Presenting Yourself in Writing
Post on 07-Feb-2017
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Eight-to-five work in early years isn't likely to lead to rapid advance or to prepare you for un-predicated opportunities. If you are really in-terested you ought to be doing more. If you are a clock-watcher you aren't likely to develop in-terest . If you aren' t interested in your job you ought to consider a change.
Few technical curricula deal heavily in human relations. The technically trained man has become accustomed to dealing with perfectly reproducible resul ts and expects the same reaction every t ime under identical conditions and usually to working in systems with a relatively small number of vari-ables. This is as easy as shooting fish in a bowl compared with getting near perfect performance out of a system composed of human beings. Keep in mind tha t you are part of a system made up of human beings and your dealings with the others in t h a t system a n going to have a very definite influence on what happens to you personally. Keep in mind the fact tha t it is not only you but each of your colleagues who is hoping to come out with a little more than an average share of the good th ings of the world and to see everything that he or she is concerned with run as he or she would like i t . Remember that you don't prefer to work among people who are unpleasant to you or who are totally unconcerned with the interests of their colleagues. Technical progress has not yet made the Golden Rule obsolete.
Advice to the novice can't be specific on s tar t ing a career. But one warning can't go wrong: Don't underestimate the value of the first five years. I t ' s a time for feeling about and driving hard to gain experience and perspective before responsi-bilities are taken on to the point where flexibility may be reduced. Willingness to t ry new things is important. Many a man has been amazed to find what he could do by undertaking a project where he had no proof that he could succeed. Such ventures do wonders for self-confidence and this is basically important as he makes his way in the world against increasing competition.
Apparent failure early in life is not a very spe-cific thing, but a lot en be learned from it. So the young man shouldn't move in fear of undertaking something that might be difficult. The results of coming off well are a much greater positive in-fluence on the rest of his life than would be a lack of success and there is always much to be learned for future use from the latter.
Habits and att i tudes will be formed during the first five years and if they are based on serious study, acute observation, and lessons from experi-ence they can develop the personal characteristics tha t make for success. And it probably is not overdoing it to say that able people are produced through such development and that truly able people can do a good job almost anywhere. Work at th i s and at learning what you really get satis-faction from doing and the chances of failure are nearly eliminated.
Presenting Yourself in Writing CLARENCE H. WEISSENSTEIN
Director, Technical Personnel Recruitment, Atlantic Research Corp.
S o you're looking for a job? You've got some sell-ing to do ! Before you start out, make absolutely sure it 's the thing: you want to do, then go after it in earnest. Job shopping soon becomes appar-ent and seldom builds a substantial career.
The technical recruiter scans a staggering num-ber of letters, resumes, and formal applications. What does he look for most ; what is it that catches his eye and imagination; stimulates his interest?
These questions aren't answered in one simple sentence, but among the many variables leading to the hiring of any technical man, his written pres-entation plays a major role.
The first inquiry letter is used by the prospec-tive employer to screen out those applicants with training and ability meeting the job requirements. It is the only evidence he has of your qualifica-tions, and it is vital that your letter be concise, businesslike, to the point, and yet contain most of the pertinent facts. I t is an all-important intro-duction
This introduction is more effective when kept simple, and, like a baked potato, will lose its savor if overdone. Flowery or wordy phraseology is out of place, and the technical personnel recruiter takes a jaundiced view of a bulky, verbose master-piece.
Several people in the organization will need to evaluate your talents and seldom would these peo-ple all know you personally. The initial corre-spondence usually constitutes your first contact with your prospective employer.
The impact that this initial and subsequent let-ter has on the recruiter may largely determine whether the meeting will culminate in "courtship and marr iage." In this first letter, a brief state-ment of how you came to learn of the company and where you feel you might contribute is always in order. A request for additional company liter-ature is also pertinent. You can include a short statement on your reason if you are seeking to make a career change.
What constitutes an adequate initial contact? If you are not sure the organization is seeking
persons with your qualifications, a simple inquiry letter may suffice. However, you stand the risk of losing valuable t ime in supplying the additional information they will need for s tart ing a thorough examination. If you know you are seriously in-terested in the organization, self-interest dictates the inclusion of a resume as well. If you know
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the organization is seeking persons with your qualifications, courtesy dictates it.
Your resume should be prepared with care, not too long or too short, neat, orderly in arrangement, and on good quality paper. There are no "standard" forms, for each person's resume will contain information pertinent only to him. While individualism is generally good, the resume is not the proper stage for exotic presentations such as "Have Talent, Will Negotiate," or "Are You Looking for Vice Presidential Ability a t an Office Boy's Salary?" Likewise, copyrighted resumes are not as effective as the composer might think. Photographs are not necessary or desirable at this point.
The information in a resume will be most appreciated when it is presented in a definite sequence that gives a simple and chronological picture of your life, school, and work. A typical presentation which may be used as a guide is described on page 5.
The Follow-up Most companies make every effort to reply to
applicants' inquiries as soon as possible, but delays may result. If the initial correspondence is not acknowledged in a reasonable length of t ime (one to two weeks), a follow-up letter is certainly justified and you will usually find it most effective. Your follow-up letter should likewise be businesslike, short, and courteous and include a copy of the original letter as an enclosure. If this doesn't draw a reply, then the company selected is really "snowed" with applications, or your choice of companies may not have been a wise one in the first place. In any case, patience is golden and will earn the recruiter 's appreciation.
The Employer's Reaction The response to your first letter is usually di
rectly proportional to your training and experience and also to your ability to present your case effectively. Some of the factors that influence the recruiter 's reactions are : addressing by name, neatness, tone, conciseness, spelling, grammar, sincerity, and honesty. The effect of each of these is sometimes subconscious; however, each does
T h e A u t h o r - . ,,,, ....,..., * _ , _
^ mill I ""^^B C L A R E N C E H . WEISSEN-S8f ' ^ STEIN, director of technical per-4Kgpps ' \ . Y, sonnel recruitment for Atlantic
^ ^ ^ ^ ^ B ^ * that organization since 1952.
"^^^^^ ~% chemical engineering from Car-
^ ^ ^^ * n a ddi t ion. he has done some BflHHS99BMH9B3H graduate study in industrial and B ^ ^ ^ S ^ S ^ B 3 ^ ^ B | personnel management. He then
spent two vears with Hazel-Atlas Glass Co. as a color chemist in coatings and lacquers, fol-T..T -rsri Ky Hvr> vcars n th^ Arm ("" - s of ! fir f****? rTf* then worked as a manufacturing engineer with West ing-house Electric Co., in plastics molding, and finishing unti l o=co J. CS'S^a.
have an effect on the reviewer, whether good or bad.
Addressee. It is better to write the letter to a definite person, if at all possible. The Director of Technical Personnel is usually the logical person to whom such a letter of application is addressed .
Neatness. One of the big factors in making a letter of application more appealing is neatness. A typed letter is usually well worth the extra effort. Individually typed letters are more attractive to the person doing the screening, if they have been prepared on the standard typewriter with black type. Brilliant 'Wors attract attention but distract from the content of the letter which is all important. The personnel man likes to feel that his company has been singled out by the applicant. Even though the candidate may be sending this information to several companies, each copy should give the appearance of individual pi epaJtttiuii .
Tone. As for the actual covering letter itself, the general tone is important. The applicant is the one who is seeking the job and should govern his wording accordingly. Tone means the difference between a favorable or an unfavorable impression on the part of the recruiter. The candidate must put himself in the position of the man to whom he is writing by approaching the prospective employer from his point of view. While it is advisable and necessary to pttt the -S foot forwa*v by empha-sizing the "plus" values, the letter of application is not the pl