.. of cc r t .e “ . u g h s o n d w rd B th del fully Ric to or i ne ﬁ h gu es ha .. ve su ette o i n a et ow rk lles b s sHandbook for h o n n a o(IT) Job Hunters .” The magic of common sense,know-how, and spiritual exercises as applied to the job hunting process Janus: in Roman mythology the God of gates, doors, doorways, beginnings and endings. Daniel Barber
Handbook for (IT) Job HunTersHandbook for (IT) Job Huntersdaniel barberCopyright 2010
Handbook for (IT) Job HunTers da n I e l ba r b e r
Handbook for (IT) Job HunTers Ta b l e o f C o n T e n T sP r e fac e - 1c ha P t e r 1 h ow to G o a b o u t t h e Job of Job h u n t i nG - 3 k n ow b e f o r e yo u g o 3 P l a n n I n g w HaT T o d o 3 C om m o n se n se 5 w HaT T o e x P e C T 9 T H e T y P IC a l H I r I n g P r o C e s s 10 reCord keePIng 13 r e g a r d I n g s a l a ry 14 Qu I z & r ev I ew 15c ha P t e r 2 Yo u r t e a m - 1 6 C om m o n g oa l — C om m o n C au se 16 T H e P r o C e s s a n d T H e g oa l s 18 e sTa b l I sH I n g r a P P o rT 20 Qu I z & r ev I ew 20c ha P t e r 3 t h e wa i t i nG G a m e - 2 1 baC k f I l l P o sI T Io n s 21 ov e r f I l l P o sI T Io n s 21 Too many Cooks In THe kITCHen? 21 H r a n d yo u r r e sum e 22 T H e H I r I n g m a nag e r a n d yo u r r e sum e 23 Qu I z & r ev I ew 24c ha P t e r 4 e f f e c t i v e r e su m e De v e l oP m e n t- 2 5 T H e P u r P o se o f a r e sum e 25 T H e sum m a ry 26 e du C aT Io n 27 T e C H n IC a l sk I l l s 28 wo r k H I sT o ry 28 Qu I z & r ev I ew 28 a sI m P l e a n d su C C e s sf u l m e T Ho d o l o g y 28 J o b sP e C I f IC aT Io n / d e s C r I P T Io n 29 a w e b d ev e l o P e r J o b d e s C r I P T Io n 29 r e sP o n sI b I l I T I e s 30 m a n daT o ry r e Qu I r e m e n T s 30 Preferred reQuIremenTs 30 d ev e l o P I n g a r e sum e f o r T H e w e b d ev e l o P e r P o sI T Io n 33 m u lT I P l e r e sum e v e r sIo n s ? 41 a P IC T u r e I s wo rT H a T Ho u s a n d wo r d s 42 C o n sI d e r u sI n g a sk I l l s & e x P e r I e n C e g r a P H IC I n you r r e sum e 42 leT Ters of referenCe 43 P r o f e s sIo na l r e f e r e n C e s 45 Qu I z & r ev I ew 45
c ha P t e r 5 e f f e c t i v e i n t e rv i e w i nG - 4 6 T H e m o sT o f T e n s o u g H T a f T e r 46 T H e r o l e P r e se n C e P l ays 46 Qu I z & r ev I ew 50 m o o d s a n d T H e I n T e rv I ew 51 m o o d Pa r I T y 54 mood sCale 55 Qu I z & r ev I ew 57 o P P o sI T Io n — m I sI d e n T I f IC aT Io n — l a b e l I n g 57 Qu I z & r ev I ew 63 “C Ha r g e” 63 d r e s s f o r T H e I n T e rv I ew 64 a n T IC I PaT e T H e C l I e n T 65 P r aC T IC e 66 w HaT m o s T P e o P l e wa n T f I r s T a n d f o r e m o s T 68 r a P P o rT 68c ha P t e r 6 m or e a b o u t t h e Job i n t e rv i e w- 7 0 T H e T y P IC a l J o b I n T e rv I ew m o d e l 70 daTa g aT H e r I n g 70 f o C u se d P r e se n TaT Io n 71 C l o sI n g 76 f o l l ow u P 76 Qu I z & r ev I ew 76c ha P t e r 7 r e a l l i f e i n t e rv i e w Qu e st ion s - 7 8 u sua l Qu e s T Io n s 78 m o r e Qu e sT Io n s a n d P o s sI b l e r e sP o n se s 80 o f f- T H e - wa l l r e m a r k s 84 P r o b l e m - s o lv I n g Qu e sT Io n s 85 w HaT I f Qu e s T Io n s 85 sI l e n T a s se s sm e n T 86c ha P t e r 8 s a l a rY e x P e c tat i on s - 8 8 T H e s a l a ry r a n g e 88 a b ov e T H e r a n g e 88 s a l a ry H I s T o ry 89c ha P t e r 9 f or t h o se J u s t s ta rt i nG ou t- 9 0 you r g oa l 90 T H e e m P l oy e r sk I l l s a s se s sm e n T 91 C om Pa r I s o n 93 THe HunT 93 su g g e sT Io n s 93c ha P t e r 1 0 f or t h o se w h o a r e u n e m P l oY e D - 9 5 f I r sT T H I n g s f I r s T 95 e x e r C I se 1 — sk I l l s a s se s sm e n T 95 sTa rT w I T H yo u r f I na n C e s 97 d ev e l o P a wo r k s C H e d u l e 98c ha P t e r 1 1 G e n e r a l t i P s - 9 9 C om m u n IC aT Io n sk I l l s 99 P r e se n T vs . a b se n T 99 P o sI T I v e v e r su s n e g aT I v e 100 “ T H e b ox” — u n d e r s Ta n d I n g I T, wo r k I n g w I T H I T 100
c ha P t e r 1 2 w hat to l o ok f or i n a n aG e nc Y- 1 0 6 J o b C oaC H I n g 106 I n T e rv I ew C oaC H I n g 106 r e sum e d ev e l o P m e n T 106 mood sCale TraInIng 106c ha P t e r 1 3 a DDi t i ona l t e s t i m on ia l s - 1 0 7 f r om J o b se e k e r s 107 f r om C o r P o r aT e C l I e n T s 112 aC k n ow l e d g e m e n T s 114
Handbook for (IT) Job Hunters 1 Prefaced aniel barber has a 41 year IT (Information Technology) back- ground with 25 years as a recruiter, and is an experienced personaladvisor. He founded niche Technologists, Inc. in 1993 following 26 yearsin corporate america where he held a variety of roles from entry to seniorlevel management/executive positions.n iche Technologists is an IT (Information Technology) consulting and staffing company that provides corporate clients throughoutthe u.s. with flexible and permanent IT staffing support services.m r. barber has been quoted in various trade publications, appeared on television, participated in radio talk shows, published in sev-eral newspapers and trade magazines, is an ex-drug rehab counselor, astudent of Crv (Controlled remote viewing), and student/adept in thefield of metaphysics the past 38 years.“ my purpose in writing this guide is to empower job hunters to do for themselves in their job search what I do for others. although theslant is for the experienced IT professional, the guide should be usefulto anyone job hunting. It also gives one a look at the process on theCorporate/Hr side.”
