When Choosing a Job, Culture Matters - Bill Barnett - Harvard Business Review

Some organizations will excite you. They'll stimulate your success and growth. Others will be stressful. They may lead you to quit before you've accomplished much or learned what you hoped to. With the pressure (or excitement) of finding a new job, it's all too easy to pursue a job opportunity or to accept an offer with only a hazy view of how the institution really operates. The path to an institution you'll like is to investigate the culture you're thinking of joining before you accept the position.

Sean (name has been changed) is a master at this. He pursued a job offer at a Fortune 500 company to be the first Chief Administrative Officer (CAO). He was well-qualified, presented himself well, and got the offer. He'd been competing with capable people. He was proud he'd "won the contest."

The next step was a return visit, after which he'd decide to accept the offer. Sean had already learned a lot about the company's businesses and some things about the organization. His priority now was culture and how the new position might fit: "I asked people, 'What are you excited about? What are you proud of? Who are your close friends in the company? How does the group function together?'" Sean learned things like who the heroes were, what made them successful, and what his biggest challenges and opportunities would be in the job. The different people he met with were learning from his questions. It was almost like he already worked there, and they were jointly determining how to make the new role successful.

Surprisingly, Sean turned down the offer. The new role was a misfit in the company's culture.

As he learned more about the company, Sean questioned how he'd be viewed as the first CAO in a company where everyone else focused on bottom-line results. It was a highly performance-driven environment with lots of business units. Corporate staffs were secondary.

"I asked how they'd keep score on me, how they'd really know I was making a difference," he said. "We never got to satisfactory answers to that question. They weren't hiding anything. This CAO position was a new one, and they didn't really know."

Sean was concerned that this new position wouldn't fit in the company's culture, that he wouldn't really be accepted, and that it wouldn't be a springboard to the line job that he really wanted after two or three years as CAO. He might have made it work, but why take the risk?

It's not uncommon for job seekers to enter organizations without understanding the culture and come away disappointed. When considering a new job, be sure to investigate the institution's culture. Consider these questions to guide you:

1. What should I learn? Understand the organization's purpose — not just what they say they're doing, but also how their purpose leads to decisions and what makes them proud. Learn how the organization operates. For example, consider the importance of performance, how the organization gets things done, the level of teamwork, the quality of the people, how people communicate, and any ethical issues.

Except for ethical issues, there's no absolute standard of what's best in organizational culture. Different purposes and different organizational features can be more or less appealing to different people. When you understand how the potential employer operates, you'll need to consider how well that matches your goals. Your target organizational culture is an important part of your aspirations.

2. How should I learn? Read everything you can find about the institution, but read with a critical eye. Institutions have formal vision statements, and they often mention cultural topics in other public reports, but these documents are written with a purpose in mind. Independent writers take an independent perspective. They can be more critical, but they can miss details and get things wrong.

Discuss culture with people in the organization. You'll talk to people in the interviewing process, of course. But you may learn different things if you meet others there who aren't involved in your recruiting process. Also talk to people outside the organization who know it — customers, suppliers, partners, and ex-employees. Their different experiences with the institution will affect their views, so ask about situations where they've seen the culture in action.

3. When should I learn? It's hard to learn about culture at an early stage in your search. But your impressions can guide you to target some institutions and avoid others.

Culture may come up in job interviews, although it may be complicated to do much investigation when you're trying to sell yourself. People sometimes worry that discussing culture might make people uncomfortable and put a job offer at risk. The culture topic is certainly not off-base, and it is necessary to know for future growth in the company. Hiring managers should expect it. Whether it's in interviews or after you have an offer, you'll do best if your questions show you're learning rapidly about the organization, taking the employer's perspective, and beginning to figure out how to succeed there. Culture questions can cast you in a positive light. Sean's line of questioning confirmed the CEO's judgment to hire him, even if Sean didn't like the answers.

What's your view of how culture affects the job search? Has culture played a part in how you choose your future employer?

