 10:15 Take a break!

10:15 — 11:00 Make phone calls

11:00 — 12:00 Send follow-up letters as needed

12:00 — 1:00 Lunch break

1:00 — 3:00 Go on interviews, cold contacts in the field, researchfor interviews at library.

Some Tips for Your ScheduleA.

Set dally objectives tor interviews: Rememoer that we nave redefined an interview. An i ifinterview now incluaes seeing people who hire people nke you but don't necessarily have a job »opening. Don't stoo calling until you have met your daily objective!

Your goal snould be to get at least one interview oer day. Many people get two interviews oer day if they use the techniques I suggest Over a four-week penoa of five-day weeKs. that adds uo to 40 interviews! That is more interviews than the average job seeker gets in four months. It is no wonder they are unemoloyed so long!

Expect to get rejected: You wiil need to make 10 to 15 shone calls to get one interview. Most peooie can make that many calls in an hour, so two hours of calls can result in two interviews. The cans that don t get you an interview are orten frienciy. So the rejection you experience is really no o:g deal.

Make pnone calls, be active: You won t get a job by reading job-search books or working on your resume. Save tnose activities for other times. During the day, concentrate on active job search rethods.

Stick to your schedule: Arrange interviews at times otner than those you planned to spend in your joD-search office. Plan to take care or your personal business after your office hours, too.

Don't get discouraged: Looking for a job is nard work, so take time for breaks. And take time to take care of yourself.

if you follow these recommendations, you wiil soon have the job you want.

Daily and Weekly Job-Search CalendarSunday Monday Tuesday Wednesday Thursday Friday

8:00

30 i

9:00

9:30

10:00 1

0:30

11:00

11:30

12:00

12:30

1.00

1:30

2:00

2:30

3.00

3:30

4:00

4:30

5.00

5:30

6.00

6.30

—

1I

«

r ---------------- I i

1 1

i i I 1

SAMPLE DIRECT-CONTACT LIST

Category : Cafeterias

Name of Or ganizat ion Address

Phone Number

Albert C. Smith's 1 . Eatery 8614 N. Central Avenue 782-5699 2. Alfonso's Cafeteria 29 North Wav 467-2211

3. Brenda's Place Southwav Drive 779-8257

4. Fritz Farkel's 4513 Armstrong Drive 329-4068

5. Jonathan's Inn Johnson Street 526-7782

6. Lisa's French Food 86 Central Avenue 669-4415

AM Session: Relationship Skills for Career Enhancement

Goals; Participants will gain knowledge and insight about the impactof interpersonal relationship skills on job reten

tion and job satisfaction.

Participants will understand the importance of relaxation, understanding others, assertiveness, and conflict management in the workplace.

Suggested Procedure; Ask participants about past experience with interpersonal relationshipsin the workplace. (15 min)

Read handout Relationship Skills, stopping periodically to discuss. (20 min)

Discuss importance of and strategies to fit in comfortably to new work environments. (15 min)

Read Common Barriers to Assertive Responding, discuss as time permits (10 min)

Materials; Relationship Skills Common Barriers to Assertive Responding

RELATIONSHIP SKILLS FOR CAREER ENHANCEMENT

What are Relationship Skills?Relationship skills refers to a group of

behaviors that will enable you to deal with others in a manner that will result in more sat-isfaction to you and the person you are inter-acting with. It will also help you to avoid sig-nificant conflict with others, the focus is on applying your relationship skills in vocational-ly related situations that will enhance your employability and help you to move through your career development process. We will talk about 4 aspects of interpersonal relationship skills in the workplace. They are: Relaxing Yourself, Understanding Others, Asserting Yourself, and Managing Conflicts. Relaxing Yourself:

Lets review the stress management techniques you learned in Phase 2. There are several types of stressors you may encounter in the workplace. 1. Organizational Stressors (examples: conflicting messages from several supervisors, new management, unclear poli-cies and procedures). 2. Social Stressors (examples: dealing with aggressive or passive co-workers and supervisors). 3. Physical Stressors (examples: too hot or too cold, poor lighting or cramped spaces). 4.Emotional and Physiological Stressors (examples: headaches, stomach distress, ulcers). 5. Self talk (exam-ples: negative internal dialogue "I can't do anything right, they're going to find out I'm incompetent"). These stressors can be interre-lated and lead to poor performance.

You are much more apt to say some-thing you don't mean and get in trouble with others when you are "up-tight", mad, or irri-tated, relaxing yourself while dealing with others is important in all areas of your life. Muscle relaxation, visualizations, and positive self talk are some ways to relax yourself in stressful situations. An optimal level of relaxation while interacting with others will enhance your ability to effectively apply the

skills of understanding others, assertiveness and managing conflict. Understanding Others:

Understanding others means being able to identify, name, and describe important aspects of what other people are saying to you. This means using active listening skills. (Reflecting back to the speaker what they have said in order to confirm that you have heard it correctly). People like to be under-stood and heard. Assertiveness:

Using the D.E.S.K. model to communi-cate is a method of communicating at work that allows you to express your feelings with-out being demanding or creating a power struggle. Describe the situation in objective terms, express you feelings about the situa-tion appropriately, state what you want, and know and state the consequences. Assertion means to be able to protect your rights through self expression without infringing on the rights of others.

Assertiveness is most clearly conveyed in the simple act of asking for what you want, while allowing the other person the right to decide yes or no. Most people get in trouble for being passive or aggressive rather than assertive. Being passive means hoping people will guess what you need or want, and ultimately feeling angry and victimized and angry when they don't. Aggressiveness can make you appear to be bully who can't be trusted. Being assertive is much more likely to get you what you need. Managing Conflict

When interacting with others, conflict sometimes arises, how much you know about conflicts, how they get started, how they are maintained and how they may end gives you the ability to manage your behavior when you are in conflict at work.

How have you dealt with conflict at work inthe past?How would you handle the situation now?

COMMON BARRIERS TO ASSERTIVE RESPONDING

Assertion may sometimes be more difficult in situations where you want to maintain the rela-tionship and also protect your rights. Relaxing and communicating your understanding of the other person's feelings and position is especially important in such situations. Research on assertion training has identified certain barriers that often prevent assertive behavior. One such barrier is the lack of awareness of the assertive, aggressive, passive, or passive-aggressive styles. Another frequent barrier is the lack of communication skills for expressing one's self.

Quite frequently, however, we know what would be a more adaptive response. We may know how we want to behave and still not do it We may not respond assertively because of our fear of what others might think. When such social anxiety causes us to avoid assertive behavior excessively, a vicious circle becomes established which prevents extinguishing the fears.

Another major barrier to assertiveness is that some of us do not believe we have a right to be assertive. Because of the way we were taught by family, school, church, and other social insti-tutions, we feel that we must always give in to the desires of others. We simply have not developed a sense of individual human rights.

Lack of persistence in asserting yourself, leading to premature compromise, is a frequent barri-er to effective assertion. Such lack of vigor in communicating individual positions, often leads to inferior group decisions because alternatives never get defined well enough for testing. Lack of persistence in defending your own rights or preference tends to reinforce the intimidating behavior of the other person or persons. To summarize, five frequent barriers to assertive responding are:

1. Lack of awareness of interpersonal styles2. Lack of communication skills for effective self-expression3. Feeling highly anxious or fearful about being assertive.4. Not believing that you have the right to be assertive.5. Lack of persistence.

These are the major barriers to responding assertively. Relax and think about your own expe-riences. Which of these barriers most often get in your way?

Am Session: Review of Goals/Plans

Goal; Participants will reality test short and long term vocationalplans with counselor/peers.

Suggested Procedure; Ask each participant to state their:Short Term Goal; What makes this job choice realistic for me at this time?; Next step/plan: (Job Search, School, Training, etc.)/ What steps will be necessary for a successful job search? (Additional informational interviews, networking, Hidden Job Market, Open Job Market, etc.); Long Term Goal: How does my short term job goal relate to my long term career plans?

Write responses on board and ask group for feedback. (3-6 min per person as time permits.)

Materials: CT; Reality Testing

Name: Date:

Reality Testing Phase 3 Goal Clarification

Short Term Goal:What makes this job choice realistic for me at this time?

Next step/plan: (Job Search, School, Training, etc.)

What steps will be necessary for a successful job search? (Additional informational interviews, networking, Hidden Job Market, Open Job Market, etc.)

Long Term Goal:How does my short term job goal relate to my long term career plans?

Am Sessions: Feelings Meetings

Goals; Participants will have the opportunity on a weekly basis toexpress their feelings about Job Search Skills phase of program and share coping skills with counselors and peers.

Participants will verbalize thoughts, feelings, attitudes and behaviors related to program participation.

Participants will receive feedback from peers and counselor if appropriate

Suggested Procedure; Counselors encourage group members to share feelings and experiences of program with group. Counselors facilitate discussion, keeping focus on issues related to job search, recovery, and career development.

Interviewing Skills Workshops

Introduction........................................................................................1Session 1, .........................................................................................2Session 2 ...................................................................................3Session 3..............................................................................................4Session 4.....................................................................................5Session 5........................................................................................6Session 6........................................................................................6Session 7........................................................................................7Session 3.......................................................................................8Session 9..........................,............................................................9Session 10......................................................................................10Session 11......................................................................................10Session 12......................................................................................10Appendix.A.......................................................................................11Appendix.B.......................................................................................12Appendix.C.......................................................................................13Appendix. D.......................................................................................14Appendix. £.......................................................................................15

Interviewing Skills

Session 1

Goals: Participants will develop an overview of employment interview.

Participants will explore the perspective of the interviewer.

Participants will understand that interviewer decisions are often made quickly and the implications of this for the interviewee.

Participants will be given a list of typical interview questions.

Materials: Learn to Take Risks and Ljuve Put Yourself in the Interviewer' Place Interviewing Typical Interviewing Questions

Suggested Procedure; Go around the room and ask participants to share their feelings thoughtsand experience related to employment interviews. (20 min)

Review Employer's Expectations (Appearance, Dependability, and Skills). (5 min)

Read Learn to take Risks and Live aloud and discuss (10 min)

Read put Yourself in the Interviewer's Place aloud and discuss (15 min)

Break: (10 min)

Read Part I of "Interviewing" the question "Tell me about yourself" and discuss.

Give out Typical Interviewing Questions

Homework: Suggest participants write out answers to Typical Interviewing Questions during the next 4 weeks to prepare for interviews.

LEARN TO TAKE RISKS AND LIVE ! want to do, if we let ourselves remember and (from Willpower's Not Enough, by Arnold not censor them. The main difference

Washton and Donna Boundy, 1989) between people who achieve their goals andthose who don't is the willingness to try.

To live creatively, we must be willing Take action. Allowing yourself to haveto encounter the world, to feel passionate your dreams is not enough if you do nothingabout something, and to take risks, it-s^iot------to bring them into reality. So the next step iseasy to do this, living as we do in a time when to put in the footwork: ask for the date, go for the prevailing attitude seems to be to avoid the audition, sign up for the course, whateverthis encounter, to "play it safe," and to resign is necessary. If you don't take action, youroneself to a rather deadening existence - and dream will be like a flower that never bearsthen "relax" with a mood changer. fruit. The potential was there, but it was not

Not taking risks is a way we protect brought to life. Taking action is the equivalentourselves. If we don't try something, we can't of "fertilizing" your dreams,lose - or so we think. But by playing it safe, Action begets attitude. In takingwe run the highest risk of all: not having action, psychic change occurs. You begin tomuch satisfaction in life and feeling incom- see yourself as a person who "shows up" forplete, empty, bored - and all the more attract- life, not because you have no fear about it buted to a mood changer. So learning to take in spite of the fear,risks is another antidote to addictive dis-ease. Let go of the results. Once you've

But taking risks requires letting go of taken whatever action you can, you might ascontrol, and, as we know, this is hard for well let go of the results. You're not in controladdictive people. If you stick with the famil- of them anyway. And even if the results areiar, no matter how unfulfilling it is, you can at not outwardly successful (you get turnedleast feel in control. When you take risks, you down for the date, don't get the part, find theare, by definition, not in control of the results, course isn't for you), you are a success - in the

To get to the point where you can start only way that really matters - just for havingtaking appropriate risks in recovery, there are given it your best. No one can do more thana number of steps you can take: that.

