Dear Joanna,

Every day I receive a flood of emails at work without a complete signature of the sender. Sometimes the person just signs with a name. On occasion, the email signature is missing a telephone number, a job title or location. Because of the nature of the inquiry, I am supposed to call these people, but if I have to start looking up their phone number, chances are that this request will go to the bottom of the pile.

Why do people leave their signature off their emails? This is one of my pet peeves regarding emails. Am I being too picky?

Signed: Picky Professional (PP)

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Dear PP,

I too share your impatience and annoyance with this poor email communication etiquette at work. It is professional policy and good business writing behaviour to always complete your email with a full signature, whether you are writing an email as part of your job search or in your workplace.

I suggest that emails include a name, job title, department, company name, telephone(s), email and, even LinkedIn and Twitter links. If you wish to be more casual, then you can sign your first name above this full signature. The point is that it is good practice to make the reader’s life and workload as easy as possible. It is a burden on your co-worker to have to start searching for your contact details and what your job is (especially when there are new employees) amidst the tons of emails or cards received and filed away daily. This is obvious and so often overlooked explains, Matthew Levy in his article Enhance Your Job Search by Creating a Professional Email Signature.

Moving this concept into the world of job search, a competent, professional and intelligent email address for personal and professional purposes is highly recommended, adds Levy. Create an email address that is in line with what you would see in a work setting. For example, Firstname-lastname@yahoo.com. Your personal email account is really your work email account and a critical strategy for your job search.

The email signature is important, explains Levy, as this is the time when job seekers need to make an effort to convey a professional image. Lead with your name, consider a larger point size and a simple, user-friendly, with an attractive font and colour so it’s easy to read. Give yourself a job title as you had in your last full-time job and on your calling/business card. Much of the same idea applies as with the calling/business card – make it simple and easy for the recruiters or hiring managers to contact you. The hiring process happens very quickly and if a recruiter has to look you up, chances are that you will not be contacted and lose the opportunity.

Having a phone and email address on every new, forward, or reply email can support the efforts of all professionals, especially a job seekers, and make a difference to their outcome.

Joanna

To submit your questions for this column IN CONFIDENCE, please email dearjoanna@jvstoronto.org.

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The surprising request from an employer regarding interview clothing made me realise how much the world of work has changed over the last couple of decades. A client showed me an email he received from Apple Canada in reply to his application for an in-store sales position, which inviting him to an interview; the email specifically recommended that he dress casually, in a pair of “neat jeans” and a “collared shirt”. This is a sharp contrast to interview dress recommendations I have heard from other, even similar, employers over the years, who often expected a suit and tie, even from the applicants for the most basic entry positions.

While this simply reflects on an increasingly casual culture in many large companies, it also reveals how interviewing is changing. In an attempt to sort through a growing number of applicants for each advertised job, employers are trying a range of creative techniques to get to know their candidates better, including a more chatty, relaxed approach, which encourages candidates to be more honest. But, don’t be fooled, employers still expect a certain standard of dress and behaviour, and may judge candidates harshly if they do not conform.

So, what are the principles of dressing for an interview?

The basic principle for choosing clothes for an interview is that candidates should dress slightly better than the general dress code of the company. They can figure out the dress code in the company by either visiting the location, or speaking to employees in the company (or in similar companies). The bottom line is that job seekers need to know their target sector, and aim to look like insiders.

If candidates are unsure, rather dress too formally than too casually. If candidates realise that they are overdressed in the interview, it’s always possible to disarm the issue by pointing it out in a confident, yet self-effacing way (“I realise now that I’m dressed too formally — I’m quite glad to see that the dress code is more relaxed than I expected!“). Candidates who are too casual risk being regarded as not taking the interview seriously enough.

Different fields have different dress codes: banks and law firms tend to be more conservative and so a suit may be necessary, whereas the more creative fields and non profits may be more casual. But, this isn’t always the case — a fundraising foundation in a hospital setting, for example, can be quite corporate in its appearance.

If the sector is casual, unless indicated by the employers, it may still be better to avoid jeans and sneakers. Also, avoid too much jewellery and don’t use perfume/cologne (some companies have a scent free policy). For more detail, read How to dress for a job interview, in Canadian Living magazine, which offers some good basic recommendations regarding the standard expectations of employers for women. Some good tips for men can be found on Monster.com: Dress Appropriately for Interviews.

Dear Joanna,

In my efforts to prepare for an upcoming interview as a Marketing Specialist at a Fortune 500 advertising firm, I met with an Employment Counsellor at JVS Toronto. She gave me feedback that was painful to hear, saying that my body language gave the impression that I was not interested in the position. She said I slouched in my chair, kept fidgeting with my pen and did not smile. I was shocked to hear this feedback.

