Candidate Tips...The Right Way to Resign: How to Leave Your Job in Good Standing

By Caroline Levchuck

After you've landed a new job, the excitement of starting something new may be accompanied by anxiety and guilt over leaving the familiar and perhaps some good friends, too. Even if you're leaving mostly enemies behind, it's still a good idea to leave your job in good standing.

Corporate alumni associations are sprouting up all over the Fortune 500, at companies including GE, Procter & Gamble and Yum! Brands, and it's in your best interest to be a part of these burgeoning professional networks. In fact, if you handle your transition properly, your former employers may even view your ascension elsewhere as a PR asset.

"Whatever the circumstances are around your departure, keep your mind on the big picture and don't do anything that could come back to haunt you," says career coach Deborah Brown-Volkman.

She recommends three steps for wrapping things up at your old job and departing with a pat on the back from your boss.

Write Down Everything You Do and How It Gets Done

Forget job descriptions. They rarely tell us precisely what an individual does day-to-day or reveal the "It's not really my job, but I kind of do it anyway" responsibilities that grace any worker's plate each week. Also, in an age of zero redundancy at many companies, you cannot rely on even your supervisor to understand what you do and how you do it.

"Often a boss feels like, 'I don't know what this person does -- I only know she can't leave!'" Brown-Volkman says.

So, do your boss and colleagues right by creating an exhaustive list of everything you handle, along with detailed instructions on how to handle it. Your coworkers will appreciate you for having this thorough document -- and for having done so much during your tenure.

Remain Until You Train the New You

Two weeks' notice may be the minimum an employer requests, but most companies will appreciate a more lengthy lead-time so you can help train your replacement. If you do so, your boss will be indebted to you. You're also sending a message that you want your former coworkers and employer to succeed.

"It's hard to give a lot of notice because your next employer may be waiting anxiously for you to start, and many people want to take a week off between jobs," Brown-Volkman says. However, she urges departing workers to spend "as much time as you can with your replacement or colleagues who will be temporarily handling your workload. Train them so they've got it down cold."

Also, tap your own network for a potential replacement. You may even be eligible for a finder's fee if you refer the right person for the job.

Wish Everyone Well When You Leave

Brown-Volkman advises giving all your coworkers a heartfelt farewell and offering them a few words of encouragement and appreciation. "Even if you don't like someone, bury the hatchet," she says. "It takes a big person to do that, but you never know when you'll meet this individual again."

Also, she points out that former coworkers are the best candidates to join your professional network. "You will always have common ground with these folks," she says. "They're easy to stay in touch with. There will always be some bit of news or gossip you can bond over, and that makes it less awkward to pick up the phone and chat."

All of this is for the future -- the big picture, she adds. "You could end up working for some of these people," she says. "You may need a favor. You just don't know, so make sure you leave on the best possible terms."

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Client Tips...10 Questions the Boss Should Ask Every Employee

Behavioral Interviewing

You may feel that two short interviews and a three page resume are not sufficient for you to make an important hiring decision. Perhaps you should consider the kinds of questions you are asking the candidate in your interviews. Behavioral interviewing is a very good technique to help you identify the right person.

What is behavioral interviewing?

It is a style of interview that forces candidates to answer questions which demonstrate their competencies (knowledge, skills and abilities) by giving specific examples from their past experiences. The focus on the interview is less about what they can or could do (ie, hypothetical situations), and more about what they have done in specific situations in the past.

Behavioral interviewing is based on the assumption that a person's past performance (in previous roles) is an excellent predictor of their future performance.

How to prepare for a behavioral interview

To prepare for a behavioral interview, take the following steps:

• Make sure you have clearly defined the competencies for the role. General competencies include:

• Enthusiasm
• Knowledge/skills
• Problem solving
• Team building
• Personal attributes
• Leadership
• Communication
• Flexibility
• Decision making
• Develop a series of questions which will enable you to find out if the candidate has these competencies.
• Questions might take the form of:

• Give me an example of how you have .
• Tell me about a situation where you .
• In the past, how did you deal with a situation where .
• Given your past experience, how would you best deal with .

What should you look to evaluate in a behavioral interview?

There are three types of competencies you should look for:

• Content competencies - which are work/role specific.
• Functional/transferable skills - which are used generally with people, information or things, regardless of the specific environment.

Adaptive or self-management skills - which are personal characteristics.

