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onCareer Survival

ieee-usa eBookspresents

The Best o IEEE-USA Todays Engineer

Foreword by Paul J. Kostek

Georgia C. Stelluto, Editor


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Published by IEEE-USA.

Copyright 2006 by the IEEE. All rights reserved. Printed in the U.S.A.

Edited and compiled by Georgia C. Stelluto, IEEE-USA Publishing Manager

Cover design and layout by Gregory O. Hill, IEEE-USA Electronic Communications Manager

This IEEE-USA publication is made possible through unding provided by a special dues assessmento IEEE members residing in the United States.

Copying this material in any orm is not permitted without prior written approval rom the IEEE.


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The Best o Todays Engineer: On Career Survival

Table o Contents

Introduction ..............................................................................................................................................................................4

What Are Engineering Employers Looking or? ...........................................................................................................6

Converting Gatekeepers to Greeters................................................................................................................................8

Picking a Good Boss ................... ................... .................... .................... ................... .................... .................... .... .............. 10

Build Your Network Purposeully Beore You Need a Job .................. .................... .................... ................... ... 1

Seeking a New Job? Think Like an Employer .................... .................... ................... .................... .................... ......... 15

Cold Calling Your Way to a New Job .................. .................... .................... ................... .................... .................... ......... 18

Transitioning Jobs, Managing Your Finances .................... .................... ................... .................... .................... ......... 20

Five Steps to a New Job .................. .................... .................... ................... .................... .................... ................... ............. 2

Jump Start Your Job Search .................. .................... ................... .................... .................... ................... .................... ...... 25

Globalization and Your Career: Building Career Resilience .................. .................... ................... .................... ...... 27

Successul Career Makeover or Engineers in the 21st Century ................... ................... .................... ................ 0

Sine Qua Non: Networking .................. .................... ................... .................... .................... ................... .................... ...... 2

Finding Employment in an Economic Downturn .................... ................... .................... .................... ................... ... 5

Six Ways to Maximize Job Search Success ................. .................... .................... ................... .................... ................... 7


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Introduction

Im very happy to be writing the introduction to this eBook. The papers included can help you ndsuccess in todays challenging job market. As a volunteer, I have been involved with career issueswith IEEE-USA or 20 years and this compilation is one o the best we have ever oered to members.

Just think about the past 15 years: in the early 90s, we had a Peace Dividend that delivered high

unemployment; the mid-90s saw the New Economy that delivered a boom and a bust. Today, wehave globalization and outsourcing which, depending on who you talk to, are a boon or a bust orengineers. The one constant has been change. And the skill we all need is the ability to survive in achanging world.

You need to understand the changing business eco-system and what the changes mean to engi-neers. Skills still reign supreme and you need to assess yours constantly to ensure you are a viablecandidate or available job market opportunities. Youll nd these articles increase your situational

awareness o the marketplace.When we hear the words situational awareness, many o us think o a pilot where situational aware-ness is critical or saety. But stop and think about your career and job, and how situational awarenessis just as critical to your long-term career growth. Are you aware o what is going on at your oce,in your company, or in your industry? Has your company won or lost important contracts? Is thetechnology your industry built around growing or declining? Awareness and knowledge about suchthings can help you in career planning and skills development.

In these articles youll learn how to assess the market and yoursel, how to stay competitive, and

what steps to take to survive and remain competitive in the marketplace. You can nd out employersperspectives, and what employers are looking or in the chapter rom Elizabeth Lions, a technical

recruiter in Oregon. This chapter is very important, as it lays out a series o questions that you shouldhave answers to beore an interview. Even i they arent asked directly, you can use this sel-knowl-edge in your responses to other questions. Debra Feldman also addresses this topic as she helps youthink like an employer.

Debra Feldman, a requent contributor to TE on career issues, makes the rst o several appearancesin this book writing on how to reach decision-makers when you dont know them, by getting the

gatekeepers to take a call or make an appointment.

How to nd a good boss is the topic o a paper rom Don Christiansen, a ormer editor o IEEE Spec-trum. Think about the kind o person you want to work with, as you explore companies you want to

work or. Know their culture and how engineers are treated there.You can accomplish career success by planning or it, including building networks and contacts be-ore you need them. Knowing what you want out o your career makes it much easier to nd a jobyoure looking or. Debra Feldman writes about building a network using cold calling, a scary thoughtto most o us, but something that can pay enormous returns.


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The Best o Todays Engineer: On Career Survival 5

Engineers are also ortunate to be in the midst o some interesting times right now. Older workers arereturning or staying in the work orce, which can provide some good opportunities, both career-wiseand nancially. Companies may be acing a numbers crunch and this is your opportunity.

And having a plan or managing your money will make any career transition decisions that much

easier. Larry Grogan discusses nancial questions to consider, as you plan or your present and youruture. Hell help you with inormation on what to do and not to do with your 401(k),

Several o Debra Feldmans chapters oer great advice on starting and successully completing a jobsearch, including ve steps to help simpliy it.

Terry Malkinson, editor-in-chie oIEEE-USA Todays Engineer Digest, discussed the impact o global-ization on your career. Hell tell you how to have a resilient career in todays global market, includingidentiying your skill set, working internationally, and sel-marketing.

Dr. Trudy Hus chapter will help you accomplish a successul career makeover. Youll learn how themarket has changed, and how you need to change to adapt and succeed, including identiying new

vision, tool sets and problem-solving skills.Another chapter by Debra Feldman explores how to network with impact. Its not just showingup at meetings and other events, though thats a good start, its about having a plan and targetedcompanies.

Candy Robinson shares her experiences in the job market, and the challenges o nding work. Her

chapter gives you valuable tips on job hunting, and the importance o staying the course.

Thanks to all o the authors or their contributions. They oer a wide perspective on career survivalin the 21st Century with their experiences as engineers, career proessionals and employer o engi-neers. I think youll nd this book useul today and throughout your career.

Paul KostekChair IEEE-USA Career & Workorce Policy Committee,

1999 President IEEE-USA,200 Chair American Association o Engineering Societies


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What are Engineering Employers Looking for?

By Elizabeth Lions

Ever wonder why you didnt land a job, even though you possessed all o the required technical skills?Unortunately, even the best engineers experience rejection. Remember: companies need your talentto create and build their products. Without your brainpower, companies wouldnt exist. So, how do youconvey that to the hiring manager during the interview?

In todays job market, employers want engineers with the right skills set, who can communicateeectively, and who possess good interpersonal skills. Most company cultures demand that engineersdisplay these traits, and will pick the top candidates who display good social skills during the jobinterview. Engineering is no longer seen as a solo career, but instead one built upon teamwork and

ingenuity.

During a job interview, the employer is thinking:

Is this candidate technically competent?

Is this candidate trainable?

Will this candidate t into the current engineering team and not be destructive?

Will they share their ideas and help other team mates, i necessary?

Do they value our company and the purpose o the job?

Can I trust them with my product? Do they show integrity and credibility?

Do they have a get it done attitude?

Do they have enthusiasm and energy?

Will they solve my problem?

Are they aordable?

Generally, most people will only buy something i it will solve their problem, or i it makes them eelgood. Employers consider your salary an investment into the company. As crass as it sounds, yourtalent is purchased. To land the job interview, you should be both technically competent andlikeable.

This small shit will make the dierence between being the top candidate and getting the job.

Follow these simple suggestions during the hiring process to stand out rom other candidates:

Do your homework. What does the company do? Who are its competitors? What market is it trying

to reach? Search the companys Web site and ask a ew related questions during the interview. Dontbarrage the interviewer, but make sure your questions are answered so that you understand the taskat hand. Try to get a sense o the company culture and whether it is a good t or you.

Are you the right engineer or the job? Oten in a meeting, I will ask a senior-level manager, Whatkeeps you up at night? That one, simple question can elicit many dierent responses and otenprovides insight into what an employer really needs to hire you. Asking provocative questions engages


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the interviewer and creates the impression you are well-inormed and interested in helping to solveproblems.

During an interview, only talk 50 percent o the time. Engineers are detailed by nature. Make theemployer ask you or more inormation. Answer their interview questions completely and concisely,

and then stop. I interviewers want more inormation on a topic, they will ask or it.

