Career Guide 2009-2010

On behalf of the University Career Services (UCS)

staff, I am pleased to present the 2009-2010

Career Guide. Our staff of career professionals

seeks to help you bridge excellence in education

with excellence in professional opportunity. We

invite you to visit UCS at our main office located

at 620 Lincoln Street or at our Career Lab, located

at the Main Library, 2N.

Last year’s dramatic economic downturn

arrived on our doorstep just as the school year

was starting, significantly impacting all members

of the Northwestern University community. This

year, though the downturn has moderated, we can

expect continued changes in the job market as

many uncertainties remain. During times of eco-

nomic volatility, early and ongoing career prepara-

tion is especially vital to future career success.

The Career Guide is most valuable when used

as a complement to the full array of services, pro-

grams, and special events offered through UCS.

Our long standing relationships with employers,

academic units, and the Northwestern community

ensure comprehensive and personalized assistance

at each level of your academic and professional life.

We encourage you to register with us at

www.northwestern.edu/careers. Registering with

our office will provide you access to job postings,

online resources, walk-in hours, special events,

and more. Registration also ensures that you will

receive weekly email updates identifying career

opportunities and events.

On behalf of the entire staff, I welcome you to

UCS and encourage you to visit us often!

Lonnie Dunlap, Ph.D.

Executive Director

FromtheDirector

Staff, Services, & Programs ........................................................... 2

UCSStaffliSt ...................................................................... 2

PraCtitionerStaff ............................................................. 2

UndergradUate&gradUateStUdentServiCeS ................. 3

alUmniCareerServiCeS......................................................4

Career Development ...................................................................... 5

CareermythS ...................................................................... 5

CareerdeveloPmentProCeSS............................................ 6

ChooSingamajor ............................................................... 8

Researching & Exploring Careers .................................................. 9

informationalinterviewS ................................................. 9

networking ........................................................................11 exPerientiallearning&internShiPS ................................ 13

Professional Application Materials ............................................... 15

reSUme ................................................................................ 15

CUrriCUlUmvitae .............................................................. 26

Coverletter..................................................................... 28

referenCeS ....................................................................... 30

Interviewing Basics .......................................................................31

interviewProCeSS ............................................................. 31

tyPeSofinterviewS ......................................................... 33

CommoninterviewQUeStionS .......................................... 36

thank-yoUnote ................................................................ 37

Post-Graduation Planning ........................................................... 38

jobSearChProCeSS .......................................................... 38

jobSearChProCeSSforgradUateStUdentS ................. 39

jobSearChProCeSSforinternationalStUdentS ...........41

workingabroad .............................................................. 42

hiring&reCrUitingCyCleS ............................................... 43

jobofferS&negotiationS...............................................44

gradUate&ProfeSSionalSChool

aPPliCationProCeSS ..................................................... 45

takingtimeoff ................................................................. 48

Sample List of Employers ............................................................ 49

It has been a pleasure to serve another year as the Chair of the Career Guide Committee! The returning committee members – Rachel Garson, Cynthia Graham, and Jeremy Hopkins, continued to provide invaluable contributions. Our new member, Christina Siders, eagerly assumed important tasks and quickly became a valuable addition to the committee. I commend each committee member for the many hours they spent helping to create this quality publication.

As always, the Guide has many other contributors who were involved in making this publication a success. Betsy Bishop, Lonnie Dunlap, Ph.D., Anita Norman, Mary Lou Taylor, Sara Schmidt, and Dianne Siekmann all assisted in significant ways. Additionally, I want to thank the UCS staff members who provided feedback, ideas, and suggestions to enhance this publication.

Tamara Johnson, Ph.D., Chair 2009-2010 Career Guide Committee

Contents

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Administration

executive Director Lonnie Dunlap, Ph.D.Department Assistant Brenda WhiteProgram Assistant Kimberle CorbinProgram Assistant Anita Norman

technology & information Systems

Associate Director, information Systems Nina Modi

Alumni career Services

Senior Assistant Director Cynthia Graham

employer relations

Associate Director, employment Services Dianne SiekmannProgram Assistant, interview center manager Stephanie DurantProgram Assistant, recruiting coordinator Antoinette WilkesProgram Assistant, Special events coordinator Jackie Williams

career counseling/Graduate Professional School Advising

Associate Director, career Development Tamara Johnson, Ph.D.career counselor Christina SidersSenior career counselor, training coordinator Mary Lou Taylorcareer counselor, Assistant Director For Programming Tracie Thomas

internships, Summer & Part-time Job Search

internship Specialist Betsy Bishop Assistant Director, internship Services Rachel Garson

employment Upon Graduation (employment Specialists)

Assistant Director, Government, Non-profit, & education Brett Boettcher, Ed.D.Assistant Director, communications, marketing, & media Jeff JenkinsAssistant Director, engineering & Science Kamilah McCoyAssistant Director, Liberal Arts Jose Santos Assistant Director, Business Wesley Thorne

Kellogg certificate Program

Assistant Director Abra Kitei

career information center

Program Assistant Takia Gardner

File Services

Program Assistant, coordinator Jeremy Hopkins

practitioner staff

N O R T H W E S T E R N

UCSUNIVERSITY CAREER

SERVICESucs logo_purpleStaff List

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U niversity Career Services (UCS) provides compre-

hensive and centralized services to northwestern

undergraduate students, graduate students, and alumni.

weofferanarrayofservicesandprogramstoassistwith

yourcareer-relatedneeds.

theUCSstaffiscommittedtoprovidingasafeand

inclusiveenvironmentforstudentsandalumni.webelieve

thatdiversitystrengthensthenorthwesternUniversity

community,broadensourperspectives,andhelpsusgrow

asindividuals.

wesupportdiversityinallformsandpromoteequit-

ableaccesstoourprogramsandservices.thispublication

isavailableinalternativeformatsuponrequest,by

contactingusat(847)491-3700.

career counselors our career counselors can help with choosing a major, researching career options, admin-istering and interpreting career assessments, developing a career plan, and the decision-making/application process for attending graduate or professional school.

internship specialists our internship Specialists provide programs and individual appointments to address search strategies and resources, informational interview-ing, networking, and preparation for your internship experience.

employment specialists each employment Specialist has an area of expertise and assists students with the job search process. Services include resume and cover letter writing, industry and employer research, interview strate-gies, and job offer negotiations.

associate Director for career Development UcS has a designated practitioner who works solely with gradu-ate students. Graduate students across all departments are eligible to receive assistance with career exploration, decision-making, planning, and the job search process.

senior assistant Director for alumni career services UcS has a senior level practitioner who works exclusively with alumni from all departments and all levels of experience. Services include resume, cover letter, industry, and job offer consultation and assistance with career exploration, decision-making, and continuing education options.

Our staff of career specialists provides services tailored to

your specific needs.

Walk-in advisement UcS offers walk-in services that provide career-related assistance to answer quick questions on a drop-in basis. A typical walk-in lasts 5-15 minutes. Undergraduate students using our services for the first time are asked to meet with a UcS staff member during our walk-in hours for an initial contact with our office. the UcS practitio-ner will inquire about your current needs, explain rel-evant services, recommend resources, and refer you as needed.

individual counseling appointments UcS has experienced staff members with whom you can discuss your specific ques-tions and concerns. Sessions are confidential and there is no limit to the number of individual appointments you can attend. A UcS practitioner may refer you to other staff members based on your unique needs.

career assessments UcS offers career assessments that can help you identify and organize your interests, values, and skills. A career counselor or the Associate Director for career Development will evaluate which assessments are appropriate for you.

graduate/professional school advisement UcS career counselors can help you determine if graduate or professional school is the next step for you. our services include helping you identify appropriate programs, writing effective personal statements, and presenting yourself in a professional manner during an interview. We also have a variety of graduate and professional school resources available in our career information center.

career Lab in addition to our main office located at 620 Lincoln Street, UcS has a central-campus home within the Northwestern University main Library, on the sec-ond floor in the North tower, also known as the “core.” While the career Lab is not meant to serve as a substitu-tion for the full services found at our main office, it is a convenient location for quick and individualized walk-in services. Please check our website for hours of operation.

employment Databases careercat is an online internship and job database offered by UcS. this resource offers full-time positions and summer/academic year internships. in addition, we offer access to iNet, an internship-only database that lists opportunities across the country. employers in these databases have specifically

selected Northwestern as a school to receive their listings. to access these databases, visit the UcS website.

on-campus recruiting careercat functions as the primary vehicle for navi-gating and managing on-

campus recruiting. employers from a variety of indus-tries visit campus to promote their respective employ-ment opportunities to current Northwestern students. employers hold information sessions, host workshops, attend career fairs, and/or conduct interviews. hiring cycles and methods of hiring vary by industry.

career information center Located on the lower level of our main office, the career information center offers reference books on career planning, internships, and the job search process. the career information center also has computers, periodicals, employer and salary informa-tion, and materials addressing graduate and professional school.

file services UcS provides file services for the con-venience of students and alumni. establishing a file with UcS provides a centralized location for letters of recommendation and other supportive materials for your application process. to establish a file, visit our website or contact us via e-mail at: [email protected].

Ucs Website You will find comprehensive, career-relat-ed resources, as well as information on upcoming events and programs on our website. We encourage you to visit our website regularly at www.northwestern.edu/careers.

nU-portfolio this is an online career development tool that allows you to plan and document your unique learn-ing experiences inside and outside of the classroom. You can use this system to create and share multiple portfolios that highlight your achievements and upload documents to demonstrate your knowledge and experience.

UnDergraDUate & graDUate stUDent services

www.northwestern.edu/careers

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Students who use

UCS are twice

as likely to have

employment

upon graduation.

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Our staff work collaborativelyto make sure you receive

appropriate career-related services.

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aLUmni career services

We serve alumni located throughout the U.S. and interna-tionally. comprehensive services are available to alumni at all levels of experience, including first time job seekers, career changers, senior level executives, those returning to the workforce, and retirees. Job listings are available for full-time/part-time positions, entry level/experienced positions, and temporary/contract positions. one-on-one consultation sessions help you navigate the job search process and/or graduate and professional school options. Staying prepared in an unpredictable, global econ-omy is critical. By taking advantage of the services available through UcS Alumni career Services, you have access to a range of resources. Utilizing these resources will allow you to make informed decisions throughout your professional career. one-on-one consultation and Job search assis-tance one-on-one consultation is available to alumni seeking assistance with any aspect of the job search pro-cess. this may include resume and/or cover letter review and consultation, interview preparation tips, job search strategies, and job offer evaluations. Additional services include identifying potential employers/industries and providing recommendations for succeeding in your career while balancing work-life issues.

career assessments if you are interested in gaining a better understanding of your interests and personality preferences as related to career development and plan-ning, we offer the myers-Briggs type indicator and the Professional version of the Strong interest inventory. After completing each assessment, you are eligible to receive a personalized interpretation of the results.

employment Databases UcS provides access to thousands of jobs from employers specifically seek-ing NU graduates. these opportunities represent all industries and are located

globally. Alumni gain access to careercat by registering with UcS Alumni career Services. registration is confi-dential, allowing you to conduct a job search at any time.

alumni career service packages Service pack-ages are available to NU alumni for a nominal fee. New graduates are exempt from this fee for six months after graduation. For more information or to register for ser-vices, please visit our website at www.northwestern.edu/ careers/alumni or contact us via e-mail at UcS-alumni@ northwestern.edu.

majoreventsandProgramsfallQUarter l backpacktobriefcaseSessions l fallCampusrecruitingexpo l mockCaseinterviewProgram l mockinterviewProgram l internshipinitiative l Careersinbusiness

winterQUarter l martinlutherkingjr.Publicinterestjob&internshipfair l winterCareerexpo l mockinterviewProgramsforinternships l diversityinlaw l diversityinCommunications l newyorkrecruitingday l indianapolisCareerexpo l ChicagoScienceCareerforum

SPringQUarter l hirebig10PlusCareerfair l Careerdevelopmentweek l lifeafterCollegeSeries

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Northwestern University has provided services to alumni

for over 75 years.

“Updating your resume regularly

and staying current with the trends in your field are

critical for effective career management.”

cYNthiA GrAhAm

Senior Assistant Director,

Alumni Career Services

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our assumptions often stem from what is conveyed by friends, family, and even the media. While assumptions are a natural part of being human, they may perpetuate misconceptions and mis-information that interfere with your ability to develop your career goals. try to debunk these myths in order to fully explore your options and make informed career decisions.

myth: I am the only one who is undecided on a major.reality: many undergraduates are undecided and this is very normal. interestingly, the average student who enters college with a declared major changes their major 3-5 times. on the other hand, the average student who enters college with an undeclared major changes only 1-2 times. Being undecided provides a chance to actively learn and discover what discipline is best for you.

myth: Choosing a major means choosing a career.reality: one major can lead to many different careers. While it is fine to determine your major based on your career interests, it is also okay if you do not choose this approach. Unless you are planning to enter an area that requires specific technical skills, you can choose any major that interests you.

myth: A career assessment will tell me what career I should pursue.reality: No, a career assessment can provide you insight about how your interests, skills, and values are related to different types of careers. career assessments may also inform you of where others whose interests are similar to yours are working. it is up to you to explore careers fur-ther and decide what provides a good match for you.

myth: There is one perfect occupation for me.reality: there are various careers that can potentially make you happy. many Northwestern students and alum-

ni have the ability to suc-ceed in multiple endeavors and professions. the key is to develop a good under-standing of your values, skills, and interests. once

you have clearly defined what you are looking for in a career, you will find that there are many occupations that align with your goals.

myth: Pursuing more education will make me more marketable.reality: education is not the only variable that will impact your marketability. employers value the right combination of education and experience, mixed with your ability to sell your personal qualifications in an interview. it is important to match your educational goals to your professional goals, and then couple them with relevant experience.

myth: UCS will find me a job.reality: UcS will assist you with finding a job, but we are not a “placement office.” UcS is an office that pro-vides a variety of services for undergraduate students, graduate students, and alumni, addressing multiple aspects of career development. our staff will support you throughout the job search process; however, securing a position is ultimately your responsibility.

career myths

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Most people will

change careers between

3-5 times during

their lifetime and have

an average of 10

different jobs.

factfastWe each have assumptions

about career-related information.

“Trust what inspires you...”

