Launching Your Career Chapter 14 PDF

Chapter 14 Launching Your Career Getting Started By now at least one person has said to you, "Good career choice. Nurses are always needed and will never be out of a job." This statement is only one of several career myths. These myths include the following: "Good workers do not get fired." They...

Chapter 14 Launching Your Career Getting Started By now at least one person has said to you, "Good career choice. Nurses are always needed and will never be out of a job." This statement is only one of several career myths. These myths include the following: "Good workers do not get fired." They may not get fired, but many good workers have lost their positions during restructuring and downsizing. "Well-paying jobs are available without a college degree." Even if entrance into a career path does not require a college education, the potential for career advancement is minimal without that degree. In many health-care agencies, a baccalaureate degree in nursing is required for an initial management position. The Institute of Medicine (IOM) reports (2001, 2011) indicated that nurses with higher degrees promote better patient outcomes. For this reason, many health-care institutions are encouraging nurses to return for their BSN and MSN degrees in order to maintain employment. "Go to work for a good company, and move up the career ladder." This statement assumes that people move up the career ladder because of longevity in the organization. In reality, the responsibility for career advancement rests on the employee, not the employer. "Find the 'hot' industry, and you will always be in demand." Nursing is projected to continue to be one of the "hottest" industries well into the next decade. However, a nurse who performs poorly will never be successful, no matter what the demand. Many students attending college today are adults with family, work, and personal responsibilities. On graduating with an associate degree in nursing, you may still have student loans and continued responsibilities for supporting a family. Your focus may be on job security and a steady source of income. The idea of career planning might not be a thought at this time; however, this is a strategic process and requires some thought and personal self-assessment (Borgatti, 2010; Gaines, 2020). The correct goal is to find a job that fits you. It is also not too early to begin formal planning of your career. In today's dynamic health-care environment, nursing managers and health-care organizations want nurses who consider nursing as a profession, not just a job. They look for individuals who express a commitment to forming partnerships with the health-care team and institution (Arvidsson et al., 2008; Papandrea, 2018). SWOT Analysis New graduates often secure their first position as a staff nurse on a medical--surgical floor. These individuals see themselves as "putting in their year" and then moving on to their dream position as a critical care or mother--baby nurse. However, as the health-care system continues to evolve and reallocate resources, this may no longer be the automatic first step for new graduates. Instead, new graduates should focus on long-term career goals and the different avenues by which they can be reached. Some of you may already have determined your career path knowing that you will need to pursue advanced nursing degrees to achieve your goal. If you are considering a graduate degree at some point in your future, now is the time to determine which of your early nursing experiences will help you achieve this goal. For example, if you envision yourself becoming an acute care nurse practitioner, securing a position in a critical care unit or emergency department (ED) will provide you with the experience needed to move in this direction. In contrast, those considering midwifery should consider working in a mother--baby or labor and delivery setting. Consider your past experiences as they may be an asset in presenting your abilities for a particular position. A SWOT analysis, created in the 1960s and borrowed from the corporate world, guides you in discovering your internal strengths and weaknesses as well as external opportunities and threats that may help or hinder your job search and career planning. The SWOT analysis helps identify the activities and accomplishments that show how you best meet the requirements of the job or promotion you are seeking. By reviewing your strengths and weaknesses and comparing them with the position requirements, you can identify gaps. This helps prepare you to be the ideal candidate for the position you seek (Martin, 2019; Quast, 2013). Although you have already made the decision to pursue nursing, knowing your strengths and weaknesses can help you select the work setting that will be satisfying personally (Martin, 2019; Quast, 2013). Your SWOT analysis may include the following factors. Strengths Relevant work experience Advanced education Product knowledge Good communication and people skills Computer skills Self-managed learning skills Flexibility Weaknesses Ineffective communication and people skills Inflexibility Lack of interest in further education Difficulty adapting to change Inability to see health care as a business Opportunities Expanding markets in health care New applications of technology New products and diversification Increasing at-risk populations Nursing shortage Threats Increased competition among health-care facilities Changes in government regulatio Threats Take some time to strategically plan your career and personalize the preceding SWOT analysis. What are your strengths? What skills do you need to improve? What weaknesses do you need to minimize, or what strengths do you need to develop as you begin your job search? What opportunities and threats exist in the health-care community you are considering? Doing a SWOT analysis will help you make an initial assessment of the job market. It can be used again after you narrow your search for that first nursing position. Many graduates find using the SMART acronym helpful to determine career goals. SMART represents specific (S), measurable (M), achievable (A), realistic (R), and timely (T) (Allnurses, 2018). SMART helps you specify what you want to accomplish during your career. For example, perhaps you desire to work as a perinatal nurse. Many health-care institutions promote certification as part of a clinical ladder. You would thus include obtaining certification as part of your plan https://www.nursingworld.org/ancc/. In addition to completing a SWOT analysis, there are several other tools that can help you learn more about yourself. Two of the most common are the Strong Interest Inventory (SII) and the Myers--Briggs Type Indicator (MBTI). The SII compares the individual's interests with the interests of those who are successful in a large number of occupational fields in the areas of (a) work styles, (b) learning environment, (c) leadership style, and (d) risk-taking or adventure. Completing this inventory can help you discover what work environment might be best suited to your interests. The MBTI is a widely used indicator of personality patterns. This self-report inventory provides information about individual psychological-type preferences on four dimensions: Extroversion (E) or Introversion (I) Sensing (S) or Intuition (N) Thinking (T) or Feeling (F) Judging (J) or Perceiving (P) Although many factors influence behaviors and attitudes, the MBTI summarizes underlying patterns and behaviors common to most people. Both tools should be administered and interpreted by a qualified