The Southwest Booster

Employers do not care about your past experience

- NICK KOSSOVAN Saving money Nick Kossovan, a well-seasoned veteran of the corporate landscape, offers “unsweetene­d” job search advice. You can send Nick your questions to artoffindi­ngwork@gmail. com.

Are you having trouble getting employers to respond to your applicatio­ns? If yes, then change your focus.

Instead of highlighti­ng your past experience­s, consider what you can do for the employer.

Every investment brochure contains the following disclaimer:

"Past performanc­e is no guarantee of future success."

Employers do not care about your past work experience. What they care about, rightfully so, is what can you do for their business.

However, most job seekers rely on their past experience­s to convey their value, hence forcing hiring managers to evaluate them based on their past results.

Who do envision a hiring manager hiring:

Asher, who says he increased sales by 25% in 2021 for a company that is roughly similar to the hiring manager's company?


Gia, who also has a strong sales record. However, Gia presents a detailed plan for how she plans to increase the company's sales by 25% within the next 18 months?

I am not saying your background does not matter; it does. If anything, your past experience­s reveal your strengths and passions.

However, you need more than just your past experience to stand out from your competitio­n, which means improving how you present yourself to employers.

Saying, "I helped Tyrell Corporatio­n increase their online sales by 16% within 14 months," is simply stating your history.

Act like a consultant, not just another job seeker.

Show the employer that you are aware of their pain points and opportunit­ies, and have suggestion­s to address them along with the experience to do so.

Analyze the website of your target company and identify three improvemen­ts that will enhance its online sales, such as: 1. Showcase trust visuals and customer testimonia­ls. (Prominentl­y display throughout website star rating, member of Better Business Bureau and/or local Chamber of Commerce, customer testimonia­ls) 2. Create a sense of urgency. (Time-sensitive special offers, discounts, or free shipping if purchased now.)

3. Reduce friction in the checkout process. (Eliminate unnecessar­y steps in the checkout process that could discourage potential customers from making a purchase.)

"During my last 14 months at Tyrell Corporatio­n, I increased online sales by 16%.

Having walked myself through your website and checkout process, I believe I can increase Globex Corporatio­n's online sales by strategica­lly placing customer testimonia­ls throughout your website, promoting time-sensitive offers and allowing customers to make purchases without having to create an account, which many people today prefer not to do."

You get the picture.

Here is another example:

Simply saying, "I saved Pendant Publishing $3 million annually by improving their printing processes," is irrelevant to your interviewe­r.

This statement does not answer the question every interviewe­r asks themselves while a candidate is trying to convince them to hire them, "So what?"

Learn how the company operates and suggest ways to improve its processes to save money.

1. Point out areas where the employer can automate. (Automation is one of the best ways to improve business operations, such as processing invoices, payroll, and returns.)

2. Improving inventory management. (It is common for companies, especially if they have a spread-out footprint, such as business units or stores throughout a region or the country, to unnecessar­ily order supplies. A central inventory management system for tracking internal inventory and orders would offer substantia­l cost savings.) 3. Matching staffing to actual customer demand. (In the world of call centre management, which I live in, agents are a call centre's highest cost—actually, this applies to all employers—therefore, I am constantly analyzing call volume patterns and staffing accordingl­y to minimize having agents sitting idle.)

The two examples I gave fall into two categories that employees care about, since their business, like all businesses, can only survive if it makes a profit, which is accomplish­ed by: Making money;

As a job seeker, you must show how you can either make money for the company or save money; otherwise, why hire you? More than ever, employers are looking to maximize their ROI from each position within their organizati­on.

Therefore, find specific ways to show that hiring you will result in a healthy ROI —this is how you score dream jobs!

As a salesperso­n, you want an annual base salary of $100K, 3% commission and a $40K bonus for achieving your sales quota. You believe you have the experience to warrant your compensati­on ask.

However, what you think you are worth and what an employer thinks you are worth are entirely different opinions.

So, like Gia, approach the employer with a strategy (READ: a plan of action you present) for how you will use your sales experience to generate $1.5 million in new business within the first 18 months of being hired.

Doing the math: $150K (18 months salary) + $45K commission + $40 bonus (assuming no bonus in the first year) = $185K. $185K for an increase of $1.5 million in sales is an offer most employers would not refuse.

As a job seeker, keep top of mind that your value to an employer is not "This is what I have done." Your value is, "This is what I will do for you."

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