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2022 Column 34 – The Art of Finding Work

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Top Business News Canada

Are You Job Seeker #1 or Job Seeker #2?

 

Job seekers fall into two categories:

  • Reactive
  • Proactive

Reactive: Gets rejected and gives up on the company.

Proactive: Gets rejected, thanks the person who rejected them, and continues to build a relationship with the company.

Reactive job seekers look for a job passively, applying only to jobs they believe they have a chance of getting. They’re reacting (applying) to positions posted on job boards and company websites. As I’ve mentioned in previous columns: Applying to a job posting is hoping a stranger will choose you over hundreds, if not thousands, of other equally qualified candidates, which is equivalent to playing the lottery.

Reactive job seekers are lazily looking for a job. This is why they clash with the employer’s hiring process, blame it for not accommodating them, and conveniently ignore the fact employers own their hiring process, not job seekers. Therefore, reactive job seekers tend to have a longer job search and settle for whatever job they get “that’ll do.”

Reactive: Applies for jobs and waits for (hoping) responses.

Proactive: Connects with employers.

In contrast, proactive job seekers take control of their job search; they adopt the mindset of a hunter. They hunt for opportunities before the opportunity appears on a job board or the company website becoming public knowledge and attracting candidates they’ll have to compete with. They accomplished this by networking with hiring decision-makers, thus gaining access to the hidden job market, which I’m sure you’re aware of.

Often, jobs in hidden markets result in you being the only applicant considered, or maybe one of five. Compare those odds to being one of 500 candidates an online job posting will attract. As my column readers know, successful job searching involves focusing on activities that increase your chances of getting a “Yes!”

Proactive job seekers land the coveted jobs—the jobs you wish you could get—that align with their career goals and meet all their needs and wants.

Reactive: Criticizes the hiring process for not giving them a “fair” chance. (Believes they’re owed a job.)

Proactive: Acknowledges that the employer’s hiring process is what it is and thinks of ways to stand out.

The difference between reactive and proactive job seekers has nothing to do with degrees, skills, or experience. The difference is their mindset. A proactive job seeker sets their expectations based on reality, a reactive job seeker on how they wish the world would be. Choosing your mindset is entirely up to you.

I assume you’d choose the mindset of a proactive job seeker.

Reactive: When told they lack experience, complain they can’t get it without being hired.

Proactive: Rather than expecting others to give them experience, they create their own.

Here are a few ways proactive job seekers hunt for employment opportunities before they become public knowledge:

  • They reach out to companies they want to work for. On LinkedIn, connect with current employees and decision-makers. Ask your network (Proactive job seeker understand that constantly networking is crucial.) if they know anyone at your target company and ask for an introduction.
  • They ask for information. People love to talk about themselves, especially their successes, so get over being afraid to ask someone in a position you aim to one day be in for career advice. Ask them how they became successful in their role, how they got where they are, and what advice they’d give someone aspiring to be in their shoes. Besides talking about themselves, people love to give advice. (Guilty as charged.) The things you’ll learn if you just ask will surprise you. If you’ve convinced yourself you’re an “introvert” and asking the above-mentioned questions over the phone or over coffee makes your heart race, then ask them if you can email them three questions.

TIP: Always take career advice from someone who’s been in the trenches—who’s been there, done that. (I love career war stories.)

  • They create a targeted direct-mail campaign. Create a list of all the companies you’re interested in working for in your area. Research, the decision maker(s) in each company. (HINT: This isn’t the HR Manager.) Then email them a value proposition letter selling the decision maker why you’d be a valuable asset to their company and attach your resume. Use your past achievements to emphasize value. Make it easy for employers to envision what tangible results they’ll get by hiring you.

Reactive: Sends 10 networking emails, doesn’t hear back, says networking doesn’t work.

Proactive: Sends 10 networking emails, doesn’t hear back, follows up (calls), and sends 10 more.

Proactive job seekers are proactive in finding their next employment opportunity instead of waiting for opportunities to present themselves. Besides being more empowering and less frustrating, it also results in more interviews and offers in less time.

Lastly, people adopt a proactive mindset for a reason: They believe in themselves.

______________________________________________________________

Nick Kossovan, a well-seasoned veteran of the corporate landscape, offers advice on searching for a job. You can send Nick your questions at artoffindingwork@gmail.com.

Business

Roots sees room for expansion in activewear, reports $5.2M Q2 loss and sales drop

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TORONTO – Roots Corp. may have built its brand on all things comfy and cosy, but its CEO says activewear is now “really becoming a core part” of the brand.

