EDGE

THE
Featuring:
Applying to Grad School
Job Interviewing
Job Search Strategies
Networking
Career Services
Career Services Social Media

Make the Most of A job Fair

Evaluate Job Of fers
Importance of Internships

A Job Search Guide For Success

1 | THE EDGE
 Welcome To THE EDGE
Dear Students and Alumni/ae: What’s Inside
Welcome to the e-magazine edition of the 3 Grad School
University of North Florida’s THE EDGE. This
student handbook is designed to help you make a 7 Internships
successful transition from academics to the world of
work. The EDGE integrates a wide range of helpful
11 Job Search
tips and and select advertisements from progressive
organizations throughout the publication.
17 The Teaching Job Search
I would like to personally invite you to take
advantage of the assistance provided by 22 Networking
experienced Career Coordinators in your college.
We can help you clarify and articulate your
27 Job Fairs
definition of meaningful and satisfying work,
identify resources in different career fields, prepare
your resume, emphasize your strengths during an 30 Interviewing
interview, and conduct an effective job search
campaign. 41 Job Offers

Whether you utilize career resources to choose a 45 Social Media

major, select a co-op or internship, secure part-time
or full-time employment, our primary mission is to
help students and employers connect.

On behalf of the staff members of Career The Edge is published by the University of North Florida’s
Services, we wish you great success! Career Services .

Sincerely, Editorial Assistance

Career Services Staff Members

Career Services
Rick Roberts, Director
Founders Hall, Building 2, Suite 1100
Phone: 904.620.2955
Fax: 904.620.2690
Rick Roberts
http://www.unf.edu/careerservices
Director, Career Services
University of North Florida
1 UNF Drive
Jacksonville, FL 32224-7699

DISCOVER THE CAREER IN YOU!

2 | THE EDGE
The EDGE E-Magazines Are Made
Possible By Our Ad Sponsors:
3 | THE EDGE
 Grad School
Applying To Graduate and
Professional Schools by Rick Roberts

To be sure going to Graduate or Professional School is right for you, here are some considerations:
• Use your personal network to seek out names of recent alumni/ae who are attending, or who have recently
attended graduate school and ask them about their experiences and how it affected their careers
• Talk with faculty members in the discipline you are considering. What kind of graduate work did they do, and how
has it meshed with their goals
• Talk to members of professions that you are interested in potentially pursuing. Did they need a graduate degree
to get where they are? How has having/not having a graduate degree helped/hurt them

3 | THE EDGE
 “ You do not want to earn a degree from a
program that is not properly accredited”
Graduate School Versus Professional School
Typically, “professional schools” are considered to
include schools of medicine, law, dentistry, veterinary
medicine, engineering, architecture, and several
other specialized fields. “Graduate school” is the term
used to refer to most other types of post-undergradu-
ate programs—for example, programs in psychology,
history, art, etc.
often get valuable information about these issues
from graduate students already in the department.
Typically, if you call a department, and explain that
you are potentially interested in their program, they
can provide the names of graduate students who
would be willing to talk with you about it. Follow up,
and call those students. They can often give you the
“inside scoop” that isn’t available from the depart-
ment’s or school’s literature.

Graduate School Is More Focused

Graduate studies are much more tightly focused
around a specific academic discipline than under-
graduate studies. It is important that you both deeply
love your chosen field of study and are committed to
working on it night and day for an extended period of
time.

Reputation Of The School

Probably the single most important criterion to
consider is the quality of the overall program and of in-
struction. In addition to the general reputation of the
school, you need to consider the reputation of the particular
department or program in which you are interested. To find
out about the prestige of particular departments,
you should talk to faculty who are in the discipline
in which you plan to pursue your graduate studies.
Admissions Standards
Reputation Of The Faculty Another important factor has to do with the
It is very helpful to enter a program with highly- program’s admission standards. Are they taking
respected scholars in their field. How do you find out everyone who applies, or are they selective? If they
how prestigious the faculty are? One way is to get a are selective, what are the criteria they consider
list of the faculty members’ names in the department important?
in which you are interested, then run a quick search
through the literature in your field. Are these people Program Accreditation
actively publishing, and presenting at conferences? You do not want to earn a degree from a program
Is their work cited by other scholars working in the that is not properly accredited. If you are in a profes-
same field? Are they names you’ve run across in your sional program (e.g., in dentistry, in mental health)
own studies? that is not accredited, you might be unable to gain
certification or licensure to practice your profession
Accessibility Of The Faculty after graduation. To find out what kinds of accredita-
Determine how accessible those faculty are to tion are important in your future career field, find
graduate students. A program may be filled with out from faculty here, and/or by writing to state ac-
internationally-known scholars, but none of them creditation boards in your field of interest.
ever meet or work with graduate students. You can
4 | THE EDGE
 Requirements
You need to know what courses and other learning
experiences (e.g., internships, field experiences,
etc.) are required to complete the graduate degree
you are contemplating. All of these requirements
affect the amount of time required to complete the
program.
Time To Complete the Program
Find out the average length of time required to
complete the program. The time to complete a Ph.D.
in a particular field might range as much as 4 years at
one school to 12 years at another.
Number of Students Who Finish
You also need to know the number of students who
do complete the degree program in which you’re
interested each year. You do want a program that
offers you a reasonable chance of success at finishing
your degree in some reasonable length of time.
Size of the Institution & Size of the Department
Both small departments and large ones have their
relative advantages and disadvantages. Small de-
partments may offer a higher degree of collegiality,
but fewer course selections and fewer opportuni-
ties to engage in research. Large departments may
have more resources and more opportunities, but a
greater likelihood of you as an individual getting “lost
in the shuffle.
Resources
How good is the library? You want to ensure
that the schools you are considering do have good
library facilities. The lack of such facilities can
make completing a thesis or dissertation incredibly
difficult. If you are going into a program in science or
medicine, how modern and complete are the labora-
tories and equipment? Given a choice, it is preferable
5 | THE EDGE
to go to a school that has state-of-the-art resources,
to ensure that you acquire the essential skills and
knowledge in that field.
Support Services.
Do they have good health care facilities? Is health
care available for both you and your partner or
spouse, and/or for your other dependents? Do they
provide counseling? If you have children, is there a
good day-care or preschool program available for
young children, and/or good local schools available
for older children? Are there any programs to
provide career services to your partner or spouse, if
that is desirable?
The Program’s Admissions Standards
Typically, students with high GPAs, excellent test
scores, and wonderful letters of recommendation
will be admitted to very good programs, although
perhaps not to all of the programs to which they
apply. Evaluate what the standards are for each
program, and how well you match them.
Sources of Financial Support
There are three basic kinds of financial support
available to support graduate education.
They are:
•Education-related salaries, typically in the form
of teaching or research assistantships, but
sometimes including administrative assistant-
ships and dormitory or counseling assistantships
•Outright grants and fellowships
•Government or institutional loans or loans from
private sources.
Graduate Admissions Process
Graduate school admissions requirements usually
include a minimum GPA, particular scores or score
ranges on one or more standardized tests (e.g., the
GRE, MCAT, LSAT, GMAT, etc.), official transcripts
from your undergraduate institution, letters of rec-
ommendation, a thoughtful application essay, and
a nonrefundable application fee. Some schools will
also ask for samples of previous academic work,
some will require the completion of particular
courses in an academic area, or completion of a
particular major, and some will require a personal
interview. Where an interview is required, applicants
will typically have to pay for their travel and other
expenses themselves.
 The Application Essay
The Application Essay (sometimes called a
“candidate statement” or “statement of professional
intent”) are used by the graduate schools not only
to evaluate your writing ability, but to evaluate your
commitment to (and to some degree, understanding
of) the field you wish to pursue. They should show
careful thoughtfulness about who you are, what your
goals are, and how those goals are connected to the
graduate pursuits you are considering.
want to do it. Ask if they feel they know your work
and abilities well enough to write a letter of recom-
mendation for you, and if they would be willing to do
so. If the professor agrees to write a letter for you, you
should provide her or him with a statement of your
goals, objectives, and purpose (related to your applica-
tion), a curriculum vitae or resume, the recommenda-
tion forms provided by the graduate schools (if any),
stamped envelopes, and a list of names and addresses
of schools, and their deadlines.

Required Tests Deadlines

The most common standardized tests required for Although deadlines vary from school to school,
admission to various kinds of graduate programs in most are in early January or slightly later. Some
the U.S. are the Graduate Records Exam (GRE), the schools do, however, have deadlines as early as late
Graduate Management Admissions Test (GMAT), and November, so be sure to check carefully. Get your
the Miller Analogies Test (MAT). Professional schools materials in on time! Check with the graduate school
more typically require the Law School Admission Test at least 3 weeks before their final deadline and ask
(LSAT), the Medical College Admissions Test (MCAT), whether your materials have been received.
and the Dental Admission Test (DAT). The deadlines
for registering to take these tests are far in advance Career Services Website
(usually several months) of the actual test dates, and Career Services provides a “one-stop”
most are given only a few times a year. website with all the resources you need
for graduate and professional schools.
Letters of Recommendation www.unf.edu/careerservices/Apply_to_Graduate-
Many representatives of graduate schools indicate Professional_School.aspx
that candidates’ letters of recommendation are what
make or break them in terms of admissions. The
standard range of recommendations is between 3
and 5. As a very general rule, most (if not all)
of your recommendations should come from
faculty members, but it does depend on the re-
quirements of the specific schools and whether
you have engaged in other career-related work
(e.g., internships or summer jobs) in which your
supervisor could provide an appropriate recommen-
dation.

How Do You Actually Get Them?

The ground work for getting good recommenda-
tions actually needs to be laid throughout your un-
dergraduate career. Hopefully, you have gotten to
know several of your professors well enough that they
are able to comment knowledgeably and positively
on your abilities and your potential. If you have not
developed such relationships, you need to work
now and engage in a genuine conversation about
your involvement in that person’s class or research
or both, and how that involvement is related to
your goals and future plans. Talk to potential rec-
ommenders about what you want to do, and why you
6 | THE EDGE
 Internships
Maximize Your Employability By
Getting Hands-on Experience by Maria Castro

If you think that your college diploma is all you need to find a job after graduation, you will have to think
again. The degree by itself isn’t always enough. Employers are seeking candidates who have clearly defined
objectives, strong academics, practical work experience, and the motivation to succeed. Having some hands-on,
practical experience relevant to your career goals will be invaluable. The formula to remember for success is:
Degree + Experience = Marketability

The famous “catch 22” situation faced by many people is: “How can I get a job if I don’t have experience? How
can I get experience if I can’t get a job?” The answer is: an internship. An internship is an excellent way to test out
and confirm your career goals and demonstrate those skills being sought by employers.