practitioner. Most university and career counseling centers are able to administer them. If you are unsure of where you fit in the workplace, consider exploring these tests with your college or university or take the MBTI online at www.myersbriggs.org. Beginning the Search Even with a nationwide nursing shortage, hospital mergers, emphasis on increased staff productivity, budget crises, staffing shifts, and changes in job market availability affect the numbers and types of nurses employed in various facilities and agencies. Instead of focusing on long-term job security, the career-secure employee focuses on becoming a career survivalist or developing resilience. Resilience requires that an individual develop the ability to recover or adapt to changes (Gray, 2012; Rees et al., 2016). A career survivalist or resilient individual focuses on the person, not the position. Consider the following career survivalist strategies (Morgan, 2013): Be engaged Your career belongs to you. Define your values and determine what motivates you. Be on the lookout for opportunities to break from the status quo. Opportunities for nurses are growing every day. Stay informed Health care is dynamic and changing daily. Go out there, stay informed, and start thinking about your options for riding the waves of change (Yilmaz, 2017). Learn for employability Take personal responsibility for your career success. Continue to be a "work in progress." Employability in health care today means learning technology tools, job-specific technical skills, and people skills such as the ability to negotiate, coach, work in interprofessional teams, and make presentations (Rees et al., 2016). Plan for your financial future Ask yourself, "How can I spend less, earn more, and manage better?" Often, people make job decisions based on financial decisions, which makes them feel trapped instead of secure. Develop multiple options The career survivalist looks at multiple options constantly. Moving up is only one option. Being aware of emerging trends in nursing, adjacent fields, lateral moves, and special projects presents other options. Build a safety net Networking is extremely important to the career survivalist. Joining professional organizations, taking time to build long-term nursing relationships, and getting to know other career survivalists will make your career path more enjoyable and successful. What do employers think you need to be ready to work for them? In addition to passing the National Council Licensure Examination (NCLEX), employers cite the following skills as desirable in job candidates (Cazacu, 2010): Oral and written communication skills Responsibility and accountability Integrity Interpersonal skills Proficiency in field of study and technical competence Teamwork ability Willingness to work hard Leadership abilities Motivation, initiative, and flexibility Critical thinking and analytical skills Self-discipline Organizational skills In today's world, there are multiple approaches to looking for a nursing position. The traditional approaches included looking through newspapers, professional magazines, and school career placement offices. Today, job seekers look to online job boards (Carlson, 2017; Papandrea, 2018; Williamson, 2021). Contacting specific health-care institutions and organizations and filling out a job application lets employers know that you are interested in working with them. Also think "outside the box." Although the acute care setting provides excellent experience with skill development and delegation concepts, good nursing positions exist outside the hospital setting (Williamson, 2021). Examples of alternative settings include community medical clinics, free-standing infusion centers, urgent care centers, and long-term care facilities. Some Internet sites that post nursing opportunities are: www.careerbuilder.com www.nurse.com https://www.nurserecruiter.com www.Indeed.com In recent years, three trends have emerged related to recruiting. First, employers are being more creative by using alternative sources to increase the diversity of employees. They commonly place advertisements in minority newspapers, Web sites, and magazines and recruit nurses at minority organizations. Second, some employers use temporary staff as a way to evaluate potential employees. Nursing staffing agencies are common in most areas of the country. Third, the Internet has become the major source for employers to advertise along with other media used by today's potential workforce. Regardless of where you begin your search, explore the market vigorously and thoroughly. Speak to everyone you know about your job search. Encourage classmates and colleagues to share contacts with you, and do the same for them. Also, when possible, try to speak directly with the person who is looking for a nurse when you hear of a possible opening. The people in human resources offices may reject a candidate on a technicality that a nurse manager would realize does not affect that person's ability to handle the job if they are otherwise a good match for the position. For example, experience in day surgery prepares a person to work in other surgery-related settings, but a human resources interviewer may not know this. Try to obtain as much information as you can about the available position. Is there a match between your skills and interests and the position? Ask yourself whether you are applying for this position because you really want it or just to gain interview experience. Be careful about going through the interview process and receiving job offers only to turn them down. Employers may share information with one another, and you could end up being denied the position you really want. Regardless of where you explore potential opportunities, use these "pearls of wisdom" from career nurses: Know yourself. Seek out mentors and wise people. Be a risk taker. Never, ever stop learning. Understand the business of health care. Involve yourself in community and professional organizations. Network. Understand diversity. Be an effective communicator. Set short- and long-term goals, and strive continually to achieve them. Researching Your Potential Employer After spending time looking at yourself and the climate of the health-care job market, you have narrowed your choices to the organizations that really interest you. Now is the time to find out as much as possible about these organizations. It is important to evaluate your values and goals when researching an organization. Ownership of the company may be public or private, foreign or American. The company may be local or regional, a small corporation or a division of a much larger corporation. Depending on the size and ownership of the company, information may be obtained from the public library, chamber of commerce, government offices, or company Web site. Has the organization recently gone through a merger, a reorganization, or downsizing? Information from current and past employees is valuable and may provide you with more details about whether the organization might be suitable for you. Be wary of gossip and half-truths that may emerge, however, because they may discourage you from applying to an excellent health-care facility. In other words, if you hear something negative about an organization, investigate it for yourself. Often, individuals jump at work opportunities before doing a complete assessment of the culture and politics of the institution. The first step in assessing the culture is to review a copy of the company's mission statement. The mission statement reflects what the institution considers