Suzy B Software 2/Suzy B Software CD-ROM 2 (1994).iso/extras/textfile/jobguide/jobguide.txt

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JOB SEARCH GUIDE:

STRATEGIES FOR PROFESSIONALS







U.S. DEPARTMENT OF LABOR

Employment Training Administration

1993


Information for Individuals with Disabilities


The United States Employment Service and all other Department of
Labor agencies maintain a policy prohibiting discrimination
against individuals with disabilities in all publications and
materials distributed or made available to the public.  The
information in this document will be made available to sensory
impaired individuals upon request.   Please contact:

Al Vega
    Eastern Assessment Research/Development Center
    c/o  New York State Department of Labor
    1 Main Street, Room 1012
    Brooklyn, New York 11201

    [phone]


The TDD Message Referral phone number is 1-800-326-2577.





FOREWORD


The United States Employment Service (USES), in its continuing
effort to assist individuals in finding satisfying employment,
has developed the Job Search Guide:  Strategies for
Professionals.  The Guide provides important job search
information including specific steps that job seekers can follow
to identify employment opportunities.  A job seeker can use the
information in this Guide to develop job hunting strategies,
learn skills and techniques for successfully completing the
applicant screening process (e.g., filling out applications,
answering interview questions, completing employment tests), as
well as identify other resources that can be helpful in locating
employment.


ACKNOWLEDGEMENTS





The Job Search Guide:  Strategies for Professionals was produced
by the Assessment Research Development Program in the U.S.
Employment Service under the direction of Robert A. Schaerfl,
director.  The Assessment Research Program is directed by Susan
Schlickeisen, chief, Division of Planning and Operations.
Coordination and technical supervision for the development of the
Job Search Guide was directed by Russell Kile, personnel research
psychologist. Grateful acknowledgement is also made for the
contribution of additional technical planning and support from
Kathleen Wiersema and David Rivkin of the Assessment Research
Development Unit.

The Eastern Assessment Research Development Center, New York
City, served a pivotal role in the planning, collection,
preparation and technical review of information for the Guide, as
well as its publication.  The Arlington Employment Center,
Arlington, VA staff reviewed the Guide and gave valuable
technical suggestions.

Space does not permit a listing of their names, but grateful
acknowledgement is also given to those associations, business
firms, labor organizations, other federal agencies and
individuals whose assistance and cooperation contributed
significantly to the development of this publication.






TABLE OF CONTENTS







                                                Page

Introduction . . . . . . . . . . . . . . . . . . . . . .    1

Tips for Using the Guide . . . . . . . . . . . . . . . .    2


1  Handling Your Job Loss  . . . . . . . . . . . . . . .    4

2  Managing Your Personal Resources  . . . . . . . . . .     12

3  Assessing Your Skills, Experiences and Interests  . .    18

4  Researching the Job Market  . . . . . . . . . . . . .    26

5  Conducting the Job Search . . . . . . . . . . . . . .    35

6  Networking  . . . . . . . . . . . . . . . . . . . . .    44

7  Writing Resumes and Cover Letters . . . . . . . . . .    50

8  Employment Interviewing   . . . . . . . . . . . . . .    63

9  Employment Testing  . . . . . . . . . . . . . . . . .    77

Staying Employed . . . . . . . . . . . . . . . . . . . .    82

Reviewing What You have Read . . . . . . . . . . . . . .    84

Sources of Additional Information. . . . . . . . . . . .    87


.c1.
INTRODUCTION;


Looking for a job can be challenging and stimulating, but it can
also be frustrating and stressful even during the best economic
conditions.  In times of economic downturn, this task can become
even more difficult because there are more people competing to
fill fewer jobs.

In order to have a competitive edge when looking for a job, you
will need to have your job search skills at their best.

Whether you are involuntarily unemployed, changing jobs or
looking for your first job, this Guide is designed to help you
negotiate the many phases of the job search process.

Designed specifically for professionals, managers and executives,
the Guide presents an overview of important aspects of the job
search, including such topics as handling your job loss, managing
personal resources, self-assessment, researching the job market,
networking, resume preparation and interviewing.  Also included
is a detailed list of sources that contain additional information
so that you can do more in-depth research on any of the topics
you feel you want to explore further.

Chapters 1 and 2 provide guidance in dealing with personal,
family and financial issues that might come up during your job
search.   In Chapter 1, you and your family's emotional well-
being are discussed.  In Chapter 2, steps are presented that you
can follow to keep on top of personal financial matters.

Chapter 3 helps you take one of the first important steps in your
job search - self assessment.  In this chapter you can complete
interactive exercises to assess your skills, interests and
abilities and identify your achievements.  This chapter directs
you to resources where you can match your particular talents and
interests to the world of work.

Another important part of your job search is identifying
industries and specific jobs that you might be interested in
pursuing.  Chapter 4 identifies resources to use for targeting
your job search toward specific markets.  It provides suggestions
on how to research the job market and how to find industries with
the most opportunities.  Chapter 5 helps you narrow your job
search even further.  It presents both formal and informal
methods for collecting information on specific companies that
might have the right job for you.

Chapters 6, 7 and 8 are designed to get you even closer to your
goal of finding a job.  Chapter 6 talks in detail about
networking, one of the best methods for finding a job.  Chapter 7
gives you advice on writing resumes and cover letters, the
documents that can really make an impression on employers.  As
most people know, almost all job screening includes some type of
interview.  Chapter 8 presents different types of interviews,
ways to prepare for an interview and tips on how to conduct
yourself during an interview.

In Chapter 9, assessment tools used by employers that you may
encounter during your search are discussed.  Brief descriptions
of tests are provided, as well as advice on how to prepare for
and take the actual tests.  In general, this chapter provides you
with information and advice to help you feel more comfortable in
testing situations.

The last section of the Guide helps you summarize what you
learned.  It provides ways to double check that you have
recognized all the important information the Guide has to offer.
This section will help you ensure that you have planned and will
conduct a well-thought-out, effective job search.



.c1.Tips for Using the Guide;

Conducting a job search is a big job.  This Guide can provide
excellent assistance in developing an effective job search
strategy.  Here are some general suggestions for using the Guide
that might make it easier for you to develop your job search
plan.

Step 1.    Review the entire Guide.

Step 2.    Find the chapters that really interest you.  Remember,
the Guide can take you from the start to the finish of your job
search.  For people who are not familiar with the job search
process or who haven't conducted a job search for a long time, it
is probably a good idea to follow the Guide carefully from
beginning to end. Others, who are more comfortable with the job
search, might want to identify areas that are particularly
relevant to their search and concentrate on those aspects of the
Guide.

Step 3.    Identify specific tasks that you want to accomplish in
the Guide (e.g., identifying job leads, developing a resume,
improving interviewing skills).

Step 4.    Develop a timeline for completing tasks you have
identified.  Try to assign yourself weekly milestones. This way
you will have intermediate goals to achieve on an almost daily
basis.

Step 5.    After completing individual tasks, review what you
have done.  See how the task contributes to your overall
strategy.  Share your accomplishments with someone who might be
able to give you constructive advice (maybe a family member,
friend, or counselor with whom you are working).

Step 6.    Continue working through the Guide until you feel
comfortable with your job search strategy.



The Guide has been designed to help you find satisfying
employment.  It provides a broad range of information that you
can use to develop important job search skills and it serves as a
reference to ensure that you are conducting an effective state-
of-the-art job search.

CHAPTER 1.  .c1.HANDLING YOUR JOB LOSS;


While some people may see a job loss as a challenge which opens
up new opportunities, most associate job loss with strong
negative emotions.  It is important to know that it is natural to
have some negative feelings (especially at first) after a job
loss, and that most people experience them.  Here are some
feelings and experiences that you may have after losing your job:

--    Loss of professional identity:  Professionals identify
strongly with their careers.  Unemployment can often lead to a
loss of self-esteem.  Being employed brings respect in the
community and in the family.  When a job is lost, part of your
sense of self may be lost as well.

--    Loss of a network:  The loss may be worse when your social
life has been strongly linked to the job.  Many ongoing "work
friendships" are suddenly halted.  Old friends and colleagues
often don't call because they feel awkward or don't know what to
say.  Many don't want to be reminded of what could happen to
them.  Also, when work and social activities mix, such as with
company picnics and dinner parties, the job loss can be hard for
all family members who participated in such activities.

--    Emotional unpreparedness:  Those who have never been
unemployed may not be emotionally prepared for job loss and may
be devastated when it happens.  It is natural and appropriate to
feel this way.  You might notice that some people you know don't
take their job loss as hard as you have taken it.  They might be
more prepared for this time of uncertainty.  Studies show that
those who change jobs frequently, or who are in occupations prone
to cyclic unemployment, suffer far less emotional impact after
job loss than those who have been steadily employed and who are
unprepared for cutbacks.

The Guide is designed to help you get over your loss and move
forward with your quest for employment.  As you work through the
Guide, your negative feelings should begin to be replaced with
positive emotions as you complete steps and accomplish goals
toward finding satisfying employment.

Adjusting

One can start adjusting to job loss by using a little psychology.
There have been a lot of studies done on how to deal with loss.
Psychologists have found that people often have an easier time
dealing with loss if they know what feelings they might
experience during the "grieving process."  Grief doesn't usually
overwhelm us all at once; it usually is experienced in stages.
The stages of loss or grief may include:

ßShock--you may not be fully aware of what has happened.

ßDenial usually comes next--you cannot believe that the loss is
true.

ßRelief then enters the picture for some, and you feel a burden
has lifted and opportunity awaits.

ßAnger often follows--you blame (often without reason) those you
think might be responsible, including yourself.

ßDepression may set in some time later, when you realize the
reality of the loss.

ßAcceptance is the final stage of the process--you come to terms
with the loss and get the energy and desire to move beyond it.
The "acceptance" stage is the best place to be when starting a
job search, but you might not have the luxury of waiting until
this point to begin your search.

It is helpful to monitor your reactions and control any adverse
emotions.  While you may well experience the stages of grief
outlined above, they may not necessarily be in the order
mentioned.  If you experience strong negative emotions during
these stages, you may need a break from your job search until you
reach the acceptance stage.  Most people can function in the
earlier stages, as long as they remain aware of their feelings
and are able to keep these emotions from affecting their
activities.  For example, if you're still in your "angry" stage,
it's important to understand that expressing your anger during a
job interview could be self-defeating.

[SIDEBAR]
People have always believed that finishing college would
guarantee a good job and a solid future.  Graduates looking for
work in a tight labor market may experience just the opposite--
you may have difficulty finding a professional job, and the
competition may be stiff, as more experienced, out-of-work
professionals are vying for the same jobs. Rejection in the job
search process can prove very frustrating.  Whether you were laid
off from your last job or recently graduated college, being
unemployed and looking for work may prove emotionally difficult.
You may experience periods of stress, depression or erosion of
self-esteem along the way.

Below are some tips you might want to follow during the job
search process to keep yourself emotionally healthy and motivated
to look for work.
Keep Healthy

Your body will be stressed to the limit as the challenges ahead
test your strength and endurance.  It is important to keep
healthy and in shape.  Try to:

ßEat properly.  Eating right can help you stay fit and healthy.
How you look and your sense of self-esteem can be affected by
your eating habits.  It is very easy to snack on junk food when
you're home all day.  Take time to plan your meals and snacks so
they are well-balanced and nutritious.  Eating properly will help
you keep the good attitude you need during your job search.

ßExercise.  Include some form of exercise as part of your daily
activities.  Regular exercise reduces stress and depression and
prevents a sense of lethargy.  It can really help you get through
those tough days.

ßAllow Time For Fun.  When you're planning your time, be sure to
build fun and relaxation into your plans.  You are allowed to
enjoy life even if you are unemployed. Keep a list of activities
or tasks that you want to accomplish such as volunteer work,
repairs around the house, or hobbies.  When free time develops,
you can refer to the list and have lots of things to do.

Family Issues

Unemployment is a stressful time for the entire family.  Your
family may experience adverse reactions to your job loss.  For
them, your unemployment means the loss of income and the fear of
an uncertain future.  They are also worried about your happiness.
Here are some ways you can interact with your family to get
through this tough time:

ßDo not attempt to "shoulder" your problems alone.  Try to be
open with family members even though it is hard. Discussions
about your job search and the feelings you have allow your family
to work as a group and support one another.

        ß    Talk to your family.  Let them know your plans and
activities.  Share with them how you will be spending your time.
Discuss what additional family responsibilities you can take on
when your job search day is complete.  Add these new
responsibilities to your schedule.

ßListen to your family.  Find out their concerns and their
suggestions.  Perhaps there are ways they can assist you.
ßBuild family spirit.  You will need a great deal of support from
your family in the months ahead, but they will also need yours.

        ß    Seek outside help.  Join a family support group.
Many community centers, mental health agencies and colleges have
support groups for the unemployed and their families.  These
groups can provide a place to let off steam and share
frustrations.  They can also be a place to get ideas on how to
survive this difficult period. More information about support
groups is presented later in this chapter.


Helping Children

Children may be deeply affected by a parent's unemployment.  It
is important for them to know what has happened and how it will
affect the family. However, try not to overburden them with the
responsibility of too many of the emotional or financial details.
ßKeep an open dialogue with your children.  Letting them know
what is really going on is vital.  Children have a way of
imagining the worst when they write their own "scripts," so the
facts can actually be far less devastating than what they
envision.

ßMake sure your children know it's not anybody's fault. Children
may not understand about job loss and immediately think that you
did something wrong to cause it.  Or, they may feel that somehow
they are responsible or financially burdensome.  They need
reassurance in these matters, regardless of their age.

ßChildren need to feel they are helping.  They want to help and
having them do something like taking a cut in allowance,
deferring expensive purchases, or getting an after-school job can
make them feel as if they are part of the team.

Some experts suggest that it can be useful to alert the school
counselor to your unemployment so that they can watch the
children for problems at school before the problems become
serious.


Coping with Stress

Stress inevitably will be part of the job search process.  Here
are some coping mechanisms that can help you deal with stress.

ßWrite down what seems to be causing the stress.  Identify the
"stressors," then think of possible ways to handle each one.  Can
some demands be altered, lessened or postponed? Can you live with
any of them just as they are?  Are there some that you might be
able to deal with more effectively?

    ß    Set priorities.  Deal with the most pressing needs or
changes first.  You cannot handle everything at once.

    ß    Establish a workable schedule.  When you set a schedule
for yourself, make sure it is one which can be achieved.  As you
perform your tasks, you will feel a sense of control and a sense
of accomplishment.

    ß    Reduce stress.  Learn relaxation techniques, or other
stress-reduction techniques.  This can be as simple as sitting in
a chair, closing your eyes, taking a deep breath and breathing
out slowly while imagining all the tension going out with your
breath.  There are a number of other methods, including listening
to relaxation tapes, which may help you cope with stress more
effectively.  Check the additional source material at the end of
this Guide for books which offer instruction on these techniques.
(Many of these are available at your public library.)

ßAvoid isolation.  Keep in touch with your friends, even former
co-workers, if you can do that comfortably. Unemployed
individuals often feel a sense of isolation and loneliness.  See
your friends; talk with them; socialize with them.  You are the
same person you were before unemployment.  The same goes for the
activities that you may have enjoyed in the past.  Evaluate them.
Which can you afford to continue?  If you find that your old
hobbies or activities can't be part of your new budget scheme,
perhaps you can substitute new activities that are less costly.

    ß    Join a support group.  No matter how understanding or
caring your family or friends might be, they may not be able to
understand all that you're going through and you might be able to
find help and understanding at a job-seeking support group.

These groups consist of people who are going through the same
experiences and emotions you are.  Many groups also share tips on
job opportunities, as well as feedback on ways to deal more
effectively in the job search process.  The National Business
Employment Weekly, available at major newsstands, lists support
groups throughout the country. Local churches, YMCA's, YWCA's and
libraries often list (or even facilitate) support groups.  A list
of self-help clearinghouses (some of which cover the unemployed)
is available from the National Self-Help Clearinghouse, 25 West
43rd St., Room 620, New York, NY 10036.  The cost is $1, plus a
self-addressed, stamped envelope.
        Forty Plus is a national non profit organization and is
an excellent source of information about clubs around the country
and on issues concerning older employees and the job search
process.  The address is 15 Park Row, New York, NY 10038.  Their
telephone number is [phone].


Keeping Your Spirits Up

Here are some ways you can build your self-esteem and avoid
depression:

    ß    List your positives.  Make a list of your positive
qualities and your successes.  This list is always easier to make
when you are feeling good about yourself.  Perhaps you can enlist
the assistance of a close friend or caring relative, or wait for
a sunnier moment.

    ß    Replay your positives.  Once you have made this list,
replay the positives in your mind frequently.  Associate the
replay with an activity you do often; for example, you might
review the list in your mind every time you go to the
refrigerator!

    ß    Use the list before performing difficult tasks.  Review
the list when you are feeling down or to give you energy before
you attempt some difficult task.

    ß    Recall successes.  Take time every day to recall a
success.

