Tag: References

Help! I keep getting interviews, but they don’t turn into offers…

Career services advisors encounter one scenario with some regularity: a student or postdoc is in the midst of a job search, and is frustrated because they are not getting the offers they hoped to receive.  They want us to figure out what is going “wrong” and how to fix it.  While there is rarely a quick explanation, or even a sure “fix,” there are some ways to pinpoint behaviors that students and postdocs could change to improve their outcomes.   If you find yourself in this situation:

First, acknowledge that getting to the interview stage means you have desirable qualifications.  Sometimes job seekers lose sight of this fact when feeling frustrated with their search.  Sometimes that frustration can carry over into your interactions with future employers, and this is to be avoided if possible.  Remember instead: past interest from employers generally suggests that your application materials are well targeted to the jobs you seek.  

Evaluate all you are doing to prepare for your interviews. Are you researching the employers, deciding on what examples of accomplishments you want to share in the interview, clearly articulating your career goals and your potential, doing a mock interview to get some practice under your belt?  Can anything be strengthened at the preparation phase, before the interview actually takes place?

Consider if you are respecting the etiquette conventions of the interview process. Are you getting to your interviews early, dressing professionally, and greeting everyone pleasantly? Are you acting in a way that fits with the culture of each employer?  Do you ask interested questions, and express enthusiasm for the position and organization? Do you send a thank you note (or email) after each interview?

Do you take time at the end of each interview to consider how the process went? Reflect on what questions you answered well and what was unexpected or not handled smoothly.  In particular, questions about salary can be mishandled if the discussion leads the employer to believe you want much more than what they might have budgeted for the position.  What information did you get during the interview about the responsibilities of the position, or that might even indicate the interviewer’s experience of you? A few moments of analysis after the interview can help you in any future interview situation, and sometimes even help you shape any follow up during the rest of the selection process.

Do you know if or when your references are being contacted? Do you believe that you are getting strong support from your referees? (Someone who doesn’t speak highly of you can end up hurting your chances of getting an offer, “damning with faint praise.“)

Finally, remember that there are aspects to hiring that go beyond your interview performance. Sometimes there are inside candidates, changes to funding situations or priorities that shift during the hiring process.  Occasionally, the “fit” with the culture or future direction of the organization just isn’t there, even when you have the right skills for the job at hand.  

Whether or not you have yet to receive an offer, reflecting on some of the points above will undoubtedly improve your future interview experiences.  Ultimately, the best you can do as a job seeker is to be prepared, present yourself thoughtfully, and acknowledge that some rejection is part of most job searches, as is a lot of ambiguity.   At any time, if you want support in your job search, including talking about interview strategies, please make an appointment with Career Services advisors.  We are here to help!

Cultivating References

Tiffany Franklin, Associate Director

refWhen it comes to the job search, references are an often overlooked or last minute aspect, although they play a key role in the background check employers conduct. You’ll notice that applications ask you to list references when you first apply and then as you move through interview rounds, your prospective employer will ask for them prior to extending an offer.

They ask for these to verify that what you say is accurate in your application materials and during your interviews. If employers are choosing between top candidates, the strength of a reference can make all the difference.

So, how do you select the people to ask and what are the etiquette rules around asking for references?

  1. Make a list of supervisors you’ve had in your past internships, professional jobs, research positions, summer jobs, volunteer work, and your professors/academic advisors. Select the ones that can speak to your work ethic, problem solving, communication skills, leadership ability, specific technical skills, and/or teamwork.
  2. Contact your references, let them know about your job search, and ask if they would be available as a reference and if they could give you a good recommendation.
  3. Compile contact information for these confirmed references including current job title, company name, address, email, and phone number. Add a line about the context in which they supervised you or if you took their class and the dates. Have a sheet of references that accompanies your resume, but is a separate document. There is no need to write “References available upon request” on your resume since it’s a given.
  4. Provide your references updates about your search, including info about the kinds of organizations you are targeting, when they might be hearing from the employer and/or when the written letters of reference are due for your application. Respect their time and be sure to give plenty of notice for written letters.
  5. Keep your references posted regarding your progress in your job search. Be sure to thank them for their help with a formal written thank you note or card.

Keep in mind that it’s much easier to ask for references when you take the time to keep in touch with former supervisors and colleagues every few months. Demonstrate genuine interest in maintaining contact with them and not just when you need something. Get to know you professors by attending office hours and contributing in class. This will help your reference learn more about you and have more insights to provide your prospective employer.

For more questions concerning references, you can make an appointment with a career advisor by calling 215-898-7531 or you can come by during regular walk-in hours.

Achieving Career Goals with a Personal Board of Advisors

Many of you have successfully identified either short-term or long-term career goals but can still struggle with how to “get from here to there” with your plans. If you stop to think about it, you can probably identify some of the things that have helped you achieved past goals you have set for yourself.

What helps us achieve a goal or purpose?

