The Official Dice Technology Job Search Guide

The Official Dice® Technology Job Search Guide Dice Career Solutions, Inc.

The Official Dice® Technology Job Search Guide

The Official Dice® Technology Job Search Guide Dice Career Solutions, Inc.

The Official Dice® Technology Job Search Guide Published by Wiley Publishing, Inc. 10475 Crosspoint Boulevard Indianapolis, IN 46256 www.wiley.com

Copyright © 2007 by Dice Career Solutions, Inc. Published by Wiley Publishing, Inc., Indianapolis, Indiana Published simultaneously in Canada ISBN: 978-0-470-11337-0 Manufactured in the United States of America 10 9 8 7 6 5 4 3 2 1 No part of this publication may be reproduced, stored in a retrieval system or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning or otherwise, except as permitted under Sections 107 or 108 of the 1976 United States Copyright Act, without either the prior written permission of the Publisher, or authorization through payment of the appropriate per-copy fee to the Copyright Clearance Center, 222 Rosewood Drive, Danvers, MA 01923, (978) 750-8400, fax (978) 646-8600. Requests to the Publisher for permission should be addressed to the Legal Department, Wiley Publishing, Inc., 10475 Crosspoint Blvd., Indianapolis, IN 46256, (317) 572-3447, fax (317) 572-4355, or online at http://www.wiley.com/go/permissions. Limit of Liability/Disclaimer of Warranty: The publisher and the author make no representations or warranties with respect to the accuracy or completeness of the contents of this work and specifically disclaim all warranties, including without limitation warranties of fitness for a particular purpose. No warranty may be created or extended by sales or promotional materials. The advice and strategies contained herein may not be suitable for every situation. This work is sold with the understanding that the publisher is not engaged in rendering legal, accounting, or other professional services. If professional assistance is required, the services of a competent professional person should be sought. Neither the publisher nor the author shall be liable for damages arising herefrom. The fact that an organization or Website is referred to in this work as a citation and/or a potential source of further information does not mean that the author or the publisher endorses the information the organization or Website may provide or recommendations it may make. Further, readers should be aware that Internet Websites listed in this work may have changed or disappeared between when this work was written and when it is read. For general information on our other products and services or to obtain technical support, please contact our Customer Care Department within the U.S. at (800) 762-2974, outside the U.S. at (317) 572-3993 or fax (317) 572-4002. Library of Congress Cataloging-in-Publication Data: The official Dice technology job search guide. p. cm. ISBN 978-0-470-11337-0 (pbk.) 1. Information technology--Vocational guidance. 2. Engineering--Vocational guidance. I. Dice Career Solutions, Inc. T58.5.O42 2008 004.023--dc22 2007008103 Trademarks: Wiley, the Wiley logo, and related trade dress are trademarks or registered trademarks of John Wiley & Sons, Inc. and/or its affiliates, in the United States and other countries, and may not be used without written permission. All other trademarks are the property of their respective owners. Wiley Publishing, Inc., is not associated with any product or vendor mentioned in this book. Wiley also publishes its books in a variety of electronic formats. Some content that appears in print may not be available in electronic books.

About the Author

Dice is the leading career site for technology and engineering professionals. With a 16-year track record of meeting the ever-changing needs of technology professionals, companies, and recruiters, our specialty focus and exposure to highly skilled professional communities enable employers to reach hard-tofind, experienced, and qualified technology and engineering candidates.

v

Credits

Executive Editor Carol Long

Project Coordinator Kristie Rees

Development Editor Brian Herrmann Technical Editor Dice

Graphics and Production Specialists Sean Decker Brooke Graczyk Jennifer Mayberry

Production Editor William A. Barton

Quality Control Technician Jessica Kramer

Copy Editor Luann Rouff

Proofreading and Indexing Aptara

Editorial Manager Mary Beth Wakefield Production Manager Tim Tate Vice President and Executive Group Publisher Richard Swadley Vice President and Executive Publisher Joseph B. Wikert

vii

Contents

Introduction

xv

Part One

Getting Started

1

Chapter 1

The IT Field General IT Field Information

3 3

Job Outlook Education Requirements Skills Requirements Work Environment Earnings

4 4 5 6 6

Top Wanted IT Skills Technology Careers Database Development and Administration Digital Media Networking Devices Network Infrastructure Network Security System Administration Enterprise Resource Planning (ERP) Programming Web Development and Administration Technical Writing Technical Training IT Management

Business Analysis Future Wanted IT Skills Wireless Networking AJAX Web 2.0 Mystique

Summary

6 9 9 10 10 10 11 11 11 12 12 12 13 13

14 14 14 16 16

18 ix

x

Contents Chapter 2

Tech Job Testimonials Business Intelligence Architect Enterprise Architect IT Directors IT Project Manager Microsoft Access Developer Software Analyst Software Developer Software Test Engineer Systems Administrator Systems Manager Tech Support Tech Support Management Tech Writer Technical Trainer VP Software and Services Web Developer Webmaster IT Operations Analyst Network Analyst Summary

19 19 21 23 25 26 28 29 31 33 34 36 37 39 40 42 44 46 47 48 50

Chapter 3

IT Job Searching Process Overall Steps Seeking Your First IT Job after Graduation Getting Out of a Bad Work Environment Returning after a Long Break Changing Careers to IT Moving to IT Management

51 51 53 54 55 56 57

Reasons to Not Be a Manager Reasons to Be a Manager How to Make It Happen

58 58 60

Summary

63

Part Two

Preparing for Your New IT Job

65

Chapter 4

Training and Certification Certifications in the IT World Getting the Most Out of Certifications IT Certifications Preparing for Certification Exams Summary

67 67 69 70 71 72

Chapter 5

Evaluating Yourself and Building Asset Statements Assessing What You Have to Offer

73 73

Taking Stock of Your Content Knowledge Identifying Your Transferable Skills Assessing Your Personal Qualities

Defining Asset Statements

74 75 79

81

Contents Building Your Case with Asset Statements Step One: Identify the Employer’s Needs Step Two: Identify Which of Your Assets Can Meet the Employer’s Needs Step Three: State the Benefit of Your Assets to the Prospective Employer Step Four: Give an Example of a Past Accomplishment

Developing Your Asset Statements Digging Deep for Asset Statements Scripting Your Asset Statement Making It Flow Example Asset Statements Asset Statements with Quantified Outcomes Asset Statements with Nonquantified Outcomes Asset Statement FAQs

Chapter 6

82 83 83 84 84

85 85 87 88 89 89 90 91

Summary

93

Your Resume Defining the Resume

95 95

Traditional Resumes versus Electronic Resumes

Biggest Resume Mistakes Too Long Too Short Laundry Lists of Duties No Clear Objective Lack of Customization Poorly Worded Typos and Errors Crowded or Hard to Follow Visually Writing Style/Editing

Writing a Traditional Resume: A Step-by-Step Approach Step 1: Name and Contact Information Step 2: Objective Step 3: Qualifications Summary Step 4: Technical Skills Step 5: Professional Experience Step 6: Education and Training Step 7: Optional Sections

Resume Design and Layout Margins Font Style and Size Bold, Italic, and Other Styling Spacing Paper Printing and Distributing

Resume Writing — Variations on a Theme Functional Resumes Curriculum Vitae (C.V.)

96

96 97 98 98 99 99 99 100 100 101

102 102 105 106 110 111 115 116

120 120 120 121 121 122 123

123 124 124

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xii

Contents Resume Quality Control Checklists The eResume eResume Types

127

Converting Your Resume to an eResume: Step-by-Step

128

Step One: Save as ASCII Step Two: Clean Up the Formatting and Layout Step Three: Check Length and Remove Page Breaks Keywords

128 129 130 130

Sample Resumes General IT Resumes Chronological Resume Samples Functional Resume Samples Electronic Resume Sample

Chapter 7

125 126

131 131 139 140 141

Summary

142

Your Cover Letter Defining the Cover Letter Cover Letter Categories

143 143 144

Letters for Definite Openings Letters When No Definite Opening Is Known

144 145

Writing Cover Letters: Step by Step

145

Step 1: Think Before You Write Step 2: Writing the Beginning Step 3: Writing the Middle Step 4: Writing the End

146 148 149 151

Design, Layout, and Delivery Language and Flow of Your Cover Letter Layout Font Style and Size How to Send Your Letter

Summary

151 152 152 155 156

156

Part Three Finding and Getting Your Desired IT Job

157

Chapter 8

159 159

Job Searching Online Searching Using Dice.com Using ClearanceJobs.com

Job Fairs Using Targeted Job Fairs (TJF)

Networking Using a Recruiter Know Their Type Work with Honest Professionals Running the Numbers Candidate Responsibilities Making the Deal

Summary

161 165

169 169

171 173 173 174 174 175 176

178

Contents Chapter 9

Interviewing and Negotiating Phone Interviews In-person Interviews Interviewing Tips: Setting Yourself Apart Know the Company Communicate and Relate Ask Questions Dress to Impress Review You Think Sales Know the Players Put Yourself in Their Shoes Prepare for Objections Close the Deal Follow Up after the Interview

Sample Interview Dialogue Roger’s Interview Fred’s Interview

181 182 182 183 183 184 184 184 185 186 186

187 187 190

Negotiating Salary and Benefits

192

Preparing for Negotiations How to Negotiate

192 194

Summary

Part Four

179 180 181 181

Appendixes

195

197

Appendix A Independent Consulting

199

Appendix B Security Clearance Frequently Asked Questions

209

Appendix C Avoiding the Pitfalls of Digital Dirt

221

Index

225

xiii

Introduction

This book is a comprehensive job search guide dedicated to helping you find and obtain an IT job, whether you’re already an IT professional or are new to the field. The process of landing a tech job isn’t the same as the process for other jobs. Therefore, this book addresses specific topics, guidelines, and steps that will help you discover and land a job in the technology field in a more efficient and timely matter. Some of key areas discussed in this book include the following: ■■

Most desirable IT skills

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Does certification really matter in the IT world?

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Preparing an IT cover letter and resume

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Searching for tech jobs on Dice.com

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Sample interview dialogues

How This Book Is Organized The following parts provide a brief overview of what’s covered in the book and how it’s organized.

Part 1: Getting Started Before diving into your IT job search, you should first be familiar with the tech field, the different job positions, and the overall process of an IT job search. Thus, these topics are covered in the first part of the book. Learning about the xv

xvi

Introduction

technology job market, including where the hot jobs are and understanding the skills employers need helps you make better choices during your quest for an IT job. This part also gives you insight into many different IT jobs, including how others have gone about landing them and their day-to-day responsibilities, and offers tips on the IT job search process based upon particular career situations.

Chapter 1: The IT Field This chapter helps you understand the technology job field. You’ll learn about the IT job market to help you make informed decisions about your IT career. Also covered are the hot IT skills currently needed in the industry and a look into areas that are likely to be in need of your skills in the future.

Chapter 2: Tech Job Testimonials To give you a better understanding about different tech positions, this chapter gives you an inside view of what actual employees think about their jobs. This is a great opportunity for you to learn from the real-world scenarios of IT professionals. You can use these testimonials to help you figure out which position is best for you.

Chapter 3: IT Job Searching Process This chapter explains the basic steps to take during the journey of searching for and landing your desired IT job. In addition, you’ll learn specific steps you can take and things to consider based upon particular situations, such as getting an IT job fresh out of school, advice when changing careers to IT, and tips to move into management.

Part 2: Preparing for Your New IT Job Now that you have an understanding of the IT job market, insight into several different particular IT job positions, and a better idea of the kind of job you would like to pursue in the IT field, you can prepare yourself for that dream job. You should evaluate the different IT certifications that may help you learn or enhance technical skills. You should also work on your resume, a topic covered in detail in this part.

Introduction

Chapter 4: Training and Certification This chapter discusses certifications in the IT world. Among other tips provided, you will learn how to get the most out of IT certifications. In addition, you’ll also learn about popular certification programs and how to study for the exams.

Chapter 5: Evaluating Yourself and Building Asset Statements This chapter helps you zero in on specifically what you have to offer prospective employers and how to provide evidence of these assets with asset statements—brief “stories” that demonstrate how you’ve used your IT strengths and talents to make a contribution to former employers. These asset statements will form the foundation for your resume networking conversations, and, most important, aid in your replies to questions during interviews.

Chapter 6: Your Resume This chapter shows you how to quickly attract a screener’s interest based on what employers look for in IT resumes, along with step-by-step instructions on assembling this crucial document.

Chapter 7: Your Cover Letter This chapter provides valuable tips and guidelines for creating cover letters that will open the door to new IT career opportunities. You never have a second chance to make a first impression, and your cover letter is your first impression. This chapter helps ensure that your IT cover letter stands above the competition and impresses hiring managers.

Part 3: Finding and Getting Your Desired IT Job This final part of the book describes different job searching methods, including, of course, Dice.com. It also offers guidelines and useful tips for your interview(s) to help ensure that you land your desired job. Two sample dialogues from two competing candidates and their interviewer, one of which is “good” and another that is “bad,” highlight the value of these suggestions.

Chapter 8: Job Searching This chapter describes where you can find tech jobs and discusses job-seeking activities such as networking and job fairs. You’ll also be introduced to the largest tech job site on the Internet—Dice.com. In addition, you’ll learn valuable tips about working with recruiters.

xvii

xviii Introduction

Chapter 9: Interviewing and Negotiating This chapter offers you guidelines and tips for IT job interviews. Using the suggestions in this chapter will help ensure that you make a good in-person impression and show you have both technical acumen and soft skills such as communication and presentation abilities.

Part 4: Appendixes These sections contain some additional content related to the IT field that you may be interested in.

Appendix A: Independent Consulting As an IT professional, you may want to look into becoming an independent consultant and working on your own, rather than being employed by someone else. This section discusses the benefits of doing so, gives you some insight into consulting, and contains tips on getting started.

Appendix B: Security Clearance Frequently Asked Questions This information can help you better understand security clearances and how to obtain them, which is useful if you are interested in IT positions that require clearances.

Appendix C: Avoiding the Pitfalls of Digital Dirt Online social networking sites, such as MySpace.com, are becoming increasingly popular. Even if you don’t use these websites, others may be posting your personal information or photos, which employers, colleagues, or you may find inappropriate or embarrassing. This section discusses this issue, known as digital dirt, and how to battle it.

Who Should Read this Book Anyone actively seeking (or pondering) a job in the technology field should read this book. Whether you want to be a programmer, system administrator, or any other position in the technology field, and whether you are brand-new to the IT sector or have considerable experience, this book will help you throughout the process of searching for and getting an IT job.

PA R T

One Getting Started Before diving into your IT job search, you should first be familiar with the tech field, the different job positions, and the overall process of an IT job search. Each of these topics is covered in the first part of the book. Learning about the technology job market, including where the hot jobs are, and understanding the skills employers need helps you make better choices during your quest for an IT job. This part also gives you insight into many different IT jobs, including how others have gone about landing them and their day-to-day responsibilities. It also provides tips on the IT job search process based upon particular career options.

CHAPTER

1 The IT Field

Before diving into your IT job search, you should first be familiar with the tech field and the job market. This chapter helps point you in the right direction. In addition, to help you make informed decisions about an IT career, also covered in this chapter are the hot IT skills needed in the industry and a look into areas that are likely to be a big hit in the future.

General IT Field Information With literally billions of computers sitting on office desks throughout the world, and the massive networks that support digital communications, there is a huge need for Information Technology (IT) professionals. Companies are in dire need of people who can analyze, design, develop, test, support, and manage IT solutions. This high-demand field is likely to remain so for the foreseeable future. If you’re not already working in an IT job, now is the time to put yourself in a position to profit from this hot field. For those of you who are already working in IT, you should take advantage of the many opportunities to pursue a higher-paid position. There are plenty of opportunities for everyone, so don’t hold back. Go forward now and prosper!

3

4

Part I

■

Getting Started

Job Outlook The technology job market is back, and analysts predict it is only going to get stronger. Less than ten years after the Internet bubble turned some web CEOs into taxi drivers, competition for IT professionals is once again heating up, and you can be part of it. In fact, while the nation as a whole will see an upswing in tech hiring, up to 24% of CIOs plan to expand their IT departments in some areas of the United States, according to the IT Hiring Index and Skills Report conducted by Robert Half Technology in 2006. Although analysts warn that these trends can change quickly, a sufficient amount of evidence suggests good times are here for a while. The drive for new technology, combined with companies reporting healthy profit margins, paints a rosy picture for IT workers. Some of what is making the job market outlook in the IT industry so rosy is the baby boomer phenomenon. Every year between now and 2024, three to four million of the 78 million baby boomers born between 1946 and 1964 will celebrate their 60th birthdays, causing a mass exodus of Baby Boomers from the IT workplace. Even though a Baby Boom retirement brain drain seems inevitable, corporate America doesn’t seem to be gearing up for it to the extent that they should. A survey by the Novations Group found that while 60% of companies are seeing signs of an upcoming shortage of talent, only 32 percent are actively doing anything about it, such as recalibrating their promotion criteria or rethinking their recruitment strategies. Again, if you’re thinking about getting into the IT industry, or you’re already working as an IT professional and want to advance, now is certainly the time!

Education Requirements For most IT jobs, a college degree is a must. Although it is possible to land some positions without a degree under your belt, a four-year degree is usually required to progress within the IT world. A few years of related real-world experience, certifications, and certificates can function as a substitute for a degree in some cases, but keep in mind that nongraduates typically realize a smaller salary and find it hard to compete with other job seekers who do have higher education. However, don’t let that stop you from trying to get into the IT field. It will likely be well worth your time to work at a lower salary at first while completing a college degree. Once you have the degree, you’ll have some good practical experience and will be ready to demand awesome pay. There are several different degree tracks IT professionals follow, including the following: ■■

Computer Science: Computer science degrees concentrate on the study of basic principles and tools used by computer software professionals, including algorithms and data structures, programming languages, numerical and symbolic computation, operating systems, software

Chapter 1

■

The IT Field

methodology and tools, database and information retrieval, and artificial intelligence. ■■

Computer Engineering: Computer engineering degrees deal with analysis and design of computer systems, including the study of basic electronics, digital circuits, computer hardware, algorithms and data structures, programming languages, operating systems, and visualization and robotics.

■■

Electrical Engineering: Electrical engineering degrees concentrate on the study and application of electricity and electromagnetism. Electrical engineering is a broad field that encompasses many subfields, including those that deal with power, control systems, electronics, telecommunications, and computer networks.

■■

Management Information Systems (MIS): MIS degrees focus on the areas of organizations and technology. MIS covers theory, methodology, and hands-on experience to analyze, design, implement, and manage an organization’s information technology and information systems.

■■

Masters in Business Administration (MBA): In addition to a masters degree in any of the previously mentioned areas, an MBA is crucial in attaining an upper management position. MBA degrees include many business areas of study, such as accounting, marketing, economics, and business law.

Keep in mind that in the IT field, you should also have the appropriate skills to back up your education.

Skills Requirements The most important aspect to understand about the IT field is that your technical skills and knowledge are key to getting the higher-paying jobs. Unlike other industries, in IT it’s not often who you know, and it usually doesn’t matter where you went to school; it’s what you know. When attending higher-education schools, make sure you take classes that offer hands-on experience with the technology or area you would like to pursue in your IT career. In addition, you can usually find ways to get even more experience out of the school before you try to get that dream job. For example, you may have to work a lower0-paid position the first few years out of college to gain some experience before getting into a position you really desire. You could also think about entering into a co-op job or internship while in college to obtain more experience quicker. You can also receive additional familiarization with IT areas in your spare time. For example, if you want to land a job as a Visual Basic or C++ programmer, you can typically purchase the programming software at a discounted rate from a local college bookstore and use those tools to get some additional experience at home.

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6

Part I

■

Getting Started

Work Environment Of course, the work environment varies among the different types of IT jobs; however, most IT professionals spend a majority of their time in an office working in front of a computer and being participants at meetings — discussing topics such as the defining end user functional requirements, potential remedies for network problems, or plans for testing the deployment of a new application. Most IT professionals work at least 40 hours a week, and many have to work additional hours in the evenings and on weekends to meet deadlines or solve unexpected problems. In some cases, especially when the IT system for a company spans multiple cities, IT professionals need to travel periodically. Better communications technologies and the lower costs of mobile computers have enabled more technology professionals to perform work activities or communications remotely while away from their main office, such as at home or while traveling. In fact, some IT jobs allow you to work by telecommuting.

Earnings Not only does the growth and stability of IT jobs look good for the future, as discussed earlier, wages for IT jobs are also trending upward. Nationwide, the average high-tech salary grew 5.1% to $69,000 in 2005, a telling leap compared to a year earlier, when it grew at 4.3% according to Economy.com. In addition, while jobs and salaries were increasing, the number of tech-related layoffs was dropping. High pay is not always the most compelling reason to get a new job, but it sure doesn’t hurt!

Top Wanted IT Skills Are you wondering what technology or field you should get into? Want to make sure you get into a hot area? You can start off by reviewing Dice’s statistics for most sought-after skills by IT companies, as shown in Figure 1-1.

Chapter 1

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The IT Field

Top 10 IT Skill Sets (Q3 2006) Java SAP Oracle .net VB Bus Analyst QA Project Mgr j2ee Peoplesoft 5000

10000

15000

Figure 1-1: Dice’s Top Wanted IT Skills.

The following describes each of these skills: ■■

Java: Java is a programming language. It is owned by Sun Microsystems, and is used in Internet applications. For example, Java applets can be downloaded from a web server and run on your computer by a Javacompatible web browser, such as Netscape Navigator or Microsoft Internet Explorer. Java uses a syntax similar to the C++ programming language, but it is enhanced, which makes Java a clean, safe, secure, and object-oriented programming language.

■■

SAP: Systems Applications and Products (SAP) is one of the world’s largest inter-enterprise software companies and the third-largest software supplier overall. It is considered the best Enterprise Resource Planning (ERP) solution provider. An ERP system integrates all manufacturing functions, such as product planning, parts purchasing, maintaining inventories, interacting with suppliers, customer service, and order tracking, into a single system.

■■

Oracle: Oracle is a relational database management system (RDBMS) developed by the Oracle Corporation, one of the world’s largest enterprise software companies. Other database tools they develop include middle-tier software, enterprise resource planning software (ERP), customer relationship management software (CRM), and supply chain planning (SCM) software.

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Part I

■

Getting Started

■■

.NET: A term or trade name coined by Microsoft, .NET applies to a collection of Microsoft products and technologies that integrate information, users, systems, and devices to web services.

■■

Visual Basic (VB): Visual Basic is a programming language, developed by Microsoft, used to develop Windows software applications. VB enables developers to create applications that are easy to learn, use, and maintain.

■■

Business Analysis: Business analysis includes the tasks of analyzing the business needs of clients and stakeholders and identifying business problems, defining needs, and proposing solutions.

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Quality Assurance: Quality assurance includes the tasks of measuring, testing, and controlling to ensure good-quality work. For example, quality assurance helps eliminate errors and bugs during the development of software applications to prevent defective products during manufacturing.

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Project Management: Project management includes the responsibility of planning, coordinating, and controlling a project or group. For example, a project manager may be in charge of a team responsible for developing a new software application.

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J2EE: The Java 2 Platform, Enterprise Edition or J2EE for short, is a Java programming platform for developing and deploying enterprise applications, such as web servers, application servers, messaging software, and web services engines.

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PeopleSoft: PeopleSoft is a software company, bought out by Oracle Corporation in 2005, that develops software solutions for large corporations and organizations. It focuses on many aspects of business, including HRMS (human resource management), CRM (customer relationship management), and EPM (Enterprise Performance Management).

If you already have skills in these areas, then you have a lot of opportunities waiting for you in the current IT industry. If your skills are somewhat lacking in these areas, then consider getting some applicable training and certifications so that you’re better equipped to find the IT job that interests you. Keep in mind that the IT skills described above aren’t the only ones available; numerous other subcategories and specializations are also in demand as well. The areas just described are merely the most common.

Chapter 1

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The IT Field

Technology Careers Many different areas in the IT field offer career opportunities, such as the following: ■■

Database development and administration

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Digital media

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Networking devices

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Network infrastructure

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Network security

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System administration

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Enterprise Resource Planning (ERP)

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Programming

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Web development and administration

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Technical writing

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Technical training

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IT management

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Business analysis

These IT concentrations are discussed in the following sections. To learn more about different IT jobs, see Chapter 2, which contains ideas and information from IT professionals about a variety of different positions. This will give you real-world insight into the day-to-day activities you could expect when working in the IT world.

Database Development and Administration People in database development and administration are responsible for designing, creating, and supporting database systems to ensure that organizations have secure, reliable, and streamlined database systems to store and retrieve information, such as customer and sales information. Popular databases include SQL and Oracle. Possible job positions in this area include the following: ■■

Business intelligence architect (or knowledge architect)

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Database technician

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Database analyst

9

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Part I

■

Getting Started

■■

Database developer

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Database administrator

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Data architect

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Data analyst

Digital Media Professionals in digital media design and create digital media, including audio, video, graphics, and animations. Digital media is used in a variety of media outlets, including websites, software, video games, kiosks, and print media. Possible job positions in this area include the following: ■■

Multimedia specialist

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e-Learning designer

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Digital media designer

Networking Devices People working in this area are in charge of troubleshooting and maintaining all devices used on a network, including PCs, PDAs, and peripherals. This work ensures that the users of client devices have reliable network access. They may also manage a small local area network (LAN). Possible job positions in this area include the following: ■■

Service center technician

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PC technician

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Help desk technician

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Field support technician

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Customer service technician

Network Infrastructure Like those who support networking devices, the network infrastructure team works with networks but is responsible for the components that make up the network (such as routes and switches), rather than just the client devices. In addition, these individuals usually have to monitor, maintain, and upgrade the network infrastructure. Possible job positions in this area include the following: ■■

Network support technician

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Network analyst

Chapter 1 ■■

Network administrator

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Hardware installation coordinator

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Computer operator

■

The IT Field

Network Security This burgeoning field of professionals is responsible for ensuring and enhancing the security of a company’s networks and systems. They may also be responsible for developing and enforcing security policies and may perform risk assessments, security audits, and network vulnerability assessments. Possible job positions in this area include the following: ■■

Network security analyst

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Network security architect

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Network security engineer

System Administration System administration involves setting up, managing, and troubleshooting systems, such as Unix, Windows, or proprietary systems. For example, system administrators of a Windows system may set up and maintain user accounts, system profiles, and file privileges. Other tasks in system administration may involve monitoring of the system, ensuring optimum performance, and providing technical support and training. Job positions in this area are usually called system administrator or system admin.

Enterprise Resource Planning (ERP) Enterprise Resource Planning (ERP) is a business management system that helps companies manage the important parts of their business, including planning, manufacturing, sales, and marketing, through a common corporate database. Well-known ERP software providers include SAP; Oracle, which now includes PeopleSoft; and BAAN. Possible job positions in this area include the following: ■■

ERP business analyst

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ERP solutions architect

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ERP reporting expert

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ERP technical architect

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Part I

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Getting Started

Programming Programming involves authoring, maintaining, and updating computer code that makes up partial or entire software applications for internal use or for products. Popular programming languages include C, C++, Basic, and Java. Programming is needed for multiple types of platforms and operating systems, such as Windows, Palm, Linux/Unix, and proprietary systems. Possible job positions in this area include the following: ■■

Systems analyst

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Software quality assurance specialist

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Software architect

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Software application support

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Software developer (or programmer)

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Operating systems specialist

Web Development and Administration Web development and administration, like programming, involve writing code; however, this area concentrates on developing only Internet-based applications. Keep in mind that these application aren’t just used over the Internet but can also be run on individual PCs or networks. Possible job positions in this area include the following: ■■

Webmaster

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Internet systems administrator

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Internet site designer

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Internet security specialist

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Internet network specialist

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Internet e-commerce specialist

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Internet database specialist

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Internet application developer

Technical Writing Technical writing includes the design and authoring of documentation for technology products and services. For example, technical writing is needed to create user guides and manuals for consumer- and enterprise-level products such as computers, software, and other computing devices.

Chapter 1

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The IT Field

The most prominent job position in this area is technical writer. Another related position is technical editor.

Technical Training Technical training involves preparing and performing training related to a given aspect of IT. This support can be performed for internal employees or offered to a company’s customers. Some of these professionals are employed full-time by larger companies, while others may work as consultants. Possible job positions in this area include the following: ■■

Technical trainer

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Training specialist

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Training developer

IT Management IT management, such as project management or director positions, typically involves overseeing and being responsible for a team or project. This usually includes the planning, monitoring, directing, and controlling of a defined project. Critical to the success of any project are its specifications, such as scope, deadlines, budgets, and resource availability. Project managers usually serve in this capacity for the duration of a single project, whereas directors usually stay indefinitely to manage all the projects given to their team. Keep in mind that some companies have program management positions, which manage a group of related projects. In addition, most companies have a chief information officer (CIO) or chief technology officer (CTO) who oversees all IT areas within the company. These types of management positions are typically needed throughout all the different IT areas described. Companies looking for management support are seeking individuals with knowledge and experience in the given area. Possible job positions include the following: ■■

Project manager

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Program manager

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Director

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Chief information officer (CIO)

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Chief technology officer (CTO)

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Business Analysis Professionals in this area determine the needs and requirements of the company to aid in IT decisions and direction, and may also include creating policies and procedures. For example, a business analyst will research and evaluate whether installing a wireless network would be feasible according to the company’s needs, considering the benefits, the costs, and the ROI before determining whether it would be a wise business decision. Possible job positions in this area include the following: ■■

Requirements analysis

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Business planning and analysis support

Future Wanted IT Skills To stay ahead of the crowd, it is important to keep abreast of new technologies, especially those predicted to become widely adopted in the future. Not only does this help you keep a job with your existing employer, it also prepares you for moving on and staying competitive with your peers. The following sections discuss a few growing areas in the IT field worth your consideration. Bear in mind that the tech field is likely the most rapidly changing one you could enter — exciting, challenging, and, most important, competitive. In addition to investigating other areas and technologies, keep your skill set up-to-date to ensure that you are well positioned when making career decisions.

Wireless Networking Behind the alphabet soup of wireless network technologies and standards is a long list of interesting career opportunities. Looking for a growth market? This is it. How can you tell that wireless networking is hot? Just pop open your laptop and log on to the Internet. Maybe you’re at home using your personal wireless network (or your neighbor’s). Maybe you’re at the office, or in an airport, or in a hotel lobby, or even on a park bench. In the near future, we’re going to expect access to a wireless hotspot virtually everywhere we go. As Frank Derfler, a connectivity expert who writes about networking for PC Magazine, puts it, “Wireless networking is beyond ubiquitous, it’s mandatory!” Of course, someone has to design, implement, and market all that mandatory infrastructure. Maybe that person is you. If you’re interested in networking, it’s absolutely vital to keep up with every fast-moving twist and turn in the technology. Of course, as Derfler points out, “You also need a solid foundation of networking knowledge and experience.”

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The term wireless networking encompasses many concepts, including local area networks (LANs), wide area networks (WANs), and even personal area networks (PANs), that are implemented with short-range Bluetooth technology. The most familiar technology is Wi-Fi — although Wi-Fi is not a technology per se but a wireless solution that conforms to the IEEE 802.11b or 802.11g standards. The consistency of 802.11b, its rapidly plunging costs, and its easy implementation have taken it from nowhere to everywhere in less than 10 years. 802.11b was followed by 802.11a, a faster but incompatible standard that has found some traction but has been overtaken by a third standard, 802.11g, which has five times the throughput of 802.11b but is backwardly compatible with all that legacy 802.11b equipment. But that’s not the end of the story. Designing wireless networks is like painting bridges: The job is never done. In January 2006, the IEEE ratified yet another standard, 802.11n, which promises increased range as well as 10 times the throughput of 802.11g and 40 times the throughput of 802.11b. “Wireless networking is at the point where it is eliminating the need to wire new houses and businesses with Category 5 cable. Last year, a Cat 5 cable drop in every room was mandatory in every building plan. This year that’s so ‘last year,’” Derfler says. Also on the horizon is WiMAX, which could represent another quantum leap in wireless range and speed. Chicago, Philadelphia, San Francisco, and Denver are but a few of dozens of cities that have put out RFPs to construct massive wireless networks — in the case of Chicago, a network that would cover a whopping 228 square miles. While it’s unclear if or how cities would charge for access, governments clearly feel that this kind of easily available connectivity is vital to keeping local economies humming. Proposals will be coming in from phone companies, local and national Internet service providers, and custom integrators, all of which are good places to keep an eye out for newly available positions in network design and management. On a much smaller scale, wireless networks need to be installed in private homes, offices, hospitals, hotels, and more. Everyone from The Geek Squad to local cable companies are getting in on the act. Small wireless LANs are relatively easy to set up (hence their rapid proliferation), but those low barriers to entry mean that while getting started may be a snap, it’s harder to follow through with professional finesse. Derfler sees career opportunities there. “Anyone can install a wireless network access point badly in just a few minutes,” he says. “Then professionals have to spend hours making it safe, secure, and reliable.” The bottom line? All the indicators are pointing up, and anyone with a decent amount of networking experience should pay attention to all the action in the wireless world. We may not be able to see wireless networks, but we’re all going to feel the impact of their power in the years to come.

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AJAX Do you want to create web pages with maps that scroll, or informational balloons that magically appear when needed? What about writing an online e-mail client for your business that acts just like Outlook on a PC, right down to the keyboard shortcuts? Web applications that act like desktop applications are in great demand. To add more punch to web pages, developers are increasingly turning to an emerging technique called AJAX, which is shorthand for asynchronous JavaScript and XML. The term was coined by Jesse James Garrett, an information architect, in an essay he published last year titled “AJAX: A New Approach to Web Applications.” Today, AJAX applications are employed on sites as diverse as Amazon.com, Flickr, Netflix, Salesforce.com, and Yahoo!, not to mention the internal websites of numerous companies. The AJAX poster child, however, is arguably Google Maps. Online map aficionados may remember how map sites used to work: They would display a static map image, and shifting the map’s focus, or zooming in or out, required clicking the relevant link and then waiting for the page to reload. With Google Maps, however, you can drag a map in any direction with your mouse cursor, or immediately zoom in or out. While that fluid user experience is common for desktop applications, until recently it just wasn’t available on Web pages. In short, AJAX creates all sorts of possibilities for developers, not to mention requests from companies demanding “more interactive” web applications. One reason for AJAX’s popularity is because it can create eye-popping websites with unforeseen levels of interactivity, including drag-and-drop capabilities and fluid zooming. Another reason for AJAX’s popularity is that it doesn’t require developers to learn another language or vocabulary. Instead, it makes use of a web developer’s existing skill set. “The reason why Ajax is such a popular choice is that it leverages the native capabilities of the browser,” observes Dave Crane, senior developer/architect at HistoricFutures.com and co-author of Ajax in Action (Manning Publications, 2005). In other words, developers who have previously created web applications can build AJAX applications using their “existing skills in HTML, CSS (cascading style sheets), and JavaScript.”

Web 2.0 Mystique Web 2.0. It’s the buzzword of the year, the subject of business magazine cover stories, the great hope for the ultimate revival of Silicon Valley. Its name even suggests a sort of second coming. But when we talk about Web 2.0, what, exactly, are we talking about? Is it truly the “next big thing”? More important, does it offer promising career paths for developers?

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Web veterans who were burned once before and are now wary of marketing hype are taking a close look, trying to determine whether the services, sites, and products associated with this wave are the real deal, and whether the Web 2.0 movement is destined to deliver new and interesting challenges for experienced web developers. A Web 2.0 site or application is one that not only delivers compelling and specific services or content, but also invites the participation of its users to add to, interact with, edit, share, and improvise on the features or the content. By involving users, the whole becomes greater than the sum of the parts, and new kinds of value are created. If you’ve ever used a Google map, you get the idea. One of the underlying common denominators of most Web 2.0 apps is AJAX, a loose collection of programming techniques that adds the user interactivity that makes Web 2.0 sites so compelling. With AJAX, much of the code is handled on the client end, allowing for much more interactive applications. As an evolutionary step up from JavaScript, it can be a challenge for developers who are more used to traditional JavaScript programming. Can you handle it? The likely answer is yes. If you’re fluent in HTML, XML, and CSS, and have strong experience with JavaScript, you can probably conquer AJAX with some studying and practice. As Nathan Oostendorp, FrontEnd Architect for SourceForge.net Group, puts it, “Most of the programmers I know who use AJAX learn exclusively online, although not from a single particular source. But remember that ‘AJAX programming’ is really mostly ‘JavaScript programming.’” John Clyman, a programming expert and a principal of Seattle-based Cascadia Labs, agrees, and sees AJAX as part of a progression. Raw HTML is pretty easy. XML/XHTML requires slightly more discipline. Getting good with CSS requires some practice. “JavaScript is a real programming language that you can do a lot with,” he says. “Doing serious AJAX is probably closer to writing traditional web apps where you need some real programming skill, but there are a bunch of prefab toolkits around that simplify the task.” Clyman adds that “a really simple AJAX widget might take a day or less, but doing something amazing like Google Maps probably takes months of hardcore efforts.” If you’re interested in applying your programming skills to building the future of the Internet, you should have plenty of opportunities to do so. Today, sites and services that qualify as Web 2.0 abound, and more are coming on the scene every day. Internet marketing guru Seth Godin, who is famous for his trend spotting, has counted a whopping 937 Web 2.0 sites, which he tracks at www.alexaholic.com/sethgodin, including everything from Adaptiveblue.com to Zvents.com. Ranking the list by traffic, his top five .coms are MySpace, eBay, YouTube, Wikipedia, and Orkut. A look at the career pages at some of the top sites on Godin’s list will give you a great idea of just what you’ll need to make the cut at a high-profile Web 2.0 site.

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Another fun way to experience the scope of Web 2.0 sites is web2logo.com, a site at which you can search Web 2.0 companies by category and learn more about them, while it simultaneously presents you with all their strangely similar logos. In the end, for all the hype around Web 2.0, perhaps it’s nothing more than the next small step on the long evolutionary path that the Internet is taking. As the editor of PC Magazine, Lance Ulanoff, says, “Web development lives on a continuum of new ideas. We’re in the logical phase for our time, and the next one is whatever should naturally follow.” Ulanoff doesn’t claim to know for sure what that next one will be, but it seems inevitable that whatever it is, someone will try to call it Web 3.0.

Summary Don’t forget the following points made in this chapter: ■■

The job outlook and pay in the IT area looks great.

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Along with obtaining a college degree, concentrate on developing and enhancing your technical skills, which are really your greatest assets.

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Consider getting into the hot areas in IT by researching the Top Wanted IT Skills.

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Keep current. Stay abreast of new or developing technologies and areas expected to be hot in the future.

CHAPTER

2 Tech Job Testimonials

Now that you understand the main IT career paths, as discussed in the first chapter, this chapter offers you some insight into a variety of different IT positions. You’ll get an inside view of what actual employees think about their IT jobs, what they typically do, and tips to get started. This is a great opportunity for you to learn from real people’s testimonials, and it may help you narrow down a rather long list of possible specialty areas from which to choose if you haven’t yet decided on a career path.

Business Intelligence Architect BY ELIE GRUNHAUS As a child, playing “monkey in the middle” was always fun. Kids on either side kept me hopping, trying to catch that ball. Today, as a business intelligence architect at a busy telecommunications company, I find myself playing the same game. On one side are the Unix servers populating an Oracle 10g financial data mart with daily reams of customer and revenue data. On the other side, management is insatiable with reporting requests to glean KPI metrics and trending from this data deluge. 19

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And then there’s me — in the middle — trying to catch, and help my clients decipher, that elusive ball of information. So what’s a “monkey” to do? Management is not interested in how I acquired the data. They don’t care about how Oracle Data Warehouse Builder goes about extracting and transforming spreadsheet data and then populating the star schema tables. The SQL I’m using to validate against our source systems is of no concern. And the bitmap indexes and materialized views I maintain to enhance performance never even come up in conversation. Instead, I’m asked a lot of “how to” questions about our DSS tool, Discoverer, and about data mining in general: how to log on; how to create rolling averages; how to interpret trends within a scatter plot; how to apply market basket analysis; how to make reports faster. Some of these questions I answer directly. Others require that I return to the source: the data mart, my PL/SQL packages, the ERD. That’s my job. Playing middleman between raw technology and management’s need to intelligently scan through mountains of company data. It’s this continual “methodology versus practical application” interaction that makes my work so intriguing. I find myself pouring my soul into the innards of Oracle’s suite of tools. For example, I am a frequent visitor to Oracle’s technology site (http://technet .oracle.com). I’m always downloading the tutorials and white papers, especially those dealing with warehousing and business intelligence. There’s no time during my workday to look at these, so I’m often spending free time (i.e., nights and weekends) reading, practicing, and learning. Ultimately, every tool I use — whether Warehouse Builder, Discoverer, or Portal — uses SQL to interact with the database, so knowing how to read and use SQL is what makes me most effective. When first learning it, I would browse through so-called “SQL beginner’s guides.” After mastering these, I found it more instructive to bring up the SQL actually created on-the-fly by the various tools I use. This often plopped me in the middle of some complex code. But having learned the fundamentals, I was able to make sense of it and then found I could write my own. That’s how I quickly became intimate with this lingua franca of the IT world. This is a good place to mention one of the neatest tools I’ve come across: Oracle Application Express (previously called HTML DB). I installed the recently released 2.2 version from the technology site mentioned earlier. This tool makes building a database-centric, web-based application so easy. It is filled with menu-driven, easy-to-use features: building web pages or custom built templates, incorporating images, importing spreadsheet data, connectivity to multiple databases, interaction with JavaScript, and even a SQL wizard that guides in creating complex scripts. Just as important, there are several online tutorials that provide excellent hands-on experience. For someone

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Tech Job Testimonials

wanting to get a good overview of how to build a “front end–back end” system, this is a great tool from which to learn. Wielding this technology makes my job interesting. But what whets my appetite even more is seeing how it empowers my clients. That’s the other side of being a middleman — creating value. I’m able to do this, in part, by using Discoverer to design a business-friendly reporting layer. It is so satisfying when a manager discovers unexpected customer churn in the revenue report he or she built from this layer, or when a business dashboard I built reveals a never before seen expense pattern that’s consuming revenue in specific locales. For readers considering a move to an IT profession, the best “perl” of wisdom I can offer (pun intended) is to take advantage of the many free tutorials available on the web. With respect to business intelligence, the links in this article are good starting points. In my career, Oracle has been the predominant database. Furthermore, I would offer one more great resource, the magazine Intelligent Enterprise. Register at their website (www.intelligententerprise.com) to receive this free monthly magazine mailed to your home or business. It contains informative reviews of the major concepts and tools in the business intelligence arena. Playing monkey in the middle at my age! Never thought that would happen. It’s been fun, though. And judging by the ever-increasing volume of data that needs to be intelligently sifted, it’s a skill that is sure to be in demand.

Enterprise Architect BY LU WANG When someone mentions the words Enterprise Architect (EA), what image comes to mind? When I was doing application development and later application architecture, the title Enterprise Architect actually conjured up the image of a wise old man sitting in his office masterminding a grand vision for IT, and at the same time, telling me what I’m doing wrong with my projects. Now that I’ve been doing Enterprise Architecture for a major U.S. grocery retailer for more than three years, I can tell you I don’t fit that description at all. Well, maybe the “grand vision for IT”” part, but I digress. The shortest description of EA is “a process that aligns IT investment with business strategies.” I know it sounds a bit ambiguous, so I’ll elaborate further. At a high level, I work on defining the logical architecture (the types of things we need), the baseline architecture (what we have right now), the target

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architecture (what we need in the future), and the migration plan (how do we go from baseline to target). I also create principles, set standards, promote best practices, and provide architecture governance. Usually, the whole enterprise architecture is too big a pie to take on, so each EA organization needs to decide how to divide it up. The way my company divides it up is by domains. The domain I’m focused on is the retail domain, which includes all business processes, information, organizations, and technologies inside the retail store. The retail domain architecture is a fairly large piece in itself, so I’m taking an interactive approach to it. I spend a lot of time talking to people, either in formal meetings or in hallway conversations. I’m trying to identify within the business the biggest opportunities for improvement by making them retail architectural iterations, in order to drive the architecture top-down and across business, information, systems, and technology layers. In a sense, I’m “thin-slicing” the retail domain architecture. The end goal is to have a target retail architecture that enables business agility and maintains business continuity. The moving target architecture then gets translated into programs; the programs are then translated into projects that deliver discrete pieces of functionality. The other large area that EA focuses on is architecture governance. It’s not just about slapping project teams’ hands and telling them what not to do. Instead, I use it to help the project team be successful, and at the same time to ensure project alignment with the overall enterprise architecture. The best way I’ve found to achieve this win-win result is to establish a good relationship with the project team, help them with their questions, and show them the big picture. What gets done before the architecture review meetings is more important than what’s decided during the meeting. During the architecture review meetings, I try my best to give concise and unambiguous answers and ask the most important questions. A lot of times, I’ve communicated with the project team before the meeting, and they knew what I would be asking — no surprises there. Having taken on the application developer, tester, business analyst, team lead, designer, architect, and project management roles also has helped me a great deal to empathize with the project team’s concerns and challenges. In order to be a successful EA, you also need to understand the popular EA methodologies and frameworks on the market, which are more similar than not. You also need some in-depth knowledge of enterprise technologies such as J2EE, .NET, UML, MOM, and so on. An EA also needs to understand and speak the language of the business people, understand their motivations, and help them transform their businesses. As in any job, many soft-skills are required as well. An EA needs to have strong leadership, decision-making, influence, communication, and management skills.

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The grocery retail business is very unique. It’s a very high-volume, lowmargin business. The business folks are really good at driving down costs. It’s a challenge to get business executives to think long-term and strategically. Fortunately, we are moving in the right direction. I didn’t have a retail background when I joined the company in 2001, and learning how the business makes money really helped me learn the language, so now I can focus on the company’s concerns. It took me 10 years to go from an application developer to finally reach EA. It’s a long journey, and there were numerous necessary “paradigm-shifts” along the way. Enterprise Architecture is still a fairly new discipline within IT, and it has the potential to greatly impact how strategic planning and execution is done in any industry. My advice to those of you who aspire to become an EA is: ■■

Get to know your business.

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Get to know the right people inside your business and IT.

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Learn to do architecture at the project level first.

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Learn the soft-skills (especially for us techies).

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And, most importantly, demonstrate your ability to strategize, execute, and influence the outcome.

