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Changing Your Mindset When Job Hunting

Affinitee Mentor Sara Gardner Shares 5 Tips on Finding the Job You Really Want

Photo by Tim Gouwon Unsplash

Affinitee helps womxn and people of color gain access to mentors to help them in their professional development. Sara Gardner is one of our amazing mentors on the platform. Sara recently joined Johnson Controls to head up Global Product Management for their security business. I recently spoke to Sara about her advice on how to successfully navigate a career change.

“I’ve had a long career in software — most of it in Silicon Valley and most of it riding the bleeding edge building and taking new software technologies and platforms to market. From relational databases and data warehousing (yes, it was cutting edge once!) to Big Data, AI, Smart City and Industrial IoT solutions. It’s been a truly amazing ride during an incredible 30 years of innovation. But a couple of years ago I realized my motivations had started to shift. Despite being a life-long geek, it was no longer the technology itself that was making me tick but rather the act of using it to make other things tick and transform industries that had become my passion. I knew my next move had to reflect that.”

After a successful career working at companies such as HP Enterprise, Oracle and Hitachi, Sara shares some tips in how best to approach a new job search — especially when looking to make a shift to a new role or industry.

Tip #1 Learn what makes you tick — really tick.

“Many of us hit a point in our careers where we feel dissatisfied. Sometimes it’s a blip, other times it’s a signal that our true passion is something different. Sometimes we know what we’d rather be doing and sometimes we don’t — we just know it needs to be something different to what we are doing today. I had a pretty good idea what I wanted to do but used a great trick I picked up at a seminar to really drill into my sweet spot. Take a step back and look at all the points in your career where you felt on fire, in the zone, in your sweet spot. You might have a list of successful projects that you drove or even projects that didn’t go as planned but you just loved the role you played on the team and the people you worked with regardless. Remind yourself what was happening when you were at your best. What skills were you using? What was the situation? You are trying to hone in on what really makes you tick. Try to find a job that puts you in that space.”

Tip #2 Getting a job without a connection feels like playing the lottery.

“The best way to get a job is to have a personal connection. We’ve all applied for jobs that look on paper to be a perfect match only to hear crickets after we’ve applied. 9/10 resumes get lost in the shuffle. The best way to get a job is through referrals or by working with a headhunter. That was a bit of an eye-opener for me. Join special interest groups (Linkedin is great for that), work your network, expand your network, build a list of target companies and figure out how to engage with them versus focusing just on looking for openings.”

Photo by dylan nolte on Unsplash

Tip #3 Focus on the fundamentals of the company first rather than the specifics of the role.

“Finding the right company fit is more important than the specific role. Fantastic if you hit the mother lode and find one that fits on all fronts but in reality, job descriptions are typically loose and people get to shape their job a lot more than they think. Or put in another way, hiring managers hire the people they like and want on their team. Yes, you need to have relevant skills but it’s rare to find a candidate that matches every skill on a posting. So finding a way into a company you like even if the role isn’t exactly what you were looking for is better than the “right” role in the wrong company.”

Tip #4 Don’t get hung up on titles.

“Having been a VP for many years I initially thought I must find a role with the same title. But titles these days mean very little. Making sure the level and responsibilities of the role are right is what counts. There are companies out there small and large where big titles are 2 to a penny and other companies that are extremely conservative on titles — particularly in the Industrial space where I had shifted my sights. If the job is at the right level, compensation and responsibility in a company is what truly matters.”

Tip #5 Stay positive! Your next job is out there.

“Final comment — stay positive. Yes, I know it can feel a little demoralizing finding a new job but if you focus on some of the tips I described I think you will find it less so. I used to think it was a “volume” game — send as many resumes out as possible and something will stick! While I certainly know people who have found jobs that way I personally think they are in the minority and if you do get crickets and rejections week after week it’s enough to crush anyone’s self-esteem. Instead focus on being seen and getting on the radar of the companies you want to work for. Informational chats over coffee for example leveraging a connection from someone in your network or tap an Affinitee mentor — we want to help! Remember you are selling yourself and you ARE a hot ticket! The right buyer will snap you up in an instant but they need you to help them discover you first.”

