Informational Interviewing

by Lola L. Lucas, MA, MBA

What is an informational interview?
      It's the single best way to find a career you love and a job that you really want. It's an informal sharing of information as equals. Unlike the "sweaty palms" of interviewing for a job, it's a chance to discuss business trends in general and the company in particular without the pressure of being selected or rejected for a position.

Isn't that just a sneaky way to get in for an interview?
       No, not if done properly. You should make clear from the first contact that you are not, repeat, not asking for a job or expecting them to have an opening. The goal is to learn about the career field so that you can make intelligent choices. Like the rest of life, honesty pays so please be clear about what you want.

Why would anyone agree to talk with me?
       Human nature. Most people are extremely flattered to be asked for advice. It makes them feel important and worthwhile to talk about what they do for a living. Also, you show appreciation for the fact that they are busy yet willing to do you a favor by speaking with you for 15 or 20 minutes. (Keep to your time limit once you get there; if they ask you to stay longer, fine.) You're also a bit of novelty to break up the routine of their day. And who knows? You may end up being a valuable contact for them if you do enter the field.
       Some people will refuse to talk to you. They may have a deadline to meet. They may be reclusive and unfriendly. There truly is such a thing as "a bad time to talk." That's life. Chalk it up and call the next person on the list or try to meet with someone else in the organization. In general, over 80% of people will respond positively to your request: more in verbal, outgoing fields such as public relations, fewer in areas such as engineering.

Wait a minute---what if I'm uncomfortable making these contacts?
       Then it might be worth your while to read Why Should Extroverts Make All the Money? Networking Made Easy for the Introvert by Frederica, Ph.D. Balzano and Marsha Boone Kelly. Introversion doesn't necessarily mean shyness or unwillingness to talk, but it can require a bit more effort to both reach out to others and to open up so that your most valuable qualities are visible.

Who is the best person to talk with?
       Someone who has a job very much like the one you think you'd be interested in having is ideal. But don't overlook a chance to speak with people at the very top of the company. Executives often have more time and may be of an age to feel like mentoring or helping younger people along. Talking to someone at any level of a target company can be an insight into its workings and a lead to others in a position to give you information.

What type of questions would I ask?
       If you've done research on the organization and the industry, you'll have lots of questions: what are the trends? Who are the key players? What is the impact of recent changes? How do people move up in this field, etc.
       But some of the best questions are more personal: how did you decide to go into this field? What do you like about it? What don't you like? (This is great for clues for why you might want to run for the hills or, conversely, why your skills would be perfect for a job in this company or a similar one.)
       Never leave an informational interview without asking "Who else would you recommend that I talk to? May I say that you referred me?" This builds your network of contacts rapidly. Get business cards whenever possible so you'll have the correct spelling of your contact's name and a title. Always send a thank you note for the person's time and input. Better still, send articles of interest as you see them in the press and trade magazines. This keeps you in mind and strengthens your position as someone who's "part of the solution," not part of the problem.

What else should I look for during an informational interview?
       Think of it as intelligence gathering or reconnaissance. Observe the environment, the work space, the way people dress---and the biggest factor, the expressions on their faces. Is the general tone of the organization one where you'd feel comfortable fitting in? You may need to explore several similar organizations because there can be a great deal of variance in style and tone. Do they seem to be pursuing goals and holding values which are compatible with yours?

Should I take a copy of my resume along?
       Yes. Your contact may want to see it and you are certainly entitled to ask for feedback on its appearance and content. Don't ask to be kept in mind for future openings or that it be sent to Personnel; ask that your contact keep it so you're address and phone number will be available if s/he has any further thoughts to share. Also ask if you can call to follow up if you have another question or two as well. Being sincerely interested and respectful of your contact's time makes you an ally, not a pest.

What if even after doing a lot of research in the library and on the Internet, I don't feel that I have enough to offer?
       Good news! You don't need to be able to solve ALL the problems of an organization in order to be valuable. Some are small and obvious problems which you can tackle with skills you already have and make an impact quickly. More to the point, the problems can be simply what's bugging the person who has the power to hire you.

