June 22, 2015 Leave a Comment

Dealing with Age Discrimination: Workers’ rights and strategies

A client in his early 60s recently contacted me to ask about his rights as an older job seeker. He had been applying for jobs in retail stores, and when he submitted an in person application to a large sportswear retailer, he was flatly told that he did “not look like their target demographic” – an obvious reference to his age. Looking around the store, he noted that he was older than the other sales staff, but commented to the store manager that since he is a customer and knows the product well, perhaps he could sell to older customers. The manager nodded and took the resume. He never called my client back.

The bottom line is that it is harder for older job seekers to secure employment. A New York Times article from January this year raised this issue, quoting Ofer Sharone, assistant professor at the MIT Sloan School of Management, author of “Flawed System/Flawed Self: Job Searching and Unemployment Experiences” and founder of the non-profit Institute for Career Transitions, saying that “with each decade the length it takes to get re-employed is longer”, suggesting that whereas it may take a younger person 7 months to find a job, job seekers over 55 can take nearly a year to do so.

Your Rights

In Ontario, the Human Rights Code tackles ageism through a specific set of rights and responsibilities for employers, employees and job seekers. Specifically as it related to employment, the “Policy on Discrimination Against Older Persons Because of Age” instructs that:

Job seekers and employees over the age of 18:
– have the right to be offered the same chances in employment as everyone else
– cannot be denied a job, training or a promotion due to their age
– cannot be forced to retire, because of age (In Ontario, mandatory retirement is illegal, with very few specific exceptions).

From their side, employers:
– cannot refuse to hire, train or promote people because of age
– are not allowed to unfairly target older workers, when reducing staff or reorganizing
– must make sure to create a workplace that is inclusive and respectful, and discrimination free.

To make a human rights complaint (called an application), people can contact the Human Rights Tribunal of Ontario (Toll Free) at 1-866-598-0322. For legal advice, applicants can contact the Human Rights Legal Support Centre (Toll Free) at 1-866-625-5179.

Strategies for handling age discrimination

The New York Times article suggested that many of the reasons that employers are reluctant to hire older workers are rooted in mistaken assumptions about them:

1. Employers might assume that older workers are not willing to make a long-term commitment to the job, whereas the evidence points at the opposite, according to Mr Sharone: “The older worker tends to be more loyal and stick around longer than the younger worker. The younger worker is moving around to acquire new skills.”

Strategy: Workers could anticipate this concern and address it in the cover letter and interview, to reassure employers of their intentions.

2. Employers sometimes expect that older workers are less productive and energetic. “Older workers are as productive as any other age group,” Mr. Sharone reported; “The variations are between workers, not age groups.”

Strategy: Workers could make a special effort to demonstrate enthusiasm, energy and vitality in their interactions with the employer

3. Employers worry that older job applicants might expect higher salaries or are overqualified. “Most people are happy and willing to go back to a position they had a few years ago, if it gets them back doing work they’re qualified to do and want to do,” Mr. Sharone said.

Strategy: Older workers can anticipate this concern and be clear about their salary and other expectations; they might even seek work in a new field, where they may have less experience, so this is not a concern.

4. Employers might assume that older workers lack technological skills. Concerns about the ability to master new technologies, and a lack of openness to change might occur in the employers’ mind, as well as a concern about how up-to-date an older candidate’s skills might be.

Strategy: As with all workers, older job seekers should ensure that their technological and software skills are updated and sharp. They should ensure that they have a strong social media presence, especially on LinkedIn. Job seekers can include a public URL link to their LinkedIn profile on their resume, cover letter and email.

Other strategies for minimizing ageism might include:

Join job search programs such as those offered at JVS Toronto’s Employment Source Centres – to update your resumes, learn new interview skills, enhance LinkedIn skills and explore the possibility of upgrading skills.
Expand your network – the New York Times article quotes Chris Farrell, the author of a book about older workers: “Academic research convincingly shows that more than half of all jobs come through a network. My suspicion is that the percentage is even higher for 60-plus workers. Meet with as many people from your network as possible. Gather their insights and their suggestions,” he suggested; “Always ask them the most critical question: ‘Who else should I talk to?’ ”.
Consider looking for work at smaller organizations, where experience and skill are needed and valued more; the article suggests employers such as “non-profits, start-ups, small trade associations and niche educational programs”.
Do you have a specialized skill set? Explore the possibility of becoming self-employed — offer your services as a consultant.
Seek out Third Quarter, a recruitment site which describes itself as “Canada’s recruiter for people 45 and over” and posts an impressive collection of jobs. Third Quarter also work with CARP to offer a range of workshops and networking opportunities for older workers.