The other 50 percent o the time, ask them questions about their business, keeping in mind that they

are looking or someone who can help solve their problems. Engineers are excellent problem solvers,so make use o your natural talent to leverage your competitive edge. Ater you ask a question, takenotes on the interviewers response. Doing so shows that youre listening, and that you care enoughto write it down. Also, you capture inormation that you may not remember ater the interview in-ormation that may be useul when comparing dierent companies, in case you receive an oer.Being able to choose is a powerul place to be when it comes to your career.

Be genuine and be yoursel. Relax and be yoursel. Think o the interview as a conversation. Con-centrate on what you need to have to accept a job oer. Market yoursel as competent, polite, well

mannered and, above all, nice. Hiring your brainpower is only one part o the equation. The employershould like you as well.

It is pointless to misrepresent yoursel during a job interview. Countless employers have told meabout candidates who have all the right answers during the interview, but who turn into somebodyelse as soon as they get the job. In hiring, this phenomenon is commonly reerred to as the Dr. Jekylland Mr. Hyde syndrome. Once youve started in a new position, you had better be able to deliver onthe goods that you promised during the interview. Otherwise, you might nd yoursel interviewingagain.

Send a hand-written thank you note, not an e-mail. This small step will separate you rom the

majority o the other candidates. In a world ull o e-mail and instant gratication, this simple gesturecan make a big splash. Few employers get positive mail. Brighten their day by thanking them ortheir time. This written reminder will stay on their desks and on their mind when the hiring decisionis about to be made.

Most importantly, during an interview remember that you choose them just as they choose you.An employer may need your talent, but you need to decide i this companys culture is good or

you. Even though you may want the job and have bills to pay, its important to remember that thehiring process is a two-way conversation. You can take your talent anywhere youd like or a varietyo compensation packages. The employer does not and should not hold all the cards. Ultimately, youdecide i youd like to bring your talent to them.

I you have to spend the majority o your waking hours at a place called work, it should be rewarding,enjoyable and challenging.

Elizabeth Lions is a technical recruiter at APCON, Inc., in Wilsonville, Ore.


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Converting Gatekeepers into Greeters

By Debra Feldman

Correct technique and good manners can turn interactions with corporate gatekeepers rom rus-trating to ruitul. Gatekeepers are not meanies; they are their bosss designated agents chargedwith limiting unnecessary, potentially wasteul interruptions and unexpected intererence that maynegatively impact the boss workow or productivity. Any unsolicited inquiry requires screening. Iyou dont already know the person youre trying to reach, then you have to convince the gatekeeperthat its okay to give you an appointment, schedule a meeting, provide an e-mail address, or transeryou to voicemail.

Gatekeepers evaluate requests based on certain criteria. I you pass the test, they reer you to the boss.I not, they turn you away. The value proposition you initially present to a gatekeeper has to satisythose criteria, or be intriguing enough to earn you the opportunity to elaborate on your interest, and

justiy your request as an exception.Here are six ways you can increase the odds that gatekeepers will grant you access to decision-mak-ers. Start with the premise that gatekeepers arent enemies; like you, they are proessionals tryingtheir best to ulll their assignments, keep the boss happy, and get rewarded or a job well done:

Oer a low-risk, high-reward situation. Do your homework. Plan your presentation so itis clear, compelling and engaging. Pique the gatekeepers curiosity. Address gatekeepers byname; inquire i they have a ew moments or your call; and ask how their day has gone. Listen.Dont charge orward just because you didnt get voice mail. I the gatekeeper hesitates, soundsbusy or is juggling other lines, oer to call back at a more convenient time.

Convince the gatekeeper that there is no reason not to oer you an appointment. Gate-

keepers balance two competing choices: granting too much access to the wrong applicants,or being too stringent and excluding individuals that the boss would want to meet. Their jobsdepend on how well they interpret the screening criteria. I a gatekeeper believes it would bemore detrimental to keep you out than to let you in, you have succeeded.

Build a relationship with the gatekeeper.The more interaction you have with a particulargatekeeper, the more likely that gatekeeper will want to help you and be a part o your suc-

cess. Speak respectully, be polite. Make small talk. Ingratiate yoursel, and its more likely thatyour proposal will sound attractive. Be likable and youll get more attention. Then, youll be ableto more clearly communicate your value, engage in dialogue, and have the chance to explainmore about your intended business.

Follow the gatekeepers instructions, cooperate and be pleasant. Not only do you haveto have a high-quality concept, but your personality also has to t. I gatekeepers ask you toe-mail a request, do it within 24 hours or less, beore they orget you. Dont be argumentative.Smile as you speak it will come through in your voice. Your demeanor communicates thatyou are not going to cause trouble. I your are not cooperative ( i.e., dicult to manage), the

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gatekeeper may conclude that you are not worthy o the boss time and sabotage your request.Be patient and helpul. This gatekeeper may be your new boss administrator, or even your ownright-hand helper someday.

Gatekeepers can become your personal liaison, warm up the boss on your behal, and

acilitate the impossible. I you can win the gatekeepers support, you may gain an importantally who can advocate or you, squeeze in an appointment or you in a booked calendar, talkyou up to the boss, give you hints to help your meeting be more positive. I your initial encoun-ter with a gatekeeper is unproessional and negative, reconsider your goal. I the boss con-dones unproessional behavior, do you really want to move orward here?

Timing is critical. I at rst you dont succeed, try, try, again. Make your own luck. Dont be

discouraged i your rst approach isnt wholeheartedly embraced. Regroup and, ater an ap-propriate interval, attempt another connection. Revise your presentation, enhance your valueproposition and use better timing. Persistence and creativity pays o. Follow up is key to mak-ing progress.

2006 by Debra Feldman. Debra Feldman, founder of JobWhiz, is a job search expert with more than

20 years of senior management consulting experience. She specializes in identifying unadvertised oppor-

tunities in the hidden job market. For more information and to contact her, visit www.JobWhiz.com. This

article has been reprinted with permission from Debra Feldman.

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Picking a Good Boss

By Donald Christiansen

Most experienced engineers agree that having a good boss is one o the most important aspects oones job. Your boss can serve not only as a proessional colleague, mentor and leader, but oten as ashield rom the whims o an oppressive bureaucracy.

But how to nd a good boss? The odds seem in your avor at a company known by its employees asa good place to work. The likelihood is enhanced i its culture (policies and practices) appeals to youpersonally.

Over the past ew decades, several lists o 100 Best Companies to Work For have been published.Compiled by a team o business journalists and researchers in 198, one version included 17 high-tech companies, among them Intel, IBM, General Electric, Hewlett-Packard and Apple Computer. Thisyear, using similar but not identical criteria, Fortune magazines list included only one o the aore-

mentioned 17 Intel. Five not on the 198 list were Qualcomm, Cisco Systems, Microsot, NationalInstruments, and Texas Instruments. Among the pluses cited by Fortune or the best-to-work-orcompanies were these: generous ringes (Microsot); never a layo (National Instruments); stock ornew employees (Qualcomm); and a riendly conrontational culture (Intel).

But these lists must be taken with a grain o salt. In airness, it should be noted that the surveys andinterviews undertaken to compile the Fortune lists include a random selection o employees, not justengineers, and that the companies cooperation is needed to complete the exhaustive rating process(e.g., Apple declined to participate).

The most successul companies are not necessarily those rated the best to work or. In 2005, GeneralElectric, IBM, Hewlett-Packard, Motorola, Verizon, Dell, Bell South, Intel, Cisco Systems, and Microsotwere among Fortunes top 100 in revenues, but o those only Intel, Cisco, and Microsot made thecurrent Fortune best-to-work-or list. And i best-to-work-or and most-successul lists are insucient,

there is still a third Fortunes most admired. For this list, a jury o corporate directors, top execu-tives, and nancial analysts invoke a dierent measure or rating companies. For example, in Fortunes2006 ratings, against criteria that included investment value and nancial soundness, this jury opeers put General Electric rst. Also among the top 20 were Dell, Microsot, Apple and IBM.

Big Bosses

When corporate CEOs are more than gureheads, their styles o leadership can permeate the entireorganization, and lower-level management and sta may react well or badly to the omnipresenthand o the top dog. Several companies ounded by engineers became noted or their collegial workenvironment and enlightened corporate cultures.