7 | THE EDGE
 “The formula to remember for success is:
Degree + Experience= Marketability”
PAID VS. NONPAID EXPERIENCE
The primary objective is to learn not to earn. As an
intern, you should be prepared to seriously commit
your time, energy, and skills to work which benefits
the organization. However, when setting up the
internship, you can sometimes try to negotiate com-
pensation when appropriate. Various types of com-
pensation which can sometimes be negotiated are:
•A stipend
•Reimbursement for transportation and other
expenses (i.e., travel expenses)
•Wage/salary
•Free meals
•Discounts on products or services
ACADEMIC VS. NON-ACADEMIC
An academic internship is an arrangement
between the university, the employer and you. The
university approves the internship site and makes
sure the work is associated with your major, minor,
or area of concentration. In order to receive credit,
you will have to work a specific number of hours and
assignments that are required during the semesters
as part of the internship. A non-academic internship
is just that, no academic credit is earned and the ar-
rangement is between you and the employer.
DEFINING WORK: Experience Opportunities
Cooperative Education (Co-op) is usually a paid
work experience and academic credit can be earned.
Credit for Co-op is limited to three hours per
semester for a maximum of 6 hours over multiple
semesters. For every semester in a co-op position,
students must register for the co-op program in their
major. Like other academic courses, the co-op course
is recorded on the student’s academic transcript.
Contact Career Services for information on getting
academic credit through the Co-op Program.
in a work environment. Oftentimes, students can
not complete their internships until they have
completed prerequisite courses in their major
and are in their senior year. Students should check
policies and requirements related to academic
internships with their academic internships
faculty coordinator.
Service Learning includes programs that
emphasize the contribution of useful services to
an organization or community by students and the
learning which occurs as a result of the experience.
Students perform a valuable, significant, and
necessary service which has real consequence
to the community. Service learning projects
are included in the course syllabus and credit is
awarded for learning as part of a course.
Career internships are developed through Career
Services or on your own and are not for academic
credit. You gain practical work experience
relevant to major field of study or career
goals. The career internship timeline is
determined by you and the employer.
Work study refers to the College Work-study
Program. Under this federally-funded program,
students with financial need arrange work assign-
ments on or off campus.

Academic internships are offered through de-

partments and are developed between you
and a professor and provide learning situations
through planned and supervised field experience

8 | THE EDGE
 Volunteer work is a way in which citizens can par-
ticipate in the activities of their community. Through
volunteer experiences students can address human,
environmental and social needs in the community.
Volunteer work is undertaken for no payment,
usually outside of your coursework, in your spare
time.
Part-Time Work: Employers often define individu-
als who work less than the standard 40 hours
working week as part-time workers. Anyone who
works as many as 30 hours a week could be
classed as a part-timer but it will often depend
on the custom and practice of each workplace.
(Please visit Career Wings for current part-time
opportunities).
Shadowing Work: By observing (“shadowing”) a pro-
fessional staff member at their place of work you
can gain an understanding of what a particular job
involves. Such an opportunity will be unpaid.
WHAT ARE THE BENEFITS OF DOING
AN INTERNSHIP?
Regardless of the nature of the internship you can:
•Learn new skills
•Gain exposure to new environments
•Test out theories learned in the classroom
•Expand your knowledge of a specific ready to start and know when you want the internship. This
career field
•Explore career options
•Discover what education and experience are
required for each position
•Learn what job opportunities are available in this
field
•Experience personal growth
9 | THE EDGE
BEFORE YOU GET STARTED
Before you begin researching employers and trying
to identify potential internships, you must first
develop a true understanding of yourself; your skills,
interests, values, and personality characteristics.
Some questions you will need to answer during your
self-assessment are:
•Why do you want an internship?
•What kinds of tasks do you want to be doing?
•What skills do you want to use/learn?
•What do you hope to accomplish by the end of the
internship?
•What do you hope to gain from the experience?
•How do you expect the experience to enhance
your career planning and development?
•What is your working style and attitude, including
the seriousness and extent of your commitment?
OTHER CONSIDERATIONS:
Geographical Location: Some programs within
national organizations can place interns in branch
offices across the country. Can you relocate or do you
need to stay in the local area? Where do you want to
work?
Monetary Compensation: What are your estimated
financial needs? Check out your eligibility for stipends
from sponsoring organizations. You may be eligible
for College Work Study funding.
Duration: Internships can last from a few weeks to
a year or more. They can involve 15 hours a week
or more. How much time will be involved in your
internship?
Timing: When do you want to do your internship?
Internship programs do not all run year-round. Some
are offered only in the summer, some in the fall, etc. begin
looking at organizations six to twelve months before you are
will enable you to plan your academic schedule so as not to
miss required courses. You will also not miss applica-
tion deadlines.
Academic Credit: Interested in receiving credit?
Check with the Co-op/Internship Coordinator in
 Career Services to see if you can get co-op credit
for the internship. You can also check with your
department to see if they offer credit on an indepen-
dent study basis or as an internship. Learn what is going on in other departments/
HOW TO IDENTIFY POTENTIAL INTERNSHIPS/
WORK EXPERIENCE OPPORTUNITIES
Many times it is who you know that assists you in
obtaining an interview for an internship. So, before
you start, make a list of those individuals who are
part of your network. Don’t just think of individu-
als who are in the career fields you are interested
in, but also identify those who are not in a related
field because chances are they know someone who
is in the field. Ask members of your network to help
identify potential internship sites.
PERSONAL CONTACTS
•Faculty Members
•Career Services Staff
•Administrators
•Former Work Supervisors
•Fellow Students
•Student Clubs/Organizations
•Family Members
•Professional Associations
FINAL TIPS FOR MAKING THE MOST OF YOUR
INTERNSHIP EXPERIENCE
1. Search out things to do that will be helpful.
agencies in order to gain a more complete
picture.
2. You should be supervised by a professional staff
person who has some expertise in your area of
work.
3. An intern is not a “go-fer.” An internship should
be a meaningful learning experience. However,
most positions and projects involve some routine
work. We recommend you limit it to 20% of your
time as an intern.
4. There is no guarantee the internship will result in
a job offer even though many interns are offered
part-time or full-time jobs as result of contacts
made during an internship.
5. Build an information and referral network at
your internship site. Get to know the people with
whom you are working. Be proactive!

DIRECT APPLICATION
Applying directly to organizations in which you
are interested is another excellent way to obtain
an internship. Using resources listed below,
identify organizations that interest you, call
and get the name of the person who does the
hiring for the specific department in which you
want to intern, send a cover letter and resume,
and then follow-up with a phone call requesting an
interview. Be persistent! Direct application involves
the following steps:
1. Use employer directories, telephone
yellow pages, or other resources to identify
potential sites.
2. Call and identify the contact person by name and
title.
3. Send letter of inquiry and resume to a contact
person expressing your interest in internship.
4. Follow-up with phone call to contact person and
try to set up an interview.

10 | THE EDGE
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 Job Search
Use A Variety of Job Search
Strategies To Get Results by Valarie Robinson

If you’re going to look for a job it might as well be one that you enjoy! Creating a quality job search strategy
will get you the results you want!

Some academic majors offer a clear employment path, such as Civil Engineering, Elementary
Education, Financial Services, Nursing, and Graphic Design and Digital Media. These majors develop
the specific “work place skills” that organizations need. Other majors, like Philosophy, English, and
Psychology offer a less clear career path. These majors develop “transferable skills” that are useful
for many organizations. So, how do you create a quality job search strategy that gets results?
11 | THE EDGE
 “What image are you communicating with
your FaceBook or LinkedIn Website? ”
Start With Career Focus.
To design a job search strategy that gets results,
you must know what you want to do. What type
of job tasks or job titles do you want to pursue?
Which industries, organizations, and departments
are you targeting? Focus on what makes you the
“ideal candidate” for the job. Your education, skills,
experience, knowledge, interests, and enthusiasm
are factors to consider. This information will assist
you in designing job search tools (resumes and
cover letters) that speak to the needs of the
employer. Your job is to make it easy for the
recruiter to select you for an interview!
Your Personal Image Matters.
Organizations are reviewing social websites like
Facebook, Twitter, and LinkedIn. They are seeking
employees that will represent their corporate image.
Education and experience are important, but so too
is your “personal image”. What image are you com-
municating with your Facebook or LinkedIn website?
What you post on these sites may affect the outcome
of your job search. Make sure you display positive
information! Organizations are watching you.
For more information, read the article:”Using Social
Media for an Effective Job Search” in this booklet.

Create A Targeted Action Plan

Most job seekers implement a “passive” job
search strategy, with no specific job in mind. They
create one general chronological resume with a
focus on their past work experience. They sign up
with a couple of general job search sites and wait for
companies to call! The problem is, they never receive
a call, or worse, they get calls for jobs in which they
have absolutely no interest. A “Targeted Action Plan”
means you set goals with a career in focus. Decide
how many hours you will spend per week: exploring
your options and conducting career research,
developing a career network, visiting companies,
sending resumes with cover letters, and doing follow-
ups. A targeted action plan is easier than you may
think. Career Services’ “STAR” Program will help you
develop “Skills To Achieve Results”! Attend career
skills workshops, have your resume critiqued by
Career Services, and conduct a “practice” interview.

Prepare For Competition

The fact is there are more job seekers than there
are quality jobs! Gone are the days when a degree
guaranteed a good paying job. It’s an “Employers’
Market”! Recruiters select applicants who have
degrees AND related experience. The ideal job
applicant is one who is able to come on board, hit the
ground running, and contribute quality work at the
start of employment. There are many job applicants,
but only one position to fill. The recruiter’s job is to
hire the best candidate.

