Beware of the Dreaded Salary Questions

By Steve Frederick, Frederick Career Services

Nothing knocks you out of an interview faster than mishandling the salary question. The key to success is coming from a place of confidence: it won't be an issue if you're right for the job.

The first rule of salary negotiations is “Postpone Salary Talk Until You Get an Offer.” Prepare by creating and memorizing a "put off the question" phrase customized to you and your style. One will answer "What are you looking for?" The other will answer: "What are [were] you making in your current [previous] position?"

Usually, the employer wants to know if you’re affordable and the right caliber of candidate for the job. Your research will give you a general idea of what’s affordable for the employer, but you can’t know for sure—especially these days. Rather than blindly guessing, use one of the phrases below.

Here are some answers to the dreaded salary questions.
“I’m really uncomfortable talking about salary right now. I don’t want to get screened out because I was making too much or too little. Can we discuss the job—and if it’s a good fit, I’m sure we can come up with a number that will work for both of us.”

“I believe in being paid for the value I produce for a company. Can we talk about how I can produce value for you before we discuss salary?”

“I’m sure you pay fair wages. If you decide I’m the right candidate, I’m sure we can work something out. Let’s talk about the job.”

Career changers and others who may be facing a pay cut
“I was making a lot. Frankly, I don’t expect to make what I was being paid before. I’d like to fit into your salary structure.”

If you’re in sales
“I’m sorry, but I can’t give you that information. Certainly, if I was working for you, I would never reveal that sort of information to a customer.”

If the employer is insistent, you can move to the second rule of salary negotiations:
"Let the Employer Go First."

“You probably couldn’t afford what I was making. What is the range that you’re looking to pay?”

“Give me an idea of the range you have in mind, and I’ll let you know if we’re in the right ballpark.”

Artful handling of these salary questions can mean the difference between being seriously considered—and getting a quick rejection.

Steve Frederick of Frederick Career Services in Skokie (847-673-0339) helps people to find the work that brings them the satisfaction and the money they want. Our low-cost 90-minute Career Action Plan Meeting gets to the root of any career issue and provides a plan to solve it.

GETTING WHAT YOU NEED: HIGH IMPACT NEGOTIATING STRATEGIES

INTRODUCTION
One of the most powerful and easy to forget realities of your professional life is around how individuals are compensated for their added value to an organization. Especially, when you have been on a job search for an extended period of time, it is essential to remember that you can have an impact on your compensation when you land your next position. In fact, when you intentionally and strategically negotiate for your added value to an organization, you and your company both win.

SALARY AS PAYMENT FOR THE PURCHASE OF YOUR ADDED VALUE
Although it’s important to consider the economic realities of supply and demand factors, a critical variable that ultimately determines compensation is the extent of your responsibilities and your skills and the potential return for an organization on their financial investment in you. The more people or products an employee’s decisions and actions affect, the more those decisions and actions will impact an organization’s bottom line. Salary is an indicator of that responsibility and influence, as well as the simple economic principle – employers expect employees to make more money for the organization than they will cost.

PSYCHOLOGY OF PURCHASING BEHAVIOR
Have you ever purchased something that you couldn’t afford? If you’re like most people, your answer to the last question will be yes. How do people get to the point of buying something they can’t afford? They usually progress from being curious to interested, intrigued, wanting it, wanting it a lot, wondering how they can get it, thinking about it almost all the time, scheming, scrimping, saving, and finally buying it because they just can’t stand not having it any more! Then they wonder how they ever got along without it and are fully invested in justifying their purchase. Your interviews are your way of making the sale regarding your added value to the organization. You want to make the sale before you talk about salary. Once the sale is made, then the negotiations can begin.

SALARY QUESTION AND ANSWER STRATEGIES
Avoid Discussing Salary until after You are Offered the Position
When you are able to postpone the salary discussion until after you are offered a position, you have essentially made the sale and the roles are now reversed. They are in a position where they have decided to bring you into the organization and are now invested in your saying yes to their offer. Essentially, you have made the sale and now it is up to them to make the sale to you. They are now motivated at this time to ultimately offer you their best price, because they have made the decision that you are the best available candidate.

Hiring managers are eager to fill available positions and be through with the entire recruiting and interviewing process. They are motivated to end their search for the available position so that they can finally spend their time on other work related details. You have been offered the position because the hiring manager has made the decision that you are the best candidate. The initial sale, so to speak, has been made. At this point, the hiring manager is likely to be motivated to make the pay scale flexible and creatively juggle the budget in order to close the deal.

As many organizations utilize the salary question as an initial screening tool, avoiding the salary question can require both skill and quick thinking. In fact, if an organization requests “salary history” for your formal application, your failure to provide this information will officially eliminate you from the applicant pool. If salary history is required in order to apply for a position and your salary history is higher that the salary range for the position, you will need to address this in your application cover letter and/or initial contact with the organization. The salary question, even if not required for the formal application, will often be brought into the initial screening interview - often by phone - or the first in-person interview.

