CAREER ADVANTAGE PROGRAM - Old Dominion University
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CAREER ADVANTAGE PROGRAM “Your Link to Your Future... Your Future Starts Now”
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Transcript of CAREER ADVANTAGE PROGRAM - Old Dominion University
CAREER ADVANTAGE PROGRAM
“Your Link to Your Future... Your Future Starts Now”
CAREER ADVANTAGE PROGRAM
Career Management Center Staff . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2Guide to the Career Advantage Program (CAP) . . . . . . . . . . . . . . . . . . . . 3Resume Writing Steps . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4Action Words . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5Sample Resumes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6Tips for Creating a Successful Reference Page . . . . . . . . . . . . . . . . . . . . 7Cover Letter Writing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8Sample Cover Letters . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9Email Correspondence . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10Transferable Skills . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11Job Search Strategies: Pros and Cons . . . . . . . . . . . . . . . . . . . . . . . . . . 12Letters of Recommendation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13Getting the Most Out of a Career Fair . . . . . . . . . . . . . . . . . . . . . . . . . . . 14Federal Jobs: Working for Uncle Sam . . . . . . . . . . . . . . . . . . . . . . . . . . 15International Students and the Job Search . . . . . . . . . . . . . . . . . . . . . . 16On-Campus Interviews . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17Informational Interviews . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17Ten Rules of Interviewing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18Are You Ready for a Behavioral Interview? . . . . . . . . . . . . . . . . . . . . . . 19Questions Asked by Employers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20Questions to Ask Employers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21Qualities Desired in New College Graduates . . . . . . . . . . . . . . . . . . . . . 21Network Your Way to a Job . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22Dealing With Rejection in the Job Search . . . . . . . . . . . . . . . . . . . . . . . 23
Mission Statement
“We provide students and alumni with exceptional academically and profes-sionally related employment services.”
Career Management CenterOld Dominion University
Location Second Floor of the North Wing of Webb University Center, Room 2202
Satellite Offices • CollegeofArtsandLetters,
Batten Arts and Letters Building (BAL), 1st Floor, Room 1006, full service office
• CollegeofBusinessand Public Administration, Constant Hall, Room 1011, full service office
• CollegeofEngineeringandTechnology, Kaufman Hall, Room 132, full service office
• CollegeofSciences, Mills Godwin Building (MGB), Room 236, full service office
ADVERTISER INDEX
Bauer Compressors, Inc . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .8Becker Professional Education . . . . . . . . . . . . . . Inside Front CoverEarth Share . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .24Liberty University School of Law . . . . . . . . . . . . . . . . . . . . . . . . . .23National Institute of Allergy and
Infectious Diseases . . . . . . . . . . . . . . . . . . . . . .Inside Back CoverNewport News Shipbuilding . . . . . . . . . . . . . . . Inside Front CoverNortheastern University,
Bouvé College of Health Sciences . . . . . . . . . . . . . . . . . . . . . . .23Verizon Wireless . . . . . . . . . . . . . . . . . . . . . . . . . Inside Front Cover
Table of Contents
2 Career Management Center – Division of Student Engagement & Enrollment Services
Career Management CenterYour Link to Your Future. . .
As a two-time recipient of the prestigious NACE/Chevron Award for our innovative integration of technology into the practice of providing service to our students,
alumni and employers, all of our staff members are dedicated to serving your needs and to helping you use the office in the most meaningful way possible . We take your career deci-sions seriously . The Career Management Center is here to link you to your future by connecting you with resources that will aid you in identifying, researching and exploring possible careers, a process that can be difficult and confusing . We are trained to guide you through this process and help you build a strategy to identify opportunities . Our Career Advantage Program is designed so you can make use of our services at any time during your academic career, and our virtual career center makes these services
available to you anytime from anywhere . We are here to help you prepare for the world of work . It is never too early to start making those important connections . We have the staff and the tools to help you do just that . Remember, The Career Management Center is Your Link To Your Future...Your Future Starts Now.
The Career Management Center promotes Equal Employment Opportunity guidelines and is a member of the Virginia Association of Colleges and Employers, both the Eastern and Southeastern Association of Colleges and Employers, the National Association of Colleges and Employers, the Mid-Atlantic Career Counseling Association, and the National Association of Student Employment Administration . We offer a comprehensive range of services and programs available to all matriculated Old Dominion University students and alumni .
Staff
Assistant Dean Tom Wunderlich - twunderl@odu .edu
Arts and Letters Alice Jones - aljones@odu .edu
Business and Public Administration Penny Pickel - pcraigpi@odu .edu Saranette Williams - S6willia@odu .edu
Education and Health Sciences Randy Shabro - rshabro@odu .edu
Engineering and Technology Beverly Forbes - bforbes@odu .edu
Sciences Erin Mills - emills@odu .edu
Student Employment employers@odu .edu
Distance Sites/Branch Campus Nakia Madry - nmadry@odu .edu
Cyber Career Center cybercoach@odu .edu
. . .Your Future Starts Now
How to Contact UsBy Phone: 757/683-4388 or 1-800-937-ODU1By Fax: 757/683-4955 By Email: cmc@odu .edu By Internet: www .odu .edu/cmcBy Mail: 2202 Webb Center,Old Dominion University, Norfolk, VA 23529-0524
Hours of Operation8:00 a .m . to 5:00 p .m ., Monday-Fridayor 24/7/365 www .odu .edu/cmc
CYBER CAREER CENTER2202 Webb, University CenterWalk-in hours available . Consult our web site .
Who Can HelpHave questions?Go to our web site to link to Instant Career Messaging, to contact a Cyber Coach .
E-mail cybercoach@odu .edu or your appropriate CMC staff member . You can also call 1-800-973-ODU1 and our Virtual Career Assistants are available to assist you 24/7/365 .
www .odu .edu/cmc 3
Guide to the Career Advantage Program (CAP)
The Career Management Center offers you a full array of career assistance, resources, and experience through the Career Advantage Program (CAP) .
CAP is a series of career-related events and services designed to include a major-related, credit-bearing practical experience . Professional staff members are available at all stages, both in person and electronically .
The Career Management Center is your link to career assistance
resources and experience.
Career Assistance Professional Orientations and Seminars help you learn about our services and develop the skills you need . Our Career Series is designed to assist you at any stage of your career process while Employer and College Events cover career related topics from a unique perspective . The Cyber Career Center is an innovative multimedia training and learning facility dedicated to providing students and alumni with the most current information available on employers and careers via the Internet . Cyber Career Coaches provide resume and cover letter reviews, job search strategies, and training on electronic resources . Walk-in assistance is available five days a week including extended electronic hours Monday through Thursday evenings . Contact a Cyber Career Coach at cyber-coach@odu .edu to receive assistance anytime, anywhere . Our Liaison to Distance Sites and Branch Campuses is dedicated to providing career assistance from a distance, reaching out to commuter students, distance learners, and alumni . College Liaisons, Intern/Co-op Coordinators, and Career Consultants specialize in career consultation based on your chosen major . Individualized appointments assist you with important career decisions and opportunities . Career assistance is available through face-to-face and electronic communication via email, instant messaging, podcasts, and videoconferencing, including online, on demand, and live .
Career Resources The Career Management Center has assembled a toolbox to help you at every stage of your career: • Career Exploration—discover more about yourself and
key tools to make career decisions • Resume Writing—market your skills and experience • Cover Letter Writing—learn the foundation of selling
yourself to an employer • Job Search—develop strategies be successful in today’s
job market • Networking—tap the hidden job market • Interviewing—communicate your accomplishments and
set yourself apart • Evaluating a Job Offer—find out the key factors you need
to consider • Graduate School Option—learn how to get that competi-
tive edge when applying to graduate school
Specialized career tools give you hands-on resources: ODU CareerLink is your network for success, link to your future 24/7 with resumes, jobs, interviews, contacts, and events from this CMC web-based communication system . Focus, a career and education planning solution, guides you through work-related interests and value exercises, an analysis of your education, and assessment of your person-ality, preferences, skills, and developmental needs . What can I do with this major? helps you identify areas of employment, employers, and strategies based on a selected major . CareerSearch gives you access to over one million organi-zations and contacts based your chosen industry, geographic, position, and keyword search criteria .
Career Experience The cornerstone of the Career Advantage Program is the opportunity to get real-world work experience related to your major through an internship, cooperative education or other practical experience . Internships and Cooperative Education experiences are three-way partnerships between a student, an employer and Old Dominion University . You can gain experience and career focus, improve personal and professional development, enhance classroom performance, increase hiring potential after graduation, and negotiate higher starting salaries upon graduation . Normally taking place in your junior or senior year, intern-ships are single semester experiences that can be paid or unpaid . Co-ops are paid, multiple semester experiences, either alternating periods of full-time work and full-time study or in a parallel mode of continuous part-time employment and study . For international experience, participate in the International Career Advantage Program (ICAP) and complete an intern-ship abroad, often in conjunction with a Study Abroad program . Student Employment provides part-time and seasonal positions on and off campus . If you are eligible for Federal Work Study funds as part of your financial aid package, you can use these funds in on-campus part-time jobs through the Student Temporary Assist Team, or off-campus through the Community Service Internship program . Take advantage of the On-Campus Recruiting Program in the spring and fall of each year . Organizations send repre-sentatives to campus to conduct interviews for entry-level positions that begin after graduation, allowing you the convenience of interviewing with a variety of prospective employers without having to travel . Apply for professional entry-level and experienced Full-time Jobs, posted by our employers in eRecruiting every year for new ODU graduates and alumni . Job Fairs, both general and major specific, are held throughout the year at either the Webb University Center or Ted Constant Convocation Center .
4 Career Management Center – Division of Student Engagement & Enrollment Services
Resume Writing StepsDo It Right the First Time
The only job of a resume is to get you an interview . That’s it . Your effectiveness in generating interviews will depend on your ability to communicate your skills
and competencies to employers . Remember, your skills are transferable from one environment to another . Successful Old Dominion University job seekers understand the impor-tance of the following steps .
Step One: Gather Information and Conduct a Self-Inventory Review your personal information and experience . Start with a blank piece of paper and list each item that has relevance . This is not your resume—that will come in the next step . Instead, now is the time to get the relevant information out of your head and commit it to paper . Go for volume here, focus on details and specifics . You will condense this information later .
Contact Information State your full name, current and temporary addresses, telephone numbers, and email address .
Career Objective State what position you are seeking and describe the skills, abilities, experience, and interests that back up your candi-dacy . If you can’t match yourself to the position, then perhaps you need to redefine your career goals . Need help with your objective? Come to the Career Management Center .
