Cracking the New Job Market: The 7 Rules for Getting Hired in Any Economy [NOOK Book]


Forget everything you think you know about landing a well-paid job—the rules have changed forever. The rules for finding professional work once seemed clear and unwavering: capture career highlights in a resume, practice answers to standard interview questions, and do lots of face-to-face networking. Cracking the New Job Market shows how these rules have changed and delivers new job-hunting strategies that actually work. The key, rather than to emphasize past accomplishments, is to sell your self on the value you...
See more details below
Cracking the New Job Market: The 7 Rules for Getting Hired in Any Economy

Available on NOOK devices and apps  
  • NOOK Devices
  • Samsung Galaxy Tab 4 NOOK 7.0
  • Samsung Galaxy Tab 4 NOOK 10.1
  • NOOK HD Tablet
  • NOOK HD+ Tablet
  • NOOK eReaders
  • NOOK Color
  • NOOK Tablet
  • Tablet/Phone
  • NOOK for Windows 8 Tablet
  • NOOK for iOS
  • NOOK for Android
  • NOOK Kids for iPad
  • PC/Mac
  • NOOK for Windows 8
  • NOOK for PC
  • NOOK for Mac
  • NOOK for Web

Want a NOOK? Explore Now

NOOK Book (eBook - 1)
$4.49 price
(Save 10%)$4.99 List Price


Forget everything you think you know about landing a well-paid job—the rules have changed forever. The rules for finding professional work once seemed clear and unwavering: capture career highlights in a resume, practice answers to standard interview questions, and do lots of face-to-face networking. Cracking the New Job Market shows how these rules have changed and delivers new job-hunting strategies that actually work. The key, rather than to emphasize past accomplishments, is to sell your self on the value you can create for an employer. This new approach to getting hired requires new skills. Author R. William Holland, a human resources insider, shows job seekers how to: • Gather information on what a prospective employer finds important • Emphasize those skills, accomplishments, and qualities in tailored resumes and interview answers • Identify the intersection between personal talents and what the marketplace needs • Unlock the networking power of social media • Negotiate the best possible offer Enlightening and practical, this myth-busting book delivers seven powerful rules for landing a great job—even in a difficult economy.
Read More Show Less

Product Details

  • ISBN-13: 9780814417355
  • Publisher: AMACOM
  • Publication date: 8/17/2011
  • Sold by: Barnes & Noble
  • Format: eBook
  • Edition description: 1
  • Edition number: 1
  • Pages: 256
  • File size: 4 MB

Meet the Author

R. WILLIAM HOLLAND, PH.D. is founder of R. William Holland Consulting, LLC, specializing in HR and career management. He has also served as executive vice president at Right Management, Inc. and as chief human resources officer at Meridian Bank, the University of Pennsylvania, and the BP outsourcing business for Andersen Consulting. He is currently a senior vice president for BeamPines.
Read More Show Less

Read an Excerpt

Cracking the New Job Market

The 7 Rules for Getting Hired in Any Economy


Copyright © 2012 R. William Holland
All right reserved.

ISBN: 978-0-8144-1735-5

Chapter One

Always Demonstrate Your Value

WHEN BOB LEARNED that his name was on a list of IT employees whose jobs were to be downsized—a polite term for "fired"—he knew exactly what would happen next. This was the third time in five years he had gone through the same routine. He would attend a group meeting, which would be followed by a one-on-one session with an outplacement counselor, followed by an appointment the very next day to start his job search.

Bob would again be told that terminated employees should not dwell on negative emotions. Those who start on their job searches right away find work more quickly than those who do not. The group meetings always seemed to be held during the week but never on Fridays. He would eventually understand that outplacement firms got paid based on their "pick-up" rate—the number of people who actually start programs. Getting them to start without an intervening weekend improved the rate.

But Bob had more to think about than how outplacement firms made money. He was worried about his own finances and how long it would be before the family had to make major adjustments in their standard of living. He had new bills to consider, like health-care premiums and perhaps tuition for a return to school for the training required to change careers—to an area less subject to downsizing.

He also started to think about the damage this last layoff did to his reputation. Though aware that layoffs in some fields and industries are more common than in others, he wondered if employers were beginning to think that the problem was with him and that he simply couldn't hold a job. Three jobs in five years would surely get a thumbs-down from hiring managers. They will want to know what's wrong with me, he thought.

