Research begins with understanding what it is you need to know.  Lots of questions will quickly pop into and out of your head during the entire course of your job search.  To keep them from vanishing, make a note immediately when the thought occurs.  I’d collect these questions all in one spot so I could more easily find them and work on them as I have time.  Encourage your own curiosity by keeping the 5 W’s close at hand and referring to them often.

What kinds of information do you need to know?  Some examples are in the list below, but there are a thousand more:

• What’s the best way to answer this interview question?
• Who will know about this?
• Who manages this function at XYZ Company?
• What industries and companies lie within my geographical target area[s]?
• What am I worth in this market?
• What other industries are likely to be interested in my experience?
• When should I bring up an item I want to negotiate?
• How do recruiters operate?

Now the honest truth is you can get a job without knowing any of the above.  But knowing the answers can save mistakes, save time, get you a better salary and accelerate you to a better future.

So, once you know the questions, where do you get the answers?  Finding information is getting easier all the time, but it still takes a time, ingenuity, and effort.  There are three resources you can tap to find out almost anything you want to know: the Internet, the library, and people you know.  But, always remember, information you find may not always be correct and true.  Make sure what you uncover passes the smell test and verify it through more than one source [just like the reputable news media do].

Let’s look at each resource briefly.  First, the Internet.  Google is usually a perfect starting point, but there are things you can learn about Googling that will make you faster and better at it.  Explore this Google Tutorial Site and you’ll be a pro in no time.  It’s worth your time to learn because you can easily waste a lot of time and miss some of the most applicable information if your research skills are poor.

Second, the library is a great resource.  If you can’t afford to buy a book on job search [or don't know which is best], go to the library.  If you can’t afford to subscribe to company and recruiter information databases like Dunn & Bradstreet, Hoovers, OneSource, CareerSearch, etc., go to the library.  And, BTW, the reference desk librarian is one of your best friends.  Ask her or him what resources they have, and what tips they have on using them.

The other excellent information resource I mentioned is people–i.e. your network.  If you will simply do two things with regard to people you know, you’ll be amazed at the result: 1] suspend judgment about who will know what, and 2] let everyone have a chance to help you.  In short, when you want to know something, ask everyone you encounter.  I guarantee your jaw will drop often as you find the information coming from a person you never would have imagined knowing anything about the subject.

Ride 2 Recovery is produced by the Fitness Challenge Foundation, (501C3) in partnership with the Military and VA Volunteer Service Office, to benefit Mental and Physical Rehabilitation Programs for wounded warriors that feature bicycling as the core activity.  So far, my wife and I raised about $6,000 and rode the 390-mile bicycling event from Tampa to Jacksonville with veterans and many wounded warriors.  Each day for 6 days we all rode 50 – 80 miles.

These young men and women benefit both physically and mentally through this program.  Working with the VA hospitals, the Ride2Recovery progam provides stationary bikes, training for VA staff, street bikes [nice road bikes], helmets, shoes and apparel.  It also runs events like the Florida Challenge all over the country–Texas, California, Colorado, Virginia to name a few.

We witnessed first hand how this program is making an astounding difference in the lives of our warriors who have sacrificed so much for the rest of us.  We rode beside many multi-amputees [including Noah pictured below] who learned they could do things they wouldn’t have believed they could do as a whole-bodied person. 

We rode beside PTSD victims who find bicycling is a therapy which enables them to move forward in their lives and reconnect with their families and society.  Nick [a vet] and his son, Brandon, [pictured below] were reunited through this event and it was the motivating force that got Nick off the couch to get the help he needed to reclaim his life and his son.  And, there are so many PTSD victims coming from the wars in Iraq and Afghanistan.  Far more than the Pentagon predicted and planned for.

If you’ve managed to read this far, thanks.  The quid pro quo I have in mind is this: if you feel you have benefited from the advice offered in CareerWizard, give something back by donating to Ride2Recovery in my name. 

Credit Card:
Go to www.ride2recovery.com and click on “Sponsor a Rider”; then enter “David Hahn” and give whatever amount you can. 