Stretch your identity. Most people Reframe failure. Believing we shouldfrom dysfunctional families were exposed to never fail is a part of the addictive belief thatrepeated negative messages about themselves we "should be all-powerful." To give up thiswhich eventually became part of their identi- grandiose belief and accept that we - likety, such as "I'm good for nothing," or "I'm stu- everybody else - are going to fail at timespid." They may have also gotten the message because we are human is to leave the addictivethat certain satisfactions in life (meaningful system and accept ourselves,work, creative hobbies, fun, pleasure) are for The real prize is that once we accept"other people" and not for them. Or they may our fallibility, we no longer have to avoid fail-be pessimistic about their ability to change: ure so staunchly. We become free to take"I'll never change...I'll always be a_____"Now, risks, because the outcome does not carry soto really live fully, this identity has to be much weight. For even if the outcome is "fail-stretched, ure" in some societally defined sense, it no

Resurrect your dreams. A man wore a longer means we are exposed as the "worth-button at an addictions conference recently less person we are" but instead as a vulnera-that read, "Discipline is remembering what ble human being who at least had the courageyou want." We all have dreams, things we to try. To fail no longer means we stand apart

(Learn to take Risks and Live, con't, p.2)

from our fellows but are united with them in I] Jthe very fact that we have failings and limita-tions too. The only true failure is not accepting the possibility of failure in ourselves. That will guarantee us a failed life.

Not only is failure inevitable, but it can be a great teacher. It can, if we use it right, help us discover where our mistakes lie so that we can correct our course and thus be brought ever closer to reaching our destiny. Risk-taking then becomes an automatic "win," as recovering alcoholic Arthur believes: "There's only lessons and blessings. So when life presents you with an opportunity, you give it your best shot. There are no guarantees. But even if it turns out to be a mistake, it wasn't wasted. There's a lesson there, I guarantee you. And if it does turn out the way you hoped, it's a great blessing. Either way, you win!"

Persist. The recovering addict will <iroften venture out to take a risk, but if he gets ' IIturned down, rejected, or "fails" once - that's the end of it. He uses his failure to reinforce the self-critical tapes: "See, I knew it wouldn't work!" But to recover we must be willing to encounter the real world, and in the real world (not the addictive fantasy world) things don't always fall magically into place the way we want them to. To think that they should is to fall back into addictive thinking ("Life should never be painful, uncomfortable, or require effort").

The real magic that's available in life comes with persistence. If you desire some-thing, accept the idea of having it, take the actions to get it, let go of the results, and keep applying yourself, the results will be quite amazing.

PUT YOURSELF IN THE INTERVIEWER'S PLACE

(Front Miirkclinr; Yourself, Tlic Catalyst Guide, St.ift)If you familiarize yourself with the

general rules for interviewers, you will know some of the "whys" behind the questions you as interviewee will be asked. This insider's knowledge of the interviewer's objectives should help to lessen your on the spot apprehension.

The interviewer should understand the actual job requirements and what the job demands, plus the training requirements, salary, and working condi-tions. For example:

• What physical requirements must thejob holdrr fulfill (the energy, strength,stamina, and skills needed)?

• What are lite menial Uisks (hat the jobholder must perform (the talents,skills, and knowledge required?)

As the interviewee, you have two goals. First, you are there to decide whether the position is right for you. Second, at the same time you are convey-ing the message: "Hire me!" Normally, you will have about 20 to 40 minutes to achieve both these goals. Consider the effects of the powerful psychological dif-ference that exists between an interview that is approached with these goals and the interview that is approached with the traditional goal: "1 must get this job."

Interviewers, on the other hand, have their own goal: to find out if you are the right person for the position. They must ask themselves such questions as "What can she do for me," "How much will I have to pay, and "Will he fit in here?".

The interviewer is the link between you and the company. When you participate in the interview, you become one side of a triangle, each side of which has it's own needs and expecta-tions. In Margaret's case the triangle might be:

1. Employer Ciood Sanuuilait I lospital•I las responsibility to the community.•I lopes to get job done well, at least cost•Must maintain its image.

2. Interviewer: Mr. Brown•Represents the comptroller's

department, through that departmentthe personnel department, and theadministrative position of the hospital.

•Wants a good accountant.•Needs someone who will fit in with the

current structure.

3. Interviewee: Margaret• Wants the job.• Needs the salary.• Wants to further career goals.

WHAT IMPRESSES INTERVIEWERS?Obviously, every interviewer you

meet will be different; some will be better at interviewing than others. But each will have a unique personality and come equipped with personal likes and dis-likes. Interviewers are encouraged to put their personal biases aside, but that, as we know, is easier to preach than practice. Nevertheless, there are some factors that most impress interviewers.

In general, interviewers make their decisions on the basis of appearance, perceived or demonstrated motivation, communication skills, academic standing (particularly with recent graduates), and personality. Not surprisingly, command of speech is often used as a way of "measuring" intelligence and competence, particularly for managerial and executive positions.

Some other very important points:• Interviewers develop stereotypes of

good candidates and seek to matchpeople with these stereotypes (whichare often similar to themselves.)

• Interviewers are more influenced byunfavorable information than byfavorable information.

• Interviewers make their overall evaluation of the candidate within the first fourminutes of the interview. (Contact: Thefirst four Minutes, by Leonard Zunin,M.D., and Natalie Zunin, New York:Balanline, 1972)

Typical Interview QuestionsWrite out the answers to th following questions as if you were talking with an interviewer.

BE POSITIVE!

1. Tell me about yourselfrf

2. What experience do you have that relates to this position?3. What are your significant accomplishments in past jobs?4. Why do you want to work here?5. What problems have you had on past jobs?6. What are your strengths?7. What are your weaknesses?8. How do you get along with co-workers?9. How do you get along with supervisors?10. How do you feel about overtime?11. What are your career plans?12. How do you feel about doing other people's work?13. Whv do vou want to work here?

* •>

14. Why should I hire you over other candidates?15. What salary do you expect?16. What do you do in your spare time?17. What did you like most and least about your last job?18. Can you explain gaps in your employment history?19. Why did you leave your last job?20. Have you ever been fired?21. How would you feel about being asked to do other people's work?22. What do you know about our organization?23. Would you rather develop plans or implement them?24. Have you ever been convicted of a crime?23. Do you have any questions?

PREINTERVIEW ATTITUDES(adapted from The Interview: Many Are Called but Few Are Chosen)

Since the interview is so important, no matter how calm you want to appear, you will probably have some anxiety. But it is important to keep in mind certain facts that may get lost in the adrenaline-filled interview. The acceptance of a position is a major event. It commits you and an employer, so it is essential that you conduct an interview carefully and rationally. You should not lose sight of the fact that It is a major step in career development and you have certain rights in relation to the interview. You have the right to ask questions to determine if the position is a good fit for your career goals and personal values; in fact you had better ask questions! You have the right to get paid a fair salary; you have the right to ask to meet your coworkers and subordinates, not just your immediate supervisor ( ask about this only after it is clear that you are going to be extended an offer or after one has been made); you have the right to ask to see your personal work area (again, only if you are getting or have received the offer); you have the right to work in a non-discriminatory environment; if you are a woman, it is illegal for someone to ask you about marriage plans, children, or who cares for your children while you work. You have all kinds of rights. Look upon interviewing as a positive time in which to explore many possibilities. And when pos-sible, if you still feel a little shaky about all this, start with what we call "throwaway" interviews. Practice interviewing at organiza-tions you don't care about much, just to hone your skills at fielding questions. Take any rea-sonable interview. Save your important inter-views for when you have finished practicing. You can also interview for information about a field before you interview for jobs in it.

The following questions and answers do not cover everything you will ever be

asked, but many of these questions come up at some point in almost every interview. You should become skilled at answering them.

There is more than one good answer to each of these questions, but we have prepared the ones we know (from experience) work.

THE FOUR STAGES OF THE TYPICAL EMPLOYMENT INTERVIEW

There are four major stages in all employment interviews. Awareness of these stages will enable you to better handle the interviewing process.

Stage 1: Chitchat Time or Breaking the Ice An interview is an interaction between

two strangers, not unlike meeting someone for the first time at a party. One key thing to remember is the importance of the firm Iwndshake . Firm handshakes are crucial. Don't arm wrestle your interviewer to the floor, but be sure your handshake says: "I am comfort-able. I am in control of mvself."

j

The interviewer should take the initia-tive in beginning the dialogue; you are the respondent. Even though you may wish to get down to basics right away, view this time as a relaxation technique for both of you. Remember, most interviewers, particularly if they re not in Personnel, are not so skillful that they are comfortable meeting strangers either! The responsibility is on you to make them comfortable.

This "chitchat" allows you to assess quickly the communications skills of the interviewer, both verbal and nonverbal, which will facilitate conversation flow later on.

Stage 2. Information ExchangeOnce some form of rapport has been

established through chitchat, the second stage is focused on exchanging information. Presumably the person you're seeing will have read your resume before your arrival and will have prepared topics for discussion

(Preinterview Attitudes con't p. 2) the basis of what you say and how you say it.It is at this stage that a clear difference

based on your background. You did provide appears between your hoping the interviewerone, didn't you? And you chose a format that likes you and your understanding that this is 11presents your work related skills and accom- a mutual decision making process,plishments in the best possible light, right? It is also here that a skilled interviewer

This is the ideal situation, but don t will become less involved in the process andcount on finding it 100 percent of the time. the interviewee will take charge to amplifySome people will read your resume for the background, skills, and experience. You mustfirst time while you sit across the desk from gain more information by asking direct ques-them pretending not to notice. tions about the specific position, determining

The interviewer should also share whether it meets your needs. You must suc-information with you on the company in gen- cessfully control this part of the interview,eral and the position for which you are apply- You should ask questions regarding mobility,ing in particular. If this information is not why the job is open, where the person is whogiven, ask! It is necessary to have this infor- had the job before, how many people youmation in order to proceed to stages 3 and 4. would manage, if you would have support

It is now your interviewer's turn to staff, if you have budget control etc. This iscommunicate relevant information regarding the only way you can determine if the posi-job fit. You, therefore must have done your tion is or is not for you. If you feel positivehomework on the company and the specific about what you hear, by all means show yourposition available and must have decided on enthusiasm. It is true that many opportuni-the best way to verbalize matching your skills ties have been lost at this point than at anyand experience to the job. Provide descrip- other because a candidate didn't want to ,1tive, assertive (but concise) statements to your appear excited. Iinterviewer, using a fair number of actionverbs. Do not run off at the mouth. Doing so Stage 4. Wrap-up or Tying Loose Ends is boring and indicates a lack of concise think- Together ing ability. This part of the interview allows both

of you to clarify any information needed andStage 3. Expanding the Focus make some final comments tying the inter-In stage 2 the interviewer and you view together. Here again, if you are interest-gained some general insights into the right- ed in the position, state it very clearly. Unlessness of the match. During stage 3 experi- it is volunteered to you, ask what the nextenced interviewers zero in on critical informa- step is in the interview process. This assumestion. This part will be much more detailed, that you have a good feeling about how theregarding very specific qualifications. interview went and that you are sincerelyTogether, you will explore aspirations, per- interested in pursuing the position. Asksonal goals, and work values. Stage 3 is about the length of time before you will bewhere your responses point out differences called back for a second round of interviews,from or similarities to what the employer is scheduling a time, etc.looking for. Remember, the people interview- If your first interview was with aning you probably had other resumes some- organization's recruiter, you may not getwhat similar to yours to review. They have to much feedback regarding your chances at thismake a determination about your "fit" for the point, as he or she will discuss you first with (Iparticular position. They can only do this on the hiring manager, but some information

BODY LANGUAGE

Body language is a popular term for nonverbal communication. It refers to a wide range of silent techniques for communicating -facial expressions, posture, hand and body movements.