Scripts for Postponing the Salary Discussion until “The Offer”
When the interviewer presses you for salary information early in the interviewing process, you can often postpone the discussion via one of the following responses:
• “What is the salary range for this position?”
• “How much is budgeted for this position?”
• “How much would someone with my qualifications and experience receive in this position?”
• “I’m sure we can come to a satisfying salary agreement if I’m the right person for the position. Is it OK with you if we initially focus on my being the right person for the position and then discuss salary?” If we agree that I am the right fit, I’m sure we can come to a satisfactory agreement.
• “I notice we’re back on salary again. May I ask you a question? Are you wondering if you can afford me? Or do you just need it for an application or something else?”
• “My salary expectations? Well, I would expect that you will pay a fair salary for this type of position. My research indicates a range of X dollars to Y dollars for this type of position, but every job is unique. If you are open to this, can we first discuss the position and my added value to your organization?

When the interviewer is not willing or able to budge on the request for salary information, you still can have an impact via one of the following approaches:
• State your total compensation package, the highest dollar amount that includes your base-salary and benefits.
• Remember that your true added value to a company includes recent degrees/experience which may not be factored into your most recent compensation package. If this is applies to you, communicate this to the interviewer.
• Sometimes, the salary range for the position that you are interviewing for will be lower than your prior salary and you are still interested in taking the position. When this happens due to a career change or some other factor, you will need to communicate to the interviewer why you would consider a salary range lower than your current range or you will not be taken seriously as a candidate for the position.
• When you salary demands are not in alignment with the salary range for the position you are targeting, know that screening yourself out via your salary history will ultimately provide you with time to focus on more viable job opportunities. It’s important to remember that sometimes not getting the job you are targeting is ultimately one of the best things that can happen to you.

SALARY REALITIES TO REMEMBER
Money as Power
How much you are worth in the job market is a question that always needs to be addressed within the context of your performance capabilities and job requirements. In order to negotiate the highest possible salary for a position, you need to be able to speak to what others currently earn in a comparable position, as well as your added value.

Your Hiring Salary Determines Your Base-Salary for Subsequent Raises
This amount adds up over time, so your main negotiating goal is to be hired at the highest possible base-salary. Most salary increases merely reflect cost of living increases rather than positive performance evaluations. The higher your base-salary, the greater your subsequent raises will be over time.

Your Compensation Package is Comprised of Base-Salary Plus Benefits and Perks
The hiring process is complete only when you and your employer agree on a compensation package. Agree on base-salary first and then discuss benefits and perks. Base-salary is the most important and often the most inflexible element in the compensation package, as it is the major determinant for future salary increases. Your primary negotiating goal is to start at the highest possible base-salary. Entry level positions, however, are the most inflexible with regard to base-salary. Salary ranges within position grades are non-negotiable, as they are utilized as a means to reduce salary inequities and employee dissatisfaction, as well as to comply with union contracts. You can however, negotiate around the possibility of changing the grade of a particular position based on added skills and increased deliverables required for the position.

Personal Beliefs Regarding Salary, Your Worth and Negotiating Your personal beliefs regarding money, your professional added value to an organization and the negotiating process will have a definite impact on your negotiating approach and outcomes. If you are one of the many individuals who were taught that it’s not OK to talk about money or “brag” about yourself, you will need to revisit and modify these core beliefs in order to increase your negotiating effectiveness. Salary and benefits constitute a formal exchange where added value is provided to both parties. Additionally, if you are unable to speak to your skills, accomplishments, added value and position related compensation factors, you will most likely be undervalued by an organization financially and professionally, or the position will ultimately be filled by someone who is able to sell him/herself.

ONCE YOU HAVE BEEN OFFERED THE POSITION
Essentials for Salary Negotiation
• Negotiate in person whenever possible. Being able to “read” non-verbal feedback is critical to the process of monitoring your negotiating responses. It is also easier to engage the other person interpersonally, thus creating a collaborative environment.
• Approach the salary issue as a negotiable one in which you can have a powerful and positive impact. Focus on base salary first and then benefits, leaving room for negotiations.
• Seek a win/win outcome which values relationship. A successful outcome will build your relationship with the organization that will have an impact on subsequent interactions and relationships.
• Continue to express your pleasure with being offered the position and your investment in coming to a salary package agreement that works for everyone. Focus on creating an agreement oriented conversation rather than an adversarial approach.
• Approach the salary issue from a place of objectivity, rather than from an emotional perspective. It’s almost impossible to be as effective as you can be in the negotiations if you take the process personally.
• Focus on objective and employer related issues regarding your ROI to the company, rather than on your personal needs. You need to be employer focused with regard to:

• Their needs
• Their problems
• Their desired solutions

• Do your homework. Research comparable salaries with comparable organizations for comparable positions. Speak about salary levels and expectations from an objective perspective, using your research to back you up, as well as your experience and added value to the organization. Practice communicating your own professional value, strengths, skills and accomplishments as related to the position and project an image which reflects your worth and salary level.
• Understand and practice using timing, silence and slowing down the process to create a strategic advantage in your negotiations. Know that when you are feeling the most pressure to “speed up” the negotiating process that this is the exact time for you to slow down. Take all the time you need to cover all the points you want to make as your strongest negotiating position occurs before you’re hired.

