Insights

It’s an odd thing, but managers often underestimate the importance of how a candidate presents and behaves in a job search. They’ll sense when a candidate does something admirable or jarring, but they can’t always articulate why, or they struggle to assign proportionate meaning to the moment.

 

This is the third of three articles that highlights (through contrast) how top talent distinguish themselves in their journey to secure a new job. The intended audience is hiring managers (wishing to make better hiring decisions) and job seekers (wishing to benchmark themselves against top talent).

 

This third article looks at the effort and skill applied to discovering new job opportunities by top talent (in bold).

 

 

Search Strategy

 

Starts with a realistic baseline. Has gathered forthright feedback from credible sources on their capability, impact and growth potential.

Hasn’t sought or heeded forthright feedback from credible sources. Often overestimates their capability, impact and growth potential.

 

Thoughtful about their career arc – where they’ve been, where they are, and where they’re going. The decision to move is weighed with this in mind.

The decision to move is opportunistic, often based on more money or status, or in response to adversity.

 

Has researched companies of interest to prioritise their search effort, triangulating data points from diverse sources (analyst research, financial statements, customer case studies, employees reachable via their network, etc.).

Hasn’t researched companies of interest. Can sleepwalk into formerly glorious companies with declining revenue & profitability, cultural dysfunction, high staff attrition, or customer acrimony.

 

Open to being surprised by companies they hadn’t considered or heard of.

Closed to considering companies outside of their central vision.

 

Company prominence is incidental. Potential employers are prioritised according to their market relevance, leadership & culture, and compatibility with their career arc.

Tendency to consider companies in their central vision; herd mentality which sees them vying for roles in the most prominent companies (with the most competition).

 

Open to moving laterally or to emerging companies, especially if their current domain is subject to disruption.

Less open to moving laterally or to emerging companies. Often oblivious to impending disruption within their current domain.

 

Considers passive (unsolicited approaches via network & LinkedIn, etc.), active (recruiter engagement) and proactive (network & direct company solicitation) channels. Least likely to need proactive channels, but most willing to pursue them.

Considers passive (unsolicited approaches via network & LinkedIn, etc.) and active (recruiter engagement) channels. Most likely to need proactive channels, but least willing to pursue them.

 

Search Execution

 

Frequently approached for opportunities internally & externally (typically by former managers, peers and customers). Most likely to move as a result of one of these approaches that satisfies their criteria. Their reputation precedes them.

Seldom approached for opportunities internally or externally. When they are engaged in a job application, will often be eliminated by background checking without being aware of it. Their reputation precedes them.

 

Treats a job search as a disciplined & qualitative process. Tracks target companies, people, conversations and dates.

Scattergun approach to job search. Doesn’t track target companies, people, conversations or dates. Loses track of applications and conversations, coming across as transactional.

 

Messaging aligns to the value they bring to an opportunity (company & role) context. Targeted.

Messaging of their value is generic and is not targeted to the opportunity (company & role) context.

 

Takes ownership of their job search and is best placed to position their capability, achievements and aspirations.

Tends to try to outsource their job search to recruiters & intermediaries. Is happy to leave it to others to position their capability, achievements & aspirations.

 

Respectful of opportunity gatekeepers & advisors (recruiters, talent teams, executive assistants, etc.) and the evaluation & coaching they offer.

Tends to have superficial or transactional engagement with opportunity gatekeepers & advisors. This often reveals itself once the gate is in sight.