Handbook for (IT) Job Hunters 3 Chapter 1 How to Go About the Job of Job Huntingk now before you go a good first step is to write a plan before you launch into the jobsearch. a simple, realistic plan will help to reduce the stress and establishprediction and stability. a plan gives you a road map to follow, keeps you out of the woods. If you are currently employed, skip the obvious parts of the follow-ing sample plan.P • lanning what to do decide if you are willing to relocate for the “right” job. If you are, make a list of geographical areas you are willing to relocate to. • fully describe (write it out) what the “right” job would be for you. • If you’re not willing to relocate, do not invest any time consider- ing a job that would require relocation. • decide if you are willing to take temporary work through a consulting company/agency or if you would be willing to take temporary work that includes a right-to-hire option. • If you are, decide if you’re willing to travel during the week if required; if you are, ask your associates for names of any consult- ing companies/agencies they may be aware of in your area, and then search for them and others on the web. • Put the contact information of those consulting companies into a folder labeled “Temporary Jobs”.
4 Daniel Barber • make a list of current and past co-workers, and managers you have reported to. • Inform them you are looking for a job. ask for their help by informing people they know who may be in a position to help. • Put those contact names and dates you contacted them into a folder labeled “networking”. • search the major job boards on the Internet but do not post your resume yet. what you want to do is search for, retrieve and print out job descriptions that align with your background experience, skills and geographical preference. Put these job descriptions in a folder labeled “Job boards”. • Create a search agent to automatically notify you when jobs are posted that align with your background experience, skills, and geographical preference. • If you do not want to relocate, generate a list of companies that are within a reasonable commuting distance. a directory of cor- porations is available in some of the larger libraries and perhaps through a local Chamber of Commerce. some libraries offer the on-line use of “usa ref ” which is a database of thousands of companies throughout the u.s. complete with contact names, titles, addresses, etc. • using the Internet, go to the web sites of these companies and search their career opportunities/job postings for any that seem to align with your background (do not apply on-line yet). Print out these job postings and place them in a folder labeled “local Companies.” revisit these web sites each week for any new post- ings. • go to the chapter in this guide on effective resume development and read through it several times.
Handbook for (IT) Job Hunters 5 • go to the “Job boards” and “local Companies” folders. Pull out a job description and create a “skills Comparison Table” as shown in the chapter on effective resume development. • follow the steps to develop your resume for that position. • return to that appropriate job board or company web site and apply / submit your resume on-line. • Continue with the next job description until completed. keep a list of all companies where you submitted your resume and the date of submission. • afterwards, post your resume on the major job boards. • now go to the folder labeled “Temporary Jobs”. • repeat the process. • Purchase newspapers and review the jobs advertised. Proceed accordingly. • look for job fairs and attend them with several copies of your resume (be sure to get as much detail on open positions that is available). • look for monthly or bi-monthly “business card exchange” gath- erings. attend them with several copies of your resume. • Contact the local Jaycees and ask if they can help. • Contact the lion’s group and ask if they can help. • Contact the association of retired professionals (or some such title) and ask if they can help.c ommon sense If your skills and experience are a stretch for a particular job, don’twaste your time by putting your resume forward. you’ll only becomefrustrated if no one gets back to you.
6 Daniel Barber If you have all of the mandatory skills and your background alignswith a job description, go for it by all means but take the time to researchthe company by going through their entire web site for starters, and thensurf the web on the company name. If you have a majority of the mandatory skills and your backgroundaligns with the job description, go for it. If you are entry level, look for entry level positions. If you are entry level but can’t find an entry level position, look aroundyour area for consulting companies and agencies such as robert Half andkelly services. Contact them for an entry level position or temporary jobwhile you search for a full-time position. If you are entry level, think about starting your own freelance con-sulting company to gain the necessary experience that can help you geta full-time corporate position (you can always subcontract yourself outto established consulting companies who work in your field). If you’ve been out of the game for a while and want to get back in,look for entry level positions — or make yourself available on a trialbasis for a more advanced position. offer yourself on a trial basis witha right-to-hire option. These trial periods usually run 3 months. at theend of three months, or before, a decision is made to either let you go orconvert you to full-time employee status. The objective here is to showthe client he does not have to make a long-term commitment right awayand allows both parties the opportunity to get to know one another (oftenreferred to as “try/buy”).
Handbook for (IT) Job Hunters 7 If your background reflects a pattern of career volatility (job hop-ping), don’t expect a response to your resume if you apply for a full-timeposition. Three jobs over a five or six year period usually qualifies as jobhopping. The client will see this as a red flag and have no reason to believethe pattern won’t continue. doesn’t matter what caused the job hopping,what matters is the pattern. That said, given the recent “crash” don’t puttoo much attention on this, just be sure to include a brief statement ineach work history resume entry such as “laid off,” “downsizing,” “m&aled to reorganization and layoffs.” If you are a consultant wanting to leave the consulting sector for afull time position, the client may be concerned about five things: (1) yoursalary history, (2) your salary expectations, (3) why you want to leavethe consulting sector, (4) that you might return to the consulting sector,or (5) that you may continue doing “freelance” work in your off-hours. regards (1), your salary history, and (2), your salary expectations,consultants typically out-earn full-time corporate employees. It’s likelythe full-time position pays far less than what a consultant is accustomedto earning. It’s a trade-off that requires some careful thought on your part. regarding (3), why you want to leave the consulting sector: the con-sultants I’ve worked with who decided on a full-time position usuallywanted to eliminate extensive travel (spend more time with their familiesor create a worthwhile relationship); wanted more stability in their life(eliminate being unemployed for extended periods between contractwork); wanted to build a steady retirement fund (not always possiblefor a consultant when he or she is not on assignment); wanted a goodmedical, dental, vision, etc. benefits package (a consultant often pays all
8 Daniel Barberor as much as 50% of this while a corporate employer usually pays all orthe majority of the costs). regarding (4), you might return to the consulting sector, the itemsin (3) above address this concern. regarding (5), a good response is that your decision to leave theconsulting sector includes any free-lance work. what you do in your offtime is your business, but I’ve seen clients dismiss very qualified appli-cants when they said they planned to continue free lance work on theiroff hours. why they were dismissed is because the client/hiring managerhad a past bad experience with just such a person. If you are a consultant who has left the consulting sector for a fulltime position in the past but later returned to the consulting sector andnow want to return to a full time position, the client has no reason tobelieve that pattern won’t continue. The pattern is a reflection of your employment stability or instabilityand, of late, the uncertain economy. but patterns can be deceptive. forexample, I’ve had candidates who were laid off a full time job and latertook a consulting engagement because no full time positions were avail-able that aligned with their skills or that paid a decent salary. now thatone is available, they wanted to go for it. explain that to the client in yourresume summary (more about resume development in a later chapter). be honest with yourself and those you work with during the process.don’t kid yourself or waste your or their time. for example, if you initiallyinformed the client or agency that your salary expectation for a position
Handbook for (IT) Job Hunters 9is x but you later decide it should be increased to y, you need to informthose involved before you get into the interview phase. likewise if youhave known all along that a position does not include a bonus and youagreed with that but later decided you want a bonus, you need to informthose involved – I have had very qualified professionals tell me what theirsalary expectations were, which I passed on to the client. The interviewswent so well the person told me he would bet the client would pay more.I strongly advised against this but the person told the client he decidedhe wanted more money. The client wanted to hire the person but decidedto walk away. The person was not viewed as trustworthy. If you’re currently employed and decide to leave, isolate and identifythe exact reason(s) why you want to leave your current employer. Then, ifpossible, discuss this with your manager and ask for him or her to workwith you to resolve the problem. realize that any new hiring manager whointerviews you is likely to ask “Tell me why you want to leave your currentemployer?” or/and “did you try to resolve the problem with them?” whatwill your answer be to those questions? I had one job seeker tell me heleft two jobs because “It was time to move on.” well, as a hiring managermyself, I would and did discount him as a viable candidate. moreover,there are always at least two reasons for moving on, the one you tell thehiring manager and the one you don’t want to reveal.w hat to expect understanding the typical hiring process may help to alleviate frus-tration you could experience during your job search.