Founders Bill Hewlett and Dave Packard set the tone or the Hewlett-Packard (HP) culture thatlasted throughout their tenure as active heads o the company. A survey o more than 7,900HP employees in 1979 showed such high regard or the company that the management survey


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group placed HP in the top 0.5 percent o 1,000 companies surveyed.

Founded by engineer Howard Vollum, Tektronix ollowed the HP style o management closely.From visits to Tek, I recall the low-walled, carpetless spaces o its department heads that madeor quick and easy communication with all employees, who were on a rst-name basis with

their bosses.On the other hand, a new CEO arriving on the scene can sometimes send shockwaves through themanagement pattern o an established organization.

Upon succeeding Reginald Jones as CEO o General Electric, Jack Welch radically changed theconservative nature o the company, disrupting the ingrained management style o many GEveterans. Among Welchs reorms was the requirement that GE business leaders earmark 10

percent o their managers as poor perormers during the annual evaluation process. Those sodesignated got no raise and generally had to go, according to Welch. They knew who theywere, and that they had better shape up or ship out. But executives who had built a manage-ment team with which they were completely satised rebelled. Some would even list managers

about to retire, or, in one case, a manager who had died. Welch made it clear that executiveswho ailed to comply would nd themselves on the bottom rung. In his memoir,Jack: Straightrom the Gut, Welch boasted that nding or creating GE managers in his own aggressive leader-ship image vastly improved GEs bottom line.

Hot Projects

At the top o the list o important job characteristics, engineers put the technical sophistication othe project to which they are assigned. But those chosen to take part in a challenging project maynot always nd the boss to be the most personable leader. Nevertheless, a leaders idiosyncrasiesmay be outweighed by the excitement and, perhaps, the glory o working on the project. In Organiz-

ing Genius, Warren Bennis gives the ollowing examples.Famed as the inspirational leader o the Apple Macintosh computer project, Steve Jobs wasnoted or his arrogant and acerbic walking around management style, in which he wouldoten blindside technical sta members with scathing comments about something they weredeveloping, but about which he himsel oten had no relevant expertise.

Xerox PARCs Bob Taylor was able to shield PARC sta rom the conventional thinking o the Xe-rox bureaucracy. Yet, according to one o his sta members (as reported by Bennis), Taylor ratedmost o those he dealt with on a binary scale as either the greatest thing that walked theearth or beneath consideration, to put it kindly.

Clarence Kelly Johnson, who headed Lockheeds Advanced Development Projects (the amousSkunk Works), was an eminent aeronautical engineer noted or his bullying stubbornness andhair-trigger temper. His successor, Ben Rich (selected by Johnson), called him the toughest bosswest o the Mississippi. Johnson nevertheless was respected and admired or his aeronautical

genius. (Rich did not continue Johnsons practice o calling all the shots, telling the Skunk Worksteam Ill be decisive in telling you what I want, then step out o the way and let you do it.)


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Tom West was aloo and uncommunicative with the talented members o his Eagle computer(Soul o a New Machine) development team, but he ought Data Generals upper managementto get them the resources they needed.

No Silver Bullet

In the end, although you may careully study a companys culture and the nature o its products andprojects, a good deal o luck is involved in selecting a good boss.

My advice is this: I you happen to pick a boss you dont like, dont blame it on him (or her). Move on.Find a new boss.

Unless, o course, you elect to become subversive, instigate a cabal, enjoy sleepless nights, upsetyour intestinal tract, aggravate your amily and possibly become president o the company.

Resources

For more on good companies, projects, and bosses:R. Levering, M. Moskowitz, and M. Katz, The 100 Best Companies to Work or in America , Addison-Wesley, 1984.

The 100 Best Companies to Work For: 2006, Fortune magazine, 2 January 2006.

The Fortune 500: 2005, Fortune magazine, 18 April 2005.

W. Bennis and P. W. Biederman, Organizing Genius: The Secrets o Creative Collaboration, Addison-Wesley, 1997.

J. Welch, Jack: Straight rom the Gut, Warner Business Books, 2001.

B. Rich and L. Janos, Skunk Works, Little, Brown, 1994.

T. Kidder, The Soul o a New Machine, Atlantic (Little, Brown), 1981.

Inside Out: MicrosotIn Our Own Words, Warner Business Books, 2000 (25th Anniversary interviewswith Microsot managers and executives).

F.A. Maxwell, Bad Boy Ballmer: The Man Who Rules Microsot, William

Morrow, 2002.

R. Slater, Microsot Rebooted, Portolio, 2004.

J. Young, Cisco Unauthorized, Forum, 2001.

G. Dorsey, Silicon Sky, Perseus, 1999 (about Orbital Sciences Corporation).

D. Packard, The H P Way, Harper Collins, 1995.Americas Most Admired Companies, Fortune magazine, 6 March 2006.

Donald Christiansen is the former editor and publisher of IEEE Spectrum and an independent publishing

consultant.


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Build Your Network Purposefully Before You Need a Job

By Debra Feldman

The concept o a geometric progression is ascinating: it appeals to ones sense o an ever-evolvingworld, conjuring images o a pebble hitting a pond and its resultant waves spreading out in concen-tric circles rom the point o impact.

What does throwing rocks into water have to do with nding a job, you ask? Its simple. Just as thewater keeps rippling and spreading out, your networking connections need to grow to continuallyimpact leads to new opportunities. I you tell everyone and I mean everyone you know that youare in the job market, that still wont broadcast ar enough. You have to stretch beyond that rst level

o contacts and those in your immediate circle o riends, neighbors, acquaintances, service provid-ers and colleagues, and spread your proposition to new circles.

For your job search to progress, you have to get in touch with people that you dont already know.

Your goal should be to meet and talk about new career opportunities with individuals outside yourexisting network by seeking out new contacts, making connections and sharing inormation andideas. By connecting purposeully with highly qualied individuals and developing genuine relation-ships, you can put yoursel on their radar or when an appropriate lead with your name on itpresentsitsel.

Remember the six degrees o separation? In his book, The Tipping Point, Malcolm Gladwell explains thephenomenon: how large groups o individuals become connected through just a ew exceptionallywell-connected individuals. Gladwell describes certain individuals who act as centers o communica-tion (hubs) because o their pivotal positions in multiple networks o connected individuals.

To network purposeully, try to identiy and meet or network with especially well-connected indi-viduals who have the means to acilitate critical introductions, reerrals and connections. Those hubscan introduce you to more o the people you need to know than randomly selected contacts. In

other words, network purposeully by choosing the rightindividuals those who are connected toothers in your targeted network and explain your interests compellingly enough or them to wantto assist you. Networking with hubs will pay ar greater dividends than just knowing a lot o peoplea little bit.

Its important to build your networking oundation with strategically selected contacts beore youlaunch a job hunt. Decide in advance where you might need connections and purposeully begin thechain o introductions to get to know people at companies that might oer uture employment op-portunities. For each person you meet initially, shoot or reerrals to at least two more individuals.

Purposeul networking principles can improve your job search results. First, recognize that the peopleyou tell you are looking or a job are as important as what you tell them. Eective networking hastwo main components: clearly communicating your message to a hiring manager in simple but in-controvertible terms about what makes you unique, and communicating with those who will supplyadditional connections. Focus your eorts on those who will produce additional reerrals and intro-


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ductions to broaden your network. You want to be on the inside track, to be privy to restructuringsand other events impacting organizations that generate the need or new resources (like yoursel).Remember that to receive great leads, you need to establish a ramework or collecting leads, andyou also need to be willing to return the avor by sharing good leads or other inormation when itcomes along.

I you strategically, purposeully and proactively ocus your networking eorts on individuals who

can oer you a job, or who are connected to people who can make you a job oer, then your jobsearch is bound to progress toward a successul landing. Avoid wasting time haphazardly meeting,schmoozing and passing the time commiserating with people who cant urther extend your net-work. Superior networkers dont connect randomly with a hit-or-miss attitude. They spend their timeon networking activities where key contacts can be developed.

Focus your networking eorts geographically, or by specialization, to urther improve your chancesor establishing multiple and intersecting connections. A critical mass o individuals who know youand want to help will yield aster, better campaign results.






