Transition Insight

"Veterans have very desirable traits and skills"
- Peter Leighton, SR VP, Combined Insurance

• General Dynamics Information Technology
• Boeing
• PNC
• Walmart - Sam's Club
• Takeda
• Safeway, Inc
• Accenture
• WellPoint
• LabCorp
• Kaiser Permanente
• Huntington Ingalls Industries
• Cook County Health & Hospital System
• Verizon
• PricewaterhouseCoopers
• The National Security Agency (NSA)
• Department of Veteran Affairs

• Proposal Coordinator - MD
• Associate Customer Service Engineer - Nationwide
• Telecommunications Expert - VA
• Associate Technology Consultant - Nationwide

• Hire Heroes USA
• Hire America's Heroes
• Jobless Warrior
• Veterans Inc.

Click here for a complete list and description of organizations of TAOnline.com growing Partners!

Which education benefit is right for you? The Post-9/11 GI Bill or the Montgomery GI Bill? Or, are you a Reservists eligible for a different benefit? Compare which you are eligible for and which would be the best for you at GI Bill Comparison.

Military Placement Firms, aka "Headhunters"
The right one will expand your network and increase your odds of success

© Tom Wolfe, author; all rights reserved; excerpts from Out of Uniform: Your Guide to a Successful Military-to-Civilian Career Transition; used with the permission of the author and publisher, www.potomacbooksinc.com.

Getting interviews is all about having contacts and a placement firm can be your contact at potential employers where you do not already have one. They establish and maintain relationships with their client companies. They get to know you, your search criteria, and your motivators. They help you get your foot in the door. More importantly, they know where all the doors are, who has the keys, and what is behind each of them.

A good placement firm will be more than just a doorman. Its counselors will also be excellent talent scouts, coaches, mentors and matchmakers. Most military personnel do not really know what they want to do in the civilian sector. Once they get beyond "work with people" and "management" they have a difficult time expressing their job objectives. The right placement firm will evaluate a candidate's marketability; identify areas of interest, and assist in preparing for interviews. Considering the amount of value this adds to your search, how much should you expect to pay?

Nothing. Really? How can this be? Placement firms are not charities. They have expenses. They work for profit. What is the source of their revenue? Their client companies value their services and pay for them. These fees can be substantial — as much as $20K on a $60K salary, for example. What is the economic justification? Using the placement firm can decrease or eliminate other expenses associated with recruiting. They will also increase the odds of both an offer and an acceptance, thereby reducing risk. Reducing risk saves money.

Although a good placement firm is an excellent tool to have in your transition toolbox, identifying the good ones and determining which one is right for you are not easy tasks. Here is a list of DOs and DON'Ts to help you in that selection process.

DO keep in mind that although placement firm personnel are also sometimes referred to as headhunters, many prefer to be called counselors, recruiters, personnel consultants or placement specialists.

DON'T assume they are all created equal. Most of them will profess or confess to some expertise or specialization.

DO seek out one that meshes well with your background and/or priorities. Some specialize in a particular geography or a specific industry or a target segment of the military population.

DON'T sign anything. The reputable placement firms will not ask you to sign any contracts or letters of understanding. Even if they do not require you to sign, the fact they even have one is a danger signal.

DO be selective. Yes, they will screen and interview you prior to taking you on as a candidate, but you should also interview them and ask for references.

DON'T pay any placement fees at any time. Make sure they are fully fee-paid by their client companies.

DO ask for a list of clients. Reputable firms are proud of their client lists and use them as a marketing tool. An unwillingness to disclose this information is a danger signal.

DON'T allow them to market you to companies without your approval in advance. Duplication of effort can lead to sponsorship conflicts, the resolution of which could damage you the most.

DO remain proactive in your self-sponsored job search beyond the activities of the placement firm. Be up-front with them about your independent activity.

DON'T work with placement firms that require you to cease all job search activity beyond what they control, regardless of how they attempt to justify such a restriction. A request for an "exclusive" relationship is great for them, but whose job search is it anyway?

DO ask them for their appraisal of your marketability and their ability to assist you in getting what you want.

DON'T register with more than two placement firms. If you pick the right one, one is all you need. Having a fallback position is a good idea, but keep in mind that if you reduce the firm's odds of placing you too much, then the incentive to assist you will also be reduced.

DO be up-front with the firms about your overall plan. Let them know the companies where you have inside connections. Tell them of your plans to use other placement firms, but remember – very few people like playing second fiddle.

DON'T self-sponsor to a company that the placement firm has proposed to you as a potential employer. Being up-front and ethical flows both ways.

DO keep in mind that a placement firm can be an excellent supplement to, but never a total replacement for, your overall search plan.

DON'T work with an individual who has very little experience in the business. It is his or her experience, knowledge, contacts, and savvy that gives you value. If you are assigned a rookie make sure he or she has the backing of an experienced team.

DO work with a placement firm with whom you feel some sort of a connection. Look for a feeling of trust, empathy, honesty, ethical behavior, and maybe even some background commonality. Personal, one-on-one contact is always preferred.