Sara Gardner, Head of Global Product Management, Security, Johnson Controls

Sara is among the many mentors on the Affinitee platform that want to give back and share their knowledge and experiences with others. To learn more, visit: https://theaffinitee.com/mentorship/

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Five Ways to Broaden Silicon Valley’s View of Hiring

How to Avoid Leaving Diverse Talent Untapped

Connie* is an African American woman in her 50s with an Ivy League Education. She successfully led global teams and initiatives including sales and programs in the tech industry. Connie took a break from her career to take care of a family member. When she was ready to jump back into the job market, she experienced difficulties finding another job. Despite a successful and proven track record with stellar references, she experienced challenges re-entering an industry known for its dismal diversity stats. Connie asked, “How serious is the tech industry in improving diversity? I’m on LinkedIn with a tech background and I’m clearly black. Why haven’t I received responses for jobs at Google, Facebook and others if they’re serious about diversity?”

Connie is not alone. Ageism in Silicon Valley is a known issue. Google recently settled a long-running class-action lawsuit for $11 million claiming that it discriminated against hundreds of older workers by failing to hire them because of their age. Unconscious bias against women and underrepresented minorities compound the problem.

Silicon Valley’s hiring practices are often so limiting that without the right graduation year (preferably not before 2016), previous employment at GAFAM company (Google, Apple, Facebook, Amazon, Microsoft) or a NATU company (Netflix, Airbnb, Tesla, Uber) — you may not even get past a company’s resume screener or computer algorithm.

So When Did Experience Become a Dirty Word?
Employers looking for talent that’s deemed “hungry” and not “bogged down by process” may be doing their company a disservice by confusing desired behaviors with perceived biases related to age and experience. Companies need to ensure that their HR/People leaders and teams are strong and empowered to help guide the organization to get what they really want in the talent pool.

“The People role is not for the weak,” said Mari Kemp, Head of People, Samba TV. “When the organization says it wants to hire a senior director with no more than 5–6 years of experience because they say they want someone who will just get things done and not be bogged down with things, you need to be able to question back — Why? This has nothing to do with the years of experience, what they are describing is a personality characteristic. You need to be able to challenge the organization on behalf of the people.”

Hiring Managers Can’t Take a Back Seat in Hiring
Silicon Valley along with many industries are increasingly outsourcing the recruitment function. In his HBR article, “Your Approach to Hiring is All Wrong,” Dane E. Holmes reports that about 40% of US companies have outsourced much of its recruitment and hiring function to “recruitment process outsourcers” which in turn often use subcontractors, typically in India and the Philippines. As a result, hiring managers need to be actively engaged with recruiters on the desired skills, behaviors and characteristics required for a role — and have frequent checkpoints to discuss who gets sent through the process and who doesn’t. Many times, recruiters will reject qualified candidates because of very narrow parameters or implicit bias.

“I actually spot check recruiters. I tell them to give me the 10 resumes that they have cut — even the wacky ones that you can’t believe applied for the job,” said Renee Lahti, CIO, Hitachi Vantara. “I have a conversation with the recruiter on why each was eliminated, using a design thinking element of REFRAME. I recently filled a key role in six weeks. She’s one of the most effective contributors on the team, but her background would have eliminated her right way using the traditional process.”

How to Broaden Your Talent Horizons

1.Train All Hiring Managers AND Recruiters for Unconscious Bias

Unconscious bias can prevent you from getting the best talent needed for a role and certainly prevent you and your company from progressing on its diversity goals. Ensure all hiring managers and recruiters are trained for unconscious bias so that candidates are selected based on the kinds of skills, experience and behaviors required for a role vs. demographic characteristics like gender, race and age. Unconscious bias isn’t a topic just for HR teams.

2.Evaluate Resumes Based on Facts and Not on Presumptions

Companies are now starting to implement “blind hiring” practices to eliminate bias in their recruitment practices. “Blind hiring” may include removing information such as names, addresses, and graduation dates from resumes. Why can this information be problematic in hiring? In a study by the National Bureau of Economic Research, resumes with “white-sounding” names (the study uses “Emily Walsh” and “Greg Baker”) got nearly 50 percent more callbacks than those of “black-sounding” names (the study uses “Lakisha Washington” and “Jamal Jones”) — with identical work history, experiences and skillsets. Addresses can lead to bias because it can infer race, socioeconomic status and whether or not a candidate may have a long commute. Showing graduation dates and a complete listing of years of experience can lead to bias against a candidate’s age.

