April 25, 2024

Workstation: How Job Seekers Can Say ‘Look at Me’ to Online Recruiters

One of the most important questions that many job seekers can ask these days is this: How searchable am I? Some employers aren’t even bothering to post jobs, but are instead searching online for the right candidate, said Barbara Safani, owner of Career Solvers, a career management firm in New York.

Not having an Internet presence can be damaging, Ms. Safani said. She is among those who recommend that job seekers spend serious time detailing their skills and experience on commercial sites like LinkedIn and Twitter, with an eye toward making their names a magnet for search engines.

“Having a blog can be a good way to show that you are a thought leader” while improving your professional visibility, she said. And consider YouTube as a way to enhance your searchability, she advised. If an employer comes across a video of you giving a speech or a training presentation, she said, you may gain an advantage.

More companies are turning to Twitter as a way to broadcast job openings, so you should use it to follow recruiters, industry leaders and individual companies, said Alison Doyle, a job search specialist for About.com. She said that by linking to articles and sharing your expertise on Twitter, you can enhance your professional reputation — though you should beware of the site’s potential as a time drain.

On Facebook, “liking” a company can mean receiving early notice of job openings and other news. But privacy concerns make Facebook tricky, Ms. Doyle said: Make sure you understand who is receiving which of your posts, or resolve to be thoroughly professional on Facebook at all times, she said. Be aware that hiring managers may see what you post on any of the major social media outlets, she added.

OLD-FASHIONED, personal networking can still be an effective way to land a job, but online networking now supplements it in many fields. Both Ms. Safani and Ms. Doyle say LinkedIn is a very important Web tool for making those connections.

The site offers premium services for a fee, but almost all of the main features for job seekers are free, Ms. Doyle said. Spend a few minutes on the site each day making new connections, she advised, and keep your profile up to date.

To improve the chances that a connection request will be accepted, especially from someone you don’t know, send a personal message along with it, noting, say, your similar backgrounds, said Nicole Williams, a consultant who works as a career expert for LinkedIn.

Baldly asking someone at a company for help in landing a job is never a good idea, on LinkedIn or anywhere else. Share links and advice with people in your LinkedIn network before asking for a favor like an introduction to a hiring manager or a written recommendation that would appear on the site. If you are seeking a particular position, Ms. Doyle said, you might say something like: “I’m interested in this job. Do you have any information that you can share with me?”

Joining industry groups on LinkedIn can build your visibility. You can also join college alumni organizations or other focused groups, like one for working mothers.

Make full use of the skills section of LinkedIn, Ms. Williams advised, and the more specific you are, the better. Instead of saying that you have marketing skills, note the exact areas — direct mail campaigns, for example. LinkedIn can direct you to companies that are seeking these skills so you can follow them. Listing your skills could also bring you to the notice of a recruiter.

Be aware, too, that an employer may be viewing your application via a mobile phone. Mobile traffic involving job search more than doubled in 2012 over 2011 at the employment site Indeed.com, said Rony Kahan, a co-founder and C.E.O. So make sure you know how your résumé and cover letter look on a small screen. Résumés should be in a PDF format so they can be viewed on a variety of phones.

In the age of online applications, one school of thought holds that cover letters are a waste of time, but Ms. Doyle disagrees. Cover letters are still a great way to differentiate yourself from the competition, she said — and the rise of applications via cellphone just means they should be more concise, and specific to the job at hand.

Article source: http://www.nytimes.com/2013/01/27/jobs/how-job-seekers-can-say-look-at-me-to-online-recruiters.html?partner=rss&emc=rss

Novelties: Digital Badges May Highlight Job Seekers’ Skills

Now the John D. and Catherine T. MacArthur Foundation is putting millions of dollars into a competition to spur interest in a new type of badge — one that people can display not on their clothing but on a Web site, blog or Facebook page while they are looking for a job.

