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Secure the dream job you always wanted with a great employer!<br />by Toronto Training and HR <br />May 2011<br />
Contents<br />3-4 Introduction to Toronto 			Training and HR<br />	5-11	Securing a new role<br />12-18	Resumes<br />	19-22...
Page 3<br />Introduction<br />
Page 4<br />Introduction to Toronto Training and HR<br />Toronto Training and HRis a specialist training and human resourc...
Training course delivery</li></ul>-  Reducing costs<br /><ul><li>Saving time
Improving employee engagement & morale
Services for job seekers</li></li></ul><li>Page 5<br />Securing a new role<br />
Page 6<br />Securing a new role 1 of 6<br />TAKE CARE OF YOURSELF<br />Layoffs are not rational – who stays and who leaves...
Page 7<br />Securing a new role 2 of 6<br />TAKE CARE OF YOURSELF<br />79% of recruiters Google job candidates “always or ...
Page 8<br />Securing a new role 3 of 6<br />THE LAW OF ATTRACTION<br />It's universal<br />It's consistent<br />It's impar...
Page 9<br />Securing a new role 4 of 6<br />JOB CHANGE FACTORS<br />Downsizing<br />Environmental factors<br />Personal in...
Page 10<br />Securing a new role 5 of 6<br />INCREASING YOUR CHANCES<br />Business cards<br />The resume<br />Networking<b...
Page 11<br />Securing a new role 6 of 6<br />WHERE TO LOOK<br />Online<br />Newspapers<br />Networking<br />The library<br />
Page 12<br />Resumes<br />
Page 13<br />Resumes 1 of 6<br />FIVE ELEMENTS<br />1.Tag Line<br />2.Key features <br />3.Professional experience<br />4....
Page 14<br />Resumes 2 of 6<br />ORDER<br />Headings<br />Name and personal profile<br />Experience and scale indicators<b...
Page 15<br />Resumes 3 of 6<br />CONTACT DETAILS<br />Being contacted at inconvenient times<br />Bottom rather than top<br...
Page 16<br />Resumes 4 of 6<br />FORMATS<br />Post vs. email<br />Hand written vs. typed<br />Word vs. PDF<br />Videos<br ...
Page 17<br />Resumes 5 of 6<br />ONLINE RESUME BANKS<br />Fill-in-the blanks approach: No format at all!<br />Emphasis on ...
Page 18<br />Resumes 6 of 6<br />GRABBING THE ATTENTION OF EMPLOYERS<br />Keep your focus clear and to the point<br />Stuf...
Page 19<br />Cover letters<br />
Page 20<br />Cover letters 1 of 3<br />Length<br />Content<br />Tailor for the job <br />Signed with a nice pen <br />
Page 21<br />Cover letters 2 of 3<br />Refer to the title of the job for which you are applying. If there is a reference o...
Page 22<br />Cover letters 3 of 3<br />Mention how you learned about the job (job posting, newspaper article, or from some...
Page 23<br />Application forms<br />
Page 24<br />Application forms<br />Online<br />Paper<br />Diversity and discrimination<br />Increase in popularity<br />
Page 25<br />Social media<br />
Page 26<br />Social media 1 of 6<br />Blogs and forums<br />Job boards<br />Own website<br />
Page 27<br />Social media 2 of 6<br />
Page 28<br />Social media 3 of 6<br />
Page 29<br />Social media 4 of 6<br />
Page 30<br />Social media 5 of 6<br />
Page 31<br />Social media 6 of 6<br />OTHER WEBSITES<br />flickr.com<br />glassdoor.com<br />myspace.com<br />secondlife.c...
Page 32<br />Referees<br />
Page 33<br />Referees<br />When toprovide them<br />Contacting beforehand<br />Details to submit<br />
Page 34<br />Job satisfaction<br />
Page 35<br />Job satisfaction 1 of 6<br />Relations with your fellow workers<br />The freedom to choose your own method of...
Page 36<br />Job satisfaction 2 of 6<br />Hours of work<br />Amount of variety in the job<br />Job security<br />Attention...
Page 37<br />Job satisfaction 3 of 6<br />THE BOSS<br />Consults me on matters of importance to me<br />Discusses my train...
