Network to get a head - finding the right job in a new age

 Current State of Affairs

In recent years, job seekers have faced increasingly complex challenges in their pursuit of meaningful opportunities. Automation technologies and AI have revolutionized the hiring process, leaving many candidates virtually invisible to employers. Only a select few are successfully landing interviews and offers, creating frustration and uncertainty among job seekers.

In this blog, we’ll explore how networking can empower job seekers to navigate these obstacles and gain a competitive edge.

The Changing Job Market

The job market has shifted away from being a candidate-driven landscape, giving employers the upper hand. Automation and AI have permanently transformed hiring practices, creating several key challenges:

1. The same top 5% are seen and selected: AI-powered applicant tracking systems (ATS) prioritize only the most "ideal" candidates, often based on rigid algorithms.
2. Many job seekers become invisible: Resumes that don’t match specific keywords or formats can easily be filtered out before human eyes ever see them.
3. The process is less humanized: AI has removed much of the personal connection that once defined hiring decisions.
4. Securing offers is harder: Increased competition and automated systems make it more difficult to stand out.
5. Fairness is less guaranteed: Automation may inadvertently perpetuate biases, as algorithms can reflect the biases of their creators.

How Networking Helps

Networking has always been a vital part of career development, but in today’s AI-driven job market, it’s more important than ever. Building genuine connections can help job seekers overcome the hurdles posed by automation, bypass traditional gatekeepers, and gain access to hidden opportunities.

 

What Is Networking?

At its core, networking involves building relationships with others to exchange information, insights, and opportunities. It’s about creating a support system that can open doors, provide guidance, and amplify your visibility. Networking can be categorized into three main avenues:

1. Internal Networking

This involves connecting with people within your current organization. Examples include:

• Participating in company events (parties, presentations, and focus groups).
• Collaborating on cross-functional projects to build rapport across teams.
• Engaging in informational interviews to learn about other roles or departments.
• Attending informal gatherings, such as lunches or coffee meetups with colleagues.

2. External Networking

This extends to building connections outside your organization. Consider:

• Joining professional organizations in your industry.
• Participating in college alumni groups.
• Attending networking functions, social events, or industry conferences.
• Engaging in online communities, such as LinkedIn groups or specialized forums.
• Bonding through hobbies or activities, like sports leagues, gaming or clubs.

3. Personal Networking

Don’t overlook your personal circle, which includes:

• Family and friends: They can provide referrals or connections you might not have considered.

Tools for Successful Networking

Networking isn’t just about showing up; it’s about being intentional and strategic. Here are some tools and tips to make the most of your efforts:

Do’s:

• Prepare your pitch: Be ready to introduce yourself, share your goals, and articulate your value.
• Follow up: After meeting someone, send a quick thank-you note or connection request.
• Add value: Share insights, offer help, or provide resources to make the relationship mutually beneficial.
• Leverage technology: Use platforms like LinkedIn to find connections and stay engaged.
• Be consistent: Networking is an ongoing process, not a one-time event.

Don’ts:

• Don’t be transactional: Focus on building genuine relationships, not just asking for favors.
• Don’t neglect preparation: Research events and attendees beforehand to make meaningful connections.
• Don’t overshare: Maintain professionalism and respect boundaries in conversations.
• Don’t limit yourself: Explore opportunities to network in unexpected places, like social or casual settings.

Conclusion

Networking is more than just a tool for career advancement; it’s a lifeline in an increasingly automated and impersonal job market. By cultivating strong relationships, you can bypass many of the barriers created by AI-driven systems, increase your visibility, and uncover opportunities that might otherwise remain hidden.

The job market may have evolved, but the power of human connection remains timeless. Start building your network today—you never know where it might lead.

 

 

Getting ready to interview your new boss and more

 Your boss has just notified you that they are leaving. All types of thoughts are running through your head and your not quite sure how you feel or what to do. This blog will walk you through the experience one might have going through such a change, how you navigate the "gossip mill", how to set yourself up for success and, most importantly, how to conduct an effective interview of your future leader.

Handling the politics

Often with leader transition, employees will speculate what was behind the change. It is important to stay out of this chatter as much as possible and speak in the most positive manner. When others bring negative commentary to the conversation, pivot and change track, What you say during this time will be brought to the new leader's attention and creating a negative first impression in this way will put you in a precarious position.

