Most job seekers believe they must post résumés on job boards to find a job. While job boards may be a good tool, they are not the be-all and end-all of a job search strategy.

As a former internal recruiter/employment specialist for a major aerospace corporation, this is how I recruited new employees:

First, I looked at the succession plans for current employees. I asked employees if they were ready to move up the ladder to fill higher-level positions or if they were interested in a lateral position that would provide them with additional skill sets. 

For example:

• An aircraft mechanic might be interested in completing an A&P license to obtain the position of aircraft inspector.
• A project lead might be interested in obtaining a PMP certification to move into project manager positions.
• An administrative assistant might be interested in obtaining an undergraduate degree to move into a higher-level administration or analyst role.
• A Project Manager (PMP) might be interested in moving into a more senior role requiring a clearance.
• A deputy director may be interested in a promotion to director. 

After filling positions via succession plans, I asked employees corporate-wide if they could recommend anyone who might be a good fit for my open job orders. These requests led to referrals. I could then interview someone who knew someone who worked at my company. And if it was a hard-to-fill position, I used my budget to offer a bonus to the employee who referred a candidate who then became hired and remained employed for 12 months.

If these methods did not work, I contacted associations, attended conferences, contacted alumni career offices, and attended job fairs. I tried to get as much “face-time” as possible. 

So far, most of these recruiting approaches were low-cost and focused on hiring candidates that our employees knew or via referrals from other vetted sources, e.g., associations and alumni career offices. 

If my efforts were expended without a viable candidate, I contacted external recruiters/agencies and posted jobs on different platforms. These methods used my budget quickly and did not guarantee any referrals or that I was hiring someone who knew someone, or who knew someone. 

I recently spoke with a hiring manager at a storefront business with about 100 employees. She informed me that she recruits for her admin-type positions by word of mouth. She stated that 99+% of her admin/front desk/receptionist roles are filled by word of mouth and referrals. She spends zero on advertising for these jobs.

For her specialty positions like doctors, business developers, and practice managers, she first asks for referrals from her staff and posts positions through her industry association for a nominal fee. If she cannot place a specialty position, she advertises on Indeed (her preferred job board) for about $800 per ad/position for one month. If the job board does not deliver a viable candidate, she pays a recruiting agency upwards of $40K to find her a viable employee. She stated that it costs her money to have a vacant position, and even though it pains her budget, sometimes it is worth the recruiter fee to help secure a new employee. 

I explain the recruiters’/hiring managers’ perspective to help you, as a career coach, help your clients understand that putting all of their energy into applying for hundreds of jobs on job boards—and not building relationships, networking, and communicating with others—means the candidate is missing out on scores of jobs that are never posted. 

Many job seekers focus on job boards. They create spreadsheets of all the jobs they apply for online. They get discouraged when they are ghosted, and never hear back from an application for which they believed they were the perfect candidate. By investing most of their job search energy into job boards, they miss out on potentially great-fit positions because they are unwilling or uninterested in “networking.”

A job seeker’s most significant strategy must be communicating with others, and breaking away from only applying on job boards. They need to flip the pyramid and put energy into tapping into the job market for positions that are not posted. Examples include:

• Attend an association meeting or conference, and volunteer to manage the registration table – this provides a superior opportunity to meet people in the industry.
• Mingle through local job fairs, bring a hard copy résumé, and meet recruiters – this puts a face to the résumé.
• Join “networking groups” in the local community to gain visibility.
• Mention to your friend that you are seeking new employment – ask for referrals.
• Talk to someone in your industry, and ask them if they know anyone hiring.
• Volunteer in the community for a good cause in a position that will put you in touch with many other people. Ask where they work.
• If you have a hobby, join a group, e.g., bowling, hiking, cooking, walking dogs, etc. Meeting people outside your regular circle will expose you to new people who may receive a company referral bonus if they refer a viable candidate. 
• Attend virtual job fairs, meetings, training, or conferences if you are not able to attend in-person events. 

To solidify this theory, when I worked as a special agent investigator, one of my colleagues left to work at an aerospace company. A year later, the employment office sought an employment specialist to set up the background investigation process for new hires. He recommended me. I endured several interviews and was hired (he received a referral bonus from the company).  A year later, my section expanded, and my supervisor asked me if I could refer someone to fill a new position. I recommended two colleagues, and one was hired. 

A young adult, post-college, was seeking employment. She applied for over 200 job board positions and was very reluctant to contact people on LinkedIn – she considered it “cold calling”.  While attending a meeting of voting volunteers for the next election and just talking to other people at the meetings, she mentioned her desire to find a job in the legislature. A week later, she received a call, was interviewed, and received a paying internship. 