    ß    Use realistic standards.  Avoid the trap of evaluating
yourself using impossible standards that come from others. You
are in a particular phase of your life; don't dwell on what you
think society regards as success.  Remind yourself that success
will again be yours.

    ß    Know your strengths and weaknesses.  Know your
strengths.  What things are you good at?  What skills do you
have?  Do you need to learn new skills?  Everyone has
limitations. What are yours?  Are there certain job duties that
are just not right for you and that you might want to avoid?
Balance your limitations against your strong skills so that you
don't let the negatives eat at your self-esteem. Incorporate this
knowledge into your planning.

    ß    Picture success.  Practice visualizing positive results
or outcomes and view them in your mind before the event.  Play
out the scene in your imagination and picture yourself successful
in whatever you're about to attempt.

    ß    Build success.  Make a "to do" list.  Include small,
achievable tasks.  Divide the tasks on your list and make a list
for every day so you will have some "successes" daily.
    ß    Surround yourself with positive people.  Socialize with
family and friends who are supportive.  You want to be around
people who will "pick you up," not "knock you down." You know who
your fans are.  Try to find time to be around them.  It can
really make you feel good.

    ß    Volunteer.  Give something of yourself to others through
volunteer work.  It will help you to feel more worthwhile, and
may actually give you new skills.


You can expect to have negative emotions periodically during a
long job search.  But a positive mental attitude is essential in
bringing the job search process to a satisfactory conclusion.

A New Beginning

Are you very depressed?  As hard as it is to be out of work, it
also can be a new beginning.  A new direction may emerge which
will change your life in positive ways.  This may be a good time
to re-evaluate your attitudes and outlook.

    ß    Live in the present.  The past is over and you cannot
change it.  Learn from your mistakes and use that knowledge to
plan for the future--then let the past go.  Don't dwell on it or
relive it over and over.  Don't be overpowered by guilt.

    ß    Take responsibility for yourself.  Try not to complain
or blame others.  Save your energy for activities that result in
positive experiences.

ßLearn to accept what you cannot change.  However, realize that
in most situations, you do have some control.  Your reactions and
your behavior are in your control and will often influence the
outcome of events.

    ß    Keep the job search under your own command.  This will
give you a sense of control and prevent passivity from setting
in.  Enlist everyone's aid in your job search, but make sure you
do most of the work.

    ß    Talk things out with confidants.  Admit how you feel.
For example, if you realize you're angry, find a positive way to
vent it, perhaps through exercise.

    ß    Face your fears, and try to pinpoint them.  "Naming the
enemy" is the best strategy for relieving the vague feeling of
anxiety.  By facing what you actually fear you can see how
realistic your fears are.

    ß    Think creatively, stay flexible, take risks and don't be
afraid of failure.  Try not to take rejection personally. Think
of it as information that will help you later in your search.
Take criticism as a way to learn more about yourself.  Keep
plugging away at the job search despite those inevitable
setbacks.  Most important, forget magic--what lies ahead is hard
work!

Professional Help?

If your depression won't go away, or leads you to self-
destructive behaviors such as abuse of alcohol/drugs, you may
wish to consider asking a professional for help.  Many people who
have never sought professional assistance before find that in a
time of crisis it really helps to have someone to listen and who
can give needed aid.  Consult your local mental health clinics,
social services agencies or professional counselors for help for
yourself and family members who are affected by your
unemployment.  Some assistance may be covered by your health
insurance or, if you do not have insurance, counseling is often
available on a "sliding scale" fee based on income.

CHAPTER 2.  .c1.MANAGING YOUR PERSONAL RESOURCES;


Whether you are unemployed, working or in school during your job
search, your search will be more productive if it is well-
planned.  Start by making a list of the things you have to do.
Deciding on career goals, updating your resume, doing library
research, making phone calls and arranging interviews are just
some of the things you can do to start getting organized.  Cross
items off the list as they are completed to give yourself a sense
of accomplishment.

Keep a Schedule

If you are employed or in school, set aside a specific portion of
your day for job-hunting; don't just squeeze it in.  On the other
hand, don't risk losing a job or flunking a course needed to
graduate because of your job search.

    ß    Set aside specific times for writing your resume, making
phones calls, answering ads and doing research.

ßUse a calendar, planner (either electronic or paper) or your
personal computer to keep track of your time and make notes.
ßCheck your calendar/planner every day - don't rely on your
memory.

    ß    Set up a work space.  Have a phone nearby.  Keep a
typewriter or computer, stationery, envelopes, stamps, copies of
your resume and phone directories handy.  Choose a quiet space
where you will be free of interruptions.


Maintain a Routine

If you're unemployed, job hunting is your new, full-time job.
Resist the temptation to sleep late or watch television all day.
Plan to spend 30-40 hours per week on your job search.  Your
period of unemployment will be shorter if you make a concerted
effort to find a new job.

ßGet up in the morning and eat during the day at the same times
as you did when you were working.

ßKeep up with your exercise routine (or start one).



Sample Schedule



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                _WEDNESDAY                 _
                _JULY 6                    _
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                _9:00_╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤__
                _10:00_╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤__
                _╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤_


Stay on Top of Finances

Being unemployed probably means a substantially reduced personal
income.  Careful planning and money management will help you cope
with changes in your financial situation.  Some important things
to do right away are:

ßApply for benefits.  Apply for unemployment benefits as soon as
possible, even if you're not sure you are eligible.  If you do
qualify, you can include the amount of your benefits in your
monthly budget.  Depending on how long you have worked, you can
collect benefits for up to 26 weeks.  In times of high
unemployment, benefits may be available for a longer period.
Contact your state Labor Department or Employment Security Agency
for further information.  Their addresses and telephone numbers
are listed at the end of this Guide.

ßRegister with your local consumer credit counseling
organization.  In some locations, you can register with a
consumer credit counseling organization that can provide economic
planning assistance and help you get a handle on your finances.

ßExamine your income and expenses.  Take a complete accounting of
your income and expenses.  Use the chart below as a guide:

_________________________________________________________________
_______
_                YOUR MONTHLY INCOME-EXPENSE CHART
_
_
_
_                         INCOME
EXPENSES _
_
_
_  Unemployment Benefits  $_____               Mortgage/Rent
$_____   _
_        Spouse's Income   _____         Utilities: Electric
_____   _
_          Severance pay   _____                Gas/Fuel oil
_____   _
_     Interest/Dividends   _____                       Water
_____   _
_           Other Income   _____                   Telephone
_____   _
_                                                       Food
_____   _
_                 TOTAL   $______       Car payment/expenses
_____   _
_                                        Other loan payments
_____   _
_                                         Insurance premiums
_____   _
_                                           Medical expenses
_____   _
_                                                    Tuition
_____   _
_                                                   Clothing
_____   _
_                                              Entertainment
_____   _    _
Taxes   _____   _    _
Job hunting costs   _____   _
_                                     Other monthly expenses
_____   _
_
_
_                                                      TOTAL
$______  _
_
_
_________________________________________________________________
_______

If you're like a lot of people, your expenses exceed your income.
You may have to dip into your assets, trim expenses, or both to
make up the difference.


ßReview your assets.  Make a list of all your assets and their
current value:



_________________________________________________________________
                                 ASSETS
                                                 Value
             Liquid assets
     _      Checking/Savings accounts            $_____

     _      Money market funds                    _____

     _      Pension/Annuities/IRAs                _____

     _      Cash value of life insurance          _____


           Securities

     _      Stocks/Bonds/Mutual funds             _____

     _      Government securities                 _____



        Personal property

     _      Car(s)/Boat                           _____

     _      Furniture/Appliances                  _____

     _      Art/Antiques/Collectibles             _____

     _      Jewelry/Clothing

     _

        Real estate

     _      Home                                  _____

     _      Other properties                      _____

     _

     _    Other assets                            _____

     _

                       TOTAL ASSETS              $______






_________________________________________________________________
_


Based on the your Monthly Income-Expense chart see if it will be
neecessary for you to tap into your liquid assets.  Review your
Assests chart to see if you have enough to supplement your income
for six months? nine months? a year?  When you have made this
determination you will know how much time you have to look for
the job of your choice.

Reassess your finances periodically.  If your assets are being
depleted and your ideal job has not yet come along, you may have
to re-evaluate your career goals, consider relocating or take a
"fill-in" job.  Being a consultant might be an option for you.
You might explore temporary jobs that are "typically" easier to
obtain to make money to help tide you over.

    ß    Reduce expenses.  In general, your strategy for
controlling expenses can center on determining what costs you
must incur to keep you and your family going and which are for
conveniences or luxury items that you can reduce or do without.
If you need to limit expenses, try some of the suggestions below:

--    Reduce credit card purchases.  Try to pay for
things in cash to save on interest charges and prevent
overspending.

--    Notify your bank or mortgage holder if you expect
to have difficulty making mortgage or loan payments.  They may be
willing to renegotiate or arrange a better payment schedule.

--    Consider cashing in some "luxury" assets you may
not really need.  For example, sell a car or boat you rarely use.
This will not only generate cash but will save you money on
insurance and maintenance costs.

--    Comparison shop for home/auto/life and other
insurance to make sure you have the best coverage at the lowest
premium.

--    Repair rather than replace major appliances.

--    Keep your car well-maintained to avoid costly
repairs.

--    Cut down on utility expenses by washing full loads
of   clothes and dishes and by adjusting the thermostat and
turning off lights and appliances that aren't being used.

--    Reduce food costs by shopping for specials, using
coupons and cutting down on eating out.

--    Enlist the cooperation of your spouse and children
to help limit other family expenses.


ßReview your tax deductions.  Some job hunting expenses may be
tax deductible as a "miscellaneous deduction" on your federal
income tax return.   According to the IRS,

"You may be able to deduct certain expenses you have in looking
for a new job in your present occupation, even if you do not get
a new job.  You cannot deduct your expenses if you are looking
for a job in a new occupation ...."

If you're eligible, some of the expenses that you may be able to
deduct are employment agency fees, resume expenses and some
transportation expenses.

If you locate work in another city and you must relocate, some
moving expenses are tax deductible on your federal tax return,
Schedule A.

Keep records and receipts for all these expenses.  Contact an
accountant or the IRS for more information.


ßReview your health coverage.  Although the cost of medical
insurance is constantly increasing, it is still less expensive
than becoming ill without insurance.  There are several ways to
obtain medical coverage for you and your family if you're out of
work:

--    You can probably maintain coverage at your own expense,
under the COBRA law if you worked for an employer that provided
medical coverage and had 20 or more employees. Check with your
former employer.  To continue your health coverage under this
law, you must tell your former employer within 60 days of leaving
the job.

--    If you're married and your spouse works, check to see
whether you can be covered under his/her health insurance plan.

--    Contact any professional organizations you belong to;
they may provide group coverage for their members.  Speak to an
insurance broker, if necessary, to arrange for health coverage on
your own or join a local Health Maintenance Organization (HMO).

--    Practice preventive medicine.  The best way to save money
on medical bills is to stay healthy.  Try not to ignore minor
ills.  If they persist, phone or visit your doctor.  It will be
less costly to treat them before they become more serious.

--    Investigate local clinics.  If you find that your
health resources are being depleted, investigate local clinics
that provide services based on a sliding scale.  These clinics
often provide quality health care at affordable prices.

CHAPTER 3.  .c1.ASSESSING YOUR SKILLS, EXPERIENCES AND INTERESTS;


A successful job search starts with thorough preparation and
planning.  This is true whether you are beginning your career,
seeking re-employment or considering a more satisfying
occupation.  An important step in this process is to assess your
personal characteristics; take a good look at who you are and
what you have done.  This will require time and effort, but the
time you invest will be worthwhile.  Self-assessment can help you
to decide on a realistic job objective.  The information you
discover will also be helpful when writing your resume,
completing job applications and preparing for job interviews.


Assessing Personal Information

The self-assessment work sheets on the next few pages are
provided to help you inventory your skills, knowledge, abilities,
interests, accomplishments, values and personal traits as they
have been demonstrated in your day-to-day activities at work,
school, home and in the community.  Make sure you include all
your talents.  Sometimes people take their biggest positives for
granted.  Have someone who knows you well review your worksheets
to ensure you include all your positives.  When completing this
work sheet think about "transferables."  These are skills and
abilities that you can take with you to a new job.  They are
characteristics you have in which your new employer will be
particularly interested.  Remember, the employer is going to be
looking for how you can benefit his or her organization.

Use the following form to summarize your accomplishments,
abilities and personal characteristics.

_______________________________________________________________

Work Experience.  (Use a sheet like this for each position you
have held, including military service.)

Company: ____________________________________________________
Address: ____________________________________________________
Supervisor's Name and Title: ________________________________
Dates of Employment: ________________________________________
Position(s)/Title(s)/Military Rank:__________________________

Duties and responsibilities:

____________________________________________________________

____________________________________________________________

____________________________________________________________

Accomplishments (including awards or commendations):

_____________________________________________________________

_____________________________________________________________

_____________________________________________________________

Skills, Knowledge and Abilities Used  (Make sure you include
"transferables"):

____________________________________________________________

____________________________________________________________


Duties Liked and Disliked: _________________________________

____________________________________________________________

____________________________________________________________


Reason for Leaving: ________________________________________

_________________________________________________________________



_________________________________________________________________
Education and Training

School, College        Dates of                Degree or
University            Enrollment        Major        Certificate
Date    G.P.A.

_______________________________________________________________

_______________________________________________________________

Career-Related Courses: _______________________________________

_______________________________________________________________

_______________________________________________________________

Scholastic Honors, Awards and Scholarships: ___________________

_______________________________________________________________

College Extracurricular Activities: ___________________________

_______________________________________________________________

Other Training: (Include courses sponsored by the military,
employers or professional associations, etc.)

_______________________________________________________________

_______________________________________________________________

Courses, Activities Liked and Disliked: _______________________

_______________________________________________________________

_______________________________________________________________

Skills, Knowledge and Abilities Learned: ______________________

_______________________________________________________________

_______________________________________________________________



Professional Licenses: ________________________________________

_______________________________________________________________


Personal Characteristics: (e.g., organizational ability,
study habits, social skills, like to work alone or on a team,
like or dislike public speaking, detail work.)

______________________________________________________________

_______________________________________________________________

_______________________________________________________________



Personal Activities

Professional: (association memberships, positions held,
committees served on, activities, honors, publications, patents,
etc.) _________________________________________________________

_______________________________________________________________


Community: (civic, cultural, religious, political organization
memberships, offices or positions held, activities, etc.)
_______________________________________________________________

_______________________________________________________________


Other: (hobbies, recreational activities and other personal
abilities and accomplishments)_______________________________

_______________________________________________________________


_________________________________________________________________

Overall Assessment

Take a look at all the work sheets you have completed:  Work
Experience, Education and Personal Activities.  Considering all
you have done, list your strengths and positive attributes in
each of the areas below.

Skills, Knowledge and Abilities: ______________________________

_______________________________________________________________

_______________________________________________________________

Accomplishments:_______________________________________________

_______________________________________________________________

_______________________________________________________________

Personal Characteristics: _____________________________________

_______________________________________________________________

_______________________________________________________________

Activities Performed Well: ____________________________________

_______________________________________________________________

_______________________________________________________________

Activities Liked: _____________________________________________

_______________________________________________________________

_______________________________________________________________


________________________________________________________________

Career Possibilities to Explore

Review your Overall Assessment Sheet.  Do the strengths and
positive attributes listed suggest possible careers for you? Your
choice of a career does not have to be limited to the ones in
which you have the most direct education, experience or training.
Ask yourself:

ßDo I want to remain in that field?

ßWould the strengths I have listed serve in a related field of
work?

ßWould I consider returning to school to learn new job skills
which are in demand?

ßAs a recent college graduate, could I translate my strengths
into a career?

ßIs self-employment a possibility?


In answering these questions, carefully consider personal
circumstances, your lifestyle, health, family circumstances and
financial needs.  Keep these factors in mind when making career
plans.

Considering everything you know about yourself, try to think of
some career possibilities that you could do well and would enjoy.
List these career possibilities below:


1. ____________________________________________________________

2. ____________________________________________________________

3. ____________________________________________________________

4. ____________________________________________________________

5. ____________________________________________________________


You may obtain additional information about careers from a number
of useful publications.  Three examples, published by the
Department of Labor, are listed below:

--    Guide for Occupational Exploration (GOE).  The GOE lists
more than 12,000 occupations and organizes them into a structure
developed specifically for career guidance.  It provides a wealth
of information on how to relate your background to jobs and where
to obtain additional information.

--    Occupational Outlook Handbook (OOH). Designed for career
guidance, it presents useful information, including requirements
and duties, for a wide variety of jobs.  The OOH is described in
more detail in Chapter 4 of this Guide, Researching the Job
Market.

--    Dictionary of Occupational Titles (DOT).  The DOT is the
most comprehensive listing of job descriptions that exists. It
describes over 12,000 occupations and is used by all State
Employment Service offices to match people's qualifications to
job openings.

These books are available at your local Employment Service office
and at many libraries and college career centers.