IT Directors BY BEVERLY PROVOST As I moved up the ranks from programmer analyst to senior and then to manager, I was aspiring to the days when I could be the director. Want to know what being the director is really like? There are many perks and privileges, but with each one there is also a challenge. The privilege: Decision-making. Yes, you get to make the important decisions about what technologies to use, architecture decisions, and software and hardware decisions. And yes, it is a good feeling to be able to make the call. Of course, with the privilege comes the responsibility. The challenge: Expect to shoulder any problems that arise from your decisions. If a vendor lets you down, you better get involved and escalate your concerns with their management to recover as quickly as possible. Throwing your weight around and negotiating with your vendor is required on some days to keep your shop running, but it can also be exhausting and draining. The privilege: participating in the management team meetings with the business department heads. It is rewarding to participate in the decision-making

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of running the business and to have input into the strategic planning. This enables you to know what is going on and to have advance notice of future plans, so you can prepare your department to support business changes. The challenge: In these meetings you get to be a part of all the politics between the groups, which can appear to be selfish and even immature at times. In addition, it is inevitable that all the other departments need something from IT, and you don’t have enough resources to meet all their wishes and whims in their preferred time frames. Therefore, diplomacy and tact are critical skills in helping you balance your budgetary constraints with your customer service ratings. Negotiating with the business about priorities is critical and can help others to feel in control about what the IT resources are working on. Careful phrasing allows you to reset expectations about IT’s delivery without leaving the business feeling like you are not supportive. After a three- to four-hour meeting of negotiations with the business and careful phrasing of your responses, you will likely feel exhausted. The privilege: You have a great team of sharp, energetic, quick-witted IT professionals to direct and support the business systems. This is the most rewarding part of the job. There is nothing better than working with a sharp team of IT professionals. The strong analytical skills, the biting sense of humor, and the ability to talk about a variety of topics with your varied employees is by far the best part of the job. The challenge: Most days are good, but there are those occasional days when you have to deal with personnel issues, people not getting along or not meeting their deadlines, morale issues, and asking people to work the weekend for the third week in a row. This is probably my least favorite part of the job. In addition, occasionally you do have to fire someone, which leaves you feeling pretty crummy at the end of the day, and definitely spent. The privilege: The compensation level is a plus, especially if it includes bonuses and stock options. The challenge: While these are the problems most people want to have, they still must be mentioned — finding new ways to minimize your tax burden, paying estimated quarterly taxes, and keeping a reasonable balance between your personal and professional life. When you run the department and there is a problem in the middle of the night, you get the call. When it is budgeting time, you get to work late to finish. When political issues arise, you lie awake at night strategizing. When your team is working the weekend, you get to work the weekend. And although each person in your department is likely to be affected by the latter issue, it is you who takes on the cumulative effect of everyone’s experiences, and at the end of the day it can leave you sapped.

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Tech Job Testimonials

IT Project Manager BY ANNA POSSEK Project management is a very popular profession. It has become increasingly important in every industry because new products and services are invented, built, and implemented through projects, defined as “a temporary endeavor undertaken to create a unique product or service” (PMBOK Guide). There are project management classes and programs available at most colleges and universities, but this profession requires a deep expertise in the field of the project, as well as in many major project management knowledge areas. In addition, the project manager must be all of the following: ■■

A diplomat, in order to deal with conflicts between different stakeholders

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A psychologist, in order to keep team morale high

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A merchant, in negotiations

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An engineer, in order to verify designs and quality

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A passionate leader, in order to keep everybody focused on the goal

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A scapegoat, if this will calm down unnecessary blaming

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A person who lets people laugh at him if this will take the pressure down

The most important quality for a project manager is verbal and written communication skills. You should be able to write documents that people read without falling asleep. You should be able to speak in front of different audiences and keep them interested — very often, you are a salesperson trying to make people buy into your solution. Project Management Institute (PMI) certification (Project Manager Professional) is very important because it acknowledges both your educational base and your project management experience. Due to the complexity of software systems, information technology (IT) teams must use project managers to complete successful projects. A project manager in IT touches every stage of the software life cycle. This person should have a deep knowledge of software architecture, design, requirements gathering, development, testing, environments, data integration, performance measurements, and implementation. It is the project manager who needs to stop the development of a project if a program is failing to meet its stated objectives. It is the project manager who also points out the risks for the project. The project manager usually knows less about the technical side of the product than the members of the team do. Very often, “techies” do not take project

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managers seriously, and consider them frauds because they are not architects, programmers, or testers. Nonetheless, if this attitude doesn’t get in the way of the project, let them think that way. Just continue to do your job and prove that you have the broader vision and can coordinate everyone’s work. No matter how much a project manager wants his or her company and project to be successful, the project manager is obligated to the customer. The project manager must be the client’s advocate and must fight for product quality. It makes an organization more successful in the end. What does a project manager’s day look like? To begin with, project managers must prioritize their own job for the day. Very often, a project manager is responsible for several projects that are constantly in flux because of many contingent factors. To do a good job requires an ability to organize and prioritize competing demands, often daily and sometimes more frequently. The bulk of the day is filled with planning, writing project documentation, leading project team meetings, interviewing customers, and checking performance metrics. A project manager cannot be someone who is constantly putting out fires. Planning is the key to a project’s success. Of course, people are human, even when they are functioning as members of the project team. In any situation, a project manager should be a kind and caring person who can minimize damage, whether to personnel or the project itself. A project manager is a lot like a conductor in an orchestra. Software can have unpredictable bugs and problems, and the nights of the project manager in IT can be as productive as the days. It is the most wonderful feeling when your project is completed on time and on budget. Users are happy, the project team is proud, and camaraderie is in the air. In some organizations, the project manager’s role is underestimated and they are not recognized as much as they should be. Nonetheless, you still get the reward of work well done, and you can be proud to be a part of the victory. Any frustration from cancelled projects, poor management decisions, and incompetent team members is gone and forgotten on a day like this. Even during the era of IT off-shoring and outsourcing, project managers are needed more than ever here in the United States to interact with customers and coordinate efforts.

Microsoft Access Developer BY JOSEPH FAILLACE When I was a young lad, my parents got me my first box of Legos. From that time on and for many years afterward, they would oftentimes find me on the floor of my bedroom quietly building some construct that I had imagined in my head. For them, it was the cheapest babysitter they ever found. For me, it

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was an opportunity to build something from beginning to end. Lego was an outlet for my creative juices — though what I was building was relatively small, all my big ideas could be found in the careful placement of every individual block. There was nothing else quite as satisfying as seeing my own little building, car, or entire town come to life. When I began developing solutions in Microsoft Access, I finally found a career that was an adult equivalent to my childhood passion. Developing Microsoft Access databases is all about building excellent, standalone, small-scale solutions. Unlike working on a larger enterprise database for which you are one of many developers doing your part to contribute to the maintenance or inception of a new tool, in Access development you are the man — the buck stops with you and it’s your way or the highway — as well as any number of other clichés. But, seriously, the great thing about getting assigned to a Microsoft Access gig is that you get to think of a plan of attack, you create a design spec, a table structure, the look and feel of the interface, and a testing plan, and then you follow it through to implementation. For me, variety is the spice of life, and I enjoy working on all different aspects of the development process. If you are the type of person who prefers to get lost in the crowd, then Access development is not for you. Whether you are creating a database for a momand-pop shop or a Fortune 500 company, the success of the project primarily falls on you. You need to carry the project through from beginning to end. People are counting on you, and often you alone, as their only path to process improvement. Of course, as is often the case, the more weight you carry, the greater level of satisfaction you get when seeing a project to completion. One of the things that makes developing in Access nice is that, unlike a larger system, there are fewer users on Access, and issues can be identified more quickly. In addition, because the Access database is not a companywide program, the red-tape factor is greatly decreased, meaning you can make changes more readily, push up or pull back schedules, and bend testing criteria to your will. You can push the limits of your ideas, try things out, go where no man (or woman) has gone before, and see the fruits of your labor. Microsoft Access development is also a great springboard to a number of other career options. Because Access contains all the elements of larger enterprise systems, you can hone your skills on common languages and knowledge, including VBA, SQL, report design, and XML. Don’t forget that Access has a bigger brother (SQL Server), which you can download free from the Microsoft site (SQL Server Express). Your Access database’s backend can be converted to SQL Server, and you can expand your knowledge of this enterprise database, making yourself more valuable to your clients or employer. If you are not in the IT industry but have an interest in pursuing this type of work, you can work on Microsoft Access on your home PC and use it to solve

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problems in your current profession. Join a discussion group and take free tutorials. Microsoft Access is a great way to get your foot in the door to our booming industry. In short, if you have big development ideas but would prefer working in a smaller environment where you have more control and responsibility, then be the corporate world’s next Lego builder. Be an Access developer.

Software Analyst BY PHOENIX MALIZIA I am a software analyst for a small company that develops custom software under a Department of Defense (DoD) contract, mostly for the U.S. Navy. For the most part, our applications are related to tracking, radar, and search-andrescue. The work is very interesting and challenging, as we are constantly developing, testing, and implementing new algorithms for making our programs more efficient. As with any type of software development, a pretty interface means nothing if the underlying principles are faulty. All of our computer programmers have a solid mathematics background, and most had at least a mathematics minor at the undergraduate level; similarly, all of our mathematicians have a solid computer science background as well. A B.S. in computer science or mathematics is a minimum requirement for working here, though we do make exceptions based on equivalent industry experience. Skills with object-oriented languages are vital for our work: I compile my C++ programs with GCC and debug them with GVD under the Suse Linux 9.2 OS, and other, newer projects are being implemented in Java on Windows boxes. However, because we are a DoD contractor, much of our code is legacy C, Ada, and Fortran-77, and thus our programmers are expected to have at least some working knowledge of those older languages as well. Mathematics is a key aspect of the work we do, and any employee with less than the equivalent of a college-level math education could not succeed here. The specific mathematical skills I have used here do include high school topics such as algebra, geometry, and trigonometry, but also college-level subjects such as statistics, calculus, differential equations, matrix algebra, vector calculus, and numerical methods. Employees are expected to be self-starters, correcting and improving our work without direct intervention by management. Senior employees are available to assist us as needed, but we are expected not to be afraid to open a book or use an Internet search engine to enhance our knowledge in areas applicable to our work. Lifelong learning goes hand-in-hand with any technical career.

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Our office area is professional, but in a relaxed way. We are all on a firstname basis, even with the president of the company. The employees are expected to dress neatly, but no specific dress code is enforced. Hours are flexible, though each employee is expected to try to ensure that the bulk of his or her hours tend to be in the 9:00 A.M. to 5:00 P.M. range. We have a 401k plan, stock options, and medical and dental plans. The company sponsors a couple of parties per year, and gives very nice Christmas bonuses. Additionally, once an employee has been with the company for at least one year, the company will contribute significantly toward graduate-level college courses, in the event that the employee wants to continue his or her education. All of our employees must obtain Secret-level security clearances from the government in order to remain employed here in the long-term. Thus, it is absolutely vital that a person pursuing this line of work stay away from drugs, not abuse alcohol, maintain a good credit history, and avoid criminal behavior. A person who wants to be a software analyst and work for a company such as mine would be well advised to finish a B.S. in computer science and take additional elective math courses. If you are hoping to have a job by the time you graduate, you need to get your resume out there a year or more before graduation, and don’t shy away from internship opportunities as well.

Software Developer BY CHARLES CAPLAN As a software developer in the automotive lending industry, I am part of a development team that produces my company’s core product. Each position in a company is important, but in this case, developers are truly the backbone of the organization because without the developers there would be no product. The specific software I work on is a distributed J2EE application with many different components. Several of these components interact with each other internally, and several interface with external sources and partners. My time is typically divided between maintaining these components and creating new ones. When working with external interfaces, I also need to communicate with developers at other companies. Several different technologies are utilized in my company’s software. The web and EJB portions of the application run on Macromedia JRun Application Server. Within JRun, many J2EE technologies are used, such as Enterprise Java Beans (EJBs), web services (via Apache Axis), CORBA, Jakarta Struts, Hibernate, and JSP (with custom tag libraries). Emerging web technologies such as AJAX are also used. Visual Source-Safe is used as a versioning system, and Apache ANT is used for product builds.

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We use an Oracle 10g database for persistent storage. Within the database are many triggers and stored procedures that take advantage of Oracle-specific features. This is mainly done to increase performance, something that software companies are starting to take more and more seriously as applications become more complex. To interface with external partners, we use a combination of web services, CORBA, and HTTPS posts. Web services are our interface of choice, but we often have to deal with older systems and need to communicate in other ways. XML is always used when talking to external systems, no matter which communication method is being utilized. As a developer, I work with any and all of these technologies on a day-to-day basis. When my company hires new developers, they typically categorize the jobs as Junior (0–3 years of experience with a computer-related degree) or Senior (more than 3 years of experience with team-leadership skills). Java knowledge is a must, but good communication skills and being able to think and act quickly are just as important. Many applicants believe that they can get a job simply by obtaining industry-related certifications. I can tell you from experience that this is not the case. While having certifications can sometimes get your foot in the door, technical interviews and discussions with management are what matter most. I have seen people with four Java certifications fail a simple technical interview, while candidates with no certifications pass with flying colors. Another thing to be aware of is that software companies look for experience with a type of technology, not necessarily a specific implementation of that technology. Just because my company uses JRun and Oracle does not mean we will turn away someone who only has experience with WebSphere and DB2. The important thing is that they have experience with J2EE application servers and databases. The specific implementations can often be learned quickly. As you already know, the software industry is always changing. Technologies that are popular today may be obsolete in five years. Therefore, it is essential to continuously update your skills and knowledge. Whether this means going to classes, reading books and magazines, scouring the web for new technologies, or any combination of these, you must constantly improve in order to stay desirable. We often ask applicants if they have heard of certain emerging technologies, even if we are not using them, just to gauge how actively the applicant is staying current. For example, if Java 5.0 has been out for two years and the applicant is not aware of any new features that it provides, then it is pretty obvious that they are not in a perpetual state of learning. In closing, let me say that software companies usually do not expect you to be an expert in everything, especially for Junior positions. It is okay to say that you do not know a specific technology during an interview. The company would much rather hear that you know nothing about EJBs than be told that you know a lot only to find out later that you were lying. Every company has

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a set of technologies that they work with, and they know that most other companies and developers do not have the exact same skill set. What they are looking for is someone who has working knowledge of the most important aspects of their development cycle and who can quickly be brought up to speed on the rest so that they can start contributing to the team as soon as possible. Be knowledgeable, well rounded, and constantly learning, and you will land that new job sooner than you think.

Software Test Engineer BY ANNIE SITTON I am a software test engineer for a small development company. My job is diverse and challenging. My position requires interacting with people, working with new technologies, creating documents and programs, working with both hardware and software, and finding new and creative ways to break the software and hardware. While doing my job, I can sit back and watch my automated scripts do all the work a manual tester has to do. The role of a software test engineer is very diverse. We work closely with programmers, support disciplines, and users. We also work with various computer operating systems, hardware, environments, and configurations. We need an in-depth knowledge of software test methodologies and development cycles, an understanding of software development logic and coding, and good verbal and written communication skills. These skills are required because we need to prove and document that the software does or doesn’t work as it is intended to work. Software test engineers need to be thorough, organized, methodical, creative, and very diplomatic. We need a desire to learn new software and tools, and we need an unwavering dedication to releasing the best quality software we can. Many software development companies do not have defined test processes, so an in-depth knowledge of test methodologies is essential. There are many different types of software, and there are just as many ways to test that software. The more ways you can test software the better. Knowing what to test is key to thorough testing. The ability to derive testable requirements and design test cases and scenarios is a must. Creativity and experience are extremely helpful in designing test cases and scenarios. You must know, understand, and test the “happy day” scenarios to prove the software works as intended, but you must also test the scenarios that are known to be incorrect to test the software’s ability to handle the user’s errors. Structured test methodologies require a lot of documentation. You need to be able to define and create any or all of the various documents needed for

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defining a test effort, the actual testing of the software, and tracking results (such as test plans, test cases, final test reports, and so forth). Most test documents need to be maintained and controlled. Familiarity with tools that can be used for controlling and maintaining documentation is helpful. Also helpful is a familiarity with tools that can help define your test process, test requirements, test cases, and test documentation. A good functional knowledge of Microsoft Excel and Word helps you create templates that can be used and reused for your test documentation. With an intimate knowledge of the various types of test documents, you will be able to choose the appropriate type for a particular test. One of the characteristics of a test engineer is an in-depth knowledge of test automation methods and tools. For test automation to be effective, scripts need to be well planned and must do more than just record and playback. The same principles that apply to development and programming apply to test automation. A well-planned and well-designed test suite is one that is made up of portable scripts, reusable scripts, and scripts that require minimal maintenance. In order to create an effective test suite, the tester needs to have a good understanding of test tools, scripting languages, logic, and development architectures. Just push a button and it takes off. It’s fun to watch, and it’s fun to watch others around you watch it run. There are different types of company certifications (such as CMMI, IEEE, ISO 9001, and so on). Many companies are obtaining certifications to compete worldwide and for government and defense contracts. Most of these certifications require specific practices for software testing. An understanding of the various certifications, models, best practices, definitions, and so forth is very helpful in defining your own test methodologies, documents, and procedures, and assisting your company in obtaining their certification. You may be a perfect candidate for a test engineering position if you: ■■

Are interested in a lot of various disciplines, and you get bored with doing the same thing day in and day out

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Like doing something that you love and that everyone around you thinks is magic

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Are truly interested in improving software quality

Software test engineering enables you to do a wide variety of tasks, and it provides you with a lot of flexibility in your daily schedule. This discipline is

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always in need of dedicated people. There aren’t many disciplines that pay as well to break things.

Systems Administrator BY JUSTIN STANLEY I’ve worked for my current employer for the last four years, two of which were spent as the systems administrator (SA). The company develops software for the dental industry, and at its peak it employed about 65 different people in the local office. But don’t be fooled by the relatively small number of users; a company this size can still keep its one-person IT staff on its toes. Large companies, for all their faults, have the luxury of maintaining relatively large IT departments and can hire people with specific skills to meet particular business needs. Administrators, while maintaining a certain level of common knowledge, tend to specialize. They might have one person who is their go-to security guy, another who is the master with Active Directory, and another who loves nothing more than spending her day with Ruby on Rails. True, there’s the need for at least one person to be available 24/7, but that duty is typically rotated among the staff. With a small company, however, the systems administrator is often the beall-and-end-all of the IT staff. He or she is a part-time network administrator and a part-time DBA. The systems administrator might dabble in a little Perl and some C#, while simultaneously becoming the local guru on whatever obscure CRM tool the owners originally invested in. He or she is part phone tech, part electrician, and occasionally part carpenter. The systems administrator is also the last line of defense against disaster, and if the SA can’t fix it, it stays broken. And guess who’s going to be responding to that pager every time it goes off at 3:00 A.M.? For some, this can be the ideal environment. If you’re the type of person who is easily bored working with the same application or language day after day, you should absolutely look to a small business for your next IT gig. You’ll never run out of new opportunities to learn, and you’ll never be bored. After all, you’re the person who is going to be responsible for researching, testing, building, and maintaining just about every wacky idea that crosses someone’s mind. And you’ll learn ways to make even the most convoluted project work so effectively with whatever outdated equipment you have lying around that MacGyver himself would stand up and cheer. On the other hand, the amount of stress can be debilitating for some. If it’s broken, nobody’s going to fix it but you. There’s no senior staff to fall back on and no teammate to bounce ideas off of, and the only thing ensuring that you’ll be home before the kids go to bed is your ability to Google effectively (assuming, of course, that it’s not the Internet connection that went down).

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You can count on spending many more than 40 hours every week in the office, and the VPN connection will be your best friend. You’ll be blamed for every slight hiccup involving anything with a cord or battery, and you’ll need to get used to the idea of the owner knocking on your door incessantly, whether it’s because the phones are down or because his kids, yet again, disabled his antivirus software at home with disastrous results. For the sake of argument, assume that you’ve just accepted a new role with a small company. You’re sitting there reading this, and you’re wondering what the hell you just got yourself into. Here’s your first word of advice: relax. If you aren’t able to maintain some perspective, you’re going to panic and you won’t be of any use to anyone. If the web server dies in the middle of the day and, as is likely the case with a small business, you don’t have a spare, try to stay calm. Yes, downtime with some systems can be critical for a small business, and you need to try your best to return everything to service as quickly as possible, but if you freak out you’re going to make mistakes. Those mistakes will make you freak out more, and freaking out more leads to more mistakes. See where this is going? Another word of advice: document. Document everything, no matter how trivial. In a small business setting, there are going to be some abstract setups that affect key processes, which normally run smoothly 364 days a year. Murphy’s Law, however, dictates that the one day it doesn’t work will be the day of your kid’s first choir, and the last thing you’ll want to do is spend 12 extra hours troubleshooting the same problem that kept you in the office all night the last time it happened. It doesn’t matter so much what method you use; just make sure it’s documented in a way that you (or your successor) can make sense of it next time. All in all, being the IT department for a small business can be incredibly rewarding, but only if you know what you’re getting into before you sign on. If you don’t handle stress well, you prefer expertise in one area as opposed to several, or you think that a 40-hour week is a God-given right, you’re better off somewhere else.

Systems Manager BY MARK HANDLEY Imagine an organization where no good deed goes without a “thank-you.” Sound implausible? That’s the environment in which I work — a K-8 school district. The transition from a lifelong career in corporate marketing to systems manager at a school district has been remarkable. A rescued file, “found” missing e-mail, or patched up computer elicits a “you’re wonderful” or “thanks so much” — a sharp contrast to the “what have you done for me today” attitude in business life.

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Teachers, administrators, and students rely on me to keep things running on 1,100 Macintosh and Windows desktops and servers in eight buildings. I repair and upgrade these machines, resurrect lost files, and install software as needed. These functions require real listening skills because when data is lost, the sobs on the other end of the phone are sometimes difficult to understand. When a successful resurrection is complete, the screams of delight can also be deafening. I’ve made everyone’s life easier by administering most computers remotely — saves time and gas — and users get to watch what’s happening (spooky to them, productive for me). I also administer our e-mail system and track software licensing, as well as manage the student database — time-consuming tasks to say the least. Misdirected e-mails sent to “postmaster” often reveal things I wish I didn’t know. Software licensing demands diplomatic skills when we ask that wine collection tracking and rating software be removed from a district laptop. The student database is creaky and needs tending on a regular basis. Now that the state has increased its requirements for data in response to the No Child Left Behind mandate, I’m pushing the limits on just how many fields will fit on a page — some say 534 fields is too many; I say “get glasses.” My biggest challenge is to make educational software work as advertised in a consistent manner. It is common for a teacher or administrator to purchase a package and install it, only to find that it doesn’t work as intended. The many hours spent trying to debug a testing or drawing program to get it to function correctly is oftentimes frustrating. In some cases I just have to admit defeat and inform the person that he or she will need to pick some other software. This can start the cycle again, however. It’s for this reason I try to position myself as a consultant so I can advise, recommend, and test prior to a commitment to purchase. This seems to work well, as I’ve now given a “seal of approval” and now I’m on the hook to make it work — people like that hook thing. For anyone interested in pursuing a similar career, my words of wisdom are “expect the unexpected.” Users try to do the impossible on their computers, and strangely enough, they sometimes succeed. For example, tasks that I’ve always been taught are not possible are often pursued with amazing diligence and vigor by students and teachers alike. The phone call that begins with “you’ll never believe what I (she, he) just did” is the tip-off that someone has uncovered a little-known ability of a computer to absorb liquids or move multiple copies of files into cyberspace, never to be seen again. In sum, I enjoy my position as a systems manager at a school district. Every day I provide solutions to people who want my assistance and are not shy about saying “thank you for helping me.” The transition for me has been challenging, because I tapped the expertise I occasionally used to help a friend or neighbor with a failed computer and turned it into a second career. I’m happy to say that I’ve come to welcome this environment and find myself still capable of learning new things, and that is a reward in itself.

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Tech Support BY ROBIN SMITH I work in a county government networked environment. My title is office systems coordinator (OSC), but basically it’s PC tech support. What does a computer “techie” do? We put computers in the offices, connect them to networks and network services, load the programs (install applications), configure, install, and support hardware and software, and, when things go wrong, troubleshoot until we find a solution. Beyond being techs, we are frequently teaching — in a twist on the old saying, we have to know how and know how to teach. Staff and clients (users) need our assistance with the computers and peripheral equipment (e.g., printers, faxes, projectors) they rely on in their daily work. You have to be diplomatic and take a team approach. You may have to tell a client gently to “turn off the Caps Lock” to log in, or turn on the power to the monitor to see the screen! Our techs keep the agency computers and networks running so they can address the social service needs of the community. If you’re comfortable with your at-home personal computer, like taking computer classes, and are willing to do the work to learn, this could be the career for you, too! What skills are employers looking for in a computer tech support person? A good start would be an A+ hardware and software course and certification. Go for it, we could use the help! In particular, techs install, configure, tweak, troubleshoot, and instruct users in all the Windows versions. In addition, you should also understand how to do the following: find the device manager, add and delete programs, create a local windows account, set an IP address, change the IP from static to dynamic, install, repair, and update Internet Explorer, recover files, back up data, and more. All of these skills are basic level-one tasks required of a tech support person. Other operating systems are out there too, including Apple and the opensource Linux, for instance, but Microsoft Windows is prevalent in the workplace. Many new tech support employees start out on the help desk. If that’s the case, your day will be fending, by which I mean fixing, problems that arise for the clients you support: Their mouse won’t work, they can’t log in, they aren’t getting e-mail, or they just need a software update installed. A good tech needs to be familiar with the MS Office Suite, including Word, Excel, PowerPoint, and Access. You will need to install ‘em, use ‘em, and troubleshoot ‘em. You can also expect to work with software that’s unique to your staff — County Air Unit wants aerial maps from a website, financial folks use FMS, and across the country CalWin is happening. You are always learning about new programs and technology. Today it’s Palm Pilots, Treos, and other PDAs (personal digital assistants). Tomorrow it will be something else.

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Putting together a PC is important too. You have to be able to deal with installing hard drives and formatting them, imaging them, or installing windows OS cleanly. Other hardware includes floppy drives, CD-ROMs, CD and DVD burners, NIC cards, video cards, dual monitors, printers — the list goes on and on. Some of the older monitors are heavy, and the larger printers require two people and a cart to move, but most items are quite light, so we women can handle ourselves just fine in this field! The industry has room to grow and advance. From tech support, you can learn to work with servers, creating user accounts, delivering network solutions for data storage, and handling printing needs over a network. The line is blurring, however, and many techs already do many of the tasks formerly separated into network administrator roles. The IT field is an interesting, exciting field, where new technology is always around the corner and advances occur in increments of months, rather than years or decades. A strong grounding in the computer sciences will make you marketable in cities and offices around the country, and even around the world.

Tech Support Management BY SHAWN RITCHIE So, you’re a pretty decent tech. You know your way around a Linux box or Windows 2003 IIS server. You can troubleshoot a qmail config gone haywire with a fast Google finger and 10 years of institutional memory of how this stuff is supposed to work. But, and possibly more important, you can also talk to the most irate customers known to humankind and calm them down from “I want my last year’s worth of bills credited and I’m canceling, too!” to “Wow, thanks so much, I didn’t think your company would ever get this fixed” in less time than it takes you to down an extra-large coffee. The younger techs at your workplace come to you for advice, help, and guidance on a regular basis. So do the folks from the nontechnical departments, be it for help with a sales proposal or because they can’t print their favorite Successories poster from the printer for some reason. If this sounds like your day-to-day job life, you already are or probably should be a technical support manager. I work for a business customer–focused Internet Service Provider (ISP) in downtown Chicago. I run the Tech Support crew. I’m not the best sys admin or network engineer to ever walk the earth, but I can perform both of those roles in a pinch. I can get the necessary answers from Human Resources for any questions one of my techs may have in short order. Customers like me because I understand where they are coming from, what they want, and how to balance their expectations against what they’re actually paying my company for. I can deal with upper management, sales, and billing without resorting to

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fisticuffs. I can hire employees who have the necessary skills and personality to succeed, which keeps them happy and keeps the company functioning. When everything goes wrong, and it will, I can prevent my team from freaking out, keeping them on task and directed to the most useful area for each of their skill sets until the fire is out. I also have a decade of practical experience at doing their jobs in my own work history to draw upon when they hit a roadblock and need assistance to get through it. In order to do this job, you have to be both humble and arrogant at the same time. You have to accept that your team includes a better Perl coder, a better Unix guy, an amazing router gal. If you don’t have better people at particular skill positions within your team, you’re not hiring right. On the flip side, when that Perl coder has a customer riding roughshod over him because they want a script put into place that isn’t secure or practical, you will be the one with the skills to explain to that customer why their desires aren’t necessarily in their own best interests — and you must do this while you keep sales and upper management from breathing down that tech’s neck in order to “get it done,” when “it” is something that is actually just going to cost your company time, money, and reputation down the line. You’re also going to be the person who can find and hire all these talented people, train them on whichever aspects of the “jack of all trades, master of some” nature of the technical support world they didn’t come to you with prior knowledge of, and schedule them so that you have the appropriate mix of on-staff talent during the various shifts your team has to cover, each of which will generally have a different focus. Your excellent Unix geek may need to be gently convinced that the graveyard shift is the best place for him, as it involves a lot more backup-tape rotating, shell-scripting, SNMPc monitoring, and response than it does customer interaction. Showing them how a few months in that role will prepare them for greater overall success down the road, rather than instant failure on the customer-heavy day shift out of the box, is where the technical support manager’s skills come into play. The benefits of the job are legion. The greatest satisfaction I take in my job is when I get to promote a tech who came to me as a crude mashup of talent with no time-management skills or professional experience into a full-time employee as a network engineer or systems administrator a few years later. I am constantly exposed to the latest and greatest technologies across the entire spectrum of our industry — whether it’s new hosting/database APIs, co-location infrastructure, backhaul configuration, whatever — and my company is willing to pay to train me to become conversant in all of them. God bless ‘em, I even like my customers, as I’ve been doing this long enough to know what it is they actually need, and I can translate their imperfect desires into a practical product that my team can successfully implement and support for them.

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Tech Writer BY ARADIA CORRENTI After the brilliant program is written or the product is ready for launch, some geek has to jump into the trenches and translate all the technical jargon into words that laypeople can understand — that’s me. I’m a technical writer, but this title can mean many different things in today’s business world. On a daily basis, I can wear up to 10 proverbial hats. I design, write, edit, format, create graphics for, animate, and publish multimedia training courses. On any given project, I use tools from MS Office Suite, to Photoshop, to Dreamweaver, to Captivate. No two days are the same because I’m always at a different point in my discovery, design, or development process, and the subject matter can range from a new e-mail function to a new pharmaceutical product. All this means that tech writers must be incredibly organized. Time management is also a vital skill, as every week represents a major deadline. This type of tech writing is important to the business world because I’m teaching people at Fortune 100 companies how to do their jobs. I’m helping them to understand the technical side of what they sell, or the software they use every day in the field or at the office. I’m helping them make more money and giving them insights into the minds of their customers. And being one of two employees at the company for which I work makes me indispensable. The really interesting thing about being a tech writer these days is the mess you can get yourself into — if you’re not careful. There are so many tasks you could end up doing that it can make your head spin. There are so many different versions of this career that you have to choose wisely to ensure a good level of comfort and expertise. And, in some cases, you may not even find a job that truly suits you, even when there is a plethora of jobs in the market. “Why?” you ask. Because unlike the resumes of programmers, developers, systems administrators, or any straight-up tech job, resumes for technical writers need to contain as many as 3,000 keywords. You read that correctly: 3,000! That’s the word based on my own research and that of a colleague who has been a professional in this field for more than 20 years. The reason why so many keywords are necessary is because tech writers are supposed to be experts at a myriad of things, including software guru, engineering wizard, SME interviewer extraordinaire, layout/format ace, master editor, stellar multitasker, and pro publisher. That being said, it’s of the utmost importance that when you begin the interview process, you ask pointed questions: What will I be writing about? Is it instructional material or just a series of click-throughs? Who will be my audience? Will I always work with a team? Will my process be micromanaged? Will I be trained on your systems and processes, or your clients’ businesses?

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That last question is complex and crucial. I’ve found that many employers expect a learning curve of zero when it comes to understanding the business objectives of any training material. Somehow, we’re supposed to just magically know all the nuances of virtually every business model out there. Somehow, we are expected to have psychic taps into the minds of our audiences and will know exactly what to say and how to say it — with little to no guidance. So with all this bellyaching, you might wonder why I do what I do. I love to learn new material, and writing is my passion, even if the subject matter is not the most creatively oriented or enthralling stuff. Staying employed isn’t an issue either — a million companies out there need smart people to clearly describe what’s important, update old materials, and help explain things well. And when you don’t like your job, you can find another one. Most of us have several recruiters contacting us regularly about new contracts. Last but not least, you can earn a very comfortable living being the all-around brain at the office!

Technical Trainer BY JEFF COHEN My first training job was coincidental: I was an IT project manager, and I went to see a client to teach them how to operate our software. Five years later, that remains the most interesting trip I’ve ever taken. The client was a federal prison; the users were convicts trying to earn a buck and establish job skills to use after release. That trip convinced me that I enjoy teaching what I know about computers to other people. After that, I moved into a typical helpdesk/client training position at a small software company. The nice part of that job was the mix — half of each month answering phone support calls, and the other half traveling across the United States to new clients, setting up software and teaching five days in a row for several weeks. I became a real roadwarrior: suitcase always packed, frequent flier privileges, and favorite hotel chains. Today, I work in a small bank (300 employees), and there are some very unique parts of this job. Although we have several international branches in Europe and Africa, all of our training is done in New York. I’ve unpacked my suitcase for now, and I work hours that enable me to spend time with my children every evening. I am responsible for all of our technical training, but I work in the Human Resources department, because that is where our learning area is based. Our HR department actually helps the employees and actively abets their career development.

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My favorite part of work is classroom instruction. I conduct new-hire tech orientation every two weeks, to teach new staff how to use Outlook and navigate our intranet. I teach tellers how to make deposits, withdrawals, transfers, and cash advances, which has resulted in a whole new appreciation for where my cash and checks go after I drop them into the bank’s ATM. I’ve also learned a lot about credit cards and mortgages, because I’ve instructed our staff about that software too. My most popular class is the series on Excel — everybody in our bank uses Excel, but everyone learns something new in every class. I’ve also developed e-learning programs for information security, and I am currently working with our soft-skills trainer on developing custom e-learning for some of our business skills classes. Most months, I teach six days and work at my desk for the remainder. My job involves writing user documentation, and I use MS Word constantly. I also use an online survey tool to measure the effectiveness of our classes, and I report the results to management. I use an HRIS (Human Resources Information System) to track course attendance and e-learning completion, chasing after people who haven’t completed the required training and sending certificates to people who complete optional training. I coordinate the training facilities for our in-house training and for visiting vendors. I send individuals to outside training companies for more specialized training. Finally, help desk tickets related to software questions that the technicians cannot answer are routed to me, and I try my best to impress the IT staff, who wonder why I don’t work in their department. Our bank invests a lot of time and money in learning and development, both soft-skills and tech training. We have three people (out of three hundred) devoted completely to training. The advantage is customized training for each department in the bank. Practice examples make sense to the students because they are derived from real-world scenarios. For example, a loan officer gets different training than a call center representative. Unfortunately, many people are often too busy to attend training, and they don’t take advantage of free career development that we offer them on company time. My next goal is to move into new technologies for e-learning. There are two types: synchronous and asynchronous. Synchronous e-learning is a virtual classroom whereby students all over the globe can see and hear the instructor and one another via Internet connections. The class is conducted at a traditional pace, except for the challenge of keeping students engaged without seeing them or knowing whether they are goofing off. Asynchronous e-learning refers to online courses that students complete at their own pace: sometimes interactive, sometimes just a slide show with an exam at the end. Like all forms of education, these courses require a lot of skill to develop so that students can get the maximum benefit, even if they aren’t near an instructor.

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Although I don’t have a masters degree in educational methodology, I hope to someday. Course development and training involve more than putting words into a manual and standing in front of a classroom. Each student has a different way of learning: some are visual, some like to read, some learn by listening, and others learn best by practicing. Reaching all of these students through an online course or classroom session is the biggest challenge of a very rewarding career.

VP Software and Services BY MARK EAGLE I have seen many ads for a “VP of Software and Technology.” What does this mean? Well, to be honest, it means whatever the company wants it to mean. For four years I was executive VP of Software and Services for a $150 million software firm. I turned it into a dream job! This job can be a stepping-stone to a COO or even a CEO position. I reported directly to the CEO, and had full accountability for getting results. I had free rein to “make it happen.” Did this job have an impact on the success of the company? You bet it did! The bonuses and options were directly tied to the company’s success. The job requirements are typically 15 years or more of business and technology experience, a technical degree, strong leadership and communication skills, and familiarity with numerous technologies related to the given industry. In reality, to succeed, the technologies or applications aren’t all that critical. I was given full authority (within budget) and accountability to meet my goals. The mission was to deploy an ERP system for multi-channel broadcasting around the world, bring in a lot of revenue, make all our customers happy, and maintain the 50 legacy systems we had deployed over the past 15 years. That also included about 200 professional employees. My job description: build a great team — a director who is skilled in new product development, another one who is skilled in maintenance (avoidance and enhancement), a requirements team involved in the QA process and that also can write documentation, a services VP (who understands the customer), and a really good executive assistant. By the way, I would have my programmers bet the QA people they couldn’t break their code. How about that for an attitude? I spent half my time in the office. When in town, I arrived at the office between 7:30–8:00 A.M. and I’d leave around 6:30 P.M. I processed morning e-mail from overseas customers and late working staff (30 minutes). I then would clear off my desk and review the day’s “to do” list (written before I left the previous day).

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Because an important part of the job is talent, I would spend an hour, three days a week, on personnel issues. This could include working with HR, talking to individual people, evaluating performance metrics, putting together compensation and bonus recommendations, and identifying hidden talent. I also spent 5–15 minutes with every potential hire. A three-hour senior staff meeting was held bi-weekly. My goal was to know everything going on in the company, warts and all, which I would then share with the team. Staff-meeting agendas were formed to establish goals for the week, update status reporting, and eliminate problem issues. It was a noholds-barred type of meeting. I also walked around the office for about an hour each week, meeting with staff, saying hello, and showing that I was a real person. Another 1–2 hours per week were spent in a peer meeting (EVP sales and CFO), making sure everyone was on the same page. Two or three hours a day were spent checking in with customers (we had 1200), up-selling them or renewing contracts. The other half of my time was spent traveling around the United States and the world visiting customers, trade shows, and prospects. I was the product evangelist and the guy with the resources. I would listen to the future requirements the business would need, and spend a quarter of my time in airports, hotel rooms, and on e-mail (yes, that adds up to what it takes). I was often asked, “You aren’t a sales guy, so why are you with so many customers and prospects?” My response was that any senior executive better be in sales and service or he/she should find a new job. Everything always fell back on business, sales, and leadership skills. Understanding enough about the technology was also very important. Interestingly enough, there is nothing in the company mission that speaks to a specific technology. That may sound strange, but who really cares what is under the hood? Nonetheless, you better understand and speak the language of developers. We had software developed in Cobol, RPG, assembler, VB, C, C++, C#, C flat, frame relay, TCP/IP, AS 400s, HP Unix, HP 3000/MPE, IBM Series 1, System 34, 36, 38, Unisys Mainframes, Cisco routers, PCAnywhere, Citrix, Onyx, PeopleSoft, Oracle, Cognos, Crystal reports, you name it. If broadcasters had it in their computer room, they wanted to reuse it. In short, my real job description (not the one advertised) included all of the following: ■■

Obtain authority from management

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Develop a great staff

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Develop rapport with peers and direct reports

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Listen to customers, prospects, and staff

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Communicate clear goals up and down, meet them, and deliver more than promised to customers

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Establish industry and technical credibility

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Never stand still

About 20 years of practice doesn’t hurt. If you still don’t know what an executive VP of products and services does, then you are probably on a par with the employer.

Web Developer BY NATHAN G. JENSEN Web developers have the most exciting and challenging job in the world. As a web developer, you are one of the architects of the World Wide Web — a builder of the Internet, which dominates the modern world. You get to work with a diverse range of technologies and languages, while being on the bleeding edge of a constantly changing field. You can wear many hats in a day’s work: visionary, analyst, debugger, problem-solver, programmer, DBA, scripter, and IT heavy lifter. If you’re a one-trick pony and prefer to stick with a single programming language or platform and never venture outside of that, web development is not for you. However, if you’re not intimidated by the prospect of mastering a dozen different languages, tools, and platforms, then fasten your seatbelt and prepare for the ride of your life. A successful web developer must achieve mastery in the following areas: ■■

A server-side “web” programming language, such as ASP.NET, PHP, or JSP

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A database platform such as SQL Server, Oracle, or MySQL

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A client-side browser-centric scripting language (JavaScript is the godfather)

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All the intimate details of browsers, how they work, and how they’re configured

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A web server, such as Apache or IIS

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A server-level operating system, such as Linux or Windows Server

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Understanding how all these technologies fit together, so that you can successfully mastermind web-based solutions

If you’re just considering entering this industry and feel intimidated by all the technologies you’ll need to master, relax. Everybody starts at the beginning. I began in 1994 experimenting with simple HTML pages. If you have the passion, the learning will follow.

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During an average work week, I find myself writing code and fixing bugs in ASP, ASP.NET, C#, VBScript, DHTML, JavaScript, SQL Server, Visual Basic, and Windows Script Host. I configure web servers, browser settings, and operating system configurations. I talk to customers, other programmers, testers, salespeople, product managers, and systems administrators. I research newer and better ways to solve technical problems. With so much variety, it’s impossible to get bored! Lest you think I’m a sunshine-pumping propaganda machine, it’s time to tell you about the dirty secrets. You will have your share of hair-pulling, nailbiting experiences. You’ll find a bug in the browser that you can’t do anything about. Your production web server will crash inexplicably and everybody will look at you as if you broke it. Colleagues will disparage code you wrote or systems you built. A co-worker on whom you heavily rely will suddenly quit. And don’t forget about company politics. Just when you find yourself comfortably holding all the technical pieces together, some new decision, policy, or mandate will blindside you and make you wonder if it’s really worth it. Moreover, just when you think you’ve got a handle on everything, the languages and platforms you’ve become comfortable with are revised or deprecated. Languages evolve or become obsolete. Software tools are upgraded. Web servers, browsers, and operating systems change, becoming more powerful and more complex. In other words, amid the day-to-day challenges, you also have to stay current with emerging technologies or you’ll find yourself obsolete faster than you can say COM. As a web developer, like many professions in IT, you are an important person at your company — especially when there’s a mission-critical application that nobody knows as well as you — and everybody realizes the value of keeping you happy. In a previous life I was a project administrator, and I always felt replaceable. Somebody else could have been trained to take my spot in a day or two, and I would have been forgotten a week later. “What was the name of that guy who used to work here . . .?” Don’t get me wrong: Everybody can be replaced, but a skilled and hard-working web developer who builds or maintains critical applications usually feels valued — and as secure as a tenured professor. The reasons why I love this work — and the reasons why you may too — are because I get to solve interesting challenges every day, work with cool technologies, and occasionally impress people with my skills. I get a great deal of satisfaction in seeing applications I build create revenue, cut costs, scare competitors, lift my company, benefit customers, and fuel the economy. Most of the time you can go home feeling pretty good about what you did that day. Many people in other professions can’t say that.

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Webmaster BY ELIZABETH SWANSON This job title is a bit of an anachronism, dating back to the early days of the Internet when pages were mostly text, Flash was a superhero, and people looked for webs in dusty corners more often than on their computers — if they had computers. As electronic gravel roads became the beginning of the Information Superhighway, corporate managers realized that publishing information on the web was a good way to reach customers with minimal expense. By the time forward-thinking investors had positioned themselves to make millions of dollars on tech stocks before the bubble burst, the Webmaster was a well-established fixture. Since then, the actual job description has, in many cases, changed and become more specialized. In the beginning, the Webmaster was a person (a guy) who did it all — server setup and configuration, domain registration, content creation, and web page maintenance. Now, rather than have a single company Webmaster — or Webmistress — many businesses make use of a fleet of web caretakers, with responsibilities ranging from programming and development to content creation, editing and updates, graphic design, and server maintenance. Despite the growing segregation of web-related jobs, the Webmaster is not a relic of the past. Especially at smaller or less web-focused companies, there may still be a single person who is the focal point for everything related to corporate web activity. With web hosting typically outsourced, the Webmaster is freed from server issues. That extra time comes in handy because today’s websites are far more complex than yesterday’s, which were more involved than the ones created last week, and . . . you get the idea. The Webmaster’s toolbox should include everything from coding expertise to an eye for design, an attentive ear, and a strong voice to communicate good web practices. You will inevitably encounter someone who wants to add kittens dancing to salsa rhythms (or something equally ridiculous) to your company’s website, and you need to be able to gently but firmly talk such individuals out of their ideas, explaining why they aren’t a good idea. You should have a firm grasp of not only how to use a WYSIWYG (what you see is what you get) editor, but also understand how to hand-code HTML. Knowledge of style sheets, JavaScript, and basic CGI scripting is a must. Depending on your company’s needs, you may also need to be knowledgeable about additional languages such as DHTML, XML, or PHP. It doesn’t hurt to be familiar with a command-line Unix interface either, as well as FTP and SSH. It’s likely that at some point you’ll be asked to set up database-driven content on your website, in which case you need to either have a grasp of how to

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code it or enlist the help of a database pro, either within your company or, if the budget allows, from a third-party vendor. The first thing users notice when visiting a website is what it looks like, so design is crucial. As a Webmaster, you absolutely must have a good sense of design, organization, and layout. Visual appeal and easy navigability are major components of a good site, and without them you may as well just e-mail all your customers to tell them your competitor is having a big sale (and that they’re handing out free cupcakes). You’ll need a good image editor and graphics creation tool to channel your fabulous designs into pixels. Both Adobe and Macromedia sell top-notch creative suites, and which one you use will likely be determined by what was used by whomever preceded you in the position. You may also need to be familiar with creating Flash animations to snaz up your site. Larger companies not only have a single corporate website, but also an internal website or series of internal sites, which may be maintained by various individuals within the organization. It seems reasonable to assume that larger companies would have sizeable web organizations, but that’s not always the case. A lone Webmaster in such a situation will need to add “rodeo cowboy” (or “cowgirl”) to the job description because it will be necessary to wrangle all the disparate content together, create as much uniformity as possible, disseminate good web practices, and try to ensure that content doesn’t become orphaned or outdated. Being a Webmaster — in any of its many possible incarnations — can be a rewarding challenge. It requires both technical and creative skills, as well as the ability to communicate them clearly. Today’s Webmaster is an artist, programmer, diplomat, detective, and juggler, not unlike Webmasters in the early days of the web — except we tend not to fiddle with servers or have hieroglyphs on the walls of our cubicles.