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Seeking a New Job? Think Like an Employer

By Debra Feldman

When ormulating a successul job search strategy, put yoursel in the recruiters or executive head-hunters shoes to gain some perspective on what the other side o the job search is all about. Youllnd that employers arent merely eliminating the oddballs and unsuitable applicants theyre nd-ing the gems those with skills, knowledge, talent and passion among the innumerable pieces ocorrespondence hitting their inboxes every day. The overwhelming ood o competition provides allthe more reason or your resume to be outstanding, electronically commanding its rightul spot in anautomated recruiting database or attracting a second glance, i its a printed copy.

Your resume must be as good as it can be, and better than your competitions. Seek the guidanceo an expert to make sure that your resume is conveying its intended message. Once youve gotyour story on paper, its up to you to sell yoursel. Marketing yoursel means youll need to meet

with individuals who can provide leads. Its time to network purposeully, which means identiyingand understanding your target employers, and then nding ways to connect with them on a morepersonal level.

How can you maximize your job search eorts? Target activities that are most likely to yield a positiveoutcome quickly. Start by selecting employers that are likely to understand your background and

skill set. Then, strive or an initial in-person interview with a hiring manager who can appreciate youruniqueness, champion you through the corporate labyrinth, and handle your credentials and quali-cations in a respectul manner. In other words, execute a strategy to connect, build a relationship,and gain trust and credibility.

A target employer is one you want to work or, and who recognizes that you can provide solutions

to their challenges right rom the start. I you share a common goal, you have a oundation that cansupport a relationship. Here are a ew tips to help you launch a more eective, targeted campaign.

These steps are important parts o networking purposeully to help you identiy unadvertised op-

portunities in the hidden job market. Your objective is to nd unadvertised jobs by meeting with anindividual or several representatives at companies where you want to work. Preparation will enableyou to have a successul meeting that might produce a job oer or a reerral that will enlarge yourproessional network:

Know what your target employer is looking or. Employers demand immediate productiv-ity rom new hires and are reluctant to take the risk o putting a new hire through an uncertainlearning curve. In the advertised job market, employers use prior experience criteria to narrow

the eld o candidates. Ater an employer gets to know a potential employee, then theres achance that the employer may bend the original job requirements in a candidates avor. Match-ing a candidate to corporate culture, as well as to required skills, is more important then everbeore. Trust plays a big role. Not only does it make or a more comortable and switer adjust-ment or you and your new employer, it also translates to reduced expenses, since you canbegin contributing aster by quickly adapting and mastering the situation.

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Position yoursel or success. One way to get an employers attention is through strategicpositioning. How you market yoursel, how you pitch your value, and how you present yourdistinctive hook makes you an attractive and intriguing candidate. Dening your target marketand knowing what they need (i.e., how you can benet potential employers) is critical to suc-cess. Once you have gotten their attention, you must present a compelling argument or themto want to know more about you. Personal chemistry is crucial. Bottom line: show employersthat you will t into their organization, and that they can recapture the cost o hiring you.

Networking is an eective way to get someone at a target employer to listen and respondto your message. I you already know people inside a target employer organization, convinc-

ing them to broker a personal introduction to key decision-makers can help smooth the wayor your campaign. To initiate new relationships, identiy individuals whom you need to knowand nd a point o entry into the employer organization. Such common points o reerence, asalumnae ties, work experience, or a proessional aliation can be helpul when orging newrelationships.

Researching news headlines, trade data, company websites, company proles, analysts reportsand nancial lings are all great ways to nd names o insiders and their responsibilities, even

their outside interests and memberships. Competitive and industry-wide analyses are addi-tional good sources. A direct phone call to someone mentioned in an article or report can kicko a dialogue exploring mutual interests. Finding a peer who can provide a reerral might be asolution or reaching an elusive gure. Sometimes, beriending an administrative assistant or aco-worker warms things up or a more welcoming greeting rom the targeted contact person.

These associates are amiliar with their colleagues schedule, and can provide valuable inorma-tion about when and how to approach them by phone or to catch them in-person.

When it comes to job hunting, beat around the bush. Asking directly or a job is the kiss o

death. Instead, present your inquiry as a networking connection within your eld, a potentialcollaboration or a request or a reerence or inormation. Use attery as a way to begin a con-

versation with your contacts about something they did or wrote. I your unsolicited query isperceived as collegial, rather than as employment-related, you are more likely to be greetedcordially and more likely to be privy to vital inormation about the company.

Always call to establish a connection beore sending documentation.Try contacting hiringmanagers by phone rst. I that doesnt work, use the opportunity to get an e-mail address orax number rom their assistant. Ask or a good time to reach the hiring manager, or whetherthe assistant will orward an e-mail on your behal. It may take a while to speak directly with thehiring manager. But ultimately, it will turn out better than just sending your resume and cover

letter out blindly, and then being ignored.Tailor your written correspondence or each situation. Its time consuming but youre alsoar more likely to get a response i you personalize your request and tailor your content tomatch target employers needs. Hold o on sending your resume, unless they request it during

your initial phone call. In other words, wait until ateryou have established a connection. Keepe-mails brie, with an eye-catching subject line.

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Instead o the traditional cover letter and resume combination, try a custom-created, single useResu-letter that combines the best eatures o a cover letter and resume. This marketing docu-ment should introduce you by describing your relevantbackground, relatedcareer highlightsand specicways you visualize adding value to a target organization (rather than your entirecareer history). Using quantitative or measurably qualitative acts makes or a stronger presen-tation, but dont let it sound like boilerplate. In each case, customize it so that it will attract a

specic employer. Dont waste a prospective employers time (or your own) with anything thatisnt directly relevant. Since you have already established a connection, you have reason totrust that a real person is handling your request, and that it wont be ignored or simply scannedinto cyber eternity. The goal is to connect in real time then you will have an opportunity tosell yoursel. I you dont develop a personal connection, chances are you wont get to exploremutual interests.

Establishing a connection inside a company to obtain an appointment may require clever, innova-tive persistence. However, this connection can pay o with a potential new assignment within this

organization or a recommendation to connect personally elsewhere.

A personal recommendation or introduction will aord a competitive edge over those who reply to

posted openings. Networking is the most promising method or pursuing a new career opportunity.By ocusing your campaign on those prospective employers most likely to need you, and using pur-poseul networking to gain access and acceptance, you increase the probability o making a switercareer transition.


20 years of senior management consulting experience. She specializes in identifying unadvertised oppor-tunities in the hidden job market. For more information and to contact her, visit www.JobWhiz.com. This



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Cold Calling Your Way to a New Job

By Debra Feldman

Cold calling may be the lieblood o selling, but very ew people actually enjoy doing it. Combine thediscomort and awkwardness o making an unsolicited phone call to a complete stranger with nor-mal job hunting anxieties and you can get a pretty stressul experience. So why would anyone putthemselves through the agony o making cold calls when clicking on the Web and licking envelopesare the alternatives? The obvious answer: cold calling works.

Cold calling the art o calling on prospective employers who dont know you rom Adam pro-duces leads that result in job oers because personal connections are established very early in the

process. Cold calling jump starts a successul job search campaign by establishing a relationship be-tween you, the candidate, and a real live employer representative. You neednt wait or the employerto call back in response to your rsum or inquiry, because you skipped directly to speaking with a

hiring manager. Critical ace time with hiring managers early in the process will translate to a astercampaign.

Cold calling is among the most eective job search techniques, especially or accessing the hiddenjob market (i.e., jobs that arent advertised). I you dont use cold calling, you may be missing out onthose opportunities. Cold calling is more eective than just mailing or emailing a rsum because it

establishes a personal relationship with a specic contact person, with whom you can ollow up later.Cold calling also provides real-time eedback on your candidate status, and expands your networkto include representatives at companies on your target employer list. Even i there isnt a good timmediately, cold calling provides opportunities to get your name short-listed or when the suit-able opening occurs. And theres an added bonus sweetening your candidacy or employers: yourunsolicited inquiry means they dont have to pay any expensive recruitment ees. Any competitiveadvantage you have over other applicants is a help.

