Career Transition Module 4

Campaign Strategy
Developing your job search plan is a critical step in finding a new role. Your plan will be based around the four
key entry strategies – namely networking, applying for advertised roles, recruiters and taking a direct
approach.

A comprehensive job search plan will include activity in each of these four areas. While different roles or
industries may put a different emphasis on the different domains, every plan should cover appropriate activity
in each domain. And remember that job search statistics consistently indicate that 75% - 85% of people will
find their next role in the hidden job market (through Networking and Direct Approach).

Being active and proactive in your job search is key to your success. The more sources you use, the more
conversations you have and the more (appropriate) roles you apply for, the more successful you will be. Doing
more generally in each quadrant will generate more general opportunities. Being more targeted in your
approach and doing more in the most appropriate quadrants will generate the most appropriate and targeted
opportunities.

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The Employment Market

There are a number of search strategies you can employ when embarking on a job search campaign. These
include:
 Direct marketing to target organisations that have not advertised.
 Responding to advertisements (in written form in newspapers and journals and on-line).
 Approaching agencies, recruiters and/or head hunters.
 Networking.

The proportion of time spent on each of the above areas varies from individual to individual depending on
several factors, including the individual’s personal style and the field you are interested in pursuing. These are
issues you should think about and discuss with your consultant.

Experience indicates that few people locate their new positions through agencies and even less through
mailings and answering ads. This is only a general guideline and will vary, of course, in individual cases.

All this indicates that there is no one correct way to conduct a job hunt and that all approaches must be used.
You must set priorities. You must determine, in terms of time management and efficiency, which activities will
have the maximum chance of producing results - the best results. Remember, the bottom line is to develop
job interviews to obtain job offers.

Whatever approach you are using, keep in mind your career objectives and your target companies.

Be alert. Watch for appropriate ads that meet your criteria, but also watch for other news items that may
indicate activity in your target companies that would make your approach opportune.

As you tackle the agencies, assist them in their selection process by making your objectives and targets quite
clear. Only with these insights can they match you with appropriate assignments.

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The large percentage of positions obtained through personal contact is indicative of the "hidden job market".
It represents a huge part of the employment market in which the positions have not crystallised into "official"
openings. They exist as business needs that have not yet been clearly defined.

Examples of these situations would be:

 A new product, new building, growth and expansion or a new marketing opportunity requiring new or
specialised leadership or staffing.
 A department or division that is performing poorly and needs a fresh approach or new leadership.
 A sense of lack of adequate or appropriate skills within a work team.
 The formation of a new staff to support the efforts of a new Managing Director, who is making
changes to reflect his/her leadership.

In these situations, the appearance of an attractive candidate who has something to offer to meet the need or
solve the problem can help to clarify the decision. A formal recruitment process never takes place.

Efficiency vs Effectiveness

To be successful we must work smarter not harder!

This consideration of how people get jobs underlines the importance of developing a good marketing strategy
that gives proper attention to all facets of the job search process. People often confuse the concept of
effectiveness with that of efficiency and hard work. Effectiveness refers to the result of all our work - the
bottom line. As we indicated above, that result should be developing job interviews in order to get job offers.

Job offers are the only criteria by which we can judge the effectiveness of our Campaign Strategy.

Efficiency, on the other hand, refers to how well we complete a particular task and how that task contributes
to the bottom line. It is possible to spend a lot of time preparing a résumé that is a work of art and a
broadcast letter that is worthy of a Pulitzer prize, or to fill filing cabinets with research and to keep meticulous
records, but never get a job interview because the other aspects have been neglected.

Job search is not easy and all of us find parts of it difficult or distasteful, but it is a mistake to overlook or to
avoid those parts and to delude ourselves with our "busyness" or efficiency.

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How to be Effective
Here are some specific ideas on how to use your time and energy more effectively:

 A job search campaign is a job in itself. Avoid the temptation to lead an unstructured life and to feel
that you have lots of time for unrelated activities. Other people may also assume that you are
available to do other things. Combat this tendency by planning your weeks and days carefully. Set
deadlines for yourself and work towards them. Give yourself satisfaction and even rewards for
meeting them.
 Plan and group your activities to make the best use of time.
 Set realistic goals for yourself. Remember that your ultimate goal is not simply to get a job but to get
the right job for you. Prepare carefully and set intermediate goals. Don't allow yourself to become
discouraged or frustrated. It takes time.