A laid-off man contacted a company in his industry and asked for an interview. He described his experience and expertise and asked if they would hire him on a trial basis. That was 12 years ago.

These are all common stories of people mingling or reaching out to others. 

Job boards can be a good tool for research. They tell job seekers potentially where jobs might be opening up—for example, if a company suddenly opens up scores of positions in an industry or a company. They are also a good tool for reviewing job descriptions and helping candidates find good-fit positions. However, applying to job boards against potentially hundreds or thousands of others and being ghosted or informed that your resume did not make the “cut” is a difficult process. 

One of our clients’ best job search strategies is to change their mindset and focus on meeting people instead of only applying for jobs on job boards. They need to learn to think and act like a recruiter.

There are 6,532 potential clients who need your help the most. 

That’s your share of the 19,597,200 Americans who are either unsatisfied or very unsatisfied with their careers. And not a single one decided they would seek out a terrible job. I imagine they made their choices based on “research,” most likely using AI to help them. 

But AI is not a career coach. Its large language model trolls through an endless sea of the standard advice and distills the results into the obvious or the incomplete. It tells them the “what,” but not the “how.”

An example: 

“Check Rankings and Lists: Refer to published lists of top employers, such as the Fortune 100 Best Companies to Work For, to get a sense of which companies are highly regarded in different sectors.”

Talk about moving targets. No two lists are similar. The measures of goodness the list makers use must be a one-size-fits-nobody. The lists are volatile, not necessarily focused on job seekers’ needs, and may be driven by factors outside the job seekers control such as earnings, profits, market share, total corporate worth, and the like.

What makes for a great company?

A great company’s view of their brand aligns nearly perfectly with the view its customers have. Such organizations are driven to produce lasting value to the largest number of customers. Said another way, it is always the customer who sets the brand. The best companies never forget that. Mediocre companies miss that vital truth.

Consider Jeep. According to their website, here’s what they think is their brand: “Each Jeep© vehicle brings its own strength…backed by over 8 decades of off-road capability.” The underlying value is reliability, something vital when driving off road.

What do Jeep customers say? They rank its reliability consistently near the bottom according to Consumer Reports. Jeeps are 75% less reliable than the top ranking car.

That’s why your client should never target such organizations. It was leadership that allowed that fatal flaw. Therefore, your client, no matter how capable, won’t have the power to change that misalignment. 

Now consider top companies. They have the strongest customer loyalty and include names you probably know. Costco has among the largest number of satisfied customers. They want low prices. And Costco delivers by keeping their costs low. That’s why customers gladly forgo fancy showrooms, large sales staff, and attractive stores.

The best companies have commanding brands. Those are not collections of nice sounding words, jingles, or glittering generalities. A brand is a collection of specific promises, in defined markets, their customers will value. 

Guide your clients to find the best companies—as they define “best.”

Let’s start with your client’s preferences. Do they have an industry that appeals to them? Are they attracted to a specific company? Have them make a list of companies that might interest them. To make the process manageable, have your clients limit the list to no more than about 10 companies.

Now we can let well-respected organizations help us make the first cut. J.D. Power (www.jdpower.com/business/awards) will reveal lists of “Benchmark Awards” in eleven industries. Consumer Reports (www.consumerreports.org) is another source of companies providing quality products that customers trust.

Don’t forget the professional organizations. The American Marketing Association is “…a community of future marketers and dedicated professionals who work, teach and study in the field.” Such groups are created by and serve the interests of people in a given field. Have your clients search using keywords and adding the phrase “professional organization.” 

When I entered “healthcare” and “professional organizations” I got several matches. When I visit their websites I look for award winners. These are the top executives in specific companies. Those companies are potential targets for your clients. Later, an award winner may be just the person you can help your client approach to learn about the organization’s culture. You’ll see more on this subject below.

Business directories and rankings are helpful as well. Consider these: 

• www.inc.com/inc500 This site focuses on rapidly growing companies. 
• www.entrepreneur.com/360 Here your client will find not only the thought leaders but the front running companies they are guiding.
• https://fortune.com/ranking/best-small-workplaces This site also offers a list of the best medium sized workplaces.

Local business journals and magazines might well appeal to clients who are targeting a specific geographic location. Those cities’ Chambers of Commerce often highlight businesses who are top in their markets.

Industry specific magazines often have success stories and identify award winners who may well serve as valuable mentors.

Top companies win awards. Industry websites will not only identify the award winners, but their keynote speakers and other presenters who can also be valuable mentors.

Brand Disparity Analysis Step 1: What does the company think its brand is?

Of course you’ll find this information on their website, usually under the heading “About Us.” If the company is publicly traded you may also want to look under the investors’ relations link. Once there, download their Securities and Exchange Commission’s annual report. Right at the beginning of the annual report is the CEO’s statement of what he or she thinks the company’s strengths, industry trends, and company performance are.

