Bewerbungs-Booster
In den folgenden BewerbungsBoostern stellen wir einige besondere Prozess-Schritte vor, die in den letzten rund 30 Jahren unseren Kandidaten geholfen haben, sich gegenüber den Wettbewerbern für ihr Ziel "neue Herausforderung" durchzusetzen.
Application booster for managers
#Application #Depthof ContentCV #ManagementIntegral #Repositioning #ProjectParallelism #RunwaySuccess #SoftSkills #ConversationHeadhunter #Upgrade #VacancySearch #ChangeMotivation.
In the following ApplicationBoosters, we present some special process steps that have helped our candidates prevail over competitors for their "new challenge" goal over the past 30 years or so.
1. your personal biographer, your success database
Most of the time the basis on which the offers to the labour market are made is too generalistic, ego-rotated and too thin. In market research, one learns early to understand the meaning of "garbage in garbage out". Without the expertise and guidance of a biography-savvy coach, performance, experience, competency, and soft skills remain too weak for a true match with the demand factors of the seeking companies. This results in standards of cover letter, work history, and interview strategy that are not sufficient for the top positions at each level. Through the full-day biography (exclusive tool), with pre- and post-work of our NewPlacement coaches, usually 150-200 performance, experience and competence values are collected, which enable a perfect matching with the more than 50 demand factors of the searching company in each case and give the decision-makers a high degree of security for a common future.
2. repositioning for the market
No branded company would put an immature product on the market under its name and thus permanently damage sales channels. Unfortunately, many applicants do not adhere to this with their offer to the job market. One bombards headhunters with changing self-positionings without adjusting the performance, experience and competence values and thus signals that one does not know oneself what one's authentic offer is. In this context, one hears over and over again the applicants' admission that they "could imagine the job". Understandable, but not purposeful. It is better to seek help from a "brand maker" from NewPlacement AG in this segment. This person will work out a clear, comprehensible and verifiable, demand-relevant and attractive positioning together with the applicant, similar to the branding company. The headhunter can start with this and convince his customers.
3. motivation to change
In the presentation of the career, too little attention is paid to the transitions by the applicants. Many motivations damage the previous employer or own job. Lack of internal counteroffers let smoke rise, which makes the headhunter look for the fire. In this way, good contents of the respective job stations are partially nullified. We find this deficiency in many cover letters and interview strategies or "failure presentations". In the all-day biography the experienced NewPlacement-Coach finds the mosaic stones for the transitions up to the Doppler strategy with the "upstream change motivation". The professional success lecture is comprehended and goutiert in its coherence by headhunters and enterprises. In addition, it provides the applicant with a script with which all pitfalls can usually be avoided. This gives security and sovereignty.
4. cover letter suitable for the recipient
There are so many articles out there regarding the right cover letter, and of course they contradict each other. Again, one can learn from the branded goods industry how they validate their advertising texts. That's right, in a market research the target group is confronted with it and the results are used for the improvement or the complete new approach. You would also never think of interviewing just a single consumer. So the cover letter to headhunters should be based on a broad market research as the highest common denominator. Cover letters to HR, directors or owners, in turn, need to consider other aspects. There is an additional distinction for reactive, initiative or recommendation letters. Based on this knowledge, the NewPlacement-Coach helps to individualize and focus the cover letters and for more response.
5. three-dimensional success story
Especially with speculative applications, the exact project requirements are naturally missing. So the success story must be set up accordingly broadly. A three-dimensionality allows the reader to determine the depth of information in the individual career stages themselves and to quickly find corresponding achievements, experience and skills. This enables the headhunter or the decision-makers in the company to get an overview of the matching in a short time. In the case of reactive applications, the success story is already individualised in advance together with the NewPlacement coach on the basis of the demand factors of the searching company in order to generate a quickly recognisable high degree of matching. Additional "content ballast", which arises from the ego rotation of the applicant, is not taken into account. You know about the bait ...
6. integration of soft skills in your successful presentation
In a job interview, a sales manager rattled off 6 strengths in response to the HR manager's question about them. After a brief consideration, the HR manager asked how he came up with this "narrow board" of having all these strengths. Can you imagine the following tough 5 minutes of the interview? Strengths and weaknesses and other soft skills belong docked in the script. They are evidenced and explained situationally. Weaknesses are identified, worked on, but still present. Strengths do not come across as boastful, but are grounded in performance, experience and competency values, and when described lead to a match with the target position. The selection from a portfolio of 10 strengths must be individualized, based on the previous course of the success presentation or interview, of course only on demand.