12 | THE EDGE
 Research And Identify Job Titles That
Interest You
If you’re not sure what you want to do as your
first or next professional career, start by reviewing
several job postings in the career field of your
interest. Write down the tasks that excite you and
the corresponding job title, note the company or
industry, and any other details, such as preferences
for an advanced degree, CPR certification, Spanish,
Excel, or American Sign Language. Organize your
notes and continue until you are clear on the job(s)
you want to target. Understand that there are
different jobs within each career field and within
the same industry. These positions may differ
greatly in terms of salary, responsibilities, qualifi-
cations and advancement opportunities. You can
research and identify job titles by several different
means: review job search sites, attend company in-
formation sessions, and/or review the Occupational
Outlook Handbook and other career publications
available in the UNF Career Services Career Library
located on-campus in Founders Hall, Building 2,
Room 1100.
13 | THE EDGE
Conduct Informational Interviews
Explore your career options, build a career
network, and locate “hidden jobs” by meeting
professionals in your career field. Make a list of
all the people you know such as family members,
neighbors, faculty, and friends. Come up with a list
of questions that concern you. This is an opportunity
for you to get specific information that can enhance
your job search! Sample questions you may include,
but are not limited to:
•How would you describe a typical day/week for
this career?
•What do you like or dislike about this
career field?
•How does your career affect your lifestyle?
•Are you required to work extended hours or on
week-ends?
•What are some of the entry level job titles that I
should be aware of?
•How much can I realistically expect to earn with
my degree?
•How quickly can I advance in this field?
•What internships or student jobs are available in
this career field?
•What specific advice can you offer a person
interested in pursuing this career?
Let your “Targeted Informational Interviewee”
know that you are exploring career options and
are very interested in learning what they have ex-
perienced in the industry. Informational interviews
are usually short, 30 minutes, maybe an hour.
Offer to take them to lunch as a perk for the time
and knowledge that they are willing to share with
you. Always ask for additional referrals and don’t
forget to send a Thank You Letter! Contact the
Career Services or the Office of Alumni Services for
assistance.
Review Professional Associations’ Websites
These organizations are committed to advancing
the special interests of the industry by providing
in-depth information such as facts, trends, and
current events. Some associations even post jobs!
Examples of professional associations include
the American Association of Museums (AAM),
the Health and Science Communications As-
sociation (HeSCA), the Public Relations Society
of America (PRSA), and the Society for Human
 Resource Management (SHRM). Many associations Make sure you register with Career Wings! Visit
offer student memberships at a reduced rate! Your the UNF Career Services office or website for
membership can help to distinguish you from other details. Search for jobs, submit your resume,
job search candidates. To access thousands of associa- sign-up for interviews and information sessions.
tions on-line, visit:
http://www.asaenet.org, Sample Of General Internet Job Sites:
http://www.job-hunt.org/associations.html • www.usa.gov
http://www.weddles.com/associations/index.cfm. • www.vault.com
Identify Organizations That Interest You • www.monster.com
By now you have discovered the job tasks and • www.careerbuilder.com
titles that address your career goal. It is now time to • www.employmentguide.com
develop a list of potential employers!
• www.indeed.com/jobs
Utilize Internet Job Search Sites • www.employflorida.com
Using the internet is an important part of an • www.theladders.com
overall quality job search strategy. However, do not
•www.jobing.com
put all of your job search “eggs” in this one basket!
This is just one method in your overall job search •www.careerrookie.com
strategy. Sample Of Jacksonville Internet Job Sites:
Before you sign up, make sure you read the fine • jacksonville.bizjournals.com/jacksonville
print for each site. Some companies sell participants’
• www.myjaxchamber.com
information! Avoid using your home address; secure
a post office address if necessary. Never provide • www.jaxjobs.com
“sensitive information” such as your social security • www.worksourcefl.com
number, bank account numbers, etc. Remember,
•www.jacksonville.jobing.com
while the internet offers many benefits, there are
those who will use the internet for ill-gotten gain.
So, if your instincts tell you to be aware, trust your
instincts!
Consider using well-known job search engines
such as Monster.com, CareerBuilder.com,
Employ Florida.com, or TheLadders.com. However, to
enhance your internet job search, conduct a “Google
search” for jobs in the career field of your choice.
Example: “Entry level or part time jobs with public
relations firms in northeast Florida.” Or, “Google” job
search sites and job search engines that post the types
of jobs you are seeking. See what pops up!
Another benefit of the Internet is that it provides
access to job listings and employer information 24
hours a day, 7 days a week, and 365 days a year. Your
“career research” can be done after-hours allowing
you to conduct job interviews during the day. Keep
in mind that each site is different. Some charge a fee,
others don’t. Go for the free sites or better yet, target
organizations of interest and go directly to their sites.
Look for words like careers, jobs, and employment op-
portunities.

14 | THE EDGE

assist you with your research of organizations:
Look For Companies Experiencing Growth
Review industry trade journals such as the Jack-
sonville Business Journal or visit the city’s Chamber
of Commerce website. These organizations provide
information concerning new companies entering
the geographic area. Occasionally, the number of
expected new hires is also stated as a part of the in-
formation. Business journals often highlight people
who have received promotions, which can be a sign
of growth in an organization.
industry research! The following websites will
• Bloomberg: www.Bloomberg.com
• Business.com: www. business.com
• CEO Express: www.ceoexpress.com
• Corporate Information:
www.corporateinformation.com
• CNN Money: http//money.cnn.com
• Dunn and Bradstreet’s : www.dnb.com
• Forbes Lists: www.forbes.com/lists
• Fortune 500: www.inc.com/500
• Hoover’s On-line: www.hoovers.com
• Moody’s: www.moodys.com
• Standard & Poors: www.standardandpoors.com
• Thomas Register of American Manufacturers:
www.thomasregister.com
• Wall Street Journal Index: www.wsj.com

Look For Organizations That Are Hiring

This is a “no-brainer”! It is important to use your
time efficiently by looking for jobs with companies
that are currently hiring. As the economy slows, so
do the opportunities. However, even in times of
lay-offs, companies still need new hires. If you really
want to work with an organization and don’t see any
job postings of interest, don’t stop there! A strategy
to consider is to send your resume and cover letter to
the “hiring person.” The hiring person (the manager,
director, or president of a company) knows the
future employment needs of that organization!
The human resource office is simply the “keeper of
current openings.” Target your “job search tools” to
the needs the department that you want to work
with. Expound on experience, accomplishes and
skills that you have to offer. Focus on what you can
do to assist the department in achieving its goals.

Look For Companies That Fit Your Needs

Not every company is the “right” company for you!
Visit the company’s website to research their current
initiatives, and their mission or value statements. Organize An Effective Record
Some companies even highlight various employees
and their achievements. Seek organizations that
are compatible with your career values and goals.
The key is to conduct detailed corporate and

15 | THE EDGE
 Organize An Effective Record Keeping System Visit these sites for more information:
Recruiters may take several weeks to respond to http://www.ipl.org/reading/news
your correspondence. Keep very detailed records http://www.newsdirectory.org
that you can refer back to for information. If you
send out five or more resumes a week, you cannot http:///newspaperlinks.com
possibly remember every job title and point of http://www.newslink.org
contact after a month or two! Summarizing why you
are enthusiastic about the position may be the very
thing that sets you apart as an ideal employee when • Move to the area and secure a temporary job until
you do get the call for an interview. you find permanent work
It is important to create an “effective organization- • Your job search expenses may be tax
al system” that works for you! This system will allow deductible; talk with a tax professional
you to retrieve the “who, what, when and why” for advice
quickly. It does not matter if it is an Excel spread- Incorporate these strategies for a successful
sheet or a good old-fashioned notebook, as long as job search.
you have some way of recording and tracking your
job search activity. Key information to include in your
records:
• Company or organizational information
• Job title and description
• Name of the person to whom you sent
your resume
• Date that you sent your resume
• Delivery notification (if sent electronically)
• Copies of the resume and cover letter
you sent
• Reasons why you are excited about the
job posting
• Reasons why you are an ideal candidate for
the position
• Notes from follow-up phone calls and
other correspondence

The Long Distance Job Search Strategy

A willingness to relocate after graduation will
increase your potential for finding your ideal
job. However, a long distance job search will
require more time and effort. Consider the
following strategies when conducting a long
distance job search:
• Plan a visit and pre-arrange interviews
and company tours
• Check out the city’s Chamber of Commerce
employment listings; visit:
http://www.chamberofcommerce.com
• Utilize on-line classified ads and local
newspapers.

16 | THE EDGE
 "Talented people are invaluable. People drive this company."
- J. Hyatt Brown

Our desire is to attract and retain the best talent in our business. If you think you'd like to
run with our team, please visit our website for our available positions. We look forward to
you joining our pack!

Our goal is to provide an atmosphere that stimulates and motivates employees, encourages
career opportunities and fosters a spirit of continued learning, to ensure that we have
informed insurance professionals servicing the insurance needs of our customers.

Http://www.BBJax.com
10151 Deerwood Park Blvd
Building 100, Suite 100
Jacksonville, FL 32256
Ph [904] 565-1952
 Teaching Jobs
How To Find A Teaching Job
by Rick Roberts

INTRODUCTION
The independent school market reaches its peak in February and March. Public schools begin hiring in March
and continue on through Labor Day. The greater the shortage of teachers, the earlier a district is likely to
recruit. In fact, many of the best openings occur right before the start of school. Nevertheless, you can begin
your search early by thinking about the kinds of places you want to work and researching these. Here is a
timeline and some tips on conducting an effective job search.

DECEMBER
Private and independent schools will begin advertising fall openings; the numbers of openings will peak late
February and March. Register with an agency if you are geographically mobile.

17 | THE EDGE
 “Employers will expect you to conduct yourself
professionally in all aspects of the job search”
JANUARY
Assemble your job search credentials: resume,
cover letters; portfolio; and identify people to serve
as references. These are individuals who can speak
to your abilities as they relate to teaching. Certain-
ly your student teaching supervisor is an excellent
reference. Perhaps a principal or other supervising
teacher would be number two. The third reference
could be a faculty member at UNF who has worked
with you and can speak to your academic skills
and abilities. Talk with these individuals, let them
know your job search plans, and ask them if they
would be comfortable serving as your reference.
Ask them if they would also write letters of refer-
ence when needed. Provide them with copies of
your resume and an outline of your major accom-
plishments. Keep them informed throughout your
job search.
FEBRUARY
Begin to identify potential employers. Determine
the geographic area or areas that you plan to target
for applications and draw a circle on a map. Iden-
tify all the schools within that circle that you would
like to work for and create a list of names, address-
es, phone numbers, and web addresses.
18 | THE EDGE
MARCH
Research potential employers. Use the web pages
or simply call on the phone and identify key contact
people. Identify the contact person in the Human
Resources Office but also be sure to identify the
Principal for each school that interests you. Human
Resource staff members will process applications for
multiple schools within a district while the Principal
makes decisions regarding his/her school. During
your search you will be contacting both.
APRIL:
Public schools begin their recruiting efforts in March
and will continue right into the start of school in
September. Start filling out applications on line and
sending them into your targeted schools. Be sure to
send a cover letter and resume to the principals of
the schools that interest you. Attend the UNF Educa-
tion Job Fair and speak with recruiting representa-
tives from numerous school districts. Collect busi-
ness cards and follow-up after the fair.
MAY/JUNE/JULY
Employers will expect you to conduct yourself profes-
sionally in all aspects of the job search. This includes
your letters, resume, references, phone conversations
and personal contacts. It is important to keep accu-
rate records of all activities and contacts including:
• Name of organization
• Contact name and job title
• Address and phone number
• Date of contact
• Referral source
• Summary of contact and
recommended follow up
Managing your time is another important aspect of a
job search. If you are currently in school, the amount
of time available to job hunt may only be 10% of your
week. However, can you increase this amount? And,
when you’ve graduated , this amount should signifi-
cantly increase. Look at your time realistically and set
aside large blocks of time free from interruptions to
work on your job search campaign.
 AUGUST
Talk with your friends, family members, faculty,
administrators, students, supervising teachers, and
other people you come in contact with and ask
them if they would help you with your job search.
Let them know your job search plans and show
them the list of potential employers and ask them
if they have any contacts within that school. If so,
be sure to “name drop” in your cover letter and use
that relationship to open some doors. For example:
“Dr. Smith suggested that I contact you regarding
a teaching position with your school......” Ask
your network contacts to keep their “eyes and ears
open” for potential openings.
SEPTEMBER
Many school districts still hire teachers one to two
weeks into the new school year. So don’t give up
and keep following-up with your contacts. If you
do not have a permanent position, try to get on the
substitute list. It wlll give you an opportunity to
become known in the school by the principals.
TESTING
Florida requires completion of its own exam. There
is only one exam required, but it is divided into
three parts:
• Florida Professional Education Test
• College Level Academic Skills Test (CLAST)
• Subject Test for each subject shown on the
certificateOther non-required tests are
offered, including the Florida Educational
Leadership Exam (FELE) and the Florida
Teacher Certification Exam (FTCE)
UTILIZE A VARIETY OF JOB SEARCH METHODS
A. DIRECT APPLICATION
Using website information or the Directory of Pub-
lic Schools, begin sending your resume and cover
letters to principals of the schools on your contact
list. Be sure to indicate that you will follow-up by
phone with the intent of setting up an interview.
Use your record keeping, to keep track of who you
need to contact and when.