important to its public image. What are the core values of the institution? How do they compare with yours? The department of nursing's philosophy and objectives indicate how the department defines nursing; they identify what the department's important goals are for nursing. The nursing philosophy and goals should reflect the mission of the organization. Where is nursing administration on the organizational chart of the institution? To whom does the chief nursing officer report? Does the organization value and promote nursing (Hu et al., 2022; Kuokkanen et al., 2014)? Although much of this information may not be obtained until an interview, a preview of how the institution views itself and the value it places on nursing will help you decide if your philosophy of health care and nursing is compatible with that of a particular organization. To find out more about a specific health-care facility, you can (Zedlitz, 2003): Talk to nurses currently employed at the facility. Access the facility's Web site for information on its mission, philosophy, and services. Visit an online chat room with other new nursing graduates. Join a local professional nursing organization while completing school. Check the library or complete an online search for newspaper and magazine articles related to the facility. Writing a Résumé Your résumé is your personal data sheet and a way of marketing yourself. It is the first impression the recruiter or your potential employer has about you. Consider your résumé your time to shine. The résumé highlights your skills, talents, and abilities. You may decide to write your own résumé or have it constructed by a professional service. Regardless of who prepares it, the purpose of a résumé is to get a job interview. However, many people dislike the idea of writing a résumé. How can you sum up your entire career in a single page? How can you grab the employer's attention so they want to meet you and see what you have to offer? This one-page summary needs to work well enough to get you the position you want. Chestnut (1999) summarized résumé writing by stating, "Lighten up. Although a very important piece to the puzzle in your job search, a résumé is not the only ammunition. What's between your ears is what will ultimately lead you to your next career" (p. 28). Box 14-2 summarizes reasons for preparing a well-considered, up-to-date résumé. box 14-2 Reasons for Preparing a Résumé Assists in completing an employment application quickly and accurately. Demonstrates your potential. Focuses on your strongest points. Gives you credit for all your achievements. Identifies you as organized, prepared, and serious about the job search. Serves as a reminder and adds to your self-confidence during the interview. Provides initial introduction to potential employers in seeking the interview. Serves as a guide for the interviewer. Functions as a tool to distribute to others who are willing to assist you in a job search. Source: Adapted from Marino, K. (2000). Résumés for the health care professional. John Wiley & Sons; and Zedlitz, R. (2003). How to get a job in health care. Delmar Learning. Although you might labor intensively over creating your résumé, most job applications live or die within 10 to 30 seconds as the receptionist or applications examiner decides whether your résumé should be forwarded to the next step or rejected. In many places, non-nursing personnel first screen your résumé. Some beginning helpful tips include the following (Gibson, 2018; Papandrea, 2017, 2018). Keep the résumé to one or two pages. Do not use smaller fonts to force more information on the page. Proofread, proofread, proofread. Typing errors, misspelled words, and poor grammar act as red flags. Use action verbs when possible. Do not substitute quantity of words for quality. Itemize your educational experiences on your résumé. Also include any certifications you may have. As a new graduate, it may be helpful to highlight specific clinical experiences as they relate to the position you wish to obtain. State your objective. Although you know very well what position you are seeking, the individual conducting the initial screening does not want to take the time to determine this. Tailor your résumé to the institution and position to which you are applying. Employers care about what you can do for them and your potential for future success with their company. Your résumé must answer those questions. If sending electronically, choose a simple font and layout. Include pertinent keywords from the employer's job description. This helps your résumé get through any software filtering programs. Essentials of a Résumé Most résumés follow one of four formats: standard, chronological, functional, or a combination. There are several Web sites on résumé writing that offer free templates to assist you with this skill. Regardless of the type of résumé, basic elements of personal information, education, work experience, qualifications for the position, and references should be included (Evenden, 2020; Gibson, 2018; Indeed.com, 2020; Zedlitz, 2003): Standard The standard résumé is organized by categories. By clearly stating your personal information, job objective, work experience, education, work skills, memberships, honors, and special skills, you give the employer a "snapshot" of the person requesting entrance into the workforce. This is a useful résumé for first-time employees or recent graduates. Chronological The chronological résumé lists work experiences in order of time, with the most recent experience listed first. This style is useful in showing stable employment without gaps or many job changes. The objective and qualifications are listed at the top. Functional The functional résumé also lists work experience but in order of importance to your job objective. List the most important work-related experience first. This is a useful format when you have gaps in employment or lack direct experience related to your objective. Combination The combination résumé is a popular format, listing work experience directly related to the position but in chronological order. Most professional recruiters and placement services agree on the following tips in preparing a résumé (Korkki, 2010; Uzialko, 2018): Make sure your résumé is readable Is the type large enough for easy reading? Are paragraphs indented or bullets used to set off information, or does the entire page resemble a gray blur? Using bold headings and appropriate spacing can offer relief from lines of gray type, but be careful not to get so carried away with graphics that your résumé becomes a new art form. Use a TrueType font when writing your résumé, such as Arial, Calibri, or Cambria (Uzialko, 2018). The paper should be an appropriate color, such as cream, white, or off-white. Use easily readable fonts and a laser printer. If a good computer and printer are not available, most printing services prepare résumés at a reasonable cost. Résumés may also be sent electronically. Some organizations require applicants to upload their résumés into their application system. Another way is to attach a résumé to an introductory e-mail. It is often recommended that you convert your résumé to a portable document format (PDF). This format is readable by most systems and also allows for greater protection, as word processing documents (Microsoft Word, WordPerfect) are easily altered. Make sure the important facts are easy to spot Education, current employment, responsibilities, and facts to support the experience you have gained from previous positions are important. Put the strongest statements