In the last 25 years communication experts have increasingly emphasized how much people depend on body language to get a message across - or, conversely, to interpret a message from someone else. With all this emphasis on nonverbal communication, you may have the idea that the ability to read other people's body language and manipulate your own is the magical key to success in all interpersonal situations. While we're not going that far, it's fair to say an understand-ing of body language is important, particu-larly to people in jobs requiring a lot of inter-action with others.

Ray Birdwhistell, a respected authority on nonverbal communication, estimates that in a typical two-person conversation, the spo-ken message conveys less than 35% of the total message, while the unspoken message conveys more than 65% of the total message. in a business setting such as an interview, nonverbal cues may transmit as much as 80% of the total meaning. That's why a thorough understanding of body language is important.

Having said that, let us interject two disclaimers. First, body language does not exist in a vacuum. Body movements are usu-ally accompanied by spoken words and take place m settings that influence the total mes-sage being conveyed. Interpreting someone's body language without considering the verbal and environmental cues is to misinterpret what is being communicated. It is also very important to take into account cultural differ-ences in terms of the meanings of nonverbal communication. In some cultures eye contact means something very different than it does in "mainstream' America.

Secondly there is not correct or incor-rect interpretation of body language. What is correct - in short, what works - is largely determined by the persons involved, the set-ting, and the specific situation.

Your Facial Reaction is Worth a Thousand Words.

The separate components of body lan-guage are facial expression, eye contact, head movement, arm and hand gestures, and pos-ture. Of all the body signals, facial expression is among the most revealing. Your face is your ambassador to the world. Ideally, it should be mobile and reflect your character, credibility, and emotional well-being. People who have mobile faces find that their facial expressions give others important clues abut their moods or feelings. Your objective should be to showcase your positive feelings and to disguise your negative feelings, unless letting them show will help you get some-thing accomplished.

Unless you have an expressionless face, you'll find controlling your facial reac-tions isn't easy without some practice. Often, especially during a stressful situation, your facial reaction is involuntary, your lips tense, your forehead wrinkles, your brows arch, and your eyes glare.

Nothing creates easy rapport like a smile. Hot a smirk, nor the wide grin of a clown, but a natural, comfortable, ordinary smile, to find the smile that's best for you, stand before a mirror or video monitor and move your lips in various smiling positions until you find the one that looks natural and feels right to you. Practice it until it becomes second nature.

Body language page 2Eye Contact

Eye contact in the business and and professional world among peers, superiors, and subordinates is very telling. For exam-ple, a direct, blank stare from a boss may freeze and employee in his tracks. As a rule, it's up to the supervisor to make and break eye contact.

Appropriate eye contact varies with the situation. ^Wttert you are talking to a group of people, direct eye contact reflects sincerity, credibility, and trustworthiness. The opposite effect is created when you stare at the wall or glance quickly from face to face.

During a one-on-one interview, I rec-ommend maintaining a high degree of eye contact, perhaps as much as 95% of the time, \vith momentary glances away. If it is a job interview and you are the interviewer, lead the interview by creating rapport through eye contact. Signal your interest in what the interviewee is saying with an easy, direct gaze. But be careful not to stare or overpower the potential employee with your eyes.

As a job seeker, follow the interviewer s lead. As you answer questions, lean slightly forward and maintain a direct eye contact. Avoid either blinking your eyes constantly or the opposite, not blinking them enough. A fixed stare may be interpreted as an attempt to dominate.

Head Movement

A young woman wondered why she wasn t coming across well in job interviews. We role-played an interview to find out: she was constantly throwing her head back in an attempt to get her long hair out of her eyes. Her bobbing head created the impression of a woman who was tense and overly agreeable.

As a general rule, holding the head down, or looking down, especially to the left, signals submission. Holding the head up and steady signals iust the opposite: you re your awn person.

Framing Your Body With Arm and Hand Gestures

Arms and hands can shape and frame your entire body. For example, arms or elbows held too close to the body signal ten-sion. Anns folded across the chest may indi-cate an unwillingness to communicate, to open yourself up to other people's ideas. Flailing arms while speaking or walking can ^signal awkwardness, even hostility. The key to using your arms is to be natural.

Hand movements can have a startling impact on others, an impact that is, however, usually subliminal. Hand gestures can signal openness, receptivity, determination, tension, scolding, and pugnacity. For instance, expos-ing the palm of the hand indicates openness and receptivity. In contrast, the back of the hand is a negative signal. We use the back of the hand to strike others, literally or figura-tively, or to push unpleasant information away. Gestures using the side of the hand -clenched fists, a hand held rigid in a slicing movement - are strong and should only be used to reinforce your most important points.

Avoid pointing your finger, even to emphasize a major point in your speech. Pointing fingers are the gestures of school-teachers or parents who are scolding a child. In general, keep your fingers together when gesturing. A cupped hand gesture is some-times effective, provided the fingers are bent at the same angle and remain together. Open fingers connote weakness or lack of control.

Speakers often use too few gestures. Learn to use gestures to drive home your important points. Never use gestures con-stantly like an orchestra conductor, or your audience will start watching your hands and missing you words.

Transferable Skills

Unlike job-related skills, which tend to be used only in one type of work, transferable skills are skills that can be used in every occupation, regardless of the type of work. They are universal skills — you can transfer them from one type of work to another without much ef-fort on your part or training from the employer.

Many employers think that if you are able to use a skill in one situation, you should be able to use that skill in another job, even if the work appears to be unrelated to your past employ-ment or educational experience. For this reason, your transferable skills are often more im-portant than your job-related skills. This is especially true if you are changing careers or mak -ing the transition from school to work.

Suppose that an automobile mechanic wants a job repairing household appliances. The mechanic should emphasize general mechanical skills, not specific automotive skills. The household appliance employer will be interested in the mechanic's general skills: Can the mechanic use hand tools? Can the mechanic troubleshoot, repair, adjust, and maintain mechanical devices? The employer does not care that the mechanic can pull a 1963 Chevrolet engine. The employer is not interested in knowing that the mechanic can grind pistons, rebuild carburetors, and adjust ignition timing.

In identifying your transferable skills, do not overlook the skills you've gained from every-day living. Most job-seekers fail to see this potential. These skills can, however, help you meet an employer's expectations.

If you do not already know your transferable skills, complete the transferable skills ex-erc.se on paees 23 and 24. This exercise will help you identify at least ten of your transferable s'Jlls.

Once you've identified your transferable skills, you need to develop them into statements that you can make in an interview, which will show employers that you are the best person for the job. Below are some sample statements about transferable skills. Each statement is followed by an example and a connection to a specific job.

Transferable skill statement: "/ can meet deadlines."Example: "While in school, I rarely missed a due date on an assignment."Connection: "If I was able to meet deadlines in school, I will also be able to meet your work deadlines and quotas.'

Transferable skill statement: "I can keep financial records."Example: "As a full-time homemaker I handled all of the family money, including savings and checking, u nhout ever bouncing a check or failing to pay a bill on time."Connection: "If I could handle the family finances so well for twenty years, while taking care of all of the other household chores at the same time, I could be a good account clerk for you."

Transferable skill statement: "I'm a \\eil-organized person."Example: "At my last job I had six bosses. I had to organize mv time and set priorities to get the job done to everyone's satisfaction."Connection: "If I could handle that confusion, I'm sure I'll be able to deal with the organizational demands of this job."

Transferable skill statement: "I'm a good explainer."Example: "Whenever anyone at \\ork had trouble understanding a procedure, they came to me for an explanation."Connection: "I can learn quickly, train new workers, and help others."

Now choose the three transferable skills from your list that you think will most interest potential employers. Write these skills as complete statements on page 25. Then include ex -amples from your own experiences that support your statements. Also state the connection between each ability and the job you want.

TELL ME ABOUT YOURSELF

Real Question: What can you tell me that will make me want to hire you?

The interviewer wants to know facts A computer programmer may not need theabout you as a worker and what you can bring to same personality style as a customer servicethis position in terms of abilities and past worker. Therefore it is important to giveexperience. You will be surprised at the thought to whether your temperament andamount of useful information you can supply personality are suited to the type of work youand how much you have to offer, even if at are aiming for. When you feel you have madethis moment, it appears that you have very a good match, you can be yourself and letlittle. By the time the interview comes along, your personality shine through during theeverything you say will support why you are interview,a good candidate for this job. It can be helpful to mention character

The interviewer wants to know what traits if they are relevant to the job. For exam-your skills and achievements are - education- pie, if you're applying to be a social workeral and professional - and what kind of experi- you might mention that you are patient,ence you can bring to the job. He or she is attuned to others' emotional states and tendtrying to get an idea of your personality style to be willing to help. If you're applying for aand how you will "fit" into the work situation, position repairing small appliances, you

He or she may want to know if you can would want to emphasize that you enjoytalk comfortably about yourself in positive detailed work and have a high degree of con-terms. Being able to talk about yourself posi- centration and patience,tively is a measurement of self esteem. Don't forget to mention past jobs, hob-Applicants who can present themselves as bies, volunteer work or other activities tohaving a reasonable level of self esteem gen- demonstrate your interest in the field,erally make a better impression than those The interviewer wants to know whatwho are self-effacing. Also, people with type of employee you will be, whether youhealthy self esteem tend to do better in the will be able to perform the requirements ofworkplace and work more effectively with all the job satisfactorily, and whether you'll fit inkinds of people. The interviewer may also be with the rest of the staff. Most importantly,looking to see how quickly and spontaneous- it's the energy, enthusiasm, and self confi-ly you are able to think and how well you dence you convey that will make the differ-handle yourself. ence, and this point will be emphasized as we

Low self esteem is associated with the discuss how to approach all interview ques-disease of addiction and may follow you into tions.recovery. Your self esteem will improve as On the following page is a suggestedyou take positive, healthy actions and as your outline or structure for your answer to therecovery develops. question Tell Me About Yourself". Focus on

Different occupations and jobs require those areas you want to emphasize and drawdifferent strengths and characteristics. to the interviewer's attention.

Tell Me About Yourself

Example A:

1. Interests (I've always been interested in________________.)("I'm the type of person who_______________.")

2. Education (I have a degree from____________where I majored in_____________.)(I went through a training program in___________at________________.)

3. Volunteer Work (I volunteered at____________so that I could get more experiencein__________.)

4. I am interested in this particular position because________________.

Example B

1. I have been working for myself for several years but the economy has really hurt mybusiness. I'm really interested in getting a regular more secure position where I canmake a contribution.

2. I am dependable, reliable and motivated (give examples)

3. I'm a good worker and enjoy working alone or with others, (give examples)

4. I've had a lot of different kinds of experience: I've worked in construction, maintenance,demolition -1 like to work with my hands. I'm also good at fixing things likeappliances and electrical work.

Interviewing Skills

Session 3

Goals ; Participants will identify a transferable skill and discuss in group with counselor and peers.

Participants will develop understanding of the importance of non-verbal communication skills in the employment interview.

Suggested Procedure: Go around room (or ask for volunteers),to share a transferable skillrelated to their goal. Discuss. (20 min.)

Ask participants to share their experience with non verbal messages in past work situations or interviews. (10 min)

Read "Body Language" and discuss. Ask participants to practice hand-shakes, smiling, eye contact etc. in front of group. (30 min)

Break (10 min)

Break group up into pairs or triads. Role play handshakes and greetings and questions: Tell me about yourself, and What are your strengths? « S

Materials; Body Language A Word About Non Verbal Communication

Homework ; Be prepared to continue to role play: Tell me about yourself? and What are your strengths and weaknesses, Why do you want to work here and Why should I hire You? (Appendix A)

TIT

Body language page 3

Stand Tall: Posture and Body Movement

Shuffling your feet and slumping when you talk give the impression that you lack both confidence and self-discipline. Good posture, movement, and stance does not mean that you should look like a military cadet. In fact, posture that is too erect conveys rigidity. When searching for the right posture and walk, let comfort be your guide.