But now was not the time for self-analysis. First, he had to find a job, and he knew exactly what to do. He quickly updated his résumé by adding his most recent position to an already polished document. He had been taught by outplacement counselors: "Always keep your résumé up-to-date and stay in touch with your networking contacts." Of course, most people hate to network. They are not very good at it and quit doing it the minute they find other employment. The motto of outplacement professionals Bob worked with was, "Be prepared and stay connected. And don't forget to join as many self-help groups as you reasonably can. They will help you tap into the hidden job market."

Bob would do all that, but this time he would make a significant change. He had learned about a new way to look for white-collar work: value creation. He noticed that certain people had figured out that their job instability wasn't their fault. There was nothing wrong with them and they knew it. The skills each one brought to the job market were similar to those of others, yet these people appeared to be most in demand from employers. When he met them, he wondered, "What do they know that I don't?"

During previous job searches, Bob approached the task in a predetermined sequential order: update the résumé; look for positions that match; and in knee-jerk reaction, apply for the jobs at hand. He now understood, however, that the requirements of similar jobs change from one organization to the next, depending on the specific problems each company is looking to solve. Now, his first order of business was to discover what those problems are and to adjust his application accordingly. Using this new approach, he landed an IT manager's job at a comparable salary within five months.

Bob was convinced that his application got attention because of what he noticed about the position description. Besides the normal competencies every candidate is expected to have, there were key words in the job description that he could use to customize his résumé, making it specific for this job opening. The keys included the maintenance of a professional image (one of the main reasons the job was vacant), alignment of IT goals with corporate strategy, and IT policy development. These were skills Bob had demonstrated in previous positions. This time, however, he made sure they were emphasized throughout the application process—including in his résumé, cover letter, and interviews. The key points represented areas in which the hiring organization wanted value created. The IT manager positions in other companies might emphasize different problems. For each opening, it was important that he customize his résumé to address the areas the companies considered important and never assume that the same job in one company would address the problems in another company.

You should note that none of this made Bob's job more secure. He could get a job one month and be downsized the next. He would, of course, be disappointed but not downhearted. There was nothing wrong with him, and he knew it. He also had the added advantage of understanding value creation and the role it plays in today's marketplace of jobs. He is now able to adjust his approach to finding a job to reflect the new realities in the market—adjustments he would not have made using the same job-search methods he had learned earlier. At one time, employers were impressed by his familiarity with different aspects of information technology. He now understood that they wanted more. He had to emphasize how his skills matched the job descriptions of potential employers. He received a lot more interest once he focused on exactly what employers wanted, and as a result, he became a lot less anxious about instability in the white-collar job market.

The Demand for Value Creation

Those who understand how the job search has changed over the years have turned their career ship around so it's headed in the direction of creating value for others. That's the innovation my firm has pioneered, after I'd worked in human resources, global outsourcing, and the outplacement industry for twenty-five years and had read untold thousands of résumés. When we began the process, we understood the job market in general but not how our particular method would work out practically.

We tested the process first on family and friends and then on a broader audience. The results were strikingly similar. We put together a value-creation workshop for soon-to-be college graduates from the Knowledge Is Power Program (KIPP) in New York City, and we offered a slightly different one for students from Michigan State University's prestigious James Madison College. In all instances, the students dramatically improved their ability to navigate their job searches as a result of our programs. One student commented that the workshop was a humbling experience that has motivated her to revisit her entire job-search strategy.

Dan, the volunteer research assistant for my first book, Are There Any Good Jobs Left? is a good example. Dan was a typical soon-to-be graduating political science major at Northwestern University. He knew he wanted a job in private industry but was not sure how to go about getting one or how to make the best impression on employers. Furthermore, political science was not a typical major for someone interested in a business career. Using our value-creation method to develop a résumé (and write cover letters, prepare for interviews, and eventually manage the full range of his career), Dan applied to fourteen companies, got eleven interviews, and had three job offers—all at more than twice the going salary for social science majors. We then tested the method on more experienced job seekers. The results were the same—value creation is a language employers understand and job seekers can use to effectively make themselves stand out from the competition.

Using the value-creation method initially feels like little more than a résumé-writing process. That's certainly the way it felt to Jenny. When we met her, she had already paid a consulting service $600 to develop a résumé. She got a professional-looking document—but one that was of little use to her in a job search because it was no more than a summary of what she thought was important about her background. It lacked mention of what particular companies considered important as they advertised their positions.

