Corporate streamlining is here to stay. This means more room for effective, reputable consultants willing to work on a project-by-project basis, and fewer stable opportunities for permanent employee status. Tom Peters argued effectively against the sentiment of the "profound betrayal" of the American employee three years ago: "Self-employment is not a new phenomenon. In 1900, 50% of American workers were self-employed. By 1977 that number had dropped to just 7%, as giant firms--for the first time-- dominated the economic landscape. Currently, (1993) the self-employment share is 13%. In hindsight, the era of huge company preeminence will most likely be seen as an anomaly." (SJMN: April 26, 1993) The savvy professional is looking for opportunities to increase her marketability for the next time she might be laid off. This attitude may appear cold, disloyal, and cynical; however, it is a realistic criterion one can use when evaluating career options today. We can no longer attempt to predict career advancement potential or company stability. Even profitable companies have reductions in force. We need to use different criteria today. Don't discount a lateral move, or even a small step back if you can trade that for enhancing your marketability.
It may not seem fair, but a candidate is still responsible for his appearance as a "job hopper"; so even in this frenzy, you will be held accountable for your career decisions. Some people seem to be repeatedly victimized in this job market, and they need to take more responsibility for their decisions. It is my experience that hiring authorities rarely lie blatantly; misunderstandings arise from omission of key considerations. Candidates need to be responsible for asking tough questions in interviews and paying attention to red flags.
The definition of a "good" company has changed, and it is more subjective than ever. Assumptions in 1986 are not necessarily appropriate in 1996. It is not always correct, for example, to presume that because your current company just laid off 10%, you might be safer jumping ship. In fact, the opposite may be true today: as a new employee at the new company, you are often at more risk than the tenured employee who has survived a recent layoff.
Silicon Valley continues to be biased against the "one company man," and you will want to consider that upon reaching a tenure over five years. This prejudice does not seem to occur anywhere else in the country, and it is ridiculous. Nevertheless, it is quite prevalent. If most of your career has been at one company, emphasize changes the company went through and your adaptability to those different environments. Also keep track of references that have moved on to well respected firms; their endorsement will count.
Corporations seem to request college degrees less than they did in the 1980's; still it is critical that the non-degreed manager present himself in a polished business manner to show he is comfortable with engineers and executives. The MBA is not as highly valued as it used to be. If your heart is set on an advanced degree, it pays to attend one of the better schools; an MBA from a second rate institution has little value in Silicon Valley.
Successful candidates today compete for positions by illustrating their
contribution to the bottom line. And the lack of job security
requires everyone be prepared to prove their value on a contract basis if
necessary. Be competitive. Ask customers/users what your projects are saving
them in hours or dollars. Keep track of customer satisfaction, system performance
improvements, and project completion performance. Use percentages to easily
translate the effects of your work to another company that may not have the
same revenues, product cycles, headcounts, etc.
Disclaimer: It is hoped that
the information provided on these web pages will be helpful to readers. We
assume that readers understand that any advice must be weighed against an
individual's situation. Some of the information on these pages
may be inappropriate for your circumstances. So use your head! Neither
John Barry nor Jim Thomas nor Linda Tuerk can be held responsible
for an individual's particular use of these
suggestions.
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Copyright 1997, 1998, 1999 by Linda J. Tuerk. All rights reserved.