Education Begin with current school (ODU) and list your degree/s, major/s, and minor/s . State the date you will graduate . For each school you’ve attended, list the city and state in which they are located . Include academic honors, awards, scholar-ships, projects, or publications . Juniors and up, please, no high school information . Generally, list your GPA if 3 .0 or better . You can also list your GPA in your major if it’s better than your cumulative . Military training can be listed here . Create a list of the relevant courses that complement your career objective .
Work Experience Describe any paid and non-paid experiences that have helped you develop skills . Detail your title, employer name, location, and dates of employment . Focus on the work you performed, your contributions/achievements, and what skills you used/gained while there . Be specific—use numbers, figures and descriptions of the environment . You need to give the reader a mental picture of the experience .
College, Community and Professional Involvement State name of organization and the role you played . Be sure to describe the organization for readers who may not be familiar with Old Dominion University or the Hampton Roads area . Don’t just list organizations; instead, state contribu-tions, offices held and demonstrated skills . Include dates of membership .
Organizations List memberships, offices held, dates, projects, certifica-tions and licensure .
Special Skills Detail skills in foreign languages, computer hardware and software, laboratory skills, and any other skills you may have .
Interests and Activities Again, no lists . Instead, detail any hobbies and endeavors that support your objective .
Step Two: Choose a Resume Format The format you choose should reflect your own personal situation . Consider your qualifications, career objective, experience, and the kind of employer you are seeking before you select a style . The most common formats are:
Chronological—Jobs and education are listed in reverse chronological order—the most recent experience first . This format is best for those who have some experience directly related to their objective .
Functional Skills—Highlights qualifications, skills and related accomplishments with little emphasis on dates . This format is not recommended .
Combination—Similar to the functional resume, but with employment history listed in a separate section . This style is best for people who have little related experience but lots of transferable skills, new graduates, career changers who have gaps in their work history, and those who have had many similar jobs . It allows the writer list their experience in order of relevance to the position rather than by date or functional title .
Step Three: Write Your Resume Describe your experience in terms of the functions you performed and what you accomplished . Use action verbs to strengthen descriptions . Employers are interested in how successful you were in the past because it predicts future performance .
Make It Clear Do not use personal pronouns like “I” and “my .” Do not use full sentences . Instead, use short bulleted phrases in past tense for past experience, present tense for present activity . Avoid “responsible for” and “duties included .” Place the most relevant information first and avoid abbreviations . Your experience can be divided into “related” and “other” in order to highlight related experience first .
Objective Statement Your objective statement can be general or specific . It should be work-centered, not self-centered, and should emphasize what you can bring to the position, not what the position can do for you . All other information on your resume should focus on the objective .
References Names and addresses of references should not be included on your resume . List this information on another sheet of paper and bring it with you to interviews . Include the name, title, business address, phone number, fax and email address of each person .
Step Four: Critique Your First Draft After you are satisfied with your first draft, ask several individuals who are familiar with the type of employment you are seeking to look it over . Always have someone at the Career Management Center check it before distribution .
www .odu .edu/cmc 5
Step Five: Write a Final Draft and Make It Look Professional Print your resume on 24 lb . cotton bond paper . Use pure white, cream, ecru or beige paper . Avoid pastels, grays or showy designs . These colors will not reproduce well if the
employer decides to make copies or forward your resume via fax . Never have a copy center photocopy your resume onto quality paper; it is not good enough for your resume . Always print your resume using a laser or high-quality inkjet printer .
Communication/People SkillsAddressedAdvertisedArbitratedArrangedArticulatedAuthoredClarifiedCollaboratedCommunicatedComposedCondensedConferredConsultedContactedConveyedConvincedCorrespondedDebatedDefinedDevelopedDirectedDiscussedDraftedEditedElicitedEnlistedExplainedExpressedFormulatedFurnishedIncorporatedInfluencedInteractedInterpretedInterviewedInvolvedJoinedJudgedLecturedListenedMarketedMediatedModeratedNegotiatedObservedOutlinedParticipatedPersuadedPresentedPromotedProposedPublicizedReconciledRecruitedReferredReinforcedReportedResolvedRespondedSolicitedSpecifiedSpokeSuggested
SummarizedSynthesizedTranslatedWrote
Creative SkillsActedAdaptedBeganCombinedComposedConceptualizedCondensedCreatedCustomizedDesignedDevelopedDirectedDisplayedDrewEntertainedEstablishedFashionedFormulatedFoundedIllustratedInitiatedInstitutedIntegratedIntroducedInventedModeledModifiedOriginatedPerformedPhotographedPlannedRevisedRevitalizedShapedSolved
Data/Financial SkillsAdministeredAdjustedAllocatedAnalyzedAppraisedAssessedAuditedBalancedBudgetedCalculatedComputedConservedCorrectedDeterminedDevelopedEstimatedForecastedManagedMarketedMeasured
NettedPlannedPreparedProgrammedProjectedQualifiedReconciledReducedResearchedRetrieved
Helping SkillsAdaptedAdvocatedAidedAnsweredArrangedAssessedAssistedClarifiedCoachedCollaboratedContributedCooperatedCounseledDemonstratedDiagnosedEducatedEncouragedEnsuredExpeditedFacilitatedFamiliarizedFurtheredGuidedHelpedInsuredIntervenedMotivatedPreventedProvidedReferredRehabilitatedRepresentedResolvedSimplifiedSuppliedSupportedVolunteered
Management/Leadership SkillsAdministeredAnalyzedAppointedApprovedAssignedAttainedAuthorizedChairedConsideredConsolidatedContractedControlled
ConvertedCoordinatedDecidedDelegatedDevelopedDirectedEliminatedEmphasizedEnforcedEnhancedEstablishedExecutedGeneratedHandledHeadedHiredHostedImprovedIncorporatedIncreasedInitiatedInspectedInstitutedLedManagedMergedMotivatedNavigatedOrganizedOriginatedOverhauledOversawPlannedPresidedPrioritizedProducedRecommendedReorganizedReplacedRestoredReviewedScheduledSecuredSelectedStreamlinedStrengthenedSupervisedTerminated
Organizational SkillsApprovedArranged CataloguedCategorizedChartedClassifiedCodedCollectedCompiledCorrectedCorrespondedDistributedExecutedFiled
GeneratedIncorporatedInspectedLoggedMaintainedMonitoredObtainedOperatedOrderedOrganizedPreparedProcessedProvidedPurchasedRecordedRegisteredReservedRespondedReviewedRoutedScheduledScreenedSubmittedSuppliedStandardizedSystematizedUpdatedValidatedVerified
Research SkillsAnalyzedClarifiedCollectedComparedConductedCritiquedDetectedDeterminedDiagnosedEvaluatedExamined ExperimentedExploredExtractedFormulatedGatheredInspectedInterviewedInventedInvestigatedLocatedMeasuredOrganizedResearchedReviewedSearchedSolvedSummarizedSurveyedSystematizedTested
Teaching SkillsAdapted
AdvisedClarifiedCoachedCommunicatedConductedCoordinatedCritiquedDevelopedEnabledEncouragedEvaluatedExplainedFacilitatedFocusedGuidedIndividualizedInformedInstilledInstructedMotivatedPersuadedSimulatedStimulatedTaughtTestedTrainedTransmittedTutored
Technical SkillsAdaptedAppliedAssembledBuiltCalculatedComputedConservedConstructedConvertedDebuggedDesignedDeterminedDevelopedEngineeredFabricatedFortifiedInstalledMaintainedOperatedOverhauledPrintedProgrammedRectifiedRegulatedRemodeledRepairedReplacedRestoredSolvedSpecializedStandardizedStudiedUpgradedUtilized
Action WordsUse some of these action words in your descriptions:
6 Career Management Center – Division of Student Engagement & Enrollment Services
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munications to mem
bers to
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References available on request.
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nly
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ide.
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you
have
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perie
nce.
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our
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se
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r yourself
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AT
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Old Dom
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orfolk, V
A
Bac
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9Major: Eng
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GPA: 3
.9/4.0
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plo
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City
and
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Tit
le
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es o
f em
plo
ymen
t•
Describe the functions of you
r position
, using
action verbs (“ed
”)•
Quantify when possible
• Mention major accom
plishm
ents
• Keep bullet points short, but they can go
over on
to a secon
d line if you
need the space to
fully describe the task
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bullet for each sep
arate area; use a sem
i colon
to further describe something
mentioned alread
y in the bullet
Nam
e of
Em
plo
yer,
City
and
Sta
teY
our
Tit
le
Dat
es o
f em
plo
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t•
Use as many jobs as you
can in this catego
ry, trying no
t to be repetitive in the duties
• Make sure that you are no
t using jargon
that general m
anagers might not und
erstand
AD
DIT
ION
AL
EX
PE
RIE
NC
E
Old Dom
inion University, N
orfolk, V
AG
rad
uate
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earc
h A
ssis
tant
2008
– 200
9•
Keep these descriptions sho
rt as “other” experience is not related
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w you
worked and
have transferab
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the
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cover letters, it becom
es
your
per
sona
l sta
tiona
ry.
You
can
list c
lass
es y
ou h
ave
take
n that are related to your objective in a
subsection “Related Courses.”
Header can be centered or on
either the left or right; or your
addr
ess,
pho
ne, e
mai
l, et
c. c
an
be on one line after your nam
e,
whi
ch s
aves
spa
ce a
nd lo
oks
more like business letterhead
Optional sections to be used as appropriate. They can
be com
bined and/or re-nam
ed as required. Use bullets,
as in employment section, to describe specifics.
www .odu .edu/cmc 7
Tips for Creating a Successful Reference Page
1 . Use a separate page for references and include your contact information . Use the same format for your header on cover letter that you chose for your resume . You should generally include three references on your reference page, and two out of the three should be people you know on a professional or academic level . Your professional references can include former or current employers, supervisors, co-workers, professors, advisors, or deans . Include someone who can comment on your performance at the workplace, in the classroom, or as part of a volunteer organization . Do not include any parents, siblings, family members, or classmates!
2 . Always make sure to ask permission to share your refer-ence’s contact information before including them on your reference page .
3 . Organize your references so that your strongest contact is first . You should include the person’s name, company
name, phone number, address, email and the rela-tionship that they have to you . Be consistent in your formatting and make sure the contact information is accurate and up to date .
4 . Whenever feasible, let your references know the job you are applying for or at least the type of posi-tion you are seeking . Consider giving them a copy of your resume so they will be familiar with your recent accomplishments, experience, and education . Reviewing your resume will jog their memories if it has been a few years since you worked with them, and it will help them be prepared for questions when contacted by your potential employers .
5 . This should go without saying, but before including someone as a reference, make sure that he or she will give you a positive recommendation .