KimBerLe corBiN

Program Assistant

career development is the process of assessing yourself, exploring your options, making career-related decisions, and implementing your plans. this includes spending time reflecting on your values, interests, strengths, and weaknesses. When thoughtfully done, this process can help you make appropriate and informed career-related decisions for your future.

consider career development a journey that un- folds as you gain experience, skills, and education. Your individual personal circumstances, combined with the rapidly changing world of work, will require you to engage in the career development process a number of times during your lifetime.

start the career development process early. Some-times students wait until graduation is near and miss valu-able opportunities. there are many career-related steps you can take at different points in your academic career. Starting the career development process early will give you the time to take advantage of a variety of activities. Planning ahead provides you the chance to consider a wide range of options and hopefully make more informed and satisfying decisions.

your current career-related decisions do not nec-essarily determine the entire course of your life. today’s fast-paced and ever changing work world provides you the opportunity to start one type of profession and then pursue a different direction for your next position. engaging in the career development process helps you acquire the self-knowledge and transferable skills that will allow you to make the most of your working life.

career DeveLopment process

Career AssessmentsCareer assessments are designed to help measure

your interests, values, skills, and personality. Assess-

ments will not tell you what careers or majors you

should choose; however, they will help you explore

the types of majors and careers you might enjoy

and will provide you with insight into new options

to investigate.

the myers-Briggs type indicator (mBti)

This instrument is designed to help you identify

your natural personality preferences. The MBTI

helps you better understand yourself: your moti-

vations, strengths, and potential areas of growth.

the strong interest inventory (sii)

This assessment measures your level of interest

among a broad range of career-related areas and

compares them to those employed in over 100

occupations. The SII helps expand your potential

career options.

the values card sort and skills card sort

Card sorts help you identify and organize your

preferred skills and/or values. This provides you

more information about what aspects are impor-

tant for making successful career choices consis-

tent with what matters most to you.

40% of undergraduate

students will

change their major

at least once

while in college.

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It is likely that your journey will not follow a straight path, but instead, a winding road.

“Expanding the number of careers that you have knowledge about will help you to make more informed decisions.”

trAcie thomAS

Career Counselor, Assistant Director for Programming

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LReflect L L

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career DeveLopmentindividuals vary in how they proceed through the career development process. it is normal for people to repeat or cycle through all or parts of the career development process at various points throughout their lives. each time your circumstances will change, but the process itself remains the same. this makes the career development model a very useful lifelong tool. there are a variety of models available to help you understand the career development process. the model used by UcS includes the following stages: assess, explore, decide, and act. After each step of the career development model, it is important to reflect. reflecting on your decisions throughout the model will help you to better evaluate your situation and determine the next steps.

a ssessl meet with a career counselor who can assist you on your career journeyl take career assessments to help clarify your interests, skills, etc.l identify occupations to consider exploringl consider activities you have enjoyed in the past

PracticalStepsfor

engaginginthe

CareerdevelopmentProcess

e xplorel research 3-5 potential occupations l read books and materials on career optionsl Attend career events and activities l talk with professionals in various fields/ positionsl Narrow your potential options

Decidel Weigh the advantages and disadvantages of your top career optionsl Discuss your thoughts with others (e.g., UcS staff, peers, and family)l Determine a “Plan B”— another viable career path

a ctl Join an organization related to your first career choice l experiment with new roles in student groups, the classroom, and at work l Find an internship, part-time job, or volunteer experience l Participate in job shadowing

Caree

r Development Model

assessanalyzeyourinterests,

values,andskillstoidentifycareerfields,work

environments,lifestyle,andjobfunctionsthatyouwanttoexplore.

Decideevaluateyouroptions

andnarrowyourselectionstothefewthatarethe

bestmatchforyou.

exploreresearchandinvestigatearangeofcareeroptions

ofinteresttoyou.

actobtainhands-on

experiencethroughinternships,full-timeand

part-timepositions,andcampusor

volunteeractivities.

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“Actively engage in each step of your career development. Investigating career options takes time, patience, and commitment.”

Brett Boettcher, eD.D.

Assistant Director, Government, Non-profit, & Education

choosing a major and choosing a career are not synonymous. choosing a major involves selecting an area of concentration while you are in school. choosing a career involves the selection of a particular occupation upon graduation and thereafter. of course, choosing a major and choosing a career are often connected, but your major does not necessarily determine your career.

choosing a major rarely “locks” you into one particular position or career field. there is often a range of career options for most majors. Keep in mind that potential employers also look for transferable skills, such as good communication and leadership skills. these are skills you can acquire with many majors, as well as through additional volunteer, internship, and work experiences. there are advantages and disadvantages to most decisions you make and choosing a major is no different. many students feel they must make the “right” decision when choosing a major, but in reality, there is rarely only one “right” decision. Ultimately, any path you choose will provide something of value, but make sure the major you decide upon holds your interest.

your selection of a major should primarily reflect what you enjoy learning and the type of academic activities that bring out your best work. Selecting a major based on these criteria will likely lead to more sat-isfaction than if your decision is based on other factors. it is not uncommon for family and friends to influence your decisions, but remember to make decisions that are best for you, rather than satisfying the expectations of others.

choosing a major is only the first step in begin-ning to set a direction for your career life. consider indecision an opportunity for you to explore new options. the challenge is to find majors and careers that combine as many of your interests as possible. Success in a major depends on a combination of interests, skills, and apti-tudes. remember that at any point, you can re-evaluate your situation and consider other viable options.

choosing a maJor

assessl Learn more about your interests, values, and skillsl examine your strengths and weaknessesl consider which academic areas motivate you l read the university catalog for course descriptions and requirements

PracticalStepsforChoosingamajor

e xplorel take elective courses in areas of interestl research the prerequi- sites and general rigor of potential majorsl talk to students and faculty members in various departmentsl Learn about the expectations and requirements of potential majors

Decidel integrate the variety of information you have obtainedl Narrow your options based on your assessment and exploration activitiesl Discuss your short list of majors with others l Weigh the advantages and disadvantages of possible majors

a ctl Select a major that is interesting and motivates youl Participate in organizations and activities related to your majorl Secure internships and work experiences to confirm your decisionl communicate with peers and professors who have similar interests

Over 50% of

undergraduate

students entering

college in the

United States

are undecided

on a major.

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Your future career is not solely dependent upon

your selection of a major.

“You can enter many careers with a degree in any major. When making your decision, consider what skills you can gain by selecting a particular major.”

mArY LoU tAYLor

Senior Career Counselor, Training Coordinator

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informational interviews are a method of conducting organiza-tional and occupational research to acquire information about a field, industry, or position. these interviews are particularly useful when you have very little aware-ness about a career field, limited work experience, or are consider-ing a career shift. Keep in mind three goals when conducting infor-mational interviews:

1. gather information Ask questions that will help you determine if this is a position you would like to seriously consider pursuing. Seek information that you will not likely find in printed resources, such as the career path of your interviewee and his/her experiences in the industry.

�. obtain advice Ask your interviewee for suggestions on how to prepare for a career in his/her respective field and tips for success. Seek advice on relevant courses that may prepare you for the field, additional experiences/activities that will make you more marketable, and how to get your foot in the door.

�. Leave a positive impression consider this inter-view an opportunity for you to develop professional con-tacts in a particular field. if you leave a positive and last-ing impression, the interviewee may communicate future job leads or introduce you to additional contacts.

iDentifying peopLe to intervieWUsing a combination of personal referrals and direct contacts is helpful as you develop your list of potential interviewees.

personal referrals these are individuals in your current network such as friends, family, neighbors, co-workers, profes-sors, etc. You can also use your personal network to obtain names

of individuals they know who are employed in your career area of choice.

Direct contacts these are individuals that you iden-tify through professional organizations, employer-hosted events, and/or websites. Additional resources include Northwestern specific databases for identifying individu-als in your field of interest, such as the Kellogg mentors Program and the Northwestern careerNet.

setting Up an informationaL intervieWinitiate contact with your prospective interviewee either by e-mail, phone, or mail. Within each communication, identify who you are, how you were referred, and why you are contacting them. When speaking with potential sources, indicate that you would appreciate 20–30 minutes of their time to visit and learn more about their position and career field. make an effort to schedule the interview at the actual workplace setting. if it is not possible to meet at the workplace, conduct your informational interview via phone or e-mail. in the event that you have not heard back from your prospective interviewee, try sending a follow-up e-mail. if your second attempt is not successful, move on to potential interviewees who are more receptive to an informational interview.

informationaL intervieWs

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An informational interview is a meeting

you initiate with someone who has specific knowledge

about a careerof interest to you.

“Informational interviewing provides a

realistic and personalized preview to an industry of interest.”

chriStiNA SiDerS

Career Counselor

preparing for an informationaL intervieWconsider the type of information that is helpful to you and what you hope to learn from this particular individual. confirm your interview date and time, review the compa-ny’s website, and develop a list of potential questions to ask the interviewee.

potentiaL QUestions to askBefore your meeting, develop a list of 10-15 relevant ques-tions. tailor the questions to your needs and the knowl-edge of the interviewee. You are in charge of asking the questions and directing the conversation.

the informationaL intervieWon the day of your scheduled informational interview, make sure to dress professionally and arrive at least a few minutes early (if your interview is in-person). remember to stay within the amount of time you originally specified. Steps to follow for the interview include:

l Start by thanking the interviewee for his/her willingness to speak with you. l Determine a quick topic to break the ice and establish rapport. l Provide the interviewee a little background on yourself and your interests. l Begin discussing your prepared list of questions, but let the dialogue progress naturally. l take notes throughout the interview to retain valuable information. l end your interview by expressing your appreciation for their time and ask if you can follow-up/stay in touch.

after the informationaL intervieWAlways follow-up after the interview by writing a personal-ized thank-you note that highlights the value of the meet-ing. if a suggestion, tip, or referral the interviewee provid-ed was helpful, mention this in your note. Write and send your thank-you note within 48 hours of the interview.

maintaining a netWork contactinformational interviewing is often the first step to building a professional network. Like any relationship, it is vital that you maintain correspondence with your contacts well after the initial interaction. rather than only touching base when you need assistance, aim to connect with your contact on a quarterly basis. there are many ways to maintain communication with your con-tacts, including: mailing holiday greeting cards, sending email messages, calling them on the telephone, and/or inviting your contacts to an occasional coffee break. regular maintenance of your network will help to strengthen your professional connections and ensure mutually beneficial relationships.

informationalinterviewSampleQuestionsl whatisyourbackground?willyou discussyourcareerpathwithme?

l howdidyoudecideonthiscareer?

l whatarethemajorresponsibilitiesof yourposition?

l ifthereissuchathingasanaverage week,whatisitlikeforyou?

l whatdoyoufindmost/leastsatisfying aboutyourjob?

l whatarethepositive/negativeaspects ofworkinginthisfield?

l whattypeofindividualusuallysucceeds inthisfield/organization?

l whatarethe“hotissues”inthisfield?

l whattrends/developmentsdoyousee affectingcareeropportunities?

l howcanibecomeamorecompetitive candidateforthisindustry?

l whatstepswouldyourecommenditake inordertopreparetoenterthisfield?

l howarehiringdecisionsmade?

l whatprofessionalassociationsdoyou recommendijoin?

l doyouhaveanyspecificadviceforme?

l Canyourecommendanyoneelseforme tocontact?

One out of twelve

informational

interviews may result

in a job offer.

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Networking is an integral and ongoing part of career exploration. Networking involves talking with people in your field of interest to explore career options, gather information, and understand how to market yourself to potential employers. the skill of developing and maintain-ing contacts remains the most effective way to meet the leaders in your profession and keep abreast of major changes in your field. With a strong network in place, you are prepared to make a career move at any point in your life.

iDentify contactsthere are many routes available to begin networking. Your list of contacts may include a broad range of people, both inside and outside of your chosen field. most contacts will fall into one of three categories: people who have the power to make hir-ing decisions, people who can introduce you to others in your field, and people who might provide you with helpful information. You can begin developing your network by making a list of people you know such as family, friends, parents, neighbors, faculty, former bosses, and so on. in addition, you may consider other avenues for identifying potential contacts, including NU alumni through the Northwestern careerNet, professional associations, and employer hosted campus events.

prepare to make the connectionDevelop a personal marketing plan. it is important to articulate your skills and how you want to use them.

research your options. investigate positions, indus-tries, and organizations that interest you.

prepare potential questions. Knowing what informa-tion or advice you are seeking is an essential component of maximizing your time with contacts.

make the connectiononce you have identified networking contacts, your next step is to initiate communication. there are a number of ways to make contact, depending on how well you know the person. if this is someone you speak with regu-larly, a phone call is likely appropriate. For contacts with

whom you are less famil-iar, consider sending an e-mail or letter. Your corre-spondence should indicate how you were referred and the purpose of your contact. request a time to connect with them in person or via phone for 20–30 minutes.

foLLoW-UpAfter speaking with your contact, send a personalized thank-you note that identifies key information you dis-cussed and how you will use that information. this will let your contact know you heard their message and appre-ciated their time. Sending a thank-you note to everyone you speak with will help you maintain your network.

DeveLop a contact Logorganize your communications by tracking contact name, date of the contact, the outcome, and any other important notes. continue to maintain these networking relation-ships through periodic lunches, phone calls, and/or correspondence.

netWorking

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Networking is the active process of making contacts, exchanging

information, and presenting yourself to others.

l obtainabusinesscardfromeachcontact

l keepyourlistofcontactsupdated

l Solicitreferralstootherpotentialcontacts

l askcontactstoreviewyourresume

l Showenthusiasm,apositiveattitude,and

professionalism

Do’sNETWoRKING

askforajob/internshiporexpectajoboffer l

neglecttofollowuponleadsyoureceive l

givetheimpressionthatyoulackconfidenceandsincerity l

wastetimewithconversationthatisnotrelatedto l

professionaltopics

NETWoRKING

Don’ts

“Networking is not only the list of contacts you have developed, it is also about people thinking of you when a job/internship opportunity crosses their

desk.”

JeFF JeNKiNS

Assistant Director,

Communications,

Marketing & Media

Social Networking Social networking is a forum that allows individuals to stay connected and/or meet new people by using certain internet sites that are often considered online communities. if you are actively participating in social networking sites, it is helpful to understand this activity from a professional perspective. Networking sites may create an illusion of privacy, which is not quite accurate. As a social networking participant, your information is potentially accessible to a range of individuals. Prospective employers, professors, graduate school admissions committees, or the media may view your sites. As a result, your social networking activities may reach a wider audience than you anticipated.

how can social networking affect a job/internship offer? A growing number of employers are now researching candidates using social networking sites. this is an easy option for many employers and some use this information in their employment selection process. thus, the possibility exists for information posted on candidates’ social networking sites to affect job/internship offers. the following is a list of the most common indiscretions that can interfere with your future employment:

l Promiscuous or inappropriate photos l Alcohol/drug related experiences l complaints about bosses/supervisors l vulgar language or content l overly self-disclosing information l music/videos with profanity or nudity

What can i do? l Adjust your privacy settings. most social networking sites offer the option to only allow access to users you have approved. Use your settings wisely and employers will not have access to the contents of your sites. l Review your profile pages. revise or remove information that may create an unfavorable image of you. l Google yourself. view the public information about you that is available to others. Perform an internet search on yourself and verify that the content listed is accurate and appropriate.