  • Clarity of understanding, enthusiasm or motivation for a goal
  • Information and access to resources
  • Ability to take risks and to take action
  • Accountability (holding self to course of action)
  • Ability to learn from experience, gain insight
  • Recognition of accomplishment (keeps us motivated to tackle the next thing on our list)

A mentor or advisor is someone who can add to our abilities in each of the areas above; who can accelerate the process of attaining goals, minimize both the effects and frequency of derailments, and expand our knowledge as we progress from goal to goal, and celebrate achievements.  That being said, most mentors and advisors do not have every skill or expertise you will need to develop to move ahead in your own professional development.  For example, a great researcher isn’t always a great communicator; a great writer may not be a great connector.  This is where the idea behind having a personal board of advisors for your career comes in:  rather than relying on a single advisor, you are more likely to succeed if you reach out to more people, and have their complementary skills and strengths serve your varying needs and goals.   This is a very strategic form of networking for professional development.

Does this idea intrigue you?  Here are some guidelines for creating a personal board of advisors for your career:

  • Identify people with strengths or experience you seek
  • Identify people with connections to others, or connections to resources that can help you
  • Identify people you respect but who have differing perspectives than your own
  • Identify people who will help you stay accountable

Think about a consortium of 4-5 people that would together have the expertise to meet your short term, and even some long term goals.  Who do you already know that fits one or more of the above criteria?  Personal advisory boards can be made up of individuals from any part of your life; not just school or work: family, friends, teachers, former supervisors, current advisors, coaches, leaders in certain fields of interest, alumni of your school or program.

For example, one of my current career goals is to develop my strengths related to leading a team. My board of advisors currently looks like this:

  • 2 former supervisors who have a lot of experience in my field, career counseling graduate students (strengths and connections)
  • 1 cousin, who has significant managerial experience in a totally different field, management consulting (differing perspectives)
  • 2 friends from graduate school, who provide psychological support, have seen my career grow over time (more than 15 years!), and serve as “cheerleaders” (keep me accountable, recognize accomplishments)

What do you need to do to make the most of the “wisdom” or strengths of your career advisory board?

  • Be prepared to discuss your goal(s)
  • Develop the ability to discuss both strengths and weakness; self-insight is required for this
  • Be open to feedback; and be willing to do things differently or see things differently
  • Have regular contact, including follow up after each interaction
  • Express gratitude and reciprocity (be engaged, appreciate your advisors’ efforts, and even offer to help others)

For more information on this concept, read some of the many articles online (some great ones are linked below), and share your networking and professional development goals by making an appointment with a Penn Career Services advisor: http://www.vpul.upenn.edu/careerservices/appointments

Personal Board of Advisors articles:

How (not) to talk about THE BAD TIMES

by Rosanne Lurie

If you are paying close attention to Career Services (and likely others) you have probably gotten the message that internships are the hottest ticket to a career.  Many, many Penn students pursue internships during the course of their time at school; and with great success, as internships often provide valuable experiences and connections.  But what happens when your internship was a dud?  What if your responsibilities bored you, were confusing or too hard, or your supervisor was a difficult or indifferent boss?

We know that supervisors who were not good managers, or work experiences that were less than positive, are a tricky subject when you are actively networking or interviewing.  How should you handle the topic of a difficult work experience while going forward in your job search?  Here are a few constructive approaches:

1)      What can you say about yourself handling a difficult situation, if the supervisor you had did not manage you the way you would have wished or the position was not a good fit?  How did you meet the challenge or do problem solving? What were you able to do to improve the situation?

2)      How have people in your network handled their challenging or negative experiences? Learning from others can help you manage your own take on your situation.  Here’s one person’s response to a bad internship http://internships.about.com/od/internstories/a/rbottnerstory.htm.

3)      When in a job interview, NEVER say outright negatives about your internship or blame your former supervisor for your troubles.  A prospective employer will assume you might be a difficult employee, or possibly speak about them negatively, and will not be inclined to risk hiring you.   Also, blaming others can indicate that you aren’t taking responsibility for your own actions.

4)      Consider carefully the qualities you would want in a manager. When you are interviewing, communicate this in a positive way.  “Once a project is explained to me, I can work very independently;” rather than “ I don’t like it when I feel like my boss is breathing down my neck.”  Be aware of which environments will help you excel.

5)      If you need a reference, but are not sure that a former supervisor will give you a good one, then ask another coworker to be your reference – someone who will speak about your accomplishments.  Coach them about which of your skills to emphasize – documents such as your resume and descriptions of jobs can help.

In sum, there are ways that you can respond to bad experiences that offer better outcomes than dwelling on them.  By managing your perceptions, evaluating your responses, demonstrating your skills when faced with challenges, and identifying supportive individuals to serve as references, you will sail forward in your career.

More advice can be found in these useful links:

http://blogs.uww.edu/internships/2009/10/26/forget-the-ghosts-beware-of-the-bad-internship/

http://www.bu.edu/careers/internships/evaluating-internships.html