10 Daniel Barbert he typical hiring process understanding what usually happens on the client side when they arehiring will help. The sequence and time line explained below is typicalbut not always the case. • The job description is usually posted internally to give current employees the opportunity to apply (career path opportunity). This internal posting period is often for two weeks. • If no internal candidates, the job description is then posted on one or more of the major job boards, often posted on the client’s corporate web site, and given to a few recruiting agencies the client has developed a relationship with over time. • resumes begin to arrive and are routed to an assigned Hr (Human resources) representative. • Hr reads through the resumes to determine if the candidates appear qualified to the job description. If not qualified, the resume is basically ignored. If qualified, the Hr usually does a pre-screening interview by phone with the applicant. If the Hr is reasonably assured the applicant is qualified, the resumes are routed to the hiring manager for review. • The hiring manager reads through the resumes and generally sorts them into three categories: (1) those he wants to interview first, (2) those he wants to interview in a second round if no one is hired from the first round, and (3) those he does not want to interview. • The hiring manager then informs the Hr representative who he would like to interview and includes dates and times he is available.
Handbook for (IT) Job Hunters 11• Hr then contacts the candidate directly or the agency to sched- ule.• The first round of interviews begins usually with the hiring man- ager and one or more of his team attending. This first interview is almost always a technical assessment; it can be on-site or on the phone.• all the while resumes continue to arrive and the process contin- ues until the hiring manager has lined up four or more candi- dates for the first round of interviews. This cut off point of four is arbitrary and at the hiring manager’s and/or Hr’s discretion. what generally happens is all resumes are put into a hold status once this cut off number for the first round is decided. If no one is hired following the first round, the hiring manager goes to the second category candidates (my experience is that someone is almost always hired when the first round concludes).• when the first round of interviews is completed, the hiring man- ager will meet with others who were involved in the interview to decide which applicants they want to bring back for a second interview. This second interview is usually to meet the senior managers. note that it is not unusual for four or more interviews.• again, the hiring manager will contact Hr with names of those for the second interview and provide dates and times he and the team are available. This is a narrow down and usually includes the top two applicants.• and again Hr contacts the candidates directly or the agencies to schedule.• The second interviews begin.• once these are completed, Hr and the department managers will select who they want to hire.
12 Daniel Barber • Hr is contacted and they in turn call the candidates (or agencies) to arrange a third and final meeting but this time with the Hr representative. This meeting includes the formal offer, a review of policy, benefits, forms to sign, establish a start date, etc. The offer is often contingent on successful reference checks, drug screening, sometimes background and credit history checks, and almost always employment and salary verification. • The remaining candidates are often not contacted with the feedback that the position has been filled. However, the agencies usually are and most of them will inform their candidates. I think the reason so many candidates are not kept well informed by Hr is because of the sheer volume of resumes received (hundreds is not unusual). • at some point, the job description will be removed from the client’s corporate web site although any posted on the major job boards are usually left to expire. The above hiring process can take as few as 2 weeks or as long as 3months. you also need to be aware of another variable: there are agencies thatbrowse other agency web sites in search of job descriptions. They willoften copy them and then post them to their favorite job boards and / ortheir own web sites in hopes of finding a qualified candidate (this oftenexplains why you’ll sometimes see several postings for the same posi-tion). If they do find a qualified candidate, they will contact the agencyfrom whom they pulled the job description in hopes of working a “splitfee” arrangement.
Handbook for (IT) Job Hunters 13 most agencies (not all) will not go along with a split fee so be sure toask any agency if they have the job order directly from the client or havebeen invited to help by another agency that was given the order by theclient (these agencies will have agreed to a split fee).r ecord keeping every time you apply for a position through an agency or on yourown, put the company name on a list and the date you submitted yourresume alongside. Tell agencies representing you to ask for your priorapproval before putting your resume forward to any client, and ask theysend you a copy of your resume that was sent to the client. Having the agency get your approval before submission lets you checkthe agency’s client against your list and avoids “double submissions,”potential conflicts, and upsets. (be willing to give a copy of your list tothe agency so they don’t waste their time.) I’ve seen clients walk away from valid candidates when two submit-ting agencies made a fuss about who should receive commission if hired.sometimes this is avoided if the client time stamps the resume on receipt(first in wins). but the best handling is no handling when you employgood record keeping and set the ground rules with the agency. Having a copy of your resume that the agency sends to the client letsyou know what the client knows about you. If you’re using an agency and you want to review your resume forany changes they may have made, ask for a review before they submit it,
14 Daniel Barberbut be willing to guarantee your turnaround within a few hours or 1 dayat the most (time can be of the essence).r egarding salary many companies instruct the agencies working / recruiting for themto never give a job applicant the salary range for a position nor allow it tobe posted on any job board. why they do this is because their experienceis that job applicants, hearing the salary range, will only remember thetop end of the range. This is too often the case and if the client decides forany reason not to offer the top end, the applicant is upset, and the agencywho presented the client gets a hand slap or knocked off that company’sagency list. but there is another reason salary ranges are usually not postedwithin job descriptions: it happens that current employees of the hiringcompany who have similar qualifications, perhaps in a similar role, willfind that job description and become upset if the salary range exceedswhat they are currently earning and this often leads to discord that canaffect an entire team/group. If your average annual earnings over the past 3 years was in or nearsix figures and your salary expectation is in or near six figures, don’texpect a client to respond if the position pays a starting salary less than$75,000 unless the position includes bonus, options or commission suchthat, combined with the salary, you have a total compensation packagethat can move you into that earnings range. regardless of what the starting salary is, take into account the wholepackage: salary, medical, dental, 401(k), pension plan, bonus or com-mission plan, tuition reimbursement, company sponsored training, paid
Handbook for (IT) Job Hunters 15vacation, holidays, personal days and sick days, career path opportunities,working environment, and payroll taxes. a starting salary of $75,000 can easily ramp into the six figures whenyou take all of this into account — and you may be sure the client hastaken this into account in structuring the compensation package. another thing to know about salary is they are often determined bya Compensation analyst in Hr and, generally, are competitive for thegeographical area (but not always). also to know is that hiring managers are sometimes given authorityto offer more but this rarely happens unless the hiring manager really,really wants to hire a particular candidate.Q uiz & review 1. list three reasons why having a plan to follow is a good idea. 2. what are some of the advantages of setting and holding to a schedule when you’re between jobs? 3. why would it be important to understand the typical hiring process? 4. what is the purpose of record keeping? 5. what are some of the things you can expect during your job search? 6. what are some of the things you can do to relieve tension and frustration during the process?
