Which NOW problems can you help your target organisation to solve? Present yourself as the solution and doors will open.
The impact of the coronavirus on organisations, societies and the wider global economy is undeniable. It’s natural then that during the recruitment process, organisations are thinking about what the impacts have been for their business, and how the people they are recruiting can help them build a more successful future.
If you’re seeking a new role, it’s wise to think about this global health crisis from these three perspectives, and prepare your application with them in mind:
1. What have you learnt individually from this time?
2. What challenges is your target organization facing?
3. How can you help them solve their NOW problems?
1. YOUR Lockdown Learning
Showing what lockdown has taught you professionally – and how that can get you hired.
I wrote about exploring your personal lockdown learning earlier this year in this article. I shared two simple questions and a way to identify opportunities and ways forward that you are willing to commit to.
Use that framework as a jumping off point, then think about the following topics to ensure you’re totally clear on your professional learning:
· Culture and values – in practice
What has become clearer in terms of the best work culture for your own productivity and for your team as a whole? What have you changed or adapted to make this possible?
· Personal qualities
Which personal qualities have you strengthened or leaned into since the pandemic? Think about character traits like flexibility, optimism, productivity, or creativity, and how these have helped resolve new problems
· NOW problems
What new problems have you had to face and what solutions have worked or produced learning? Think about situations you have been responsible for and use the STAR technique to describe it (Situation + Task + your Actions + Results)
· Management flex
How have the leaders in your current organisation adapted and what has worked? Why do you think this is?
· Commercially thinking
What new ideas have been developed in working with clients, what new services or products have been developed? What’s worked, or not – and why?
· Team
How has your team been most deeply impacted by the pandemic? What has been attempted to resolve these and what’s worked? What’s missing?
· New learning
Which new skills, knowledge, strengths, values and purpose have emerged during this time? How is this relevant to your new direction?
Take your answers and craft them into a compelling story that frames your relevance for this organisation and this role.
2. THEIR pains
Think about the problems your target organization is facing now. This might relate to their industry and how COVID has restricted opportunities, or new problems that emerge as lockdown eases.
How can you find out?
I’m a great advocate of a two-pronged approach – scoping the landscape then moving up close and personal.
a) Start with desk-based research
What can you learn about the industry, the sector and this organization in particular? Who are their main competitors and what new approaches have they adopted? Explore with your favourite search engine, professional organisations, LinkedIn groups and their website or newsletter. What are they sharing on social media?
Highlight anything that seems most relevant to your expertise or experience. What needs further research and who can help?
b) Network research
This is where you can test out your initial findings and get behind the headlines. Who do you know at this organization and which of your connections has links there?
LinkedIn is a great way to approach this task – don’t be afraid to make a direct connection request or ask for an introduction via a mutual friend. Think carefully about how you build the relationship before diving straight into your questions with a new contact.
Your closest connection who is already working for the organization will be a potential source of valuable insider knowledge – start there.
But remember what this is all about – understanding what’s actually taking up most bandwidth in your target organisation. In their latest book ‘Designing Your Work Life’, Bill Burnett and Dave Evans call this ‘getting the story.’ It’s the oppositie of asking for a job because you are building relationship and potential advocacy while also getting the lowdown on what’s really happening in this organization / sector / industry.
If you’d like to hone these skills, you can find out more about strategies and tactics in my e-guide ‘Connections to Fuel Your Career Change.’ Feel free to contact me if you’d like to purchase a copy (£10.00)
learn how to build professional relationships that open doors
* how to approach new contacts
* how to set up and prepare for a meeting
* how to build relationships
* protocols and what to avoid
* following up
c) Applying to an advertised vacancy?
For an advertised vacancy, seek to understand why this job is being advertised now. Who can you speak to about it? Often there is a named contact in the job spec with an invitation to phone or email for an informal chat. It’s surprising how few people use this valuable opportunity, but those who do so also start to build a crucial relationship, thus coming into clearer focus among a sea of potential applicants.
This has worked for me from both sides of the table, so make the most of this gift of an opportunity.
Use the intelligence you gather from these three ideas to build a picture of 2-3 NOW problems that you know you can help with, then move onto the next step.
3. YOUR solutions
With a clearer idea of several pressing problems, it’s time to bring your own value into focus. How can you help in terms of:
· Experience – you’ve dealt with this before, this is what you did and why it worked. This is why it will work again – especially in these circumstances, or how you would adapt it
· Skills – think of specific skills you’ve developed that are highly relevant to the core problems. What evidence can you produce of the impact you’ve had using these vital skills?
· Values – which if your core values resonate with their organizational values? When you connect with authenticity, so much of the ‘fit’ falls into place
· Purpose or impact – this is about WHY you do what you do. Again, if there is an obvious connection with the driving purpose of the organization, make it clear
· Culture fit – what exactly is the culture of the organization and how does it suit the work conditions in which you thrive?
As you work through these prompts, try to craft a short statement outlining which problems you can help them solve. This is your niche and needs to be clear to you so you can convey it with clarity and conviction to them.
Questions for THEM
These questions might be useful during the research phase or during an interview. You will need to use tact and emotional intelligence in how and when you ask them. Each is highly relevant to a recruitment interview when you are asked if you have any questions for the interviewers.
Some industries may be more sensitive than others in how they share information, but each of these questions shows an awareness and professional curiosity that can position you favourably.
1. How has COVID impacted how you work and what have you done to counter the negative effects?
2. What are the major challenges your people have faced and what has this required of managers?
3. How have your business changed since COVID?
Only when you understand your value to an organization can you start to make a compelling case. This clarity has the added value of greater confidence in the approach or application you make.
It’s worth spending time to gain the clarity that will help you stand out from the crowd. If you need help with any ideas from this article, do get in touch. Opportunities are there for the making!