Workers, Take Off Your Headphones - Anne Kreamer - Harvard Business Review

Technology, for a free-lancer like me, creates a powerful and not entirely mad illusion that we work in a peopled environment of rich diversity and experience. As I sit to write each morning, I draw upon the vast network of people (many in active chat windows) with whom I've worked in the trenches over the course of a 35-year career, while also having the benefit of opinions and insight by expert strangers a click away. I sometimes even wear earplugs that allow me to immerse more deeply into my subject matter, creating a bubble that blunts distractions and sharpens my focus. For me, it's the best of both worlds. Alone, and yet truly interacting with people, even if they are across town or in a different country.

But what about younger people just entering a traditional office environment? The necessary and artful tango between inner-directed and outward-focused, first chronicled in David Reisman's landmark 1950 book The Lonely Crowd, has been problematically transformed by technology. There's a new lonely crowd in the workplace.

My informal survey of a dozen people I know under the age of 35, working in a range of desk jobs, all in the U.S. — law firms, big entertainment companies, small start-ups, publishing houses — revealed that whatever the design of their office spaces, most younger people in our increasingly post-telephonic office world wear headphones about half of the time they're working. And all but one of those I interviewed said that they had at least one G-chat or Skype window open throughout the day, every day — some of them checking in with as many as five non-work friends or family members every hour. And the majority of these young workers said that they felt far more connected moment to moment with people outside their workplaces than with any co-workers — the nearby colleagues, including bosses, with whom they communicate primarily through e-mails or chat programs.

This is very much a new world with myriad legal and security issues for both employer and employees, which are beyond the scope of this post. My focus, rather, is on the profound impact these new 21st century forms of divided attentions and isolation have on the psychology of individuals and company cultures, how they make people more than ever all alone among a group of nominal comrades.

Missing out on opportunities to contribute and advance

One person with whom I spoke told me that "wearing headphones actually makes me feel anxious a lot of the time, because I'm always worried that someone might ask me a question or say something to me and I'll miss it." This person is right to be concerned. Over the course of my earlier professional incarnations I worked in mission-driven organizations with more or less open office plans — Sesame Street, SPY magazine, Nickelodeon — where much of our successes were driven by the invisible but powerful sense of shared purpose generated by the news and information that was simply overheard. If I'd had headphones on, exclusively aware of the work in front of me, I would have missed out on important details, let alone the collective high that was experienced when a good piece of news rippled through. The more I participated in the ambient, informal life of the office, the more committed I became to the work of the company. A company spirit formed and evolved, and I shared in it unconsciously and consciously.

These days, by contrast, as one young interviewee put it, "usually whoever is talking to me will make sure they get my attention if I didn't seem to hear the first time. I've never missed something urgent, usually just part of a conversation that was going on in the office." Precisely. It's just that kind of loss of daily osmotic information exchange and collaborative bonding that ought to concern 21st century employees and employers. It's about information exchange, resource exchange, idea generation and on and on. If an employee is glued to her desk with headphones on, immersed in music and G-chatting with her best buddy, she is missing the opportunity to create relationships with people on the job who might be launching a project for which she'd be perfect, or who's kicking around the idea to launch a new firm that needs precisely her talents. It's a huge and real loss in terms of career development.

Companies also lose some of the opportunity to have employees contribute new ideas that might be percolating within the larger culture but under the radar of the organization. Because actionable cultural knowledge is now so diffuse, to remain competitive companies need all employees to bring fresh thinking into the workplace. Imagine an employee who happened, say, to be the roommate of someone launching a startup in 2010, and missed out on overhearing a colleague ask if "anyone knows anything about this new app that colorizes photographs so they look old-fashioned" — extreme, yes, but even short of missing out on an early partnership with Instagram, every company must be configured to into tap a workforce's collective informal knowledge base as much as possible.

Eroding employee loyalty

The image of legions of headphone-wearing employees sitting silently at their workstations, oblivious to the flesh-and-blood community around them but actively engaged with a virtual world, seems like a dystopian future envisioned in movies like Minority Report. But that future is here. A Wall Street Journal piece on the "officeless office" had a sidebar with six new rules for office etiquette which included #1, no sneaking up; #5, limit chit-chat; and #6 use headphones. That may increase a certain kind of productivity, but at what cost?