DON'T work with one where your file is continuously handed off to someone new. Look for continuity and closure. The good firms know that your long-term value to them as a representative of a client company in the future far exceeds the short-term value of placing you.

DO keep in mind that when all is said and done, you must look in the mirror to find the person who is most responsible for the final outcome of your job search.

Good Hunting!

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© Tom Wolfe is an author, columnist, career coach, veteran, and an expert in the field of military-to-civilian career transition. During his career he assisted thousands of service members in their searches for employment, placing more than 3000 in their new jobs. Prior to civilian life, he graduated from the U. S. Naval Academy and served as a surface warfare officer. He teaches transition courses, gives seminars on career and job change, writes about the career transition process, and continues to counsel current and former military personnel. His book, Out of Uniform: Your Guide to a Successful Military-to-Civilian Career Transition, was published by Potomac Books in 2011. Tom lives on the North Carolina coast with his wife, Julie, and their Chesapeake Bay retriever, Maggie.

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Syracuse Technology Certification program gaining momentum

SOURCE Syracuse University

Registration is already underway for the April start of the next Veterans Technology Program (VTP) through Syracuse University. This program is designed to enable veterans to create development plans specific to their personal skill sets, interests, and goals. The VTP is open to all post-9/11 veterans, employed or unemployed, with a minimum of a high school diploma. It is made up of four certificates, with courses delivered entirely online, so veterans can participate from any location at anytime.

The first VTP class in July, 2011 had 17 students. The seventh class, starting next month, will have close to 100. Dan Cohen, a former Army Captain and now Associate Director of Employer Relations — Veterans Advising, heads up the VTP at Syracuse. "The flexibility of the course curriculum means veterans with a high school diploma are working to attain the same certifications as veterans with a Master's Degree," said Cohen. "Enlisted personnel, Warrant officers, even Colonels have come through the VTP."

VTP participates can earn a variety of IT industry certifications, including Oracle, Cisco, and Microsoft Certifications. Other certifications include Program Management and Business Analyst. Students can either go through all three certification paths, or choose a specific certification. It takes about six-weeks, on average, to complete the initial certification according to Cohen. The second certification, Microsoft Office 2012, take about three-weeks to complete. At that point students, in consultation with their Academic Advisor, determine the best path to take. Once coursework is complete, the VTP program offers practice exams for many courses and even pays for the student to take the actual certification test. Cohen says the certifications aren't a substitute for a college education. But, he adds having a certification from a well-respected university like Syracuse is still something very special.

While 100 students are expected in the January, 2013 class, Cohen says the VTP still has room to grow. He says at current funding levels, a grant from JP Morgan Chase, the quarterly class size could grow to 250. To learn more about the VTP and apply go to http://get-vet.syr.edu/Apply/.

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What you need to think about when interviewed by a younger interviewer

Reprinted with permission - HRNASTY.com

Interviews are stressful enough but being interviewed by a younger interviewer can add additional psychological complications. First, put yourself in the less experienced persons' shoes. If you were a 20 or 30 something and interviewing someone 10 - 20 years your senior, how would you feel? More than likely, you are going to be a little nervous. This is why making the younger interviewer feel comfortable and important is the NUMBER ONE thing you can do to increase your chances of success with any demographic. No one wants to interview someone that makes him or her feel uncomfortable. If they don't feel comfortable interviewing you, they are not going to stick around and see if they are comfortable working with you.