• After you’re presented with the salary figure for the position, repeat the figure out loud and then take at least ten seconds before you reply. A twenty to thirty second silent pause is even better if you can manage this. Silence is a powerful way to focus yourself on your outcome goal while creating uncertainty in the other person regarding your response. It’s important to remember that they are just as invested in closing the deal as you are.
• When the salary figure is too low, don’t give up. Remember that you are in a negotiation and the salary figure that has been presented to you is almost always a starting point. You will not know for sure if the number is also an ending point until you are finished negotiating. Acknowledge the figure and express your appreciation for the offer. Then counter the offer with your researched response. Remember, your goal is to get your top figure - based on your experience, industry standards and supply and demand factors - in a manner that is fair for everyone. Continue to express your interest in the job and your desire to come to a decision and agree on a number that works for everyone.
• Think outside of the box with regard to the salary/benefit/perks compensation package. If salary is fixed within a grade level, you can focus your negotiation on a grade change for the position. When there is a cap on salary, you can negotiate within the benefits’ structure. If they are unable to compromise on salary, then you can offer other possibilities (via perks and benefits) as a means for them to alter your compensation. For higher level positions, a range of perks – from autos to memberships to severance packages, etc. – can be part of the negotiating process.
• Know when to stop, when enough is enough. If you can’t reach a mutually satisfying comprehensive salary package, for the time being you still have the lower offer. Communicate that you’re still very excited about the offer and the opportunity to contribute to the organization and that you would like to think about the offer and get back to them. Agree to an amount of time that they will honor the offer so that you can consider it and get back to them. When possible, get the official offer in writing.
• Follow up no matter what the outcome may be. Graciously accept or reject the offer verbally and in writing in order to set a positive tone for the future. Salary structures are always being revisited and sometimes the person who takes the position at a lower salary doesn’t work out. You never know what will happen in the future and always want to ensure that you are continuing to build positive relationships.

Checklist for After the Negotiations
• Remember to get the offer in writing.
• Take the time that you have been given to consider the final offer.
• Use the final offer as leverage with another potential employer only if you are truly interested in the other position. Manipulative game playing almost always backfires.
• Detail post-employment expectations and outcome goals, also know as your performance objectives.
• Outline in written form your complete employment package.
• Outline the structure for reviewing your performance - criteria and time frame.
• Outline the relationship between performance and raises.
• Take notes during the negotiating process and get agreement regarding each negotiating point/issue.
• Get agreement to use this document as the basis for your next evaluation at an agreed upon time period.
• Get a finalized agreement before quitting your current job or withdrawing from another potential position.

SUMMARY
The negotiating process, similar to the interviewing process, will work to your advantage when you are fully prepared to take charge in creating a collaborative win/win outcome. Especially for salary and benefit negotiations, this means that you will need to be prepared via optimally researching salary levels for comparable positions and negotiating points. You will also need to be able to communicate your salary expectations in a manner that speaks to the organization’s needs, desired outcomes and your return on investment to the organization. A well executed negotiation will result in your starting at the highest possible combination of base-salary, benefits and perks, as well as the creation of a collaborative relationship with your new organization. You can have an impact on your compensation package when you are strategic, prepared and motivated to create an outcome that optimally satisfies everyone.

Janet M. Shlaes, Ph.D.
JMS Associates
• Organizational Change
• Leadership Development
• High Impact Training Design
• Career Mapping

Mastering Those Uncomfortable Phone Interviews

By Steve Frederick, Frederick Career Services

Angela was devastated when a disastrous phone interview crashed her hopes of landing her dream job. The boss called just as she stepped out of the shower. Wrapped in her towel, dripping wet, and shivering, she struggled to be composed. The phone cord didn't stretch far enough to reach her notes, so she improvised. Then, her dog started barking, her toddler woke up screaming, and Angela came unglued.

Don't let this happen to you! Since many employers are screening candidates using telephone interviews, it pays to prepare for them. Some points apply to all interviews; others are specific to phone interviews. Here's a few suggestions for surviving the phone interview.

Be knowledgeable
Make sure you know about the company, its products and services, and how you could help them.

