By Brenda L. Peterson, The Layoff Lady

When I think about building my professional network, adding new LinkedIn connections is one of my markers of success. I use LinkedIn as a tool to create, build, and maintain my professional relationships. 

When I first started using LinkedIn, I connected with people I had met in person. At that time, my network mainly included the following people: 
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• Family and friends
• Current and former coworkers
• Current and former business associates (vendor contacts, customers, contractors)
• Colleagues from professional development groups
• People I met in person or via phone/webinar in a business setting
• People I met through introductions from my current professional connections

When the pandemic hit, I realized I needed to shift my approach, or I would not meet anyone new. I also realized that since more companies were open to hiring remote people, I needed to broaden my network beyond the people I would encounter in person. In addition to the people I used to connect with, I now also started proactively sending connection requests to the following types of people:
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• Other members of my LinkedIn groups
• People in my geographical area
• People in the field of learning and development
• People who work for companies that interest me
• Recruiters
• People with common interests or experiences
• People with mutual connections
• People who presented at sessions I attended
• People who attended online sessions that I also attended

Again, the more people I meet, and the more people I connect with who know about my professional value, the better I will be able to find a new role that meets my requirements more quickly.

I often connect with people when there are specific reasons to connect that are noteworthy, including the following:
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• People recently laid off:  I empathize with their job loss, mention job search-related resources, and invite them to connect.
• People recently hired: I congratulate them on their new role, mention our commonality, and invite them to connect.
• People who just completed a degree, certification, or other educational program: I congratulate them on their accomplishments, mention any commonality we have, and invite them to connect. 

In the vast majority of cases, I personalize a connection request when I send it. When connecting with people I’ve met in person, I always remind them of where we met, include details about our meeting, share helpful information, and invite them to connect.

Personalizing the request becomes even more critical if I send a connection request to someone I have not met before. I want to promote the possible value of that relationship.

I include the following components when personalizing a connection request:
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• Greeting: Hi, [person’s first name spelled correctly].
• Personal Note: Include details on how you met, compliment them on a previous post, share a helpful tip, comment on their situation, or point out something we have in common.
• Invitation to Connect: I’d like to add you to my professional network. and/or Let’s connect!
• Signature: [Your Name] 

Here are a few examples of what I might include as a personal note in my personalized connection requests.

• I see that we both attended this morning’s ATD-Nebraska webinar. I’m new to Omaha, and I’m excited to connect with L&D professionals in the area.
• Thanks for your recent post on tips for engagement in webinars. Personally, I get a lot of value from having people share answers to informal questions in the chat. Now, I have a few new techniques to try!
• Sorry to hear about your recent layoff. I also have a background working in SaaS startups in the software space. Let me know if I can help you make connections during your job search. 
• I’m also in the field of L&D focusing on technical training. Hearing how your team uses short-form videos to engage new employees was great.
• I see you’re currently in Madison. I lived there for about ten years before I moved to Minneapolis. I have fond memories of biking around Lake Monona and Lake Mendota.

By Brenda L. Peterson, The Layoff Lady

During the job interview process, hiring managers and recruiters often ask behavioral interview questions. The logic here is that past activity predicts future performance. Instead of asking a theoretical question about how you WOULD do a given then or solve a given problem (which, of course, would be perfectly), the answer here requires a story. These stories usually come from previous work experience and demonstrate how you think, how you solve problems, how you measure success, and what you learned along the way.

Behavioral interview questions often begin with the phrase, "Tell me about a time" and require you to mine your personal experience and answer by telling a story that relates to your responsibilities and accomplishments from you previous jobs. 

Here are a few examples of old school interview questions (that ask for what you WOULD do) and behavioral interview question alternatives (that ask for what you DID do):
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When answering these types of questions, you will tell a story. It's valuable to think about your previous work experience and be ready to mine that experience for stories to explain key points to your interviewers. Your goal should be to give a 1-3 minute answer that showcases your skills in ways that addresses the question. 

The tendency is for people to either not know what to say or to ramble and hope they stumble upon something useful. For the next little part of this article, we'll explore different strategies you could use to answer the following question:

Tell me about a time when you had to finish a project with a short turnaround time. ​ 

Gosh. I've done a lot of projects where I had to get something done quickly. Those have included software implementations, making a video, and even designing or updating a class with little to no notice. I usually just work really hard and put in extra hours to get something done.

So one case I can think of was right when the pandemic started in 2020. I worked for a software company that delivered most of it's training in person at customer sites. Since government guidelines for dealing with COVID were changing daily during the early part of the pandemic, over the course of a week--maybe it was like two--we realized that we would not be able to travel to customer sites to deliver their training like we had always done. We had to figure out how to deliver what was usually four days of in-person training without traveling to a customer site. We really didn't know how we were going to pull that off. 