Given the widespread use of social networking sites, it is likely that you will communicate through these venues. remember that the content on your site has the potential to portray you in a favorable or unfavorable manner, so take precautions to safeguard your image.

career fairsCareer fairs provide an opportunity for networking, a way to search for an internship/job, and a forum for professional development.

Before a career fair Check the website to determine the companies attending the fair. Research company websites and identify 5-7 employers most aligned with your career goals. Based on your research, develop potential questions to ask the recruiters. You will also want to update your resume and prepare copies before the event. Appropriate attire is often influenced by the industries recruiting at the fair. At Northwestern, most attendees wear business professional attire; this means suits for both men and women.

During a career fair Approach employers with a firm handshake and introduce yourself. During your con-versation, ask inquisitive questions about the orga-nization and available positions. At the conclusion of your conversation, hand yourresume to the employer and ask for his/her business card.

elevatorSpeech An elevator speech is a con-cise and memorable introductory statement that quickly conveys important and inter-esting information about you. Employers are typically interested in the following: l Name, university, year in school, and major l Opportunities sought l Relevant experience l Highlights of skills and strengths l Knowledge of the company

Sample Elevator Speech

Hello, my name is Adam Jenkins and I’m a senior in Psychology at Northwestern University. I saw a job listing on your website for an entry level Career Advisor position and I wanted to share with you a little about my experience. Last summer, I interned with University Career Services. Because of my ability to communicate with students and understand their needs, they asked me to stay another quarter to work with them this fall. My experience at UCS reaffirmed my interest in obtaining a position as Career Advisor for a university. I was hoping you would tell me more about the new programming initiatives I saw listed on your website.

after a career fair Send a thank-you note or e-mail to employers who were of particular interest to you. If there were employers you did not have the oppor-tunity to connect with, send them a message articu-lating your interest and regret that you did not meet them at the event.

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experientiaL Learning & internships

experiential learning involves activities outside the classroom that focus on helping you acquire practical skills and knowledge while exploring various work roles and career choices. experiential learning comes in many forms, including internships, part-time or summer jobs, volunteer work, and externships.

internships may range from a combination of dif-ferent features varying in formality, time commitment, payment, academic credit, and direction within the work environment. Additionally, internship experiences are not limited to summers only; similar opportunities are avail-able throughout the academic year.

Experiential learning activities allow you to:l explore and validate your interests in potential career fields/industriesl Discover new skills you possess and apply them to your workl Develop work-related skills, such as interpersonal, organizational, and leadershipl Network with people in your field and gain additional information

experientiaL Learning consiDerationsif you are considering an internship, part-time job, or volunteering, determine what you hope to gain from these experiences. Develop a plan that allows you to align your current decisions with your long-term goals. identify potential industries or types of careers that interest you, including unexplored opportunities that can enhance your skill set and contribute to the growth of your experi-ences. Determine what types of things you would like to do, where you would like to go, and what settings appeal to you.

secUring yoUr experienceStarting early, being proactive, planning, and researching employers are essential components in securing expe-riential learning opportunities. As you move forward, it is important to prepare a resume and cover letter, and to develop interviewing skills. recruitment cycles vary depending on your industry. Some industries begin their recruitment process during the fall quarter, while others will peak during the winter and spring quarters.

seeking opportUnitiesif you are committed to finding an experiential learning opportunity, maximize the resources available, such as:

l careercat l iNet l UcS electronic subscriptions l industry specific websites l employer websites l internship binders in the career information center l Personal contacts, including faculty, friends, family, and others

aDDitionaL opportUnitiestemporary employment agencies, service/volunteer-based work, and job shadowing, are all viable options. it is help-ful for you to creatively consider how to gain valuable experience in any work setting. For example, if you are working in a restaurant as a cook, but would like to gain experience in marketing—try asking your supervisor if you can assist with company advertising strategies.

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“An important step in

experiential learning is to

reflect on what you hope to gain

from the experience and how it connects with your career

interests.”

BetSY BiShoP

Internship Specialist

Internships are the mostcommon form of

experiential learning thatstudents pursue.

SePtember l register with careercat and iNet. l Schedule an appointment with a UcS career counselor or internship Specialist. l Define your goals and determine the focus for your internship search.

oCtober/ l Participate in workshops that cover topics such as resumes, cover letters, interviewing, etc. november l visit the career information center to research potential internship fields and employers. l Attend company information sessions as part of your exploration process. l Seek additional information by attending internship initiative.

november/ l meet with an internship Specialist to critique your resume and cover letter, and to plan your internship search.deCember l Develop a list of potential employers you would like to consider pursuing. l Search careercat and iNet for internship opportunities on a frequent basis. l Arrange informational interviews with people in fields that interest you. l Schedule a mock interview with a career counselor or internship Specialist.

winterbreak l contact organizations to inquire about summer employment opportunities. l Network and inform contacts of your internship search plans. l review your resume and revise as appropriate. l identify potential internship sites and submit application materials.

janUary/ l review careercat and iNet for new internship postings.febrUary l Prepare and attend campus career fairs. l expand the list of potential employers you previously created. l Apply for internships and/or contact desired employers that may consider creating an internship for you.

febrUary/ l Submit additional resumes and cover letters and follow-up with organizations after approximately two weeks.marCh l Participate in the Next externship Program and connect with NU alumni. l Schedule off-campus interviews with employers during your spring break. l meet with an internship Specialist to discuss your internship search progress. l if planning to apply for a non-paid internship, attend a SiGP information session.

aPril/may l Send out additional resumes and cover letters if you have not secured an internship at this point. l evaluate your internship offer(s) and select the best option for you. l confirm your starting date and other details in writing. l Determine living/transportation arrangements, especially if your internship is outside of your hometown. l Set goals and discuss mutual expectations with your internship supervisor.

internshipSearchtimelineresearchyourindustryanditsrecruitmenttrendsinordertomaximizetheopportunitiesavailabletoyou.belowisageneralinternshipsearchtimelinedesignedtohelpyouorganizeandconductaneffectiveinternshipsearch.

internshipinitiative

This is an informational event for

freshmen and sophomores who are

exploring career fields for internships.

At this event, you will have the oppor-

tunity to speak with employers and

obtain information about industries,

companies, and internships.

nextexternshipProgram

The NEXT Externship Program matches

you with a Northwestern alumnus based

on your career interests. During your

externship, you have the opportunity to

gain knowledge of your career field.

SigP

The Summer Internship Grant Program

(SIGP) provides a $2,000 stipend to

support internships that are typically

non-paid. An application is required for

consideration.

internshipPrograms

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resUme

A resume is a summary of your education, experiences, skills, and qualifications. A strong resume success-fully demonstrates the strength of your candidacy for a particular position.

Effective Resumes: l Focus on the position description and the employer’s needs l Describe your career direction and job-related skills/interests l emphasize your potential contributions and previous accomplishments l Use power verbs to begin statements describing your experiences

types of resUmesthere are three common types of resumes. the style you choose should highlight your unique skills and experi-ences in the most user-friendly manner.

chronological A chronological resume highlights your experience and education in reverse chronological order. many employers prefer a chronological resume and it often works well for new graduates. one disadvantage of the chronological resume is that it may reveal employ-ment gaps.

functional A functional resume highlights your quali-fications, skills, and related achievements with little emphasis on employment dates. the functional resume stresses selected skill areas and promotes the idea of transferable skills. the disadvantage is that employers are less familiar with this format and undergraduates seldom use it effectively.

combination A combination resume includes aspects of both chronological and functional formats. Qualifi-cations, skills, and related achievements are highlighted and employment history is included as a separate section. the disadvantage of a combination resume is that it is difficult to write effectively.

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Employers spend between 30-60 seconds

reviewing your resume. It is important that your

resume is concise and visually appealing. factfast

A resume provides an opportunity

to communicate your value to a potential employer.

“An effective resume is one that tells a clear story. Assume the reader has no idea ofyour accomplishments and try to demonstrate the context of your work by showing HOW you did WHAT you did and WHY it was important.”

WeSLeY thorNe

Assistant Director, Business

resUme categoriescontact information At the top of the resume, include your full name, permanent and school address (if appli-cable), telephone numbers that you want employers to call, and e-mail address.

objective An objective statement summarizes the type of work desired and key qualifications. tailor your state-ment for the specific position and indicate what you can offer the employer.

education include your school’s name, location, degree type, graduation date/anticipated graduation date, major(s), minor(s), and GPA. if you have more than one degree, place the highest or most recent degree first. Within this category, you also have the option to list rel-evant coursework and/or academic honors and awards.

experience this section highlights experiences includ-ing: full-time, part-time, and summer employment; stu-dent teaching; internships; practicum experiences; and volunteer work. List your experiences in reverse chrono-logical order. For each position, provide the company name, position title, location of the company, and dates employed. For each experience, describe the work per-formed, contributions, achievements, and demonstrated skills and abilities. Use power verbs to begin each state-ment. When appropriate, use the technical or specific terminology and language of your chosen field.

Leadership include offices/positions held, organiza-tion name, dates, significant contributions, projects, and demonstrated skills and abilities. it is common to format this section in a similar manner as the experience section, including the use of bullet pointed descriptions.

activities and/or community/civic involvementinclude offices held, organizations, dates, significant con-tributions, projects, and demonstrated skills and abilities. this section is most commonly organized in a list format.

honors/awards You can elect to put all your honors/ awards in this section or split them between education and this category. include the name of the honor/award and the date(s) granted. A brief statement describing the honor/award is optional.

professional affiliations content in this section often includes organizational memberships and offices held, projects, certifications, and licenses.

military experience include rank, service, assign-ments, dates, significant contributions/achievements, demonstrated skills and abilities, and reserve status.

skills this category commonly lists computer com-petencies and foreign language skills. You may also list any other job-related skills you would like employers to know.

interests this is an optional section that is typically included only if the interests support the objective and are career-related.

content to exclude from resumes: l reasons for leaving previous employers l Social security number l Salary history l Physical characteristics l health or physical problems l race, ethnicity, national origin, age, religion, etc.

71% of hiring

managers prefer a

resume that is

customized for the

specific position

available.

factfast

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Accomplished

Achieved

Administered

Advised

Analyzed

Arranged

Assessed

Collaborated

Communicated

Completed

Conducted

Consulted

Contributed

Coordinated

Corresponded

Created

Designed

Determined

Developed

Directed

Drafted

Encouraged

Enhanced

Established

Evaluated

Examined

Expanded

Facilitated

Formulated

Fostered

Generated

Guided

Handled

Identified

Illustrated

Implemented

Improved

Initiated

Inspected

Integrated

Invented

Investigated

Maintained

Managed

Maximized

Motivated

Navigated

Negotiated

Operated

Organized

Oversaw

Performed

Planned

Prepared

Presented

Processed

Produced

Provided

Published

Recorded

Regulated

Repaired

Reported

Represented

Researched

Resolved

Reviewed

Revised

Scheduled

Secured

Served

Specialized

Strengthened

Supervised

Supported

Taught

Trained

Validated

Verified

Wrote

poWer Verbs

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resUme formatting Develop a resume format that highlights your candidacy. employers receiving numerous resumes for one position may have a limited amount of time to review the number of resumes submitted. Keeping this in mind, condense your content to one page if you are an undergraduate stu-dent. if you are a graduate student or a more experienced applicant, a two-page resume is often an acceptable option. Additionally, formatting expectations may differ depending on the industry, so make sure you understand the specific standards of your field.

Formatting Tips: l Do not use a resume template program; rather, start with a blank document. l Place the most important information first and group related experiences together. l Use underlining, bolding, and italics to emphasize categories and important topics. l Keep your format consistent (e.g., font size/type, order of information, layout, etc.). l Use professional, easy-to-read fonts (e.g., Arial, times New roman, etc.).

appLication proceDUresonce you have developed your resume, the next step is to determine the appropriate application method for each employer. Some employers prefer a formatted document version of your resume attached to an e-mail message, while other employers may not open attachments due to company policies, concerns about viruses, and/or incom-patibilities among word-processing programs. employers may also ask you to cut and paste the contents of your resume directly into the body of an e-mail, use an online application, or apply through their website. completing an applicant profile is another possibility, which can include uploading a resume and additional employment information. remember to review the application pro-cedures in the job description to determine submission requirements for each specific employer.

appLication revieWin some cases, your application materials are reviewed by a human resources representative/hiring manager, while other agencies will screen your materials using an electronic system. tailor your resume and cover letter for the specific position to which you are applying. Do not send a generic, “one size fits all” resume and cover letter. if you know the hiring manager for the position, it is recommended that you send a copy of your materials to this person and mention that you have submitted your materials formally.

resUme posting on commerciaL sitesA number of commercial sites invite job seekers to post their resumes online to large databases that a range of employers access. only post information you are comfort-able sharing about yourself, since you do not know who is accessing your information. Also, decide if you want your current employer or others to know you are applying for positions. Posting your resume on commercial sites may communicate to others that you are engaged in a job search.

l Usepersonalpronouns,abbreviations,oracronyms

l includeconfidentialinformation

l Provideirrelevantinformation

l listreferences

l Usefancyandunusualfonts

l exaggerateyourexperiencesoraccomplishments

l repeatinformationofferedinanothercategory

l listinaccurateinformation

l Usearesumetemplate

l tailorforeachposition

l Usebold/capstohighlightsectionheadings

l Choosecategoriesthatemphasizeyour individualstrengths

l Quantifyandqualifyyouraccomplishments

l includerelevantnon-workexperiences

l Usepowerverbstostrengthenyourstatements

l emphasizetransferableskills

l editandproofreadmultipletimes

l Produceaqualityandprofessionalproduct

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Do’sRESUME

RESUME

Don’ts

“When creating a resume, start by compiling a list of your accomplishments, job responsibilities, and work-related skills.”