If you are considering self-employment or buying a franchise, the
U.S. Small Business Administration (SBA) offers loans, training
and planning, as well as many useful publications.  There are SBA
offices in every state.  Their toll-free number is 1-800-U ASK
SBA.  In addition, their Service Corps of Retired Executives
(SCORE) provides free training and counseling on how to set up
and run a small business.


Professional Assistance

If you would like additional help in planning your career, you
may want to turn to public or private career counseling services
which are useful for career exploration.  They may help to
develop comprehensive career plans.  You will find them listed in
your local telephone directory.  These organizations use a
variety of tests and instruments to assess your skills,
abilities, interests and personality.  Types of organizations
where you can seek assistance include:

ßState Employment Service offices.  These offices are located
throughout the country.  In most states, these offices provide
career counseling services to those who are deciding on a career
or thinking about changing careers.  Many of these offices also
provide interactive computer systems which contain job
information.  These services are free.

ßLocal schools, community colleges and libraries.  These
organizations often have career counseling centers which have
computerized job and career information systems.  Sometimes they
offer short courses on conducting a job search and offer
counseling at no charge.

ßCollege/university guidance centers.  If you are graduating from
a college or university, consider the services offered by your
college guidance center.  College guidance centers sometimes
offer their services to the public for a fee.

ßNon-profit organizations.  Such organizations like the YMCA
provide career counseling, although fees may be charged on a
sliding scale.  Check local social service agencies, community
vocational services or religious organizations such as Catholic
Social Services.

ßPrivately run firms.  These firms provide counseling services
useful in helping you decide on possible careers.  However, they
can be expensive and quality varies; before you select one, check
with the Better Business Bureau or with friends who have used
these services.


CHAPTER 4.  .c1.RESEARCHING THE JOB MARKET;


This chapter identifies some sources which can help you research
the job market for career fields that might be of interest to
you. It can also help you identify companies that might have
careers that require your unique skills and abilities.  By
completing this chapter you will better be able to answer
questions such as:

-- How does the job market look for the career I have in
mind?
-- What are my chances for finding a position in that field?

-- Should I consider relocating?


Employment prospects depend on what kind of work you want to do
and where you want to do it.  Careful research can help.

What is the Job Market?

The growth rate for jobs that require higher-than-average levels
of education and training is expected to outstrip the growth of
jobs in general.  However, it is also predicted that many
companies will be downsizing and many of the positions eliminated
will be in middle management.

In general, growth in service-producing industries is expected to
be much greater than growth in industries which produce goods. In
manufacturing firms, however, employment in professional
occupations is expected to grow slightly.

What size companies provide you with the best chance of being
hired?  Surprisingly, it has been estimated that two-thirds of
all jobs are in smaller companies - those with 25 or fewer
employees.  Many of the publications mentioned later in this
chapter tend to concentrate on larger companies.  It is also
important to use the informal direct employer contact techniques
discussed later in this chapter to locate smaller businesses.



General Occupational Information

When deciding where to concentrate your job search efforts, it is
useful to have data on industries which offer the best overall
employment prospects.

If you have worked before, you are probably most familiar with
one or two industries.  Even if the outlook for these industries
is poor, you may well be able to find work if you make a
concerted effort, as replacement workers are often needed.  You
probably will want to explore industries with better prospects as
well.

If you are a first-time job seeker, there may be a number of
different areas of work open to you and it would certainly pay to
concentrate on those with the highest potential.


Resources on the General Labor Market

Publications.  There are a large number of government and private
publications which offer a wealth of information on outlooks,
salaries and growth trends for jobs and industries.

Most of these publications are for sale to individuals, and some
of them are quite affordable.  All of the publications, however,
are available as reference books in the public library and in
many college and university libraries.

Most large cities have branches of the public library that
specialize in providing job information.  These special libraries
can be invaluable sources of labor market information.  While in
the library, don't rule out the librarian as a source of expert
information.

Below are some examples of publications which are good sources of
labor market information:

--    Occupational Outlook Handbook.  Published by the  U.S.
Department of Labor's Bureau of Labor Statistics.  Gives the
outlook for hundreds of jobs.  Also describes working conditions,
duties, qualifications and advancement potential.  Particularly
valuable to new job seekers.

--    Occupational Outlook Quarterly.  Published by the U.S.
Department of Labor.  Gives an overview of the outlook for
different sectors of the economy and individual occupations.
Often contains articles focusing on selected job areas.

--    Projections 2000.  Detailed projections of the U.S. economy
and Labor Force by the Department of Labor's Bureau of Labor
Statistics.

--    State and Metropolitan Area Data Book.  Published by the
U.S. Department of Commerce.  Compiles statistical data from many
public and private agencies.  Includes unemployment rates, rate
of employment growth and population growth for every state.  Also
presents a vast amount of data on employment and income for
metropolitan areas across the country.

--    White Collar Pay: Private Goods-Producing Industries.
Produced by the U.S. Department of Labor's Bureau of Labor
Statistics.  Good source of salary information for white collar
jobs.

--    1991 AMS Office, Professional and Data Processing Salaries
Report. (Administrative Management Society, Wash. DC). Salary
distributions for 40 different occupations, many of which are
professional.  Subdivided by company size, type of business,
region of the country and by 41 different metropolitan areas.

--    American Salaries and Wages Survey.  (Gale Research,
Detroit, MI).  Detailed information on salaries and wages for
thousands of jobs.  Data is subdivided geographically. Also gives
cost-of-living data for selected areas, which is very helpful in
determining what the salary differences really mean.  Provides
information on numbers employed in each occupation, along with
projected changes.

--    American Almanac of Jobs and Salaries.  (Avon Books, NY).
Information on wages for specific occupations and job groups,
many of which are professional and white collar. Also presents
trends in employment and wages.


Governmental Agencies.  In addition to publications, there are
several agencies which provide expert labor market information to
the public without charge.

--    Bureau of Labor Statistics.  The U.S. Department of
Labor's Bureau of Labor Statistics maintains eight regional
offices around the country.  Any of these offices may be
contacted by phone during business hours to obtain labor market
information for the area.  The New York regional office also
provides 24-hour access to recorded information covering such
diverse topics as national and local employment statistics, wage
information and how to get recent Bureau publications.

The telephone numbers of the Bureau of Labor Statistics regional
offices are:

        Boston                 [phone]
        New York               [phone]
        Philadelphia           [phone]
        Atlanta                [phone]
        Chicago                [phone]
        Dallas                 [phone]
        Kansas City            [phone]
        San Francisco          [phone]

--    State Occupational Information Coordinating Committee.
Each state maintains a State Occupational Information
Coordinating Committee (SOICC), which helps the public locate
labor market and career information and projections. The
addresses and phone numbers for the SOICC's are listed in the
Occupational Outlook Handbook or can be obtained from the
National Occupational Information Coordinating Committee at (202)
653-5665.


Sources of Information on Specific Companies

After you have a good idea of the industries, fields of work and
geographical areas where you want to concentrate your job search,
the next step is to locate companies that might employ people in
your field.


Publications.  There are a large number of publications that
contain lists of companies by industry, location, size and other
defining characteristics.  Some of these are intended
specifically to help job seekers, while others are designed for
different purposes.  Regardless of the original intent, many of
these publications can be used to find companies that might have
potential for you.  A few of them are discussed below.

--    The Job Bank Series.  (Bob Adams Inc., Holbrook, MA).  A
series of books aimed primarily at job-seeking professionals,
each covers a different large city or metropolitan area.  Each
book also gives an introductory economic outlook for the covered
area, followed by a listing of the area's major companies.
Common positions within the company are listed.  General tips and
advice on job hunting also are provided.

--    The Job Hunter's Guide to 100 Great American Cities.
(Brattle Communications, Latham NY).   Rather than concentrating
on a particular locale, this guide gives the principal-area
employers for 100 of America's largest cities.

--    Macrae's State Industrial Directories.  (New York, NY).
Published for 15 Northeastern states.  Similar volumes are
produced for other parts of the country by other publishers. Each
book lists thousands of companies, concentrating almost
exclusively on those that produce products, rather than services.
They include a large number of small firms, in addition to the
larger ones listed in many other guides.

--    National Business Telephone Directory.  (Gale Research,
Detroit, MI).  An alphabetical listing of companies across the
United States, with their addresses and phone numbers. It
includes many smaller firms (20 employees minimum).

--    Thomas Register.  (New York, NY).  Lists more than 100,000
companies across the country.  Contains listings by company name,
type of product made and brand name of product produced.
Catalogs provided by many of the companies also are included.

--    America's Fastest Growing Employers.  (Bob Adams Inc.,
Holbrook, MA).  Lists more than 700 of the fastest growing
companies in the country.  Also gives many tips on job hunting.

--    The Hidden Job Market: A Guide to America's 2000 Little-
Known Fastest Growing High-Tech Companies.   (Peterson's Guides,
Princeton, NJ).  Concentrates on high-tech companies with good
growth potential.

--    Dun & Bradstreet Million Dollar Directory.  (Parsippany,
NJ).  180,000 of the largest companies in the country. Gives the
type of business, number of employees and sales volume for each.
It also lists the company's top executives.

An abbreviated version of this publication also exists, which
gives this information for the top 50,000 companies.

--    Standard & Poor's Register of Corporations, Directors and
Executives.  (New York, NY).  Information similar to that in Dun
and Bradstreet's directory.  Also contains a listing of the
parent companies of subsidiaries and the interlocking
affiliations of directors.

--    The Career Guide - Dun's Employment Opportunities
Directory. (Parsippany, NJ).  Aimed specifically at the
professional job seeker.  Lists more than 5,000 major U.S.
companies which plan to recruit in the coming year.  Unlike the
other directories from Standard and Poor and Dun and Bradstreet,
this guide lists personnel directors and gives information about
firms' career opportunities and benefits packages. Also gives a
state-by-state list of headhunters and tips on interviewing and
resume writing.

There are many directories which give information about firms in
a particular industry.  A few samples are listed below:

ßThe Blue Book of Building and Construction

ßDirectory of Advertising Agencies

ßDirectory of Computer Dealers
    ß    McFadden American Bank Directory


American Business Information Inc. of Omaha, NE, publishes
business directories for many different industries.  They can be
reached by phone at [phone].

The Chamber of Commerce and local business associations may also
publish directories listing companies within a specific
geographical area.  These are available in libraries or by
writing to the individual associations.

Professional and Trade Associations.  These associations
constitute another excellent avenue for getting information about
where your kind of work might be found.  These associations:

ßHelp you identify areas where growth is occurring.

ßProvide the names of firms which might employ people in a
specific type of work.

ßCan identify the best information sources for developments
within the field.

     ß    Can provide more information on small-irm leads than
directories.

ßPublish newsletters which provide information on companies
needing increased staff in the near future.

Some publications which list trade and professional associations
are:

ßEncyclopedia of Associations.  (Gale Research, Detroit, MI) A
listing of more than 22,000 professional, trade and other non-
profit organizations in the United States.

ßCareer Guide to Professional Associations.  (Garrett Park Press,
Garrett Park, MD)  Describes more than 2,500 professional
associations.  The information is more specifically oriented to
the job seeker than is the Encyclopedia of Associations.  A word
of caution--because this guide has not been updated since 1980,
some of the information may not be current.

Newspapers.  Newspapers not only contain want ads, but also much
other useful employment information.  Articles about new or
expanding companies can be valuable leads for new job
possibilities.

If relocating is a possibility, look at newspapers from other
areas.  They can serve as a source of job leads as well as
indicate some idea of the job market.  The major out-of-town
newspapers are sold in most large cities and also are available
in many public libraries.

Some newspapers, such as The New York Times, The Chicago Tribune
and The Financial Times are national in scope.  The National
Business Employment Weekly, published by The Wall Street Journal,
contains much information of interest to professional job
seekers.

Networking.  Networking is another excellent way of gathering
information about a particular field.  It is one of the best ways
of discovering the existence of smaller companies which often are
not listed in directories.  Chapter 6 on networking is devoted to
tips and techniques on this subject.


Sources of International Labor Market Information

In an increasingly global economy, overseas employment is
becoming a realistic alternative for many people.  You may seek
out overseas employment because you prefer exotic work locations
or you may consider foreign employment only after having
difficulty finding work in the U.S.  In either case, looking for
a job in the international labor market may open up new
possibilities for employment.

Networking.  This is one of the best ways to get information
about overseas work.  Talk to anyone you know who has worked in
the country in which you are interested.  Another excellent
method to find overseas opportunities is to look up companies
which are either owned by a foreign parent firm or which have
foreign branches.  There is a good chance you can find someone
within the company who can advise you on the possibilities of
foreign employment or at least refer you to the right authority.
The company may even have an opening for you in a foreign
location.

Newspapers.  Newspapers from foreign countries are available in
most large cities.  They carry want ads, but since citizenship
and work requirements vary from country to country, many of the
jobs may not be available to foreigners.  A call or visit to the
consul of the country in question may help you get some of this
information.  Many U.S. newspapers also carry ads for jobs
overseas.

Directories and newsletters.  These sources list specific job
openings in overseas firms, but be aware that by the time you
reply to the opening it is likely to be filled.

International agencies.  These agencies maintain lists of
consultants who are available to work overseas.  Some agencies
you might want to register with are:

ßWorld Bank
ßU.S. Aid for International Development (USAID)
ßUnited Nations Development Program
ßUnited National Industrial Development Organization (UNIDO)

The U.S. Government.  The federal government also has many jobs
overseas.  Don't overlook civil service announcements as a source
of overseas employment.  Federal Career Opportunities is
available at most public libraries and the publication Federal
News Digest is available through subscription.  State employment
agencies offer computerized searches for federal job openings.

The Peace Corps.  This is another source of jobs overseas.  Wages
are low, living conditions may be less than optimal, but if you
are interested in helping people, the Peace Corps may be a
possibility.

Books and periodicals.  These sources can provide useful
information to the international job seeker.  Some of these are
listed below:

ßHow to Get a Job in Europe - The Insider's Guide.  (Surrey
Books, Chicago, IL).  Gives country-by-country listings of
newspapers, business directories, regulations, organizations for
further information and other useful information.

ßHow to Get a Job in the Pacific Rim.  (Surrey Books, Chicago,
IL).  Information similar to above, but for countries bordering
the Pacific Ocean.

ßInternational Careers.  (Bob Adams Inc., Holbrook, MA).
Information on finding work overseas.  Covers government, private
corporations and non-profit groups.

ßPassport to Overseas Employment - 100,000 Job Opportunities
Abroad.  (Prentice-Hall, Old Tappan, NJ).  Information on
overseas careers, study programs and volunteer programs.

ßInternational Employment Hotline.  (Oakton, VA).  Names and
addresses of governmental and non-governmental organizations
hiring for overseas work.

ßPrincipal International Businesses.  (Dun and Bradstreet,
Parsippany, NJ).  An international version of the Dun &
Bradstreet Million Dollar Directory.  While not aimed at the job
seeker, it provides information on more than 55,000 companies in
143 different countries.

ßKey British Enterprises.  (Dun and Bradstreet, Parsippany, NJ).
Detailed information on the 50,000 British companies which
together employ more than a third of the British workforce.

ßEncyclopedia of Associations - International Organizations.
(Gale Research, Detroit, MI).  A listing of over 11,000 non-
profit organizations in 180 countries.  Includes trade, business
and commercial associations, and associations of labor unions.

ßDirectory of European Industrial and Trade Associations. (CBD
Research, Kent, England).  Industrial and trade associations of
Europe.  Gives the principal trade and activities in which each
engages.

ßDirectory of European Professional and Learned Societies. (CBD
Research, Kent, England).  Similar in format to Industrial and
Trade Associations above, but deals strictly with learned and
professional societies.


Researching the international job market can give you many clues
about the careers, locations and companies which look promising
for overseas employment.  Before you commit to an overseas job,
however, carefully consider personal and family issues which
might impede a full adjustment to your host country.  Many
companies expect at least a two-year commitment to an overseas
job.  Lack of foresight regarding cross cultural adjustment could
make it a very difficult two years.

CHAPTER 5.  .c1.CONDUCTING THE JOB SEARCH;


When you have decided the type of job for which you are best
qualified, where you want to work and which companies are likely
to employ workers in your field, it is time to develop an
effective strategy to find that job.  People who develop an
organized job search will probably have an easier time finding
employment.  This chapter will help you identify both formal and
informal sources for locating job openings.  It can even help you
create a job opening where none currently exists.


How Do People Find Jobs?

The chart below shows the effectiveness of various job search
methods based on the results of a United States Department of
Labor study.

Informal            63%        Want Ads             14%
Employment Agencies    12%        Hiring Halls, Civil
                                 Service, etc.,    11%



According to studies, a vast majority of jobs (about two-thirds)
are obtained using two "informal" methods: personal contacts
(networking) and direct employer contacts.  Only one-third of
available openings are obtained using "formal" methods like want
ads, employment agencies, hiring halls, and civil service tests.
Most job seekers probably spend too much of their time using
formal methods, not realizing there are alternative methods.