7. broad market scan
20 years ago, the headhunter market was not yet so diversified. At that time, the applicant received a list of 10-20 promising recruiters for his research or sending of initiative documents. At that time, the criteria for selection were mainly content-related. Today, on the other hand, many search projects are awarded on the basis of networking criteria. Managing directors who have had good experiences in their own search are understandably guided by this in their headhunter selection. Owners often look for "confidants" who guarantee a completely confidential search because only one person is involved. If you now knew "who with whom and why", you could focus again on 10 headhunters. Otherwise you need a broad market scan, especially to cover the top undercover projects. If you focus on a single headhunter who may also offer outplacement, you lose sight of the overall market with its multitude of undercover offers and risk significantly longer search times.
8. parallel activities instead of one-sided application focus
There are increasing views that single runways are sufficient for fast and strategically correct job success. Perhaps also because some outplacement providers reduce themselves to this and shy away from the complete parallelism of activities. Each runway has its justification and the omission of individual accesses not only statistically reduces the prospects on the application market. Those who reduce contacts to headhunters to a few have lost sight of the networking of decision-makers in the company and the broadly diversified market. Who places own initiative applications with enterprises over professional recommendation marketing by third, does not worry about the addressee. Those who burden their network with passing on documents jeopardise opportunities. That's why NewPlacement supports all runways in coordination with the candidate and individualizes them according to project and level. Standardized cover letters and documents - without taking advantage of the matching opportunities - have little chance of success.
9. appreciation of headhunters
As an experienced sales manager, the headhunter "sells" your profile to his clients and thus gives you access to the decision-makers in the first place. With each introduction of a candidate, he puts his business relationship with the searching company to the test. Each candidate should show understanding and appreciation for this demanding task and comply with the demands for individualisation of the documents (scope, additional project list, etc.) without discussion. The headhunter represents the target company and their decision makers. However, the applicant should match researched demand factors and his own offer in advance in cooperation with his NewPlacement-Coach. This makes it easier for the counterpart to find the necessary information quickly, saves him valuable time and promotes his interest and thus his own chances.
10. keep all projects going until they are successful!
One of our candidates, who was absolutely sure of his acceptance in an application project that lasted 12 weeks with 6 appointments at home and abroad, we were able to convince that he also continued to work on the other application projects in parallel with full commitment. After 11 weeks he then took over the sales management at another large branded company. One week later, he received a rejection from the "safe" project. If he had turned down the other projects, 3 months would have been lost in the process. In the case of another project with a contract offer, despite his own rejection, he succeeded in not damaging the relationship with the decision-makers, so that he could return to it in the further course of his career if necessary. It becomes more difficult when candidates sign the contract for a 1b project out of a sense of security and want to continue looking. But we also have solutions for this.
11. upgrade to PremiumPlacement.
An interested party, who had had another outplacement consultancy financed by his company as a parting gift, turned to us in order to gain more access to suitable vacancies. Of course, he didn't want a second outplacement consultancy. It wouldn't have done any good either, since as a top executive he had to play in the Champions League, the tactics and approach of classic outplacement consulting were not enough. Additional additions to vacancies would have been such a waste of time. He needed a #PremiumPlacement for executives based on his management record with around 200 performance, experience and competence values and sales-strong as well as polished soft skills (change motivations with internal counter-offers, greatest failure etc.). In the PremiumPlacement process, he can then guarantee a verifiable match in every project and every stage of getting to know the candidate, based on the occupancy of the 50-70 demand factors of the searching company with corresponding values of his management record. In the further course, he creates a face in the crowd of competitors through a re-briefing (if necessary supplemented by a strategic approach) and the mirrored value-in-use analysis. While the OutPlacement process ends when the contract is signed, the PremiumPlacement process continues the application process during the probationary period with 360-degree integration. The necessary projects at its level are generated almost exclusively from the hidden market and through individualized referral marketing (#inverse headhunting).
Further information
On our website you can find out more about the extensive
o internal career directory
o FAQ on OutPlacement
o Interviews OutPlacement & Career
o FAQ of the companies
and the horizontal sliders provide very quick information on all phases of career development and professional change.
For an individual and personal assessment, please arrange a free, no-obligation information meeting with your future coach.
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