Talent Market

Talent Market's mission is to promote liberty by providing talent for critical roles within the free-market nonprofit sector

Talent Tip #116: 5 Surefire Ways NOT to Land an Interview

A friend recently suggested that I write a Talent Tip on how to land a job interview.  Brilliant idea! Especially since candidates are frequently asking the same thing.

But, given what we see and hear every day from job applicants and clients, I thought it might be more useful (and a wee bit more entertaining) to start with advice on the inverse.

So, sit back and enjoy the following five surefire ways to NOT land a job interview.

  1. Do not follow directions. As I’ve been telling people for years, job application instructions are for those who lack creativity.  Think outside the lines!For example, if the organization requests four separate items in the job application, you need to submit only two, maybe three tops. You’re just as busy as the hiring manager —why not save everybody some time?Likewise, if the organization asks you to provide salary requirements, disregard this request. Remember: asking for salary requirements on a job application is the equivalent of asking someone if he wants to have kids on the first date! It’s way too early to try to figure out if we’re actually going to be a match! We can get to that critical information on the fourth or fifth date/interview.And if the organization requests that application materials be sent to someone in human resources, this is merely a suggestion. Let’s face it: no one likes dealing with a middle man! (Not even the middle man himself!) If possible, send your information directly to the president or, if you’re feeling really frisky, maybe even the chairman of the board.

    Not following directions sends a clear signal: you are not one of the sheeple! You flout convention and think for yourself. (And you’re going to be a real handful on the job!)

  2. Submit a generic cover letter.  By definition, nonprofits exist to fulfill a mission. So, you might be tempted to think writing about your interest in an organization’s mission would make for a good cover letter. Wrong answer, my friend! A generic cover letter is all you need. Why write something personal that demonstrates your passion when you can just write “I’m excited to work for your company” and be done with it? (And nonprofits love it when you refer to their 501(c)3 as a company. It shows how much you care.)Furthermore, if you actually take the time to explain why the organization’s mission resonates with you and why your background is a good fit, you’re going to come across as an overachiever. And if you remember anything from high school, you know that no one likes an overachiever.
  3. Write a cocky cover letter. They say you have to toot your own horn during your job search. Following that logic, wouldn’t it be even better to lay on the horn, swerve in and out of traffic, and give an obscene gesture to other motorists? I think so!Here are some surefire ways to show them you know who’s best (you!):
    -Start your cover letter letter with a promise of greatness such as, “I am the best candidate for this job” or “Look no further! You’ve found your next ______!” Yes, these are bold assertions given you have no clue who else has applied for the job, but don’t let that stop you. Toot, toot, toot that horn!
    -If your cover letter contains 23 sentences, make sure 24 of them start with “I”. No exceptions.
  4. Provide outlandish salary requirements. Whatever you do, make sure to ask for a ludicrous amount of money that bears no relation to your experience or background. Not sure how to calculate that number? Here’s a formula: (current salary x 2.7) + $35,000 = your absurd salary requirements.Remember: nonprofits have limited funding and scarce resources, but the money has to go somewhere! If they can pay you $115K for your two years of work experience, that’s just less work for the accounting department!
  5. Do not proofread your application materials. You’ve heard stories about candidates who didn’t land an interview because of spelling and/or grammatical errors in their applications, right? Maybe back in the 90s! Nowadays, no one cares about such minutia! Social media and the Twittersphere have deadened our senses to trivial matters such as spelling and grammar. The Age of Covfefe is here. Embrace it!

Talent Tip #115: Maps and Mobility: Revisiting the Yellow State/Blue State Phenomenon

 

People often ask me, “How did you land in Charleston?”

The answer mystifies some and intrigues others: I picked it on a map.

I’m not kidding. I sat down with a map and asked myself where I wanted to live. When I factored in lifestyle, cost of living, proximity to family (and the ocean), and weather, I ended up with Charleston. I didn’t know a soul here, but I figured, how bad can it be? 

My story  is not uncommon. People are more mobile now than ever. Opportunities for virtual work are becoming more plentiful, and people are increasingly making geographic moves for lifestyle and family reasons.

And that brings us to the United Van Lines map above. (If this looks familiar, it’s because I shared an earlier version with you a couple of years ago.) Our friends at United Van Lines released an updated study recently, and I thought this might be a good excuse to revisit the topic of virtual employees.