Today's job seekers must develop their own contacts to find jobs.
You must carry out an active, as opposed to a passive, job
search.  It is not enough to respond to leads from want ads or
employment agencies.  Carrying out an active search allows you to
control the job search process and opens up many more job
opportunities.



Tapping the Hidden Job Market

Most job openings are part of the "hidden job market."  The
hidden job market consists of openings that are not yet
advertised: jobs resulting from recent retirements, firings,
company expansions and anticipated future openings, along with
jobs which do not currently exist, but which are created for
individual job seekers.  Most jobs never make it as far as want
ads or employment agencies; they are filled by people using
direct contact methods.  Employers usually use formal methods
only when jobs are not filled through informal means.

In order to tap the hidden job market, a job seeker should spend
most of his/her search time using informal methods.  Most jobs
are found through personal contacts or direct contacts with
employers.  The following sections describe how to begin using
informal methods to tap the hidden job market.


Selecting Target Companies

The first step is to compile a list of "target" companies--firms
where you might like to work.  The companies on the list may come
from many sources.  These include:

    ß    Information obtained by researching the job market

    ß    Personal knowledge about a company

    ß    Information obtained through networking

As you learn more about these firms the list may change; some
firms may be removed and others added.  Once you have decided on
a small list of target companies upon which to concentrate, you
are ready to get to work.

If there are too many firms on your list, start with a few of
them.  You might begin with companies:

ßAbout which you already know the most

ßAbout which you can readily get information

ßWhere you have a contact

ßWhere you would especially like to work


Researching Your Target Companies

Find out as much as you can about each of your target companies.
The information you will need includes answers to the following:

ßWhat are the company's products or services?

ßWhat is the company's status in the industry?  Is the company
large or small, growing or downsizing?

ßWhat can you learn about the job you want (the job duties,
salary, benefits, work environment)?

ßWhat is the public image of the firm and what type of person
"fits in?"

ßWhat are some of the firm's current problems?

ßWhich people have the power to hire you?


Sources of Information about Your Target Companies

--    Directories and publications.  Some examples are:

        ß    The Job Bank Series

        ß    Thomas Register

        ß    The Career Guide - Dun's Employment Opportunities
Directory

These, along with other publications, were described in more
detail in Chapter 4, Researching the Job Market.

--    Newspapers, business periodicals, trade and
professional journals.  Review these sources for articles
mentioning your target companies.  Don't neglect specialty
newspapers such as The Wall Street Journal.  Look for information
on new products, expansions, consolidations, relocations,
promotions, articles by executives in the companies, annual
company earnings and current problems.

Check back issues of newspapers for old want ads.  They can
provide important information on job duties, salary and benefits.
There may even be a want ad for a job in which you are
interested.  Perhaps the job was never filled or the person
previously hired has already moved on.

--    The companies themselves.  Call the human resources or
public relations department of the firm.  Get brochures, an
annual report, descriptions of relevant jobs and anything else
that describes the company.

--    Informational interview.  Meet with someone from the
firm to get more detailed information about the company itself
and possibly a job lead.  Informational interviews are discussed
in Chapter 6, Networking.

--    Professional and trade associations.  Most industries
have their own trade associations.  These associations may hold
regular meetings and publish periodicals, both of which are good
sources of inside information about member companies.

Many professionals belong to one or more professional
associations.  If you never joined yours, or your membership has
expired, this might be a good time to get active.  These
organizations often have a membership directory, which is an
excellent source of names for networking.

Professional groups usually have regular meetings where job
openings may be posted.  The association may also keep a resume
bank or provide placement assistance to members.  If your group
does not have such services, suggest that they start one, and
offer to help get it off the ground.  That way you will be the
first to hear of any interesting jobs.


Making Company Contacts

--    If you want to be considered for a high level job in a
company, contact the CEO or senior vice president.
--    If you have an area of expertise, contact the division
manager of the department in your special area.
--    At smaller companies, contact the vice president or
manager.

Three methods commonly used to contact employers are: mail, phone
and an "in-person" visit.  (Each of these are discussed in detail
later in this chapter.)  The method that will work best for you
with a particular company depends on the information you
uncovered during your research and how comfortable you are using
the different contact methods.

Before using any of these methods, be sure to get the name, with
the correct spelling and pronunciation, and the title of the
person you are planning to contact.

If you were referred or obtained the information about whom to
contact from someone you know, be sure to ask that person for
permission to use their name.  It always helps to say, "Mary
Smith suggested I contact you ...."

Mail Contacts.  Mail campaigns are conducted by sending resumes
or letters to your target companies.  If you send a resume, you
may want to customize it for each company you contact.  Always
compose an individualized cover letter.  (See Chapter 7 on resume
writing and cover letters.)

Send your resume or letter to the person in the company who has
the authority to hire you.  If you do not get a response within a
week, try to call the person.

Phone Contacts.  Prepare carefully before you make the call.
Prepare a script; write down everything you want to say in words
that reflect the way you speak.  Below is a suggested sequence:

        1.    Introduce yourself.  Tell the person what you do
and how you can help the company.

2.    Discuss your accomplishments.  For example, you can mention
how you helped your company; how you increased productivity that
led to greater profits.

3.    State the reason for the phone call (to set up a meeting).


Here is a sample script:

"Good morning, Ms. Jones.  My name is Martin Doe.  I am an
experienced marketing manager and would appreciate a few minutes
of your time.  I have read a great deal about your company and I
have some ideas that can help your company get a larger share of
the market.  In my last job, I was able to use my abilities to
obtain several new major accounts.  Could we meet to discuss my
ideas in more detail?"

Keep it brief.  Your goal is to obtain an interview, even if
there is no job opening.  You are hoping that your knowledge of
the firm and how you can assist them will convince the employer
that they need you.

Anticipate objections and prepare responses in advance.  Some
objections and possible responses are listed below:

Employer:    "I'm too busy to speak to you."
Response:    "I understand that you have a very busy schedule.
When would be the best time to contact you?"

If the employer won't give you a specific time, ask if you can
send your resume so that he or she can look at it when they have
a free moment.

Employer:    "You have to speak to someone in the human
resources department."
Response:    "That is fine.  Whom should I ask for and is there a
specific position that I should mention?"

Employer:    "I don't need anyone with your skills right    now."
Response:    "Perhaps I can send you a resume so you can    keep
me in mind for future openings.  Do you know anyone else that may
be able to use my abilities right now?"


Practice the script so that it sounds spontaneous and
unrehearsed.  If you are nervous about calling, role play with a
friend.  You can also gain experience by making some of the first
calls to companies that are low on your priority list.

Don't feel that you have to stick to the script.  Regardless of
how much you prepare, you will probably have to adapt your
responses to what is being said by the employer.

Talking to the Secretary.  When you call an employer, you will
probably speak first with a secretary.  It is useful to establish
rapport.  The secretary is your link to the employer and may even
have information about the company and job openings.  If the
employer isn't available, ask if there's a more convenient time
to call back.  Always be polite if the secretary will not put
your call through.  You might try calling again when the
secretary might be out, perhaps after regular business hours or
during lunch time.

In-Person Visit.  Unannounced visits are not for the faint of
heart.  If you can be assertive and don't mind speaking to
strangers, try it.  Dress appropriately and be prepared for a job
interview.  Do all your research so that you know who you have to
see.  Getting to see someone may be somewhat easier in a smaller
company where the atmosphere is usually more informal and the
person you want to see may be more accessible.  If the person is
busy, ask if you may wait.  If this is not acceptable, leave a
resume and call back in a few days to follow up.


Utilizing Formal Methods

Although the majority of people find jobs through informal
methods, formal methods are still very important and should also
be a part of your job search.

Want Ads.  Be familiar with the newspapers in cities where you
want to work.  Find out which sections carry the want ads and on
what days they appear.  Be sure to check all sections which may
have want ads.

--    The National Business Employment Weekly has a
compilation of the previous week's want ads from the regional
editions of The Wall Street Journal, plus its own want ads.

--    National Ad Search is a weekly tabloid that has a
compilation of want ads from 75 key newspapers across the U.S.

Want ads also may appear in professional and trade publications.


Using A Computer.  Adnet Online is a computer network which
allows you to use a modem to browse through want ads for
professional positions.  It carries ads placed by companies
throughout the United States and also has some international
listings.  The ads are updated twice a week so the listings are
quite current.  Adnet has 1,500 to 2,000 positions offered at any
one time.  You can access it by subscribing to any of the
following electronic information services:

   --    America Online  [phone]
   --    Bix  [phone]
   --    CompuServe  [phone]
   --    Genie  [phone]
   --    PC-Link  [phone]
   --    Promenade  [phone]
   --    Prodigy  [phone]

Genie also has a function called Dr. Job.  Dr. Job answers
individual questions about career and employment issues through
Genie's electronic mail.  Selected questions and answers also are
published in a Dr. Job bulletin board.

Private Employment Agencies.  Private employment agencies have
job openings from many companies.  They handle a large variety of
jobs at various levels and will keep your resume on file for
future use if there are no current openings.

There is a fee for their services if they find you a job.  You
should find out whether you or the employer will be responsible
for paying the fee.  Get recommendations to find reliable
agencies.  Private employment agencies should not be confused
with executive search firms.

Executive Search Firms (Head-Hunters).  Executive search firms
are hired and paid by employers to recruit for higher-level jobs.
They fall into two categories: retainer and contingency.

ßRetainer firms are hired by individual employers to recruit for
a specific position within the company.  They often are consulted
to help develop the candidate profile used as the basis for the
search.  Retainer firms work with the highest level professional
jobs and are paid a retainer fee for the search even if they are
unsuccessful in filling the position. They usually work with
fewer employers than contingency firms.

ßContingency firms work for several employers to recruit for
various mid-level professional jobs.  They are paid a fee only if
they successfully fill a position.

Executive search firms are useful only to job seekers who have
the experience profile that their clients desire.  They prefer
people who are currently employed but will consider you if you
lost your job through no fault of you own.  Contact some search
firms which specialize in your industry.  You will probably
receive a better reception from contingency firms.  When you
call, state your experience succinctly.  If they are interested,
they may ask you to send a resume or come in for an interview.
During an interview, conduct yourself as you would with a
prospective employer.

Public Employment Agencies.  All states have a Department of
Labor or a Bureau of Employment Security with offices located in
major cities.  They list job openings from many employers,
including professional jobs.  Many offer workshops in resume
writing, job search skills and interviewing techniques.  These
offices may also provide career counseling.  In addition, they
offer a computerized job bank which lists openings from around
the country.  All services are free.

College Placement Offices.  Most colleges have placement offices
with job listings.  They know the companies that recruit on
campus and can usually arrange for on-campus interviews.  Contact
the placement office early in the school year.

Alumni Associations.  Many colleges and universities offer
placement services to alumni.  You can develop your own leads
from the membership list of the alumni association.  Old
schoolmates can be good sources of job leads.

Job Fairs.  A number of employers in a particular field will
sometimes hold a job fair.  These fairs may give you the
opportunity to find out what jobs are available in the companies
for which you would like to work.  Even if there is no
appropriate job opening, job fairs give you the opportunity to
gather important information about the participating companies,
to inquire about future job openings for which you qualify, and
to get the name and number of a company representative for later
follow-up.


Record Keeping

Keep a record of all your contacts.  Use whatever method you find
most convenient.  A suggested format is illustrated in Chapter 6,
Networking.  Your record should include the name, address and
telephone number of the company, the name of the person
contacted, whether you called, visited or sent a resume, what
your next step is, when you should take it and any other relevant
information.


Use Multiple Methods

A thorough job search will use numerous methods simultaneously to
uncover as many job leads as possible.  One thing is true for all
the approaches discussed here--the more you know about the firm
and how your skills and abilities can be utilized productively in
the company's operations, the better your chances for success.


CHAPTER 6.  .c1.NETWORKING;


Networking is the process of contacting people who can either
give you information about potential job openings or introduce
you to others who have this information.  The ultimate goal of
networking is to meet the person who has the authority to hire
you for the job you want.


Why Networking?

As stated in the previous chapter, most jobs are never advertised
in the newspaper or listed with employment agencies.  Research
indicates that one of the most effective ways of finding out
about jobs is by getting leads from people you know, that is, by
networking.

Even if most of the people you meet through networking don't know
of a job for you, talking to them about your job search can help
you clarify your job goals and hone your interviewing skills.

The people in your network can also give you emotional support,
offer feedback on your resume and provide you with information
about new careers or companies.


Who is in Your Network?

Anyone you know who might have information about a job opening,
or who knows someone who might have a lead about a job opening,
is in your network:

Parents & parents' friends             Clergy
Children, spouse & their friends       Social acquaintances
Aunts, uncles & cousins                People at your health club
In-laws & former in-laws               Local elected officials
Friends & neighbors                    Your doctor, accountant,
Professional colleagues                 lawyer, dentist, banker,
Present & former co-workers             barber/hairdresser, dry
Ex-college roommates & alumni           cleaner, shoemaker, etc.
Former professors


Tell all of them that you're unemployed and looking for a job.
Give them a brief review of your background.  Be specific about
what you're after.  For example, say, "I'm looking for a job as a
compensation analyst with a medium-sized firm," or "I'm a
chemical engineer and I'd like to work in Saudi Arabia for
awhile," rather than "I work in human resources" or "Do you know
of any jobs?"

Most people will be happy to help you if they can.  If they don't
know of any jobs at the moment, ask them to keep you in mind.
Most importantly, ask them if they know two or three other people
you can contact.  Then contact those people and so on.

Whenever you meet someone new, exchange business cards.  Even if
you're unemployed, have some cards printed; it is not very
costly.  Be sure to include your telephone number and profession.
For example:

          _╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤
          _                               _
          _                               _
          _         Celia Smith           _
          _        System Analyst         _
          _                               _
          _              [phone]   _
          _╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤


Let people know how much you appreciate their help by sending a
thank-you note or by letting them know the results of the
information they gave you.  Offer to help them in return.


How Can You Expand Your Network?

Become active in a professional or trade association.  Their
meetings or other events are good opportunities for you to
network with people in your field.

Get involved with a civic, social or religious organization.  As
you meet new people in the organization, you can network with
them and work on a worthwhile project at the same time.

Follow-Up Networking Leads.  After your initial networking
efforts and research, you will probably have a long list of new
people to contact.  The next step is to meet with them to
introduce yourself and get more information or job leads.  If you
happen to encounter someone on your list, you might be able to
set up a meeting for a later date.  However, most meetings are
arranged by phone or mail.

Networking by Phone.  Most people you call will be happy to help
you, but they may not have much time, so it's important to make
your point directly and succinctly.

As was described in chapter 5 in the section on contacting the
employer by phone, write out a script ahead of time, but try to
memorize rather than read it.  Calling someone you don't know can
be extremely stressful.  If you are uncomfortable doing this,
practice with a friend and get feedback on your presentation.
When you're well prepared, these calls will be easier than you
anticipated.  You have nothing to lose by calling--if you don't
make the call, you'll never find out if there was good
information or a job lead at the other end.  If you do call, you
may be successful.  At the very worst you'll feel a bit
uncomfortable.  Each call you make will make the next call easier
and will prepare you for the more daunting task of calling an
employer to ask for a job interview.

Use the sample below as a guide for making a networking phone
call:


"Hello, Mr. Wise, my name is Bill Wynn.  Martha Pabon suggested I
speak to you about a career change I'm considering.

I was a financial analyst with Mammoth Bank for seven years.
Since their merger, I've been exploring other options in finance
and accounting.

I'd like to meet with you next week for about 20 to 30 minutes to
get any advice you have to offer.  Would Tuesday morning be
convenient?"


Networking by Mail.  If you have many people to contact or are
seeking a job in a distant city or overseas, developing a
networking letter may be a good idea.  The letter should be on
your personal letterhead and include your telephone number.  Like
your phone calls, your letter should be brief and to the point.
It is not a good idea to enclose your resume at this time as you
are not applying for a specific job opening.  As with your phone
calls, your mailing should be targeted, based on your networking
and research, to those people or companies who would be most
likely to have the jobs or the information you seek.

Here is a sample of a networking letter written by someone who
has not looked for a job in a long time and is seeking
information about the employment outlook in his field.  He has
been referred by someone he has met by networking.  A similar
letter could also be sent without using a referral:


╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤
╤╤╤
                                 1234 Oak Drive
                                  Albany, NY 12345
                                 January 15, 1993

       Ms. Marva Talent
       The Art Workshop
       1515 Willow Street
       Buffalo, NY 14299

       Dear Ms. Talent:

       Mark Painter of All Right Advertising suggested I
       contact you for advice about my career plans.

       I have worked as a designer for eight years at the
       Darling Clothing Company, which is going out of business
       shortly.  As I have not had to look for a job recently,
       I would appreciate any information you can give me about
       the employment outlook for designers in the Buffalo area.

       Could we arrange a brief meeting in the near future?  I
       will call you early next week to set up an appointment.

