This might be one of the questions I am most frequently asked. My answer is always the same…it depends. While it’s not unusual for a senior-level executive to spend six to 12 months in an active search, there are numerous factors that contribute to the length of a search. Here are the biggest ones to consider.
The amount of time you spend on job boards.
It seems so sensible. There is a list of open jobs. Your skills match the job requirements. Of course the hiring manager will deem you to be the perfect candidate. But while you are thinking this, so are 100+ other people. And simultaneously, there are one or two other candidates that were referred in. They are the people who will generally get the interview, because someone who knows and trusts them recommended them. The other 100+ candidates will most likely hear nothing.
Instead of spending hours applying to the jobs online posted by employers who aren’t likely to respond to you, identify companies where you think there may be a good fit based on your skills and try to make contacts at those companies despite there being no indication if there is a current opportunity there. Start conversations that showcase your value before there is a live opening and become a company insider. That way you may be able to become one of the two candidates referred in when there is an open job and not one of the 100+ who most likely will hear nothing.
Your reliance on recruiters to find you the next job.
Most recruiters will tell you that you are more likely to land your next job through a relationship than through a recruiter. . Recruiters are inundated with candidates, and it’s unrealistic to assume they will remember you based on the fact that you once sent them your resume.
Recruiters are only exposed to a certain portion of the market; the jobs at companies willing to pay a steep recruiter fee. Companies hire recruiters to find the exact match; the needle in the haystack. It’s not unusual for them to request a slate of candidates strictly from particular companies, schools, or degree programs.
Instead of thinking about how a recruiter can help you, think about how you can help them. Network with them and pitch your value, but also be gracious and offer to make introductions to others that may be suitable for their current openings. This will make you more memorable and improve the chances that you will be top-of-mind with them should a role that matches your background become available.
The quality and quantity of your network.
In order to network effectively, you need both. You need to reach some level of “critical mass” in order to more easily leverage the strength of your second and third degree connections. I recommend trying to build your network to at least 300 connections and using LinkedIn as the tool for tracking those connections. But having a large network where you barely know the majority of your first degree connections will not have much value because your relationship with these connections may not be strong enough to have them become advocates for you. Building a quality network will generally yield better results, because people who know you are more likely to recommend you or be willing to make other introductions.
How you frame the “ask.”
Most job seekers reach out to their network and say something like, “I’m in a job search, and if you hear of anything that matches my skills, let me know.” The problem with this ask is that the likelihood that your contact knows of an open opportunity right now that is an exact match is quite remote. Additionally, with this type of ask, your contact is likely to assist with some well-intentioned, but limited help. They will probably say, “Send me your resume, and I will see what I can do.” They will probably send it to their HR department, where it will go unnoticed unless miraculously there is a job that you are a direct fit for.
While it may sound counterintuitive, creating a broader ask will generally lead to better results. Instead try, “I am currently in a job transition, and while I understand you don’t necessarily know of a role right now that matches my skills, I am reaching out to learn more about (your role, your company, your industry views-pick the most appropriate ask) to help inform my job search. People are more likely to share information when it is not linked to an expectation of a job. They may even feel flattered that you asked for their insights and opinions. As part of your conversation, ask if there is anyone else they suggest you speak to, reiterating that you make no assumption that their contacts know of an open job. By gaining these introductions, you increase the likelihood that someone you meet actually knows of an open role that may be suitable for you.
The amount of time you put into your networking.
If you are not currently employed, view your job search as your fulltime job and dedicate at least 35 hours per week to your search. There is a lot to do. You will need to create an entire suite of self-marketing tools including a resume, cover letter, executive bio, and LinkedIn profile. You will need to identify and activate your network, ask for meetings, take those meetings, send follow up letters,
research companies of interest, prep for interviews, and more. If you only spend half the allotted hours working on your search, it will take you twice as long to land your next job.
How helpful you have been to others in the past.
What goes around comes around. Do you have a reputation as a connector or a mentor? Have you made any meaningful introductions to colleagues or friends that led them one step closer to their next job? People remember people who have helped them. Do you fall into this category? If not, it’s never too late to start. As a job seeker, you probably have some new-found empathy for people in a similar situation. Try to help others in search, and become a connector for contacts who may need recommendations for referrals for other roles outside your professional level, industry, or area of expertise.
How realistic your salary requirements are.
Most job seekers use their past salary as the main benchmark for determining their salary requirements. They hope to make more, but will settle for the same or a bit less. But all a salary represents is the amount of money an employer was willing to pay you to do a particular job at a certain point in time. It may have no bearing on what the current market value for that role is or it may not represent the responsibilities of the new role you are seeking. If your salary requirements are higher than what the market will bear, you may end up extending your search, holding out for a salary that is no longer realistic. Be sure to research the competitive value of the jobs/level you are applying for. Consult colleagues, recruiters, industry surveys, and online resources like Glassdoor, Payscale, and LinkedIn for salary survey data.
Your willingness to relocate.
Particularly at the senior executive levels, there will be fewer roles to compete for. Candidates who are willing to relocate will have a competitive edge over those who are not. If relocation is not an option, consider ways you could still be considered a candidate. Perhaps you would be willing to travel or can outline a path to success through virtual work. Pitch the value you bring to the table that a local candidate might not have, and prove that an alternative to relocation could work.
Luck.
There is a certain element of luck in a job search, and I wish every job seeker a good dose of it. While we can’t control this factor, we can try to influence it somewhat to increase the likelihood of being in the right place at the right time more frequently. This occurs when you are open-minded about helping others, create a strong professional brand and industry presence for yourself, and remain diligent to the task at hand.