Six Ways of Reading a Work Culture – BEFORE Accepting the Offer

I hear this question almost as much as “Should I change the 15th line of my resume, because someone on the street I just met said it was important and would change my life…” or “Should I tell them my salary requirements the first time I meet them just to avoid wasting everyone’s time?” or “If I send out 500 resumes to HR departments, the odds are this will result in interviews, right?”

How many times have we heard “if only I had known!” after a job didn’t work out? Figuring out how to read the culture and your potential fit in it, of course, is critical in the decision-making process.

Here are some recommendations for figuring out some of the critical information. It’s actually possible in many instances to make an intelligent choice about accepting an offer, based on solid, and even gut-level, data.

1) Tapping into your network to see if anyone has worked, or is employed there now, is the obvious way to go. One or two opinions are not quite enough. But it’s a start.

2) Check out some of the websites where employees write about their organizations (I’m thinking of Glassdoor as an example). In the past, similar websites have frequently not been good sources for information and have been more of a venue for unhappy employees to whine. Of course, it’s important to realize that it’s tough to characterize an entire organization by one or two comments, and it would be good to get as much data as possible. But I have seen some possibly useful comments on these websites in the past few years.

3) Basic research about the organization will create some more depth of information, particularly through databases like Factiva, where there is information about how the company is doing and is perceived by several media. This research is imperative, anyway, for preparation for interviews. Wouldn’t it be helpful to find out if there have been downsizings, or shifts in direction, or any other major changes? These facts can be a resource for finding out about recent or upcoming
culture changes.

4) Pay close attention to the recruiting process. A good attitude to adopt is, if the process is unusually slow, erratic, not particularly well organized, or involves some bad behavior (missed meetings), it might be a major clue about the organizational culture. I like to think that if that first foot forward is a negative one, then the candidate shouldn’t want to see the rest of the body. There are a few notable exceptions, though. One technology giant comes to mind. Their recruiting process is awful and chaotic. I’ve had some clients have up to 15 different interviews, and then never hear back again! This is the exception to the bad foot forward idea, because the culture at this company, other than its awful recruiting process, is among the best in the world.

5) The negotiation phase of a hiring process is probably the best time to find out if the organization is the right one. Concerned about the work/life balance issues? Then ask, towards the end of the negotiating list, if the company is an early in the day one or a late in the day one. If the answer is something like “We all work very long hours” or “We work extremely hard, no matter what it takes,” then that’s saying something which might be a part of the decision. Or, if more clarification about reporting relationships is needed, then ask about how that matrix management thing actually works there. Or, what are the mobility options? A clear answer to that may be the factor that completes the decision. These questions are always among the last ones to be asked, after the money/vacation/benefits, etc. have been clarified. Many worry about asking too many questions. My take is…if not now, when?

6) Since it’s always a good idea to arrive at an interview (all interviews!) 10-15 minutes early, why not make a trip to the restroom for five of those minutes? Maybe a conversation can be overheard, and another sense of the organization can be attained that way. While we’re at it, if there’s a waiting room/reception setting, pay attention to the person at the front desk (and anyone who might pass by). Listen in a little! In most cases, even if that reception person or others are levels below the targeted position, an organizational attitude will frequently filter from the top all the way down, and be yet another piece of the process.

There probably isn’t a surefire way of knowing everything about a prospective employer. But it’s certainly worth making the effort to find out how to make the decision a more logical one.

SURROUNDING THE POSTING – Making the Low-Odds Technique Work More Effectively

As mentioned in many of my books, articles, and blogs, and in those of many others
in my profession, answering postings is not a very successful technique for career
transition - less than 10% market penetration. This statistic is even lower when
minor or major career changes are involved. I hope most job seekers learn this
quickly, and use their search time more efficiently.

There is, however, a method of making a job posting lead to improved opportunities
for interviews.

I was reminded of this the other day, when a client was discussing his search, which
had largely consisted of answering postings. Yet, something was different with his
approach. I was all set to go into my rant about not depending on online postings as
a primary source for job opportunities, when it became clear that he instinctively
understood that just answering wasn’t enough; he wanted to “surround” the
posting.

In other words, he should fully investigate the possibility of knowing, or getting to
know, someone in the organization. If he could find someone, he would contact that
person the same way one would contact anyone for an informational interview. A
method of finding that person (or persons!) could be research instruments that
would disclose personnel information (websites, data collections like Hoover’s or
Factiva) or investigating on LinkedIn.

LinkedIn, of course, is a valuable tool for finding the right people. Try to find
someone whose role is connected, in some way, to the role posted. Write a
personalized invitation, even if you have Premium service, saying that you see that
the two of you have things in common, like ________ and ________, and you’d welcome
the opportunity to be part of her network. Chances are good that you’ll get a
positive response, which is your opportunity to write a standard approach email for
an informational/due diligence/market research meeting. As usual, you’d prefer in
person, but if not possible, Skype or phone will do.

At the meeting, treat it as a standard networking meeting, without, of course, ever
saying the word “networking.” Mention towards the end that you have applied for a
position posted at that organization, and are curious if she knows anything about
the area. She’ll get the point. Don’t ask for a direct introduction; if you’ve made
your credential apparent through your excellent opening pitch, she’ll possibly offer
some advice or information, or maybe, if you’re lucky, even an introduction for an
exploratory conversation. The very least you’d hope for is some insight into the
organization and/or position. The best? The direct introduction.

That’s “surrounding” the posting. Answering the posting is only an initial step.
Doing more than that might help a low-odds job search approach become a more
successful one.