                            Sincerely,



                            Raymond Best
                            (716)  999-2222



╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤
╤╤

The sample below is a networking letter written by someone who
wants to change careers and who is trying to establish a network
in a new occupation:


       ╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤
╤╤
                                    9876 Elm Street
                                    Detroit, MI 55555
                                    June 11, 1993


              Mr. Barry Bucks
              President
              Professional Fund Raisers of America
              1000 Main Street
              Chicago, Illinois 33333

              Dear Mr. Bucks:

              I have recently become a member of PFA and
              wanted to introduce myself to you.

              After 20 successful years as a stockbroker,
              I am considering a career change.  I have done
              a great deal of fund raising for my alma mater,
              Topnotch University, as well as for various local
              charities.

              I believe that my selling ability along with my
              interest in fund raising point toward a career
              as a professional fund raiser.  Before I proceed
              any further, I would like to meet with you to get
              your opinion about the advisability of such a
              career move.

              I will call you next Thursday to arrange an
              appointment with you.

                                      Sincerely,



                                      Maria Candu

                                      [phone]


       ╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤
╤╤
The most important part of your networking letter is follow-up.
If you say you will call someone next Thursday, be sure to call!


How to Keep Track of Your Networking Efforts

Keep a record of all the contacts you make, what the result was
and any follow-up that is needed.  This will help you organize
your time and monitor your progress.  Use the form as a guide.
You may also want to keep a card file for each person or company
contacted.

Job Contact Record

Name      Company/
Affiliation      Phone   Number    Source of referral    Date of
Contact    Result    Follow-up

Nancy Vega    Ace Employment Agency     558-7555    Dentist-
she's his wife     9/15-phone    Appt. 9/16, 10 am
Martha Pabon    Lee Financial     877-1000    Uncle Jack's
accountant      "    "       Suggested I call Arthur Wise 923-
4444    Call 9/23 to let her know results
Arthur Wise    Fin'l Planners, Inc.     923-4444    Martha Pabon
"    "       Info. Inter. 9/23 10 am
Angela Jones    U of M Placement Office     610 423-2020    U of
M Alumni News      " by mail         Call 9/30 if no word










Informational Interviewing
When you meet with the people you've contacted by phone or
letter, you are going to interview them.  The informational
interview consists of talking with people to get information
about their occupation, company or industry.  It is not a job
interview, although it may lead to a job offer.

Informational interviewing is most useful if you are looking for
your first job or want to change occupations.  It also can be
helpful to find out which companies are hiring and to ferret out
hidden jobs in companies where you'd like to work.  It is less
stressful than a job interview and a good way to practice for
them.  However, if your only reason for visiting the company is
to pursue a job lead, don't disguise your purpose by saying you
want "information."  If you know the job you want and the
companies that have these jobs, skip informational interviews and
try to arrange a job interview.

When interviewing for information, try to speak to the person who
would have the power to hire you if there were an opening, or to
someone who is doing the kind of work that you think you'd like
to perform.

CHAPTER 7.  .c1.WRITING RESUMES AND COVER LETTERS;


Resumes

The resume is often the first contact a potential employer has
with a job seeker.  To be useful, it must make a good impression
immediately.  The current practice by corporate personnel is to
give each resume a quick glance (10-20 seconds), discard those
that appear disorganized or too wordy and file the rest.  On the
average, only one or two out of 100 resumes mailed will result in
an interview.  But employers still ask for resumes and a good
resume continues to provide a competitive edge in the majority of
professional, administrative and managerial occupations.


What Does a Resume Accomplish?

A resume tells the prospective employer what you have
accomplished in the past and what you can do for their company
now.

The resume's primary function is to sell your talents and skills
to an employer--clearly, forcefully and quickly.  In a sense, you
are selling yourself and the resume is your advertisement.  It
serves as your advance contact to awaken an employer's interest
and to generate an interview.

When is a Resume Used?

--    Mass mailing campaigns.  Resumes frequently have been used
by job seekers to contact each and every potential employer in an
industry or selected area.  You may not know if the company has a
job opening, but you want them to know that you are available and
that your experience and talents can be an asset to the firm.

Mass mailings of this kind can be very expensive and the odds of
promoting an opening are slim.  You can improve your chances of
getting interviews by composing specific resumes for different
companies.  One suggestion is to sort your targeted companies
into groups with similar characteristics, and write a resume
highlighting your appropriate strengths for each group.

--    Responding to a want ad.  The most effective resumes are
tailored for a particular employer.  If the job requirements
listed are vague or unclear, call the employer for more
information.  Try to get a clear picture of the job duties,
education and experience requirements.  It's a good idea to list
your questions in advance.  Find out at the outset to whom you
are speaking.  Also try to find out the name and title of the
individual who will review your resume.  If you are speaking to
someone in authority and the call is going well, try to schedule
an interview.  Remember to thank your information giver.

--    Interviewing.  The resume operates as a script for both you
and the employer.  When you compose your resume, keep in mind
that it gives you the chance to choose those topics you wish to
discuss during the interview.  Be prepared to expand on all the
accomplishments you listed.  A rehearsal with friends and honest
critics will help.


What to Include on Your Resume

Be prepared to spend some time and effort in writing an effective
resume.  You will need two types of information:

1. About Yourself.  You need a clear picture of your job talents,
work history, education and career goals.  (Look over the list
you completed in Chapter 3 on self-assessment.)  It may be
helpful to refer to the United States Employment Service's
Dictionary of Occupational Titles (DOT) for short--which
containes generalized job descriptions of all the jobs you held
or those you wish to pursue in the future.

2. About the Job.  Gather as much specific information as
possible about the position for which you are applying.  Your
resume should show that your skills, education, achievements,
work experience and past job achievements are related to the
position requirements.  The DOT may prove helpful here as well.


Where to Get Additional Help?

There are many sources of information on how to write the best
resume:

--    Books. There are as many variations in resume styles and
formats as there are books on the market.  Most books describe
these variations in great detail and provide numerous examples.
Some are specific to particular industries or to specific groups
of job seekers.  Some of the books are listed later in the Guide.
Check your local library or bookstore for them.

--    Computer programs.  There are several software programs
that can inventory personal attributes and job history and format
a resume in the style of your choice.  Check software listings at
bookstores and computer stores.

--    Workshops.  Many workshops run by public and non-profit
agencies will help you write a resume.  So will private, fee-
charging firms.

After completing this chapter, you might want to refer to one of
these additional sources to ensure that you write the best
possible resume.


Types of Resumes

All of the resume styles described in books and computer programs
are based on variations and combinations of two formats: reverse
chronological and functional.  The key to writing an effective
resume is choosing the right style for you--one that emphasizes
your strengths and de-emphasizes your weaknesses.   Whichever
resume style you choose, make sure to include examples of results
that you produced that benefitted your previous employer(s).
Employers want to see measurable achievements.  They want to know
they are going to hire someone who can contribute to their
organization's bottom line.


Making Yourself More Marketable -- Transferring Skills

People who have held or who are seeking middle management
positions will be facing increased competition.  To help prepare
for this increased challenge, it is important to emphasize
transferable skills.  When you are thinking about your past work
history (especially your most recent positions), think about
skills and responsibilities you had that you could perform on
other jobs in different industries.  For example, if you are in a
sales or marketing position within the insurance industry, think
about how you could applying those skills to the health care
industry.  The same is true for your accounting, computer,
management, communication and analytical skills.  To get a better
idea of transferrable skills, it might be helpful to look in the
Occupational Outlook Handbook and the Dictionary of Occupational
Titles.  Both publications contain job descriptions which include
lists of skills.  By emphasizing transferable skills you will
open up your potential job market.


The Reverse Chronological Resume

This format lists the jobs you've had by dates of employment,
starting with your most recent job.  The usual arrangement is:
dates of employment, job title, name and address of company, a
brief description of the duties performed, skills used and major
ways you have benefitted the company.  Make sure you include all
transferable skills.  This format stresses what you accomplished
in each of the positions you held.
    Use if:

--    You have progressed up a clearly defined career
ladder and are looking for career advancement.

--    You have recent experience in the field you are
seeking.

--    You have a continuous work history in your field.

Do not use if:

--    You have had many different types of jobs.

--    You have changed jobs frequently.

--    You are trying to switch fields.

--    You are just starting out.


The Functional Resume

This format emphasizes your skills and accomplishments as they
relate to the job for which you're applying.  Like other resume
formats you should include all transferable skills.  A functional
resume presents a profile of your experience based on
professional strengths or skill groupings.  Your employment
history usually follows, but in less detail than in a
chronological resume.

    Use if:

--    You have worked for only one employer, but have
performed a wide variety of jobs.

--    You are applying for a job that is different from
your present or most recent job.

--    You have little or no job experience; for example,
you have recently graduated from school.  Emphasize activities
that demonstrate qualities such as leadership and organizational
skills, at work or in organizations such as clubs or
fraternities.

--    You have gaps in your work history.

--    You are re-entering the job market after several
years of freelancing, consulting, homemaking or unemployment.

Do not use if:

--    Your work history is stable and continuous, because
employers sometimes assume that a functional resume hides a
spotty, unstable work history.

Whichever resume format you use, keep in mind that the more
unusual the appearance, the more likely it is to distract the
employer from your accomplishments.










Sample Reverse Chronological Resume






                             Robin Redding
                                947 Cherry Street
                               Middleville, OH 01234
                                 [phone]

SUMMARY:   Sales/Marketing professional with 12 years
            progressively responsible experience with multi-outlet
            retailers.  Demonstrated ability to motivate sales
            force and increase sales.  Skilled in developing
            advertising campaigns and sales promotions.

EXPERIENCE:

Since 1990  Assistant to the Marketing Director, Colonial
            Kitchens, Inc., Columbus, OH.

            o  Supervised a staff of 10, covering operations in
               three states.
            o  Introduced new marketing techniques and set-up
               training program for key staff to implement new
               procedures.
            o  Developed promotional campaign, including yearly
               contest for naming new product styles.
            o  Developed successful advertising campaign using
               radio and print media.
            o  Increased sales an average of 30% in all market
               territory.

1984-90    Sales Director, Pots and Pans, Inc., Memphis, TN.
           o  Supervised sales staff in 15 outlets statewide.
           o  Increased sales by 22%, profits by 9%.
           o  Developed training programs and yearly goals for
              outlet managers.
           o  Promoted good will by representing firm at community
              events, Chamber of Commerce, and charitable
              associations.

1980-84     Sales Manager, Nickel and Dime's Department Store,
            Kile, OH.
            o  Managed Hardware and Kitchenware Departments,
               supervised 13 sales personnel.
            o  Ensured suitable display of merchandise on selling floor.
            o  Analyzed trends and ensured availability of best
               selling items
            o  Controlled inventory for two departments.
            o  Directed changeover from manual to computer billing
               and inventory control.

EDUCATION: Bachelor of Arts, Marketing, Ohio State University,
            OH.

REFERENCES:Available upon request.

_________________________________________________________________


Tips for preparing a Reverse Chronological resume.

--    List your most recent jobs first.  Give dates for each
job.
--    Briefly describe the main duties you performed and your
accomplishments in each job.

--    Emphasize duties performed and past accomplishments
that are important for the job you currently seek.

Sample Functional Resume

                                Robin Redding
                              947 Cherry Street
                            Middleville, OH 01234
                                [phone]


OBJECTIVE:   Sales/Marketing Director in the Retail Trade Industry


EXPERIENCE:

    SALES:
            o  Increased sales by 22% using innovative techniques.
            o  Developed training programs and yearly goals for sales managers
               in 15 outlet operations.
            o  Promoted good will by representing firm at community
               events, Chamber of Commerce, and charitable associations.
            o  Ensured suitable display of merchandise on selling floor.
            o  Directed changeover from manual to computer billing and
               inventory control.

    MARKETING:
            o  Increased sales an average of 30% in market territory.
            o  Supervised a staff of 10, covering operations in three
               states.
            o  Introduced new marketing techniques and set-up training
               program for key staff to implement new procedures.
            o  Developed promotional campaign, including yearly contest
               for naming new product styles.
            o  Developed successful advertising campaign using radio and
               print media.

WORK HISTORY:

1990-Present    Assistant to the Marketing Director,
                Colonial Kitchens, Inc., Columbus, OH.

1984-90         Sales Director, Pots and Pans, Inc., Memphis, TN.

1980-84         Sales Manager, Nickel and Dime's Department Store, Kile, OH.


EDUCATION:    Bachelor of Arts, Marketing, Ohio State University, OH.


REFERENCES:   Available upon request.
_________________________________________________________________



Tips for preparing a Functional resume.

--    Study the duties for the job you are seeking.  Identify
a few general skills that are important to the job.

--    Review your background and experience list from Chapter
3. Find talents and accomplishments that demonstrate your ability
to perform the job skills.

 --    List your talents and accomplishments under the job
skills to which they are related.

General Guide to an Effective Resume

The following suggestions apply to any type of resume.  The order
below is recommended, but you can be flexible:

Format

Heading:  Your name, address and phone number should be
prominently displayed at the top of the page.

Summary or Objective:  If you use a summary, highlight your
experience and accomplishments in two or three sentences. Clearly
communicate the type of job you want and what you can offer to an
employer.  If you prefer to state an objective, make it broad
enough to embrace closely related jobs, but not so broad that you
appear lacking in focus or willing to take anything.  This should
be done in one sentence.

Whether you choose a summary or an objective, indicate level,
function and industry for the position you are seeking.  Be
concise but general.  Use your cover letter to make your summary
or objective specific to a particular employer.

Experience: Indicate your major responsibilities.  Emphasize
accomplishments and measurable benefits to your former employer:
situations improved, savings/earnings, new concepts adopted by
firm.  Achievements should be consistent with career direction,
with a concentration on recent successes.

Skills:  List special skills such as word processing or an
ability to operate special equipment.

Education:  Start with the most advanced degree and give name and
location of the institution, major and minor fields, and all
career-oriented scholarships and academic awards.  Include career
related extra-curricular activities, workshops and seminars.

Licenses, Certifications, Publications: Include only those that
are career-related, without elaboration.

Additional Personal Data: Include only if career-related, such as
memberships in associations.


Content

    DO:
--    Be positive.

--    Identify your relevant accomplishments.  They
should be quantitatively stated where appropriate.  Describe how
they benefitted the employer.

--    Have friends who know your professional
accomplishments comment on your resume and suggest items you may
have forgotten or perhaps dismissed as unimportant.

--    Be specific.  Choose words carefully, make every
word count and eliminate unnecessary words.

--    Use concise sentences.  Use bullet entries for a
clean, easy-to-read look.

--    Use action verbs (see list).

    DON'T:

--    Don't devote space to items not directly related to
the job you are seeking, such as hobbies, personal data such as
height, weight and marital status or descriptions of former
career jobs.

--    Don't use more than a few lines to describe your
accomplishments.  Keep it short.  A one- or two-page resume is
best.  However, if you have a long work history, your resume
might be longer.

--    Don't explain employment gaps.

--    Don't include references.  However, a separate list
of references should be prepared ahead of time and should be
available for distribution to employers on request, especially at
the interview.  Individuals and firms listed as a reference
should be informed that a contact may be made on your behalf.  On
your resume, your last section might read "REFERENCES:  Available
upon request."

--    Don't include salary requirements.


Appearance:

    DO:
--    Type or word-process your resume or have it
professionally printed.  If you use a computer printer, make sure
the print is "letter quality."  Use 8 1/2" x 11" quality white or
cream paper.  If you can, use 20 lb. weight, 100% cotton bond
paper.

--    Use wide margins.  Single space within sections;
double space between sections.
--    Center or left-justify and capitalize all headings.

--    Make sure your resume "looks good" - neat,
readable, symmetrical and visually balanced.   Stay away from
needless, attention-getting visual effects.

--    Proofread your resume carefully and then have
someone else proofread it.  Be sure your spelling, grammar and
punctuation are flawless.

--    Inspect your resume for clarity.  Smudges and marks
are unacceptable.

    DON'T:

--    Use abbreviations, except for names of states.

Action Verbs

Action verbs give your resume power and direction.  All skill
statements that begin with an action verb help demonstrate to the
potential employer responsibilities and initiatives you undertook
on prior jobs.  Below are some action verbs for the different
types of tasks you performed.

  Management       Technical        Creative         Financial
  conducted        analyzed         conceptualized   administered
  coordinated      assembled        created          analyzed
  developed        built            designed         balanced
  directed         consulted        fashioned        budgeted
  established      designed         illustrated      calculated
  evaluated        examined         initiated        contracted
  facilitated      identified       invented         forecast
  formulated       interpreted      originated       marketed
  guided           operated         performed        planned
  improved         overhauled                        projected
  presided         remodeled                         recommended
  scheduled        repaired
  supervised       researched
  trained          revised

 Communication  Helping      Research    Clerical    Sales

 addressed      advised      assessed    revised     consolidated
 clarified      arranged     designed    collected   distributed
 conferred      coached      evaluated   catalogued  expedited
 drafted        counseled    identified  classified  generated
 explained      diagnosed    inspected   compiled    increased
 formulated     facilitated  researched  clarified   marketed
 motivated      instructed   summarized  indexed     obtained
 negotiated     oriented                 organized   penetrated
 persuaded      represented              prepared    promoted
 presented                               processed   recruited
 promoted                                simplified  stimulated
 translated                              systemized
 wrote


Cover
Letter

Each time you mail your resume always include a cover letter
stating your interest in the firm.  The letter, however, should
not duplicate resume information.  It should briefly highlight
the skills or positions you held previously that are appropriate
to the position you seek.  It also can be used to add additional
information that you think is important to the employer.