 The market is tough. To be successful you must approach it in an intelligent, methodical and
persistent manner.

 Spend time to learn the various job search skills that you will need. Your consultant will provide
assistance.

 Identify some companies that are not prime targets and use them, if necessary, to practise your skills.

 Accept all interviews and discuss your job search with them. You will be surprised where you may find
good leads.

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Networking
This section is intended to give you practical advice and tips on Networking in the context of your current job
search.

What is Networking?
“Networking” has become one of the catchwords of our age. If the word seems new, the technique is not. It is
simply using our contacts and talking to people. People are sometimes reluctant to use it as a method
because of the connotation of “using” people, of asking favours or taking advantage of them. In fact, most
people like to help others. The secret of networking is to get that assistance without putting people on the
spot. The emphasis must be on seeking advice and guidance from people whose judgment and opinion is
respected.

Up until this generation, networking in the workplace was unnecessary, as most people stayed in their
companies for a very long time, often until retirement. The workplace today is changing constantly – while
some jobs are being eliminated, other new ones are being created.
Networking is now part of our working lives. More than half of all jobs are filled through the hidden job
market, that is, those jobs that are not advertised publicly. In fact, many estimates place up to 80% of the
total job market to be in the hidden job market.

Networking is by far the most effective job search strategy, so we suggest you spend a substantial amount of
your time using this strategy. Networking means talking to your contacts – friends, family, former colleagues,
bosses, acquaintances – and all the people they know. It involves talking to people to get information about
the marketplace and broadening your circle of contacts. By networking you create job opportunities for
yourself.

Networking is the process of developing relationships with a group of relatives, friends, and acquaintances
who can assist you with locating the information that you need to find a job.

Advertised
Market 20%

Hidden Job
Market 80%

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Ideally, a network will help you to identify where the available jobs are as well as give you the personal
introductions and background information needed to pursue them.

Many job hunters admit that they are nervous and reluctant to start the process of networking – usually
because they do not understand the process and have no idea where to begin. However, by not utilising every
networking opportunity, these people are greatly limiting their potential for success in the job search.

Networking does require more effort on the part of the job seeker. Networking is pro-active. It is self-
promotion and the process of establishing links with individuals in a position to connect you with your desired
job.

Networking is time consuming. You must be prepared to invest a reasonable amount of time in this area of
your job search if you expect it to be productive.

Why Network?
There are many reasons why you should network. Here are just a few:

 It is your ticket to the hidden job market that you would have no access to otherwise.
 It gives you a chance to learn important information about various industries, companies and jobs.
 You gain insider information about the recruiting practises of specific companies.
 You get the opportunity to promote yourself and leave others with the impression that you are an
intelligent and capable person.
 You receive valuable advice about the job search process and other information regarding the
position/s you are seeking.
 You will almost always obtain referrals to others who can offer you even more information, and
possibly a job.

Networking should be part of your long-term career strategy.

Networking should be a two-way exchange: hopefully you will have the opportunity to reciprocate at
some time in the future.

What can you hope to achieve through networking?

 You find out more information about the industry you are interested in, and your target
company/companies.
 You increase your contacts, get referrals, and enlarge your network to get as many people involved in
your search as possible.
 You gain exposure through one-on-one meetings and practise your communication skills.
 You will be remembered so that if a position comes up you have a good chance of being contacted.

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Advantages for the Employer
The advertised market covers those roles that are formally advertised, typically on online job boards, and
filled through a competitive selection process.

The hidden market, on the other hand, comprises those roles that are filled without utilising a formal
competitive process. The hidden job market is far less competitive because fewer job seekers are consciously
active in this arena.

There are three main reasons why employers prefer to use the hidden market:

 It is quicker, easier and more efficient than going through a formal, competitive selection process in
that there are fewer applications to assess and there are fewer interviews to conduct.
 It is cheaper. There are no fees to pay.
 It is less risky to employ someone that you know, or someone who has been referred, than a total
stranger.