I thought my countless strengths, in-depth experience and expertise would qualify me for the interview, especially if I was able to answer the questions in a professional and clear manner. Please let me know what you think about body language in an interview.

Signed, Bad Body Language (BBL)
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Dear BBL

Did you know that 87% of messages pertaining to feelings and attitudes is in the words that are spoken,  38% of messages pertaining to feelings and attitudes is paralinguistic (the way that the words are said), and 55% of messages pertaining to feelings and attitudes is in facial expression. Did you know that communication is 7% verbal and 93% non-verbal?

According to Amy Levin-Epstein, in her CBS MoneyWatch article, Job interview posture: Body language power tips, how you present yourself in an interview (how you sit, stand, walk, dress) is as important as what you say, if not more. She quotes Amanda Haddaway, Director of HR for Folcomer Equipment Corporation: “There’s an old adage that communication is 7% verbal and 93% non-verbal. If you’re not projecting confidence and competence through your body language, the interviewer may not feel that you’re the right fit for the position”.

Creating a positive impression on an interview goes beyond what you say: it’s how you say it. Based on research, Dr. Albert Mehrabian’s Communications Model offers tips as to how to create a positive impression, including:

• always smiling when greeting the other person
• using the interviewer’s name
• shaking each person’s hand
• speaking with confidence and enthusiasm in your voice

Your gestures and how you sit at the table can demonstrate confidence; the hiring person will mostly evaluate your performance on this critical non-verbal communication, rather than only on your qualifications. In the end, it’s about building relationships. The interviewer will ask himself/herself – do I want to work with this person or do I want this person on my team?

Amy Levin-Epstein, in her article Job interview posture: Body language power tips, interviews Lisa Panarello, founder of Careers Advance and a finalist in the Toastmasters 2010 World Championship of Public Speaking, and provides these fantastic tips to make sure your body language is at its best on the interview day and that you make a great impression:

1.     Sit and stand up straight and avoid fidgeting. Slumping and fidgeting tells the interviewer that you don’t care about the interview and the  job. To demonstrate professional behaviour, keep your back straight and lean in slightly when spoken to, to demonstrate interest in the speaker.

2.     Practice and prepare. I am impressed that you are practising with your employment counsellor. Take the feedback seriously; your counsellor is correct to tell you the truth, because there is a big difference between how we feel we’re presenting ourselves and reality. Remember that JVS also offers Mock Interviews, where we use a camera to film your performance, so you can judge it for yourself.

3.     Dress appropriately. Make sure you look neat and professional, including making sure you have proper footwear and fitting outfits so it’s easy for you to walk with the interviewer. Stay away from too much jewellery and don’t wear any perfume or aftershave lotion. Many offices have scent-free policies, which you don’t want to contravene.

4.     Show some emotion. Try to remember to smile throughout your conversation; stress can cause you to frown, so be aware of your facial expression. Also, try to maintain eye contact (without staring) with the interviewer. If you are in front of a panel, try to have eye contact with each individual as best as possible. Tell stories as if you are reliving them –that will help the interviewer relive it with you.

5.     Walk with the interviewer. Follow the interviewer to or from the room, and make sure to keep their pace. Don’t fall back behind them or go ahead — but always make sure you leave enough room when walking (you don’t want to be stepping on their heels or tripping them up).

6.     Stand strong. If you find yourself standing for long periods of time, whether it’s presenting during a group interview or introducing yourself to potential co-workers at their desks, keep your footing stable. The best strategy is to be sure to stand on two flat feet. “Do not lean on one hip (too casual) or rock back and forth (this shows nervousness and will be distracting). Also, keep your legs and feet in line with your waist — too close together and you will teeter, too far apart and you will naturally want to cross your arms for balance, and you’ll look overconfident or closed off.”, suggests Panerello.

I would recommend practising again with the counsellor, friends and family to get their feedback. If you follow these tips, I have full confidence that you will do well in the interview and hopefully be closer to the job offer.

Joanna

To submit your questions for this column IN CONFIDENCE, please email dearjoanna@jvstoronto.org.

Dear Joanna,

Each day, I’ve been applying to hundreds of jobs in administration, bookkeeping and customer service. Most of my applications are online through websites such as Monster and Workopolis and all of the company websites. I tirelessly post my profile and resumes as requested by the various organizations. I follow the application instructions to the ninth degree.

How come I haven’t received one phone call for an interview? What am I doing wrong? I am completely qualified for the positions, and would at least be grateful for any feedback from those who are reading my resume. Any insights would be greatly appreciated. I’m desperate to find work. Nothing is working.