You can improve your seated posture with a simple exercise: Sit in a chair of aver-age height (no overstuffed chairs, please!). Practice holding your shoulders and head up and slightly back. Now move around in the chair until you feel comfortable. Strive to rrunimize rigidity while you are finding a position that is both erect and comfortable. Sit forward in the chair and practice gesturing.

Touching

Cultural considerations generally determine who touches whom. For example, .Arabic culture places a great deal of emphasis upon touching between men. Touching in the American business and professional world, on the other hand, is either played down or avoided entirely. The pat on the back for a job well done or a warm handshake when greet-ing someone are the exceptions.

A consultant and a client or boss and an employee usually don't touch each other except as a strong signal of reassurance, con-firmation, or agreement. Occasionally, one man may touch another on the arm or shoulder to stress and important point. When a male touches a female in the business context - other than to pat her on the back to signal good work or to shake hands - it is likely to be interpreted negatively.

Space Strategies

You've probable heard people use such pop psychology phrases as "invading your space" or "give you your space". While they probably intended those phrases in the figu-rative sense, the phrases can also be interpret-ed literally. When a person invades someone else's space, he moves too close, or at least closer than is appropriate under the circum-stances.

Good manipulators and deal makers are often people who know how to use space to either overcome the opponent or bring him around to their way of thinking. Here are some space strategies you should be aware of:

One - on - One Encounters

When you are interacting with acquaintances or relative strangers, closeness is seldom interpreted as a sign of warmth or friendliness - at least not in America. On the contrary, extreme closeness may bring con-versation to a startling halt as one person steps back and looks alarmed at the "invasion" from the other party.

People seeking approval often approach the boss, teacher or other authority figure too closely, in the process alienating rather than impressing them. Salespeople often invade the distance between people, thinking such closeness breeds a positive atmosphere. It may work if the person can be induced to buy through intimidation. Otherwise, such an invasion will probably backfire and offend the potential customer.

An employee who is aware of status demonstrates it in his use of space when he's interacting with an authority figure. When he approaches the authority figure's office door, he may stop outside next to the secretary's desk and try to catch the man's eye.

(continued)

Body language page 4

When he does he abides by the signal he gets - either to come in or wait there. Once inside the office, he waits again for the signal. Should he remain standing or sit down? The authority figure decides and chooses the chair. The subordinate who ignores the spa-tial protocol of superior-subordinate interac-tions does so at his own peril.

Dress Appropriately

Appearance can initiate good or bad rapport. Hopefully, physically you will not remind your interviewer of someone of whom he/she may not have been fond. \Vhen it comes to dress and grooming, hark back to Emerson s condemnation: "What you are speaks so loud, I cannot hear what you say." If your interest is in banking, remember that most bankers dress rather conservatively. If you are dressed tastefully, you can be seen almost anywhere. We will talk with you frankly if appearance can be perceived as a problem for you. Such advice must be accept-ed in the spirit in which it is given.

11/95

A WORD ABOUT NONVERBAL COMMUNICATION

(From Marketing Yourself, The Catalyst Guide, Staff)

So far we have been dealing with ver-bal communications, but many important messages are also conveyed in a nonverbal manner. Remember the old cliches "Actions speak louder than words" and "A picture is worth a thousand words"? What are you say-ing with your body?

Results of recent tests show that high-verbal interviewees score much higher with interviewers than low-verbal candidates and are much more likely to be considered for a job. High non verbal behavior is also a decid-ing factor in favorably rating candidates. Good eye contact, varied voice modulation, high energy level expressed through (modi-fied) gestures, smiling, and other active responses are rated high. Low non-verbal interviewees demonstrate little energy or interest; they avoid eye contact and speak hesitantly. No one who participated in one test would have invited back the low nonver-bal candidates.

Various books now on the market pur-port to "interpret" every conceivable gesture or "body language," and although the idea may seem strange at first, you can learn to talk with your body. A general knowledge of body language "vocabulary" is a useful aid in analyzing both your behavior and another person's. Review some common nonverbal communications and what they communicate.

1. Posture Your posture is a very noticeable part of you and "speaks" immediately about your attitude toward yourself and your situa-tion. Sitting up straight and erect conveys a professional, businesslike attitude, while slouching signifies lack of attention, indiffer-ence, and possibly a sense of intimidation.

2. Eyes. We speak with our eyes, the eyes arethe most important part of the body for establishing direct rapport. Look your interviewerin the eye. Make sure, however, you don'tstart a staring contest. (One writer suggestslooking at your interviewer's nose instead. Itwill look as if you are looking into his/ hereyes.)

3. Hands. Some people are naturally moreanimated than others and use their hands tobe expressive. Again, be yourself, but if youare prone to using your hands excessively,keep them in your lap. Do not be caught flailing around and gesturing wildly. Also bewary of touching your interviewer (or beingtouched). Touching, other than a firm handshake, will be interpreted as inappropriatelyintimate behavior for an interview.

Other hints: Smiling is usually conta-gious. It communicates confidence in your-self. So smile. It's much harder to dislike or ignore a smiling person. And practice your firm sincere handshake with friends and fami-ly (shake hands with both men and women).

Interviewers communicate nonverbally also, and you can pick up messages from them. Some positive signs are smiling and eye contact from the interviewer. Among the neg-ative clues are nervous gestures like tapping on the table, folded arms, clock watching, and of course, yawning! If your interviewer is dis-tracted or bored, you will have to regain his/her attention. In that case try asking a pertinent question, saying "Vvbuld you like to hear more about my experience?" or even sim-ply raising your own voice level a bit and exhibiting more energy yourself. If you are energetic, the interviewer is more likely to be energetic as well.

interview questions for role play (session 4)

Tell me about yourself

What is your greatest strength? weakness?

Why do you want to work here:

Why should I hire you?

Interviewing Skills

Session 4

Goals: Participants will continue to explore effective ways toanswer the question "Tell Ms About Yourself" in an employment interview and reality test their responses with counselor and peers.

Participants will explore interview questions:What are your career goals?What skills and qualifications do you have that relate

to this position?Have you ever had a problem on a job? Are you applying for other jobs? -—- How do you get along with co-workers?

Suggested Procedure; Read handout General Guidelines and discuss. (15 min)

Role play Tell Me About Yourself, What is your greatest strength? Weakness? Why do you want to work here? and Why should I hire you? in I small groups, pairs, or triads. (40 min)

Break (10 min)

Read questions identified above from Interviewing handout (questions 5-7), ask participants to write out responses to these questions to be role played in next group.

Materials: InterviewingGeneral Guidelines

Homework ; Ask participants to identify a question they feel is most difficult for them, and prepare answer. Prepare answers to questions:What are your career goals?, What skills and qualifications do you have that relate to this position?, Have you ever had a problem on a job?, Are you applying for other jobs?, How do you get along with co-workers? to be role played next session. (Appendix B)

GENERAL GUIDELINES 2- *** ™ta™>« m ««« «wys, «n/fcr. Whocan figure you out in five minutes? Or even

„ , , • • , / two hours? Instead of worrying about it,let itwe ta^ about haw to mter^ew let scon- ^^^ you.r^n.t iet interviews intimidate

siderafewfacts about interviewing itself: y ( m . ^ ^ m e y , r e m ^ ^ w a y o f

_. x . , ... . . . accepting or rejecting an impression of you,e You can ge t a job wi thout a r esume , bu t ^ ^ ^ ^ S o ^ ^^ ^ a

you can't get a job without an interview. stnmg/ straightforward first impression. Ifyou're shy and meek - no problem. Just try to

• The interviewer often makes the conclusive make fl lesg shy Jess meed ^ ^^^^decision about you in the first three to five Work on gradually improving yourself - andminutes of the interview. However "open you will succeed. Effort counts,minded" he or she may try to be, the rest ofthe interview is often spent simply justifying 3> 77,^ ^^ your negatives before the interview,that first impression. an ̂h^g answers ready that will explain them

sufficiently if they're discovered. Unfortunately• The interviewer is more influenced by your people pay more attention to negatives thannegatives than your positives. If the recruiter to positives. The trick is to either keep themchanges his or her mind about you during the hidden or be able to explain them away,interview, it's usually for the worse.

4. Recognize what an interview is and what it• Your interpersonal skills are more impor- i$n 't. It is not a rehashing of your resume, nortant than your background, experience, or is it merely an opportunity to answer ques-education. tions that an interviewer may pose.

Interviewing is salesmanship. It is selectively• Most people don't talk enough during an presenting the facts in an organized, confidentinterview. Instead of taking charge of selling manner so that you can sell yourself into athemselves, they allow the interviewer to ask job. This means that you must take control ofall the questions, and content themselves with your interview. The people who get job offersjust answering them. They respond, they don't are the people who do the talking. Quiet,initiate. passive people do get job offers, but assertive

people get more. They come across as effec-Befbre you create your own interviewing style, tive and likeable. And they can present thekeep in mind what the following jacts mean: interviewer with clear and cogent reasons

why they should be hired. 1. Tiie best interviewees do it fast. They set thetone of the interview in the first few minutes, 5. The objective is always to be a brief, target-ori-then spend the rest of their time enhancing ented interviewee. Take interviews step by step,what they've said. This requires that you Step One is preparation: researching andhave a strong idea about what you're going to preparing an effective presentation, planningsay before you say it, which can only be what to wear, what to bring. Step Two is prac-accomplished through preparation. You must tier- going over what you're going to say andpractice your presentation, and learn as much working on keeping a strong, positive attitude.as you can about the employer, interviewer, Step Three is the interview itsej: making certainand position before the interview. to concentrate on the major aspects of yourself

and your background that will sell you,

Appendix B

Interview questions for role play (session 5 and 6)

Tell me about yourself?

What are your career goals?

What skills and qualifications do you have that relate to this posi-tion?

Have you ever had a problem on a job?

Are you applying for other jobs?

How did you get along with co-worKers and supervisors in past jobs?

Interviewing Skills Session 5 and 6

Goals;Participants will increase confidence and comfort level with interviewing through role playing.

Participants will become aware of initial aspects of interview situation, and develop coping skills to deal with waiting to be interviewed, initial greeting, interview anxiety, and non-verbal cues from the interviewer.

Participants will develop awareness of interview attitudes and the affect of this on performance in developing an effective rapport with interviewer

Materials: Interviewing, Ten Key Suggestions Interviewing Preinterview Attitudes How to Find Out what Kind of a Reference You Are Getting

Suggested Procedure:Session 5:Read Interviewing, Ten Key Suggestions (10 min)

Role play questions: What are your career goals?, What skills and qual-ifications do you have that relate to this position?, Have you ever had a problem on a job?, Are you applying for other jobs?, How do you get along with co-workers? (35 min)

Break. (10 min)

Identify problem areas and role play (15 min)

Return to large group 5 min before ending to discuss next day's agenda.

Session 6: Read Handout: Preinterview Attitudes, discuss. (15-20 min) Role play in small groups. (35-40 min). Return after break to discuss problem areas and strengths.(20 min)

Homework: Read "How to Find Out what Kind of Reference You're Getting" Prepare answers to questions, what do you do in your spare time?, What did you like most or least about your previous jobs?, How do you feel an out doing other people' s work?, and Have you ever been convicted of a crime?, to be role played the following day. (Appendix C)

Interviewing Ten Key Suggestions

1. View interview as a mutual conversation.

2. Wear conservative clothing. (Slightly dressier than you would wear to work)

3. Be well groomed, (dean nails, hair, teeth, conservative makeup)

4. Offer a firm handshake.

5. Display a warm, relaxed manner.

6. Maintain your sense of humor - smile.

7. Listen actively.

8. Convey genuine interest in employer's needs and concerns.

9. Match with pride in past performance to employer's needs and concerns.

10. Be prepared to exert more control should interviewer fail to surface your majorqualifications.

(Preinterview Attitudes con t p. 3)

may be gleaned. If you are a good "people reader" you should now be able to tell fairly well how good your chances are to go on and have further interviews.