Your NameAddress
City, State Zipphoneemail
References
Employer NameEmployer Title Work AddressCity, State ZipWork Phone NumberWork EmailThe person’s relation to you
Dr. John DoeyAssistant Professor, College of EducationOld Dominion University2202 Webb CenterNorfolk, VA [email protected] Dr. Doey was one of my professors and academic advisor while I attended ODU
Ms. Jane DoeManager, Monarch Sports Grill4500 Hampton BlvdNorfolk, VA [email protected] Jane Doe is my current supervisor at my part-time job
Use same header as on your resume
Be consistent with the formatting throughout the page
Include correct titles: Dr., Mr., Mrs., Ms.
8 Career Management Center – Division of Student Engagement & Enrollment Services
Cover Letter WritingMake a Statement About Yourself
Employers consistently view good writing skills as a top priority when judging applicants . That’s one of the reasons Old Dominion University places such a high value on its writing examination .
You’ll need to craft a cleverly written cover letter to compete in today’s job market . A cover letter should accompany any resume you send to an employer . It introduces you and states how you found out about the position . It also explains how you are qualified and highlights the skills you possess . Lastly, it encourages the employer to refer to your resume . Use the same type of paper and header as your resume . Keep your cover letters clear and simple . Read it out loud to be sure that your writing flows properly .
A typical cover letter reads as follows:
Your name, address and date
Employer’s name, title and address
Dear ______:
Paragraph 1: State your reason for writing; refer to the position you are seeking; state how you heard of the opening; prove that you have done some research on the company and position .
Paragraphs 2 & 3: Explain your interest in the job and how it matches with your career plans, skills, education and experience . USE EXAMPLES FROM YOUR RESUME . Prove that you are an ideal candidate .
Paragraph 4: Refer the reader to your resume . Close with a statement of what actions you will take next to set up an interview .
Sincerely,
Your NameEnclosure
www .odu .edu/cmc 9
Sam
ple
Co
ver
Lett
ers
Ale
xan
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mit
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245
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atsm
ith
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l .co
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Oct
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er 3
, 201
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hew
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r Mr .
Ph
illip
s:
I am
wri
tin
g to
ap
ply
for a
Leg
isla
tive
Inte
rnsh
ip w
ith
Th
e M
arti
n G
rou
p . I
le
arn
ed o
f th
e p
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tio
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hile
rese
arch
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inte
rnsh
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un
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the
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agem
ent C
ente
r at O
ld D
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e an
in-d
epth
kn
ow
led
ge
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he
his
tory
of V
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inia
an
d h
ave
bee
n p
lan
nin
g
on
a c
aree
r in
po
litic
s fo
r ove
r a d
ecad
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firs
t dev
elo
ped
an
inte
rest
in
stat
e-le
vel p
olit
ics
wh
ile a
t Jef
fers
on
Hig
h S
cho
ol w
her
e I w
as in
volv
ed in
a
lob
byi
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eff
ort
to e
nsu
re fr
eed
om
of t
he
pre
ss fo
r hig
h s
cho
ol j
ou
rnal
ists
. Th
is
inte
rest
has
gro
wn
as
my
awar
enes
s o
f po
litic
al a
nd
so
cial
issu
es in
crea
sed
th
rou
gh
my
colle
ge
cou
rse
wo
rk in
His
tory
. In
my
his
tory
co
urs
es I
hav
e m
aste
red
rese
arch
an
d w
riti
ng
ski
lls, a
s w
ell a
s th
e ev
alu
atio
n o
f co
mp
lex
situ
atio
ns .
Co
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es in
pu
blic
sp
eaki
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an
d E
ng
lish
hav
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rth
er d
evel
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y
com
mu
nic
atio
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kills
. As
a m
emb
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f th
e O
ld D
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ases
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d k
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all
case
s co
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den
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ents
’ rig
hts
. I a
lso
hav
e se
ven
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rs e
xper
ien
ce in
d
eskt
op
pu
blis
hin
g a
nd
rece
ived
a n
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al h
on
ors
in
hig
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cho
ol f
or m
y w
riti
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, ed
itin
g, a
nd
des
ign
ski
lls . E
ven
tual
ly, m
y ca
reer
g
oal
is to
wo
rk fo
r a lo
bb
yin
g g
rou
p o
n C
apit
ol H
ill o
r fo
r th
e st
aff o
f a U
nit
ed
Sta
tes
Sen
ato
r . I
hav
e th
e sk
ills
and
the
dri
ve to
hel
p T
he
Mar
tin
Gro
up
in it
s lo
bb
yin
g e
ffo
rts .
My
resu
me
is e
ncl
ose
d fo
r yo
ur f
urt
her
co
nsi
der
atio
n . T
he
op
po
rtu
nit
y to
ser
ve
as a
leg
isla
tive
inte
rn w
ith
Th
e M
arti
n G
rou
p w
ou
ld b
e an
exc
itin
g c
hal
len
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I w
ill c
on
tact
yo
u d
uri
ng
the
wee
k o
f No
vem
ber
1 to
arr
ang
e a
mu
tual
ly
con
ven
ien
t tim
e to
dis
cuss
this
. Th
ank
you
for y
ou
r co
nsi
der
atio
n .
Sin
cere
ly,
Ale
xan
der
T . S
mit
hen
clo
sure
Val
erie
T. M
arca
do
232GuilfordPlace•Norfolk,VA23508•(757)555-6543•[email protected]
May
25,
201
0
Pat
ty W
oo
llen
Lab
ora
tory
Co
ord
inat
or
Illin
ois
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hn
ical
Co
lleg
eM
arsh
all H
all 2
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gan
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rg, I
L 23
498
Dea
r Ms .
Wo
olle
n:
I wo
uld
like
to a
pp
ly fo
r th
e p
osi
tio
n o
f Lab
ora
tory
Tec
hn
icia
n, a
s p
ost
ed in
the
eR
ecru
itin
g s
yste
m a
t Old
Do
min
ion
Un
iver
sity
. I re
cen
tly
read
an
art
icle
in
Sci
ence
mag
azin
e ab
ou
t th
e re
sear
ch d
on
e o
n D
NA
at I
llin
ois
Tec
h . T
he
adva
nce
men
ts th
at s
cien
tist
s, s
uch
as
Dr .
Mill
er a
nd
Dr .
Hip
man
, hav
e m
ade
in th
e fi
eld
of o
nco
log
y ar
e tr
emen
do
us .
I am
ext
rem
ely
inte
rest
ed in
do
ing
re
sear
ch o
n D
NA
, esp
ecia
lly in
the
fiel
d o
f on
colo
gy,
an
d w
ou
ld li
ke to
beg
in m
y ca
reer
in o
ne
of t
he
lab
ora
tori
es a
t Illi
no
is T
ech
.
My
qu
alif
icat
ion
s ar
e b
ased
on
lab
wo
rk c
on
du
cted
wh
ile a
Bio
chem
istr
y st
ud
ent a
t Old
Do
min
ion
Un
iver
sity
as
wel
l as
inte
rnsh
ip e
xper
ien
ce a
t th
e N
auti
cus
Mar
itim
e C
ente
r in
Nor
folk
. I h
ave
stud
ied
topi
cs s
uch
as g
enet
ics,
m
olec
ular
bio
logy
, cel
l bio
log
y, a
nd
an
alys
is o
f DN
A a
nd
pro
tein
s . K
no
wle
dg
e o
f th
ese
top
ics
is c
om
ple
men
ted
by
the
han
ds-
on
exp
erie
nce
of l
ab w
ork
. My
lab
ora
tory
exp
erie
nce
s in
clu
de
Dro
sop
hila
, yea
st, a
nd
C. e
leg
ans
gen
etic
s;
seq
uen
cin
g D
NA
, RFL
P a
nal
ysis
, an
d c
lon
ing
DN
A u
sin
g th
e p
oly
mer
ase
chai
n
reac
tio
n . I
n a
dd
itio
n, m
y ed
uca
tio
n h
as p
rovi
ded
me
wit
h a
nal
ytic
al th
inki
ng
, cr
itic
al a
nal
ysis
, wri
tin
g, a
nd
inte
rper
son
al s
kills
. I b
elie
ve I
hav
e th
e n
eces
sary
ab
iliti
es to
wo
rk w
ith
DN
A a
t Illi
no
is T
ech
.
My
resu
me
is e
ncl
ose
d fo
r yo
ur i
nsp
ecti
on
. I w
ou
ld b
e p
leas
ed to
dis
cuss
this
p
osi
tio
n a
nd
my
qu
alif
icat
ion
s in
gre
ater
det
ail a
nd
will
co
nta
ct y
ou
wit
hin
the
nex
t ten
day
s . T
han
k yo
u fo
r yo
ur t
ime
and
co
nsi
der
atio
n .
Sin
cere
ly,
Val
erie
T . M
arca
do
encl
osu
re
Val
erie
T. M
arca
do
Alexa
nder T
. Smit
h
10 Career Management Center – Division of Student Engagement & Enrollment Services
Email Correspondence
For most of us, sending and receiving email is simple and fun . We use it to communicate with friends and family and to converse with our contemporaries in an
informal manner . But while we may be unguarded in our tone when we email friends, a professional tone should be maintained when communicating with prospective employers . Email is a powerful tool in the hands of a knowledgeable job-seeker . Use it wisely and you will shine . Use it improp-erly, however, and you’ll brand yourself as immature and unprofessional . It’s irritating when a professional email doesn’t stay on topic or the writer just rambles . Try to succinctly get your point across—then end the email . Be aware that electronic mail is often the preferred method of communication between job-seeker and employer . There are general guidelines that should be followed when emailing cover letters, thank-you notes and replies to vari-ous requests for information . Apply the following advice to every email you write: • Useameaningfulsubjectheaderforyouremail—one
that is appropriate to the topic . • Alwaysbeprofessionalandbusinesslikeinyourcor-
respondence . Address the recipient as Mr ., Ms . or Mrs ., and always verify the correct spelling of the recipient’s name .
• Bebriefinyourcommunications.Don’toverloadtheemployer with lots of questions in your email .
• Ditchtheemoticons.WhileaÍ or an LOL (laughing out loud) may go over well with friends and family, do not use such symbols in your email communications with business people .
• Donotusestrangefonts,wallpapersormulticolored backgrounds .