Should I do informational interviews in a company where I hope to eventually work?
       It's very helpful to discuss the industry with people in similar companies before you approach your main target. You'll sound better informed and more importantly, you'll have picked up more jargon so you'll seem like a member of the tribe when you talk to prospective colleagues. But keep informational interviewing separate from employment interviewing.

How would I approach a company for an actual job?
       It is perfectly legitimate to call or write saying, in essence, "I've done a lot of research. I've talked to you and the competition and found that I have something to contribute in order to solve these problems that I discovered. Of all the companies, I admired this one the most. I want to be part of it and work with you to accomplish these goals."

Does this guarantee I'll get the job?
       No. Of course not. But you've got a 50/50 chance---it's you or nobody instead of sending a resume to an ad for an open position where it's you or one of 300 other people. And even if you don't get hired on there immediately, you may be next in line when something does open, or you may get referred when your contact hears of something elsewhere.
       Remember, you spent your time in the informational interview being neat, polite, cheerful, positive, well-informed---and you've given thoughtful ideas on how to resolve the company's problems. You've established rapport with your contact, you're a real live person instead of a piece of paper. Never underestimate just how fervently people hate to hire strangers. You've become a known quantity and your odds of employment have skyrocketed over those of an applicant in off the street. You've shown that you're thinking in terms of what you can do for them while much of your competition is saying "you should give me a job because I want a job."

What can I do about feeling nervous in asking for an informational interview?
       Remember the first is the hardest. You may have to make a cold call with a name from a newspaper blurb or a directory listing or from asking the receptionist, "who's in charge of such and such?" Maybe you can start the ball rolling by initially talking with a relative or someone you know. The name of your referral will open doors for you. You will more than likely find yourself enjoying discussions with new friends who have similar interests and passions. (If you don't, are you exploring the right field? If it's clearly wrong, you'll find out and can switch to a different area.) You'll expand your contact network which can be very valuable after you're in your new position.
       One of the biggest payoffs for your time and energy is this: by the time you've done several informational interviews, you'll be used to talking with strangers at their worksites as equals. You'll be much more relaxed in a real interview, more tuned to sharing information, probing for problems and showing how your skills can help resolve them. Employers aren't real keen on sweaty palms either, so if you come across as alert, interested and comfortable, you'll be way ahead of the pack.

What about networking on the Internet? Do I always have to show up in person?
       The Internet has opened up an opportunity to connect with people worldwide through listservs, usenet newsgroups, support groups and on-line professional forums. See Chicagojobs' excellent Netiquette 101: Or How to Develop an Internet Presence and Network Effectively for great hints and tips. Networking in cyberspace removes some of the pressure---a colleague across the continent may be willing to give you information that someone in your home town won't. Most of the rules stay the same: be clear and honest, show sincere gratitude, let them know how things turn out.

Aside from the thank you note and sending useful information if I find it, do I have any other obligations?
       In some cases, you may choose to meet your contact for coffee or lunch (although getting a look at the worksite is important). If you extend the invitation, you pay for both. Many people have found "lunching for success" to be a wise investment. After you're in your new position, let your contact know and again express thanks for all the help in making your career decision. Naturally, if you can return a favor directly, that's to the good. You can also be available for others and repay the debt indirectly by helping someone else to enter the field (that you are now part of!) as the informational interviewee.
      Taking the time to write down your impressions after the interview is a good way to remember the conversation and your observations. I've developed an informational interview form that should help you as you think through your experience. By all means, download it, and enjoy your informational interview!

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Comments or questions? E-mail Lola at Lola@lolalucas.com

Managing the Networking Meeting

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

Networking is an essential component of every career and job campaign. In the new millennium, "who you know" will continue to be just as important as "what you know." Individuals who fail to focus on initiating and maintaining professional relationships will find their career goals difficult to attain. The good news is that networking and relationship building are skills that anyone can learn to master.

Setting up networking meetings with friends, professional acquaintances, and referrals is the first step in the networking process. Where many individuals tend to get stuck is in knowing what to do and say once they have arrived at their networking meeting. Networking novices often make the critical mistake of being passive in their initial meetings. It is important to remember that your networking contact has agreed to take the time out of a busy schedule to meet with you. It is your job to be focused and prepared for your meeting. Since most networking meetings tend to be short (30 minutes or less), it is critical to prepare an agenda before meeting with each networking contact.