Postpone if their (unscheduled) call catches you by surprise
Angela could easily have said, "It's not a good time to talk. How about this afternoon?” Likewise, if you haven't done your company research, you can stall for time: "I'm excited about talking to you, but could we talk tomorrow instead?"

Be prepared
Make sure you are in a quiet room, and won't be disturbed. Have a quality phone available. We all know how annoying it can be to try to talk when someone's cell phone keeps cutting out.

Part of your preparation should include having your resume, important points of your company research, your talking points, and questions you want to ask. Have several stories prepared to illustrate times you were most effective. Take advantage of the positive side of phone interviews-they can't see your notes.

Convey enthusiasm
In person, you communicate with the way you're dressed, your handshake, smile, gestures, and other body language. Over the phone, your voice alone will make the impression. Make sure you sound upbeat. Practice interviewing over the phone with a friend or spouse to get comfortable with it. Some people find tape recorders helpful.

Keep Your Answers Short--and probe
You've probably heard the adage, "You've got two ears and only one mouth for a reason." Don't drone on and on. Answer the question and have probing questions of your own. Find out what the boss wants, why he/she is hiring and what problems the boss hopes you'll be able to solve.

Smile and relax
Take a tip from successful telemarketers who put a mirror in front of them to remind themselves to smile. Although they can't see you, the smile is conveyed in your voice. Take deep breaths and speak distinctly.

Ask the names of all interviewers
If there is more than one interviewer, carefully write the names and titles of all the interviewers and occasionally use their names when responding to their questions: "Nancy, the first thing I would do in such a situation..." Make sure you have the correct spellings so you can send each one a thank you note.

Keep track of what you have discussed
Go into the interview with an agenda: these are the points I want to convey during the interview. As you make each point, cross it off so that you won't repeat it, and you can see clearly what else is on your list.

Find out follow up procedures
Find out how to follow up with the interviewers, what the next step in the process will be, and ask if they would like you to provide any additional information.

Send a thank you
Promptly send a thank you letter to all the interviewers. This often-overlooked courtesy can make a big difference. One employer recently said that although he’d been impressed with a woman he’d interviewed, he was disappointed that she hadn't sent a thank you note. She didn't get the job.

As with any interview, preparation and follow through are the keys to success.

Steve Frederick, Frederick Career Services
Steve can be reached at 847-673-0339 or CareersInc@aol.com

Mastering Those Uncomfortable Phone Interviews

By Steve Frederick, Frederick Career Services

Angela was devastated when a disastrous phone interview crashed her hopes of landing her dream job. The boss called just as she stepped out of the shower. Wrapped in her towel, dripping wet, and shivering, she struggled to be composed. The phone cord didn't stretch far enough to reach her notes, so she improvised. Then, her dog started barking, her toddler woke up screaming, and Angela came unglued.

Don't let this happen to you! Since many employers are screening candidates using telephone interviews, it pays to prepare for them. Some points apply to all interviews; others are specific to phone interviews. Here's a few suggestions for surviving the phone interview.

Be knowledgeable
Make sure you know about the company, its products and services, and how you could help them.

Postpone if their (unscheduled) call catches you by surprise
Angela could easily have said, "It's not a good time to talk. How about this afternoon?” Likewise, if you haven't done your company research, you can stall for time: "I'm excited about talking to you, but could we talk tomorrow instead?"

Be prepared
Make sure you are in a quiet room, and won't be disturbed. Have a quality phone available. We all know how annoying it can be to try to talk when someone's cell phone keeps cutting out.

Part of your preparation should include having your resume, important points of your company research, your talking points, and questions you want to ask. Have several stories prepared to illustrate times you were most effective. Take advantage of the positive side of phone interviews-they can't see your notes.

Convey enthusiasm
In person, you communicate with the way you're dressed, your handshake, smile, gestures, and other body language. Over the phone, your voice alone will make the impression. Make sure you sound upbeat. Practice interviewing over the phone with a friend or spouse to get comfortable with it. Some people find tape recorders helpful.

Keep Your Answers Short--and probe
You've probably heard the adage, "You've got two ears and only one mouth for a reason." Don't drone on and on. Answer the question and have probing questions of your own. Find out what the boss wants, why he/she is hiring and what problems the boss hopes you'll be able to solve.

Smile and relax
Take a tip from successful telemarketers who put a mirror in front of them to remind themselves to smile. Although they can't see you, the smile is conveyed in your voice. Take deep breaths and speak distinctly.

Ask the names of all interviewers
If there is more than one interviewer, carefully write the names and titles of all the interviewers and occasionally use their names when responding to their questions: "Nancy, the first thing I would do in such a situation..." Make sure you have the correct spellings so you can send each one a thank you note.

Keep track of what you have discussed
Go into the interview with an agenda: these are the points I want to convey during the interview. As you make each point, cross it off so that you won't repeat it, and you can see clearly what else is on your list.