Management professors Sigal Barsade at Wharton and Hakan Ozcelik at Cal State Sacramento are among the pioneers in studying how employee isolation correlates with organizational outcomes. In a recent study, they found "because they feel more estranged and less connected to coworkers, lonelier employees will be more likely to experience a lack of belongingness at work, thus decreasing their affective commitment to their organizations." Something to think about before you decide to limit social chit-chat or put those headphones back on.

A drain on innovation

Isaac Kohane, co-director of the Center for Biomedical Informatics at Harvard Medical School, has studied if and how scientists benefit from close physical adjacencies at work.

Even though scientific research obviously has been enhanced by internet connectedness (the web, after all, began 23 years ago as a vehicle for scientific collaboration), Kohane and his researchers found "striking evidence for the role of physical proximity as a predictor of the impact of collaborations." As Kyungjoon Lee, a research assistant on the study put it, "science is all about communicating your ideas so others can build on them." It seems obvious to me that not just science but most professional pursuits significantly benefit from this kind of perpetual accidental physical-world collaboration. But as my interviews revealed, when we put on our headphones and fire up our messenger client of choice, we effectively make ourselves remote telecommuters even when we are physically present.

Is there an upside?

Headphones can operate as a visual "do not disturb, I'm working" signal for employees who, in open-plan offices, need solitude in order to execute their work. As one interviewee told me, her headphones "put me in a 'get stuff done' frame of mind" and others reported that headphones made them "more focused" and that work was "more fun." Being able to achieve that sense of solitude when necessary is clearly important.

Organizational psychologists such as K. Anders Ericsson at Florida State and Adrian Furnham at University College London have studied the phenomenon. "If you have talented and motivated people," Furnham says, "they should be encouraged to work alone when creativity or efficiency is the highest priority."

And instant messaging at work can have its uses. As my editor at HBR says, "I instant-message with colleagues who sit next to me. It seems the best way to brainstorm headlines." IM can also cut down on the number of time-consuming emails sent and received, and help employees who are actually physically remote communicate more easily with people in the office.

But organizations need to develop protocols that avoid making isolation the universal default office norm, and that encourage face-to-face interaction. Some personal-bubbledom is necessary. But too much creates a lonely crowd.

How can you find the right balance? Accept the reality of our electronically networked workplaces and private digital media consumption. The new workforce, raised on perpetual multi-screen multi-tasking, would not be able to function well in a closed, 20th-century-style environment. Rather than creating unenforceable rules, employees and organizations should be helped to understand what's being lost in the process of mindless, unplanned mass capitulation to the machines. Create working environments that encourage physical interaction; have small lunches that cut across hierarchical levels; include people who tend to shy away from group activities to participate in the softball team or fantasy football or Oscar pools. And keep managing by walking around, even though text-messaging and email seem to make real-world encounters unnecessary. As Rachel Silverman and Robin Sidel reported in their piece on the officeless office, GlaxoSmithKline, which has saved $10 million in annual real estate costs by shifting 1,200 employees at one New Jersey site to unassigned seating, found that decision-making among their staff had risen by 25% primarily because e-mail exchanges had been replaced by good old-fashioned face-to-face conversations — conversations that never would've happened had all their employees been wearing headphones.

How Recruiters See Your Resume - Business Insider

What Recruiters Look At During The 6 Seconds They Spend On Your Resume

Vivian Giang | Apr. 9, 2012, 12:04 PM | 1,355,687 | 205

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Although we may never know why we didn't get chosen for a job interview, a recent study is shedding some light on recruiters' decision-making behavior. According to TheLadders research, recruiters spend an average of "six seconds before they make the initial 'fit or no fit' decision" on candidates. 

The study used a scientific technique called “eye tracking” on 30 professional recruiters and examined their eye movements during a 10-week period to "record and analyze where and how long someone focuses when digesting a piece of information or completing a task."

In the short time that they spend with your resume, the study showed recruiters will look at your name, current title and company, current position start and end dates, previous title and company, previous position start and end dates, and education.

The two resumes below include a heat map of recruiters' eye movements. The one on the right was looked at more thoroughly than the one of the left because of its clear and concise format:

recruiters resume

TheLadders

With such critical time constraints, you should make it easier for recruiters to find pertinent information by creating a resume with a clear visual hierarchy and don't include distracting visuals since "such visual elements reduced recruiters’ analytical capability and hampered decision-making" and kept them from "locating the most relevant information, like skills and experience."