Prepping  to interview candidates 

More often,  companies are including direct reports in the interview panels. Before the recruitment process for your new boss begins, ask to be included in the interview panel. Treat this just like any other interview and read the job description to understand what the job entails today and not what you experienced under the previous leader. The vision moving forward may have changed and the expectations for your new boss may be very different from what you had experienced. Take the opportunity to meet with others who may have worked closely with your former leader and ask them what they liked and what they hope to see in your new boss. These conversations are incredibly important. They not only provide valuable understanding of what is to come but also give insight into what the organization may be thinking for the future.

Prepare your questions. 

Most organizations now have structured interviews where you are provided with a standard set of questions. However, there is still opportunity to ask your own questions during the time you give the candidate the opportunity to ask theirs. Remember to keep your line of questioning consistent for each candidate. Also, you may include some of your own questions when probing for more detail during the structured part of the interview.

Provide a positive experience

This aspect of the interview is incredibly important. People remember how you feel and your boss, at the end of the day, is just another person. Make sure you are engaged, show that you are actively listening, communicate clearly and sincerely. Be authentic in your presence and be empathetic of your candidate. 

They are interviewing you as much as you are interviewing them

Be ready for questions about your role and understanding of your craft. They may invariable ask the "what would you start, stop and continue" question and you must be prepared to answer with clear and concise responses that are realistic and achievable. 

Before they start

Get your ducks in a row. Know your job and be able to speak about your accomplishments, goals and impact. How are you measuring success? Can you pull up a report that accurately shows your work? Is your work product easily understood. Will the new leader be able to understand value in a very short time? Can you demonstrate your work upon request? Can others speak for the quality of your work?

Cement your relationships

The new leader will obviously try to get know you directly but their view of you will also be influenced by others in the organization. Meet with key partners to understand how they have benefitted from your work. Identify those who may not have seen the value of your contribution and find ways to make yourself visible to them. For those who may not be allies and have experienced less than desirable results from you, seek to understand. Meet with them and understand where you may have fallen short and work to identify a solution for them. When you present a plan of remediation they may be able to communicate that to your new leader.

Working under the new leader

Have an open mind. Don't overthink the intentions of your new boss. Most people feel threatened when there is a change of leadership but often times the new boss needs you as much as you need them. As long as you show value, you have champions in the organization advocating for you and your work product is easily understood by the new leader you should be fine.

The Intro, the Screen and the Interview - what to expect during the interview process

The Intro, The Screen and The Interview

Every candidate has to go through some sort of selection process before they are awarded a job offer. Some processes may be more arduous than others. Some may involve a separate phone screen, test and  multiple interviews. Others may involve just pone round of interviews but regardless each interview process will follow the same basic principle. The principle involves three parts:

• The Intro
• The Screen
• The Interview

The Intro

Your introduction may come in a variety of formats and becomes more complex the further removed from the decision maker. 

     1. via an Agency recruiter

With an Agency recruiter you would have to pass their own internal screening process which will undoubtedly involve a screening of your resume, communication, presentation and technical skills. You may have to meet this recruiter in their offices, which will take time out of your day, but this step is important because you will be in better position to present yourself in the strongest light. By giving a face to your name, it encourages the recruiter to be more of your advocate and not consider you as just another resume.  

   

2. Corporate Recruiter

The corporate recruiter would be looking for areas of weakness and place emphasis on your level of interest. Their mentality may be more of " why should you work for us" rather than sharing what the organization may offer you. The key is to "turn the interviewer" and make them interested in more than your job history and skill set. Ask relevant questions that will prompt the interviewer to share more on the company, its culture and mission. Turn your interviewer into a conversation partner. When they enjoy the conversation with you then they will be your advocate and champion your candidacy through the process

     3. Hiring Manager

If you are dealing directly with the hiring the manager then they have already, at least on paper, determined that you have the skillset to do the job. In this situation, the hiring manager is looking to see if you have the personality fit to gel with the team and add value to his offerings to the rest of the company. Are you going to make him/her successful? It is important that you share value points that will make the hiring manager comfortable and confident in selecting you for the role.

     4. Referral

If you were introduced through a referral, (someone working or connected to the company recommended you) then this will be the strongest positioning you could have. Someone has already vouched for your abilities which is enormously beneficial. In this instance, it is important that you meet the criteria for which you were recommended. Connect with the person who referred you and learn why they believe you are a good fit for the role. 