The category, which at Roots spans leggings, tracksuits, sports bras and bike shorts, has seen such sustained double-digit growth that Meghan Roach plans to make it a key part of the business’ future.

“It’s an area … you will see us continue to expand upon,” she told analysts on a Friday call.

The Toronto-based retailer’s push into activewear has taken shape over many years and included several turns as the official designer and supplier of Team Canada’s Olympic uniform.

But consumers have had plenty of choice when it comes to workout gear and other apparel suited to their sporting needs. On top of the slew of athletic brands like Nike and Adidas, shoppers have also gravitated toward Lululemon Athletica Inc., Alo and Vuori, ramping up competition in the activewear category.

Roach feels Roots’ toehold in the category stems from the fit, feel and following its merchandise has cultivated.

“Our product really resonates with (shoppers) because you can wear it through multiple different use cases and occasions,” she said.

“We’ve been seeing customers come back again and again for some of these core products in our activewear collection.”

Her remarks came the same day as Roots revealed it lost $5.2 million in its latest quarter compared with a loss of $5.3 million in the same quarter last year.

The company said the second-quarter loss amounted to 13 cents per diluted share for the quarter ended Aug. 3, the same as a year earlier.

In presenting the results, Roach reminded analysts that the first half of the year is usually “seasonally small,” representing just 30 per cent of the company’s annual sales.

Sales for the second quarter totalled $47.7 million, down from $49.4 million in the same quarter last year.

The move lower came as direct-to-consumer sales amounted to $36.4 million, down from $37.1 million a year earlier, as comparable sales edged down 0.2 per cent.

The numbers reflect the fact that Roots continued to grapple with inventory challenges in the company’s Cooper fleece line that first cropped up in its previous quarter.

Roots recently began to use artificial intelligence to assist with daily inventory replenishments and said more tools helping with allocation will go live in the next quarter.

Beyond that time period, the company intends to keep exploring AI and renovate more of its stores.

It will also re-evaluate its design ranks.

Roots announced Friday that chief product officer Karuna Scheinfeld has stepped down.

Rather than fill the role, the company plans to hire senior level design talent with international experience in the outdoor and activewear sectors who will take on tasks previously done by the chief product officer.

This report by The Canadian Press was first published Sept. 13, 2024.

Companies in this story: (TSX:ROOT)

The Canadian Press. All rights reserved.

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Talks on today over HandyDART strike affecting vulnerable people in Metro Vancouver

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VANCOUVER – Mediated talks between the union representing HandyDART workers in Metro Vancouver and its employer, Transdev, are set to resume today as a strike that has stopped most services drags into a second week.

No timeline has been set for the length of the negotiations, but Joe McCann, president of the Amalgamated Transit Union Local 1724, says they are willing to stay there as long as it takes, even if talks drag on all night.

About 600 employees of the door-to-door transit service for people unable to navigate the conventional transit system have been on strike since last Tuesday, pausing service for all but essential medical trips.

Hundreds of drivers rallied outside TransLink’s head office earlier this week, calling for the transportation provider to intervene in the dispute with Transdev, which was contracted to oversee HandyDART service.

Transdev said earlier this week that it will provide a reply to the union’s latest proposal on Thursday.

A statement from the company said it “strongly believes” that their employees deserve fair wages, and that a fair contract “must balance the needs of their employees, clients and taxpayers.”

This report by The Canadian Press was first published Sept. 12, 2024.

The Canadian Press. All rights reserved.

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Transat AT reports $39.9M Q3 loss compared with $57.3M profit a year earlier

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MONTREAL – Travel company Transat AT Inc. reported a loss in its latest quarter compared with a profit a year earlier as its revenue edged lower.

The parent company of Air Transat says it lost $39.9 million or $1.03 per diluted share in its quarter ended July 31.

The result compared with a profit of $57.3 million or $1.49 per diluted share a year earlier.

Revenue in what was the company’s third quarter totalled $736.2 million, down from $746.3 million in the same quarter last year.

On an adjusted basis, Transat says it lost $1.10 per share in its latest quarter compared with an adjusted profit of $1.10 per share a year earlier.

Transat chief executive Annick Guérard says demand for leisure travel remains healthy, as evidenced by higher traffic, but consumers are increasingly price conscious given the current economic uncertainty.

This report by The Canadian Press was first published Sept. 12, 2024.

Companies in this story: (TSX:TRZ)

The Canadian Press. All rights reserved.

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