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Maybe you’ve spent months sending resumes to Monster.com and Careerbuilder, with only eyestrain to show for it.  What’s going wrong?  

Studies have shown that the published market, including the Internet, contains only about 20% to 25% of the jobs.  Many published jobs are low-wage, high-turnover, less-desirable jobs. 

Think about what happened when your boss wanted to hire someone.  Perhaps the first question was: “Who can we promote?”  The second was, “Who knows somebody?” After all, the boss would prefer someone he or a trusted employee knows.  Besides, who wants to sort through hundreds of resumes?

Therefore, many advertised jobs are the ones nobody wants.  Plus, the competition for jobs in the published market can be fierce because so many people rely exclusively on the published market to find jobs.  When a local library advertised for a half-time, $9/hour job, over 300 people applied—including people with Master’s degrees.  

The Hidden Job Market

Don’t neglect the published market (give it 20% of your time).  It holds many more interesting job possibilities. 

Here’s why.  Bosses often have these problems: 

1) The underachiever.  Sarah has a bad attitude, comes in late, and does shoddy work.  Many times, the boss is aware that Sarah needs to go, but can’t fire her right away.  Perhaps the boss is making a paper trail to prevent a lawsuit for improper firing.  The boss might want to find a replacement first.  Sometimes, the boss has a soft spot in his heart, but realizes (or soon will) that Sarah has gotten too many chances. 

2) The overachiever.  Maria has a great attitude, does superior work, and is a resource for others on the team.  Yet, the boss worries about her.  Why?  She’s too good for the job.  If he doesn’t promote her, he’ll lose her. But first, he needs a replacement.

3) New needs.  The company’s marketing people did it!  Oprah’s going to feature our product in a couple months, and women across America will clamor for the product. 

That’s great news—except the company isn’t prepared to handle the demand.  The company needs someone who can take charge and ramp up production. 

You want to find the boss with these kinds of problems–and more.  Find the boss who’s got the kinds of problems that you are would love to solve.

The jobs are more interesting, and there’s little competition—maybe no competition.  Many of my clients have jobs created for them because they can fill a need. 

Steve Frederick
Frederick Career Services
847-673-0339
www.fcscareerservices.com

In a recent workshop, a young woman asked why men tend to get paid more than women. Partly, it’s a vestige of the days when people thought working women took jobs from men with families to support. If a woman was hired at all, she got much less because she “didn’t really have to work.”

Also, many women are less aggressive in salary negotiations because it goes against their upbringing. Women are often taught to be “nice” to “avoid confrontation,” and they fear being seen as “pushy” or ”overly aggressive.”  

Consequently, many women have never played the game of  negotiations well. The results are often devastating to women’s incomes. Not only do they miss the immediate gain of a higher  salary when they are initially hired, but raises are often based on a percentage of current earnings. One academic estimated that a 22-year-old woman who accepts a $25,000 starting salary instead of negotiating for $30,000 could lose over $500,000 by the time she reaches 60.

Equally devastating is the impact on self-esteem, attitude, and future promotions. A client named Cindy was a superstar in her department. She got the tough assignments, and masterfully completed them. All was well until she saw a list of salaries in the department someone had passed around the office. Cindy was dumbfounded when she noticed that a man who been hired  a few months ago at her same level was earning $10,000 more than she was—for doing much less work!  

Cindy said, “That day, I lost all motivation for the job. After that, I just went through the motions.”  She became a prime  candidate for a layoff and career downfall. Fortunately, she  started working on a job move before she suffered the consequences of the decline in her performance.

When she became a client, it took a lot of work to overcome her reluctance to ask for what she’s worth. We told her that by developing their negotiating skills, women not only get more money, but they also tend to get more respect. Often, their work is valued more than when they just accept whatever is offered.

Here’s what we recommended to Cindy—and other women (and men!) who are “patsies” at negotiations.

First, realize that negotiating well doesn’t equal being “pushy” and “obnoxious.” It’s expected.

Second, do your homework to find out what people are getting paid for the kind of position you are seeking. Good sources include several web sites, professional associations, peers, and watching the ads in the paper for salaries offered.

Third, study the rules of salary negotiations (Jack Chapman’s book, “Negotiating Your Salary: How to Make $1,000 a Minute” is nationally recognized as a “bible” for job hunters).   Develop your responses to employer salary questions.

