When I talk to creatives searching for their next job, I’m always curious about their targeting.
The employer dictates the schedules, interviews, and job outlines. However, this person has challenged that norm with a simple approach after the first interview.
I've spoken to a lot of candidates who go through a process with a potential employer and some even do (unpaid) assignments, and then, get ghosted.
Consider this headhunter question: “when I call your references what will they say about your work?”
On your profile, strike a tone that bridges the casualness of Facebook with the professionalism of your resume.
Be prepared to critically evaluate your past job performance. Show some humility.
I've seen employers decide not to move forward in hiring because the candidate did not follow up.
I hear this a lot, “I just want to know what’s out there.”
A great resource for insider tips on management and leadership, as well as smart career-focused inspiration, is …
My business model is set up to help brands find people, not people find brands.
I've been getting more than the usual number of emails from employed people interested in exploring new opportunities.
I can always improve at delivering better candidate feedback, especially for those who won't be moving forward in the hiring process.
I don't entirely share this from a point of self-empowerment but rather a note to help you potentially re-frame your understanding of the recruitment process.
In the spirit of improving your EQ, when speaking to a potential employer (or a headhunter), it's important to calibrate the speaking/listening equation.
This is different from the 2-3 sentence header I recommend candidates put at the top of their resumes.
A headhunter works directly with stakeholders to define a business opportunity, then creates and runs a process to hire for that opportunity.
I've been talking with multiple people recently laid off by tech companies.
While I have placed people across industries (from media to brand, for instance), the transition is perhaps a bit more linear than most people expect.
How much of this advice to a 22-year-old entry-level candidate is applicable to executives?