Possible Barriers and Fears for the Candidate

There are many reasons why people may have fears and concerns regarding networking as part of their job
search. They may:
 Fear rejection.
 Fear looking weak or needy.
 Fear spending too much time on networking.
 Fear appearing pushy and aggressive.

Never ask for a job. Most people you speak to do not have a job to offer, and it is embarrassing for them to
admit that they cannot help you. The result is that they want to avoid that embarrassment in the future and
so will stay away from you. They can, however, usually help you in other ways. While they don’t have a job for
you they may have information, and other contacts who have even more information and that is how you
discover that hidden job market.

People will help you once they know what assistance you need. Your objective is to tell them how they can
help you in your search. If you do that in a clear and concise manner it also carries an air of confidence that is
reassuring to your network contacts. They recognise that you are in control of your job search and looking for
specific information – not making some vague appeal for help.

How to Network
Building the Network
Begin by listing everyone that you have come in contact with in the last 10 years. The list should be as wide
and inclusive as possible. These are your primary contacts - the ones you know directly, at least on a casual
basis:
 Business colleagues – former bosses, peers and subordinates.
 Business associates – customers, clients, suppliers.
 Business acquaintances – lawyers, bankers, accountants.
 Members of clubs and associations, including sport, religious and community.

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 Members of professional associations you belong to.
 Family.
 Friends.
 Shopkeepers.
 Neighbours.
 Social acquaintances.
 Doctors and dentists.

You will probably be able to develop a list of 100 or more names and you will find that as time goes by you
may add more.

Before you contact any of the people from the above list, you need to do some preparation. You need to plan
what you are going to say, then practise aloud to ensure that you are expressing yourself well. You need to
prepare yourself in the following areas:

 Your purpose for the meeting.

 Your introduction.
 Your strategy.

Purpose of Your Meeting

Why are you asking for their advice? Possibly because of their experience and knowledge.
What kind of information are you looking for? Maybe about an industry, or information about the specific
company you want to contact, or names of other contacts. Specify how much time it will take. Probably 20-30
minutes of their time, or whatever is agreed to.

Your Introduction
Be prepared to give a brief summary of your current situation and your background, touching on your
qualifications, education, and work experience. Give them a context from which to help you. Tell them
whether you are continuing along a particular career path or whether you are looking to take a change in
career direction.

Your Strategy
Be prepared to give a brief summary of your career objective, your marketing strategy and your target
industry and companies. This will form the basis for the questions you have and will convey that you have
done your homework.

You might decide to compose an email or letter to some people on the list. Briefly explain your career
objective and that you are currently seeking employment. Stress that at this point in your job search, you are
mainly doing research. Ask them for advice, information and referrals. Let them know that you will be
contacting them by telephone and make sure you do. Promptly follow up leads and send a thank you note
expressing your gratitude to each person you have made contact with. And make sure that you let them know
of the outcome of the meeting and any subsequent developments.

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Networking involves developing a list of your personal and professional contacts, informing them that you are
conducting a job search, and asking your contacts to point you in the direction of anyone they know who may
be able to help.

Start your list with professional contacts closest to your field, especially those in professional and trade
associations, and then broaden to include other professional, civic, fraternal and personal contacts.

This concept can be illustrated

diagrammatically:

Exisiting
contacts

Referrals

Further referrals

The Key to Effective Networking

The key to effective networking is to let all of your contacts off the hook with regard to knowing about a
specific job opening. You are only hoping for further referrals to people who may not necessarily know of a
job opening, but who may be able to point you in the right direction of someone else, who also may or may
not know of a job opportunity. People are far more open to helping when they realise you are not expecting
them, or their referrals, to know of a specific job opportunity at the time.

It is wise to send a thank-you note or email to those contacts who have referred you to others. You can take
this a step further and update your contacts with a note or email when you secure a position. With this
process you are developing a professional network that may serve you now and in the future.

Conducting Informational Interviews

Eventually, your networking will lead you directly to individuals with direct contacts in your chosen field.
When this occurs, you may wish to ask them for an appointment to conduct an informational interview. In an
informational interview, the typical process will be reversed and instead of being interviewed yourself, you
will have the opportunity to do the interviewing. Your goal in an interview of this type is only to receive
advice, information and referrals.