JoSe SANtoS

Assistant Director, Liberal Arts

Sample Resumes

L internship— lessexperienced

includingacademicaccomplishmentsisagoodideaforcandidateswithlessexperience.

internship—moreexperienced M

thisresumesuccessfullyhighlightstherelevantexperiencesofthe

applicant,makingiteasierforanemployertoidentifytheskillsrequired

fortheposition.

The resumes provided in this Guide are intended as samples only. Develop your resume based on the format and content that allows you to market yourself most effectively.

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Lleadership— athleticexperience

athleticparticipationdemonstratesanabilitytoworkwellwithateam—aqualitymanyemployersseek.

leadership—greekexperienceM

beingactiveinagreekorganizationoffersagreatopportunityto

emphasizeyourleadershipabilities,especiallyifyouhaveheldanoffice

orchairedanevent.

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Lteaching

itisespeciallyimportantthatteachingresumesprovideinformationoncertificationsandanyexperiencesrelatedtoworkingwithchildren.

non-ProfitM

asanon-profitjobseeker,itisvaluabletohighlightyour

communityinvolvement.thiswilldemonstrateacommitmentto

andawarenessofthefield.


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Lengineering

listingrelevantcourseworkallowsemployerstoquicklyidentifyyourpreparation.

technicalM

technicalresumesmayalsoincludethefollowingsections:

Certificationshardware

operatingsystemsnetworking/protocols

Programming/languagesdatabaseapplications

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LPublishing

remembertoemphasizeyourtransferableskills,suchasorganizing,collaborating,andresearching.

advertisingM

thisresumenicelyhighlightsrelevantworkexperiencesinthefield.


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LConsulting

thisresumeformatisparticularlystrongforthosewhowantemployerstonoticetheirsignificantleadershipskills.

financeM

Useyourbulletpointstodemonstratetheskillsemployedandthevalue

addedtotheorganization.

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Lexperienced graduateStudent

aneasy-to-readlayoutthathighlightsimportantinformationwillhelpyoucatchthereader’sattention.

graduate[p.2]M

thisstudentlists“selected”publicationstosavespaceanddemonstratehehasadditional

publicationsthatarenotlisted.


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alumni[p.2]M

Usenumbersandfigurestoquantifyyouraccomplishmentsandincludetheresultsofyourspecificprojects

whenpossible.

L experiencedalumni

anexecutiveprofileisanicewaytoconsolidateyourexperiences.Considerwhatyouwouldwanttoconveytoanemployerifyouonlyhadafewmomentsofhis/hertime.

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common cv categories: l contact informationl educationl honors/Awardsl research experiencel Languagesl courses taughtl technical Skillsl Publicationsl Presentations

l Work experiencel Servicel referencesl Grants/Fellowships l Professional membershipsl Dissertation/thesis titlel teaching experiencel computer Skillsl certifications

it is not necessary to use all categories listed above. include the categories that are appropriate based on your individual credentials and experience. it is recommended that you consult with your advisor and professional peers to make sure you have included all categories specific to your discipline. it is Not recommended that you include the following: pictures, salary history, health issues, hob-bies, social security number, and demographic informa-tion, such as race, ethnicity, religion, and age.

cv formattingSimilar to a resume, the first section of a cv should provide your name and contact information. thereafter, order the categories based on what is most significant for the position for which you are applying. highlight your headings and important information using a variation of bold and capital letters, underlining, and italics. it is often recommended that you list important information on the left side of the page to catch the reader’s eye. Additionally, within each category, list information in reverse chronological order (starting with the most current events and ending with the earliest events).

M alwaysusethespellingandgrammarcheckfunctions.

M includeaheaderwithyournameandpagenumber(oneachpage).

M Printonwhiteoroff-white(linen)resumepaper.

M bulletpointsoftenenhancereadability,butmakesurenottousetoomany.

M describeyourexperiences,butdonotuseunnecessarilycomplicated language.

M avoidacronymsandabbreviations.

M Usecautionwhenbeing“creative”withfonttypeandsize.

M haveyourCvreviewedbymultiplesources(e.g.,UCSstaff,professors, professionalpeers,etc.).

M regularlyupdateyourCvwithyournewexperiencesandactivities.

cUrricULUm vitae

Sample CV

cv tips

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While similar to a resume, the curriculum vitae (CV)

focuses more specifically on academic achievements.

those holding or pursuing a master’s or doctorate degree often use a cv when applying for positions within academia, although a cv may also be appropriate when applying for non-academic positions, grants, and fellow-ships. there is no “right” way to prepare a cv; however, there are frequently used categories and formats.

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Sample CV

LCv[p.2]

orderyourcategoriesbasedonwhatismostimportanttotheprospectiveemployer.

Cv[p.3]M

itisstandardtoprovidecontactinformationforatleastthreereferences.

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A cover letter is an important marketing tool that clearly highlights the strengths of your candidacy. it is used to initiate contact with an employer, capture the employer’s interest, demonstrate your credentials, and ultimately to secure an interview.

types of cover Lettersthe prospecting/introductory Letter this type of letter is used to inform the employer of your interest and to inquire about available opportunities.

the application Letter this type of letter is the most common and is sent to an employer in response to a specific job or internship posting.

cover Letter contentcover letters are written in a business letter format. A cover letter should not exceed one page in length and should consist of three to five paragraphs.

opening paragraph Use the opening paragraph to introduce yourself. State your reason for writing and how you learned about the organization and/or position. if someone referred you, include the person’s name and affiliation with that employer. Also, include two to three sentences demonstrating your level of interest and knowl-edge about the organization.

middle paragraph(s) Use the middle paragraph(s) to emphasize and elaborate on your strongest qualifications and key experiences relevant to the position for which you are applying. Address any specific qualifications the employer may have listed in the job description. Use your resume and cover letter to convey the complete picture of what you want the employer to know about you.

closing paragraph Generally, the closing paragraph is used to thank the reader for his/her consideration, to request an opportunity to discuss the position, and to indicate how the employer can reach you. For those conducting long distance searches, let the employer know if you plan to visit their geographical area, in hopes of arranging an interview during your stay.

cover Letter•

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Sample Cover Letters

The cover letter introduces you to potential employers

and should always accompany a resume.

M Usethesamecolorandtypeofpaperasyouuseforyourresume.

M addressyourcoverlettertoaspecificperson.

M Customizeyourcoverletterforeachemployer.

M Solicitfeedbackonyourcoverletter.

M Proofreadbeforesubmittingyourapplicationmaterials.

cover Letter tips

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Whether you are seeking a full-time/part-time job, internship, or planning to apply for graduate/professional school, you will likely need to provide references. potentiaL referencesA range of people can potentially serve as strong refer-ences for you. consider your activities and experiences in order to determine the best references for your individual situation. the ideas below will help you develop your own list of references:

l Professors l Current/former work supervisors l Athletic coaches l University staff/administrators l Professional colleagues or clients l Fellow committee members l Community leaders

reference seLectionDetermine the skills necessary for the particular position/ program and the individuals who can speak to those skills. identify a minimum of three individuals who will advo-cate on your behalf. if you are applying for graduate/professional school, your reference list will probably look different than if you are applying for an internship or full-time job. Graduate/ professional schools prefer references from academic set-tings unless you have participated in work related to the program to which you are applying. if you are applying for an internship or full-time posi-tion, employers may prefer references who can speak to your work-related skills. however, if you have professors who can speak to your potential in a work setting or can speak about the work you have done for them, they may serve as very valuable references as well. approaching potentiaL referencesDepending on your relationship with your individual references, you may contact them in-person, via e-mail, or by phone. When you communicate with your potential references, you should ask directly if they are willing to serve as references for you. if they agree, provide them your resume/cv and inform them of the positions/pro-grams for which you are applying. it is also helpful to discuss your future plans, points you would like them to emphasize, and any other relevant information.

maintaining reLationships With referencesmaintain strong relationships with your references throughout your academic/professional career and not only during your searches. the following are recommen-dations: l Provide advance notice if you will use a reference’s name for applications. l meet, call, or e-mail your references to update them on any new information. l Notify references when you receive offers and other good news. l inform references of any changes to your career interests/path. l contact references occasionally to keep in touch. l Send references thank-you notes acknowledging them for their support and willingness to serve as a reference.

reference formatList your references on a separate page that follows your cover letter and resume. remember to maintain consis-tency with your other application materials, using the same paper, font style, and header. Depending on your preference, you may choose to center your references, left justify your references, or use two columns. the contact information should list the name, degree (if applicable), title, business address, phone number, and e-mail address for all references provided.

Example:Jane m. Smith, Ph.D.Professor, Department of economicsNorthwestern University655 Sheridan roadevanston, iL 60208(847) [email protected]

Letters of referenceLetters of reference are typically required for graduate/ professional school applications and for those applying for professorships. if you are asked to provide letters of reference, give plenty of notice to the individual writing your letter. Also, provide your references with a current resume/cv and any other information that may help them develop strong letters (e.g., description of the graduate/professional program, job posting, etc.).

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intervieW process

interviews are a critical part of the hiring process. As a candidate, the interview allows you to obtain information about the job and the organization, determine whether the job is suitable for you, and favorably impress the employer. the interviewer is working to promote his/her organization, gather information about you, and assess how your qualifications match the job requirements.

Before the intervieWPreparing for an interview is not a one night affair, but should begin early in your job search process. What you do before the interview will contribute to your success. this is broken down into the following three main components:

know yourself conduct a thorough self-assessment of your education, experi-ences, accomplishments, strengths, weaknesses, interests, and values. review your resume and think about what skills you developed and what contributions you made in each respective experi-ence. this will enable you to speak thoroughly to your candidacy.

research Learn everything you can about the organiza-tion (e.g., vision, location, size, structure, products and services, culture, customers, and competitors). Knowing more about the industry and the company will allow you to better respond to interview questions and will demonstrate that you are prepared and interested in the organization.

practice Practice will help you become more comfort-able and confident in talking about yourself and your accomplishments. We encourage you to practice your responses out loud with a friend, family member, or a UcS practitioner. receiving feedback is critical to improving your interviewing skills.

DUring the intervieWFortunately, most interviews follow a similar pattern con-sisting of three stages: the introduction, the information exchange, and the wrap-up.

the introduction Arriving early for an interview is a sign of respect to the professional that has reserved time to meet with you. When the interviewer approaches, rise from your seat to greet him/her. As you walk to the interview room, this is your opportunity to develop rap-port with the interviewer by engaging in small talk. once

seated, the interviewer may provide an overview of your time together.

the informationexchange this is your opportunity to prove that you are the best candidate for the job. During the information exchange, the

interviewer will ask questions about your experiences, skills, and interest in the position. remember that your non-verbal behaviors, such as how you stand, sit, and lis-ten, also impact your interaction with the employer.

the Wrap-Up toward the end of your interview, it is common for the interviewer to ask, “Do you have any questions for me?” Your questions should address topics, such as details about the position and skills/qualifications the organization is seeking. Avoid asking questions related to salary, benefits, and personal topics. At the conclusion of your interview, express your appreciation for their time and restate your interest. the interviewer will likely share their timeline and offer you a business card.

after the intervieWAnalyze the interview by asking yourself how the inter-view went, what you learned, and what your impressions were of the organization and the interviewer(s). Keep a written record of each interview to help you remember and compare positions later. Within 48 hours, send a personalized thank-you note to each person with whom you met. if you do not hear back from the organization within the time-frame discussed, contact them to express your continued interest and ask about your status.

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It is important to understand each step of the interview

process: the before, during, and after.

“NU-Portfolio is an online,

interactive tool that will help you

identify your strengths and

skills in preparation for

upcoming interviews.”

NiNA moDi

Associate Director,

Information Systems

intervieW attirePresent yourself in a manner that reflects a highly polished and professional image. While your interper-sonal skills and your ability to formulate responses are the most important elements, appropriate attire supports your image. the way you dress can greatly enhance or detract from the impression you hope to make with a potential employer.

general guidelinesFor both men and women, the professional standard is to wear a two-piece, matched suit. A well-tailored or fitted suit will help you present yourself professionally and con-fidently. Appropriate size is critical not only for comfort, but also for presenting a “clean fit.” Acceptable colors for business suits are darker shades and hues (e.g., gray, navy, and black). For each interview, make sure your suit is pressed so you present a sharp appearance. guidelines for menTies Wear patterns that are uniform and subtle, whether stripes or small dots. Deep reds, maroons, blues, navys, grays, and blacks are colors that blend well with dark suits.

Shirts Long-sleeved shirts are most appropriate all year round. choose white, light blue, or conservative stripes.

Socks Wear socks that complement the color of your suit and are long enough for you to cross your legs without showing bare skin or leg hair.

Shoes Lace-up, wing tip shoes are the most conservative choice and are almost universally acceptable. Dressing in your best attire for the interview also means having your shoes shined, if not new.

Belts Select a belt with a simple buckle that matches or complements your shoes.

Hair clean and well-groomed are good goals for your hair. Shave or neatly trim any facial hair.

guidelines for WomenSkirt length A serious consideration when purchasing or choosing which suit to wear should include the length of your skirt. At minimum, your skirt should cover your thighs when you are seated. A good rule of thumb is that your skirt at least reaches the middle of your knees when standing.

Color Women generally have more options with suit color than men. Beige, light gray, and slate blue can convey a conservative look. in building your professional wardrobe, navy blue, dark gray, and black are staples.

Shirt / sweater Wear a blouse that complements your suit in a conservative fashion. typically, it is not recom-mended that you wear tops that are revealing, high around the neck, or have too many ruffles or frills. White or off-white colors usually match well with many suit colors. A knit shell is also appropriate underneath your suit jacket.

Hosiery Women should always wear hosiery. Select a neutral shade or one that coordinates with your suit.

Jewelry / accessories Limit your jewelry/accessories to a maximum of five pieces. You do not want your jewelry/ accessories to distract from what you are saying during the interview.

Shoes Select shoes made of leather or fabric/micro fiber. choose close-toed pumps that allow you to walk comfortably.

Purse / handbag carry a small, simple purse or handbag that coordinates with your shoes. it is also acceptable to bring a small briefcase or business-like tote bag.

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M ifindoubtaboutwhattowear,erronthesideofdressingconservatively.

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teLephone intervieWsPhone interviews are often used as a “first round” screen-ing measure to determine who to invite for face-to-face interviews. Understanding the structure and nuances of the phone interview will help prepare you.

Before the telephoneinterview Prepare for thetelephone interview by researching the company and industry, reviewing your experiences and skills, and practicing your responses to potential ques-tions. When you arrange the phone interview, ask who will contact you and when the interview will take place, and remember to take into consideration time zone differences. Also, ask for the names and titles of others who will participate during your interview. Finally, make arrangements to interview in a quiet space where you will not have interruptions.