• Signyouremailwithyourfullname. • Avoidusingslang. • Besuretoproofreadandspell-checkyouremailbefore
sending it . Neal Murray, former director of the career services cen-ter at the University of California, San Diego, sees a lot of email from job- seekers . “You’d be amazed at the number of emails I receive that have spelling errors, grammatical errors, formatting errors—emails that are too informal in tone or just poorly written,” says Murray . Such emails can send the message that you are unprofes sional or unqualified . When you’re dealing with employers, there is no such thing as an inconsequential communication . Your emails say far more about you than you might realize, and it is important to always present a polished, professional image—even if you are just emailing your phone number and a time when you can be contacted . If you are sloppy and careless, a seemingly trivial communication will stick out like a sore thumb .
Thank-You Notes If you’ve had an interview with a prospective employer, a thank-you note is a good way to express your appreciation . The note can be emailed a day or two after your interview and only needs to be a few sentences long, as in the following:
Remember, a thank-you note is just that—a simple way to say thank you . In the business world, even these brief notes need to be handled with care .
Cover Letters A well-crafted cover letter can help “sell” you to an employer . It should accomplish three main things: 1 . Introduce yourself to the employer . If you are a recent
college graduate, mention your major and how it would apply to the job you are seeking . Discuss the organiza-tions/extracurricular activities you were involved in and the part-time jobs you held while a student, even if they might seem trivial to you . Chances are, you probably picked up some transferable skills that you will be able to use in the work world .
2 . Sell yourself . Briefly state your education and the skills that will benefit the employer . Don’t go into a lot of detail here—that’s what your resume is for—but give the employer a sense of your strengths and talents .
3 . Request further action . This is where you request the next step, such as an appointment or a phone conversation . Be polite but sincere in your desire for further action .
Tips In addition to the guidelines stated above, here are a few tips to keep in mind: • Makesureyouspelltherecipient’snamecorrectly.Ifthe
person uses initials such as J .A . Smith and you are not certain of the individual’s gender, then begin the email: “Dear J .A . Smith .”
• SticktoastandardfontlikeTimesNewRoman,12-point. • Keepyouremailbriefandbusinesslike. • Proofreadeverythingyouwritebeforesendingit.
While a well-crafted email may not be solely responsible for getting you your dream job, rest assured that an email full of errors will result in your being overlooked . Use these email guidelines and you will give yourself an advantage over other job-seekers who are unaware of how to profes-sionally converse through email .
Dear Ms . Jones:
I just wanted to send a quick note to thank you for yesterday’s interview . The position we discussed is exactly what I’ve been looking for, and I feel that I will be able to make a positive contribution to your organization . I appreciate the opportunity to be considered for employment at XYZ Corporation . Please don’t hesitate to contact me if you need further information .
Sincerely,
John Doe
Written by John Martalo, a freelance writer based in San Diego.
www .odu .edu/cmc 11
Transferable Skills
If you’re wondering what skills you have that would interest a potential employer, you are not alone . Many college seniors feel that four (or more) years of college haven’t sufficiently
prepared them to begin work after graduation . And like these students, you may have carefully reviewed your work history (along with your campus and civic involvement) and you may still have a difficult time seeing how the skills you learned in college will transfer to the workplace . But keep in mind that you’ve been acquiring skills since child-hood . Whether learning the value of teamwork by playing sports, developing editing skills working on your high school newspaper or developing countless skills while completing your course-work, each of your experiences has laid the groundwork for building additional skills .
What Are Transferable Skills? A transferable skill is a “portable skill” that you deliber-ately (or inadvertently, if you haven’t identified them yet) take with you to other life experiences . Your transferable skills are often: •acquiredthroughaclass(e.g.,anEnglishmajorwhois
taught technical writing) •acquiredthroughexperience(e.g.,thestudentgovernment
representative who develops strong motivation and consen-sus building skills)
Transferable skills supplement your degree . They provide an employer concrete evidence of your readiness and quali-fications for a position . Identifying your transferable skills and communicating them to potential employers will greatly increase your success during the job search . Remember that it is impossible to complete college without acquiring transferable skills . Campus and community activities, class projects and assignments, athletic activities, internships and summer/part-time jobs have provided you with countless experiences where you’ve acquired a range of skills—many that you may take for granted .
Identifying Transferable Skills While very closely related (and with some overlap), trans-ferable skills can be divided into three subsets: •WorkingWithPeople•WorkingWithThings •WorkingWithData/Information For example, some transferable skills can be used in every workplace setting (e .g ., organizing or public speaking) while some are more applicable to specific settings (e .g ., drafting or accounting) . The following are examples of skills often acquired through the classroom, jobs, athletics and other activities . Use these examples to help you develop your own list of the transfer-able skills you’ve acquired .
Working With People •Selling•Training•Teaching•Supervising •Organizing•Soliciting•Motivating•Mediating •Advising•Delegating•Entertaining •Representing•Negotiating•Translating
Working With Things •Repairing•Assemblingparts•Designing •Operatingmachinery•Driving •Maintainingequipment•Constructing•Building •Sketching•WorkingwithCAD•Keyboarding •Drafting•Surveying•Troubleshooting
Working With Data/Information •Calculating•Developingdatabases •Workingwithspreadsheets •Accounting•Writing •Researching•Computing •Testing•Filing•Sorting •Editing•Gatheringdata •Analyzing•Budgeting
Easy Steps to Identify Your Transferable Skills Now that you know what transferable skills are, let’s put together a list of your transferable skills . You may want to work with someone in your career services office to help you identify as many transferable skills as possible . Step 1. Make a list of every job title you’ve held (part-time, full-
time and internships), along with volunteer, sports and other affiliations since starting college . (Be sure to record officer positions and other leadership roles .)
Step 2. Using your transcript, list the classes in your major field of study along with foundation courses . Include electives that may be related to your employment interests .
Step 3. For each job title, campus activity and class you’ve just recorded, write a sentence and then underline the action taken . (Avoid stating that you learned or gained experience in any skill . Instead, present your skill more directly as a verifiable qualification .)
“While working for Jones Engineering, I performed 3D modeling and drafting.”
NOT “While working for Jones Engineering, I gained experience in 3D modeling and drafting.”
“As a member of the Caribbean Students Association, I developed and coordinated the marketing of club events.”
NOT “As a member of the Caribbean Students Association, I learned how to market events.”
Step 4. Make a list of the skills/experiences you’ve identi-fied for future reference during your job search .
Using Transferable Skills in the Job Search Your success in finding the position right for you will depend on your ability to showcase your innate talents and skills . You will also need to demonstrate how you can apply these skills at an employer’s place of business . Consult the staff at your career services office to help you further identify relevant transferable skills and incorporate them on your resume and during your interviews . During each interview, be sure to emphasize only those skills that would be of particular interest to a specific employer . Transferable skills are the foundation upon which you will build additional, more complex skills as your career unfolds . Start making your list of skills and you’ll discover that you have more to offer than you realized!
Additional Tips to Help Identify Your Transferable Skills
1 . Review your list of transferable skills with someone in your field(s) of interest to help you identify any additional skills that you may want to include .
2 . Using a major job posting Web site, print out descrip-tions of jobs that interest you to help you identify skills being sought . (Also use these postings as guides for ter-minology on your resume .)
3 . Attend career fairs and company information sessions to learn about the skills valued by specific companies and industries .
Written by Rosita Smith.
12 Career Management Center – Division of Student Engagement & Enrollment Services
Job Search Strategies: Pros and Cons There are many ways to look for a job, some of which are better than others . Presented below are some of the most popular ways, as well as helpful hints and pros and cons of each .
WANT ADS Scan want ads . Mail resume with cover letter tailored to specific job qualifications .
•Newspapers•Journals•Newsletters•Trademagazines•Coverletters•Resumes
Involves minimal invest-ment of time in identifying companies . Resume and cover letter are sent for actual job opening .
Resume and cover let-ter will compete with large number of others . Ads follow job market; least effective in times of economic downturn .
•Useasameteronthejobmarket in a certain career field .•Trytogetyourmaterials
in as early as possible .
EMPLOYMENT AGENCIES Respond to employment agency ads in newspapers; check phone book for names of agencies to contact .
•Resumes•Businessattire
Fee-paid jobs for graduates in technical fields or those with marketable experi-ence .
May be less help to non- technical/inexperienced graduates . Be wary if you, instead of the employer, have to pay a fee .
•Identifyagenciesthat specialize in your field .•Makefrequentcontact
with your counselor to obtain better service .
INTERNET Search online job banks and company Web sites . Submit resume online/post on job boards .
•AccesstotheInternet•Electronicresume
Actual job openings . Many employers use a wide vari-ety of job listing services . Many listings have free to low-cost access . Worldwide geographic reach .
Competition is grow-ing as use of the Internet increases . Pay attention to multiple listings—one posi-tion listed on a few sites—to avoid applying multiple times .
•UsetheInternet frequently as information and sites change quickly .•Mayneedtoconductyour
search at off-peak times (early morning or late at night) .
TARGETED MAILING Develop good cover letter tailored to a specific type of job and the needs of the company . Send letter with resume to selected companies .
•Listofwell-researched companies•Tailoredcoverletters•Resumes
Better approach than the mass-mailing method . Investment of time and effort should merit stronger response from employers .
Requires a significant investment of time in researching companies and writing cover letters as well as following up with contacts .
•Trytofindoutwhoisin charge of the area in which you want to work; send your materials to that person . Great method when used in conjunction with networking .
IN-PERSON VISIT Visit many companies . Ask to see person in specific department . Submit resume and application, if possible .
•Businessattire•Companyaddresslist•Resumes
Resume and applica-tion are on file with the company .
Requires a great deal of time to make a relatively small number of contacts .
•Researchthecompaniesprior to your visit . Ask for a specific person or ask about a specific type of job .
NETWORKING Talk to everyone you know to develop a list of possible contacts; ask for informa tion on job/companies and to circulate your resume .
•Listofcontacts•Resumes•Businessattire
May learn of unadvertised openings . May result in a courtesy interview . Often results in a closer match of your interests to a job .
A contact in itself is not enough to get you a job . You may exhaust all leads without landing a job . Quite time- consuming .
•Followthroughonallleads .•Keepbroadeningyour
network of contacts .
ON-CAMPUS RECRUITING Follow specific pro cedures to secure on-campus interviews .
•Schedulinginterviews•Employerliterature•Resumes•Businessattire
One of the primary ways in which companies recruit for technical and business positions .
May be less effective for nontechnical/nonbusiness candidates .
•Usetheinterviewsched-ule as a way to identify possible employers, even if you don’t get to interview on campus with those employers .
RESUME REFERRAL Register with one of the many national referral services . As jobs are listed by employers, the data bank of registrants is searched for matches . If your materi-als match, they are sent to the employers .
•Registrationform supplied by service
Another way to monitor the job market and get your qualifications to the attention of employers .
May involve a fee . Often more helpful to those in technical or specialized fields . May not learn of the status of your materials .