Signed: Online Applicant

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Dear Online Applicant,

Applying for jobs online is definitely one strategy; although I would strongly recommend that you limit your web surfing and applying for jobs to less than 10 percent of your job search time.

Since you are spending so much time applying for work online, it’s important that you understand how the Internet job boards work, as well as how recruiters review your application through their “Applicant Tracking System” or ATS. This is a software system purchased by large companies and sites such as Monster. Employers use it to manage their job openings and screen incoming resumes from job seekers through keywords that could be qualifications, skills, experience and education required for their position. The problem with the ATS is that if job seeker’s resume is not formatted the right way and doesn’t contain the right keywords and phrases, the ATS will misread it and rank the resume and candidate as a bad match with the job opening, regardless of the candidate’s qualifications, explains Meridith Levinson in “5 Insider Secrets to Beating Applicant Tracking Systems”.

Nix Prabhu, is a Client Relations & Business Operations Specialist at CareerEdge, a national non-profit organisation which describes itself as facilitating “the creation of meaningful work experiences to achieve business objectives and launch careers”, by offering paid internships to diverse communities including people with disabilities and internationally trained newcomers, all through online applications, using ATS. She offers some critical recommendations for all online job seekers.

1. Analyse the job posting: Recruiters will distinguish between “must have” mandatory qualifications and “nice to have” assets. Identify the skills, qualifications, experience, education and requirements in the posting, and count how often those key words appear on your application. The more the word appears, the more likely your resume will be picked up by the ATS software and be sent to the pre-screening team of recruiters.
2. Customizing your resume: Use the exact words and language in the posting. Do not use your own words. Don’t try to be fancy. Save it for the interview. Don’t use synonyms or acronyms, use the same words and phrases from the job posting. For example, if you are applying for a “Business Development Specialist”, and phrases such as “relationship management”, “analytical skills” and a “bachelors degree”, appear in the job description, these are mandatory qualifications. If you have this experience and requirements, then make sure these exact words are in your resume. Don’t substitute “relationship manager” for “account executive” even though the essence of the role is the same. Put in your resume what the recruiters put in their job description. The hiring people have programmed the ATS to pick up those three keywords in their search. And if you want your resume to be considered, then make sure you have all (or at least 90%) of the mandatory qualifications in your resume, or you will be dropped from the competition.
3. Know the buzzwords. All organizations use different words to describe the same position or role. Each bank for example has their own keywords and will call a “teller” something different. So, if you are applying to a teller position at TD Bank – use the words and phrases from the TD posting, but DO NOT try to apply for a teller position at CIBC with the same application. You will NOT get past the ATS, because CIBC uses different and organization specific words in their postings. It is a skill to be able to understand what the keywords are and how they are used by the different companies.

Some other suggestions on how to make sure you leverage your applications online and with the ATS are presented by Levinson in her article. Often resumes are lost because the date was listed before the employer name. The ATS failed to read the educational degrees that the candidate held which was a requirement of the position. Needless to say, the resume never made it to the recruiter. Although there are plenty of weaknesses with the ATS, it does save recruiters lots of initial pre-screening time, especially when the competition is steep within certain industries. It helps the recruiter to narrow down the candidate pool to the top 10 candidates whose resumes the system ranks as the most relevant. Levinson warns that “as long as employers rely on the ATS to screen resumes, qualified job seekers’ only hope for passing through them successfully is to understand exactly how the system works”.

As highly recommended by Karin Lewis, The Editor of this blog and JVS Employment Counsellor and Social Media Specialist, in her recent blog, face to face contact remains the most effective job search activity. If an employer knows a candidate, or they have been referred by someone they know, the likelihood of that candidate being hired is much higher. A recent New York Times article stated that referrals are important both for being called for interviews as well as in making the ultimate hiring decision, suggesting that “Referred candidates are twice as likely to land an interview as other applicants (…) For those who make it to the interview stage, the referred candidates had a 40 percent better chance of being hired than other applicant.”

My advice to you is to limit your online applications, and start increasing your job search efforts by using the plenty of other effective tools out there, as described on this blog.

Joanna

To submit your questions for this column IN CONFIDENCE, please email dearjoanna@jvstoronto.org.

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One of the biggest frustrations expressed by my job-seeking clients is how to convince employers to consider them for jobs for which their experience and skills are not a perfect match (“I know I don’t have every qualification listed on that job posting, but why can’t the employer just give me a chance? I learn quickly and am very motivated!”).  Many talented candidates tell me that trying to match their background to the qualifications listed on jobs posted online is a very frustrating exercise, often resulting in them being either over- or under-qualified for most positions.