First, there is good news for those of you living in blue states: your state is experiencing medium/high inbound traffic. People want to live in your state, and that, of course, should make hiring a bit easier.  (It won’t surprise our free-market readers to know that four of the blue states are tax-friendly — Florida, Nevada, Tennessee, and South Dakota.)

Now for the bad news. If your state is yellow, you’re experiencing an outbound trend. That might mean hiring is a bit more challenging for your organization. Unfortunately, the Northeast and Midwest have been hit especially hard by this trend. (Incidentally, all three of us at Talent Market personify the map: we all moved from a yellow state in the Midwest to a blue state in the South.)

So, what should you do if your organization is in a yellow state and in need of talent?  Here are five things to consider.

  • Hire virtually within your state. If having a state presence is required, be willing to hire someone who lives there but cannot relocate to the city where your office is located.  Depending on the size of your state, the person may be able to make semi-regular visits to the office anyway.  If the best talent for the role is in the upstate instead of next door, maybe it makes sense to think creatively?
  • Hire virtually from anywhere. If you’re hiring for a position that doesn’t require an office presence, be open to someone who can’t relocate to your state. What if the best talent lives six states away? With videoconferencing and travel, might it be worth it to make that relationship work?
  • Prepare for your searches to take longer. Because your searches may take a bit longer than those of your blue state counterparts, you might want to bring on a consultant or firm to cover the bases while the search process plays out. Outside vendors can help cover many of the short-term critical functions of your organization, whether it’s fundraising, communications, operations, finance, etc. And there are plenty of scholars and researchers who can fill in the policy gaps.
  • Utilize your network. If there’s one thing the map indirectly illustrates, it’s how critical your state network is. You’ve spent years building a database of supporters, friends, donors, activists, and volunteers who care deeply about your state — make sure you tap into this network when you have an opening.
  • Retain the talent you have! Do everything you can to keep the rock star talent you have now. Compensate them well. Treat them well. Give them room to grow. If you can retain these top performers, you will have fewer openings to fill!

If you have other ideas about how to approach hiring in yellow states, please drop me a note. Don’t forget to reach out to Talent Market for assistance — no matter where your organization is located!

And if you’re wondering how Charleston turned out, it’s not bad at all. Come visit anytime…the Mint Julep is on me.

Talent Tip #114: A Lesson from Three’s Company: Eliminating Confusion About How Talent Market Can Help Your Nonprofit Find Talent

Did you ever watch the old sit-com Three’s Company?

At the risk of dating myself, I’ll confess that it was one of my favorite shows as a kid. (I watched it in syndication, of course.) By today’s standards, it would be considered insanely politically incorrect, but the shenanigans cracked me up.

If you ever tuned in, you know that the plot always revolved around some sort of misunderstanding. I distinctly remember being exasperated — and amused — as I watched a small misunderstanding snowball into some near-catastrophic situation, only to be resolved just in the nick of time.  I couldn’t help but think that the drama would have easily been avoided with just a little more communication.

As it turns out, we have recently had a few little Three’s Company moments here at Talent Market. Despite Talent Market having been around for nearly ten years, there is still some confusion about exactly how we can help nonprofit organizations with searches for talent. And while things aren’t looking like a full-blown sit-com, we wanted to take this opportunity to communicate about how we can be of assistance to our liberty-loving friends when it comes to hiring. 

We’ve provided all of the details you should know below. If you need help with a search and can answer YES to all of the following questions, Talent Market may be able to help!