16 Chapter 2 Your Teamc ommon goal — common cause your team includes you, your PC, the job boards, your resume, yournetwork, the hiring manager, Hr representatives, family, friends andassociates willing to help, agencies, etc. your tools include your plan, a job-hunting work schedule you stickto, an effective resume each time out, job board postings, the Internet,job openings that fit, etc. Hiring managers want to hire job seekers who are qualified to theirspecifications (the job description). Hr wants to give the hiring managers resumes that are qualified tothose specifications. The successful job seeker wants to be hired and should only go afterjob specifications for which he is qualified. all share a common cause: all are working towards the same goal. but on occasion there is another dimension on the client side whichthe job hunter must be aware of and prepared to work with. That dimension could be described as a veil that sometimes existsbetween the job seeker and the hiring manager, and the job seeker and
Handbook for (IT) Job Hunters 17Hr — a veil that you have to work with and through although you hadnothing to do with its existence. If you were a hiring manager or Hr representative, how would youfeel about having to tell people you’ve interviewed and like that they willnot be hired? what would you tell them? what reason(s) would you give? Hiring managers meet and interview dozens of job applicants whenthey have positions to fill. Hr is continually tasked with interviewing hundreds of applicants. both try to get “close” to each applicant they meet in an attempt toget a “good feeling” about the person. a “good feeling” about someone means you would like or be willingto have that person around, get to know, etc. but a hiring manager and Hr know they are going to have to tellsome of the applicants they would like to have around that they aren’tgoing to be around. on the one hand they want to get to know you, but on the otherhand they may have become somewhat regretful from having gotten tooclose to too many others before you whom they have had to disappoint.
18 Daniel Barber most people don’t enjoy disappointing other people especially thosethey have come to like even a little. In fact, some people may actuallyfeel as though they are committing a harmful act by having to disappointsomeone. some people, rather than give someone disappointing news willsimply try to avoid talking with the person which, in part, explains theabsence of feedback. regardless, the successful job seeker has to presume the existence ofthis veil and work with it to bring about a “good feeling” about him bythe hiring manager and Hr. a good feeling about someone is called rapport but it’s really a com-posite of empathy, self-esteem, honesty, effective communication, andthe ability to interface with others. you begin to work with the potential existence of this veil through aneffective resume which insures the client will know within the first 5 - 10seconds of looking at it that you meet the job specifications — (Chapter 4). you continue through effective interviewing (Chapters 5 – 7).t he process and the goals many job seekers fail to realize they are participating in a hiringprocess without having a clear understanding of what that hiring processentails; this lack of understanding can lead to a great deal of frustration.
Handbook for (IT) Job Hunters 19 of course, it would be nice if the process was explained up front butit rarely is and that is why I’ve given you a typical hiring process. Havingsome understanding of the process sequence and how it flows allowsyou to put some reasonable prediction in with regard to what to expectand when. If you’re dealing through an agency, ask them to explain the client’shiring process. If you’re not working through an agency, use the typical hiring processmodel or ask the Hr representative if they would explain their process. a majority of job seekers also fail to incorporate and more closelyalign their approach with the goals of the client. your goal is a no-brainer: to get hired. a search agency’s goal, if you’re using one, is a no-brainer: to getyou hired. Is anything missing? what about the hiring manager’s goal? The hiring manager’s goal is to hire someone he feels is best fit forthe position. I can tell you with absolute certainty that “best fit” does not alwaysmean the most technically qualified.
20 Daniel Barber managers regularly hire people they have a good feeling about whosetechnical skills are lighter than stronger technical applicants they don’thave a good feeling about or whose “soft skills” are lacking (a soft skillwould include strong interpersonal skills, high on empathy, willing tointeract with others, etc.). The Hr goal includes reviewing resumes, interviewing applicants,and sending to the hiring manager those applicants’ resumes they believefit the job specifications. later in the process, Hr meets the applicants chosen to interview,has them fill out an employment application, explain what they knowabout the position, usually give an overview on the company, and ask afew questions before introducing you to the hiring manager.e stablishing rapport establishing a rapport begins with realizing that you and the clientare on the same team, the same page, developing your resume to parallelthe job description, and the aforementioned attributes.Q uiz & review 1. what is the value of having a team whose goals are aligned? 2. why would it be important for you to view yourself as someone who is on the same team as the client? 3. what is the definition of rapport?
21 Chapter 3 The Waiting GameT here are two types of positions you should be aware of so that you can estimate how long the hiring process is likely to take. The two types are often referred to as “backfill” and “overfill.” a backfill comes about when someone vacates an existing position(promoted, transferred, resigned, whatever). an overfill position is anewly created position.b ackfill positions Hiring managers are usually in a hurry to fill them because his orher team is carrying the extra workload. I’ve had backfill positions closewithin two weeks from resume submittal, through the interviewing pro-cess, and formal employment offer. However, sometimes they take longer.o verfill positions The hiring manager is usually not in a big hurry to fill these. I’ve hadoverfill positions take three or four months to close.t oo many cooks in the kitchen? expect unusual delays in the process if three or more hiring managersare involved in the decision making process. why is because each managerhas a vision of what he feels is needed and sometimes these visions are
22 Daniel Barbernot aligned. It becomes your job to find out what they are and to alignyourself to them (more about this in Chapter 6). when there are too many cooks in the kitchen, whose vision do youthink will win out? usually it is the most senior of the managers.h r and your resume Hr representatives do much more than read through resumes,schedule job interviews, make employment offers, review benefits, policy,etc. many of them are also responsible for a host of employee relationsactivities: understanding and implementing relative federal and statelegislative issues, resolving workplace issues, managing industrial andlabor relations, labor negotiations, mediations, employee counseling,state and federal Hr audits, etc. Hr is usually assigned to partner with hiring managers when thehiring manager has an open position to fill. Their purpose is to save thehiring manager time so that he can continue to spend most of it on hisprimary duties. when Hr is involved, it is they who first read through incomingresumes, often hundreds of them. It is Hr who decides which resumeseems to fit the job specifications. It is Hr who usually interviews youfirst, and who sends your resume to the hiring manager for his review ifa good interview, and it is Hr who will try hard to get feedback. until you read through a few hundred resumes for a single position,and sort out who seems to fit, all the while handling interruptions which
Handbook for (IT) Job Hunters 23break your train of thought, having to turn your attention to a higherpriority issue, etc. you can’t image how frustrating this single task can be. I’m not making excuses, but I am giving you an understanding of lifeon the other end during the hiring process. If your resume does not immediately convey to Hr that you havewhat the job specification calls for, it’s not likely to find its way to thehiring manager. and if your resume does finds its way to the hiring manager, but doesnot immediately convey to him that you have what the job specificationscalls for, it’s not likely you’ll be interviewed.t he hiring manager and your resume as hiring managers read through resumes, they usually sort theminto there categories: (1) candidates they want to interview first, (2) can-didates they will interview if no one is hired from the first round, and (3)candidates they will not interview. Clients often, but not always, fill positions when the first round iscompleted. making the first round requires getting your resume to the clientquickly, making sure it presents you effectively and how long the posi-tion has been open.