OBTAIN INFORMATION ABOUT CERTIFICATION

REQUIREMENTS
Using the website or through direct contact with
the certification office of the state or states you are
targeting, obtain all information you need regard-
ing certification and testing requirements for that
State.

CERTIFICATION/TESTING
If you wish to teach in public schools, you will need
to think about certification. Certification in Florida
is a process of three steps:
1)Requirements for issuance of a
Statement of Eligibility
2)Requirements for issuance of a two-year
nonrenewable Temporary Certificate
3)Requirements for a five-year
Professional Certificate
Some states grant temporary certificates in high B. JOB VACANCY NOTICES
need subject areas, and some offer “equivalency” 1. The Internet and World Wide Web. Surfing the
certificates if the candidate has almost the ap- web is another great way to identify employers and
propriate number of credits. Independent schools employment opportunities. Career Services has de-
rarely care about certification; they are more inter- veloped a web page that organizes many of these
ested in your subject matter knowledge. Check the job search related links and helps you to navigate
Career Services website for a listing of State Certi- through the wide range of webpages and links.
fication Offices. A book listing State Certification Check out our page at: http://www.unf.edu/dept/
Requirements is also available in the Career Library. cdc/info/edlinks.htm
19 | THE EDGE
 2. Newspapers: If you are moving to a specific city,
consider subscribing to the local newspapers of
that city. A three month subscription for the Sun-
day edition costs very little. When you read news-
papers, however, don’t just read the help wanted
ads. Review the local, regional, and business
sections of the paper and you will discover which
companies and organizations are new, which are
expanding, and who might be potential contacts for
you in your search. Many newspaper ads can now
be accessed through the internet.
3. Career Services: Career Wings: In order to by-
pass the want-ad route, employers post job open-
ings internally and will try to get applicants or refer-
rals from within the organization. Many employers
post their positions in Career Wings.
C. PROFESSIONAL ASSOCIATIONS - Know what
professional organizations you might wish to
participate in that will allow you the opportunity
to network with other professionals in your field.
Check the National Trade and Professional Associa-
tion Directory or the Encyclopedia of Associations
to obtain a list of professional organizations that
provide services useful in a job search. These ser-
vices usually include:
-Annual Conferences: Associations often hold
conferences in various regions of the country.
Workshops, forums, panels and seminars are the
main focus of conferences. Not only do conferences
allow you to network with professionals in your
field of interest, but many conferences will offer a
placement service.
-Meetings: Most national professional associations
have local and regional affiliations that conduct
monthly, quarterly, or yearly meetings. Check
with the national association office for information
on its local and regional groups. These meetings
are often held over lunch or dinner and provide
an excellent opportunity for you to make contact
with numerous professionals in your career field of
interest.
-Publications: Professional organizations often pub-
lish newsletters, journals, directories of members,
etc. that contain not only job vacancy listings, but
information about what is happening in a particular
career field.
20 | THE EDGE
Note: Many professional associations offer student
membership rates. Consider joining a professional
group before you graduate from the University of
North Florida.. Membership includes receiving in-
formation on all of the above services. You also will
obtain a list of members that can be prospective
contacts for you in your job search.
D. JOB FAIRS: School Districts will often partici-
pate in local, regional, or statewide job fairs. These
fairs usually are large and can be somewhat imper-
sonal. However, they provide an excellent oppor-
tunity for you to meet with many employers in a
short amount of time. Interviews that occur are
usually short and used for screening purposes.
Education Job Fair: Sponsored by Career Services
is held at the University Center in April. School
Districts participate to speak with UNF teacher
candidates.
HELPFUL JOB SEARCH TIPS
*Whenever possible, deal directly with the person
who will be doing the hiring for the job you want.
If you know the person’s name you can address
all correspondence to his/her attention and when
you follow up on the phone you will be able to deal
directly with the appropriate person. You can then
avoid going through channels or around in circles
to get to the right person. The logical sequence for
making contacts is:
1. Send a cover letter and resume
2. Follow up on the phone and ask
for an interview
3. Continue follow ups if the first effort is
unsuccessful
 4. Interview for information or selection
5. Send thank you note for information,
help, or an interview.
6. Follow-up
*Be prepared for rejection. Don’t take rejection
personally. Hirings are often political or are more
complex than mere personalities. Don’t waste your
time and energy worrying over jobs you don’t get.
*Be flexible. If you have your sights set on a par-
ticular field, pursue it with a passion! But if after a
reasonable period of time you can’t nail down the
job you want, try something else. Make a career
detour with the idea of returning to your original
goal at a later date.
*Be enthusiastic. It is contagious.
* Have faith in yourself and your abilities.
Note: Many schools/school districts are still hir-
ing teachers 1-2 weeks into the new school year.
Be persistent and continue to follow-up with your
contacts and the hiring person within your targeted
schools. Once the school year begins, if you still
don’t have a teaching position, consider working as
a substitute teacher to “get your foot in the door”
and to gain more experience. While subbing, con-
tinue your job searching and networking activity.

*Be patient. A good job will be worth the wait.

Don’t panic. If you are organized and systematic,
things will fall in place for you.

*Be persevering. Don’t sit at home and wait for the

phone to ring. Show you’re initiative and interest
by periodically making contact. Work at your job
search every day. Don’t take the easy way out and
miss an opportunity for an employer contact.

*Develop a support network. Involve your family

and friends in your job search. They can help you
when you are down and share in the good times
as well. Don’t isolate yourself. If you know no one
in your new location, join in activities where you
will meet people. Look for “job hunters support
groups.”

21 | THE EDGE
904-398-5769 or bso2029@bankers.com
 Networking
It’s Who You Know- Networking Is
Still The Best Way To Get A Job by Rick Roberts

Over 30% of job seekers when surveyed, indicated they obtained their job through someone they knew,
someone in their “network.” Even when an opening is clearly published, your network can make the difference
in your probability of being interviewed. You know far more people than you think you do. The key to successful
networking is not to restrict your contacts to those people who are in your target fields. Consider: family
members, friends, professors, alumni/ae, acquaintances, former work supervisors, co-workers, members of pro-
fessional associations, clubs, and groups, etc.
Going on the supposition that everyone knows someone else, you can use your primary contacts to
learn about people who may be more closely related to your goals. Your best friend’s parents may have
acquaintances who could be helpful to you.

22 | THE EDGE
 “Over 30% of job seekers indicated they
obtained their job through someone they knew”
After your own acquaintances as mentioned
above, you are connected with a large number of
other people (including alumni from your college(s),
members of organizations you join, conference
attendees and speakers, authors of articles you
like). You can reach out to this group through your
common interests
“As an alumna of the same graduate school, I
would like your help...”
“I recently attended the conference on X, Y, Z,
where I participated in your fascinating workshop
on...”
“I just read your interesting article in the Globe
magazine on...” (See “Developing Your Job Search
Network” chart for an example of brainstorming
a network.)
Contacting People in Your Network:
Informational Interviewing
As the name implies, an informational interview is
one you conduct with a person in your network to
gather information, to learn about career options
and job openings, and to build your profes-
sional network along the way. As we all know,
in today ’s competitive and ever-changing
job market, it’s not what you know, but who
you know. The more people who are familiar
with you, your qualifications and your career
interests, the more doors will open for you when
the time comes to land that job.
23 | THE EDGE
Contacts may be followed up either by phone or
in writing, but the goal of both should be an ap-
pointment. A short letter of introduction is usually
preferred where you do not know the person.
Indicate the source of referral. Since this is not a
letter of application, you need merely state that you
wish to set up a meeting time to discuss your agenda.
Two or three background sentences about you will
suffice. You may enclose a resume for additional in-
formation, if you wish. Assure the person that you
do not expect him/her to know of specific openings.
Indicate at the end how you plan to follow-up. “I will
phone next week...”
Here are some tips for setting up an informational
interview:
»When calling or writing for the interview, make
sure to specify that you are only seeking informa-
tion or advice (or both). Do not go into the interview
under false pretense and violate the “rules” by asking
for a job.
»Always request a short meeting (20-30 minutes).
You will usually get more. Don’t delay the end of the
meeting; be prepared, be professional and be busi-
nesslike. Don’t waste his/her time.
»Prior to the interview, prepare yourself well.
Know yourself and know as much about the
employer and your career field as possible. Be
prepared with relevant questions.
»Dress as you would for a regular job interview
even though you are not seeking employment at this
time. Image is extremely important and you want to
create a positive one.
»Bring copies of your resume, but don’t show
it unless the employer asks to see it. You want to
create the impression you are prepared, but you
don’t want to violate the conditions under which the
interview was arranged.
»Topics of conversation should revolve around
the profession, the growth of the organization, and
any particular points of interests you might have
concerning the organization. Bring out your own
qualities and abilities as a way of indicating why
you have such a strong interest in that field.
 »At the end of the interview, ask if there are
any other people or organizations he/she would
recommend that you contact. If yes, ask if you can
use his/her name.
»Always send a thank-you note. It may earn you
more points than you can imagine. Remember that
the purpose is not to get a job offer immediately but
for the employer to remember you later, especially
when a job opportunity may occur.
»Many job seekers feel embarrassed about asking
people to assist them. Advice is free and people love
to give it.
Everybody you know is a possible source who
might lead you to a job in the “hidden job market.”
When you think you are bothering someone, keep in
mind that most people love to talk about their jobs
and what they do for a living. In fact, they are very
flattered when someone asks for their advice. Just do
not take their advice and favors for granted. Be sure
to acknowledge their help and send thank-you notes
when appropriate.
Making Contact
Before you begin calling people to set up informa-
tional interviews, here are some tips:
When to call: The best time to phone an individual
is before 11:30 a.m. on Tuesday, Wednesday, or
Thursday.
Establish an objective: determine why you are
contacting this person. What are some of the things
you want to learn?
24 | THE EDGE
Visit them at their work site: whenever possible
you want to meet them at work in order for you to
gain exposure to various work environments.
Prepare a script: develop a conversational script
which you can loosely follow. The script can make
sure you maximize your phone conversation with
that person and get useful results.
Evaluate your approach: As you make contacts,
rework your script or approach and go with what
seems to work. Remember, the purpose of a
networking contact is not to ask for a job but to gain
information about the following:
»Facts about the organization
»Feedback on your resume and qualifications
»Tips for your job hunt
»Other departments or jobs you might wish
to contact
»Additional names of individuals within or outside
the organization that might assist you
»Potential job openings
Follow Up With Contacts
“Follow up” is the key to an effective job search.
Make sure you follow up with contacts on a regular
basis. It is important to:
1. Follow up each meeting with a thank-you
letter expressing gratitude for the specific
help you received. If the interview went well
and the individual agreed to keep you in mind
regarding future opportunities, remind him/
her that you appreciate the assistance.
2. Keep detailed records concerning whom you
have interviewed, date of the meeting,
what transpired and any additional
contact names.
3. Maintain copies of all correspondence.
4. Maintain contact in the future. This step is
the most neglected. Establish the on-going
nature of your acquaintance during their
interview by mentioning that you would
like to get back to this person to let him/
her know the progress of your explora-
tion. Future contact can be made by
phone or letter.
5. If the person directed you to call someone
else, follow up and let them know what the
result was. Many people have expressed
 Informational Interview Sample Questions
frustration in never hearing back from an
individual they have helped.
To follow up on every contact in your network takes
a great deal of time. Therefore, it is important for you
to set some daily and weekly goals in the beginning
of your job search to help you manage your time
effectively. The more organized you are, the less
time it will take you to find the job of your choice.
Furthermore, you must be willing to take some
risks. Be assertive and pro-active in your job search.
If you are re-active or passive, your search will be
extremely frustrating.
Examples of risk-taking include:
»Cold calling a stranger to request an interview
»Writing a personal letter to potential employers
»Seeking out the person with power to hire you
within a specific organization
»Dealing with the secretary screen.
The more pro-active you are, the more opportuni-
ties you will have to choose from.
25 | THE EDGE
1. How did you get into this field?
2. Which majors are most successful with
securing employment in this field?
3. How would you describe a typical day/week
on the job?
4. What are the most satisfying aspects of your
job?
5. What frustrations or drawbacks do you
experience in this position?
6. How would you describe the work
environment?
7. How often do you travel and for how long?
8. What percentage of your time are spent
utilizing computers? Interacting with people?
Writing reports? Reading job-related publica-
tions?
8. How much contact do you have with people
outside of your organization? What is your re-
lationship to these people?
9. Do you ever have to represent your
employer at after-hours social functions?
Is this something over which you have some
control?
10. How does your career affect you lifestyle?
(The amount of work required, your material
needs, and time for leisure, travel, outside
interests, and family?)
11. What are the latest developments and
primary issues in your field today?
12. How do you see the jobs in the field
changing over the next five to ten years?
13. What educational degrees, licenses, or
other credentials are required for entry and
advancement in your field? Are there any
which are preferred or helpful, although not
required?
14. What are the trade/professional groups to
which you belong, and which do you find
most beneficial to you work? Do any of them
assist college seniors interested in entry-level
positions in your field?
15. Which other career areas do you see as
being related to your work?

