© flowork international 2010 strategic job search management an employment program framework open...
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© Flowork International 2010
Strategic Job Search Management
An Employment Program Framework
Open Doors
March 24, 2010John-Paul Hatala
Flowork International
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What are the main deliverables for JVS employment programs?
• Placements?• Client satisfaction?• Clients served?• Quality delivery?• Follow-up stats?• Job retention?• Career choice?
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How is success defined?
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Challenges to Labour Market Re/Entry
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Challenges for Clients Re/Entering the Labour Market
• Lack of motivation• Unrealistic• Supply and demand• Labour market cycles• Lack of experience• Work gaps• Self-confidence• Inability to manage change• Career choice
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Challenges to helping Clients
• Difficult to monitor job search activities of clients• No structure to job search process• Hiring cycle not understood• Providing rationale for actions/referrals• Job search strategies can not be linked to
specific job search opportunities• Over time, job search can become de-motivating• Job search challenges cannot be easily identified• Accountability• Face-to-face time is limited• Can’t control what happens to clients once
they’ve left the office• Clients don’t last in jobs
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Challenges to Organizations
• Providing consistent service delivery across client base
• Inability to provide rationale for client interventions
• Accountability issues• New hire training• Pinpointing challenging areas• Placement stats
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Addressing the Challenges:
Strategic Job Search Management
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Theoretical Framework
• Strength of weak ties (Granovettor, 1973)
• The sequential job search (Blau, 1993)
• Career Capital (DeFillippi & Arthur, 1994)
• Boundaryless Careers (Burt, 1992)
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Preparatory Phase Active Phase Maintenance Phase
Hiring Cycle Org
aniz
atio
nal C
hoic
e
Pla
n A
/B
Conceptual Framework: Job Search Process
1 2 3
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Preparatory Phase
Assessing Career Competencies
Career competencies are personal competencies which have the potential to become competencies of the employing institution
1
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Preparatory Phase
Career Competencies
1
Career Profile
Competency Bounded Boundaryless
Knowing-whyIdentity, values and interests
Employer-dependent
Employer-independent
Knowing-howTacit and explicit Knowledge, skills and abilities
SpecializedPossibly flexible
Flexible
Knowing-WhomWithin job, within industry and social relations
Intra-organizationalHierarchicPrescribed
Inter-organizationalNon-hierarchicEmergent
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Bounded vs. Boundaryless Careers
1. What did you get from your last job?
2. What did you give to your last job?
Preparatory Phase1
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Bounded benefits given by clients to their jobs:
• Committed work performance• Basic work performance• Applying personal skills or
experience• Extended work performance• Doing things differently
Preparatory Phase1
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Boundaryless benefits given by clients to their jobs:
• Bringing learning to others• Establishing new systems• Contributing to teamwork• Restructuring and changing• Introducing new vision
Preparatory Phase1
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Bounded benefits received by clients from their jobs:
• Specific work satisfactions• Money• Enjoyment• Social life• Safety and support• autonomy
Preparatory Phase1
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Boundaryless benefits received by clients from their jobs:
• Skills and knowledge• Enhance networks• Self-assurance• Personal growth• Broader viewpoint• Communication skills
Preparatory Phase1
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Active Phase
• Identifying opportunities (80%)– Accessing the hidden job market
• Knowing when to apply (11%)• Preparing for the interviews (6%)• Attending interviews (3%)• Receiving verbal job offers• Starting the job
2
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Maintenance Phase
• Knowing what to expect the first day of work
• Assessing the corporate culture• New employer expectations• Sticking to plan A • Managing career competencies• Continuing the job search
(Boundaryless)= JOB RETENTION
3
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Factors Affecting the Job Search Process
Job Search
ActivityReality
Motivation
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Job Search Forces
1. If motivation is not high, less likely to have high activity levels
2. If there is low levels of activity, job seeker cannot be realistic
3. If individual is not realistic, less likely to have high motivation
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Therefore……
1. By maintaining realistic expectations, you maintain a desired level of activity
2. By maintaining activity, you maintain a higher level of motivation
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Preparatory Phase Active Phase Maintenance Phase
Hiring Cycle Org
aniz
atio
nal C
hoic
e
Pla
n A
/B
We need to manage the Forces throughout the Job Search
Process
1 2 3
Job Search Forces
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Time
Participation
Man
ag
ing
th
e
For c
es
Best pote
ntial f
or job success
Job Search Forces: Effects over time
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Social Capital/Networking
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SC(KAU)=SI
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K = Knowledge of Self / Knowledge of Network
A = Accessing social resources
U = Utilizing social resources to accomplish goals
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Opportunity Contact Explore Strategize Negotiate Solution
GOAL
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Entering the Active Phase
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How do you determine if a client is ready for the Active Phase of
the job search process?