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The Recruiter's View: Candidate-Driven Market is Impacting Hiring More Than Ever Before

Despite some challenges during the winter months, U.S. employment has experienced consistent growth in 2015, with 251,000 new jobs as the monthly average. Many companies are expanding their teams, but are finding it difficult to recruit, especially in the executive, managerial and professional job market. In this sector, which is candidate-driven, employers continue to lose great candidates who are accepting other job offers. This is due to lengthy hiring practices, below-market salaries and an inability of prospective employers to sell their brand, the role and career-pathing opportunities. Retention is also a challenge, as the brightest talent recognize more jobs are available and feel more confident about pursuing them. Now more than ever, companies are feeling the pressure of the candidate-driven market, forcing many to reevaluate and overhaul their recruitment efforts, to attract and retain the specialized talent needed to move their organizations forward.

Click to watch the video.

New data from the most recent MRINetwork Recruiter Sentiment Study, a biannual employment landscape survey of MRINetwork recruiters across approximately 600 worldwide offices, indicates that the candidate-driven market, which has experienced a consistent uptick since 2011, is here to stay, and the rate at which top performers are rejecting job offers continues to grow. According to the survey, 90 percent of respondents feel the executive, managerial and professional sector is candidate-driven. This stands in strong contrast to companies who still believe employers are driving the labor market, and that their pre-recession talent acquisition and retention methods can still be effective.

"The job climate has definitely shifted in the past three years to a candidate-driven market," said a recruiter responding to the study. "Candidates now have choices and employers need to make the interview process go smoothly and quickly." The report reveals in the first half of 2015, a 36 percentage point increase from the second half of 2011, that recruiters feel the talent market is candidate-driven.

The availability of more job opportunities and a growing shortage of highly specialized talent are the overriding forces behind the candidate-driven market. With multiple job offers to consider and the ability to reject less desirable work opportunities, top performers have the upper hand. To that end, a reluctance by many companies to provide respectable wage increases, or offer competitive salaries to prospective hires, is impacting their hiring and retention abilities. According to the study, 47 percent of recruiters say the primary obstacle to hiring is a failure to recognize that top candidates are no longer accepting the low salaries that were customary during the recession. Further, year-over-year survey data points to acceptance of another job offer as the most common reason that candidates turn down a role, with a six percentage point increase from the first half of 2014. The message is clear; employers who do not recognize this reality will continue to lose their top picks to competitors. Further, the time between the first interview and the rejected offer is shrinking, with an eight percentage point increase from the second half of 2013, for candidates that rejected offers within two weeks of the first interview.

MRINetwork recruiters provide the following survey insight about rejected job offers:

• The shift to a candidate-driven marketplace has been enormous just over the course of the last year. The biggest concern is that candidates understand this, but companies do not.
   
• Companies tend to feel their offer/opportunity is unique. Candidates are expecting more in the way of benefits and compensation.
   
• Employers think there are better candidates out there who they haven't seen. They also don't seem to have a clue that the best candidates are in the driver's seat.
   
• Many organizations still don't realize they need to bring their A-game to attract.

With more top performers moving on, the candidate-driven market points to several things:

• Internal and external branding will continue to be important as companies face growing pressure to sell their value proposition to employees and candidates. "Clients are beginning to, but not across the board at all levels, recognize this is a candidate-driven market where the best talent need to be convinced their lives would be better if they were in that particular role," says an MRINetwork recruiter.
   
• Lengthy hiring processes must be replaced with streamlined, candidate-facing interviewing practices. One recruiter notes, "Clients need to understand that they are in a competitive situation and good candidates are getting multiple offers. "They are still taking too long to finish the deal."
   
• Not surprisingly, talented employees who were hired at bargain salaries during the recession are moving on. According to one recruiter, "Clients are beginning to understand that if they aren't competitive with compensation and culture, they will struggle to make strategic hires. The time where companies could seek to hire someone who's already done/doing the job for which they're looking to hire, and willing to come for lateral compensation is just about over."

Although the study results demonstrate that top performers are driving the hiring process in the executive, managerial and professional space, recruitment and retention will continue to present challenges for overall hiring as the job market expands. The recruitment practices of the past are no longer effective and companies need to recognize that modern hiring approaches are now necessary to acquire and keep the best talent.

To view the complete study, visit www.MRINetwork.com/recruitersentiment.

Engineers Get Busy! A Welcomed Resurgence.