Find out follow up procedures
Find out how to follow up with the interviewers, what the next step in the process will be, and ask if they would like you to provide any additional information.

Send a thank you
Promptly send a thank you letter to all the interviewers. This often-overlooked courtesy can make a big difference. One employer recently said that although he’d been impressed with a woman he’d interviewed, he was disappointed that she hadn't sent a thank you note. She didn't get the job.

As with any interview, preparation and follow through are the keys to success.

Steve Frederick, Frederick Career Services
847-673-0339

Pursue Your Dream

an article written by Peter Weddle.

"In tough economic times, it may seem out of place to talk about pursuing one's dreams. For many of us, such an endeavor is far too lofty and maybe even dangerously naive when just finding a job is the order of the day. Having been out of work myself from time-to-time, I am very respectful of this view. I've also learned, however, that it is absolutely wrong. The time to get it right-the time to acknowledge and act on your dreams-is when other things are going wrong. Here's what I mean. . . ."

Secrets of the Executive Career Search

By Steven Provenzano, CPRW/CEIP, author of Top Secret Executive Resumes

Every day I talk to Fortune 500 Executives who can't get a grip on their overall job search. They ask the same questions: "Where should I start? Whom should I talk to? Should I just start calling recruiters?" Finding a job is a job in itself.

It starts on the inside: step back, do a gut check and take a holistic approach. Ask yourself:

1. Why consider a job search in the first place?
2. What's really going to make me happy on the job, 40-60 hours a week?
3. What trajectory do I want my career to take?
4. If I start a search, what are the first steps to take?

#1: Why consider a search?
This is your key to success because it targets your motivation. In Rick Warren's The Purpose Driven Life (Zondervan) he says you need to get right with God. This cuts to the core of your spirit, your personal dream, and your overall satisfaction.

Is it all about money? (hint: that's almost never the case). A greater career challenge? Are you stressed out or just tired of your boss and the working conditions...or are YOU the boss and just bored with the industry, the company or the people around you?

Action: Write down a few keywords or sentences about your real motivation and level of commitment. How much time are you willing to spend creating a resume, learning & conducting internet research on target companies, calling them personally and doing personal networking? Will you keep track of your calls? How long can you be unemployed?

#2: The Satisfaction Factor
At this very moment, what do you want to DO with your life? What are you lacking in your current position, and what's going to really satisfy you on the job, regardless of job title, industry, location or money? We hear "Life Is Short" all the time. Yet most of us are content to remain in our comfort zones. Only when that becomes unbearable do we reach out for advice and support.

For many, it's a chance to stand up and help others; you discover whole new challenges. You meet new people, create new relationships, and find greater value and substance to your days, and that's priceless.

#3: The Big Picture
Take the long view; don't be afraid to dream and imagine greater possibilities, meeting new challenges, and making a positive difference in the lives of others. This is your trajectory.

Talk it over with your spouse, good friends you trust, your Pastor, or co-workers who can keep a secret. Don't rush this; take some time and sleep on it. Think out of the box. I built a career helping others with their careers, yet certainly never thought I'd write six books on resumes and career marketing.

#4: Strategy and Execution
OK: So you've done some dreaming and pictured yourself in the ideal opportunity; how do you get there? Get online and search for job descriptions; talk to anyone even remotely related to the position or industry.

When you're sure about the skills you want to use, sidestep the fear and market your abilities. Track down the names and numbers of key players to contact and line up informational interviews to gain information about the job market, their company direction, their challenges and how you can help them. Such interviews can lead to job offers, it happens all the time.

Studies show only 5%-10% of jobs are filled through internet job sites and bulletin boards. Yet many executives, including those in our Career Workshop at Willow Creek Church, spend hours online seeking the perfect job. But Personal Networking is the single most effective approach to finding - even creating - the ideal opportunity. In fact, 60-70% of all positions are filled through Personal Networking: people who know people.

Real networks are created one call at a time, one person at a time. It can be slow and frustrating, but we see it work all the time. A good career coach can help you perfect the skill of calling companies and creating a 30-second snapshot of your best value and benefit.

Some Final Thoughts:
A job search is a chance to assess where you are right now. We all know life is short, and no one else can make it meaningful for us. It's up to us to get right with God and move forward with greater confidence and determination. It's up to us to use our gifts to add greater impact and meaning to our lives and the lives of those around us.

Seize the day.

---

Steven Provenzano is a former corporate recruiter and author of six career books, most recently: Top Secret Executive Resumes, and has appeared on CNBC, CNN/fn, ABC/NBC in Chicago, on numerous radio programs and in various newspapers.

Steven is a Certified Professional Resume Writer / CPRW, Certified Employment Interview Professional/CEIP, and president of ECS (Executive Career Services & DTP, Inc.), and has written more than 4000 resumes.