Page 38<br />Job satisfaction 4 of 6<br />THE BOSS<br />Makes clear what is expected of me 	<br />Listens if I have a sugg...
Page 39<br />Job satisfaction 5 of 6<br />IMPROVING OR RESTORING TRUST<br />Frequent and honest communications<br />More m...
Page 40<br />Job satisfaction 6 of 6<br />IMPROVING OR RESTORING TRUST<br />Effectively manage risk to protect long-term i...
Page 41<br />Layoffs<br />
Page 42<br />Layoffs 1 of 4<br />COPING AS A SURVIVOR<br />Allow yourself time to grieve-losing a long time co-worker can ...
Page 43<br />Layoffs 2 of 4<br />COPING AS A SURVIVOR<br />Avoid gossip about further cuts as this only adds to stress and...
Page 44<br />Layoffs 3 of 4<br />COPING AS A SURVIVOR<br />Clarify your job description and ensure the district is aware o...
Page 45<br />Layoffs 4 of 4<br />FINANCES<br />Prepare a survival budget<br />Reduce current spending in order to increase...
Page 46<br />Re-inventing yourself<br />
Page 47<br />Re-inventing yourself 1 of 3<br />MAKING CHANGES<br />Define your destination<br />Leverage your points of di...
Page 48<br />Re-inventing yourself 2 of 3<br />KEY STEPS IN PERSONAL REBRANDING<br />Define your destination and acquire t...
Page 49<br />Re-inventing yourself 3 of 3<br />STARTING OVER<br />Look inside<br />Look outside<br />Touch all the bases<b...
Page 50<br />The day of the interview<br />
Page 51<br />The day of the interview 1 of 5<br />You will want to get dressed and pack your briefcase for the day.  Insid...
Page 52<br />The day of the interview 2 of 5<br />Punctuality is one of the most important qualities that employers want i...
Page 53<br />The day of the interview 3 of 5<br />When you meet the person that you will be interviewing with, you will wa...
Page 54<br />The day of the interview 4 of 5<br />Sit up straight in the chair with both feet on the floor to give the bes...
Page 55<br />The day of the interview 5 of 5<br />At the end of the job interview, shake your interviewers hand and thank ...
Page 56<br />Following up the interview<br />
Page 57<br />Following up the interview 1 of 4<br />Follow up after your job interview is very important to ensuring that ...
Page 58<br />Following up the interview 2 of 4<br />It is important to thank the interviewer for their time and considerat...
Page 59<br />Following up the interview 3 of 4<br />When there is no time frame as to when the decision will be made, it i...
Page 60<br />Following up the interview 4 of 4<br />You will hear two answers.<br />One answer is that the position has be...
Page 61<br />Graduates<br />
Page 62<br />Graduates 1 of 4<br />WHERE GRADUATES GO WRONG<br />Lack of business acumen, commercial understanding and pre...
Page 63<br />Graduates 2 of 4<br />WHERE GRADUATES GO WRONG<br />Poor English language skills, ranging from a difficulty i...
Page 64<br />Graduates 3 of 4<br />CORE SKILLS REQUIRED BY EMPLOYERS<br />Personality profiling and psychometric testing<b...
Page 65<br />Graduates 4 of 4<br />CORE SKILLS REQUIRED BY EMPLOYERS<br />Presentation skills<br />Time management<br />Ta...
Page 66<br />Case study <br />
Page 67<br />Case study  <br />
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Secure the dream job you always wanted with a great employer May 2011

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One day interactive open workshop in Toronto for job seekers.