24 Daniel BarberQ uiz & review 1. what is a backfill position? 2. what is an overfill position? 3. why is it important to know if the position is backfill or overfill?
25 Chapter 4 Effective Resume Developmentt he purpose of a resume The purpose of a resume is to get you the first interview (there areusually 2 or more interviews in the hiring process). There’s no such thing as a “job winning” resume. There is such a thingas an effective resume summary drafted to the job’s particulars such thatyou probably will be interviewed. I’ll show you how to create a resume that will stand out above theothers and be more likely to get you the interview. Presuming you have the hard and soft skills, you’ll win 2nd and 3rdinterviews through your friendliness, preparation, ability to empathize,and effective communication and interview skills. you’ll win the job offer through your friendliness, preparation, abilityto empathize, and effective communication and interview skills. Here is an exercise that will help increase a person’s friendliness:exercise 5 as yourself or have another person ask: 1. look around here and find someone, something, or somewhere you would be willing to like. 2. look around here and find someone, something, or somewhere that’s really real to you.
26 Daniel Barber 3. look around here and find someone, something, or somewhere that you wouldn’t mind contacting or getting into communica- tion with. 4. look around here and find someone, something, or somewhere you wouldn’t mind or would be willing to understand more of. 5. look around here and find someone, something, or somewhere you would be willing to have a higher quality friendliness toward. Cycle through 1 – 5 over and over and continue until you notice andfeel a nice improvement in friendliness and then end off. To increase your chances of getting the interview, here is one approachI’ve been using with a great deal of success with hundreds of job seekersfor many years. a resume would contain (1) a summary, (2) education, (3) Technicalskills, and (4) work History. summary education technical skills work historyt he summary The summary is the key component; it is the first thing that appearson your resume and the first thing the client will read. The summary is developed and written to closely align with the cli-
Handbook for (IT) Job Hunters 27ent’s job specifications. (Job specifications are almost always developed or approved by thehiring manager.) your summary tells them you have what they have been looking for(presuming you do). They will read through your summary, realize you appear to havewhat they are looking for. at this point, they will look down into the “body” or work Historyof your resume in search of entries that support what you have told themin the summary supporting entries in your work History show them where, when,and how you have done what the summary says you have done. If your work History does not support your summary, you’re outof the game. If your work History does support your summary, it is highly likelyyou’ll be called in to interview for the position.e ducation Here you would include educational background including any cer-tifications and on-going academic pursuits.
28 Daniel Barbert echnical skills software and Hardware.w ork history This is the “body” of your resume — whatever else it contains, it mustalso contain entries that support your summary. In this section, you would highlight or otherwise emphasize (boldtype works well) those entries that support your summary.Q uiz & review 1. what is the purpose of a resume? 2. what sections should be included in a resume? 3. what importance does the summary have? 4. why is the summary placed at the beginning? 5. why is it necessary that the work History section support the summary?a simple and successful methodology I’ll introduce you to a simple and successful methodology I haveused to employ hundreds of job seekers all over the united states whowere or still are employed by some of the largest companies in the world. The methodology begins with a job description/specifications, con-tinues with the development of a “skills Comparison Table,” and follows
Handbook for (IT) Job Hunters 29through with the development of an effective resume.J ob specification/description you’ll find these posted on job boards, corporate web sites, in news-papers, trade publications and magazines, or through agencies. read through the job description several times until you understandwhat is wanted and needed. study the mandatory skills, desirable skills, preferred skills, and jobresponsibilities. Honestly compare your skills and experience against thejob description. a good way to do this comparison is to develop a “skills ComparisonTable” consisting of rows and columns (example below). The left-hand column contains the skills, experience, etc. that arelisted on the job description. The right-hand columns you fill in based on your skills and experi-ence. when completed, you’ll know if you’re qualified. If you are, you willuse the table to develop your summary.a web Developer job description Here is a web developer job description from one of my clients:
36 Daniel Barber • Created macros in excel. • successfully completed and deployed version I of the Technical speci- fication database. • revised version II with user-friendly front-end and lean charts for database requirements. • Compiled vba codes and compacted the database metrics Database • developed and deployed dimensional lean engineering metrics database. • effectively integrated ms excel charts with ms access. • Compile vba codes and compacting the database • key features included production of a variety of charts for average hours/deliverable, average deliverables/engineer, and average cost/ deliverable. facility Database • Created initial version of a facility database: The application maintains the departmental people information such as the personal info, profes- sional info such as years of service, education, training etc. • developed database design, user defined queries, reports, and forms. • generated monthly headcount report to the director used for main- taining headcount. • generating complex queries, canned and ad hoc reports and user defined forms. Creating modules, macros, sending objects via email. Importing and exporting data from various applications. end another example a hyperion essbase Job Description Job title Hyperion essbase systems administrator Job Description This position is responsible for Hyperion essbase application development and administration within the management reporting and Planning divi- sion. This position will work with the account department on monthly system operations and maintenance. The position will be responsible for developing and maintaining essbase cubes, developing relevant catalogs and reports, applying essbase formulas, building load rules and running calc scripts. In addition, the position will manage the budget process and maintain systems related sarbanes-oxley control items. This position requires primarily technical skills but knowledge of financial and profit- ability information is required as well.
Handbook for (IT) Job Hunters 37 responsibilities maintaining and developing essbase cubes Creating and maintaining relevant reports and books in essbase developing critical essbase applications to fulfill expanding needs of grow- ing company and provide internal support for internal customers day-to-day system operations and maintenance including system upload plans and procedures, system backups and server upgrades develop and maintain essbase calculation scripts maintain system security, budgeting information, currency tables, business rules, updating interfaces manage development work maintain system documentation developing and delivering training on Hyperion reports and analyzer experience and skills required ability to develop database applications within essbase, implement those applications into a production process and provide ongoing production support to the application. ability to work independently with business areas, internal technical sup- port functions as well as external vendors. ability to assume some senior level development and leadership respon- sibilities. bachelor’s degree in finance, accounting or IT display and ability to work with the financial aspects of Hyperion and com- prehend complex financial calculations. International experience, including working with multi-currency translations, a definite plus. Two years experience with Hyperion essbase, reports and analyzer and demonstrate the ability to develop applications in these disciplines on their own. strong technical background hyperion essbase skills comparison table mandatory my hands-on last used my skills level: skills experience b = beginner i = intermediate a = advanced2 years develop- Approximately 4 Starting in 1998, Advancedment experience years of experi- and used for over using Essbase, ence (4 years 2 years. Also Reports and with reports currently using it Analyzer and and 2 years with during consult- demonstrated Essbase and Ana- ing.ability to develop lyzer). Extensive applications in experience writ-these disciplines ing reports, as on their own well as building data cubes.