Whether publicly traded or privately held you need both elements of the brand. First, what value do they offer their customers? Second, which customers are they targeting? You are looking for specifics. If all you see are nice sounding generalities there’s no need to go further. Believe it or not, some companies, just like our clients, never get around to identifying their brand.

Brand Disparity Analysis Step 2: What do the company’s customers think its brand is?

Testimonials usually indicate the customers and markets the company targets. To find out what the company’s customers really think, you’ll have to speak with them. If the testimonial has the author’s name and company that’s all you need. 

Go to the customer’s website then search for the leadership team. You’re looking for the executive who’s in charge of acquiring goods and services. The actual job titles may vary but common ones are Supply Chain Manager, Logistics Manager, Purchasing Manager, or Procurement Director.

A good first step is to reach out to them in a carefully worded e-mail or a LinkedIn email. Here is an example you can use to guide your clients:

“Good morning:

I could use your help. But let me say, right up front, I am not selling anything. Also, I will not ask your help in getting a job with [add the name of the customer company here.]

I am, however, interested in joining the [add the name of your client’s target company here] team as their [add your client’s target job title]. It would help me to hear your views about that company. You can be certain I will keep your comments completely confidential.

I want to repay you for the use of your time. I do not know if I shall be successful in joining the [target company]’s team. But if I am, I shall contact you at once. 

Then I’ll want you to remember just one thing about our company: my personal cell phone number. If you have any problems at all, I want you to call me directly. I promise I’ll do everything I can to get your concerns resolved fast.

If you could suggest some days and times for us to spend about 15 minutes, I’ll work hard to align my schedule with yours. I observe [add your time zone].”

If your client cannot find a typical customer on LinkedIn they can always call the company directly. Here is an outline you can use to ensure your clients’ conversations will be effective.

Company operator: “Good morning, ABC Corporation, how may I direct your call?

Your client: “I do hope you can help me. I’m not selling anything, but I do need some information from your purchasing director. It’s my own fault, I wrote down the name, title, and number but I can’t find it! Could you give the phone number of that person’s administrative assistant?”

If the operator wants to connect your client, have them ask for the phone number for the executive’s administrative assistant. That helps the ‘customer’ prepare for your conversation.

If the operator won’t connect you, thank that person and hang up. Wait a day or so. Then call again and confidently ask for accounts receivable. Why? Because the operator thinks you owe the company money.

When you get accounts receivable, use the same approach as you used before:

You: “Accounts receivable? I must have the wrong number. But wait a minute! I think you might be able to really help me. I’m not selling anything, but I do need some information from your purchasing director…”

Speaking with the target company’s customer:

Thanks to the email described above, your client has repaired the customer to help them get the insights they can provide so well. The customer has likely put your client in touch with a sales representative. But the approach is the same. Have your clients consider these questions:

“What convinced you to work with the company that interests me?

“If there was one thing you could change in how you work with that company, what would that be?”

“You have given me such valuable insights from a customer’s point of view. I would like to get a similar understanding from the company itself. Would you be comfortable introducing me to your contact with that company?”

Of course, your client tells the sales representative their conversations are completely confidential. 

Many companies reward employees who recommend new members of their teams. That reward can be $2000 or more.

Did your help allow your client to find a truly great company?

Have your client compare what the customer said the company’s brand is with what the company thinks their brand is. The stronger the similarity the better the company.

No matter the outcome, remind your client their energy was not wasted. They reaped these advantages: 

• If the target company wasn’t a good one, your client did more than avoid getting hired into a dead end job. When they go to work for a top company, they can guide their new organization to target the less capable one.
• You helped your client hone the skills that make due diligence easier and faster.
• Your clients can now speak with much more confidence and authority in the interview.

You may even use this experience in the cover letter. Imagine the power when the hiring official reads words like these:

“I know what your customers want because I’ve already spoken with some of them. I made it very clear I did not work for you. I also asked them how we could serve our customers even better. That kind of information should allow me to be more productive right from the start.”

How this approach strengthens your own brand:

This advanced approach may not be appropriate for all your clients. Because it takes time and effort on both your parts, you must ask your clients to make a considerable investment with you. That’s why what you’ve read here works exceptionally well with rising, senior, and very senior executives.

This approach builds clients for life. They will see you are much more powerful than a résumé  writer or coach supporting them just for one job. You will be their confidant who provides them with lifetime skills.

Your clients will also recognize you’re the only one who can truly be in their corner. Your clients can’t very well confide in their boss or their customers. Friends and colleagues can’t draw on the information you have accumulated and refined over the years. And you already know the limitations of AI.

