Networking for Success Today and Tomorrow: a Cal State Fullerton Interview
By Jill Randolph
November 18, 2010
The following is an interview transcript with Jim Case, Director of the Career Center for California State University, Fullerton. Jim also is on the faculty of the Career Services Institute, which provides training to college and university career center staff throughout California and the western states. He has recently served on the board of NACE (National Association of Colleges and Employers) and from 1983 to 1985, he was President of the National Society for Internships and Experiential Education, now NSEE. He also has been a trainer, a consultant, and an evaluator for numerous internship, community service, and cooperative education programs, and has made a variety of presentations and written several articles on career development and human resources topics. Mr. Case earned B.A. and M.Ed. degrees from The Johns Hopkins University.
California State University, Fullerton, also known as Cal State Fullerton, is located in the city of Fullerton in Orange County, California. It was established in 1959 as the Orange County State College. In June of 1972, the school was given its present name. The campus is spread across an area of 236 acres. CSUF offers a wide variety of degrees and programs. Student enrollment is over 37,000 and the student body is 85% undergraduate, 97% full-time and 70% are under 25 years of age.
Jill Randolph: How has job searching changed from the past and how has it stayed the same?
Jim Case: Some basics never significantly change. One constant is that it is a person who hires another person, so it is important to connect with and impress individual hiring managers. It is critical to use all the tools available to find, locate, and connect with hiring managers.
What has changed is the use of sophisticated technology, which provides access to information quickly and efficiently. This information is incredibly valuable and essential to the job search process because it empowers job seekers to do a better, faster and more significant job search than they could have in the days before this technology. The availability of information can be advantageous, but it must be effectively utilized to research and identify prospects and conduct a self-directed job search.
Technology doesn't negate the basics which applied 15 or 20 years ago and are still true today. Most opportunities are not advertised and those posted are often filled by someone who made an informal connection, rather than relying solely on a formal application system.
The traditional parameters around situational interviewing also still apply. The STAR approach - describing how students solved problems or Situation, Task, Action, and Results - is still an extremely relevant way for students to convey their experiences. I add "learning", which entails detailing the skills they have learned through experience and how those make them valuable as candidates.
Jill Randolph: For students who are relocating, it's more difficult to connect with someone face-to-face. In those instances, what can they do to make themselves stand out against a local candidate who has the potential for face-time with employers or recruiters?
Jim Case: They need to focus because there is a tendency to become scattered, particularly when looking for employment in another area. It's wise to narrow down job prospects to those with the most potential, which can be done by matching job seeker's capabilities, interests and passions with the opportunities an organization offers. A downside to technology is that it's easy to identify hundreds of prospects rather than focusing on those with the most potential.
If one can't afford the time or the money to travel for face time with key contacts, then the telephone and electronic tools can be used to begin the connection. Ultimately, it is about finding an affinity, whether it is alumni status, background, interests, or common connections.
Students should also understand that most professionals desire to share their successes with the next generation of entering professionals. There is power associated with being a student, but it may not last forever, so they need to take advantage of their status when they are graduating and are new professionals. Even before graduation, students can utilize their status, especially when considering opportunities in other locations. Building these relationships yields information which makes them competitive with local candidates.
Jill Randolph: Are you referring to informational interviews?
Jim Case: The term informational interview summarizes it well. In the job search process, information needs continue but the type of information changes. As one progresses through a job search, the information becomes focused on identifying particular needs and opportunities. Even the most formal application process is often supported by information an applicant has on the internal workings of an organization and the companies' real needs. Grasping these points is a competitive advantage because it demonstrates their understanding of the opportunity.
The challenge with technology is it's easy to access information so people become lost in the gathering process and lose sight of the objective to make contacts. The purpose of the gathering is to understand an organization's needs and how one's capabilities and experiences match those needs.
Jill Randolph: What advice do you give students regarding traditional and social networking?
Jim Case: Networking should be a seamless interaction between online and face-to-face connections, with the ultimate objective of making face-to-face introductions whenever possible. Networking is about reciprocity; it's not simply about their needs, but also the needs of the person with whom they are interacting.
The questioning process should engage people in an interactive dialogue about both people's experiences. The discussion should be used to discover how they relate to each other because these correlations are key. People often curtail the possibilities of a discussion when they cut to the chase too fast. They should use these resources to explore how an organization or industry views its needs. This allows them to position themselves to satisfy those needs.
Recent graduates and students often don't take advantage of these interactions; they need to remember that most people enjoy sharing information about themselves and providing advice. Students must become savvy about distinguishing useful advice from that which is less helpful. Making those judgments is an important part of the process.