Your cover letter should:

--    Describe how your skills and abilities will benefit the
company.

--    Provoke the employer to read your resume.

--    Request a job interview.


Below is an example cover letter:

╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤

                                      947 Cherry Street
                                      Middleville, Ohio 01234
                                      October 1, 1993


Mr. Alfred Newman, President
Alnew Consolidated Stores, Inc.
1 Newman Place
New City, OK 03033


Dear Mr. Newman:

  I am interested in the position of national sales director which you
recently advertised in the Retail Sales and Marketing newsletter.

  I am very familiar with your company's innovative marketing
techniques as well as your enlightened policy in promoting and
selling environmentally sound merchandise nationwide.  I have
been active for some time now in environmental protection
projects, both as a representative of my current employer and on
my own.  I recently successfully introduced a new
line of kitchen products that exceeds federal standards, is
environmentally safe and is selling well.

  The enclosed resume outlines my experience and skills in both
sales and  marketing in the retail field.  I would like to meet
with you to discuss how my skills would benefit Alnew
Consolidated Stores.  I may be reached at [phone].

  Thank you for your time and consideration.


                                           Sincerely,



                                           Robin Redding

      ╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤

Tips on preparing a cover letter:

--    Write an individualized cover letter for each job
employer.

--    Address the letter to the person you want to contact,
preferably the one doing the hiring.

--    Type letters on quality 8 1/2" x 11" paper.

--    Use correct grammar, spelling and punctuation.

--    Convey personal warmth and enthusiasm.

--    Keep your letter short and to the point.

Elements of a Cover Letter

--    Opening.  Explain why you are writing.  State the
position you are seeking and the source of the job opening (e.g.,
newspaper ad, professional organization, colleague).

--    Main body.  Highlight your job qualifications and link
them to the firm's needs.

        Show that you know something about the firm and are
interested in the firm's products or services.  Explain why you
chose this company; for example, you know someone who works
there, you use their products or you heard about their good
reputation.

--    Closing.  Request an interview.  Suggest a specific
date and time.  For example: "I'll try to contact you on Monday
morning to see when you might be able to meet with me."

--    Be sure to include your name, address and telephone
number.

--    Thank the employer for his or her time and effort.



Follow-Up

Keep a tickler file of the resumes you send out and follow up
with a phone call.  Surveys have shown that only two percent of
resumes mailed to employers result in an interview.  If you
follow up with a phone call, the success rate jumps to 20
percent.


CHAPTER 8.  .c1.EMPLOYMENT INTERVIEWING;


In a labor market where there are many qualified candidates
competing for the same position, how you do on the interview can
often determine whether you get the job.

Types of Interviews

There are several different types of interviews which you may
encounter.  You probably won't know in advance which type you
will be facing.  Below are some descriptions of the different
types of interviews and what you can expect in each of them.

ßScreening Interview.  A preliminary interview either in person
or by phone, in which a company representative determines whether
you have the basic qualifications to warrant a subsequent
interview.

ßStructured Interview.  In a structured interview, the
interviewer explores certain predetermined areas using questions
which have been written in advance.  The interviewer has a
written description of the experience, skills and personality
traits of an "ideal" candidate.  Your experience and skills are
compared to specific job tasks.  This type of interview is very
common and most traditional interviews are based on this format.

ßUnstructured Interview.  Although the interviewer is given a
written description of the "ideal" candidate, in the unstructured
interview the interviewer is not given instructions on what
specific areas to cover.

ßMultiple Interviews.  Multiple interviews are commonly used with
professional jobs.  This approach involves a series of interviews
in which you meet individually with various representatives of
the organization.  In the initial interview, the representative
usually attempts to get basic information on your skills and
abilities.  In subsequent interviews, the focus is on how you
would perform the job in relation to the company's goals and
objectives.

After the interviews are completed, the interviewers meet and
pool their information about your qualifications for the job. A
variation on this approach involves a series of interviews in
which unsuitable candidates are screened out at each succeeding
level.

ßStress Interview.  The interviewer intentionally attempts to
upset you to see how you react under pressure.  You may be asked
questions that make you uncomfortable or you may be interrupted
when you are speaking.  Although it is uncommon for an entire
interview to be conducted under stress conditions, it is common
for the interviewer to incorporate stress questions as a part of
a traditional interview. (Examples of common stress questions are
given later in this chapter.)

ßTargeted Interview.  Although similar to the structured
interview, the areas covered are much more limited.  Key
qualifications for success on the job are identified and relevant
questions are prepared in advance.

ßSituational Interview.  Situations are set up which simulate
common problems you may encounter on the job.  Your responses to
these situations are measured against pre-determined standards.
This approach is often used as one part of a traditional
interview rather than as an entire interview format.

ßGroup Interview.  You may be interviewed by two or more company
representatives simultaneously.  Sometimes, one of the
interviewers is designated to ask "stress" questions to see how
you respond under pressure.  A variation on this format is for
two or more company representatives to interview a group of
candidates at the same time.


The interview strategies discussed below can be used effectively
in any type of interview you may encounter.

Before the Interview

Prepare in advance.  The better prepared you are, the less
anxious you will be and the greater your chances for success.

--    Role Play.  Find someone to role play the interview with
you. This person should be someone with whom you feel comfortable
and with whom you can discuss your weaknesses freely.  The person
should be objective and knowledgeable, perhaps a business
associate.

--    Use a mirror or video camera when you role play to see what
kind of image you project.

Assess your interviewing skills.

--    What are your strengths and weaknesses?  Work on correcting
your weaknesses, such as speaking rapidly, talking too loudly or
softly and nervous habits such as shaking hands or inappropriate
facial expressions.

--    Learn the questions that are commonly asked and prepare
answers to them.  Examples of commonly asked interview questions
are provided later in this chapter.  Career centers and libraries
often have books which include interview questions.  Practice
giving answers which are brief but thorough.

--    Decide what questions you would like to ask and practice
politely interjecting them at different points in the interview.

Evaluate your strengths.

--    Evaluate your skills, abilities and education as they
relate to the type of job you are seeking.

--    Practice tailoring your answers to show how you meet the
company's needs, if you have details about the specific job
before the interview.

Assess your overall appearance.

--    Find out what clothing is appropriate for your industry.
Although some industries such as fashion and advertising are more
stylish, acceptable attire for most industries is conservative.

--    Have several sets of appropriate clothing available since
you may have several interviews over a few days.

--    Your clothes should be clean and pressed and your shoes
polished.

--    Make sure your hair is neat, your nails clean and you are
generally well-groomed.


Research the company.  The more you know about the company and
the job you are applying for, the better you will do on the
interview.  Get as much information as you can before the
interview.  (See Chapter 4, Researching the Job Market.)

Have extra copies of your resume available to take on the
interview.  The interviewer may ask you for extra copies.  Make
sure you bring along the same version of your resume that you
originally sent the company.  You can also refer to your resume
to complete applications that ask for job history information
(e.g., dates of employment, names of former employers and their
telephone numbers, job responsibilities and accomplishments.)

Arrive early at the interview.  Plan to arrive 10 to 15 minutes
early.  Give yourself time to find a restroom so you can check
your appearance.

It's important to make a good impression from the moment you
enter the reception area.  Greet the receptionist cordially and
try to appear confident.  You never know what influence the
receptionist has with your interviewer.  With a little small
talk, you may get some helpful information about the interviewer
and the job opening.

If you are asked to fill out an application while you're waiting,
be sure to fill it out completely.

During the Interview

The job interview is usually a two-way discussion between you and
a prospective employer.  The interviewer is attempting to
determine whether you have what the company needs, and you are
attempting to determine if you would accept the job if offered.
Both of you will be trying to get as much information as possible
in order to make those decisions.

The interview that you are most likely to face is a structured
interview with a traditional format.  It usually consists of
three phases.  The introductory phase covers the greeting, small
talk and an overview of which areas will be discussed during the
interview.  The middle phase is a question-and-answer period. The
interviewer asks most of the questions, but you are given an
opportunity to ask questions as well.  The closing phase gives
you an opportunity to ask any final questions you might have,
cover any important points that haven't been discussed, and get
information about the next step in the process.


Introductory Phase.  This phase is very important.  You want to
make a good first impression and, if possible, get additional
information you need about the job and the company.

--    Make a good impression.  You only have a few seconds to
create a positive first impression which can influence the rest
of the interview and even determine whether you get the job.

The interviewer's first impression of you is based mainly on non-
verbal clues.  The interviewer is assessing your overall
appearance and demeanor.  When greeting the interviewer, be
certain your handshake is firm and that you make eye contact.
Wait for the interviewer to signal you before you sit down.

Once seated, your body language is very important in conveying a
positive impression.  Find a comfortable position so that you
don't appear tense.  Lean forward slightly and maintain eye
contact with the interviewer. This posture shows that you are
interested in what is being said.  Smile naturally at appropriate
times.  Show that you are open and receptive by keeping your arms
and legs uncrossed.  Avoid keeping your briefcase or your handbag
on your lap.  Pace your movements so that they are not too fast
or too slow.  Try to appear relaxed and confident.

--    Get the information you need.  If you weren't able to
get complete information about the job and the company in
advance, you should try to get it as early as possible in the
interview.  Be sure to prepare your questions in advance.
Knowing the following things will allow you to present those
strengths and abilities that the employer wants.

--    Why does the company need someone in this position?

--    Exactly what would they expect of you?

--    Are they looking for traditional or innovative
solutions to problems?


When to ask questions.  The problem with a traditional interview
structure is that your chance to ask questions occurs late in the
interview.  How can you get the information you need early in the
process without making the interviewer feel that you are taking
control?
Deciding exactly when to ask your questions is the tricky part.
Timing is everything.  You may have to make a decision based on
intuition and your first impressions of the interviewer.  Does
the interviewer seem comfortable or nervous, soft spoken or
forceful, formal or casual?  These signals will help you to judge
the best time to ask your questions.

The sooner you ask the questions, the less likely you are to
disrupt the interviewer's agenda.  However, if you ask questions
too early, the interviewer may feel you are trying to control the
interview.

Try asking questions right after the greeting and small talk.
Since most interviewers like to set the tone of the interview and
maintain initial control, always phrase your questions in a way
that leaves control with the interviewer.  Perhaps say, "Would
you mind telling me a little more about the job so that I can
focus on the information that would be most important to the
company?"  If there is no job opening but you are trying to
develop one or you need more information about the company, try
saying, "Could you tell me a little more about where the company
is going so I can focus in those areas of my background that are
most relevant?"

You may want to wait until the interviewer has given an overview
of what will be discussed.  This overview may answer some of your
questions or may provide some details that you can use to ask
additional questions.  Once the middle phase of the interview has
begun, you may find it more difficult to ask questions.

Middle Phase.  During this phase of the interview, you will be
asked many questions about your work experience, skills,
education, activities and interests.  You are being assessed on
how you will perform the job in relation to the company
objectives.

All your responses should be concise.  Use specific examples to
illustrate your point whenever possible.  Although your responses
should be prepared in advance so that they are well-phrased and
effective, be sure they do not sound rehearsed.  Remember that
your responses must always be adapted to the present interview.
Incorporate any information you obtained earlier in the interview
with the responses you had prepared in advance and then answer in
a way that is appropriate to the question.

Below are frequently asked questions and some suggested
responses:

"Tell me about yourself."

Briefly describe your experience and background. If you are
unsure what information the interviewer is seeking, say, "Are
there any areas in particular you'd like to know about?"


"What is your weakest point?"  (A stress question)

Mention something that is actually a strength. Some examples are:
"I'm something of a perfectionist."
"I'm a stickler for punctuality."
"I'm tenacious."

Give a specific situation from your previous job to illustrate
your point.


"What is your strongest point?"

"I work well under pressure."
"I am organized and manage my time well."

If you have just graduated from college you might say,

"I am eager to learn, and I don't have to unlearn old
techniques."
    Give a specific example to illustrate your point.


"What do you hope to be doing five years from now?"

"I hope I will still be working here and have increased my level
of responsibility based on my performance and abilities."


"Why have you been out of work for so long?"  (A stress question)

"I spent some time re-evaluating my past experience and the
current job market to see what direction I wanted to take."

"I had some offers but I'm not just looking for another job; I'm
looking for a career."


"What do you know about our company?  Why do you want to work
here?"

This is where your research on the company will come in handy.
"You are a small/large firm and a leading force in the
local/national economy."
"Your company is a leader in your field and growing."
"Your company has a superior product/service."

You might try to get the interviewer to give you additional
information about the company by saying that you are very
interested in learning more about the company objectives. This
will help you to focus your response on relevant areas.


"What is your greatest accomplishment?"

Give a specific illustration from your previous or current job
where you saved the company money or helped increase their
profits.  If you have just graduated from college, try to find
some accomplishment from your school work, part-time jobs or
extra-curricular activities.


"Why should we hire you?" (A stress question)

Highlight your background based on the company's current needs.
Recap your qualifications keeping the interviewer's job
description in mind.  If you don't have much experience, talk
about how your education and training prepared you for this job.


"Why do you want to make a change now?"

"I want to develop my potential."
"The opportunities in my present company are limited."


"Tell me about a problem you had in your last job and how you
resolved it."

The employer wants to assess your analytical skills and see if
you are a team player.  Select a problem from your last job and
explain how you solved it.


Some Questions You Should Ask.

   --    "What are the company's current challenges?"
   --    "Could you give me a more detailed job description?"
   --    "Why is this position open?"
   --    "Are there opportunities for advancement?"
   --    "To whom would I report?"


Closing Phase.  During the closing phase of an interview, you
will be asked whether you have any other questions.  Ask any
relevant question that has not yet been answered.  Highlight any
of your strengths that have not been discussed.  If another
interview is to be scheduled, get the necessary information.  If
this is the final interview, find out when the decision is to be
made and when you can call.  Thank the interviewer by name and
say goodbye.

Do:
   --    Be sincere and direct
   --    Be attentive and polite
   --    Ask relevant questions
   --    Answer questions concisely
   --    Use specific examples to illustrate points


Don't:

   --    Smoke
   --    Try to control the entire interview
   --    Bring up salary, benefits or working hours
   --    Be too serious
   --    Let your depression or discouragement show
   --    Make negative comments about anyone or anything,
including former employers
   --    Look at your watch
   --    Take extensive notes


Illegal Questions

During an interview, you may be asked some questions that are
considered illegal.  It is illegal for an interviewer to ask you
questions related to sex, age, race, religion, national origin or
marital status, or to delve into your personal life for
information that is not job-related.  What can you do if you are
asked an illegal question?  Take a moment to evaluate the
situation.  Ask yourself questions like:

    ß    How uncomfortable has this question made you feel?

    ß    Does the interviewer seem unaware that the question is
illegal?

    ß    Is this interviewer going to be your boss?

Then respond in a way that is comfortable for you.

If you decide to answer the question, be succinct and try to move
the conversation back to an examination of your skills and
abilities as quickly as possible.  For example, if asked about
your age, you might reply, "I'm in my forties, and I have a
wealth of experience that would be an asset to your company."  If
you are not sure whether you want to answer the question, first
ask for a clarification of how this question relates to your
qualifications for the job.  You may decide to answer if there is
a reasonable explanation.  If you feel there is no justification
for the question, you might say that you do not see the
relationship between the question and your qualifications for the
job and you prefer not to answer it.


After the Interview

You are not finished yet.  It is important to assess the
interview shortly after it is concluded.  Following your
interview you should:

    ß    Write down the name and title (be sure the spelling is
correct) of the interviewer.

    ß    Review what the job entails and record what the next
step will be.

    ß    Note your reactions to the interview; include what went
well and what went poorly.

    ß    Assess what you learned from the experience and how you
can improve your performance in future interviews.

Make sure you send a thank-you note within 24 hours.  Your thank-
you note should:

    ß    Be hand-written only if you have a very good
handwriting. Most people type the thank-you note.

    ß    Be on good quality white or cream colored paper.

    ß    Be simple and brief.

    ß    Express your appreciation for the interviewer's time.

    ß    Show enthusiasm for the job.

    ß    Get across that you want the job and can do it.


Here is a sample letter:

╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤

                           July 20, 1993


    Dear Mr. Adams:

    I really appreciated your taking the time to
    meet with me this afternoon.  I believe that
    my experience in dealing with new products
    would fit right in with your marketing plan.

    I am very interested in working for your
    company.

    As we agreed, you will hear from me next
    Thursday.
                              Sincerely,


                         Gail Strong



╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤╤



Everyone knows that a thank-you letter should be sent after an
interview, but very few people actually send one.  Make sure you
are one of those few.  It could give you the edge.