•Useonlyinconjunctionwith other job search strategies .
STRATEGY TOOLS PROS CONS HELPFUL HINTS
Adapted and reprinted with permission from Career Services, Pennsylva-nia State University, University Park, PA.
www .odu .edu/cmc 13
Letters of Recommendation
Candidates for employment, graduate school, scholar-ships or any activity for which others will evaluate their talents and abilities will need to request letters of
recommendation . The content and quality of these letters, as well as the caliber of the people who write them, are critical to the selection process .
Selecting People to Serve as References Select individuals whom you feel are knowledgeable of your skills, work ethic, talents and future capacity . The selection of your references is critical, as a reference that is ill-informed could sabotage all the great work you have done in a matter of minutes . Choose people who have known you for a minimum of six months . The longer they have known you the better, but they must have had regular contact with you to observe your growth and development . A reference from someone who may have known you several years ago but you have not spoken to in a year or more is not in a posi-tion to critique your skills . If you must choose between several people, select those who know you the best but who also hold a higher rank in their profession . A department head is a better candidate than a graduate assistant or an instructor . Never choose someone on status alone, continue to choose people based on how well they know you and how much they want to assist you in your job search . Do not choose people who are not committed to you or who are not very familiar with your background.
Try to Meet Face to Face Never assume someone will want the responsibility to serve as your reference . Make an appointment to discuss your career goals and purpose of the letter of recommenda-tion . Determine if the person would want the responsibility of serving as your reference, which involves not only writing a letter supporting your skills, but also handling any phone inquiries and responding to other questions which may be posed by a selection committee . Persons who serve as a reference have responsibilities that go beyond the words they put on paper . They should feel strongly about your success and desire to do whatever they can to assist you in reaching your goals . You have come too far to let someone jeopardize your future . A personal meeting is always best because you can observe your potential reference’s body language to see how inter-ested he or she is in assisting you . A slow response to a question or a neutral facial expression may be this person’s way of trying to show you that he/she does feel comfortable serving as your reference . Trust your instincts . If you don’t feel that you want to pursue this person as a reference you are not required to inform them of your decision . At any rate, always thank the person and end the meeting on a positive note .
Help Them Help You You must assist your reference-givers so they can do the best job possible . Provide them with a copy of your current resume, transcript, job descriptions for the type of employ-ment you desire or other detailed information related to the purpose of the letter . Provide a one-page summary of any achievements or skills exhibited with the person who will be
writing the letter . They may not remember everything you did under their supervision or time spent with you . Finally, provide them with a statement of future goals out lining what you want to accomplish in the next few years . An employer will interview you and then contact your references to determine consistency in your answers . You should not inflate what you are able to do or what you may have completed in work or school assignments . A reference is looked upon as someone who can confirm your skill and ability level . Any inconsistencies between what you said in your interview and a reference’s response could eliminate you from further consideration . The key is to keep your references informed of what you are going to be discussing with employers so there is a clear understanding of what is valued by the employer .
What’s the Magic Number? Each situation will dictate the appropriate number of references that will be required . The average would be three to five letters of recommendation . Generally, references are people whom you have known professionally; they should not be family or friends . When selecting people as refer-ences, choose people who know you well and have the most to say pertaining to the purpose of the letter . One person may be very appropriate for a reference for employment, while another would be best for use in admission to graduate or professional school or a scholarship application . Encourage your reference to use strong, descriptive words that provide the evidence of your interpersonal skills initiative, leadership, flexibility, conflict resolution, decision-making, judgment, oral and written communication skills, and grasp of your field of study . Education Majors are encouraged to request a letter from the cooperating teacher, supervising teacher, professor(s) in your major, and a current or former employer .
Maintain Professional Courtesy Give your reference writers ample time to complete their letters and provide a self-addressed stamped envelope . Make it as easy for them as possible so they don’t have to spend valuable time searching for the proper return address and a stamp . Follow up with your letter writers and let them know the status of your plans and search . They will want to know how you are doing and whether there is anything else they may do to increase your candidacy . You never know when you will need their assistance again, and it is just good manners to keep those who care about you informed of your progress . Finally, many times when two or more candidates are consid-ered equally qualified, a strong letter of reference can play an important role in determining who is selected for the position . Maintaining a good list of references is part of any profes-sional’s success . Continue to nurture valuable relationships with people who will want to do whatever they can to aid in your success . Your personal success is based on surrounding yourself with positive people who all believe in you . No one makes it alone; we all need a little help from our friends .
Written by Roseanne R. Bensley, Career Services, New Mexico State University.
14 Career Management Center – Division of Student Engagement & Enrollment Services
Getting the Most Out of a Career FairYou’re a Prospector—Start Digging The questions you ask at a career fair depend upon your goals . Are you interested in finding out about a particular career field? Then ask generalized questions about working within the industry . If you’re seeking career opportuni-ties with a specific employer, focus your questions on the application and interview process, and ask for specific infor-mation about that employer .
Fair Thee Well By all means, try to attend at least one career fair before beginning your formal job interviewing process . For new entrants into the professional career marketplace, this is a good way to make the transition into “self-marketing mode” without the formality and possible intimidation of a one-on-one job interview . It’s an opportunity that’s too valuable to miss .
A Few Words About Career Fair Etiquette
1 . Don’t interrupt the employer reps or your fellow job- seekers . If someone else is monopolizing the employer’s time, try to make eye contact with the rep to let him or her know that you’re interested in speaking . You may be doing a favor by giving the recruiter an out . If all else fails, move to the next exhibit and plan to come back later .
2 . If you have a real interest in an employer, find out the procedures required to secure an interview . At some career fairs, initial screening interviews may be done on the spot . Other times, the career fair is used to pre-screen applicants for interviews to be conducted later (either on campus or at the employer’s site) .
3 . Sincerity always wins . Don’t lay it on too thick, but don’t be too blasé either . Virtually all employers are looking for candidates with good communication skills .
4 . Don’t just drop your resume on employers’ display tables . Try to get it into a person’s hands and at least say a few words . If the scene is too busy and you can’t get a word in edgewise, jot a note on your resume to the effect of, “You were so busy that we didn’t get a chance to meet . I’m very interested in talking to you .” Look around the display for the recruiter’s business card (or at the very least, write down his or her name and get some literature with the company’s address) and send a follow-up note and another copy of your resume .
5 . If you know ahead of time that one of your “dream companies” is a career fair participant, do some prior research (at minimum, visit their Web site and, if available, view their company DVD) . A little advance preparation goes a long way and can make you stand out among the masses of other attendees .
Many employers use career fairs—both on and off campus—to promote their opportunities and to pre-screen applicants . Career fairs come in all shapes
and sizes, from small community-sponsored events to giant regional career expositions held at major convention centers . Most career fairs consist of booths and/or tables manned by recruiters and other representatives from each organiza-tion . For on-campus events, some employers also send alumni representatives . Large corporations and some government agencies have staffs who work the career fair “circuit” nationwide . An employer’s display area is also subject to wide variance . It could be a simple table with a stack of brochures and business cards and a lone representative or an elaborate multi media extravaganza with interactive displays, videos, posters and a team of recruiters .
Fashions and Accessories Generally, the appropriate attire for career fair attendees is more relaxed than what you’d wear to an actual job inter-view . In most cases, “business casual” is the norm . If you’re unsure of the dress code (particularly for off-campus events), it would be wise to err on the overdressed side—you’ll make a better impression if you appear professional . Think of it as a dress rehearsal for your real interviews! Remember to bring copies of your resume (or resumes, if you have several versions tailored to different career choices), a few pens and pencils (have backups—they have a way of disappearing), a folder or portfolio and some sort of note-taking device (paper or electronic pad) . Keep track of the recruiters with whom you speak and send follow-up notes to the ones who interest you . Don’t bring your backpack; it’s cumbersome for you, it gets in the way of others and it screams “student!” instead of “candidate!”
Stop, Look and Listen Keep your eyes and ears open—there’s nothing wrong with subtly eavesdropping on the questions asked and answers received by your fellow career fair attendees . You might pick up some valuable information, in addition to witnessing some real-life career search “dos and don’ts .” In order to maximize your career fair experience, you must be an active participant and not just a browser . If all you do is stroll around, take company literature and load up on the ubiquitous freebies, you really haven’t accomplished anything worthwhile (unless you’re a collector of key chains, mousepads and pocket flashlights) . It is essential to chat with the company representatives and ask meaningful questions . Here’s a great bit of career fair advice from Stanford University’s Career Fair guide: “Create a one-minute ‘commercial’ as a way to sell
yourself to an employer . This is a great way to intro-duce yourself . The goal is to connect your background to the organization’s need . In one minute or less, you need to introduce yourself, demonstrate your knowledge of the company, express enthusiasm and interest and relate your background to the company’s need .”
www .odu .edu/cmc 15
Federal Jobs: Working for Uncle Sam
So you want to work for the federal government? You are not alone . Uncle Sam employs approximately 1 .8 million civilian workers worldwide . Federal employees receive
a generous benefits package, and as of 2009 they earned an average salary of $72,572 . As the largest employer in the U .S ., the federal government offers a variety of career oppor-tunities unparalleled in the private sector . Federal employees work with (and create) cutting-edge technology . They create policy, programs and services that impact the health, safety and welfare of millions of people worldwide . But with these benefits come bureaucracy . If you do not like working within a system and following a defined chain of command, a federal job might not be for you . This bureaucracy is evident in the hiring process as well . Federal agencies follow strict hiring procedures, and applicants who do not conform to these procedures are left by the wayside . Typically, the federal hiring process can stretch on for months . In fact, many career professionals recommend that students applying for federal jobs begin the process at least two semesters before their graduation date .
Types of Federal Jobs Federal jobs are separated into two classes: competi-tive service and excepted service positions . Competitive service jobs, which include the majority of federal positions, are subject to civil service laws passed by Congress . Job applications for competitive service positions are rated on a numerical system in which applications are awarded points based on education, experience and other predetermined job qualification standards . Hiring managers then fill the position from a pool of candidates with the highest point totals . Hiring managers for excepted service agencies are not required to follow civil service hiring procedures or pick from a pool of candidates who have been rated on a points system . Instead, these agencies set their own qualifications require ments, as occurs in private industry . However, both competitive service and excepted service positions must give preference to veterans who were either disabled or who served in combat areas during certain periods of time . The Federal Reserve, the Central Intelligence Agency and the National Security Agency are examples of some excepted service agencies . (For a complete list, visit usajobs.gov/ei6.asp .) It’s important to note that even agencies that are not strictly excepted service agencies can have excepted service positions available within them .