Put effort into preparing for the interview. Find out as much as you can about the individual, their profession,
and their company. The time spent will pay off by impressing the interviewee, increasing the odds that they
will remember you when they hear of a job opening.

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You need to treat even the most casual of informational interviews as you would a regular interview where
you know there is an available position – because there might be. Your preparation and enthusiasm should be
the same as for a regular interview.
An informational interview allows you to interview someone in your chosen field, or a field that you are
considering. The purpose of an informational interview is to find out more about the field you are considering,
and to make contact with professionals who can offer information and possibly help you along the path of
finding the right job for you.

To prepare for and complete a successful informational interview, follow these steps:
 Make a list of people you know who have a connection to your line of work.
 Call each person on your list and suggest a brief meeting in order to learn more about their line of
work.
 Be on time for the meeting and ask for information and suggestions, not a job. Be brief and respectful
of the person’s time.
 Have a good list of questions and issues prepared that you can raise during the interview. Be sure that
you have researched the field, the company, and that person’s position adequately before you arrive.
This will help you appear more professional. Here are some suggestions:
- How did you decide to get into this field?
- What do you see as the future of this occupation?
- What companies are leaders in the field?
- What are the industry trends?
- What are some related fields?
- Ask questions about specific companies – their environment and possible career
opportunities.
- Ask for feedback on your résumé.
- Discuss ideal profiles for particular roles – skills, traits, education etc.
 Take your résumé with you in case they ask to view it.
 Close the meeting at the scheduled time.
 Thank the person for their time. Ask for referrals. Be sure to ask the initial contact if you can use their
name when you contact the referrals. Repeat the process above for each new contact.
 Write the initial person a thank you note or email immediately.
 Be sure to follow up on all leads and write thank you notes or emails to everyone who helps you.

Although it may happen, never go into an informational interview with the expectation that you will be
offered a job. This puts the interviewee on the spot and could leave them with the feeling that they have been
manipulated.

Checklist for Informational Interviews

 Introduce yourself.
 Explain who you are in terms of education, roles and work situation.
 Highlight relevant strengths.
 Explain what you are looking for.
 Speak clearly.
 Convey enthusiasm.
 Ensure body language is consistent with verbal communication.

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Networking by Telephone
Networking by telephone can be as effective as meeting people in person, especially when contacting
acquaintances. People live busy lives, but they still want to help. If they can help you in 10 minutes over the
telephone, they will probably prefer that over a longer meeting in person.

Here are some tips on how to network for job leads over the telephone.

 Prepare your script.

 Give a brief introduction: who you are, why you are calling, and what help you need. Rehearse what
you are going to say. Be energetic and positive.

 Ask if this is a good time to talk for 10 minutes. If not, ask for a good time to call back. Call back at that
time.

 Ask for their help in sharing with you any information they may have about openings pertinent to
your job goals. Good questions can be phrased like this:
- “Do you have any information on job openings in my line of work?”
- “Can you recommend me to someone who might know?”
- “Would you call me back if you hear of such leads?”

 Tell them you do not expect an immediate answer. Ask them if you can call them back at a specific
date and time. Usually a few working days is a good period.

 Follow up as agreed. Use your record-keeping system and diary to keep track of follow-ups.

 Whatever information these contacts give, be appreciative.

 When your contacts give you names of job-lead contacts, ask them if they will call ahead and make a
brief introduction on your behalf before you call. Otherwise, ask if you can use their name as a
referral.

 Follow up every lead you are given. It’s a good idea to write a short script describing who you are and
why you are calling. Always use the name of your contact as quickly as possible to establish rapport.

A conversation with a lead might go something like this:

You: Hello, Ms. White. Your associate, Jim Wilson, referred me to you. My background is in…Since your
expertise is in…, Jim thought you might know of people who have an interest in people with my background.

[Link]: If you’d called me last week I could have told you of a position that was open. My friend Melanie
Showers was looking for a …She finally filled the position. But you might try the…

You: Thank you, I will. Do you know of anyone else who might have an interest in someone with my skills?

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Ms. White: You might try Brian Bell at …Also, you might try Bob Williams of…He may know of something.