Don't Miss: 22 Executives Reveal The Biggest Mistakes They Ever Made >

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The AJ launches campaign to raise women architects’ status | Architects Journal (U.K.)

Shock survey results as the AJ launches campaign to raise women architects’ status

12 January, 2012 | By Richard Waite, Ann-Marie Corvin

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  • RUTH REED, RIBA PAST PRESIDENT

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Data from the AJ’s first Women in Architecture survey show that 47 per cent of women claim that men get paid more for the same work, and almost two-thirds believe the building industry has yet to accept the authority of the female architect

Nearly 700 women completed the survey, which quizzed women about career challenges as well as sexual discrimination, children, pay and role models. The survey was open to all women working in the built environment. The major investigation is part of a wider campaign by the AJ to raise the status of women in architecture, which includes the launch of three new awards (see report attached).

Worrying findings included claims by nearly two-thirds of women that they have suffered sexual discrimination during their career in architecture, and that 22 per cent experience sexual discrimination on a monthly basis or more often.

Zaha Hadid was named as the woman who had made the greatest contribution to women in architecture. But many felt that there was a lack of female role models, and Hadid drew divisive responses.

The Iraqi-born Stirling Prize winner was praised for showing how ‘female architects can be well respected and successful’, but criticised for failing to achieve a work/life balance: ‘She has achieved fantastic things over the course of her career, but at what cost? Sacrificing family for your career is not being a role model.’

Eighty per cent of women thought having children put them at a disadvantage in architecture. In contrast, only eight per cent felt raising a family would harm their male counterparts’ careers.

More than a third said that they had difficulty going back to work after starting a family, with many respondents lashing out at inflexible working conditions, ‘long hours and expectation of unpaid overtime’.

Although around 40 per cent of all architecture students are female, just 20 per cent of British architects in practice are women, according to statistics from the ARB. Richard Waite

The greatest contributors to the status of women in the architectural profession

The greatest contributors to the status of women in the architectural profession

 

Women in Architecture Survey Results in full

The AJ Women in Architecture survey was open for one week to all women working within the construction industry. 671 women responded; 48 per cent were architects, eight per cent architectural assistants, and students formed 24 per cent of respondents.

Pay

Low salaries and the disparity between what male and female colleagues earn remains a major issue within the profession, and a source of huge frustration for many of those completing the AJ survey.

An astonishing 47 per cent of female respondents believed that they would earn more if they were male, with 44 per cent claiming that male colleagues who do the same or a similar job at their practice earned more than them.

Anecdotal evidence backed up these figures on pay inequality. One respondent who gained a distinction at Part 2 was offered a position at a leading practice, with a salary £3,000 less per annum than her partner, who was also a Part 2 in the same firm. She said: ‘I negotiated a better salary but it was still £500 less than my partner, who only graduated with a 2:1 from the same university.’

Respondents’ remarks on the perceived gender salary gap also suggested that men might be more brazen when it comes to negotiating pay. One woman said: ‘Having to argue for every pay increase means some women are paid less. Men tend to find it easier to confront bosses.’

There is however a reticence to discuss earnings with colleagues, with 54 per cent stating that they did not think that everyone should know what their colleagues earned. Some believed that they will face disciplinary proceedings for comparing earnings, but since the Equality Act 2010 this has not been the case.

How much do you earn on average per year?

How much do you earn on average per year?

The level of pay in the profession generally was a concern for most of those surveyed. Nearly two-thirds of women, working both full- and part-time, earned less than £29,000 a year (60 per cent), with almost a quarter bringing in less than £19,000 per annum (23 per cent).

An alarmingly low nine per cent of those working full-time were earning between £41,000 and £50,000 (the typical pay for an associate being £46,000, according to the AJ100 median pay figures, see AJ 19.05.11). And just nine per cent of our respondents earned director-level pay, more than £51,000, suggesting the majority of female architects hit a glass ceiling at some point in their career when it comes to pay and promotion.

Of those women in full-time employment, 24 per cent earn between £30,000 and £40,000; the median pay from the 2011 AJ100 survey puts the average architect’s salary at £37,000.