OPM and USAJOBS The U .S . Office of Personnel Management (OPM) acts as the federal government’s human resources agency . OPM’s Web site (opm.gov) is expansive and contains a wealth of information for anyone interested in federal jobs, including federal employment trends, salary ranges, benefits, retire-ment statistics and enough links to publications and resources to keep a research librarian busy for days . Linked to the OPM site is the USAJOBS site (usajobs.gov), which has its own set of tools and resources that will be familiar to any standard job site user . USAJOBS acts as a portal for federal employment with thousands of job listings at any one time .
Searching for Federal Jobs Federal agencies now fill their jobs like private industry by allowing applicants to contact the agency directly for job information and applications . However, most of these
positions can be accessed through the USAJOBS site . All competitive service positions must be posted on the USAJOBS site, and although agencies are not required to post their excepted service positions on USAJOBS, many do . Registered visitors to USAJOBS can create and post up to five resumes, which can be made searchable, allowing recruiters from federal agencies to find resumes during applicant searches . Applicants can also use these resumes to apply directly to jobs that have an online application option . In addition, job applicants can create as many as ten “search agents,” which search for job openings using certain criteria (such as location, job type, agency, salary requirements), and email matching postings directly to their inbox . Applicants can also search for jobs directly using the “search jobs” button on the USAJOBS homepage . Remember, excepted service positions are not required to be posted on the USAJOBS site . If you are interested in employment with an excepted service agency, be sure to visit the recruitment section of its Web site for postings that may not have made it onto the USAJOBS site . It is often worth-while to look at the sites of agencies that you do not associate with your field of study . If you are interested in the environ-ment, you should definitely visit the EPA’s Web site . But you should also make sure to visit the Web sites of other agencies that you don’t associate with your major . It’s not unusual for a biology major, for example, to find a job with Homeland Security or the Department of Defense .
How to Apply There is no general way to submit an application to OPM or to individual federal agencies . Instead, students should refer to each job posting for specific directions . Whether for competitive service or excepted service positions, federal job postings can be intimidating . A typical posting can run over 2,000 words and include sections on eligibility requirements, educational requirements, necessary experience, salary range, job duties and even a description of how applicants are evaluated . Most importantly, all federal job postings include a section titled “How to Apply .” Instead of letting this avalanche of information overwhelm you, use it as a resource to help you put together the best application possible, paying particu-larly close attention to the “How to Apply” section . If you do not follow the instructions and procedures closely, your application may not be processed . “I would emphasize that applicants should carefully read the ‘fine print’ of all printed and online materials and applications,” says Dr . Richard White, Director of Career Services at Rutgers University . “Applicants who dot all their i’s and cross all their t’s gain a competitive advantage and rise to the top of the application pool .” Federal agencies require specific information on your resume before it can be processed . The OPM created the USAJOBS Resume Builder in an effort to help applicants create a resume which can be used for most government agencies—go to my.usajobs.gov to get started . Agencies may also request that you submit additional forms for appli-cation (many of which are available on USAJOBS) . Strictly following the “How to Apply” instructions will ensure that your application has all the information necessary .
Written by Chris Enstrom, a freelance writer from Nashville, Ind.
16 Career Management Center – Division of Student Engagement & Enrollment Services
International Students and the Job Search
Looking for a job is seldom easy for any student . For you, the international student, the job search process can be especially confusing . You may lack an under-
standing of U .S . employment regulations, or perhaps you are unaware of the impact your career choice has on your job search . You may also be unsure about your role as the job-seeker and the resources used by American employers to find candidates . The following is an overview of the issues most rele-vant to international students in developing a job search strategy . Additional information about the employment process and related topics can be found through your career center and on the Internet .
Bureau of U.S. Citizenship and Immigration Services (USCIS) Regulations As an international student, you should only obtain employment-related information from an experienced immigration attorney or your campus USCIS representa-tive . Advice from any other resource may be inaccurate. Once you have decided to remain in the United States to work, contact the international student services office or the office of human resources on your campus and make an appointment with your USCIS representative . In addition to helping you fill out necessary forms, the USCIS representa-tive will inform you of the costs associated with working in the United States .
Importance of Skills and Career Field Find out if your degree and skills-set are currently in demand in the U .S . job market . An advanced degree, highly marketable skills or extensive experience will all make your job search easier . Find out what region of the United States holds the majority of the jobs in your field; you may need to relocate in order to find the job you want . Learn all you can about your targeted career field by talking to professors, reading industry publications and attending professional meetings and regional conferences .
Role of Employers It is the employer’s responsibility to find the right people for his or her company—not to help you find a job. The interview is successful when both of you see a match between the employer’s needs and your interest and ability to do the job . The employer (through hiring managers, human resources staff or employment agencies) will most likely use several resources to find workers, including: • Collegerecruiting • Campusorcommunityjobfairs • PostingjobsonthecompanyWebsiteoronnationaljob
posting sites on the Internet • Postingjobsinmajornewspapersortradepublications • Postingjobswithprofessionalassociations • Resumesearchesonnationalonlineservices • Employeereferrals • Regionalandnationalconferences • Employmentagencies(“headhunters”)
Are you accessible to employers through at least some of the above strategies? If not, develop a plan to make sure your credentials are widely circulated . Notify as many people as possible in your field about your job search .
Strong Communication Skills You can help the employer make an informed hiring decision if you: • Provideawell-preparedresumethatincludesdesirable
skills and relevant employment experiences . • Clearlyconveyyourinterestsandabilitytodothejobin
an interview . • UnderstandEnglishwhenspokentoyouandcaneffec-
tively express your thoughts in English . It’s important to be able to positively promote yourself and talk with confidence about your education, relevant skills and related experiences . Self-promotion is rarely easy for anyone . But, it can be especially difficult for individuals from cultures where talking about yourself is considered inappropriate . When interviewing in the United States, however, you are expected to be able to explain your credentials and why you are suitable for the position . Be sensitive to the interviewer’s verbal and nonverbal cues . Some international students may not realize when their accent is causing them to be misunderstood . Interviewers are sometimes too embarrassed or impatient to ask for clarification, so be on the lookout for nonverbal clues, such as follow-up questions that don’t match your responses or sudden disinterest on the part of the inter-viewer . Also, make sure you express proper nonverbal communication; always look directly at the employer in order to portray confidence and honesty . If your English language skills need some work, get involved with campus and community activities . These events will allow you to practice speaking English . The more you use the language, the more proficient you will become . These activities are also a great way to make networking contacts .
Career Center The career center can be a valuable resource in your job search . Be aware, however, that some employers using the career center won’t interview students who are not U .S . citizens . Though this may limit your ability to participate in some campus interviews, there are numerous ways to benefit from the campus career center: • Attendsessionsonjobsearchstrategiesandrelated
topics . • Workwiththecareerservicesstafftodevelopyourjob
search strategy . • Attendcampuscareerfairsandcompanyinformation
sessions to inquire about employment opportunities and to practice your networking skills .
It’s a good idea to get advice from other international students who have successfully found employment in this country and to start your job search early . Create and follow a detailed plan of action that will lead you to a great job you can write home about .
Written by Rosita Smith.
www .odu .edu/cmc 17
On-Campus Interviews
Every year the Career Management Center hosts recruiters from private industry, government agencies, the armed forces, and public education who interview Old Dominion’s
graduating students . Various support services are available to help you prepare for campus interviews . All employers interviewing on campus use preselection, which allows them to review your resume in advance of the recruiting date and to select whom they wish to interview .
All degree-seeking Old Dominion University students graduating in December and May or August can participate in on-campus interviews . Plan to interview during both the fall and spring semesters, since many employers recruit only once a year .
Other Campus Recruiting Information • Checkpreselection,updatesandchangesfrequently. • NotifyCareerManagementCenterstaff48hoursinadvance
to cancel or reschedule an interview . • Maintainanaccuratelistofyourinterviewdates,timesand
recruiter names for your records and for follow-up corre-spondence such as thank-you notes .
• InformCareerManagementCenterstaffofanyproblemsyou encounter with a recruiter who conducts your interview in an unethical or illegal manner .
• ReportalljobofferstoCareerManagementCenterstaff.
The Day of the Interview • AllcampusinterviewsareheldintheCareerManagement
Center . • Arrive15minutesbeforeyourinterviewtorelaxandmakea
good first impression with your interviewer . • ReportdirectlytotheCareerManagementCentertosignin
for your interview . • Acampusinterviewisabusinessappointmentandshould
be treated as such . If you anticipate being late for your inter-view, please phone the receptionist at 683-4388 as early as possible . You may also use this number to confirm the time of your interview .
No-Show Policy You will be considered a NO-SHOW if you fail to report for a scheduled interview or if you cancel an appointment less than 48 hours before the interview . Your first no-show requires a letter of apology to the interviewer within five days of the no-show, with a copy sent to the Career Management Center . If you miss a second interview, you automatically forfeit your interview privileges with the Career Management Center . If you have been preselected, we will inform the employer that you cannot interview on campus .
How to Register and Participate in the On-Campus Interviewing Program Through ODU CareerLink1 . Complete ODU CareerLink Student Registration Agreement
Form . Log into ODU CareerLink and complete student profile and upload resume .
2 . After completing the above information, click on Jobs and Internships (job search) and enter search criteria, scroll to bottom and select Opportunities with Interview Schedules Only . Click on the Job Title to view the details of the job .
3 . Locate the How To Apply section on the side of the page and follow the directions .
4 . If necessary, select your Resume/Cover Letter and click Submit .
How to Sign-up for An Interview 1 . Log into your ODU CareerLink account . Click on the Application
tab on the navigation bar; the Applications page displays with a list of your active applications . The status of your active applica-tions is displayed in the Employer Decision column .
2 . Once an employer has accepted your job application, you may sign up for an interview slot . Note—Remember to check your email regularly as ODU CareerLink will automatically send an email to you when the employer accepts you for an interview .
3 . Click on Details/Sign Up . . .On the Application Details page, under Employer Decision, click on Sign up for Interview .
4 . On the interview Sign Up Page, find the schedule date you would like to sign up for and select the Time radio button associated with the time slot you desire . Click Save and your slot is reserved .
Informational InterviewsOne of the easiest and most effective ways to meet people in
a professional field in which you are interested is to conduct informational interviews . Informational interviewing is a
networking approach which allows you to meet key professionals, gather career information, investigate career options, get advice on job search techniques and get referrals to other professionals . The art of informational interviewing is in knowing how to balance your hidden agenda (to locate a job) with the unique opportunity to learn firsthand about the demands of your field . Thus, never abuse your privilege by asking for a job, but execute your informational interviews skillfully, and a job may follow .