Phone Follow-up.  If you were not told during the interview when
a hiring decision will be made, call after one week.

At that time, if you learn that the decision has not been made,
find out whether you are still under consideration for the job.
Ask if there are any other questions the interviewer might have
about your qualifications and offer to come in for another
interview if necessary.  Reiterate that you are very interested
in the job.

If you learn that you did not get the job, try to find out why.
You might also inquire whether the interviewer can think of
anyone else who might be able to use someone with your abilities,
either in another department or at another company.

If you are offered the job, you have to decide whether you want
it.   (See "Negotiating Your Compensation Package" later in this
chapter.)  If you are not sure, thank the employer and ask for
several days to think about it.  Ask any other questions you
might need answered to help you with the decision.

If you know you want the job and have all the information you
need, accept the job with thanks and get the details on when you
start.  Ask whether the employer will be sending a letter of
confirmation, as it is best to have the offer in writing.

Who Gets Hired?  In the final analysis, the employer will hire
someone who has the abilities and talents which fulfill their
needs.  It is up to you to demonstrate at the interview that you
are the person they want.


Negotiating Your Compensation Package.

Do not discuss your specific compensation package, especially
salary, with the employer until you have been offered the job and
you think it is an offer you should seriously consider.  During
salary negotiations, you are not only talking about your monetary
salary but your entire compensation package.  This includes
vacation time, sick leave, health insurance, tuition
reimbursement, and other benefits the company may offer.  Your
base salary and performance base raises are probably the most
negotiable parts of your compensation package.  However, many
companies do have a cafeteria approach to benefits where you
select from a number of benefit options based on a total monetary
cost.  In other words, the company will spend a certain amount of
money on each employee for benefits, and employees have some
flexibility on which benefit options they select.   For example,
employees with children might select child care reimbursement
benefit, while employees interested in going back to school might
choose tuition reimbursement.  When negotiating your compensation
package, it is important to keep in mind the total package.  Make
sure you consider all benefits the company has to offer, not just
salary.  Before you begin negotiating your compensation, decide
which benefits are most important to you so you are ready to talk
to the employer.

Salary Negotiations.

Like other parts of the job search process the key to salary
negotiations is preparation.  It is very important for you to do
your research before you begin salary negotiations.  In order to
determine the salary you are willing to accept, investigate the
salary range someone with your skills and experience can expect
to receive.

How do you find salary information?

í The Library.  Your local library should have a number of
references to use to find out the salary ranges for the
occupation which you are considering.  Some reference books
include:

--    State and Metropolitan Area Data Book.  Published by the
U.S. Department of Commerce.  Compiles statistical data from many
public and private agencies.  Includes unemployment rates, rate
of employment growth and population growth for every state.  Also
presents a vast amount of data on employment and income for
metropolitan areas across the country.

--    White Collar Pay: Private Goods-Producing Industries.
Produced by the U.S. Department of Labor's Bureau of Labor
Statistics.  Good source of salary information for white collar
jobs.

--    1991 AMS Office, Professional and Data Processing Salaries
Report. (Administrative Management Society, Wash. D.C.)  Salary
distributions for 40 different occupations, many of which are
professional.  Subdivided by company size, type of business,
region of the country and by 41 different metropolitan areas.

--    American Salaries and Wages Survey.  (Gale Research,
Detroit)  Detailed information on salaries and wages for
thousands of jobs.  Data is subdivided geographically. Also gives
cost-of-living data for selected areas, which is very helpful in
determining what the salary differences really mean.  Provides
information on numbers employed in each occupation, along with
projected changes.

--    American Almanac of Jobs and Salaries.  (Avon Books, NY)
Information on wages for specific occupations and job groups,
many of which are professional and white collar. Also presents
trends in employment and wages.

Ask the reference librarian for assistance in locating other
salary information resources.

í Professional associations.  National and regional professional
associations frequently conduct salary surveys. They ask people
in the "profession" what compensation they are receiving.
Contact your professional association and ask if they can provide
you with salary information.

í Your network.  Talk to colleagues in your professional network.
Although people frequently don't want to tell you what they
personally are making, usually they are willing to talk about
salary ranges.  Ask colleagues, based on their experience, what
salary range you might expect for the position.

í Job search centers.  These centers (which can be found in
schools, libraries, community centers, or as part of federal,
state or local government programs) frequently keep salary
information on hand.

í Your past experience.  If you are applying for a job in a field
in which you have experience, you probably have a good idea of
what someone with your skills and abilities should be paid.
Also, think about your past salary.  Unless the job you are
applying for requires dramatically different responsibility then
your former position, your previous salary is definitely a
starting point for salary negotiation.


The Negotiation Meeting

Once you have a good feeling for the type of salary and benefits
you are willing to accept, it's time to negotiate with the
company.  Don't sell yourself short during these negotiations.
Usually, when a company is ready to make you an offer they have
invested a lot of time and money in their search for a qualified
employee.  You don't want to be overly aggressive with the
employer but you do want to receive a fair compensation package.
If the employer makes you an offer that does not seem equitable,
discuss your concerns with the employer.  Present your concerns
about the benefits package in a constructive, non-threatening
manner.  Focus on the reasons why you have concerns, as opposed
to making general statements about "what you deserve."  For
example, it won't be productive to simply state that "I must have
more money."  It would be more productive to explain that the
company's offer is less than you were making previously and you
would like them to match your previous salary.  In most
situations employers do have some flexibility in what they can
offer an applicant.  They might be able to offer you more money
or compensate you with additional benefits (e.g., more vacation
leave).  Some companies can offer a signing bonus to compensate
for other "weaknesses" in their compensation package.

When you are considering the offer, make sure you are taking into
account the entire benefits package.  Sometimes excellent
benefits can compensate for a lower salary.  If you really want
the job, but the offer still seems low after negotiations, see if
the employer will consider a salary review three to six months
from your starting date.  Also, usually you don't have to make a
decision about the offer immediately.  Ask the employer for a
couple of days so you can carefully consider the position and the
offer.

If you do come to an agreement with the employer, find out when
you can expect to receive the offer in writing.  It is very
important to get the official offer documented.  An official
letter usually means that the "higher ups" at the company have
approved your offer.


CHAPTER 9.  .c1.EMPLOYMENT TESTING;


Some employers use tests or other assessment tools as part of
their screening process.  In most instances, these instruments
are given as part of the prescreening process, but sometimes they
are given after hire.  Below is a listing and a brief description
of the types of assessment tools that employers may use.

Ability Tests

Ability tests are designed to predict future success, both in job
training and job performance.  Employers use these tests to
obtain an indication of your potential to learn and perform
particular job responsibilities.  Although ability tests are
seldom used for job applicants who are professionally trained or
hold advance degrees, you may encounter them as part of the
screening process.  Some employers administer ability tests after
hiring an applicant to determine specific placement within the
company.

Two classes of ability tests that employers administer are:

í General Ability Tests - measure general abilities such as
verbal, mathematical and reasoning skills.  These are skills that
contribute to success in many different types of jobs.  For
example, many professional jobs require you to read and
comprehend written material, so the employer might administer a
verbal ability test.

í Specific Ability Tests - measure more narrowly defined
abilities directly related to specific areas of job performance.
For example, you might be asked to take a mechanical ability test
if you are applying for an engineering position or a job with an
architectural firm.  For a position that requires working with
electronic equipment, you might be asked to take an electronic
ability test.

Usually, both classes of ability tests are timed and in a
multiple choice format.  You probably took similar types of tests
in high school or when applying for college.  You can't study for
ability tests, but you might familiarize yourself with the
testing process by taking tests from textbooks or test
preparation books.  Work within time limits to get comfortable
with the testing process.


Skills Testing

Skills tests can measure specifically what you know about and can
perform in a particular job.  These tests are designed to test
your mastery of tasks.  Employers administer skills tests when
they are interested in filling a position with an applicant who
can "hit the ground running" and perform the tasks of the job as
soon as he or she starts.   These tests are more often
administered to applicants applying for non-managerial positions,
as opposed to managerial, professional positions.

Skills tests can be in a written or work sample format.

If the test is in a written format, you may be asked specific
questions about particular job tasks.  For example, if you are
taking a skills test for tax accountants, you may be asked to
answer questions about filling out tax forms.  Or if you were
applying for a personnel position, you might be asked questions
about conducting an interview.

If the test is in a job sample format, you will actually perform
portions of the job.  For example, if you were applying for the
tax accountant position, you would actually complete a tax form.
If you were applying for the personnel position, you would
actually conduct the interview.

You can prepare for skills tests by "studying up" and practicing
skills that you think are important to the job for which you are
applying.  For example, if you took courses in college that apply
to the job, you might want to reread some of your notes or review
text books.  Or you might want to review projects that you
completed on a former job that related directly to the new
position.


Assessment Centers

If you are being considered for a professional or managerial
position, your potential employer might send you through an
assessment center.  In most assessment centers, you are asked to
complete several standardized exercises that are designed to
simulate job situations.  These exercises are aimed at measuring
higher level management, problem-solving and decision-making
skills.  Examples of assessment center exercises include:

í In-basket test.  You are asked to sit at a desk and sort
through materials left in an in-basket.  Based on the information
presented, you might be asked to prioritize work
responsibilities, make recommendations for a plan of action, or
solve a specific problem.  You can be asked to provide a written
response to the in-basket exercise or to present a verbal
response.

í Leaderless group discussion.  You and a group of applicants are
asked to solve a problem.  Your performance is being evaluated
based on the behaviors you exhibit during the ensuing discussion
to solve the problem.  The employer might be trying to evaluate
your leadership abilities, that is, looking at whether or not you
take a lead role in the discussion.  They might also try to
evaluate if you are a good team player and seem to interact well
with other group members.

í Role-play exercise.  You are asked to meet with a "mock
employee" and help that employee solve a particular problem. The
employee is usually played by an assessment center facilitator
trained to act out and provide information about a problem he or
she is having at work.  Before you meet with the employee, you
are given background information about the problem.  Examples of
situations you might be asked to deal with are tardiness, missed
deadlines or a problem related to a particular work project.
Your performance can be judged on behaviors demonstrated, advice
given, or in general how well you helped the employee solve the
problem.

Assessment centers are expensive to set up so they are mainly
used by larger public and private sector companies which can
afford them.  However, in recent years, assessment centers have
gained in popularity.  Many private consulting firms have been
set up to design assessment center exercises.  So, even if you
are applying to a smaller company, you might be asked to
participate in assessment center-type exercises.


Personality and Interest Inventories

Some employers administer personality and interest inventories to
job applicants.  Employers administer these types of measures
because they are looking for applicants with particular interests
or personality traits and because they have found that employees
with these characteristics are successful on the job.

Unlike ability tests, personality and interest inventories
attempt to assess non-cognitive, underlying characteristics of
individuals.  These inventories can help an employer evaluate
your motives, needs, values, goals or dispositions.  Personality
inventories, such as the California Psychological Inventory and
the Hogan Personality Inventory, can be used to assess such
characteristics as self confidence, sociability and flexibility.
Interest inventories, such as the Strong-Campbell Vocational
Interest Blank or Holland's Self-Directed Search, can be used to
help assess whether you are creative, social, enterprising or
investigative.

Unlike many other types of tests used for personnel selection,
there are no right or wrong answers to personality and interest
inventories.  You are asked to answer questions about things you
like or do not like to do.  For example, you might be asked about
what type of activities you like to do in your spare time or if
you prefer working with groups of people rather than by yourself.
Employers can use personality and interest inventories to assess
your creativity, leadership abilities or level of self-esteem.
When completing a personality or interest inventory, you might
notice that some of the questions seem similar or are just being
asked in a different a way.  Repeated or rephrased questions are
included to make sure that you are answering questions truthfully
and are not "faking."

Honesty or Integrity Tests

Employee theft is an increasing concern among many organizations.
In today's competitive marketplace employers do not want to worry
about employees who are dishonest and might be prone to theft.
Employers are particularly concerned about hiring "honest"
employees when their job responsibilities include handling cash
or merchandise.

To help ensure they hire honest employees, employers administer
integrity tests.  Usually, there are two types of questions asked
on these tests.  The first type asks about illegal or dishonest
behaviors you may have exhibited in the past.  For example, you
might be asked if you have ever walked out of a restaurant
without paying the bill.  The second type asks about your
attitudes toward dishonest behavior.  For example, you could be
asked about your views on punishing shoplifters.  On an integrity
test, you also might be asked questions about past involvement
with drugs or alcohol.

Like personality and interest inventories, questions are
sometimes repeated on integrity tests to check for "faking."
Also, studies have shown that on many integrity tests, it is
difficult to "cheat"; in other words, it is difficult for the
applicant to figure out which is the "right" answer.  Like all
selection instruments, the best way to respond to questions is in
a truthful, professional manner.


Medical Examinations

Medical exams are given to determine whether you have a physical
condition which would prevent you from performing the job.  It is
illegal to give a pre-employment physical exam or to ask about
disabilities on the application.  Physical exams, however, may be
given after a job offer has been made.  The Americans with
Disabilities Act (ADA) gives the disabled rights that prevent
them from being unjustly rejected for a job.  If you have a
disability or medical condition which you think may pose barriers
to your being hired, your state Vocational Rehabilitation Agency
can offer assistance.


Drug Tests

Drug tests indicate the presence of illegal drugs.  An increasing
number of companies are using drug tests to screen candidates for
all job categories, including managers and professionals.  You
should be aware that some medications, and even some foods, can
produce a positive reading even though you have used no illegal
drugs.  It is important to inform the employer of any such
medications you have taken recently.  Also be aware that drug
tests may not be completely accurate.  If you are told that your
sample indicated drug use but you know you haven't used any
illegal substances, ask if there is a formal appeals process.
Tell them that you would like to take the test again.  Perhaps
you can ask if there is another, more sophisticated test you can
take.



Some General Tips for Test Taking

   --    Make sure to bring eyeglasses, hearing aid and anything
else you might need.

   --    Get a good night's sleep.

   --    If you're sick, call and reschedule the test.

   --    Get to the test site early.

   --    Tell the administrator if you have any physical
difficulties which might impair your test performance.

   --    If you don't understand the test instructions, ask for
assistance before the test begins.

   --    Don't linger over difficult questions.  Work as quickly
as you can without making mistakes.

   --    Find out if guessing is penalized.  If there is no
penalty, guess when you don't know the answer to a question.

   --    Ask about the retesting policy.  There is a possibility
you can retake the test if you feel you did not do well.

.c1.STAYING EMPLOYED;

So, you've found a job.  Congratulations!  Here are a few tips
which will help you keep a job and protect you from future
unemployment.

ßDo an excellent job in the position you have.

ßSet aside time each week to do things related to managing your
career.

ßStay current in your chosen field by spending time reading and
studying.

ßPosition yourself to accept more responsibilities.

ßGet to know your boss.  It is your responsibility to manage your
relationship.

--    Build on your boss' strengths.

--    Find out your boss' and the company's goals.

--    Find out early what is expected of you.

--    Discover your boss' tolerance of opposition and
criticism.

--    Respect your boss' time.

--    Learn when your boss is most approachable.

--    Use tact, assertiveness and common sense.  Overcome
inhibitions and take initiative.  Remain non-threatening.

--    Find out whether your boss takes risks.

--    Learn how receptive he or she is to new ideas.


ß  Evaluate yourself.  Do you:

        Solve problems before they reach your boss' desk?

        Act independently?

         Take initiative?

         Handle crisis and make tough decisions?

Have perspective and vision, understand the long-range goals of
the company?  How have you helped to reach those goals?

         Know that good mistakes come from exploring new
territory?

         Ready to take new responsibilities?

         Look to the needs of the company, not just yours?

         Maintain regular contact with your boss?


Now that you have successfully negotiated the job search process,
do not let your skills go unused.  Continue to research the job
market in your chosen area and make contacts with potential
employers.  You will always have opportunities to consider.  If
your supervisor discovers that you are exploring other
possibilities and if you are doing a good job for your present
company, he or she will know you are an excellent employee and
that you have a chance to stay or leave.

ß  Remember, promotions are not given to reward past efforts but
to solve tomorrow's problems.  Be sure that your responsibility
increases stay ahead of your salary increases.

.c1.REVIEWING WHAT YOU'VE READ;


The review questions are designed to ensure that you have covered
the important areas of the job search.  As you look over the
questions below, decide whether you have covered the area to your
satisfaction.  If not, you may want to go back to review the
appropriate chapters in the Guide.


HANDLING YOUR JOB LOSS (Chapter 1)

Have you accepted the loss of your job and begun to take control
of your life?

Are you keeping yourself fit for the job search process ahead by
taking such steps as avoiding isolation, joining a support group
and incorporating any necessary attitude adjustments?

Are you following the recommended steps to handle stress and keep
your self-esteem high?



MANAGING YOUR PERSONAL RESOURCES (Chapter 2)

Are you making a schedule for your job search activities and
sticking to it?

Have you made a realistic financial plan to provide you and your
family with sufficient income while job hunting?

Have you taken steps to ensure that you have health insurance?