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Transcript of "Secure the dream job you always wanted with a great employer May 2011"

  1. 1. Secure the dream job you always wanted with a great employer!<br />by Toronto Training and HR <br />May 2011<br />
  2. 2. Contents<br />3-4 Introduction to Toronto Training and HR<br /> 5-11 Securing a new role<br />12-18 Resumes<br /> 19-22 Cover letters<br /> 23-24 Application forms<br />25-31 Social media<br />32-33 Referees<br />34-40 Job satisfaction<br />41-45 Layoffs<br />46-49 Re-inventing yourself<br />50-55 The day of the interview<br />56-60 Following up the interview<br />61-65 Graduates<br />66-67 Case study<br />68-69 Conclusion and questions<br />Page 2<br />
  3. 3. Page 3<br />Introduction<br />
  4. 4. Page 4<br />Introduction to Toronto Training and HR<br />Toronto Training and HRis a specialist training and human resources consultancy headed by Timothy Holden <br />10 years in banking<br />10 years in training and human resources<br />Freelance practitioner since 2006<br />The core services provided by Toronto Training and HR are:<br /><ul><li>Training course design
  5. 5. Training course delivery</li></ul>- Reducing costs<br /><ul><li>Saving time
  6. 6. Improving employee engagement & morale
  7. 7. Services for job seekers</li></li></ul><li>Page 5<br />Securing a new role<br />
  8. 8. Page 6<br />Securing a new role 1 of 6<br />TAKE CARE OF YOURSELF<br />Layoffs are not rational – who stays and who leaves is seldom related to job performance.<br />After the layoffs begin, the longer you stay, the greater your credibility gap with potential new employers.<br />You are more interesting to another employer when you have a job. You are less interesting when you are unemployed.<br />Your existing employer will not be happy to learn that you are looking for a new job.<br />
  9. 9. Page 7<br />Securing a new role 2 of 6<br />TAKE CARE OF YOURSELF<br />79% of recruiters Google job candidates “always or most of the time,” so you MUST know what they are finding attached to your name.<br />To find a new job, networking is the method that succeeds!<br />Many employers track the use of their computers, computer networks, company email systems, voicemail systems, company cell phones, and other assets. Some also monitor employee participation in social media.<br />
  10. 10. Page 8<br />Securing a new role 3 of 6<br />THE LAW OF ATTRACTION<br />It's universal<br />It's consistent<br />It's impartial<br />It's effortless<br />It's infinite<br />It's mysterious<br />It's predictable<br />
  11. 11. Page 9<br />Securing a new role 4 of 6<br />JOB CHANGE FACTORS<br />Downsizing<br />Environmental factors<br />Personal initiative<br />Technological change<br />Restructuring<br />
  12. 12. Page 10<br />Securing a new role 5 of 6<br />INCREASING YOUR CHANCES<br />Business cards<br />The resume<br />Networking<br />Digital dirt<br />Elevator pitch<br />Follow-up<br />Parting thoughts<br />
  13. 13. Page 11<br />Securing a new role 6 of 6<br />WHERE TO LOOK<br />Online<br />Newspapers<br />Networking<br />The library<br />
  14. 14. Page 12<br />Resumes<br />
  15. 15. Page 13<br />Resumes 1 of 6<br />FIVE ELEMENTS<br />1.Tag Line<br />2.Key features <br />3.Professional experience<br />4.Education (formal and on-going)<br />5.Anything else <br />
  16. 16. Page 14<br />Resumes 2 of 6<br />ORDER<br />Headings<br />Name and personal profile<br />Experience and scale indicators<br />Achievements<br />Career history in reverse chronological order<br />Education and qualifications<br />Contact details and further information<br />
  17. 17. Page 15<br />Resumes 3 of 6<br />CONTACT DETAILS<br />Being contacted at inconvenient times<br />Bottom rather than top<br />DEVIL IS IN THE DETAIL<br />Capital letters<br />Font sizes<br />Numbers<br />Spell check and grammar<br />Third party to look over<br />
  18. 18. Page 16<br />Resumes 4 of 6<br />FORMATS<br />Post vs. email<br />Hand written vs. typed<br />Word vs. PDF<br />Videos<br />Personal delivery<br />Colored paper<br />Quality of paper<br />Binders<br />Standing out from the crowd<br />
  19. 19. Page 17<br />Resumes 5 of 6<br />ONLINE RESUME BANKS<br />Fill-in-the blanks approach: No format at all!<br />Emphasis on substantive words the search engine will use to select a given resume<br />Inverse of print resume: The more narrative, specifics, names of systems, etc. the better<br />Sometimes a challenge to "fit" one's information into the predetermined categories<br />Have pre-written blocks of text ready<br />