For part-time workers, salaries which might also have to cover childcare seemed particularly low, with the majority (26 per cent) reporting earnings of between £19,000 and £25,000.

Many pointed out that some women will have only just finished their seven years’ training when they start considering maternity leave and the possibility of part-time work. ‘You generally qualify in your mid to late twenties, so it does feel like you don’t achieve a great deal before stopping.’

Thirty-five per cent of the women we surveyed thought that in the current economic climate, pay parity was likely to decrease. As one respondent noted: ‘The recession will have a greater impact on women – the profession finds it difficult to accommodate part-time working, a much more important issue for women with young children.’

ANNABELLE TUGBY OF ANNABELLE TUGBY ARCHITECTS

ANNABELLE TUGBY OF ANNABELLE TUGBY ARCHITECTS

Discrimination

Nearly two-thirds of respondents (63 per cent) have experienced sexual discrimination in their architectural careers. Incidents vary from the subtle – ‘being given more secretarial work to do than my male Part 1 colleagues’ and ‘difference in treatment on return from maternity leave on part-time basis’ – to the blatant: ‘I have been asked if I’m menstruating, been told my salary will be reduced as a result of being pregnant, and have been taken off jobs on site when pregnant.’

Have you ever suffered sexual discrimination in your career in architecture?

Have you ever suffered sexual discrimination in your career in architecture?

Fortunately sexual discrimination does not appear to happen often, with respondents witnessing it either ‘very infrequently’ (32 per cent) or ‘never’ (18 per cent).

Contrary to many of the responses from leading architects published later in this issue (see for instance Cindy Walters on page 46), respondents to the survey claim discrimination is more likely to occur on site than within the architectural practice.

As one woman noted: ‘I’ve never experienced discrimination within architecture, but when working with builders this occurs approximately quarterly.’

Another wrote: ‘Even if the people in your practice and your client respect you, going on a site visit dressed appropriately and trying to appear professional is somewhat undermined when you are being wolf-whistled at by builders.’

Little wonder then that only 17 per cent of women taking part in the survey believe that the building industry has fully accepted the authority of the female architect. Most, a huge 61 per cent, believe that this hasn’t happened yet, while a further 22 per cent aren’t sure.

Others believe that professional associations are to blame for the demise in the authority of both male and female architects because, as one woman puts it: ‘Organisations that should be looking after the profession in the long-term (such as the ARB and the RIBA) are too archaic, and largely out of touch with the profession as a whole.’

Most agreed. A whopping 82 per cent said that the RIBA should be doing more to tackle the gender imbalance and improve the retention of women within the industry.

Children

Raising a family and working in architecture is regarded as a big challenge for 80 per cent of women, who felt that having children put them at a disadvantage career-wise. By contrast, only eight per cent felt that children hurt their male counterparts’ careers. Respondents reported that there are currently few practice-based part-time positions, especially senior project-based roles, so having children harms the primary carer by virtue of having to decrease the amount of hours they dedicate to the profession. And, as respondents stated throughout this survey, this still generally tends to be women.

Did you have difficulties resuming your career after having children?

Did you have difficulties resuming your career after having children?

Most part-time workers who took the survey were aged between 30 and 40, and more than two-thirds (69 per cent) had children. They comprise mostly architects working in the private sector (32 per cent) followed by partners, directors and sole practitioners (13 per cent). Of those who worked for themselves, 46 per cent said that they became self-employed or set up their own practice since becoming parents – although not always willingly: ‘I experienced a lack of willingness to consider flexible or part-time working after I finished maternity leave, effectively forcing me to resign my post and set up as self-employed’. 

Source: AJ Women in Architecture Survey

Source: AJ Women in Architecture Survey

However, others enjoy the freedom and flexibility that being their own boss can offer. ‘As a sole practitioner, I am able to work the hours I want to. This may translate into less pay, but I like calling the shots.’

Another respondent found employers’ fear of flexible and part-time work ‘ridiculous in this age of remote access, iPhones etc’. She added: ‘It is possible to arrange your week and manage your time to suit client requirements, but it takes a well-organised office which unfortunately does not describe many architectural practices.’

