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This programme at General Assembly is designed to help full-time students as they prepare for a new career in web development. The Job Standup is a tailored to GA web development and UX courses, during which the students participate in job readiness trainings, share their experiences in the job market, and offer support and strategies to each other. This session covers pitching, CVs, Github, Networks, Portfolio, Blogging, Cover Letters, Interviews, & More.
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JOB STANDUP
JOB STANDUPSESSION PT2
JOB STANDUP
JONAS ALTMAN
@SFAGENCY
@JONAS THESOCIALFABRIC.COM
JOB STANDUP
AGENDA. More CV + PortfolioMove em’Know what you wantPre-InterviewInterview Post InterviewNegotiationYou’re in a good place
Exercises• CV/LinkedIn/Portfolio Surgeries• Hot Seat!
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CAREER=
RUNNING COURSE
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CV /PORTFOLIO
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1. WHO?
2. WHAT?
3. WHY?
4. INVITE..
INGREDIENTS
4
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YA GO ON
YOURSELF
[AGAIN].
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Don’t have a university/hotmail/yahoo email address (gmail, own domain, me.com, or anything else)
Do have have a website/blog/portfolio + /or twitter account
Do have and highlight relevant experience
Do start with referrals, close / loose ties[ie folks that know or have heard of you]
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CV/PORTFOLIOsurgery
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Knowwhat you want
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HOW DO WEB DEVSGET JOBS?
HOW DO WEB DEVSGET JOBS?
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The best way to join the tech community?
Enhance your marketability?
And find a new job?
is through...
PEOPLE
EVENTS
& CONVERSATIONS
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Hiring is largely governed by old-school methods & word of mouth
33%
27%
15%
42%
30%
13%
Co-workers / Peer Referrals
Customers / Suppliers Former Colleagues
Social Media[aka LinkedIn]
SEARCH SELECTION
The Interview
Gut Feeling for Fitw/ Company Culture
Recommendationfrom peer
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“Let’s face it, applicants have been known to ‘elaborate’ on their experience....Leaders take CVs with a grain of salt”
5%
SELECTION
Experience on CV
- Alexa Von Tobel, Founder LearnVest.com
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WHAT ARE YOULOOKING FOR?
.
.PURPOSE
FREEDOM
. VALIDATION
. MASTERY
MOST IMPORTANTLY
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INTERVIEW
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33%
25%
16%
9%
7%
Let the conversation flow
Focus on skills &job knowledge
Focus on uniqueinterests / capabilities
THE INTERVIEW
Focus on personality
Use structured questions
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% Personal Presentation &Attire
THE INTERVIEW
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The process
Get your information to the hiring manager.
They have a mechanism for screening out, not in.
Initial screen. Can be over coffee, on the phone, or in their office. Usually focuses on interest, soft skills, etc., but always be prepared to answer technical questions if you’re meeting a non-recruiter
Some kind of homework or project, often in advance of interview.
Onsite interviews, usually with 2+ members of the team. You can expect to have a test and answer technical questions.
Social + soft skills informal test
Final ‘sell’ conversations.
Offer!
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Qualities beyond coding that are valuableCuriosity
Interpersonal + communication skills
Creative+ innovative thinking
Logical approaches to problem solving
Confidence to ask questions and deliver feedback
Enthusiasm about technology+ knowing the competitive landscape
Ability to prioritize the highest impact tasks
Understanding of external and internal constraints - Empathy
Data driven with strong analytical skills
Self motivated + disciplined
Detail oriented
Patience and level-headedness
General business acumen
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Tips from Neil Roseman, Amazon.com
[Questions a decision maker will ask themslves or you]
Can this person improve the probability of your company’s success?
Probe when you see a long list of skills on CV. Separate truth from filler.
Ask probing questions about their CV to get at what they did, not what they observed.
Ask candidates questions that are relevant to problems your company actually faces.
Use some questions that are vague and open-ended. See if they ask you questions to find out more.
Personality fit question: Do you consider yourself lucky?
Make it tough but fun.
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S T A R
Situation: The interviewer wants you to present a recent challenge and situation in which you found yourself.
Task: What did you have to achieve? The interviewer will be looking to see what you were trying to achieve from the situation.
Action: What did you do? The interviewer will be looking for informationon what you did, why you did it and what the alternatives were.
Results: What was the outcome of your actions? What did you achievethrough your actions and did you meet your objectives? What did you learn from this experience and have you used this learning since?