Remember that chemistry, not qualifi-cations, is usually the factor in personnel selection.

Since you were called in for an inter-view, you may assume that you are at least minimally qualified for the position. But it's the intangible factors that cause offers to be made, not the tangibles. As with job perfor-mance, it has much less to do with how well you do your job than how well you are perceived to do it.

If you are a fairly conservative person and everyone you have seen while interview-ing is in jeans and wears shirts open to the navel and lots of gold chains, you can safely assume you would not be too happy working in this organization even if a job was offered. People are often rejected for positions because of their style, not because of an inability to perform the work If you don't proceed beyond Personnel at an organization, it could be just that. It also could be that your inter-viewing skills were not up to par, but we will work on this! When you are turned down for a position (and it happens to everyone), do not internalize the rejection by thinking you are unqualified. Your first interviewer may perceive that the personality fit is not right. It is much better to be rejected for a job than to take one that's wrong and want to leave three months later. Most people leave for style and personality mismatch reasons first, position, title, and money later.

Those of you who will get the job of your choice will be the best qualified at get-ting jobs (interviewing skillfully). However, success does not mean you are the most quali-fied candidate for the job. Please recognize this distinction.

HOW TO FIND OUT WHAT KIND OF REFERENCE YOU'RE GETTINGQ: I quit wont last year to nave a baby, ana now I'm job-huirtrag. I've come dose to severe! often, but at the last minute someone else was mreo. I wonoer if I'm getting a MO reference from my last boss. even though sne said she'd utoiumiM me. Can I find out what sin's saying, ana wnn can I do if if s unflattering?

A. The croplem may not DC a bad reference, out that vour ex-boss is saying nothing at ail. To avoid lawsuits by joo-nunters who claim former supervisors are bad-moutmng them, more companies are limiting mior-mauon given about nrevious employees to job title, saiarv and dats 01 employment, elim-inating any work evaluation— good or oad. Ironicailv. oeopie who are ninng need reierences more tnan ever because of the tendencv of some joo-seeKers to inflate tneir resumes.

To get around this dilemma. first find out wnether vour tor-mer company gives reierences by calling personnel. If there is a poiicv against references. your next task is to convince your former boss to recom-mend you as a favor, despite companv poiicv. advises Millie

Gould & McCoy, a New York-basea execuave searcn finn.

This is best accompiishea in person. Ask for a 15-minute meeting with your ex-boss to discuss reentenng the job mar-ket. (If your request for a face-to-face talk is refused, be pre-pared to get your message across DV pnone.)

After >ou amve. explain you re loosing for a new job: then sav something like. "I'd appreciate your assessment of me tor my own career growth. What would you say my itrengtns and weaknesses are?" If she offers cnncism. don t be defensive. Listen and ask questions on specifics: "How ao you tnmk I could oest correct that?" Then you migm describe jobs you've nearly been offeree: "I've been looking at fund-raising posi-tions in nonprofit organiza-tions. Could YOU recommend

that field?" This kind of ap-proacn will give you useful feeaoack—and may help you find out if and how she has been recommending you.

If your boss seems positive, end by saving, "I'd be grateful if you d speak with potential erauloyers on my behalf'— adding, if necessary, ".. .even thouen I know the company preters not to give references. It's difficult to turn down a genuine request for neip. says McCoy, especially if it's cou-pled with a sincere desire to improve performance.

If your boss declines to meet or speak with you. or you sense sne will only give you a half-hearted recommendation, find someone at that firm, even a peer, who will bacic you. Ex-plain your situation, and ask if sne would supply references. "But go to higher-ups only if tiiev nave firsthand knowledge of your wooc." McCoy cau-tions. "If a future employer calls vour company president, wno Knows you only in passing and says so. you could be branded a name-cropper.''

Next time you're close to a joo offer and neeo references. be frame. Say. "My boss and I didn t have the best cnemistry. These co-woncers can give you a general perspective on my penormance." If those recom-mendations are solid, your ex-boss s faint praise or silence shouldn't hinder you.

Always phone references eacn time you'd like to give meir names, ask them again tor the tavor and descnoe Uie lob you re applying for. "Tend" good recommenoers carefuilv: Keep in toucn with occasional notes and congratulations if thev re promoted. Come job-searcn time in the future, your efforts will pay off. 12

WHAT NO»OOY TEACHESYOU THAI YOU'RE

EXPECTED TO KNOW

Appendix C

Interview questions for role play (session 7):


What do you do in your spare time?

What did you like most or least about your previous jobs?

How do you feel about doing other people's work?

Have you ever been convicted of a crime?

Interviewing Skills

Session 7

Goals: Participants will explore interviewer's agenda.

Participants will explore interview questions:What do you do in your spare time?What did you like most or least about your previous jobs?How do you feel about doing other people's work?Have you ever been convicted of a crime?

Participants will develop skills in responding to above questions.

Participants will assess their financial needs to prepare for salary negotiation.

Suggested Procedure; Read Interviewing Guide for Interviewers and discuss (20 min)

Role play questions: What do you do in your spare time?, What did you like most or least about your previous jobs?, How do you feel about doing other people's work?, and Have you ever been convicted of a crime?, in small groups. (40 min)

Break (10 min)

Read Good Answers to Hard Questions and Why Did You Leave Your Last Job? and discuss. (20 min)

Materials ; Interview Guide for Interviewers Budget Assignment Good Answers to Hard Questions Why Did You Leave Your Last Job?

Homework ; Complete Budget Assignment Prepare for role play:"Tell me about yourself", What experiences and qualifications do you have that relate to this position?, Have you ever had a problem on a job?, Have you ever been discharged from a job?, Why should we hire you?, Can you explain gaps in your work history? (Appendix D)

7

SOME EVALUATIONS YOUR INTERVIEWER IS MAKINGDURING THE INTERVIEW

(From Marketing 1 ourseif, The Catalyst Guide, Staff)

• How mentally alert and responsive is the applicant?

• How well does the applicant follow the interviewer's train of thought?

• Is the applicant able to draw proper inferences and conclusions duringthe course of the interview?

• Does the applicant demonstrate a degree of intellectual depth in hisconversation or does he appear to be shallow or superficial in his thinking?

• Has she used good judgment and common sense in the way she hasplanned and led her life so far?

• Does he appear able to think and respond spontaneously?

• What is the applicant's capacity for problem-solving activities?

• Is she excessively self-centered, or is she capable of identifying with hercompany s goals and objectives?

• How well does the candidate respond to stress and pressure orthe opposite?

Interview Guide [FOR INTERVIEWERS)

LISTEN

B*R*e*ptiv* and Responsive

COMMENT

Mak*Conversation

INQUIRE

Prob*: What? How? Why?

KMp QuMtfona Op*rvEnd*d Us* Plural and Contrast Quaationa Rephras* "YES/NO"—fleatata Mora FuBy

INTRODUCTION

Cover; Greeting Smalltalk Opening question LaaaquMtton

Loo* tor:Appaaranc* Manner Seli-expresaion Reaponarveneaa

WORKEXPERtENCe

Cover: Eartestkjos:

part-time, temporary Military assignmentsFuU-Uma poaittona VolumaarworK

AtteThings dona basr? Dona last wail?Things Dkad bast? Ukad less wait?Malor acoompusnmama? How acnwvaa?Moat cUfllcull proowma tacan? How nandlad?Waya rnost eflaoive with peopia? Ways laas artacnva?Reasons tor cnangmg tobs?What laamad from woiK exoananoa?What looking for in po? In caraar?Shon-tarm ana long-rang« goaa?

too* torRelavanc* of workSutfidancy ot workSkill andAdaolaUlttyProducUvtiyMoUvattonIntaroanonaiLeaoarsritpGrawtnano

Cover:(Elamantary acnooO High school Collaga SoaoaMzad t Racant coursaa

AnteBast subjects? Subjects don* lass wan?Sutyacts Ukad most? Ukad toast?Reactions to taacnars?Level ot graoaa? Elton remand?Reaaona toi cnoosmg school? Major flaU?

nta? Toughest problema?Role In enracumcular acgvtaea?How financed education?Relation ot educaoon to career?Consider farmer scnooting or spaoaized traJreng?

Loo***:Ralevence ot ectioolnQStiffldency ot er.hnfaiigIntellectual ataaWeeVersatilityBreadth and deptti ot

Knowledge Level oil Motivation. I Reaction to authority Leadership Teamwork

Special acnla*

PRESENT ACTMTIES AND INTERESTS (opttoMl)'

Speoat Interests and hobbiea Civic and community affairs that

ara fob relevant Health and energy Geographical preference*

As*:Things like to do in spare time? Extant Involved in community?

What kind ol health problems might affect job performance?Reaction to relocation? to travel?Circumstances that might influence (ob performance?

Loo* for:Vitality Management of time.

energy, money Maturity and judgment Intellectual growth Cultural breadth Diversity of Interests Sodal effectiveness Interpersonal stalls and

interests LeadershipBasic values and goals Situauona! factors

I

I

SUMMARY

Cover:Strengths (Assets)

Auk:

What bring to job? What are assets?

What are best talents?

What qualities seen by self or others?What maMS you good investment (or employer?

Loo* tar;PLUS(+) AND MINUS (-) Can do? Talents. sUUs Knowledge Energy

Cover; Shortcomings (Development needs)

AsteWhat are some shortcomings or limitations?What areas need Improvement?What quaWes wish to develop further?What constructive cntiosm from others?How mght be a risk for emoioyer?What further training, or experience, might need?

Will do?MotivationInterestsHow fit? Personal qualities

Character

Sltuaoonai factorsSynth

Zero prejudice (EEO)

CLOSIMO RCMARKS (Adapt to contact)

Cover;Dialogue: gue informationReview job and opportunities; sell, If appropriateFurther contacts to be madeCourse of action to be taken

toaI3'

COHMAL PARTING ^Spontaneous) a 1

•NOTE Personal Information is option*/ and should be /bo relevant

Budget

The only way to figure the salary that you need is to do a simple rock-bottom budget that lists your expenses and tells you what you will need just to survive. Here's a sam-ple of such a budget

Housing (rent or mortgage payments)Food (at home)Food (out)TransportationClothingUtilitiesTelephoneRecreationGrooming/ HaircutsGifts / contributionsPayments on debtsEducation (books, tuition, etc)MedicalHousehold supplies/ furnishingsOther

Total

Add 15% to your total because we ail usually underestimate our needs by approximately 15%.

Add 30% for taxes

an

GOOD ANSWERS TO HARD QUESTIONS

(From Job Search: The Total System, Dawson & Dawson, 1988)

We've dealt with Tell me about yourself." Now let's inject a little truth serum into another classic tough question: Tell me about your weaknesses." You reply: "I have trouble getting along with people" or "I have trouble meeting deadlines" or "My spouse can't stand it if I work on weekends, and I don't like having to deal with that." Fine, you told the truth. What the employer will tell you now is good bye. He may not speak it for another few minutes, but we guarantee that that response just clicked on in his mind. You're History.