What motivates professionals to grant informational interviews? The reasons are varied . Generally, most people enjoy sharing information about themselves and their jobs and, particularly, love giving advice . Some may simply believe in encouraging newcomers to their profession and others may be scoping out prospects for anticipated vacancies . It is common for profes-sionals to exchange favors and information, so don’t hesitate to call upon people .
How do you set up informational interviews? One possible approach is to send a letter requesting a brief informational interview (clearly indicating the purpose of the meeting, and communicating the fact that there is no job
expectation) . Follow this up with a phone call to schedule an appointment . Or, initiate a contact by making cold calls and set up an appointment . The best way to obtain an informational interview is by being referred from one professional to another, a process which becomes easier as your network expands .
How do you prepare for informational interviews? Prepare for your informational interviews just as you would for an actual job interview: polish your presentation and listening skills, and conduct preliminary research on the organization . You should outline an agenda that includes well-thought-out questions . Begin your interview with questions that demonstrate your genuine interest in the other person such as, “Describe a typical day in your department .” Then proceed with more general ques-tions such as, “What are the employment prospects in this field?” or “Are you active in any professional organizations in our field and which would you recommend?” If appropriate, venture into a series of questions which place the employer in the advice-giving role, such as, “What should the most important consideration be in my first job?” The whole idea is for you to shine, to make an impression and to get referrals to other professionals . Always remember to send a thank-you letter to every person who grants you time and to every individual who refers you to someone .
18 Career Management Center – Division of Student Engagement & Enrollment Services
Ten Rules of Interviewing
Before stepping into an interview, be sure to practice, practice, practice . A job-seeker going to a job interview without preparing is like an actor performing on opening
night without rehearsing .To help with the interview process, keep the following ten
rules in mind:
Keep your answers brief and concise. Unless asked to give more detail, limit your answers to
two to three minutes per question . Tape yourself and see how long it takes you to fully answer a question .
Include concrete, quantifiable data. Interviewees tend to talk in generalities . Unfortunately,
generalities often fail to convince interviewers that the applicant has assets . Include measurable information and provide details about specific accomplishments when discussing your strengths .
Repeat your key strengths three times. It’s essential that you comfortably and confidently
articulate your strengths . Explain how the strengths relate to the company’s or department’s goals and how they might benefit the potential employer . If you repeat your strengths then they will be remembered and—if supported with quantifiable accomplish-ments—they will more likely be believed .
Prepare five or more success stories. In preparing for interviews, make a list of your skills
and key assets . Then reflect on past jobs and pick out one or two instances when you used those skills successfully .
Put yourself on their team. Ally yourself with the prospective employer by using
the employer’s name and products or services . For example, “As a member of __________, I would care-fully analyze the __________ and __________ .” Show that you are thinking like a member of the team and will fit in with the existing environment . Be careful though not to say anything that would offend or be taken nega-tively . Your research will help you in this area .
Image is often as important as content. What you look like and how you say something are
just as important as what you say . Studies have shown that 65 percent of the conveyed message is nonverbal; gestures, physical appearance and attire are highly influential during job interviews .
Ask questions. The types of questions you ask and the way you ask
them can make a tremendous impression on the inter-viewer . Good questions require advance preparation . Just as you plan how you would answer an interview-er’s questions, write out specific questions you want to ask . Then look for opportunities to ask them during the interview . Don’t ask about benefits or salary . The
interview process is a two-way street whereby you and the interviewer assess each other to determine if there is an appropriate match .
Maintain a conversational flow. By consciously maintaining a conversational flow—a
dialogue instead of a monologue—you will be perceived more positively . Use feedback questions at the end of your answers and use body language and voice intonation to create a conversational inter-change between you and the interviewer .
Research the company, product lines and competitors.
Research will provide information to help you decide whether you’re interested in the company and impor-tant data to refer to during the interview .
Keep an interview journal. As soon as possible, write a brief summary of what
happened . Note any follow-up action you should take and put it in your calendar . Review your presenta-tion . Keep a journal of your attitude and the way you answered the questions . Did you ask questions to get the information you needed? What might you do differently next time? Prepare and send a brief, concise thank-you letter . Restate your skills and stress what you can do for the company .
Written by Roseanne R. Bensley, Career Services, New Mexico State University
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In SummaryBecause of its importance, interviewing
requires advance preparation . Only you will be able to positively affect the outcome . You must be able to compete successfully with the competition for the job you want . In order to do that, be certain you have considered the kind of job you want, why you want it and how you qualify for it . You also must face reality: Is the job attainable?
In addition, recognize what it is employers want in their candidates . They want “can do” and “will do” employees . Recognize and use the following factors to your benefit as you develop your sales presentation . In evaluating candidates, employers consider the following factors:
•Ability •Character•Loyalty •Initiative•Personality •Communicationskills•Acceptance •Workrecord•Recommendations•Outsideactivitieswhileinschool•Impressionsmadeduringtheinterview
www .odu .edu/cmc 19
Are You Ready for a Behavioral Interview?
“Tell me about a time when you were on a team, and one of the members wasn’t carrying his or her weight .” If this is one of the leading questions in
your job interview, you could be in for a behavioral inter-view . Based on the premise that the best way to predict future behavior is to determine past behavior, this style of interviewing is popular among recruiters . Today, more than ever, each hiring decision is critical . Behavioral interviewing is designed to minimize personal impressions that might cloud the hiring decision . By focusing on the applicant’s actions and behaviors, rather than subjective impressions that can sometimes be misleading, interviewers can make more accurate hiring decisions . A manager of staff planning and college rela tions for a major chemical company believes, “Although we have not conducted any formal studies to de ter mine whether reten-tion or success on the job has been affected, I feel our move to behavioral interviewing has been successful . It helps concentrate recruiters’ questions on areas important to our candidates’ success within [our company] .” The company introduced behavioral interviewing in the mid-1980s at several sites and has since implemented it companywide .
Behavioral vs. Traditional Interviews If you have training or experience with traditional inter-viewing techniques, you may find the behavioral interview quite different in several ways: 4 Instead of asking how you would behave in a particular situ-
ation, the interviewer will ask you to describe how you did behave .
4 Expect the interviewer to question and probe (think of “peeling the layers from an onion”) .
4 The interviewer will ask you to provide details and will not allow you to theorize or generalize about events .
4 The interview will be a more structured process that will concentrate on areas that are important to the interviewer, rather than allowing you to concentrate on areas that you may feel are important .
4 You may not get a chance to deliver any prepared stories .4 Most interviewers will be taking notes throughout the
interview . The behavioral interviewer has been trained to objectively collect and evaluate information and works from a profile of desired behaviors that are needed for success on the job . Because the behaviors a candidate has demonstrated in previous positions are likely to be repeated, you will be asked to share situations in which you may or may not have exhibited these behaviors . Your answers will be tested for accuracy and consistency . If you are an entry-level candidate with no previous related experience, the interviewer will look for behaviors in situa-tions similar to those of the target position: “Describe a major problem you have faced and how you
dealt with it.” “Give an example of when you had to work with your
hands to accomplish a task or project.” “What class did you like the most? What did you like about it?” Follow-up questions will test for consistency and deter-mine if you exhibited the desired behavior in that situation: “Can you give me an example?” “What did you do?”
“What did you say?” “What were you thinking?” “How did you feel?” “What was your role?” “What was the result?” You will notice an absence of such questions as, “Tell me about your strengths and weaknesses .”
How to Prepare for a Behavioral Interview4 Recall recent situations that show favorable behaviors
or actions, especially those involving coursework, work experience, leadership, teamwork, initiative, planning and customer service .
4 Prepare short descriptions of each situation; be ready to give details if asked .
4 Be sure each story has a beginning, a middle and an end; i .e ., be ready to describe the situation, your action and the outcome or result .
4 Be sure the outcome or result reflects positively on you (even if the result itself was not favorable) .
4 Be honest . Don’t embellish or omit any part of the story . The interviewer will find out if your story is built on a weak foundation .
4 Be specific . Don’t generalize about several events; give a detailed accounting of one event .
A possible response to the question, “Tell me about a time when you were on a team and a member wasn’t pulling his or her weight” might go as follows: “I had been assigned to a team to build a canoe out of concrete . One of our team members wasn’t showing up for our lab sessions or doing his assignments . I finally met with him in private, explained the frustration of the rest of the team and asked if there was anything I could do to help . He told me he was preoc-cupied with another class that he wasn’t passing, so I found someone to help him with the other course . He not only was able to spend more time on our project, but he was also grateful to me for helping him out . We finished our project on time and got a ‘B’ on it .” The interviewer might then probe: “How did you feel when you confronted this person?” “Exactly what was the nature of the project?” “What was his responsibility as a team member?” “What was your role?” “At what point did you take it upon yourself to confront him?” You can see it is important that you not make up or “shade” informa-tion and why you should have a clear memory of the entire incident .
Don’t Forget the Basics Instead of feeling anxious or threatened by the prospect of a behavioral interview, remember the essential differ-ence between the traditional interview and the behavioral interview: The traditional interviewer may allow you to project what you might or should do in a given situation, whereas the behavioral interviewer is looking for past actions only . It will always be important to put your best foot forward and make a good impression on the inter-viewer with appropriate attire, good grooming, a firm handshake and direct eye contact . There is no substitute for promptness, courtesy, preparation, enthusiasm and a positive attitude .
20 Career Management Center – Division of Student Engagement & Enrollment Services
Questions Asked by EmployersPersonal
1 . Tell me about yourself .
2 . What are your hobbies?
3 . Why did you choose to interview with our organization?
4 . Describe your ideal job .
5 . What can you offer us?
6 . What do you consider to be your greatest strengths?
7 . Can you name some weaknesses?
8 . Define success . Failure .
9 . Have you ever had any failures? What did you learn from them?
10 . Of which three accomplishments are you most proud?
11 . Who are your role models? Why?
12 . How does your college education or work experience relate to this job?
13 . What motivates you most in a job?
14 . Have you had difficulty getting along with a former professor/supervisor/co-worker and how did you handle it?
15 . Have you ever spoken before a group of people? How large?
16 . Why should we hire you rather than another candidate?
17 . What do you know about our organization (products or services)?
18 . Where do you want to be in five years? Ten years?
19 . Do you plan to return to school for further education?
Education
20 . Why did you choose your major?
21 . Why did you choose to attend your college or university?
22 . Do you think you received a good education? In what ways?
23 . In which campus activities did you participate?
24 . Which classes in your major did you like best? Least? Why?
25 . Which elective classes did you like best? Least? Why?
26 . If you were to start over, what would you change about your education?
27 . Do your grades accurately reflect your ability? Why or why not?
28 . Were you financially responsible for any portion of your college education?