You: I will, Ms White. Thank you very much for your help. Would you mind if I call back and let you know how I
have progressed?

Keep in touch. These people can easily remain as part of your network.

Checklist for Telephone Interviews

 Have notepaper and pen handy.
 Make sure the background is quiet.
 Rehearse what you are going to say.
 Be enthusiastic.

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You may wish to use the following template as a guide when preparing your telephone call.

Telephone Call Template

Item Script Notes during call

Greeting

Introduction

Purpose of call

Meeting date
options
(at least 2 ready)

If meeting is not
possible, ask for
referrals

Thank them

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Organising Yourself
To build on your existing network, good organisation is required. You will need tools and a system for
organising your networking contact names, numbers and emails as well as notes on conversations, follow-ups
and future networking. You need to keep an accurate record-keeping system, whether it be index of ???
cards, an excel spreadsheet or a good App. Use a system that you feel comfortable with. Your file or system
should include information such as:

 Name of contact.
 Telephone numbers, email, and address.
 Organisation they are with.
 Their role.
 Name of person who referred you.

You also need to be organised in terms of your time management skills. For example, you should set aside
blocks of time during the week to make your telephone calls and follow-up calls. On a daily basis you need to
return calls, diarise thank-you calls etc.

Networking Record Sheet

You may wish to use the following form (or develop your own) for record keeping purposes.

Name Company
Phone Email
Address
Meeting date/time

Meeting objective

Matters discussed

Meeting outcome

Action required

Follow-Up/Date

Learning points
(worked/needs
improvement).

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Networking Hints
 Seek to expand your own network by tapping into others’ networks. Always ask for referrals. In this
way, your own network will expand rapidly, gaining you access to professionals in your field that you
would have no link with otherwise.

 Never directly ask individuals in your network for a job. Instead, ask for information, referrals and
advice. Although finding a job is your ultimate goal, the subtle approach will be much more successful.

 Expect rejection but do not let it stop you. Some people will simply be too busy. However, if you are
genuine and sincere in your request for information and advice, you place the person in the position
of trusted adviser (a flattering concept for many people). In this way you heighten your chances of
receiving positive responses to your requests.

 Always send a sincere thank you letter or email within 48 hours of contact. If the person does not
already have a copy of your résumé, this is the time to send it. Ask them to remember you if they hear
of a job opening for someone with your qualifications.

 Stay organised. Keep track of everyone you have contacted – their name, title address, phone
number, email address, how you contacted them, the outcome, and any tasks you need to follow up
on.

and finally …
The process of networking takes time but it does work. The more networking you do, the more personal
agents you have out there working for you in your job search.

Maintain a positive frame of mind. With every contact you must come across as cheerful, positive, ready and
eager to work: an asset to any company.

By following some basic networking strategies you can gain access to the hidden job market and greatly
increase your odds of finding a satisfying role. Remember that the relationships you establish now with peers
in your field will help you not only with your current job search, but also the next time you pursue a change.

Once you’ve secured your new position, send a thank you note or email to each person in your network and
give each one your new contact information. Continue networking in your new position - after all, networking
depends on a mutual exchange, so you should try and reciprocate the generosity of others while you are in
your new position.

And remember, successful people continually cultivate and maintain

rewarding relationships within and outside their organisations.

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Recruitment and Search Firms

Use of Job Advertisements
The most traditional approach to the job market is advertisements. However, as indicated earlier only a
relatively small percentage of positions are advertised. It is a mistake to base a job search campaign on only
answering ads, or to only draw conclusions about the state of the market from the number of ads that
appear.

The majority of ads are placed by recruitment and other agencies. That is why we have combined the terms
ads and agencies in this section.

Often a company will advertise, or insist on an agency advertising, to conform to a policy, or to demonstrate
that all steps were taken to find the best possible candidate. Advertising is rarely the only or the most relied
upon approach. More and more companies are looking to other alternatives to procuring employees these
days.

People do still, however, get jobs by replying to advertisements and we certainly recommend that you do so.
As with other aspects of your job search it is important that you take an organised approach. Read the papers
carefully every day, not only for the advertisements, but also for news about your target industry. All related
ads should be noted since they may indicate activity in the company that could produce a suitable position for
you. An approach from you may be very timely.