  20. 20. Page 18<br />Resumes 6 of 6<br />GRABBING THE ATTENTION OF EMPLOYERS<br />Keep your focus clear and to the point<br />Stuff your resume with key words<br />Keep your resume reader-friendly<br />Include plenty of accomplishments<br />Get your best information on page one <br />
  21. 21. Page 19<br />Cover letters<br />
  22. 22. Page 20<br />Cover letters 1 of 3<br />Length<br />Content<br />Tailor for the job <br />Signed with a nice pen <br />
  23. 23. Page 21<br />Cover letters 2 of 3<br />Refer to the title of the job for which you are applying. If there is a reference or file number, you should include it.<br />Address your letter to the appropriate contact person, either the employer or a human resources person. Use their name and title. Phone or e-mail the company if the advertisement does not identify a contact person. Do not assume a person is male or female based on a first name.<br />
  24. 24. Page 22<br />Cover letters 3 of 3<br />Mention how you learned about the job (job posting, newspaper article, or from someone you know). Refer to what the company does and how your skills, abilities and experience can be a valuable addition to the company.<br />Provide your name, phone number, address and e-mail address.<br />Keep your letter to one page. Type or print it on good-quality, standard letter paper (8 ½ x 11).<br />Proofread your letter, and ask someone else to read it as well. Correct the errors, and print a clean copy.<br />
  25. 25. Page 23<br />Application forms<br />
  26. 26. Page 24<br />Application forms<br />Online<br />Paper<br />Diversity and discrimination<br />Increase in popularity<br />
  27. 27. Page 25<br />Social media<br />
  28. 28. Page 26<br />Social media 1 of 6<br />Blogs and forums<br />Job boards<br />Own website<br />
  29. 29. Page 27<br />Social media 2 of 6<br />
  30. 30. Page 28<br />Social media 3 of 6<br />
  31. 31. Page 29<br />Social media 4 of 6<br />
  32. 32. Page 30<br />Social media 5 of 6<br />
  33. 33. Page 31<br />Social media 6 of 6<br />OTHER WEBSITES<br />flickr.com<br />glassdoor.com<br />myspace.com<br />secondlife.com<br />youtube.com<br />RSS FEEDS<br />
  34. 34. Page 32<br />Referees<br />
  35. 35. Page 33<br />Referees<br />When toprovide them<br />Contacting beforehand<br />Details to submit<br />
  36. 36. Page 34<br />Job satisfaction<br />
  37. 37. Page 35<br />Job satisfaction 1 of 6<br />Relations with your fellow workers<br />The freedom to choose your own method of working<br />The physical working conditions<br />The amount of responsibility you are given<br />Your immediate boss<br />Your opportunity to use your abilities<br />Relations between employees and managers<br />The recognition you get for good work<br />Your rate of pay<br />Your chances of promotion<br />
  38. 38. Page 36<br />Job satisfaction 2 of 6<br />Hours of work<br />Amount of variety in the job<br />Job security<br />Attention given to suggestions that are made<br />Opportunities to learn<br />Opportunity to be involved in decisions that affect you<br />Leadership by top management<br />The way the organization is managed<br />The way change in the organization is managed<br />
  39. 39. Page 37<br />Job satisfaction 3 of 6<br />THE BOSS<br />Consults me on matters of importance to me<br />Discusses my training and development needs with me <br />Recognises when I have done a good job<br />Makes me feel my work counts <br />Gives me feedback on how I am performing <br />Is open and honest <br />Is supportive if I have a problem <br />Keeps me in touch with what's going on <br />
  40. 40. Page 38<br />Job satisfaction 4 of 6<br />THE BOSS<br />Makes clear what is expected of me <br />Listens if I have a suggestion to make <br />Treats me fairly <br />Is committed to my organization <br />Makes sure I have the resources to do the job <br />Coaches me on the job <br />
  41. 41. Page 39<br />Job satisfaction 5 of 6<br />IMPROVING OR RESTORING TRUST<br />Frequent and honest communications<br />More meaningful consultation<br />Giving employees a greater voice <br />Not rewarding senior team leadership failure <br />Show they trust middle and junior managers to <br />make decisions <br />Operates in a way that reflects organization’s visions and values <br />
  42. 42. Page 40<br />Job satisfaction 6 of 6<br />IMPROVING OR RESTORING TRUST<br />Effectively manage risk to protect long-term interests of the organization <br />Senior management does not need to improve/restore trust <br />Appropriate rewards for senior executives <br />