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Determining Job Readiness
• Resume/Cover letter• Researched Career Path• Skills/Experience Assessment• Minimal Psycho-social Issues• Housing/Transportation• Strong Social Network• Motivation• Identified A/B jobs
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Issue Identifier (examples)
Resume/Coverletter # of interviews
Career Path Knows what is involved
Skills/Experience Assessment
Employer/job market demand
Minimal Psycho-social Issues
Identifying what the client is doing
Housing/Transportation Where they call employers from
Strong Social Network Emotional support
Motivation What is their activity
Identified A/B jobs Willing to take job B
Determining Job Readiness
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5 Main Components to Managing the Job Search Process
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What do we mean when we tell our clients that looking for work is
a full-time job?
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1Following a job search
path
A and B Jobs
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A Job = Not Realistic
B Job = Support A Job
B
B
B
B
B
B
BA
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2Identifying what the client
does
“subjective vs. objective”
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Determining what a client is DOING vs. what the Client
NEEDS
1. What are they doing?
2. How are they doing it?
3. When are they doing it?
4. Where are they doing it?
5. Who are they doing it with?
6. Why are they doing it that way?
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3Knowing the numbers
“why we collect stats?”
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Prospects Applied Interviews
(P) (A) (I)
30 12 2
Monitoring on a daily, weekly, monthly basis!
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1. Double Prospects
2. look at ratio of (P):(A)
3. look at ratio of (A):(I)
4. look at (P)
4. look at (I) to job offers
What can you do to increase the number of interviews an individual
goes on?
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Managing the odds/ratio’sActivity Odds Expectations
Lotto 6/49 Low Not Surprised
Black Jack Medium (50/50) Reasonable chance
No company name on posting/limited info
Low (will receive many applications)
Not Surprised – can’t call to gather more info
Job posting with Company name and information
Medium Can call before submitting resume to gather more info
Applying to a posting with limited match of required skills
Low Not Surprised – willing to take a chance
Applying to a posting that matches with skills
Medium High – good opportunity
Applying to a posting with limited match of required experience
Low Not Surprised – Willing to take a chance
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4Understanding the
hiring cycle
“it’s happening everyday”
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What is the typical Hiring Cycle?
Eliminate the NO’s
6-8 Weeks
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Delayed reward to job searching
Delayed consequence to job
searching
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5Monitoring the Hiring cycle
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What does the hiring cycle look like at 100%?
What does the hiring cycle look like at the
start?
What does the hiring cycle look like at 50%?
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1Who are their friends?Who are family contacts?Cold CallingReferralsJob DevelopersJob AdsResource CentresInternet
Opportunity FB
3Why are you interviewing for this position?What information have I gathered on the company?Have I prepared for the interview?
Set Interview
5When do they require a response?Does the company know you are conducting a job search?What is the start date?What is the work schedule?
Job Offer Job
6Job, start date
InterviewApplied
4When will they make their decision?What is the work schedule?Did you arrive early enough to give yourself time to prepare for the interview?
2Who am I submitting my resume/ application to and why?What do I know about the available position?Are there specific job requirements and do I meet them?
100%90%50%25%0
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Job Search Board Statistics
A. Entire Board Stats
1. Number of opportunities
2. Number of Applied
3. Number of Set Interviews
4. Number of Interviews
5. Number of Verbal Job Offers
B. PAI Stats (Daily, weekly, monthly)
1. # of Prospects
2. # of Applied
3. # of Interviews
C. Ratio’s of PAI’s
1. Opportunities
2. Opportunities to Applied
3. Applied to Interview
4. Interview to Verbal Job Offer
D. Length of time job opportunity in a column
1. Opportunities (daily, weekly, monthly)
2. Applied (daily, weekly, monthly)
3. Set Interview (daily, weekly, monthly)
4. Interview (daily, weekly, monthly)
5. Verbal Job Offer (daily, weekly, monthly)
6. Job (daily, weekly, monthly)
E. Movement of Job Board
1. Movement in the last 24 hours
2. Movement in the last 3 days
3. Movement in the last 7 days
4. Movement in the last 14 days
5. Movement in the last month
6. Movement YTD
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Questions/Comments?