at the beginning. Avoid excessive use of the word "I." If you are a new nursing graduate and have little or no job experience, list your educational background first. Remember that positions you held before you entered nursing might support experience that will be relevant in your nursing career. Be sure to let your prospective employer know how to contact you. Do a spelling and grammar check Use simple terms, action verbs, and descriptive words. Check your finished résumé for spelling, style, and grammar errors. If you are not sure if the grammar or style is correct, get another opinion. Follow the do nots Do not include pictures, fancy binders, salary information, or hobbies (unless they have contributed to your work experience). Do not include personal information such as weight, marital status, and number of children. Do not repeat information just to make the résumé longer. A good résumé is concise and focuses on your strengths and accomplishments. No matter which format you use, it is essential to include the following: A clearly stated job objective Highlighted qualifications Directly relevant skills and experience Chronological work history Relevant education and training Optional sections, if relevant, may include: Fluency in a foreign language Community service (if this is a focus of the organization's mission and vision) Hobbies or outside interests (only include one or two that address your personality) How to Begin Start by writing down every applicable point you can think of in the preceding five categories. Work history is usually the easiest place to begin. Arrange your work history in reverse chronological order, listing your current job first. Account for all your employable years. Short lapses in employment are acceptable, but give a brief explanation for longer periods (e.g., "maternity leave"). Include employer, dates worked (years only, e.g., 2001--2002), city, and state for each employer you list. Briefly describe the duties and responsibilities of each position. Emphasize your accomplishments, any special techniques you learned, or changes you implemented. Use action verbs, such as those listed in Table 14-1, to describe your accomplishments. Also cite any special awards or committee chairs you have earned. If a previous position was not in the health field, try to relate your duties and accomplishments to the position you are seeking. Education Next, focus on your education. Include the name and location of every educational institution you attended; the dates you attended; and the degree, diploma, or certification attained. Start with your most recent degree. It is not necessary to include your license number because you will give a copy of the license when you begin employment. If you are still waiting to take NCLEX®, you need to indicate when you are scheduled for the examination. If you are seeking additional training, such as for intravenous certification, include only what is relevant to your job objective. Your Objective It is now time to write your job objective. Write a clear, brief job objective. To accomplish this, ask yourself: What do I want to do? For or with whom? When? At what level of responsibility? For example (Hart, 2006; Indeed, 2020; Parker, 1989): What RN For whom Pediatric patients Where Large metropolitan hospital At what level Staff A new graduate's objective might read: "Position as staff nurse on a pediatric unit" or "Graduate nurse position on a pediatric unit." Do not include phrases such as "advancing to neonatal intensive care unit." Employers are trying to fill current openings and are not interested in acting as a stepping stone in your career. Skills and Experience Relevant skills and experience are included in your résumé not to describe your past but to present a "word picture of you in your proposed new job, created out of the best of your past experience" (Impollonia, 2004; Papandrea, 2018; Parker, 1989, p. 13). Begin by jotting down the major skills required for the position you are seeking. Include five or six major skills such as: Administration or management Teamwork or problem-solving Patient relations Specialty proficiency Technical skills Other Academic honors, publications, research, and membership in professional organizations may be included. Were you active in your school's student nurses association, or in a church or community organization? Were you on the dean's list? What if you were "just a housewife" for many years? First, do an attitude adjustment: You were not "just a housewife" but rather a family manager. Explore your role in work-related terms such as community volunteer, personal relations, fund-raising, counseling, or teaching. A college career office, women's center, or professional résumé service can offer you assistance with analyzing the skills and talents you shared with your family and community. A student who lacks work experience has options as well. Examples of nonwork experiences that show marketable skills include (Eubanks, 1991; Parker, 1989): Working on the school paper or yearbook Serving in the student government Holding leadership positions in clubs, bands, or church activities Being a community volunteer Coaching sports or tutoring children in academic areas After you have jotted down everything relevant about yourself, develop the highlights of your qualifications. This area could also be called the Summary of Qualifications, or just Summary. The highlights should be immodest one-liners designed to let your prospective employer know that you are qualified and talented and the best choice for the position. A typical group of highlights might include (Parker, 1989): Relevant experience Formal training and credentials, if relevant Significant accomplishments, very briefly stated One or two outstanding skills or abilities A reference to your values, commitment, or philosophy, if appropriate A new graduate's highlights could read: Five years of experience as a licensed practical nurse in a large nursing home Excellent patient and family relationship skills Experience with chronic psychiatric patients Strong teamwork and communication skills Special certification in rehabilitation and reambulation strategies Tailor the résumé to the job you are seeking. Include only relevant information, such as internships, summer jobs, intersemester experiences, and volunteer work. Even if your previous work experience is not directly related to nursing, it can show transferable skills, motivation, and your potential to be a great employee. Regardless of how wonderful you sound on paper, if the résumé itself is not high quality, it may end up in a trash can. Also let your prospective employer know whether you wish to have a response on an answering machine or fax. Job Search Letters The most common job search letters are the cover letter, thank-you letter, and acceptance letter. Job search letters should be linked to your SWOT analysis. Regardless of their specific purpose, letters should follow basic writing principles (Banis, 1994): State the purpose of your letter. State the most important items first, and support them with facts. Keep the letter organized. Group similar items together in a paragraph, and then organize the paragraphs to flow logically. Business letters are formal, but they can also be personal and warm but professional. Avoid sending an identical form letter to everyone. Instead, personalize each letter to fit each individual situation. As you write the letter, keep it work-centered and employment-centered, not self-centered. Be direct and brief. Keep your letter to one page. Use the active