38 Daniel Barber mandatory my hands-on last used my skills level: skills experience b = beginner i = intermediate a = advanced Bachelor’s Degree Bachelor’s degree in Finance, in Economics, Accounting or IT Master’s degree in Finance and MIS Experience Extensive in all Since 1998 Advancedworking with the aspects of my financial aspects career. Experi- of Essbase, and ence in financial comprehend calculations ascomplex financial well as statistical. calculations International International Intermediate: applications experience comes I understand experience and from working multi-currency multi-currency abroad for over translations and translations two years. international applications. Strong technical Yes Since 96 Advanced background Experience Numerous Throughout my Advanced. includes devel- custom financial, career opment and operational and implementation reporting applica- of applications tions in a variety into a produc- of software. tion process with Each has been ongoing support supported and documented.Experience work- Both withining independently companies and within business as an outside areas, providing consultant. internal techni- cal support and interface with external vendors
Handbook for (IT) Job Hunters 39 mandatory my hands-on last used my skills level: skills experience b = beginner i = intermediate a = advanced Experience Management assuming some responsibilities of senior level up to 20 people development reporting to me. and leadership responsibilities?hyperion essbase resume(The client interviewed this job seeker, once on the phone and then flewhim in for an on site interview. a formal offer was made a few hours afterthe on-site interview, which the job seeker accepted.) John doe 2 nabisco way wala wala, wa 00009 (610) 555-1111 email address summarY• approximately 4 years experience with reports and 2 years with essbase and analyzer. extensive experience writing reports and building data cubes (advanced skills level).• extensive financial systems throughout my career (advanced level, financial and statistical).• i understand multi-currency transactions and international applications from my experience at (company name) (intermediate skills level).• bachelor’s degree in economics, and master’s in finance and mis.• Development and implementation of applications into a production process providing on-going support has been the cornerstone of my career. i have created numerous, custom financial, operational and reporting applications in a variety of software, supported and docu- mented (advanced skills).• experience includes working independently within business areas, pro- viding internal technical support and interfacing with external vendors and clients, both within companies and as an outside consultant.• experience assuming senior level development and leadership respon- sibilities with up to 20 people reporting to me. technical skills• Hyperion essbase, Hyperion analyzer, Hyperion reports, Crystal report-
40 Daniel Barber ing, sPss, sas, saP, vantive.• excel including programming macros, access including modules.• microsoft office programs including word and PowerPoint, Project, visio.• as400 applications including Jde.• mainframe computing including foCus and nomad. eDucationmaster of business administration (Name of college or University)Concentrations in management Information systems and finance Honorsbachelor of artsmajor: Political economy minor: Political science (Name of college or University) work historYconsultinG sept03-Present• Currently providing analytical consulting for a range of clients.• adjunct professor in communications and humanities.• Created custom reporting database developed in access and designed accounting reporting system in essbase.• Conducted sarbanes-oxley process flow documentation analysis.(company name, city, state) may 02 – sept 03Project manager• Performed data and financial analysis for channel incentive programs.• organized writing and implementation of all original training, including innovative reference documentation system for 75 person customer care department. Trained all instructors in courses and teaching methods.• Created manufacturing scheduling system in access to provide management information not available with the current system.• streamlined order process and reorganized department to improve efficiency and increase productivity. directed my team in diagramming out the sales order process from company receipt at end of sale to user receipt and fulfill- ment. This included documentation, process flow analysis and reorganiza- tion through saP and vantive. month end close time was reduced by 50% with no additional headcount required saving significant overtime costs.• supervised fifteen employees.(company name, city, state) aug 00 – may 02manager of finance and mIs• Project manager on a comprehensive budgeting model using access in a client server environment. This included designing the model to specifica- tions, overseeing and coordinating development and testing, training and support during use, and analysis of results.• Project manager on several financial and hospitality forecasting models and automated financial reporting process.• both projects involved international analysis and reporting which incorpo-
Handbook for (IT) Job Hunters 41 rated currency exchange and consolidation from several countries.• Provided all finance and mIs support for all divisions. This included ess- base development and reporting, custom applications in visual basic, and advanced Jde.• Casino statistician.• supervised two employees.(company name, city, state) oct 98 – Jul 00senior financial risk analyst• directed essbase reporting for auto loan and lease division.• developed several original loss forecasting methods that were later adopted by a major consumer credit bureau.• Implemented automated decision process.• Created analysis of relationship between loan origination and loss rates using sas.• developed consumer credit criteria for targeted sales and database market- ing analysis for subsidiary.(company name, city, state) mar 96 – oct 98financial analyst• developed and managed implementation of new division level reporting tools in excel and access using visual basic for automation. Contribution for several sales and customer databases included design and formatting, all programming, writing user manuals, teaching end users, and follow up.• developed a production forecasting tool in access that incorporated infor- mation from the as400 and the mainframe and provided automated output within minutes.• Provided monthly statistical regression analysis on forecasting accuracy using sas• automated several capital investment Irr processes, as well as roI model for field use.• supported all divisions including accounting close, marketing, sales and manufacturing.endm ultiple resume versions? This system does not require that you develop multiple resume ver-sions for each position you apply for. This system conditionally requires that you develop a new summarydepending on what skills and experiences are emphasized in different
42 Daniel BarberJob descriptions. my experience has been that a resume developed, forexample, towards a web developer position with one company requiresno or very minor changes to the summary for a web developer positionwith another company. you can end up with multiple summary versions but the body (workHistory) of your resume does not change other than what you highlightbased on the summary and job description.a picture is worth a thousand words from a survey I conducted with several hiring managers, one ofthe questions I asked was: “what do you want to immediately see in aresume?” The majority of hiring managers told me: “a picture that shows methe candidate has what I’m looking for.” I’ve given you one approach, which is the summary at the beginningof the resume. There is another, often more effective approach: give them a pictureof the summary and then the summary in words.c onsider using a skills & experience graphic in your resume The next page gives you the picture incorporated into the resume butonly shows the graphics and the summary.hyperion essbase resume with a picture and summary
Handbook for (IT) Job Hunters 43 John doe 2 nabisco way wala wala, wa 00009 (610) 555-1111 email address HYPERION ESSBASE ADMINISTRATOR YEARS EXPERIENCE ESSBASE & ANALYZER HYPERION REPORTS FINANCE & IT 0 1 2 3 4 5 6 7 8 summarY• approximately 4 years experience with reports and 2 years with essbase and analyzer. extensive experience writing reports and building data cubes (advanced skills level).• extensive financial systems throughout my career (advanced level, financial and statistical).• I understand multi-currency transactions and international applications from my experience at sun International (intermediate skills level).• bachelor’s degree in economics, and master’s in finance and mIs.• development and implementation of applications into a production process providing on-going support has been the cornerstone of my career. I have created numerous custom financial, operational and reporting applications in a variety of software, supported and documented (advanced).• experience includes working independently within business areas, providing internal technical support and interfacing with external vendors and clients, both within companies and as an outside consultant.• my experience assuming senior level development and leadership respon- sibilities with up to 20 people reporting to me.(The hiring manager immediately “sees” and then reads about the major skills hewants. MS Excel was used to generate the graphic, which was then copied andpasted into the resume in MS Word.)l etters of reference I suggest you obtain letters of reference as these can be powerful toolsif you know how to use them in your resume.