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Q U E S
How do I know if this interview is going well?
Nonverbal cues – facial expression, tone of voice, pause length, body language, etc.
Ask if your responses are on track, but not for an evaluation.
How do I feel? What’s my gut instinct
What did they say about next steps?
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Thank you: -It’s okay to ask for contact information for your interviewers.
-Be specific on any items, next steps, recaps
-Remind them of your enthusiasm.
-Keep it short and sweet.
- It’s good etiquette to thank people at the end of each interview
- Give a firm handshake, and if appropriate use their first name while making eye contact
Follow-up: -Based on what they said about next steps, it’s okay to ask fo updates if they are taking longer than anticipated. Just use your judgment and be polite
JOB STANDUPTAKE THE STEP
Don’t wear a suit or dress in a overly formal way. Wear somethingthat makes you feel comfortable and confident. If unsure of the dress code, just ask.
Don’t be late. If you have an emergency causing you to be late, letthe team know ASAP. It’s a good idea to get a contact number inadvance of the interview.
Don’t bring food or gum into the interview room. It can be distracting, and some consider it to be rude.
Be nice to everyone, from the receptionist to the CEO.
Get a good night’s sleep.
Pee before and Power pose if you wish.
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Information Technology
Academia
Public Relations
Media Production
Business Development
Banking
Business Analysis
Project Management
Advertising
Product Design
Entrepreneurship
& More
S U P E R S T A R S
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IT’S TIME TO TEST YOUR..
• Presentation skills
• How you organize information
• Logical flow
• Art of story-telling
• Speaking from the heart
• Ability to separate relevant from irrelevant information
• Confidence in your journey
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Practice telling your story.
Outloud.
Several times.
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DO:
• Prepare and practice your response
• Contain response within 2 minutes
• Analyze listing
• Note interviewer body language
• Tailored top-down review:
> Summarize professional background and education
> Review each relevant experience
> Highlight notable points
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DON’T:
• Bog down into too much details
• Digress from the thread of your story
• Mention irrelevant points
• Read from your resume
• Ramble
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BEHAVIOUR QUESTIONS
What you should expect to talk about with your recruiter or the CEO/hiring manager:What’s important to you (type of work, culture, team size, company mission,colleague caliber, technologies, benefits, learning opportunities, etc.)
What technologies you most love using, and what your strengths as a developer are.
Why this particular company is compelling to you, and what you hope tocontribute.
Why you left your last job. And jobs before that.
Your previous work and coding projects.
Your professional goals and motivations.
Anything that is on your CV, particularly things that could be construed as red flags, like gaps in employment.
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more BEHAVIOUR QUESTIONSTell me about how you worked effectively under pressure.
How do you handle a challenge? Provide an example. Give an example of a goal you’ve reached and how you did it.
Have you ever disagreed with a company policy? How did you handle it?
How do you partner with non-technical members of your company on creating new products?
When you find something wrong with your product or approach, what do you do?
Have you ever found a project you were working on slipping from it's timeline? How did you deal with the situation?
What do you do if you disagree with your boss?
Share an example of when you’ve motivated your teammates.
Did you ever work on a group project? Describe your role.
What makes you excited to go to work?
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FEEDBACK TIME
Practice Appreciative InquiryakaEmphasise the Good.
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PsychologicalContractthe relationship between an employer and its employeesspecifically concerns mutual expectations ofinputs and outcomes
the
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PsychologicalContractThe balancing act between:
How you are treated by an employer What you put into the job
the
+
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Interests over positions
SALARYNEGOTIATIONJOB STANDUP
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What if pay comes up in the interview or very early on in the recruiting process?
Put it right back to the employer
Mention your current or past salary if you feel it is appropriate and explain it’s based on your education and experience,. Then ask the employer to proivde a salary range for the role in question
If you are actually wanting more money than your current or past salary then expalin that you enjoy[ed] working at your company but feel youare underpaid
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LET”S NEGOTIATE
Companies will expect you to negotiate.
Wait a day after receiving your offer.
Be enthusiastic about the offer [really!]
Be objective and realistic.
Keep your emotions in check
Wait for them to answer.
ALWAYS Get it in writing.
