Typically a recruiter will present four or five candidates to the manager, so perfecting your resume is critical. "The reality is we have a 'no' pile and a 'maybe' pile, and it takes four seconds to know where it winds up," says Glenn Fox, AOL's former head of recruiting and the CEO of Business Elite, an invitation-only website for senior executives and those who hire them.
Always include metrics that describe your work: How many direct reports did you have? What was your budget? And be sure to mirror your resume to the description of the job you want. If the position is "product marketer" and you've done that kind of work before, actually use the words "product marketing" to describe your experience.
As for cover letters, recruiters and managers are split on how much weight they carry. Some advocate writing only a few compelling sentences, because no one has time to read a drawn-out letter. Others still recommend the traditional format of three or four paragraphs to show off your writing prowess. Kevin Donlin, president of Guaranteed resumes, advises clients to add a PS note at the bottom of a cover letter with a punchy sentence on why you'd be great for the job. People tend to read those out of curiosity.
Clever packaging can only take you so far, though. Peter Cappelli, a professor of management at the Wharton School, argues that since the 1980s there's been a fundamental shift in the way companies hire. As with just-in-time manufacturing, in which companies lower inventory to reduce carrying costs, Cappelli says employers are adjusting to changing markets by plugging in perfectly suited workers from the outside when they're needed, then dropping them when they're done. He calls it the "just-in-time workforce."
That is bad news for job seekers who are hoping to reinvent themselves in this recession. "You're not going to change your career in this downturn," he says. "Nobody's going to hire you and say, 'I know you were in finance, but we're going to retrain you to be in marketing.'" Adds Neil Davies, a Microsoft staffing manager. "If we need five things, in the current market we're not really moving forward on people who have four out of the five."
Sometimes, though, even when you're not perfect on paper, you can make a great case for yourself.
GETTING TO YES
"I have no reason to hire you," said the hiring manager at SAS, the software company, when Pat Bennett walked in for an interview. Bennett, 52, had no background selling technology software. But she pitched herself as a perfect fit in a unit targeting financial services clients. Her last job had been at LexisNexis, handling high-strung attorneys every day. Surely she could deal with hedge fund managers too. In her second-round interview, Bennett gave a presentation showing how she'd approach the business in her first 30 days. She got the job.
In this environment, companies simply can't afford to hope you'll be able to do the job. You need to demonstrate it. "Gone is the time when you could have the first year to prove yourself," says Juliet Flint, a partner at Kleiner Perkins Caufield Byers who advises the firm's portfolio companies on talent and recruiting. "You need to have immediate impact in the first 30 days."
Well before you're hired, there are ways to show off your strengths. The CEO of tech startup AdaptiveBlue said the company just hired an engineer who found three problems in the software he'd be testing before he even came in for an interview.
Michael J.A. Ehrlich, laid off from his job in research equity sales at Oppenheimer, found another clever way to show prospective employers he would bring in new business. He persuaded one former client, a hedge fund, to let him use its office to conduct his job search. The boutique research shop JNK Securities Corp. was so impressed that it hired him less than three weeks later.
If you dazzle a company enough, it might even create a position to make use of your talents. After Chris DeBrusk sold his consulting firm, he started kicking around an idea for a product to help financial services catch any ethical lapses by doing surveillance on their own trading activity. He took his idea to half-a-dozen companies, including Sapient in Boston, where he had worked eight years earlier. His presentations laid out the business opportunity, what kind of revenue upside it could bring, and when. Sapient brought him on in February. "In my experience most firms have open requirements," says DeBrusk. "It's about building the relationship first and then finding the job."
So when you're following up on an interview, don't just send a pat thank-you note. Think about what you learned from the interview and show how it sparked some new ideas about the job. If you're reading an article that seems relevant, send it along with some commentary. "Every so often I would send an article to a vice president to let him know I was thinking about the market," says Sparno. "I'd write, 'Hey, John, interesting article on market dynamics,' just to show him this is a guy who's thinking not just about a job - I'm someone who can think strategically."
Even though the market is brutal right now, the worst thing you can do for your career is to take a job that doesn't fit you. Not only will you not do your best work, but when the recession ends (and it will), you'll be moving in the wrong direction.
"I didn't want any job just to have a job," says Jonathan Kooker, the law school grad, "because then, when people start hiring again in two years, I'd be stuck with experience I didn't want." Sure, he's only 31. He doesn't have kids or a mortgage. But he does have something 12.5 million people desperately want: an employer.
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