Employers also express such a frustration — saying that despite the high unemployment levels and the reports of many highly qualified candidates — they often struggle to fill their open positions with suitably qualified candidates. Last year, the Wall Street Journal reported that as many as 40% of the companies they surveyed struggle to fill positions with suitable candidates. One employer admitted that “In some cases, like an open administrative assistant position, many applicants are overqualified”, expressing reluctance to hire such candidates because he believes they “won’t like the job—at least for very long.”.

In a recent article, Lou Adler, a Headhunter and Author, argued that the job market is divided into two markets — one that is effective at building careers and filling job needs, and one that does not work at all. The ineffective market is the one job seekers often look at first — where jobs are posted and qualifications are listed. The effective job market — the one that works — is hidden. Hidden, but “in plain sight”, he says.

What is the Hidden Job Market?

Even in this age of the Internet, when posting jobs on a company website is easy and does not have to cost much, most meaningful career moves happen away from public sight, through what Adler describes as “internal moves and networking”. In fact, he suggests that most candidates (almost 60%) find work through networks and recommendations from people who know them.

This means that job seekers who spend all of their job search reading through online job postings, and submitting their carefully composed cover letters and suitably targeted resumes, are missing out on the most efficient and effective way of finding meaningful work: networking.

The fact is that many jobs become available and are quickly filled, even before getting to the stage of being described and posted online. So much so, that these jobs do not even get counted in unemployment figures (which often rely only on counting advertised positions).

Where are these “hidden” jobs?

The truth about the job market is that employers also prefer candidates who are highly motivated and have potential to contribute to their company in the long-term. The problem is, that unless a personal recommendation can be made about these qualities in a candidate, employers do not have any objective way to assess motivation and future potential. The best they can do is ask staff, colleagues or friends if they know someone who might be suitable, based on their past performance.

When a position becomes available in a company, employers tend to go through the following steps, according to Lou Adler:

They start by considering past and present employees. They may informally ask around, to find out if any staff would like to take on the new opportunity, or whether they can recommend someone who might be interested, using “general criteria”, which are not rigid, and may be even be adaptable to the candidate’s fit to the position. If this is unsuccessful, employers will begin to network and ask around for suggested candidates from people whom they trust, still being flexible in terms of the criteria and nature of the job, depending on the potential of the candidate.

Only if the networking is unsuccessful, hiring managers will feel obligated to prepare a formal job description and advertise the job. The process of detailing skills and qualifications forced employers into becoming less flexible in deciding who they will have to hire. It also makes the process cumbersome and expensive, for both the job seeker and the employer.

Most job seekers have already experienced this in their work history. When I survey my clients about their previous jobs, most have stories of finding jobs — often the best, and most important jobs in their work history — informally, or through someone they knew.

How to access the ‘Hidden Job Market’

Throughout this blog, we have shared ideas about ways of networking so that job seekers can become known by as many influential people as possible. These include volunteering, as well as using LinkedIn, Facebook and Twitter to meet new potential employment contacts. I have also listed strategies for becoming the person who others think of when they have a job opening.

Most importantly, job seekers need to invest job search time to meet people and build trusting relationships which result in potential employers thinking of them when a job comes their way. This requires an investment of time and effort, and a rethinking of what many job seekers consider the usual ways of looking for work, to favour networking.

Dear Joanna,

I went on a job interview yesterday, and as I was instructed at a JVS Job Interview Workshop, I showed up 15 minutes earlier, to stake out the business first. I was greeted by the Receptionist who, quite frankly, was annoying. She kept asking me questions. Who am I here to meet? What was the job I was applying for? She was so nosy. It was none of her business as to my reasons for being at this company yesterday. What business did she have prying into my business?

I was wondering how to handle this situation with the Receptionist should I find myself in another interview with another busy-body Receptionist?

Annoyed Interviewee (AI)

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Dear AI,

That is great that you arrived early to become familiar with the company who was going to interview you. But you made a huge mistake by underestimating the power of the Receptionist in organizations. Receptionists’ opinions are highly valued at companies; often, they act as gatekeeper, and they deliberately assesses the candidate from the beginning. A company’s Receptionist can make or break the hiring decision, based on their experience with the candidate.

Kwoh and Weber (2012) from the Wall Street Journal write a fantastic piece (The Receptionist is Watching You) on this issue. Be nice to the Receptionist, they warn, because the interview begins the moment you walk through the doors of the company. So make sure your best behaviour should start immediately – don’t save it for the interviewers or managers! Do not assume that the receptionist or administrative assistants don’t matter. It’s just the opposite, add Kwoh and Weber; these frontline workers are “sharp observers who can instantly sense whether someone will fit in with the company culture.” Fitting into the company culture is often considered more important than technical skills.