Networking is also time driven; students can't expect to start networking today and have a job tomorrow. An investment in networking today may not pay off for six months or even a year. It should be thought of as an investment where networks are built long before an immediate need exists to exercise those networks.
Effective networking requires being organized, keeping track of information, and following up. Potential networks fall apart because people don't follow-up. If they promise someone something and they fail to follow through, it sends a counterproductive message. It takes practice to become comfortable and effective in a networking environment, but most people develop a comfort level in network building as they gain experience.
Dealing with rejection is another aspect of networking. There will always be someone who doesn't respond, but job seekers can't take it personally. Moving past personalization when someone isn't interested is essential. Students should focus on contacts open to engagement rather than dwelling on challenging situations.
Persistence and contacting the person two or three times can be effective. Students' tenacity may be appreciated if done with courtesy. A recruiter told me it's the courteous but persistent candidates who spark an interest to look more closely.
Jill Randolph: If a student applies for a job or asks someone to join his or her network, how much time should that student allow before following up?
Jim Case: It depends on the situation. If someone is interviewing for a job, I suggest asking at the end of an interview how long it will be before the hiring manager makes a decision, which is a perfectly appropriate question to ask. In general, it makes sense to give the company at least a week or so to decide. Then, it depends on the nature of the inquiry and the level of access the job seeker has to their contact. If the candidate decides to follow-up, it should be done within a couple of weeks of the initial contact before the message becomes old and the hiring manager may forget about him or her.
Jill Randolph: I read that people are joining groups on LinkedIn and directly asking who is hiring rather than finessing the network. If someone is attending a meeting or joining a LinkedIn group solely as a job search tool, when is it appropriate to announce their mission and give their elevator speech?
Jim Case: It depends upon the circumstances. It's acceptable early in the process to indicate that the person is seeking advice on how their background might fit into an industry, particularly if they are unfamiliar with that market, but networking is different than asking for a job. Often people find opportunities because others recommend them once they develop a sense that they have a specific capability or skill set of value. If the candidate is part of a group, and has been contributing and building relationships, it's certainly appropriate to be direct, explain his or her situation, and ask if anyone knows of any opportunities that suit his or her background.
It's important to remember that networking is a reciprocal activity and to consider why someone would want to help them. They need to factor the effort they have put forth to convey their value, the contributions they have made to the group, and the level of respect they have shown. The lurkers, who never contribute and request a job on day one, probably won't receive much assistance.
Personal branding has been a discussion topic on numerous blogs. The brand job seekers develop is an important part of how people respond to their contributions and their needs. For new students graduating and entering the marketplace, it is wise to take advantage of everyone's interest in new talent. Every organization knows the lifeblood of the future is competent, creative, and capable people, and because a large number of professionals will retire in the next 10 or 15 years, recent graduates are a very valuable resource, but recent gratuates also have to understand the world does not revolve around them.
Jill Randolph: What are the most common mistakes students make in their job search?
Jim Case: The most common mistake is relying on the formal application processes as the sole means to locate employment opportunities. Job boards, particularly those related to job function, industry or location can be helpful, but the reality is that networking and the informal processes of social media are as or more important than the formal process.
Finding out about available opportunities, learning the inside story on a company's real needs, and making human connections are where job seekers' time should be invested. An old cliché in the job-seeking environment is that 80% of jobs are never advertised, which is as true today as it was in the pre-internet job-board days. Even with all of our technology, the hidden job market still delivers more often in the hiring process.
Jill Randolph: Technology is a great tool to connect and offer relevant information, but, I agree that in-person connections and networking are crucial because, as you said, people hire people, they don't hire data.
Jim Case: Not everyone is comfortable in more assertive face-to-face relationship building, especially new college graduates. This is problematic because it's easy to use the functionality of the internet and lose sight of the objective to make personal connections. Face-to-face interactions around a particular job are the end goal.
Some people are shy, or are from cultures where it is culturally inappropriate to be aggressive at a young age, but their success depends on managing those challenges, and going beyond the passive use of electronic tools.
Jill Randolph: What advice do you give students regarding outshining the competition, especially now, with the number of unemployed people in the workforce applying to jobs for which they are overqualified?
Jim Case: Last year, the career centers of 23 campuses of the Cal State system conducted an employer survey to identify the distinguishing characteristics of students hired from campuses in the system. There was also a Collegiate Employment Research Institute at Michigan State that did a similar study. Both showed the increasing importance of flexibility and adaptability in the economy because employers can no longer predict where their business is going in six months or a year. They need people who are comfortable tackling challenges and open to adapting if the company or business dictates.