Fourth, practice with a friend, family member, or career coach so that you anchor your new responses and the new behavior in your body.

Cindy was very stressed when we suggested that she push hard for more money and certain benefits and perks.  She protested, “But I’ve never done such a thing. Aren’t I being ungrateful? What if they get mad and rescind their offer?”

In the end, she did great.  She was floored when they agreed to a $5,000 signing bonus, tuition reimbursement, and starting pay of $10,000 above their initial offer. Like many women, Cindy found that she can win the salary negotiations game.

Resumes are too often downright wretched documents that give the boss no reason to be interested.  A properly-crafted resume can spark interest and help you control the interview.  

Managers Are Often Untrained
Companies rarely provide training in conducting interviews.  The boss is told to “hire someone,” then fed a job description, created by someone else, that is often doesn’t resemble the actual job.   Many managers begin interviewing with only a rough idea of what they want.  They shoot ineffective questions from job interviewing books:  
–”Tell me about yourself”
–”What are your greatest strengths/weaknesses?”

The interview is tense, as the boss keeps thinking, “If I hire a toad, I’ll look bad.” 

What Does The Boss Want?
The boss wants to impress his/her boss.  So, when interviewing, your job is to discover what will impress the boss’s boss, then show you’re the one who can help do that.

During the interview, the boss looks at your resume for something interesting to discuss.  Unfortunately, it’s just a description of past duties.  He says, “I see you managed press relations. Tell me about that.”   You explain that you set up press conferences, wrote press releases, etc.  There are no results or stories with happy endings.  You score no points.

Include Stories—And Results!
Give the boss what he wants–results.   Include stories!  Help managers determine what to ask by featuring projects you want to sell.

Tell concise stories describing the challenge you faced and (when appropriate) a description of the available resources: technology, time, budget, people, etc.  Then, describe your solution and the results you produced.  Describe how you expertly handled a public relations crisis after the company released a defective product.  Include numbers showing how you protected product sales.

Be prepared to discuss what you learned from your accomplishments.  Knowing what you know now, how would you do it differently?   By discussing real accomplishments,  you help turn the interview into a conversation, rather than an interrogation. Interviewers feel better about you and about themselves.

Ask about the boss’s needs
Zero in on what the boss needs.  Make him stop, scratch his chin, and think.  Ask questions like:

Six months from now, if you were to give me the best job review possible, what would it say? 
What are your biggest priorities? 
What projects do you need done? 

Ask The “Genius Question”

Then, ask the question that will really make the boss think–and love you for asking:

What would get you (the boss) the best review possible?  How can I help you get there?

By uncovering what will make the boss look good and directing attention to results-oriented stories, you’ll help the boss interview you–and position yourself as the winner.

Steve Frederick
Frederick Career Services
847-673-0339
www.fcscareerservices.com

“Sorry, we’re not going to need you any more,” said the boss.  Tim, Susan, and Ben were all devastated.  They said there’d been no warning. 

Yet, when we discussed their situations, there were signs the savvy person could read and act upon. 

Lack of motivation for the job
Susan had been a star performer, until the new supervisor reassigned her to work she found boring.  She was ANGRY!  While her anger might be justified, she was foolish to think she could hide her feelings.  Her resentment came through loud and clear. Many people who hate their jobs wrongly believe others don’t know.

Lack of promotions/Demotions
Tim enjoyed a great relationship with Mark, the COO, and he had a very influential position.  Then, a newly hired manager named Martha, started bending Mark’s ear.  Soon, Mark reversed several of Tim’s decisions, and Martha assumed some of Tim’s  responsibilities.  Although he kept the same title, Tim had been demoted.  Tim cooperated with Martha, but his head was on the company guillotine. If the company shows no positive signs about your performance, they may be looking for your replacement.

Being left out of projects and decisions
Tim was told someone “forgot” to invite him to two important project meetings.  Meetings with the COO became increasingly difficult to arrange.  If you feel increasingly isolated and “out of the loop–” beware! 