Many bloggers write on this topic. Kwoh and Weber quote one Executive Assistant who explained how a bad first impression can ruin one’s chance of getting past even the front desk. When Hiring Managers are unsure about a candidate, they will ask the Receptionist who often can have the final say in the hiring. In another case, the Receptionist didn’t even pass on the resume to the appropriate managers because she was offended by the candidate who gave her the envelope with an attitude, treating her as if she was his slave. So, beware of your behaviour. Everyone you meet in your efforts to look for work or even after you have a job, deserves to be treated with respect and dignity. It could be the security guard, the office clearer and, in your case, the Receptionist.

Cathy Vandewater, a former Administrative Assistant, responded to Kwoh and Weber’s article in her post Impress the Receptionist: 5 Tips for Your Next Interview, with some useful guidelines for dealing with the receptionist at your next interview:

1. Don’t just be ”kind”; be professional and respectful.  It’s great to be friendly, but remember that the front desk person isn’t just a “hi and bye” character in your prospective working world. Very likely, you’ll need to interact with them every day, and you may need to rely on their support to get your work done. Be collegial and showcase your professionalism too.

2. Remember that the Receptionist is not on your side. Vandewater recalls the many times an interviewee politely greeted her, then, moments later, leaned in and whispered a question about what the boss is really like to work for. This was tactless. Treat the Receptionist just like you would your interviewer.

3. Keep in mind that the Receptionist is watching you. Make sure you dress and act professionally at all times in the office where you are having an interview or even if you are simply dropping off a resume. Pretending office staff is invisible to the point where you’re behaving inappropriately is insulting and damaging to your reputation as a professional.

4. Don’t flirt; it isn’t cute. Sure, you’ll very likely make a fun, light-hearted impression in the moment by complimenting the Receptionist. They might give you their number, but they won’t refer you for the job. While flirting might be fun, sexual harassment or tension in the workplace is not. Don’t cutesy your way out of a job opportunity by forgetting where you are.

5. Don’t let the Receptionist do more work than necessary. If you need help with directions, or dialing in to a conference call, consult with the administrative staff in a patient and respectful manner. Don’t assume they are there to serve you. Be thankful when you get help, and linger to have some light conversation, to show some genuine gratitude.

Remember that the Receptionist is in a powerful position, which — if you are respectful – can serve you well.

All the best with your job search,

Joanna

To submit your questions for this column IN CONFIDENCE, please email dearjoanna@jvstoronto.org.

Dear Joanna,

My job is changing. Over two years ago, I was hired as an Accounting Clerk, and now, with a sudden shrinking of staff in my company, it seems like my job description has expanded to include administration and customer service. For the same price, my workload has increased. I am also expected to learn new software accounting software, as well as other relevant office technology.

It seems like my skill set has become outdated and I need to learn new ones and upgrade my competencies as quickly as possible, to keep my job and keep up. I am stretched thinner more than ever in my workplace. Thank goodness that I have a supportive and collaborative manager and team.

Why is this rapid change happening? Is it a bad sign? Is it a good sign?

Signed: My new job (MNJ)

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Dear MNJ,

You are not alone in this situation. According to Liza Mundy, in her article “How To Be Employable in 10 Years“, these are questions that many workers are asking, because they are experiencing this upheaval in their jobs. She attributes this stressful situation to our very competitive economic climate and with the rapidly changing technological development: “people in many fields arrive at work in the morning wondering what life-altering upheaval—industry contraction, bad jobs numbers, decision to outsource, changes in economy/industry/top management—might have occurred overnight”, suggests Mundy. The question is how to prepare yourself to meet these challenges in your current job and workplace.

In contrast, Jacquelyn Smith, in her article What To Do When They Radically Change Your Job, explains that if an employee is given less responsibilities, it’s time for them to begin worrying about their job. The employer could be trying to get the employee to leave, or they could be “testing you for bigger things”. Smith goes one step further by saying that companies are not static; they need to constantly be involved in new initiatives to bring in more customers. Perhaps your company is growing and they want their workers to grow with them, by giving them more responsibilities and sending them for professional development and training.

Whatever the case may be, warns Smith, do not complain; maintain a positive attitude and talk to your supervisor to find out what’s going on.