Making Relationship-Building More Effective for a Successful Job Search: Six Pitfalls to Avoid

There are two common comments that students and clients will commonly present to me in a first meeting about a job search, and these comments will immediately let me know what’s wrong.  The first is “I’ve sent out at least 1,000 resumes, and am not getting any interviews.”  Of course, that one’s easy to explain.  The job seeker is depending on non-targeted, passive search methodology which simply won’t work 99% of the time.  Success here is equivalent to incredible good luck with very low odds. 

The second, and the topic for this piece,  is “I’ve met with at least 40 people so far in trying to build an effective network, and it’s not working.  I feel like I’m spinning wheels.”  Or, “I’ve met with a bunch of people, and have really enjoyed it – but nothing’s happening.” 

I’ve learned that there can be at least six possible reasons why the networking might not be working. 

1)            Not enough discipline and consistency. 

Are you approaching your search in high-activity blasts or are you moving it along with a consistent pace?  If you’re working full-time, then that means that you should aim for at least one live meeting a week, and should do something job-search related every day of the workweek, even if it means only 15-20 minutes daily.  That would include research, record-keeping (essential), email writing, following up. 

If you’re not working full-time, your goal should be 4-5 meetings a week, with every other aspect mentioned above amped up significantly.  Job search is a full-time job. 

Time off is ok for mental health during what is always a difficult effort, but not for long periods, i.e., the period between Thanksgiving and New Years Day or summer.  A loss of momentum will make the search much longer overall, and any good relationships that have been started will lose impact.  Trying to restart an interrupted search is difficult and frequently demoralizing.  Keep it going as part of a regular, structured schedule.

2)            Not meeting the “right” people.

Who are these “right people?”  Relationship-building efforts are usually built around peers, at least at the beginning.  This is great for getting good information, finding out about markets, penetrating organizations that interest you, and getting some affirmation that the target is a good one.  Over time,  meeting peers can be a major wheel-spinner.  Why? 

Peers are usually not the decision makers.

After building a peer-based network, the goal should be to get those contacts to introduce you to others, who can get you to decision-makers.   That’s a major objective. 

3)            Not structuring a networking meeting. 

This is where those in career transition may get lost.  A meeting is not about having just a pleasant chat, and then hoping that things will just move in the direction you want. 

The answer to this problem is simple, which is to structure the meeting with questions.  There are three basic types of questions that should be utilized.

First, the personal connection.  This is the “chat” part, the small talk, the possible exploration of the other person’s career. The humanizing aspect that can make you memorable.  It’s always a good idea to ask “So how did you get to this place in your career?”  It appeals to ego, gets the other person talking, and…you might find some possible new ideas for yourself.

Second, and this is the bulk of the questioning, information and advice questions.  Information questions are designed to demonstrate that you know what you’re talking about, and have done your homework.  These are going to be questions oriented towards what the organization does and what you’ve learned about them.  Advice questions are personal, about what they may perceive about your potential market, about how they think you might fit into that market, and suggestions about how you might best position yourself.  Of course, you never would ask for a job, because that would put them and you in an awkward position, with a low odds chance for actually uncovering something at that moment. 

Third, and at the very end of a conversation, building your network.  This could be in the form of “Would you suggest anyone I speak with, in the same manner we’re speaking today?” or “I have a list of organizations I’m interested in; what do you think of the list?”  With the latter question, it’s a direct cue to get the person to think specifically about those companies – and whom he/she might know there, but without putting them on the spot. 

If you can hit one of these three benchmarks, you’ve had a successful meeting.  If more, you’ve had a great one.  But it won’t work because of…

4)            Not following up (the key ingredient).

One meeting won’t accomplish much.  Your goal is to create a relationship over time, so that when your contact hears of a possible situation, they think of YOU.  Of the six pitfalls of networking, this is the key one, in my estimation. 

Follow ups include the thank you email immediate after the meeting.  This is not just a perfunctory thank you or plain etiquette; it’s a thank you, plus a recap of what you discussed – as a reminder of who/what you are.  Your branding.  Maybe you could add something that you didn’t get to discuss. 

Another subsequent follow up could be a second thank you if you’ve made contact with a referral from that person. 

Yet another could be a quick question.

Even another could be an article you have read that might be of interest to your contact.

Basically, this is sales technique, a method for keeping in touch with someone over a period of time, and keeping your name out there. You won’t do this with everyone because not everyone will be supportive or helpful or particularly responsive. 

5)            Not listening.

Active listening in all meetings is important.  One of the critical aspects of building new relationships is to hear opinions and experiences – both of which could give you new ideas.  Sometimes it’s easy to fall into the trap of going on automatic when either meeting new people or even on job interviews.  You’ve got your pitch down, your stories ready, your answers to difficult questions all queued up. 

It’s important to be flexible, and be able to think and improvise a bit.  You want to be responsive to what the person is saying and adjust accordingly.  Sometimes, an opinion or experience can totally shift the direction of the conversation - and the search. 

6)            Not handling the search like the sales situation that it truly is.

This is the psychological part.  There is always a significant amount of rejection in transition.  There is also too much bad advice and bad behavior, which has to be sifted carefully, not to mention the negative advice.  Make sure that your decisions are based on several opinions, and not just one or two. 

How to deal with rejection?  Or the sense that you’re feeling as though you’re walking around with hat in hand asking for handouts?  You must internalize the notion that all of this relationship building is a business proposition, on both sides.  There’s just as much in it for them as there is for you.  Hard to realize that, right?  Smart professional people understand that the more people they know, the better.  Even the incredibly busy ones. 

Very few of my clients and students actually enjoy networking.  Only the true mega-extraverts do.  The skill can be learned, and even end up being somewhat comfortable.  As the numbers will always show, it’s statistically the highest chance for success, by far, of all job search methodologies.