An unfocused résumé is a little like fishing without bait—if you catch something, it is strictly by accident. And Jenny wasn't catching anything. Though she had previously worked as a personal consultant on an hourly basis, that fact wasn't part of her current résumé. As a result, her expensive document was useless for the freelance marketing/public relations job she was now interested in pursuing. The job she eventually applied for and got was as a public relations consultant for a Washington, D.C.–based lawyer who wanted to increase his visibility in the legal community. That happened because once Jenny understood the value the lawyer was looking to have created, she adjusted her résumé to reflect her accomplishments in those areas. For instance, she emphasized her experience in developing short- and long-term marketing/PR strategies; her effectiveness in pitching to local media outlets; and her broad knowledge in developing a media list—all things she had done but had not, until now, highlighted. Once Jenny applied the concepts of value creation, her job-hunting fortunes turned around. So can yours.

Why the Job Market Changed

It is taking longer to find suitable work these days, and people are growing uneasy about whether there are enough jobs to go around. When you feel that things are rapidly spinning out of control, there is a tendency to look inward and lose confidence. Yet most of the time the problem isn't you. Today's job market has been mightily affected by globalization, changes in technology, and the deregulation of various commercial sectors in the United States and elsewhere. Briefly, here is how each affects your job search.


The world is poised for more, not less, globalization so we might just as well get used to it. Corporations that operate as global players have a tremendous advantage over those that do not. As a result, products are increasingly made overseas, where labor is cheaper. That doesn't only include factory work or telemarketing; even professional work is often outsourced. For instance, Craig was a software engineer who had been laid off for the second time in a year and a half. The work his department did was outsourced—once to another department in the same company and another time to a company in India. Some professionals in the automobile industry had similar experiences when Chrysler merged with Mercedes. It did not take long for many of the automobile design jobs to be relocated to Germany. Craig's initial thought was to return to school and pursue a course of study and a career less susceptible to outsourcing.

His strategy was flawed, for a simple reason: the future is uncertain. How is he supposed to determine how globalization might evolve over the next few years? What if his new line of work later proved to be susceptible to the same outsourcing pressures as his previous employment? At one time, most of us thought heart surgery, income-tax preparation, and drive-thru order taking at McDonald's were all safe from outsourcing. That is no longer the case.

None of us can predict with certainty what impact globalization will have on certain job classifications five years down the road. In a global world, jobs are fluid. For example, a CEO relocated to St. Louis for one month, and because of a merger, his job was eliminated sixty days later. In many other cases, new employment opportunities ended much sooner than anyone anticipated. Because these upheavals are difficult to predict, it is better to be prepared for job instability than to try to avoid it altogether. White-collar professionals need to develop the skills required to survive and prosper in today's job market, regardless of how unstable one particular job turns out to be.

That idea of adaptability includes retraining yourself in response to an unstable work environment. Retraining is always an option—just not the first one to consider, because it is a time-consuming, uncertain path.


The Internet may emerge as the single most important technological innovation of our time. But it also has increased the instability in the workplace. Among other things, the Internet:

• Spread near-instant communications across the globe and for a relatively low cost, making possible the 24/7, 365-day world we live and work in • Allowed the cost of data and product distribution to be reduced • Made price data for an endless variety of goods and services available, driving prices and profit margins down • Reduced the barriers to entry for niche businesses and enhanced their ability to grow larger without additional cost—an important consideration for a new class of entrepreneurs • Generally intensified the global competition for goods and services What has any of this got to do with the job market in which you compete? Everything! It is like learning to make lemonade when you are stuck with lemons, as the cliché goes. That is what Heather did when the responsibilities of the compensation department in which she worked were outsourced. It was no longer necessary for her company to maintain an entire staff of compensation specialists. Near-instant communications allowed it to buy those services on a just-in-time, as-needed basis. Heather's recourse was to use her expertise and technology to establish a 24/7 international compensation-consulting firm. With a remarkably few number of employees (ten people headquartered in Marin County, California; two in New York City; one in London; and two in Singapore) hired as temps on an as-needed basis, she was able to transfer work electronically (at essentially no extra cost) from one time zone to another, to be worked on until completed.

