ABOUT THE RESUME

With the War in Iraq essentially over in a matter of weeks and the force of the US military so clearly dominant, we are now respected, needed, feared and resented in the Middle East and by the world community. I believe Bush has demonstrated, as he did when we were attacked on 9/11, that he understands how to lead in times of war and how to communicate with the country. He sees issues in a moral context that resonates with the values of Americans at all levels. Now that we have “won,” the picture becomes more gray than black and white.

I think Bush is far less able to build support and consensus when there are complex issues that require negotiation, patience and sensitivity. I have serious concerns about his ability to deftly guide us out of this economic slowdown.  Despite the great relief that the fighting has subsided, I think we have a difficult political and economic road ahead -- more challenging than we initially thought.

We were hoping for a short war so that we could get on with our economic recovery. Many business decisions were put on “hold” until we knew how soon the war would be won and at what cost and sacrifice. While I do feel the economy will continue to rebound, the pace will be slower than we had hoped, particularly as we put numbers to the resources budgeted for Iraq. The economic stimulus package, in my opinion, is a high risk policy that is intended to achieve results before the next election. In short, there is a sense of a weight being lifted, but the momentum to move in a positive direction is still not in place.

Corporate leadership continues to falter as scandal after scandal, raw greed and isolation from the “real” world, makes the headlines of Fortune Magazine and the daily newspapers. How could the senior officers of AMR (American Airlines) protect their pensions while asking employees to make wage and benefit concessions? Where was Board oversight? Where was basic common sense? Why did it take front page news for these officers to give up their benefits? Will we finally need to create a board level office of ethical leadership where the incumbent has no ties to management and is mandated to investigate and report on corporate governance issues? (To me, this is going way too far.) What will finally change attitudes so that senior officers do not believe they are a privileged class? What is the role of the communications officer under these circumstances?

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Where Will Jobs Develop? Will They be Different?

The communications profession is in the midst of readjusting to the current market conditions. Positions are being filled but there are far fewer of them. I estimate for every job filled today, there were five (at least) open just a few years ago; this is particularly the case for an on-line or business to business technology company or agency. One of the casualties of the new market environment is the loss of lower level product PR positions. There are simply fewer products to promote and organizations are looking at different and more complex programs to maintain their momentum and visibility in the marketplace. Employers will require mature, well rounded professionals with an understanding of how to build a company’s reputation and implement positioning strategies. Larger agencies that have cut their AE staffs during the downturn will, I predict, re-staff at the Manager level and above reflecting client demand for more experienced account teams.

As I follow recently announced moves at major agencies, staff additions appear to reflect a trend toward investing for growth. These strategic hires are at the Senior Vice President and head of Practice levels, people who will be assessing the teams they have inherited and making adjustments from the top down. Healthcare, biotech, life sciences, crisis, litigation, public affairs are where the movement seems to be. Also, Corporate Governance and Investor Relations are two overlapping practices where due to the enormous changes impacting companies, agencies can win lucrative assignments. Outside expertise and insider DC connections are available through high-level counseling practices at major agencies. Fees charged are regarded as a necessary business expense in order to avoid the serious consequences of running afoul of the new regulatory environment in fact as well as in perception.

High tech practices in larger firms have been downsized and staff reductions in tech-specialized agencies have left those organizations with much leaner staffs. My sense is most of those jobs have been lost permanently. One statistic on worker productivity noted that one employee today is as productive as 3+ employees were before the downturn. I have seen forecasts that predict economic growth without increases in job creation.

On the corporate side, I see a new emphasis on experience that is functionally, not industry specialized. For example, in one large business to business tech company, the most recent top hires were not steeped in product but in broad public affairs issues and in consumer marketing with an emphasis on Public Relations. My sense is, the challenges the organization is confronting relate to reputation and brand, which requires national, top flight experience—not a technology guru. The company has not abandoned product PR managers but the most recent hires add a new dimension to the group and change the mix of viewpoints and approach to communications strategy.

One Financial Services Client hiring a VP of Public Relations did not seek candidates from the industry, but instead looked for consumer products focused branding experience to lead a major new initiative. This crossover from one segment to another, e.g. from business to consumer products and from consumer to consumer tech is a major market trend.

I also see top functions being filled by communications executives with a broad range of experiences from classic Public Relations to Branding and Investor Relations including Corporate Governance.

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A Snapshot of How Clients are Analyzing the Market

I canvassed clients to see how they felt about the recovery and how their organization has responded to market conditions.

A Corporate Perspective

In one large high tech company, well known for its aggressive product PR campaigns, there has been new emphasis on reputation building. The company sees consolidation in their segment which will allow only the larger players to survive. While the company has only trimmed a small number of employees, the sales organization has been realigned to meet new market conditions and a shifting customer base, while they have continued to build communications/PR staffs.