The ollowing tips will help you minimize nerves and maximize potential. By streamlining your ap-

proach, your calls will be more eective and easier to execute:

Target the right company. Maximize your potential or success by choosing target companiesthat, based on your research, can benet rom your skills and knowledge. The closer you t theprole o an ideal candidate, the easier it will be to sell yoursel. Match your background to theindustry, your interests to their apparent strategy, and your talents to a specic challenge youcan address without any learning curve.

Target the right contact. Initiate contact with a company representative who is appropriate,

usually not the President, CEO or COO. Find someone in a unctional or operational role thatwill quickly assess your capabilities and recognize your value to their organization. HumanResources (HR) is more likely to screen you out than to add you to the headcount. Cold calling

HR may boost your status when responding to an advertised position, but HR is not the rightplace to learn about unadvertised jobs in the hidden job market. To get the early leads and bean insider, begin to cultivate a lasting relationship with hiring managers who will help you and

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bring up your name when new opportunities arise.

Target the right timing. Timing is critical. I you sense that the person answering the phone isdistracted or not cooperating, its okay to graciously end the call, politely arranging to call backat another more convenient time. Make a note to yoursel that you need to try again ater you

gure out how not to interrupt this person again (i.e., ask the assistant or an appointment).

People are busy, and its oten a challenge to reach a live voice you can engage in a conversa-tion. I you dont get through on the rst couple o attempts, call early or late in the day, sendan email requesting a callback or telephone appointment, get an assistant to help or nd an-

other insider to arrange the call. Get to the contacts direct extension.

Target the right goals. Be prepared to say something relevant or provide some inormationo value based on your company research. Have some business small talk ready to share as awarm-up rather than charging ahead with your request to solicit job-hunting help. Try to makethis communication a two-way, mutually gratiying exchange.

Dont be discouraged i the cold call doesnt yield results the rst time. Think o cold callingactivities as an investment to establish new relationships with individuals aliated with yourtarget employers. It takes patience to nd the right person with whom you have something incommon both proessionally and personally.

Target the right network. Cold calling is a very eective way o expanding your business con-tacts database with an additional benet o connecting you to people who might have a job

lead now or in the uture to share with you. Cold calling isnt about instant results, schedulingan immediate job interview, or getting your rsum read. Its about making connections thatmay ultimately help you nd a new opportunity.

Target the right career management strategy. Remember that you are the one asking orhelp. You should be polite and respectul o the other person. At the same time, approach coldcalling activities as an exchange among equals, not as a subordinate. You are not asking or a

job; you are proposing to make a measurable contribution or your mutual success.





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Transitioning Jobs, Managing Your Finances

By Larry N. Grogan

Downsizing, layofs and second jobs are terms were all amiliar with and must sometimes deal with.In addition to the normal stresses o nding, accepting and starting a new job, you may also eel thestrain o emotional and nancial pressures. Whatever your circumstances, a positive attitude is vitalto your job search and your ultimate success.

Managing emotions

I youve experienced a job loss recently, you may eel a sense o betrayal, sadness or anger quitepossibly all three. Additionally, you may be anxious about your nancial situation. Displaced proes-sionals can be let with dashed hopes, worthless stock-option packages, and no paycheck. I yourereturning to the workorce ater an extended amily leave or early retirement, you may also be worried

about how your qualications will stack up in the current marketplace. You control your emotions, sochoose to be upbeat and optimistic, and re-entry into the workorce can go more smoothly.

Getting back into the swing o things

I you let work to go back to school, you will nd an abundance o resources to help ease yourtransition back into the workorce. Check out the school library or Internet access to job sites and

company Web sites. And use the schools placement or career guidance oce.

I youve taken a ew years o to raise a amily, catching up to the marketplace may be a challenge.Use your network o contacts rom previous employers, neighbors and proessional organizations. Inact,joining a proessional organization in your eld is a good tactic or any job hunter. These organiza-

tions oten have career seminars or networking events.

Seniors returning to the workorce

More and more, older retirees are returning to the workorce. Some are starting new jobs, whileothers are increasing the hours o their existing part-time jobs. In the past, seniors had turned downemployer requests to work more hours because o the Social Security earnings limit, which penalizedpeople age 65 to 69 who earned more than a certain amount. Not anymore. Legislation passed inApril 2000 changed how your benets are aected i you continue to work. Starting with the monthyou reach ull retirement (age 65), you can receive your ull Social Security benets with no limit on

your earnings.

Some o these working retirees will be drawing money rom multiple sources: Individual RetirementAccounts (IRAs), pension plans and Social Security, as well as rom a regular salary. Managing assetsmay become a challenge, unless you have a good investment proessional to guide you through theprocess.


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Severance package planning

Laid-o workers usually have some kind o severance package. I you received a lump-sum payment,invest it wisely. Youll need this money to live on, but you can also make it work or you. Balance yourshort-term needs with your long-term objectives. I youve invested wisely and your job search goes

well, you may be able to nd new employment beore the severance check runs dry.I you were guaranteed a bonus in your employment contract, check the provisions o your contractto make sure you get what youre entitled to. And again, invest that money wisely.

Managing money ater a job loss

Reduce spending, where possible. Start by cutting down on discretionary items such as eating out,entertainment, cable TV or gits. Resist using credit cards.

Pay the most important bills frst. Mortgage or rent, utilities, car payment and groceries are usually

the big ones. Consolidate debt, i possible.

Establish a budget o monthly expenses. Start by calculating your average monthly cash ow, whichshows the amount o income thats let ater paying your expenses. (Use the worksheet at the end othis article.) Understanding your cash ow will help you set a realistic budget.

Resist tapping into your retirement savings, even i money becomes tight. I you cash out your IRAor 401(k) plan, youll lose a lot o it to taxes; and i youre under age 59 1/2, you may ace penalties aswell. The ollowing example illustrates the disadvantages associated with withdrawing money early

rom a 401(k) plan.

Youve accumulated $100,000 in your 401(k) plan. Youre 45 years old and decide to withdraw $10,000.

Withdrawal amount $10,000

10% penalty $1,000

25% ederal tax $2,500

5% state tax $500

Net amount ater taxes and penalty $6,000

Applying or state unemployment benefts is essential. The taxes we all pay to support suchprograms are intended or these very situations, so take advantage o these programs. The benet

duration is at least 26 weeks. Remember that this benet is taxable, so youll have to report it aspart o your gross income on your ederal income tax return. Contact your states unemployment

oce or more inormation, especially regarding applicable state taxes.Contact your creditors to negotiate lower payments or interest-ree payments. Dont wait untilyoure behind on your payments or your creditors may be less exible. Keep a list o everyone youspeak with and when. Follow up with conrmation letters about your discussions, conclusions andactions to be taken.


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Look out or your health benefts and those o your dependents. Investigate the possibility o join-ing your spouses health insurance plan. Look into continuing your group insurance coverage underCOBRA or up to 18 months. Keep in mind that with COBRA, youll have to oot the entire bill. I yourea member o a proessional or trade organization, you may be able to buy insurance at a lower grouprate through the organization. Some college alumni associations also oer this benet.

Take advantage o tax deductions

You may be able to deduct job search expenses, whether or not you get a new job. Eligible expensescan include the costs o travel, resume preparation and employment agency services. Keep detailedrecords to support these expenses.

When you get a new job

Now that youve gotten a new position, dont start overspending. Continue to reduce debt and re-build your retirement nest egg. Reestablish an emergency und and start planning or the uture

again.Some companies are tapping their pool o retirees or hard-to-ll temporary jobs. These jobs areoten short-term, high-paying, independent contractor-like positions. You can sometimes negotiatethe terms and be very specic about what you want. Name your salary and the other benets youwant. This previously unoreseen income can make you even more comortable in retirement.

Conclusion

Job displacement, transitioning and re-entry is oten an anxious time. Make your situation as com-ortable as possible. Manage your emotions in a healthy way, use your proessional contacts, createa new amily budget, and save your money.

For a complimentary budget worksheet go to www.es529.com/ieeenancial.

IEEE Financial Advantage Program (FAP) and Grogan Advisory Services have partnered to providenancial planning services to IEEE members in the United States. For more inormation about this or

other Financial Advantage Programs, please visit us online at www.ieee.org/ap.