16. What personal characteristics, personality
traits, values, interests, etc., do you believe
are necessary or helpful for success and
satisfaction in this occupation or organiza-
tion?
17. How do people usually learn about job
openings in your field?
18. What do you wish you had known about this
career field before you entered it? What about
this employer?
19. How is the organization structured? What
kinds of entry-level jobs are available within
organizations like this?
26 | THE EDGE
20. What is your organization’s leadership\
management philosophy?
21. How does this differ from other organiza-
tions in the field?
22. What are your organization’s plans
for growth?
23. Do you have a formal training program?
Could you please describe it to me?
What percentage of training occurs in the
classroom? On the job?
24. What are the typical career paths within
your organization?
25. What impresses you about this
organization?
26. Why did you originally decide to join and
stay with this company?
27. Are there any books or periodicals that you
would recommend?
28. What special advice would you give to a
young person entering your field?
29. What are your personal future career plans?
USE THE FORM BELOW TO BUILD YOUR NETWORK
 Job Fairs
How To Make The Most of A Job
Fair and Connect With Employers
by Rick Roberts

Job Fairs can be critical tools for job search success...whether you use them to get an internship or job, or, whether
you use them as a networking tool.
Companies attend job fairs as part of their recruiting strategy in order to connect with a large number of job seekers
in one location. The purposes of the job fair are threefold: 1) Increasing a company’s visibility to a targeted audience,
2) Collecting resumes, and 3) Screening candidates on a one-on-one basis to determine if follow-up interviews are
warranted. Students interested in connecting with a large number of companies in one location should attend a job fair.
If you are entering into your Junior or Senior year, it is strongly encouraged that you attend to network with potential
employers. Your goal is to secure an interview and/or a solid contact. Be sure to ask for a business card.
Remember, 85% of job opportunities are secured through networking. During a job fair recruiters and representatives
interact with participants one-on-one and in small groups.

27 | THE EDGE
 “ You will have 2-3 minutes to communicate
why a company should consider hiring you...”
Research
You should plan to arrive 30 minutes early to secure
an up-to-date list of participating companies and to plan
your strategy to approach each company of interest.
Identify and prioritize your companies. You’re not going
to be able to connect with every organization. The initial
interaction is considered an interview, so prepare for
your first exchange. It could lead to a new opportuni-
ty. You will have 2-3 minutes to communicate why a
company should consider hiring you or possibly granting
you an interview at a later date. Follow-up with each of
the companies of interest that you made contact with.
Preparation is the key to standing out! Research
companies that you’re interested in meeting. Have at
least 20-25 resumes. Be professional and polite and
don’t be afraid to smile. Have a prepared opening
statement that highlights your strengths and what
you have to offer a company. Practice! Have prepared
questions that you can ask and don’t be afraid to interact
during your exchange.
28 | THE EDGE
Dress Professionally
Dress appropriately. If you’re serious about securing
a full-time job or internship, dress professionally in
interview attire. Women: dress conservatively, nice
solid color suit (pant suits are acceptable), neat hairstyle,
limited jewelry, easy on the perfume and make-up, clean
and trimmed nails. Men: A Nice suit or sport coat and
slacks, tie, white long sleeve shirt, dark socks and shoes,
limited jewelry, neat hair cut, easy on the aftershave,
clean and trimmed nails.
Be Prepared
You will be talking with a lot of representatives during
the day. Bring a small portfolio that includes a pad
and pen. It will also enable you to carry copies of your
resume. As you collect business cards be sure to write
notes so that you have enough information to follow-up
with the representatives that you talk to. Your resume
should provide the representatives with a summary of
your skills and qualifications. To ensure that you have
a quality resume, schedule a resume critique appoint-
ment with your Career Coordinator before the job fair.
Arrive Early
Job fairs generally run for 3-4 hours. Company repre-
sentatives talk to a lot of people during the course of the
fair. Oftentimes they are tired by the end of the day and
many even leave the fair before the official ending time.
By arriving early, you can research the employers, plan
your strategy, and talk to representatives when they are
fresh and more alert.
Check Out The Set-up
When you get to the job fair don’t get intimidated
by the noise and activity. Stay focused on your goal: to
meet with those companies on your target list. Take a
quick walk through of the job fair to understand how
everything is set up and note the locations of your
targeted companies. Companies do offer “give-aways”
such as frisbees, stress balls, cups, mugs, candy, etc. It
is ok to take these, but don’t get too carried away. You
don’t want them to think that your only interest is in the
give-aways.

Be Ready To Converse With the Reps
The company representatives will be talking with a lot
of people throughout the fair and they soon become
annoyed when they have to keep repeating very basic
information about their organziation. You should do
your research and be knowledgeable about your target
companies so that you can be more direct and make a
connection between you and the company. You should
have a well- practiced, short 30 second introduction. Tell
the recruiter your name, your class year and whether
you are interested in a full-time, part-time or internship
position. You may then reveal your career interests,
major and why you are interested in their company. If
you are gathering information, let employers know
that you are only interested in materials and informa-
tion. Remember to use good eye contact and a firm
handshake.
29 | THE EDGE
Try To Get A Business Card
Before you disengage with representatives, ask for
their business card and ask if you can give them a copy
of your resume. Ask them what steps you should take
to follow-up with them. Take a few minutes immediately
after you leave each booth to write detailed notes about
the contact(s) you made.
Keep It Brief
Company representatives are hoping to meet with a
lot of candidates during the job fair. Keep your conversa-
tion brief, make your key points, get the information you
need, exchange your resume for a business card, and
then move on to the next employer.
After the Job Fair
Follow-up is the key to making a job fair work for you.
Recruiters will collect hundreds of resumes during the
job fair and will have talked to a lot of candidates. Review
your notes for following up, and send a cover letter and
resume to the representative. Be sure to remind them
that you spoke with them at the job fair and that they
recommended that you follow-up. Ask for an interview.
Tell them you will call them to try and set up a follow-up
interview and then call them.
Final Thoughts
Remember, the company representatives are here to
recruit UNF students and they want to talk to you. Make
the most of these great opportunities!
 Interviews
Chilling Out In The Hot Seat:
Interviewing To Get Job Offers by Rick Roberts

From the moment you walk into view, shake hands, and greet an employer for a job interview, they have already
made a quick evaluation of you and within the next few minutes they will have made a tentative hiring decision
on you. Employers use a variety of interview methods including:
1. General Interview: One half-hour to one hour in duration it provides for an exchange of enough general
information to enable both employer and candidate to determine if further contact is warranted.
2. Screening interview: A short term interview designed basically to eliminate unqualified candidates
3. Second or Selection Interview: One hour to an entire day in duration; both employer and candidate
engage in a more in-depth discussion of qualifications, responsibilities and other aspects of the
position and the organization. This could include interview sessions with individuals and groups. You
might also be interviewed over lunch and/or dinner.