IT Operations Analyst BY EUGENE TANG My official title is IT operations analyst, but my actual title is closer to IT generalist than anything else. I am a member of the Windows Server Technical Support team, and we manage the Windows servers that our company uses. My primary responsibility is maintaining 15 servers around the country, providing support to my customers. Most of my servers are forward-facing, so maximum uptime is essential. I also work in a disaster recovery datacenter, so in addition to the specific duties of my job, I handle various datacenter-related tasks on a daily basis. There’s rarely a dull moment in a typical day.

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Because my team’s servers are located around the country, we rely heavily on remote desktop protocol (RDP) for remote access. Mission-critical servers are also equipped with out-of-band remote access equipment. We leverage Windows Server Update Services (WSUS) to deploy Microsoft patches to our servers, and schedule one day a month to perform routine maintenance. We provide second-tier support for our customers, so we are required to have good problem-solving skills as well as experience with different hardware vendors. Because the datacenter is fully functional, I am often called upon to assist different teams within the IT Operations department of my company. The IT staff is located in Pennsylvania, while my datacenter is in New Jersey. I function as a remote set of “hands and eyes” whenever physical access to the equipment is required. Although I do not have to have expert-level knowledge of every system in the datacenter, my general familiarity with them makes working with the other teams much easier. I am also the de facto site manager, in that I interact with the staff that manages the facility in which the datacenter resides. I work with them to resolve environmental and other issues as they arise, and I report anything that affects the entire datacenter to department management. This particular position, as it has evolved, demands a certain flexibility. It’s very rare for me to focus solely on my own servers. And in the event of an actual disaster, I can expect to be very busy. My responsibilities are not tied to a desk either. I am also called upon to install new equipment, which is often the most rewarding part of the job. The most demanding aspect of this position (and most IT positions in general) is the potential for off-hours work. As a salaried employee, I do not get overtime for off-hours work. However, policies governing off-hours work vary between companies. On-call rotations are also prevalent, and you may be on-call every so often, as I am every two months. While being a jack-of-all-trades isn’t for everyone, I have discovered that I have a natural talent for it. My previous positions have required a certain degree of flexibility, and most positions both inside and outside IT entail some duties that are not strictly within the job description. Having the ability to adapt to new situations is always beneficial. Being productive in the IT industry requires the ability to adapt to anything that may arise.

Network Analyst BY JOHN POWELL I work for a university. Yes, there are more people at a university than just the faculty and students. When people learn I work for a university, the first thing

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they ask is, “Oh, what do you teach?” When I reply that I don’t teach and that I’m a network analyst, I get a great selection of blank faces. So, what does a network analyst, infrastructure specialist, career-level person do? Basically, I watch over the physical plant that our network occupies, from the main computer rooms to the smallest network closet, and everything in between. I’m the guy who makes sure that the servers, switches, and routers don’t cook or freeze, that everything has power, that the telecomm rooms have lights, that the HVAC system works and is kept clean, that the UPS units work, and that we have a space to grow. I’m the go-to man for assistance in installing new equipment and deciding where to plug it in. To make sure the HVAC systems aren’t overloaded as we add more systems, I build the rack enclosure and cable raceway systems. I interface with inside facility staff, outside contractors, and other staff dedicated to the system/project. In addition, I monitor the network, make and track purchases, keep the inventory, and perform “other duties as assigned.” I also arrange for e-waste, destroy old hard drives and equipment to survey — that’s all part of my job. What I do on a daily basis varies. It’s certain that every day I spend a large portion of my time monitoring the network using Entuity and answering e-mails via Lotus Notes. In many ways, my work presents itself via alarms from malfunctioning switches or wireless units, or the electrician arriving to ask where the new AC outlets should be (even though it’s detailed on the work order), or other analysts asking for help installing equipment or planning for new equipment. A small portion of my time is spent ordering items and following up on those orders, and I also keep updated inventory and drawing records using both Excel and Visio. In addition, because we lack any direct clerical support, we do a lot of tasks that Fortune 500 companies would delegate to secretaries or interns. As to the culture on a university campus, “laid back” would appropriately describe the overall operating theme. While we’re exempt employees, seldom do we work more than 40 hours per week, and it’s frowned upon to work less. “Casual Day” is every day, with the exception of shorts — well, at least in our department. These perks plus well-kept grounds (on most campuses) make it a relatively easy and pleasant place to work. My words of wisdom to anyone seeking a job in a state university system, especially here in California, are simple: Be patient. Budgetary cuts make openings few and far between. HR department requirements result in a very long time from the placing of a job advertisement to an employee actually starting a new job. Having a Cisco CCNA or CCIE or a BS in computer science is a definite plus.

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Summary This chapter should have left you with a better idea of what people actually do on a daily basis at many different types of IT jobs. After reading through these testimonials, see if any of these positions spark your interest. Even though not every IT position is represented here, the outlines presented in this chapter should give you some insight and direction. You may want to ask yourself questions such as the following: ■■

What positions sound the most interesting and enjoyable?

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What positions would be the most rewarding to me?

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Do I want these responsibilities?

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Do I currently have the skills and knowledge for the position?

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Do I need to learn more and enhance my skills?

CHAPTER

3 IT Job Searching Process

Don’t know how to start your IT job search? This chapter shows you the basic steps to take during the journey of searching for and landing your desired IT job. In addition, you’ll learn specific steps that can be taken and things to consider based upon particular situations, such as getting an IT job fresh out of school. Also included is advice related to changing careers to IT and tips to move into management.

Overall Steps The way to go about searching for and getting an IT job isn’t set in stone; however, here are the basic steps: 1. Discover your ideal IT job positions: Before preparing your resume and starting an extensive job search, you should evaluate yourself to see what type of job in the technology field you prefer and is interesting to you. Consider many things, including the following: ■■

Required or recommended technical skills: Compare your technical skills to the skills that are required for a position in which you are interested, or to those recommended on job postings such as those found on Dice.com. It’s best to be sure you have all of the

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skills identified in the job postings, but some companies may be willing to still consider you as a candidate if you fall short. ■■

Interesting industries: You may want to consider working within an industry you’re interested in or familiar with. For example, if you like aviation, explore the possibility of working on an IT team at an aircraft manufacturer, or if you are passionate about education, look into jobs within the tech department at your local city school system or college.

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Salaries and benefits: Of course, salaries and benefits are always of concern when job searching. If possible, talk to people already working in the areas you are interested in. Without getting too personal, you should be able to determine a salary range for a particular position. Keep in mind that you can always use the Salary Wizard at Dice.com, which contains salary information on thousands of job titles. Information you obtain in these ways should help you decide whether to apply for a particular job, and what you should accept as a reasonable salary if offered a position.

2. Search for jobs: After you have defined what IT positions you would like to pursue, you should begin searching for specific job openings. In addition to online resources such as Dice.com, don’t forget about other methods such as networking and attending job fairs. Although you may begin searching for job positions and exploring career options before your resume is complete, you may want to start filling in the basic parts of it during your search. That way, you’ll be better prepared if you find an open position and don’t want to miss the opportunity to apply quickly.

3. Work on your resume: Once you have found specific job openings, you can tailor your resume toward them to ensure you have the best chance to land your desired job. Of course, you can’t lie about your education and experience, but you can choose the words that best describe your related skills. 4. Get the job: After you have received a call from a resume submission, it’s time to land the job by making a good impression during the interview and showing how your skills and expertise will benefit the organization.

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Seeking Your First IT Job after Graduation If you don’t have a great deal of prior technical work experience, you likely will need to find an entry-level job. For example, when searching on Dice.com, you can use the keywords “entry level,” along with any other criteria, such as location information and employment type, to search for relevant job postings. In addition, be sure to utilize all the resources you have, including the following: ■■

Check with your current and previous schools, and see whether they have job postings or offer job placement services.

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Visit or call local electronics or computer stores to see if they are hiring.

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Begin networking with other IT professionals, friends, and family to ensure that you’re notified of any job leads that may arise.

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Check the newspapers for local jobs. To help build upon your technical and soft skills and to enhance your resume, consider donating some of your time to community service projects. Even though these may not make full use of your education, they go a long way toward boosting your experience, and you never know what they may lead to. Here are a few ideas:

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Set up PCs or teach others computing skills at any clubs, youth groups, retirement communities, or church groups. You may even be able to help provide equipment to these groups by contacting local computer shops or rummaging through old PC equipment belonging to family, friends, and neighbors.

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Develop a website for a local club, youth group, or church group. Then you could even teach others how to update the site.

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Contact the IT department at your current and previous schools to see if they need any help, which you may even be paid for.

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Visit or call local retail stores or other businesses (not necessarily related to IT) and let them know that you are a college student or recent grad looking to gain technical experience in any way, and that you would be willing to help them on small computing issues that may arise. These situations could lead to very good asset statements showing how your action(s) helped in a business setting.

In addition, utilize any IT professionals you know (at school, at a co-op job, family members, friends, and so on) willing to teach or mentor you on certain skills or technologies, or even to obtain career advice.

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DICE USER SURVEY IN YOUR OPINION, WHICH TECH FIELD OFFERS THE MOST POTENTIAL FOR THOSE JUST STARTING OUT? ◆ Databases — 24% ◆ Linux — 13% ◆ Security — 22% ◆ Web development — 26% ◆ Windows — 15%

Keep in mind that when creating your resume, you should demonstrate how your knowledge and experience from other (nonwork-related) activities and schoolwork can translate to an IT office setting. If you majored in a technical field, place your Educational Experience section below your Summary of Qualifications, and list all relevant IT courses below your degree. Use the Experience section to describe projects, case studies, research, or any other experiences where you’ve gained experience in an IT capacity, as shown in the following example: ■■

Led team in networking new student center, encompassing 30 desktops

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Senior project involved programming website for new student club, Students Helping Students

Getting Out of a Bad Work Environment Before blowing off your current job, you may want to consider whether there is any way you could improve your situation. If you’ve already done that, however, and your current work environment is truly toxic, then you should begin searching for a new position. Only you can decide whether that is possible within the same organization, or whether you need to find an opportunity at another company. Once you have made the decision to leave, there are many reasons you can provide for leaving your current employer, including the following: ■■

Desire to work in a more team-oriented environment

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Wanting to take on greater responsibility

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Wanting to work for a particular employer

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If you’re looking for opportunities outside of your current organization, you can explain that you would like to apply your current skills and knowledge to a different position or industry

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DICE USER SURVEY IF YOU COULD CHANGE YOUR BOSS IN ONE OF THE FOLLOWING WAYS, WHICH WOULD IT BE? ◆ I’d make him/her a better listener/communicator — 31% ◆ I’d encourage him/her to foster a less cutthroat workplace — 24% ◆ I’d make him/her easier to please — 5% ◆ I’d help him/her get organized and set clearer goals — 40%

The key to discussing with an interviewer the reason(s) why you are leaving your current employer is to not blast your current employer — this creates a poor impression of you as a professional. Instead, explain how you can make a positive impact at a new firm/position/industry. In addition, you could use the same reason(s) when talking or interviewing with another organization. You never want to create the impression that you had problems at your previous job. If you are having problems within your current workplace but would like to stay committed to the organization and position, then you should try to communicate with your supervisor(s) in an attempt to improve the situation. For example, if you are having problems with someone in particular, then discuss it with your supervisor. Explain how his or her behavior is having an adverse effect on your productivity. Be sure this discussion does not turn into a personal attack, though, and use examples illustrating how the person’s behavior is stifling your productivity and/or the productivity of others. Make sure you have solid examples. Then, back up your examples with some suggestions for improving the situation.

Returning after a Long Break If your resume indicates that you haven’t worked for an extended period of time, you need to be able to explain why during an interview. Your answer largely depends on the reason for the long employment gap and any special circumstances surrounding the time period. If you were involved in any activities during your employment gap (such as volunteering at a local community center), those activities can take the place of a job listing on your resume. If that is the case, be sure to rename the Employment History section of your resume to Experience and Activities. If you were not involved in an activity, you should change your resume to a functional format, which groups your professional experience into skill sets, such as Management Skills, Leadership Skills, and Communication Skills. Not only does this format enable you to apply for a broader range of jobs, it also eliminates any glaring gaps in your employment history. Following your Skills and

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DICE USER SURVEY WHAT’S THE EMOTIONALLY TRAUMATIC PART OF BEING LAID OFF? ◆ Losing the income — 23% ◆ Not being able to take care of my family — 31% ◆ Not being able to go to a job every day — 3% ◆ Being deemed unnecessary by an employer — 17% ◆ Trying to find another job — 26%

Accomplishments section, be sure to include a Work History section on your resume that includes the names of your employers, your job title, and dates of employment. If you are asked during an interview to explain a gap in employment, use this opportunity to explain any activities you were involved in; otherwise, if this is not the case, you can let the interviewer know that you were recovering from an injury or took off for personal reasons. If relevant, also explain any new skills or knowledge you’ve accumulated during this time that can be applied to the job for which you are interviewing.

Changing Careers to IT Even though you may not have direct IT experience from your current or previous career and work experience, you still have a chance to land a tech job. You should clearly identify certain technologies or products you would like to focus on in your ideal IT job. You could refer to job postings from employers (such as on Dice.com) for the specific job position(s) you are interested in, to identify the skills they recommend or require. If you don’t yet know the job position(s) you may be interested in, you can use keywords from any technologies, products, or skills you are familiar with to find possible positions. The following additional suggestions should also be helpful: ■■

Consider taking classes, reading books, and earning certifications based upon the IT areas on which you would like to concentrate. In addition, if you don’t have a technical education, then consider getting an applicable degree or certificate.

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Peruse an IT job related to your previous career. For example, if you worked in a hospital, you may want to explore the possibility of getting an IT position at a company that develops software or hardware in the medical field. In addition, inquire within your current organization to see whether you could move to an IT-related position.

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DICE USER SURVEY EXPERTS SAY MORE WORKERS ARE QUITTING THEIR JOBS BEFORE FINDING NEW ONES, BUT WOULD YOU BE WILLING TO TAKE THE RISK? ◆ You bet; right now, I’m desperate to jump ship — 22% ◆ Perhaps, but only if the job market keeps improving — 13% ◆ Probably not; I’d need to have a couple jobs I know I could get — 13% ◆ Nope, I need to have a new job before quitting the old one — 52%

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Seek advice from others in the IT sector. For example, the college or university you attended may have a list of alumni who currently work in your area of expertise and are available to speak with you. Alumni can be invaluable for networking purposes — contact an alumnus for an informational interview and ask him or her for advice on breaking into a career in your chosen field.

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Check with your current and previous schools to see whether they have job postings or offer job placement services.

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Bolster your resume as much as possible with your technical skills, focusing on how you may have used IT abilities during your previous career. You may even consider developing a functional (versus reverse chronological) resume, which emphasizes skill sets instead of work history. This way, you can highlight your IT skills, computer classes, and relevant projects, rather than focus on what may be limited work experience.

Keep in mind that if the salary ranges from your previous work aren’t closely aligned with those in the job position(s) you are going to apply for in the IT sector, then you need to effectively communicate to a potential employer that your salary history is from a different industry. This is important because some employers use this history to narrow the field of candidates, and if your salary history is too high or too low, then you’ll likely be automatically rejected regardless of your past experience. Either way, find comparable salaries for the IT positions to which you’re applying by utilizing online resources, such as the salary information at Dice.com.

Moving to IT Management Let’s assume you’ve been working in your technical position, maybe as a developer or a network engineer, for several years. Perhaps you’ve advanced beyond entry-level work and have taken on more technical responsibility, yet you’re not entirely satisfied with your position. It’s time to start exploring options for career advancement. In many cases, making the transition from

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technology worker to technology manager is just what your career needs to get its second wind. At some point in your career, you’re going to have to choose between developing your technical skills or your managerial skills. The two paths diverge from a common point of origin: a desire for advancement. Many times there is only so far that you can go as a technologist, only so high that you can rise within an organization on technical skills alone. In order to break through to a position of leadership, you’ll need to cultivate managerial skills. But how do you know if you even want to be a manager?

Reasons to Not Be a Manager Not everyone is destined to be in management. One indicator that you might not want to be a manager is if you would rather work alone than in a group. Many techies prefer to go to work and essentially be left alone as they do their jobs. They’d rather be surrounded by technology than by people. If you are content sitting in your cubicle and solving the challenges presented during the course of writing code, then management isn’t for you. Likewise, if you want to fly under the radar, then management isn’t for you. Similarly, if you would rather nail your hands to the keyboard than go to a meeting, then management probably isn’t for you because managers spend a great deal of their time in meetings. In addition, managers often need to lead a meeting, rather than be a mere participant. Would you feel comfortable leading a meeting? It’s not easy to build consensus in a group with disparate opinions. Another aspect of being a manager involves guiding employees through their projects. If you would rather lead neither meeting nor project, then management is probably not for you. Are you ready to shift away from your technical skills and toward your people and project management skills? If you still get a rush from writing clean code or locking down a firewall, then stick with the techie stuff and leave the management to others. This is perhaps the hardest career decision to make, but if you love the technology more than the business, then your talents are better utilized by remaining a techie.

Reasons to Be a Manager Similarly, there are a number of reasons why you might want to go into management. You probably already have a few in mind. Do you crave leadership? In truth, there is a difference between a manager and a leader, but each manager must have some basic leadership skills and the desire to influence co-workers. Good managers are not only responsible for themselves, but also for their team. Leadership is something that you’ll have to be comfortable with if you want to be a manager. The ability to make decisions and the capacity to carry them out are essential management skills.

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Do you want to help others develop their technical and professional skills? Many techies want to go to the office and work in solitary confinement. However, if you want to mentor others and guide them through their tasks, then you may very well make a good manager. By definition, being a manager and accepting responsibility for those who report to you places you in a high-profile position, and you’ll need to be ready to solve technical and people-oriented problems every day. Developing employees’ skills and seeing them advance in their careers, however, can be a rewarding aspect of being a manager. Do you genuinely enjoy working with other people? This is an important question. A manager doesn’t necessarily have to be a people person, but it helps. Managers spend most of the day working with others, so it’s generally a good idea to have strong interpersonal skills. In addition, managers are often called upon to solve interpersonal problems, and it helps to feel a sense of accomplishment after doing so effectively. A good manager has to understand group dynamics and how best to facilitate employees working together. If you see a challenge in interacting with coworkers and their personalities, then management will provide you with those challenges on a daily basis. It takes patience and understanding to be able to guide employees and to build consensus during team meetings. Good managers know how to bring out the best in their team, and that usually requires maintaining a delicate balance between team members’ personalities. Do you want to be involved in planning and reporting on the status of projects? Would you rather lead a team through developing an action plan, or would you rather work quietly to execute the plan? Becoming a manager may mean that the status of a project becomes more important than the technical nuances of that project. It’s work that requires a different focus from what you’re used to, so you’ll need to prepare yourself for it. One change that the shift to management brings is that you will now represent your co-workers when interacting with your boss. Your boss may not want to hear every technical detail and may be more focused on whether the project will be completed successfully and on time. You need to start thinking like a manager before you can act like one. DICE USER SURVEY WHAT’S THE BEST WAY TO BOOST MORALE AMONG IT WORKERS? ◆ More praise for work done well — 15% ◆ Rewards like gift certificates and small bonuses — 26% ◆ Support for pet projects — 9% ◆ Department-level award programs — 5% ◆ Respect from managers and executives — 45%

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How to Make It Happen Making the shift to management may be the best way to advance your career, but unless you prepare yourself for the move, it may be frustrating and simply not right for you. Here are the top 10 ways to become management material: 1. Emulate your favorite boss: If you want to learn management skills, start by taking a look at the people you admire, those who have particularly good reputations within the company. How do they handle themselves? What behaviors of theirs can you adopt? What do others say about them, and why? Did you like working for one particular boss? Why? And what about bosses you didn’t like — which of their behaviors do you want to avoid? 2. Practice the art of managing: To be an effective manager, by far the most important skill set is building relationships, and whether you call it relationship building or managing, you have to do it in four directions. That includes managing down (your staff), managing sideways (customers and peers), and managing up (supervisors). Each group requires a different management touch. It’s important to remember that this is an art, not a science. 3. Polish your people skills: In any profession, excellent communication skills are always a valued commodity. Yet in IT, such skills can be rare. One quick fix for building your people skills, as well as business savvy, is as follows: Simply spend more time with end users. The ultimate role of the IT manager is to deliver IT that fits the needs of users, and even a little time spent in the company of real users can very quickly help set priorities. For example, users value productivity over security. If you are locking down a system to the extent that a sale can no longer be made, then are you really helping the business? FROM THE EXPERTS “Let’s put this bluntly: many technical staff are not renowned for their social skills.” — Jon Collins, a former IT manager who’s now principal analyst at Macehiter Ward-Dutton, an IT-business advisory firm based in Cambridge, England.

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4. Cultivate a go-to demeanor: Another way to extrapolate the skills you need to become a manager is to determine whether you could cover for a supervisor. Don’t worry: He or she is asking the same question. For example, when managers consider promoting someone, in addition to skills and ability to get results, they may also consider an imaginary crisis scenario in which they are out of the office, and the person under consideration must explain the situation to senior management in their absence. They would think about whether or not they would be comfortable with this person representing them and his or her department to the company president. 5. Manage cross-culturally: Today’s IT environment differs substantially from that of 5 or 10 years ago, especially in the use of project teams located in different countries. On any given project, for example, resources may be located in Boston, Ireland, China, and India, and all of these have to be managed so they eventually lead to a desired result, in a financially productive and viable way. Hence, the more you know, not only about your team members but also the cultures from which they hail, the more successful a manager you’ll be. 6. Excel at writing: Managers often gripe about employees who can’t write clearly (to say nothing of their spelling or grammar). Yet polished writing skills are increasingly important in today’s distributed work environments, where sometimes the only thing linking two teams on opposite sides of the world may be a set of written specifications. 7. Operate outside your comfort zone: Becoming a manager is rarely an overnight process (barring family connections). Rather, IT workers who demonstrate the necessary skills, and have the right opportunities, will find themselves continually getting more responsibilities and transitioning toward management roles. Becoming a manager doesn’t happen automatically; it happens when you make yourself available to a rich variety of projects, assuming the foundation is there and the skills are sufficient. The key is pursuing new challenges. Sometimes highly skilled technology professionals are somewhat shy, and not necessarily actively looking for opportunities that have complex communication environments, or that require, for example, traveling. Yet operating outside your comfort zone is an excellent way to prepare for a role in management: Basically, pursue exposure to different types of settings, management structures, and ways to accomplish projects.

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FROM THE EXPERTS “One of the most critical elements in the allocation of labor and tasks is to understand who can do what best, and where and when, and that cannot be done without well-written specifications, and well-written communication about how to allocate tasks based on specifications.” — Heikki Topi, Ph.D., associate professor and chair of the Computer Information Systems Department at Bentley College.

8. Know how to talk business: Succeeding as a manager means understanding the big picture while also sweating the small stuff, so start practicing now. Think strategically, act tactically. Have an IT strategy — or to rephrase, a strategy for IT. You don’t have to be a CIO to think more strategically about IT. Talking strategy, however, requires business knowledge — an intimate understanding of your organization’s business processes, compliance requirements, and how IT integrates with them. Understand both how business is done and how technology can transform the way business is done. Such knowledge is crucial for relaying goals, deliverables, and successes in terms your business co-workers will understand and appreciate. (It never hurts to market yourself.) 9. Stay technologically current: An IT manager must be comfortable navigating the technology/business divide. Managers need to keep their feet in the technical, but move their heads into the managerial; otherwise, they lose sight of reality. Many newly minted managers think they can move away from being technologically proficient. Don’t count on it. On the contrary, there’s an increasingly strong need to understand technology, as long as that understanding is at the right level. What’s especially needed (and marketable) today is an understanding of architectures — technology architectures for data, infrastructure, and software. 10. Boost your educational pedigree: What training does your company offer? Companies that are advanced and that take the development of their workforce seriously offer courses specifically geared toward developing soft skills — whether it’s communication skills, project management skills, cross-cultural awareness, or the ability to manage in a geographically distributed environment. Are you taking advantage of such courses? ■■

Another way to significantly boost your technology, management, and business expertise is to get a Master’s degree — or even two. For example, you may find colleges offering several graduate-level IT programs, such as an MS+MBA (“two degrees in 21 months”) for people with prior work experience.

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Many universities offer these types of advanced programs, and they’re an excellent way to quickly improve your skills. Integrating technology expertise with business understanding is a very powerful combination, and it’s important for someone who wants to be successful as a technology leader.

Consider carefully these tough questions, evaluate your interests and skills, and then choose your career path wisely. The most important assets to manage correctly are yourself and your career.

Summary This chapter covered the key components of embarking on a career or a job search. Whether you are just entering the market or have years of experience, your success in finding the right position will depend on several factors. Following are some of the key points from this chapter: ■■

Evaluate yourself before starting an extensive job search to ensure that you get the type of IT job you really want. This will also ensure that your goals are realistic given your skills and knowledge.

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During your job search and career planning, utilize all your resources, such as career services at schools, networking with other people, and exploring IT areas within industries you’re familiar with or interested in.

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If you would like to gain or enhance your technical skills, you can turn to books, attend training classes, and earn certifications. In addition, make sure you take every available opportunity to gain more hands-on experience.

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Two Preparing for Your New IT Job Now that you have an understanding of the IT job market, insight into several different particular IT job positions, and, it is hoped, a clearer picture of what job you would like to pursue in the IT field, you can prepare yourself to get your desired job. This includes evaluating the different IT certifications that may help you learn or enhance technical skills. You should also work on your resume, which this part also helps you create.

CHAPTER

4 Training and Certification

Studying for and earning certifications, which this chapter covers, can be a great way for technology professionals to gain knowledge of a particular technology or set of products. In addition, by attending classroom training or seminars, and studying relevant materials, those who are seeking knowledge or hands-on experience can become certified in a given area and get a leg up on other job seekers or colleagues without such certification. Let’s take a look at what certifications can do for you.

Certifications in the IT World Historically, job candidates in the IT sector have seen certifications as a powerful means of advancing their careers. Certification was perceived as proof of technical knowledge in a key area and could help job seekers distinguish themselves in multiple ways. Certifications added glamour to a technical resume, improved the odds of landing an interview, and in the case of someone trying to climb a corporate ladder, acted as a focused differentiator to stand out from in-house competition. In today’s new-millennium economy, however, IT certifications are increasingly viewed as having lost their luster. Many people believe the performance at an interview outweighs the paper merits of a resume.

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FROM THE EXPERTS “While certifications are always a good thing to see from a candidate, proof of knowledge is normally something we require a demonstration of during the interview process. Just because a candidate passed the certification requirements does not necessarily prove anything other than they knew how to pass the tests.” — Nathan Saunders, Senior Manager of Information Systems at Vitalstream, Inc.

Another important factor is the value of certifications in a dynamic IT environment in which a company needs change effected as quickly as technological availability. For example, Vitalstream, which specializes in content hosting, data management, and streamed Flash and Windows Media video content, has an unusual set of needs. Database management certifications such as the MSCDBA, and network certifications in general, particularly Cisco certifications, are perceived as directly relevant to Vitalstream’s business. Sincerity of interest also counts. For example, certifications in multiple fields or multiple certifications in one field look good and help demonstrate a genuine interest in the subject matter. Having more than a single certification shows a commitment to actively pursuing additional knowledge and skills, and would impress many recruiters and employers. Typically, a lack of certification doesn’t prevent candidates from consideration if they have sufficient experience and skills that could be proven in another way. Real-world expertise always trumps theoretical expertise on paper. Furthermore, it’s obvious that someone who has certifications as well as a long relevant work history is ideal. Some of the skepticism from employers about certifications may be due to the nature of the work performed in particular fields. For example, quality assurance skills — such as testing systems, developing code, and documenting related errors — are hard to demonstrate with any kind of standardized test because such skills require extreme familiarity with large amounts of information. Therefore, in nearly all situations, there isn’t any substitute for real-world, hands-on experience. DICE USER SURVEY WHO PAID FOR YOUR MOST RECENTLY OBTAINED IT CERTIFICATION? ◆ I paid for all or most of the fee — 70% ◆ My employer and I shared the cost — 4% ◆ My company paid all or most of the fee — 22% ◆ A grant or scholarship paid for it — 4%

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FROM THE EXPERTS “A certification might make me more likely to look deeper at a resume, but the work experience will make me bring a person in for an interview.” — Perry Reed, Quality Assurance Manager for the Home Shopping Network (HSN)

On the other hand, many IT professionals believe that certifications definitely can enhance your career progress and are a great way for techs to boost their careers (and get a little learning in as well along the way). The bottom line? Certifications complement a resume, but they are no substitute for the accumulated knowledge and skills of real-world experience.

Getting the Most Out of Certifications As mentioned earlier, certifications can be a great asset on your resume and for your career; however, you need to go about acquiring them in the right way, as described in the following tips: ■■

Make sure you pursue certifications that are a best fit for your area of expertise, and interests that have the greatest chances of enhancing your career and resume. For example, see what certifications are mentioned by employers in the job postings for the particular positions you are seeking.

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Don’t just study to pass the exam; study for certifications with the intention of truly learning, gaining, and enhancing the applicable skills.

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Get hands-on experience with the technology or product(s). For example, suppose you are studying for the Certified Wireless Analysis Professional (CWAP) certification, which involves understanding the 802.11 standard and the communication between devices in wireless LANs. In addition to studying the standards and processes presented in the guidelines and instruction materials, you could get your hands on some wireless packet analyzers to experiment with your wireless network at work or at home.

DICE USER SURVEY WHICH METHOD DO YOU PREFER FOR KEEPING YOUR SKILLS UP TO DATE? ◆ Classroom training — 33% ◆ Books, magazines, or other reference — 28% ◆ Online training classes — 16% ◆ Websites or discussion boards — 9% ◆ None, I’m just coasting — 14%

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IT Certifications Whether you are interested in networking, databases, programming, or other technology fields, there is probably some type of certification that covers your particular job or skill set. The following list briefly describes several widely known independent and vendor-based certification programs, including a short summary of the topics they cover: ■■

Cisco: Design, development, support, and sales of many networking topics, such as security, IP telephony, and wireless, based upon Cisco products

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CIW (Certified Internet Webmaster): Design, development, and administration of websites and Internet-based applications

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CompTIA (Computing Technology Industry Association): Installation, configuration, diagnostics, and preventive maintenance for a wide variety of topics, including PC hardware, networking, servers, Internet, e-commerce, project management, training, Linux, document imaging, and radio frequency identification (RFID)

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CWNP (Certified Wireless Network Professional): Design, installation, administration, analysis, and security of wireless LANs

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Microsoft: Design, administration, and troubleshooting of many IT topics, such as networking, programming, and databases, based around Windows and other Microsoft products and technologies

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Novell: Administration, management, and troubleshooting of Linux and NetWare operating systems

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Oracle: Administration and development of Oracle database technologies and products

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SCP (Security Certified Program): Understanding security risks and defensive countermeasures covering a variety of topics, including firewalls, intrusion detection, VPNs, SSL, Linux and Windows security, Internet Security Law and Legislation issues, forensics, wireless security, e-mail security, and biometrics

DICE USER SURVEY OVER THE YEARS, HOW MUCH OF YOUR IT KNOWLEDGE DO YOU THINK YOU’VE LEARNED FROM YOUR COLLEAGUES (VERSUS OTHER SOURCES OF LEARNING)? ◆ Just about everything — 11% ◆ Not everything, but quite a bit — 44% ◆ A few tips here and there — 34% ◆ Not much, if anything — 11%

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Preparing for Certification Exams Before you sign up for a training class or run down to the bookstore to find study guides for a particular certification, you should do the following: ■■

Study the overall certification program(s) that interest you to ensure that you understand what the program has to offer and whether it offers the kind of knowledge and/or skills that you are looking for.

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Review the exam objectives, requirements, and any suggested job roles for the particular certifications you are interested in to ensure you’re a good candidate and meet any recommended or required prerequisites.

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Understand the exam policies and procedures, such as retakes, recertification, and exam scoring.

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Check whether the program offers or recommends training materials or services for exam preparation.

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Investigate and choose a learning and study method that you think you’ll best benefit from. You’ll likely find many different types of study materials and services, including the following:

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Live classes

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eLearning (online or CD-based)

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Audio CDs

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Keep in mind that along with the certification organization itself, many third-party companies offer certification study materials, services, and other information related to IT certifications and topics, such as the following sites: ■■

www.measureup.com

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www.newhorizons.com

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www.computer-schools.info

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www.cramsession.com

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www.gocertify.com

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OTHER TRAINING It isn’t always necessary to pursue certifications in order to update your existing skills or to learn new ones. There are many other methods, including the following: ◆ Live classes ◆ Conferences and seminars ◆ Books, magazines, and other references ◆ Colleagues ◆ Websites, discussion boards, and blogs

Summary When you are interested in obtaining training and certifications, consider the following key points from this chapter: ■■

Certifications can be a great resume builder and can contribute to your career; however, they are unlikely to serve as a substitute for actual experience and hard-won skills.

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Pursue certifications as an opportunity to actually learn something, not to obtain a piece of paper at the end that you can show employers.

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Before settling on a particular certification or training method, investigate numerous options to ensure that you are choosing the best route for your own goals.

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Don’t pass up any opportunities to get hands-on experience with the products and/or technologies related to the certifications. For example, instead of just reading a book, try to attend a training class to prepare for a certification exam.

CHAPTER

5 Evaluating Yourself and Building Asset Statements

This chapter helps you, the IT professional, zero in on specifically what you have to offer prospective employers, and how to provide evidence of these assets with asset statements — brief “stories” that demonstrate how you’ve used your IT strengths and talents to make a contribution to past employers. These asset statements will form the foundation for your resume and networking conversations, and, most importantly, will aid in your replies to questions during interviews.

Assessing What You Have to Offer There’s an old guiding principle in the field of advertising that states “sell the benefits, not the features.” It means that people decide to buy a product because they see the potential benefit of that product and what it will do for them, rather than basing their purchase solely on the product’s features — for example, the fine print describing ingredients or components, how it’s made, and so forth. Employers of IT professionals behave similarly. They select the candidate who can bring about the benefits they need — candidates who offer the right package of relevant skills, personality qualities, experience, and demonstrated ability to get results. In order to persuade a prospective employer that you’re the best candidate for the position, you must clearly communicate how you 73

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will add value, how you’ll fit in, and how committed you are. To do that, however, you have to know yourself first. You must have a realistic picture of your IT skills, capabilities, areas of expertise, and personal qualities as they relate to your target jobs, and you must be able to furnish hard evidence demonstrating how you’ve used those qualifications to add value and fit in. That’s the only way you’ll be able to get an edge over the competition. In the sections that follow, you’ll have the opportunity to take inventory of what you have to offer to an IT organization, using informal checklists and worksheets to structure the process. Informal assessment is one effective way to assess what you have to offer, but be aware that you may need to go beyond the exercises in this chapter. You might also benefit from some type of formal assessment, such as interest inventories, skills measures, personality assessments, and other tools that career development professionals use. For now, you can get started with an informal self-assessment by completing the exercises in the sections that follow. The assessment involves three simple steps: 1. Take stock of your content knowledge. 2. Identify your transferable skills. 3. Assess your positive personal qualities. This combined understanding of content knowledge, transferable skills, and personal qualities helps you fully understand the assets you have to offer.

Taking Stock of Your Content Knowledge Your first step is to define your content knowledge, which consists of the subjects and topics with which you are familiar, as well as your areas of expertise or specialization. Your content knowledge enables you to do your existing job, and it’s an indication of whether you’re capable of performing different types of jobs as well. Defining content knowledge is a good place to start because it gives you a general idea of your assets. You can then narrow down your assets more precisely when evaluating transferable skills in the next section. Some of your content knowledge areas will be obvious, especially those that relate to your job. A mobile application developer, for example, might know something about IBM AS/400s and the issues and solutions related to terminal emulation over wireless networks. Similarly, a network engineer is likely to be familiar with Ethernet switches, routers, and network cabling. Other content knowledge evolves out of your hobbies, personal interests, and academic background. The mobile application developer, for example, may have been involved with ham radio as a teenager and as a result is intimately familiar with radio frequency signals, which are used in wireless networks. This kind of detail is important because it may qualify this particular application developer to take on a different type of job, such as designing wireless networks for a hospital. In short, don’t hesitate to list content knowledge based on your hobbies!

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WORKSHEET 5-1: IDENTIFYING CONTENT KNOWLEDGE To jog your thinking about your own IT content knowledge, ask yourself the following questions: 1. Consider your current employment (or most recent, if not currently employed). What do you have to know to do your job, or what have you learned as a result of doing your job? 2. Referring to question 1, now do the same for former jobs you have held. 3. Think about any hobbies or activities you are involved in outside of work. What do you know, and what can you do, as a result of those involvements? 4. What topics do you discuss with friends or family, read about in books or magazines, or follow on the Internet? 5. In which subjects are you conversant or proficient as a result of your academic background — whether from a fully degreed program or just a course or two?

Examples of content knowledge are endless and vary widely from person to person. To identify your particular knowledge, take a look at Worksheet 5-1 and see whether any of the questions reveal your areas of expertise.

Identifying Your Transferable Skills The next step in taking stock of your assets is to identify your transferable skills. Unlike content knowledge, which consists of subjects, topics, or areas of specialization, transferable skills are things that you can actually do. You can think of them as functions, actions, or behaviors. These skills are not linked to any one job, project, or employer — they’re generic enough to be of interest to most anyone. IT employers will be carefully looking at your transferable skills when sifting through resumes. Therefore, be thorough, and focus on identifying all of your skills. A database developer, for example, may identify one of her transferable skills as the ability to develop client/server database solutions using Oracle development tools. Of course, an employer looking for an Oracle database developer will pay attention to this particular resume. If she hadn’t identified this skill, perhaps because she hadn’t used it for a while, then the employer would be unlikely to further consider her for employment. Moneysaver

If you’re concerned about lacking particular skills, avoid the temptation to sign up for expensive courses or training programs until you’re certain that the skills you would learn are an absolute prerequisite for the type of job you want.

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Beware of aptitude testing centers offering expensive, lengthy test batteries. Although they may do a good job of measuring general aptitudes such as spatial relations, verbal reasoning, and musical ability, most IT job seekers need to identify their more tangible, specific, IT-related skills.

To identify your own transferable skills, review Checklists 5-1 through 5-8 and put a check next to any skills you possess. Be sure to write down any additional skills for each category if they’re not identified in the tables. Checklists 5-1 and 5-2 are probably the most important. These checklists help identify your core skills, the ones that readily enable to you to perform a particular task, so spend some extra time with these! The remaining checklists are more focused on defining soft skills, which provide some additional value to you as an IT professional. It is impossible to know in advance which soft skills will be important to a particular employer, so don’t neglect to factor these in. When you’ve gone through all the lists, go back and circle the 10 to 15 skills that are likely to be most marketable and relevant to your target job or employer. You can use this information to help determine whether you should pursue a particular position, and what you should highlight in resumes and interviews. CHECKLIST 5-1: TECHNICAL SKILLS Client/sever architectures Client operating systems Databases (e.g., Oracle, Sybase) Industry types (e.g., healthcare, manufacturing) Mobile application software Network operating systems Software development tools Terminal/host architectures VoIP solutions Wired networks Wireless networks

____ ____ ____ ____ ____ ____ ____ ____ ____ ____ ____

CHECKLIST 5-2: HANDS-ON SKILLS Build/construct things Fix/repair things Make installations Troubleshoot malfunctions Develop software Test software or systems

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CHECKLIST 5-3: BUSINESS AND MANAGEMENT SKILLS Assess/oversee quality control Compete Conduct meetings Consult Delegate Develop a business plan Direct Create a budget Estimate costs Handle office politics Make decisions Make presentations Manage people Manage projects Plan strategy Process improvement Train employees

____ ____ ____ ____ ____ ____ ____ ____ ____ ____ ____ ____ ____ ____ ____ ____ ____

CHECKLIST 5-4: COGNITIVE SKILLS Assess needs Analyze requirements Concentrate for long periods of time Observe processes Research new technologies and methods Think “outside the box” Synthesize/integrate ideas or information

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CHECKLIST 5-5: CREATIVE SKILLS Brainstorm Create works of art Invent products or services Use imagination Visualize new ideas

____ ____ ____ ____ ____

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CHECKLIST 5-6: INTERPERSONAL SKILLS Advise Advocate Build teams Coach Collaborate Console Counsel Educate Empathize Facilitate groups Guide Influence people Listen attentively Mediate conflicts/disputes Mentor Motivate others Network/keep in touch with people Provide constructive criticism/critique work Serve/assist customers or clients

____ ____ ____ ____ ____ ____ ____ ____ ____ ____ ____ ____ ____ ____ ____ ____ ____ ____ ____

CHECKLIST 5-7: COMMUNICATION SKILLS Debate Explain things to others Interpret Interview others for information Lead seminars or workshops Learn/speak foreign language(s) Mediate disputes/conflicts Moderate a panel of speakers Speak in public Write technical documents

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CHECKLIST 5-8: ORGANIZATIONAL SKILLS Coordinate projects Coordinate schedules Handle multiple tasks simultaneously Implement plans/follow through Monitor the flow of a project Oversee a production effort Process documents Reorganize systems/procedures

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Bright Idea

To identify more of your transferable skills, check the written job description for your current or past positions (usually available from human resources if you don’t already have a copy).

Reviewing these checklists is just one way to identify your transferable skills. You also need to tackle the problem from the opposite perspective — thinking about your experiences and accomplishments and pulling skills from those. Reflect on your work, academic, and personal experiences and the skills that you have demonstrated through them. If you think of any skills not already checked off on the lists provided here, add them. Bright Idea

Reading your performance reviews from past jobs is a great way to identify some of your most marketable assets.

Assessing Your Personal Qualities The final step in taking stock of your assets is to assess your positive personal qualities that may be of value to your target employer. Read through Checklist 5-9 and place a check next to any characteristics that you think describe you. Then go back and circle the five to seven characteristics that best describe you out of all the ones checked. CHECKLIST 5-9: PERSONAL QUALITIES Adaptable Aggressive Artistic Assertive Calm Communicative Conscientious Considerate Creative Dependable Detail-oriented Diplomatic Disciplined Driven Effective Efficient Energetic

____ ____ ____ ____ ____ ____ ____ ____ ____ ____ ____ ____ ____ ____ ____ ____ ____ (continued)

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CHECKLIST 5-9: PERSONAL QUALITIES (continued) Enthusiastic Ethical Expressive Faithful Flexible Funny Honest Independent Loyal Mathematically inclined Mechanically inclined Observant Open-minded Optimistic Organized Patient Perceptive Persevering Persuasive Poised Practical Punctual Quiet Reserved Resourceful Responsible Scholarly Self-aware Self-confident Self-disciplined Sensitive Serious Sincere Tactful Thoughtful Visionary

____ ____ ____ ____ ____ ____ ____ ____ ____ ____ ____ ____ ____ ____ ____ ____ ____ ____ ____ ____ ____ ____ ____ ____ ____ ____ ____ ____ ____ ____ ____ ____ ____ ____ ____ ____

Bright Idea

Make copies of the Personal Qualities checklist (Checklist 5-9) for at least three friends, colleagues, or family members before you complete it. Have them check off the qualities that they see in you. Then compare all the results to see how the perspectives vary.

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Defining Asset Statements As with personal assets such as stocks and bonds, real estate, and a bank balance, your professional assets — content knowledge, skills, and personal qualities — have value in the eyes of others. Most wise investors wouldn’t purchase property without seeing it, and they wouldn’t buy stock in a company they know nothing about. They need proof that an investment has a certain value or value potential, often based on past performance. The same holds true in the hiring process. In order for a prospective employer to recognize value in you and want to invest in you, you must provide evidence of your worth. Anyone can make claims about having the necessary qualifications for a job. Not everyone can, or will have enough foresight to, back up those claims with evidence. Keep in mind that anyone who gets past the initial screening process and into an interview will have met the basic requirements for the job. The way to distinguish yourself from the competition at that point is to instill confidence in the employer by showing, not just saying, that you have what it takes to make a difference. This is particularly relevant at higher levels, where it’s a given that you have the basic skills and experience to do the job. What may not be so obvious, however, are the concrete results of what you’ve accomplished in the past, and exactly how those past achievements can be translated into assets that will benefit a prospective employer’s current and future needs. This is where asset statements come in handy. Asset statements consist of three basic elements: ■■

Context: A situation you faced or a responsibility you were given

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Action: How you handled or approached that situation

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Outcome: The result of your action

When combined, these three elements form an anecdotal example that demonstrates relevant skills you could offer in the future to your next employer. The following example illustrates this context-action-outcome (CAO) formula. Madison is a systems administrator for a large shoe manufacturer. The challenge she faced when starting in this job was that inventory clerks in the warehouse shipping department were constantly having problems printing shipping labels for orders. A clerk used a wireless bar code scanner to scan a carton of shoes to be shipped, and a shipping label with the customer’s name, address, and shipping method was printed from a printer located in the shipping department. The problem was that the customer information on the shipping label would sometimes be incorrect, about 20% of the time. As a result, customers would often receive the wrong items, which was costing the company a great deal of money due to reshipments. More important, the reshipping of already ordered items was delaying new shipments to customers, and some of the customers were beginning to consider

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using a different shoe manufacturer. Madison did some troubleshooting and found that periodic loss of wireless connectivity between the barcode scanner and the warehouse management system resulted in errors in the system’s database. Madison implemented a wireless middleware solution, which kept the errors from occurring when connections were lost between the bar code scanner and the warehouse management system. Her actions effectively fixed the printing problem. This enabled 100% accuracy in the data on shipping labels, which eliminated the additional costs of reshipping items to customers, and retained those frustrated customers considering a different shoe manufacturer. Bright Idea

Asset statements aren’t just for resumes and interviews. Using them while networking helps your contacts have more confidence in recommending you to others and gives them a clearer picture of what you can do and which organizations you might be of benefit to.

Can you see the CAO in this example? The context is Madison encountering a challenging situation whereby printing problems were running rampant. The action she took was to analyze and implement a wireless middleware solution. The result was that the Madison fixed the printing problem, and the company was able to save reshipping expenses and retain its customers. On her resume, Madison should provide only brief highlights of this story — just enough to whet the screener’s appetite. In a networking meeting or interview, she could then offer more specifics about her actions, such as details about the wireless connection problems and the middleware solution she came up with. If Madison listed only basic, mundane duties on her resume, such as “developed and implemented a wireless middleware solution” or “troubleshooted wireless connectivity issues,” or made only general claims in interviews, such as “Sure, I can fix printing problems; that’s one of my skills,” she would be doing nothing to distinguish herself from other candidates. The screener or interviewer is left wondering, “How?” or “So what?” Instead, if you describe what was significant about what you’ve done, and create an interesting story, then you can really set yourself apart from the pack. Surprisingly, very few job seekers make the effort to prepare and use asset statements, so if you take the time to do so, you will be miles ahead of your competition.