Email any questions or materials to Careers@Execareers.net or call toll free: 877-610-6810. Site: Execareers

Strategies for Building Relationships with Search Firms

Beyond The Basics: Career Strategies That Work Part III by Janet M. Shlaes, Ph.D.

Some Essential Facts About Search Firms
Types of Search Firms
Phases of a Typical Search
Building Relationships with Search Firms
Resource for Search Firms
When to Start

Some Essential Facts About Search Firms
Search firms work to serve their clients - employers who want to hire an employee for a specific position. The focus of a search firm is always on finding candidates who will optimally match their client's specifications. These firms want to ultimately find the best candidate for a specific job, a candidate that will result in an "ideal fit" for the position that needs to be filled. In order to find the "ideal candidate," search professionals will extensively research and seek out the best candidates. This research includes identifying and talking to executives that may not be currently looking for a job. When search consultants are seeking a candidate, they are focused on the current search. If your credentials, experience, etc. do not meet the search criteria, consultants will not be motivated to return your calls as quickly as you would like them to.

Types of Search Firms
The two main types of search firms are retained and contingency. Both retained and contingency search firms may specialize in a particular industry or in a particular function. Most retained search firms share the following characteristics:

• They are given an exclusive contract by the client company to source, interview, and present qualified candidates for a particular position until the position is successfully filled.
• They are generally paid 33% of the first year's anticipated salary and bonus plus search expenses.
• They will be interested in you only if you seem to have the background and skills suitable for a current assignment.
• They are used by both for- and not-for-profit organizations to fill a large percentage of management positions.

Most contingency search firms share the following characteristics:

• They receive non-exclusive job orders from client companies to fill specific positions. It is not unusual for competing firms to receive the same order.
• They are paid a fee only when the candidate they present to the client company is actually hired by the client. Their fees are typically less than those charged by retained firms, do not include expenses and may be more subject to negotiation.
• Some contingency search firms will use phone interviews to screen potential candidates prior to submission of names to the corporate client.

In addition to retained and contingency search firms, temporary employment firms are currently an important factor in the employment market. It is not unusual for organizations to routinely employ up to 10% or more of their workforces as temporary employees. IMCOR, an executive level temporary employment firm, places CEO's, CFO's, and other executives on temporary or temp-to-perm assignments. The temp-to-perm trend enables both employees and employers to "try each other out" in order to determine the quality of "fit." All search firms work to fill their job orders for their client companies, not to find jobs for particular candidates.

Phases of a Typical Search
1. The client and search consultant meet and outline the position responsibilities, as well as the ideal candidate's experience, technical/educational requirements and personal characteristics. The position requirements are often subsequently revised in order to reflect the realities of the available candidates.

2. A search strategy is developed after the job specifications are complete. Prospective candidates and networking contacts are identified in as many as 12-60 target companies. The search consultant may also contact CEOs, industry leaders, association directories, place ads in relevant publications, and search their own database of resumes in order to identify a short-list of potential candidates.

3. Once a potential candidate list is compiled, candidate developers will approach prospective candidates in order to pre-qualify or eliminate them. During this stage, search consultants are just looking for the relevant facts about the potential candidate's experience and technical background in order to screen candidates for the next stage of the search.

4. Those candidates that pass the qualification screening will begin to work with the consultant who can provide the candidate with relevant details about the search, the position and the management and culture of the hiring organization. Selected pre-screened candidates are then presented to the search firm's client company. At this point, the search firm will actively advise and prepare candidates in order to increase their effectiveness in their interview(s).

Building Relationships with Search Firms
Retained and contingency search firms are an important component of your job campaign. Unfortunately, most individuals tend to ignore or downplay search firms until they are in a job search and need the services of this type of firm. The time to start networking with and building mutually beneficial relationships with search firms is NOW - before you need their services. The following tips will help you increase your effectiveness in creating and maintaining relationships with search firms:

• Intentionally join and be an active part of the network that helps consultants achieve their goals. When you are employed, talk with consultants who phone you in order to source candidates for a particular search. Establish a relationship with consultants before you need them for your own job search.
• Actively network with other professionals within professional associations and your community to ensure that your name immediately comes to mind when others are contacted by search consultants for names of potential candidates.
• Let your networking contacts know that you are open to talking to search consultants even when you are not actively in a job search and that you are always open to hearing about potential opportunities in your field.
• Cultivate relationships with specific search consultants and firms by referring them for search opportunities within your company and other companies.
• When actively involved in a job search, research specific search firms that specialize in your industry and increase your likelihood of working with them through a high-powered referral. In other words, use your network to network into relevant search firms.
• Be strategic and "thick-skinned." Don't take it personally if search consultants are slow to acknowledge or respond to your resume or phone calls. Always remember that search firms work for their company clients. They will contact you if and when they are searching for a candidate that fits your professional and personal profile.
• When actively working with a search consultant, trust in and use their expertise. Consultants will fully support candidates that are a good fit for a current search position. Help your search consultant to effectively promote you by providing complete and accurate information. Don't posture or play games in order to speed up the process. Search consultants, like candidates, prefer a search to conclude in a timely manner.
• Once you are on a search firm's short-list, elicit and use the search consultant's expertise regarding their client company's culture and other relevant information. The search consultant is also a valuable source of information regarding the specifics of the search, including the number of candidates presented and the entire search process and time-line.
• Know yourself and be able to clearly and concisely communicate your strengths and goals to search consultants. You need to have explicit and non-emotional explanations for gaps and/or setbacks in your skills and experience. The more you know who you are professionally and what your added value is to an organization, the more you will be able to project competence and confidence in your interactions with search consultants.
• Follow-up is essential to relationship building with search firms. Express your appreciation via E-mail, letter, phone-call or voice-mail. Your follow-up communications enable you to keep your name on a particular search consultant's "radar screen." Also, let search consultants that you have networked with know that you are available as an information resource when they are compiling their potential candidate lists.

Resource for Search Firms
The Directory of Executive Recruiters is the primary resource for information about search firms. It is published annually by Kennedy Publications and can also be accessed (for a fee) via the Internet at www.kennedypub.com. The Directory of Executive Recruiters lists over 8,300 recruiters nationwide, along with their functional and industry specialties.

When to Start
Whether you are currently in a job search, happily employed or not so happily employed, the best time to start networking with search firms is NOW. Join professional organizations and create a networking schedule and concrete networking goals.

Research search firms that specialize in your field and network to find referrals to these firms. Inform your networking contacts of your availability as a resource for identifying candidates for a search. Your active and strategic networking within your industry and with search firms that specialize within your industry will enable you to establish mutually beneficial relationships for your entire career and beyond.

Updated 21 January 2000

Top Secrets of Expert Resumes

By Steven Provenzano, CPRW / CEIP
Author, Top Secret Executive Resumes

It seems no matter how good we have it, we all want a better job.

That means keeping track of job listings, networking, tracking down leads, analyzing potential employers and scheduling interviews. But these depend on other people, word of mouth, and the quality and quantity of job postings available at any given time.

Only your resume gives you total control over how you are perceived by potential employers. It doesn't have to be a passive job listing with subjective information on why you think you're a great and wonderful person (which of course you are). You need a high-impact career marketing piece that takes full advantage of the paltry 10-60 seconds of attention most resumes receive: the breaking point for the email vs. web version.

Perhaps you don't think of yourself as a very good writer, and just don't like "writing about yourself." You're not alone: even published authors and top-flight executives who visit my office tell me they have trouble writing a decent resume. They also tell me, "My resume isn't perfect, but I'll explain myself in the interview."

However, you may be the perfect candidate for a position and still not get the interview, for no other reason than your resume. Resumes are typically used to exclude people from positions more often then include them; whomever is left in the 'potential' stack gets called for an interview.

The Big Picture
First and Foremost: Tell Employers What They Really Want to Know. Pre-digest your information. Employers may have a stack of resumes on their desk and a job to fill, right now. They'll have some key requirements that candidates must meet before they'll consider an interview. What they want to know from each person "sitting" on their desk is: What can you do for me? How can you fill this job effectively? Why should I talk to you?

Consistently Market Your Skills and Abilities
You must extract your most applicable skills and talents from your past work experience and sell them at the very top of your resume in that Profile.

Some key points for creating a better resume:

• Think of a basic Title or Objective for the top of your resume.

This section should be very brief and to the point, just one or two words: SALES / MARKETING or ACCOUNTING / FINANCE, or something like EXECUTIVE LEADERSHIP. Give the reader some idea of where you're coming from, and generally where you want to go, without blocking yourself from consideration for other positions.
• Create a Profile section that develops your talents in these areas.

Here's where you create the link between your needs and the employer's. In a short, bulleted summary section at the top of your resume, you need to spell out and develop your most relevant and essential skills and talents, in accordance with what you think the employer needs to see.
• Steer clear of fluff words in your Profile such as "Self-motivated, hands-on professional with an excellent track record of..."

Let's face it. The first two items in this sentence could be said about almost anyone. As for your track record, let the employer decide if it's excellent by reading about your abilities (on top) and your duties and accomplishments (under the Employment section).

This can be the most difficult task on any resume, and it has to be written just right. If it's subjective or contains ideas that can't be verified through education or experience, then don't include it, or you'll lose your credibility. Consider getting advice from a Certified Professional Resume Writer who typically won't charge for a review.