Sometimes trends in the engineering professions are difficult to define because of slow pace or incremental changes that can be difficult to perceive.  But, demand for engineering talent has been a dramatically increasing trend in the past few months.  Simply put, many firms have more work than people to execute the work, and the ability to win more available work is constrained by not having the necessary leadership and personnel.  Of course this is good news for recruiters like us, but, most importantly, it is a welcomed resurgence for the engineering professions. It is good news for everyone from the entry-level grad ready to enter the profession, to the senior engineer ready to take on a Principal role.

Improvement in the general economy is the prime driver.  In addition, there might be some improvement in the political environment in many states that is driven by the understanding of the critical needs of our crumbling infrastructure.  Credit the ASCE for their quadrennial
Report Card for America's Infrastructure and some excellent coverage in general media such as reviews of books like Jonathan Waldman's Rust, The Longest War and Rosabeth Moss Kanter's Move: Putting America's Infrastructure Back in the Lead.

Some of our recent opportunities are listed here but remember that job opportunities are very fluid and the best strategy for finding a new opportunity is to create a relationship with a recruiter who can identify the right career step as it becomes available.

Contact Pat Havard at 530-478-6478 Ext 115 or Pat@prgnc.com to learn more about our services and these exciting opportunities. Referrals are always welcome!

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Client Tips...Make Your Small Company Culture a Stand Out to Job Candidates

By: Eric Herrenkohl, Monster Contributing Writer Does size matter? When it comes to recruiting, a small company can actually be a big advantage. Use these recommendations to inform your recruitment process and attract A-players using your small-company culture. Attract top talent who prefer working for small companies. There are big company people and small company people -- your job is to find the ones that are naturally attracted to your environment. A sharp young woman recently told me that she and her friends made a pact after college that they would not "sell out" by working for big companies. Working for a big company can be terrific for the right person, but the fact is there are many people who prefer a smaller work environment. Actively promote the fact that you are "a small company that does big-time projects," or something similar. Don't try to hide the fact that you are small (it won't work anyway.) Instead, emphasize to candidates the clients whom you serve and the quality of the work that you do. Let your company culture come through in your job postings. Typically, small companies have a more laid-back, less corporate work environment. If that is true for you, let that "un-corporate" attitude come through in your job postings as part of your recruiting strategy. For example, a client of mine in the kitchen and bath industry posted a job opening for a designer. In the ad, they described themselves as a company that designed "award-winning, high-end kitchens and baths while not taking ourselves too seriously." Then, they described their ideal candidate as follows: "You know how to design kitchens and baths and are darn good at it. You can sell what you design (that seems obvious but you would be surprised.) You like people and they like you. You are a good problem solver and you can prove it. You care about where you work and the people you work with." This is a great job description because it clearly describes the profile of this company's ideal candidate and does it in a non-reverent tone that captures their culture. You should strive for an appropriate tone in your postings on Monster. Be clear about what you want in job applicants while using the tone of your posting to attract people who will do well in your environment and culture. Use the interview process to play up your work environment. I once referred a young salesperson to a client of mine as a job applicant. The salesperson worked for a big company. The President of the client company, a smaller franchisor, set up the interview himself. He arranged to meet the salesperson at a local coffee shop, and told him that he would be the guy "wearing shorts and riding a Harley." You can imagine how much that appealed to this 25-year-old. Here he was stuck working in a corporate bureaucracy while other people were running companies and riding their motorcycle to work. It was a powerful, non-verbal way for my client to communicate the advantages of his small-company culture. This doesn't mean you have to head to your local motorcycle dealership (unless you want to). Use your own authentic, distinctive characteristics to appeal to applicants. Let them experience you and your company, and see who responds to your culture. The people who respond positively are likely the ones who will fit your company best. Provide flexibility. The world is filled with people who are looking for flexible work arrangements. There are seasoned A-players in all professions -- salespeople, attorneys, CPAs, and consultants just to mention a few -- who would do anything for a job that lets them use their skills and still have a life outside of work. Design a role for these people, let everyone in your network know about it, and see if you get any A-player referrals. Remember that time and flexibility can be more important to people than working for a big company. If you design and promote different roles with this in mind, you will be pleasantly surprised at the quality of people you can attract. Pay and benefits. If you want to compete for A-player talent when making a job offer, you have to offer competitive pay and benefits. However, there is a difference between being in the ballpark and matching the benefits of the Fortune 500. Put the best plan that you can afford in place for compensation, health insurance, retirement, vacation, and associated areas. If a job candidate puts together a spreadsheet to compare your dental coverage to that of a Fortune 500 company, you likely won't be able to beat them. Don't worry about it; move on and find other people who are the right fit for your environment. Hiring takeaway: Beauty is in the eye of the beholder. For many A-players, small is beautiful. Work hard to find A-players. Actively promote the advantages of your smaller-company culture. Get creative about things like flexible work arrangements. Be competitive about benefits but don't worry about matching bigger companies in everything. Your job is to promote your advantages to a wide number of candidates so the people who prefer your kind of culture and work environment can step forward. Author Bio Eric Herrenkohl is the author of the book, How to Hire A-Players (John Wiley & Sons, April 2010) and is President of Herrenkohl Consulting. Herrenkohl Consulting helps executives create the organizations they need to build the businesses they want. To receive Eric's free monthly e-letter Performance Principles, go to www.herrenkohlconsulting.com to subscribe. Editors Note: The article comes to us with permission, from Monster's Advice Center.