 “The ‘PR Game’ has fundamentally changed. We are now focusing on solutions, security and reputation building. This change requires a different person -- a grown-up who acts that way. We are trying to manage much more effectively, not just the media but all our stakeholders -- market analysts, financial analyst, partners, customers.

PR has changed dramatically in the industry. The industry moved from a ‘hype mentality’ (it worked before) to a ‘hype-free’ strategy. We put out what is newsworthy and credible. Our mission is to instill confidence, build trust with stakeholders, invite investors and companies to partner with us. We’ve changed our tone. Now the issues are corporate governance globally, and in the US -- trust in our leadership, fiscal accountability and a Board that is truly vigilant.”

From the Venture Capital Side

“The market environment in tech is coming out of its slump. Customers are starting to buy but it is at a very modest level. Whatever they buy must have an immediate ROI. These are not sexy products, but items that really work and do an essential business task better.

 “The venture community is now more positive than 1-year ago. If the VCs were not investing we’d be screwed. Once the war happens and we are not dealing with an unknown, the investment climate will improve. Meanwhile, there are good companies out there ready to go public but it is too soon for them to do it. Once a few do, the lemming mentality will happen and there will be a dramatic increase in activity.”

From the Agency World

“While the volatility of the market over the last 18 months has been exasperating, we do see a modest increase of activity in our business {and} in certain sectors of the tech economy. We turned a modest profit and …focused on listening to and delivering what our clients really need. We saw a greater stability of our portfolio, underscored by a decline in client turnover in 2002 over 2001 . . .  Interestingly, the current market has given us the opportunity to take a leadership role in “turnaround PR” a specialty requiring real-time competitive positioning, a keen understanding of market and business dynamics.

On the media side, there continues to be consolidation among the IT trade publications, further elimination of media personnel, and M&A activity in the analyst community.”

This is a medium-sized, independent tech firm that until the bubble burst had their pick of clients. The tone of the note indicates how difficult it has been to maintain the values of the organization despite the drop in revenues. In my opinion, modest growth even as the economy recovers is the new reality for tech firms. Owners in this category, many fairly young and who have known only prosperity, will be questioning whether they wish to stay at the helm when the “rush” of winning exciting clients becomes much less frequent. The new model will be much less rewarding and highly competitive. When we reach a plateau in the market and the owners can evaluate their mid to longer term prospects, there will be many who decide it is time to be acquired.

A Disturbing Trend in the Media

An Executive Vice President at a major corporation with budgetary authority for the corporate branding initiatives that included advertising, reported on a disturbing situation regarding his relationship with the print media. He was approached by the advertising representatives from major news publications (three were specifically mentioned) to discuss his budget. He was then offered the opportunity to participate on publication-sponsored news panels which would bring him in contact with the top editorial staffs of those publications. The decision about which top corporate leaders could add value to an issue-focused discussion was being decided by which company spent significant advertising dollars with the publication.

At a time when the media are under tremendous financial pressure due to declining revenue, blurring the line between advertising and editorial is a real temptation. In the end, it will lead to a decline in confidence in the media and will weaken our position as PR/Communications professionals. Adhering to the highest levels of ethical conduct is incumbent upon media organizations if their publications are to maintain their value, longer term..

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Industry Segments with Growth Potential

Segments that continue to grow and where communications positions continue to develop are in:

• Healthcare

• Life Sciences

• Pharmaceuticals

• Consumer Products Companies (particularly with an aggressive on-line program)

• Financial Services

• Professional Services (as competition increases and a more organized approach to market development is needed)

• Selective Tech Categories on the Corporate Side (such as security, infrastructure related to on-line consumer businesses, consumer/tech and gaming)

Agencies echo these trends as they hire practice leaders with matching expertise -- particularly life sciences and healthcare.

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Job Hunting in this Competitive Market Environment

The reality of job hunting today is that for every open position there are several very qualified people who can fill it. The finalist selected will have a combination of skills that meet the requirements (there will be others who also have a desirable but perhaps different mix of talents) and who fit the style and culture of the organization. There is no way to compete against anyone; the goal is to present yourself as clearly and as honestly as possible. If you are selected, it will be for all the right reasons.

Enthusiasm for and interest in the opportunity count. That does NOT mean you tell the employer you are a “perfect fit” for the job. That is the most presumptuous sentence I have ever seen in a cover letter and should NEVER be used. 