  43. 43. Page 41<br />Layoffs<br />
  44. 44. Page 42<br />Layoffs 1 of 4<br />COPING AS A SURVIVOR<br />Allow yourself time to grieve-losing a long time co-worker can be similar to losing a loved one.<br />Resist the temptation to avenge lost co-workers. What is done is done and holding a grudge doesn’t help.<br />Ask for clarification from your Association on the decision process regarding reduction in force. Understanding the process can help alleviate the guilt of being spared.<br />
  45. 45. Page 43<br />Layoffs 2 of 4<br />COPING AS A SURVIVOR<br />Avoid gossip about further cuts as this only adds to stress and anxiety.<br />Focus on being positive and productive.<br />Find opportunities to take on additional work or education that can lead to professional<br />growth, personal fulfilment, and additional certification.<br />
  46. 46. Page 44<br />Layoffs 3 of 4<br />COPING AS A SURVIVOR<br />Clarify your job description and ensure the district is aware of all your certifications and licenses. <br />Hybrid positions may be created with duties that only you are qualified to perform.<br />Take a mental break and reconnect with friends and family. <br />Take a short trip and put physical distance between yourself and work.<br />
  47. 47. Page 45<br />Layoffs 4 of 4<br />FINANCES<br />Prepare a survival budget<br />Reduce current spending in order to increase savings<br />Adjust your tax withholding<br />Plan for continuing insurance coverage<br />Review your investments<br />Call your creditors<br />
  48. 48. Page 46<br />Re-inventing yourself<br />
  49. 49. Page 47<br />Re-inventing yourself 1 of 3<br />MAKING CHANGES<br />Define your destination<br />Leverage your points of difference<br />Develop a narrative<br />Reintroduce yourself<br />Prove your worth<br />
  50. 50. Page 48<br />Re-inventing yourself 2 of 3<br />KEY STEPS IN PERSONAL REBRANDING<br />Define your destination and acquire the necessary skills.<br />Craft a unique selling proposition and distinguish<br />yourself by leveraging your points of difference.<br />Develop a narrative that describes your transition in terms of the value it offers others.<br />Reintroduce yourself, using digital media and seizing opportunities to showcase your capabilities.<br />Prove your worth by establishing and promoting your<br />track record.<br />
  51. 51. Page 49<br />Re-inventing yourself 3 of 3<br />STARTING OVER<br />Look inside<br />Look outside<br />Touch all the bases<br />Network, network, network<br />Get growing<br />Be your own cheerleader<br />
  52. 52. Page 50<br />The day of the interview<br />
  53. 53. Page 51<br />The day of the interview 1 of 5<br />You will want to get dressed and pack your briefcase for the day. Inside your briefcase, you will want to place three copies of your resume and two copies of your references. Other items that may come in handy are a couple of pens and a pad of paper to write information down on. <br />Leave for your interview earlier then you think you need to. The last thing that you want to do is to be a late for a job interview.<br />
  54. 54. Page 52<br />The day of the interview 2 of 5<br />Punctuality is one of the most important qualities that employers want in their employees. The best way to make a good impression at a job interview is to arrive 15 to 20 minutes early.<br />Walk into the company and ask for the person that you will be interviewing with. Many times the interviewer will ask the person that you approached about you. You will want to make sure that you give this person a good first impression of you as well.<br />
  55. 55. Page 53<br />The day of the interview 3 of 5<br />When you meet the person that you will be interviewing with, you will want to look them in the eye. Greet the interviewer with your best smile and a handshake.<br />Follow the interviewer to the place that you will be having the interview at. Take the seat that the interviewer offers you. If you are wearing a coat, you will want to drape the coat on the back of the chair so that it does not get in the way during the interview.<br />Place your briefcase on the floor at your feet.<br />
  56. 56. Page 54<br />The day of the interview 4 of 5<br />Sit up straight in the chair with both feet on the floor to give the best impression in your interview.<br />Smile as you answer the questions that you are asked. Maintain eye contact with your interviewer. Interviewers are taught that a lack of eye contact is a sign of a person lying to them. Do not let your nervousness make it look like you could be lying.<br />Try to answer the questions posed to you within 20 seconds of being asked. This will show that you are well prepared for this job interview.<br />