Or, you can send a check to:
Fitness Challenge Foundation
23679 Calabasas Rd, #420
Calabasas CA 91302 [please enter "David Hahn" in the memo space on your check]

You will be helping a veteran who needs and deserves your help.  Your contribution is TAX DEDUCTABLE to you. Thanks!

In my experience, employers are likely to improve vacation pay if you request it–especially for more senior people [meaning both age and job level].  So, what is the best approach, and what is reasonable to expect? 

I always advise clients to put vacation on the list of items for discussion they show the employer–their negotiation list.   But, I suggest they hold off on negotiating vacation until last–after all other items are settled.  It turns out to be a pretty easy thing for the employer to give, and it makes everyone feel good about the outcome.

It helps to be reasonable in your request, and your expectations.  Knowing the company’s policy [not just for new hires] will help.  If they give three weeks of vacation after five years of service and four weeks after 10, that gives you some perspective.  So, if you worked 8 years with your previous employer and you had three weeks of vacation in the past, it’s not unreasonable to request consideration for an exception to their policy, so you don’t have to take a step back.

Most employers are more resistant to acceding to four weeks off for a new hire.  But, if your circumstances seem to merit it, ask.  If you had five or six weeks of vacation with the former employer, good for you, but don’t ask the new employer for this.

Many employers have now migrated to a Paid Time Off [PTO] policy.  This is typically a combination of vacation days and sick days, and all days are available to use for either purpose–no questions asked.  The healthy people among us get a bonus out of this system because more time off for vacations can be taken.  The less healthy don’t have to use vacation time when sick. 

If you’re moving from a company with the old style benefit, this can look pretty good and you might be tempted not to bring it into negotiations.  But, keep in mind that company policy is similar to the old configuration in that longer-employed people get more of these PTO days.  Add up the combination you used to get and compare.  It’s probably worth your time to ask for something comparable.

For you, understanding the what and how of negotiations will certainly make you a much better negotiator.  But, the when is very important too.  Sometimes, early in the  interview process you will be tempted to bring up what, to you, is a very important issue [relocation, vacation, etc.], attempting to get things on the table and avoid wasting anyone’s time.  The interviewer may do the same thing, especially concerning salary expectations. 

Early in the relationship, discussing topics that are potential roadblocks to achieving an offer is not in your best interests.  Know that you have the best chance of achieving your goals if you wait until the time is right–when they make you an offer.  That’s when your leverage goes way, way up.  So, learning about negotiations before you launch your search can help you avoid rookie mistakes.

Want to learn more about negotiation?  Look in the Books We Recommend post on this site.

One caution to start.  I had a client who had one solid offer [Company A] for $180K and another offer [Company B] for $187K that was contingent on the employer getting a contract for work that was to happen “any day now.”   In this case, using Company B to leverage Company A for a higher compensation package is risky.  If Company A calls your bluff and says, “We can’t match that offer.  I think you should take Company B’s offer.  We’re withdrawing our offer of $180K,” you could be stuck with nothing if the contract doesn’t come through for Company B.  Moral: Don’t use a pry bar with a crack in it.

So, with that said, do some evaluation of the situation and move ahead.  Each real offer, and all its elements, are valuable data points to use in negotiation.  One may have a better base salary while the other may have a signing bonus, or better vacation, or…  The mere mention of these differences during negotiation discussions can elicit a better offer, or at least a match from the other party.  If you get the 1st company to improve on the offer of the 2nd company, you can go back to company 2 for improvement or a match.  To continue the cycle beyond this level, however, you will need to be in a position of substantial leverage [demand].

What’s important is for you to understand what is in the range of reasonable and fair, and avoid crossing over into the realm of greed.  The goal in job offer negotiations is to get the best package you can while still remaining on friendly terms with the people you plan to work with.  If either party feels abused in the end, the marriage won’t last long.

Oh, and if you bluff and get away with it, don’t gloat about it around the office–or, worse yet, on your Facebook page.  Believe me, that will bite you.

The answer depends on what tangible evidence you have of their commitment to the “promise.”  It’s very easy to believe promises [or near promises].  They are what you want to hear, and believe.  But, I don’t let my clients get very excited about them unless the hiring party is willing to: 1] put it in writing, and 2] announce the plan publicly.  Ask for this kind of commitment, then stand back, because they are going to start to wriggle and writhe.