RUTH REED, RIBA PAST PRESIDENT

RUTH REED, RIBA PAST PRESIDENT

A male profession

‘Architects are seen as middle-aged men in waistcoats and bow ties, and often are!’ noted one woman. The architectural profession remains statistically male-dominated – and thanks to the recession it is now even more so. According to 2010 statistics from the ARB, 20 per cent of the UK profession is female – a rise of five per cent since 2008. The majority of respondents believe the profession is ‘too heavily male’ (63 per cent), although some stated that this merely ‘reflects the work culture, its demands and a woman’s other priorities’.

Some women outlined areas within architecture where women seem better represented – the ‘design’ side and the ‘softer’ side, such as residential and interiors. But it appears that some women are narrowing their field of expertise while still at university because, as one woman notes, ‘it seemed like architecture was 95 per cent guys’.

The ‘practical work’ and being ‘a lead architect on site’ is something that more women would like to experience, but survey responses suggest that especially for those who work part-time, this still isn’t an option. This might explain why most (55 per cent) felt that there are currently not as many opportunities for women as there are for men in architecture. Ann-Marie Corvin

EQUAL TERMS – EQUAL PAY: THE LAW

EQUAL TERMS – EQUAL PAY: THE LAW

Readers' comments (1)

  • Yasmin Shariff

    Yasmin Shariff | 12-Jan-2012 10:26 am

    Most architects (male and female) do not want to admit there is a problem and you can't fix something if you pretend it doesn't exist. Architects see themselves as egalitarian but clearly the facts do not support this supposition. There is lots that can be done- other professions are doing a lot better.

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© Gensler, 2011. All rights reserved.

Gensler is seeking a talented and innovative architect for a leadership position in its Chicago office. The primary responsibilities of the Project Director will be leadership of project teams focused on design and delivery of large-scale urban architectural projects, as well as development of client relationships and opportunities for new and repeat business.

For Gensler, successful buildings capture the spirit of their surroundings, even as they assert their own identity. They’re visually appealing, healthy, comfortable, flexible, secure, and efficient — a pleasure to be in. And they pay their way, adding real value for their owners and users.

Gensler architecture reflects their knowledge of how people and organizations use and experience place and space. They work collaboratively with clients, communities, and end-users to create buildings that work well on every level, inside and out. They deliver them across their global markets with a consistently high standard of service.

Representative market segments for the North Central Region, based in Chicago, include: Commercial Office, Corporate Headquarters, Education, Health & Wellness, Hospitality, Master Planning & Urban Design, Mission Critical, Mixed-Use/Entertainment, Retail Centers, Science & Technology, and Sports.

Role and Responsibility:

Gensler is organized around a highly collaborative studio leadership model, reflecting our core values and working style. From a management point-of-view, 
a Gensler Studio must successfully combine design, development, and key elements of practice management, including client marketing strategies, business development, client relationship management, financial sustainability, and delivery of professional services — focusing on creation of value for the client and the firm.

Accordingly, a Project Director is part of the Studio’s senior leadership team that is responsible for integration of design, management, and technical expertise. A Project Director works in concert with Design Directors and other studio leaders to achieve goals related to project quality and process, while satisfying client requirements — a hallmark of all Gensler projects. A Project Director has primary responsibility for building and sustaining relationships that lead to new commissions and continuing business with clients, and during the course of a project, will be responsible for management of the client relationship, as well as management of project teams that may include a range of consultants and collaborators, both internal and external.

As a member of a Studio’s senior leadership team, a Project Director based in the Chicago office will also collaborate with other practice leaders within the North Central Region and across the platform of the firm in order to develop projects that achieve distinctiveness and recognition for clients and the firm.

For more information about this position, please visit our website: nextmoon.com

 

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This leadership role is all about talent and people. As a strategic leader and a "hands-on" implementer of initiatives and programs, this leadership role will focus on building and broadening the existing human resources offering in alignment with the goals and objectives of the business.

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Architizer Blog » The Best Cover Letter You’ll Ever Read

We’ve all endured either the reading or writing of a painfully formal cover letter – one of the more miserable elements of professional etiquette. Nonetheless, the cover letter is here to stay, since it serves as a litmus test of your sanity, proving that you can string a few sentences together without (a) swearing, (b) ranting, or (c) making any serious grammatical errors.