During your telephone interview Be ready 10-15 minutes early for your interview. As you await the call, review your application materials, resume, and the job description. When the phone rings, answer it in a pro-fessional manner. the interviewer will take the lead by introducing the individuals on the phone and their roles. if there are multiple interviewers on the call, it is helpful to make a diagram of the seating arrangement with each person’s name and position. the interviewer will usually provide you with the structure of the interview and then start the information exchange. if your call-waiting signal beeps, do not answer the other call. in addition, avoid eating or drinking during the interview as it can distract the interviewers. Lag time and silence is very common during a telephone inter-view. it is probably a sign of the interviewer(s) diligently taking notes. At the conclusion of the interview, thank the interviewer(s) and reiterate your interest in the position. the interviewer(s) will likely discuss next steps.

after the telephone interview Within 48 hours, send a thank-you note to each interviewer reiterating your interest in the position and thanking them for considering your application and candidacy.

the seconD intervieW anD/oron-site visitSecond interviews and/or on-site visits are designed to evaluate your skills and competencies in greater depth and to determine if there is a “fit” between you and the orga-

nization. typically, second interviews are conducted at the organization’s site, although some employers conduct them elsewhere. An interview often takes a half or full day and may include multiple succes-sive interviews, lunch, and a tour of the office.

Remindersl Keep your responses to questions fresh and enthusi- astic. try not to “recycle” answers from your previous interview.l treat each interview as if it is your only chance to sell yourself for this position.l observe the organization’s culture and the interactions between staff members. l if a company indicates they will reimburse your expenses, spend reasonably and keep receipts for all expenditures.

intervieWing DUring meaLsYou may receive invitations to have a meal with your interviewer(s) or attend a reception with a group of can-didates. it is not advisable to drink alcohol at any time during an interview. choose food items from the menu that allow you to easily converse. employ standards of etiquette during the meal and remember that you are still being assessed. consider meetings during meals as significant as other types of interviews.

types of intervieWs

Informal Phone ContactsDuring your search process, employers might contact you at any time. Your chances of being hired are potentially impacted by any communication you have with prospective employers.

M Tailor the greeting on your voicemail to reflect your professionalism.

M Inform those who have access to your phone about your application process.

M If you cannot answer the call in a professional manner, let your voicemail screen the call and return it when you are prepared.

testingCompleting one or more

tests that are used to assess

particular skills, knowledge,

or qualities is common for

certain industries. Tests

may include case studies,

and math, psychological,

and occasionally foreign

language examinat ions .

It is appropriate to ask, in

advance, if any testing is

required.

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There are different types of interviews

and you should prepare accordingly.

BehavioraL intervieWingBehavioral interviewing is based on the idea that past behavior and performance is a good predictor of future behavior and performance. the interviewer will typi-cally ask questions that begin with “tell me about a time when you…?” or “describe a…” or “give me an example of when…” Because this is the most common interview format used by employers, you will need to develop a strategic approach. Your goal in responding to behavioral interview questions is to share specific experiences as they relate to the position for which you are applying. every experience can provide a potential answer to these types of questions. Prepare for a behavioral interview by identifying the skills, knowledge, and experience required for the position. Analyze your background and identify times when you demonstrated these requirements. one way to approach this task is to create three categories labeled: (1) skills, (2) knowledge, and (3) experience. then ana-lyze and identify themes within the job posting. the next step is to select examples or instances from your resume where you have shown evidence of such work within your education, experience, leadership activities, and skills sections.

the star approachthe StAr approach is used to structure and orga-nize responses to behavioral interview questions. this approach will help you succinctly communicate the important parts of your unique situation and avoid ram-bling or adding unnecessary information. each letter of StAr represents a part of your dialogue in describing the event.

situation Describe the general situation

task Describe the task at hand and your specific role within it

action Describe the actions you took

result Describe the outcome of your actions read the following example to see how the StAr approach comes together:

Question: Please describe a time when you employed problem-solving skills.

Answer: in my internship last summer at the National relief Fund, i was asked to devise a better system for tracking donations earmarked for hurricane disaster relief (Situation). Because the American relief Fund is such a large organi-zation, i needed to understand the various ways donations were being tracked (task). By survey-ing regional offices i found that only 78% of these offices had database tracking systems that were upgraded to the level of those at the national office. i included this information in a report that recommended an upgrade in these databases for all regional offices (Action). As a result, the ceo made the decision to move forward with upgrad-ing systems by August 2010 (result).

l researchtheindustryandthecompany

l Preparequestionstoasktheemployer

l PracticewithaUCSstaffmember

l reviewyourresume

l bringextracopiesofyourresume,anunofficial transcript,andyourlistofreferences

l Conveyenthusiasmforthecompanyandtheposition

l askforclarificationifyoudon’tunderstandaquestion

l taketimetothinkbeforeansweringdifficultquestions

l Speakspecificallyaboutyourroleinanyprevious successes

l obtainabusinesscardfromeachinterviewer

l Sendathank-younoteaftertheinterview

l arrivelate

l leaveyourcellphoneon

l Speaknegativelyaboutanything

l actoverbearing,overaggressive,orconceited

l Chewgumorsmelllikesmoke/alcohol

l discusssalary,holidays,orbonuses(unlessinterviewerraisesthesetopics)

l Useacronymsorslanglanguage

l refertotheinterviewerbyfirstname(unlesstheinterviewerindicatestodoso)

l interrupttheinterviewer

l lieorexaggerate

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case intervieWingcase interviewing is a tool used by consulting firms to assess your skills and potential for a consulting posi-tion. cases are usually scenario-based, problem-solving activities designed to uncover competencies along various dimensions. this style of interviewing requires you to work through business cases similar to those you may face as a consultant. employers seek candidates who demon-strate the following skills/competencies:

l Business insight l communication skills l creativity l inquisitiveness l Logical/analytical thought process l Practical judgment/decisiveness l Quantitative skills l response to pressure/lack of information

types of QUestionsBrainteasers Logic questions that measure your creativ-ity, quantitative, and problem-solving skills.

market sizing Questions that measure your quantitative skills, such as the size of a particular problem or quantity of certain products, and your ability to think quickly.

Business cases Problem-solving activities designed to uncover competencies along various dimensions. cases are based on either hypothetical situations or real issues faced by companies.

frameWorksthere is not a magic formula for success in case inter-views, but you can develop a structured approach. When answering case interview questions, familiarity with business frameworks helps you structure your responses. While frameworks are not appropriate for all cases, a gen-eral understanding of the following may help:

l Porter’s 5 Forces l Availability of Substitute Products, and Level of Competition Among Firms l 3 C’s: Cost, Customers, Competitors l 4 P’s: Product, Price, Place, Promotion l SWOT Analysis: Strengths, Weaknesses, Opportunities, Threats l Profit = Revenue - Costs

the objective of the case interview is to dem-onstrate your ability to solve complex problems, not necessarily to reach the correct answer. in addition, the interviewer wants to observe the process you use to approach a problem. remember that the case interview is a dialogue with the interviewer and not a monologue. think about a case interview as four distinct parts:

1. information gathering Listen carefully and absorb all the information provided. Ask thoughtful, probing questions to clarify and acquire more relevant informa-tion. taking notes is helpful as you engage in your case.

�. organizing your analysis take some time to think about your responses—a little silence is fine. consider whether using a framework will help guide your case, but do not force a framework to fit the case.

�. addressing the problem Work through your answer out loud. explain the logic behind your responses so the interviewer can understand your analytical skills and thought process. throughout your response, make reference to the facts provided by the interviewer. Listen for hints from the interviewer as he/she will often guide you in the right direction.

�. closing the case Summarize your analysis. if you have not arrived at a solution, share potential options and next steps.

resoUrcesl case examples and tutorials are available on many consulting firm websites.l Print resources are available at the UcS career information center. l the vault Guide to the case interview, by vault (available through the NU Library’s electronic resources).l Ace Your case! consulting interviews, by Wet Feet Press (available through the NU Library’s electronic resources).

aDDitionaL practicel employers often host practice case interviewing sessions on campus. visit the UcS calendar of events online for details. l the mock case interview Program occurs each fall and provides seniors an opportunity to participate in a mock case interview given by a consulting employer. l Gather a group of people planning to interview with consulting firms and practice approaches to sample cases.

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“Case interviewing

success involves the combination of your ability to process business problems, think

strategically, and demonstrate

your interpersonal skills.”

ABrA Kitei

Assistant Director,

Kellogg Certificate

Program

typically employers will ask questions about you, your education, your career goals, and the organization/ position for which you are applying. Additionally, it is com-mon to receive questions related to skills important to the organization/position, such as decision-making, analysis/ problem-solving, initiative, interpersonal attributes, team-work, communication, and leadership development. Although you can never anticipate the exact ques-tions you will receive during an interview, the following list will serve as a general guide as you prepare:

personaLl tell me about yourself. l What goals have you set for yourself? how are you planning to achieve them?l Who or what has had the greatest influence on the development of your career interests? l What two or three things are most important to you in a position? l What two or three accomplishments have given you the most satisfaction? l What are your strengths and weaknesses?l What has been your greatest challenge? l Are you willing to relocate or travel as part of your job? l Do you feel your GPA reflects your academic ability?

eDUcationl Why did you choose your major?l What is the most important lesson you have learned in school? l how do you think you have changed personally since you started college? l Knowing what you know now about your college experience, would you make the same decisions?

companyl What expectations do you have for your future employer?l What are your interests in this position or the company? l Why are you the best person for this position? l What can you contribute to this company? l What challenges are you looking for in a position? l how have your educational and work experiences prepared you for this position?

experiencel What are your team-player qualities? Give examples. l Describe your leadership style. l What is your approach to handling conflict? Solving problems?l how do you motivate others? l Describe a leadership role of yours and tell why you’ve committed time to it.l What work experience has been the most valuable to you? What did you learn?

l What was the most useful criticism you received and who provided it? l how did you decide which extracurricular activities to join? What did you gain from these experiences?

l What contributions have you made to a group project? l What types of situations put you under pressure? how do you deal with the pressure?l What have you found most frustrating in your work experience?

BehavioraLl take me through a project where you applied _________________ skills. l Describe a situation when you displayed your critical thinking skills. l Describe the project or situation that best demonstrates your analytical skills. l Describe a situation where you had a conflict with another individual and how you handled it. l Give an example of a problem you solved and the process you used to arrive at the solution.l Describe an idea that you developed and implemented that you felt was particularly creative or innovative. l tell me about a difficult decision you have made. l Give an example of a situation in which you failed and how you handled it. l tell me about a time when you had to persuade another person to your point of view. l tell me about a project you initiated. l tell me about a team project that you are particularly proud of and what your contribution was to the project.

common intervieW QUestions

“In addition to practicing your

responses, preparing for an interview

entails in-depth research on the

organization and the industry.”

StePhANie DUrANt

Program Assistant,

Interview Center

Manager

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When preparing for an interview, reflect on your

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the thank-you note is an important tool to include as part of your job search strategy. in addition to expressing your appreciation for the interviewer’s time, a thank-you note gives you another opportunity to summarize your strengths, provide highlights of the interview, confirm your continued interest in the position, and cover any-thing you did not mention during the interview.

timing Send a personalized thank-you note to each interviewer within 48 hours of your interview. this will provide you an additional contact with the employer before hiring decisions are made.

types A thank-you note can take several forms: a handwrit-ten note, a typed letter, or an e-mail. When determin-ing which type of thank-you note is most appropriate, consider the employer’s timeline for making a hiring deci-sion and the culture of the organization. Specifically, if the interviewer indicated that he/she would contact you within the week with their decision, it is most effective to send a thank-you note via e-mail due to time constraints. if the culture of the organization is conservative, it is probably best to send a traditional letter.

contentthe content of your thank-you note is as important as the type of format used. A standard thank-you note should accomplish the following:

l Show your appreciation for the interviewer’s time and information. l recap the conversational highlights.l reiterate your skills and qualifications, particularly those pertinent to the position. l clarify any information that was unknown or unclear during the interview.l highlight aspects of the organization that are especially relevant or interesting to you. l communicate your continued interest and enthusiasm for the opportunity.

thank-yoU note

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A thank-you note is your final chance to

make yourself stand apart from other applicants.

Sample Thank-You Note

M askyourinterviewerforabusinesscardsoyouknowthe exacte-mailormailingaddresstosendyourthank-younote.

M ifthenoteishandwritten,makesureyourwritingislegible.

M writeyourthank-younoteongoodqualitypaperorstationery.

M Proofreadyournotetoensuretherearenotypingor grammaticalerrors.

M yourthank-younoteshouldnotexceedonepage.

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individuals experience the job search process very differ-ently. Some are excited about beginning the next phase of their lives, while others are worried and view the job search as a stressful process. Wherever you are in terms of your feelings, know that many people have successfully navigated the job search process and there are a variety of career opportunities avail-able to you.

spend time reflecting on your career goals. Before you begin your job search, think about what you really want in a career. consider what types of skills you would like to use in a position, what work-related experiences have been positive, and the type of lifestyle you envision for your-self. clarity in terms of your career goals will help focus your search.

research your potential options. there are multiple career options within any given field. Job market research will provide you a better understanding of the range of available positions. Your research efforts may include seeking information online, attending career-related pro-grams, asking professionals for informational interviews, etc. hopefully, your research will give you insight into what positions realistically match your needs, based on your interests, values, and skills.

Understand that the job search will likely con-sume a significant amount of time and energy. it is common to underestimate the amount of time and energy required to successfully obtain a position. Ap- proaching your search in an organized and deliberate manner increases your chances of successfully obtaining a position of your choice, and decreases some of the stress that accompanies a job search.

Learn the job search process for your specific industry. the job search will vary depending on your field. Steps such as developing a strong resume and prac-ticing your interviewing skills are helpful for any industry. if you are unsure how to proceed based on your field, schedule an appointment with an employment Specialist

who will help you develop a job search strategy appro-priate for your industry.

U s e m u l t i p l e j o b search strategies. it is recommended that you include multiple strate-gies as a part of your job search approach. relying

on one method will inevitably reduce the number of opportunities you locate. commonly used search strategies include: on-campus recruiting (for cur-rent students), careercat, career fairs, networking, internet/online resources, field specific listings, news-papers/journals, etc.

recognize that rejections are a normal part of the process. receiving notification that you were not selected for a position is sometimes difficult to handle. employers usually have more applicants than available positions. if you experience consistent problems with your job search in a particular industry, schedule an appointment with a UcS practitioner to review your application materials and discuss your options.

consult with others throughout the process. it is not necessary for you to go through this process alone. if you have questions or need assistance, determine key individuals who can provide you support. this may include Northwestern faculty or staff, as well as friends and family members who are experienced and familiar with the job search process. Successful applicants reach out for the support they need.