The Screen

During this part of the process, it will be determined if you have the basic qualifications to do the job. Do you meet the minimum requirements?
What previous experiences match the needs of the employer? Do you have the required technical education and certification? Make sure you understand what the company does, that you know basic information on the organization and that you understand the job description provided to you. If you have not already received a job description prior to the Screen then make sure you request one. This will help shape answers which have context and are relevant to the needs of the role.

The Interview

This should truly be a conversation. You are sharing your story with an engaged and participating listener. Remember, this is an opportunity to show that you are more than just a resume or,something equally as detrimental, just a "butt in a seat".  This is also the time you learn about the organization and determine if there is chemistry between you and your future team. Turn a your interviewer into a conversation partner.

First impressions last: How to look, dress and present yourself for an interview.

Presentation

First impressions are forever. It is almost impossible to get around a poor initial meeting. The wrong look, a poorly said greeting, a careless handshake and even the color of your socks can kill an interview before you have even started. Prior to your interview ask about the workplace attire and dress appropriately. If it's business casual or stricter then wear a suit. If it's a casual environment with jeans then be fashionably professional. If it's dress down......definitely ask.

I touched on the aspect of Presentation in my blog, "How to ace your interview" and I would like to expand on that and share what I consider best practice.

As I had mentioned before, first impressions mean everything. This is your launching pad to a great conversation. Remember, stop thinking that you are sitting for an interview but, instead, believe that you are having a conversation.

Would you be comfortable conversing with someone who's dress, manner of speaking or even etiquette is not to your liking? How involved would you be in that discussion? You would probably be so focused on what is making you uncomfortable that you would be turned off and done before you'd even begun the conversation. Don't let your future employer be in that position.

Grooming

Before someone even notices your clothes, how you speak or how you think, they are noticing how clean or well groomed you are. Check the mirror before you leave the house, your car and before you walk into that office. I am not saying be flawless like in a fashion magazine but be well put together. Look and smell clean.

Speech

When we talk about speech we must keep in mind the audience. Diction, Delivery and
Deliberation are the three things you must ace to stand out.

Your speech will encompass grammar, pronunciation and vocabulary. Even if English is a second language you will be expected to speak as well as a native speaker. Don't let that be an excuse. Now, I am not saying that you change your accent or, worse still, fake it. I am recommending that you understand how people in that industry and at that level communicate with each other in a formal ( and sometimes informal)  way. Attend industry related networking events, seminars or even watch YouTube videos to gather a measure of how people in that industry speak. Pay attention to how the message is delivered.

Record yourself speaking and compare. Having an accent is not the end of the world and sometimes it can be a plus. Focus on using proper vocabulary, enunciate and pace your speech to sound thoughtful and deliberate.

Attire

This also depends on your audience and company culture. Are you meeting off-site or in the office? Ask if you are unsure. If the corporate culture is business casual or stricter then wear a suit and, preferrably, a dark one at that. Make sure the suit fits well and wear a tie. Keep your ties simple and don't wear razzle dazzle or multi-colored ones. If the company culture has a relaxed dress code then be professionally fashionable.

Mannerisms

Politeness goes a long way but, at the same time, don't overdo it. Use words such as 'Please' and 'Thank you' more as ways to acknowledge considerations given by the interviewer than a response to every action or statement. If you use hand gestures as you speak, be mindful and don't over-gesticulate because that may be a distraction.

Do NOT wear light socks with a dark suit and wear stockings under a skirt if the dress is business casual or stricter.

Etiquette

Always greet with a handshake unless your interviewer says otherwise. If you do have a cold, say so and excuse yourself from offering a handshake. If you have sweaty palms then carry a handkerchief and wipe them discreetly before shaking hands. Wait to be offered a seat or sit after the interviewer has taken his or her seat. Never speak poorly of a previous employer or co-worker. If the interviewer seems to be taking you down a very negative path, and revels in hearing how bad your last employee was, then offer something else and steer away from the negative topic.

Closing

At the end of the conversation let it be known that you appreciated the interviewer taking the time to speak with you and that you look forward to next steps.

How to ace your interview

How to ace your interview

What is a job interview

So let's first understand what it means to interview for a job. A job interview is not the same as a technical screen nor a personality screen. A job interview is really a conversation between two parties who are looking to learn more about each other. The days of "you need to prove to me why you should get the job" are over. It's much more of a two-way dynamic where the company is trying to convince you just as much as you are trying to convince your future employer.