Building Your Case with Asset Statements Before developing your asset statements, it’s important to think about which aspects of your background are most relevant for the types of employers and jobs you are targeting. For each targeted job objective or for a particular employer you are approaching or preparing to interview with, ask yourself the following questions:

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1. What does the employer need or the job require? 2. What assets do I have that enable me to meet those needs? 3. How would I use those assets to the employer’s benefit? 4. How have I proven in the past that I can do what I claim to be capable of — that is, from which experiences should I develop asset statements? The sections that follow provide more detail about what each of these questions, or steps, entails. Make sure you have a pencil and paper ready to write down some thoughts to begin building your own asset statements. You can also refer back to the checklists that you marked earlier in this chapter.

Step One: Identify the Employer’s Needs With your own knowledge of what an employer needs, along with clues you may find in the official job requirements stated for advertised job openings, you should have, or will soon have, a good sense of what your targeted employers are looking for. Using that knowledge, you need to make sure that the asset statements you prepare are relevant and timely. Develop asset statements that demonstrate how you have solved the same or similar problems and met the same or similar goals. Think about the needs of the employers you are targeting and jot down some notes about the needs of one specific employer you’re approaching or one job you’re targeting, or develop general notes about the typical needs of most employers and the types of jobs you’re likely to target. For example, Frank is applying for a position in the application development group within a large hospital. Through his networking and research, he has identified one of the hospital’s primary needs as implementing an electronic patient records system. He learns that the hospital is starting from scratch and is looking at all options.

Step Two: Identify Which of Your Assets Can Meet the Employer’s Needs For each problem to be solved, growth area to contribute to, or other need of the employer, identify one or more of your assets that enable you to meet that need. Whether it’s a skill, content knowledge, or personal quality, the asset should be relevant and beneficial to the job and the organization. Identify two or three of your assets that would be relevant to the employer needs you identified previously. Remember that the results of your self-assessment exercises from earlier in this chapter can help you pinpoint some of your assets, whether transferable skills, content knowledge, or personal qualities. To return to the example introduced in Step 1, Frank first chooses to focus on initial development efforts that the hospital is likely facing, such as defining

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requirements, developing prototypes, and pilot testing alternative solutions. He carefully considers his technical and hands-on skills, which include analyzing user requirements, developing application software, and constructing prototypes.

Step Three: State the Benefit of Your Assets to the Prospective Employer The next step is to think of how your strengths can be of direct benefit to the employer, either immediately or in the near future. Instead of offering vague promises, be sure to specify and quantify what you can do. Of course, you don’t want to make promises you can’t keep, but by being as specific as possible and using your best judgment, you get employers excited about what you can offer them. Think about what sorts of results you would feel comfortable claiming you could achieve for your targeted employers, and write those down. For example, Frank could tell prospective employers during interviews that he could take the lead in defining solid end user requirements that would significantly reduce the development schedule that the hospital was considering.

Step Four: Give an Example of a Past Accomplishment Here’s the meat of the process. This is where you craft asset statements to illustrate how you could meet the employer’s needs. These statements help you back up the claims made in Step 3 with hard evidence — that is, past accomplishments. Examples of how you’ve solved problems in the past, met challenges, overcome obstacles, reached goals, and otherwise achieved success give credence to your claims. By showing that you have accomplished something similar in the past, you are not making empty promises, but are demonstrating solid evidence of your capabilities. For example, Frank could explain how he would use prototyping to help define the requirements for the hospital’s electronic patient record system. Prior to the interview, Frank would have carefully crafted asset statements that portray his positive experiences with these types of tasks and have them planted in his mind. For instance, during the interview he would explain one of his past projects, in which he developed application prototypes and had a representative sample of end users use the prototype in order to validate requirements. He would elaborate by explaining how this identified several holes in the requirements and facilitated buy-in from end users, a common issue that many IT organizations face when deploying new applications. Frank could further explain how the use of prototyping in this way would significantly reduce the development schedule, because requirements would be better understood from the beginning of the project.

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You’re telling a story of sorts, which adds color to your discussion and makes the employer’s encounters with you more memorable. Whenever possible and where appropriate, to make it even more memorable, enhance your story with props that further illustrate the challenge, and solution or accomplishment, you are describing. Letters of praise or thanks for work done well, formal commendations or awards, reports, screenshots, or other relevant documents from your portfolio can be powerful evidence of your achievements.

Developing Your Asset Statements Now you should have a foundation for developing your asset statements (the foundation being what your targeted employers need and which of your assets and accomplishments are most relevant to meeting those needs). Your next step is to start developing some asset statements. It’s important to do this before getting too far into your job search, as you’ll need them during the early stages when you are writing your resume and networking to explore options and generate leads. You’ll continue to need asset statements after you get into the thick of marketing yourself — speaking with prospective employers or recruiters to get your foot in the door and then closing the deal through the interviewing process and follow-up. To develop asset statements demonstrating your relevant past accomplishments, first you need to determine which accomplishments you want to feature. Then you can script some asset statements that showcase those accomplishments.

Digging Deep for Asset Statements Thinking of achievements may be a cinch for you. You might be able to come up with several off the top of your head. You might even be the organized sort who has kept an ongoing written record of your achievements as part of your own career management strategy. Unfortunately, not all of us are this organized! What if you just can’t think of anything you’ve accomplished? This is particularly common for people who have done work that doesn’t have an obvious direct impact on an employer’s bottom line in a dollars-and-cents sort of way, such as technicians or support personnel who do important work but don’t always see the impact they have on their organizations. “I just did my job and did it well,” they often say. Or perhaps you’ve been a stay-at-home parent and you believe your biggest achievement has been raising healthy, happy kids, but you don’t know how to turn that into an achievement story for the business world. Don’t despair — everyone has achievements that are worthy of asset statements. To find them, try asking yourself the following questions:

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Is there something I am particularly proud of (whether it was formally recognized or not)?

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Did I develop or design something significant?

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Was I able to do more with less?

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Have I done something in a new way? Been more creative, innovative, or efficient?

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Did I save my organization money by cutting costs?

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Did I bring money into my organization? (Even if you weren’t in a direct revenue-generation role, did you work on projects or provide support to business development efforts that yielded a certain amount of revenue?)

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What makes me different from the people I’ve worked with? (Are you known for a particular skill or talent? Known for doing something better, smarter, faster? Relied upon as the go-to person for something? Do people refer to you as a “guru” for something particular?)

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Have I received rewards or special recognition for anything?

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Did I ever receive special mention in a performance review for something I did?

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Did I do my job well despite very challenging conditions or hurdles to overcome?

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Did I take the initiative to do something worthwhile that was not part of my regular job?

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Did I manage people and/or projects effectively?

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Have I hired, trained, or supervised people? How many?

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Did I improve productivity or reduce downtime?

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Did I successfully manage projects that had a budget?

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Did I successfully complete a project on or ahead of schedule?

Accomplishments come in all shapes and sizes. They might contain impressive dollar amounts or major awards or honors. They may have taken place during exceptionally challenging times, or they may simply be things you did well under fairly routine circumstances. As long as it is something you are proud of, that brought about positive results, and that you think showcases your skills and distinguishes you from the competition, it’s a worthy achievement. Bright Idea

If you’ve ever had what is called a 360-degree review in which your peers, subordinates, and others you work with — not just supervisors — rate your performance, you have valuable data to use in asset statements to distinguish yourself from the competition.

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Scripting Your Asset Statement Now think about an achievement you can discuss in your search and put it on paper to develop an asset statement describing that achievement using the CAO formula.

Context What was the context of your achievement? Provide enough detail to set the context, but not so much detail that the story becomes too long. Here are a few examples of situations that can form the context of your asset statement: ■■

Was it a particularly challenging situation?

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Was there a problem to solve?

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Were there costs to cut?

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Did you have a tight schedule to beat?

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Did productivity need to improve?

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Were there systems to streamline?

Consider using phrasing such as the following: ■■

During a period of system downtime . . .

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Within exceptionally tight deadlines . . .

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Accomplished as additional responsibilities while successfully maintaining regular workload . . .

Action(s) Next, list the actions you took to meet the challenge you described in the “Context” section. You don’t need to record every detail of a project or incident. Simply jot down key phrases or short sentences to describe the specific actions you took to rectify the situation. Use direct, action verbs as much as possible, such as “I identified the root problem attributing to database errors.” You (or your team) did it, so say that!

Outcome Briefly describe the results of your actions. Whenever possible, quantify the results by citing dollar amounts, quantities, or percentages. For example, “saved $3,000 per month in reshipping fees,” or “shortened the development

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schedule by two weeks.” If an outcome cannot be expressed in numbers because the nature of the situation simply did not involve anything quantifiable, that’s fine; just be as precise as possible, presenting the results in as tangible, measurable a manner as you can. Watch Out

Avoid using personal pronouns (I, we, our) in your resume. You may use them here to make it easier to start writing your asset statements, and of course you will use them when you speak about your accomplishments, but remove them when you put the asset statements in your resume.

Now you should have the makings of a good asset statement. However, it may sound a bit rambling and unfocused at this point. It’s time to make it flow together.

Making It Flow Asset statements that will appear in resumes need to be quite brief, usually no more than about three to four lines of text on a typical resume page — typically one set with left and right margins of one inch each and a font size of about 10 to 12 points. There are no hard-and-fast rules for length, but most readers will start to lose interest or overlook key details when an asset statement goes on for more than a few lines. WHEN BLOWING YOUR OWN HORN FEELS LIKE BLOWING HOT AIR If you’re reluctant to tout your accomplishments because you don’t like “blowing your own horn,” that’s understandable but a big mistake. The competition will be talking about theirs, so you’d better do the same! The following list describes some common objections and how you can become more comfortable with using asset statements: ◆ “But it was a team effort. I don’t want to take all the credit.” Sure, it was a team effort, but you were an integral member of the team and deserve some credit, perhaps most of it. ◆ “It wasn’t a big deal. It’s just my job.” If it wasn’t a big deal, then why should a prospective employer bother to read your resume or consider what you have to say? If you accomplished something positive, it was a big deal, even if it was just all in a day’s work to you. ◆ “I don’t want to sound like I’m bragging or have a big ego.” As long as you state the facts in a non-boastful tone and intersperse your conversations with “we did it,” not just “I did it,” you won’t sound like you’re boasting.

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Asset statements that you’ll be speaking out loud when networking or interviewing can be a bit longer. You can flesh out the details by adding more about the context, actions, and/or outcome. Even then, however, avoid talking for more than about 90 seconds to 2 minutes, or you risk losing the listener’s attention. You can hit the highlights in a minute or two, wait for the other person to comment or ask a follow-up question, and then continue with more details of your story if the other person seems interested in knowing more. Take your cues from the interviewer. Whether written or spoken, asset statements need to be scripted such that all the pieces flow well together. Don’t try to memorize your asset statements word-for-word, however. Script them only to be sure you have the stories fleshed out coherently and concisely and then practice speaking them in a way that flows naturally, without reading from the “script.” (You might want to list key points from your statement in bulleted format to help you remember to cover all the main points.) Repeat this process until you have at least eight to ten asset statements prepared, pulling accomplishments from various scenarios in your work history, with most of them coming from your more recent positions. You won’t necessarily talk about all of the accomplishments in any given networking meeting or interview, and you might not need to include all of them in your resume, but having several prepared enables you to select the ones that are most appropriate for each situation. You can use the examples presented in the next section to see how yours compare.

Example Asset Statements To further help you get comfortable developing your own asset statements, the following sections provide some examples to give you an idea of how asset statements can be formulated. Notice that the order of context, action, and outcome varies, with some statements opening with the outcome or result, and others opening with the context or action, and then ending with the outcome. All of these are written as they would appear on a resume. When speaking about these assets and accomplishments, the statements would be fleshed out to provide more detail, and the abbreviated, formal style would be replaced with a conversational style.

Asset Statements with Quantified Outcomes Notice how the following asset statements make use of numbers to document the results that were achieved. The numbers can be dollar amounts, percentages, time frames, or quantities. If you quantify your asset statements, make sure you can back up the numbers, either with formal documentation or by describing a logical thought process that led you to come up with the figures.

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Reduced the software development schedule by 30% by effectively implementing testing throughout the life cycle of the development process.

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Fixed defects in a software application that resulted in a 75% reduction in support costs for the product.

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Developed 45 custom applications for bar code scanners over a oneyear period.

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Developed and tested effective application software consistently 20% ahead of schedule.

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Completed successfully 250 on-site customer support calls.

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Reduced operational support budget by 10% while effectively maintaining the same level of support.

Watch Out

Even though it strengthens your resume considerably to include quantified asset statements, never make the mistake of making up numbers just to have something on your resume. You must be able to explain where the numbers came from. Never lie.

Asset Statements with Nonquantified Outcomes The asset statements that follow are strong and effective despite the fact that no numbers are mentioned. There are times when results you have achieved just cannot be quantified. That’s fine as long as each asset statement passes the “so what?” test. Make sure that each statement is fleshed out sufficiently to tell the reader what is significant about the actions you took. ■■

Offered training on a new development tool upgrade that enhanced productivity of developing applications.

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Identified the need for, and developed under a tight timeline, Webbased customer care tools to provide more effective and user-friendly online self-help.

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Personally visited or contacted top 100 customers, soliciting input regarding support expectations, and then shifted the service organization from a reactive to a proactive philosophy that anticipated customer needs and offered immediate solutions for major accounts.

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Received the [company name] Excellence Award for developing effective customer support.

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Asset Statement FAQs If you’ve been in sales, it will probably be easy to develop asset statements for your resume and to speak about them in interviews. You’ve had to keep close track of when and by how much you’ve met or exceeded sales quotas, how much revenue you’ve generated, and other achievements. Similarly, if you’ve been a manager responsible for saving money, making money, improving productivity, quality, or processes, or any of a host of bottom-line objectives, you won’t have much trouble coming up with asset statements either. Many of them can probably be quantified, too. What if it’s not so easy to come up with asset statements? Perhaps you have not been in a role that had an obvious, direct impact on the organization. You had a job to do, and you did it, but you were far removed from the bottom line. Or, maybe you haven’t worked in paid, full-time employment in a long time (or ever) and haven’t racked up a long list of professional achievements. These are among the many common situations that trip up job seekers when trying to develop asset statements. Many of these issues are addressed in the frequently asked questions section that follows.

I Can’t Quantify My Achievements. Is It Necessary? Do make an effort to quantify whenever possible. As shown in the previous examples, many good asset statements contain such numbers, although some do not contain any numbers at all. If quantifying your achievements just doesn’t make sense, then at least describe the positive impact of your actions. If you weren’t in a position to have much impact, such as internships or some entrylevel or short-term positions, emphasize the skills you developed or demonstrated and the things you learned.

I Can’t Think of Any Challenging Situations I’ve Been In Asset statements don’t always have to be built around an obvious, clearly identifiable challenge. If you faced and surmounted challenging situations, great. If not, it’s not a problem. Describing the positive outcome of carrying out your routine tasks well is often just as powerful.

Do All of My Asset Statements Have to Be from Work-Related Experiences? As often as possible, you should pull examples from professional experiences because those will undoubtedly be more relevant for the interviewer. Remember that these experiences can include not only current or past jobs, but also involvement in trade and professional associations, as well as community

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activities. There are times, however, when you do not have a work-related example with which to demonstrate a particular asset, especially if you have limited paid work experience outside the home or school. In that case, you must draw from your personal or academic life. Doing so is acceptable if the example is relevant: Point out how your participation in a sport shows leadership skills, or describe how you’ve gained knowledge of a particular subject through a personal hobby. If a personal example is especially strong and relevant, you might even be better off using it, rather than a professional one.

How Old Is Too Old When Choosing Examples? Generally speaking, the more recent the example, the better. This is certainly true if the accomplishment you are describing relates to an industry, product, or type of job that has changed significantly since the event took place. However, if you want to use an older example that is much more powerful or relevant than anything you’ve done in the past few years, then by all means use it. Because the IT industry changes fast, however, you might run into a problem: The references for the project you are describing may no longer be employed with the company, or the company itself may no longer be in business.

I Held a Job for a Short Time and Don’t Have Any Results to Report. What Can I Do? This is a common problem during times of economic downturn and labor market unrest, when organizations often have to lay people off shortly after they’ve come on board. The first thing to do in this case is to contact people still at the organization to see whether any actions you took while you were employed there brought about some beneficial results after you left. If so, feel free to speak about them, stating that something you developed or began to implement while there was later fully implemented, resulting in a certain positive result. If nothing like that has occurred, then focus on what you did do while there, fleshing out basic responsibilities in a bit more detail to offset the lack of results. As long as you have some positive outcomes or results elsewhere on your resume, this won’t be a problem.

What If I Know I Possess a Particular Asset But Can’t Think of Any Example That Demonstrates It? This is a common dilemma that most people can overcome if they just put some thought into it. It’s often difficult to think of great examples off the top of your head, so don’t worry if nothing comes to mind right away. You may need to jog your memory a bit by walking yourself through your resume to recall incidents worth talking about in an interview. You can also enlist the help of

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others, particularly current or past co-workers who may remember your successes better than you do. Don’t forget about the section earlier in this chapter called “Digging Deep for Asset Statements,” which offers suggestions for coming up with previous challenges for which you found solutions, and other accomplishments.

What If I Have More Than One Example That Demonstrates an Asset? Great! You will most likely have more than one accomplishment in your past that provides evidence of a particular asset. If you wind up with a long list of accomplishments, you can choose the example that best suits the occasion. By the way, the reverse can happen as well — you may have one example that demonstrates more than one asset. This is often the case because we invariably use multiple skills, personal qualities, and knowledge bases to accomplish any one task.

What If I Can’t Discern the Organization’s Needs Despite a Concerted Research Effort? If you simply cannot get the inside scoop on a particular organization, don’t despair. You can always prepare asset statements which address the needs that are universal to most employers. Moreover, the stories you tell about yourself reveal what is important to you. Screeners and interviewers typically have only a short period of time to form an impression of you; don’t be afraid to show them who you are.

Summary Before you can sell yourself to a prospective employer, you need to have a clear idea of what you can offer. The asset statement is a good vehicle for providing this kind of information, both on a resume and during an interview. Following are the key points to remember from this chapter: ■■

Perform a self-evaluation regarding your content knowledge, transferable skills, and personal qualities. The checklists provided in this chapter will get you started.

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Make sure your resume clearly reflects how you have used your knowledge and skills to aid your previous employers.

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Remember that you can also use asset statements during your interview.

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6 Your Resume

Most screeners sort through hundreds of resumes a day and spend about 10 seconds reviewing each one — 10 seconds is how long you have to make a powerful first impression. This chapter shows you how to quickly attract a screener’s interest based on what employers look for in IT resumes, along with step-by-step instructions on assembling this crucial document.

Defining the Resume Although a piece of paper is no substitute for getting out and talking to people directly, a resume is a very important part of an IT job search. You should prepare your resume as a marketing document, highlighting your assets in a way that is relevant to the reader. Your resume serves as an introduction to who you are and what you have to offer, along with showcasing your technical skills and achievements. When you have a clear career objective in mind, it conveys what you’re looking for as well. Your resume tells prospective employers and recruiters two things. First, it tells them what you could do for them. By including not just a list of your past jobs and credentials, but also your accomplishments (those asset statements you developed in Chapter 5), you show how you’ve made a difference for past employers, and thus how you could contribute to your next employer. This

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first task of your resume is the door-opening function. It piques enough interest to get people talking to you and interviewing you. The second thing your resume does is to document what you’ve done and what you know. After someone is interested in you after reading the highlights of your work history and accomplishments, the resume then documents the details of your background. You don’t include every detail, or the resume will become too long and boring, but you give sufficient detail to show what you were doing during certain time periods, who you have worked for, what titles you’ve held, what degrees you hold, if any, and so forth. Is it possible to secure interviews without anyone seeing your resume? Sure, it happens. Through networking, you speak to people who are willing to bring you in for an interview based on nothing more than your self-marketing sound bite. Is it possible to land a job without anyone ever having seen your resume? Yes, that happens too, although it’s rare. In most cases, you’re going to be asked for a resume, so you’d better have a strong one at the ready.

Traditional Resumes versus Electronic Resumes Traditional resumes, which are covered first in this chapter, are created as a document in a word processing application such as Microsoft Word. Traditional resumes look nice. They use formatting features such as bold and italic, centering or right justifying of some elements, and perhaps borders, tables, and columns. Use your traditional resume when you need a hard copy to hand to someone or mail, to send as an e-mail attachment, or to fax. However, the traditional resume should only be used when you know the recipient will read it, rather than having it scanned electronically, as discussed next. An electronic resume, also known as an eResume, is used when uploading the resume to a website, such as on Dice.com, sent within the body of an e-mail message rather than attached, or faxed into an electronic system where it will be scanned. Your eResume doesn’t have to look pretty; it has no fancy styling or graphic design, but it’s readable when transmitted electronically. For now, concentrate on your traditional resume to get the resume content ironed out; then it will be easier to convert the format to an eResume.

Biggest Resume Mistakes While many books have been written about what you should do when creating your resume, many of them fail to mention what you shouldn’t do. The following sections describe some of the most common resume mistakes to avoid.

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Too Long Keep in mind that most resumes are initially read in about 10 to 30 seconds. If someone wants to know more, he or she might spend an additional minute or two reading it more carefully. Because of that minimal window of time, your resume needs to be a length that enables the reader to quickly skim it to pick out the key points and highlights. This usually means that your resume should be no longer than two pages. A one-page resume is fine for job seekers with less experience, or when one’s background and credentials can be presented so succinctly that they fit onto one page without leaving anything important out. The two-page length usually works better if you have at least several years of experience, or you have had a lot of different employers and positions. It can also be appropriate for experience that is somewhat complicated, such as project-based work or consulting work that reflects a lot more information than other long-term jobs. If you have more to say than fits on two pages, consider adding an addendum of a page or two to provide details that would make your main resume too cluttered. For example, you may be a freelance software developer and have dozens of clients and associated projects under your belt. If you’re going after a job that requires someone proficient in developing Microsoft .NET programs, highlight your .NET experience in the main body of your resume. The addendum might include, for example, a dozen other projects that are semi-related to the job, such as “developed mobile solutions using Sybase iAnyWhere” and “performed acceptance testing of mobile warehouse applications.” When you buy a packaged product in a store, you probably don’t read every bit of fine print on the box — at least not until you’re pretty sure that you are likely to buy the product and want to know more. Instead, your preliminary buying decision is probably based on the most eye-catching, brief buzzwords that tell you about the product and its benefit to you. Resumes are much the same. You whet the reader’s appetite with buzzwords, power phrases, and just enough detail, all laid out in an easy-to-read format. Don’t describe every responsibility and task, or every special project on every past job. Be selective, including only relevant information that provides a quick overview of what you did and how well you did it. The concise, marketing-oriented resume gets you noticed and gets your foot in the door; you provide the details after you’re on the other side of the door. See the resumes at the end of this chapter for examples of those with good content.

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FROM THE EXPERTS: HOW MANY PAGES? ONE PAGE? TWO PAGES? FIVE? The one-page resume rule followed in many industries doesn’t apply to tech resumes, in which candidates need more space to explain skill sets and job experience. Managers expect technical resumes to be three to five pages in length. “Don’t write seven-page resumes or one-page resumes!” says Gina Padilla, director of business development at Sharf, Woodward & Associates, Inc., a tech recruiting company in California. “Really look at the resume as a snapshot of yourself, and figure out what message you want to give to anyone who is interested.”

Too Short If you find that all your resume information fits easily onto one page with plenty of room to spare, then you’re probably not saying enough. This is common with students and recent graduates, or others with limited work experience, as well as with those whose job responsibilities were not very complex or high level. Although brevity is nice because it means your resume can be read quickly, don’t be too brief. Make sure that you have fully fleshed-out job descriptions and asset statements. Also be sure to include all resume sections relevant to the types of jobs you’re seeking, which are discussed later in this chapter.

Laundry Lists of Duties Read the list of bulleted points that follows and see whether you can answer the question, “How would this candidate add value to our organization?” ■■

Developed a new software application

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Performed software testing

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Designed a solution to fix user problems

A list of basic duties and responsibilities such as this does nothing to distinguish you from the competition. Sure, you need to mention what you were responsible for, but that should be a minimal part of each job entry on your resume. Instead, the focus should be on your achievements — how you made a difference and brought about positive results while carrying out those duties. Compare the preceding three basic statements to the following asset statements: ■■

Successfully developed, under significant schedule demands, an effective custom inventory management system that decreases inventory time by 40%

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Performed software testing throughout the development process in a manner that enabled the associated product release one month ahead of schedule

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Analyzed and implemented a solution that fixed inaccurate shipping label printing, resulting in a savings of $2,000 per month in reshipping fees and customer retention

As you can see, by turning the statements of basic duties into asset statements, the marketing power of this resume increases dramatically.

No Clear Objective If you have a clearly defined job target, then you might want to include an actual objective statement at the top of your resume — for example: “A position in developing challenging mobile database applications.” However, if you are open to a variety of opportunities, you should leave the optional objective statement off of your resume. Doing so is fine as long as your resume makes it clear to the reader what sorts of skills and strengths you bring to the table and as long as your resume text has a coherent theme. Be sure not to include any irrelevant information that distracts the reader from your focus. For example, if you’re working toward a career change, keep it to yourself and don’t advertise it on your resume if the resume is for jobs in your old or current field.

Lack of Customization If you are targeting one narrowly defined type of job in one narrowly defined industry, then you can probably get away with a one-size-fits-all resume. However, if you are keeping your options open for a variety of roles in various settings, then you might need more than one resume. Make sure that every word, every job description, every asset statement, and every educational or professional credential included on your resume is tailored as much as possible to your job target. If you’ve held jobs that aren’t directly related, don’t worry. You shouldn’t omit them, but do look for ways to downplay them or describe them in terms that are relevant to the target job at hand.

Poorly Worded If writing is not your strong suit, then find a friend or colleague who writes well to help you with the wording of your resume, or hire a professional resume writer. You need not use fancy language and overly sophisticated vocabulary — in fact, simpler words are much better for a resume because they’re quicker and easier to read — but you do need to ensure that your resume is clear and grammatical. Clumsy or ungrammatical wording not only

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slows down the reader, it reflects poorly on you as a professional and makes it more likely that the person reading your resume won’t bother reading to the end. In short, make sure you ask many friends and colleagues to read your resume and give you some honest feedback regarding where language improvements could be made.

Typos and Errors Many hiring professionals and headhunters will toss a resume out if they spot a typo or error of spelling or grammar. Typos simply make you look bad. If you’re careless with your resume, why would someone further consider you for employment? For example, the following line is taken from an actual resume: “Developed custom .NET aplications that improves airport secuirty.” How do the mistakes make you feel about this person? No excuse can be offered for sloppiness on a resume; after all, it’s only one or two pages. It’s easy for mistakes to happen, however. There’s a simple and obvious solution: After proofreading your own resume, ask friends and family to take a fresh look at it. In addition, be sure to take advantage of spell checking in your word processor. Avoid these all-too-common vocabulary snafus on your resume: ■■

The past tense of the verb to lead is led, not lead.

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When you train people, you don’t orientate them, you orient them.

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You effect change, not affect it.

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You monitor procedures to determine whether they were in compliance, not if they were.

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Irregardless is not a word. Use regardless.

Crowded or Hard to Follow Visually The layout and overall look of your resume plays a surprisingly big part in how it will be regarded by others. Not only should your resume look nice to project a polished, professional image, but your resume’s visual presentation needs to make it easy for the eyes to zero in on key data and understand what text goes with what. Avoid crowding the resume with too much information. A text-heavy resume isn’t inviting to the reader, especially when that person must look at hundreds of them. Poorly executed resumes are too much trouble to read. If your resume looks crowded, create a second page if it’s all currently on one page. If it’s already a two-pager, go through it with a fine-tooth comb to edit out any non-essential information.

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The sample resumes included at the end of this chapter show you some effective layouts and styles for resumes that are easy to read.

Writing Style/Editing It doesn’t matter if you earned straight As in English class or can write a bestselling novel, resume writing is a different beast to tackle. Use the following guidelines to learn the language of resume writing and to ensure that your resume can be read quickly and understood easily.

Avoid Personal Pronouns Omit I, my, we, and our from your resume unless they are required for sense. It’s assumed you’re talking about yourself and the organizations you’ve worked for, so you don’t need the pronouns to specify who you’re talking about.

Use Direct Action Verbs Instead of saying something like “Management of the quality control process,” or “The quality control process was managed,” say “Managed the quality control process.” The simple process of converting a passive verb or verb phrase (“was managed”) or a gerund (a verb acting like a noun) into an action verb makes a world of difference to the strength of your resume.

Use Short Sentences Until you get used to hearing or reading it, resume language sounds unusually succinct and even choppy. It requires writing incomplete, short sentences that would seem to break all the usual rules of sentence structure. For example, instead of “I wrote a new training manual that helped all of our employees learn new technology to increase their productivity,” you would say, “Created technology training manual that increased employees’ productivity.” Leaving the subject “I” out of the phrase, as well as articles such as “a” or “the” and pronouns such as “our,” keeps the statement brief and helps the resume to be a quicker read overall. FROM THE EXPERTS: BE BRIEF AND CONCISE “I’ve been in this business [recruiting] 32 years, and I’ve never fully read a resume. I scan, peruse, look for buzzwords, but I don’t read every word. I want to hear the details directly from the candidate.” — Dutch Earle, Managing Principal, Executive Strategies, Inc.

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Use Short Blocks of Text In addition to keeping sentences short, you need to keep paragraphs or other blocks of text as short as possible. Although there are no magic numbers here, a resume that has blocks of text longer than about four or five lines is less inviting to the reader. Dense paragraphs and long blocks of text may cause the reader of your resume to miss important information because the resume is skimmed so quickly. Try to break up text into bulleted points whenever it makes sense to do so.

Use Natural Language Avoid using too much industry- or role-specific jargon or acronyms and abbreviations unless you are certain that your resume will only be in the hands of people who not only understand that jargon but expect to see it as a way of determining your level of knowledge in your field. If you’re trying to appear versatile for various types of jobs or industries or are making a career change, convert jargon to more universal terms whenever possible.

Writing a Traditional Resume: A Step-by-Step Approach Okay, folks, it’s showtime. In this section you’ll go through the typical sections of a resume to get you started with creating a new resume or revising an old one. If you are starting from scratch, open a plain document in your word processing application and set one-inch margins all around and a font size of 11 points in Times New Roman or Arial. You can always change the margins and font after you see what amount of text you’re dealing with.

Step 1: Name and Contact Information This section of your resume might not seem like rocket science, but you actually need to watch out for a few important things when putting together the header of your resume. Watch Out

Don’t try to write your resume without having completed some type of selfassessment to identify your assets and career objectives. Revisit Chapter 5 if you need to do some more work in those areas.

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Name List both your first and last name. A middle initial (or first initial if you go by your middle name) is optional. If most people refer to you by a nickname, you should typically err on the side of formality and list your full name, saving the nickname for when you start speaking with employers, or after you are hired. Some people feel strongly about including their nickname, however, and if you’re one of those, then it’s your choice. You can list your full first name with your nickname in parentheses right after it. If you hold an advanced degree or professional designation, you might want to include the acronym after your name. This is usually advisable for those who hold a master’s or doctoral degree that is relevant to the job sought. An exception to this is an M.B.A., which is typically not listed after your name unless there is some reason you particularly want or need to highlight this credential. Usually, you just list this degree in the education section of the resume. If you hold a professional designation such as a P.M.P. (a project management credential) or any designation relevant to your job target, then it can be advantageous to list it after your name. Regarding placement of this information, start with a simple header in which your name is centered at the top of the page and all contact information is centered below it. Later, you might want to make a snazzier header with the name and contact information left or right justified. No matter where you put it, though, make sure the size of your name is not overly large — probably no more than 14-point or 16-point bold font. Nothing says “egotist” like a name in 26-point font!

Street Address You have a couple of options here. To list complete contact information, include street address, apartment number if any, city, state, and zip code on two lines centered below your name. For security reasons, however, you might prefer to omit your street address and list only city, state, and zip code. For even more security, you can omit any address information and list only an e-mail address and phone number, or even just your e-mail address, because addresses can sometimes be traced from a phone number. If you’re using your resume primarily to network with people you know or have heard about through colleagues, or to apply for positions with companies where you know who will be reading your resume, such precautions may not be necessary. For wider searches and certainly online job-hunting, you might feel more comfortable omitting any identifying information other than name and e-mail address. To take the security one step further, if your name is somewhat rare, you might want to include only a first initial with your last name so that your

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contact information cannot be traced as easily from your name. The bottom line is to take reasonable measures for personal security without being overly paranoid. Use your own judgment and take this advice as general guidelines only.

E-mail Address You must include an e-mail address on your resume, as many employers will want to contact you electronically. Of course, you shouldn’t use the e-mail address associated with your existing employer. Use a personal e-mail address. With all the free services available (such as Yahoo! and Hotmail, among others), there’s no excuse for not having one. Make sure that your e-mail address sounds professional, rather than overly personal or cutesy, and is easy to type.

Phone Numbers A prospective employer only needs one reliable phone number at which to reach you. Some job seekers include multiple options, including home, work, home-office, mobile, and any other number where they can sometimes be reached. This is overkill. List one or at most two numbers where you know you are most likely to be reached or are diligent about checking messages. To avoid conflicts of interest, don’t use the phone number of your existing workplace. If you’re at work all day, then consider carrying a mobile phone, and put that number on your resume. Moneysaver

Don’t print too many copies of your resume at one time. You’re likely to make changes from time to time as you use your resume, so print only the number you need on hand at any one time and make more as needed.

Fax Number It is optional to include a fax number, and usually not necessary. Most employers or recruiters will call or e-mail you after reading your resume, and might need to fax you something only after that initial contact, such as to send an application. Don’t waste space on the resume with a fax number; you can always provide it later when requested. Again, it’s rarely a good idea to use the fax number at your existing workplace.

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Step 2: Objective An objective is a brief statement (usually one or two lines) about the type of position you’re looking for. Of all the debatable aspects of resumes, the issue of whether or not to include an objective statement at the top of the resume is one of the most controversial. Some people suggest always including an objective, and others say you should never do so. The following guidelines should help you determine whether it is appropriate for you. Do include an objective if ■■

The experience listed on your resume does not make it obvious that you are seeking a particular type of job, such as when you are changing careers. In that case, the objective helps clarify your job target for the reader when the rest of your resume would not clearly point to that target.

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You are a recent graduate or anyone seeking an entry-level position where your work experience is limited and educational degree or major may not directly speak to your target.

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You are applying to a particular job opening and can tailor the objective statement to that job’s specifications, or you are sending the resume to someone whose interests you know, so you can tailor the objective to that targeted reader.

Do not include an objective if ■■

You want to keep your options open in terms of the type of position or industry in which you’re aiming to work.

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You are a senior-level professional or executive. In that case, it is customary to open with an “Executive Profile” (see the “Qualifications Summary” section later in this chapter), rather than an objective.

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Your resume includes a qualifications summary that helps the reader “put you on the map” — that is, determine what sorts of roles you might be right for. An objective might be redundant with a summary.

In general, objective statements are optional. Only include one if you believe it would greatly help your case, such as when you are a recent grad or careerchanger. If you do choose to include an objective, make sure that it is concise and substantive. Too many objectives are far too vague: “Seeking a challenging and rewarding position with advancement opportunities utilizing extensive skills and experience.” What can be learned about the candidate from such a statement? Nothing, except that he or she wants what most people want. A recruiter can’t learn anything about this person’s desired role, level, or industry; the types of skills and experience he or she wants to use; or any contribution he or she can make.

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The sample objectives that follow illustrate these components of an objective statement (as well as a few very brief ones stating only the type of position desired, with skills, experience, and contributions not mentioned): ■■

A software development position that utilizes strengths in creativity and leadership to build effective banking solutions

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A contract position as a Java programmer

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Technical position in network systems, utilizing proven experience installing, supporting, and troubleshooting servers in a WAN environment

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A part-time technical support position utilizing coding and debugging skills

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A senior software test engineer, utilizing breadth and depth of experience in a wide range of software systems

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An operations management position with emphasis on team building, creative problem solving, and use of technology to support growth and profitability

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An executive-level IT position capitalizing on extensive experience, passion, and talent for managing and leading people, processes, and technology to decrease company costs and increase shareholder value

Note that the preceding objectives rarely require more than two lines. Keep your objective as short as possible, and remember that you should not use personal pronouns such as “I” or “my.”

Step 3: Qualifications Summary Almost every resume can benefit from a summary section near the beginning of the resume to give the reader a quick glimpse of who you are and what you have to offer. If you include an objective statement on your resume, and your work history is pretty straightforward and easy to decipher, then a summary may not be necessary, particularly if you’re trying to keep the resume to one page. However, in most cases, even if you did include an objective, the summary is a real asset to your resume and important to make room for.

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ASKDICE: RESUME CONTENT & OVERQUALIFIED I’M AN EXPERIENCED TECHNICAL PROFESSIONAL WHO HAS WORKED IN THE IT INDUSTRY FOR THE LAST 15 YEARS. HOW FAR BACK SHOULD MY RESUME GO? IS 10 YEARS OF LISTED EXPERIENCE TOO MUCH? WHAT’S APPROPRIATE? I’M BEGINNING TO HEAR “YOU’RE OVERQUALIFIED FOR THIS POSITION” MORE OFTEN. IS THIS COMMON FOR WORKERS IN THEIR MID-40S? WHAT WOULD YOU RECOMMEND TO COUNTER THIS? It is quite common for individuals with 15 years or more of experience to have a two-page resume, but if you’re worried that the length of your resume is eliminating you from certain positions, and if you believe that “you’re overqualified” really means “you’re too old,” then you can certainly trim the resume down. This is a common and accepted practice, especially if your first professional experience is antiquated when compared to your last few jobs. Another area to look out for is not only years of experience, but also the number of years of experience you’ve had at each company. If you’ve been employed for an average of two years per company, then you might be construed as too big of a flight risk by a human resources screener, so make sure your resume is not structured this way. If possible, check with a professional resume writer, or review a resume writing book for potential red flags. If you’re reaching a point in the hiring process where you’re actually receiving feedback — particularly after an interview — then it might not be your resume that is negatively affecting your job search; it might actually be your interviewing skills. Job applicants do not typically receive feedback on a resume, and if your resume is getting you interviews, then it is working. If that’s the case, and you’re still not getting anywhere, then pick up a book on interviewing or consult with a career coach.

What to Call Your Summary Section The summary section goes by any number of names, including the following: ■■

Qualifications Summary

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Summary of Qualifications

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Summary

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Career Summary

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Career Highlights

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Profile (if you are an executive or senior manager, the heading Executive Profile or Executive Summary is appropriate)

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Any sort of tagline that denotes your functional role, level, and/or industry affiliation is a nice alternative to the nonspecific heading. Be careful, however, as the tagline needs to be versatile enough to fit all possible types of opportunities for which you want to be considered. Otherwise, you have to change the tagline to suit different situations. This can be time-consuming, so many people opt for one of the generic headings.

What to Include in Your Summary Section The resume summary needs to tell the reader, very briefly, what you’ve done, what you know, and what your assets are. Specifically, it includes any or all of the following (pick whichever elements are relevant to your job search and present you in the best light): ■■

Your number of years of experience (leave this information out if you are worried about age discrimination or you have very limited experience)

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Your basic functional role (for example, software developer, database developers, network engineer, system administrator, IT manager, and so on)

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Your level, such as entry-level, mid-level, or senior

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Your industry experience (leave this out if you’re trying to appear versatile to cross over into a new industry)

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Your assets (knowledge, skills, and personal qualities)

This information can be presented in one brief paragraph or in a combination of a brief paragraph followed by bulleted points. FROM THE EXPERTS: DON’T FORGET YOUR “SOFT SKILLS” Your technical skills will get your foot in the door, but your soft skills — the ability to communicate and work well with others — will get you the job. “It’s important to summarize what you think your soft skills are — like communicating — as well as the actual hands-on skills,” explains Lou Schwartrz, vice president of professional services at Conversion Services International (CSI), a company offering solutions for business intelligence and data warehouse space. Promote your soft skills in your resume by including experiences in which you led a team or in which communication was paramount.

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Sample Resume Summaries The following examples demonstrate how these five elements can look and sound in various combinations. QUALIFICATIONS SUMMARY Accomplished information technology professional with extensive experience in positions of increasing responsibility in project management, telecommunications, and mainframe computer operations. Known for developing strong implementation teams focused on improving customer productivity and increasing company profitability. Proven track record in the following areas: Budgeting and Planning Vendor Management Mentoring and Team Building

P&L Responsibility Process Re-engineering Delivering Presentations

PROFILE ◆ Network engineer with more than 20 years of experience in designing and installing wired and wireless networks ◆ Proven ability to plan and manage network deployment projects ◆ Highly organized team player, skilled at building relationships on all levels of an organization ◆ Superior communication, presentation, analytical, and problem-solving skills

SUMMARY Software project management professional with ten years’ experience in the retail industry. Demonstrated exceptional flexibility in changing and fast-paced work environments. Strong multi-tasking and problem-solving skills. Certified Project Management Professional (PMP). Open to travel.

EXECUTIVE PROFILE Senior information systems executive with broad international experience and significant contributions to key global initiatives. Create and implement strategic solutions to resolve complex business problems. Synthesize disparate data leading to sound business decisions and profitable growth. Excellent people development, collaborative, and decision-making skills.

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SUMMARY OF QUALIFICATIONS Conscientious technical professional who leverages strong analytical, organizational, interpersonal, and team-building skills to achieve business objectives. Recognized for achievements in: Mobile Application Development Project Management Training and Presentation

Requirements Analysis Software Testing Customer Relations

Step 4: Technical Skills As an IT professional, your technical acumen is an integral part of your resume. Therefore, your Technical Skills section should immediately follow the Summary of Qualifications (SOQ) section. In the Technical Skills section, employers want to identify your proficiencies broken down by category, such as platforms, hardware, software, languages, peripherals, and protocols. Be sure to prioritize your technical skills and list the most important ones at the top. If you are a programmer, you may want to begin this section with your programming languages first. An example of a quality Technical Skills section is as follows: Make sure that you don’t go overboard listing every skill you’ve ever acquired. List only those that are up-to-date and at least somewhat relevant to the job you seek. ASKDICE: FIGURING OUT THE SKILLS TO LIST I HAVE EXPERIENCE WEB DESIGNING, BUT MOSTLY IN HTML. I CAN QUICKLY FIGURE OUT HOW TO INCORPORATE JAVA INTO MY CODE, BUT I HAVE NEVER DONE IT BEFORE. SHOULD I STATE THAT I KNOW THESE SKILLS, EVEN THOUGH I HAVEN’T TAKEN A JAVA COURSE IN ABOUT 3 YEARS? IF ASKED A QUESTION, I WOULD PROBABLY NOT KNOW WHAT TO SAY. Don’t exaggerate your skills — either on your resume or during the interview. Chances are good that a hiring manager will ask you to discuss your proficiency in Java, or the hiring manager may give you a test during the interview. Any exaggeration of your skills can ruin your chances in an interview, and may even tarnish your professional reputation. To accurately reflect your knowledge of Java, cite on your resume the last version of Java you felt comfortable working in, or list the Java class you completed. This way, the hiring manager knows that you’ve worked with the program before, and will probably quickly pick up the latest version. If you feel that Java is a necessary skill that you will need to compete for specific positions, look into taking a class or sign up with a temp agency that offers free training. This way, you can have access to the jobs you are interested in while brushing up on your Java skills.

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TECHNICAL SKILLS Systems: Windows (2000/NT/XP), Linux, UNIX, Solaris 2.x Hardware: Servers, Hubs, Routers, Switches, PCs Software: MS Office Suite, MS SQL Server, Visio Networking: TCP/IP, LAN/WAN, Ethernet, Token Ring Languages: Visual Basic, C, C++, HTML, JavaScript Technologies: VoIP (SIP protocol, SER, asterisk)

Step 5: Professional Experience If the Qualifications Summary and Technical Skills sections are stellar, an employer will invest more time reviewing your resume, especially the experience section. The names of this section vary, with options including the following: ■■

Experience

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Professional Experience

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Work History

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Employment History

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Career Summary

Employer Names and Locations Start your Professional Experience section by listing your most recent employer’s name at the left margin under the heading you have chosen. (The heading should be centered on the page.) List the company or organization name, not an individual you worked for — individuals’ names appear only on your references list. Write out the full, formal business name, except in rare cases where the organization is better known by its acronym, such as IBM. If the company name has changed due to mergers, acquisitions, or simply a name change, list the current name with the former name(s) following it in parentheses. Repeat this process until you’ve gone back through your work history listing all employers for the past 12 to 20 years. How far back to go in your employment history is highly debatable. Some experts advise going back only about 10 years. Others recommend at least 15. As with most resume issues, it depends on your situation. Your experience over the past several years is most relevant, but you do need to go back at least 10 to 12 years (assuming you have that much experience or more) in order to document a substantial part of your work history. Go back as far as you need to in order to demonstrate your most marketable experience and to fit within the space constraints you have. If recruiters or employers want to know more, they can ask.

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Next to each employer’s name, list the city and state where the organization is located. There’s no need to include a street address and zip code; that information appears on your references list. If you did not work in the office of the company’s headquarters, you have the option of not listing that location and instead listing where you were based, next to each job title you held with that company. For example, the Coca-Cola Company is based in Atlanta, Georgia, but someone who worked for them in other cities and never worked in Atlanta could omit the city and state from the line where Coca-Cola is listed and only list the cities next to each job title. Alternately, Atlanta could be listed next to Coca-Cola to show that it is the headquarters’ location, but then the other cities and states would also be included next to each job title.

Job Titles Under each employer’s name, list all job titles you held while at that company. If you had only one title, list just the one. List each title on its own line under the company name. If you held a company-specific job title, meaning that it might not make sense to the general public (for example, Technical Service Implementer II), either change the title (with your employer’s permission) or include a brief explanatory phrase next to it (for example, “equivalent to Technical Customer Service Representative”).

