Why shouldn't they hire you?
You have the experience. You're a professional. You have the training. And you're a veteran! You're perfect for the job, right?
Right answers. Wrong question.
The important question is, Why should they hire you when there are hundreds if not thousands of other job applicants with the same qualifications as you?
There are many reasons for not hiring someone. The obvious ones, such as credentials or years of experience, are used by hiring managers every day to prune down their list of job candidates.
But the reasons why a company should hire you are very plain and simple. Can the job candidate satisfy the current business needs of our company or organization?
The needs of the armed forces are different from those of profit-driven companies and require vet jobseekers to shift their focus or even change their "standard operating procedures."
The armed forces are large, top-down organizations of unlimited worker-power whose goals are promulgated from the highest levels of the organization. However, today's corporations are generally small, flat organizations of very limited worker-power whose goals may appear to be directed by upper management yet in reality are dictated by people outside of the organization--the customers who buy the company's products or services.
Since companies' business and employment decisions are determined by the ever-changing marketplace, employees must add value to a company in a quantifiable way to achieve these marketplace goals in a competitive business landscape. These goals are defined as the company's business needs.
Business needs generally fit into the following categories:
For job candidates to be considered as a finalist for a particular position, they must demonstrate during the hiring process that by hiring them they will indeed satisfy the business needs of the company.
How do you demonstrate you can satsify business needs?
Jobs Skills Analysis. To determine how you can achieve business needs, you must do a job skills analysis. What are your job skills and where (position, department, company, industry sector) can these skills be applied to add value?
Business Sector Research. What major industry sectors need your job skills? Research industries, such as automotive, plastics, retail, construction, etc., and learn what their "pain points" are. For example, the automotive industry is highly price competitive. Therefore, if you are an manager who can provide services to an automaker so it can save money or reduce time-to-market, and demonstrate that you have accomplished these business needs in a similar capacity in the armed forces, you will be highly desired.
Company Research. All business sectors are made up of many companies. Research the companies. Find out who are the top companies in that sector. Find out who are the struggling comnpanies. And why? You may find a start on a new career by demonstrating to them that you can help solve their problems so they can compete better.
Resume. Your resume is a historical record of your past achievements and experience. It must communicate that in the past you have achieved business needs that the company you wish to be employed by values. Claiming training and experience alone is not enough. Being an electronics technician, a master-at-arms or a platoon commander does not necessarily communicate that your experience can meet a company's business needs. You must take that experience and communicate that indeed it can.
Interview. Preparing yourself for a job interview is highly important. Interviewers have their questions. But they also expect you to ask questions. Be prepared during the interview to demonstrate that you understand their industry and know something about their company and their competitors and the company's business needs. This will differenetiate you so much from other job candidates that you will be placed of their "short list."
There are many reasons why they shouldn't hire you. But you only need to give them one reason why they should hire you: you will solve their problems and make their jobs easier.
All opinions, advice, statements or other information expressed in this article are solely the author's and do not necessarily express the opinions of MilitaryHire.com or the publisher.
Copyright 2003 Randall Scasny. All rights reserved. This material may not be published, rewritten, or redistributed.