How to get good jobs
Job hunting is tough right now, but absolutely not impossible. The key to finding and keeping work in tough times is the same as in good times: action. The more positive action you take, the better your chances of landing a great performance.Most of us are taught at an early age to get a good education so that we can get a good job when we grow up. Our teachers, our counselors, our parents all have instilled these ideas into our brains to "Finish school, and then get a good job." As a parent, We couldn't think of any other lesson more valuable to teach a child. 'Knowledge is power', 'a good education will open the doors.
So, what makes a good job, "good"? Is it salary? Distance from home? Company benefits? Advancement opportunities? Believe it or not, we think about these things when we apply for positions and seek opportunities. Actually, none of these things make a "good" job. Simply put, a good job is good when you love doing what you do so much that nothing else matters. There has to be some delight in going to your job everyday. Not all people take pleasure in their work. As a result, we are only selling ourselves short of this fulfillment.
Remember when you were asked 'What do you want to be when you grow up?' when you were younger. Think about the reasons 'why' you wanted to be those things. 'To help people, fight crime, etc.' Those are the same reasons that should lead you into your job today. A passion. A belief. Not the amount of money you are going to make. Instead of finding a job that makes good money and learning to like it. find out what it is you love to do and make money doing it.
So, how do you know whether going to college would have been more beneficial than just obtaining a job right after high school? That depends on the hirer.
Depending on the size of the company and the salary range for the position, the employer can hire a non-Graduate applicant with experience or a degreed applicant without experience for the same money.
Being non-Graduate in a work force so competitive can be intimidating, but it is possible to overcome.
- The first thing you must do is to figure out what it is you want to do. There are so many occupations, jobs, and careers that match so many different objectives so start this process early. If you are unsure of your career goals, consider completing a career assessment to help determine your personal motivations and characteristics and see which careers are most suitable for you. You can also speak with an employment counselor.
- Research a typical work environment for that profession and the most popular companies that are hiring. Contact the managers at those companies and request informational interviews with them. Ask them questions about how they became successful in their field and how they got where they are. Networking with people in your industry is the best way to get into a job. Network with as many people as possible.
- Gather any and all on the job training certificates, seminars, workshops, volunteer activities, or other training that you have participated in that showcase your talent. This training will transfer into beneficial job skills and will need to be transformed into valuable experience and knowledge.
- Be yourself. A phrase you have undoubtedly heard before. Sometimes you may need to practice being yourself by playing up your most desirable traits in social situations. If you are 'positive' then bring something positive to a situation, event, or conversation. If you are 'dependable' then always keep your word with others.
- You must have a sound understanding of communication and how to communicate with others effectively. You must develop perfect interviewing skills and clearly, you need to make a lasting first impression with the interviewer. Here are 5 tips to help you accomplish this:
- Use strong eye contact. Be confident.
- Smile. Show some teeth.
- Shake hands firmly. Even I have shaken some wimpy hands on occasional interviews. Don't be afraid to touch the interviewer's hand, some might take offense to this.
- Speak clearly. You want to be understood and you want to make powerful statements that have meaning.
- "Monkey see, Monkey do." Take note of the receiver's body language, tone of voice, posture, hand gestures, etc. People want to be around other people who are like them.
Your success is not measured by the degrees you hold, but by the person you are. Shape your own future and mold it into something beautiful. It starts with you and no-thing and no-one else matters.
"Finding a good candidate for a job is harder than any sale"
Find a Perfect candidate for a Job
Hiring people often complain of the inability to find “good” candidates. Reasons given for this include talent shortages in the marketplace, ineffectiveness of recruiters or staffing departments, or failure of companies to offer attractive compensation packages that will attract high quality individuals. While all of these reasons are potentially valid, they overlook one of the most common reasons why hiring managers struggle to find good candidates: they never actually define what they mean by “good”.
There are no good candidates, there are only candidates who are good for something.
The following are general tips recruiters can use to help hiring managers more effectively define candidate success profiles. The use of success profiles will increase the ability of recruiters to rapidly identify high potential candidates while reducing the likelihood of hiring managers making incorrect selection decisions.
Different types of "good"
One reason hiring assistant have difficulty creating candidates success profiles is that they do not have effective language for describing candidate characteristics. Recruiters can add significant value to the hiring process by providing hiring managers with a structured process and vocabulary for defining the characteristics candidates need to effectively fulfill a position. Getting hiring managers to systematically talk through the following things will provide a wealth of detailed information that can be used to create candidate success profiles to guide recruiting and selection efforts.
A. What minimum qualifications are required?
Minimum qualifications are specific requirements candidates must meet in order to fill a position. Candidates who do not meet the minimum qualifications cannot be hired no matter how strong their other skills and abilities may be.
B. What technical skills and experience are needed?
Technical skills & experience reflect specific things a candidate must know or be able to do in order to carry out core functions of the job. These are things one typically acquires through specific kinds of training, education, or job experience. The focus here is on what a person knows, and not so much on how they use it. For example, a list of technical skills and experience for a financial manager position might include things like P&L experience and knowledge of tax law, but would not include “soft skills” like interpersonal style or action orientation.
When defining technical skills and experience, try to avoid using time to define level of expertise (e.g. “at least ten years of management experience”). Just because someone has been doing something for a long time is no guarantee that they are good at it. In addition, high potential candidates often have a history of rapidly mastering new jobs and quickly moving on to higher level positions. This rapid progress limits their total experience in any one position. In sum, using time in a job as the main criteria for screening candidates puts you at risk of screening in candidates who have had one year of experience ten years in a row, while screening out high performing candidates who can gain more experience in five years than others can gain over their entire careers. Instead of focusing on the time candidates have spent in different jobs, list the specific experiences they are expected to have gained in these jobs.
C. What competencies drive exceptional job performance?
Competencies describe work styles, behaviors, and capabilities that distinguish between exceptional as opposed to merely qualified candidates. Technical skills and experience focus on what candidates know; competencies focus on how they use it. Listed below are examples of some of the competencies uses when designing assessment solutions. When preparing to staff a position, ask the hiring manager to list the competencies that will have the greatest impact in terms of distinguishing between average and exceptional candidates. These can then be used to guide strategies for assessing candidates.
Achievement Competencies
Accepting Risk
Initiating Action
Keeping Things on Track
Focusing on Customer Needs
Pursuing Objectives
Setting Challenging Goals
Managing Time
Setting Priorities
Acting Independently
Showing Competitive Drive
Overcoming Setbacks
Decision Making Competencies
Thinking Fast
Consulting with Others
Analyzing Complex Information
Judging and Deciding
Collecting Information
Interpreting Written Information
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