Keeping those three weaknesses for our mythical job hunter, let's alter the responses 180 degrees without really changing the basis of the answers. Trouble getting along with people? Why not respond: "I do tend to get impatient with people who are deliberately unproductive." Trouble meeting deadlines? Why no t respond: 'I am a workaholic I'm willing to put in however many hours it takes to get the work done. ' Angry spouse? Why not phrase it: "Sometimes I have to be careful -1 get so wrapped up in my work that I don't give my family the time thev need.:

r

All we're suggesting is that you insist in your mind that you 11 take a positive approach to every interviewing question. Work on it. practice, role-play, and conduct post-interview self-critiques. For the process of self-evaluation, use the technique we call the interviewing continuum to facilitate an ongoing analysis. Both during and after the interview, think of the discussion as generating positive, neutral, or negative responses. On the interviewing continuum, left is positive, the middle is neutral, the right is negative. You can afford negative points on very few questions. You can get by with a tew neutral responses. But the great majority must be positive. They must weigh the interviewing continuum to the left if you are to leave the impression necessary to receive an offer.

revised 1/3/96

m .......TIT

Why Did You Leave Your Last Job

The employer asks this question to find out if you had any problems on your last job. If you did, you may have the same problems on a new job. The following are some tips on how to answer this question.

• Never say anything negative about yourself or your previous employer. If you didhave problems, think of a way to explain them without being negative.

•Be very careful not to use the word fired when explaining why you left the previous job. Perhaps you were laid off or you position was cut. Use these words to explain what happened.

• If you were fired and are not on good terms with your previous employer, maybe youshould explain. First examine why you were fired. Try to learn something from thesituation. Were you partly to blame?

• If you have learned something from the situation, explain this honestly. Avoidcriticizing your employer. The odds are good that the interviewer has been fired atsome time too. He or she may understand your situation better than you expect.

Many people are fired because nonwork issues interfere with their work. Did a divorce, car trouble, or something else in your personal life cause you to be fired? Have you resolved the problem? If so, let the interviewer know this. Tell the interviewer that the former problem will not affect your work. Below is a list of common reasons for leaving a job.

Prepare a positive explanation if possible. Practice answering the question "Why did you leave your last job?" Write the best answer below.

Your response:

Reasons for Leaving

I desired a more challenging position. I wanted a position with responsibility. I wanted work that was career oriented. There was a general layoff in the plant. The work was seasonal (part time). I became a full time student. I began a long planned tour of the U.S." I began self employment.Revised 1/3/96

I had an option for a better job. I wanted to be more productive. I wanted a job requiring my best skills. I preferred a better work environment. I made a long planned move to this area. I wanted a job in which I could learn. I desire a career oriented position in (field in which you are applying).

Appendix D

Interview questions for role play (session 8)


What experiences and qualifications do you have that relate to thisocsiticn?

Have you ever had a problem on a job?

Have you ever been firsci from a job? Explain.

Ian you explain gaps in your work history?

Interviewing Skills

Session 8

Goals: Participants will explore how to effectively answer difficult questions in the employment interview.

Participants will develop strategies to answer questions about gaps in employment history.

Participants will gain overview of how to evaluate their interviewing skills.

Suggested Procedure; Read Six Special Problems and how to Overcome Them and Answers to the Question; "Can You Explain the Gaps Between Jobs?", discuss (30 man)

Role play "Tell me about yourself", What experiences and qualifications do you have that relate to this position?, Have you ever had a problem on a job?, Have you ever been discharged from a job?, why should we hire you?, Can you explain gaps in your work history? in small groups. Ask participants to use "Post Interview Checklist" to evaluate partners and self in role play. (30 min)

Break (10 min)

Introduce topic Negotiating Salary( 2 0 min)

Materials ;Six Special Problems and how to Overcome Them Post Interview Evaluation Answers to the Question; "Can You Explain the Gaps Between Jobs?" Negotiating Salary

Homework: Read Negotiating Salary Prepare for role play: What two or three accomplishments have given you the most satisfaction?Tell me about yourself? Why do you want to work for us? Why did you leave your last job? "Most difficult question" (Appendix E)

Interviewing Skills

Session 2

Goals: Participants will explore the question "Tell me about yourself?"

Participants will understand and identify transferable skills applicable to their career goals.

Participants will identify ways to respond to interview questions including the use of transferable skills and examples.

Suggested Procedure! Read section of Interviewing related to the following questions anddiscuss (30 min):

What is your greatest weakness?Why do you want to work here?

Why should I hire you?

Read Proof By Example and discuss (15 min)

Break (10 min)

Read Transferable Skills,discuss and start to fill out in group. (30 min) Materials: Interviewing

Proof By Exampl P Transferable Skills Tell Me About Yourself?

Homework: Prepare written response to the question "Tell me about your-self." which will be no more than 5 sentences to be role played the following week.

Complete checkoff list and written material in "Transferable Skills" handout. Identify at least one transferable skill for the next day. Be prepared to discuss in group.

PROOF BY EXAMPLE

Proof by example is an important interview strategy. It will provide you with an easy way to give powerful responses to almost any interview question.

Suppose someone is asked the following question in an interview: "Why don't you tell me about yourself?" Most job seekers do not handle this question well. Here's how a person using the proof by example approach might answer the question:

"Well, you probably want to know what sort of worker I am. I am the kind of person who finishes things I start. I get a great deal of satisfaction from knowing that I have done something well and tliat I did it on time. For example, in a previous job I was given the responsibility of finishing an important project after another person left the company. I tiad to stay up nights reviewing the procedures and revising the plans for a job our company was bidding on. All of this was new to me, but I finished the project on time and we were awarded a project worth over one million dollars. I feel I can use the same skills and }iard work to do well in this position."

Sounds good doesn't it? Let's break down this person's response so that we can look at it more closely. This process will help you learn how to make proof by example responses.

1. PROVIDE A GOOD EXAMPLE OR A KEY SKILL.By now you know your skills and those needed on the job for which you are interviewing. You should also have a variety of examples of where you used these skills. Think of one good example you could use to support a skill needed to do this job well. Name that skill (in the example above, it was "finishing things 1 start," then give a good example of when you used this skill. Try to think of your best examples from previous work or other situations

2. GIVE DETAILSProvide enough details in your example to make your example an interesting but short story. Tell as much as is necessary about who, what, where, when, and why for the story to make sense.

3. USE NUMBERS OR OTHER MEASURABLE DATAPeople will pay more attention if you use some numbers to support your story. Talk about dollars saved, number of people served, percentage of sales increased, budget per year, or increased orders. Use any numbers or pieces of data that you can think of.

4. MENTION RESULTSDid your work accomplish the intended purpose? How do you know? Tell how you know.

5. LINK AND THINKLook for a way to connect what you did in your example to doing a good job in the position for which you are interviewing. The more specific you can be, the better.

Self-Management Skills

Self-management skills make up the last part of your skills triangle. These skills tell the employer whether or not your personality fits the personality of the company, the bosses, and the co-workers. Over 50 percent of the people who are not successful on the job have trouble with their co-workers and bosses, so it's important for you to show employers how you fit into their operations. Many employers would rather hire an inexperienced worker with good self-management skills than an experienced worker who might cause problems.

If you are not sure what self-management skills you have, do the exercise on page 27. This exercise will help you identify your strongest self-management skills.

Now select two of your strongest self-management skills and write these as complete statements. Then include examples from your own experiences that support your statements. Also show a connection between each skill and the job you want.


Statement:

Example:.

Connection:


Statement:

Example:

Connection:

Self-Management Skills ChecklistReview this list of self-management skills and check any 3 that you believe you exhibit over 50% of the time. Place a second check next to the ten skills that you believe would be

^

most important in the next job you have that meets your primary job objective.oj£ ̂ ̂ .x<$» ,v«gS .&

G G academic G iG active Q Q accurate

G G adaptable G G adventurous Q Q affectionate G G aggressive G G alert Q Q ambitious G G artistic G G assertive G Q attractive G G bold G G broad-minded G G businesslike G G calm G G careful Q G cautious G G charming G G cheerful G G clear-thinking G G clever G G competent Q G competitive G G confident G G conscientious Q G conservative G G considerate G G cool Q Q cooperative G G courageous G G creative G G curious G G daring G G deliberate G G democratic G G dependable G G determined a Q dignified G G discreet G G dominant G G eager G G easygoing G G efficient G G emotional G G energetic G G enterprising G G enthusiastic G G fair-minded G G farsighted G G firm G G flexible G G forceful G G formal G G frank G G friendly G G generous G G gentle G G good-natured Q G healthy G G helpful G G honest Q G humorous G G idealistic G G imaginative G G independent G G individualistic G G industrious Q G informal G G ingenious G G intellectual G G intelligent G G intentive G G kind G G leisurely G G lighihearted G G likable G G logical G G loyal G G mature G Q methodical G G meticulous G G mild G G moderate G G modest G G natural G G obliging G G open-minded G G opportunistic G G optimistic G G organized G G original Q G outgoing G G painstaking G G pauent G G peaceable G G persevering G G pleasant G G poised G G polite G G practical G G precise G G progressive G G prudent G Q purposeful G G pressure resistant G G punctual G G productive G G quick G G quiet G G rational G G realistic G G reasonable G Q reflective G G relaxed G G reliable G G reserved G G resourceful G G responsible G G retiring G G robust G G self-confident G G sensible G G sensitive G G senous G G sharp-witted G G sincere G G sociable G G spontaneous G G spunky G G stable G G steady G G strong G G strong-minded G G sympathetic G G tactful G G teachable G G tenacious G G thorough G G thoughtful G G tolerant it G G tough G G trusung G Q trustworthy Ml G G unaffected G G unassuming G G understanding G G unexcitable G G uninhibited G G verbal G G versatile G G warm G G wholesome

\G G wise G G witty G G zany J

27

FT """H" " m i l ' . . .

Special Problems and how to Overcome Them

(From 'The Only Job Hunting Guide You"ll Ever Need"

It can be difficult, but you can hide or disguise job-related problems on your resume. Following are a few of the most com-mon problems and what you can do about them.

Problem #1: Being Labeled OverqualifiedTwo things on your resume can immediately flag you as being overqualified: too many jobs and too many higher level positions. To get around this problem, omit information on your resume and minimize the importance of certain jobs. The trick is to do both without undermining your qualifications. Some tips on how to do this:• Assess your background and determinewhat information is not crucial to supportyour career objective. Sometimes you cancompletely omit a few jobs - positions youheld furthest in the past, lateral moves aresafe cuts. Remember: You are trying to makeyour experience look like less than you actually have. The fewer positions you list, theless weighty your resume will seem.

• If you worked at the same company andreceived several promotions, combine two ormore jobs into one. Don't bother listing eachstep.

• Picking up on job titles is a quick and easyway for a prospective employer to determineif you're overqualified. Don't give him or herthe ammunition. Recognize which titles aretriggers and replace them with equallydescriptive but less imposing titles. Forexample, instead of referring to yourself as avice president, call yourself a departmenthead.

• To avoid drawing attention to dates and jobtitles, use a combination or functional format.Focus on experience.

Problem #2: Being Considered Too OldAge discrimination is illegal in most

cases - but it happens all the time. Sometimes otherwise ideal candidates are told they are "over-qualified"; other times they are just not called back. To avoid problem before it arises, consider age-proofing your resume.

Try the following:• Adjust your resume accordingly by omitting or downplaying dates. Make certain tonotice all the references to age in yourresume: dates you attended school, dates youheld jobs, military service, even the types ofactivities you list.

• Use a functional or combination formatinstead of chronological. If you prefer thechronological format, don't display datesprominently by setting them off. Bury datesin parentheses right after the job title. They'llattract less immediate attention.

• Eliminate mention of your earliest jobs.There is no point in advertising the number ofjobs you have held, nor the number of yearsyou have been working.

Tip: While we don't advocate lying, some peo-ple do knock a few years off their age. Warning: If you do that, be sure to be consistent. Take into account your spouse's age, your children's ages, how old you were when you graduated, and other important dates in your life. One man was convinced he had completely snowed his interviewer - he had dyed his hair, he knew his new (and more recent) year of birth, the revised date of his college graduation. But the interviewer looked a bit askance at him when he confidently blurted out the actual year of his wedding anniversary. Given his new age, he had apparently gotten married at the tender age of fourteen.

special problems p.2

Problem # 3 Spotty Work Experience: Job Hopping/ Jobs in Different Areas

Prospective employers often view spotty work experience as a negative signal: the person isn't a stable worker, can't hold a job, has no career direction.

