New Rules for Landing a Job When Nick A. Corcodilos started out in the headhunting busines

New Rules for Landing a Job

When Nick A. Corcodilos started out in the headhunting business 20 years ago, he had an keen eye for tracking talent. From his base in Silicon Valley he would send all-star performers to blue-chip companies like Xerox, IBM and General Electric. But while he would succeed in his part of the hunt, the job-seekers he located would often fail in theirs. They were striking out (失败) before, during or after the interview.

So instead of simply scouting (寻找) for talent, Corcodilos began advising job candidates as well. He helped improve their success ratio by teaching them to pursue fewer companies, make the right contacts and deliver what companies are looking for in an interview. In his myth-busting book, Ask the Headhunter (Plume, 1997), Corcodilos has reinvented the rules of the job search, from preparation to interview techniques. Here are his six principles for successful job hunting:

Your resume is meaningless. Headhunters know a resume rarely gets you inside a company. All it does is outline your past--largely irrelevant since it doesn't demonstrate that you can do the work the hiring manager needs done. "A resume leaves it up to employers to figure out how you can help their organization," Corcodilos says. "That's no way to sell yourself." Recalling the marketing adage (名言) that a free product samples gives customers a reason to want more, he suggests you do the same: give employers an example of what you can do for them. "Create a new area in your resume. Call it 'value offered'. In two sentences, state the value you would bring to that particular employer." For example, "I will reduce your operations costs by streamlining (使……合理化) your shipping department." Be specific, creating a separate resume for each company you approach.

Don't get lost in HR. Headhunters try to get around the human-resources department whenever possible. "Most HR departments create an infrastructure that primarily involves processing paper," Corcodilos says. "They package, organize, file and sort you. Then if you haven't gotten lost in the shuffle, they might pass you on to a manager who actually knows what the work is all about. While the typical candidate is waiting to be interviewed by HR, the headhunter is on the phone, using a back channel to get to the hiring manager."

Do the same in your job search: apply directly to the person who will ultimately make the hire.

The real matchmaking takes place before the interview. A headhunter sends a candidate into an interview only if he or she is clearly qualified for the position. In your own job hunt, make the same effort to ensure a good fit. Know the parameters of the job when you walk into the interview. Research the company, finding out about its culture, goals, competitors.

One of the best ways to learn about a company is to talk to people who work there. Kenton Green of Ann Arbor, Michigan, used this technique while completing a doctoral program in electrical engineering and optics (光学) at the University of Rochester: "I would find an article published by someone in my field who worked at a company I was interested in. Then I'd call that person and ask to talk, mention my employability and discuss the company's needs. One of two things happened: I'd either get an interview or learn we weren't a good match after all."

As you investigate a prospective employer, you'll often find you and the company are not made for each other. "And that's good," Corcodilos says, "because when you do find the right fit, you'll walk into an interview with confidence, having decided this is where you want to work."

Remember, the employer wants to hire you. "A company holds interviews so it can find the best person for the job," Corcodilos says. "The manager will be ecstatic if that person turns out to be you--because then he or she can stop interviewing an

A．Y

B．N

C．NG