A lot has been written about how the displaced worker can find the next job, but we don’t see much about how to handle the emotional fallout of job loss. It is a large issue and it directly affects success in job search. Let’s be clear: We are not talking about clinical depression or anything close to it, nor are we giving advice in this arena. That is for the mental health professionals.

What we are talking about here is the predictable cycle of reactions that most of us who have experienced job loss have encountered once someone told us that our job is gone: shock, denial, anger, fear, a retreat from reality. Eventually we get to acceptance and gain traction in the search process. It is important to know, though, that this is not always a linear progression. We might be at acceptance only to slip back to fear or anger or both. A good first step may be to simply acknowledge our feelings.

Because at least half of all jobs today are found through networking, it is crucial that seekers get as comfortable as possible talking about their availability, and talking the right language as they do so.

I don’t want my clients to say “I lost my job.” Rather, the statement might be “my job was eliminated” or “my organization was forced to retrench and good people had to go.” Closely associated with that explanation is a very positive declaration “and these are the skills I can apply, and I’m eager to get going.” Ditch the hangdog; demonstrate the upbeat.

Too often, especially in the early stages of search, the embarrassment factor makes it difficult for some to approach others for advice, to say nothing of being able to place value on their skills or make their availability known. They retreat and circle the wagons when they should be sending the scouts out on their ponies.

Experienced outplacement professionals recognize that a lot of emotional energy is spent pondering “Why me?” That’s understandable, but it is an emotional state that has to be passed before effective search can begin. I would like to know who stole my first bike, from in front of the church no less, but I’ve stopped wondering. For a lot of reasons, both good and bad, rarely will anyone give you all the rationale. That does not mean you shouldn’t reflect on your past performance, your work habits and your ability to relate to others. Reflect, resolve and get on with the search. You will have an opportunity to ratchet your performance to an even higher level at your next position.

Some seekers get dragged back closer to the swamp by well-meaning former co-workers. They will tell you that they can’t believe what happened to you and what a huge mistake it was to eliminate your position. Don’t get caught up in this. It will only delay your progress. Appreciate your friends’ comments, but realize the fiscal responsibility wasn’t theirs. The decision wasn’t theirs.

 

Their concern for you is genuine, but they aren’t going to tell you that, good as you are, it was a wise business decision to cut your department of your product or your service.

 

Understand, too, that those who love you can unwittingly roil your emotions. They may want you to apply for what-ever job is open, not realizing what bad career choices some of those may be.

A lot of job search is deliberate, measured effort and time consuming. When I hear a client say “I’m sending out resumes,” I hear a code that means “I’m engaged in a relatively painless exercise with miniscule rate of return.” If you have outplacement help, or help from an experienced and trusted friend who has been through the process, follow your plan and be patient with loved ones. They have their own emotional cycle to contend with, including fear and anger.

You will land. When it comes to inserting yourself in your new organization, have a plan. Build alliances from day one. Listen well. Seek a mentor, even an informal one. Be a good teammate. Focus on the positive. Refrain from criticizing your old organization, even if it deserves it. Effective job search and successful transition require that you pay attention to the emotions involved.

     It was a good interview, but what does it take to close the deal? 

     It is very important that the employer knows you are genuinely interested in the job.  Be persistent; stay in touch.

 

    Be appreciative.  After the interview, let the interviewer know how much you appreciated the opportunity to interview and restate your interest.  The thank you note is a great medium to convey this message.  Make sure you highlight specific skills, personal characteristics, and behaviors that will connect you to the position and make you stand out from other candidates.

 

     It is important that you separate yourself from the other candidates.  Relate compelling stories during the interview that demonstrate your ability to do the job.  In follow up contacts, reinforce the characteristics that will set you apart from other candidates.

 

   If you are not remembered, you won’t be hired.  Yet, it is important to remember that whatever you say and do must be appropriate to the organization.

 

    Hiring managers take notice of creative measures.   Following are some examples which illustrate how this creativity resulted in job offers.

 

    Following one interview, a candidate sent the hiring manager a pair of well worn boots with a note explaining that these boots represent the effort that he would put into the job if hired.  Within a week he called the hiring manager and asked if he could pick up his boots because he still needed them.  The company hired him when he came in to pick up the boots.

 

     Another client attempted several phone and email contacts.  Following the interview the client decided to visit the hiring manager in person.  He asked a very straightforward question, “Are you going to hire me?”  The hiring manager responded, “When can you start?”  My client responded, “I brought my lunch.”  He started the same day and is currently in a key management position.

 

     One candidate made a positive impression on a hiring manager by preparing a professional report in response to a case study question that she had been asked in the interview.  Although she had effectively answered the question in the interview, her extra effort and the thoughtful and professional response impressed the hiring manager and led to a job offer.

 

     Having good references can separate you from the competition, but why wait for the employer to contact your references.  Let your references know that you had an interview and ask if they would be willing to call the hiring manager and make a recommendation on your behalf.  This is especially effective if your reference is well-known and knows the hiring manager.  If you know someone inside the organization who is highly respected, ask that person if they would be willing to recommend you to the hiring manager.

 

     Positive actions influence employers and get results. Persistence, professionalism, and creativity will set you apart from the competition. Be proactive, and improve your chances for landing the job.