JoB search process

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Your job search success is related to the time you invest

and the number of strategies you incorporate. credential file

A credential file contains

letters of recommendation,

a current resume/curricu-

lum vitae, and transcripts.

Individuals seeking employ-

ment in K-12 teaching, coun-

seling, or administration,

as well as those pursuing

careers in speech pathology

or audiology are encouraged

to establish a credential file

with UCS.

the process of securing a job at the graduate level is more challenging than many students anticipate. While education affords “opportunity,” an advanced degree does not necessarily lead to an easier search. Your search will vary depending on your ability to juggle the completion of your degree requirements, your individ-ual needs, and the norms of the discipline.

prior to starting your job search, consider the following questions:

l is your coursework complete (or near completion)? l Are you almost finished with your thesis/ dissertation? l have you discussed your plans with your advisor or other faculty? l have you spent time gathering information regarding employment options? l is your resume/cv updated and prepared to send to employers? l Will launching a job search now allow you to complete your program requirements within your anticipated time frame? l have you assessed your strengths and weaknesses as a candidate?

if you answered “no” to more than one question above, you should evaluate if you are really ready to begin your search now. if you need assistance with any aspect of the planning or search process, schedule an appoint-ment to meet with the Associate Director for career Development.

the acaDemic JoB searchthe process of searching for a faculty position at a univer-sity setting is frequently referred to as the academic job search. Securing an academic faculty position typically requires you begin applying a year (or more) prior to your projected starting date. For example, if you would like to start a position in the fall of 2010, begin your search no later than the fall of 2009. Speak with faculty in your program to obtain the specific timeline associated with your discipline.

Preparing for an academic job search will include a variety of activities, such as researching potential posi-tions/institutions, requesting letters of recommendation

from faculty, developing and finalizing application materials, ordering multiple copies of your tran-scripts, etc. You will need to create a tracking system to organize the many aspects of this process. once you determine

the positions for which you would like to apply, pay particular attention to the documents each institution requires. Frequently requested materials include:

l curriculum vitae (cv) l cover letter l teaching philosophy l research statement l evaluations from courses taught l Sample syllabi l transcripts l Letters of recommendation l Writing samples (usually publications or dissertation chapters)

if the search committee members are impressed with your application materials, the next step is usually an interview. interviewing for an academic position is a highly structured and formal process. the interviewers will try to evaluate your potential as a researcher, teacher, and colleague. in general, they want to assess if you have the required knowledge, skills, and abilities. they also want to determine whether you demonstrate a sincere interest in this particular position and are a good fit for the position. A phone interview is commonly conducted for screening purposes and if search committee members remain interested in your candidacy, an on-campus visit is scheduled. on-campus interviews generally last 1-2 full days and the department will send you a complete agenda in advance. if you receive an offer, it is paramount that you have a clear understanding of your priorities. For some candidates, securing a position at a research institution is the most important factor, while others may focus on the work environment (e.g., autonomy in research/teaching endeavors, faculty collegiality, etc.). there are advan-tages and disadvantages when making any employment decision; determine what is most important for you and decide accordingly.

JoB search process for graDUate stUDents

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The job search process requires dedication,

organization, and planning.

Dossier fileThe dossier service is

for those doctoral can-

didates and recipients

pursuing a teaching or

research position in high-

er education. UCS will

maintain and forward a

dossier that can include

your curriculum vitae, let-

ters of recommendation,

teaching evaluations and

transcripts.

the non-acaDemic JoB searchthe process of securing a position outside a university setting is referred to as the non-academic job search. An increasing number of graduate students are choosing careers outside academia, including positions in industry, government, and the non-profit sector. Some students have made the decision to pursue a non-academic posi-tion based on the academic job market, while others real-ize they are not interested in a career as a professor. Securing a non-academic position typically requires you to begin applying approximately 3-6 months prior to your projected starting date. When applying for non-aca-demic positions, remember there are many positions that are not formally advertised. therefore, you should also network and secure contacts who will notify you of avail-able positions. it is also recommended that you become familiar with the hiring cycles of your specific field of interest. Spend time thinking about what you have to offer future employers. As a graduate student, you have devel-oped strong transferable skills, which are skills that are useful in many different settings.

graduate student transferable skills often include:

Your task is to articulate to prospective employers how your academic skills may effectively serve you in their non-academic settings. to convey your message confidently and clearly, you first need to identify them yourself. in addition to the aforementioned transferable skills, remember valuable attributes, such as the ability to take initiative, organize major projects, receive feedback and implement change, develop new ideas, etc. once you have determined your skills, it is time to research the types of positions that can best utilize them. hopefully, you will locate positions that are of interest to you that also fit well with what you have to offer. When it is time for you to apply, you do not want to waste time pursuing jobs that are not a good fit for you based on your skills, values, and interests. many students have found that conducting informational interviews helps provide insight into the responsibilities of specific positions. clarify the appropriate materials necessary to apply for each position. While many companies will only require a cover letter and resume, other agencies may ask you to complete an online application and submit addi-tional materials. Follow-up with companies if you have not received a response after about 2-3 weeks (unless the job listing indicates a longer time frame).

the interview format will range considerably for non-academic positions. Some companies will offer a series of very formal interviews with multiple inter-viewers, while other positions will have a shorter selec-tion process and only require you to meet with one person. if you have questions about the interview process, clarify them with the employer prior to your scheduled interview. evaluate how a particular position fits with your overall career goals and lifestyle preferences. Leaving the academic setting requires a transition and it is important that you have as much clarity as possible regarding your potential responsibilities and expectations. Your goal is to find a good fit with what you have to offer and what the company needs.

Tips for the Graduate Level Job Search

M Start your search early.

M Take an organized approach to your search.

M Work closely with your advisor and mentor(s) throughout the process.

M Conduct informational interviews.

M Network as much as possible.

M Participate in mock interviews.

M Request letters of recommendation early.

M Review job listings offered by professional associations.

M Seek feedback on your application materials.

M Customize your application materials for each position.

M Keep copies of all application materials submitted.

M Avoid applying for positions that you would not accept if you were to receive an offer.

l teachingl research

l Analysisl Problem-solvingl Formal writing

l Speaking/Presentingl Leadershipl creativityl technicall teamwork

“A good mentor can provide you

invaluable guidance throughout your academic and

professional career.”

tAmArA JohNSoN, Ph.D.

Associate Director,

Career Development

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typically, employment options for international students fall into three categories: obtaining full-time employ-ment in the United States, utilizing the practical train-ing option, or returning to your native country. if you prefer to obtain a full-time position in the United States, understanding the distinct challenges of this search is helpful. two major job search challenges international students face are related to employment restrictions and cultural differences. employment restrictions are imposed by the government and require that you have the appropriate employment authorization. cultural differences may affect the way you approach your job search and perhaps your ability to successfully present your qualifications to an employer.

tips for seeking empLoyment in the UniteD statesknow the current laws and policies regarding your status (e.g., h1-B, opt, etc.). employers have a legal obligation to hire only authorized persons. consult with experts in this area and know the requirements for employment. this information will allow you to educate the employer regarding your specific situation.

start your search early. All students are encouraged to start their job search early. this recommendation becomes especially important for international stu-dents due to potential work authorization challenges. remember to account for extra time in case the required paperwork takes more time than you anticipated.

Use a range of job search strategies. increase your chances of obtaining a position in the United States by using a range of job search strategies. Networking with professionals in your industry and researching companies that hire international students are both useful approach-es. it is also helpful to locate print and online resources that identify specific companies hiring international students.

Understand the cultural differences that may affect your job search. Based on cultural differences, the expectations of an American job search may conflict with values and/or differ from the typical search protocol of your native culture. For example, the American job

search often requires self-promotion, directness in communication, and self-disclosure.

improve your language skills (if necessary).Language skills are a common concern during the

interview phase for many international students. Schedule a mock interview with a UcS staff member if you are interested in practicing your interviewing skills. the UcS practitioner will provide you feedback regarding your strengths and areas of development.

While there are sometimes additional obstacles to employment in the United States, a number of interna-tional students have found success in recent years. Your individual situation will depend on a variety of factors; however, your initiative in this process is essential. it is never too soon to begin your job search and the UcS staff are available to provide you support and the resources to assist with your search.

JoB search process for internationaL stUDents

“Stay informed on the current laws related to working in the U.S.”

JeremY hoPKiNS

Program Assistant, File Services Coordinator

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Understanding your employment options upon

graduation is essential.

Working aBroaD

Prior to beginning your search for a position abroad, con-sider your interests, goals, skills, and previous experiences. conducting a thorough self-assessment will assist you in choosing an industry area and position that fit your needs.

opportUnities aBroaDSecuring a position abroad is contingent upon a variety of factors. these factors include the labor market in your destination country, your particular field of interest, and your competi-tiveness as a candidate. While opportunities exist in most areas, it is com-mon to find positions in the following industries: busi-ness, engineering, science, government, international development, and sustain-ability. the amount of time and effort it takes to secure a position varies. Short-term positions are generally the eas-iest to obtain. these positions include teaching english, non-government organizations, volunteering (e.g., the Peace corps), and hospitality. Long-term positions are available, although they are usually more challenging to obtain immediately following degree completion.

JoB/internship searchremember to use multiple job/internship search resourc-es and strategies when applying for positions abroad. the internet, print materials, databases, networking, attending study abroad programs, and informational interviews are all common approaches. many students find employment opportunities through organized work abroad programs. By using an agency, you benefit from their numerous employer connections and their program coordinators who help you find opportunities. if working with an agen-cy sounds like an option for you, make sure to research the legitimacy of the agencies you are considering and understand any fees associated with their services. once you have determined the specific opportuni-ties you want to pursue, the next step is to begin the appli-cation process. Keep in mind that many places outside of the United States refer to a resume as a curriculum vitae. the documents are essentially the same, but the name is different. the job/internship application process is fairly similar to that in the United States, such that resumes and cover letters are submitted and interviews are used to screen and select candidates. Despite the similarities, research your destination country and learn about their specific job/internship search process.

LegaLities of Working aBroaDeach country has different rules and regulations regarding employment of international applicants. Depending on the country and length of stay, the status of the visa may be different. While a job/internship agency will advise you and provide the paperwork, they cannot physically secure your required documentation. in most cases, you will need a special type of visa known as a work permit. Some countries also require work permits for unpaid internships or volunteering. Working for pay without a work permit is usually illegal and may put you at risk of deportation. Special programs for working, interning, and volun-teering abroad can usually help you arrange for a work permit. if you are not using a work abroad program, a work permit generally requires the assistance of your overseas employer. most countries provide information about work visas on their embassy’s website. Plan ahead as this process can take a significant amount of time and persistence.

aDJUsting to a neW environmentonce you have successfully secured employment abroad, understand that you might experience “culture shock.” culture shock is the anxiety associated with a move to a completely new environment. Additionally, when your working abroad experience has ended, you may unex-pectedly experience culture shock as you readjust to the cultural norms of the United States.

“There are many formal work

abroad programs that provide

valuable resources and assistance

with finding full-time,

internship, and volunteer

opportunities.”

KAmiLAh mccoY

Assistant Director,

Engineering & Science

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M acknowledgethatadjustmentdifficultiesarenormal.

M Understandthattheinitialshockwillpass.

M remainopen-mindedtonewwaysofdoingthings.

M developasupportnetworktohelpwithyourtransition.

M determinegoalsandlearnhowtomaximizeyourtimeabroad.

tips for aDJUstment

Similar to the process of any

job search, obtaining

employmentabroad

requires asignificantamount of planning.

recruiting and hiring cycles are terms that refer to the specific timeframe in which employers begin their search for new employees. these cycles vary by company and industry.

UnDergraDUate or graDUate stUDents seeking fULL-time empLoymenton-campus recruiting (ocr) college recruiting is a key hiring source for many major employers. the ocr program is designed to provide representatives from various organizations a venue to interview current North-western University students for positions that begin after graduation. As a convenience to current students, ocr offers an opportunity to interview with employers without leaving campus.

careercat Students are encouraged to regularly search careercat listings for available positions. Some employers do not par-ticipate in ocr; however, they may advertise their positions on careercat. to register and/or update your profile, visit careercat via our website at www.northwestern.edu/careers.

UnDergraDUate or graDUate stUDents seeking sUmmer JoBs/internships For summer 2010 positions, some employers will post available opportunities as early as mid-fall quarter of 2009. early application submissions are driven by the type of position, location of the position, number of posi-tions available, and number of applicants. early January is also an active time for employers looking to hire for the summer. While many positions are posted during the fall, some employers are not aware of their hiring needs until later in the year. As a result, their positions are not listed until the spring quarter. contact a UcS internship Specialist for assistance with understanding the recruitment cycle for your industry and finding available positions.

aLUmni recrUiting anD hiring cycLes employers use the term “immediate hires” when recruiting alumni candidates. Available positions are posted

on careercat. once jobs are posted, employers typi-cally hope to fill the posi-tions as soon as possible or within 1-3 months. Although all indus-tries and employers have openings throughout the year, there are often hiring peaks and valleys. hiring

trends and the number of jobs available at any given time will depend on economic factors, supply and demand for your field of expertise or interest, geographic consider-ations, global issues, and industry trends. For alumni who are interested in starting a position in the near future, it is best to allow approximately 3-6 months (or more) for a quality job search. Understand your industry’s hiring trends to allow yourself enough time to make good decisions. For more information, contact the UcS Senior Assistant Director for Alumni career Services.

hiring & recrUiting cycLes

“We encourage you to register for On-Campus Recruiting in the beginning of fall quarter.”

JAcKie WiLLiAmS

Program Assistant, Special Events Coordinator

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To effectively plan your search, it is important to know

how different industries recruit new employees.

2009-10oCrSeason

fallQUarter

october12,2009—

december4,2009

winterQUarter

february8,2010—

march12,2010

SPringQUarter

april5,2010—

april30,2010

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potential Benefitsemployers may offer other benefits or forms of com-pensation that add to your overa l l h i r ing package .When evaluating job offers, consider the “total package.”