She recommends the following five strategies to do when your job changes:

1. Talk to your supervisor and be as direct as possible. Find out how you can help to continue to add value to the company. Find out if the change is based on your performance or a change in the organization’s strategies. Always be cordial and professional.
2. Use the opportunity to learn and improve. Think about this change as a positive experience. If the change is performance-based, then this is a perfect time to improve on your deficiencies and learn more new skills. This is your chance to help the company grow, and build your resume, so to continue your efforts to remain marketable and competitive in your company and in the working world.
3. Ask your supervisor for rewards other than a new title or money. With additional responsibilities without promotion or raise, ask your supervisor for perks (for example: a lieu day, a day off paid, longer lunch hours or the ability to work from home once a week). Brooks advises to keep track of your additional working hours, and when the time is right, talk to your supervisor about fair compensation or perks.
4. Talk to your co-workers whom you trust. Brainstorm with your colleagues, to think through the experience and make plans for success. Continue to cultivate your team as your support group. You are all going through the same process, and you might find it helpful to speak to other people in your situation.
5. Get the necessary training. It is important that you learn the skills to help you succeed with your new responsibilities. Jacquelyn Smith cautions that if the employer doesn’t give you the training and the job role is changing, they could unfairly set you up to fail. If that training is not available from your organization, then get it on your own. Consult with your supervisor first. Find out if the classes or courses that you are interested in taking will help you with your job. Learning the new technical skills for the new position will only help the company and therefore your supervisor.

If the job change has any negative impacts on you (your mental, physical,or emotional health, because of the stress), then you might consider looking for another job. Just make sure not to burn your bridges on your way out.

Joanna

To submit your questions for this column IN CONFIDENCE, please email dearjoanna@jvstoronto.org. 

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Job seekers often tell me that they prefer to avoid Facebook as a job search tool. I hear about fears of compromised privacy and concerns about how would-be employers might interpret the images, comments and postings on their page.

It’s hard to blame them for being cautious, after hearing all the reports media about job seekers who have lost opportunities because of thoughtless Facebook mistakes. 

How popular is Facebook?

In October 2012, social media history was made when Mark Zuckerberg proudly posted the following status update:

While very impressive, 1 billion users only represent 14 percent of the world population; in North America, however, over 52 percent of ALL Canadians and Americans are Facebook users.

This stunning fact is not missed by employers. An increasing number of them are turning to Facebook to actively recruit or, at least, gather information about candidates. As shown on this Infographic, a study conducted by Reppler (an online service that monitors social media) revealed that 76% of recruiters and hiring managers have screened candidates specifically on Facebook.

Isn’t Facebook risky for job search?

The simple answer is YES. 69% of recruiters surveyed by Reppler admitted that they have rejected a candidate based on something they saw on their social media profile.

These include mistakes such as:

• dishonesty or negative comments about previous employers
• inappropriate photos and comments
• references to drugs or alcohol
• poor communication skills (grammar, spelling)
• making discriminatory comments about others.

So, why use Facebook at all?

Employers are more likely to hire a candidate if they can find positive information about them.

In the struggle faced by job seekers to reveal a more complete picture of themselves to potential employers as likeable, interesting and compatible, job seekers who either choose to make their profile totally private, or opt out of using it at all, are at a disadvantage.

This is backed up by the Reppler study, which also revealed that about most (68%) of potential employers chose to hire a candidate, based on characteristics found on their profile.

These include:

• positive personality traits (optimism, sociability)
• professionalism and respectability
• creativity
• strong communication skills
• being “well rounded” (having a range of various interests).

Facebook offers job seekers a unique opportunity to showcase their personality traits, strengths, professional and personal interests that would make them stand out as unique and impressive to potential employers.

This does not mean that all posts should be publicly visible — Facebook allows for users to choose which posts and photos are public and to keep the others private. Job seekers can selectively share a few key posts which demonstrate the characteristics they chose to share. For example, a job seeker who is looking for work as an Architect may choose to post samples of work, or to discuss newspaper articles about new developments in the city, to show interest in the field.

Employers are increasingly interested in hiring people who know how to use social media well.

Many jobs require people to use social media, or at least understand it well. Facebook, in particular, has become an increasingly popular branding tool for many companies, and these employers might expect staff to be able to use and understand it.

Also, as the Reppler study revealed, companies understand that their employees are using Facebook in their personal lives, and they are interested in making sure that they will not represent the company badly. So a candidate who can demonstrate appropriate behaviour on Facebook would be considered an asset.

Facebook tips for job seekers:

DO:

• Use Facebook. Do it with care, balancing private and public posts.
• Be interesting, thoughtful, sociable.
• Use good grammar and spelling.
• Like and interact with company pages on Facebook.
• Share interesting (and interested) posts that reveal your professional interests.
• Share personal achievements, such as sports, volunteering or causes.

BE CAREFUL:

• Don’t get too comfortable; always be on guard for how you and your friends represent you.
• Remember that employers may be watching — even your most private posts could be made visible.
• Don’t do business on Facebook: if you want to connect with someone regarding your career, rather connect via LinkedIn.
• Use your real name and photo – if you plan to be seen by employers.