Larry N. Grogan is president of Grogan Advisory Services, an independent nancial services rm in Malta,

N.Y. Comments may be submitted to [email protected]. Opinions expressed are the authors.


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Five Steps to a New Job

By Debra Feldman

It would be so much simpler i job hunting didnt require intensive, time consuming personal com-mitment and wasnt so emotionally draining. However, the reality o todays highly competitivejob market is that to be eective, you have to get out there, promoting yoursel strategically andselectively to those who are likely to be most receptive. Not only do you need to present yourseloutstandingly well, but you also have to ocus your search on those employers who can appreciateyour value and are able to hire you. In other words, to be ecient, a job search campaign has to bepurposeul.

Job search is mostly about marketing. While you may think that skills and credentials should speakor themselves, i the message describing your abilities and the benets you bring to a prospectiveemployer isnt compelling and clearly portrayed, other candidates who do a better job at marketing

themselves (i.e.,communicating their value) will slip in ahead o you.Does this mean you need to play the job search game to be successul? Yes, it does require you tobe proactive, take initiative, and package yoursel avorably to attract the employers whose attentionyou want to command. Be purposeul in your job search activities. Having a great rsum is not nec-essarily enough. You still need to hit the pavement or the phones to establish direct, interpersonal

chemistry. Good rapport can produce a dialogue about shared interests and generate new careeropportunities.

Herein lies the work o looking or a new job. I most candidates could land a new challenge simplyby sending out scads o letters or clicking on enough online job postings, then job hunting would betransormed rom the bear it is to something we all enjoy and anticipate eagerly. Maybe wed even

volunteer to do it or someone else. The very act that no one is oering implies that job hunting isindeed a major eort. Sure, riends and colleagues are prepared to provide assistance making in-troductions, suggesting reerrals and providing recommendations but the nitty-gritty, day-to-day

tasks o designing and conducting a careully planned and thoroughly executed, results-orientedjob search campaign rests on each candidates shoulders.

Sel-promotion can be a huge challenge or many otherwise savvy, capable executives. The ollowingve steps will help simpliy the job search process, accelerate campaign progress, and alleviate someo the stress associated with nding your next career challenge:

Brace yoursel or the job search.There is work to be done and no easy way out. Ideally, youdlike to have a headhunter or recruiter nd you. But you cant count on that, especially in todays

environment where more and more recruiting is handled internally to reduce expenses. Youhave to rely on your own personal initiatives to open doors and get your name into circulation.You are your own best sales representative. Even i an agent gets your toe inside, you have toput your best oot orward and prepare or an appointment by learning as much about a pro-spective employer as you can. The, youll need to communicate the problem-solving and rev-enue-growing skills you will bring with you. Even i the employer seeks you out, you still need

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to demonstrate that you can deliver what they expect rom the winning candidate.

Overextending yoursel could render you ineective. Instead, ocus your job search on alimited number o select target companies that you have determined could benet rom yourtalent. Then, seek ways to get inside those organizations to oer yoursel as a prospective

contributor/team player. By investing the time to learn and understand their needs and culturalvalues, you will present yoursel as an unparalleled match and someone that they want to nda way to hire.

Be generous. In todays market, providing samples o your work can be an eective way toestablish solid credibility and gain an element critical to hiring decisions trust. By oering toconduct a project or provide detailed data on spec, candidates are requently able to accelerate

the hiring process by decreasing risk and alleviating ears harbored by potential employers. Byapproaching interviews as a consultant, candidates collaborate with prospective employers toreach mutually agreeable objectives. Neither party is more powerul nor has excessive control,thereore each stands to benet rom the other being successul and getting what they needrom the relationship.

Be pound wise, not penny oolish.This advice extends to both salary negotiations and oersyou take under consideration. Put your pride aside or a moment and think dollars and cents.I you are currently not generating sucient income, then any additional compensation goesin the plus column. Once you are working, you stand a better chance o proving that you areworth more.

Consider hiring proessional help to deray some o the time-intensive tasks (e.g., corpo-rate research, developing a list o target employers, preparing a dynamite rsum, crating el-

evator speeches and phone call introductions, etc.). Since ew candidates are ortunate enoughto nd volunteers lining up to assist with job search tasks, hiring a qualied proessional can

sometimes help you get back into the workorce sooner while retaining more o your sanityand energy.





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Jump Start Your Job Search

by Debra Feldman

Extended periods o unemployment can be psychologically and emotionally draining, especiallywhen weeks o searching turn into months, and you still havent ound the right opportunity. Com-pounding your rustration, it oten seems like every person you know has an opinion and/or adviceor getting back on track. Much o that inormation can be helpul (albeit overwhelming), but the keyis knowing how to synthesize it into a strong, solid job search campaign strategy to steer yoursel outo a rut and on to your next career opportunity. Sometimes it just takes a little reocusing o prioritiesand a change in your job search routine to get things started.

The ollowing tips might help you jump start your stalled job search campaign:

Switch rom a candidate-centered strategy to one that reects employers concerns frst.Concentrate on identiying prospective employers needs, then matching your skills and talents

to these specications, rather than ocusing on past accomplishments that may or may not beo particular interest to employers.

Get a toe in the door make yoursel into a simple, perect ft on paper and during theinitial introduction. When it comes to your resume, dont be wishy-washy about your objec-tive. A specic goal narrows your overall possibilities, but it also presents you as a very desirableexpert to ulll a specic need. You lose more opportunities trying to be everything to every-one than by narrowing your ocus. Rely on your greatest strengths to attract genuine attention.

Once your oot is in the door, you can always expand on the diverse talents you could bring toan organization. With so many potential candidates, employers can aord to be choosy, seek-ing exclusively round pegs or their round holes. I you all outside these parameters, you may

be overlooked.Relationships generate job oers, not shufing papers or staring at a computer screen. Iyou are spending inordinate hours on the computer searching, reading, perusing online jobboards... stop! Choose one or two o the most reputable job sites and post your best submis-sion there. Then orce yoursel to start interacting with as many individuals as you can to shareyour goal o connecting with the specic employers that you want to work or.

Choosing the right contacts can make or break your job search progress. I youre not tookeen on cold calling potential employers, how do you determine to whom you should intro-duce yoursel to urther your campaign objectives? Company Web sites are treasure troves o

inormation; press releases contain many insights into news and developments; trade publica-

tions drop names; and key word queries on search engines can uncover leads. Be resourceuland purposeul in your research.

Be proactive: put the lions share o your job searching eorts into orming personalrelationships, not answering ads or chasing headhunters. Once you connect with a newbusiness contact, make it your goal to have them reer you to at least two other contacts youshould meet. Meeting this goal will exponentially increase your network quickly, producing the

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high level o human interaction youll need to jump start your job search.

Dont wait or a company to issue a requisition to hire someone like you. Purposeullyseeking out opportunities that are not advertised is one way to nd a job without having tocompete against other applicants. How do you get a company to create a job or you? Its not

as hard as you might think. First, select a handul o companies that you want to work or. Next,ormulate compelling arguments or why those companies need you. Revise the list and weedout any companies that are unlikely to recognize your value. Prepare presentations based onyour research illustrating how you can help address each companys challenges.

Be exible and practical. You cant eat a title. Just because a position isnt your dream job, itcould be a stepping stone to a great new position, and a chance to learn and grow. Are you bet-

ter o eating into savings or taking something in the interim to avoid depleting your nest egg?Getting nancial relie is important; it can permit you to think rationally about your optionswithout the additional stress o nancial worries. And you can use some o the new income toinvest in proven career management services or improving your skills and marketability.

Finding a new job is a stressul learning opportunity. At times, it may seem like it is never going toend. But at the conclusion o this unpleasantness, not only will you have landed a new job, you alsowill have mastered networking purposeully. And you will be in a position to mentor others who maybe acing similar circumstances. One simple and encouraging thought is knowing that once youhave mastered purposeully seeking out a new job and developed networking contacts to acilitateyour transition, i you ever nd yoursel in a similar predicament in the uture, that next period o un-employment will not be o the same intensity and duration nor will the initial shock be as great.