Mhealth insurance

Mretirement Plans

MStock options

Mtuition reimbursement

MProfessional memberships

MProfessional Development opportunities

Mtraining

MSign-on Bonus

Mend of the Year Bonus

Mrelocation reimbursement

MParking

Mvacation Days

Mhealth club membership

JoB offer there are many factors to consider when negotiating a job offer. Prior to accepting a position, assess how a particular job aligns with your career interests, skills, values, and goals. this knowledge will assist you in making appropri-ate decisions as you evaluate each job offer. make sure you clearly understand the expectations, roles, and work environ-ment. evaluate the nature of the work, work duties, level of responsibility, work hours, and any additional requirements. reviewing the organizational struc-ture may help you under-stand existing roles within the company. You should know who you will report to, who reports to you (if appli-cable), and which colleagues work closely with you in this position. Work environment considerations may include staff collegiality, level of interaction with colleagues, and quality of management, as well as physical components such as location and type of work space. compensation packages are often an important aspect of evaluating a job offer. companies vary in what they offer, so it is essential that you pay attention to the details. two major aspects of your decision-making likely include the salary and benefits offered.

salary Know the salary range for comparable positions and your worth in the job market. You should have a clear idea of what is acceptable to you and what is appropriate for the job, given your specific qualifications. remember to review and analyze your financial needs. Some companies may offer an initial salary, but inform you of potential options to increase your salary once hired. it is not uncommon for companies to indicate that your salary will increase after a review or a designated probationary period. make sure to inquire when and how often reviews are conducted and salaries increased. During an interview, you should not initiate the salary discussion. once you receive an offer you may then engage in any negotiations. For some higher level posi-tions, employers may ask for your salary expectations. if asked, you must provide a response with a preferred salary range. if you are asked to provide a salary history, which is more common for experienced level jobs, offer this sepa-rately from your resume.

Benefits Understanding benefits or “compensation packages,” as they are also called, is another consideration when selecting a job or evaluating a salary. Benefits are typically available for full-time positions rather than for part-time, internships, or temporary positions. research the current state and federals laws regarding the minimum hours you must work and job classification requirements

for eligibility of health benefits. Do not assume that all positions include health benefits as part of the package. it is not unusual to dis-cover, as you are weigh-ing different aspects of the offer, that you have addi-tional questions, lack some

factual data, or simply need a better sense of the position and/or organization. if you have questions, it is usu-ally appropriate to contact one of your interviewers for clarification.

negotiations the leverage you have in negotiating job/salary offers often depends on how competitive you are for the posi-tion. Your work history, previous work performance, range of skills, and ability to self-market (promote yourself) all influence the process. Also, remember that not everything is negotiable. the ability to negotiate will additionally depend on economic times, the salary structure within the company, your qualifications, industry and market trends, etc.

need time to decide? typically employers will allow you time to evaluate their offer. Ask the employer when they would like a decision and determine if this is enough time for you. You can ask an employer for additional deci-sion-making time if you have a legitimate reason (e.g., if you need more time to investigate housing options given the salary they offer).

ready to make your decision? many employers will put full-time offers in writing. Accept the job offer when you are absolutely sure this is the position you want. it is considered a professional courtesy that you do not renege after accepting an offer. once you formally accept an offer, it is appropriate to notify employers who are still considering you as a candidate that you have accepted another position. Also, remember to inform everyone who assisted you throughout this process, including your references.

JoB offers & negotiations

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The more informed you are about the position, salary,

and benefits offered, the greater your chances are of making

a good decision.

Graduate programs expect each applicant to have a spe-cific career goal in mind and demonstrate his/her ability to successfully complete an advanced degree program. once you have decided that graduate school is the road to helping you achieve your career goals, understanding the process required for applying is essential.

how do i find the right school for me?thoroughly research the schools that offer programs of interest. Knowing your academic goals and developing a strategy for achieving them will help as you explore pro-grams. During your selection process, a range of variables will impact your final decision. Some areas of importance are the program, faculty, and student life. Ask yourself these questions:

Programl Does the program cover my areas of interest? l Are assistantships/fellowships available for students enrolled in this program?l Who hires the people that graduate from this program?l Will i grow personally and professionally from attending this program?l Do they have experiential education built into the program?

Facultyl how accessible are the faculty to students?l Are the professors well-known in the field?l What is the relationship between students and faculty?l Will i have the opportunity to work with faculty on research projects?l has there been a high turnover of faculty within the past five years? Student Lifel What types of services are provided for graduate/ professional students?l Where do graduate/professional students typically live?l how diverse is the student population?l What graduate/professional student organizations exist in the department and/or on campus?l is there any additional support for students with partners, spouses, and/or families?

When do i need to apply? Application deadlines vary. Some schools review candidates throughout the year and make admissions decisions when applica-

tions are received. other programs have specific cycles and will only con-sider applications during a particular time frame. Still other programs will review applications dur-ing a designated cycle, but may extend offers to candi-

dates prior to the published deadline. Given the various scenarios, it is best to research individual program dead-lines and apply early.

What application materials do i need to apply? the exact materials required for each program varies, but will likely require a combination of the following materials: a completed application form, a personal statement, official copies of transcripts from all schools attended, letters of recommendation, financial aid forms, an application fee, and test scores. What test do i take? each type of school/program requires specific tests and examination dates vary. Listed below are some of the major areas and tests required to apply:

Medical: medical college Admission test (mcAt)

Dental: Dental Admission test (DAt)

Pharmacy: Pharmacy college Admission test (PcAt)

Law: Law School Admission test (LSAt)

Sciences/Liberal Arts: Graduate record examination (Gre), miller Analogies test (mAt)

MBA: Graduate management Admission test (GmAt), Graduate record examination (Gre)

Where do i start? Develop a plan. the key to managing the application process for graduate/professional school is simply good planning, preparation, and organization. Starting early will allow you to develop a timeline that includes the important steps for your successful sub-mission of applications. if you need assistance with any aspect of this process, please schedule an appointment with a UcS career counselor.

graDUate & professionaL schooL appLication process

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The decision to attend graduate/professional school is one that you should take

very seriously.

recommendationfiles

Those considering gradu-

ate or professional study

may establish a file with

UCS for confidential let-

ters of recommendation.

By establishing a rec-

ommendation file, you

assure that your letters

are held in a centra l

location for future use.

Recommendation files

are maintained for five

years.

graDUate/professionaL schooL appLication timeLine for cUrrent stUDentseach graduate school program has its own requirements and deadlines. the timeline below is a general overview of the application process. in using this timeline, remember the materials and timing required for each application you plan to submit.

Junior Year

Fall & Winter Quarter l Attend UcS graduate/professional school workshopsl research schools and programsl explore financial aid resources l register and begin preparing for appropriate graduate admissions tests

Spring & Summer Quarterl open a recommendation file with UcSl identify faculty and/or professionals to ask for recommendation lettersl order an unofficial transcript from all undergraduate institutions attendedl check unofficial transcripts and correct any discrepanciesl take appropriate graduate admissions testsl visit prospective campuses and when possible talk to students/faculty

Senior Year

Fall Quarter l Write the first draft of your personal statement l request your letters of recommendation l order official transcriptsl Write the final draft of your personal statement l complete and submit your applications l Apply for financial assistance (e.g., assistantships, scholarships, fellowships, etc.)

Winter Quarterl complete and submit financial aid applicationsl Follow-up with schools to verify that your file is completel visit institutions of interest to help evaluate your options

Spring Quarterl interview, if necessaryl make decisions and notify all institutionsl Submit required paperwork and/or paymentsl Arrange housingl Write thank-you notes to those who helped you

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PersonalStatementsYour personal statement is a significant component of your application package. Strong personal statements are well-writ-ten, interesting, and attract the reader’s attention. Maximize this opportunity to discuss important information not reflected in other parts of your application materials.

ten steps for Writing a Winning personaL statement

1. assess yourself. Take time to consider who you are, why you are interested in additional education, and what you have to offer advanced programs.

�. Brainstorm your ideas. Simply list all your thoughts and ideas related to your character, experiences, future goals, etc.

�. select the most appropriate ideas. Using your list of brain-storming ideas, select the combination of topics that will help you form a strong statement.

�. Write a first rough draft. Incorporate ideas from your brain-storming and write! Do not worry about length in your initial drafts—you can edit it later.

�. take a break. Taking a break will provide you time to pro-cess what you have written. When you return you may discover you have ideas for improvement.

�. revise and edit. Rewrite and modify, as needed. Your per-sonal statement should touch you personally in some way, while reflecting what you want the admissions committee to know about you.

�. seek feedback. Have a variety of people read your personal statement and provide feedback. Ask readers if your statement conveys your interest and enthusiasm about entering gradu-ate/professional school.

�. incorporate feedback. After soliciting feedback, determine what advice to include and revise your statement accordingly.

�. Develop the final draft. Read your essay to make sure it conveys an accurate, clear, and appealing message that dem-onstrates the strength of your candidacy.

10. proofread, proofread, proofread. Prior to submitting your application, it is essential that you have thoroughly checked your document for grammar and spelling errors.

Self-Careit is very easy to forget one of the most important aspects of your day—taking care of yourself. this is especially true as you engage in the career develop-ment and job search process because of the many responsibilities and commitments you are juggling. Failure to practice self-care can result in additional stress, which may ultimately complicate progress toward your academic and career goals.

By participating in self-care activities, you will likely feel more positive and energized. Spend some time thinking about what helps you feel relaxed. the list below provides some suggestions:

exercise. in addition to the fact that exercise is essential for physical fitness and good health, it is also a great stress reliever.

spend some time alone. We all need a break from the realities of our world. Finding time to spend alone often brings a sense of peace to your day.

pamper yourself. treat yourself to a massage, a weekend trip, or purchase something that you really desire. You should consider this a reward for your hard work.

Do something social. take time to do some-thing fun with others. We all need social support and more than just work and school. We encourage you to regularly practice self-care. taking care of yourself first will help you feel more refreshed and make the tasks ahead seem more manageable.

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Graduate StudentTips for Success

M Start planning NOW for life after degree completion. many students wait too long to determine plans for life after graduate school. often, the result is that students have missed very important opportunities. M Develop relationships with your professors. relationships with professors are essential to your success as a graduate student. Professors can assist you with your research agenda, provide you letters of recom-mendation for jobs, and offer academic and professional guidance.

M Choose a good chairperson/advisor. major issues with your chair-person/advisor are typically the most difficult challenges to overcome. each department works differently; however, usually you have some input into your future chairperson/advisor. Please take time considering your options when making this important decision.

M Utilize Northwestern’s resources. Graduate students are often reluctant to ask for help. Northwestern provides an array of resources that are free for students. in addition to the free resources, determine “key” people to seek when you need assistance, advice, or direction and make sure to ask them for help as needed.

M Gather ample information about your future career. Graduate students often lack valuable career-related information that would help them make informed career decisions. research possible careers in your field, understand specific job responsibilities, and take time for informa-tional interviews and job shadowing.

M Participate in professional organizations. Begin developing your professional identity by joining local and national organizations. this provides you exposure to others in the discipline and opportunities to participate at conferences. Additionally, you gain valuable experience through submitting proposals and presenting your research.

M Develop a strong resume and/or CV. A resume/cv is your oppor-tunity to accurately describe accomplishments, experiences, and skills. Do not wait until graduation approaches—regularly update your resume/ cv as new experiences arise. Before submitting your resume/cv for internships or jobs, remember to meet with a UcS staff member to review your materials.

M Always remember self-care. Graduate school is very emotionally and physically taxing for some students. everyone knows that self-care is important, but it is easy to forget with the many things going on in your life. Do not forget the basics—exercise, eat healthy, and find ways to relieve your stress.

M Find balance. in general, you will want to balance your time between academic, professional, and personal activities—all are impor-tant aspects of your life as a graduate student.

Students are weighing their options of immediately attend-ing graduate school, beginning a professional career, or taking time off to pursue other activities. taking time off may suggest leisure time, but it is best to approach this decision with specific goals that promote your personal development. time off for some students has included temporary work, internships, volunteer work, working/vol-unteering abroad, service projects, research opportunities, and fellowships.

aDvantages of taking time offtaking time off after graduation may provide you time for reflection and clearer decision-making for your future. Additionally, you have the chance to explore unique opportunities that are not possible if you are a full-time employee or graduate student. if chosen wisely, experienc-es gained during your time off have the potential to sup-plement future employment and/or graduate education. DisaDvantages of taking time offevaluate your financial situation and determine if taking time off is a viable option (e.g., repayment of loans, cur-rent bills, medical insurance, etc.). consider how taking time off alters the typical processes for applying to gradu-ate/professional school or a full-time job. For example, you are no longer eligible to participate in on-campus recruiting once you graduate from Northwestern.

evaLUating the Decision to take time offAs you evaluate your decision to take time off, think about the following questions:

lhave you reflected on your reasons for wanting to take time off?lDo you have clear goals for how to spend your time off?lDo you have financial obligations, such as school loans to repay? lhow will taking time off change your application timeline for applying to graduate/professional school? lWill missing on-campus recruiting impact your chances for obtaining a full-time position?l Will you lose momentum for attending graduate/ professional school if you do not attend now?

While taking time off may sound like a great idea, realistically evaluate whether this is the best option for you. if you decide to take time off, remember to develop a plan that complements your long-term goals.

s.m.a.r.t. goaL settingSetting goals on almost any task will help you achieve your anticipated outcomes. researchers have consistent-ly found that goal setting leads to better performance and productivity. Goal setting provides you an opportunity to focus your attention on specific objectives, monitor your progress, and measure your success. Additionally, goal setting generates confidence, competency, and motiva-tion to achieve future goals. Developing s.m.a.r.t. goals is a quick and easy technique.

specificDetermine clear and concise goals. vague goals are more difficult to achieve.

measurableestablish goals you can assess. monitoring your progress is important.

action-orientedcommit to actively engaging in the process. taking initiative is an essential component.

realisticSet goals that are attainable. reaching your goals is very satisfying.

timelyPrepare a timeline to evaluate and achieve your goals. Dates help provide focus.

taking time off

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Taking time off after degree completion is a growing trend among college graduates.