  1. Is your organization a free-market 501(c)3?
    Talent Market works exclusively with 501(c)3 organizations that focus on reducing the size and scope of government and advancing the principles of economic freedom, free enterprise, free trade, property rights, rule of law, and limited regulation.
  2. Does the opening fall into one of the following categories: entry, mid, junior, senior, or executive level?
    Ok, this is a trick question. While Talent Market used to focus on senior openings, we recently opened up our work to include all levels!
  3. Is the opening a full-time, permanent position?
    Talent Market assists with full-time, permanent positions. We do not assist with searches for part-timers, freelancers, interns, contractors, or consultants.
  4. Would you like to launch your search in the near future?
    Talent Market works on searches in which we are proactively engaged before the search is launched, and we jointly launch the search together with the client. We do not assist with previously launched searches. When you come to us before a search is launched, we can help you put together a solid job description, determine an appropriate salary, understand market trends, and generally save you a headache or three. We’ll also let you know if you’re looking for a unicorn….it happens.
  5. Would you like Talent Market to manage the search process for you?
    Talent Market manages searches for talent. We do not advertise or recruit for searches we aren?t managing. When Talent Market “manages” a search, this means we serve as the initial point of contact for all candidates and there aren’t different job postings with different contact information/application instructions floating about — all candidates are directed to apply through the Talent Market system.  We keep the client organized and keep the candidates informed. In short, managing a search maximizes our work, minimizes your work, and makes the process more efficient!
  6. Would you still like to be in the driver’s seat when it comes to making decisions about candidates?
    Good! That’s exactly where you should be! It is important to note that when we manage a search, the client still makes 100% of the decisions and sees every applicant. If you’re interested in a candidate, we will let that person know you’ll be reaching out to arrange an interview. Or, if it would be helpful for us to phone screen the most promising candidates, just let us know. And, of course, we handle rejections, too! (Thankfully, we had a lot of practice with rejection in high school.)
  7. Is your hiring manager able to work directly with Talent Market on the search?
    Talent Market has found that the most effective and efficient way to manage a search for an organization is to work directly with the hiring manager.
  8. Are you looking to hire someone who is free-market oriented?
    Talent Market’s network is full of people who believe in reducing the size and scope of government, advancing the principles of economic freedom, free enterprise, free trade, property rights, rule of law, and limited regulation. If you’re looking for someone like this, you’ve come to the right place! If philosophical alignment is not important for your hire, we’re probably not the best source of talent for you.
  9. Does the opening fall into one of the following categories: communications/media, policy/research, fundraising, executive management, events, project management, legal, outreach, finance, operations, administration, or technology?
    Ok, that was another trick question. Talent Market assists with searches for all types of talent. Our network is full of individuals with diverse backgrounds and skills.
  10. Are you hoping to avoid paying a huge hunk of money to find the talent you need?
    Talent Market is a nonprofit and does not charge nonprofits for its services. We?ll wait here while that sinks in. We know it?s a crazy concept, but it?s been working like a charm for 10 years. As a nonprofit entity, Talent Market is funded solely through direct, tax deductible contributions. Our clients often support the work of Talent Market by making voluntary financial contributions; and for that, we are eternally grateful! (Keep in mind that private sector recruiters often charge clients 20-30% of annual compensation. And we?re doing what we do for free! Who loves you, baby?)

We hope this extra communication clears up any remaining confusion about how Talent Market can help your free-market nonprofit. And with all of the time Talent Market will save you on your next search, maybe you can catch a Three’s Company re-run?

 

Talent Tip #113: Workplace Change: Too Much of a Good Thing Isn’t a Good Thing

Change is a good thing, right? We’re constantly told how important it is to be able to adapt as individuals and as organizations. As Darwin said, “It is not the strongest of the species that survive, nor the most intelligent, but the one most responsive to change.”

But what very few talk about is how taxing change can be. Just ask the child of divorced parents, an Army brat who has lived in six states in 10 years, or an employee who works at an ever-changing organization.

In fact, we frequently hear from people who want to leave their jobs because there is simply too much change going on. Sometimes the dissatisfaction stems from new leadership/repeated management changes, while other times it involves a new strategy du jour or frequent changes to the organizational chart.

Here are some of the comments we’ve heard from employees in the recent past that illustrate the frustration with constant change:

  • “Change is so much easier when you’re in the conductor’s seat. But things are a bit bumpier in the caboose of the train. If you change directions all the time, it’s like playing crack the whip — eventually no one is left hanging on.” 
  • “I understand we have to keep relevant, but could we try something new and do the same thing two times in a row?” 
  • “It’s ironic that we’re trying something ‘new’ that we figured out didn’t work several years ago! I’m one of the only people still around though, so nobody else understands that.” 
  • “The lack of consistency makes it difficult to pinpoint expectations and get anything meaningful accomplished. It’s no surprise we’ve had so much turnover.”