The badges will not replace a résumés or transcripts, but they may be a convenient supplement, putting the spotlight on skills that do not necessarily show up in traditional documents — highly specialized computer knowledge, say, or skills learned in the military, in online courses or in after-school programs at museums or libraries.

“The badges can give kids credit for the extraordinary things they are learning outside of school,” as well as being a symbol of lifelong learning for adults, said Connie M. Yowell, director of education grant-making at the MacArthur Foundation in Chicago.

Prospective employers could click on an e-badge awarded for prowess in Javascript, for example, and see detailed supporting information, including who issued the badge, the criteria and even samples of the work that led to the award.

“The badges are another way to tell the story of who you are and what you know,” Dr. Yowell said.

“What people are learning in school is often not connected to the world of work,” she said. “Badges can fill that gap. They can be a kind of glue to connect informal and formal learning in and out of school.” If valued, they might also inspire students to accomplish new tasks.

To create prototypes of these alternative credentials, MacArthur has started a “Badges for Lifelong Learning” competition that will culminate in March 2012, when the foundation will award a total of $2 million to several dozen winners, Dr. Yowell said.

In addition, the federal Departments of Education and Veterans Affairs will jointly award $25,000 for the best badge concept and prototype that serves veterans seeking jobs.

In preparation for the contest, MacArthur has also given $1 million to the nonprofit Mozilla Foundation to develop a common standard or protocol for the badges.

Developers will use this protocol so that their badges will work across the Web on various platforms, no matter which organization is awarding them, just as e-mail works across the Internet regardless of the particular program used, said Mark Surman, executive director of the Mozilla Foundation in Mountain View, Calif.

“People will be able to take courses at a dozen places, and then put the badges from these different places on their Web site,” he said.

The badges can be verified in several ways. For instance, a badge can include a verification link that makes it possible to check with the issuer about authenticity and status, should the badge have an expiration date.

The Mozilla Foundation supports the development of free software that can be used throughout the Web. It owns the Mozilla Corporation, creator of Firefox, the open source Internet browser.

Mr. Surman’s group tested an early version of the badge system this spring at the School of Webcraft at Peer to Peer University, an online school offering free courses organized by peers, said Erin B. Knight, who works on the badge project for the Mozilla Foundation. Students in the pilot program were awarded badges in Javascript, HTML, teamwork, collaboration and other areas.

Many organizations, including NASA, Intel and the Corporation for Public Broadcasting, are collaborating with MacArthur in the competition, providing information about their programs and activities that could be the basis for badge awards, said Cathy N. Davidson, a professor at Duke University and co-administrator of the competition.

NASA, for example, has educational programs in robotics for young people that might be suitable content for badges.

Designers have until Jan. 12 to submit their ideas for badge prototypes. Design winners will be paired with content providers to compete for the final awards, Dr. Davidson said.

Independent of the MacArthur contest, one company, TopCoder, in Glastonbury, Conn., has been awarding its own version of digital badges for several years. It holds online programming competitions that offer cash rewards, said Mike Lydon, its chief technology officer. Many of the programs become commercial products that are sold or licensed to customers like I.B.M.

TopCoder competitors who do not win cash awards can still obtain a useful credential, Mr. Lydon said — a digital emblem that, when clicked on, gives statistics about their prowess relative to others. Competitors use screen names that let them preserve their anonymity, but also share scores with prospective employers when the scores are ones they are proud of.

It is an extremely helpful badge to include in job searches, Mr. Lydon said.

“Rather than saying ‘look me up,’ ” he said, “people have this transportable widget at their Web site.”

E-mail: novelties@nytimes.com.

Article source: http://feeds.nytimes.com/click.phdo?i=3fcb9dc4f5c17293948e2954c862a8ef

Site Analysis: Trying to Be a Match.com for Employers and Employees

Site Analysis

What’s wrong with this Web site?

After Helen Rosen was laid off in 2008, she found herself frustrated by the job search process. Ms. Rosen, who had worked in the financial industry for 15 years, didn’t get the results she was hoping for from online job boards. In fact, she found the process of matching jobs to job seekers terribly inefficient.