Today, we witness the innovation of the entire medium. Patrick Ethen, an architecture student at University of Michigan, took a decidedly more colloquial  approach with the following cover letter, which appealed to one of his professors for a between-semesters gig via email. The professor (who did, indeed, give Ethen a job) sent the letter along to us.

Enjoy.

Dear [Redacted],

Ok. Ok. You were right. I am very busy this semester. My time commitment to Catie and Wes’s RTM has increased and will probably only get more time-intensive as the semester progresses.
However, my schedule opens up considerably when this semester ends. The plan has been to apply to architectural firms for jobs/internships but I wouldn’t mind hanging around Ann Arbor for at least another semester. If you’ll have me, I’d like to work for you!
Apart from the exhilaration and glee that people experience from my company, I can also promise scary-good consistent work. Here’s what I think a typical work-day might be like:
It’s morning. You’re tired and grumpy.
You arrive at school. I am in my designated work location.
I greet you. We talk about the weather. You start to feel less tired, and more happy. I have your coffee ready. It is fair-trade and organic, with the perfect combination of cream/sugar. Next to the coffee there is a bag of pretzel M&M’s. You feast.
With a mouthful of M&M’s, you tell me about a architectural dream you had the night before. You take out your notebook, because you’ve made some sketches.
I say, “Well that’s weird, because I also had an architectural dream,” and I shuffle through my things for my notebook.
You hand me your notebook. I hand you mine. We gasp.
The sketches are identical. We both had the same dream.
I shuffle through my things and pull out a completed sectional model. As I set it on the table, the clouds part and a ray of sunshine beams through the window onto the model, which revolves slowly as it’s lifted up into the air.
“It’s perfect,” you say.
“Aye,” says I.
“I’ll need finished plans, sections and renderings by tomorrow.”
“I’m on it.”
I flash you the double thumbs-up, we exchange high-fives, and then part ways.
Anyways, let me know what you think.  I realize you may have already found someone else to do the work.
Thanks!
Patrick

LinkedIn 1-click job application feature begins » Benny Evangelista, SF Chronicle

LinkedIn 1-click job application feature begins

Benny Evangelista, Chronicle Staff Writer

Tuesday, July 26, 2011

LinkedIn Corp. moved to increase usage of its professional social network Monday by starting a new feature that lets members quickly apply for open jobs that are posted online.

The new "Apply with LinkedIn" feature, which is free for both members and company recruiters, lets job applicants submit their resumes and key professional information with a click of a button.

Deep Nishar, LinkedIn's senior vice president of products and user experiences, said the Mountain View company has lined up "thousands of companies" to add the button to their website's job postings page, including Netflix, LivingSocial, Photobucket, TripIt and Foodspotting.

"It's the 21st century way of applying for a job," Nishar said. "It enables the candidate to really present a very comprehensive picture of who they are and their professional profile."

The button is the first major product LinkedIn has introduced since the company went public in May. The announcement also comes as LinkedIn prepares to report its second-quarter results, the company's first earnings report under investor scrutiny as a public company, on Aug. 4.

Applicants send profile

If a company has the "Apply with LinkedIn" button embedded on its website, job applicants can respond by sending their LinkedIn profile, which includes a resume, recommendations and contact information. The applicant can also type a quick cover-letter introduction.

The feature also saves and lists the job applications they've submitted using Apply with LinkedIn. If the applicant isn't one of the more than 100 million people with a LinkedIn profile, he or she is invited to start one, although they can still submit an application without joining.

The company's recruiter receives an e-mail that includes a link to the applicant's LinkedIn profile, which can be saved as a PDF and printed out. Companies can also add questions, such as whether the applicant can relocate.

87% of firms recruit

Social networking is playing an increasing role in job searching. About 12 percent of job applicants now include their LinkedIn profiles, while 87 percent of U.S. firms use LinkedIn for recruiting, according to a survey from Jobvite Inc., a Burlingame firm that produces a job applicant tracking platform for companies.

Also, 55 percent of recruiters use Facebook and 47 percent use Twitter, said Jobvite, which is also using the Apply with LinkedIn plug-in for its customers.

"If there's one thing that all professionals do at some point is apply to jobs," said LinkedIn product manager Jonathan Seitel. "This is one area where we felt we really had the opportunity to make the experience better."