So, what’s a nonprofit leader to do if change must be implemented? Here are four things to keep in mind:

  • Get buy-in from staff before the change is implemented.  If possible, bring employees into the conversation well before the change is executed. Employees will have the opportunity to educate management about how the change will affect them and their performance. This allows management to mitigate potential problems and ensure a smoother adaptation. 
  • Explain why the change is occurring and how it will improve the organization. Employees are much more likely to welcome change if they understand why it’s happening (“because management said so” is not a sufficient explanation) and if they can envision how things will be better after the fact.
  • Communicate, communicate, communicate. Employees yearn for stability when they are surrounded by change. Don’t leave them confused or feeling alone. Communicate with them at every step along the way about what to expect as the change is implemented and acknowledge that change is hard. Finally, make sure to have an open door policy that allows employees to share concerns or problems related to the transformation.
  • Don’t change everything at once. If you know the organization has several big changes coming down the pike, try to stagger them. A nonprofit executive recently told me that he has plans for a new leadership hire, but that he is holding off until the dust settles from a recent staff change. In his words, “My staff has been through a lot lately. I want to give them a break before throwing more change at them.” (And that’s one of the many reasons he’s a successful leader!)

And if you’re not a nonprofit leader, but rather on the receiving end of a change deluge, hang in there! If leadership hasn’t communicated with staff about the changes, perhaps you can ask for clarification on the how and why.  Don’t forget to encourage them to share these same details with the entire staff.

If you don’t feel comfortable doing that, perhaps a copy of this article can mysteriously find its way under your  boss’ door? 

Talent Tip #112: Four Things to Do Before You Apply For Your Next Job  

As you can imagine, we get dozens of job applications each week. While the majority of them are well thought-out, it’s clear that some of the applicants barely read beyond the job title.

And I’m not just referring to novice job seekers. Some of the most head-scratching applications come from experienced professionals.

As such, we thought it might be helpful to outline four things to do before you apply for your next job.

  1. Read the job description. Forgive me for sounding like Captain Obvious, but you would be shocked how many people apply for jobs without actually reading the entire job description. Now, we’re not asking you to read War and Peace (1,296 pages, if you’re curious). Job descriptions are typically a page long, maybe two.And why read the job description? Well, in order to find out two things: whether the job appeals to you and whether you’re a fit.First, are you interested in what you’re reading? Most free-market nonprofits try to be very straightforward about what the role will entail, whether that means extensive travel, fundraising responsibilities,  long hours of running regressions, or time spent entering data into Salesforce.  If you’re not excited about the role, move along.Second, are you a fit for what you’re reading? Again, most job descriptions clearly outline what the ideal candidate looks like. If that’s you or pretty close, apply! But if you’re not even in the ballpark, probably best not to throw your hat in the ring.

    While Nancy Pelosi might apply for the job so that she can know what’s in the job description, there’s an easier way: just read the dang job posting!

  2. Research the organization. Again, this seems like a no-brainer. But if I had a dime for every candidate who confessed he hadn’t researched the organization before applying, I wouldn’t buy my wine in 1.5 liter bottles.Before you apply for a job, make sure you know what you’re getting into. Are you aligned with the organization’s mission? Better yet, are you passionate about it? And if the organization focuses on multiple issues, are you comfortable with all of them?In addition to mission alignment, dig into other critical factors.  Do you like what you’re seeing about the organization’s approach to social change? Are you confident the group is making a difference? Who is on the board? Who are the key staff members?On one occasion, we were interviewing a candidate for a role with a state-based think tank in the southeast.  When we asked why the person was interested in this particular organization, he responded, “Well, it’s pretty much the same thing as the state-based organization in New York, only in the south, right?” Yes, exactly! State-based think tanks are just like Starbucks franchises. Same coffee, different state. Sigh. 

    On another occasion, we had a candidate back out of the interview process when she discovered she did not agree with one of the organization’s stances on a policy issue. I was surprised and disappointed that the candidate hadn’t done more research before applying for the job. The organization’s stance on that issue was well-known and could have been discovered in several clicks on its website.

  3. Check the organization’s 990. Not only will a 990 reveal lots of interesting information about financial health and other goodies, it will also give you a sense for what salaries look like (at least for some senior staff). This is especially important if the organization has asked you to provide salary requirements in your application. Why? Because if you’re applying for a mid-level role, it’s probably not wise to ask for a salary that is $10K higher than what the president makes.
  4. Ask around about the organization.Ask your friends and associates about the organization’s reputation, culture, and achievements. If possible, ask a trusted former employee for his/her thoughts; when someone is no longer dependent on an organization for a paycheck, the honesty increases exponentially.Find out all you can. What is the leadership style? What is the turnover like? What is the culture of the organization? What is the board’s relationship with the executive leadership? Does the board help the organization flourish or does it stymie progress? Does the organization partner with other like-minded groups or is it a silo?There’s a lot to learn about an organization that you can’t find online.