Heather's firm was set up to service other newly emerging global businesses that suddenly found themselves in need of a uniform compensation system for their employees around the globe, which would help them remain in compliance with different national pay systems, meet the legal requirements, and abide by local customs—all the while maintaining some semblance of internal global equity. Her typical call came from a new client in the midst of a merger or acquisition that could not be completed until the deal included specific language about compliance on compensation issues. Heather soon built a loyal following of corporate clients that trusted her judgment and relied on her quick turnaround times.

Globalization and technology have combined to create instability in the workplace. Heather used those elements (and the value she had learned to create) to create her own business opportunity. In other words, technology is a source of instability as well as a great enabler. You, too, can reasonably pursue business ownership as an employment alternative. When companies outsource, they often outsource to the same workers they laid off. And it is possible to perform those functions across several organizations in ways that bring greater take-home pay and provide more personal time than ever imagined. Many people have taken this route once they got over the trauma of being fired. There are added risks, to be sure, such as having to purchase your own health-care coverage, coping with an uneven income stream, and having to continually search for new business.


Excerpted from Cracking the New Job Market by R. WILLIAM HOLLAND Copyright © 2012 by R. William Holland. Excerpted by permission of AMACOM. All rights reserved. No part of this excerpt may be reproduced or reprinted without permission in writing from the publisher.
Excerpts are provided by Dial-A-Book Inc. solely for the personal use of visitors to this web site.

Read More Show Less

Table of Contents


Foreword by Barbara Ehrenreich....................IX Preface....................XIII
RULE #1 Always Demonstrate Your Value....................1
RULE #2 Your Résumé: It's About the Value You Create....................27
RULE #3 Use Social Media and Other Sites for Job Leads....................73
RULE #4 Interviews: They're About the Value You Demonstrate....................103
RULE #5 You Get What You Negotiate, Not What You Deserve....................135
RULE #6 Career Choice Is More Than Following Your Passion....................151
RULE #7 The Best Way to Reenter the Job Market Is to Never Leave It....................165
Appendix A: Helicopter Parenting Is a Good Thing....................181
Appendix B: Financial Planning for New Career Realities....................199
Appendix C: Applying the Job-Search Rules to Worldwide Employment....................219
Appendix D: Example of a Functional Résumé....................229
Read More Show Less

Customer Reviews

Be the first to write a review
( 0 )
Rating Distribution

5 Star


4 Star


3 Star


2 Star


1 Star


Your Rating:

Your Name: Create a Pen Name or

Barnes & Review Rules

Our reader reviews allow you to share your comments on titles you liked, or didn't, with others. By submitting an online review, you are representing to Barnes & that all information contained in your review is original and accurate in all respects, and that the submission of such content by you and the posting of such content by Barnes & does not and will not violate the rights of any third party. Please follow the rules below to help ensure that your review can be posted.

Reviews by Our Customers Under the Age of 13

We highly value and respect everyone's opinion concerning the titles we offer. However, we cannot allow persons under the age of 13 to have accounts at or to post customer reviews. Please see our Terms of Use for more details.

What to exclude from your review:

Please do not write about reviews, commentary, or information posted on the product page. If you see any errors in the information on the product page, please send us an email.

Reviews should not contain any of the following:

  • - HTML tags, profanity, obscenities, vulgarities, or comments that defame anyone
  • - Time-sensitive information such as tour dates, signings, lectures, etc.
  • - Single-word reviews. Other people will read your review to discover why you liked or didn't like the title. Be descriptive.
  • - Comments focusing on the author or that may ruin the ending for others
  • - Phone numbers, addresses, URLs
  • - Pricing and availability information or alternative ordering information
  • - Advertisements or commercial solicitation


  • - By submitting a review, you grant to Barnes & and its sublicensees the royalty-free, perpetual, irrevocable right and license to use the review in accordance with the Barnes & Terms of Use.
  • - Barnes & reserves the right not to post any review -- particularly those that do not follow the terms and conditions of these Rules. Barnes & also reserves the right to remove any review at any time without notice.
  • - See Terms of Use for other conditions and disclaimers.
Search for Products You'd Like to Recommend

Recommend other products that relate to your review. Just search for them below and share!

Create a Pen Name

Your Pen Name is your unique identity on It will appear on the reviews you write and other website activities. Your Pen Name cannot be edited, changed or deleted once submitted.

Your Pen Name can be any combination of alphanumeric characters (plus - and _), and must be at least two characters long.

Continue Anonymously

    If you find inappropriate content, please report it to Barnes & Noble
    Why is this product inappropriate?
    Comments (optional)