20 years of senior management consulting experience. She specializes in identifying unadvertised oppor-tunities in the hidden job market. For more information and to contact her, visit www.JobWhiz.com. This


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Globalization and Your Career: Building Career Resilience

By Terrance Malkinson

What do you want to be when you grow up? We all remember being asked that age-old ques-

tion when we were young. The question was dicult to answer then, and today, in our increasinglyinterconnected world, it is even more dicult to answer. Most o todays jobs did not exist when wewere young, and tomorrows jobs are unknown at the present. No one can predict the uture withcertainty. Globalization has increased the ow o goods, services, money, people, knowledge and

jobs across geographic and political boundaries. Technology has brought us instantaneous com-munication with the remotest regions o the world. Today, all business is global, competition comesrom everywhere, and jobs are borderless.

Does globalization aect your career? Yes. But there is nothing to ear or avoid. Humans have adapt-ed to change rom the beginning o history and will continue to adapt to change in perpetuity.Change is exciting, essential and benecial. Without change, we would not have the standard-o-liv-

ing that we enjoy today. We would have a very boring existence. Like a meandering river, globaliza-tion requires adjustments to our career paths to meet changing landscapes. Career building is acontinuous activity that requires awareness, and adjustments to take advantage o rapid changes inlocal, national and international conditions. Rather than meandering aimlessly, you must maneuver,which requires ocus and strategy.

Several strategies that you, as a career activist in our globalized work place, can employ to improveyour prospects or the uture include:

Ensure your employability by evaluating continuously the currency and portability o

your skills. Ensure that your skills meet global industry and proessional standards. Developa universal work identity (skill set) independent o your current job and employer. Become amember o international proessional and trade organizations; participate actively in thoseorganizations, networking with your peers around the world.

Identiy your key skills and areas o competence what is your passion? Changing careerpaths to meet the challenges o globalization oten means simply reconguring existing skills

and experience in new ways. Career resilience means ensuring that you have choices. Perhaps,working internationally is something that you choose to do at the start o your career, beoreyou settle down with amily responsibilities. Conversely, it may be something you plan to doonce your children have grown up and let home.

Learn how to market yoursel eectively. Successul marketing means letting key people

know about your skills and how you can contribute value. Build a diverse network o contacts.Associate with people well above and beyond your own boundaries people who are globalmovers and shakers in your eld.

Broaden your interests by reading journals, magazines and national and internationalnewspapers. Explore the writings o uturistic thinkers read magazines such as The Futurist(www.ws.org). The most recent issue [January 2006 40(1)] has two articles o interest: Update


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on the State o the Future (pp. 20-24) and Thinking Ahead: The Value o Future Consciousness(pp. 45-50). Explore other cultures and ideologies. Consider an internship or co-op work termabroad.

View globalization as an opportunity to develop and prosper, rather than as a threat to

your career.Take time to rest, build riendships, engage in introspection, and keep healthythrough good nutrition and physical activity. A sense o wellness can help provide you with thejudgment to make good career decisions, the ability to keep things in perspective, the resil-ience to withstand disappointments, and the ability to eectively handle stress. Always discussinternational career possibilities with your amily, realistically exploring benets and challenges.

Be sel-confdent, yet humble enough to listen and learn rom the ideologies and prac-tices o other cultures. Value multi-cultural experiences and competencies and leverage themwith your employer. Travel internationally, and while doing so, survey the business environ-ment. Develop riendships with nationals rom other countries, and maintain these riendshipsater you have returned home. Learn another language perhaps not enough to be uent, butenough to unction at a basic level. Keep in mind that some languages are easier to learn thanothers.

Encourage your K-12 and post-secondary education leaders to incorporate internationalknowledge into the curriculum, so students will become inormed citizens and well preparedor globalization. Customs and business practices vary widely rom country to country. Be a rolemodel to your children on being a citizen o the world.

I you are seeking a position in another country, take the time to become knowledgeableabout that country and its customs. Check out the embassy website. Investigate employers

expectations or your rsum important dierences rom what youre used to will be likely.Learn how to conduct yoursel during an interview and social gatherings, as other cultures may

have dierent standards and norms o behavior and etiquette. Check out the requirements as-sociated with entering and exiting the country.

Always have a allback plan, should something unexpected happen with your current jobor with global possibilities that you might pursue. Develop multiple income streams. Alwaysmaintain a minimum o six months o nancial assets to bridge the gap between jobs. This sav-ings will provide you with the exibility to reect and the time to search out the best opportuni-ties that will meet your needs.

Career success avors those who plan and those who are prepared to take advantage o changeand serendipitous career opportunities. Career success avors those who take the time to becomeinormed through reading, discussion and travel. An excellent place to start your research on global-

izations eects on careers is the most recent issue oIEEE Engineering Management Review(Volume, Number 4, 2005). Fiteen reprinted articles by some o the leading thinkers in the globalizationeld appear in this issue. John Saees book, Managing Organizations in a Global Economy: An Intercul-tural Perspective, provides another comprehensive source o inormation on globalization and howto achieve career success. IEEE-USA Todays Engineer archives contain a number o articles or yourinormation. Another source is the U.S. Department o State [www.state.gov]. Most post-secondary


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educational institutions have inormation or your use. A small selection o additional inormationsources is provided below.

Career success avors those who engage in continuous learning and place their trust in their owncapabilities. Career savvy people do not ear or avoid globalization they accept it and adjust their

career path to take advantage o exciting twists and turns that globalization might bring. Perhapsglobalization might contribute to world peace by increasing tolerance and understanding among

nations.

Further sources o inormation:

T.M. Begley , The Need or a Global Mind-Set, MIT Sloan Management Review, vol. 44, no. 12, pp.25-2, 200.

J.J.S. Buckeridge, A Y2K Imperative: the Globalization o Engineering Education. Global Journal oEngineering Education, vol. 4, no. 1, pp. 19-24, 2000.

S. Christie, Vault Career Guide to International Careers, Vault Inc., ISBN 1-5811-270-9, 2004.

W.R. Dodson, Virtually International: Managing Globalized Project Teams, PM Network, pp. 29-1,April 1998.

P. Engardio, Smart Globalization, BusinessWeek, pp. 12-18, 27 August 2001.

M. Javidan and R.J. House, Cultural Acumen or the Global Manager: Lessons rom Project GLOBE,Organizational Dynamics, vol. 29, no. 4, pp. 289-05, 2001.

R. Komisar, Goodbye Career, Hello Success, Harvard Business Review, vol. 78, no. 2, pp. 161-174,

2000.

N. Mueller, Work Worldwide: International Career Strategies or the Adventurous Job Seeker, John Muir

Publications, ISBN 1-56261-490-8, 2000.

J. Saee, Managing Organizations in a Global Economy: An Intercultural Perspective, Thompson Corpo-ration, ISBN 0-24-26154-, 2005.

T. Sanders and V. Stewart, International Knowledge: Lets Close the Gap, Education Week, p. 44, 28May 200.

G. Vickery, Globalization o Industry: Overview and Sector Reports, Organization or Economic Coop-eration and Development, 1996.

Terrance Malkinson is a proposal manager/documentation specialist; an elected Senator of the University

of Calgary; a Governor of the Engineering Management Society; international correspondent for IEEE-

USA Todays Engineer Online; editor-in-chief of IEEE-USA Todays Engineer Digest; and editor of the IEEE

Engineering Management Society Newsletter. The author is grateful to the Haskayne School of Business

Library at the University of Calgary. He can be reached at [email protected].


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ieee-usa eBooks0

Successful Career Makeover for Engineers in the 21stCentury

by Dr. Trudy Hu

Career development can be traced back to ancient survival skills and prototypes. Historically, career or trade development can be seen as starting and progressing rom hunters to shermen, to

armers to soldiers, to rulers to clergymen, to artists to architects, to explorers to traders, to scientistsand engineers.

As we know, history repeats itsel. Civilization has witnessed many transitions and advancements.And human beings collective survival, accomplishments and prosperity are marked along the wayby many paradigm shits. Egypt relied on irrigation and agriculture. The Roman Empire dependedon territorial expansion. In the 10th Century, kingdoms and social hierarchy emerged ollowed bythe Medieval Dark Age; the Renaissance (14th Century); the navigation age o sea power (15th Cen-

tury); the Industrial Revolution (18th Century); and, today, the Inormation Age (21st Century). Allthroughout, human beings have demonstrated remarkable resilience and adaptation through themaniestation o war, expansion and economic advancement.