Dear Joanna,

I am a long-standing and successful employee at one of the major banks, in a Director role in the Risk Management department. Our organization strongly supports helping the community through diversity initiatives such as The Mentoring Partnership, which was developed by the Toronto Region Immigrant Employment Council (TRIEC) to help recent immigrants overcome obstacles to establish their careers in Canada. Recently, I decided to volunteer as a Mentor in this exciting program through JVS Toronto.

I was matched with an internationally trained professional and newcomer to Canada, who arrived here a few months ago and had a successful career in his home country, in a leading bank in the same type of occupation. I have met with my new Mentee for the first time last week, when we agreed upon the goals of our mentoring relationship.  Do you have any suggestions as to how I can be the most effective Mentor with this motivated, talented and competent new immigrant to Canada and help him be as successful as possible?

Signed: How to Be an Effective Mentor
———————————————–

Dear HBEM,

First of all, a big huge thank you to you for dedicating your time and expertise to help a newcomer to Canada, and for your interest and support of The Mentoring Partnership. This is definitely a worthy cause and a win-win relationship. I cannot think of a better way for you to hone your skills and experience in leadership, as well as your skills in adult education/teaching, communication, listening, networking, diversity awareness, and coaching. It’s also an opportunity for your company to tap into talent, promote good corporate social responsibility and make a difference in the community.

In the 24 hours you get to spend with your Mentee over the four months of the mentoring relationship, you can provide advice, resources, communication and relationship support, as necessary. Some goals to consider could be: understanding workplace culture, self-marketing ideas, accreditations, training opportunities, establishing professional networks, identifying employment opportunities and setting job search strategies.

Your Mentoring Partnership Coach, JVS’s Patricia Houghton, recommends the following strategies to maximize your relationship with your Mentee:

Time commitment.

In your first meeting, the Mentor and Mentee should discuss their preferred times and locations for meetings and the means of communication. They should decide, in advance, on the logistics of the relationship, to avoid lost time and momentum in the relationship. It may be useful to use tools such as Outlook to schedule your mentoring meetings, in advance; it’s a great way to organize this professional relationship. If you cannot meet in person or have to cancel, use the phone or email to communicate. It does, however, help to have as much time in-person as possible. And, if you have to cancel, try to do so in advance. Check in regularly with your Mentee; this will help them to keep motivated and engaged, as well as build trust.

Goals clarification.

At the beginning, set the goals in writing. Make sure you are both in agreement with the goals and actions. This is a business and professional relationship, and so, it should take the form of a contract. Each time you check in together, review the goals and their status. Make sure there is movement and that the Mentee understands the goals, and implements the advice and strategies that you are recommend. Is he engaged in working towards the goals and does he understand your suggestions? It’s important that you are both satisfied with the relationship. Ask questions. Houghton explains that she often works with skilled immigrants who may nod their head in agreement, whereas in fact, they do not understand and therefore cannot do the task as  instructed.

Teaching by example.

Mentees will benefit from the wisdom of experience, skills and expertise of their Mentors, whom they will approach with questions. You can help your professional colleague by sharing insights on Canadian work values and culture from your own workplace experiences, as well as information and your knowledge of industry trends.

Ask the Mentee to prepare an agenda before each meeting and send it to you in advance. Time permitting, you can take turns doing this as a way to model this action, an important task of the workplace. Sharing samples of your work, and providing feedback on resumes and interview techniques, as well as offering advice on self-marketing techniques could be very helpful. Consider giving the Mentee some independent work before or after each meeting, such as preparatory reading materials from your organization, a relevant website (e.g. BusinessBalls), or video clips from YouTube.

Coaching Resources.

There is an abundance of resources for Mentors and on topics related to coaching, advising, consulting and mentoring. All of this is available through your Mentor Coach (such as Patricia Houghton), the service agency partner (such as JVS Toronto), and the online program handbook at The Mentoring Partnership. Check in with the Coach on a regular basis, to discuss any specific relationship needs to help achieve your goals. Your Coach can help you identify and access this material and community resources to support the goals. For example, if your Mentee has business writing or pronunciation challenges, your coach can refer him to classes on these topics, as well as occupational-specific courses, such as the  Enhanced Language Training for new immigrants offered at JVS.

You are not alone.

Volunteering as a Mentor can be isolated. Touching base with other volunteer Mentors is a great way to problem-solve and network. I am sure there are other Mentors in your organization,  with whom you can consult and learn ways to leverage your mentorship relationship. TRIEC offers professional development and networking opportunities for new mentors, and you should also contact your Mentoring Coach, who can help you with any questions, concerns or difficulties. If you are unhappy with the relationship, speak with your Coach immediately, who will problem-solve, or perhaps even find you another Mentee, if necessary. It’s a business relationship first and foremost; your Coach can also connect you with other current and past mentors in your field.