June 15, 2015 Leave a Comment

Ask the Employment Specialist: Looking for work when working on contract

Dear Joanna,

I’m on a six-month contract working at a local large law firm. My contract is winding down with three months left. Out of fear of being unemployed again once the contract ends, I started applying for jobs in other law firms. As you know, jobs are scarce and the competition is fierce. One employer has invited me to a job interview! Now I feel badly about applying now since I’ve developed a pretty good rapport with everyone at my present company.

If I were to actually be offered another job, do you think it’s okay to leave, say 2 months before the end of the contract?

Signed: Concerned Contractor (CC)

[Read more…]

October 27, 2014 Leave a Comment

Grab the Attention of Employers: Five Steps to Develop a Personal Branding Strategy

In this overcrowded job market, it’s difficult to stand out and be noticed by employers. We know that for each job advertised, the vast majority who apply will not make it to the interview. There’s not a lot of consistent data about this, but an expert in the field claims in a Workopolis article that the “Top 2%” of candidates make it to the interview”.

The Workopolis article suggests that to be seriously considered for a position, job seekers could try various strategies such as selectively applying for the most suitable jobs, preparing a resume that highlights how they could “stand out on the job”, and targeting applications to a each posting (i.e. not using generic resumes and cover letters).

Explaining how you can “stand out on the job” is probably the most difficult task facing candidates. Developing a strategy to achieve this goal is described by job search experts as “personal branding.”

What is personal branding?

Personal branding represents the actions taken by job seekers to stand out and be noticed. It is the process of identifying your most important employment assets, and developing and implementing a strategy of communicating this information to employers.

Why brand yourself?

The goal of personal branding is to stand out in a crowd. It’s commonly known as a strategy used by corporations to attract customers and investors, but is just as useful for job seekers to be noticed by employers.

As a candidate, you have a unique set of skills and assets to offer employers. It is up to you to ensure that they notice you and respond to your candidacy.

How do you brand yourself?

1. Identify your job target.

Make sure that you are 100 percent clear about the jobs to which you intend to apply: know the job title(s), industry and type of company. This will help you determine which of your skills and background are the most important to focus on when describing yourself

2. Understand the needs of the employer.

Clarify the most important skills and assets needed by employers for your target job:

Scan relevant job postings online and develop a list of all the qualifications listed by employers
Network with potential employers or with successful employees in your field and ask them for insight into the most valuable assets for the job.

3. Figure out your most important assets.

Identify your unique strengths as a candidate, which may include:

“Soft” or Transferable skills: your “I am” (personal) abilities (e.g. organizational, interpersonal, teamwork)
Hard skills: your “I can” skills which you have learnt (e.g. software, languages, specific professional knowledge)
Experience/background: your “I have” assets (e.g. education, certification, particular work, relevant personal or volunteer experience, specific number of years in a field, been promoted, been awarded/recognized, dealt with certain people — such as difficult customers)
Objective: your “I would like to” statement (e.g. “my goal is to work in a company/job where I can…”)

A candidate cannot just be “good enough” for a job. You need to figure out which of your strengths are unique and which provide you with an advantage over the many other candidates vying for the position. Perhaps your biggest asset is your flexibility and willingness to start at the bottom of the ladder? Maybe you have solid experience and specific product knowledge that many do not?

4. Develop a branding statement.

Based on what you have learned from job postings, develop a clear, honest and compelling statement, which you can use to describe yourself in simple terms. Keep in mind that if you have multiple goals, you might need to develop a few different versions of your branding statement, which focus on various combinations of your assets.

Write out your statement, learn to say it with ease and confidence. Be ready to talk about it and to explain it further, if asked. You might need to share examples from your work history to demonstrate your claims about yourself; have those ready.

5. Spread the word!

Take every opportunity you can to include your branding statement (or a version of it) in your communication with employers:

Add it to your resume — in the Summary of Qualifications/Profile
Integrate it into your “tell me about yourself” or elevator pitch introduction for interviews and networking opportunities
Add it to your social media profiles, such as on your LinkedIn Summary, your Twitter or blog profiles
Integrate it into your cover letter
Steer your references to include points from your statement in their letters

Approach your branding strategy in a proactive and deliberate way. The more planful and detailed your strategy, the better you will be at making sure that you are the tree that stands out in the overwhelming forest of candidates vying for that perfect job.