Presentation

First impressions are forever. It is almost impossible to get around a poor initial meeting. The wrong look, a poorly said greeting, a careless handshake and even the color of your socks can kill an interview before you have even started. Prior to your interview ask about the workplace attire and dress appropriately. If it's business casual or stricter then wear a suit. If it's a casual environment with jeans then be fashionably professional. If it's dress down......definitely ask.

Turn it into a conversation

Every interview needs to be a conversation. If you are 15 minutes in and it feels like a question and answer session then things are not going well. This all hinges on how you answer the very first question. If you give a performance based response this will cause the hiring manager to see you in a different way and it will evolve into a more natural conversation which will allow you to speak to your strengths moreso than your weaknesses.

How to give a performance based answer

This technique of answering questions is something you may have heard in your senior year of college.

Who - What was your title /role
Where - What company were you working at the time
Problem - Describe using a real life example
Solution - How did you go about solving the problem
Result - What was the end result. Give a measurement if possible.

Regardless of how a question is asked a performance based answer is the best approach. This type of response to an interview question will give the interviewer the impression that you really have done the things that you claim to have done. It will grab the hiring manager's attention in a positive way and he or she will rather look for other areas where you can contribute instead of trying to identify weaknesses.

You are sharing your story with a participating listener

With that said be mindful of how long your answers should be. Try to keep them to ABOUT two minutes in length which means you will need to keep out the fluff. Keep to the structure of a performance based answer and you will sound succinct and professional. Important note: don't lead chit chat. Even if the conversation takes a personal lean in terms of hobbies, family and so on make sure that what you are saying has substance sincerity. The worst thing that you could do is to appear to placate a manager's "small talk" by faking interest. 

Do your homework

Make sure you know ahead of time who you may be speaking to during the interview. Gather some research on their background which you could do simply by looking up their LinkedIn profile. You will want to know their education, job history, title and tenure at the organization. Look out for certifications, user groups and any other activities that they make mention in their public profile. Don't miss out on an opportunity to make a meaningful connection.

Understand the company

Make sure you have basic information on the organization. Where is it headquartered, how much revenue does it generate, what are its products or services, who is the leadership and what is its mission?

Come with prepared questions 

Trust me, any hiring manager, who is worth his or her salt, will ask, "Do you have any questions?" The worst thing that you can do is to say, "No I do not." Prepare some questions that will show what is most important to you in your next position and that show the value you can bring to the organization. Ask the hiring manager what he or she likes about the organization? Do not be afraid to ask if the manager has any concerns about your ability to be successful in the role.

"From what I have been able to share with you today, is there any particular area or skill where you think I will need to show more strength?"

Practice

As simple as this might sound it is critical to your success and the chances of you nailing the interview. Prepare your answers. Write them and speak them aloud to a mirror. You can never be too experienced to do this.

Goal

Your goal is to have the interviewer leave with the belief that you will be successful in this organization. For yourself, you need to learn from the conversation and determine if it is something that you are interested in. 

A year in Review - Getting Ready for your Review

They year has passed and it is time to prepare for your annual review. Did you reach your goals? Are you happy with what you achieved? Did you make an impact? What did you learn?

Looking back at a year of work can do wonders in setting goals and aspirations for the next year and onwards.  It is a way of narrowing your focus and improving your decision making when it comes to career choices. Here are a few items to focus on when you are reviewing the past year.

Successes

First, go back to the goals that you had set at the beginning of the year. Start with the goals where you were successful in either meeting or exceeding. Look at them carefully and identify why you were successful in meeting those goals. What did you learn during the process? Will you be able to replicate that success next year? Will you be able to teach others how to follow the methodologies, skills or process you employed in reaching your goals? Most importantly….did you actually enjoy reaching that pinnacle of success?

Misses

Now take a look at the goals/metrics you did not hit. This is a tougher review and it is always harder to assess failures than successes , but let’s not be too hasty. Falling short of your goals does not always signify failure or poor performance. Consider it a failure if you do not take the time to assess these areas of weakness and take efforts to improve for the future. Really take a look at each missed goal and break it down in stages. Look at the process, resources and impact you made in each area. What can you take away from the experience and how can you improve your performance? A goal may have been too aggressive and a careful assessment will determine a more realistic one for next year. You will also have a better understanding of the kinds of resources you will need in order to be successful.  And, as far as process goes, it may be an opportunity to learn from others on how they approached reaching their goals so that you may improve on yours.