1. Your number one goal is to treat your younger interview as an equal I am generalizing and being a rebel here, but I am trying to make a point. I know the following stereotypes affect ALL demographics. The younger interviewer may lack a few personal or professional qualities and these should NOT come as a surprise to any candidate regardless of experience level. This younger interviewer could be a gatekeeper, peer, or potential manager so you absolutely need to treat them with the same respect you would a similarly experienced peer. I have talked with candidates after being interviewed by a younger interviewer and the fact that one of the below is mentioned tells me that respect was lost. Although the candidate doesn't think their disdain showed, trust me 9 times out of 10, the younger interviewer took notice as well and the game was cut short. Don't let any of the below throw you off your game (and yes, I am generalizing here):
   • The younger interviewer may be dressed significantly more casually than you are
   • The younger interviewer may not have the polish, manners or consideration that you do
   • The younger interviewer probably won't have the interview experience that you do
   • The younger interviewer may not recognize the brands on your resume, including Fortune 100 companies
   • The younger interviewer may ask more tactical or day to day questions than strategic questions. I could have checked all of the above bullets when I was in my 20's and early 30's and I would have been a little uncomfortable interviewing a potential boss. When I first started interviewing C level execs, I know I was nervous, but over time, I learned a lot about how to handle myself from these more experienced candidates.
2. Over 40 stereotypes As with any group, there are stereotypes. Assumptions are made and questions will be asked, but they will all point to 3 questions:
   • "Can you not just do the job but improve the role?"
   • "Do you have a passion for the work?"
   • "WILL YOU FIT IN?" or "CAN I WORK WITH YOU?" Regardless of your background or what demographic you represent the first two requirements "can you do the job" and "do you have a passion for the work" are pretty straightforward to prove. Prior jobs, bullets on a resume, and a few job related interview questions on your experience make this one relatively binary. In my opinion, the third bullet is the most important. Will you fit in? Can I work with you? If you are over 40, there are a number of possible stereotypes (as unfair as it may be) working against your demographic.
   • Not up on technology or resistant to technology
   • Not willing to work long hours because of family or health
   • Do not understand, or worse, do not want to understand social media
   • Not willing to roll up your sleeves and do the grunt work
   • Stuck in an old fashioned way of doing things All of the above are very tough jabs, and unfairly so. I understand this. Every group has stereotypes that are battled on a daily basis. The candidates that win this game are the ones who convey that they have broken the stereotype. They are comfortable with who they are, and what they represent. As much as you need to "break the stereotype", what is even more important is to not reinforce the stereotype. The first bullet listed above is "technology". If you come into an interview with an old flip phone, a day planner for a calendar, or mention that you resist Facebook, you are reinforcing the stereotype. I have a good friend that is Asian and there are a number of things you will not catch him doing. You will not see him wearing a camera around his neck or driving a lowered Honda with a big exhaust pipe and racing stickers. In his mind, no professional corporate image is going to be reinforced with either of these images and to some degree; these things are only going to make his friends feel uncomfortable. "Uhh dude, do you know what you look like with that camera around your neck?" You don't rike my camura? It's a Cashio doggy."
3. It's not what you say, it's what people hear Some of the most innocent things candidates over 40 say to a younger interviewer will end an interview. It isn't intentional, it isn't mean spirited, and sometimes the person interviewing the candidate isn't even able to figure it out, but they walk away with the feeling "the candidate talked down to me". If I hear any of the below bullets in an interview, the candidate is probably working against themselves.
   • You said: "You are young, you still have plenty of time to experience x, y and z."
   • They heard: "You feel that your experience makes you more knowledgeable than me."
   • You said: "This is before your time but" . . . (You want to call your age out, start with this!)
   • They heard: "I am obviously older and wiser than you."
   • You said: "Kiddo, young fella, young lady etc": Addressing anyone with these terms of endearment is not endearing and I do hear this on a regular basis.
   • They heard: "You call me what I assume you call your child. If I am looked at like one of your children, how will I be treated?" You can score neutral points if you can subtly show that you recognize what is important to this demographic.
   • Like all demographics, younger people want to be treated as a peer, not like someone that is "less in any way".
   • This generation wants to work with people that are passionate about their product or service. This isn't "just a job" and no one wants to work with co-workers who look at their position as "just a job".
   • The opportunity to learn new skills and concepts.
   • One way to show equality is to ask for an opinion. This is something you would ask of a peer or someone with a similar amount of experience as you. You do not have to ask a technical question. The following are questions, which ask for a personal opinion and usually have a positive answer.
   • "What attracted you to work at Acme Publishing?"
   • "What do you like about working here?"
   • "What advice would you have for anyone that starts with this company?" We absolutely need to speak to not just this generation, but ALL demographics the same exact way you would speak to someone your own age or with your own background. Just because they are interviewing you doesn't mean they are not as nervous as you are. They probably do not have as much interview experience as you so make it easy on the younger interviewer. Drive the conversation and answer the questions you know they want to hear answers to before the questions are asked. One way you can get a younger interviewer on your side is to convey that you are there to help them just like you would be there to help a peer. You colleague with peers, trading new ideas back and forth, challenging each other in a productive way. Do the same with younger interviewer and your age will not be an issue. Teammates and equals are hired. Parents, bosses, and know-it-all's are declined.

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Are you TAOnline.com Featured Hero Material?

By Ron Rutherford
Business Development Manager, TAOnline.com

TAOnline.com knows the job market is very competitive. We see the same monthly unemployment statistics you see. We know veterans and non-veterans are competing for similar jobs. We also know, according to a recent report, most companies would rather hire a veteran over a non-veteran.

But, employers cannot hire what they cannot see. And, in today's job market veteran job seekers should capitalize on every tool at their disposal to get noticed. That's one of the reasons TAOnline.com launched our Featured Hero program.

The Featured Hero service spotlights highly skilled veterans seeking employment. This unique enhancement is completely free to the TAOnline.com job seeker. The benefit to the jobseeker:

• Tell their story beyond their resume
• Puts a face with the name (picture is required, preferably in uniform)
• Discuss their goals, experience, expertise, and how that combination will benefit employers using TAOnline.com
• Minimum 30-day highlighted exposure as Featured Hero seen throughout Employer portion of TAOnline.com

Employers can view these Featured Hero profiles and resumes free of charge. "We're frequently perplexed by some of the candidates we see without a job," explains Debbie Glynn, TAOnline, Senior Account Executive. "The Featured Hero program is our way of saying thank you to these particularly special people," continues Glynn.

Does it work? One of our Featured Heroes has a new job. While all veterans are heroes, only a few will qualify as TAOnline.com Featured Heroes. If you believe you have the makings of a TAOnline.com Featured Hero, click here to apply. (Login required)

Do you have questions about the program? Email me at ronr@taonline.com

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