September 8, 2014 Leave a Comment

Ask the Employment Specialist: Is Cold Calling REALLY Dead?

Dear Joanna

I have been advised by my JVS Job Developer to start cold calling for a job, an information interview and/or co-op placement. I participated in a cold calling workshop and understand how this technique can be used to tap into the hidden job market and build a professional network.I am terrified to pick up the phone and talk to strangers. Is this an appropriate strategy for the job search?

Signed: Terrified of Calling (TC)

Dear TC,

In recent years, with the onset of social media, there have been countless articles positing that cold calling is dead. I am a big believer in learning and applying all the skills, techniques and strategies in a job search, including cold calling, but I disagree: cold calling is not dead. It’s just different in this complicated and competitive labour market.

Career coach Robert Hellman featured in Susan Adams’ article in Forbes, How Cold Calling Can Land You A Job has some fantastic advice on cold calling that I have combined with my recommendations, which I apply in my cold calling that I use to build my professional network and business in my role as a Job Developer at JVS Toronto.

1. Targeted and deep research.

Decide where you want to work and research the companies, the industry and best contacts there. Following a consultative sales model, I would identify (prospect) the employees with the decision-making power or hiring manager of the department where you wish to work. Use social media to research the profiles of these individuals. Understand their resumes, join their groups, and follow them on social media. Before you pick up that cold telephone or email, learn as much as you can about the targeted individuals and company’s hiring practices, the workplace culture and opportunities. I wouldn’t even say no to cold calling the president of the company as well regardless of where you are in the hierarchy of the organization work.

2. Use LinkedIn, Facebook, Google and the company website to get contact information.

Many people list their contact information on their LinkedIn or Facebook pages. Company websites frequently include directories. Switchboards will often give out direct dial numbers and extensions.

3. Write a specific subject line for your email.

Come up with a phrase or sentence that will make the reader want to open the email, like “discuss development and fundraising ,” or “your AdWeek article about sales strategies.” LinkedIn can also show you whether you have any contacts in common and those can produce good subject lines, like “we’re both connected to Susan Adams and Fred Allen.” (Check out an article in this blog about writing emails that get noticed for more information about this topic).

4. Focus on your value to the employer.

Prepare a bullet point list of your accomplishments in advance for the cold call or email. They should be quick and specifically explain their relevancy to the company and/or positions you are contacting. Think about how your work would apply to a potential employer. Focus on your value to them. Quantify your achievements with numbers, saying you boosted revenues by 27% in your first year or doubled market response within two years by adopting a new testing program, for example.

5. Follow up.

After you cold call, send the first email, wait three days. Then follow up by forwarding the original email with a short sentence saying something like, “Hi, I’m touching base about the email I sent. Would you be available to set up a meeting?” Leave only one voicemail. It’s a good idea to phone repeatedly but only leave one message. If you leave multiple voice mails, your target may feel stalked.

8. Boil your verbal pitch down to 15 seconds.

Research something special about the company or the person you are calling. Did they win an award? Were they featured in an interview on the radio of television? Did they write something interesting to your profession? Begin the pitch with something positive that you learned about them and/or their firm. Recognize their achievement. Share this information as a warm up. If you get through to a CEO or senior executive on the phone, you will need to make your point quickly, while asking for a 20 minute meeting. Don’t be disappointed if they turn you down. If you make a good impression, they will likely send your contact info to someone else. Most companies are on the hunt for good people.

9. Use the words “mutually beneficial” in your email and phone call.

Make it clear that your goal is to help the potential employer achieve their goals.

10. Send the resume only when asked.

Don’t attach your résumé to the email, unless you know there is a job opening for which you’d be well suited. Otherwise, focus on your stated goal, of helping the potential employer.

11. Ask for 20 minutes.

Most people can spare this amount of time and it’s enough of an interval for you to learn something about a company or institution. In your email and phone call, ask if the person can meet in person.

12. Express gratitude.

When you meet, emphasize what you can do for them. Spend the rest of the time listening to what they need so you can follow up with a thank-you note that emphasizes how you can contribute to solving their problems.

Good luck!