As with other aspects of the job search, we recommend the application of a marketing principle: consider the
viewpoint of the customer and tailor your approach accordingly. The advertiser will usually receive a large
number of replies and this can present a logistics problem in just screening them to discover the best.

In fact the goal in the first screening is to find the acceptable, with the assumption that the best will be among
them. It is unrealistic to think that someone is going to give a careful reading to every one of those
applications in order to find the very best.

It is essential, therefore, that you provide every assistance to the reader to recognise your suitability for the
position. You must write a letter that is specifically tailored to the ad.

Never send a résumé without a letter, nor a letter that simply invites consideration of your résumé.

The first screening is usually done by matching the qualifications outlined in the letter to the requirements
specified in the ad. If there is a reasonable match the application is retained for more careful reading. Vague
letters and unaccompanied résumés are usually set aside and are considered only if there are not enough
suitable applicants in the first category.

Here are some suggested guidelines:

 Read the ad very carefully and underline the specific qualifications that are listed there. Sometimes
these are written as responsibilities or a job description and you must take care to identify them.
Make a separate list of them.

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 Try to consider the position from the employer's point of view and identify what other qualifications
or background might be attractive.

 Review your résumé and achievements list and identify the most impressive achievements that
demonstrate the skills and experience required by the ad description.

 If the company is identified, try to research some pertinent fact or need that you can address from
your experience.

 Write a cover letter providing a detailed response matching an achievement to each of the required
qualifications. Be as specific as possible, avoiding vague claims. Do not worry about duplicating
statements from your résumé since that shows consistency.

 Be sure to include all information requested: salary, references, etc, but only when asked for!

 Remember that the process takes time. If you have not heard anything after two weeks, call and ask
about progress.

Use of Recruitment Agencies

Executive Search and recruitment firms are employed by companies to identify, approach and conduct the
preliminary negotiations with suitable candidates for specific positions. They will have several assignments in
process at any time and will have a particular consultant in charge of each.

When you approach an executive search or recruitment firm, it is quite unlikely that they will have an
assignment in your field at that time. It will be a happy coincidence if they do. It is important that you impress
the key consultants in order that they will remember you when an appropriate assignment does come along.

You should prepare a personal introduction letter indicating clearly what it is that you want to do, your
qualifications for such a position, salary expectations and any other considerations, such as location, that you
feel are pertinent. It is important to help them with that classification process so that they can find you (your
letter and résumé) easily for the next appropriate assignment.

Do not try to cover all possibilities in one letter and résumé. If you are too vague and general you may find
yourself in a "general" or "unclassified" file that is usually the last place they look for candidates. If you wish to
be considered for more than one type of position (your second or third targets) you should write a separate
and similarly tailored letter for each.

Try to arrange an interview with the key consultants of each firm to provide a face to the letter, but bear in
mind that unless they are working on an appropriate assignment such a meeting will be simply a courtesy to
you.

The executive search consultant firm can be a valuable ally if you are being considered for a position.
Remember, however, that it is working to particular constraints in trying to provide the best possible service
to the client organisation. Be sure to work with their people, not against them.

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There are also "placement" firms that watch for activity in a particular industry sector, collect details on a
number of candidates and then "sell" the appropriate contact. The individual still has to go through the
interview and evaluation process. A fee is charged if the candidate is hired.

A problem can arise if the firm blankets an industry with your résumé. You may find that you have been
blocked out - meaning that interested companies can be liable for a fee if they hire you since it may be
difficult to know from what source they heard of you first. Be warned and do not authorise anyone to
distribute your résumé indiscriminately.

There is little that this last type of firm can do for you that you cannot do for yourself just as effectively. With
the guidance and support of APA and with your own hard work and commitment, you will be able to obtain a
position that is better suited to your own particular needs and talents.

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Direct Marketing
There are two areas to consider when planning a successful market strategy:

1. Develop and refine an appropriate target list.

2. Utilise effective search strategies (ie, networking, responding to ads, use of recruitment agencies and
direct marketing).