voice and action verbs and have a positive, optimistic tone. If possible, address your letters to a specific individual, using the correct title and business address. Letters addressed to "To Whom It May Concern" do not indicate much research or interest in your prospective employer. A timely (rapid) response demonstrates your knowledge of how to do business. Be honest. Use specific examples and evidence from your experience to support your claims. Cover Letter You have spent time carefully preparing the résumé that best sells you to your prospective employer. The cover letter will be your introduction. If it is true that first impressions are lasting ones, the cover letter will have a significant impact on your prospective employer. The purposes of the cover letter include (Beatty, 1989): Acting as a transmittal letter for your résumé Presenting you and your credentials to the prospective employer Generating interest in interviewing you Regardless of whether your cover letter will be read first by human resources personnel or by the individual nurse manager, its effectiveness cannot be overemphasized. A poor cover letter can eliminate you from the selection process before you even have an opportunity to compete. A sloppy, disorganized cover letter and résumé may suggest you are sloppy and disorganized at work. Likewise, a lengthy, wordy cover letter may suggest a verbose, unfocused individual (Beatty, 1991). Your cover letter should do the following (Anderson, 1992): State your purpose in applying and your interest in a specific position Also identify how you learned about the position. Emphasize your strongest qualifications that match the requirements for the position Provide evidence of experience and accomplishments that relate to the available position, and refer to your enclosed résumé. Sell yourself Convince this employer that you have the qualifications and motivation to perform in this position. Express appreciation to the reader for consideration If possible, address your cover letter to a specific person. If you do not have a name, call the health-care facility and obtain the name of the human resources supervisor. If you still can't get a name, create a greeting that includes the word manager: for example, Dear Human Resources Manager or Dear Personnel Manager (Zedlitz, 2003, p. 19). Thank-You Letter Thank-you letters are important but seldom used tools in a job search. You should send a thank-you letter to everyone who has helped in any way in your job search. As stated earlier, promptness is important. Thank-you letters should be sent within 24 hours to anyone who has interviewed you. The letter (Banis, 1994, p. 4) should: Express appreciation. Reemphasize your qualifications and the match between your qualifications and the available position. Restate your interest in the position. Provide any supplemental information not previously stated. Acceptance Letter Write an acceptance letter to accept an offered position; confirm the terms of employment, such as salary and starting date; and reiterate the employer's decision to hire you. The acceptance letter often follows a telephone conversation in which the terms of employment are discussed. Rejection Letter Although not as common as the first three job search letters, you should send a rejection letter if you are declining an employment offer. When rejecting an employment offer, indicate that you have given the offer careful consideration but have decided that the position does not fit your career objectives and interests at this time. As with your other letters, thank the employer for their consideration and offer. Using the Internet Today, most job searches are conducted through the Internet. Performing Internet searches for positions offers greater opportunities and the ability to see what types of positions are available within various geographic locations. Numerous sites either post positions or assist potential employees in matching their skills with available employment. Corporations, private companies, and recruiters use the Internet to reach wider audiences. If you use the Internet in your search, it is always wise to follow up with a hard copy of your résumé if an address is listed. Mention in your cover letter that you sent your résumé via the Internet and the date you did so. If you are using an Internet-based service, follow up with an e-mail to ensure that your résumé was received. Table 14-2 summarizes the major "do's and don'ts" when using the Internet to job search. The Interview Process Initial Interview Your first interview may be with the nurse manager, someone in the human resources office, or an interviewer at a job fair or even over the telephone. Many employers use virtual interviews through Skype, ZOOM, or other electronic media. Prepare for these interviews the same way you prepare for an interview in someone's office. These are still face-to-face interviews conducted in real time (Moon, 2018). Be cognizant of this. Regardless of with whom or where you interview, preparation is the key to success. You began the first step in the preparation process with your SWOT analysis. If you did not obtain any of the following information regarding your prospective employer at that time, it is imperative that you do it now (Impollonia, 2004): Key people in the organization Number of patients and employees Types of services provided Reputation in the community Recent mergers and acquisitions Other recent news Much of this information will be available on the prospective employer's Web site. Other potential sources of information are local newspapers and magazines, either in print or on the publications' Web sites. You also need to review your qualifications for the position. What does your interviewer want to know about you? Consider the following: Why should I hire you? What kind of employee will you be? Will you get things done? How much will you cost the company? How long will you stay? What have you not told us about your weaknesses? Answering Questions The interviewer may ask background questions, professional questions, and personal questions. Many employers use the STAR method, which focuses on behaviors. Be prepared to discuss a situation and describe the task, the action taken, and the result (Zhang, 2018). If you are especially nervous about interviewing, role-play your interview with a friend or family member acting as the interviewer. Have this person help you evaluate not just what you say but how you say it. Voice inflection, eye contact, and friendliness are demonstrations of your enthusiasm for the position. Whatever the questions, know your key points and be able to explain in the interview how you will provide an added value to the agency or institution 4 years from now. Refrain from criticizing any former employers. Personal and professional integrity will follow you from position to position. Many companies count on personal references when hiring, including those of faculty and administrators from your nursing program. When leaving positions you held during school or on graduating from your program, it is wise not to take parting shots at someone. Doing a professional program evaluation is fine, but "taking cheap shots" at faculty or other employees is unacceptable (Costlow, 1999). Background Questions Background questions usually relate to information on your résumé. If you have no nursing experience, relate your prior school and work experience and other accomplishments in relevant ways to the position you are seeking without going through your entire autobiography with the interviewer. However, you