We had to figure out how to do that well--and we had to figure it out in a couple of days. I had the trainer cancel their travel plans. Then a few of us--including a salesperson, a trainer, and an instructional designer--sat down and tried to figure out what to do. We didn't want to bore people to death or make it an awful experience. We thought about doing videos, but those take a lot of time to create and produce. We also had to figure out a short term plan for the next week, and figure out a more interim plan after that. It was really hard to figure out. I mean--the whole WORLD had changed! 

[Note we're still on the stage setting part of this and not even on to the question answer. So. Much. Talking.]

PAR is one method you can use to structure your answer. Here are key components and what each letter represents:
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• Project or Problem: Set the scene for the story you are telling and the problem you were trying to solve. What company did you work for? What was their focus? What was the problem? Why did the problem matter? 
• Action: Describe what you did. What did you think about first? What actions did you take? What specifically did you do? Why did you choose that course of action over others? Who did what?
• Results: Explain the end result. What tangibly happened? Was the customer happier? Did a problem go away? What were the short term impacts? How did this work out in the long run? What did you gain? Did you avert a loss?

Project/Problem: 

In March of 2020, when COVID was declared a pandemic, I worked at XYZ Software Company and my team trained new users right after their software went live for each customer. Because we did new user training in-person at each customer's site, and travel restrictions were going into place, we had to figure out what to do instead--and we only had a few days to figure something out.

Action:

I talked with my manager about how to deliver this training the following week to ABC Company. We thought through options and decided to use a combination of Zoom meetings and hands-on practice. I repurposed some of our materials to be self-paced activities, and my manager and I talked with the customer about our plans. We agreed to do a 90-minute instructor-led session in the morning, and another one in the afternoon each day that week. Learners would also do self-paced activities, and I would be available to answer questions as needed. 

Result:
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This resulted in us delivering the training during the planned week using the time already scheduled, but in a different way. In the end, the customer was happy that we were still on schedule, and end users appreciated the combination of instructor-led training and self-directed time. 

Context:

In March of 2020, when COVID was declared a pandemic, I worked at XYZ Software Company and my team trained new users right after their software went live for each customer. Because we did new user training in-person at each customer's site, and travel restrictions were going into place, we had to figure out what to do instead--and we only had a few days to figure something out.

​Action:

I talked with my manager about how to deliver this training the following week to ABC Company. We thought through options and decided to use a combination of Zoom meetings and hands-on practice. I repurposed some of our materials to be self-paced activities, and my manager and I talked with the customer about our plans. We agreed to do a 90-minute instructor-led session in the morning, and another one in the afternoon each day that week. Learners would also do self-paced activities, and I would be available to answer questions as needed. 

Result:

This resulted in us delivering the training during the planned week using the time already scheduled, but in a different way. In the end, the customer was happy that we were still on schedule, and end users appreciated the combination of instructor-led training and self-directed time. 

Learning:
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Through this process we learned more about how we could deliver effective learning at a distance. We also found that encouraging learners to turn their cameras on during training helped build a sense of community among class members. We built upon our lessons learned to improve our training with each customer.

In addition to PAR and CARL, here are two more models that have similar components. It doesn't matter as much which one you choose, just that you use one of these models to structure your answer and minimize endless rambling:
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• CAR: Context, Action, Results: This method is similar to content in PAR. Both CAR and PAR do not include what you learned during the process.
• ​STAR: Situation, Task, Action, Results: STAR breaks apart the Situation and the Task, and still covers the Actions taken, then Results. 

By Brenda L. Peterson, The Layoff Lady

There are a lot of opinions on how to interact with employers early in the hiring process. They include everything from sending a basic “I applied” email to off-the-wall rom-com level gesture like sending the hiring manager a cake with your resume attached to the inside of the box. In this article, we’ll focus on using email to follow up after you have formally applied for the job.
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Regardless of your approach (and my overall follow-up recommendations are closer to the email than the cake end of the spectrum), stay focused on what you’re trying to accomplish. Remember, your goal at this point in the process is to get your application into the “must interview” pile. 

Let’s first set a few expectations on the impact sending a follow-up email message will have:

• If you are not a generally qualified candidate for the job, you’re not going to “follow-up” your way into an interview.
• If you follow-up badly, you may very well “follow-up” your way right into the “no” pile.
• Following up with the wrong person won’t help your cause.
• If you’re going to follow-up, contact either the hiring manager or the recruiter.
• Sending a follow-up email may help the hiring team remember your name--which may help especially in remote roles with many, many applicants.
• Even if you are a strong candidate, and following up with the right people, you may or may not get an interview.