Experience
29 . What job-related skills have you developed?
30 . Did you work while going to school? In what positions?
31 . What did you learn from these work experiences?
32 . What did you enjoy most about your last employment? Least?
33 . Have you ever quit a job? Why?
34 . Give an example of a situation in which you provided a solution to an employer .
35 . Give an example of a time in which you worked under deadline pressure .
36 . Have you ever done any volunteer work? What kind?
37 . How do you think a former supervisor would describe your work?
Career Goals
38 . Do you prefer to work under supervision or on your own?
39 . What kind of boss do you prefer?
40 . Would you be successful working with a team?
41 . Do you prefer large or small organizations? Why?
42 . What other types of positions are you considering?
43 . How do you feel about working in a structured environment?
44 . Are you able to work on several assignments at once?
45 . How do you feel about working overtime?
46 . How do you feel about travel?
47 . How do you feel about the possibility of relocating?
48 . Are you willing to work flextime?
Before you begin interviewing, think about these ques-tions and possible responses and discuss them with a career advisor . Conduct mock interviews and be sure you are able to communicate clear, unrehearsed answers to interviewers .
www .odu .edu/cmc 21
Questions to Ask Employers 1 . Please describe the duties of the job for me .
2 . What kinds of assignments might I expect the first six months on the job?
3 . Are salary adjustments geared to the cost of living or job performance?
4 . Does your company encourage further education?
5 . How often are performance reviews given?
6 . What products (or services) are in the development stage now?
7 . Do you have plans for expansion?
8 . What are your growth projections for next year?
9 . Have you cut your staff in the last three years?
10 . How do you feel about creativity and individuality?
11 . Do you offer flextime?
12 . Is your company environmentally conscious? In what ways?
13 . In what ways is a career with your company better than one with your competitors?
14 . Is this a new position or am I replacing someone?
15 . What is the largest single problem facing your staff (department) now?
16 . May I talk with the last person who held this position?
17 . What is the usual promotional time frame?
18 . Does your company offer either single or dual career-track programs?
19 . What do you like best about your job/company?
20 . Once the probation period is completed, how much authority will I have over decisions?
21 . Has there been much turnover in this job area?
22 . Do you fill positions from the outside or promote from within first?
23 . What qualities are you looking for in the candidate who fills this position?
24 . What skills are especially important for someone in this position?
25 . What characteristics do the achievers in this company seem to share?
26 . Is there a lot of team/project work?
27 . Will I have the opportunity to work on special projects?
28 . Where does this position fit into the organizational structure?
29 . How much travel, if any, is involved in this position?
30 . What is the next course of action? When should I expect to hear from you or should I contact you?
Qualities Desired in New College Graduates
By Businesses, Industries and Government Agencies
Energy, Drive, Enthusiasm and Initiative
Hard-working, disciplined and dependable
Eager, professional and positive attitude
Strong self-motivation and high self-esteem
Confident and assertive, yet diplomatic and flexible
Sincere and preserves integrityAmbitious and takes risksUses common sense
Adapts Textbook Learning to the Working World
Quick learnerAsks questionsAnalytical; independent thinkerWilling to continue education and
growth
Committed to excellenceOpen-minded, willing to try new
things
Knowledge of ComputersEstablished word processing,
spreadsheet, database and presentation software skills
Excellent computer literacy
Communications SkillsGood writing skillsExcellent oral communication skillsListens well; compassionate and
empatheticExcellent problem-solving and
analytical skillsCreative and innovative
Leadership SkillsOrganizational skills and attention
to detail
Accepts and handles responsibilitiesAction-oriented and results-drivenLoyal to employersCustomer-focusedTeam-spirited; understands group
dynamicsAlways willing to help othersMature, poised and personableDiversity aware; treats others with
respect and dignity
Oriented to GrowthAcceptance of an entry-level
position; doesn’t view required tasks as “menial”
Academic excellence in field of studyViews the organization’s total
picture, not just one area of specialization
Willing to accomplish more than required
Source: Recruiting Trends by L. Patrick Scheetz, Ph.D., Collegiate Employment Research Institute. ©Michigan State University.
22 Career Management Center – Division of Student Engagement & Enrollment Services
Network Your Way to a Job
Many people use the classified ads as their sole job search technique . Unfortunately, statistics show that only 10% to 20% of jobs are ever published—which
means that 80% to 90% of jobs remain hidden in the job market . For this reason, networking remains the number one job search strategy .
Networking Defined A network is an interconnected group of supporters who serve as resources for your job search and ultimately for your career . Some great network contacts might include people you meet at business and social meetings who provide you with career information and advice . Students often hesitate to network because they feel awkward asking for help, but it should be an integral part of any job search . Though you might feel nervous when approaching a potential contact, networking is a skill that develops with practice, so don’t give up . Most people love to talk about themselves and their jobs and are willing to give realistic—and free—advice .
Eight Keys to Networking 1. Be Prepared First, define what information you need
and what you are trying to accomplish by networking . Remember, your purpose in networking is to get to know people who can provide information regarding careers and leads . Some of the many benefits of networking include increased visibility within your field, propelling your professional development, finding suitable mentors, increasing your chances of promotion and perhaps finding your next job .
Second, know yourself—your education, experience and skills . Practice a concise, one-minute presentation of yourself so that people will know the kinds of areas in which you are interested . Your networking meeting should include the following elements: introduction, self-overview, Q&A, obtaining referrals and closing .
2. Be Targeted Identify your network . For some, “I don’t have a network . I don’t know anyone,” may be your first reaction . You can start by listing everyone you know who are potential prospects: family members, friends, faculty,
neighbors, classmates, alumni, bosses, co-workers and community associates . Attend meetings of organizations in your field of interest and get involved . You never know where you are going to meet someone who could lead you to your next job .
3. Be Professional Ask your networking prospects for advice—not for a job . Your networking meetings should be a source of career information, advice and contacts . Start off the encounter with a firm handshake, eye contact and a warm smile . Focus on asking for one thing at a time . Your contacts expect you to represent yourself with your best foot forward .
4. Be Patient Heena Noorani, research analyst with New York-based Thomson Financial, recommends avoiding the feeling of discouragement if networking does not provide immediate results or instant answers . She advises, “Be prepared for a slow down after you get started . Stay politely persistent with your leads and build momentum . Networking is like gardening: You do not plant the seed, then quickly harvest . Networking requires cultivation that takes time and effort for the process to pay off .”
5. Be Focused on Quality—Not Quantity In a large group setting, circulate and meet people, but don’t try to talk to everyone . It’s better to have a few meaningful conversations than 50 hasty introductions . Don’t cling to people you already know; you’re unlikely to build new contacts that way . If you are at a reception, be sure to wear a nametag and collect or exchange business cards so you can later contact the people you meet .
6. Be Referral-Centered The person you are networking with may not have a job opening, but he or she may know someone who is hiring . The key is to exchange information and then expand your network by obtaining additional referrals each time you meet someone new . Be sure to mention the person who referred you .
7. Be Proactive Stay organized and track your networking meetings . Keep a list of your contacts and update it frequently with the names of any leads given to you . Send a thank-you note or email if appropriate . Ask if you can follow-up the conversation with a phone call, or even better, with a more in-depth meeting in the near future .
8. Be Dedicated to Networking Most importantly, networking should be ongoing . You will want to stay in touch with contacts over the long haul—not just when you need some thing . Make networking part of your long-term career plan .
Written by Thomas J. Denham, managing partner and career counselor of Careers In Transition LLC.
Do’s & Don’ts of Networking•Dokeeponehandfreefromabriefcaseorpursesoyou
can shake hands when necessary .•Dobringcopiesofyourresume.•Don’ttellthemyourlifestory;youaredealingwith
busy people, so get right to the point . •Don’tbeshyorafraidtoaskforwhatyouneed.•Don’tpassupopportunitiestonetwork.
Questions to Ask During Networking Meetings
•Whatdoyoulikemost(least)aboutyourwork?•Canyoudescribeatypicalworkdayorweek?•Whattypeofeducationandexperiencedoyouneed
to remain successful in this field?•Whatarethefuturecareeropportunitiesinthisfield?•Whatarethechallengesinbalancingworkandpersonal
life?•Whydopeopleenter/leavethisfieldorcompany?•Whichcompanieshavethebesttrackrecordforpromot-
ing minorities?•Whatadvicewouldyougivetosomeonetryingto
break into this field?•WithwhomwouldyourecommendIspeak?WhenI
call, may I use your name?
Dealing With Rejection in the
Job Search
After meticulously preparing your cover letters and resumes, you send them to carefully selected compa nies that you are sure would like to hire you .
You even get a few job interviews . But all of your return correspondence is the same: “Thanks, but no thanks .” Your self-confidence melts and you begin to question your value to an employer . Sometimes, we begin to dread the BIG NO so much that we stop pursuing additional interviews, thereby shutting off our pipeline to the future . We confirm that we couldn’t get a job because we stop looking . Remember, fear of rejection doesn’t have to paralyze your job search efforts . Let that fear fuel your determination; make it your ally and you’ll learn a lot .
Eight Guidelines to Ward Off Rejection 1 . Depersonalize the interview.
Employers may get as many as 500 resumes for one job opening . How can you, I and the other 498 of us be no good?
2 . Don’t make it all or nothing. Don’t set yourself up for a letdown: “If I don’t get this job, I’m a failure .” Tell yourself, “It could be mine . It’s a good possibility . It’s certainly not an impossibility .”
3 . Don’t blame the interviewer. Realize interviewers aren’t in a hurry to think and behave our way . Blame your turndown on a stone-hearted inter-viewer who didn’t flatter you with beautiful compliments, and you will learn nothing .
4 . Don’t live in the past. When you dredge up past failures, your nervous system kicks in and you experience all the feelings that go with failure . Unwittingly, you over estimate the dangers facing you and underestimate yourself .
5 . Don’t get mad at the system. Does anything less pleasurable exist than hunting for a job? Still, you must adjust to the world rather than make the world adjust to you . The easiest thing is to conform, to do what 400,000 other people are doing . When you sit down to play bridge or poker or drive a car, do you complain about the rules?
6 . Take the spotlight off yourself. Sell your skills, not yourself . Concentrate on what you’re there for: to find out the interviewer’s problems and to show how you can work together to solve them .
7 . See yourself in the new role. Form a mental picture of the positive self you’d like to become in job interviews, rather than focusing on what scares you . All therapists agree on this: Before a person can effect changes, he must really “see” himself in the new role . Just for fun, play with the idea .
8 . Keep up your sense of humor. Nobody yet has contracted an incurable disease from a job interview .
Written by Roseanne R. Bensley, Career Services, New Mexico State University.
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