may be asked to expand on the information in your résumé about your formal nursing education. Here is your opportunity to relate specific courses or clinical experiences you enjoyed, academic honors you received, and extracurricular activities or research projects you pursued. The background questions are an invitation for employers to get to know you. Be careful not to appear inconsistent with this information and what you say later. Professional Questions Many recruiters are looking for specifics, especially those related to skills and knowledge needed in the position available. They may start with questions related to your education, career goals, strengths, weaknesses, nursing philosophy, style, and abilities. Interviewers often open their questioning with phrases such as "review," "tell me," "explain," and "describe," followed by "How did you do it?" or "Why did you do it that way?" (Mascolini & Supnick, 1993). How successful will you be with these types of questions? When answering "How would you describe?" questions, it is especially important that you remain specific. Cite your own experiences, and relate these behaviors to a demonstrated skill or strength. Examples of questions in this area include the following (Bischof, 1993): What is your philosophy of nursing? This question is asked frequently. Your response should relate to the position you are seeking. What is your greatest weakness? Your greatest strength? Do not be afraid to present a weakness, but present it to your best advantage, making it sound as if it is a desirable characteristic. Even better, discuss a weakness that is already apparent, such as lack of nursing experience, stating that you recognize your lack of nursing experience but that your own work or management experience has taught you skills that will assist you in this position. These skills might include organization, time management, team spirit, and communication. If you are asked for both strengths and weaknesses, start with your weaknesses and end on a positive note with your strengths. Do not be too modest, but do not exaggerate. Relate your strengths to the prospective position. Skills such as interpersonal relationships, organization, and leadership are usually broad enough to fit most positions. Where do you see yourself in 5 years? Most interviewers want to gain insight into your long-term goals as well as some idea whether you are likely to use this position as a brief stop on the path to another job. It is helpful for you to know some of the history regarding the position. For example, how long have others usually remained in that job? Your career planning should be consistent with the organization's needs. What are your educational goals? Be honest and specific. Include both professional education, such as RN or bachelor of science in nursing, and continuing education courses. If you want to pursue further education in related areas, such as a foreign language or computers, include this as a goal. Indicate schools to which you have applied or in which you are already enrolled. Discuss your plans for professional development (Narayanasamy & Penney, 2014). Describe your leadership style Be prepared to discuss your style in terms of how effectively you work with others, and give examples of how you have implemented your leadership in the past. What can you contribute to this position? What unique skill set do you offer? Review your SWOT analysis as well as the job description for the position before the interview. Be specific in relating your contributions to the position. Emphasize your accomplishments. Be specific and convey that, even as a new graduate, you are unique. What are your salary requirements? You may be asked about a minimum salary range. Try to find out the prospective employer's salary range before this question comes up. Be honest about your expectations, but make it clear that you are willing to negotiate. What-if questions Prospective employers are increasingly using competency-based interview questions to determine people's preparation for a job. There is often no single correct answer to these questions. The interviewer may be assessing your clinical decision-making and leadership skills. Again, be concise and specific, aligning your answer with the organizational philosophy and goals. If you do not know the answer, tell the interviewer how you would go about finding the answer. You cannot be expected to have all the answers before you begin a job, but you can be expected to know how to obtain answers once you are in the position. Personal Questions Personal questions deal with your personality and motivation. Common questions include the following: How would you describe yourself? This is a standard question. Most people find it helpful to think about an answer in advance. You can repeat some of what you said in your résumé and cover letter, but do not provide an in-depth analysis of your personality. How would your peers describe you? Ask them. Again, be brief, describing several strengths. Do not discuss your weaknesses unless you are asked about them. What would make you happy with this position? Be prepared to discuss your needs related to your work environment. Do you enjoy self-direction, flexible hours, and strong leadership support? Now is the time to cite specifics related to your ideal work environment. Describe your ideal work environment Give this question some thought before the interview. Be specific but realistic. If the norm in your community is two RNs to a floor with licensed practical nurses and other ancillary support, do not say that you believe a staff consisting only of RNs is needed for good patient care (Kuokkanen et al., 2014). Describe hobbies, community activities, and recreation Again, brevity is important. Many times this question is used to further observe the interviewee's communication and interpersonal skills. Never pretend to be someone other than who you are. If pretending is necessary to obtain the position, then the position is not right for you. Additional Points About the Interview Federal, state, and local laws govern employment-related questions. Questions asked on the job application and in the interview must be related to the position advertised. Questions or statements that may lead to discrimination on the basis of age, gender, race, color, religion, or ethnicity are illegal. If you are asked a question that appears to be illegal, you may wish to take one of several approaches: You may answer the question, realizing that it is not a job-related question. Make it clear to the interviewer that you will answer the question even though you know it is not job-related. You may refuse to answer. You are within your rights but may be seen as uncooperative or confrontational. Examine the intent of the question and relate it to the job. Just as important as the verbal exchanges of the interview are the nonverbal aspects. These include appearance, handshake, eye contact, posture, and listening skills. Appearance Dress in business attire. For women, a skirted suit, pants suit, or tailored jacket dress is appropriate. Men should wear a classic suit, light-colored shirt, and conservative tie. For both men and women, gray or navy blue clothing is rarely wrong. Shoes should be polished, with appropriate heels. Nails and hair for both men and women should reflect cleanliness, good grooming, and willingness to work. The 2-inch red dagger nails worn on prom night will not support an image of the professional nurse. In many institutions, even clear, acrylic nails are not allowed. Paint stains on the hands