3.Standardize the Interview Process

Structure is your friend when it comes to interviews. To minimize guess work and those vague “I can’t put my finger on it” comments, ensure all interviewers have a set of agreed-to questions and criteria with required skills and behaviors for the role. When evaluating candidates, implement a standardized score card that can help interviewers stay on task during the conversation. Panel interviews can be helpful to reduce first impression and personality bias that may occur when you are only getting one person’s point of view. Panel interviews can also be a time saver for the candidate and the hiring manager.

4.Use Referrals to Bring in Candidates from Diverse Backgrounds

Employee referrals are widely regarded as an excellent source of quality hires. However, employee referrals can hinder a company’s diversity efforts. According to a report from PayScale, despite making up just 34% of the labor market, white men account for 40% of successful referrals, 30% are white women, and 17% are men of color. Consider incentivizing your employees to refer diversity candidates. Companies like Accenture and Intel offer bigger bonuses to employees for diverse referrals. Companies can also leverage their existing employees resource groups (ERGs) for to find leads on potential candidates.

5.Consider Transferable Skills and Experiences

Say a candidate’s previous employers or job titles may not be a 100% match with what you may have envisioned for a role. Do you immediately reject them? Not necessarily. Many candidates have transferable skills from previous roles and experiences that may prove to be a perfect fit for the role you’re looking to fill. Ask the candidate how they have handled similar examples of challenges and/or opportunities that one may come across in the role. This may give you valuable insights into thought processes and capabilities beyond preconceived notions of a candidate’s “perfect” background.

The acquisition of top talent remains a priority among Silicon Valley companies and yet we are still struggling to move the needle on diversity. We are still finding diverse candidates (by age, gender, race, disability, etc.) who are equally if not more qualified, but unable to breakthrough Silicon Valley’s narrow and sometimes biased screenings. Perhaps it’s time to take a broader view.

*Name changed for privacy

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Battling Loneliness and “Only-ness” at Work

Have you ever felt alone at work?  Alone, but in a room full of people?  Have you ever longed for support from your peers to problem-solve, find new perspectives or learn about a new role or industry that you’re interested in pursuing, but have no connections?  Maybe you’re someone who took a break from work to have a family, care for a loved one and want to jump back into the workforce? Where do you start? 

I’ve experienced many of the above situations myself.  As a woman and a woman of color, it hasn’t been easy.  Even as I expanded my responsibilities and rose in the ranks in the corporate world, I often felt alone.  In fact, in this Inc. article by Marcel Schwantes, the data shows that women of color get less support at work.  “In a McKinsey and Leanin.org study, women of color are less likely to receive mentoring and sponsorship critical for advancement and typically report to bosses who fail to promote their work contributions to others.”

People of Color Hitting a Ceiling

As a result, many underrepresented professionals hit a ceiling in their careers – finding it difficult to get promotions. According to this recent study, “For every 100 men promoted to manager, just 79 women are promoted. This gap in the promotion rate to manager is worse for women of color. Most notably, for every 100 men promoted to manager, only 60 Black women are.” Many of these professionals leave their jobs out of frustration or drop out of the workforce entirely.  This is costing employers valuable time and money—not to mention progress lost with diversity and inclusion goals they may have put in place.  It becomes a vicious cycle.

Affinitee Helps Women and People of Color Network, Connect, Learn and Grow

I felt there had to be a better way. I started Affinitee to help people like me network, connect and learn from others.  Our mission is to give underrepresented professionals (due to age, gender, race, disability, veteran status or whatever that means to you in your industry) a safe place to share experiences, gain support from peers or sign up for a mentor.

Employers Can Advance their Diversity and Inclusion Initiatives

Employers can partner with Affinitee to gain access to amazing talent or learn how to enhance their diversity, inclusion and equality initiatives.

So how does Affinitee work? It’s pretty simple.

1.    Sign up and register!

2.    Join a group or start your own!  Participate in discussions, share experiences and connect with your peers!

3.    If you’re looking for a mentor in a role or field you’re interested in, sign up here

4.    What if you want to give back and help your peers? Consider being a mentor!

5.    Employers! You want to reach a more diverse pool of talent? Need help with your diversity, inclusion and equality initiatives, partner with Affinitee!

Stay tuned for meet-ups, workshops and new content in the coming weeks.

I hope Affinitee becomes a place where underrepresented professionals can safely go to get support from their peers and make valuable connections.

If we can help professionals advance their careers, make successful professional transitions, we can create a more diverse and inclusive workforce, and maybe feel less alone

-Mary Ann

Mary Ann Gallo
Founder
Affinitee