© Flowork International 2010 Strategic Job Search Management An Employment Program Framework Open Doors March 24, 2010 John-Paul Hatala Flowork International

© Flowork International 2010

Strategic Job Search Management

An Employment Program Framework

Open Doors

March 24, 2010John-Paul Hatala

Flowork International


What are the main deliverables for JVS employment programs?

• Placements?• Client satisfaction?• Clients served?• Quality delivery?• Follow-up stats?• Job retention?• Career choice?


How is success defined?


Challenges to Labour Market Re/Entry


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


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


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


Addressing the Challenges:

Strategic Job Search Management


Theoretical Framework

• Strength of weak ties (Granovettor, 1973)

• The sequential job search (Blau, 1993)

• Career Capital (DeFillippi & Arthur, 1994)

• Boundaryless Careers (Burt, 1992)


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


Preparatory Phase

Assessing Career Competencies

Career competencies are personal competencies which have the potential to become competencies of the employing institution

1


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


Bounded vs. Boundaryless Careers

1. What did you get from your last job?

2. What did you give to your last job?

Preparatory Phase1


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


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


Bounded benefits received by clients from their jobs:

• Specific work satisfactions• Money• Enjoyment• Social life• Safety and support• autonomy

Preparatory Phase1


Boundaryless benefits received by clients from their jobs:

• Skills and knowledge• Enhance networks• Self-assurance• Personal growth• Broader viewpoint• Communication skills

Preparatory Phase1


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


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


Factors Affecting the Job Search Process

Job Search

ActivityReality

Motivation


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


Therefore……

1. By maintaining realistic expectations, you maintain a desired level of activity

2. By maintaining activity, you maintain a higher level of motivation


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


Time

Participation

Man

ag

ing

th

e

For c

es

Best pote

ntial f

or job success

Job Search Forces: Effects over time


Social Capital/Networking


SC(KAU)=SI


K = Knowledge of Self / Knowledge of Network

A = Accessing social resources

U = Utilizing social resources to accomplish goals





Opportunity Contact Explore Strategize Negotiate Solution

GOAL


Entering the Active Phase


How do you determine if a client is ready for the Active Phase of

the job search process?


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


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


5 Main Components to Managing the Job Search Process


What do we mean when we tell our clients that looking for work is

a full-time job?


1Following a job search

path

A and B Jobs


A Job = Not Realistic

B Job = Support A Job

B

B

B

B

B

B

BA


2Identifying what the client

does

“subjective vs. objective”


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?


3Knowing the numbers

“why we collect stats?”


Prospects Applied Interviews

(P) (A) (I)

30 12 2

Monitoring on a daily, weekly, monthly basis!


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?


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


4Understanding the

hiring cycle

“it’s happening everyday”


What is the typical Hiring Cycle?

Eliminate the NO’s

6-8 Weeks


Delayed reward to job searching

Delayed consequence to job

searching


5Monitoring the Hiring cycle


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%?


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


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



5. Movement in the last month

6. Movement YTD


Questions/Comments?

Documents

© Flowork International 2010 Strategic Job Search Management An Employment Program Framework Open Doors March 24, 2010 John-Paul Hatala Flowork International