Dates On the same line with the employer’s name, include the dates you were employed at the right margin. Start with years only (for example, 1999–2005). Including months is optional and usually only necessary when you need to clarify a period of time you were employed somewhere. For example, Jan. 2003–Nov. 2004 is more effective than 2003–2004, as it shows that you were there for close to one full year, whereas 2003–2004 could lead a screener to wonder whether it was a very short stint — say, December 2003 to January 2004. Of course, if it was a short stint, listing only the years works in your favor. If you’re still employed, your current dates would end in “to present,” as in “2004 to present.” If you held only one position with each employer, just list the overall employment dates. However, if you have more than one title under an employer, list the overall dates at the right margin on the same line as the employer’s name, plus the dates that you held each position, listed right after each title. Here is an example:

Wachovia Bank — Charlotte, NC IT Manager, 2003–2005 Senior System Administrator, 2001–2003 System Administrator, 1998–2001

1998–2005

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FROM THE EXPERTS: MIND THE GAP These days it’s not uncommon to switch jobs or be “downsized.” The question is, how do you handle those gaps on your resume? The recruiters we interviewed varied regarding their tolerance for resume gaps, but they agreed on one thing: You must be honest about your work record. Gaps are fine according to Schwartz. “If there are gaps, you should explain the gaps,” he counsels. “The world is not like it was twenty years ago. People lose jobs, people take time off, people do change careers and then come back. It’s OK as long as you’ve kept up with the technology. If it looks like you’re trying to hide something, chances are that you are.” However, resume gaps are a red flag for Dawn Dreyer, a contract recruiter for L3 Photonics, where security clearance is required for most employees. “If there’s job-hopping, I’m not going to consider that person. We’re looking for stability in a person’s background,” says Dreyer.

If you’ve held numerous positions in one organization, you could list only the most recent one or two positions and summarize the others. Do this when space is an issue or when you feel that the older, lower-level positions shouldn’t be a significant feature of your resume.

Employer Descriptor If any organizations you’ve worked for are not exactly household names, or even if they are, you can help the reader better understand them by including a short (usually one line, maybe two) description of the organization. Here is an example:

Wachovia Bank — Charlotte, NC 1998–2005 A diversified financial services company with a broad range of banking, asset management, wealth management, and corporate and investment banking products and services. Offices across the U.S. and abroad with more than 85,000 employees. IT Manager, 2003–2005 Senior System Administrator, 2001–2003 System Administrator, 1998–2001

Job Context Snapshot Now that you have the basic data down, it’s time to fill in the meat. First, start by providing an “in-a-nutshell” view of each position held, which is called the job context snapshot. It puts your role in context and gives a snapshot view of

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the scope of your responsibilities. The job context snapshot is a brief paragraph that appears immediately under your job title (no more than four to five lines, but as with all resume matters, there’s no magic number; just use your judgment to keep it brief). The job context snapshot should convey your level, scope of responsibilities, reporting relationships, geographic territories (if relevant), and budgets managed (if applicable). Here is an example:

XYZ Insurance Company — Hartford, CT 2003–present IT Manager Managed and supervised a staff of 12. Migrated the legacy corporate information system to a new client/server-based enterprise solution on-time and within budget. Reported to the vice president, Information Systems.

Don’t feel that you have to include every suggested element in your snapshot. If you didn’t manage a budget, or it was smaller than the ones you aspire to manage, then don’t mention budgets. If you had no direct reports, that’s fine. If the position of the person you reported to would be assumed, then there is no need to mention it. Include only what is relevant.

Asset Statements The final thing to add to your Professional Experience section is your list of achievements. Most of your basic responsibilities and duties should be covered in the job context snapshot. Now all you have to do is follow that paragraph with bulleted statements that highlight your achievements. This is where you provide evidence of your most marketable achievements and skills — features that you probably mentioned in your Summary section. Taking the time to craft strong asset statements and to select the most appropriate ones for your resume is one of the easiest ways to distinguish yourself from the competition. If you haven’t already worked on your asset statements, be sure to read Chapter 5. There is no magical number for how many asset statements you should list under each job context snapshot. Start by trying to write one asset statement for each year on the job for your work history over the past ten years. Then, you might need to pare down the list to only about four to six asset statements (with a minimum of two if you can’t think of four to six) for your most recent job(s). As you describe older jobs, particularly if you have a long work history, you can cut back to one or two asset statements, or even no asset statements and just a brief job context snapshot for the oldest jobs.

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Step 6: Education and Training After your work history section, you’ll usually follow with Education and Training. If you hold a degree or multiple degrees or attended college but did not earn a degree, this is where that information goes. If you have only jobrelated training, such as various seminars and courses or certification programs, you list that information. Begin this section by listing your most recent degree or educational experience. List the name of the college or university you attended, the city and state (or country) where it’s located, the degree you received, if any, and the date it was received, or dates you studied there if no degree was obtained (optional). Listing a degree date is optional because dates of education are often obvious clues to your age. Therefore, if your graduation date (or dates that you attended the school if no degree was obtained) would put you in a precarious position regarding age discrimination, then you might prefer to omit that information. Conversely, if the dates suggest you are in your forties or younger, then you’re better off including them, or it will look like you’re hiding an older age. If you have a bachelor’s degree plus an advanced degree or two, list the highest degree first, followed by the lower degrees. If you have two degrees at the same level, such as two bachelor’s degrees or two master’s degrees, either list them in reverse-chronological order (most recent on top) or list the more relevant degree first. If you earned an associate’s degree before continuing on to complete a bachelor’s, you do not need to list the associate’s unless you have a particular reason for including it, such as to highlight a subject area other than the one in which you got your other degree(s). Note that if your degree (of any level) is from a country other than the one where you are applying for jobs, you might need to add a brief parenthetical statement after the degree explaining the comparable degree in the country of your job search. If you did not earn a degree, you have the option of listing dates studied, or simply referring to the amount of time, such as “Two years of undergraduate computer programming studies,” or “Completed 40% of course work toward B.S. in Computer Science.” For additional training, such as employer-sponsored seminars or courses you attended on your own, list the exact names and who offered the courses if you have only a few to list. If the courses are numerous, simply summarize them, as in “Attended more than 20 seminars and training programs on topics including Microsoft .NET development, Palm OS development tools, and software project management.” Including the dates of such training is purely optional, and should probably be avoided unless the dates are relatively recent, showing that the skills or knowledge you acquired is still reasonably current.

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Avoid redundancy in your Skills and Training sections. For example, if you are proficient in Microsoft Access because you took courses in it, list Access in your Technical Skills section but don’t list the Access course in your Education and Training section.

Step 7: Optional Sections After the work history, education, training, and skills are covered, resumes start to vary widely. The following are optional sections that you may choose to include if you have relevant information in these categories, and the space to do so.

Honors and Awards If you’ve received at least two or three professional awards or community/civic honors, you have enough to constitute an Honors and Awards section. (The section can be called Honors and Awards, or just Honors, or just Awards.) If you have only one, list it as an accomplishment under the job you held when you received it (or in the Community Affiliations section, if awarded for community work). You can also do this if you are hard-pressed to think of achievements on any of your past jobs; listing an award as an asset statement can help you beef up your asset statement list. Wherever you put them, list the name of the honor, what it was awarded for, and by whom. Include the date unless you want to disguise the fact that it was an older award. Be consistent, however: Either include dates for all awards or omit them entirely. If an award was a cash bonus, don’t list the amount; just refer to it as a cash award. If an award was an educational honor, it probably belongs in the Education section. Use a separate Honors/Awards section only for professional, on-the-job sorts of honors.

Language Skills Unless you’ve been living in the proverbial “cave,” you are likely aware of the great number of companies that want to focus their IT products and systems internationally, which means that they need multilingual employees. If you speak any languages other than your native language well enough to consider this one of your marketable skills, then you might want to include a Language Skills section. Of course, if you are targeting an international company or one that you know has international interests, you definitely want to include this

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information. You can also mention language abilities in your qualifications summary as opposed to having a section devoted to them. This is a good space saver, or suitable when your language skills will be a major selling point for the types of jobs you’re seeking and you want the reader to spot them early on in the resume. Wherever you include them, provide not only the language but some idea of your level of proficiency. For example: “Fluent in French; basic working knowledge of Spanish.” If the language you know is one with a different alphabet in which someone might be conversational but not proficient in the written language, specify your knowledge. For example: “Conversational Mandarin; moderate proficiency in written and spoken Arabic.”

Certifications/Licenses If you hold licenses or certifications relevant to your target job, you can list them on your resume. For example, you may be a Certified Wireless Analysis Professional (CWAP) and Certified Wireless Security Professional (CWSP), applying for a job as a wireless network engineer. You can either list your certifications and licenses in their own section or add them to your Technical Skills sections. Figures 6-2 and 6-6 at the end of this chapter show examples of each. Keep in mind that if you only have one certification or license, you could list it either in your opening Summary section on the first page or as an accomplishment under the job you held when you earned it. Note that if you achieved certification after completing a training program, you probably don’t need to list the training program in the Education and Training section. Listing only the certification avoids redundancy, and it’s assumed that you underwent some training to earn the certification. Some certifications or licenses are significant enough that you would want to list the acronym after your name in the main header of the resume. ASKDICE: LOGOS ON RESUMES IS IT OK TO PUT SOME LOGOS IN MY RESUME, SUCH AS MCSE AND CCNA LOGOS? You should leave them off. Although some screeners will recognize logos for technical certifications, keep in mind who is likely first screening your resume — the HR professional. Many HR professionals are nontechnical personnel who will not find any added value in seeing logos on a resume. In addition, because we live in an age when spam and viruses are prevalent with attachments, it is best to stick with a text-only document.

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Professional Affiliations If you are a member of a professional association or industry group, list it here. As with the other optional sections, you should have more than one to constitute a section, so if you have only one membership, find another place for it, such as in your summary, or tack it onto the Education and Training section. List the organization, your role (member or a leadership role), and the dates you’ve been a member or were a member (for example, “Institute of Electrical and Electronic Engineers (IEEE) Computer Society, member since 2000” or “Project Management Institute (PMI): member 1999–2004; IT Division Chair 2002–2003.”) It’s okay to list memberships that are no longer active, as long as they were fairly recent.

Community Affiliations If you’ve done a good bit of community service — any sort of volunteer work, charitable work, or civic duty — feel free to list it on your resume if you believe it strengthens your case by demonstrating that you are well-rounded or possess certain skills you might have honed through that work. Community service is relevant for some positions and employers more than others, so use your judgment about how this information will be viewed. List each organization and your role (it’s optional to list dates). If you’ve done so much community service that the list would get too long, then summarize it in a few lines. Watch Out

Be careful when listing potentially controversial community service on a resume, such as political or religious involvement. If you’ve participated in this sort of activity, refer to it generically to avoid discrimination, not mentioning parties, candidates, or religious affiliations or institutions by name.

Military If you have military experience, this can be a beneficial piece of information to include on your resume. If your experience was a significant part of your overall professional history, you may list the military positions within your Work History section along with civilian jobs, if any. Otherwise, make it its own category near the end of the resume, listing branch of service, location(s), rank, and positions held. Give a “job” description only if you have plenty of space to spare and the description demonstrates relevant skills and knowledge.

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Hobbies and Interests The jury’s still out on this one. Many people will tell you to include a section on hobbies and interests, suggesting that it “adds color, shows you as well rounded, and is a great conversation starter!” However, others will just as emphatically recommend that you not include hobbies and interests — that it’s just filler, doesn’t add anything, and is not professional. It’s up to you, and space may dictate whether or not you include it. Some hiring professionals don’t prefer to see these on resumes because it’s information they can get during an interview. After all, professional credentials are the most critical for determining whether to hire someone. Later, in the interview, they can get a feel for you as a whole person beyond the credentials. Conversely, sometimes hobbies and interests can pique someone’s interest if they reflect interesting or offbeat activities.

Addendum As mentioned in the earlier discussion of resume length, you might need to use an addendum to your resume to cover details that had to be left out of the one- or two-page resume. In most cases, an addendum is not necessary, so don’t feel you must include one. However, if you have done a great deal of project-based work or consulting assignments, then you might find it particularly challenging to construct brief job context snapshots and asset statement lists. Similarly, if you have a long work history and had to omit older jobs from your resume, or you summarized them only briefly on the resume, an addendum gives you a place to add more detail. Create an addendum by putting your name and contact information at the top of a blank page in the same style and layout as on your resume. Then, centered under that information, type the words “Resume Addendum.” Follow with whatever content you need to include, using headers such as Employment Details, Project Details, or any other heading that makes sense. Don’t send the addendum out routinely with your resume, as that defeats the purpose of not overwhelming the recipient with too much to read. Create it as a separate electronic file from your resume and have it on hand as a follow-up to your resume after you’ve established initial contact with a recruiter or prospective employer. Watch Out

Don’t include your references list in the same electronic file as your resume. You want to keep your references close to the vest and only give them out when they’re requested so you retain some control over when and how your references are contacted.

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Resume Design and Layout After you have your resume content finalized, it’s time to polish up your resume’s layout and style. If money is no object, you might enlist a professional to help you with this process, especially if you’re not proficient in your word processing program or don’t have a good eye for graphic design. However, before investing money in professional help, or taxing a friendship or family relationship with requests for free resume services, try following these simple instructions for the design of your resume.

Margins Try to keep all margins — top, bottom, left, and right — set at one inch. This ensures that your resume doesn’t look crowded. In addition, there’s no danger of any text getting lost if the resume is scanned. (Sometimes text that bleeds out to the edges of the paper won’t be picked up in an electronic scanning system.) If you are struggling to make your text fit, read the resume one more time to find words and phrases you can omit to save space before shrinking the margins below one inch.

Font Style and Size The most common font styles for resumes are simple, classic ones such as Arial and Times (aka Times New Roman). Palatino, Bookman, and New Century Schoolbook also work well. For a refined look, popular with bankers and lawyers, Garamond adds an elegant touch to a resume. Choose whichever font style appeals to you, as long as it is highly readable. Whichever font you pick, use the same style throughout to ensure a clean, professional look. As for size, try to keep the font for the basic text of the resume between 11 and 12 points. Headings of sections can be the same size, or a point or two larger than the text size. If you are struggling to fit your resume on one or two pages, 11-point works well. Use 12-point if you have a bit more room to spare. Try not to go down to 10-point if you can avoid it, as the smaller size can be hard on the eyes and make the resume look too text heavy and crowded. Don’t forget about the half sizes, too. These aren’t a standard option on the font pulldown menu on your toolbar, but you can change the font size in your word processing application. Sometimes that half point size makes all the difference. For example, using 11.5 or, if pressed for space, 10.5 can be a visually attractive happy medium. Also be aware that some font styles are simply bigger than others. For example, Arial 10 is a bit bigger than Times New Roman 10. You may need to play around with various styles and size combinations that not only appeal to you aesthetically but also work for whatever spacing issues you have.

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Bright Idea

Time yourself reading your resume very quickly. If it takes you longer than about 20 to 30 seconds to skim the resume and pick up on the key points, then you may need to shorten the resume or modify the format so that highlights stand out better.

Bold, Italic, and Other Styling Thoughtful use of styling elements is important for drawing the reader’s eye to the most important information on the page and for distinguishing one type of information from another. For example, you want to draw the reader’s eyes to the headings that separate your resume sections, so it is common to use bold for them. You might want to draw the reader’s attention to the types of positions you’ve held but downplay your employers’ names (perhaps because you’re trying to break into a new industry), so you could put the job titles in bold or use all uppercase (capital) letters while keeping the employer names more subtle in a regular, nonbolded font. The resume samples included at the end of the chapter will give you some idea of how bolding, underlining, italic, borders, and capitalization can make a resume not only look nice but be more readable. Finally, don’t forget that all this styling will have to be removed when you convert your resume to an eResume!

Spacing Be sure to spread text out well across each page of your resume, making sure that it is balanced from top to bottom and side to side. In addition, be sure to separate each section with at least double spacing so that the reader can easily tell where one section ends and another begins. If you have long lists of bulleted points, you might also want to introduce some space between each statement, rather than single-spacing the list. This makes the text look more inviting to the reader and not as much of a chore to read. Note how the sample resumes at the end of the chapter make good use of spacing. Watch Out

Unless you are applying for a job abroad, where photographs are often expected, never include a photograph of yourself with your resume. Employment laws to protect job candidates against discrimination prevent the recipient from knowing what you look like before inviting you to interview. Your resume might even be tossed in the trash if it comes with a photo.

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Paper Have you been in an office supply store lately? The choices of paper on which you can print your resume can feel a bit overwhelming when you’re faced with all the color, texture, and weight options. One way to make it easier is to ask a store employee in a photocopy or print shop what they recommend for resume paper. Many reams of paper are packaged specifically as “resume paper” in office supply stores. This takes much of the guesswork out of the process. When in doubt, however, follow these guidelines.

Size Resumes for use in the United States should be printed on our standard 8.5×11-inch size paper.

Weight Your resume should be printed on heavier paper than the flimsy paper typically used in photocopiers and printers. Anywhere in the range of 16- to 25pound with a cotton fiber content of 25% or more is a good resume paper weight. If you want to be extra fancy (and pay more), 32-pound paper with 100% cotton content is the way to go.

Texture When you don’t know whether your resume will be scanned electronically from the hard copy, it’s best to be on the safe side and choose paper that has a very smooth finish. Those interesting papers with a recycled look to them, showing bits of “debris,” as well as those with a mottled, marbled, or speckled look, can be pleasing to the eye but don’t scan well. Two classic textures that resumes have traditionally been printed on are laid and linen, which has subtle lines running through the page in a woven or vertical pattern. These shouldn’t cause too much trouble when scanned or photocopied, as the texture is very subtle, but when in doubt, go with the smooth finish.

Color In 99.9% of job search scenarios, it’s best to choose a conservative color that resumes have traditionally been printed on. For example, white, very pale shades of ivory, or gray are suitable.

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Printing and Distributing It’s fine to have your resume photocopied from a sharp, clean, laser-printed original or directly from disk or CD, rather than printing every copy from your own printer. Most print shops do a good job of photocopying your resume, but do ask to see a first test copy before the entire job is run to make sure that the copy quality is good. For mailed resumes, purchase envelopes that match your resume paper. It’s fine to fold your resume into thirds to fit into regular business-size envelopes (known officially as #10 — the size that requires you to fold the resume into thirds). However, if you are sending your resume to a large company that is likely to scan its resumes into a resume database, then you should send it unfolded, probably in a manila envelope. This ensures that the resume will scan properly and will not have text obscured by folds. If you do find yourself sending some resumes through regular mail (as opposed to e-mail, hand delivery, or faxing), regular first-class postage for normal delivery is usually sufficient. Sending your resume by overnight express or second-day air, or by registered mail in which a return receipt is requested, smacks of desperation and should be done only under unusual circumstances. When printing large quantities of your resume (generally not recommended) on good paper, use a photocopier rather than your laser printer. As long as the photocopy quality is good, no one will know the difference, and you’ll save a lot of money on ink cartridges and printer wear-and-tear.

Resume Writing — Variations on a Theme The previous pages helped you put together a good, basic resume in what is called the chronological or reverse-chronological format. There are times, however, when you need to go beyond the basics to best showcase your assets. The following are two ways you might do that.

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ASKDICE: OUT OF THE FIELD FOR 3 YEARS I’M TRYING TO GET A HIGH-TECH JOB AFTER BEING OUT FOR THREE YEARS. I’M FLEXIBLE ON THE POSITION I WANT AND I’M WRITING SPECIFIC RESUMES FOR EACH TYPE (DEVELOPMENT MANAGER, SALES ENGINEER, CUSTOMER SUPPORT MANAGER). WHEN AN EMPLOYER HAS MORE THAN ONE POSITION I’M INTERESTED IN, HOW DO I APPLY FOR EACH ONE WITHOUT COMING ACROSS LIKE I’M NOT THE PERFECT CANDIDATE FOR ANY OF THEM? Do not apply for more than one open position at the same company. The HR department will likely think that you’re saturation bombing the department in hopes of landing anything. You might want to consider using a functional format resume, especially if you’ve spent the last three years out of the IT industry. Instead of the standard reverse chronological resume — which lists your most recent experience first — the functional format resume groups your multiple skill sets at the top of the resume. For example, you might create three skill sets — in your case, maybe a management, sales, and development grouping — at the top of the resume. Include three to five bullets for each skill set, and instead of listing company names, positions, and dates of employment at the top of the resume, you can trim this area and place it at the bottom.

Functional Resumes Also known as combination functional-chronological or hybrid resumes, a functional resume puts your content in a slightly different arrangement to downplay your employment history and play up your achievements and transferable skills. The main difference with a functional resume is that instead of going from Qualifications Summary to Professional Experience, you include an Achievements section. Your job listings in the Professional Experience section include either nothing more than employer names, titles, and dates, or that basic information plus the job context snapshot. You might also move the Education section higher in the resume if it helps build your case better than your work history. Functional resumes work well when you are changing career fields, have a checkered work history with gaps in employment or short-term assignments, or have held basically the same jobs over a long period of time. You’ll find an example of a functional resume in the sample resumes included at the end of the chapter.

Curriculum Vitae (C.V.) The term C.V. is sometimes used interchangeably with the term resume, so when someone asks you to send your C.V., they might mean a regular resume. When in doubt, ask — because the true definition of a C.V. is quite different from a resume. If a company or institution is expecting an actual C.V., you’ll

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need to send a much longer, more detailed, and less marketing-oriented document than your resume. A C.V. is typically used in academia, but it can be found in the tech world for senior-level positions or other specialized roles. A C.V. has the following features: ■■

Its tone and layout should be serious, formal, straightforward, and not marketing-oriented. You are simply documenting your history and achievements.

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It would be at least two pages long, and is typically three or more pages long.

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You would usually not include a Summary or Objective statement.

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Your Education section appears before Professional Experience in most cases, with the exception of executives, who would usually open with professional experience.

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The Work History section still includes a job context snapshot and bulleted asset statements.

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Most of the optional sections from a resume would be suitable for a C.V.

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A C.V. includes additional sections, such as publications, presentations, patents, teaching experience, and anything else relevant to the work sought.

Resume Quality Control Checklists ____ Does everything on the resume relate to and support my career objective, or did I include unnecessary, distracting information? ____ Are all the claims I make in my Qualifications Summary backed up with evidence elsewhere in the resume? ____ Is my Qualifications Summary succinct, touching on only the highlights of my functional role, industry background, areas of expertise, and key skills/personal qualities? ____ In my Professional Experience or Employment History section, did I describe each job briefly in a job context snapshot in paragraph form immediately under each job title? ____ Do my lists of bulleted points focus primarily on achievements (asset statements), much more than basic duties or responsibilities? ____ To the extent possible and relevant, have I listed the context, actions, and results in my asset statements (not just results) and quantified the results?

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____ In my Education section, did I remember to include all relevant continuing education and special training beyond degree studies? ____ If I included additional sections to the resume beyond experience and education, are they relevant to my objective and as concise as possible? ____ Did I omit personal information (such as marital status, age, height, weight, and so on) that should not be included? ____ Do I convey all the most important information on the first page for a two-page resume or early on the page for a one-page resume? ____ Can the most important information on my resume be gleaned in 30 seconds or less? ____ Is the resume a true marketing document or just a chronicle of my work and educational history? ____ Have several detail-oriented people who are good writers proofread my resume to check it for errors and proper language usage and grammar? ____ Do I have too many details or repetitious information? ____ Do most of my statements of experience and asset statements begin with an action verb? ____ Did I avoid using personal pronouns? (There should be no personal pronouns, such as I or my.) ____ Did I keep the wording very brief by omitting articles (the, a, an) in most places unless necessary for clarity of the text? As a final check, know when to stop! No resume will get you a job. The resume can get your foot in the door, but you take it from there. After you know your resume is in reasonably good shape and has passed muster with several colleagues and friends whose professional opinions you respect, then stop the tweaking and editing and adjusting and get out there to start using it.

The eResume You probably already have some idea that you need a special sort of resume for online job hunting, such as on Dice.com. What you might not be crystal clear about — because most job seekers aren’t — is exactly how that resume needs to be formatted, what it needs to include, and when to use it. Because electronic resumes are still relatively new, a lot of confusion exists around how to construct one and when and how to send it. The remainder of this chapter cuts through the confusion to ensure that your resume will be effective in all your online job hunting efforts.

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To create a proper eResume, you have to shift your thinking dramatically. Forget about aesthetically pleasing graphics and eloquent writing all printed out on high-quality paper. Consider instead bits of data arranged in plain fashion on a screen. Electronic resumes don’t look nice, and parts of them — namely, the keyword section — sound choppy, but they work. In most cases an eResume will be read by a software application before human eyes ever look upon it. Even when a human does get to it, the resume is still usually nothing more than one screen of data to give the reader a quick — we’re talking really quick — glimpse of your credentials. An eResume is a resume created in text-only format, also known as ASCII (American Standard Code for Information Interchange) format, with additional special formatting and content changes made from the Word version (more on those additional changes in the “Converting Your Resume to an eResume” section later in this chapter). When your resume is saved in ASCII, or text-only, format, it will be readable by just about any software program or operating system the recipient might use. These format changes enable the eResume to be scanned, searched, and uploaded electronically.

eResume Types Part of the confusion over electronic resumes is that they are referred to by so many names. A well-meaning fellow job seeker might caution you to make sure that your resume is searchable. The person making photocopies of your resume at your local print shop might say, “Hey, I see you’ve used italics in this resume. It’s not going to be scannable.” Someone else might tell you that your resume needs to be uploadable or that the line lengths are too long for it to be postable. It’s enough to make you call off the whole idea of having an eResume and just resort to snail-mailing or hand-delivering every resume. (Even then, however, it would need to be scannable!) Don’t panic.

Scannable Resumes A scannable resume is one that can be accurately scanned from paper and ink into digital data or from electronic form as an e-mail attachment into digital data. When employers and recruiters receive your resume, whether by handdelivery, e-mail, fax, or the postal service, they often scan it electronically so that the data it contains can be stored in an applicant tracking system (ATS). An ATS is a form of database that stores resumes so that recruiters and employers can search the database by criteria that match the requirements for a particular position. The technology that transforms your resume from a piece of paper or a file attached to an e-mail message into a form that can be used by the ATS cannot read certain characters or text styled in a certain way. Scannable resumes must be very plain.

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Is a scannable resume the same thing as an eResume? Yes and no. When you create an eResume following the guidelines offered later in this chapter, you will have a scannable resume. So, yes, your eResume is your scannable resume. You don’t need to create a special version for scanning as long as you have an eResume. Sometimes, however, your traditional resume might be scanned. Many organizations receive resumes in the mail, by fax, or by hand, and scan them to go into the ATS. You can never be quite sure when this will happen. When in doubt, use your eResume. Bright Idea

To get the inside scoop on what happens to your resume when it is sent to an organization that uses an applicant tracking system, read about one of the most popular systems, Resumix, at http://resumix.yahoo.com.

Searchable Resumes When someone says that your resume needs to be searchable, all they mean is that it needs to contain keywords that a hiring manager or recruiter is likely to use as criteria when searching for resumes in an applicant tracking system. The database technology searches for particular words in your resume that are relevant to the position to be filled. If you create an eResume following the guidelines offered later in this chapter, including the discussion of keywords in the “Keywords” section, your resume will be searchable.

Uploadable Resumes Like the term “searchable,” an uploadable resume means nothing more than your regular eResume. When you post your resume into a resume bank on the Internet, you are uploading it from your own hard drive or from a disk or CD. As long as your resume is created in ASCII format, it will upload.

Converting Your Resume to an eResume: Step-by-Step It’s not difficult to create an electronic resume; just follow the steps outlined in the following section.

Step One: Save as ASCII Open your resume in your word processor and save it as a text-only (ASCII) file with line breaks.

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Step Two: Clean Up the Formatting and Layout You’ll see that saving your resume in the ASCII format has already done much of the work for you. Your document will look very plain, with no fancy styling or layout. It will also need some cleaning up. Here’s what to do: ■■

Every character must be clean, with no letters or numbers touching each other. Your safest bet is to use sans serif fonts — plain fonts such as Arial and Helvetica. A point size of 12 is ideal, but 11 or 11.5 is fine, too. Just don’t go too small.

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Bullets usually appear as asterisks or hyphens after saving as text only, but if some other symbol appears, such as question marks, replace them with asterisks, hyphens, or plus symbols.

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Most, if not all, styling of text, such as italic, bolding, and underlining, will have been eliminated. Leave the text plain, but if there are places where you want some text to stand out, such as section headings, you may use ALL CAPS in place of bold or underlining. Don’t overdo this, however, or it will look like “shouting.”

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Make sure that all text is justified at the left margin. Any text that had been centered or right-justified in the traditional resume needs to be moved to the left margin and on its own line.

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Keep all margins — top, bottom, left, and right — set at one inch or larger, to ensure that your text will be picked up. Some scanning technology will not read text that is too close to the edges of the page.

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Delete all tabs. To do this, you need to turn on the paragraph marker. This is the command on your toolbar that looks like a paragraph symbol. (It resembles a backward capital letter “P” immediately followed by a capital “T.”) Click on it to show all the spacing between words and lines. Tabs show up as arrows. Remove all tabs by highlighting them and pressing Delete or backspacing over them.

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Make sure that the first line of your eResume contains your full name. Follow the name with your e-mail address, and, if desired, your phone number, each on its own line, flush with the left margin.

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Where you had multiple items of text on the same line in the traditional resume, move each separate set of text to its own line. For example, you might have had your job title, employer name, and dates of employment all on the same line. For your eResume, spread those out onto two or three lines.

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Step Three: Check Length and Remove Page Breaks Depending on the length of your traditional resume, you may have some additional adjustments to make to the eResume. ■■

If your traditional resume is two pages long, delete the second reference to your name and any contact information that might have been on the second page in the traditional resume. Also delete any reference to “Page 2.” Obviously, if your resume is longer than two pages, you’ll need to remove the header or footer text from each page. There are no page breaks in your eResume — it’s just one run-on document — so multiple page headers are unnecessary.

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Check the line count of your resume to ensure that the most important information appears within the first 75 lines. Many recruiters view only the first screenshot of your resume, so the information that fits into one screen is critical. In addition, some older scanning technology stops reading resumes after a certain number of lines, often about 75. (Note that more sophisticated scanning systems do read beyond 75 lines, so do not be concerned that every place you send your resume will be seeing only a part of it.) Remember that you’ll be replacing your Qualifications Summary section (if you had one) with a Keyword Summary section, so you’ll need to recount lines after doing that. To check the line count, select Tools → Word Count.

Keywords If you are applying for a position at a medium- or large-sized company, your resume will likely be sorted, pre-ranked, and filed in an electronic database before a human eye even reviews it. A human resources professional or screener will then enter keywords into the database to select only those resumes that match the specific criteria relevant to the open position. Only those database documents with the right keywords will be retrieved and reviewed; the rest will be eliminated. This system helps expedite the hiring process and can save companies money. At the core of this database technology is optical character recognition (OCR), which “reads” the text on mailed, scanned, e-mailed, and faxed resumes and stores the text in a database. OCR software, then, has become the first obstacle that many job seekers must overcome to obtain an interview.

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To get past the OCR challenge and make sure your resume lands in the hands of a hirer, a Keywords section on your resume is vital. Use this section to include alternative job titles you’re applying for, areas of expertise, and other skills not cited elsewhere on your resume. List your keywords at the very bottom of your resume. Examples of keywords for a Tech Support professional’s resume might include: Help Desk, Technical Support Technician, Tech Support, Troubleshoot, and Call Center. See the sample resumes in the next section for some more examples. If you are replying to a specific job opening, then take note of all skills, areas of expertise, titles, and other terms listed in the job posting. Include these terms in your Keywords summary.

Sample Resumes The resume samples that follow are intended to give you an idea of both the content and overall look of effective resumes. These samples were chosen as representatives of solid, well-rounded resumes from which anyone in any profession or industry can learn. The following samples are organized in four sections: general IT resumes, chronological format, functional format, and an e-Resume.

General IT Resumes Following are a few good examples of general resumes relating to the tech field. Figure 6-1 shows a resume for an application developer, W. Howard Jones. Figure 6-2 shows the first page of a resume for a database administrator, Janine Smith. Figure 6-3 shows page 2 of her resume. Note the use of keywords at the bottom of the resume.

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W. HOWARD JONES 000 Brook Drive • Atlanta, GA 30328 • 404-000-0000 • [email protected] Microsoft Certified Application Developer with technical and project management expertise SUMMARY OF QUALIFICATIONS v Over 5 years' experience designing, developing, integrating, and supporting corporate tools and applications, including content management, database architecture, and e-commerce. v Apply in-depth understanding of business and IT requirements to streamline administration and internal processes, resulting in enhanced automation and operational efficiency. v Manage multiple projects simultaneously. Learn and apply new technologies quickly. v Expert knowledge of numerous programming languages, including C++, ASP, and Visual Basic. v Superior communication, presentation, analytical, and problem-solving skills. v Microsoft Certified Application Developer. Languages: Operating Systems: Database: Servers: Web Technologies: Applications:

COMPUTER SKILLS Visual Basic, Java, JavaScript, Perl, C, C++, ASP.NET Windows NT/XP/2000/2003; IBM UNIX, Linux SQL Server 7/2000/2005, Oracle 8.x/9.x, Microsoft Access WebSphere, WebLogic, Tomcat, IIS JSP, JDBC, ASP, ADO, COM+, ODBC, XML/XSLT, HTML Cold Fusion, Crystal Reports, Dreamweaver

PROFESSIONAL EXPERIENCE ABC Company, Atlanta, GA 2005 – Present Senior Application Developer • Plan, test, and implement various Web-based applications using JavaScript, ASP, and C++. • Designed, developed, and implemented Web HR forms, significantly improving hiring efficiencies. • Reduced technical support costs by 20% while improving information accessibility and security by designing intranet applications and training all corporate end-users on functionality. • Developed browser-based management system, allowing various documents to be placed in Windows Explorer interface folders. • Create Websites using IIS/Windows Authentication in SQL Server 2005 on Windows 2003 servers. • Assist in developing custom Web parts for application support toolset. Routinely troubleshoot issues and support internal users. Information Technology, Inc., Atlanta, GA 2003 – 2005 Web Application Developer • Overhauled order management system in ASP.NET, JavaScript, and SQL Server 2000. • Developed and implemented enterprise-wide dashboard using ASP, JavaScript, and SQL Server. • Designed, personalized, and supported complex Crystal Reports and ASP reports. IT Corp., Atlanta, GA 2000 – 2003 Web Application Developer • Developed security administration applications, controlling authority levels in database transactions and minimizing safety problems; partially implemented using Java. • Created 3-tier intranet solution, allowing searches through multiple indexes for specific information. • Led workflow resolution, automating process by effectively routing information to appropriate queues with sufficient flexibility to handle exceptions. • Wrote customer service imaging systems, providing cost-effective solutions of key functions. EDUCATION AND TRAINING Bachelor of Science in Computer Science, Southwestern University (2000) Microsoft Certified Application Developer Keywords: application development, programming, applications developer, tech support, senior manager

Figure 6-1: Sample resume

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JANINE SMITH, OCP 00 Brock Street • St. Louis, MO 63139 • (636) 000-0000 • [email protected] Certified Database Administrator with experience in maintenance, security, and backup and recovery

SUMMARY OF QUALIFICATIONS ÿ ÿ ÿ ÿ ÿ ÿ

Over 9 years of experience, including 6 years as DBA in development and production environments. Ensure Oracle database systems operate efficiently and securely. Skilled in designing and implementing complete life-cycle client-servers and database applications with various development tools and languages. Manage internal databases, from planning and testing stages through implementation and support. In-depth understanding of security and backup procedures to ensure database integrity. Background in developing backup and disaster recovery plans for nationwide offices. Superior communication, presentation, analytical, and problem-solving skills. Work well with all levels of business.

TECHNICAL SKILLS AND CERTIFICATIONS Databases: Operating Systems: Applications: Languages: Certifications:

Oracle 7/8/9 (RAC/OPS), MS-SQL, MySQL, DB2 Universal Database V8.1, Access, Lotus Notes, SAP, DPF Windows 2000/2003/NT/XP, UNIX, Linux, Solaris SQL-Loader, SQL Navigator, SSH, Forte for Java, Apache, IIS, Domino 4.x/5.x/6.x, ULTRADEV, Dreamweaver Java, JSP, JDBC, XML, HTML, C, C++, Perl, VB, VB.NET, ASP.NET Oracle9i Database Administrator Certified Professional, Oracle Certified Associate, IBM Certified Database Administrator, IBM Certified Solutions Expert - DB2 Universal Database V7.1 Database Administration for UNIX, Windows, and OS/2

PROFESSIONAL EXPERIENCE ABC Corporation, St. Louis, MO Senior Database Administrator • • • • •

2005 – Present

Responsible for Oracle 9i logical and physical database design, implementation, and maintenance on Windows NT. Created new databases and users; set up backups, export, and other monitoring scripts. Implemented database refresh using full export for table level and full database defragmentation, resulting in improved performance and effective space management. Managing database security. Design, develop, and implement automated data backup and restoration procedures. Provide technical support for database maintenance and disaster recovery. Identify, recommend, and implement all new database technologies and Oracle license management.

ABC Company, St. Louis, MO 2003 – 2004 Database Administrator • Created new databases, involving importing and exporting; installed and configured database software for Oracle Application development environment. • Responsible for Oracle 9i logical and physical databases design, implementation, and maintenance. • Reorganized databases and sized database objects to meet standards and improve performance 30%. • Handled database server tuning, application tuning, maintaining documentation, capacity planning, and database security. Continued…

Figure 6-2: Database administrator sample resume

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JANINE SMITH, OCP (C ONT'D)

(636) 000-0000

XYZ Company, St. Louis, MO 2000 – 2003 Database Manager/Administrator • Created Oracle 8i databases for 2 large departments, from planning and testing through production. • Implemented backup and recovery procedures of databases in Sun Solaris and Red Hat Linux environment; implemented backup and recovery procedures and IT department manual. • Managed database remodeling and interface development during migration from MS Access to MS SQL server and from MS SQL to Oracle 8i. • Enhanced MS-Access databases by improving user interface, introducing multiple-user access, and increasing security and stability. • Involved in all phases of database development, from needs assessment to QA/QC, design, and support. XYZ Incorporated, St. Louis, MO 1997 – 1999 System Administrator/Database Administrator • Held Oracle DBA responsibility for parallel Oracle/SAP database using Oracle Parallel Server. • Supported Oracle developers, performed database tuning, created database reorganization procedures, scripted database alerts, and monitored scripts.

EDUCATION Bachelor of Science, Computer Science; St. Louis University (1995)

TRAINING Oracle9i: New Features for Administrators Oracle9i: Real Application Clusters Oracle8i Introduction to Oracle SQL, PL/SQL Oracle8i Architecture and Administration Oracle8i Backup and Recovery Oracle8i Performance Tuning Oracle8i Network Administration Oracle8 Database Administration Oracle8 Backup and Recovery Oracle Enterprise Manager Oracle8: New Features for Administrators Oracle8i: New Features for Administrators Oracle8: SQL and PL/SQL

Keywords: Oracle DBA, senior manager, lead, director, software development, database administration

Figure 6-3: Database administrator sample resume, page 2

Figure 6-4 shows the resume for a project manager, Rebecca Martin. Figure 6-5 shows the second page of her resume. It is formatted a bit differently than the resume for Janine Smith, but it contains the same basic information.

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Rebecca Martin, PMP 00 Socrates Lane • Raleigh, NC 27603 • (000) 000-0000 • [email protected] Certified Project Manager with expertise in information technology, leadership, and business

SUMMARY

OF

Q UALIFICATIONS

ÿ More than 10 years of Information Technology management experience with focus as Project Manager for diverse industries, including manufacturing and high-tech environments. ÿ Expert in information systems technology, project planning, strategic planning, systems analysis and troubleshooting, quality control, forecasting, scheduling and planning, and tracking of results. ÿ Highly knowledgeable in software development, requirements analysis, and database design. ÿ Excel at creating and implementing technical and operational plans and strategies. ÿ Competent liaison between management, clients, and personnel. ÿ Strong communication, presentation, analytical, and problem-solving skills.

T ECHNICAL SKILLS Operating Systems: Applications: Networking: Languages:

Windows NT/2000/2003/XP MS Project, Visio, MS Office, Crystal Reports, Visual Studio, IIS, SQL, Oracle, MS Access, DB2, PeopleSoft TCP/IP, LAN/WAN, VPN, SQL Server, MS Site Server ASP.NET, HTML, XML, Visual Basic, C++, Java, JavaScript

C ERTIFICATION Certified Project Management Professional; Project Management Institute

P ROFESSIONAL E XPERIENCE XYZ MANUFACTURING, Raleigh, NC 2004 – Present Senior Project Manager • Managed project to review and implement technology standards company-wide, reducing redundancy and saving more than $250,000 annually on maintenance costs. • Collaborate with senior management and sales teams on project development, pre-sales meetings with clients, and definition of enterprise architecture. • Spearhead design through deployment of new development projects, including Website relaunch. • Lead development of requirements, data models, and all documentation throughout project lifecycles. • Oversee development of support systems, encompassing management reporting, payment approval, and accounting interfaces. ABC TECHNOLOGY, Raleigh, NC 2001 – 2003 Senior Project Manager • Led year-long project involving re-engineering of company systems from Access to SQL Server, Visual Basic, Crystal Reports, and NT. • Directed centralization of 10 million accounts receivable into 1 central database and network; project included backup and back-out procedures, validation of database integrity, and physical movement of server and data. • Managed development and implementation of mechanization process for data entry, data uploading, and reporting for clients. • Supervised total rewrite of system as part of change from Access to other data management systems.

Continued…

Figure 6-4: Project manager sample resume

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Rebecca Martin, PMP, Page 2

(000) 000-0000

ABC SOLUTIONS, Raleigh, NC 1999 – 2000 Project Manager • Spearheaded numerous complex projects, including upgrade of CSS Horizon system, Y2K compliance, and conversion of PeopleSmart applications to Horizon. • Led 6-person team in creating automated tests to ensure Y2K compliance of 14 client and 3 server applications on 3 platforms. • Responsible for development and management of budgets, determining project scope, liaising between clients and staff throughout project lifecycle, and ensuring objectives were met. LMN COMPANY, Raleigh, NC 1997 – 1998 Project Engineer • Provided project management support to ISP department, including helpdesk, Web mastering, and vendor coordination of troubleshooting network (WAN) connections and e-mail. • Responsible for technical support for off-site integration projects with various clients. 1996 – 1997 BWQ COMPANY, Raleigh, NC Project Engineer • Aided project manager in managing programmers to develop and implement customer information system. • Helped develop detailed project plans for multiple simultaneous projects, resulting in increased visibility of inter-project dependencies and improved development efficiency. • Identified project risks. Designed and implemented project status reports and communications.

E DUCATION Bachelor of Science, Computer Science; North Carolina State University

T RAINING Microsoft’s Solutions Framework, Unified Modeling Language, Supporting Microsoft Windows NT, Networking Essentials, Supporting Microsoft SQL Server, Project Managers Workshop

Keywords: Senior Consultant, Senior Project Manager, Senior IT Manager, Technology Management, Project Development Manager, Director of Technology Development, Technology Officer, PMP

Figure 6-5: Project manager sample resume, page 2

Figure 6-6 shows the first page of a resume for a systems administrator, Victor Lambert. Figure 6-7 shows page 2 of Victor’s resume.

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Victor Lambert 000 Del Mesa Road _ Novato, CA 94949 _ (415) 000-0000 _ [email protected] Certified Microsoft Systems Engineer with expertise in sysadmin, networking, and security SUMMARY OF QUALIFICATIONS ÿ 8 years of cross-platform experience in systems administration, including analyzing, designing, installing, maintaining, and repairing hardware, software, peripherals, and networks. ÿ Superior troubleshooting and technical support abilities with migrations, network connectivity, and security and database applications. ÿ Develop exceptional relationships with co-workers, management, and end users. ÿ Excellent communication and problem-solving skills. Fluent in Spanish.

COMPUTER SKILLS Hardware: Software: Languages: Operating Systems: Database Platforms:

Networking:

Windows, Macintosh; Dell/EMC SAN hardware; miscellaneous PC hardware, IDE hard drives, SCSI devices, Direct Attached Storage Microsoft Office Suite, Veritas Backup, Yosemite Technologies Tapeware, Symantec Antivirus, Watchguard Firebox System Manager 8.0 C, C++, PL/SQL, Perl, XML, .NET, HTML, DHTML Windows 2000/2003/NT/XP, DOS, UNIX, Linux Oracle 8.0, Developer 2000, Microsoft Internet Information Server, Relational Database Management Systems (RDBMS), Central Quarantine Server 8.0, ACT! 2000 database Ethernet 802.3, TCP/IP, DHCP, DNS, WINS, ARP, FTP, Telnet, DSL/Cable, hubs, routers (Cisco IOS), cabling, SMTP, POP3, NAT, VPN, VLAN, RIP, Ethernet 802.11, LAN/WAN

CERTIFICATIONS Microsoft Certified System Engineer (MCSE): Windows Server 2003/2000/NT4.0 Microsoft Certified Systems Engineer: Security Microsoft Certified Systems Administrator

PROFESSIONAL EXPERIENCE ABC Incorporated, Novato, CA 2004 – Present Systems Administrator • Administer Microsoft Windows Servers (Active Directory), Microsoft Workstations, and network security devices for 350 users. • Migrated to Windows 2003 Server/Exchange 2003 Server with Blackberry Integration Services, Windows Server Updates Services (WSUS), and Microsoft Operations Manager. • Lowered spam by 75% using firewall filtering with real-time spam black lists for incoming email; scripted custom rules in Perl. • Set up offsite users to work virtually, saving $100,000 annually in office leases. • Responsible for security equipment, including Watchguard Firebox X1000 firewall with 60 VPN users and spam blocking utility, as well as Symantec Antivirus System Center and Central Quarantine Server 8.0 and Antivirus for Exchange. • Backup and restore network data with Veritas Backup Exec 10.0. Administer ACT! 2000 database of 30,000 contacts with weekly synchronizations. Continued…

Figure 6-6: Systems administrator sample resume

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Victor Lambert, Page 2

(415) 000-0000

XYZ Corporation, Novato, CA 2001 – 2003 Systems Administrator • Supported 825 total users in 12 locations nationwide, as well as corporate office users. • Performed desktop migration from Windows 95/NT4 to Windows 2000. Provided technical support for corporate client/server systems. • Responsible for hardware and software applications for workstations, servers, and network data communications. Collaborated with executive management and department leaders to assess network capacity needs. • Administered all local and remote server backups with Veritas Backup Exec. BDF Company, Novato, CA 2000 – 2001 Systems Administrator • Performed all levels of hardware and software systems support for 200 computers and 100 printers. • Responsible for e-mail system and Internet Information Server, meeting employee and customer needs 24/7. • Managed all new install projects for servers, switches, and other network resources. • Developed and updated documentation, appraising users and administrators of vital information. • Created user manuals and provided technical support sessions for new employees. • Administrated and maintained environment security. Involved with administering security alerts to staff and weekly data backups. • Created proactive procedures for problem preventions and resolutions; interfaced with software developers, analyzed issues, and designed solutions. ABC Systems, Inc., San Rafael, CA 1998 – 2000 Systems Administrator • Performed hands-on administration, monitoring, and troubleshooting of Local Area Network (LAN), resulting in optimum performance and minimum downtime. • Designed, developed, and modified reporting processes in accordance with client specifications. • Coordinated with committees detailing enhancement specifications. • Supported and executed upgrade from Windows 98 to 2000.