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137 Films341st military intelligence Battalion3m*A Digital visionAbbott Laboratories*Abelsontaylor AdvertisingAbercrombie & Fitch*ABN AmroAbout Face theatreAbt Associates inc.AcA compliance GroupAcademy for Urban School LeadershipAccenture*Accenture Strategy*Acco Brands corporationAclipseAce hardware corporationAcNielsen Analytic consultingAcNielsen BASeSAcquirent, LLcAdvantage Sales & marketing, LLcAdvocate health careAdvisory research, inc.AetnaAflacAgilent technologiesAieSecAiG Global investment GroupAlaska conservation FoundationAlberto culverAlcoa, inc.Allstate insurance company*Alphametrix investment Advisors, LLcALS AssociationAltair Advisors LLc*Alvarez & marsal Business consulting, LLc*Alzheimer’s AssociationAmate houseAmazon.comAmerican Airlines*American cancer SocietyAmerican Diabetes AssociationAmerican education and travel Services, inc.American GirlAmerican Library AssociationAmerican Lung AssociationAmerican medical AssociationAmerican red cross (chicago)American Society for clinical PathologyAmerican transport Group

Ameriprise Financial Services, incAmigos de las AmericasAnalysis Group, inc*AoLAoN corporation*APL LimitedApple, inc.APte, inc.aQuantive, incArbor NetworksArc Worldwide, an affiliate of Leo BurnettArcelormittalArcher Daniels midlandArchstone consulting*Argonne National LaboratoryAriel capital management, LLcArt institute of chicagoArtsmarketing Services inc.Arts of LifeAscendant technology, LLcAsian American instituteAstellas US LLcAt&tA.t. Kearney, inc.*Atlantic capital GroupAugustinian volunteer ProgramAtlantic media companyAvon Products, inc.AxA Assistance USAAxA Advisors

Axiom*Baach, robinson & Lewis PLLcBain & company*Baker & mcKenzie LLPBaker valley Unified School DistrictBanc of America Securities LLc*Bank of AmericaBarclays capitalBates White, LLc*Baxter healthcare corporation*Becker Professional reviewBeghou consulting*Belden*Belvedere trading*Bill & melinda Gates FoundationBillow Butler & company, LLc*Black rock inc*Bloomberg L.P.Blue canyon Partners, inc*Blue cross Blue Shield AssociationBlue Stone international, LLc*

Blue vista capital Partners*Blumberg GroupBolton & AssociatesBooz & company (N.A.) inc.*Boston Biomedical research instituteBoys hope/Girls hopeBP research & technology*Brady corporationthe Brattle Group, inc.*Bride’s magazineBridgewater Associates, inc.Bristol-myers SquibbBroadview internationalBrown Gibbons Lang & company*Burson-marstellarc.h. Johnson consulting, inc.c.h. robinson Worldwidecadbury Schweppes Americascalifornia Department of Food & Agriculturecalifornia Department of correctionscalifornia earthquake Authoritycallahan & Associates, inc.calvert Foundationcal/West educators Placement* cambridge health Alliancecampaign to Save the environmentcampuscatalyst*cancer treatment centers of America*cancer research & Prevention Foundationcanine companions for independencecanon Business Solutionscannondale Associates*capgemini USA LLcthe capital Group companies, inc.*capital iQ (Division of Standard & Poor’s)*capital onecapstone Financial Advisors, inc. cardinal investment Advisors, LLccarnegie endowment for international Peacecarney, Sandoe & Associates*carol Fox & Associates, inccarrier corporationcasa de esperanza (house of hope)caterpillar, inc.*cB richard elliscBScDWcelent communications

center for Democracy & technologycenter for history and New mediacenter for independent Futurescenters for Disease control and Preventioncentral intelligence Agencycentury 21 cFc internationalchannel one, LLcchapman and cutler LLPcharles river Associates, inc.chicago cares, inc.chicago home & Gardenchicago trading company*chicago SAvvY magazinechicago Symphony orchestrachopper trading LLc*ciGNA*cincinnati children’s research Foundationcitadel mediacitadel investment Group, LLccitadel Solutions, LLc*citi markets & Banking*cme Group*cNA*coca-cola enterprises*cole-Parmer colgate Palmolive companycommunity counseling centers of chicago (c4)cornerstone research*corporate executive Boardcorus BankcPS chicago homeless education ProjectcrA international*crain communications inc.crate & Barrelcreative Artists Agency*credit Suissecross-cultural Solutionsculligan international cummins inc.cygnus Atratus, LLc*Darcy media corporationDavis capital corporation*Davita inc.*Dc energyDDB Worldwide communications Group inc.Dean & company

Sample List of Employers Recruiting NU Students and Alumni

* Indicates employers that participate in On-Campus Recruiting

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D.e. Shaw & co., L.P.*Deloitte consulting LLP*Delta PharmaDeutsche Bank*Diamond innovations*Diamond management & technology consultants, inc.*DigitasDiscover Financial Services LLcDmc (Dynamic motion control)*Dow corning corporation*Draftfcb *eagle Publishing, inc.eastman chemical companyeaton corporation*edelmaneli Lilly and companyelkay manufacturing co.eLoyalty corporationemerald city theatre companyenesco corporationengineering consulting Services, inc.*enterprise rent-A-carenvironmental Law & Policy center epic Systems corporation*epsilon*ernst & Young e*trade Financial corp.exeter Group, inc.*exxonmobil*

FD Ashton PartnersFactSet research Systems, inc*Farmers insurance GroupFederal Aviation AdministrationFederal Bureau of investigationFederal energy regulatory commissionFederal-mogul corporation*Federal reserve Bank of chicagoFederal SignalFederal trade commissionFeeding AmericaFermilabFidelity investments*Fiedler hillel at Northwestern UniversityFifth third BankFleishman-hillardFluor corporationFollett higher education GroupFood NetworkForeign Policy magazineForsythe technology inc.Fortune, inc.Foundation for Sustainable DevelopmentFox Network GroupFox Sports Big ten NetworkFPL Advisory Group*Frito-LayFti consulting, inc.*Fund for the Public interest, inc.*

GAiNSystems incGallup organization Garmin international, inc.Gas technology instituteGAtx corporation*Genentech, inc.General Dynamics General electric *General millsGeneral Services AdministrationGeotech engineering and testingGh traders LLc*GlaxoSmithKlineGlencoe Park DistrictGoldman Sachs*Goodman theatreGoodyear tire & rubber company*Google*GraingerGrant Park music FestivalGrand Prairie ServicesGrant thornton LLPGreater chicago Food DepositoryGreely and hansen LLcGreen corps*Greenhill & co.*Greenline Financial technologies*GreenpeaceGreY*Grosvenor capital management, L.P.*Group one trading, LP*Grubb & ellis companyhabitat for humanityhallmark cardsharley-Davidsonharpo, inc.harris Bankheartland Alliance hercules, inc.*hewitt Associateshewlett Packardhill & Knowltonhillels of illinoishillstone restaurant Grouphoneywell houghton mifflin harcourthu-Friedy manufacturing inc.human Kineticshyatt corporation

i imagine studiosiBm Business consulting Services*ifbyphone, inc.illinois Association of realtorsillinois campus compactillinois Department on Agingillinois Department of human Servicesillinois education Foundationillinois environmental Protection Agencyillinois math & Science Academyillinois Student Assistance commission

illinois tool Worksimagination theatreimc chicago*imo.im*ingersoll-rand companyiNK Public relationsinner-city teaching corpsiNroADS, inc.insight Sourcing Group*insight to Action*intel corporation*interlochen center for the Artsinternational Paper companyitW Paslodeivy insiders*Jack morton WorldwideJAm Production, Ltd.Jane Addams hull house Association

John DeereJohnson controls inc.Johnson & Johnson*Jones Lang LaSalle*JP morgan Asset management*JP morgan chase investment Bank*JP morgan chase – retail Financial Services*JumpstartKaufman, hall & Associates, inc*Ketchum inc.Keyence corporation of America*Kidney cancer AssociationKids hope UnitedKimberly-clark corpKirkland & ellis LLPKittleman & Associates, LLcKlein tools, inc.Kohl children’s museumKohler coKotrA, chicago

Kraft FoodsKPmG*Latin School of chicagoLawrence Berkeley National LaboratoryLazard Freres & co. LLc*Lazard middle market LLcLeapfrog onlineLecG*Lehman Brothers*L.e.K. consulting LLc*Leo BurnettLeukemia research FoundationLinkedin corporationLinksys – a division of cisco Systems, inc.Lions club international FoundationLiquitech, inc.Lipari Foods, inc.Literacy chicagoLittelfuse, inc.Little Brothers - Friends of the elderlyLittle city Foundation

Liz claiborne inc.Lookingglass theatre companyLouis Dreyfus corporation*Louis vuitton North America, inc.Lutron electronics co., inc.Lyric opera of chicagom3 capital Partners LLc*macquarie Group*macy’smarakon Associates*marathon oil corporation*marketing Analytics, incmarquette Partners, LP*martin-Protean, LLcmaryville Academymass electric construction co.*the mAtch corpsmather LifeWaysmather LifeWays institute on AgingmB Financial Bank*mcDonald’s corporationthe mcGraw-hill companiesmcKesson corporationmcmaster-carr*mead Johnson Nutritionmedia research centermercer LLc*mercy homemerck & co., inc.merlin entertainmentsmerrill Lynch*metLifemetropolis Performing Arts centremetropolitan Water reclamation District of Greater chicagomichigan Avenue magazinemicrosoft corporationmidtronics, inc.midwest coalition for human rightsminnetronix, incmisericordia homemodel N, inc.monitor Group*morgan Stanley*morningstar, inc.*motorola, inc.mountbatten internship ProgrammemPr Associates, inc.museum of Broadcast communicationsmuseum of Science & industry

NASANascent technology LLcNational Association of realtorsNational corn-to-ethanol research centerNational Football LeagueNational institutes of healthNational Society for American indian elderlyNationwideNavigant consulting, inc

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NBcNerA economic consulting*Nestle Purina Petcare companyNew York city, Department of educationNext theatre companyNielsen media researchNike, inc.Nippon cargo AirlinesNordstrom, inc.Norfolk medical Products, inc.Northern trust corporation*Northlight theatreNorthstar Aerospace, inc.Northwestern mutual capital*Northwestern mutual Financial – the hoopis Financial GroupNorthwestern mutual Financial – the mctigue Financial GroupNorthwestern UniversityNorthwood investors*Novantas LLc*oak ridge institute for Science and educationoffice of U.S. Senator Dick Durbinogilvyoneohmx corporationoil-Dri corporation of Americaoliver Wyman Group*optimetrics, inc. optiver U.S. LLc*oracle orion’s mind, LLcoSisoft, inc.*owens corningowensmorris communicationsPacific investment management co.*Panduit corpPaul, Weiss, rifkind, Wharton & Garrison LLP*Peace corp.PeAK6 investments, L.P.*Peapod, LLcPepsico*Performer magazinePlanned Parenthood of illinoisPNc Financial Services GroupPortland cement Association

Procter & Gamble*Produce Pro Software*Progress center for independent LivingPromega corporationPrtm management consultants, inc.*Prudential mortgage company Group*Prudential Preferred Properties Public AlliesPublic Policy institute of californiaPure energy corporationQUALcomm incorporatedQuantitative risk management*raymond James & Associates, inc.*

raytheon vision Systems corazorfishrebuilding together Neworleansred Light Public relationsredmane technologyresearch Pros, increxnord industries, LLcrichmond chemical corporationrobert W Baird & co inc investment Banking*robert Bosch LLcroot Learning incrotary international rr Donnelley*ruane, cunniff & Goldfarb*ruder Finn, inc.rush University medical centerryerson

Saks Fifth AvenueSalient corporationSamsung Austin SemiconductorSamsung telecommunications America*San Francisco consulting Group*Sandia National LaboratoriesScG*Schawk, incSchiff hardin LLPSchlumberger oilfield Services*Schreiber Foods, incSears holding corporation*Sg2*Shakespeare theatre companySheldon Good & companyShell oil company*ShoreBank internationalSiemens medical Solutions USA, incShureSkadden, Arps, Slate, meagher & Flom LLPSmith BarneySocial Security AdministrationSogeti USASolo cup companySony electronics incSouthwest AirlinesSPAWAr Systems center*Spectrum communications and consulting, inc.Spertus museumSpot trading, LLc*Sri internationalSSA & companyStandard & Poor’s Starcom WorldwideStarlight Starbright children’s Foundation midwestState Public interest research Group*Stax incSteppenwolf theatre companyStryker instruments*

Susan G. Komen for the cureSusquehanna international Group LLc*Suzlon Wind energy corpSwedish American museumSwiss Finance AcademySybase, incSyngentaSynesi AssociatesSystems research inctarget corporation*teach for Americatechnip USAtechsea internationaltempel Steel cotetra Pak, incthe Adler Planetariumthe Avascent Group*the Blackstone Group*the Brookings institutionthe cambridge Group*the center for civic educationthe center for Dispute Settlementthe center for effective Performance, inc.the center for effective Philanthropythe chicago Urban Leaguethe Devereux Foundationthe Federal energy regulatory commissionthe Field museumthe Frank Lloyd Wright Building conservancythe George Gund Foundationthe irish consulatethe Kresge Foundationthe Nature conservancythe New teacher Projectthe Nielsen company*the San Jose Groupthe travelers companies inc – Fixed income investment Dept*the WBeZ Alliance incthomson reuterstower hill trading*towers Perrin*towers Productions tower research capital LLctraditum/Gambit Division*transUniontravelers insurancetravelzootribune interactivetrimed orthopaedics

UBS Financial Services*UBS investment Bank*UD on campus*ULiNeUncommon SchoolsUnited Airlines*United colors of Benetton

U.S. ArmyU.S. Army corps of engineersU.S. census BureauU.S. Dept of AgricultureU.S. Dept of health & human ServicesU.S. Dept of JusticeU.S. Dept of LaborU.S. Dept of StateU.S. Dept of the treasuryU.S. equal employment opportunity commission U.S. Food & Drug AdministrationU.S. Fund for UNiceFU.S. marine corp officer ProgramsU.S. NavyU.S. Public interest research Group U.S. Steel University of chicago*University of illinoisUNo charter School NetworkUSPirGUrban instituteUtopiacompression corpvictory Schools - cSPGviSA inc*Walgreens*Walt Disney Animation StudiosWarner Bros entertainment, incWalton Street capital, LLc *Watson Wyatt WorldwideWei Labortories, inc.Wells capital management*Wells Fargo Bank*Western Union*WFLD-tv Fox chicago NewsWGN radio 720WGN-tvWh trading LLc*William Blair & co LLc*Williams-SonomaWinnetka Yacht clubWireless microsystems corporation*Wolverine trading LLc*Woodrow Wilson National Fellowship FoundationWorldteachYmcA of metropolitan chicagoZebra technologiesZS Associates

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Career Guide 2009-2010

Documents

Transcript of Career Guide 2009-2010