How does profiling differ from networking? Networking involves meeting new people through others. Profiling involves seeing people you already know and with whom you have developed a professional relationship. Your objective is to profile yourself as a potential colleague, one they would be pleased to have on board their own ship.
You can profile yourself in one of two ways. You can call people directly, telling them you are no longer with XYZ Corporation and want to keep them up to date on what you're doing. This should draw inquiries as to what you are doing. To which you respond: "Actually, Bob, one of the reasons I'm calling is that I like how you run your department/business/ organization and wonder what opportunities may exist there."
Or you can send a letter stating the same thing: You enjoyed the relationship you shared before, want the person to know what you're doing, and think you possess skills that could be applied in his or her organization. Simple letters usually suffice; if addressees are interested, they'll call. If you wish, you can include your resume. This will show you mean business, but either strategy can work. Obviously, much of the success in profiling depends on the relationships you developed over the years with the people you contact.
This technique can work well, but-and I cannot emphasize this enough - you must take the initiative. It won't be enough to simply say you're no longer working for XYZ Corporation and then cross your fingers, hoping they'll get the hint and invite you to a meeting or an interview. Your former associates have probably never thought of you in that context. Therefore, you'll have to do it for them.
This may actually be the best job-search method of all, so plan carefully. Because your contacts have viewed you competently in the past, chances are better for getting a salary close to what you last earned. And your credentials are already established.
Once you get an interview, don't blow it by whining about your former employer. Don't saddle the dialogue with details of your dismissal or decision to leave the company. Doing so will give too much away. By contrast, you want your business contact to be intrigued with you, and you want his impression of you to be one of competence and professionalism. Be oblique about what happened, be good natured, be upbeat, and then get on to how your skills could be of use to him.
One of my clients sent four profile letters off to former business associates, and they resulted in three interviews in the next two weeks. Even though no opening existed at the time, all three were interested in talking to her, and one company actually created a position just for her!
Make a list of the positive professional relationships you've enjoyed during the past three years. The form on the following page provides a method of evaluating them.
Profile Contacts
Directions: Scan your appointment book and telephone directory for people outside your previous company with whom you did business or worked (people you genuinely liked and respected). Examine their organizations and industries to see how you might contribute. Write their names and phone numbers in the first column. Then assess your contacts' influence and power within their organizations: Are they in a position to hire you? Would a referral from them mean anything? In the second column, jot down a few words summing up their potential: "CEO," "hot company," "knows everybody," etc. In the third column, rank the potential payoff of that relationship according to the A, B and C priority system. (And remember, do the A's immediately!)
If you have a successful work history and have earned substantial money, there are head-hunters who want to talk to you! The best way to identify the right head-hunter is through a referral. Do you know anyone who is your age with approximately the same experience who has been placed by a recruiter? If so, call that person. If you don't know anyone who has been placed, develop a letter that states your skills and qualifications and the type of employment you desire. Then send it to executive-search firms listed in the phone book. Don't be surprised if a good many don't respond. Of those that do, ask if the service is employer or employee-paid. Turn the tables on the recruiter and ask him or her for references. Arrange a face-to-face meeting with the recruiter and be prepared to ask and answer difficult questions. If you don't feel comfortable with the person, don't use him or her.
If you are comfortable, give the recruiter two or three weeks to come up with an interview or a definite lead. Call the head-hunter several times the first week to show you're not just another client on his or her list and you expect him or her to get something going. If the head-hunter is slow, unresponsive or anything less than you had hoped, move on. There is no law that says you can't work with several recruiters at the same time.
But please understand: You probably will not find your perfect job through a head-hunter. So even if you've signed up as a client, keep your job-search fires burning elsewhere.