You can fight against this perception. The key point in your favor is that despite your job hopping you do keep getting hired, so you must be doing something right. You want prospective employers to see the situa-tion that way. Your resume should make them want to hear the reasons you changed jobs or career direction.

Some ways of doing this:• If you held numerous jobs in a shortamount of time, use the combination or functional style resume to make the number ofjobs and the duration of those jobs lessobvious.

• Consolidate jobs under similar functionheadings or omit mention of certain jobsentirely. If you held a job for only a fewmonths, feel free to drop it. Gaps of a fewmonths don't look that questionable.

• Focus on achievements, but don't get carried away. If you held a job for only a shortwhile, no prospective employer is going tobelieve you dramatically increased profits orturned around a failing division.

• Arrange your resume so that the reader cansee a constant upward movement. You mayhave switched jobs, but you kept advancing.

• If you took a demotion, don't make itappear as such. Stress the different dutiesand different areas the job comprised.

• If you shifted career directions, emphasizethe common bonds between the jobs you held

in different fields. For example, if you went from retailing to computers, stress the com-puter literacy you needed to function as an assistant buyer. Downplay the non-computer functions.

Problem #4: Odd Match between Background and Objective

An employer has two chief concerns about a person attempting a career shift: Can this person's qualifications be applied to a dif-ferent career, and is he or she committed to acquiring enough new knowledge to make it work?

When your experience is seemingly unrelated to your objective, you must figure out ways to convince a prospective employer that you have the qualifications and the back-ground to fill the job.

By concentrating on the elements of your background that relate in any way to your job objective, you can skew your resume and present yourself as a strong candidate.

Try the following:• Start by examining your past experienceand recognizing any patterns in it that connect to your current job objective. Regardlessof your primary duties, have all your jobsinvolved similar aspects - such as intense personal contact, communications skills, analytical ability? Did you volunteer to take onresponsibilities outside of your job description, responsibilities that you can tie to yournew objective? Play up anything that showsyou have been interested in your objective forsome time.

• Pay special attention to minor aspects ofprevious jobs that relate in any way to yournew objective. Be creative in finding connections where it looks like there are none.

Example: You're trying to move into a sales position after having had experience as an audit accountant. Mention the extensive

special problems p.3 A few tips:

contact you have had with different kinds of people and how you have had to sell them on your presence in the company that was being audited.

• In the descriptions of your jobs or functions,minimize or omit any specialized experienceyou can't tie to your objective.

• Stress leisure activities, even hobbies, thatdemonstrate your interest, abilities, or experience in your objective.

• Take continuing education or professionalcourses. Depending on the course, list undereducation or activities.

• Join professional associations and list themprominently. Even if you are a new memberand have attended few if any meetings, it signals your interest in and commitment to thisnew field.

Problem # 5: Unemployed/Fired/Laid Off Being unemployed when you're job hunting is a situation that is becoming more and more common and there is not the same stigma attached to it as there used to be. Still, problems exist, people often prefer to hire people who have jobs. It isn't fair, but it's human nature: When a job candidate is holding a responsible position, prospective employers assume he or she is a solid, responsible person.

A well designed resume can help you bypass some of the problems of being unem-ployed. It can hide your unemployed status or de-emphasize it by focusing on your abilities and contributions to companies in the past.

• Don't explain on your resume why youwere or are unemployed. Some people wantto make sure prospective employers realizethat they were laid off, not fired. They add acomment such as "position was eliminateddue to corporate cutbacks" at the end of a jobdescription. This is a strategic error.Explanatory comments don't make you soundmore qualified. If you feel the need to explainyour present unemployment or any other gapin your record, do so in the interview or cautiously in a cover letter.

• In general, it's best to go with the combination or functional resumes. Either of theseformats is more helpful when you're trying toconcentrate on skills rather than dates andtrying to make it less apparent that you'recurrently out of work.

• If you have a solid work record and you'relooking for a job in the same general area, youcan use the chronological format. Capitalizeon your stability and consistency. These willoutweigh your recent unemployment.

• Do free-lance or part-time work. Even ifyou only do a little, you can have a presentjob to put on your resume. For example, anunemployed attorney began taking on charitycases for no pay on a limited basis. That way,she could honestly state on her resume thatshe maintained a private practice.

1. Ways to hide unemployment on yourresume: 1) If you have a friend who owns hisor her own business, ask if you can arrange atrade: you get a job title, he or she gets freeassistance from you. This way you can legitimately list a job on your resume for the period in which you're unemployed. 2) If you left

your last job on good terms, check with youremployer to see if you can list the job as "current" on your resume.

•65535 Job GapsA Job gap is a period of unemployment between jobs. If you had job gaps, you hare to

show the employer that you used your time for something constructive. Employers have the right to be suspicious of people who remain unemployed for over three months.

When no reason is given for a job gap. employers can only guess why the job-seeker was unemployed for so long. They might think that the gap resulted from the job-seeker's being judaed unworthy by other employers. Anv unexplained job gap will suggest, at the very least. that the applicant's qualifications are less than these expected by the empioyer.

If you do have a job gap of three or more months, there are several ways to handle it. Which way you use depends on what vou did during that time.

Use the good excuse methoo when vou did something that employers might find accep-table. This includes most wonmvhiie activities that cannot be done while working full time. You may have done such things as baby-sitting, yard work, or house painting, which can be called seifempioved. If you took a tnp. it could be listed as iravcL If you obtained any type of schooling, list it as education. Whatever the good excuse, include it in the

It is much better to have a positive explanation for your job gap than no explanation at ail Therefore, think careruiiv aoout wnat vou did during that time. If you are not sure whether or not the reason sounds positive. asK for opinions.

"Why do you have this gap in your job history?"

Questions about job gaps are verv imnortam Questions. Hew vou answer these questions :s even more important. If vou nave not seer, out or \vonc for over two months, dont worn-. Statistics show that the average cenod or unemoiovment oetween jobs is over three months.' You mignt point this out to the interviewer. You nave oeer. iooktnz for \\-ork." However, if you give the interviewer that answer, you prooabiv u tii not get the job. Obviously you are looking for work. The interviewer wants to know \\nat else vou are doing: "\Voricins part-time?" "Do-ing volunteer \vork?" "Getting yournousc in oroer?" "Having a much-needed rest?" All of these answers show that you are an active, thinxing person who makes good use of time. Beioxv are some other answers that you may use.

"I decided I iras needed at nome."7 went bacx to being a full-time hcmsmaxer.

"I decided to further mv education.'

"I \\-as in business for myseif."

Whatever ^-cur reasons for z job sac. YOU must assure the interviewer that the condition no longer exists and that you are rsadv to \\or.K. The following statement shows how this is aone.

"Dunn? the past six montns I've oesn seif-emoioveo. .Vow: turn the condition of the economy as it is. I find that i neea 2 rscusar income. I've gottsr. the desire for seif-employment out or my system, i 'm rssav :o \vork ana \\-ouid like very much to \\iork for vour company."

If you have a job gap you neea to cover, \vnte your response below.

Your Resoonse: ____________________________ _ _ _ _ _ _ ____

Post Interview Evaluation / Roleplay Critique

Name (self or partner)DateTitle of position discussed

Check if you felt "OK" or "very good" about aspects of the interview listed below. If you feel you could have done better, check "needs improvement" so you can work on those areas.

Needs to OK Veryimprove good

Personal appearance ____ ____ ____Pleasant and courteous ____ ____ ____Professional impression ____ ____ ____Firm handshake at start and end of interview _____ ____ ____ChitChat _____ ____ ____Eye contact _____ ____ ____Clear use of language and speech _____ ____ ____Spoke too little or too much _____ ____ ____Sincere _____ ____ ____Confident _____ ____ _____Expressed interest in the position _____ ____ ____Willingness to start at entry level and work up _____ ____ ____Minimized employment barriers by presentingthem in positive light _____ ____ ____Positive about previous employers _____ ____ ____Knowledgeable about company and industry _____ ____ ____Described qualifications in a positive manner _____ ____ ____Presented abilities and qualifications in terms of _____ ____ ____the requirements for the positionAsked pertinent questions _____ ____ ____Thanked the interviewer and arranged for follow up ____ ____ ____\Vhat would I do differentlv at next interview?:

(adapted from Job Search: The Total System, Dawson & Dawson, 1988) ll/ <

iTT ~ " HIT - - • " -irm- —'-•

12/95 Classroom Training Program Evaluation

Please use the following scale to help us evaluate the program. If youhave additional comments orsuggestions, please write them on the backof this page.

Name of Workshop/Activity Very HelpfulModerately Helpful Not Helpful

Employers Expectations ____ _______ ________Researching a Job ____ _______ ________Hidden Job Market ____ _______ ________Telephone Skills ____ _________ _________Telephone Roleplay ____ _________ _________Resume Workshops ____ _______ ________Resume Writing Group ____ _______ ________Applications Workshop ____ _______ ________Accomplishments Workshop ____ _______ ________Cover Letters ____ _______ ________Action Letters ____ _______ ________Follow Up Letters ____ _______ ________Letter Writing Group ____ _______ ________Using Support To AvoidDiscouragement ____ _______ _______Assessing a Job Offer ____ _______ _______Relationship Skills forCareer Enhancement ___ _______ _______Keeping the Job /Good Habits ___ _______ _______Feelings Meetings ____ _________ ________Who I Am Writing Workshops ___ _______ _______Who I Am video Presentations ___ _______ _______Interviewing Workshops ___ _______ _______Interviewing Roleplay ____ _________ ________Interviewing Video ____ _________ ________Counselor Contact

Were you able to complete homework? yes noDo you have any suggestions regarding the homework in this phase?

Were you able to use any of the skills you learned in this phase to contact employers? If so, which skills were most helpful?

What do you think wold help you obtain satisfying employment?

(please use back of form if necessary)

WHAT TO ASK THE INTERVIEWER

Would you please describe a typical day ?

How would you describe the perfect candidate for this position?

\v~hat hours would I be working if I were chosen for this position?

\Vhat strengths or weaknesses do you find in my background relative to this position?

\Vhat kind of training might I expect if I am hired for this position?

How long have you had this position in your organization?

Is this a newly created position or was someone in this position before?

\Vhat happened to the person who had this position before? (be prepared to explain why you want to know this.)

Is there anything I can do to prepare or get a head start on learning this job?

Are there opportunities for advancement in this organization?

May I see the area where I would be working if I were chosen for this position?

U~ho would I report to if I were hired here?

Is there a job description for this position?

T. Vhat are the major responsibilities for this position?

TA"hat is the first problem that needs the attention of the person you hire?

How will the final decision be made for filling the position?

"•'•"hen do you anticipate making a decision?