Your interest manifests itself in the research you do to learn more about the organization and in the thought you give to the job as it is explained to you. It shows in the follow-up notes you send after the interviews and how responsive you are to emails, calls and the flexibility around scheduling appointments. If you know you have a busy schedule but are very eager to cooperate, let your contact person at the hiring organization know when you are available even before you are asked.

Every interaction with the hiring organization or the search firm tells them about you and how you react to new situations. Do not rush to send out notes which you find later have errors. Take the time to get it right. Do not cut your time to get to interviews too close so that you barely arrive on time and are stressed. If you need to take personal time off to avoid creating an issue with your supervisor, plan on it. Be circumspect if you sense your current employer would be very unhappy knowing you are “exploring options.” Most employers will think you are disloyal and therefore should not be aware of your activities (although there are some exceptions.)

If the interviewing process is complex and you cannot afford to take the time off for initial interviews, try to arrange an early morning meeting. Or, if you are still at your best at the end of the day, ask if the hiring manager is available for an after work appointment. If you sometimes have late-in-the-day work emergencies, arrange morning meetings when you can focus on the interview. Don’t schedule an interview unless you feel confident you will be at your best. If you are traveling a significant distance either by air or by car, arrive either the night before or leave several hours margin to factor in delays or the need to review material and be mentally ready to focus on the interview.

As you progress through the various stages of the search, ask about the process, the timetable and how many candidates are under consideration. If you are seriously interested in the position and are a finalist, one thing that is critical to prepare is a complete rundown of your compensation -- either with your current or your most recent employer. This is not a wish list of what you want. It is a memo about the financial facts surrounding you as a candidate.

Think of all the elements that should be mentioned. (A checklist is posted on the web site.) Frequently that information is not readily available and requires research. Some of the critical elements: when is the next salary review and is there a significant potential increase? If you are employed, what bonus or stock options will you lose by leaving? What company contributions to savings programs, IRAs or 401Ks will you leave behind? When can you start contributing to that plan in your new company? Will there be a lapse? Do you have a car allowance or any special transportation benefit? How much vacation time are you eligible for? Will you lose a week or two of paid vacation when you join the organization? Medical plans vary and how families are covered for dental, vision and prescriptions are important to compare.

If relocation is involved, has your family endorsed the move? I know of far too many job seekers who proceed down a path without thoroughly checking to see whether a casual “yes” at the beginning is a solid “yes” at the offer stage. These are two different degrees of “yes.”  Your family needs to be ready as much as you do for a move. If they are taken by surprise by an offer, you will not be able to make a decision as quickly as you should. This will create doubts on the part of your employer about your commitment to the new job or about your maturity and judgment.

If an offer is extended, be prepared to respond almost immediately. Review the terms and ask any questions within two days. If you have complete information, you should need only a few days to accept or reject the offer. Decide if the job is appealing and the compensation package is fair. Be decisive and do not encourage or leave room for a bidding war to start between your former employer and your new boss.

 Think through how much time you would need to wrap up your work in a professional manner, take a short break and start. If a move is required, discuss how to handle the logistics, particularly if family is involved. Be prepared with a start date and if there is a prior vacation scheduled, let your new employer know so that you may arrange time off without pay.

 In this competitive situation, every step in the hiring process should reflect your best thinking and behavior. A small error in judgment may drop you from the top candidate to a “back-up position.”

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About the Resume

I have written an essay about why resumes are so bad- -and they are universally bad. It is called the “Ah Ha” about resumes and is posted on the site http://www.jc-a.com/CareerAdvice/Resumes.htm.

Here are a few key points that are essential to introducing you to the hiring manager.

Unless you can tailor an objective precisely to the job that is available, do not put an objective on the resume.

When you write a resume always start with your current job and work backwards. Spend time explaining your most significant job and that should be on the first page. At the most, a resume should be two pages long. Tell mini-stories about your accomplishments to illustrate a point.

Always describe the company you work for -- even if your employer is a Fortune 50, it is important to know what part of the business you represent and where that fits in the communications hierarchy. If you have been with an organization that has changed, indicate the current size and what the numbers were when you joined or the most relevant statistics.

The first sentence that describes your position should explain the purpose of the job. The purpose is the strategic goals and objectives that support the organization. Once you have stated that, the specifics of what you do and the resources you manage, follow. If your resume starts off with the details of the position, e.g. I do media relations or I manage of staff of 20, that tells me you are thinking tactically.

If you came in and built a function so that what it is now is greatly changed from what it was, that is important to highlight. If you have examples of programs you suggested that were implemented, include that as well.

Do not claim that you single-handedly saved the company millions of dollars or accomplished a major turn-around on your own. It sounds overblown and you will lose credibility. (Avoid the “I am superman or woman” syndrome.)

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