EDUCATION Bachelor of Science, Computer Science and Information System; University of California at Davis (1998) KEYWORDS: Database Administrator, Systems Administrator, Network Administrator, Supervisor, Programmer, Quality Control, Computer Technician, Manager

Figure 6-7: Systems administrator sample resume, page 2

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Chronological Resume Samples The three resumes that follow demonstrate the most traditional style of resume, the chronological format. LANA BROWN 888 Spring Avenue Richmond, Virginia 11111

(222) 444-6666 [email protected] OBJECTIVE

A database administrator or software architect/software development position where strengths in oral and written communication, teamwork, and business knowledge will be utilized to develop systems that support corporate goals. QUALIFICATIONS SUMMARY

Accomplished software development professional with experience in all disciplines of mainframe and PC platforms. Proven track record of delivering quality results on schedule. Exceptional analysis and programming skills and extensive experience with Microsoft SQL Server, performance measurement and capacity planning . Effectively delivers technical training. TECHNICAL SKILLS Platforms: Productivity Tools: Software Environments: Software Methodology: Languages: Databases: APPLICATIONS :

WINDOWS XP, WINDOWS 2000, WINDOWS NT MICROSOFT WORD, EXCEL, POWER POINT CLIENT SERVER AND BROWSER (MICROSOFT INTERNET EXPLORER), UNISYS A-SERIES, UNISYS 2200 ISO 9000/9001, SEI/CMMI, RATIONAL UNIFIED PROCESS POWER BUILDER, T-SQL, COBOL, VISUAL BASIC, ALGOL, DASDL MICROSOFT SQL SERVER , UNISYS DMSII Manufacturing, Distribution, Banking, Accounts Payable, General Ledger, Human Resources, Accounting EXPERIENCE

SYSTEMS CORPORATION –Richmond, VA

20XX–20XX

Software Engineer, 20XX–20XX Designed and developed software for bank branch automation system and customer relations management (CRM) package, in both client server and browser environments. • Member of team that converted a dissatisfied client into a referenceable site. Package later sold to other bank clients. Received cash bonus achievement award. • Designed Microsoft SQL Server database for CRM package. • Designed and consulted on implementation of database replication system. • Tested and implemented successful upgrades of Microsoft SQL Server databases from version 6.5 to 7.0 and from version 7.0 to 2000. • Designed, coded, tested, and implemented system for both batch and on demand real-time data downloading from mainframe database to SQL Server database. • Developed and facilitated transfer of information class on existing CRM software system for offshore developers. • Worked with personnel to successfully transfer CRM system maintenance and support offshore.

Figure 6-8: Sample resume

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Functional Resume Samples These resumes are in a functional format, which downplays the actual work history and highlights accomplishments. Note how the Lana Brown resume that you just saw in the chronological sample has been converted to a functional format, so that you can easily see the differences and similarities between the two styles. LANA BROWN 888 Spring Avenue Richmond, Virginia 11111

(222) 444-6666 [email protected] OBJECTIVE

A database administrator or software architect/software development position where strengths in oral and written communication, teamwork, and business knowledge will be utilized to develop systems that support corporate goals. QUALIFICATIONS SUMMARY

Accomplished software development professional with experience in all disciplines of mainframe and PC platforms. Proven track record of delivering quality results on schedule. Exceptional analysis and programming skills and extensive experience with Microsoft SQL Server, performance measurement and capacity planning . Effectively delivers technical training. TECHNICAL SKILLS Platforms: Productivity Tools: Software Environments: Software Methodology: Languages: Databases: Applications:

WINDOWS XP, WINDOWS 2000, WINDOWS NT MICROSOFT WORD, EXCEL, POWER POINT CLIENT SERVER AND BROWSER (MICROSOFT INTERNET EXPLORER), UNISYS A-SERIES, UNISYS 2200 ISO 9000/9001, SEI/CMMI, RATIONAL UNIFIED PROCESS POWER BUILDER, T-SQL, COBOL, VISUAL BASIC, ALGOL, DASDL MICROSOFT SQL SERVER , UNISYS DMSII MANUFACTURING , DISTRIBUTION, BANKING, ACCOUNTS PAYABLE , GENERAL LEDGER, HUMAN RESOURCES, ACCOUNTING SELECTED ACCOMPLISHMENTS

•

• •

•

•

•

Member of team that converted a dissatisfied client at Systems Corporation into a referenceable site by designing and developing software for a bank branch automation system. Effectiveness of package enabled Systems Corp to sell additional packages. Received achievement award. Demonstrated strong interpersonal and organizational skills through successful transfer of CRM system maintenance and support offshore. As systems analyst converted large IBM mainframe accounting package to A-Series, VSeries and OS2200. Package required several releases per year with mandatory regulatory deadlines that were all met ahead of schedule. Identified problems with a vendor’s software quality, communicated problems to management, and worked three months with vendor to resolve problems and improve procedures. Reduced number of critical bugs found in the code delivered by vendor in succeeding year by 43%. As database administrator with Allied Supply, converted night batch runs to automated process that could run without operator supervision. Eliminated need for night operator shift, reducing employee expenses by more than $20,000 annually. Redesigned/rewrote existing system software at SleepEase to allow real-time and batch systems to run simultaneously on east and west coasts. Saved two+ hours of run time per night.

Figure 6-9: Sample resume

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Electronic Resume Sample The Lana Brown resume shown in chronological and functional format is now turned into an e-Resume in the sample that follows. LANA BROWN [email protected] OBJECTIVE A database administrator or software architect/software development position in which strengths in oral and written communication, teamwork, and business knowledge will be utilized to develop systems that support corporate goals. KEYWORDS Software Development. Software Design. Software Engineer. Database Administration. Systems Analyst. Team Leader. Team Lead. Developer. IBM Mainframe. PC Platforms. CRM. Analysis. Programming. Programmer. Microsoft SQL Server. Performance Measurement. Capacity Planning. Vendor Relations. Offshore. Microsoft Certified Professional. BS degree. Master's degree. Computer Science. Technical Trainer. Mentoring. A-Series. V-Series. OS2200. TECHNICAL SKILLS • PLATFORMS: Windows XP, Windows 2000, Windows NT PRODUCTIVITY TOOLS: Microsoft Word, Excel, PowerPoint • SOFTWARE ENVIRONMENTS: Client Server and Browser (Microsoft Internet Explorer), Unisys A-Series, Unisys 2200 • SOFTWARE METHODOLOGY: ISO 9000/9001, SEI/CMMI, Rational Unified Process • LANGUAGES: PowerBuilder, T-SQL, COBOL, Visual Basic, ALGOL, DASDL DATABASES: Microsoft SQL Server, Unisys DMSII • APPLICATIONS: Manufacturing, Distribution, Banking, Accounts Payable, General Ledger, Human Resources, Accounting EXPERIENCE SYSTEMS CORPORATION-Richmond, VA, 20XX-20XX Software Engineer, 20XX-20XX Designed and developed software for bank branch automation system and customer relations management (CRM) package, in both client server and browser environments. • Member of team that converted a dissatisfied client into a referenceable site. Package later sold to other bank clients. Received cash bonus achievement award. • Designed Microsoft SQL Server database for CRM package. • Designed and consulted on implementation of database replication system. • Tested and implemented successful upgrades of Microsoft SQL Server databases from version 6.5 to 7.0 and from version 7.0 to 2000. • Designed, coded, tested, and implemented system for both batch and on demand real-time data downloading from mainframe database to SQL Server database. • Developed and facilitated transfer of information class on existing CRM software system for offshore developers. • Worked with personnel to successfully transfer CRM system maintenance and support offshore. Systems Analyst, 19XX-20XX Integral member of team for large mainframe accounting package. Converted large IBM mainframe accounting package including HR, AP, GL, and other modules to ASeries, V-Series and OS2200. • Package required several releases per year with mandatory regulatory deadlines that were all met ahead of schedule. • Identified problems with vendor's software quality, communicated problems to management, and worked three months on vendor's site to resolve problems and improve procedures. Reduced number of critical bugs found in the code delivered by vendor in succeeding year by 43%.

Figure 6-10: eResume sample

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Summary When developing your resume, keep the following points in mind: ■■

Develop and complete a traditional resume first, and then work on your eResume.

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Tailor your resume toward the position/area for which you are applying.

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Keep your resume concise, concentrating on your IT skills.

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Check and recheck your resume for errors and typos.

CHAPTER

7 Your Cover Letter

Many IT professionals mistakenly believe that the resume is what matters most when applying for jobs. As the saying goes, you never have a second chance to make a first impression, and your cover letter is your first impression. It’s your electronic handshake, and the message in your cover letter must compel an employer to read your resume. Keep in mind that hiring managers are understaffed, and they sort through hundreds of cover letters each day. Make sure your cover letter stands above the competition and impresses hiring managers or screeners. This chapter provides valuable tips and guidelines to help you create unbeatable cover letters that will open the door to new IT career opportunities.

Defining the Cover Letter Many job seekers don’t bother to send cover letters because they assume they won’t be read. It’s true that some employers and recruiters prefer to go straight to the resume and toss the cover letter, but you cannot assume that will always be the case. Many people who read resumes regularly find that a concise, wellwritten cover letter makes their jobs easier. When done correctly, a cover letter answers questions that are typically on the mind of someone who is about to read your resume:

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Why is this person sending me a résumé?

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What is this person’s background?

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What could this person do for me or someone I know?

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What action do I need to take?

A cover letter serves as a brief introduction to your resume, letting the recipient know why you’re sending your resume (for example, you are applying for a particular position or asking for an exploratory interview to discuss possible openings) and highlighting areas of your background that are most relevant and impressive. When crafted strategically, your cover letters are important marketing documents that start to sway the odds in your favor before your resume is even read. So, if they can be so helpful to the recipient, why are they sometimes ignored? Most cover letters are lousy. They are either so brief and vague as to be meaningless and useless or so long and packed with information that the recipient doesn’t want to slog through them. Nevertheless, a good cover letter is definitely worth the effort because they are read in many cases, and they can be a critical element in your overall self-marketing strategy. Watch Out

When sending your resume as a file attached to an e-mail message, don’t attach a cover letter file as well. This is an unnecessary inconvenience for the recipient. Instead, type a cover message in the body of the e-mail message itself, saying the same things you would say in a traditional cover letter.

Cover Letter Categories It’s very easy to get a handle on the two categories of cover letters: There are letters sent when you know of a definite job opening and letters sent when no opening has been advertised. Basically, you are using a letter (and often a resume as well) to either apply for a job or explore the possibility of a job opportunity. Within each of these categories are a few variations.

Letters for Definite Openings When a job opportunity has been announced formally through a posting online or a classified ad, or when you’ve heard about an opportunity through the grapevine, it is important not to fire off your resume by itself. You wouldn’t send a birthday present in the mail without a card, so don’t send your resume without some introductory e-mail message or letter. The ways you might do this include the following:

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Cover letter to a recruiter, with resume

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Cover letter to an employer, with resume

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E-mail cover message to a recruiter, with resume

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E-mail cover message to an employer, with resume

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Resume substitute letter or e-mail (a letter or e-mail sent without a resume accompanying it)

Letters When No Definite Opening Is Known When approaching a recruiter or employer to explore possible opportunities, a cover letter is critical. The recipient is not expecting to hear from you because no position has been announced, so e-mailing, mailing, or faxing a resume with no explanation as to why you’re sending it would be ludicrous. What is the person supposed to do with the resume? They may send it straight to the trash, and that’s what would likely happen if you were to approach someone cold with no introduction to your resume. Whether you are approaching someone whose name you’ve been given through networking or are conducting a large mailing to organizations you’ve targeted, the quality of your letter can determine whether you get your foot in the door for a networking appointment or interview. The types of letters you are likely to write in this category include the following: ■■

Direct mail campaign letter to a recruiter, with resume

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Direct mail campaign letter to an employer, with resume

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E-mail cover message to a recruiter, with resume

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E-mail cover message to an employer with resume

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Resume substitute letter or e-mail (a letter or e-mail sent without a resume accompanying it)

Writing Cover Letters: Step by Step You’ve read about a job opening that sounds perfect for you, or you have the name of someone who could be a key contact in your search, but the minutes tick away like hours as you stare at the computer screen or blank sheet of paper, trying to write a cover letter to express your interest. There’s so much you could say that you don’t know where to begin, or maybe you’ve always written such short, general cover letters that now you don’t feel you have enough to say. Writing a cover letter need not be a painful process. Knowing some basic ground rules to get you started, along with taking it section by section, is all you need to do to turn out job search letters like a pro.

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A WHY-BOTHER COVER LETTER A why-bother cover letter is one that isn’t worth your time to write and send, and does not do the recipient any good. A why-bother cover letter is too short, too vague, and does nothing to make the employer’s or recruiter’s job easier or to distinguish you from the competition. Here’s a typical example: To Whom It May Concern: Enclosed is my resume for the position you advertised in the Boston Globe. I am sure that my skills and experience are a good match for the position. I look forward to hearing from you. Sincerely, Ivan Tajob This letter does not specify which position is being applied for — the employer may have advertised many positions in that newspaper on several recent dates. Nor does it give the reader a quick synopsis of the applicant’s background and specific skills that relate to the position. In addition, it leaves follow-up in the hands of the employer, rather than state that the job seeker will take the initiative to follow up.

Step 1: Think Before You Write Consider the following tips as ground rules before putting fingers to keyboard or pen to paper.

Cover Letter Preparation Rule number one is research. Go to a prospective company’s website or do a web search on the company name to gain an exact understanding of what the employer is looking for in job candidates. All job openings represent an employer’s attempt to solve a problem. Don’t fire off a random cover letter and resume in hopes that your application might be a match. Explain why you’re the best candidate to resolve the company’s problem. In addition, make all possible attempts to find the correct contact information for the employer — for example, you can do a web search of the company name, entering a keyword or phrase such as “HR manager,” or you can call the company’s switchboard for the name of the person who is hiring for the position that interests you. A cover letter addressed to the key decision-maker shows that you’ve done your homework by taking the time to find out who’s hiring for the position. If it’s impossible to find out the contact information for the employer, you should still address the cover letter to “Dear Hiring Manager.”

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Know How You Will Transmit It Decide whether you will send your cover letter as an actual letter by mail or fax or as an e-mail message. This will determine how much you can write. E-mail communications need to be shorter, because people tend to be less willing to read and pay attention to longer content when viewed electronically. Make sure your e-mail is a length that can be read without scrolling down more than once or twice. If you are sending the cover message as an actual letter, not as an e-mail message, keep the length to within one page. A cover letter’s purpose is merely to introduce yourself, explain why you’re writing, and point out the highlights of your qualifications. You do not have to summarize your entire background.

Make It a Marketing Document Imagine that you’ve already sent your letter and have landed an interview. Picture yourself sitting across from the interviewer and think about what you would say to provide a synopsis of your qualifications and to express your interest. Try practicing this out loud before you begin writing your letter. Doing so will put you in the mindset of marketing yourself directly to a prospective employer.

Be Real Remember that you are writing to a fellow human being. Although written communication tends to be somewhat more formal than spoken communication, you don’t want to sound overly formal or use awkward sentence structure. Let the writing flow naturally, as if you were speaking directly to another person.

Edit Out the Editor in You Don’t edit yourself prematurely. You will drive yourself crazy if you try to make every sentence and paragraph perfect as you write your cover letter. Just jot down your thoughts in a reasonably coherent fashion and then clean it up when you have all the content down.

Leave Formatting to the End Don’t worry about the format as you begin to write. If you’ll be sending it as a hard-copy letter or fax, you can set the letter up in proper business format later. If you are sending it as an e-mail, all you have to worry about now is

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keeping the message concise and fairly short, with no special styling such as italic, underlining, or bold that may not transmit as intended electronically.

Step 2: Writing the Beginning The simplest way to write a cover letter is to break it down into a beginning, middle, and end, tackling one section at a time. The beginning includes the salutation and the introductory remarks.

Salutation Always try to obtain the name of the person to whom you’re writing. When you do have a name, address your letter to “Dear Mr. or Ms. [last name].” Of course, if you know that “Dr.” or “Mrs.” is appropriate for the recipient, then use those courtesy titles. If you know the person well and know that they would not mind you taking a familiar tone with them, you may address them by first name after the “Dear.” At times you might not know or cannot find the name of a person to address in your letter. In those cases, you might say “Dear Hiring Manager,” “Dear Recruiter,” “Dear Human Resources,” or “Dear Search Committee.” Avoid using “To Whom It May Concern.” Bright Idea

If you are considering relocation, try to sound more committed to the new location by declaring that you plan to move there (rather than that you are just thinking about it). In addition, try to have a local address (local to the new location) on your letterhead or omit the address and use only a cell phone number and/or e-mail address that won’t reveal where you are presently living.

Introduction The introduction of your letter is usually a paragraph of no more than two to three sentences in length. State why you are writing and give a brief preview of your qualifications. It is also optional to mention why you are searching for employment. Examples of introductory paragraphs follow. Your first paragraph is where you create a strong impression of yourself. Within no more than two to three sentences, you should briefly cover the following: ■■

Introduce yourself

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Highlight your qualifications

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Describe your interest in the position for which you are applying

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You should also try to include the following: ■■

Years of experience

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Last relevant job title

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Position and company for which you are applying

Remember that numbers stand out, so incorporate numerals whenever possible. Here is an example of a strong opening paragraph: As a successful Systems Administrator with 7 years of experience, I am confident that I would excel as the Senior Systems Administrator for XYZ Corporation. My background in project management, networking, and technical support will enable me to make numerous contributions to your company’s success. After establishing why you are writing and precluding a discussion of your qualifications, you’re ready to move into the main portion of your letter.

Step 3: Writing the Middle After you’ve introduced yourself and your professional background, expand on key strengths by providing more details that support the first paragraph. In the second paragraph, explain how your skills and achievements will translate into success for the prospective employer. However, exactly how you handle the middle section depends on the purpose of the letter, whether you’re replying to an announced position opening or requesting an exploratory meeting. Keep in mind, though, that no matter what the situation, the middle of your letter must showcase your assets and let the reader see why you would be a good fit for a particular organization or role. Also remember that it’s not all about technology, even in the IT field. For IT cover letters, it is extremely important to incorporate your soft skills — communication, interpersonal, and presentation. An unbeatable IT cover letter explains how you have used both technical and soft skills to effect positive change.

Showcase Your Assets In the introductory paragraph, you provided a sneak preview of your qualifications by mentioning your background in general terms, perhaps citing your number of years of experience, functional expertise, industry background, or specific skills. Now, as you move into the middle of your letter, you need to elaborate on your qualifications to expand on that preview. Don’t go overboard, however. The cover letter is not a summary of your entire resume. The key to showcasing your assets is reviewing your resume and selecting the assets and achievement statements that are most likely to be relevant to the job at hand, or the person to whom you’re writing.

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You might find that the summary section of your resume is a good place to draw from for your letter. Of course, you should not repeat your entire resume summary in your letter, but an abbreviated version of it can be effective. After opening the middle of the letter with a couple of written “sound bites” from your resume summary, maybe follow with some bulleted points that highlight relevant achievements. These may be taken almost verbatim from your resume, although you should try to alter them somewhat to relate them to the job for which you’re applying or to the organization where you want to explore opportunities. Note that if you are applying to a specific job posting or ad, a particularly effective technique is to state how you qualify for many or all of the job requirements listed in the ad.

Explain the Fit Consider for a moment the junk mail you receive that addresses you by name as though the letter and marketing enclosures were sent only to you or were sent to you by someone you know. You usually see through this ploy, right? You know that piece of mail is probably part of a huge mass mailing that has used technology to generate your name. If you take this same approach to your job search correspondence, your letters and resumes may end up being viewed as nothing more than junk mail. When applying for definite openings, you have to say something about why you see a fit between you and the employing organization or the position. Do your homework to learn something about the employer beyond what’s mentioned in the job posting. Pick some aspect of the organization or division or department in which you would be working and relate that to your own experience and talents. Even if you are replying to a blind ad, you can at least speak to the position being a good fit. Many job seekers fire off hundreds of letters and resumes indiscriminately for any job that sounds remotely suitable. If you can demonstrate that you are not just cranking out letters randomly but have carefully selected a particular job announcement as being of particular interest to you, the employer or recruiter is more likely to take you seriously. When sending a letter where no definite opening exists, it’s even more important that you relate yourself to the organization or to a potential position. Employers and headhunters can always tell when a letter is one of hundreds generated by a job seeker’s mail-merge program; the company name has been plugged into the letter but nothing else about the letter is customized. Employers and recruiters want to know that you have a good reason for approaching them, so you must mention something specific about the organization, and show that it is relevant to your background.

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The following is an example of a successful second paragraph: I have a proven track record of managing systems for diverse employers, including corporations and startup ventures. As the Lead Systems Administrator for ABC Company, I led the migration from Windows 97 to Windows XP for 160 desktops. By working closely with staff and communicating project goals and work plans, I completed the migration 3 weeks ahead of schedule. In addition, my expertise in networking and technical support has enabled me to train departments to become highly cross-functional, resulting in greater IT efficiency for my employers. I am now interested in making similar contributions to benefit XYZ Corporation.

Step 4: Writing the End After supporting your best skills and explaining how you can make a positive contribution to a prospective employer, complete the IT cover letter by emphasizing an interest in the position and employer, and discuss how you will follow up on your application. It’s your follow-through that will set you apart from the competition. Here is an example of an effective third paragraph: The accompanying resume provides an overview of my skills and accomplishments. I am very interested in learning more about the Senior Systems Administrator position at XYZ Corporation, and I believe a face-to-face meeting would be mutually beneficial. I will follow up with you in a few days to inquire about scheduling a meeting at your convenience. After restating your interest and addressing your follow-up, conclude with an expression of appreciation. A basic “thank you for your time and consideration” will usually suffice. When sending a hard copy or faxed letter, don’t forget to sign your letter with both first name and last name. If the recipient knows you well, you may sign only your first name, but be sure that your full name appears on the page, either typed under your signature or in the printed letterhead. Precede your signature with the closing of your choice, such as “Sincerely,” “Sincerely Yours,” “Best Regards,” or “Regards.” When sending your message by e-mail, be sure to include a signature block at the end of the message, including your full name and contact information.

Design, Layout, and Delivery Now that you’ve seen some examples of cover letter elements, you should have an idea of how effective letters sound. Go back through your own letter draft now and put the finishing touches on it, considering the language and flow, layout, font style and size, and the way you’ll be sending it.

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Language and Flow of Your Cover Letter Imagine that you are a busy employer or recruiter who has just received your cover letter. How does it sound? Is it a chore to read because there’s too much text on the page, it’s boring, or the sentence structure is convoluted? Is it lively but too lively, to the point of sounding gimmicky or like a pushy sales pitch? Is it too familiar or too stiff? Your letter should strike a balance between extremes, sounding upbeat but serious and professional. When writing any job search correspondence, don’t forget that you are writing to a fellow human being. Avoid overly formal, stilted language or awkward wording. Make sure the text flows and sounds natural. Read your letter out loud to make sure that it not only makes sense, but also is easy to read. Your letters should sound as if you are speaking directly to the other person, although with a bit more formality than you would typically have in oral conversation. Ensure that all of your word usage is correct and that there are no spelling, grammar, or punctuation errors. Have at least one or two other people who are good writers or editors check your cover letter to spot any problems.

Layout When you are confident that you have a well-written letter, you are ready to put the finishing touches on how the letter looks. When you’re sending your letter as hard copy through the mail or via fax, the letter should be laid out on the page in a way that conforms to a standard business letter format. You have three basic choices of formats (displayed on the following pages): indented, block, and modified block. Which one you choose is up to you. Simply pick the style that you like the best or that best presents the content of your letter. Watch Out

Never complain, sound whiny, or beg in your cover letter. Some job seekers talk about how long they’ve been looking for work, how tired they are of conducting a search, how badly they need a job, and how they just want someone to take a chance on them. That’s a surefire way to turn off the reader.

If you are printing your letters on stationery that already has your name, address, and phone number or e-mail address at the top and/or bottom of the page, you don’t need to repeat that information. Figures 7-1 through 7-3 show examples that include the sender’s information for people writing on plain paper, not personalized letterhead.

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Sender’s Address City, State, ZIP Phone Email Date Recipient’s First and Last Name Job Title Organization Name Internal Address (for example, Suite or Floor #) Outside Address (Street or PO Box) City, State, ZIP (and country if applicable) Dear Ms./Mr./Dr. [last name]: (Can use first name if familiar with recipient) Indent the first line of each paragraph one tab from the left margin. Continue the rest of the paragraph like this with lines starting at the left margin. Skip one space between paragraphs. Closing,

Sender’s Signature (first name only if the recipient knows you well; otherwise, sign first and last names) Sender’s Name (typed first and last) Encl. (Can also type “Enclosure;” use this if you send anything with your letter, such as a resume.)

Figure 7-1: Sample of indented style

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Block Style

Sender’s Address City, State, ZIP Phone Email Date Recipient’s Name Job Title Organization Name Internal Address Outside Address City, State, ZIP Dear Ms./Mr./Dr. [last name]: Justify all lines of the paragraph flush with the left and right margins (also called justified). Skip one line between paragraphs. Closing,

Sender’s Signature Sender’s Name Typed Encl.

Figure 7-2: Sample of block style

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Modified Block Style

Sender’s Address City, State, ZIP Phone Email Date Recipient’s Name Job Title Organization Name Internal Address Outside Address City, State, ZIP Dear Ms./Mr./Dr. [last name]: Justify all lines of the paragraph flush with the left and right margins (justified). Skip one space between paragraphs. Closing,

Sender’s Signature Sender’s Name Typed Encl.

Figure 7-3: Sample of modified block style

Font Style and Size When sending a resume or bio along with your letter in hard copy, by mail or as a fax, select a font style and size that is the same as, or very complementary to, the font of your resume. The two documents will be viewed side-by-side, so they should match as closely as possible. If you had a difficult time fitting your resume onto a certain number of pages, you might have used a slightly smaller font size than you would need to use in your letter. Assuming you followed the advice earlier in this chapter to keep your letter brief, you might be able to use a larger font size in your letter. You typically would not go larger than a 12point font, however.

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How to Send Your Letter Whether you should send your cover letter — and resume if appropriate — by mail, fax, or e-mail depends on the circumstances. In many cases, such as when answering a job ad or sending a resume and letter to someone who has requested that you do so, you will already have instructions about how to send it. In those cases, you are likely to be asked to post your letter and resume onto a website or send them by e-mail. When you are initiating the contact, however, such as in a direct mail campaign to targeted prospective employers, you have a choice regarding how you send your letter and resume. Typically, sending by e-mail usually makes most sense when you are writing to people who are likely to prefer e-mail, such as those in the IT field. It is also a time-saving and cost-effective method when you need to get your message and resume out to a large number of people. If you do opt for mailing hard copies, make sure you select a color and weight of paper and envelope that is the same as, or closely matches, your resume paper.

Summary This chapter highlighted the importance of a strong, well-written cover letter to complement and provide an introduction to your resume. You have learned how to craft an effective letter that reflects your intentions, including tips for design, layout, and delivery. Don’t forget the main points covered in this chapter: ■■

Your cover letter is your first impression.

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Your cover letter serves as a brief introduction to your resume and yourself, and lets the recipient know why you’re sending your resume.

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Tailor an individual cover letter toward each different position or company to which you are applying or expressing interest.

PA R T

Three Finding and Getting Your Desired IT Job In this final part of the book, you’ll learn about different job searching methods—which, of course, include using Dice.com. You’ll also be given guidelines and tips to follow during your interview(s) to help ensure that you land your desired job. Also included are two sample dialogues from two job interviews involving competing candidates and their interviewer, highlighting the differences between a “good” interview and a “bad” interview.

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8 Job Searching

Now that you’ve prepared your resume and other self-marketing tools, you’re probably eager to put them to use. That means it’s time to focus on where the actual IT job openings are, but first make sure that you’ve carefully identified what you’re looking for in your next career move. Finding job openings is as much a quality issue as a quantity issue. It’s not enough just to find job openings, you have to find the ones that are right for you because they match what you’re looking for and because they are with employers who need what you have to offer.

Online Searching For many IT job seekers, the Internet is the most fruitful source of advertised opportunities. With thousands and thousands of job listings to browse and the opportunity to post your resume to be browsed by employers, the Internet is an obvious place to turn in your search. Companies are devoting a large amount of resources to attracting job candidates through online job sites due to the cost-effectiveness of posting jobs online.

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DICE USER POLL WHAT’S YOUR ATTITUDE TOWARD ONLINE JOB-HUNTING DURING THE WORKDAY? ◆ I’m all for it. Who cares if my boss notices? — 19% ◆ I’m not proud of it, but I try to keep a low profile — 25% ◆ I job-hunt only when nobody’s around or when I’m working from home — 26% ◆ I never do it. It’s just not fair to my current employer — 30%

A study done by the Society for Human Resource Management reported that the average cost per hire from an Internet recruiting strategy was $377, as opposed to the average cost per hire of $3,295 from ads placed in major metropolitan area newspapers.

With such a good deal for both job seekers and those seeking to fill jobs, you would think this might be the only place you need to look in your job search — not exactly. You should always also use other tools, such as networking and attending job fairs. Nonetheless, take advantage of job posting websites, such as Dice.com for IT and engineering professions or ClearanceJobs.com for security clearance jobs. ASKDICE I RECEIVED A PHONE CALL AND THEN AN E-MAIL WITH A JOB DESCRIPTION FROM A RECRUITER — AT LEAST I THINK HE WAS A RECRUITER. HE E-MAILED ME AND SAID HE NEEDED MY SOCIAL SECURITY NUMBER (SSN) IN ORDER TO SUBMIT MY RESUME FOR THE POSITION. I WROTE BACK ASKING WHY THE COMPANY WOULD NEED MY SSN AT THIS POINT; I DID NOT EVEN HAVE THE ASSURANCE OF AN INTERVIEW YET. I HAVE NOT HEARD FROM HIM SINCE. WAS HE MOST LIKELY A SCAMMER JUST TRYING TO GET MY SSN? Unless you know that you have been approached by a legitimate recruiter working for a reputable company, then absolutely do not divulge your SSN. You are strongly advised to do your research and find out who the recruiter is. What company does he or she work for? Is the company registered with the state? Does it have a good reputation? Much of this information can be obtained easily, and should be verified before you release sensitive information.

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If the recruiter can be deemed trustworthy after you’ve done some research, then politely inquire why a SSN is needed. Is it for a background check? If so, can you divulge the SSN to the Human Resources representative at the time of the interview? If someone refuses to respond to these basic questions, then move on to another recruiter. Always avoid giving your SSN over the phone, and if you do need to provide it as part of the interview process, then provide it during an in-person meeting/interview with someone in HR. If the position is a telecommuting position or for some other reason it is impractical for you to visit the company’s office in person, be sure to do your research before disclosing this information over the phone. Companies often use an applicant’s social security number to run background or credit checks, so supplying this information is indeed a common part of the job application process, but don’t offer it to an identity thief. Trust your instincts.

Using Dice.com Dice.com is the leading job board for technology job seekers, providing more tech-related jobs, and those of higher quality, than any other online career site. Whether you are a network engineer, software developer, or project manager, Dice can assist you with finding your next great career opportunity. In fact, with thousands of open positions from companies all across the nation, your next career move may only be a few clicks away. The following sections describe the many services found at Dice.com that can assist you in finding the position you want. DICE USER STORIES I had been searching for a job for the past nine months. During those months, Dice.com was the only job site where I would apply for jobs and get actual responses. I got calls and interviews from employers who saw my resume on Dice. Recently, I applied for a position that was on Dice and I was hired by the company. The recruiter told me that out of 200 resumes submitted, he narrowed it down to 40 and sent mine to the company. Out of the 40, they only wanted one: Me! I am truly grateful. C. Ford Smyrna, GA

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Search Job Postings As shown in Figure 8-1, the Dice.com site enables you to search for job positions by a variety of criteria, such as keywords, job titles, skills, area, and employment type.

MyDice Creating a personalized MyDice account is both simple and free, and you’ll have access to all the tools needed to find your next position. Once you register, you can immediately begin to make use of these powerful career-enhancing aids, such as those shown in Figure 8-2 and discussed in the following list:

Figure 8-1: Search page on Dice.com

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Figure 8-2: Example of a MyDice home page

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Resume posting: Dice has thousands of employers seeking quality tech professionals like you. It only takes a few simple steps and your online resume is ready!

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Confidential profile: The passive candidate database is also a great way to test the waters if you are willing to look at the right offer. Their confidential profile enables you to be contacted without revealing your contact information or resume.

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JobAlerts: Just enter the job criteria you’re looking for and receive daily e-mail messages when a new position matching those criteria is posted on Dice. You can create up to five e-mail search agents.

DICE USER STORIES I posted my resume on Dice.com on a Thursday morning, got called Thursday night, interviewed the following Tuesday, and then accepted a job along with a $35,000 pay increase! Thank you, Dice, you are AWESOME! M. Farlow Greensboro, NC

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Career Resources The Career Resources section (see Figure 8-3) at Dice.com is a great place to find relevant career-related information. It offers numerous up-to-date articles and resources that complement the content in this book.

Figure 8-3: Dice.com Career Resources section

DICE USER STORIES I recently landed a position working as a Senior Network Engineer for a global network integration company. It was extremely easy with Dice.com. Basically, I mailed my resume to my current employer, they called me back within two weeks, and I went on just one interview and that was it. I took the job in Miami, moving from New York and escaping the dreadful winters and snowstorms. I consider myself extremely lucky to be here. Thank you so much, DICE.com. I don’t know how I would have looked for jobs without Dice. R. Ahmed Miami, FL

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Confidential and Private The information you provide to Dice stays at Dice. Dice will never resell any of its user information. Therefore, you can rest assured that your personal information, background, and skills are for Dice’s hiring customers only.

Using ClearanceJobs.com ClearanceJobs.com, owned by Dice Inc., is an online service (see Figure 8-4) dedicated to matching job seekers who hold an active security clearance to the best companies searching for new employees. Because the site focuses only on active or current security clearances, any candidate whose resume is seen on ClearanceJobs.com and who applies to a job posting is ready to work on sensitive projects without the delay and expense of obtaining a new clearance for that employer. Answers to frequently asked questions about clearance jobs can be found in Appendix B.

Figure 8-4: ClearanceJobs.com home page

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CLEARANCEJOBS USER STORIES I just wanted to take a moment to thank you all. Of all the sites that I have used in my job search, I feel that ClearanceJobs has provided me with the most leads and the most initial replies. I was fortunate to speak with some of your associates at the Targeted Job Fair in Chantilly, VA, and they were very friendly and helpful. Keep up the good work. Travis H. DC-Washington/Metro

If you have an active or current security clearance, ClearanceJobs.com is a great place to post your resume and search for jobs. In addition, you’ll find other helpful information and services.

Search Job Postings As shown in Figure 8-5, you can search for job positions by a variety of criteria, such as keywords, security clearance levels, industry/job category, area, and employment type.

Figure 8-5: Search page on ClearanceJobs.com

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My Jobs The My Jobs section on ClearanceJobs.com is a customized interface that enables you to manage your own information, such as your resume, and control your job search from a single location. You must be a U.S. citizen and have an active or current security clearance issued by the U.S. government to register on ClearanceJobs.com. You cannot register if any of the following apply: ■■

You do not have an active or current clearance

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Your clearance has expired

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You have not had a job in the past two years that required a clearance

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You are not a U.S. citizen Security clearance definitions are as follows: ■■

Active: Your present job requires use of a clearance.

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Current: You have had a job in the past two years that required use of a clearance.

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Expired: It has been more than two years since you had a job that required a clearance

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Resume Manger: You can create resumes — your custom, online profiles — using the Resume Wizard or the Quick Resume cut-and-paste method. The Resume Wizard will help you accurately match your qualifications with employers’ search criteria. The Cover Letter Wizard makes including a cover letter with your resume a snap! It only takes a few simple steps, and your online resume is ready and in front of thousands of clearance job employers and recruiters.

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Job Retrievers: This enables you to receive automatic alerts when jobs matching your specifications are posted. You can receive them in your e-mail or view them on your My Jobs page at ClearanceJobs.com.

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Applications: When you apply for a position, you’ll know when a company receives and opens your application. Choose any resume to submit — plus your customized cover letter.

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CLEARANCEJOBS USER STORIES I had been out of the Army for six months and was having trouble landing a job. Within one week of posting my resume on ClearanceJobs.com, I got more offers in one week than I had in the previous months combined. I accepted one and started within the month, and it’s my idea of the perfect job. I want to thank ClearanceJobs.com. This website proved to be the most useful tool I’ve come across! Kate L. AZ-Sierra Vista

Career Resources The Job Seeker section (see Figure 8-6) at ClearanceJobs.com is a great place to find relevant career-related articles, web links, and discussion boards. From resume to job offer, you can find a wealth of resources in this section of the site.

Figure 8-6: Job Seeker page on ClearanceJobs.com

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Safe and Secure The developers of ClearanceJobs.com have made security their top priority. Why? Because people with clearances have access to sensitive information relating to our country’s national security — and that affects everybody. To maintain the security of resumes posted by people with clearances on ClearanceJobs.com, a number of security measures have been implemented, such as manually verifying employers, not publishing the server sites, and following the guidelines and advice from the U.S. Defense Security Service.

Job Fairs Career and job fairs — the terms are used somewhat interchangeably — are events sponsored by professional associations, industry groups, consortiums of employers, nonprofit organizations, government agencies, community groups, or private event-planning firms, such as Targeted Job Fairs (TJF), a Dice company. At career fairs, employers, and sometimes headhunters as well, set up in a booth, small office, or at a table in a large event room to publicize employment opportunities and meet with candidates. Career fairs range from small events with only a handful of employers in attendance and no formal agenda — job seekers browse the fair and chat casually with employers or have impromptu interviews — to large, highly organized events held in convention centers or other major venues. While there is no guarantee that you will land a job as a direct result of attending a career or job, fairs should be a part of your overall job-seeking strategy. In addition to the opportunity to learn about actual openings that might be right for you, fairs offer great networking opportunities and a place to practice some of your job search communication techniques.

Using Targeted Job Fairs (TJF) Targeted Job Fairs (TJF), a Dice company (www.targetedjobfairs.com), is the premier producer of career fairs catering to technology, engineering, and security-cleared professionals. TJF assists job seekers by helping them meet face-toface with hard-to-find technology, engineering, and security-cleared recruiters or hiring managers. TJF also produces all-professions events and individual open houses in several markets for candidates seeking employment in a variety of industries, including sales, marketing, banking, insurance, and finance.

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Frequently Asked Questions (FAQs) This section contains many answers to questions you may have about using and attending Targeted Job Fairs.

Why Should I Attend a Targeted Job Fairs Event? Attending a career fair is a great way to bolster your job-seeking efforts. Most prospective employees stick with the traditional methods of finding a job by answering ads posted in the newspaper or on an online job board. By attending career fairs, you are putting yourself directly in front of the companies that need your skills, giving yourself a leg up on the competition.

What Can I Expect? You can expect to meet with recruiters from hiring companies in your community and nationally. The event is designed for candidates to have informative face-to-face discussions with each recruiter. Most events begin at 11:00 a.m. and end at 3:00 p.m. It is a good idea to arrive as early as possible in order to meet with as many recruiters as possible.

Do I Need to Bring Anything? Please be sure to print your pre-registration slip from the TJF website after you register online and bring it with you, along with several copies of your resume. It is also important to bring items such as business cards, a pen, and something to write notes on.

How Should I Dress? You should dress professionally for this type of event. Most candidates are business casual and some dress more formally. First impressions make the biggest impact, and appearance plays a large part in how the recruiter remembers you.

What Types of Companies Are at the Event? More than 1,000 companies participate in TJF career fairs each year. Some past attendees include Boeing, Dell, and Halliburton.

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Networking Networking is a process of getting to know people, or getting reconnected with people you already know, to build professional relationships for mutual support. Note the word mutual. Many job seekers are reluctant to network because they see the process as using people or being a pest. What they don’t realize is that networking is a natural part of professional life. People in all industries and professions network on an ongoing basis. The reason it’s so prevalent is that there is nothing sleazy, mercenary, or bothersome about it — at least not when it’s done correctly. Networking is advantageous, because when done right, it’s a process of give-and-take in which people help each other develop their mutual careers. Countless studies have shown that the majority of jobs are found through networking — that is, by connecting with people who either know of jobs or who can lead you to the people who have jobs to offer. Networking takes place everywhere — from one-on-one meetings, to large group events, to impromptu situations such as chatting with the person next to you on the bus or plane. It can take place in person, by phone, or online. It might take months to cultivate a relationship that eventually bears fruit, or you might get a hot lead from someone the first time you meet. Whether your networking takes place over the phone, in a one-on-one meeting, or at a large group networking event, keep the following 10 cardinal rules in mind as you prepare to network: ■■

Be patient. Laments such as “I went to a networking meeting and nothing came of it” or “I met someone who seemed like they’d be a great contact, but they haven’t done a thing for me” are all too common. Allow some time for relationships to build and for leads to pan out, and you’ll see results. It simply takes patience.

DICE USER POLL ARE BLOGS USEFUL IN FINDING A NEW JOB? ◆ Without a doubt. “Word of mouth” is always the best way to find work — 18% ◆ Sometimes. They’re helpful, but you can’t rely on blogs alone — 20% ◆ Not really. It’s hard to find good leads on blogs — 23% ◆ Blogs? Not a chance — 39%

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Accept that it’s a learned skill. It is equally common to hear, “But I’m just not the networking type.” There is really no such thing as the networking type. Sure, some people are born with an outgoing personality and the gift of gab, but even for them, effective, appropriate networking is a learned skill. No matter how natural or unnatural networking may feel for you, it is a skill you can learn.

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Believe in the process. Networking works. Period. No matter how long and winding your networking road may seem, no matter how remote a contact may be, you have to keep the faith that it will work for you.

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Be strategic. Although networking is a natural, simple process of connecting and building relationships with other people, just as you do in everyday life, it is not to be ventured into casually. Effective networking requires a strategy and a plan. Strategies and action planning are discussed later in this chapter.

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Have a diversified approach. Far too often, motivated, diligent networkers find that their networking isn’t paying off because they’re relying only on their existing networking — contacting the same people over and over, or only attending monthly meetings of one professional group, and thinking that those efforts are enough.

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Be considerate. Be kind, courteous, and polite in every one of your networking endeavors, and always be mindful of other people’s time constraints and other limitations. It’s a surprisingly small world out there, so if you’re having a bad day or are just fed up with networking and really don’t feel like being nice, think twice before acting in any way you will regret.

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Think creatively. No matter how skimpy your contact database, how remote your hometown, or how shy you are, there is always a way to get to the people you need to reach to network effectively.

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Show integrity and reliability. Show up when you say you’ll show up, leave when you’ve taken up enough of someone’s time, follow through on your promises, don’t bad-mouth anybody or anything, and never, ever lie.

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Make it easy for people to help you. Networking is like connecting the dots. You meet with Jim, who refers you to Millie, who refers you to Mary, and so on. You aren’t a job seeker with a network; you’re the manager of a sales force. Jim, Millie, and Mary are your sales team. Be specific when you tell people what you need and what you have to offer. This enables them to more easily spread the word about you and what you’re trying to accomplish.

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Give back. Networking is a two-way street. Make a habit out of asking people how you can help them, and mean it when you say it. Furthermore, if some people never seem to need anything from you or from anyone you might know, then at the very least make sure that they know how much you appreciate them by showing your appreciation through thank-you notes or small gifts.

Using a Recruiter Recruiters know about the best jobs in the industry and have their finger on the pulse of the job market. If you know what to expect from recruiters and know how to respond to them, you’ll lessen your frustration and improve your chances of success. Recruiters may be time-pressed and face stiff competition for the best candidates, but they should always be candid, honest, and professional.

Know Their Type Did you know there are different types of recruiters? Third-party recruiters and staffing agencies search for candidates on behalf of a hiring company. Companies employ direct recruiters to hire new employees directly for the firm. Be sure you know what type of recruiter you’re talking to, because it makes a difference. If it’s not clear, just ask. DICE USER POLL WHAT’S YOUR TAKE ON USING IT-SPECIFIC “HEADHUNTERS” TO FIND WORK? ◆ I’m all for it. I’d try anything to find companies with open jobs — 33% ◆ It can be helpful. However, you shouldn’t rely only on headhunters — 42% ◆ It’s a last resort. The jobs tend to be unpleasant or boring — 12% ◆ No way! They’re often expensive and only care about the company’s needs — 13%

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FROM THE EXPERTS “A lot of people don’t understand the difference between general recruiters and internal recruiters like myself. I try to let candidates know that I work for a company and that I’m directly evaluating them for a position at my company.” –Jason Kreuser, corporate technical recruiter for Information Builders Inc., a software development company.

Work with Honest Professionals Most recruiters are hard-working, honest professionals, but as in any industry, some recruiters don’t fit this description. Keep in mind that anytime you’re working with a recruiting company, you’re dealing with individual human beings. Just as some companies are better to work with than others, the individuals within a given business will vary, sometimes to great extremes. Some are honest while others are unscrupulous, and though you may encounter those who rank among the clueless, you’ll also find bright and inspired souls. Make sure the recruiters you work with are honest, such as being forthcoming about what they do with your resume.

Running the Numbers Recruiters and account reps alike fall into the category of marketing. In the world of sales, success revolves around “running the numbers.” What this means to you is that you’ll have a much greater chance of success talking to a hundred people than you will if you speak with only five. There are two things to learn from this. First, you are a number to the recruiter you speak with, whether they call you or the other way around. More important, however, is the second point. What works for them will work just as well for you. By building relationships with recruiters and letting them beat the bushes for you, you’re already ahead of the competition. Now apply the lesson from recruiters and extend this concept. FROM THE EXPERTS “Candidates have a right to know who their resume is going to. They should get the name and phone number of the recruiter and the name of the company that they’re hiring for. If the recruiter refuses to give that information to you, hang up.” — Gina Padilla, director of business development at Sharf, Woodward & Associates, Inc., a tech recruiting company.