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Candidate Tips...8 Ways to Research Your Prospective Employer

The amount of knowledge you have about a potential employer, and on the industry in which you hope to work can give you a competitive edge. This pertains both to making initial contact with employers and before going on interviews. In addition, having information on a company is also invaluable when it comes to evaluating a job offer. You should know the company's industry, what they do, who some major clients are, and the names of some of the company's higher-ups, i.e. CEO, President, etc. You should also know who is in charge of hiring for the position you are seeking. Here are some resources to find company information. Corporate Websites-Most businesses use their home pages as a marketing or communication tool for generating and retaining business. They may also provide annual reports, news articles, business ventures, and information about products and services. You should spend a good portion of your research time reviewing the information available at your company's home page. You can locate a company's web page by using a search engine such as www.google.com. Directories-Here you can get information on public and private companies, although you may be limited with private company information. A couple sites to check out are: http://www.corporateinformation.com/ & http://www.hoovers.com/free/. Press Releases-Like an annual report, press releases present information in a way that appeals to the media, and in turn to the consumer. They are generally written by professionals who know how to make even the most damaging news somewhat palatable. If you need to find out newsworthy information about a company they are a good source. Local newspapers-Local newspapers usually publish articles about companies in their city or town. This is often the only place you will find information on small, local companies. Some newspapers publish special business sections once a week. You will also find information about employees at those companies. Should someone win an award or special recognition, a local newspaper is where you would find it. You are probably wondering what this bit of trivia could mean to you. Well, imagine this scenario. You learn you are going to be interviewed by Joanne Manager. You do a little research and find out that she just won a 10 kilometer race. It just so happens that you're a runner as well. Isn't this a great way to establish rapport? National Newspaper-While the New York Times is not planning to change its name to the U.S. Times, it can serve as a source of national information. The same can be said of other newspapers across the country, like The Boston Globe, The Chicago Tribune, and The Washington Post, to name only a few. Articles on larger U.S. and international companies are featured in the pages of these publications. If something newsworthy happens you will probably find it in any large newspaper. Many are also available online. Business Journals-The most well known is The Wall Street Journal. There are also smaller, more local business journals. You can find information on local companies as well as companies with a wider geographic scope. These journals provide a good way of tracking who has moved where, what companies have what clients, and which companies are relocating to your area. Openings of new businesses should also be announced in a business journal. Industry Journal-These publications follow companies within different industries. This is a great way to become more knowledgeable about the industry in general. You can look at trends and upcoming changes to determine how you can best make an impact. Remember, you are trying to show potential employers what you can do for them. Professional Journals-These journals keep you apprised of goings on in your field. In addition to providing company information, professional journals give insight into changes in a particular field. These publications also contain advice about how to do your job better. Being able to discuss new medical billing software with the office manager of a doctor's office will show your level of expertise and interest in the field. Sources: About.com : Career Planning

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Considering a career in Recruiting? We're Hiring!

Are you ready to take on a professional challenge on a national scale 

without having to move to the big city?

Principal Resource Group, an established executive recruiting firm with long-term clients specializing in civil engineering, environmental, and construction related fields, seeks an Executive Recruiting Specialist.  This is an opportunity for an individual who takes pride in personal success and who can take initiative to leverage existing clients and an outstanding market reputation to thrive. The successful candidate will have a proven track record in sales, willingness to be a team player, excellent written and oral communication skills, intermediate/advanced computer skills, and a sense of humor.  Entry-level and experienced positions are available.

