Archives November 2006

10 Reasons Why You’re Not Getting Interviews

Robert Half International

No matter how strong your skills or experience are, you won’t land a new job without first securing an interview with a prospective employer. Job seekers often consider this step of the hiring process the most difficult — and perplexing. After all, how many times have you considered your qualifications ideal for an open position only to never hear from the hiring manager about the r¨¦sum¨¦ and cover letter you submitted?

If you’re looking for an edge, make sure you’re not falling into these common traps:

1. You only focus on the Googles of the world.
Companies that continually grab headlines and are highly recognizable can be exciting places to work. But so are many companies you’ve never heard of. Keep in mind that organizations that are household names often receive thousands of r¨¦sum¨¦s for each opening. Consider exploring opportunities with small and midsize companies. They make up the vast majority of businesses in the United States and sometimes have trouble locating qualified candidates. If Google is your dream employer, don’t give up the good fight, but also keep your eyes and ears open to other opportunities.

2. You don’t follow directions.
Each company has a different procedure it asks applicants to follow for submitting employment applications. Some ask that you use a form on their Web sites while others prefer traditional phone calls or faxes. Make sure you understand what the prospective employer seeks by carefully reading the job listing. Then, follow the directions to the letter. If you don’t, your application may never reach the hiring manager.

3. You need to revamp your r¨¦sum¨¦.
Sending out the same cover letter and r¨¦sum¨¦ to all companies isn’t likely to capture the attention of prospective employers. Hiring managers want to know why you’re a good match for their specific business needs. So take the time to research employers and customize your job search materials by explaining why you’re interested in a particular position and how you could make a contribution to the company.

4. Your cover letter isn’t enticing.
Think of your cover letter as an appetizer that convinces the hiring manager your r¨¦sum¨¦, the main course, is worth sampling. The best cover letters take select details from the r¨¦sum¨¦ and expand upon them, explaining in depth how your talents and experience can benefit the prospective employer.

5. You don’t reference keywords.
Companies that receive a high volume of r¨¦sum¨¦s often use scanning software that looks for certain keywords to determine which candidates to call for interviews. More often than not, keywords come directly from the job description. Terms such as “Microsoft Office,” “accounts payable and receivable” and “Cisco Certified Network Administrator” are examples. As much as possible, ensure your r¨¦sum¨¦ and cover letter contain keywords.

6. Your application materials aren’t perfect.
Submitting an application that contains typos and grammatical goofs is perhaps the quickest way to foil your chances of securing an interview. In fact, 84 percent of executives polled in a recent survey by our company said it takes just one or two errors to remove a candidate from consideration. The reason: These types of mistakes show a lack of professionalism and attention to detail. Make sure to carefully proofread your r¨¦sum¨¦ prior to submitting it and ask a friend or family member to do the same.

7. You don’t know who to send your r¨¦sum¨¦ to.
Though it’s fine to start your cover letter with the generic salutation “To Whom It May Concern,” hiring managers pay special attention to applications that are addressed directly to them. If the job advertisement doesn’t include the hiring manager’s name, call the company and speak to the receptionist or a member of the person’s department. More often than not, you can obtain the information fairly easily if you’re candid about your reason for wanting it.

8. You don’t have an ‘in’ with the company.
Using the name of a common contact to make the connection between you and the hiring manager is by far the best way to ensure your cover letter and r¨¦sum¨¦ get optimal attention. So, keep in touch with members of your professional network; you never know who has a contact at the company you hope to work for.

9. You don’t follow up.
One way to improve the odds a hiring manager gives consideration to your r¨¦sum¨¦ is to follow up with him or her. According to a survey by our company, 86 percent of executives said job seekers should contact a hiring manager within two weeks of sending a r¨¦sum¨¦ and cover letter. Often a brief phone call or e-mail reasserting your interest in the position and strong qualifications is enough.

10. You’re not as qualified as you think.
The bottom line may be that you’re simply not as perfect for the job as you think. Before submitting your r¨¦sum¨¦, take a close look at the job description and compare your skills and experience with those required for the position. If a job calls for five years of retail management experience, and you have only two, you might not be as qualified as other applicants. While sometimes it’s possible to make up for skills gaps if you excel in other areas, hiring managers frequently have specific criteria in mind, and they use it to determine whom they call for interviews.

By avoiding common pitfalls, you can improve your chances of landing a job interview. Often something small — fixing a typo, for example — makes all the difference.

Recruiting Value

Contributed by Mohammed Senin of Clownfish Marketing

According to the latest research from the Carbon Trust, consumers are more likely to buy products and services from a business they think is tackling climate change¡­ Euan Murray, strategy manager at the Carbon Trust, said: “There has been a definite shift in behaviour. Fifty-three per cent of people felt that in the last year, climate change had become more of an issue for them¡­Consumers want to use their purchasing power to reduce their carbon footprint and that of the UK as a whole¡±.

This is further confirmation of what many other articles and reports have already claimed. And in order for consumers to make easy and quick purchasing decisions, they need brands. Brands help to ¡°edit¡± choices on their behalf, saving them the need for exhaustive research and allowing them to behave in the way they want.

I don¡¯t disagree with that but I would like to put a slightly different concept out there¡­

Sustainability initiatives are often driven from the most senior levels of organisations. It has become the vogue for large companies to boast positions such as ¡®Chief Ethics Officer¡¯ or ¡®Director in Charge of the Environment¡¯ to bolster their claims to good governance. This is nothing more than window dressing unless the ethics and values of sustainability and social responsibility are embedded throughout the organisation and the brand that it brings to market.

For example, the performance and remuneration of individual staff is often assessed against ¡°key performance indicators¡± that have little to do with values or sustainability. Few are the companies that reward their staff for reducing their carbon footprint or developing socially beneficial products.

The human resources industry has a lot to contribute here, since HR directors are closely involved in the development of job descriptions, performance criteria, and remuneration structures. If HR is equipped with the knowledge and support to do so, it can start introducing ethical, environmental, social and values-based criteria into this process. This is one of the most effective ways to infuse such values into the lifeblood of the corporate machine.

WWF¡¯s recent report, ¡®Let Them Eat Cake¡± (downloadable from http://www.clownfishmarketing.co.uk/clients_wwf.html) found that the majority of employees consider themselves to care more about sustainability than their employers do. Furthermore, very few companies reward employees for environmental and social performance. Only 6% were rewarded for carrying out environmental and social screening of suppliers and associates; a meagre 11% were encouraged to consider the environmental and social impacts of what they were marketing; and only 6% were encouraged by their employers to support environmental causes.

This trend must be reversed. Brands of the future will be rewarded for their commitment to sustainable development and social practices, and as such, they must behave as good corporate citizens in everything that they do. CSR values must be incorporated into recruitment and reward systems, because there¡¯s nothing like the prospect of a bonus to change employees¡¯ behaviour.

Recruitment has a critical impact on the performance and future success of any organisation. With increasingly fierce competition for the best candidates, and the proliferation of (sometimes dubious) qualifications amongst candidates, values and sustainability can help to attract and retain the very best.

A successful recruitment and selection strategy must consider CSR values in order to remain one step ahead of the game. Successful brands, therefore, not only need to be successful in the commercial market, but also in the recruitment process.