The First 100 days: A blueprint to success
As the Conservative – Lib Dem coalition experienced this week, how you perform – or not – in your first 100 days on the job is a yardstick by which you may be measured for years to come.
It’s crucial, therefore, to make the right first impression as soon as possible, not least to ensure you pass the probationary period (!)
Overall, you should have three key aims:
- build good relationships - with your peers, managers and key stakeholders such as the media and clients. How you integrate into a new company is as important as job performance, particularly in the early days.
- establish ‘brand you’: communicate your past experience, knowledge, skills, strengths, contacts and personality to the people who matter.
- perform well and meet (or even surpass) expectations.
Sounds easy in theory but as we all know, the first few weeks of starting a new job can rank alongside moving house and divorce in the stress stakes. Here are our top five tips to help ensure your transition to a new job is a smooth one.
Take a break: If it is at all possible, take a break before starting a new job. Whilst new employers are often keen for candidates to start asap, both parties will benefit if your batteries are fully charged and you’re given a small breathing space between debriefing from a former role and anticipating a new one. Not only are the first 100 days extremely challenging and demanding it’s also highly unlikely that you’ll be able to take leave in the first three months of a new role.
Watch and learn: As tempting as it may be to stamp your mark as early as possible, particularly in the competitive world of PR, try and make your first few weeks a ‘watch and learn’ exercise. By observing and learning how this new organisation or agency works, what its culture, methods and standards are, you’ll increase your chances of making the right decisions in your new role – and decrease your chances of ruffling feathers. Many in-house corporate organisations actually specify that the first three months will predominantly be a learning exercise, although agencies tend to be faster paced, expecting new recruits to hit the ground running. As a way of getting new employees up to speed as quickly as possible, many agencies have a ‘buddy/mentor’ programme, where new recruits are supported and trained by a senior colleague, introduced to key people and given advice on everything from managing tricky clients to understanding internal politics.
Manage expectations: Yours – and your employers’. Firstly, yours. Nobody puts themselves under more pressure than a new employee. The steep learning curve of the first three months is exhausting, so pacing yourself is important, as is being realistic. Be kind to yourself; nobody, not even your new employer, expects you to perform as well as your colleagues until you know as much about the business as they do. That said you should be able to understand your new role and what is expected of you in order to satisfy a new employer. We suggest having a minimum of one meeting a month with your boss during the first 100 days to ensure that you are ‘on target’. If not, then at least you’ll have an opportunity to remedy the situation before the probationary period ends.
Do your own PR: Being proactive, actively throwing yourself into getting to know how the organisation works and who the people that matter are (not just the ones with the biggest personality or loudest voice) is the best advice we can offer when it comes to speeding up the integration process. If you don’t have a mentor then help yourself and get known for the skills, knowledge and experience you have.
Trust us: You ARE the right person for the job. As challenging and stressful as a new job is remember that you have been employed after a rigorous recruitment process! We only recommend those candidates who have the right skills, experience and cultural fit for client interview and clients only employ successful candidates. For four consecutive years we have experienced a 98% success rate of candidates who are still employed not only after the probationary period, but at least 12 months after commencing employment. We’re sure you’ll be one of them!
The return of the counter offer
In the ‘tug-of-war’ for talent, it’s a truism that good people are hard to find. But it’s equally true that good people are harder to keep hold of. As the PR world emerges from recession faster than many other sectors and competition for ‘good people’ hots up, it’s not surprising that we’ve seen the return of the ‘counter offer’.
And return it has! Four months ago, counter offers were most likely to occur between legal communications teams but with more private sector agencies winning business, the phenomenon has now spread across the board to include corporate PR, particularly in the financial services sector.
We’re not just talking counter offers between a current employer (understandably wanting to retain talented staff they’ve trained and invested in) and another potential employer, but bidding wars between three or four employers all keen to secure the best hire.
Without doubt, the main driving force behind this round of counter offers is money. Talented individuals, frustrated by the recession-enforced career inertia of the past two years are now chancing their arm at interview(s) primarily to boost their salary.
Arguably, some of the candidates we’ve seen who have ‘won big’ at counter offer are those who were genuinely underpaid. One agency candidate even doubled their salary whilst eventually staying with the original employer. Doubling salaries may be exceptional, but it’s been our candidates’ recent experience that significant pay hikes are a factor again.
However, as flattering as a counter offer is employers and candidates should proceed with caution.
National surveys of employees consistently show that of those who accept counter offers, 50 to 80% voluntarily leave their employer within six months of accepting the deal largely because of un-kept promises and the reasons other than salary why they were looking to leave haven’t gone away.
To ensure you don’t become one of those statistics, it’s worth asking yourself the following questions: “Will your loyalty be in question by remaining in the job, especially if future redundancies are likely?” “Is the counter offer just a stalling tactic to avoid short-term inconvenience or a genuine desire to progress you career?” “Will this preclude next year’s bonus?” and “Do the proposed improvements eliminate the reason you went for a new job in the first place?”
