Dealing with Jobs Left Early

Written by Scott Brown

Recruiters and employers generally like to see candidates who have a steady work history. That being said, nobody's perfect and many people have had to leave a job early for one reason or another. This week's job searching tip deals with methods you can use to get over an employer's concern about leaving a job early.


I was recently told in an interview that I have shown no loyalty to any of my employers and that it would be difficult to sell me to potential employers. I left two jobs in less than eight months because they were not a good fit. Is there another way I can describerepparttar two jobs in an interview?

- B.T.

Dear B.T.,

Let's first take a look at why employers are hesitant to hire someone who has left jobs early: 1. Wasted training time and money - if an employer has to train you forrepparttar 139213 job and you leave early, resources spent on training were wasted 2. Hiring costs - Often, an employer will have to pay a recruiter a placement fee that can be around 20% of your first year's salary. Most recruiters providerepparttar 139214 employer with a 3-month guarantee. That is, if you leave before 3 months are up,repparttar 139215 employer gets their placement fee back. However, if you leave after 8 months, most recruiters' guarantees have expired. 3. Opportunity Costs - Sort of as a follow on to #2, if you quit andrepparttar 139216 position is open again,repparttar 139217 employer has to once again divert management attention torepparttar 139218 recruiting issue. It will probably take time to start reaching candidates with recruitment advertising, etc. Position vacancies are costly both fromrepparttar 139219 perspective ofrepparttar 139220 work forrepparttar 139221 position not being done, and fromrepparttar 139222 distraction caused to immediate managers of that function. 4. Loyalty/Values - The employer is likely going to be concerned that you lack loyalty and don't appreciaterepparttar 139223 burden it places on them to have to hire someone else. Yes, looking out for yourself is important. But it creates a credibility problem that you will need to overcome.


Helpingrepparttar 139224 Companies you Left Early

If you're going to leave a job early, even if you were unhappy with your boss orrepparttar 139225 work environment, give some thought to how you can leave without leavingrepparttar 139226 company high and dry. Maybe you know someone with a comparable skillset who could takerepparttar 139227 job. If you can do something to easerepparttar 139228 company's burden of having to recruit a new person, this will leave them with a much better impression. It also gives you a better story to tell in interviews for new positions. Even if you didn't leaverepparttar 139229 company recently, it wouldn't hurt to visit with them again and find out if there is anything you can do to help.

Resisting the Urge to Oversell in Interviews

Written by Scott Brown

An interview is a selling situation. In most cases, you are trying to sellrepparttar interviewer on hiring you forrepparttar 139212 job. In our efforts to present ourselves inrepparttar 139213 best possible light, it's easy to forget that it is actually possible to "oversell" oneself. Most sales experts will tell you that listening torepparttar 139214 customer is more important than talking. Interviews are no exception. It's unfortunate, but selling an interviewer on one of your capabilities could actually hurt you if it's a skill that's not central torepparttar 139215 job.


Most interviewers think in terms of categories. They often view candidates as being one type of employee or another. If you sellrepparttar 139216 interviewer about a strength that they feel would be uncharacteristic ofrepparttar 139217 type of person they're trying to hire, they may eliminate you from consideration. For example, if you're applying for a sales job and you spend a lot of time talking about how great you are at preparing sales reports and organizing your contact database, there is a danger thatrepparttar 139218 interviewer could perceive you as being someone who has good computer skills but is not as aggressive onrepparttar 139219 phone.

Part of how people form their opinions about what someone can or cannot do is based on how similarrepparttar 139220 person is to peoplerepparttar 139221 interviewer knows who are good atrepparttar 139222 job. So they may be comparing you to that person, or to several different people they know who have varying degrees of ability inrepparttar 139223 job. To avoid this problem, it is best to first understand fromrepparttar 139224 interviewer what qualities they are looking for and to address how you possess those qualities specifically, being careful not to put undue emphasis on qualitiesrepparttar 139225 interviewer did not say they were looking for. Another risk with selling a strengthrepparttar 139226 interviewer doesn't consider important is that it can divertrepparttar 139227 conversation away from addressingrepparttar 139228 other strengths you have thatrepparttar 139229 interviewer would find more persuasive.

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