There is a quaint but true saying: "If you don't know what you are looking for, it's very hard to find it". That is
especially true in a job search situation. Experience has shown that when people have clearly identified the
critical fit requirements of the next position, and have done so in the context of a carefully thought out Career
Plan, the road to success is better marked and strewn with few obstacles.

Neither your Campaign Strategy nor your Career Plan should be cast in concrete. You should always be ready
to change and modify in response to altering conditions and different opportunities. Moreover, the choices
and objectives must be yours. Career planning is an intensely personal exercise.

As you set up your marketing plan it is important to make a realistic assessment of the size of the market.

 Are you limiting it to a local or regional area?

 Are there other considerations that will restrict your market?
 What trade-offs are you prepared to make?

These factors were considered as you established your list of "critical fit" criteria, but they must be ranked in
their importance to you so that you can design a realistic marketing plan that will produce the results you
want.

Your career goals and aspirations, as well as ideal employment factors form the guidelines to identify a list of
companies and organisations that are most likely to offer you that right next job.

Define your Target List

As indicated above, the essential first step in a job search is development of a target list. The target must be
defined in terms of:

 Specific industry.
 Geographic location.
 Size of company.
 Position sought.
 Title that position reports to.

Using this information as a guide, draw up a broad list of target companies. This list must be open for
additions throughout your job search.

 Begin by listing all the companies that you know personally.

 If it is in the same industry as your last employer, list all the competitors, suppliers and customers.
 If location is a major concern, obtain an industrial or business guide to the area. If possible, walk or
drive through the district noting company names for further investigation.

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There are numerous directories and sources of business information that can assist you in identifying
companies to target. For example:

 Business Directories (such as Dunn & Bradstreet).

 Business Who’s Who of Australia.
 Directory of Australian Associations.
 Federal, State and Local Government Directories and Handbooks.
 The Yellow Pages.
 Newspapers, trade & business journals.

In addition, there is a wealth of other information on the internet to help you.

Use the directories to draw up your target list.

Other Useful Data

Your target list at this stage may contain many names. Using the information that you have gathered and your
own criteria for identifying the right next job, rank the companies in a priority list.

Divide your list into three sections, "High Priority", "Probables", and "Some Interest". As you proceed with
your research do not hesitate to change the ranking.

Divide your "High Priority" list into groups of five for ease of handling. Start with the second or third group on
your list for practise. Concentrate on one group at a time to organise your search.

Using these resources, do in-depth research on each company:

 Annual Reports.
 Newspaper and magazine articles.
 Who's Who.
 Public Reference Library.
 Financial Review Library.
 Databases accessible through Audrey Page & Associates

These are the more formal resources. It is important that you become something of a detective. Do a little
creative digging, especially for information on private companies.

 Obtain product catalogues.

 Talk to your own contacts (Network).
 Talk to distributors, suppliers and customers.

Remember to ask open-ended questions to get as much information as possible.

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As you conduct your research remember that as well as general information about the company, ie size,
financial stability, ownership, product lines, etc., you also want to answer some more specific questions such
as:

 Where would I fit in?

 Do they currently have, or is there a need for, someone with my skills and background?
 Do they have problems that I could resolve?
 Who would be my boss? Name, title, address and telephone number.

With this information you can now assess this company as a potential employer and plan the best strategy to
approach them.

One aspect of your search will involve specifically approaching target organisations. Here are the steps that
we recommend to approach the "hidden job market" in your target companies.

Approaching “High Priority” Targets

 Using the techniques outlined in Section 6: Research Assistance, find out all you can about the
companies on your list.

 Try to identify the person who would be your boss if you were to get the right next job with that
company.

 Develop a strategy using the techniques in 4.4: Networking to get a meeting with that person. The
objective is to become known. If the situation is similar to that described above - part of the "hidden
job market" - it is important that you establish visibility for yourself, your skills and experience (what
you could do for them), in a manner they will appreciate and welcome. You might for example, be
able to arrange a lunch with a key prospect through a network contact.

 We strongly urge you not to ask for a job directly. It is much more effective if they offer it to you as
their idea.

 Always have copies of your résumé with you but use them as "leave behind" material.

 Be ready to have your meeting turn into a job interview so that you can talk easily but specifically
about the significant things in your background that apply to this opportunity.