30 | THE EDGE
 “Be energetic, full of life. In brief, be a person
of interest. Never be just another applicant”
BE KNOWLEDGEABLE your suit is fine. Avoid sleeveless blouses when
About the Organization: Interviewers are continually possible.
amazed at the large number of candidates who come • Hair should be neat and pulled away from face.
into job interviews without any apparent prepara-
tion and a very vague understanding of the organiza- • Nails should be neat and trimmed. If you choose
tion or field. The interviewer is trying to determine to wear polish, avoid the bright colors and styles
if you can become part of their organization and do and be sure they are free of chips.
a specific job. Do your homework and find out as • Minimal makeup with no bright colors.
much as you can about their organization. Most orga- Remember that less is best.
nizations maintain a website with information about • Do not wear dangling earrings/bracelets or large,
their organization. clunky jewelry. Plain studs or small earrings are
best; a single necklace is fine, as is a watch and a
DRESS FOR SUCCESS! ring or two.
First impressions are lasting impressions and you
•Portfolio, purse and briefcase – You may want to
don’t get a second chance to make a first impression.
invest in a portfolio or briefcase that can neatly
Appearance should reflect maturity and self-confi-
hold all of your necessary items (i.e. pens, paper,
dence. Be neat, clean, and dress in good taste. No
resumes, reference sheet, etc.) and any necessity
extremes! Leave large bags outside the interview
items from your purse. The less you have to carry
room. Some points to remember:
the better.
Attire and grooming for women: A professional
wardrobe should always include a suit, either with a
skirt or pants. The suit is the best bet in an interview.
However, you should dress according to the job or
field in which you are working. For example, if you
are interviewing for a 1st grade teaching position,
a suit may seem rather cold and staunch. Not the
warm and caring feeling the teaching environment
brings. In this case a tailored dress, slacks and shirt,
pants suit, or skirt, blouse and jacket would be ap-
propriate. Here are some tips:
• Choose colors that compliment you and are not
especially bright. Navy and gray are always good
bets.
• Wear pantyhose and clean,
conservative shoes.
•Basic, comfortable pumps, polished, with medium
or low heels are appropriate.
• Skirts and dresses no shorter than an inch above
the knee.
• Blouses should not have plunging necklines or
excessive frills; white and ivory are always
safe colors, but any neutral tone that matches Attire and Grooming For Men

31 | THE EDGE
 In a corporate setting, it is recommended that men
wear dark or gray suits (solid or subtle pinstripes). In
organizations that are less formal (possibly nonprofit,
education), one might consider a blazer, shirt and tie
rather than a full suit.
• Dress shirts should be solid, preferably white. Be
sure the shirt and suit are pressed/ironed. Avoid
short-sleeved shirts.
• A variety of ties may be worn, keeping in mind
that muted colors in solid, stripes, or small
pattern are preferred.
• Make sure your shoes are clean and polished.
• Portfolio and/or briefcase – You may want to
invest in a portfolio or briefcase that can neatly
hold all of your necessary items (i.e. pens, paper,
resumes, reference sheet, etc.). This will give you
an organized professional look.
•Minimize or avoid the use of cologne; many
interviews take place in small offices.
• If you have long hair, strongly consider putting it
in a ponytail to keep it out of your face, giving a
more professional appearance.
• If you do not have a full beard or mustache,
shave! Beards and mustaches should be well
groomed.
BE ON TIME!
32 | THE EDGE
Arrive at least 15 minutes early for the interview
in order to acclimate yourself.
What To Bring: A Small Portfolio For:
• Extra copies of your resume.
• A listing of the names, titles, organiza-
tions, addresses and phone numbers of
your references.
• A “cheat sheet” which contains information to
assist you in filling out an application neatly
and completely. (Employers often use the ap-
plication as a screening device.)
• Paper and pen/pencil.
• A portfolio containing samples of your work
(if appropriate).
• Note: You may never be asked for any of
these items, but when the occasion does
arise, you will show that you are prepared
and professional.
HELPFUL TIPS
1. Be energetic, full of life. In brief, be
a person of interest. Never be just
another applicant.
2. Begin and end with a good firm handshake
(women too!).
3. Be pleasant, friendly, courteous,
and tactful.
4. Be relaxed, cool and calm.
5. Always maintain good eye contact. Follow
the interviewer’s eyes (If more than
one interviewer, include each person by
moving from one to another).
6. Listen carefully and answer the questions
asked. Don’t go off on tangents.
7. Keep your answers concise and to the
point, unless you’re asked to elaborate.
8. Use facial expressions and gestures to help
communicate your thoughts and convey
your personality.
9. Be truthful but positive.
10. Don’t be defensive, hostile, apologetic,
desperate, or critical.
11. Let your sense of humor show through.
12. Create a positive feeling toward yourself.
 13. Restate your interest in the position at the
close of an interview.
14. Make a clear connection between you and
the position.
15. When answering questions, use specific
examples whenever possible.
16. Don’t be afraid to ask for clarification.
17. Use the tone of your voice to draw attention
to key points and to show enthusiasm toward
the job and organization and to keep the
interest of the interviewer.
ANSWERING INTERVIEW QUESTIONS
Close to 70% of an interview will be devoted to
you talking about you. No matter how personable
you are or how well you communicate, you can not
anticipate some of the intricate, probing questions
which may be asked. Experienced interviewers can
spot an unprepared interviewee very quickly. It is
critical to prepare and practice for your interviews.
COMMONLY ASKED INTERVIEW QUESTIONS
Self-Awareness
• Tell me about yourself
• How do you think a friend or a professor who
knows you well would describe you?
• What motivates you to put forth your greatest
effort?
• What led you to choose the career for which you
are preparing?
33 | THE EDGE
Weaknesses/Negatives
• What do you consider to be your greatest
weakness?
• Did you ever have problems with your
supervisor?
Skills/Abilities/Qualifications
• What do you consider to be your greatest
strengths?
• What qualifications do you have that makes you
think you will be successful?
• In what ways do you think you can make a
contribution to our organization?
• Why should I hire you?
• Why should we hire you over another candidate?
Knowledge of the Organization
• Why do you want to work for us?
• What do you know about our organization?
Values Clarification
• What are the most important rewards you expect
in your career?
• In what kind of a work environment are you most
comfortable?
• How would you describe the ideal job for you?
• What criteria are you using to evaluate the
company for which you hope to work?
• Do you have a geographical preference?
• Will you relocate?
• Are you willing to travel?
• Are you willing to spend six months as a trainee?
• Describe your idea of an ideal job?
• Do you prefer working with others or by yourself?
Experience
• Tell me about your experience?
• What jobs have you held?
• What have you learned from some jobs you
have held?
• What jobs have you enjoyed most? Least? Why?
• What have you done that shows initiative and
willingness to work?

based questions or situational questions to predict
future behavior based on past behavior. Here are
some examples:
Goals/Objectives
• What are your short range and long range goals
and objectives?
• What do you see yourself doing in five years?
Education
• How has your education prepared you for a
career?
• Why did you select your college or university?
• If you could, would you plan your academic study
differently?
• Do you think your grades are a good indication of
your academic achievement?
• Do you have plans for continued study?
• Why did you pick your program or concentration?
• What courses did you like best and why? least?
Salary
• What do you expect to earn in five years?
• What are your salary expectations?
• What did you earn in your last job?
Interests
• What do you do with your free time?
• What are your hobbies?
• What types of books do you read?
BEHAVIORAL BASED QUESTIONS
More and more interviewers are using behavioral
• Tell me about the time you were most persuasive
in overcoming resistance to your ideas or point
of view..
• Tell me about the most difficult or frustrating
person with whom you have worked.
• Tell me about a time when you felt most
pressured and stressed in your work/school/
internship.
• Describe a time when you were most frustrated
or discouraged in reaching your objectives
or goals.
• What do you feel has been your most signifi-
cant work/school/internship related accom-
plishment?
• Describe the last time you did something which
went well beyond the expected in your work/
school/internship.
• Tell me how you go about organizing your work
and scheduling your own time.
• Tell me about a most difficult problem or decision
which you faced in your work/internship/school
assignment.
• Tell me about the last time your made a decision
which backfired.
• Tell me about the time you most regretted not
getting advice before going ahead.

General
• What do you think it takes to be successful in a
company like ours?
• What qualities should a successful
manager possess?
• Describe the relationship that should exist
between a supervisor and subordinates.
• What 2 or 3 accomplishments have given you the
most satisfaction?

34 | THE EDGE
 THE “STAR” TECHNIQUE
One strategy which will help you with responding
to behavioral based interview questions and styles
is the STAR technique. The steps involved are to
describe a SITUATION (S) or TASK (T) encountered,
to identify the ACTIONS (A) taken to address the
SITUATION or TASK, and to discuss the RESULTS (R)
achieved by the ACTIONS.
HERE IS AN EXAMPLE OF THE STAR TECHNIQUE:
Question: “Thinking back over your college
experience, describe a situation in which you were
challenged in using your communication skills. Tell
me all about it in detail.”
Your response might be: “Last semester, I partici-
pated with four other students on a research project
for a Biology course. One of the members was
difficult to work with as she had a tendency to not
want to listen to our ideas on how to complete the
research project. In fact, she had appointed herself
“group leader.” (SITUATION/TASK)
“The other members of the group and myself
recognized that she was impacting our efforts to
complete this project. I decided to approach her and
discuss with her our thoughts and feelings on her
being in charge and not listening to our ideas. When
I sat down with her one-on-one and communicated
our concerns to her, she was surprised.” (ACTION)
“As a result of our conversation, she admitted that
she had a hard time trusting other individuals to
do quality work and would take charge of a group
to ensure that quality work would get done. In
discussing further with her what her concerns were
and more specifically the project and what we were
trying to accomplish, she began to understand the
different ways we could all contribute to the project.
She realized that she would not have to single-hand-
edly deal with everything and would have less stress
to share the workload of the project with the rest
of us. We all worked well together through the rest
of the project and received an “A” for our efforts.”
(RESULTS)
35 | THE EDGE
ILLEGAL QUESTIONS
Employers may not legally ask applicants race,
religion, national origin, marital status, children,
relatives, age, birthplace of applicant or relatives,
prior record, sex/ gender, and handicaps . Anything
that is not a “bona fide occupational qualification
(BFOQ)” may not be covered directly, though the
interviewer may seek the information indirectly. Be
sure you know the law what questions are legal and
which ones are not. Request clarification if you need
it. A suggested response might be: “I am not sure
what that has to do with my ability to do this job....”
Remember to “keep your cool” and be as positive
and confident as possible.
QUESTIONS YOU MIGHT ASK:
Remember that you have as much right to evaluate
an employer as an employer has to evaluate you.
One way to ensure that you have adequate informa-
tion to make a sound judgment is to ask questions.
Here are some questions for you to ask:
• What kind of supervision will there be and how
will I be evaluated?
• What are the opportunities for advancement?
• What kind of orientation and training are
available to new employees?
• Are there any long range plans for the office or
department?
• If someone had this position before, why did he/
she leave?
• What are the major issues that this organization
will be facing in the near future?
• What do you see as the biggest challenge for the
person taking this job?
• What happens next?
 AFTER THE INTERVIEW and capabilities in relation to their worth in the job
Follow up your interview with a thank-you note. market, NOT on the basis of your wants or needs.
In this note, you may refer to specific issues which Some salary scales are non negotiable, especially in
were discussed, express your thanks, and restate the non profit andpublic sectors.
your interest in the position. Also, provide whatever
credentials, references, or employment applications HOW DID YOUR INTERVIEW GO?
which may have been requested by the employer. If Interviewing is a skill that is developed through
you do not hear from the employer in the specified experience and evaluation. After each interview,
period of time, you may wish to contact the sit down and assess your performance “under fire.”
employer with a phone call. Examine both the strong points and the weak points
of your interview and develop strategies for improve-
DISCUSSING SALARY ment.
Prior to the interview stage, research the job
market and learn the salary range for the types of
jobs for which you will be interviewing.
Salary is often based upon value and your ability to
produce. You will need to know your market value.
Do not negotiate salary until a job offer has been
made. Negotiation involves compromise. It is a
“win/win” situation. Negotiate on the basis of your
qualifications; your education, experience, skills,

