Job search is hard for military veterans and frankly everyone else. Some days, every step forward can be followed by two agonizing steps backward. Think about the perfect-fit position that gets away or comes to your attention a week after it was filled. Frustrations abound, and it can be a struggle for even the most ardent optimist to stay focused and positive in the face of such adversity. But sometimes, the challenges faced by a job seeker are self-inflicted. These are failures that are entirely corrigible if the job seeker makes the effort to become self-aware and improve his or her odds of success. The best test for this process is to honestly and candidly ask yourself the question: Would you hire you?
When a job seeker imagines how she may come across to a potential employer, the key is for her to understand the situation from the other side of the desk. When managers hire employees, it is true that they are attempting to solve organizational problems, but really they are trying to control risk. Most employers, even if they do not admit it to themselves, are more concerned with what might go wrong with an employee than the potential for what might go right. As a result, the job seeker’s appearance, attitude, preparedness and sense of etiquette communicate critical clues that convince the hiring manager that this candidate is the right one. The candidate who masters these factors immediately catapults to the front of the line for opportunity.
Appearance. We may abhor superficial judgments, but right or wrong, most humans make them on a regular basis. Grooming habits, clothing and social statements like jewelry, piercings and tattoos all communicate certain information about a job candidate. Even the most open-mined recruiter or hiring manager will judge a candidate immediately upon introduction.
What do your choices in this regard say about you? Is the “Born to Kill” tattoo on your forearm keeping with your brand image or that of your prospective employer? Do you know how people dress in the industry and at the organization you are targeting, and do you dress at least one level “up” from that expectation to show respect? If you are unsure about what your appearance says about you, ask knowledgeable insiders. This should be part of your networking and information-gathering campaign. Transitioning veterans in particular are often challenged to understand norms of dress and appearance where uniform standards are not evident.
Attitude. Most people with a basic level of emotional intelligence can detect another person’s general attitude within a few minutes of conversation. Few organizations make a habit of intentionally hiring the cocky and entitled at one end of the spectrum or the defeated and depressed at the other. Veterans in particular seem to straddle these extreme attitudes and must work harder than most to present the confident yet humble, constructive posture that employers seek.
How do you convey your general attitude when interacting with employers? Do you smile? Look people in the eye, utilize a firm and dry but not bone-crushing handshake? These things matter a great deal. Companies may believe that they are hiring based on skills and experience, but these intangible human qualities are what drive the humans making decisions to lean toward or against a certain candidate. Military personnel reviews often call this attitude “bearing,” but whatever the term used, it is a critical component of any job seeker’s offering.
Preparedness. In this age of near-ubiquitous free information on the Internet, it is unconscionable yet strikingly common for a job seeker to show up for an interview blissfully unaware of what the organization does, what the position requires or the personal biography of the hiring manager. Once upon a time, it was enough to ask good questions at an interview. Today, the candidate should already have the answers to a lot of them. Furthermore, a prepared candidate will know himself cold. He will be able to articulate what he is good at and know where he can improve. There are many lists of standard interview questions available on the Internet, and the smart job seeker will have thoughtful answers ready for all of them. In the case of veterans, it is especially important to be able to articulate how one’s military experiences apply to the needs of the employer. It is your job to be able to articulate your offering in meaningful and clear terms. It is naive and ineffective to assume that the other party will do your work for you.
Etiquette. Have you ever known a company to purposely hire an inconsiderate person? If two otherwise equal candidates are vying for one position and one is rude to the receptionist and fails to follow up with a personal thank-you note, which has the advantage? We live in an age of increasingly casual social interaction standards, but good manners never go out of style. Consult an etiquette guide if you are unsure but, again, ask yourself how you would want to be treated yourself and then exceed that expectation with others.
Feedback. Any effective job search will include careful attention to obtaining feedback. We all have blind spots, and sometimes our loved ones and friends are reluctant or unable to give candid advice. If you interview for a job and do not get called back, it is perfectly acceptable and, in fact, professionally admirable to seek frank feedback. If you receive bad news from an employer after an in-person interview, you might want to write back to request a 10-minute phone call to solicit feedback. Don’t get snarky with “why didn’t you pick me?” accusations. Most professionals will respond well to a polite, “I am disappointed I did not get the job. Can you give me some specific advice that I might be able to apply to my interactions with the next employer?”
In psychology, there is a concept called agency. It describes the ability of a person to take responsibility for his actions and assume that he is the primary actor in his environment. Unlike the old breakup cliché “It’s not you; it’s me,” sometimes it really is you. It is a tough message to take to heart, but the sooner it is understood, the sooner the job seeker will experience success. For most people, the job search process is full of episodes of disappointment and rejection. It is too easy to blame other people or impersonal circumstances for the shortfalls. The most successful job seekers are those who have the ability and self-critical knowledge to discern how they come across to others. When you are sure that, if the tables were turned, you the employer would hire you the candidate, you will be ready to take on the world and win.
Peter A. Gudmundsson is the president and CEO RecruitMilitary, a 16-year-old company that helps organizations excel by leveraging the talent of veterans. RecruitMilitary helps companies attract, appreciate and retain high-quality veteran employees and students. Most of Gudmundsson’s career has been dedicated to leadership in media, education, information and intellectual property intensive businesses. He has run a diverse range of companies and was president of Jobs.com and Primedia Workplace Learning. Earlier in his career, Gudmundsson also served as Vice President of Corporate Development for Primedia Inc., KKR’s media company, in New York. A former U.S. Marines field artillery and intelligence officer, Gudmundsson began his civilian career as an investment banker at Morgan Stanley. He is a graduate of Harvard Business School (MBA) and Brown University (B.A.).
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