44 Daniel Barber The following page gives a resume of a job seeker applying for anetwork systems administrator position. This job seeker had letters ofreferences which I excerpted into the summary and then attached tothe resume which I sent to the client. The resume won him the initialinterview. The Job description and skills Comparison Table are not includedin this example.network administrator’s resume that includes a graphic and excerpts in thesummary from letters of reference John doe 2 nabisco way wala wala, wa 00009 (610) 555-1111 email address HYPERION ESSBASE ADM INISTRATOR YE ARS EXPERIENCE ESSBASE & ANALYZER HYPERION REPORTS FINANCE & IT 0 1 2 3 4 5 6 7 8 summarYmy technical background for this position includes 6 years with windowsnt, 3 years with windows 03, 5 years with windows 00, 3 years with sQl, 5years with iis, 4 years with terminal, 6 years with wins, 8 years with ms officesuite, 10 years with backup units, routers and scanners, 10 years with ibmand compaq desktop and laptops, 5 years with norton antivirus, 4 years withcisco hardware, 10 years with compaq and hP hardware, 5 years Dns, 6 yearsDhcp, 2 years landesk and sus servers, 5 years active Directory, 6 years withapplication, print and file servers, and 4 years with veritas backup software.i have a masters Degree in computer sciences, and a bachelor’s in businessadministration. my certifications include mcP, mcP+, and mcse. i amcurrently pursuing ccna/ccnP certifications.
Handbook for (IT) Job Hunters 45references from my last employer are attached. excerpts below:“he has performed extremely well in the daunting task of supporting inexcess of 200 users in 17 locations among 5 states. his ability to effectivelyand punctually service and administer the infrastructure of the companysingle-handedly is testimony to his abilities and work ethic. i whole-heartedlyrecommend him.” — Director of mis“his assistance in the communication and data area has been the key tokeeping our systems functioning at a high level of accuracy. he provided theproper balance of support and direction needed to enable individuals to suc-ceed and has a sense of urgency about business and consistently reinforces thepriorities of the company. he promotes good relations and adheres to a highstandard of ethics. i enthusiastically recommend him.” — vP of operations (The summary was developed from the skills Table. The skills Tablewas developed from the Job description.)P rofessional references Take the initiative and have two references lined up with formersupervisors.Q uiz & review 1. what is a skills Comparison Table? 2. what is the purpose of a skills Comparison Table? 3. what is used to prepare a skills Comparison Table? 4. what is used to develop the summary? 5. why must the “body” or work experience part of the resume contain information that supports the summary? 6. what is the value of having letters of reference in preparing your resume?
46 Chapter 5 Effective Interviewingt he most often sought after I’ve seen hiring managers time and again hire the job applicant whowas friendlier, and whose interpersonal and communication skills weresuperior to other applicants — even though the other applicants weretechnically stronger. This tells you the importance friendliness, empathy, self-esteem,effective communication, honesty, and interview skills play in the process.t he role presence plays Presence is defined as you being “here now.” Here are two axioms you can live by: • where your attention is — Is where you are. • where another’s attention is — Is where they are. your attention can be in the past, the present, the future or all threeconcurrently. attention in the past you left home earlier than usual this morning so that you could getto the office by 8:00 am, plenty of time to complete the business plan that
Handbook for (IT) Job Hunters 47you’re scheduled to present at a 10:00 am manager’s meeting. severe traffic congestion and long lines at the toll booth causedunusual delays and you end up arriving at the office at 9:15. you’re veryfrustrated and frankly quite angry because now you have only 45 minutesto prepare. Then you realize this time of the year is when a lot of peopleare vacationing, more cars on the roads then usual and you get a littleangry at yourself for not remembering this last night so you could haveleft home even earlier. regardless, the plan is due and you immediately start working on it— but you can’t seem to take the plan to a satisfactory end point becauseof the frustration and anger. now you find yourself getting angrier thanbefore. you are being pulled back into the past. Do exercise 3 on Page 50. attention in the future you’re discussing the status of on-going projects with the projectmanager in an 8:30 meeting, but your attention keeps getting pulledonto the employee reviews that are expected by your manager at 4:00pm. you’ve had review meetings with all 8 of your staff but still have tocomplete the review forms and handle everything else that will probablycome up during the day. you know from past experience that each reviewform takes about 1 hour to complete.
48 Daniel Barber you are being pulled into the future. Do Exercise 3 on Page 50. again, where your attention is — is where you are. absence prevents effectiveness. In both of the above examples, the person was absent from the “here,now.” This can be especially lethal during an interview, review, presenta-tion, etc. Can you recall a time you became slightly annoyed with someoneyou were talking to because he really wasn’t there — lights were on butno one at home? Can you recall a time someone became slightly annoyed because youweren’t really there? absence is the opposite of presence. absence comes about when your attention isn’t where it should beor where you want it to be. Presence is vital to effective communication which is the mainstayin successful relationship building, interviews, presentations, conflictresolution, evaluating the important from the unimportant, establishing
Handbook for (IT) Job Hunters 49priorities, envisioning, planning, implementing, etc. exercise 2— freeing up your attention to increase your presence below is an exercise that will help to increase your potential to bemore present. • make a list of all the projects you may have your attention on — set aside some time to do this and let it take as long as it takes. • when you have completed the list, take a look at the first item and estimate how much time it is likely to take to complete. Then do the same with the next item, etc. • now go back through the list and decide which should be done first, second, etc. Here you are establishing priorities, orders of importance. • Then schedule time for the first item and do it. doesn’t matter how long it takes to complete, what matters is that you do it fully and to the best of your ability. (If you do something half-way, it will come back at you to be done again.) • Take the second item and do it. Change priorities as needed, and allow for new things to be added tothe list. expect some things to take longer to complete than you expected,and expect things to come up that may cause delays. as each project is completed, you’ll feel a little better, more present,less “scattered,” and more in control. your attention that was focused onthat project frees up and comes back under your control for use elsewhere.This not only gives you an increased sense of well being but increases
50 Daniel Barberyour presence factor in that you have more of you to work with thanbefore. It’s that simple. exercise 3 — how to increase your presence and friendliness Here is a simple exercise that will help you become more presentand friendlier. I find this one particularly enjoyable while taking a walkoutdoors although it can also be done indoors. • notice something in your surroundings. • now notice something about it that you can agree with or like. • notice something else in your surroundings. • now notice something about it that you can agree with or like. repeat this exercise until you feel more “here” and friendlier.Q uiz & review 1. what is meant by presence? 2. what is meant by absence? 3. recall a time when you were present with someone. 4. How did that make you feel? 5. recall a time when you were absent with someone. 6. How did that make you feel? 7. recall a time when someone was present with you. 8. How did that make you feel? 9. recall a time when someone was absent with you. 10. How did that make you feel?