from a weekend of house maintenance are equally unsuitable for presenting a professional image. Handshake Arrive at the interview 10 minutes before your scheduled time. (Allow yourself extra time to find the place if you have not previously been there.) Introduce yourself courteously to the receptionist. Stand when your name is called, smile, and shake hands firmly. If you perspire easily, wipe your palms just before handshake time. Eye Contact During the interview, use the interviewer's title and last name as you speak. Never use the interviewer's first name unless specifically requested to do so. Use good listening skills (all those leadership skills you have learned). Smile and nod occasionally, making frequent eye contact. Do not fold your arms across your chest, but keep your hands at your sides or in your lap. Pay attention, and sound sure of yourself. Posture and Listening Skills Phrase your questions appropriately and relate them to yourself as a candidate: "What would be my responsibility?" instead of "What are the responsibilities of the job?" Use appropriate grammar and diction. Words or phrases such as "yeah," "uh-huh," "uh," "you know," or "like" are too casual for an interview. Avoid phrases such as "I guess" or "I feel" about anything. These words make you sound indecisive. Remember your action verbs---I analyzed, organized, developed. Do not evaluate your achievements as mediocre or unimpressive. Asking Questions At some point in the interview, you will be asked if you have any questions. Knowing what questions you want to ask is just as important as having prepared answers for the interviewer's questions. The interview is as much a time for you to learn the details of the job as it is for your potential employer to find out about you. You will need to obtain specific information about the job, including the type of patients for whom you would care, the people with whom you would work, the salary and benefits, and your potential employer's expectations of you. Be prepared for the interviewer to say, "Is there anything else I can tell you about the job?" Jot down a few questions on an index card before going for the interview. You may want to ask a few questions based on your research, demonstrating knowledge about and interest in the company. In addition, you may want to ask questions similar to the ones listed next. Above all, be honest and sincere (Bhasin, 1998; Bischof, 1993; Johnson, 1999). What is this position's key responsibility? What kind of person are you looking for? What are the challenges of the position? Why is this position open? To whom would I report directly? Why did the previous person leave this position? What is the salary for this position? What are the opportunities for advancement? What kind of opportunities are there for continuing education? What are your expectations of me as an employee? How, when, and by whom are evaluations done? What other opportunities for professional growth are available here? How are promotion and advancement handled within the organization? The following are a few additional tips about asking questions during a job interview: Do not begin with questions about vacations, benefits, or sick time. This gives the impression that these are the most important part of the job to you, rather than the work itself. Do begin with questions about the employer's expectations of you. This gives the impression that you want to know how you can contribute to the organization. Do be sure you know enough about the position to make a reasonable decision about accepting an offer if one is made. Do ask questions about the organization as a whole. The information is useful to you and demonstrates that you are able to see the big picture. Do bring a list of important points to discuss as an aid to you if you are nervous. During the interview process, there are a few red flags to be alert for (Tyler, 1990): Much turnover in the position A newly created position without a clear purpose An organization in transition A position that is not feasible for a new graduate A "gut feeling" that things are not what they seem After the Interview If the interviewer does not offer the information, ask about the next step in the process. Thank the interviewer, shake hands, and exit. If the receptionist is still there, you may quickly smile and say thank you and good-bye. Do not linger and chat, and do not forget to send your thank-you letter. The Second Interview Being invited for a second interview means that the first interview went well and that you made a favorable impression. Second visits may include a tour of the facility and meetings with a higher-level executive or a supervisor in the department in which the job opening exists, as well as with several colleagues. In preparation for the second interview, review the information about the organization and your own strengths. It does not hurt to have a few résumés and potential references available. Pointers to make your second visit successful include the following (Green, 2016): Dress professionally. Do not wear "trendy" outfits, sandals, or open-toed shoes. Minimize jewelry and makeup. Be professional and pleasant with everyone, including administrative assistants and housekeeping and maintenance personnel. Do not smoke. Remember your manners. Avoid controversial topics for small talk. Obtain answers to questions you might have considered since your first visit. In most instances, the personnel director or nurse manager will let you know how long it will be before you are contacted again. It is appropriate to ask for this information before you leave the second interview. If you do receive an offer during this visit, graciously say "thank you" and ask for a little time to consider the offer (even if this is the offer you have anxiously been awaiting). If the organization does not contact you by the expected date, do not panic. It is appropriate to call your contact person, state your continued interest, and tactfully express the need to know the status of your application so that you can respond to other deadlines. Making the Right Choice You have interviewed well, and now you have to decide among several job offers. Your choice will not only affect your immediate work but also influence your future career opportunities. The nursing shortage has led to greatly enhanced workplace enrichment programs and nurse residencies as a recruitment and retention strategy. Career ladders, shared governance, participatory management, staff nurse presence on major hospital committees, decentralization of operations, and a focus on quality interpersonal relationships are among some of these features. Be sure to inquire about the components of the professional practice environment (Kuokkanen et al., 2014). There are several additional factors to consider. Job Content The immediate work you will be doing should be a good match with your skills and interests. Although your work may be personally challenging and satisfying this year, what are the opportunities for growth? How will your desire for continued growth and challenge be satisfied? Development You should have learned from your interviews whether your initial training and orientation seem sufficient. Inquire about continuing education to keep you current in your field. Is tuition reimbursement available for further education? Is management training provided, or are supervisory skills learned on the job? Direction Good supervision and mentors are especially important in your first position. You may be able to judge prospective supervisors throughout the interview