It has been said that change is the only unchangeable orce in nature. Over the past 50 years, engi-neers have been subject to the ollowing career market trends:

1950s - 1960s: Secure engineers in the corporate world

1970s - 1980s: Restless and knowledgeable engineers

1990s - 2000: Project-based engineers

In the uture, its likely that the trend toward globalization will continue and we will see the urther

renement o globally competitive engineers.

Every mega-trendaecting us involves new rontiers and challenges that require new vision, toolsand problem-solving skills. Todays battleeld centers around the globalization o commerce, sci-ence and technology development. The oot soldiers in this battle are todays modern hi-tech war-

riors the engineers and scientists who invented electricity, telephones, automobiles, airplanes,computers, cellular phones, and the Internet to solve problems and improve the quality o lie. Un-ortunately, todays engineers, in the United States and elsewhere, have suered casualties romrecord unemployment rates, widespread layos, outsourcing, declining benets, burnout, declininghealth, and aging, to name a ew.

The reality o todays global marketplace calls or shorter time to market, ast-paced innovationand high productivity. At the same time, many employees benets are declining. And a pricey andintensive engineering education is yielding a shorter career span than students could have airly ex-

pected. Instead, seasonal commodity modality is becoming prevalent in the career market or highlyeducated technical proessionals.

Conronted with todays challenges, too many laid-o and out-o-work engineers are alling through


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the cracks because o shame, pride, negative coping strategies or some other reason. Whateverthe case, when the career battleeld shits, engineers need a support system in place; and they needto be able to conduct a clear sel-analysis, and to develop an understanding o their strengths as wellas areas or uture growth.

Engineers are trained to be cognitive thinkers and problem-solvers; they may not be the most eec-tive and insightul advocates or their own careers. With so much time invested in technical develop-

ment, engineers may not realize that they become vulnerable and isolated as they age. Engineeringtraining still equips engineers with the best tools or coping with uture career markets. However,its time or engineers to upgrade their tool sets and sharpen their minds to integrate diverse per-spectives. The traditional training model the linear paradigm emphasizes cognitive analysis,eciency, critical thinking and top-down hierarchy. The new training model the circular paradigm involves emotional intelligence. The circular paradigm incorporates artistic senses, keen observa-tion, and tolerance or ambiguity and uncertainty.

The new globalization paradigm requires adopting new tool sets cultural and emotional sensitiv-

ity, and exibility to turn negative energy into positive breakthrough. The adapting process involvescognitive, emotional and behavioral upgrades and psychological makeover strategies. The processmay elicit ear, anxiety, grie and, later on, renewed perception and identity. The theme o the careermakeover is to inspire, innovate and empower. The ultimate goal o the career makeover is to em-power U.S. engineers and their proession to resume the scientic and technical leadership thatthey have long enjoyed. Another goal is to balance the viewpoints among the employers, investorsand proessionals to create a win-win-win situation or all involved. The career makeover providesengineers with simple strategies to increase sel-awareness and awareness o their surroundingenvironment. Engineers must work with others to innovate their own career uture and liestyle in

the 21st Century with empowered vision, condence, and global leadership in the technology andscientic rontiers.

For more inormation

The slides o Successul Career Makeover are listed at www.ieee-or.org/pace/archive/Hu_8_19_05.pd. Dr. Hus Web site: www.DrTrudy.com.

Dr. Trudy Hu is an advocate for engineers and scientists. She is a Licensed Psychologist and a national

health provider. She has specializing in hi-tech professionals clinical and career issues and organizational

health for more than 20 years. Comments may be submitted to [email protected]. Opinions ex-

pressed are the authors.


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ieee-usa eBooks2

Sine Qua Non: Networking

by Debra Feldman

Networking is the most eective, most ecient job search technique or executives seeking to iden-tiy and secure a new job oer. Even in the Internet era, the majority o senior-level candidates ndnew positions through networking. Personal connections work, and networking is the sine qua non an absolute necessity o job search success. I you want better results in less time, networkingcan be more eective than all other job search methods combined including online campaigns,working with recruiters, print and direct mailings, e-mail blasts, and association message boards.

When it comes to our livelihood, nancial security and uture careers, networking purposeully to

nd a new challenge should, logically, be the avored method. But networking, because it requiresmore time and energy, is oten overlooked until other methods ail to nd a job. It takes more than

just a ew clicks (which eels productive doing hundreds per hour) or simply relying on a headhunter

to deliver appointments. To truly expedite a campaign, job seekers must use all available approachesand put more emphasis on purposeul networking.

Successul job search candidates must separate themselves rom the legions o other qualied appli-cants. When candidates technical qualications are on a par, personality becomes a key distinguish-ing actor. And how better to display your charm and endearing qualities than to meet and speak

with a prospective employer in person? Nothing beats a personal relationship, good interpersonalchemistry. No marketing document conveys your winning personality like a personal connection,and nothing closes a sale better than good chemistry between the two parties involved in the deal.

I you cant get to the decision-maker yoursel, having a representative speak on your behal bringsyou closer to getting selected. Always be thinking about how you can get a one-on-one meeting

with the prospective employers key decision-makers. A solid relationship, one o trust and mutualrespect, will help to seal the deal. Most importantly, your prospective employer should eel comort-able with you both as an individual and as a talent resource.

A successul job search campaign is no dierent than anything else worth doing the more youput into it, the more you will get out o it. Not only will networking will help you nd a new job thatsbetter matched, you will also be making a long-term career investment. In the uture, the networkyou build or todays job search will provide the oundation to support your next career transition.Additionally, your network will likely produce unsolicited reerrals to new opportunities down theline.

Purposeul networking that ocuses on a ew select contacts with big potential will provide a greater

probability than other approaches or uncovering new, unadvertised career opportunities theso-called hidden job market. How do you start a networking-driven job search? First, identiy whereand with whom to connect. Target desirable employers and a specic contact person within eachorganization a hiring manager or other decision-maker who will relate to you and then de-termine how best to command their attention. Your message might be that you can solve specicproblems and meet their challenges without having to overcome a learning curve. Keep in mind that


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The Best o Todays Engineer: On Career Survival

the desired response is an invitation to meet in person.

The upront preparation to create new networking relationships with specic people at speciccompanies requires a lot o work, including thorough investigation, personal pluck to introduceyoursel, good old ashioned sweat equity, and patience and persistence. However, networking has

a guaranteed payback: generating job leads to unadvertised openings, the chance to create a newposition tailored to your background, as well as the opportunity to establish an expanded network

o contacts in your eld.

Savvy executives who devote themselves to networking purposeully will enjoy a positive job searchoutcome. Its simply a matter o timing. Appropriate and valuable connections will be made that willpave a successul path lled with insider tips, job leads and other helpul inormation.

Put the sine qua non o job search success networking to work or you. The ollowing six stepswill help you on your way:

Establish a specifc reason or ocus or each networking interaction. Be aware o what con-

tacts can do to urther your campaigns progress and politely ask them or help.Concentrate on individuals positioned to get you closer to the decision-makers. I you

know someone who works at your target employer or is the roommate o someone employedthere, that could be your oot in the door.

Connect with individuals who are well connected, because they will exponentially in-crease your networking depth and reach. Certain people have a knack or attracting othersand already have a robust network in place (we call those people hubs). Others contacts arekey because their status makes them extremely well connected and able to open doors or you.

Be persistent. I you believe a contact is benecial, but you are having diculty reachingthem, dont give up easily. I cold calling isnt working, identiy someone who might be able

to arrange an introduction. Keep a tickler le and periodically attempt to make contact. Whenyou do get through, i youre not sure where to begin, oer a compliment on a recent success(youve done the homework) always a good way to break the ice and start a riendly ex-change.

Make a list o everyone you have ever known that you admire and respect. Seek them outand tell them about your current career objectives. Chances are they will be happy to help, o-

er advice and provide support.

Create opportunities to promote yoursel in ways that dont shout, I need a job! Hireme! For example, publish an article that you can circulate. This tactic will o

Best of TE on Career Survival V1

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Transcript of Best of TE on Career Survival V1