That wasn’t so painful, was it? And for the record, I was kidding about buying my wine in 1.5 liter bottles. That’s shameful. I buy it in a box!  

Talent Tip #111: Take Your Resume to 11

As you can imagine, we get a lot of questions about resumes. For the most part, people just want to know how to make their resume stand out from the crowd. 

Or, in the words of Spinal Tap’s Nigel Tufnel, they want to take their resumes to 11. 

Before you reach for the volume knob, you first need to make sure your resume covers the basics. You can find several articles about this on Talent Market’s website, including Resume Tips, Your Resume and Cover Letter, Creating a Clear, Logical Story About Your Career, and The Six Second Resume.

Once you’ve mastered those bits of advice, here are three tips that will help crank your resume amp past 10.

  1. Quantify your work/accomplishments. Whenever possible, use numbers to explain what you’ve done. Doing so will provide employers with much needed context about your work.For instance, instead of this:
    -Supervised interns
    -Recruited college students to the internship program
    -Set intern scheduleDo this:
    -Supervised 100 interns per year over the course of three internship programs (spring, summer, and fall)
    -Recruited potential interns by traveling frequently and connecting with 1,000+ students per year at conferences and events
    -Organized and scheduled 50 lectures per semester with 30+ different speakers

    After all, there is a big difference between supervising three interns and 100 and between organizing five lectures and 50! Providing these numbers illustrates the depth and breadth of your experience.

  2. Specify results. You’ve heard people talk about outputs versus outcomes. In addition to providing relevant numbers (outputs), make sure to include specific results (outcomes) when possible.For instance:
    -Increased the competitiveness of the program over four years, taking the average GPA from 3.2 to 3.8 and improving the average SAT score by nearly 20%
  3. Highlight instances of going above and beyond. In addition to using numbers and metrics, you should explain the ways you exceeded expectations and/or went beyond your job description.For instance:
    -Proactively took ownership of the research, selection, and implementation of a new donor database to increase efficiency and functionality
    -Identified previously unknown vulnerabilities in our technology security protocols; led the development/implementation of new, more secure system
    -Recognized a lack of engagement with students and recent graduates on our social media platform; proactively created new social media plan, sought and received senior management buy-in, and executed plan that has resulted in a four-fold increase in engagement of that demographic

If you can create a resume that addresses these three items, you’ll be on your way to rock star status.

About Us

Claire Kittle Dixon
Executive Director

Claire runs the day-to-day operations of Talent Market, manages searches for clients, and oversees the organization’s fundraising communications, technology, administration, and cat-herding efforts…
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Katy Gambella
Director of Outreach

Katy oversees Talent Market’s outreach to young professionals and manages the outreach team. She also manages searches and executes outreach directly herself…
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Stephanie Keaveney
Senior Manager of Outreach
Stephanie splits her time between managing talent searches for free-market nonprofits, maintaing Talent Market’s social media presence, and engaging in outreach to young professionals interested in liberty-oriented careers…
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Bailey Drouant
Project Manager
Bailey assists free-market nonprofits with their hiring needs by helping them manage the search process from start to finish…
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Savannah Rupp
Project Manager
Savannah channels her expertise to manage searches for free-market nonprofits, ensuring they find the perfect match to drive their missions forward. She also supports Talent Market’s…
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Wait, You’re a Nonprofit?

Talent Market is a nonprofit. We’ll wait here while that sinks in. We know it’s a crazy concept, but it’s been working like a charm since 2009.

Talent Market’s mission is to promote liberty by providing talent for critical roles within the free-market nonprofit sector.

We provide consulting and recruiting services at no cost to 501(c)3 nonprofit organizations that clearly and directly focus on advancing the principles of economic freedom, free enterprise, free trade, free speech, property rights, rule of law, and limited regulation. (We do not work with political organizations, organizations with mission statements that do not clearly advance free-market principles, organizations that focus on social issues, or organizations that have a focus outside of the United States. We are not a job board. ) 

Talent Market believes that the road to prosperity is paved with freedom and that the success of our movement hinges on the talent that will take us there.

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