Account Executive: Use your sales skills to develop and maintain relationships with our clients and make a difference in people’s lives.  Work with clients to identify staffing needs and manage the recruitment process from finding candidates through communicating offers.  The Account Executive position generally requires at least 2 years success in Business to Business sales and a Bachelor’s degree.

Project Coordinator – Recruiting Specialist: Great people skills and the ability to communicate well over the phone are a key part of this position.  Work with Account Executives to recruit qualified candidates by conducting complex internet research, sourcing, interviewing, screening, and referring candidates for client companies’ openings.  The Project Coordinator position generally requires a Bachelor’s degree (or equivalent experience) plus two years in sales or marketing.

As an executive search consultant with Principal Resource Group you will:
• Have access to the best training in the industry
• Enjoy a family oriented work environment with flexibility
• Control your earning potential with an excellent compensation and benefits package
• Work in an office with opportunity for advancement

Explore the world of executive recruitment at Principal Resource Group – the career you impact the most will be your own.  To apply, contact Kelli Newnan at 530-478-6478 or kelli@prgnc.com.

Visit our website to view the full job description.


About Principal Resource Group

Since 1999, Principal Resource Group has provided executive recruiting services to civil engineering, environmental, and construction companies across the United States.  Our clients are small and large consulting firms, leading national engineering firms, and companies with global engineering projects. We are part of the MRINetwork™, one of the largest and most successful recruiting organizations in the world.

Principal Resource Group specializes in recruiting executives, managers, and technical specialists in the Civil Engineering, Environmental, and Construction disciplines, including: Water/Wastewater, Water Resources, Municipal/Public Works, Power/Transmission, Renewable Energy, Environmental, Geotechnical, Transportation/Traffic, Construction Management, Hydraulics/Hydrology, Geology/Hydrogeology, Structural, Mechanical/Electrical, and General/Civil.

For Companies:  Our recruiters are experienced professionals who understand the civil and environmental engineering communities.  Our goal is to introduce you to professionals who can make a long-term contribution to your firm.

For Candidates: Our recruiters are proud to provide personalized and confidential services to professionals with all levels of experience in the civil and environmental engineering industries.  We want to know you and your career goals so we can introduce you to opportunities that will inspire and challenge you.