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Negotiate or not? Only if the salary too low
Agressive negotation?Practice the golden rule
Negotiate on equity?Case by case. Avoid be insulting (ie. asking for less equity and higher base)If company is doing or likely to do very well - explore options through discussion
What are you worth?Determine an acceptable range. Market data + personal needs + [track recrord]
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"Once they've decided that they have to have you, only then are you in the position to negotiate”
-Dan MartineauPresident of Martineau Recruiting Technology
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Don’t Bargain over PositionsSeparate the People from the ProblemFocus on Interests, Not PositionsInvent Options for Mutual GainInsitsist on Using Objective Criteria
from Getting to YesRoger Fisher & William Ury
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Get your salary request out first ?
Have the employer tell you the salary first?
or
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vs
At the early stages of recruiting processif salary expecations come up - consider being vague and saying you’re interested in a mutually rewardingcareer with the company and are confident you can agreeto a fitting compensation package.
In instances that you believe the company may not be able to afford you, consider testing the waters
by asking them for a ballpark figure or salary range. This can save you time and help you focus your energies.
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BUT HERE”S SOME GENERAL TIPS + HINTS
Research has shown that the first number mentioned establishes the salary range in the contextof the discussion
You can often gage when the employer is seeking to have you provide a figure as they: 1) Do notprovide a salary or a range in the advertisement; 2) Are not forthcoming when you ask for the salary or range; and; 3) Push the question back on you to tell them what you are seeking
As a rule of thumb, if you ask for the top of the range (or a little bit more) it’s quite feasiblethat when they accept you will be you securing a higher end of the possible salary range
Keep in mind that an employer’s initial offer is rarely the real budget. You can assume that the range is known to the employer, and you can always site your sources if they act surprised
SO... if you are unsure of what to ask and are open to what they are offering, ask them for the salary every time. If you are confident in what figure you want and this plays a significant factorin your decision making then provide it to them, and..
CASE BY CASE
..let them know you know your worth.
[Debatable} but as a rule of thumb you want the employer to make the first salary offer
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Precise number makes sense during a negotiation
Malia Mason, lead researcher in a study published in The Journal of Experimental Social Psychology says that using a precise number instead of rounded numbers will give you a strong anchor
Your quantitative estimate gives the message to an employerthe magnitude of error around the estimate they could expect
USE PRECISE NUMBERS
[ie don’t ask for £40,000, as for $38,500]
[and the appearance that you've done your research]
[Even when giving a range, you should use precise numbers]
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COUNTEROFFERS
• Below average market rate• Lack of benefits offset may justify a bump in base• You have a higher offer on the table• Factual reasons why you are asking for more £• Request a face-to-face [or call] to negotiate • Emphasise and express eagerness to work• Ensure your tone is not displaying a threat or finality
[always base it on the facts]
• Always counteroffer but never twice!
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Emphasise your economic value [money you save and make for an employer]
Highlight your value-added qualities, that extra skill you bring
Relationships and network influence can aslo be a benefit to highlight
What else you can do
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BATNABest Alternative To a Negotiated Agreement
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Timing is Everything
When is the company holding performance reviews?
Have you secured another job offer?
Are you being asked to take on more responsibility?
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MoneyHappiness
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POWER of
“I’m going to have a think
and come back to you [by X]
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PLAY HARD TO GET or MISHANDLE MULTIPLE OFFERS
PLAY HARDBALL
BE UNPREPARED
BE DISILLUSIONED
UNDERESTIIMATE YOUR WORTH
LIE
DON’T
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You will be asked what you previously made (compensation, equity, benefits)
-What are you expecting from this new job? - How honest should I be? -Should I expect to make more than before? -Do I draw a hard line?
What do companies consider?
-Your previous experience (education + work] -Impact of role -Current employees -Interview performance -Industry data + standards -Your previous compensation, expectations
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CONSIDERATIONS
-The business:Trajectory, culture, values, product, potential
-The job:Tasks, scope, autonomy, technologies, learning potential
-The commitment:Location, hours, career growth, people
-Salary + benefits: Budget, industry research, must haves vs. nice to haves
-your GUT
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QUESTIONS?
I have multiple offers? Should I tell the companies?
Should I mention what companies the offers are with?
I have different deadlines for the offers?
A company threatens to pull my offer if you don’t answer on the spot?
Friends and family advise you to choose the offer you’re least excited about?
You don’t have a [proper] work visa?
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Get it in writingAlways.[aka if they won’t put it in writing, somethings up]
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HOT SEAT!
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HUMBLY CONFIDENTCONFIDENTLY HUMBLE
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P ractice
P erfect
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p e r s i s t e n c e
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