Creating Your Networking Meeting Agenda
Achieving Your Agenda Goals
Networking Meeting Follow-Up

Creating Your Networking Meeting Agenda:
Your networking objectives will be determined by the purpose of your meeting. Is your intention to trade information and build a relationship or are you currently involved in a full-time job search? Who is your contact and what type of information is your contact likely to be able to provide? There are many possible outcome goals for a networking meeting.

Do you want your contact to:

• Introduce you to others who can help you in your search?
• Introduce you to a recruiter who may be able to help you?
• Help you evaluate organizations that you have targeted in your search or introduce you to individuals who work in your targeted organizations?
• Supply you with relevant current information about your targeted industry (mergers, new technologies, expansions, acquisitions, etc.)?
• Provide information about specific openings in their firm or in your targeted organizations?
• Help you create or improve your self-marketing plan?
• Provide background or strategic information for a specific employment interview?

Achieving Your Agenda Goals:
Once you have determined the purpose of your networking meeting and have created agenda goals, you will need to be fully present and active in your networking meeting.

Specifically, you need to take responsibility for:

• Making your networking contact feel comfortable through your initial greeting and reassurance that you are just looking for information and advice and do not expect them to have a job for you.
• Projecting competence, self-confidence and a desire to reciprocate in whatever way you can.<.li>
• Clearly and briefly describing your background, skills, professional experience, accomplishments and added value.
• Effectively and efficiently communicating your career focus or potential career focus, including targeted organizations and/or positions.
• Helping your networking contact to help you by asking for specific information and/or referral or recruiter contacts.
• Setting up an agreement for follow-up with your contact.
• Being aware of when your networking meeting turns into an interview for a current or future opening and being prepared to take advantage of this opportunity.

Networking Meeting Follow-Up:
Follow-up is a critical component of every networking interview and many networking phone calls. Your dual goals for follow-up are to communicate your appreciation for your contact's time, effort and help, and to maintain your reciprocal networking relationship. Your networking contact will be more likely to think of you and pass your name on to others when your name is in their conscious awareness. In order for this to occur, it is your responsibility to keep in touch with your contacts and keep them informed about the progress of your job search.

In order to stay in touch with your networking contacts, you need to:

• Send your contact a brief, engaging, professional and well-written thank you letter or e-mail. In your thank-you note you can include a reminder regarding your agreed-upon follow-up procedures and any information that you may have that they would find useful.
• Phone your contacts approximately once a month in order to update them on your job-search progress, inquire about new leads or ideas, and to pass on any information that they might find useful in their own career development process.
• Inform your contacts when you start your new position. Thank them for their help and express your desire to be helpful to them in any way you can.

The more focused and strategic you are in your networking meetings and follow-up communications, the more willing your contacts will be to provide you with needed information, referrals and ideas. Remember, most people love to help other people and remember when others helped them at various points in their own careers. Through your networking meetings, you can create the opportunity for your contacts to feel good about helping someone in their career and/or job search. Once you've landed your next position, you can continue the process and positively impact others in their careers and job campaigns by continuing to actively network.

Updated 4 January 2000

Netiquette: or How to Develop an Internet Presence and Network Effectively

USE THE POWER OF THE INTERNET TO DEVELOP YOUR NETWORK!

Internet mailing lists and discussion groups are available for any number of careers, industries and job-related topic areas. Use them to meet people in your field, to stay in touch with what's happening in your industry and to learn where the opportunities are in the "Hidden Job Market"!

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Find a "listserv" or mailing list... Topica (http://lists.topica.com/dir/?cid=0)

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Before you start, please consider some of the DO's and DON'Ts of Internet communication...

....Monitor a listserv or discussion group before you offer an opinion.

....Look through the Frequently Asked Questions (FAQ's) before you ask a question.

....Keep your postings short and to the point.

....Fill in the subject heading portion of the e-mail with a concise topic.

....Use conventional caps and lower case. If you use all capital letters, IT LOOKS LIKE YOU'RE SHOUTING!

....Introduce yourself to selected individuals on the listserv or discussion group with a followup note or ask for clarification on a point made in a posting.

DO NOT....

....Ask individuals you meet for a job or send them your resume.