One last thought…

Remember, you are not obligated to find your Mentee a job. This relationship is about learning, coaching, and guiding for both of you. You are not the personal recruiter of the Mentee, and are not responsible for them finding a job.

Enjoy your experience and thank you for volunteering in the community.

Joanna

To submit your questions for this column IN CONFIDENCE, please email dearjoanna@jvstoronto.org.

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Despite all the on-line chatter about the importance of LinkedIn and social media for job seekers, face to face contact remains the most effective job search activity. If an employer knows a candidate, or they have been referred by someone they know, the likelihood of that candidate being hired is much higher. A recent New York Times article stated that referrals are important both for being called for interviews as well as in making the ultimate hiring decision, suggesting that “Referred candidates are twice as likely to land an interview as other applicants (…) For those who make it to the interview stage, the referred candidates had a 40 percent better chance of being hired than other applicants.”

WHY Network in Person

Having hundreds of LinkedIn contacts is just the first step in this process. It isn’t effective to simply inbox one of those contacts (whom you probably have never met in person) and ask for a referral. Most people will not refer a person who they do not know, even if they are connected on a network such as LinkedIn. Referrals occur when the job seeker is known, liked and respected, and when the referring person feels confident that their reputation will not be negatively impacted by the referral.

The challenge for job searchers, then, is to establish a personal connection with those people who are well positioned to refer them. The most effective way to establish such a connection, is to meet in person, leave a positive impression and continue to work on maintaining the relationship on an ongoing basis.

HOW to Network in Person

Ultimately, the only way a job seeker can begin to establish a personal connection is to meet face-to-face, even if it is only briefly. It does not need to be a lengthy meeting, and should be regarded as the first step in a long-term process of forging a meaningful connection. The first meeting is simply an opportunity to gather information and develop rapport, with no pressure for a job.

1.  Identify your target. Remember that an effective referral does not have to come from someone in the Human Resources Department. Often, the best referrals come from the person who does the job you would like to do (i.e. a potential colleague) or a manager. LinkedIn’s company pages, or the contact lists of your contacts maybe can be useful to identify your target person. If you don’t have any connection and cannot get an introduction, try joining those LinkedIn groups whose members may be worth meeting.

2. Connect on LinkedIn, if possible.  Try to connect via LinkedIn with your target person. Make sure to send personalised note with your invitation to connect, and thank them, once they agree. Work on establishing rapport, through commenting on their updates once in a while (not too often).

3. Plan your meeting. Think through what you want to discuss. You might want to look through their profile and think about questions regarding their job, company, education or career. Think through how you will introduce yourself and your career path. Prepare a script of your self introduction.

4. Set up the information interview – by Telephone, Inbox or Email:

• Introduce yourself briefly.
• State the purpose of the phone call (or email) – i.e. you are currently researching careers and would like to set a date for a short meeting.
• Explain your reasons for wanting to meet: to gain information about the person’s occupation and benefit from their insights and advice.  State clearly that you do not expect them to have a job for you or to know of any job openings, rather you want to be in a more informed position before you pursue a career direction.
• Ask for 15-20 minutes of their time within the next week for the interview.
• Set a date, time and location of the meeting. (Should the person decline to meet with you, check if he/she has time for some questions on the phone either now or at a later date and ask for additional names you could contact).

5.  Conduct the Meeting

• Arrive ahead of time, dressed neatly (although it does not need to be quite as formal as an interview).
• Bring a folder containing a list of questions and information you have already gathered.
• Have your business card available (if you have one), as well as a copy of your resume. DON’T offer your resume — you may want to ask for feedback about it, if appropriate, as well as provide it IF they request a copy.
• Express appreciation for their time and remind them that 15-20 minutes is all you expect.
• Re-state the purpose of the meeting – information, advice, no expectation of a job.
• Introduce yourself: describe your background, experience, skills, interests, objective.
• Bring the person up to date on your research so far – concisely so that new information will be added.
• Ask three or four essential questions that you have prepared and take notes.
• Ask for suggestions and other areas to be explored.
• Ask for referrals to other persons in specific occupations in the other areas suggested; ask about their background, and request permission to use the referring person’s name when calling.
• Thank them and express your appreciation for their time.

6. Follow up

Send a thank you letter as soon as possible. In the letter, refer to a point of interest from your discussion. Inform them of your next steps.

In the long term, keep in touch with those with whom you connected. Send a holiday greeting card, comment on LinkedIn and update them about your progress.

Developing a life-long practice of networking is useful for all those involved. Successful networkers know that in addition to the rewarding feeling of making a positive impact on others’ careers, the time and effort spent on helping another person will surely benefit them in the future, in return.