As you are working on the "High Priority" list, you should also note any information that comes to your
attention about the companies on your other lists.

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Approaching “Probable” Targets
As a change of pace, use the following approach for the "probable" targets.

 Research the company in order to find the name, title, address and phone number for the person who
would be your boss.

 Discover some significant item of information about the company or that particular department to which
your background or skills would relate.

 Highlight that information in a targeted personal introduction letter requesting an opportunity to meet
with the individual and indicating that you will follow up to make an appointment.

 Send out an appropriate number of these letters each week, allowing yourself enough time to follow up.

Approaching “Some Interest” Targets

For the "some interest" group, again discover the name, title, address and phone number of the person who
would be your boss and send a general broadcast letter. Do not send letters to Personnel Departments or to
departments without a specific name. There are better ways to waste your time.

Your Marketing Strategy is, of course, a direct product of your own Career Plans. Obtaining the right next job
is the essential first step in fulfilling those plans. It is essential, therefore, that it be carefully thought out,
prepared and executed with the best skills and commitment that you have to offer.

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Developing a Marketing Plan

A marketing plan brings together many of the elements that have been covered in your career review t. It
provides a consolidation from which you can set some clear short term and longer term actions.

Your marketing plan should cover areas such as:

 Your professional goals and objectives

 Essential and desired features of the role and job functions
 Target markets, in terms of industry, location, preferred size and culture of the organisation
 Specific target businesses, functions, divisions or organisations

Undergoing a career change or implementing a job search strategy is akin to launching a new product in the
market – it requires a planned and coordinated approach. Developing a marketing plan – where you, in effect,
are the “product” – can greatly assist you to align your efforts and lead to a more targeted and effective
approach.

You will find an example Marketing Plan on the following pages and your consultant will be able to provide a
sample template to get you started. In the following example you will recognise the answers to many
questions that you have asked and answered during this career exploration. Beyond the sample you will find
useful guides to defining your specific targets.

Summarising your career strategy in a format such as this often crystalises your objectives and clarifies the
actions required to achieve them. There is something very powerful about writing it down – seeing it in print
makes it easier to visualise, which in turn provides impetus to make it a reality

“A rock pile ceases to be a rock pile

the moment a single man
contemplates it, bearing within him
the image of a cathedral”
Antoine de Saint-Exupery

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PERSONAL MARKETING PLAN

PROFILE

A strategic marketing and sales professional who excels in lateral thinking and out of the box solutions,
delivering intuitive client experiences and motivating the team with energy and passion.

CAREER OBJECTIVES

Longer term:

To be part of a dynamic and results orientated executive team providing strategic direction on brand
building and developing marketing strategies that deliver both in terms of increased revenue and customer
satisfaction.

Short term:

1. To be in a challenging role that both reflects and further develops my extensive skills and experience
base.

2. To be in a new position as a Senior Marketing professional within the business banking area/ financial
services sector within the next six months.

Essential Job Functions Desired Job Functions

 Role must extend my skills base across some  Scope for creative problem solving
new marketing functions 
 Opportunity to manage staff  Stability and long-term opportunities within
the organisation
 Some scope to manage strategic marketing  Someone to learn from – mentor/leader
projects as well as BAU  Some flexibility – work from home
 sometimes
CBD based


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Target Market(s)
Define the characteristics of the broad market that you will research and target.

Industries
Strong preference for financial services to capitalise on existing experience. Will look at other industries
but want to maintain and grow remuneration levels.

Size
Preference for Medium to Large organisations due to stability and long term career prospects and training
opportunities.

Location
Prefer Sydney CBD but would consider lower North Shore and perhaps other areas but needs to be on
good public transport route.

Culture
Supportive of individual growth. Values flexibility and makes efforts to implement. Strong brand values
that operate internally as well as externally. Preference for working within small teams with scope for
individual effort and a level of autonomy over designated projects.

Other
Working with talented, high calibre people who will complement my skills and experience and support my
brand.

Now be specific about the companies/businesses/departments that you will research and make contact
with, seeking connections, conversations and opportunities.

Specific Targets

High Priority Medium Priority Low Priority Left Field Ideas

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