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How many recruiting companies do you currently work with? With even a little research, you’ll find that there are a large number of them out there, particularly in the major metropolitan areas. Therefore, don’t sit on your hands and wait for the phone to ring. Call each and every one of them, discuss the market for your skills, and get a resume into their hands. If you currently have three companies that know you exist, bump that up to thirty. You’ll be amazed at the number of new opportunities that come your way. That’s because each recruiter will identify jobs that the others won’t be aware of.

Candidate Responsibilities Make it easy on yourself and improve your odds of landing the job — be organized, available, and professional.

Be Organized It’s easy to understand the value of increasing your reach in the recruiting community. However, along with these larger numbers comes a greater need for good record-keeping. The right tools will help you stay on top of opportunities and avoid looking clueless yourself. Search the web for “contact management software” and pick one that fits your style and budget. There are several things you’ll want to track diligently. First, never expect the recruiter to stay in touch with you. They’re busy running the numbers, remember? When you speak with someone, put a note in your calendar to follow up in a week if you haven’t heard from them. You’ll be amazed at how many times they have an opportunity and simply didn’t get around to calling you. Second, once you discuss a particular job, make detailed notes. If salary is discussed, include the amount or salary range. Third, it’s imperative to get the name of the company before you agree to being submitted, as you don’t want your resume to land on a hiring manager’s desk more than once. In order to avoid a fight with multiple recruiting companies over which one should get the commission for placing you, they’ll simply throw all of your resumes in the trash. Most recruiters understand this. However, should someone refuse to tell you the company name, walk away. They’re not the sort of people you want to work with.

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FROM THE EXPERTS “There are a lot of ways to deal with a deluge of calls or e-mails from recruiters. Start by putting directions for contacting you on your profile. You can say: ‘Please call me after 5 p.m. at this number’ or ‘Leave me a message and I’ll return your call.’” — Gina Padilla, director of business development at Sharf, Woodward & Associates, Inc., a tech recruiting company.

Be Available Maintaining confidentiality and finding time to talk with recruiters are two of the biggest challenges for job seekers, especially candidates who are employed. A separate e-mail address, and a phone number with a message system just for your job search, can streamline organization and maintain privacy. It’s also important to establish — and clearly communicate — contact parameters for recruiters.

Be Professional Do your best to respond to recruiters as quickly and professionally as possible, especially when negotiations are underway. After you have started the process of learning about a job and have talked with someone, don’t just cut them off if you change your mind. If you’re not interested or you’ve moved on and found another opportunity, at least e-mail the recruiter and let them know.

Making the Deal Of course, before you are submitted for a job, you’ll have to agree on a rate of pay. This is among the trickiest parts of the game, and the more successful in the industry are those willing to gamble a bit here and there. When a recruiter tosses out an hourly rate or annual salary, be aware of the fact that it’s negotiable, and don’t be afraid to ask for more. Always frame your expectation in the context of how perfect you are for the job. Just remember — if you don’t ask, you don’t get. Recruiters will often ask you how much you want before revealing their rate. Whoever makes the first offer is at a disadvantage, so just smile and ask them what they’re offering. Once they tell you, let the bargaining begin. Their first offer is rarely the best they can do. The only way to find out what you’re worth is to take a few chances to see what the market will bear. Having a lot of recruiters working for you gives you the confidence you’ll need to reach for something better.

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ASKDICE I’M WORKING UNDER CONTRACT FOR THE FIRST TIME AND I GOT THE JOB THROUGH A RECRUITER. HERE ARE A FEW QUESTIONS THAT I HAVE: 1. WHAT IS THE AVERAGE AMOUNT OF MONEY RECRUITERS NORMALLY RECEIVE FROM EMPLOYERS FOR THEIR SERVICES? The percentage that employers pay recruiters usually ranges between 20% and 40% of the salary paid for the first year. 2. RECRUITERS USUALLY TELL ME A SALARY RATE THAT THEY WANT TO SUBMIT, EVEN BEFORE I REALLY KNOW MUCH ABOUT A POSITION. OUTSIDE OF THAT FIRST DISCUSSION, IS THERE ANY OTHER OPPORTUNITY FOR NEGOTIATING? You should always have an understanding of your responsibilities and expectations before discussing salary. Depending on the recruiter, the company, and the position, a counteroffer for a higher salary may be possible, though not probable. 3. IS THERE A STANDARD AMOUNT OF TIME I MUST WAIT AFTER QUITTING A CONTRACT POSITION BEFORE BEING DIRECTLY HIRED BY A COMPANY? IF NOT, WHERE CAN I FIND THIS INFORMATION? There is no standard for this. First, check your contract — it should include the time period (if any) that you must wait before working directly for the company you had worked for under the recruiter. If it does not, make sure you did not sign a non-compete clause of some kind; it should be reviewed with a knowledgeable attorney to help you determine if and when you can take the position.

Another plus to working with recruiters is the opportunity it offers to let you fight your battles in private. In business, everything is negotiable, and there’s certainly nothing wrong with a spirited round of bargaining. However, no matter how diplomatically you handle it, the process often generates tension between the two parties. By working with a third party who is used to this sort of process, you leave any negatives tucked safely away behind the scenes, enabling you to show up for your first day on the job as the great new hire instead of that pesky individual who kept asking for more money. As you work through the negotiating phase, don’t get hung up on how much the recruiting company is making from the transaction. Just ask for what you want and don’t say yes unless you’re comfortable with it. Once you’re happy with the amount, everything else is irrelevant. Remember that these folks have to make a living too. Show your recruiter that you’re realistic and understand how the business works, and you’ll be well on your way to building a profitable, long term relationship.

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ASKDICE WHAT RESOURCES CAN I USE TO VERIFY WHETHER THE STAFFING COMPANY IS LEGIT AND DOESN’T HAVE A HISTORY OF NOT PAYING UP? To find a reputable staffing company, choose one that is a member of the American Staffing Association (ASA). ASA members must adhere to a code of ethics and practices. To search for an ASA member, go to www.americanstaffing.net. You can also consult your local Better Business Bureau (www.bbb.com) to search for complaints against a particular company.

You’re going to be in this business a long time, and few jobs in the industry last forever. If you treat your recruiters like friends and act in an honorable and dependable manner, you’ll be the first person they call when something new comes along, even if you already have a job. Eventually, you’ll establish yourself throughout the city as the techie everyone wants, and that’s a great place to be. There’s nothing like having an army of enthusiastic professionals all competing to offer you the very best career in town.

Summary This chapter has covered a number of job-seeking strategies, including online services such as Dice.com, networking, and recruiters. Don’t forget the following key points: ■■

To ensure that you don’t miss out on good opportunities, utilize all the job searching techniques at your disposal.

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Use all the services and tools available at Dice.com and, if appropriate, ClearanceJobs.com.

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Take advantage of networking with other professionals, as it typically leads to many opportunities.

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9 Interviewing and Negotiating

Hiring decisions hinge on interviews. IT job seekers in particular face many challenges intrinsic to the interview process by having to convince hiring managers of both technical acumen and soft skills such as communication and presentation abilities. You’ve written a great resume and cover letter, and now you’ve been contacted for an interview. Whether by phone or in person, you can follow the guidelines and tips in this chapter to clinch the deal. DICE.COM USER POLL HOW WOULD YOU DESCRIBE THE HIRING PROCESS AT YOUR CURRENT/MOST RECENT COMPANY? ◆ It was like a well-oiled machine — 14% ◆ It was good, but it wasn’t as smooth as it could have been — 25% ◆ There were some problems; I was lucky to get through the paperwork and bureaucracy — 21% ◆ It was nearly impossible; HR doesn’t understand IT and has unreasonable expectations for candidates — 40%

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FROM THE EXPERTS “When people have a phone interview, I remind them that you get to have notes, you can have a list of your accomplishments with you, you can have your resume in front of you, you can have a list of questions about the company . . . you can have all kinds of resources laid out on the table while you have your phone interview.” — Gina Padilla, Director of Business Development at Sharf, Woodward & Associates, Inc., a tech recruiting company.

Phone Interviews Because of distance, budgets, and sheer convenience, phone interviews are now standard. Hiring managers also use phone interviews as a way to quickly screen candidates. Learn to use phone interviews to your advantage, but be mindful of the pitfalls. Any correspondence with a company representative — be it an HR manager, secretary, or department head — should be considered an interview. The phone interview is no exception. Most phone interviews are scheduled in advance, so take advantage of the lead time by having useful or necessary documents and resources at your fingertips. To prepare for a phone interview, keep a hard copy of your latest resume and the job announcement by your phone. During the conversation, refer to key points from your resume, such as projects completed, technical certifications, and other skills and accomplishments. In addition, suggest how your skills can make a positive impact in this new job. Avoid using slang; when hiring managers hear a candidate use casual language or determine that a job seeker cannot provide answers relevant to the job description, they immediately reject that candidate from further consideration because of their unprofessional phone demeanor. The biggest disadvantage of phone interviews is the lack of visible feedback we take for granted in face-to-face encounters: facial expressions and body language cues. Compensate by projecting more through your tone of voice. While a phone interview may feel like a casual conversation, it is really your first-round interview, which you must pass in order to advance to the next level in the hiring process: the in-person interview. FROM THE EXPERTS “The bane of a recruiter’s existence is the cell phone interview. Have another alternative for communicating, because if you think cell phones are crystal clear, then you’ve been watching too much TV.” — Gina Padilla, Director of Business Development at Sharf, Woodward & Associates, Inc., a tech recruiting company.

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In-person Interviews To prepare for an in-person interview, arrive to the site at least 15 minutes early and bring the following: ■■

Two copies of your resume

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A typed list of your professional references and contact information

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Pen and paper to record notes and questions

As the saying goes, you don’t get a second chance to make a first impression, so make sure your appearance is as sharp as your resume and cover letter. In addition to making sure your appearance is exceptional, IT professionals must convey professional communication skills as well. Enunciate clearly, make eye contact, and sit straight, with good posture, in order to convey a powerful impression of an effective communicator. Consider the alternative: Would you hire someone who slouched, spoke with his hand in front of his mouth, and never made eye contact? No hiring manager would hire this candidate.

Interviewing Tips: Setting Yourself Apart The following sections offer excellent guidelines and tips to follow when preparing for and attending a job interview.

Know the Company Employers expect you to know something about the company, so don’t disappoint them. Do some research online or talk with someone who works at the company. You may discover that you’d be better off steering clear of the company under investigation. However, if you discover no impending corporate collapse or toxic boss syndromes and decide you do want the job, then the research you have done may be the tiebreaker in a tight race with another candidate. DICE.COM USER POLLS WOULD YOU RECOMMEND YOUR COMPANY TO A FRIEND AS A GOOD PLACE TO WORK? ◆ Absolutely — 21% ◆ Mostly — 14% ◆ Somewhat — 12% ◆ Only if my friend were desperate — 53%

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To find information on companies, you can try the following: ■■

Visit their website: Start compiling a “company report” by looking at the company’s own website. If you can’t find a company website via search engines, you could look at other sites that contain corporate profiles, such as those mentioned next.

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Check what others think: There are countless research sites that review thousands of companies. You want to know what others say about the company. A search of the archives at various publications’ websites may turn up useful material. The same is true for the following online sources:

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Dun & Bradstreet: www.dnb.com

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Hoover’s: www.hoovers.com

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CorpTech: www.corptech.com

View trade group sites: Most businesses and industries have a trade group on the Internet. There you can learn more about the company’s involvement in the particular industry.

Communicate and Relate All employers say the perfect candidate must have technical skills, but the ability to communicate well is also crucial. Phrases used to describe ideal candidates include “a can-do person,” “someone who can articulate,” and “someone with good communication skills.” How well do you communicate? And how do you relate to new people? Ask trusted friends and colleagues for honest input on your communication skills. Some questions to consider include the following: ■■

Do you speak clearly?

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Do you project enthusiasm and confidence?

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Do you answer questions directly?

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Can you think on your feet?

Work on areas that need improvement. Remember that communication is a two-way street; it’s the ability to communicate and the ability to listen.

Ask Questions A good interview should be a give and take. The job interview is not only a chance for a hiring manager to get to know you, but also an opportunity to make sure the position is a good fit with your interests and career path. Ask questions about the position, the company, and the types of projects you would be working on to make sure you would enjoy the opportunity were it offered to you.

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DICE.COM USER POLL WHEN INTERVIEWING FOR A JOB, HOW MANY QUESTIONS DO YOU ASK THE INTERVIEWER? ◆ As many as I can; I want them to know I’m highly interested in the job and the company — 26% ◆ A few, but not too many; I try to find out key information without being annoying — 62% ◆ Maybe one or two; I’m afraid of saying the wrong thing — 9% ◆ None; I don’t want them to think that I’m clueless — 3%

Dress to Impress The workplace may be more casual these days, but interviews aren’t. First impressions count, so dress professionally. Typically, you want to dress one level nicer than you would if you worked at the place at which you’re interviewing. Therefore, if the dress code is typically casual (jeans and T-shirt), dress business casual (slacks and a button-up shirt.) If you don’t know, ask the HR person or the person who calls you to schedule the interview. If you can’t easily find out, wear a suit to be on the safe side (you can always dress down after you get the job). Get a haircut if your hair is slightly outgrown, clip and clean fingernails, and trim facial hair. Go light with perfume or cologne, or don’t wear any at all. As for jewelry, keep earrings, rings, and bracelets to a minimum, and opt for stud earrings for a best first impression. Finally, don’t neglect your shoes; make sure they are clean and polished. Regardless of your choice of attire, try it on days before your meeting to make sure everything is clean, fits, and looks professional.

Review You Job seekers often forget to review what they know best: themselves. Before an interview, go over your work history and your technical skill set. For example, if you’re a design engineer in circuit design, be prepared for theoretical questions to be asked of you. Brush up on anything you feel weak in. In addition, don’t forget to inventory your soft skills, including communication, teamwork, and leadership, and be ready to share examples that illustrate your talents.

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FROM THE EXPERTS “The main weakness I see is the candidate’s inability — or unwillingness — to explain what they’ve done” — Tricia Bielinski, Resource Manager at K2 Partners, an IT recruiting company.

Think Sales No matter how well your skill set matches an employer’s desires, sooner or later it all comes down to convincing a real live human being that you’re the perfect candidate for their position. What this personal contact really amounts to is a sales presentation. If sales isn’t one of your great skills, don’t worry; like anything else, there are certain time-honored basics that anyone can master with a bit of effort.

Know the Players First, you need to understand the product you’re offering. Strange as it may seem, no one is buying your technical capabilities. Tech skills are a dime a dozen, and everyone looks like a rock star on paper. What the hiring manager is really buying is you, the flesh-and-blood person. When it’s crunch time, what gets the job done is not just technical prowess but dedication, teamwork, diplomacy, inspiration, creativity, and a host of other intangibles. Your task is to demonstrate that you’re the perfect person for their team in every way. The next step should be obvious, but it’s not: Make a friend. For example, try speaking to the hiring manager or someone on the tech team. You’re both in the tech industry and will therefore have a great many common interests. Take a little time up front to talk to them as you would any friend in the business. What technologies are they interested in? What topics and pursuits do they find compelling? What do they do for fun? This process takes only a couple of minutes but forges an immediate, if subtle, bond. Additionally, you not only create a positive tone for the rest of the interview, but you also demonstrate immediately that you’re a nice person who’s enjoyable to work with. In a world where everyone’s a techie, this is frequently the determining factor.

Put Yourself in Their Shoes Now, ask yourself what’s in it for them if they hire you. The person doing the interview has been tasked with finding the perfect candidate for the position they’re attempting to fill, and this isn’t nearly as easy as you might think. If they fall short in their efforts by either taking too long or hiring someone less than optimal, it reflects negatively on the way that they do their job. This will doubtlessly come up in their annual review. Whether they realize it consciously or not, though this may be just an interview to you, to them it’s personal.

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Consequently, one of the best things you can do for yourself is find out how you can help them accomplish their objective. By asking questions and showing honest interest, you’ll be amazed at how quickly they’ll open up to you. If you listen carefully, they’ll tell you exactly what they need to hear so that they can hire you and report to their boss that they’ve done their job. A big part of this process is learning to speak their language, rather than your own. In other words, during the interview process your manner of communicating must take a back seat. It’s their frame of reference that’s important. If they talk tech, match their level of detail. If they focus on high-level corporate speak, adapt and translate accordingly, and so on. Unlike your competitors, who may not pick up on this, by presenting your qualities in a way they can relate to, they’ll be able to see that you’re the perfect solution.

Prepare for Objections Another basic skill that any successful salesperson (or job seeker) has is the art of overcoming objections. You’ll frequently get the interview because you match a majority, but not all, of the company’s desires. This means that from their point of view, there will be deficiencies in your abilities. If you realize this going in, then it’s easy for you to prepare. ASKDICE: CRIMINAL RECORD HOW DO I STATE THAT I HAVE A CRIMINAL RECORD (MISDEMEANOR) WHEN APPLYING FOR A JOB OR AT AN INTERVIEW? HOW DO I OVERCOME THIS SO I HAVE A CHANCE OF ACTUALLY LANDING A JOB? HELP! This is one of the more difficult obstacles in a job search. First, only disclose a criminal record on a job application form, not on your resume. If it’s relevant and if space is available, then you can include a statement to help explain the criminal record, such as “Please allow me the opportunity to explain the circumstances.” The interview is an appropriate time for this discussion. Second, depending on your case, you may be able to have your record either sealed (generally not available for public viewing, but available to be opened and used against you if you commit another crime) or expunged (erased as though it never existed). Charges that can be erased include those that have been dismissed, those for which you were found not guilty, or those for which you completed an accelerated rehabilitation program. To find out more information about this option, consult with a criminal law attorney. Last, you may be able to include in your job application a letter of recommendation from a judge or parole officer who is familiar with your case and who can vouch for your character and professional capabilities. Good luck!

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For any shortcoming you recognize, such as domain experience, leadership, budgeting, or any other area, prepare a short and effective rebuttal using the following formula. First, acknowledge the objection and agree with its importance. Next, segue into the talents you possess that not only compensate for this deficiency but add value. Having answered the objection, keep the conversation moving by asking them a question about another, unrelated area of their needs. Of course, they’ll naturally answer this question, moving you past the hurdle. Sometimes people will have objections or reservations that they don’t share with you, and you obviously can’t fight what you don’t know about. It’s therefore up to you to smoke out these hidden objections and get them on the table so that you can respond in a positive manner. Having contemplated your weaknesses before the interview, you can safely interject a “by the way, you might have noticed that I don’t have as many years of the XYZ technology as you’d like . . .” to get the ball rolling. Their response then puts you in a position to address these concerns.

Close the Deal Having presented yourself in a sincere and friendly manner, you’ve shown the interviewer that you’re the perfect fit for the team, and you’ve given them the opportunity to accomplish their own personal objective of hiring someone. In closing, let them know that although you’re delighted with how great the demand is for your skills in the marketplace, you find their position very appealing. Follow up by asking them how soon it will be before they make a decision, adding that you don’t want to accept another offer before you hear from them. When done in a casual and low-key manner, this motivates them to get back to you quickly with an offer. Whether you’re shy or bold, learning even the most basic presentation skills will raise your profile so far above the competition that you’ll be the only obvious choice. Best of all, you’ll find that these techniques are the most effective when you’re simply being yourself. Once you decide to expand your horizons and learn the art of people, the perfect job will be just around the corner.

Follow Up after the Interview One of the biggest mistakes that IT professionals make is not following up with a hiring manager after interviewing or submitting a resume. Many experts agree that there is a direct correlation between frequent follow-up and job search success. Given the fierce competition, a hiring manager may interview many candidates and sort through hundreds of resumes. Emphasize your interest in the position by following up with the hiring manager, either by phone, fax, or e-mail.

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If a job advertisement specifically states that phone calls are not allowed, you should honor their request and instead send an e-mail or fax. Be proactive and wait a few days after you attend the interview or submit your resume before sending a professional letter. Be persistent — this is a trait that will set you apart from your competition. In your follow-up letter, be sure to reference the position you applied for, the date you attended the interview or submitted your resume, and the top reasons why you are the ideal candidate for the job. Take this opportunity to reiterate your interest in the position, and include your contact information. Treat all correspondence with a company — whether it is sending your resume, answering a phone call or e-mail, or having a face-to-face interview — as if it is your only opportunity to speak to a company representative. Always work toward making a great impression. Keep your language professional at all times, dress to impress, and stress your professional skills and accomplishments as much as possible.

Sample Interview Dialogue To give you an idea of what to expect from an interview, the next sections follow a couple of candidates, Roger and Fred, as they go through the process of competing for the same job, a network engineering position with Acme Furniture, a leading manufacturer of furniture located in the midwestern United States. Both Roger and Fred have nearly equal education and experience, which includes MIS degrees and approximately four years experience designing and installing wired and wireless networks. They both have CWNP (Certified Wireless Network Professional) certifications and several of the Cisco network certifications. The furniture company has narrowed down the list of candidates to these two; and, as usual, the outcome of the interview will be the factor that determines whether either one of them gets the job. Let’s see how they do.

Roger’s Interview Roger was excited to learn that Acme Furniture had reviewed his resume and wanted him in for an interview within the next few days. He showed up at the scheduled time and was greeted by Nancy, the Director of Information Systems. Roger was dressed business casual and was relieved to see that Nancy was also, and just about everyone else he encountered was dressed similarly. “I figured that this company would be casual since they manufacture stuff. At least I wore the right clothes,” Roger thought to himself as he walked into Nancy’s office. After getting seated, however, Roger started to feel very nervous. Nancy sensed this and started with a few questions just to help Roger relax.

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Nancy: “So, Roger, how long have you been living in the area?” Roger: “Pretty much all of my life. My family moved here when I was eight.” Nancy: “I’ll bet that you’ve had some good times at the lake.” Roger: “Yeah, it’s been fun going up there to swim.” There was a bit of pause, and then Nancy started asking more questions. Nancy: “So, do you know what we do here and why we want to hire a network engineer?” Roger: “Well, of course, you make furniture. I’ve seen some of it in the stores around town. I understand that you ship the furniture all over the country. Based on the job description, you need a network engineer with both wired and wireless background.” Nancy: “Yeah, we’re the third largest furniture manufacturer in the U.S., and our furniture is sold in all the main furniture stores. In case you’re interested, there’s background information on our website that goes into the details. What we’re especially looking for in this network engineering position is someone who can design and install a wireless network in all of our distribution centers, which are located in five major areas within the U.S. In addition to bar code scanning, we want to make use of wireless IP phones in all of the warehouses. Can you tell me more about the projects that you’ve worked on that deal with this sort of thing?” Roger: “Sure, I designed and installed a wireless network at the hospital where I’m currently employed. It supports electronic patient records and wireless telephony. We got the project deployed on-time and under budget.” Nancy: “That’s great. Tell me more about the project. What problems did you encounter?” Roger now started to feel nervous again. He hadn’t thought much about his previous wireless projects prior to the interview. Roger: “Ah, we didn’t really have many issues. Well, I guess one was that we had some trouble with RF interference affecting our wireless phones, but we resolved the issues before going operational.” Roger couldn’t remember the details of what they’d done to resolve the RF interference issues. Nancy: “We’ve also had some problems with RF interference in some of our sites. In fact, your past experiences with RF interference may really help us deploy our network.”

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Nancy rambled on for about ten minutes, talking about the testing and solutions that they had undertaken to solve the problems of RF interference. As Nancy spoke, Roger remembered the similar testing and solutions that they’d done at the hospital, but he didn’t say anything because he didn’t want to interrupt Nancy. Nancy: “So, do you have any questions?” Roger: “Ah, well, let’s see. When are you looking to fill the position?” Nancy: “We have one more candidate to interview today after you, and we should be giving one of you a call sometime tomorrow.” Roger: “Wow, that’s fast. What chances do you think that I have?” Nancy: “That’s hard to say at this point, since we haven’t seen the other candidate yet. Your resume certainly looks good. In addition to having a background in wireless networking, we’re looking for someone who has strong interpersonal skills.” Roger: “Yes, I think that I’m good at all of that.” Nancy: “Great. We’ll let you know tomorrow what we decide. We’ll give you a call either way.” Nancy and Roger shook hands, and Roger left much more relaxed than before and during the interview. He planned to sit by the phone and wait for the call. Roger may have felt better after the interview, but it didn’t really go as well as he thought. First of all, Roger didn’t make a very good first impression. Even though the company has a business casual dress policy, it’s always best to dress more professionally. Roger would have been safer wearing a suit and tie. Even though it would look out of place based on what everyone else at the company was wearing, he’d make a professional impression. Then, as Nancy started the interview with small talk, Roger should have taken this opportunity to ask a few questions about Nancy as well. For example, Roger could have asked her how long she’d been working for Acme Furniture and how long she’d been living in the area. Without this, the “getting to know you” stage of the interview wasn’t really completed. It didn’t generate good rapport, which is a negative because it may make Nancy assume that Roger might not get along well with others in the company. Another flaw in Roger’s interview was that he couldn’t remember and explain the details about how he solved problems or challenges similar to the ones faced by Acme, such as the RF interference they were experiencing. This was an opportunity for Roger to showcase his value to the company, but he missed it. After the interview, Nancy probably felt somewhat interested in hiring Roger, but she wouldn’t be overly excited and would probably continue looking before deciding to hire him.

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Fred’s Interview Fred heard from Acme Furniture that he was a candidate for their network engineering position. After scheduling his interview appointment with Nancy, Fred did some research on the company. He went to Acme’s website and searched for anything that he could find about their business. In about ten minutes, he found some information about their network initiatives. Fred was on time for his meeting with Nancy, Acme’s Director of Information Systems. Fred had pulled out his best clothes for the interview, a dark suit and tie. He felt a bit out of place because everyone else was dressed casually, and just about everyone in the office noticed him; however, he wanted to make sure he made a good impression. After entering Nancy’s office and getting seated, Roger started to feel a little nervous. As with Roger, Nancy sensed this and started with a few questions to help Fred relax. Nancy: “So, Fred, have you lived in this area all of your life?” Fred: “No, I’ve been here for about ten years. I came here for college and decided to stay. It’s a really nice area. I see from the picture on your bookshelf that you must be a sailor. I love going to the lake. I’ve been thinking about taking sailing lessons.” Nancy: “We try to sail every weekend in the summer. It’s been a great hobby of mine since I was a young girl. It’s a great way to get rid of stress.” Fred: “I’ll have to give it a try.” Nancy: “Do it! You’ll have a great time.” Nancy now seemed like a friend, and Roger started to relax. Nancy: “Do you know what we need in a network engineer?” Fred: “From what I’ve read on your website, you’re the third largest furniture manufacturer in the U.S., and you have a distribution chain that covers the entire country. I also read on the website that you’re in the process of improving the networks in the distribution centers to decrease the time it takes to process orders. That’s great that you’re planning to implement wireless IP phones. I was involved in that sort of project at my current employer.” Nancy: “That’s right, I need someone who can design and install a wireless network in our distribution centers. We’ll be running bar code scanning applications in addition to the voice. Tell me about the wireless networking project you were involved with.” Fred: “I was the design engineer for the wireless network that we installed for supporting voice applications.” Fred had reviewed his past wireless projects because he’d learned from Acme’s website that this was major initiative. He went on for about ten minutes, explaining the details.

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Nancy: “Wow, that’s pretty impressive. You certainly have a lot of experience with wireless networks. Did you run into any RF interference issues?” Fred: “No, that didn’t cause any problems. Everything is working fine.” Nancy: “Actually, we would like to hire someone with background in RF interference issues because that’s what some of our trials are experiencing.” Fred: “I have to admit that I haven’t had any direct experience solving RF interference issues, but I certainly understand all of the concepts. That’s something that you learn when deploying any wireless network. Before installing our wireless network, I ran some tests to ensure that RF interference was not going to cause any issues. I used a wireless analyzer that measures existing signals in the RF spectrum, which indicates whether there is any source of significant RF interference. I could use those same types of tools to figure out the source of the interference on your networks.” Nancy: “Okay, that seems reasonable. Do you have any questions?” Fred proceeded to ask several questions that he had written down before the interview. Nancy: “Fred, it’s been good meeting you. We’ll let you know our decision tomorrow. We’ll give you a call.” Nancy and Fred shook hands, and Fred left feeling good about the interview. Fred did much better at the interview than Roger. Fred prepared in advance by reviewing Acme’s website and finding out something about their network initiatives. This probably reassured Nancy that Fred is a “go-getter” and steps into things well prepared. Even though Fred got a lot of stares due to his dressy attire when he came into the office, at least people will remember him and feel that he has a sense of professionalism. Fred also did a great job of establishing rapport at the beginning of the interview. It assured Nancy that he was friendly, and it helped Fred relax. During the interview, Fred did a good job of explaining his previous wireless project. This enabled Nancy to avoid doing most of the talking as she had during Roger’s interview. Keep in mind that your interviewer wants to hear about you! When Fred conceded that he didn’t have the experience in RF interference that they were looking for, he quickly balanced that negative with an explanation of his knowledge in that area and how he would accomplish the task based on what he knows. That’s very important because most companies want to hire you for what you can do, not what you’ve done. As a result, Nancy would likely hire Fred instead of Roger, even though Roger had specific experience with RF interference. Roger just wasn’t able to articulate this experience very well, which didn’t give any assurances to Nancy that he could perform the job well. In short, Fred gets the job because he was able to articulate through good communications skills that he’d be able to compensate for not having the RF experience.

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Negotiating Salary and Benefits All aspects of every job offer are negotiable. Negotiating salary and other benefits is a vital skill that all successful IT professionals must possess. The key to successful negotiations is understanding up front what your priorities and needs are and then being able to link your benefits to an employer’s needs. With successful negotiations, not only will you secure the highest compensation package, but you will also send a clear message to the hiring manager that you realize your self-worth in the company. Watch Out

Keep in mind that the appropriate time to negotiate salary and other benefits is after you’ve been offered the position, not during the interview.

The following sections offer some negotiation tips and tactics that will guide you through the process of preparing for negotiations, including what to say and how you should say it to make sure you are given the best compensation for either a new job or a performance review.

Preparing for Negotiations You should know your baseline salary. Start negotiations with a firm understanding of the base pay for the type of position, market, and geographic area where you are looking for work or are currently employed. There are many free salary calculators on the Internet — including Dice.com’s Salary Wizard — that you can use to get a general idea of fair compensation. In addition to your baseline salary, consider other financial factors, such as your cost of living. If you are still unsure about your baseline salary, ask recruiters, who know the salary ranges that their clients are offering. Also, HR personnel can tell you whether your current salary is fair for your level of experience, as well as what salary you can expect to receive with a prospective employer. Knowing the baseline for your salary will help you negotiate a better compensation package. Carefully determine your needs. Think about what is most important to you in a compensation package. Is it salary, vacation time, stock options, or healthcare benefits? How will a higher salary or more time off improve your life, as well as the lives of your family if you aren’t single? Before you begin negotiating with a hiring manager, it is vital that you determine your priorities, so that you can effectively argue for your needs.

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ASKDICE: RELOCATION EXPENSES WHAT SHOULD I LOOK FOR IN A “GOOD” RELOCATION PACKAGE? There is no typical relocation package against which all others are judged, so what’s essential when evaluating a relocation package is assessing your unique set of circumstances and determining whether this move will be positive for you, your family, and your career. Before you accept any relocation package, it’s important to take into consideration the numerous financial implications associated with relocating. Although no two employees will face the same circumstances, take a look at the following list to ensure that you’re covering all possibilities: 1. If you’re a homeowner, you already know that there can be exorbitant expenses associated with buying and selling a home. This is a primary consideration when negotiating any relocation fee, and it’s important to ask some key questions: a. Will your company assist you with finding a home in the new market, including paying for at least one trip to the new city while you’re house hunting? b. Will the company compensate you for cost of living differences? If you’re moving from a two-bedroom apartment in Topeka, Kansas, to a two-bedroom apartment in Manhattan, New York, will this increase be covered in your salary, or with a lump sum? c. Will the company assist you in selling your home? And if your home doesn’t sell immediately, will they pay for the additional expenses? Will the company purchase the home at a set price if the home doesn’t sell for several years? d. Will the company provide you with temporary housing in the new market if you can’t find a home immediately? e. Will the company provide low- or no-interest loans to assist you with your purchase? 2. Additionally, will there be compensation for the non-housing cost-of-living differences between the two locations? (Don’t forget to include state and city income taxes.) 3. Will you be given additional time off to search for a new home? 4. Who will pay for your move? Is there a cap on the expenses associated with the move? If you feel that you are in a strong bargaining position, and the company really needs to move you to this new location, this is also an excellent time to negotiate for additional compensation, including lump-sum payments or stock options. As with any key financial change, it would be wise to consult a professional accountant to fully understand the financial implications of relocating. Finally, note that these guidelines apply to relocation in the United States. If you are negotiating a relocation package abroad, you need to consider additional factors, including relocation services, language lessons if applicable, and repatriation.

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How to Negotiate Once you begin negotiations, your prospective employer will make a counteroffer to expectations, or they may rescind the offer of employment if they believe that your demands are unrealistic. To avoid having a job offer removed from the bargaining table, it is vital that you explain how you will benefit the company, linking your skills to its needs. Mention your professional experience, technical acumen, education, professional certifications, and communication and problem-solving skills as reasons you deserve a better compensation package — and why you would make a valuable addition to the prospective employer. After you have outlined the greatest benefits that you can link to the company’s needs, follow these guidelines for successful negotiations: ■■

Don’t specify salary requirements: If possible, let the prospective employer set the baseline salary. It is to your advantage to start negotiations from a figure the company offers.

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Don’t be afraid to negotiate: As mentioned previously, negotiating salary and benefits is a powerful way to make an impression, as it indicates to the company what your behavior as an employee will be like. Practice discretion and research the baseline salary for your level, market, and geographic location. When an offer is made, don’t accept it right away. Ask for a few days to consider the offer — this will give you time to prepare your negotiations.

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Show interest: Throughout your negotiations, reinforce your interest in the position, company, and industry.

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Do not lie: If a prospective employer requests information about your latest or current salary and other benefits, do not inflate the truth in hopes of getting a larger pay package. Employers can easily verify the information that you provide.

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Negotiate beyond the salary requirements: If the prospective employer cannot match your salary requirements, try negotiating other items, such as the following: ■■

Job description and scope of work

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Starting date

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Company match for a 401(k)

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Silence is golden: Keep negotiations going by remaining somewhat flexible in your demands. If one of your demands is met by silence, don’t panic; let your prospective employer make the next move.

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Don’t give up: If the prospective employer cannot meet any of your demands, try negotiating long-term items, including an automatic pay increase after an annual (or earlier) review.

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Get the offer in writing: Once you agree to a total package, get the final offer in writing.

Remember that your negotiations for the best compensation package help to form the beginning of your relationship with the company. By researching baseline salaries, determining your priorities, and following the simple guidelines outlined above, you can successfully negotiate your way to the best compensation package possible.

Summary Here are a few points to take away from this chapter: ■■

Interviewing is typically the first and only live impression you can make — be prepared and professional.

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Do research about the company and position before interviewing.

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Communication and relating to the company or position is important.

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Be prepared for any objections or questions the interviewer may have during the interview.

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Four Appendixes The appendixes in this section address three additional aspects of acquiring an IT position: the process of becoming an independent IT consultant, answers to frequently asked questions about security clearances, and how to clean up your online image so you can land your next ideal job.

APPENDIX

A Independent Consulting

Gritting your teeth at the thought of going to work in the morning? Well, there’s an alternative: You can quit, become an independent technology consultant, and enjoy the many benefits, such as being your own boss and the following: ■■

Most consultants earn about 30% to 50% more per hour than their permanent counterparts.

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As openings come up, and if you desire, you may convert from consulting to full-time employment, often becoming an employee of the firm you are consulting with. The consulting position is a great way to get a foot in the door, and it gives the company an opportunity to assess your skills. Consulting is an excellent way to make yourself valuable to a prospective client and to have some leverage while negotiating for a higher starting salary when negotiating to become an employee.

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You can avoid office politics.

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You can earn a living and develop new skills while searching for the right permanent position.

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You have more flexibility to determine how you are going to schedule your time.

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You are exposed to different working environments and conditions that can strengthen your overall skills.

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You have the flexibility to choose assignments that meet your personal and professional needs.

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FROM THE EXPERTS “An important aspect of being an independent consultant is to establish yourself as an expert. This will significantly improve your chances of acquiring projects and allow you to have higher consulting rates. One method of proving your expertise is to author some articles and possibly a book related to the services you’re offering. This provides a sample of your expertise and shows that you have good communications skills. In addition to establishing credentials, the authoring of articles and books provides additional income and indirectly advertises your services. Many companies find consultants through articles and books that they have written. In order to get started, write a few good articles, and try to get them published. Track down websites that publish the types of articles that you’ve written, and submit them to the appropriate editor. After you have some articles published, consider writing a book. If you haven’t written a book before, then think about using a literary agent, such as Waterside Productions, Inc., which specializes in IT topics.” — Jim Geier, founder and principal consultant of Wireless-Nets, Ltd., which focuses on the implementation of wireless mobile solutions and training.

There are people who try to become consultants and succeed, and there are people who don’t succeed. According to some of the former, success is a mixture of the following: ■■

Realism

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Marketing

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Networking

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Staying power

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Nuts and bolts

As for a thorough knowledge of your field, a passion for what you do, and the ability to deliver quality work — that’s a given.

Realism There’s economic realism and psychological realism. The economic part begins with realizing that you’ll never bill for 52 40-hour weeks in a year. You’ll rarely be able to bill for more than 35 weeks a year, and that money represents your gross — you then have to subtract expenses, insurance, taxes, and so forth, before arriving at your net income. As for psychological realism, you may literally not know where your next mortgage payment is coming from, so if you flinch at risks, you may never become comfortable as a consultant. Also, if you thrive on give-and-take, being on your own will be lonely.

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Independent Consulting

FROM THE EXPERTS “You have to learn how to capitalize on your experience — your success stories. Once you have identified your experience, you try to clone your success stories” — Bill Mooney, a consultant coach in Torrance, CA, whose website at www.consultantcoach.com contains resources of interest to budding consultants.

Meanwhile, you must define a market niche and realistically determine what unique services you can offer that niche — and make sure the niche actually needs your services.

Marketing Having identified a niche, a consultant should strive to become the go-to person in that niche. Make speeches, get yourself listed in directories, produce research papers, and participate in trade organizations. For example, writing articles for trade journals — dozens a year — is an excellent approach. Until your referral network is fully established, a good way to get consulting assignments is by searching for jobs or posting your resume on an online job board. On Dice.com, for example, you can limit your search to consulting jobs and can indicate in your resume that you’re only interested in working on a contract basis.

Networking Often, work is commissioned by other consultants who are unavailable to perform a specific task themselves. Likewise, learning to take advantage of other consultants puts you in a better position to please the client. A big pitfall for newcomers is thinking you can do and be everything. However, through networking, it is possible to deliver services that you could never deliver by yourself. Prospects often ask novice consultants, “What happens if you are hit by a bus?” To answer that, the solo consultant needs to be able to point to colleagues who are constantly updated on the consultant’s projects. Those colleagues often turn into business partners.

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Staying Power You should plan your entry into consulting far in advance so you can ensure that you are financially stable doing your start-up period. You may even want to put away 12 months of housing and food expenses. You may be faced with five or six years of uncertainty, as it takes at least three years to assemble worthwhile references. A secondary line of business or income, a working spouse, or money in the bank can all be life-savers. You should also plan to be very frugal and save that fancy fully staffed office until you are certain you’ll keep busy, such as receiving a long-term contract. Until that time you may want to work out of your home, which saves money and offers some tax advantages.

Nuts and Bolts You may find that building your own infrastructure (such as setting up the company e-mail system and website, and getting incorporation papers, accounting software, a commercial bank account, and health insurance) is one of the most daunting tasks about starting out. The good news, though, is that putting together a small business has never been cheaper, as you can now obtain a lot of services — such as travel arrangements — from the Internet. Don’t forget to track your time and bill for it, no matter how much fun you’re having. For example, if you bill monthly and the client takes 60 days to pay, you’ll be 90 days without income, so you should consider billing in advance for the first month, making adjustments in the second invoice. A consultant should get a separate credit card just for business expenses, as it will ease bookkeeping and look good if you are ever facing a tax audit. Speaking of taxes, your expenses become deductions; and if you have a home office, part of your housing expenses are deductible. However, before doing anything purely for tax purposes, get professional advice. You may also want advice from a lawyer regarding whether you should incorporate and how to do it. It needs to be done right, and offers liability and tax advantages.

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ASKDICE I AM WORKING AS AN INDEPENDENT CONSULTANT AND WOULD BE GRATEFUL FOR ANY INFORMATION REGARDING WHERE TO FIND THE BEST RATES ON GROUP HEALTH AND DENTAL INSURANCE. Health and dental insurance, on average, ranges from approximately $250 per month to $1,000 per month, depending upon the type of insurance and program you are looking for. Every freelancer has different needs, and although navigating the complexities of the health-care system can be intimidating at first, it need not be. To find the best rates on group health and dental insurance, cast a wide net and investigate a wide range of options. A great place to start is at your local chamber of commerce. Most chambers of commerce either offer health insurance to freelancers or endorse one or more insurance plans. In addition, be sure to check with professional associations or trade groups in your industry. Oftentimes, professional groups will directly offer some level of coverage, or will lead you in the right direction. Another option is to check with former co-workers or associates who are freelancers. If you know someone in your industry who is a freelancer, he or she might offer some advice, having already navigated the process of enrolling in a program. And don’t forget the Internet. Message boards and blogs — especially in the IT field — offer a wide range of advice on freelancing, and many delve into the complexities of health insurance. Search engines also present a myriad of options, and should be another component of your research. Due diligence is a must. Some sites that might be of assistance include the following: ◆ National Association of Insurance Commissioners (NAIC) at www.naic.org. ◆ National Association of Health Underwriters at www.nahu.org. ◆ National Association for the Self-Employed at www.nase.org. ◆ eHeathInsurance at www.ehealthinsurance.com. Whatever program you choose, it’s never a bad idea to check with your accountant to determine which program will offer you the best options fiscally.

Becoming an Independent Consultant To become an independent consultant, you must first ask yourself a few questions: ■■

Can I sell myself?

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Do I know how to create my own network of contacts?

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Can I market myself, including both skills and personality?

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Do I work well with others?

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Do I work well by myself or do I need other people around?

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What do I have to offer a company or project that they do not already have?

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What am I able to charge for my services?

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Is there a demand for my services?

If your answers to the preceding questions have left you convinced that being a consultant is what you are looking for, then you need to start with the following: ■■

Establish whether you want to be a 1099 employee (temporary employee) or are ready to incorporate yourself. There are tax benefits to both and positives and negatives to both. This is something you want to discuss with an accountant.

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Determine whether you are going to specialize in one area or be a jackof-all-trades. Specializing can be more lucrative because it enables you to be an expert in one field; however, it can limit your choice of projects. A general background with a concentration in a particular area is usually the best course of action, but you must determine whether that is the case for you.

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Get your marketing materials together. If you are going to be independent, then it is your job to get the word out there about yourself. These materials should include but are not limited to the following:

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Developing a marketing plan.

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Getting business cards.

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Having a web presence.

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Putting together a 30-second sales pitch that reflects your skills and what you can bring to a project.

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Developing a follow-up plan to your marketing plan. Consultants often miss an opportunity because of lack of follow-up.

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Determining an hourly wage that you are going to charge. This can be negotiable, but you want to have an idea of what you are going to charge, as a potential client is not going to determine that figure for you.

Once your marketing materials are gathered and you have determined what you have to offer a client, it is time to hit the streets. Work your network of contacts. Call anyone that might need your services; and if they are not interested, then make sure that you let them know what you do and that you are available to them the next time they need anything (bandwidth permitting).

Appendix A

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Independent Consulting

ASKDICE I’M NEW TO THE CONSULTING/CONTRACTOR FIELD AND WOULD LIKE SOME CLARIFICATION ON WHAT THE VARIOUS TAX TERMS MEAN. CAN YOU RECOMMEND A SOURCE THAT WILL EXPLAIN THE VARIOUS TAX TERMS AND THEIR IMPACT ON A CONSULTANT/CONTRACTOR? The IRS website is an excellent resource for providing definitions for selfemployed workers and independent contractors. For more information, go to www.irs.gov/businesses/small/article/0,,id=115041,00.html. This site also explains different tax terms and which forms are relevant to you. In addition, you may want to consult an accountant or tax advisor to discuss your particular situation and how your tax status will affect you. On the Dice.com job search page, select the Tax term relationship you wish to pursue. You can use the Ctrl key (Command key on the Macintosh) to select multiple tax terms. The tax terms are defined here: ◆ Full-time: Will be working as a full-time W-2 employee for your company ◆ Contract–Corp-to-Corp: Will be working on contract with or through another corporation ◆ Contract–Independent: Will be working as a contract 1099 employee for your company ◆ Contract–W2: Will be working as a contract W-2 employee for your company ◆ Contract to Hire–Corp-to-Corp: Will be working on contract with or through another corporation, with the option to hire ◆ Contract to Hire–Independent: Will be working as a contract 1099 employee for your company, with the option to hire ◆ Contract to Hire–W2: Will be working as a contract W-2 employee for your company, with the option to hire

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If nobody within your network can utilize your services, try to work deals with them to reciprocate referrals. A referral is your best friend, and referrals will be a big part of how much work you end up getting. When a client has you referred to them, they already have some idea of who you are and what you might offer, based on their relationship with the referrer. People like to buy from friends.

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Get yourself involved in the community. This is often overlooked, but clients tend to go with who is the most comfortable and familiar when looking beyond the needed skills to complete a project.

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Always be promoting yourself. As an independent consultant, you are always on the lookout for the next project. Try to create some brand recognition associated with your name. This can be done through a newsletter or e-mail marketing, or by successful client satisfaction and word of mouth.