Handbook for (IT) Job Hunters 51m oods and the interview moods can be very powerful and they play a key role in interviewsand in life. a mood is just a mood. There are lots of them but the main onesinclude apathy, lethargy, sadness, fear, masked rage, rage, anger,Contentious, boredom, reserved, Interest, enthusiasm, and a few others(refer to the mood scale below). a mood is not you. a mood may certainly influence you, but a moodis not you. moods are triggered by the ups and downs of life. They put a personinto a particular frame of mind (attitude) and it is from this position thatwe try to get things done. so powerful are some moods that people have a tendency to becomethe mood as reflected in their attitude: anger can cause a person to becomeangry. Cheerfulness can cause a person to become cheerful. bad moods are catching. recall a time someone near you was in a bad mood. How did that affect you? good moods are catching.
52 Daniel Barber recall a time someone near you was in a good mood. How did that affect you? everyone experiences a bad mood at one time or another so go easyon yourself or the other person. keep in mind a mood is simply a mood,not the person, and that moods are triggered by the ups and downs of life. To handle the unwanted moods, you need to know more about themand how to work with them. ever try to be effective, productive or friendly when you’re angry? Takes a lot of effort, and makes for a tough day. ever notice how little effort it takes to be effective, productive andfriendly when you’re in a good mood? not much at all and it makes the day more enjoyable for you andthose around you. as an aside, it is when you are in a good mood that you want to thinkabout and plan your future. when you are in a bad mood, your immediate goal should be toseparate yourself from that mood. Here is an exercise that will help you do that: exercise 4 ask yourself or have another person ask: “describe your mood level.”
Handbook for (IT) Job Hunters 53 Then describe your mood level. describe everything you feel aboutit, holding nothing back. repeat and answer this question as many timesas needed until you can feel that your outlook has improved if even justa little. all you want to do here is improve your mood level so end offwhen you feel a little better. what happens during the exercise is that each answer to the questionrequires that you actually push the mood slightly away from you so as toget separation. The further it moves away from you, the better you feel,and the more able you are to describe it. It’s the act of separating yourselffrom the mood that causes improvement. note: The agent that binds the mood to you, what keeps it in place,is emotions which are contained within the mood so expect some tomanifest as you go through this extremely effective exercise. moods generate carrier waves whose characteristics are determinedby the mood. a carrier wave transports (carries) your feelings and words. The carrier wave is projected outwards and makes first contact —before the words arrive. The negative moods generate dense, heavy and slow moving carrierwaves: lethargy and boredom are two examples. The positive moods generate lighter, faster moving carrier waves:interest and enthusiasm are two examples.
54 Daniel Barber someone in a positive mood will be highly effective, more productiveand friendlier than someone in a negative mood.m ood parity what happens during a job interview if you are in a positive moodbut the client is in a negative mood? a majority if not all of what you say will simply not arrive becausethe absence of mood parity prevents connection. you and the client are at different positions on the mood scale. He’llhear your words, see your lips moving, but the words won’t register. It’slike trying to send an e-mail with no connection to the Internet or Intranet(the message never arrives). effective communication will not occur. Conversely, if the client is in a positive mood but you are in a negativemood, the same thing happens. It’s like trying to draw a circle with pen to paper but not being ableto connect the start point to the end point. you end up with a sort of but lousy circle or a sort of but failed attemptat communicating because the two carrier waves were so out of rangethey failed to connect. you walk away feeling a little confused. The client walks away feeling
Handbook for (IT) Job Hunters 55he’s just wasted valuable time. you’ll encounter people in various mood levels so knowing how torecognize and approximate various moods in order to achieve parity is avital skill to possess if you really want to win more often in life.m ood scale below are a few of the moods. There are many more, but these arethe major moods. look up the definition of each mood. role-play each mood. observeothers and try to spot their mood. Then approximate their mood. when you become reasonably accurate at spotting mood levels,you can take a position on the mood scale that approximates the otherperson’s mood. The process of defining, acting out, observing and approximatingmoods can be a lot of fun so long as you keep it at the spirit of play level(keep it fun). developing the ability to recognize and then achieve mood parityis a tremendous asset that is vital to achieving effective communication. achieving mood parity does not require that you assume the samemood. all you really have to do is approximate the mood. for example, if the other person appears to be in a mood level of
56 Daniel Barberboredom, you can either assume boredom or the next higher mood:reserved or conservative. In a mood of reserved or conservative, you would be reserved orconservative in speech and manner. If the other’s mood is interest, assume the mood of enthusiasm. In a mood of enthusiasm, you would be enthusiastic in speech andmanner. earlier I said that good moods are catching. with practice, you canactually lift another person’s mood level say from interest to enthusiasmsimply by being enthusiastic around that person in your manner andspeech. If the other person’s mood is contentious, assume the mood of bore-dom. and so on. The main moods from top to bottom: enthusiasm Cheerful Interest reserved boredom Contentious anger rage
Handbook for (IT) Job Hunters 57 masked rage fear sadness lethargy absenceQ uiz & review 1. what is a mood? 2. what is a mood not? 3. what is meant by mood parity? 4. recall a conversation when mood parity existed. 5. what were some of the consequences of that? 6. recall a conversation when mood parity did not exist. 7. what were some of the consequences of that?o pposition — misidentification — labeling known opposition could be a member of the opposing team. for asalesman it could be a competitor. for a job hunter it could be other jobhunters applying for the same position. known opposition can also be problems that surface during a project,not having enough time to do what needs to be done, having to makea lot of things go right to get to work each day, managing a budget, toomany interruptions, too many meetings, trying to be well rested duringthe week, etc.
58 Daniel Barber It’s easy to go into opposition with someone or something — we doit all the time. known opposition has its dark side to be sure, but unknown opposi-tion is insidious because it comes about unknowingly and without thebenefit of self-awareness or inspection. example you are introduced to John, a hiring manager, who is going to inter-view you for a job. shortly after being introduced to John you begin to feel somethingabout him you don’t like — you can’t put your finger on it but you canfeel it. These feelings may include anger or resentment or anything at all. you are aware of and sense the feeling but are completely unawareof the cause. In spite of your best efforts to suppress your feelings the interviewdoes not go well. you leave the meeting confused, a little upset about what happenedand why. you may even think something is wrong with you. afterwards, you rack your brain trying to understand what happened.