process, but you should also try to get a broader view of the overall philosophy of supervision. You may not be working for the same supervisor in a year, but the overall management philosophy is likely to remain consistent. Work Climate As a nurse, you need to feel comfortable in the daily work climate. Your preference may be formal or casual, structured or unstructured, complex or simple. It is easy to observe the way people dress, the layout of the unit, and lines of communication. It is more difficult to observe company values, as well as other factors that will affect your work comfort and satisfaction through the long term. Try to look beyond the work environment to get an idea of values. What is the unwritten message? Is there an open-door policy sending a message that "everyone is equal and important," or does the nurse manager appear too busy to be concerned with the needs of the employees? Is your supervisor the kind of person for whom you could work easily? Compensation In evaluating the compensation package, starting salary should be less important than the organization's philosophy on future compensation. What is the potential for salary growth? How are individual increases determined? Can you live on the wages being offered? Also review the organization's package regarding retirement and health insurance. I Cannot Find a Job (Or I Moved) Many say that finding the first job is the hardest part of the job search. Many employers prefer to hire seasoned nurses who do not require a long orientation and mentoring, particularly in specialty areas. Some require new graduates to do postgraduate internships or even provide these to help ensure longevity in their employees (Walsh, 2018). Changes in skill mix with the implementation of various types of care delivery influence the market for the professional nurse. The new graduate may need to be armed with a variety of skills, such as intravenous certification, home assessment, advanced rehabilitation skills, and various respiratory modalities, to even warrant an initial interview. Keep informed about the demands of the market in your area, and be prepared to be flexible in seeking your first position. Even with the continuing nursing shortage, hiring you as a new graduate will depend on you selling yourself. After all this searching and hard work, you still may not have found the position you want. You may be focusing on work arrangements or benefits rather than on the job description. Your lack of direction may come through in your résumé, cover letter, and personal presentation. As a new graduate, you may also have unrealistic expectations or be trying to cut corners, ignoring the basic rules of marketing yourself discussed in this chapter. Go back to your SWOT analysis. Take another look at your résumé and cover letter. Become more assertive as you start again. The Critical First Year Why does this chapter include a section on the "first year"? Working hard is important; however, some of the behaviors deemed important and rewarded in school are not necessarily rewarded on the job. Employers do not supply syllabi, study questions, or extra-credit points. Only an "A" is acceptable, and often there is not a correct answer. Quality is the expectation with little room for error. Discovering this has been called "reality shock" (Sparacino, 2016). Voluminous concept maps and meticulous medication cards are out; multiple responsibilities and thinking on your feet are in. What is the new graduate to do? Your first year will be a transition year. You are no longer a college student. You are a novice nurse. You are "the new kid on the block," and people will respond to you differently and judge you differently than when you were a student. To be successful, you have to respond differently. You may be thinking, "Oh, they always need nurses---it doesn't matter." Yes, it does matter. Many of your career opportunities will be influenced by the early impressions you make. The following section addresses what you can do to help ensure first-year success. Attitude and Expectations Adopt the right attitudes, and adjust your expectations. Now is the time to learn the art of being new. You felt as if you were the most important, special person during the recruitment process. Now, in the real world, neither you nor the position may be as glamorous as you once thought. In addition, although you thought you learned much in school, your decisions and daily performance do not always warrant an A. Above all, people shed the company manners they displayed when you were interviewing, and organizational politics eventually surface. Your leadership skills and commitment to teamwork will get you through this transition period. Impressions and Relationships Manage a good impression, and build effective relationships. Remember, you are being watched: by peers, subordinates, and superiors. Because you as yet have no track record, first impressions are magnified. Although every organization is different, most are looking for someone with good judgment, a willingness to learn, a readiness to adapt, and a respect for the expertise of more experienced employees. Most people expect you to "pay your dues" to earn respect from them. Organizational Savvy Develop organizational savvy. An important person in this first year is your immediate supervisor. Support this person. Find out what is important to your supervisor and what this individual needs and expects from the team. Become a team player. When confronted with an issue, present solutions, not problems, as often as you can. You want to be a good leader someday; learn first to be a good follower. Finding a mentor is another important goal of your first year. Mentors are role models and guides who encourage, counsel, teach, and advocate for their mentee. In these relationships, both the mentor and mentee receive support and encouragement (Beal, 2016; Shellenbarger & Robb, 2016). "The spark that ignites a mentoring relationship may come from either the protégé or the mentor. Protégés often view mentors as founts of success, a bastion of life skills they wish to learn and emulate." Likewise, mentors often see the future that is hidden in another's personality and abilities (Klein & Dickenson-Hazard, 2000, pp. 20--21; Shellenbarger & Robb, 2016). Skills and Knowledge Master the skills and knowledge of the position. Technology is constantly changing, and, contrary to popular belief, you did not learn everything in school. Be prepared to seek out new knowledge and skills on your own. This may entail extra hours of preparation and study, but remember that no one ever said learning stops after graduation. Lifelong learning is the key to being a successful nurse. Advancing Your Career Many of the ideas presented in this chapter will continue to be helpful as you advance in your nursing career. Continuing to develop your leadership and patient care skills through practice and further education will be the keys to your professional growth. The RN is expected to develop and provide leadership to other members of the health-care team while providing safe, effective, and quality care to patients. According to the Health Resources and Services Administration (HRSA, 2017, 2021), the number of licensed RNs in the United States has increased to a record high level. This increase reflects a larger number of younger nurses entering the workforce along with older experienced nurses. Because of the increased demand for nurses, getting your first job within this environment may not be so difficult, but you hold the responsibility for advancing your career.