However well intentioned at the time, I’ve seen almost all of these types of enticements go up in smoke.  They may say, “We’ll consider you for a raise in just six months.” or “We’ll have the job re-evaluated to a higher level by HR after you come on board.”, or, or, or…  However, in my opinion you should give no weight to any of these quasi-commitments when you evaluate the offer and decide whether to accept.

The reality is so many things can change, making the “promise” null and void.  For example: our VP above may decide not to retire for numerous legitimate reasons, business conditions change and raises are frozen by corporate policy, or HR re-evaluates the job and determines no change is due.

In the end, you may decide to take the job being offered, promises and all.  But, decide based on the job being offered today, not the promise for tomorrow.  That way you won’t find a pot of wooden nickels at the end of that rainbow.

You can see it by clicking here

Candidates tend to exaggerate the differential in negotiations leverage relating to employment status.  The perceived difference is more a matter of personal confidence than reality.  It’s true that a few employers may try to take unfair advantage of a situation, but most take a longer view and recognize it’s better business to make offers that conform to their internal norms and external competitive pressures for talent.  Almost all of your leverage comes from their decision that you are their numero uno candidate rather than your employment status.

In my view, the main advantages to being employed while you look are two: you have an income allowing you carry on the search indefinitely, and you will get more attention from a certain category of recruiter [if you play in that league].  Some recruiters may actually prefer your being unemployed–these are the contingency recruiters and contract employment recruiters.  Why?  Because you are likely to be available immediately.

It’s retained recruiters [executive search consultants] who often have a bias against the unemployed.  These folks are generally filling six-figure salary positions.  So, if you play in this sandbox and you are unemployed, you can’t expect the same degree of interest as when you are employed.  But, it doesn’t mean you write them off by any stretch.

So what advantages do I see in searching while unemployed?  You can make it your full-time activity for starters, fully engaging all the marketing channels open to you.  Employed people tend to use the passive marketing channels: looking at Internet postings [usually via job board agents they have set up], and waiting for recruiters to call in response to a mailing.

Being unemployed you will find you have much more opportunity to actively engage your network–the best single source of job opportunities.  This marketing channel is more likely to produce the best-matched job opportunities, and with the least competition–a significant advantage.

But, if the hiring parties don’t agree with your premise, and I’m here to tell you they will need convincing, you will be perceived as naive at best–or worse, arrogant and insulting.  Experience has taught me, in the end, employers are highly likely to hire someone from their own industry, even when they initiated a search with a decided desire to hire from other industries.

Now, I’m not telling you to forget the idea.  You can be successful in making a change and it may be a very sound strategy for you to leave the industry you are in.  But, here are some realities to understand and incorporate in your planning:

• Three marketing channels will be significantly less effective for you — direct approach to employers, ads / Internet postings, and recruiters
• Networking is crucial to your success
• The average time it takes to land is longer
• Pay and job level are likely to be lower

However, the harshness of these realities can be reduced or erased by developing an intelligent strategy.  Focus on closely-related industries, expand your network into the new industries, and research the differences rather than assuming similarities.  You are ready to aggressively market yourself only when you have learned to use their terminology, can show you understand their problems and challenges, and can connect the dots for them as to how your experience brings value.

How can a move cost so much?  Well, there are real estate fees, closing costs on both ends, house hunting trips, temporary lodging and the moving van, to name several.  Plus, you can be liable for taxes if you are reimbursed above certain paltry limits.

You should know companies often have one relocation package for new hires and a richer package for current employees.  If you are smart enough to know this, you may be able to persuade them to give you the employee package which usually covers all the normal costs.

Wait to talk about [i.e. negotiate] relocation costs until an offer is on the table.  The company is most committed at this point to making the deal come together, giving you the most leverage.

Sometimes companies will invoke “policy limitations,”  meaning to give you what you want they have to violate a company policy.  Don’t take this for a final “no,” however.  A policy exception may be possible [though it may take approval from a person up the chain of command].  And, a signing [aka sign-on] bonus is often a way around this problem.  But, if you don’t ask, they won’t offer, and you won’t get it.