Sharing

A good measure of success is your ability to impart the knowledge you have gained with others in the organization. If you are setting a career path to management, the ability to teach others how to follow a successful process is important. Simply put, “Can others do what you do the way you do?” Can your methods be replicated to hit even higher goals? If you are recognized for your successes let your management know that you would be open to sharing your methods with others in the organization.

New Goals

After reviewing your year of work, now you will be ready to set goals for next year. Be mindful of not only your successes but also the challenges you had experienced over the past year. Set goals which will stretch you but not overwhelm. Don’t try and he a hero.

You want to end your year feeling excited about what is to come. Looking back to learn is a great way to move forward and perform.

How Hiring Manager's should work with Recruiters

Being a hiring manager, staffing becomes one of the most important aspects of your job and, if not done correctly, the most time consuming and damaging. Choosing the right candidate to join your team could be the difference between hitting your goals and exceeding expectations or having severe discord and turnover. A bad hire is an expensive hire so it is imperative that, as a hiring manager, you use best practices when searching for the right candidate.

In this discussion we are focusing on how a hiring manager should work with a recruiter whether they be internal to your organization or as a third party agency. Here are a few short tips on best practices.

Relationship

Your recruiter is your partner and the best will always aim to develop a consultative relationship with their hiring manager. Being a manager, your time is valuable and, your recruiter will understand that. Make yourself available to share feedback, review candidates and schedule interviews. Understanding who is the expert and in which areas is key in this relationship. Your recruiter has knowledge in staffing and has a much stronger sense of what is available to you in the market place. You are the expert in your domain and  a good recruiter would never assume that they carry that expertise. Treat your recruiter as you would your doctor or lawyer. Seek their counsel and advice but at the end of the day understand that it is your decision.

What does it mean to you

When engaging the services of a recruiter,particularly an agency recruiter, you must understand their value proposition. What does it mean to you? What advantages do you hope to gain by working with an agency recruiter? Here are a few to think about

- market knowledge

- pricing

- availability of skill set

- competition

- time management

- lower the risk of offer refusal

Time Management

Working with the right recruiter will save you time and headache. Ask to receive multiple resumes in one email and that the presentations include short "sale" points for each candidate. These should highlight why the candidate is a good match for your job. Also, set times in your calendar to review the presentations over the phone to walk through the candidates' backgrounds. Sometimes a quick discussion may reveal something that you have overlooked and you can learn about intangibles which are not evident on the resumes. The last thing you want to do is miss out on the right candidate. Lastly agree to follow up in timely manner and share feedback on after interviewing the candidates. Being delayed or tardy does not make a good impression on prospective candidates. Regardless of who you are or how strong of a reputation your company has, the best candidates always have some other opportunity to consider. Your opportunity is never too good to be turned down.

Communication

This is important and must work both ways. As a manager you are busy and your time is valuable. The best recruiters will be proactive and call you when they have questions. You must be open to to discussing candidates, feedback and schedule over the phone as well as email. Phone discussions are quicker and greatly reduce the chance of misinterpretation which is a crux of emails.

Internal vs Agency

So the constant tug of war between Internal recruiting resources versus external resources such as Agencies generally causes much strife if not dealt with properly. Some internal recruiting functions have exceptional ability but many are just aspects of the HR department. If the internal recruiting function is of the latter then, most likely, the staff is overwhelmed and unable to dedicate resources towards recruiting and you will not be seeing the best candidates in the market  Also, internal recruiting functions have their hands tied when it comes to sourcing from competitors. Agencies have free reign to source from companies you believe have the right talent. A good recruiter will sift through hundreds of resumes and present only what is relevant to your needs. External agencies tend to specialize in particular skill sets and have a much stronger network of relevant talent. Due to an overwhelming influx of resumes to an internal recruiting function, there is often the issue of poor vetting where many irrelevant candidates are presented and some of the best are overlooked

These are just a few tips on how you, as a hiring manage,r should work with a recruiter. Let your search be painless and error free so that you can focus on doing your job. Use the best recruiter and establish a long term relationship.