Conflict mysteriously disappears
Ben and his supervisor didn’t see eye to eye on much, and a thinly-veiled hostility was almost always present.  Twice, they had argued in loud voices—alarming by itself.  Then, suddenly, the tension disappeared.  The boss was almost pleasant.  Ben felt relieved  until he got the termination notice.  Once the boss knows you’re on the way out, there’s little reason to fight.

Beware if you can’t explain the way you’re treated  good or bad.  Consider the odd behavior against the test question, “If the person with the strange behavior knew  about you being fired, would the behavior make sense then?”

If any of this sounds familiar, be in action. 

1) Acknowledge the situation and negotiate a way out. 

 Susan might have said, “Look, it’s obvious this isn’t working.  I’d like to discuss phasing out.”  She might negotiate severance and/or time to look for a new job.

2) Set up projects and outside-the-office schedules that will give you freedom and flexibility to go on interviews.  Then crank up a job campaign pronto!

3) Consult a lawyer about available remedies, if you think you have a case for discrimination by race, creed, color, age, gender, etc..  Generally, using those remedies won’t serve you, but having them available can give you leverage and confidence in negotiating severance.

In any case, take action!  Don’t wait for the axe to fall.

What do you do when they’re “Out to Get You”?

When employers want to fire someone, they keep a paper trail to justify the termination and avoid legal trouble.  They want to document that the employee was insubordinate, failed to meet expectations, or was intoxicated on the job. 

Defend yourself!  Keep a paper trail of your own.  It can protect you from in rough office politics—and help you get raises.  Being good at your job isn’t enough to survive—or advance. You might have to defend yourself against people who advance by stepping on others. 

Here’s how an astute employee dealt with a rather bizarre and quite extreme case of corporate politics—then read on to see how she might have done better.  

Maureen was an exemplary employee, and had meticulously documented her successes:  glowing performance reviews and several outstanding performance awards.  She was entrusted with an important project with lots of money at stake.  Then, she got a new boss named Kathy, and Kathy hired Jim, a smooth-talker with a long mean streak.  Jim wanted Maureen’s job, and set out sabotage her work. 

As her project stalled, Maureen requested a meeting with Kathy, and documented Jim’s sabotage.  Unfortunately, Kathy didn’t believe Maureen.  Maureen prepared a memo to Kathy, summarizing the meeting, and kept a copy. 

Soon, Kathy gave Maureen a poor performance review, blaming her for the tension with Jim and lambasted her because her project was behind schedule.  Maureen saw Kathy was setting her up to be fired. 

Given what was at stake, Maureen went to the top and sent a letter to the CEO, requesting a meeting.  He agreed to meet with her and Jim, but was unsure of who to believe.  He really didn’t want to be bothered.  Again, Maureen documented the meeting.

Kathy was furious that Maureen had gone over her head, and retaliated by taking the extreme (also unwise and illegal) step of ordering Maureen not to talk to her co-workers–and she put it in writing.  Maureen kept that memo too. 

Maureen contacted the Director of Human Resources, who was horrified about the “gag order,” and promptly made a couple phone calls on Maureen’s behalf.  The “gag order” was lifted within the hour. 

Kathy wanted to get rid of Maureen, but Maureen had a paper trail of excellent reviews, documented conversations, the “gag order” memo, and more.  She didn’t dare. Maureen had let Kathy know that she couldn’t step on her. 

Upon completing the project on-time and on-budget despite Jim’s sabotage, Maureen requested and was granted a transfer to another department with a substantial raise in salary.   

Too often, the good guys lose in situations like this, and we applaud Maureen for coming out on top.  Here’s a few things Maureen could have done even better. 

 1) Use e-mail to document meeting outcomes and as a “paper trail”.  This supplies proof the memo was actually sent and on what date. 

 2) Second, Maureen might have made more extensive use of the Human Resources Department.  If your company has good HR people, you can benefit by bringing them in early when problems like this arise.

 3) Employees should read, understand, and use their employer’s policies (the  employee handbook).  For example, some companies won’t allow a very new supervisor like Kathy to give a performance review, and Maureen could have had her bad review thrown out.

 One important additional piece of advice is to keep your own records on any expenses incurred and any meals or gifts received from a vendor or supplier.  Some companies periodically audit both suppliers and employees on this. 

 A good paper trail can help you to protect the position you’ve worked so hard to achieve, and to keep moving up the ladder.