  57. 57. Page 55<br />The day of the interview 5 of 5<br />At the end of the job interview, shake your interviewers hand and thank them him for his or her time. You should ask for the interviewer’s business card as you leave. This will help you when it comes to sending a thank you note to your interviewer.<br />
  58. 58. Page 56<br />Following up the interview<br />
  59. 59. Page 57<br />Following up the interview 1 of 4<br />Follow up after your job interview is very important to ensuring that you are offered the job. The interviewers will be seeing many applicants over the time that they are looking to fill in the job opening.<br />There are two steps to the follow up process that you will need to follow to ensure that your name stays in the interviewers mind.<br />The day that you come home from the interview, you will want to write a thank you letter to the interviewer.<br />
  60. 60. Page 58<br />Following up the interview 2 of 4<br />It is important to thank the interviewer for their time and consideration on the position that you were applying for. Mail the letter out the next morning to the interviewer.<br />The next step to the follow up to your interview is a follow up call. Many interviewers will give you an idea about when a decision will be made concerning the open position that you applied for. If your interviewer did this, you will want to use that time line for when to place a follow up call. <br />
  61. 61. Page 59<br />Following up the interview 3 of 4<br />When there is no time frame as to when the decision will be made, it is best to make your follow up phone call two weeks from the day of the interview.<br />When you place the follow up phone call to the business that you interviewed with, you will want to ask for the person that you interviewed with. Introduce yourself, tell him that you had an interview with him, and give the date.<br />This will help to refresh his memory of whom he is talking to. At this point, you will want to ask about the status of the open position.<br />
  62. 62. Page 60<br />Following up the interview 4 of 4<br />You will hear two answers.<br />One answer is that the position has been filled. The better answer is that they are still interviewing. You can choose to ask the interviewer when they hope to make their final decision. As you wait for your job offer, continue to go to interviews and follow the process. Never count on getting any job until you have received the call extending an offer of employment to you.<br />
  63. 63. Page 61<br />Graduates<br />
  64. 64. Page 62<br />Graduates 1 of 4<br />WHERE GRADUATES GO WRONG<br />Lack of business acumen, commercial understanding and preparation for the ‘leap’ from the academic to commercial environment. <br />The lack of personal and interpersonal skills, including communication, emotional intelligence and organizational skills.  <br />
  65. 65. Page 63<br />Graduates 2 of 4<br />WHERE GRADUATES GO WRONG<br />Poor English language skills, ranging from a difficulty in making the transition from academic writing to business writing, to basic inadequacies in grammar and spelling.  <br />Attitudinal issues, including the unrealistic expectations of their role and inflated views of their capability early on.  <br />Specialist skills needed for specific jobs e.g. engineering, computer science.<br />
  66. 66. Page 64<br />Graduates 3 of 4<br />CORE SKILLS REQUIRED BY EMPLOYERS<br />Personality profiling and psychometric testing<br />Interview skills<br />Managing conflict<br />Personal presentation and building personal brand<br />Project management<br />Personal leadership skills<br />Negotiation skills<br />Assertiveness<br />Contributing to a team<br />Business writing<br />
  67. 67. Page 65<br />Graduates 4 of 4<br />CORE SKILLS REQUIRED BY EMPLOYERS<br />Presentation skills<br />Time management<br />Taking responsibility for personal development needs<br />How individuals give value within the business context<br />Financial awareness and understanding how a business works<br />
  68. 68. Page 66<br />Case study <br />
  69. 69. Page 67<br />Case study <br />
  70. 70. Page 68<br />Conclusion & Questions<br />
  71. 71. Page 69<br />Conclusion<br />Summary<br />Questions<br />
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