Guide to Internet Job Searching 2004-2005 - eBooks Archive

290 Pages·2004·2.26 MB·English

Guide to
Internet Job
Searching
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Guide to
Internet Job
Searching
2004–2005 Edition
Margaret Riley Dikel and Frances E. Roehm
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DOI: 10.1036/0071442545
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Contents
FOREWORD vii
PREFACE ix
ACKNOWLEDGMENTS xi
1 Pounding the Virtual Pavement: Using the Internet 1
in Your Job Search
2 Your Resume on the Internet 27
3 The Great Job-Lead Banks 43
4 Jobs in Business, Marketing, and Commercial Services 53
5 Jobs in Law, the Social Sciences, and Nonprofit Organizations 65
6 Jobs in the Humanities, Recreation, Hospitality, 79
and Personal Services
7 Jobs in the Natural Sciences, Health, and Medicine 93
8 Jobs in Engineering, Mathematics, Technology, 109
and Transportation
9 Opportunities in Government, Public Policy, and Public Service 131
10 Entry-Level and Summer Employment, Internships, and Co-ops 141
11 State and Local Resources for the United States 149
12 International Opportunities 205
13 Resources for Diverse Audiences 227
14 Lifelong Career Planning 237
15 Executive Job Searching Online 253
Index of Cited Resources 261
Subject Index 273
v
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Foreword
What is the sound of one hand clapping?
Job seekers and employers alike are guilty of aligning their interests so poorly
that they seldom meet. The result is that corporations are taking longer than
ever to fill their open positions and the candidates they seek are taking even
longer than the companies to find the right position.
It doesn’t have to be this way.
Armed with the newest edition of Guide to Internet Job Searching, you can
quickly identify, target, research, and successfully apply for the jobs you want
and qualify for. The authors, pioneering experts about how job hunting has
been transformed by the Internet, offer well-organized practical advice on how
to overcome any job-hunting challenge.
Especially important are the resources in this edition that will help you
thoroughly examine and study the companies, firms, and agencies that have
the openings you seek. Don’t skimp when it comes to research, for the
following reasons:
1. On average, companies fill one-third of their open positions with their own
employees. That may seem like fewer openings for you, but think of it another
way. Once you get in, there is opportunity to grow. How important is that to
you? Would you willingly pass up a firm that couldn’t demonstrate
development opportunities? And would you be willing to work extra hard to
develop a relationship with a firm that “walked the talk”? Learning all you can
on company websites can help you match what they offer with what you really
want. If there is a link from the company website’s home page for “employees,”
follow it. What you learn will help you decide whether this company knows
how to treat its employees. Look for profiles of employees with backgrounds
like yours. When you develop a contact in the firm, you might also ask to get a
glimpse of some of the jobs that will be posted shortly to the company’s website
but are still available only to the staff. Firms with the most successful employee
bidding programs will have the most entry-level positions and the best
retention. They are harder to get into but worth the effort to prepare yourself to
be there.
2. Of a firm’s new hires from the outside, one-quarter are the direct result of a
current employee referring the successful candidate. Most firms have
vii
significantly strengthened their employee referral programs since the Internet
Copyright © 2004 Margaret Riley Dikel and Frances E. Roehm. Click here for terms of use.
viii FOREWORD
was introduced. Good employee communication via e-mail, the intranet, and
the Internet is the key. Some firms are finding 50 percent of all their hires
through referrals by their employees. The “half-empty” attitude looks at a
statistic like this and sees an obstacle. They feel it is always about who you
know, not what you know. The folks who believe the glass is half full realize
they probably know or can meet almost anyone. (Of course it helps to have a
copy of this book.)
To illustrate the importance of networking, my partner and I know of one
Northeast firm that hired a thousand employees in 2002. Two hundred were
hired as a result of the resume they submitted on the company’s website.
Another two hundred were hired as a result of an employee in the company
who submitted their resume (or the candidate mentioned the referring
employee when applying online). Sounds like these two approaches are equal,
right? Wrong. The two hundred hires that resulted from website submittals were
selected from a total of fifty thousand applications while only six hundred
employee referrals produced the same number of hires (two hundred).
Where would you spend your time if all firms had similar statistics? Would the
best use of your time be to apply online to every company—over and over
(because most recruiters will automatically eliminate resumes more than thirty
days old)? Do you want a one in five hundred chance, or a one in three chance?
I know where I’m spending my time. I wouldn’t apply without researching how
to network to an employee in the firm I targeted. Instead of applying to a
hundred jobs a week, I would apply to a dozen—and I’d spend the bulk of my
time researching, meeting, and networking to employees who could refer me.
Use this book to find leads that will open positions you qualify for. Use it to
better research the companies who are advertising these openings, and then use
it to network to employees in your target companies who can refer you. What is
the sound of one hand clapping? It is the quiet sound of the handshake
between a company’s recruiter and the candidate the company will hire.
Gerry Crispin, SPHR (Senior Professional, Human Resources)
Coauthor, CareerXroads (careerxroads.com)
International Consultant for Online Recruiting and Staffing