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ASKDICE AS A CONTRACTOR, I PREFER TO WORK AS A 1099 FOR TAX PURPOSES. RECENTLY, I HAVE BEEN TOLD BY MANY RECRUITERS THAT YOU CANNOT WORK AS A 1099 IN IT. IS THIS TRUE? ALSO, HOW WOULD AN INDIVIDUAL GO ABOUT INCORPORATING? Although the laws are always changing, I’m unaware of any restrictions that prohibit IT professionals from working as independent contractors, with tax information being furnished via the 1099 form. Recruiters are inclined to tell you whatever is in their own best interest. Consequently, your best bet is to talk to your accountant, who should be knowledgeable about the latest tax laws (if not, find another accountant). By the way, if you don’t have an accountant and are planning on going either 1099 or corp-to-corp, then get one. They’re worth their weight in gold when it comes to keeping you out of trouble and maximizing your legal tax deductions. As for incorporating, the laws vary from state to state. You can either pay an attorney to incorporate you or do it yourself by filing the appropriate paperwork and paying the accompanying fees. It costs roughly $500 either way. There are a number of different types of corporations, including a fairly recent classification, the LLC. If you choose to self-incorporate, be sure the book you buy addresses the specifics of the state in which you plan to incorporate. One of the most popular publishers of legal self-help books is a company called Nolo Press. Their books on incorporating are quite easy to follow. You can find an excellent article, “Business and Human Resources,” regarding the differences between corporations and LLCs, on their website (www.nolo.com). This will give you a good idea of the best corporate form for your personal needs. Regardless of the rules governing IT professionals and 1099 status, there are a number of benefits to incorporating — protection of your personal assets being among the more notable. I recommend reading up on the various benefits offered by the different corporate forms and then speaking with a good accountant. Even if it’s possible to work 1099, if agencies prefer working with corporations, then you’ll make your life just that much easier by presenting yourself in their preferred format.

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Never forget about follow-ups. Sometimes a potential client has too much on their plate to get back to you in a timely manner; it is your job to follow up with them. By talking to the clients in your network on a regular basis, you create the impression that you have a genuine interest in their business — beyond the “quick buck.”

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Don’t be afraid to give some of your services away on a small scale so you can reap the rewards later when that client has a need for someone with your skills. Be careful not to do it too often or on a scale that leads clients to try to take advantage of you.

Appendix A

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Independent Consulting

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Make sure you are memorable to your clients for all the right reasons. Go the extra mile for them and take an interest in their business. They may never have asked you for your opinion, but the day they do, you want to be ready.

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Keep your skills up-to-date. If you try to coast, your skills won’t compete, limiting your opportunities in the future.

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Remember that being independent is all about you being out there on your own. Nobody is going to get you the training you need or the equipment you need, so stay in the loop and stay current.

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APPENDIX

B Security Clearance Frequently Asked Questions

This appendix provides questions and answers related to U.S. governmentsponsored security clearances in accordance with the National Industrial Security Program (NISP) and compiled by ClearanceJobs.com, a Dice company. This information can help you better understand security clearances and how to obtain them, useful information you will need if you are interested in IT positions that require clearances.

General The following sections answer some general questions you may have about security clearances.

What Is a Security Clearance? A security clearance is a determination by the United States government that a person is eligible for access to classified information.

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What Are the Levels of Security Clearance, and How Are They Measured? Security clearances can be issued by many United States government agencies, including the Department of Defense, the Department of Energy, the Department of Justice, and the Central Intelligence Agency. Department of Energy clearances include the “Q,” “R,” and “L” levels. Most security clearances are issued by the Department of Defense and include Confidential, Secret, and Top Secret.

What Type of Information Is Requested on a Security Clearance Application? The amount and detail of information varies with the level of clearance requested. It may include family information, past and current work history, locations where you have lived, roommates’ names, financial history, travel history, groups or affiliations, and more.

What Do the Terms Active, Current, and Expired Clearance Mean? An active clearance is one in which the candidate is presently eligible for access to classified information. A current clearance is one in which a candidate has been determined eligible for access to classified information but is not currently eligible without a reinstatement. A candidate has two years to remain on a current status before moving to an expired status. Both active and current clearances are easily transferred between employers. An expired clearance is one that has not been used in more than two years and cannot be reinstated. Once sponsored, the candidate must resubmit a clearance application and go through a new investigation to have access. Individuals with expired clearances cannot be considered for jobs that require active or current clearances.

What Is an Interim Security Clearance? An interim clearance is the first step toward obtaining a final clearance and is issued fairly quickly. An interim is issued once a review of the application is completed and the candidate is determined eligible. An interim clearance allows a person to have access to collateral classified information (at the level requested without a caveat) while his or her final clearance is being processed. For example, a person with an Interim Secret may have access to a document marked “Secret,” but not a caveated one, “Secret COMSEC.”

Appendix B

■

Security Clearance Frequently Asked Questions

Interim Secrets are issued automatically and can be denied. A denial, however, does not mean that a final clearance will not be issued. It means there is something on the application that must be first reviewed and investigated fully. Interim Top Secret clearances must be requested by the government customer contractor. An Interim Top Secret is equal to a final Secret.

Getting a Clearance The sections that follow discuss common questions about getting a security clearance.

Can I Obtain a Security Clearance on My Own? No. You must be sponsored by a government contractor or government entity.

Can Non-U.S. Citizens Obtain Security Clearances? Very rarely. In extremely special circumstances, and only with the permission of the government entity owning the classified information, a non-U.S. citizen can obtain a clearance. This person would typically be a world-class scientist, dignitary, or other high-level friend of the U.S. government.

What Types of Things Can Prevent Someone from Receiving a Security Clearance? For collateral (TS, S, C) clearances, all requested information must be disclosed honestly. Falsification and felonies are two items that might cause the government to deny a clearance. Issues such as financial trouble, including insufficient funds, bankruptcy, and bad check writing, illegal drug or heavy alcohol use, excessive foreign contact, or unexplained affluence must all be explained and investigated thoroughly before a decision can be made and a security clearance granted or denied.

Clearance Process The following are answers to questions pertaining to the security clearance process.

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Appendixes

How Long Does It Take to Process a Security Clearance? The average time to process a security clearance is presently 18 months. However, the length of time varies greatly depending upon the level of clearance and the issues involved. There are three distinct parts of the process: pre-investigation (filling out the appropriate forms), investigation (the Office of Personnel Management conducts the background check on the individual), and adjudication (an Office of Personnel Management representative reviews the investigation results, along with other information, and makes a determination regarding clearance).

How Are Security Clearance Investigations Carried Out? Agents or contract agents with the Office of Personnel Management use both electronic and human means to investigate each clearance candidate. The Defense Security Service (DSS) no longer conducts personnel clearance investigations.

For What Reasons Could an Individual Be Denied a Security Clearance? Basically, there is no one thing that will result in denial of a security clearance, and there are not many instances in which a person’s clearance is denied. Clearance adjudicators use a documented guide and “formula” to determine whether or not the individual is eligible for a security clearance. In an applicant, they look for honesty, trustworthiness, character, loyalty, financial responsibility, and reliability. For cases that contain significant derogatory information, further investigation is usually required. There are, however, four criteria that will positively result in the denial of a clearance: an applicant has been convicted of a crime and sentenced to prison for more than one year, an applicant is (currently) an illegal user of, or is addicted to, a controlled substance, the applicant is mentally incompetent, or the applicant has been discharged or dismissed from the armed forces under dishonorable conditions. When there is an issue with a candidate and more review needs to occur prior to granting or denying a clearance, the paperwork is forwarded to the Department of Hearing and Appeals (DOHA) for further processing. DOHA puts all the information together, provides its recommendation, and then goes to the requesting government agency for a final decision. Once the decision is made, the applicant is notified. In addition, the applicant is allowed a detailed appeal process.

Appendix B

■

Security Clearance Frequently Asked Questions

Facility Clearances This section covers many questions you may have regarding facility clearances.

What Is the National Industrial Security Program (NISP)? The NISP is the industrial security program regulated by the Department of Defense (DoD), Defense Security Service (DSS). In addition to Department of Defense agencies, there are 23 additional federal government participants. The main regulation document under the NISP for cleared contractors is the National Industrial Security Program Operating Manual (NISPOM).

How Does a Company Get a Facility Clearance (FCL)? A company must be sponsored by a government agency or a cleared contractor for a facility clearance. A contractor cannot sponsor itself for a facility clearance.

Who Can Sponsor a Company for an FCL? Either a government agency or a cleared contractor can sponsor a company for a facility clearance. A contractor cannot sponsor itself for a facility clearance.

How Does a Customer Sponsor a Company for an FCL? Sponsorship is in the form of a letter to the Defense Industrial Security Clearance Office (DISCO) requesting that a particular company be processed. The letter provides the prospective company’s name, address, phone number, and point of contact. It should also provide the classified contract number, facility clearance level, and the requestor point of contact and phone number.

Who Has to Be Cleared in Connection with an FCL? A Defense Security Service (DSS) Industrial Security Representative (IS Rep), with the help of the company’s point of contact (POC), determines which individuals must be cleared in connection with the FCL. Ordinarily, those who have control over the company (for example, the CEO, president, executive VP, and/or other officers or board members) and the Facility Security Officer must be cleared. Those individuals cleared in connection with an FCL are called key management personnel (KMP).

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Appendixes

What Happens When a “Controlling” Officer Cannot Be Cleared in Connection with the FCL? When the controlling officer cannot be cleared, the facility is not eligible for an FCL. Alternatively, the officer must officially step down from his or her title as an officer/director and relinquish control of the facility.

What Is a Facility Security Officer (FSO)? The FSO is a KMP who has responsibility over the facility’s security program. During the time in which a facility is cleared, the FSO is the main POC for the DSS IS Rep. The FSO must be cleared at the level of the FCL.

Does the FSO Have to Have a Clearance? What Level? Yes. The FSO must have a clearance at the same level as the FCL.

How Does a Company Get a Top Secret FCL? A company must be sponsored for a Top Secret FCL even if it already has a lower-level FCL. The customer must follow the same sponsorship procedures, and all KMPs must be upgraded as well.

What Is a Contract Security Classification Specification, DD Form 254, and How Does it Relate to an FCL? A DD Form 254 is issued when classified work is contracted to a facility and provides the security classification requirements to be applied to information. The government customer or prime contractor issues the 254 to the contracted facility and justifies the need for an FCL. A DD Form 254 is necessary to maintain an active FCL.

How Many DD Form 254s Does a Facility Have to Have? Once the first DD Form 254 is issued, a facility can have an unlimited number of 254s. A DD Form 254, however, cannot be issued at a classification requirement higher than that of the facility’s FCL. If so, the facility must be sponsored and processed for an FCL upgrade.

Appendix B

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Security Clearance Frequently Asked Questions

Personnel Clearances This section answers several common questions regarding personnel clearances.

Who Issues Clearances? The Defense Industrial Security Clearance Office (DISCO) in Columbus, OH, issues clearances once all leads on a personnel security clearance (Personnel Clearance) investigation are complete and an applicant is considered eligible for a Personnel Clearance.

What Is DISCO? The Defense Industrial Security Clearance Office (DISCO) is a component of DSS that maintains historical and current records on all DSS-issued personnel and facility clearances.

How Much Does it Cost to Get an FCL/Personnel Clearance (Personnel Clearance)? At this time, there is no direct charge for an FCL or Personnel Clearance.

What Are the Steps to Getting a Personnel Clearance? A cleared contractor identifies an employee with a need to have access to classified information (for example, the employee will work on a classified contract). Once identified, the FSO ensures that the employee completes an Electronic Questionnaire for Investigations Processing (e-QIP) and forwards the application to Office of Personnel Management for processing.

What Is a Collateral Clearance? A collateral clearance is a clearance with no caveats (for example, special accesses such as COMSEC or NATO). In other words, TS, S, and C are collateral clearances.

What Is a Clearance with a Caveat? A clearance with a caveat is a collateral clearance plus a special access. In order to have the special access, the cleared individual usually receives a briefing related to the caveat. COMSEC and NATO are examples of caveats requiring a briefing prior to access.

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How Do I Get a SCI Clearance? A Sensitive Compartmented Information (SCI) clearance is a special access beyond Confidential (C), Secret (S), or Top Secret (TS). In order to have an SCI clearance, a cleared contractor must first be selected by a government agency. That government agency issues and monitors SCIs. With the exception of processing the C, S, or TS facility and personnel clearance, DSS is not involved in SCI clearances.

Can a Naturalized Person Get a Personnel Clearance? Yes. A naturalized person is to be treated as a U.S. citizen. However, the naturalized person may have to provide information on his or her clearance application regarding foreign relatives, associations, and so on.

Polygraphs Here are two common questions dealing with polygraphs.

What Are Polygraphs? Polygraphs are instruments used to help determine an individual’s eligibility for access to classified information. The polygraph may or may not be used in a particular clearance investigation.

What Are the Differences between Counter Intelligence, Lifestyle, and Full-Scope Polygraphs? The purpose of a polygraph is to determine, to the greatest extent possible, whether or not a given applicant can be trusted with sensitive information. Two types of polygraphs exist, and either one or both polygraphs may be administered to the candidate in question. Polygraphs are conducted by trained polygraph examiners who have been schooled on administering them. A Counter Intelligence polygraph asks the candidate questions limited to the subject’s allegiance to the United States. The questions are based on foreign contacts, foreign associations, and so forth. A Counter Intelligence polygraph is the most common polygraph. A Lifestyle polygraph asks the candidate questions concerning the subject’s personal life and conduct, and can involve all aspects of present and past behavior. Questions asked might concern drug and alcohol use, sexual preference and behavior, mental health, family relationships, compulsive or addictive behavior, and more. A Lifestyle Polygraph attempts to look for issues in a person’s private life for which he or she might be blackmailed.

Appendix B

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Security Clearance Frequently Asked Questions

A Full-Scope polygraph is a combination of both the Counter Intelligence and Lifestyle polygraphs.

Software Following are several questions and answers regarding security clearances and software.

What Is the EPSQ (Electronic Personnel Security Questionnaire)? Until July 2005, the EPSQ was the electronic security clearance application used within the NISP.

What Is the e-QIP (Electronic Questionnaire for Investigations Processing)? The e-QIP is the automated request for personnel security investigations, which in July 2005 replaced the Electronic Personnel Security Questionnaire (EPSQ).

What Is the JPAS (Joint Personnel Adjudication System)? The JPAS is the official personnel security clearance database management system for the Department of Defense. All NISP cleared contractors use this system for all types of personnel clearance actions. For more information, visit the JPAS website at https://jpas.osd.mil.

Types of Investigations This section introduces you to the different types of investigations you may have to undergo to obtain a security clearance.

Periodic Reinvestigation (PR) A periodic reinvestigation (PR) is conducted when a currently cleared individual is required to review, update, and resubmit his or her clearance application. Periodic reinvestigations are routinely required every five years for those with TS clearances, every 10 years for those with Secret clearances, and every 15 years for those with Confidential clearances. A PR is done to ensure that a candidate should still have access to classified information. Random periodic reinvestigations are also administered.

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National Agency Check (NAC/LAC) A NAC is the type of investigation required for a Secret or Confidential clearance. It includes a thorough review of the candidate’s national and local records. It generally does not require an interview with an investigator.

Single-Scope Background Investigation (SSBI) An SSBI is a more detailed investigation required for a TS clearance. It includes a review of the applicant’s national and local records and an interview with an investigator.

Special Inquiry Investigation (SII) An SII is a special investigation conducted when some type of adverse information has been reported/discovered about a cleared individual.

Trustworthiness Investigation A trustworthiness investigation is not conducted for a security clearance. It is requested when an applicant is going to have access to sensitive but unclassified information. For example, trustworthiness investigations are sometimes conducted on those who will have access to a sensitive site (such as a cleaning crew on a military installation).

Other Here are answers to several miscellaneous questions regarding security clearances.

What Is a DSS Industrial Security Representative (IS Rep)? Once sponsored for an FCL, contractors are assigned an IS Rep (a DSS employee). The IS Rep’s job is to assist the contractor in following the regulations of the NISPOM the entire time it is a NISP participant.

What Is a DSS Inspection/Review? A DSS review is a regularly scheduled visit by a DSS IS Rep. The review is conducted in accordance with the National Industrial Security Program Operating Manual (NISPOM) to assist the contractor in following the regulations of the NISP.

Appendix B

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Security Clearance Frequently Asked Questions

What Is FOCI (Foreign Ownership, Control, or Influence)? A contractor is determined to have FOCI when it is under such a level of foreign control or influence that it cannot be cleared without a negation method. DSS assists the contractor in selecting a negation method; however, some levels of FOCI cannot be negated and the contractor is deemed ineligible for an FCL.

What Is an SCIF (Sensitive Compartmented Information Facility)? An SCIF is a specially constructed facility to safeguard SCI information. DSS does not regulate or review SCIFs; rather, the government customer owning the information performs the oversight.

Who Inspects SCIFs? The government customer owning the SCI information inspects the SCIFs.

Security Clearance Jobs Here are two important questions and answers for you to review if you would like to pursue employment that requires security clearances.

Where Can I Search for Jobs That Require an Active or Current Security Clearance? Candidates with active clearances can search for jobs that make use of that clearance at www.ClearanceJobs.com.

If I Don’t Have a Security Clearance, Where Can I Find Employers That Might Be Able to Sponsor Me to Receive One? Candidates without clearances can search for jobs that do not require clearances at other Internet-based job boards such as Dice.com.

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APPENDIX

C Avoiding the Pitfalls of Digital Dirt

A recent survey conducted by ExecuNet revealed that 75% of 102 executive recruiters perform routine online searches as part of their background checks on prospective hires. The survey also points out that more than 25% of these recruiters have rejected candidates based on background information that was discovered via online search engines, such as on Google, Yahoo!, and Dogpile. They also may search social networking sites such as the following: ■■

MySpace (www.myspace.com)

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Facebook (www.facebook.com)

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Friendster (www.friendster.com)

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Xanga (www.xanga.com)

The “incriminating” personal information — commonly referred to as online personas or digital dirt — found through informal online searches is rapidly becoming a way for employers to screen job seekers.

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DICE USER SURVEY WHAT’S YOUR COMPANY’S POLICY ON EMPLOYEE BLOGS? ◆ It loves them; the more blogging, the better — 9% ◆ It’s lukewarm; they’re allowed, but watched closely — 6% ◆ It doesn’t allow blogs; execs fear leaks and bad PR — 22% ◆ It doesn’t have a policy, so we’re on our own — 63%

Especially for recent graduates, the Internet has become a forum for expressing both interests and private frustrations. Many young professionals, however, fail to realize just how public these expressions have become. Many executives and recruiters regularly use the Internet to search for both positive and negative information about a candidate’s background, including drug use, extreme political views, excessive profanity, or sexual exploits. All of these lifestyle behaviors can taint a prospective employee’s professionalism and decision-making abilities in a hiring manager’s eyes. Although some of these sites are accessible only through registration, such a hurdle is often easy to overcome. School recruiters can use e-mail addresses to view the pages of students who attend a given school; these recruiters might also ask student interns to conduct searches for them. Most of the information on the Internet is self-published, and can therefore be managed. However, another, more dangerous aspect of digital dirt is that someone can post damaging information about you (true or not) on the Internet, including embarrassing images. To make sure that you prevent digital dirt from compromising your career opportunities, follow these guidelines: ■■

Conduct an online search: Do a search for your name on the Internet and take a look at the results. If the search results contain something that raises a red flag, contact the owners of the site and request that the information be removed. Using a site such as PubSub, you can receive alerts when new information about you is published. These sites send you an e-mail when your matching information appears.

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Scrub your online persona: If you have a blog or page on a social networking site such as Friendster or MySpace, take a critical look at how you present yourself. Is there anything that would offend anyone or jeopardize your career? If you have unwelcome guests posting unwanted responses to your blog entries, activate comment blocks or delete these comments.

Appendix C

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Avoiding the Pitfalls of Digital Dirt

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Replace old dirt with new dirt: Most Internet searches yield results in reverse chronological order, meaning newer content is ranked first. Furthermore, information published on the Internet can float around on the World Wide Web for many years. If you are unable to remove unflattering information about you on websites, try to post new content that highlights your personal and professional persona. You can write letters to the editor of online magazines or post new blog entries. The more entries you publish, the deeper your digital dirt will be buried.

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Use available privacy features: If you have an active profile on a social networking site, you may be able to make your profile private, such as MySpace allows. This provides more privacy regarding your personal life, as only those you approve can see your profile.

Remember that within any tight job market, competition is fierce, and hiring managers look for any reason to reject a potential job candidate. Don’t let digital dirt undermine your resume. Take steps to ensure that your online persona complements your professional accomplishments, rather than detracting from them.

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Index

Index NUMERICS 360-degree review, 86 1099 form, 204, 206 A A+ certification, 36 achievements finding, 85–86 measurability, 88 portfolio for evidence of, 85 active security clearance, 167, 210 Ada, 28 addendum to resume, 97, 119 Adobe, 47 affect, 100 AJAX (asynchronous JavaScript and XML), 16, 17 American Staffing Association (ASA), 178 appearance. See dress applicant tracking system (ATS), 127 aptitude testing centers, 76 architecture governance, 22 Arial font, 120, 129

ASCII (American Standard Code for Information Interchange) format, 127, 128 asset statements age of example, 92 basics, 73 for building case assets for meeting employer’s needs, 83–84 basics, 82–83 example of past accomplishment, 84–85 identifying employer’s needs, 83 stating assets’ benefits, 84 in cover letter, 149–150 defining, 81–82 developing, 85–93 examples, 89–90 FAQs, 91–93 from personal non-work experiences, 91–92 in resume, 88–89, 99, 114 scripting, 87–88 asynchronous e-learning, 41 asynchronous JavaScript and XML (AJAX), 16, 17 227

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Index

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A–C

ATS (applicant tracking system), 127 availability to recruiters, 176 average cost per hire, 160 awards in resume, 116

B Baby Boomers, mass exodus from workforce, 4 baseline architecture, 21 baseline salary, 192, 194 benefits versus features, 73 and job search, 52 Bielinski, Tricia, on resource manager position, 184 block style for cover letter, 154 “blowing your own horn,” 88 Bluetooth, 15 boasting, avoiding, 88 body language, phone interviews and loss of cues, 180 bold type in resume, 121 book writing, 200 Bookman font, 120 boss, Dice user surveys on desired changes, 55 budgetary constraints, balancing, 24 bulleted points in resume, 102, 129 business analysis, 8, 14 business and management skills checklist, 77 business intelligence architect, testimonial, 19–21 buying home, when relocating, 193 buzzwords in resume, 97 C C programming language, 28 CAO (context-action-outcome) formula, for asset statement, 81, 87–88

Caplan, Charles, on software developer position, 29–31 career changes, job searching in, 56–57 career fairs, 169 Career Resources section at Dice.com, 164 Category 5 cable, 15 cell phones, 180 certifications A+, 36 basics, 67–69 company, 32 exam preparation, 71 getting the most from, 69 program list, 70 Project Management Institute (PMI), 25 in resume, 117 survey on payment source, 68 versus technical interviews, 30 value of, 67–68 Certified Wireless Network Professional (CWNP), 70 chamber of commerce, 203 checklists business and management skills, 77 cognitive skills, 77 communication skills, 78 creative skills, 77 hands-on skills, 76 interpersonal skills, 78 organizational skills, 78 personal qualities, 79–80 technical skills, 76 chief information officer (CIO), 13 chief technology officer (CTO), 13 chronological resume, 123, 139 Cisco certification, 70

Index

cities, wireless networks for, 15 CIW (Certified Internet Webmaster) certification, 70 classroom instruction, 41 clearance with caveat, 215 ClearanceJobs.com basics, 160, 165–169 Job Seeker section, 168 My Jobs section, 167 searching job postings, 166 clients, project manager and, 26 Clyman, John (Cascadia Labs), 17 cognitive skills checklist, 77 Cohen, Jeff, on technical trainer position, 40–42 collateral clearance, 215 college degrees, 4–5 Collins, Jon, on social skills, 60 color of resume paper, 122 comfort zone, operating outside of, 61 communication skills basics, 25, 62 checklist, 78 in job interview, 182 community involvement by independent consultant, 205 in resume, 118 community service projects, 53 company getting name from recruiter, 175 researching, 146, 182 computer engineering degree, 5 computer science degree, 4–5 Computing Technology Industry Association (CompTIA), 70 confidential profile, on Dice, 163 consulting assignments, resume addendum for, 119 contact information, in resume, 102–104

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C

content knowledge self-assessment of, 74–75 worksheet for identifying, 75 context-action-outcome (CAO) formula, for asset statement, 81, 87–88 Contract Security Classification Specification, DD Form 254, 214 contract- terms, 205 co-op jobs, 5 core skills, 76 CorpTech, 182 Correnti, Aradia, on tech writer position, 39–40 cost per hire, average, 160 Counter Intelligence polygraph, 216 cover letter categories, 144–145 defining, 143–144 design block style, 154 indented style, 153 language and flow, 152 layout, 152–155 modified block style, 155 font style and size, 155 means of sending, 156 writing step by step end of letter, 151 explaining the fit, 150–151 formatting, 147–148 introduction, 148–149 as marketing document, 147 planning, 146 planning for transmission, 147 salutation, 148 showcasing assets, 149–150 Cover Letter Wizard, on ClearanceJobs.com, 167 Crane, Dave, 16 creative skills checklist, 77

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230

Index

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C–D

criminal record, 185 cross-cultural management, 61 CTO (chief technology officer), 13 current security clearance, 167, 210 curriculum vitae (C.V.), 124–125 customer relationship management software (CRM), 7 customization of resume, 99 CWNP (Certified Wireless Network Professional), 70

D data mining, 20 database administrator, sample resume, 133–134 databases development and administration, 9–10 Microsoft Access, 26–28 date of award, 116 dates of employment, including in resume, 112–113 dates of graduation, 115 DD Form 254, 214 decision-making, 23 Defense Industrial Security Clearance Office (DISCO), 215 Defense Security Service (DSS), 212 Defense Security Service (DSS) Industrial Security Representative (IS Rep), 213, 218 Department of Hearing and Appeals (DOHA), 212 Derfler, Frank (connectivity expert), 14, 15 design of cover letter block style, 154 indented style, 153 language and flow, 152 layout, 152–155 modified block style, 155

design of website, 47 desktop applications, Web applications acting like, 16 Dice user surveys on blogs for networking, 171 on boosting morale, 59 on company as good place to work, 181 on desired change in boss, 55 on emotional part of layoffs, 56 on headhunters, 173 on high-potential tech fields, 54 on hiring process, 179 on learning from others, 70 methods for updating skills, 69 on online job hunting during work, 160 payment for IT certification, 68 on questions during interview, 183 on quitting before finding new job, 57 Dice.com basics, 160, 161 Career Resources section, 164 MyDice account, 162–163 Salary Wizard, 192 digital media, 10 diplomacy, 24 DISCO (Defense Industrial Security Clearance Office), 215 Discoverer, 21 discrimination, 121 documentation, 32, 34 DOHA (Department of Hearing and Appeals), 212 domains, 22 downtime, 34 dress for job fair, 170 for job interview, 181, 183, 189

Index

Dreyer, Dawn (contract recruiter L3 Photonics), 113 DSS (Defense Security Service), 212 DSS (Defense Security Service) Industrial Security Representative (IS Rep), 213, 218 Dun & Bradstreet, 182

E Eagle, Mark, on VP software and services position, 42–44 Earle, Dutch, 101 earnings, 6 eBay.com, 17 economic realism, 200–201 Economy.com, 6 education. See also training requirements, 4–5 in resume, 115–116 educational methodology, 42 educational software, 35 effect, 100 eHealthInsurance, 203 e-learning programs, 41 electrical engineering degree, 5 Electronic Personnel Security Questionnaire (EPSQ), 217 Electronic Questionnaire for Investigations Processing (e-QIP), 217 electronic resume. See eResume e-mail address in resume, 104 e-mail for cover message with resume attachment, 144, 147, 156 employers, including in resume, 111–112, 113 employer’s needs assets for meeting, 83–84 difficulty discerning, 93 identifying, 83 employment gaps, explaining, 55–56

■

D–F

end users, spending time with, 60 enterprise architect, testimonial, 21–23 Enterprise Resource Planning (ERP), 7, 11 Entuity, 49 envelopes for resume, 123 EPSQ (Electronic Personnel Security Questionnaire), 217 e-QIP (Electronic Questionnaire for Investigations Processing), 217 eResume basics, 96, 126–128 sample, 141 errors in resume, 100 evidence of achievement, portfolio for, 85 expert, establishing self as, 200 expired security clearance, 167, 210 expunged criminal records, 185

F facility clearances, 213–214 facility security officer (FSO), 214 Faillace, Joseph, on Microsoft Access developer position, 26–28 fax number in resume, 104 first impressions, 189 Flash animations, 47 flow of cover letter, 152 FOCI (foreign ownership, control, or influence), 219 follow-up after job interview, 186–187 font style and size for cover letter, 155 for resume, 120 foreign ownership, control, or influence (FOCI), 219 formatting cover letter, 147–148

231

232

Index

■

F–I

Fortrain-77, 28 friends, making, 184 “front end–back end” system, 21 FSO (facility security officer), 214 Full-Scope polygraph, 217 full-time, 205 functional resume, 55–56, 124, 140

honesty of recruiters, 174 honors and awards, in resume, 116 Hoover’s, 182 hotspots, wireless, 14 hourly rate, negotiating through recruiter, 176–177 HTML DB, 20

G gaps in employment, explaining, 55–56 Garamond font, 120 Garrett, Jesse James, 16 Geier, Jim (Wireless-Nets, Ltd.), 200 Godin, Seth (Internet marketing guru), 17 Google Maps, 16 go-to demeanor, 61 grammar errors in cover letter, 152 in resume, 100 group dynamics, 59 Grunhaus, Elie, on business intelligence architect position, 19–21

I IEEE 802.11x standards, 15 if, 100 incorporating, 206 indented style for cover letter, 153 independent consulting beginning, 203–207 benefits, 199 marketing, 201 networking, 201 nuts and bolts, 202 realism, 200–201 staying power, 202 taxes, 205 Industrial Security Representative (IS Rep), 218 industry, focus for job search, 52 integrity in networking, 172 Intelligent Enterprise magazine, 21 interim security clearance, 210–211 Internet Explorer, 7 Internet, for job searches, 159–169 internship, 5 interpersonal skills, 59 interpersonal skills checklist, 78 interviews asset statements for, 89 basics, 179 versus certifications, and hiring, 67 follow-up, 186–187 giving reasons for leaving previous job, 55

H Handley, Mark, on systems manager position, 34–35 hands-on skills checklist, 76 health and dental insurance, 203 help desk, 36 Helvetica font, 129 hiring, 38 hobbies content knowledge based on, 74–75 in resume, 119 home buying and selling, when relocating, 193 home office, for independent consultant, 202

Index

guidelines asking questions, 182 closing deal, 186 communication skills for, 182 dressing to impress, 183 knowing players, 184 knowledge of company, 181–182 preparing for objections, 185–186 reviewing self, 183 in-person, 181 by phone, 180 sample dialogue, 187–191 introduction in cover letter, 148–149 inventory of skills, 74 irregardless, 100 IT career basics, 3 earnings, 6 education requirements, 4–5 job outlook, 4 skills most wanted, 6–8 skills requirements, 5 work environment, 6 IT career choices database development and administration, 9–10 Dice user surveys on highpotential, 54 digital media, 10 Enterprise Resource Planning (ERP), 11 IT management, 13 network infrastructure, 10–11 network security, 11 networking devices, 10 programming, 12 system administration, 11 technical training, 13 technical writing, 12–13 web development and administration, 12

■

I–J

IT directors, testimonial, 23–24 IT Hiring Index and Skills Report, 4 IT management basics, 13 making shift to, 60–63 reasons not to be, 58 reasons to be, 58–59 IT operations analyst, testimonial, 47–48 IT professionals, need for, 3 IT project manager, testimonial, 25–26 IT strategy, 62 italic type in resume, 121

J Java 2 Platform, Enterprise Edition (J2EE), 8, 29 jargon, 39, 102 Java, 7 JavaScript, asynchronous, and XML (AJAX), 16, 17 Jensen, Nathan G., on web developer position, 44–45 job context snapshot, in resume, 113–114 job description, for identifying transferable skills, 79 job fairs, 169–170 job market for technology workers, 4 job openings, cover letter for applying to specific, 144–145 Job Retrievers, on ClearanceJobs.com, 167 job searching changing careers, 56–57 for first job after graduation, 53–54 for getting out of bad work environment, 54–55 job fairs, 169–170

233

234

Index

■

J–M

job searching (continued) for move to management, 57–63 networking, 171–173 online basics, 159–161 with ClearanceJobs.com, 165–169 with Dice.com, 161–165 overall steps, 51–52 recruiter for candidate responsibilities, 175–176 honesty of, 174 making the deal, 176–178 running the numbers, 174–175 types, 173 return after long break, 55–56 job titles, including in resume, 112 JobAlerts on Dice, 163 JPAS (Joint Personnel Adjudication System), 217 J2EE (Java 2 Platform, Enterprise Edition), 8, 29

K key management personnel (KMP), 213 keywords in resume, 128, 130–131 knowledge, proving during interview, 68 L language of cover letter, 152 language skills in resume, 116–117 LANs (local area networks), 15 layoffs Dice user surveys on emotional part, 56 trends, 6 layout of cover letter, 152–155 layout of resume eResume, 129 problems with, 100–101 samples, 132–141

lead, 100 leadership, 58 learning, survey on sources of, 70 led, 100 legal self-help books, 206 length of resume, 97–98 licenses in resume, 117 licensing software, 35 lifelong learning, 28, 30 Lifestyle polygraph, 216 line count of resume, 130 literary agent, 200 local area networks (LANs), 15 logical architecture, defining, 21 logos in resume, 117

M Macromedia, 47 Macromedia JRun Application Server, 29 mailing hard copies of resume and cover letter, 156 Malizia, Phoenix, on software analyst position, 28–29 management IT, 13 learning skills, 60 team meetings, 23–24 management information systems (MIS) degree, 5 margins for eResume, 129 for resume, 120 market niche, 201 marketing cover letter as, 147 by independent consultant, 201, 204 Master’s degree, 62 mathematical skills, 28 M.B.A, 103 measurability of achievements, 88, 91

Index

meetings, 23–24, 58 memberships in resume, 118 mentoring, 59 Microsoft Access developer, testimonial, 26–28 Microsoft, certifications, 70 Microsoft Excel, 32 Microsoft Office Suite, 36 Microsoft Word, 32 middleman, between technology and management, 20 middle-tier software, 7 migration plan, 22 military service in resume, 118 MIS (management information systems) degree, 5 modified block style for cover letter, 155 Mooney, Bill, 201 morale, Dice user survey on, 59 My Jobs section on ClearanceJobs.com, 167 MyDice account, 162–163 MySpace.com, 17

N name and contact information, in resume, 102–104 National Agency Check (NAC/LAC), 218 National Association for the SelfEmployed, 203 National Association of Health Underwriters, 203 National Association of Insurance Commissioners, 203 National Industrial Security Program (NISP) basics, 209, 213 Operating Manual (NISPOM), 213, 218

■

M–O

naturalized person, personnel clearance of, 216 negotiating salary and benefits preparing for, 192 process, 194–195 relocation package, 193 through recruiter, 176–177 .NET, 8 Netscape Navigator, 7 network analyst, testimonial, 48–49 network devices, 10 network infrastructure, 10–11 network security, 11 networking asset statements for, 82, 89 by independent consultant, 201 at job fairs, 169 in job searching, 171–173 wireless, 14–15 New Century Schoolbook font, 120 new technologies, and skills development, 14–18 nickname, 103 NISP. See National Industrial Security Program Nolo Press, 206 non-compete clause, 177 Novations Group, 4 Novell certifications, 70

O objections, overcoming in interview, 185–186 objective in resume, 99, 105–106 object-oriented languages, 28 OCR (optical character recognition), 130–131 Office of Personnel Management, 212, 215 on-call rotations, 48

235

236

Index

■

O–P

online job searching basics, 159–161 with ClearanceJobs.com, 165–169 with Dice.com, 161–165 Oostendorp, Nathan (SorceForge.net Group), 17 optical character recognition (OCR), 130–131 Oracle Application Express, 20 basics, 7, 9, 30 certifications, 70 Data Warehouse Builder, 20 organization, of job search records, 175 organizational skills checklist, 78 orient, 100 orientate, 100 Orkut, 17 “overqualified” feedback, responding to, 107

P Padilla, Gina, on position as director of business development, 98, 176 page breaks, removing from eResume, 130 Palantino font, 120 paper for resume, 122 paragraphs in resume, length of, 102 patience, in networking, 171 PC Magazine, 14 people skills, for management position, 58, 60 PeopleSoft, 8 periodic reinvestigation (PR), 217 persistence, by independent consultant, 202 personal area networks (PANs), 15

personal pronouns in asset statements versus resume, 88 avoiding in resume, 101 personal qualities checklist, 79–80 personnel clearances, 215–216 personnel issues, 24, 43 phone interviews, 180 phone numbers in resume, 104 photocopying resume, 123 photograph with resume, 121 planning cover letter, 146 by project manager, 26 PMI (Project Management Institute), certification, 25 political activities in resume, 118 polygraphs, 216–217 portfolio for achievement evidence, 85 Possek, Anna, on IT project manager position, 25–26 Powell, John, on network analyst position, 48–49 power phrases in resume, 97 PR (periodic reinvestigation), 217 priorities for compensation, 192 professional affiliations, in resume, 118 professional experience, in resume, 111–114 programming, 12 project management basics, 8, 25–26 sample resume, 135–136 Project Management Institute (PMI), certification, 25 project-based work, resume addendum for, 119 proofreading, 100

Index

Provost, Beverly, on IT director position, 23–24 psychological realism, 200–201 punctuation in cover letter, 152

Q qualifications summary in resume basics, 106–109 samples, 109–110 quality assurance, 8 quantified outcomes in asset statements, 89–90, 91 questions in job interview, 182 quitting before finding new job, Dice user survey on, 57 R RDBMS (relational database management system), 7 RDP (remote desktop protocol), 48 real-world expertise, 68 record-keeping for job search, 175 recruiters availability to, 176 candidate responsibilities, 175–176 determining reputation, 160–161 general versus internal, 174 honesty of, 174 making the deal, 176–178 managing calls from, 176 payment for services, 177 relationships with, 174 responsibilities when working with, 175–176 running the numbers, 174–175 types, 173 Reed, Perry, on certification versus experience, 69 references list, 119 referrals, 205 regardless, 100

■

P–R

relational database management system (RDBMS), 7 relationship building, 60, 184 reliability in networking, 172 religious activities in resume, 118 relocation package, 193 remote desktop protocol (RDP), 48 resume asset statements in, 88–89 basics, 52, 54 biggest mistakes crowded or poor layout, 100–101 laundry list of duties, 98–99 layout, 100–101 no clear objective, 99 no customization, 99 poor wording, 99–100 too long, 97 too short, 98 typos and errors, 100 writing style, 101–102 for career change, 57 curriculum vitae (C.V.), 124–125 defining, 95–96 design and layout bold, italic and other styling, 121 font style and size, 120–121 margins, 120 spacing, 121 eResume basics, 96, 126–128 conversion, 128–131 keywords, 130–131 scannable resumes, 127–128 searchable resumes, 128 uploadable resumes, 128 functional format for basics, 55–56, 124 samples, 140 paper for, 122 personal pronouns and, 88

237

238

Index

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R–S

resume (continued) posting on Dice, 163 printing and distributing, 123 quality control checklists, 125–126 samples chronological, 139 database administrator sample, 133–134 eResume, 141 general sample, 132 project management sample, 135–136 systems administrator sample, 137–138 saving as ASCII, 128 traditional versus electronic, 96 writing traditional addendum, 119 certifications/licenses, 117 community affiliations, 118 education and training, 115–116 hobbies and interests, 119 honors and awards, 116 language skills, 116–117 military, 118 name and contact information, 102–104 objective, 105–106 professional affiliations, 118 professional experience, 111–114 qualifications summary, 106–110 technical skills, 110–111 Resume Manager, on ClearanceJobs.com, 167 Resumix, 128 reverse-chronological resume, 123 Ritchie, Shawn, on tech support management, 37–38 Robert Half Technology, 4 “running the numbers,” 174–175

S salaries, and job search, 52 salary and benefits negotiations preparing for, 192 process, 194–195 relocation package, 193 through recruiter, 176–177 Salary Wizard in Dice, 192 salutation in cover letter, 148 sans serif fonts for eResume, 129 SAP (Systems Applications and Products), 7 Saunders, Nathan, 68 scannable resumes, 127–128 school district, systems manager, 34–35 Schwartz, Lou, 108, 113 SCI (Sensitive Compartmented Information), clearance, 216 SCIF (Sensitive Compartmented Information Facility), 219 SCM (supply chain planning) software, 7 scripting asset statements, 87–88, 89 sealed criminal records, 185 searchable resumes, 128 Security Certified Program (SCP), 70 security clearances basics, 29 ClearanceJobs.com for job seekers with, 165–169 denials, 212 facility clearances, 213–214 general questions, 209–211 interim, 210–211 investigation types, 217–218 obtaining, 211 personnel clearances, 215–216 polygraphs, 216–217 process, 211–212 and software, 217

Index

security, contact information in resume and, 103–104 self-assessment business and management skill checklist, 77 cognitive skills checklist, 77 communication skills checklist, 78 of content knowledge, 74–75 creative skills checklist, 77 hands-on skills checklist, 76 interpersonal skills checklist, 78 organizational skills checklist, 78 personal qualities checklist, 79–80 technical skills checklist, 76 transferable skills, 75–79 selling home, when relocating, 193 seminars, listing participation in resume, 115 sending letters, planning for, 147 Sensitive Compartmented Information (SCI), clearance, 216 Sensitive Compartmented Information Facility (SCIF), 219 sentences in resume, length of, 101 servers, maintaining, 47–48 signature block in e-mail, 151 SII (Special Inquiry Investigation), 218 Single-Scope Background Investigation (SSBI), 218 site manager, 48 Sitton, Annie, on software test engineer position, 31–33 size of paper for resume, 122 skills future wanted, 14–18 inventory of, 74 most wanted, 6 requirements, 5 survey on update methods, 69 and training, 75

■

small talk in job interview, 189 Smith, Robin, on tech support position, 36–37 social security number, protecting, 160 social skills, 60 Society for Human Resource Management, 160 soft skills basics, 76, 108 in cover letter, 149 software analyst, testimonial, 28–29 software developer, testimonial, 29–31 software, licensing, 35 software test engineer, testimonial, 31–33 spacing in resume, 121 Special Inquiry Investigation (SII), 218 specialization, as independent consultant, 204 spelling errors in cover letter, 152 in resume, 100 SQL, 9, 20 SQL Server, Access and, 27 SQL Server Express, Access and, 27 SSBI (Single-Scope Background Investigation), 218 staffing agencies, 173 standards, 22 Stanley, Justin, 33–34 strategic planning, 24 street address in resume, 103 stress of systems administrator, 33 styled type in resume, 121 Sun Microsystems, 7 supply chain planning (SCM) software, 7

S

239

240

Index

■

S–T

Swanson, Elizabeth, on webmaster position, 46–47 synchronous e-learning, 41 system administration, 11 systems administrator sample resume, 137–138 testimonial, 33–34 Systems Applications and Products (SAP), 7 systems manager, testimonial, 34–35

T Tang, Eugene, on IT operations analyst position, 47–48 target architecture, 22 targeted job fairs, 169–170 tasks, allocation of, 62 team of IT professionals, 24 management, 13, 22 tech support management, testimonial, 37–38 tech support, testimonial, 36–37 tech writer, testimonial, 39–40 technical interviews, versus certifications, 30 technical knowledge, staying up-to-date, 62 technical skills checklist, 76 in resume, 110–111 reviewing before interview, 183 technical trainer, testimonial, 40–42 technical training, 13 technical writing, 12–13 technology job market, 4 telecommuting, 6 1099 form, 204, 206 test automation methods, 32 test batteries, 76

test methodologies, 31–32 testimonials business intelligence architect, 19–21 enterprise architect, 21–23 IT directors, 23–24 IT operations analyst, 47–48 IT project manager, 25–26 Microsoft Access developer, 26–28 network analyst, 48–49 software analyst, 28–29 software developer, 29–31 software test engineer, 31–33 systems administrator, 33–34 systems manager, 34–35 tech support, 36–37 tech support management, 37–38 tech writer, 39–40 technical trainer, 40–42 VP software and services, 42–44 web developer, 44–45 webmaster, 46–47 text-only format for eResume, 127 texture of paper, 122 third-party companies, for certification study materials, 71 third-party recruiters, 173 360-degree review, 86 time gaps in resume employment dates, 113 time management, 39 Times font, 120 “To Whom It May Concern,” 148 top secret facility clearance, 214 trade journals, writing articles for, 201 traditional resume addendum, 119 certifications/licenses, 117 community affiliations, 118

Index

education and training, 115–116 versus electronic, 96 hobbies and interests, 119 honors and awards, 116 language skills, 116–117 military, 118 name and contact information, 102–104 objective, 105–106 professional affiliations, 118 professional experience, 111–114 qualifications summary, 106–110 technical skills, 110–111 training for career change, 56–57 company opportunities for, 62–63 as IT position, 40–42 responsibility for, 38 in resume, 115–116 for tech writers, 39–40 technical, 13 transferable skills, identifying, 75–79 travel requirements, 6 trustworthiness investigation, 218 tutorials on the web, 21 type size, for name on resume, 103 typographical errors in resume, 100

U Ulanoff, Lance (editor PC Magazine), 18 U.S. Department of Defense, security clearances, 210 U.S. Department of Energy, clearances, 210 U.S. government, security clearances by, 167 U.S. Internal Revenue Service, 205 uploadable resumes, 128

■

T–W

V verbs in resume, 101 Visual Basic (VB), 8 Vitalstream, 67–68 vocabulary in resume, 99–100 volunteering, for community service projects, 53 VP software and services, testimonial, 42–44 W Wang, Lu, on enterprise architect position, 21–23 WANs (wide area networks), 15 Waterside Productions, Inc., 200 Web 2.0, 16–18 Web applications, 16, 20 web browser, Java-compatible, 7 web developer, testimonial, 44–45 web development and administration, 12 web resources, on certification study materials, 71 web services, 30 web2logo.com, 18 webmaster, testimonial, 46–47 weight of paper, for resume, 122 whether, 100 why-bother cover letter, example, 146 wide area networks (WANs), 15 Wi-Fi, 15 Wikipedia, 17 WiMAX, 15 Windows Server Update Services (WSUS), 48 wireless networking, 14–15 wording in resume, 99–100

241

242

Index

■

W–Z

work environment, 6, 54–55 work history, reviewing before interview, 183 worksheets for identifying content knowledge, 74–75 writing, technical, 12–13 written communications, 61

X XML asynchronous JavaScript and (AJAX), 16, 17 basics, 30 Y YouTube.com, 17