Students should communicate to potential employers how they are flexible and adaptable. Employers are looking for people who can work in teams, communicate effectively, are flexible and adaptable, and dedicated to understanding the needs of the employer. It isn't always a predictable formula. Even in technical areas, it's not enough to have the engineering, accounting, or programming skills; employers are also seeking the ability to work as a part of a team and address the issues of coworkers.
Jill Randolph: Do you recommend any career related books or websites to your students?
Jim Case: We have developed our own career and job search guide. The content is on our website and available to anyone. We have quite a few links, and I suggest that visitors drill down and understand the resources as they relate to their needs, interests and job functions. The resources change and are updated fairly regularly because trends change. Our focus is less on specific resources and more on the process of how to use them and finding the ones that are valuable for each person's situation.
Job seekers always ask what the hot jobs are and where things are going, when they should be focusing on their interests and passions and how they can use those to direct their focus. Whether an industry is growing or not isn't as important as having the right background and being excited about the industry or job function. People chase opportunities because other people suggest it rather than pursuing their own interests and finding a fit between their personal needs and interests and the industry or job.
Jill Randolph: What advice do you give students who are unsure what they want to do after they graduate or are concerned about the current economy and their employment future?
Jim Case: We all want to know what will happen in the next 20, 30, and 40 years, but in reality no one knows. In fact, those who approach it with certainty are the ones I am more concerned about. In this economy, we know people are going to experience a number of changes, personally, economically, and also industry-driven during their careers. If they embrace the change, then the real question becomes what is the first step and why. A strategic first step enables the next step whether it is a different industry, career or job function.
It's easy to become lost and we encourage students who are having a hard time focusing to know that there are many ways to find career success. The perfect answer is less important than an answer that makes sense now. If they pursue an opportunity and discover in six months or a year that it's not the best fit, they can consider the next step. Action is important; one has to be careful not to become stuck and unable to move forward because of uncertainty. Students need to give opportunities a shot, do the research, and move forward in the game. Of course younger professionals have the advantage of having less risk than a professional with 15 years invested in their career and many more obligations.
Despite the anxiety surrounding the current economy, the job search is exciting. It's an opportunity to create a future which is rewarding for recent college graduates looking at long and productive careers. All of the demographics indicate the retirement of baby boomers is going to open up opportunities every year for the foreseeable future.
It's important to be optimistic about creating a future rather than focusing on the rampant bad news. In all the years I have been doing this, most people confronted with a layoff or disruption in their career, provided they view it as an opportunity to recreate themselves, end up in a more suitable role, often making more money, and more importantly, happier. It's hard to see the possibility a lost job presents. The tendency is to see the challenges rather than the opportunities, but employers want to hire positive people who face challenges and make opportunities rather than victims.
It's hard not to be a victim, but it should be resisted, because it's the worst way to approach unemployment. A negative attitude in a job interview is detrimental. It's almost impossible for a person to be effective if they focus on why they were laid off. Those are red flags and they destroy promising opportunities. It's pragmatic to avoid negativity and to instead focus on the future.Jill Randolph: How has the job market changed over the past year? Have you seen any signs of improvement, and if so, in which areas?
Jim Case: We are coming out of a very challenging job market, especially for recent graduates and students, because many organizations completely stopped recruiting as a result of the economic collapse. There have been anecdotal signs from employers at recent activities and events to suggest that the economy may be turning around. Their need to bring in entry level professionals indicates companies are starting to grow. NACE also published statistics showing that they are seeing some growth.
There has certainly been growth in federal government opportunities over the last couple of years which will likely continue. Other government opportunities related to education, and city and state governments, have been slower particularly in California due to state, county and local government budgets. There also seems to be increasing optimism in the private sector about opportunities expanding in the next six months to a year.
Jill Randolph: Do you feel California is faring better or worse than the rest of the country?
Jim Case: Southern California has relatively few large headquarters or regional offices of larger multinational or national organizations. Consequently, hiring relates predominately to local business. For the first time in several quarters, employers are recruiting, indicating that their businesses activity is increasing.
The big defense contractors in southern California are not robustly hiring because spending in that sector has leveled off. The entertainment industry has great variability, but is also showing a growing need. Other organizations made investments in new products during the financial crunch and now have new projects started, and are bringing back existing people and or new talent.
The best way to hear about these opportunities and get into these companies is by building a network, starting while students are still in school. Paving that path early on will lead to many potential opportunities.