Like with most of the hiring process, there is no guarantee that you will get an interview for any given role. However, doing the right things consistently gives you a better chance of having a positive outcome. 

Once upon a time, I was the hiring manager for an instructional designer position. A person who I had never met, but who knew a colleague of mine, had a background in instructional design and was interested in the job. Through our shared colleague, that person (who I will now refer to as “the candidate”) ended up with my name and work contact information.

What followed was an example of the worst-case scenario of a how a candidate reaching out to a hiring manager can actually be detrimental. From mid-December through the end of the calendar year, over the course of 10 business days, the candidate (who—reminder—I had never before interacted with in any way) contacted me 16 times via phone and email about the open position.

I do not remember what all the candidate asked during each request (because blocking out awful memories is a real thing). I do remember one early request was asking how to apply for the job. Given that this role was with a technology company, and I needed someone who could work independently and solve problems, a candidate who wasn’t sure how to apply for the job through a pretty typical Careers webpage was not going to be a top candidate.

In addition, after they managed to apply, they then called and also emailed the recruiter multiple times, again in the spirit of follow-up.

The good news—we definitely knew the candidate’s name. The bad news (for them)—we knew for sure we were NOT going to interview them.

As a hiring manager, here are the issues I’ve seen when people follow up on job applications:

• They reach out with no plan or point.
• They reach out too many times.
• They reach out many times with too small of a gap between messages.
• They reach out to the wrong person.
• They reach out with a large ask.
• They are DEMANDING about what the hiring team should do for them.
• They push too hard on next steps. 
• They disregard specific directions in the job description regarding what follow-up is acceptable. 

Remember, typically the two people to follow up with regarding your job application are the recruiter and the hiring manager. The first challenge is figuring out who these people are, then getting their email addresses.

In some cases, the name of the recruiter may be included on the job posting. Through using LinkedIn or the company website, you may be able to find a professional email address to use for them. You can also potentially do some digging through LinkedIn and find out the name of the recruiter through their LinkedIn posts. It could be little to no effort to find their email address, or a genuine project, to find out that detail about the recruiter.

For hiring managers, some job listings will include the title of the hiring manager (who the position reports to), or even sometimes their name. Again, you may be able to use LinkedIn to find their contact information, or you may find the naming scheme a company uses (like [email protected]) to figure out their email address. You may also need to contact HR or a current employee to find out more, or there might be fee-based services you can use.

When it comes right down to it, it is important for you to determine how much time and money you want to dedicate to finding this information. You also need to decide if the time you spend on this quest is worth the value you will gain from sending a follow-up message. It's your call.

Once you’ve identified the person to contact, and have their email address, think about what you’ll say in your message. Here are my recommendations on details to include: 

• Greet the person by name. 
• Introduce yourself.
• Mention that you’ve applied for the job and include the title of the job and the company name.
• Share a brief summary (a sentence or two or a few short, bulleted points) on why you applied and the skills you bring to the role.
• Include your contact information (email and phone) and invite them to contact you.
• Thank them.
• Your first and last name, email, phone, and LinkedIn URL

Subject Line: Following Up on my Support Manager Application

Body of the Message: 

Hi, Annette. I’m Esme Whitlock, and I'm sending you a quick message to introduce myself, and let you know I just applied for the Support Manager role with Super Cool Company. Because I have a background working in tech support specialist and help desk supervisor jobs in manufacturing companies, I think I am a great match for this position.

As indicated in the job description, I have experience setting up a knowledge base using Super Cool Software and training new staff on using internal resources. I also enjoy hiring and training new associates and helping them grow their skillsets to meet performance goals. These skills, and my desire to grow in my career, drive my excitement for this role with Super Cool Company.

If you’re interested in talking to me directly about the Support Manager role and my qualifications, please contact me via text/phone at 555-555-5555 or via email at [email protected].

Thank you!

Esme Whitlock
555-555-5555
[email protected]
https://www.linkedin.com/in/mylinkedin/ewhitlock

There are also various opinions on when to contact a potential employer and how many contacts to make.

I suggest emailing once sometime between the day you apply and a week after you apply to briefly introduce yourself and get your name in front of the hiring manager and/or recruiter. If you decide you want to do a second message, I suggest waiting until a week or two after the first message and modifying the message so it is not just a repeat of the first message you send.

Remember, you get to do whatever you want to do. Some hiring managers and recruiters may be very open to messages, and others might prefer to avoid being contacted. I believe reaching out one to two times with a few days in between contacts should show your interest without venturing into being way too much.