36 | THE EDGE
 Teaching Interviews
THE TEACHING INTERVIEW
What Qualities Do School Administrators look for:
• Civility, cooperation, pleasant demeanor, kindness
• Good rapport with students, love of children
• Commitment to education, enthusiasm, sense of
mission
• Good character: honesty, integrity, fairness, and
other role model qualities
• Strong professional ethics
• Knowledge of education or subject matter
• Excellent grammatically correct written and oral
communication
• Flexibility, creativity
• Professional Appearance
• Ability and willingness to do coaching or extra-
curricular assignments
Self-Awareness/Career Decisions/ Values/Your Edu-
cational Preparation
• When did you first become interested in teaching?
• Why did you decide on a career in education?
• Tell me something about your background
• What experience influenced your decision • What techniques do you use to keep pupils
to teach?
• How will your students describe you?
• How well has your college/university prepared
you for the field of teaching?
• What coursework have you taken that have made
37 | THE EDGE
you especially suited for this position?
• Describe your educational background and
teaching experience related to your subject area.
• Tell us about yourself and why are you interested
in this school district and or/position?
• What academic subjects did you like best? Least?
• What part does your family play in your life?
• What are the most important rewards you expect
in your career?
• Do you have a geographical preference?
Technology
• How would you apply technology to enhance
daily instruction and increase student learning?
• How would you or have you incorporated
technology in your classroom?
• Explain your skills using a computer? What
computer software have you used?
• Are you comfortable with the use of technology
in the classroom?
Teaching Experience/Instructional Skills/Strengths/
Weaknesses
• Discuss your student teaching experience. What
did you like? Dislike? Changes you would have
made?
• Please review for us your teaching experienc-
es such as levels and subjects taught, years,
locations etc
• Please tell me about your most challenging experience
while working with children or in the classroom?
• How was your room organized? What was the
atmosphere of your room?
actively involved during a lesson?
• What would you do to insure that children
understand exactly what is expected in a
homework assignment?
• How do you deal with the unmotivated student?

Interests/Extracurricular Activities
Discipline
• Tell me about some specific motivational
strategies you use to get students excited about
learning
• What current educational trends do you consider
to have the most impact and how do you
implement them?
• How well organized are you? Why is organization
important for a teacher?
• What do you include in your daily lesson plans?
How closely do you follow your plans?
• What are some of the considerations you make
when planning your lessons?
Assessment/Follow-up
• How much homework will you assign? How do
you know how long it will take your students?
• Should a teacher intentionally use humor in the classroom?
How do you use humor in the classroom?
• In planning your lessons or units of study, how do
you organize and prepare your material?
• What can you contribute to our school?
Classroom Management
• What is your classroom management plan/style?
38 | THE EDGE
What are your goals?
• If I walked into your classroom; what would it
look, feel, and sound like?
• What role does classroom management play in
the educational process?
• When students say they want the teacher to be
fair, what do you think they mean?
• Tell us about your other school-related experienc-
es such as extra-curricular activities, committees,
curriculum development, etc.
• What hobbies or interests do you have that might
help you as a teacher in the classroom?
• What worked best for you in
classroom control?
• Describe your philosophy regarding discipline?
• What was the most challenging discipline
problem you’ve encountered and how did you
handle it?
• Describe the elements you would include in
a discipline plan.
• How would you deal with a student
who disrupts?
• What kind of rules do you have in your
classroom? How are they established?
• What do you feel are the most important factors
in classroom control?
• How would you create and promote a safe
atmosphere within your classroom?
• If pupils were having difficulty learning a skill or
concept, what would you do?
• Tell us how well you assess your students to
determine how well they are learning.
• What techniques would you use to be sure that
pupils understand?
• How do you know whether pupils understand
what you are teaching during a lesson?
• How do you feel when a student fails?
• How would you assess your effectiveness
 as a teacher? Professional Development
• What kinds of materials have you used to assess • What have you read in the last six months
pupil strengths and weaknesses? or year?
• What kinds of tests do you like to give?
• What are some methods of communicating
student progress to parents other than
report cards?

Philosophy/Teaching Style/Motivation
• What is your philosophy of education?
• How can you get students excited about your
subject area?
• What innovative ideas would you like to initiate in
your classroom?
• Describe three ways to motivate students
• What kind of relationship do you want with
your students?
• Who was your best teacher and why?
• What subject do you want to teach and how
would you teach it?
• Would you describe an outstanding teacher to
me please?
• If you could establish an ideal school, what would
Diversity/Cultural Awareness/Learning Differences
it be like?
• Discuss your feelings/experience in reference to
• What kind of people do you find it difficult to working in an urban setting
work with and why?
• What opportunities have you had to bring multi-
• What do you do when a supervisor or principal cultural education into your classroom?
criticizes a teaching technique that you are using?
• What experience have you had with students
• Do you have a specific grade level/age that you from culturally diverse backgrounds?
prefer to teach? Why?
• How do you provide for individual differences
• Describe a time when you were most frustrated or within your classroom? What was the socio-eco-
discouraged in reaching your objectives or goals. nomic level of your students?
• What do you feel has been your most significant • How will you instruct/challenge students with
work/school/internship related accomplishment varying abilities?
within the past year or so?
• How do you handle curricular content in classes
• Describe the last time you did something which with many levels of ability?
went well beyond the expected in your work/
• Describe different student learning styles or
school/internship.
modalities of students and how you adjust
lessons to benefit those differing styles.
Short-term and Long Term Career Goals • What would you do if 50% of a class did poorly
• What are your professional plans? on a test?
• What are your career goals: short term and long • Are there any materials you have used that you
term? find are especially effective for slow learners or
bright students?
39 | THE EDGE
 Situations/Problem and assignment.
Solving/Stress Questions • Tell me about the last time you made a decision which
• Describe a difficult decision and how you solved it backfired.
• Describe an experience with kids or peers by • Tell me about the time you most regretted not getting
discussing: advice before going ahead.
• The most difficult moment/situation • Tell me about the last significant crisis situation you
• The most rewarding moment/situation faced in your work.
• An incident that required discipline • Tell me about a time when you were most persuasive
• A favorite/least favorite student, camper, hall in overcoming resistance to your ideas.
resident, etc. • Tell me about the last time you had a disagreement or
• What would you do or how would you treat a clash with someone at work.
student who refused to do the work assigned? • If you could spend a day doing anything you wanted,
• What does “teamwork” mean to you? Give what would you do?
an example • What do you believe your role and obligations to be
• Describe your approach with a parent who is toward other faculty members?
upset with you—and you know you are right. • How do you feel about parent contact?
• Did you ever have problems with your • Tell me about the time you were most persuasive in
supervisor? overcoming resistance to your ideas or point of view.
• What causes you to lose your temper? • Tell me about the last time someone made an unrea-
• How often have you been absent from work, sonable request of you.
school, or training?
• Have you ever had trouble with other people Knowledge of School District/Community
on the job? • Why do you want to work for us?
• Can you take instructions without • Why did you decide to seek a position with this orga-
getting upset? nization/school?
• Don’t you feel you’re a little too old/young • What do you know about our
for this job? organization/school?
• With your background, we believe that you are • What job in our organization/school do you want to
overqualified for this position. Why have you work toward?
applied for this job?
• You haven’t had sufficient experience in this field.
Can you elaborate on related experiences?
• Our experience with women on this job has not
been good. Why do you think you would be
a better suited?
• What would irritate you most if I as a manager
did it?
• Tell me about the last time you were criticized by
a supervisor/professor.
• Tell me about a time when you felt
most pressured and stressed in your
work/school/internship.
• Tell me about a most difficult problem or decision
which you faced in your work/internship/school
40 | THE EDGE
 Job Offers
Evaluating And Negotiating
Job Offers by Rebecca Johnson, SPHR

With job offer in hand, you have clearly executed a successful job search! However, how can you be sure this
offer is the right one for you to accept? Here are some things To Consider:

Before making an important decision such as accepting a job offer, individuals should look at a job offer as it
relates to their individual, family, and career goals.
INDIVIDUAL NEEDS/GOALS - Does this job match your interests, values, skills, personality, and beliefs? Does
it provide you with the lifestyle, prestige, independence, creativity, security, altruism, and economic returns you
are looking for in a job?
FAMILY RESPONSIBILITIES - Does this job accommodate your needs and lifestyle preference with regard to your
family? Is the geographical location conducive to you and your family’s hobbies, community activities, and social
support groups?
41 | THE EDGE
 “Are the company’s goals and ideals in line
with your own?”
A Few Factors to Consider:
1. The Job Content – Is the nature of the work
something you will find interesting and chal-
lenging? Will it fit into your long-range career
goals? Job title is not as important as what
skills and abilities you will actually be using.
2. Your boss – Can you get along with and work
with this person? Will this boss serve as a
mentor to you? You will want to work for
a supervisor who is capable and who will
be committed to helping you learn and
succeed.
3. Salary and Benefits – Is the pay at market
level? How are salary reviews and
promotions determined? Potential salary
growth is more important than starting
salary. Salary is not the only compensation;
consider the entire benefits package when
considering the offer.
4. Corporate Culture – Are the company’s goals
and ideals in line with your own? Is the team
of coworkers you will have capable? Will they
help you succeed?
5. Location – Will you need to relocate to
accept this job? Will you have a long
commute?
42 | THE EDGE
6. Your Lifestyle – Will it fit in with your
lifestyle? Will overtime or on-call be
required? Will it interfere with commit-
ments to family, friends, and
outside activities?
Career Goals -
Are the nature of the employer, the job’s pay and
benefits, and the work activities what you are looking
for in a job? What is the employer’s reputation? Is
the training program attractive and comprehen-
sive? Does the organization provide advancement
and mentoring opportunities? Will you be given
significant responsibility? Are the surroundings and
people pleasant? Is there job security? Does it offer
room for professional, personal, and educational
growth? Is the salary adequate for your needs? How
does the benefit package compare to those of other
employers?
Take The Time You Need To Decide
Occasionally employers will make the offer at their
final interview, though most frequently it will come
later, sometimes via telephone. There is no reason to
accept any offer immediately and most employers
will not expect you to accept on the spot. Be
prepared to tell them that you need a day or so to
consider it, and pre-arrange a time to reconvene.
Though it is very exciting to get a job offer, be
prepared by making sure you remember to ask for all
the details, such as salary, benefits, etc. To avoid any
misunderstandings, write down the following infor-
mation during your conversation with the employer:
1. Position title
2. Salary
3. Supervisor’s name
4. Detailed commission plan (if in sales)
5. Location (where you will work on a daily basis)
6. Reporting date
7. Expectations of travel
8. Relocation expenses offered
9. Signing bonus (if any)
10. Deadline to give an answer
 Ask For A “Formal” Offer Letter
It is standard procedure for most organizations to
give you a verbal offer over the telephone and then
send you a formal letter, detailing the offer. This
formal offer letter will usually include a place for you
to sign and accept the offer and send it back. Some
smaller companies may not follow this procedure,
but as there is no way to document a telephone con-
versation, you should insist on receiving this letter
before you give them a final answer. Be careful to
compare what was offered over the phone and what
is on the letter and ask about any discrepancies.
Negotiable Items
Once you have received your offer, you now
know that the company wants you to come aboard.
Employers are often willing to negotiate certain
points, including salary, in order to get you to accept
the offer. As long as your requests are not unreason-
able or demanding, you can often negotiate an even
better package than what is originally offered.
If you do try to negotiate, be careful to stay
modest, professional and mindful of the company’s
needs. If they feel they are being strong-armed,
they will likely rescind the offer, fearful that
you may be difficult to work with.
Keep in mind that salaries may or may not be
negotiable. In order to make an educated decision on
what is an acceptable and fair salary for the position,
43 | THE EDGE
you should research salaries offered in your field by
geographical location, experience, and degree level.
If the position is in a new state, town, or even
country, take the time to research the area and
visit. Find out if the community offers the lifestyle
you want, and if you would be happy living there.
Remember that the cost of living is different in
different areas, and this must be taken into account
when you are considering the offer. A good resource
to use for this research can be found at www.
homefair.com (check the research and reports
sections).
Once you have accepted the position, show your
appreciation for the offer. It is best to write a letter
accepting the offer even if you have accepted
verbally.
At this point, you should decline other offers for
interviews from other employers. Do respond to
contacts, as you may run into the same professionals
again in your career.
Work Hours (Flextime): Flextime is the most
popular work option available and usually the
easiest negotiable item to get approved. It would
allow you a flexible starting and quitting time within
management-set limits. For example, if your normal
work hours are from 8:00 am to 5:00 pm, a flextime
schedule might allow you to work from 6:30 am to
3:30 pm, 9:00 am to 6:00 pm, or whatever start/stop
time that works best for you and is workable for your
employer. Unlike other flexible work arrangements
– such as telecommuting, job sharing, compressed
workweek or part-time – flextime often does not
require a written proposal.
Compressed Workweek: A compressed workweek
is a full-time work option with 40 hours worked in
fewer than five days. For example, you may work
Monday through Thursday, 10 hours a day, and
have Fridays off. You also can work 9-hour days and
have every other Friday off. This is very common in
government organizations and companies that have
a dedication to ensuring that employees have ample
personal time and do not get burned out.
Relocation Expenses / Signing Bonuses: Often
employers have trouble finding the right candidate
for the position in their vicinity. This is why they often
go outside the area to recruit candidates. The offer
for relocation expenses is often noted in the job ad.
Relocation expenses may include reimbursement for
 travel to the community to look for a home or
apartment, mortgage assistance, cost of moving,
and/or lodging expenses until you are settled.
Your relocation expenses may also be in the
form of a signing bonus. If the employer has not
expressly made you this offer, this is a great item
to negotiate in order to get a better overall package.
Performance Reviews and Bonuses: Depending on
the position, some employers give bonus incentives
for job performance. These salary increases or
bonuses are often tied to your appraisal reviews –
though this may not always be the case. An offer
to do a performance review every twelve months
does not equate to a salary review every twelve
months. You may be able to negotiate the timing of
your salary review every six months instead of every
twelve. Also be careful to note that salary increases
are very different than bonuses. Salary increases
are permanent, whereas, bonuses are a one-time
occurrence. If it is a salary increase, all future raises
are based on the new salary, thereby making a salary
increase exponentially higher each year. Keep these
things in mind when using this as a negotiating point.
Reporting Date: Your proposed start date is usually
discussed prior to an offer being made. In most cases,
the start date may be flexible by two or three weeks
at the most. In many instances, employers will not be
conducting a candidate search unless they need
someone in a relatively short period of time.
But if you need more time before starting the
job, this can become a major point of negotia-
tion. However, be aware of training timelines with
companies that hire and train in groups.
How To Negotiate Your Offer
Once you have decided which offer you want to
accept, you will need to take the following steps to
ensure an effective negotiation:
Maintain Your Professionalism: Too many candidates
make the mistake of becoming either too laid back
or demanding after they have received an offer.
Remember, the person you are negotiating with
may be your supervisor or co-worker.
Decide Your Terms and Limitation: It is important
to determine what you want, but it is also
important to know the minimum you will accept
for the job. Create a plan that will allow flexibility.
44 | THE EDGE
Negotiate With One Organization At A Time: Do not
spend time and energy negotiating with the orga-
nization that is your second or third choice until it
is clear that your first choice is no longer an option.
Make A Final Decision: Be prepared to make a
decision once the organization has stated their final
offer. It is not appropriate to try to hold out for more
time or another offer.
Once You Have Accepted, Commit Fully: Whether it
was a hard decision or not, let your employer know
that you are with them 100 percent. No one wants
someone to work for them who feels as though they
“settled” and would rather be elsewhere.
Declination/Acceptance Letters: This is the final
step in the negotiation and evaluation of your offer.
Whether you have decided to accept or decline
an offer, you must send formal notification of this
decision.
• Declination Letter: Declining an offer should
be done in writing and as soon as you accept
another position. This is an important step, as
you may need this contact later.
• Acceptance Letters: Acceptance letters are
extremely important in restating your under-
standing of the offer. Remember to include the
following:
1. Salary
2. Starting date and time
3. Location
4. Any perks, signing bonuses, etc. that were
previously negotiated
5. Any other factors that you feel were vague or
were not in writing
 Social Media
Using Social Media For An
Effective Job Search by Rick Roberts

The constant advances in technology have helped create ready-made networks of friends and contacts that
can help you with your job search. There are a variety of social networks that can be used effectively.

• A blog- Blogs are usually maintained by an individual with regular entries of commentary, descriptions of
events, or other material such as graphics or video. Entries are commonly displayed in reverse-chronological
order. Most blogs are interactive, allowing visitors to leave comments and even message each other via wid-
gets on the blogs and it is this interactivity that distinguishes them from other static websites
The ability of readers to leave comments in an interactive format is an important part of many blogs. (Source:
wikipedia)

45 | THE EDGE
 “ Be Proactive. Ask for help from your
network of contacts”
• LinkedIn is a business-oriented social networking
site. Founded in December 2002 and launched in
May 2003, it is mainly used for professional net-
working. The purpose of the site is to allow regis-
tered users to maintain a list of contact details of
people they know and trust in business. The people
in the list are called Connections. Users can invite
anyone (whether a site user or not) to become a
connection. This list of connections can then be
used in a number of ways:
• A contact network is built up consisting of their
direct connections, This can be used to gain an
introduction to someone a person wishes to know
through a mutual, trusted contact.
• It can then be used to find jobs, people and busi-
ness opportunities recommended by someone in
one’s contact network.
• Employers can list jobs and search for potential
candidates.
• Job seekers can review the profile of hiring man-
agers and discover which of their existing contacts
can introduce them.
• Users can post their own photos and view photos
of others to aid in identification.
• Users can now follow different companies and
can get notification about the new joining and of-
fers available.
• Users can save (i.e. bookmark) jobs which they
would like to apply for.
• Twitter is a website, owned and operated by
Twitter Inc., which offers a social networking and
microblogging service, enabling its users to send
and read messages called tweets. Tweets are text-
based posts of up to 140 characters displayed on
the user’s profile page. Tweets are publicly visible
by default; however, senders can restrict mes-
sage delivery to just their followers. Users may
subscribe to other users’ tweets—this is known as
following and subscribers are known as followers.
Since its creation in March 2006, and its launch in
July 2006, Twitter has gained popularity worldwide
and is estimated to have 190 million users, gen-
erating 65 million tweets a day and handling over
800,000 search queries per day. (Source: wikipe-
dia)
• Facebook has more than 600 million active us-
ers. Users may create a personal profile, add other
users as friends and exchange messages, including
automatic notifications when they update their
profile. Additionally, users may join common inter-
est user groups, organized by workplace, school, or
college, or other characteristics. (Source: wikipe-
dia)

LinkedIn also allows users to research companies

with which they may be interested in working.
When typing the name of a given company in the
search box, statistics about the company are pro-
vided. These may include the ratio of female to
male employees, the percentage of the most com-
mon titles/positions held within the company, the
location of the company’s headquarters and offices,
or a list of present and former employees. (Source:
wikipedia)

46 | THE EDGE
 • Myspace, became the most popular social
networking site in the United States in June 2006.
According to comScore, Myspace was overtaken
internationally by its main competitor, Facebook,
in April 2008, based on monthly unique visitors.
Quantcast estimates MySpace’s monthly U.S.
unique visitors at 43.2 million. (Source: wikipe-
dia)
Not all of the social networks will match up to
your interests and your way of accessing and
utilizing technology and applications. Check them
out and choose the ones that you will enjoy work-
ing with and then start building your network
of contacts and letting them know the types of
jobs or internships you are seeking. Maintaining
your network of contacts on these sites can be
very time consuming so be prepared to schedule
blocks of time for your social networks. More
and more people including employers and re-
cruiters are using these networks so it is another
resource you should consider using for your job
search. It is now estimated that over 80% of
employers now use LinkedIn, Facebook, and Twit-
ter to find new hires and to find out information
about candidates.
47 | THE EDGE
Here are some quick tips for using Social media for
your job search:
1. Identify the top companies that you want to
work for. This will allow you to target specific
companies and make a professional presentation
explaining why you are the right candidate. Avoid
“spamming” people; the shotgun approach to job
hunting has about a 3% response rate.
2. Utilize search engines to identify employees that
work in your target companies. Search blogs, Face-
book, Twitter, and other sites to find people that
work for your target companies. Tailor a message
to them and express your interest in the company.
Try to establish communication with these people.
3. Develop your “brand” and market yourself.
Launch a blog that focuses on your skills and inter-
ests. Coordinate the various social media that you
are using—make sure all information is consistent
and professional.
4. Utilize Twitter to connect with employers. Con-
duct Twitter searches, follow recruiters on your
account then communicate with them. Be sure to
have a completed profile and a link to more in-
formation (your LinkedIn account). Sites such as
http://www.twiredjobs.com is designed to search
Twitter feeds for job posts.
5.Subscribe to blogs that also offer job listings.
Many of the larger blogs now have integrated job
banks and job posting systems.
6.Link your social media sites on your resume. Be
sure to include a link to your blog and your ac-
counts in LinkedIn, Facebook, etc. on your resume.
Be sure your information (dates of employment,
schools, employers, etc). all match on your resume
and your social media sites.
7.Be friendly and be willing to share information
about yourself. Get to know your online contacts
and let them know about you. Always be courte-
ous and professional.
8.Be Proactive. Ask for help from your network of
contacts. Let them know what you are looking for
and ask them for leads on jobs for your field.
9.Adjust your privacy settings to accept InMail on
your LinkedIn account. This enables recruiters to
find you and communicate with you.
10. Develop a Facebook page for your profes-
sional life. Keep your personal Facebook page for
“friends only” and not available for employers.