ASSESSING YOUR SKILLS, EXPERIENCE AND INTERESTS (Chapter 3)

Have you done a thorough self-assessment of your skills,
knowledge, abilities, interests, values and personal traits?

Have you considered how personal and family considerations would
affect your choice of a career?

Are you able to think of some possible careers that you could do
well and would like?






RESEARCHING THE JOB MARKET (Chapter 4)

Have you identified the geographical areas and industries where
your kind of work is likely to be found?

Have you considered the possibility of relocating?

Have you identified companies that have your kind of work
locally? nationally? overseas?



CONDUCTING THE JOB SEARCH (Chapter 5)

Have you narrowed down the list of companies to a manageable
number in order to concentrate your job search efforts?

Have you used all your resources, including the library and
networking, to acquire the information you need about the
companies you've targeted?

Have you planned an effective campaign (mail, phone or in person)
to identify and develop job openings?



NETWORKING (Chapter 6)

Have you contacted everyone you know to tell them you're looking
for a job?  Have you overlooked anyone?

Are you keeping track of all your networking contacts and
following up on job leads obtained from them?

Have you made an effort to expand your network by meeting or
contacting new people?



WRITING RESUMES AND COVER LETTERS (Chapter 7)

Have you decided whether the functional or reverse chronological
resume is best for you?

Have you thoroughly inventoried your skills and accomplishments
to determine which ones to emphasize in your resume?

Have you proofread your resume carefully for spelling, grammar
and punctuation?


EMPLOYMENT INTERVIEWING (Chapter 8)

Have you prepared in advance so that you know what the employer
wants and how your skills and abilities fit in with the company
objectives?

Have you practiced your interviewing techniques so that you can
present yourself to your best advantage to the employer?

Are you evaluating each interview afterward so that you can learn
from the experience?

Are you prepared to negotiate a salary?



EMPLOYMENT TESTING (Chapter 9)

Are you aware of the different types of tests employers may ask
you to take?

Do you know how to prepare for the different types of tests which
you may encounter?

.c1.SOURCES OF ADDITIONAL INFORMATION;


Career Planning

Bureau of Labor Statistics, Occupational Outlook Handbook. Supt.
of Documents, U.S. Govt. Printing Office.

Guide for Occupational Exploration. Supt. of Documents, U.S.
Govt. Printing Office.

Lombardo, Joseph and Lombardo, Amy, The Job Belt: The Fifty Best
Places in America for High-Quality Employment -- Today and in the
Future. Penguin Books, 1986.

New York State Department of Labor, College Knowledge & Jobs.
1991.

Savage, K. and Dorgan, C., Professional Careers Sourcebook,
an Informational Guide for Career Planning. Gale Research,
1989.


Emotional

Benson, Herbert and Klipper, Miriam Z., The Relaxation Response.
Avon, 1976.

Branden, Nathaniel, How to Raise Your Self-Esteem. Bantam, 1988.

Burns, David D., Feeling Good Handbook. NAL-Dutton, 1990.

Charlesworth, Edward A. and Nathan, Ronald G, Stress Management
-A Comprehensive Guide to Wellness. Ballantine Books, 1984.

Ellis, Albert and Harper, Robert A., A New Guide to Rational
Living. Wilshire Book Co., 1975.

Hanson, Peter, G., Stress for Success: Dr. Peter Hanson's
Prescription for Making Stress Work for You. Doubleday, 1989.

Sarnoff, Dorothy, Never Be Nervous Again. Ivy Books, 1989.

Satir, Virginia, Self-Esteem. Celestial Arts, 1975.


General

Beatty, Richard H., The Complete Job Search Book. Wiley, 1988.

Bolles, Richard N., How to Create Your Ideal Job or Next Career.
Ten Speed Press, 1989.
Bolles, Richard N., The Three Boxes of Life and How to Get Out
of Them. Ten Speed Press, 1991.

Bolles, Richard N., What Color Is Your Parachute?, A Practical
Manual for Job-Hunters & Career-Changers. Ten Speed Press, 1992.

Danna, Jo, Starting Over: You in the New Workplace. Palomino
Press, 1990.

Directory of Executive Recruiters 1992. Kennedy, 1991.

Farr, Michael J., Gaither, Richard R. and Pickrell, Michael,
The Work Book, Getting the Job You Want. Glencoe Publishing,
1987.

Farr, Michael J., The Very Quick Job Search: Get a Good Job in
Less Time. JIST Works, 1991.

Figler, Howard E., The Complete Job Search Handbook: All the
Skills You Need to Get Any Job, and Have a Good Time Doing It. H.
Holt, 1988.

Half, Robert, How to Get a Better Job in This Crazy World.
Crown, 1990.

Jackson, Tom, Guerrilla Tactics in the New Job Market. Bantam,
1991.

The Job Bank Guide to Employment Services. Bob Adams, 1991.

Lathrop, Richard, Who's Hiring Who. Ten Speed Press, 1989.

LeCompte, Michelle, Job Hunters Sourcebook: Where to Find
Employment Leads and Other Job Search Sources. Gale
Research, 1991.

Leeds, Dorothy, Marketing Yourself: The Ultimate Job Seeker's
Guide. Harper Collins, 1991.

Levering, Robert, Moskowitz, Milton, and Katz, Michael, The 100
Best Companies to Work for in America. NAL, 1992.

Petras, Kathryn Ross, The Only Job Hunting Guide You'll Ever
Need. Posideon Press, 1989.

Stoodley, Martha, Information Interviewing: What It Is and How to
Use It in Your Career. Garrett Park Press, 1990.

U.S. Office of Personnel Management, Career America. Supt. of
Documents, U.S. Govt. Printing Office.

Wegmann, Robert and Chapman, Robert, The Right Place at the
Right Time: Finding a Job in the 1990's. Ten Speed Press,
1990.

Wegmann, Robert, Chapman, Robert, and Johnson, Miriam, Work
in the New Economy: Careers and Job Seeking into the 21st
Century. JIST Works, 1989.

Job Search Manual.  White Ridgely Associates, Baltimore, MD.
1992.


Interview

Beatty, Richard H., The Five Minute Interview. Wiley, 1986.

Caple, John, The Ultimate Interview: How to Get It, Get Ready,
and Get the Job You Want. Doubleday, 1991.

Hellman, Paul, Ready, Aim, You're Hired!: How to Job-Interview
Successfully Anytime, Anywhere With Anyone. AMACOM, 1986.

Medley, H. Anthony, Sweaty Palms Revised: The Neglected Art of
Being Interviewed. Ten Speed Press, 1991.

Yate, Martin John., Knock'em Dead: With Great Answers to Tough
Interview Questions. Bob Adams, 1992.

Yeager, Neil and Hough, Lee, Power Interviewing: Job Winning
Tactics From Fortune 500 Recruiters. Wiley, 1990.


International

Kocher, Eric, International Jobs: Where They Are, How to Get
Them: A Handbook for Over 500 Career Opportunities Around the
World. Addison-Wesley, 1989.

Krannich, Ronald L. and Krannich, Caryl Rae, The Complete Guide
to International Jobs and Careers: Your Passport to a World of
Exciting and Exotic Employment. Impact Publications, 1990.


Resumes

Cohen, Hiyaguha, The No Pain Resume Workbook.  Business One
Irwin, 1992.

Jackson, Tom, The Perfect Resume. Doubleday, 1990.

Karson, Allan, Ready, Aim, Hired: Developing Your Brand Name
Resume. Business One Irwin, 1991.
Krannich, Ronald L. and Krannich, Carol Rae, Dynamite Cover
Letters.  Impact Publications, 1992.

Krannich, Ronald L. and Krannich, Carol Rae, Dynamite Resumes.
Impact Publications, 1992.

Parker, Yana, The Damn Good Resume Guide. Ten Speed Press, 1989.

Yate, Martin John, Resumes That Knock'em Dead. Bob Adams, 1988.


Salary Negotiation

Dawson, Roger, You Can Get Anything You Want.  Simon and
Schuster, 1987.

Korda, Michael, Success!  Ballentine Books, 1978.

Tarrant, John, Perks and Parachutes.  The Stone Song Press, 1985.


Testing

National Academy of Sciences, Fairness in Employment Testing.
    National Academy Press.


Special Interest

    Disabled Workers

Bolles, Richard N., Job-Hunting Tips for the So-Called
Handicapped or People Who Have Disabilities. Ten Speed Press,
1991.

Klein, Karen and Hope, Carla Derrick, Bouncing Back From Injury:
How to Take Charge of Your Recuperation. Prima Publishing and
Communications, 1988.

Lewis, Adele and Marks, Edith, Job Hunting for the Disabled.
Barron, 1983.

McCarthy, Henry (ed), Complete Guide to Employing Persons with
Disabilities.  Human Resource Center: Alberson, NY.

National Rehabilitation Information Center, 8455 Colesville Road,
Suite 935, Silver Spring, Maryland  20910-3319.  [phone];
TDD 301-588-9284.

    High-Tech Careers

Collard, Betsy A., The High-Tech Career Book. Crisp Publications,
1991.

Moore, David J., Job Search for Technical Professionals. Wiley,
1991.

The Hidden Job Market: A Job Seekers Guide to America's 2000
Little Known, Fastest Growing High-Tech Companies. Peterson's
Guides, 1991.


    MBA's

Holton, Ed, The MBA's Guide to Career Planning. Peterson's Guides
1989.


    Minorities

Johnson, Willis L.,(ed). Directory of Special Programs for
Minority Group Members: Career Information Services,
Employment Skills Banks, Financial Aid Sources. Garrett Park
Press, 1990.


    Non-Profit

McAdam, Terry W., Doing Well by Doing Good: The First Complete
Guide to Careers in the Non-Profit Sector. The Taft Group,
1986.

Smith, Devon C., Great Careers: The Fourth of July Guide to
Careers, Internships and Volunteer Opportunities in the
Nonprofit Sector. Garrett Park Press, 1990.


Older Workers

Bird, Caroline, Second Careers: New Ways to Work After 50. Little
Brown & Co., 1992.

Birsner, E. Patricia, The 40+ Job Hunting Guide (Official
Handbook of the 40+ Club). Facts on File, 1990.

Morgan, John S., Getting a Job After 50. Petrocelli Books, 1990.

Ray, Samuel, Job Hunting After 50: Strategies for Success. Wiley,
1991.





    Women

Chastain, Sherry, Winning the Salary Game: Salary Negotiations
for Women. Wiley, 1980.

Koltnow, Emily and Dumas, Lynne S., Congratulations! You've Been
Fired: Sound Advice for Women Who've Been Terminated, Pink
Slipped, Downsized, or Otherwise Unemployed. Fawcett
Columbine, 1990.


STATE EMPLOYMENT SERVICE OFFICES


ALABAMA
Employment Service
Department of Industrial Relations
649 Monroe Street, Room 204
Montgomery, Alabama  36130
[phone]

ALASKA
Employment Security Division
Department of Labor
P.O. Box 3-7000
Juneau, Alaska  99802
[phone]

ARIZONA
Department of Economic Security
P.O. Box 730A
1717 West Jefferson
Phoenix, Arizona  85005
[phone]

ARKANSAS
Employment Security Division
P.O. Box 2981
Little Rock, Arkansas  72203
[phone]

CALIFORNIA
Employment Development Division
800 Capitol Mall
Sacramento, California  94280
[phone]

COLORADO
Department of Labor & Employment
251 East 12 th Avenue
Denver, Colorado  80203
[phone]

CONNECTICUT
State Labor Department
200 Folly Brook Boulevard
Wethersfield, Connecticut 06109
[phone]


DELAWARE
Employment and Training Div.
Department of Labor
P.O. Box 9029
Newark, Delaware  19711
[phone]

DISTRICT OF COLUMBIA
Department of Employment Services
500 C Street, N.W., Room 137
Washington, D.C.  20001
[phone]

FLORIDA
Dept. of Labor & Employment Security
1320 Executive Center Circle
300 Atkins Building
Tallahassee, Florida  32301
[phone]

GEORGIA
Georgia Department of Labor
148 International Boulevard, N.E.
Room 400
Atlanta, Georgia  30303
[phone]

HAWAII
Department of Labor and Industrial
  Relations
1347 Kapiolani Blvd.
Honolulu, Hawaii  96814
(808) 5486468

IDAHO
Department of Employment
317 Main Street
Boise, Idaho  83735
[phone]

ILLINOIS
Department of Employment Security
401 S. State St.
Chicago, Illinois  60605
[phone]
INDIANA
Department of Employment & Training Services
10 North Senate Avenue
Indianapolis, Indiana  46204
[phone]

IOWA
Department of Employment Services
1000 East Grand Avenue
Des Moines, Iowa  50319
[phone]

KANSAS
Department of Human Resources
401 Topeka Avenue
Topeka, Kansas  66603
[phone]

KENTUCKY
Department for Employment Services
275 E. Main Street
Frankfort, Kentucky  40621
[phone]

LOUISIANA
Office of Employment Security
P.O. Box 94094
Baton Rouge, Louisiana  70804
[phone]

MAINE
Bureau of Employment Security
P.O. Box 309
Augusta, Maine  04330
[phone]

MARYLAND
Dept. of Economic and Employment Development
1100 North Eutaw Street
Baltimore, Maryland  21201
[phone]

MASSACHUSETTS
Dept. of Employment & Training
19 Staniford Street
Boston, Massachusetts  02114
[phone]

MICHIGAN
Michigan Employment Security Commission
7310 Woodward Avenue
Detroit, Michigan  48202
[phone]

MINNESOTA
Department of Jobs & Training
150 East Kellogg
St. Paul, Minnesota  55101
[phone]

MISSISSIPPI
Employment Service Commission
P.O. Box 1699
Jackson, Mississippi  39205
[phone]

MISSOURI
Division of Employment Security
 Commission
P.O. Box 59
Jefferson City, Missouri 65104
[phone]

MONTANA
Department of Labor & Industry
P.O. Box 1728
Helena, Montana  59624
[phone]

NEBRASKA
Department of Labor
550 South 16th Street
Lincoln, Nebraska  68509
[phone]

NEVADA
Employment Security Department
500 East Third Street
Carson City, Nevada  89713
[phone]

NEW HAMPSHIRE
Department of Employment Security
32 South Main Street
Concord, New Hampshire  03301
[phone]
NEW JERSEY
New Jersey Department of Labor
CN 058
Trenton, New Jersey  08625
[phone]

NEW MEXICO
New Mexico Department of Labor
P.O. Box 1928
Albuquerque, New Mexico  87103
[phone]

NEW YORK
New York State Department of Labor
Building 12g
State Office Building Campus
Albany, New York  12240
[phone]

NORTH CAROLINA
Employment Security
 Commission of North Carolina
P.O. Box 25903
Raleigh, North Carolina  27611
[phone]

NORTH DAKOTA
Employment & Training Division
P.O. Box 1537
Bismarck, North Dakota  58502
[phone]

OHIO
Bureau of Employment Services
145 South Front Street
Columbus, Ohio  43216
[phone]

OKLAHOMA
Employment Security Commission
2401 North Lincoln
215 Will Rogers Memorial Office Bldg
Oklahoma City, Oklahoma  73105
[phone]

OREGON
Employment Division
875 Union Street, N.E.
Salem, Oregon  97311
[phone]
PENNSYLVANIA
Employment Security & Job Trng.
Department of Labor & Industry
7th & Forster Streets
Harrisburg, Pennsylvania 17121
[phone]

PUERTO RICO
Bureau of Employment Security
505 Munoz Rivera Avenue
Hato Rey, Puerto Rico  00918
[phone]

RHODE ISLAND
Department of Employment Security
24 Mason Street
Providence, Rhode Island 02903
[phone]

SOUTH CAROLINA
Employment Security Commission
P.O. Box 995
Columbia, South Carolina 29202
[phone]

SOUTH DAKOTA
South Dakota Department of Labor
700 Governors Drive
Pierre, South Dakota  57501
[phone]

TENNESSEE
Department of Employment Security
503 Cordell Hull Building
Nashville, Tennessee  37219
[phone]

TEXAS
Texas Employment Commission
12th & Trinity, 504BT
Austin, Texas  78778
[phone]



UTAH
Dept. of Employment Security
174 Social Hall Avenue
Salt Lake City, Utah  84147
[phone]

VERMONT
Department of Employment & Training
P.O. Box 488
Montpelier, Vermont  05602
[phone]

VIRGINIA
Virginia Employment Commission
P.O. Box 1258
Richmond, Virginia  23211
[phone]

VIRGIN ISLANDS
Department of Labor
P.O. Box 1090
Charlotte Amalie, Virgin Islands  00801
[phone]

WASHINGTON
Employment Security Department
212 Maple Park
Olympia, Washington  98504
[phone]

WEST VIRGINIA
Dept. of Employment Security
112 California Avenue
Charleston, West Virginia 25305
[phone]

WISCONSIN
Department of Industry, Labor and
 Human Relations
P.O. Box 7946
Madison, Wisconsin  53707
[phone]

WYOMING
Employment Security Commission
P.O. Box 2760
Casper, Wyoming  82602
[phone]