What is the Goal of the Interview continued

You're ever so thankful for all those opportu- company, Dick offered more information thannities to grow and learn. We acknowledge was necessary to answer the question. A bet-that this answer is full of a substance general- ter response would have been: "My last posi-ly found in fields and collected by shovel, but tion required 90% travel. How much travelwe're perfectly comfortable with that (the do you anticipate for the division manager'simagery, not the actual substance). You want position.?the job offer. So long as your resume is factual with regard to your work history and If you're asked, tell the truth - butaccomplishments, the employer knows what respond only to what you're asked. Peoplehe's getting. Once again, the interview dis- wander off mentally, say too much, realizecussion is only to confirm that you're confi- they're in trouble, and then panic. They'lldent, capable, positive, and a potential asset typically say something totally stupidto the company. because they're desperate and confused. If

that happens in your interview, you're history.6. You'll tell the whole truth. So the simple, fail - safe solution is, just don't

No. Talk about death wishes! Tell the say too much. Don't go out on a limb. Don'ttruth - under no circumstances should you lie get into trouble.to get a job. However, although telling the To further illustrate the point in termstruth connotes honor to us, telling the whole of business PR strategy, suppose that a com-truth represents stupidity. To reiterate, please pany is about to introduce a new productdon't think that we're suggesting that you that will gain a dramatically strong marketplay fast and loose with ethics. Never lie. share. Also suppose that there are three law-Answer the questions truthfully, but do so in suits pending against the company and a pro-a manner that won't hurt you. And then stop, jected cash flow shortage for the next quarter.Don't crucify yourself with too much infor- What do you suppose the company willmation. Every time, tell the truth, but stop announce in their news release? This coun-short of telling the whole truth - spilling your try's ingrained values about motherhood andinsides all over the desk. An illustration: apple pie compel us to tell the truth. Fine-

just don't volunteer information that isn'tDick Ryan was interviewing for a posi- requested. Leaving some information out of

tion as division marketing manager in a major your answer doesn't mean that you're a liar,corporation. When asked about the extent of you're just a smart interviewee,travel in a previous position, Dick proceededto explain: The travel was very extensive,about 90% of the time, which was verydemanding and more than I really cared for."Although the job he was interviewing forrequired only 50% travel, Dick had raisedenough doubt in the interviewer's mind abouthis willingness to travel that he lost hischance. Besides breaking the interviewingcardinal rule of never saying anything negative about one's former position, boss, or

1/96 p.2 of 2

WHAT IS THE GOAL OF THE INTERVIEW?

(adapted from Job Search: The Total System, Dawson & Dawson, 1988)

You're not after a job in the interview, only an offer. That's a critical distinction, and it's central to our approach to planning and implementing your campaign. We want you to get the best job you can locate, but if you take only one company to the point of an offer, if you have only one offer from which to choose, how can you possibly know which job is best for your present and future? To determine the best possible combination of duties and corporate culture, you must get multiple offers - at least three, preferable simultaneous - then weigh them and choose the best.

In order to move toward helping you structure a win-win interviewing style that will generate multiple offers, let's deal with the six statements below. When we explain why each statement is inaccurate, we're confi-dent that you'll share our viewpoint.

1. In an interview, you exchange information. No. Interviewing is a performance by

you - nothing more, nothing less. It will require six to nine months for the employer to determine whether or not you're suited for the culture of the organization and the posi-tion. To suppose that anyone could identify a match, for better or for worse, on the basis of one or even several conversations is prepos-terous.

2. It's an opportunity for you to learn all about the organization.

No. You'll already know about the organization in advance of the interview, based on the information you learned from your research, networking, and cold calling. Before you walk in, you'll understand what they do and how they do it. That's just another function of your networking. With your cold calling skills,

you learn about the company's products, ser-vices, reputation, plans for the future, and work style or culture.

3. The employer will learn all about you, No. Get serious. Of course that won't

happen. Think for a moment about the signif-icant other person in your life - spouse or whomever - and recall what you learned about that person during the first date of your embryonic relationship. It's a good bet that you can't even remember. Again, the employ-er will learn about you - your skills, abilities, ambition, personality, work style - gradually over the next six to nine months. If you try to tell the employer all that during the interview, you're conducting your job search death wish style. If you get too deep into your personal business, we guarantee that you'll leave the interview feeling that it was a cathartic expe-rience. We also guarantee you won't get the offer.

4. You'll be evaluating the organization and the interviewer.

No. Not on your life - at least not on your career. Remember, you're not there to make a decision; you're attempting to get an offer. You'll evaluate later and compare. If you don't have multiple offers before accepting one offer, you're selling yourself short.

5. You'll discuss your work history frankly. No. Never. Everyone's work history

includes periods of difficulty, failure, or con-flict, in varying degrees. But believe us, that is no one's business but your own. Tell the interviewer what he/she wants to hear. You admired and respected every boss for whom you've ever worked, everyone got along great, the company was ideal, and you learned more about your profession than you could have hoped for.

Interviewing Skills

Session 10, 11, 12

Goals; Participants will continue to develop confidence in answering commonly asked employment interview questions.

Participants will broaden their understanding of why individuals are hired or not hired from the perspective of the interviewer.

Participants will explore what questions are appropriate to ask interviewer.

Participants will polish presentation skills.

Participants will get feedback from peers and counselor on interview presentation

Participants will prepare for videotaped interview presentation.

Suggested Procedure;

Session 10:Read What to Ask the Interviewer, discuss. (15 min)Break group into triads. Give groups a set of 5 questions to practice.Each participant plays the role of interviewer and interviewee.Participants are given Post Interview Evaluation Form. Both Interviewerand Interviewee evaluate.

Session 11: Break group into triads (different partners than previous day). Provide groups with 5 different questions to practice.

Session 12: Repeat, using 5 different questions. Ask participants to practice most difficult question. Return to large group and exchange feedback/practice questions.

Counselor spends 15 minutes with each group. Group comes together for last 15 minutes of each session to discuss experience.

Materials; What is The Goal of the Interview 25 Typical Interviewing Questions Post Interview Evaluation Form What to Ask The Interviewer

10

TEST YOUR SUCCESS FACTORS

On the following chart, check the boxes which you believe represent your strengths in each of the quali-ties listed. They are all positive attributes that would contribute to success in any career.

If you have been completely honest in your scoring, a quick analysis of the completed chart will reveal your strengths and weaknesses.

Aggressive: Outgoing - forceful Very Moderately Not Very Not at all

Ambitious: Career-oriented - strong desire to attain personal and financial success

Analytical: Good problem solver - logical mind

Articulate: Able to communicate ideas and opinions clearly and forcefully

Assertive: Not afraid to give opinions or make suggestions

Cheerful: Pleasant demeanor - able to smile easily

Competitive: Intense desire to win

Confident: High level of self-esteem-self assured

Conscientious: Good work habits - able totake on unpleasant tasks - punctial

Cooperative: Helpful - good team worker

Creative: Innovative - able to improve on ideas and produce new concepts

Dependable: Steady - keep promises - good work habits

Efficient: Make good use of time -high quality work performance

Go For The Offerfrom : Job Search, the Total System, Kenneth Dawson, Wiley, 1988

As we've mentioned before, we're not saying that you are going after a job during this stage of the interview. You're going all out for the offer. TTien you will evaluate this company against the other offers you generate. If the environment is alien to you, obviously you will take another position. We're trying to train you to survive in any interviewing situation, not push you into a corporate setting with which you can't cope and that you don't like.

Your interview preparation will ensure that you avoid the points of not being hired, and emphasize the winning points of being offered a position. The ball's in your court!

Why People Are Hired

Positive attitude.

Good presentation skills needed by employer for the position.

Professional in all contacts, including letter, phone call, and face-to-face contact.

Good rapport with interviewer, including good discussion.

Past experience that supports qualifications for the opening.

Provides knowledgeable questions and statements about company and job opening, this prov-ing commitment to research.

Professional appearance, including appropriate dress, neat and clean personal grooming, friendly attitude.

Why People Are Not Hired

Bitter attitude based on previous employment experience.

Limited presentation of skills, based merely on job title. Poor

appearance and demeanor. Mistakes and misspellings in

written correspondence.

Lack of confidence during an interview, including stumbling over answers and not portraying a positive attitude.

Bad references.

Unqualified for the job.

Go For The Offer from: job Search, the Total System, Kenneth Dawson, WUey, 1988

Most Frequent Complaints About Interviewees

Poor communication - talks too little, talks too much, rambles, is evasive, is nervous.

Poor preparation - asks no questions, has no information about employee Vague

interests - lacks career goals, is unsure of job goals. Unrealistic expectations - is too

concerned about salary, is immature, is inflexible.

Most Frequent Complaints About Interviewers

Poor communication - talks too much, is unclear, rambles, is evasive.

Poor preparation - didn't read resume, manages time poorly.

Judgmental attitude - draws conclusions or makes statements that are inaccurate or unfair.

Negative attitude - spends too much time talking about negative aspects of the job.

Dumb questions - asks questions that don't relate to the position.

Interviewing Skills

Session 9

Goals: Participants will understand why candidates are screened out or considered for positions during an employment interview.

Participants will self-assess strengths and personal qualities which contribute to success in a career.

Participants will explore how to answer questions about salary at employment interview

Suggested Procedure:Read Go For The Offer and discuss (15 min) Review Negotiating Salary handout (10 min) Role play in small groups: (30 min)

What two or three accomplishments have given you the most satisfaction?

Tell me about yourself?Why do you want to work for us?Why did you leave your last job?"Most difficult question" (each participant will have

identified one.)What kind of salary do you expect?

Break (10 min)

Discuss role play experience/share feedback.(20 min)

Materials; Go for The Offer Test Your Success Factors The New Guerrilla Interview Negotiating Salary

Salary Negotiation Rule 1: Never discuss salary until you are being offered trie job.

It might be helpful to review why this is so before you continue. Here are a few paragraphs from that chapter to refresh your memory:

Whatever you say. you will probably lose. Suppose the employer was willing to pay $15,000 per year (or $7.00 per hour or whatever). If you say you will take $13,500. guess what you witt be paid. That may have been the most expensive ten seconds in your life!

There are other ways you can lose. too. The employer may decide not to hire you at all. He or she may think they really need a person who is worth $15.000—which leaves you out If you were clever, you may have asked for $16.500 and hoped you would get it. You could lose here. too. Many employers would assume you 'II be unhappy with the salary they had in mind. Even if you would have been happy to have it.

Good advice. But you didn't really learn how to answer the salary question. For this question, you need to remember the following three rules:

Salary Negotiation Rule 2: Know the probable salary range.

Before the interview, you need to know what similar jobs in similar types of organizations pay. Tliis will give you an idea of what the position is likely to pay. To find out, ask others in similar jobs. The library is a good source of salary information. Ask the research librarian. You

can also call your local state Employment Service's statistical office. They are required to keep this information for each area.

Salary Negotiation Rule 3: Bracket your salary range.

If you think the employer pays between $14,000 and $16.000/year. state your own range as "mid to upper teens." That covers the amount the employer probably had in mind and gives you room to get more. You have bracketed the amount you are willing to accept to include their probable range and a bit more. Here is how it would look.

If They Pay: You Say:

$5/hour 5 to 7 dollars per hour

$13,000/year low to mid teens

$16,500/year mid to upper teens

$18,500/year upper teens to low twenties

$27.500/year upper twenties to low thirties

Salary Negotiation Rule 4: Never say no to a |ob offer before It Is made or until 24 hours have passed.

Remember, the objective of an interview is to get a job offer. Many job seekers get screened out early in the interview by discussing salary. If you give the impression that the job doesn't pay what you had hoped, or if it pays more, you could get screened out. The best approach is to avoid discussing salary until you are being offered the job. If the money is not what you had in mind, say you want to consider the offer and will call back the next day. You can always turn it down then.

You may also say that if the salary were higher you would take the position. Perhaps you could be given more responsibility to justify a higher wage? Or you could negotiate an increase after a certain penod of time.

Do not negotiate like this unless you are willing to give up the offer. But you just might be able to get a counter offer that you would accept.

Aonendix E

Interview questions for role play (session 9)


What two or three accomplishments have given you the most satisfaction?

Why do you want to work for us?

why did you leave your last job?

What kind of salary do you expect?

'Zlost difficult" question you anticipate.

ANSWERS TO THE QUESTION: "CAN YOU EXPLAIN THE GAPS BETWEEN JOBS?'

I was doing part time work while I attended school

I was taking care of family business.

I was doing temp work while I learned word processing.

I was doing free-lance assignments.

I was working on a book/ articles/ a play / a film script/ an exhibition of my artwork/ recording

I was self-employed

I was helping a friend in his/her business

I had always wanted to travel to____________, and I had an opportunity to visit friends there.

DF GAPS ARE SHORT (anything under 6 months)

I was looking for a position with growth potential

I was looking for a job I could fully commit myself to.

I was taking some time to reevaluate my job direction through career counseling.

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