Employment and Education sections.
Now your writing must consistently verify, support and quantify what you've stated in your Profile section! Help the reader actually see you at your last position by spelling out daily duties most relevant to your career goals. Explain how many people you supervised or trained, types of clients you work(ed) with, computers utilized, and most important, results.

What are/were your achievements? Give facts and figures like budget amounts, how much you've saved the company over how long, awards, recognitions, etc.

Avoid the ubiquitous "References Available upon Request" at the bottom of your resume. If employers really want references, they'll ask you. Consider "CONFIDENTIAL RESUME" at the top of your resume, and/or stating this in your cover letter. Always respect the reader's intelligence!

Research the company's brochure, annual report and job advertisement, if any, and tailor your resume as much as possible to the position.

Final Thoughts
Although personal networking is the best way to get a job, an excellent resume can open doors all by itself, and is still required in most networking situations. Of course, a brief cover letter should be targeted to the hiring authority whenever possible.

Tell the reader what you know about their operation, and why you want to work specifically for his/her company. Make them feel like they're the only person getting your resume. Consider this: a resume that's only slightly more effective than the one you have now could help you get a job weeks, or even months faster than your old resume.

Resume writing is an art form in itself, and there are few hard and fast rules. You need a complete, professional job search strategy, and your resume must be a key part of that strategy. When you implement these ideas in the next update of your resume, you'll almost certainly get more interviews.

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Steven Provenzano is a former corporate recruiter and author of six career books, most recently: Top Secret Executive Resumes, and has appeared on CNBC, CNN/fn, ABC/NBC in Chicago, on numerous radio programs and in various newspapers.

Steven is a Certified Professional Resume Writer / CPRW, Certified Employment Interview Professional/CEIP, and president of ECS (Executive Career Services & DTP, Inc.), and has written more than 4000 resumes.

Email any questions or materials to Careers@Execareers.net or call toll free: 877-610-6810. Site: Execareers

UNDERPAID AGAIN? WOMEN AND SALARY NEGOTIATIONS

by Michael Buhmann
In a recent workshop, a young woman asked why men tend to get paid more than women. I answered that it's partly a vestige of the days when people thought women who worked were taking a job from a man who had a family to support.

If a woman was hired at all, it was usually at a much lower rate. The reasoning was that she didn't really have to work. Another reason is that many women are less aggressive in salary negotiations because it goes against their upbringing. Women are generally taught to be "nice" to "avoid confrontation," and they fear being seen as "pushy" or "overly aggressive."

Consequently, many women have never sought to learn and to play the game of negotiations well. The results are often devastating to women's incomes. Not only do they miss the immediate gain of a higher salary when they are initially hired, but raises are often based on a percentage of current earnings. One academic estimated that a 22-year-old woman who accepts a $25,000 starting salary instead of negotiating for $30,000 could lose over $500,000 by the time she reaches 60.

Equally devastating is the impact on her self-esteem, her attitude, and her future promotions. Here's what happened to a client named Cindy. She was a superstar in her department at the company where she had worked for five years. She got the tough assignments, and masterfully completed them one after another. All was going well in her job and career until one day, a co-worker somehow obtained a list of the salaries of everyone in the department and passed it around the office. Cindy was dumbfounded when she noticed that a man who been hired a few months ago at her same level was earning $10,000 more than Cindy-for doing much less work!

Cindy said, "That day, I lost all motivation for the job. After that, I just went through the motions." She was no longer the office superstar, and became a prime candidate for a layoff and career downfall. Fortunately, she started working on a job move before she suffered the consequences of the decline in her performance.

When she became a client, it took a lot of work to overcome her reluctance to ask for what she's worth. We told her that by developing their negotiating skills, women not only get more money, but they also tend to get more respect. Often, their work is valued more than when they just accept whatever is offered.

Here's what we recommended to Cindy-and anyone else who is a "patsy" when it comes to negotiations.

First, realize that negotiating well doesn't equal being "pushy" and "obnoxious." It's expected.

Second, do your homework to find out what people are getting paid for the kind of position you are seeking. Good sources include, several web sites, professional associations, peers, and watching the ads in the paper for salaries offered.

Third, study the rules of salary negotiations (Jack Chapman's book, "Negotiating Your Salary: How to Make $1,000 a Minute" is nationally recognized as a "bible" for job hunters). Develop your responses to employer salary questions.

Fourth, practice with a friend, family member, or career coach so that you anchor your new responses and the new behavior in your body.

Although Cindy nearly had a heart attack while we practiced being a more "aggressive" negotiator, she did quite well. Based in part on her research, we suggested that she push hard for more money and certain benefits and perks.

Cindy protested, "But I've never done such a thing. Aren't I being ungrateful? What if they get mad at me and rescind their offer?"

She was floored when they agreed to a $5,000 signing bonus, tuition reimbursement, and starting pay of $10,000 above their initial offer. Like many women, Cindy found that she can win the salary negotiations game.