Still, the news sent LinkedIn's stock price down $2.11 per share to close at $100.86 per share on the NYSE. LinkedIn, one of several high-profile tech company IPOs this year, had an initial price of $45 per share when the company went public May 19.

E-mail Benny Evangelista at bevangelista@sfchronicle.com.

http://sfgate.com/cgi-bin/article.cgi?f=/c/a/2011/07/26/BUDQ1KES1R.DTL

This article appeared on page D - 1 of the San Francisco Chronicle

 

The Start-Up of You - Thomas L. Friedman : New York Times

Look at the news these days from the most dynamic sector of the U.S. economy — Silicon Valley. Facebook is now valued near $100 billion, Twitter at $8 billion, Groupon at $30 billion, Zynga at $20 billion and LinkedIn at $8 billion. These are the fastest-growing Internet/social networking companies in the world, and here’s what’s scary: You could easily fit all their employees together into the 20,000 seats in Madison Square Garden, and still have room for grandma. They just don’t employ a lot of people, relative to their valuations, and while they’re all hiring today, they are largely looking for talented engineers.

Indeed, what is most striking when you talk to employers today is how many of them have used the pressure of the recession to become even more productive by deploying more automation technologies, software, outsourcing, robotics — anything they can use to make better products with reduced head count and health care and pension liabilities. That is not going to change. And while many of them are hiring, they are increasingly picky. They are all looking for the same kind of people — people who not only have the critical thinking skills to do the value-adding jobs that technology can’t, but also people who can invent, adapt and reinvent their jobs every day, in a market that changes faster than ever.

Today’s college grads need to be aware that the rising trend in Silicon Valley is to evaluate employeesevery quarter, not annually. Because the merger of globalization and the I.T. revolution means new products are being phased in and out so fast that companies cannot afford to wait until the end of the year to figure out whether a team leader is doing a good job.

Whatever you may be thinking when you apply for a job today, you can be sure the employer is asking this: Can this person add value every hour, every day — more than a worker in India, a robot or a computer? Can he or she help my company adapt by not only doing the job today but also reinventing the job for tomorrow? And can he or she adapt with all the change, so my company can adapt and export more into the fastest-growing global markets? In today’s hyperconnected world, more and more companies cannot and will not hire people who don’t fulfill those criteria.

But you would never know that from listening to the debate in Washington, where some Democrats still tend to talk about job creation as if it’s the 1960s and some Republicans as if it’s the 1980s. But this is not your parents’ job market.

This is precisely why LinkedIn’s founder, Reid Garrett Hoffman, one of the premier starter-uppers in Silicon Valley — besides co-founding LinkedIn, he is on the board of Zynga, was an early investor in Facebook and sits on the board of Mozilla — has a book coming out after New Year called “The Start-Up of You,” co-authored with Ben Casnocha. Its subtitle could easily be: “Hey, recent graduates! Hey, 35-year-old midcareer professional! Here’s how you build your career today.”

Hoffman argues that professionals need an entirely new mind-set and skill set to compete. “The old paradigm of climb up a stable career ladder is dead and gone,” he said to me. “No career is a sure thing anymore. The uncertain, rapidly changing conditions in which entrepreneurs start companies is what it’s now like for all of us fashioning a career. Therefore you should approach career strategy the same way an entrepreneur approaches starting a business.”

To begin with, Hoffman says, that means ditching a grand life plan. Entrepreneurs don’t write a 100-page business plan and execute it one time; they’re always experimenting and adapting based on what they learn.

It also means using your network to pull in information and intelligence about where the growth opportunities are — and then investing in yourself to build skills that will allow you to take advantage of those opportunities. Hoffman adds: “You can’t just say, ‘I have a college degree, I have a right to a job, now someone else should figure out how to hire and train me.’ ” You have to know which industries are working and what is happening inside them and then “find a way to add value in a way no one else can. For entrepreneurs it’s differentiate or die — that now goes for all of us.”

Finally, you have to strengthen the muscles of resilience. “You may have seen the news that [the] online radio service Pandora went public the other week,” Hoffman said. “What’s lesser known is that in the early days [the founder] pitched his idea more than 300 times to V.C.’s with no luck.”