SkillSoft, a partner of PeopleFirst HR Solutions/a Career Partners International firm, recently conducted a survey of over 200 employees’ attitudes to training and the skills they believe to be most important in today’s economic environment.  The survey found that, while training in technical/business skills –such as IT, project management and communications – were considered important and received employer support in 90% of cases, the need for ‘soft skills’ – people management, leadership and time management – was very strong. A huge majority (88%) of respondents said that they would even be prepared to develop these skills in their own time outside working hours.

Among the soft skills that respondents rated highly were: ‘people management’, with 31% citing this as the most important, ‘time management’, with 23%, and ‘problem solving’, which was the first choice for 18% of the respondents. However, 90% believed that business pressures currently limit the time they have available to develop these skills.
So, considering that there will never be more time in our days and money is tight, one option to consider is e-learning. 

What are the Benefits of e-Learning?
 Convenience and portability
 Courses are accessible on your schedule
 Online learning does not require physical attendance
 Learning is self-paced (not too slow, not too fast)
 You’re unbound by time - courses are available 24/7
 You’re unbound by place - study at home, work, or on the road as long as you have internet access
 Read materials online or download them for reading later
 Travel time and associated costs (parking, fuel, vehicle maintenance) are reduced or eliminated

It’s a pretty good bet that any job search coach you run into is going to stress the importance of networking in finding that next job. It’s likely they will tell you that at least half of all positions are found through networking, either directly or as an important component of the process.

So, it might be good to review the biggest mistakes people make in networking.

1. ASKING FOR A JOB.

This is counter intuitive, but asking a contact if there is something available in her organization is almost always a dead end. “No, but send me your resume and I’ll ask around.” Too often that is the end of the story. You might want to end up with your resume being shopped around, but don’t start there.

Ask for help, but not a job. “How did you go about your job search?” “You changed industries. How hard was that?” “I’m looking at (kind of position). Do you think my resume supports that?” Get your contact to see and care about the person behind the resume.

2. NOT HAVING A TARGET.

Most people you contact will want to help. The question they will ask is some version of “What are you looking for?” Your answer is not your previous job title. There was only one of those. Examine your skills. If you were a production manager, you know inventory and that opens possibilities: distribution, warehouse management, logistics or transportation. If you practiced relationship selling, you know customer service and sales management. Don’t network until you can make a clear, logical and concise statement that causes people to say “I’m getting the picture.”

3. ONLY TARGETING POWERFUL PEOPLE.

If you can get to them, good for you. But they can be hard to reach and they are prone to delegate your request. Work toward them through others. Remember, you are not asking for a job. You want information on business changes, pending retirements, new customers or products or locations. Mine church contacts, service clubs, neighbors, former associates, your references and volunteer organizations.

4. ASKING ONLY ONCE.

 It’s not networking until it is at least to the third power. The string might go like this: (1.) phone contact (2.) e-mail or paper thank- you note (3.) resume sent by hard mail or electronics (4.) brief follow-up report on advice the contact gave (5.) coffee or lunch. You have to stay on their radar screens.

5.  FEELING THAT YOU ARE A PEST.

Get over it. You will be pleasantly surprised at how helpful people will be. Prepare for the contact. Plan and rehearse your message. Be concise.

6. NOT USING GOLDEN REFERENCES. 

 Have a strategy for not only getting to people, but also for creating a productive environment. Let’s say you want to talk to someone involved with a particular company or industry, but you don’t know that person well, or at all. Find a mutual contact, someone much closer to the target person. Explain your need. Get the person’s approval to use her or his name. And afterward, thank them both.

7. BEING PUT OFF BY PEOPLE WHO DON’T READILY RESPOND.

You’ve got one job: getting a job. They have hundreds. Why would you be surprised that they are triaging and prioritizing calls? Most people will respond, eventually. Let their guilt complex work for you. Change your tactics. Call early or late in the day when there is a better chance of their being available. Be tactfully persistent.

8. THINKING OF NETWORKING ONLY IN TERMS OF UNCOVERING POSITIONS.

Congratulations. You have an interview scheduled. This is a good time to network into that organization. Do you know someone who works there? Someone who knows someone who does? Use your networking skills to supplement what you learned from the Web site or printed material.

But a word of caution: Be subtle. Don’t try to come off as an expert on their organization.

9. NOT TRACKING YOUR EFFORTS.

If you are going to create a buzz and leverage your contacts, you will be communicating with a lot of people. Keep track. Develop a feel for when to make the follow-up call. It could be a spreadsheet, a binder, or a journal. The important thing is to track who, what, and when.

10. WASTING GOOD NETWORKING OPPORTUNITIES BY STARTING BEFORE YOU ARE READY.

Think through who you are and what kind of work you would really like to do. Evaluate your skills and think creatively about how and where they might be used. Tone your resume. Pick two or three people that relate well to you and start with them.

That’s off-Broadway and spring training. Now you’re ready!

You are invited to our Executive Roundtable meetings which are held at the PeopleFirst office.  The meetings will generally be held bi-weekly on Tuesdays from 8:30 – 10:00.  The purpose of these meetings is to support you in your career search by providing an opportunity for you to share your search activities and ideas, actively network and gain support of peer professionals.

Seating is limited, so please RSVP to Mary Hericks at 608-782 -1430 if you would like to attend.

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