“I quickly realized there was no good way for companies to get a good selection of candidates,” she said. “Hiring managers were drowning in an overwhelming number of candidates applying for each position and most of them were not suited for the positions they were applying for.”

Out of this frustration came the inspiration for a new Web company: Direct Approach Solutions. “My goals were twofold, altruistic and for business reasons,” Ms. Rosen said. “I wanted to truly offer a better way to match candidates to job openings that’s not being done, and I wanted to have and run my own business.”

Because Ms. Rosen’s background was in finance and not technology, she hired a software developer to create the engine and algorithm behind the site and to design the site as well. She says she is particularly pleased with the underlying software and believes that it does an excellent job of matching candidates and employers. “Having worked with many systems and processes over the years,” she posted on her site, “I was able to take the best attributes of job boards, recruiting firms and recruitment software to create this unique product that will provide companies with qualified candidates through precision selectivity. This, in conjunction with a team of professionals who will interact directly with companies and candidates to help ‘seal the deal,’ will help facilitate the hiring process.”

The concept behind the site is to use multiple matching points — education, specific skills, willingness to travel, industry experience, overall experience — to find matches between what employers require and what job seekers offer. Because Ms. Rosen considered matching employers and job seekers to be very similar to matching romantic hopefuls, she looked at sites like Match.com and eHarmony.com for inspiration.

The site remains very much in the beta stage. To save money, Ms. Rosen decided to introduce it within a limited geographic area (the New York/New Jersey/Connecticut tristate area) and with a limited selection of job opportunities (just the financial field for now). Job seekers can use the site free. Eventually, employers will be asked to pay $695 per posting, but during the beta stage they can post free of charge.

The site offers a detailed questionnaire for both job seekers and employers. Upon completion of the questionnaire, the application is considered for approval by Ms. Rosen. Approvals or rejections are promised within 48 hours. “First, I review all candidate profiles and résumés, as part of the candidate-approval process,” she said. “Not all candidates are approved. Then, I also review the employer’s profile and matches, and contact them to make sure that the matches are what they were looking for, and how we can modify the profile to get a better selection.”

The site tries to set itself apart on an internal page, “How We Compare,” that can be accessed through a top-level navigation link on the home page. The message stresses “precision targeting.” Other messaging elements include video on the homepage, where Ms. Rosen explains the theory behind the site, and a blog, where she comments on employment-related news stories.

Because of her lack of financing, Ms. Rosen is working with a bare-bones marketing budget and has hired a social media consultant to help her spread the word on Facebook, LinkedIn and Twitter. The most effective platform to date, she said, has been LinkedIn. Her search-engine optimization efforts have been rudimentary, and she has yet to try any paid search advertising.

Now it’s your turn to take a test drive. Please check out the design, the navigation, the registration process and Ms. Rosen’s social media and marketing efforts. Some questions worth addressing might include:

  • Does the site instill confidence?
  • Do you believe in the business model?
  • Do the design and navigation work?
  • Does the domain name work?
  • How easy was the registration process?
  • Do you think the site was introduced prematurely?

Next week, we’ll collect highlights from your comments, I’ll offer some of my own impressions, and we’ll get Ms. Rosen’s reactions as well.

Would you like to have your business’s Web site or mobile app critiqued? This is an opportunity for companies looking for an honest (and free) appraisal of their online presence and marketing efforts. The process may not be painless, but it can be helpful.

To be considered, please tell me about your experiences — why you started your site, what works, what doesn’t, why you would like to have the site reviewed — in an e-mail to youretheboss@bluefountainmedia.com.

Gabriel Shaoolian is the founder and chief executive of Blue Fountain Media, a Web design, development and marketing company based in New York.

Article source: http://feeds.nytimes.com/click.phdo?i=a8b411c9c37f36098815a823a477016b