Client Tips... Employer Hot Buttons - Focus on the Needs of the Decision Maker

All too often the job seeker is focused on what he or she is looking for in a job (i.e. income, benefits, location, function, responsibilities, title, stature, drive time, industry, and corporate culture). On the other hand, hiring executives have an entirely different set of standards for what they are seeking in candidates. If you, as a job seeker, fail to recognize the difference, your chances of being the 'candidate of choice' are lessened. Let's explore the minds of decision makers and find their hot buttons. When you focus your search on these factors through your resume or resume portfolio and through your interviews, you are more likely to become the standard by which all other candidates will be measured. Employer hot buttons: Ability to do the Job. Sounds simple enough, but you would be amazed how many people apply for jobs for which they are not qualified. Before the decision makers dig deep into a candidate's background, or invite him or her in for an interview, they must first confirm this very basic criteria. Establish your ability through your resume or resume portfolio by placing your emphasis on accomplishments, results, performance and insights into emerging trends, opportunities and challenges. Initiative. Unless you are entry level, most decision makers are looking for someone who can "hit the ground running." They do not want a long learning curve that requires costly training and where the new hire cannot produce quick results. Today's decision makers have very little patience. Demonstrate how you quickly identified a problem or need project, initiated an action plan, and produced bottom-line results. Job Growth. Decision makers look for people who go beyond their defined "job description." Show that you are adaptive and willing to take on additional responsibility and that you will go the extra mile to achieve success. You don't want to be perceived as someone who is stuck in the comfort zone and always content with the status quo. Self-Confidence. Decision makers want to know that they can totally put their trust in you to perform the job and produce the desired results. They develop this trust by seeing your confidence. Confidence can be displayed in numerous ways. Here are just a few of the things that decision makers look for: A) Speak with authority. Use phrases like "I can," "I will," and "I know." Avoid phases like "I think," "In my opinion," and "I feel that." B) Demonstrate a commanding presence by your appearance, posture, eye contact, and body language. C) Show your track record of ongoing success. Decision makers will not have confidence in you if they can only see a few accomplishments scattered over several years. Leadership. Leadership is not reserved for senior executives or managers. For example, a janitor can show leadership by finding a better way to do his/her job, by setting a great example for his/her peers, or by finding ways to cut costs through more effective cleaning equipment or a new supplier for less expensive cleaning materials. Leadership is a rare commodity. Show decision makers that you have the courage to take a leadership role, regardless of your level or function. Compatibility. Much to the regret of some people, decision makers look for a certain amount of conformity. This does not mean you must be the quintessential "Dilbert." Rather, organizations seek people whose personality style and behavior match the requirements of the job and the corporate culture. For example, we all know about the employee who is never happy with anything, is a continual whiner, and always finds fault with everyone else. During your interviews, avoid criticizing your former employer or placing blame on others for why things didn't get done. Always demonstrate your positive mental attitude (PMA). Attitude. OK, we wrapped up number six by mentioning your PMA. Let's build on that. If you want to be the standard by which all others are measured, then walk in the door with a high energy level, tons of enthusiasm, a zest for living, and the determination to be the very best at whatever you do. Enthusiasm is infectious. Others feed on it. It is motivating and drives others to higher levels of productivity and success. Show your enthusiasm every chance you get and you dramatically increase your chances of being hired. Social Skills/Interests/Involvement. In today's business world, it seems that professional courtesy and conduct are from another era. You can never say please and thank you enough. Give credit and praise to others. During your interview talk about the team's performance and the contribution that everyone else brought to your projects or your job. Show your interest in what others were working on and how you were willing to help. Show your involvement in organization activities; both social and professional. Integrity. Over the past few years we have witnessed the tragic abuse of authority and total lack of integrity by many of our nation's top senior level executives. Many have gone to jail and others will probably soon follow. Needless to say, this is a powerful message to everyone. Demonstrate your uncompromising integrity, professional ethics and personal morals. If a decision maker wants you to "wink" at laws or professional conduct, you don't want to work for that company. Communication Skills. We can't ever communicate too much. I admit that companies often have too many meetings, but I don't equate those meetings to communication. A good communicator possesses outstanding written and oral skills and knows how to use them effectively. Demonstrate to the decision maker how you continually use communication skills to achieve your goals. There is a lot of information here to absorb and it is difficult to hit all of these hot buttons through your resume and interviews. But by being aware of these hot buttons you can consciously try to touch on as many as possible. Instead of focusing on what you want, focus on what the employer wants and you will land that next job. This article is courtesy of Careerbuilder.com

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Candidate Tips...6 Steps to Successful Career Management

In some respects building a successful career is no different from any other project. Clear goal setting, thorough planning and effective execution are key ingredients in the recipe for success. Though expert advice can help you with the process, in the end it is up to you to formulate objectives, develop a plan, and follow through to realize your career goals. While you may enjoy your share of luck, success seldom falls in your lap. Furthermore, if you ignore the basic principles of career management, an unexpected setback could badly damage your long-term prospects. Here are six steps towards success in your career: Take a good look at yourself.Understand your needs. What is important to you? What are you passionate about? A career spans many years. It can be hard to maintain enthusiasm, excitement and energy unless you believe in what you are doing. Look for the right balance in of career, earnings and fulfillment. Are you aiming for the top or is family more important? What are your unique talents and abilities? It makes sense to play to your strengths. Research career optionsand prioritize. Discover what skills and experience various careers require ahead of time. What is a good fit for you with your skill set? Map a pathfrom where you are to where you want to be. Think strategically and long-term about your career. Don't place too much emphasis on compensation early on. It may be more important to develop the skills and experience to "set you up." Your action plan should build upon your strengths and improve your weaknesses. Establish firm bases for the future. If the platform is secure, you can usually survive a mistake or setback. Don't ignore ongoing training.Acquiring the additional skills, knowledge and education needed for your new career is fundamental. Also consider getting some unique experience which will help differentiate you in the market place. Market yourself.Don't take an overly conservative or narrow view. Consider start-ups and smaller organizations where you will get more responsibility. But always target companies that are excellent at what they do, and that place importance on developing staff, particularly at the beginning of your career. Don't forget to network! A well-developed list of professional contacts can open doors for you. Seek ongoing career management.Continue to examine, evaluate and refine. The marketplace can change quickly. Be prepared for unexpected opportunities as well as setbacks. Don't ignore the value of mentors. Establish at least one quality mentor in the field you hope to pursue. Also, use advisors and experts often. Their experience, advice and influence may prove invaluable.

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What Red Flags Could Your Team Be Giving Off in the Interviewing Process?

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