....Send any message to a listserv or discussion that would embarrass you if your mother or minister were to intercept it.

....Send your postings to every newsgroup or listserv you can think of. This is known as "spamming".

...."Flame" or send rude postings to others online. If you respond to angry postings in kind, you are participating in a "flame war."

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You can find more information on the website Netiquette from author Virginia Shea.
(http://www.albion.com/netiquette/).

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cjobs@chicagojobs.org ©2002 Frances E. Roehm

Power Networking

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

Networking is a critical component of your entire career development process. It is the most effective way to build and maintain enjoyable and strategic professional and personal relationships. Approximately 75% of all jobs are not advertised and are only found through networking. Networking is an indirect process which provides direct access to the "hidden job market," -- the world of unadvertised jobs. Networking involves talking to people in order to expand your business and personal contacts while simultaneously expanding your knowledge about the world of work. Through the process of asking your networking contacts for career information and advice, you will quickly uncover job leads and referrals to potential employers.

Networking needs to be an ongoing component of your career development process. Whether you are actively seeking employment or are currently employed and considering a job change, the best time to start networking is now! Before you begin, you need to create a networking list and decide on an appropriate networking strategy. In order to create your list, think about the people you know in the various areas of your life:

• Friends
• Relatives
• Neighbors
• School: High School, College, Graduate School, etc.
• Religious Affiliation: Synagogue, Church, etc.
• Hobbies
• Sports
• Clubs: health, golf, tennis, social, etc.
• Children: families of friends from school, extracurricular activities, etc.
• Community organizations
• Community merchants
• Professional organizations
• Service Providers: personal, home, work, etc.
• Current and former coworkers

Write down the names of all the people you know in each of these categories. Continue adding to your list until you have exhausted the potential networking contacts in each category. If you are actively involved in a job search, you will also need to make a list of your targeted industries and targeted organizations.

Now that you have your networking list, you need to determine your networking strategy regarding the specific type of information you will request from your networking contacts. There are six main types of networking strategies to choose from:

Career Advice
Job-Hunting Advice
Key Information
Informational Interview
Who Do You Know?
Key Personnel Moves

1) Career Advice (Strategy for recent graduates and potential career changers)

• Reaffirm or determine your current career direction
• Examine possible career alternatives

2) Job-Hunting Advice (Strategy for anyone who is currently seeking employment)

• Resume advice -- Is your resume presenting your best professional image?
• Cover letter advice -- who to target cover letters to and how to write effective cover letters
• Advice on interviewing -- recommendations regarding how to be strategic during the interview process
• Advice on overall approach to job-hunting -- possible target organizations/industries and advice regarding organizing your job search and effective job-hunting techniques
• Advice on negotiating strategy and techniques -- e.g., avoiding salary discussion at the beginning of the interview process
• Referral to other contacts who are knowledgeable regarding career strategies.

3) Key Information (Strategy for anyone seeking or considering employment at specific organizations)

• Information concerning current or planned expansions or contractions at your targeted organization
• Current problems facing your trgeted organization and industry
• Restructuring and current shifts in your target organization's culture
• Key personnel moves within your targeted organization
• Names and titles of target executives for networking opportunities

4) Informational Interview (Strategy for recent graduates and career or industry changers)

• Career advice
• Job search advice
• Industry information
• Company information
• Names of key networking contacts

5) Who Do You Know? (Strategy for anyone who is focused on working for a specific organization)

• Target executives who have the authority to hire
• Employees of targeted companies who can lead you to executives with the authority to hire
• Individuals who are knowledgeable regarding your targeted industry and/or targeted company

6) Key Personnel Moves (Strategy for anyone who is focused on working for a specific organization or industry)

• Promotions - within the organization or resulting from industry transfers
• Retirements and/or resignations
• Involuntary terminations
• Extended medical leaves or deaths

Your networking effectiveness depends on how clear and focused you are concerning your professional identity, needs and goals. You need to choose a strategy that is appropriate for your current career development needs and goals. Which networking strategy will you use in order to build your professional network, access the "hidden job market" and uncover viable job leads? Jewish Vocational Service has career counselors and job-placement specialists at various locations throughout the Chicago and North Suburban area who can help you create an effective networking strategy.

Updated 14 December 1998

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