This kind of coaching goes far beyond giving advice or instruction. You will empower your clients to find the strategies and solutions that work best for them and the companies who employ them. You’ll enrich your clients’ lives and the lives of their families for years. 

Your clients will be some of the very few who find their work rewarding, challenging, and enriching for everyone involved.

It’s unavoidable. There is a never ending torrent of links that offer you yet another skill. Each one requires a major investment of your time and money. In this article, I’ll suggest a way you can choose the skill that will make you the most profit.

Vendors market applications or certifications. But what they package are sets of skills. That’s quite a challenge for them. Vendors must guess at which skills their huge number of customers will find most useful. After all, no two users have identical needs. That’s why vendors sometimes overload their products with dozens and dozens of features. The results? Detailed and complicated documentation and interfaces. Certifications are usually better focused. But there is still the need to transform the general into the specific.

As soon as you think of “skills” as “capabilities,” life becomes a great deal easier. Your clients only care about the products and services you deliver, not the skills you used to generate them. Everything you offer, from résumés, to cover letters, to interviewing and more are all capabilities your clients need to excel in their careers. You gave them value by comparing the tools they had when they came to you with the knowhows they needed to win that next job. In short, you filled their capabilities gap.

The same thing applies to your practice. The very first step is to determine what kind of clients you want to serve: your market. Mid-level managers, students, specific functional areas all need different products and services. Your market must drive your brand. What must you do to serve your particular clients very, very well? 

Set aside uninterrupted time to imagine your practice as the very best it could possibly be. Describe that in as much detail as you can muster. Few things help you focus better than to put your ideas in writing. When you’re done, put it away for a few days. Now look at your words again to be sure they work for you. 

Here is the key question: which competencies do you need that you either don’t have or aren’t working for you? Again, avoid thinking about skills. Think about capabilities.

Long ago, when Twitter (now X) came out I wondered if it offered value to my executive clients. So I focused my question this way: Which enhanced job searching capabilities will Twitter allow my executive clients to use that they can’t get anywhere else?

I searched for the experts. I went beyond reading Twitter’s marketing and sales material. While it described capabilities, I needed a more balanced view. I googled all the books I could find about Twitter. The tables of contents and the indices showed me which ideas the authors thought most powerful. The authors’ backgrounds determine their credibility.

I talked with authors. I studied the books they wrote. It didn’t take long to find which Twitter capabilities would work best for my clients and why. Those competences translated into value. And the value drove my marketing and the products and services delivered to my clients. It also gave me a return on investment I got by using that new knowledge to serve my clients better. 

You can employ the same approach to great advantage when it comes to certifications. You ask the very same question of the provider: What will I be able to do once I have the certification that I couldn’t do before I earned it? How much will this certification cost? 

That number goes far beyond the registration fee. Certifications require your time. For the word “time” read “billable hours.” Your new certification will burn up more time because it will be part of the new content you post on social media. But there’s even more. It will take more time to educate your clients on the wisdom you mastered in the certification.

You must do the math. Your detailed business plan (I sincerely hope you have one of those and it’s current) can tell you what’s your time is worth. You can get a quick estimate by looking at last year’s tax return. How much profit, not revenue, did you make last year? About how many hours did you spend running your practice? Divide the latter by the former and you’ll find out what you must do before your certification or application amortizes itself.

I hope this example will illustrate the process. The numbers you see are for illustration only and not recommendations.

Last year, your practice delivered $80,000 in profits. You worked 50 hours a week, but not every single week. There were holidays and vacation times. So you worked a total of 45 out of the 52 weeks in the year. That translates into 2,250 hours. You brought in $80,000 in profits or about $36 an hour. 

The certification you’re considering costs $795. You’ll have to work 22 more hours to cover that number. But you must cover the cost of time completing the course. In our example, the certification requires a total of 15 hours. And you think it will take about 30 hours to build the handouts for your clients, update your website, and do the initial postings. So you must invest a total of 22+30 or 52 hours. Your additional cost is $36 an hour for 52 hours or $1,872. Now the total is $1,872 + $795 or $2,667. 

Please don’t be put off by that number. Let’s put it in context. Your financial management software is ready to come to your rescue. It will tell you how many clients you served last year. And since you know the profit, you now have the profit per client. Let’s assume you served 50 clients. Each brought you $1,600 in profit. 

Finally you have the answer to this key question: how many new clients must I close to cover the complete cost of the certification or application? Just divide the total cost ($2,667) by the revenue per client ($1,600) to find you must bring in just two more clients to amortize your investment. You could probably do that in your sleep.

Now I’ll sharpen my first suggestion that you think of skills as opportunities. Consider skills in two ways: as value delivered to your client, and profits delivered to you.