But perhaps the most important factor when considering counter offers is the longer term professional consequences. PR careers and professional reputations aren’t made in a moment, whilst a counter offer may be. Just remember that making the wrong choice could leave a potential employer with a lasting negative impression of you long after the bidding war boxing gloves have been removed.
Public sector CV’s rise by 62% post budget
The number of CV’s we’ve received from PR and Comms candidates with a public sector background has soared by a massive 62% since the emergency budget was announced, according to our latest figures.
Out of those 62%, exactly half are from candidates with an agency background, i.e. those agencies with public sector clients. Given that this time last year we received not a single CV from a public sector agency candidate, it’s clear to see where the budget cuts are beginning to bite.
The question is: where does this leave the PR / in-house communicator with a predominantly public sector background? Unemployed? Perhaps for the short term. But unemployable? We hope not. Here’s our advice.
If you’ve come from an agency with public and private sector clients and have first hand experience of servicing both, then private sector employees will be more receptive as long as you can demonstrate a proven track record of private sector successes and relevant media contacts. Bridging the two sectors will also show your adaptability and a transferable skill set, perhaps even putting you at an advantage over those with ‘pure’ private sector experience.
For those with no recent private sector PR or Comms experience, the battle to win HR hearts is undoubtedly tougher – but by no means impossible.
One of the biggest hurdles to overcome is the perception, real or imagined, that the public sector is process rather than results or profit-driven; that perhaps the pace is slower. There is a tendency, particularly during and post recession, for employers to pigeon-hole candidates into the sector they have come from. Employers are more reluctant to accept that skills and knowledge acquired in one environment are transferable and have relevance in another sector.
Being able to demonstrate that you are an ambitious self-starter, have transferable skills, and are able to apply the knowledge you’ve acquired to benefit a private sector employer is therefore imperative. Achievements that are measurable are what private sector employers will be looking for. Have you met and exceeded targets or KPI’s, for example? Having cultivated strong relationships with key media contacts is equally desirable in the private sector wish list. But most of all, particularly if going for a fast-paced, results-driven agency position, candidates must be able to show that they understand the differences between the public and private sector, what drives the market (and current market conditions) and be able to respond as immediately and as well as those with a proven private sector track record.
Changing sectors is always a challenge. In this climate of increased competition and job insecurity, where the private sector is still in recovery post-recession, being willing to consider a drop in seniority, salary or perks until you have more experience may help you appear ‘more attractive’ to a prospective employer.
Of course, there’s also another factor to consider. With top talent in short supply, employers will ALWAYS choose the ‘best hire’. Which means there are win-win opportunities for both sides; outstanding public sector candidates and open minded, flexible private sector employers.
Interview tips: How to sell yourself better
After almost 18 months of recession-induced career coma, the market is moving, particularly in PR. Financial PR, in-house Corporate Communications, Property PR and Consumer are all hiring again, with more senior positions likely to come on board in the Autumn. In Legal PR, we’re even experiencing counter offers, with pay increases of £10K being put on the table to secure the best talent. With competition hotting up (much like the weather) here’s our top ten interview tips to help you sell yourself better.
1. Prepare for the meeting. We’re not just talking about doing your homework about the role and company you’re being interviewed for, but anticipating tricky interview questions such as ‘what is your weak spot?”. By rehearsing your game plan pre-interview (why not practice in front of friends?), your interview performance will be much enhanced and you’re less likely to be floored by killer questions designed to trip you up.
2. Think of yourself as a brand – how are you going to position yourself? With so much competition for each post, how you define and project yourself, skills, dress and personality, is all important. Interviewers are more likely to remember the ‘troubleshooter with a demonstrable track record in communications success’ or the ‘team player who has increased profitability by X% over a two year period’ than the person who is unsure of what their successes actually are.
3. Talk about your input and your results, rather than hiding behind the smokescreen of ‘we’.
4. Be specific and have details/examples to hand. What are you proud of? What have you achieved? How have you contributed? Interviewers love facts, figures and statistics so they can be confident they’ve hired someone who’ll positively influence the wider company’s profitablity and bottom line.
5. Remember that there is a balance between modesty and being overly confident. You’re being interviewed for cultural fit, being part of a wider team and organisation, not world domination.
6. Be genuine. If you don’t know the answer to something, say so, perhaps turning a negative into a positive by saying “I don’t have the experience to answer that question but what I do know is….”. Honesty is always the best policy no matter how great your acting ability.
7. Be aware that social media is desired – even if you don’t do it, make sure you understand it.
8. Be mindful. An hour is usually allocated for a meeting. Refrain from telling them your life story. Instead, be succinct, to the point and use that hour to your best advantage. If you don’t, someone else will…
9. Have questions prepared – there is always something you can ask. What are the company plans for the future? What is the office culture like?. Questions are a good way of demonstrating a real interest in the business. Remember, you’re interviewing them / the company almost as much as they are interviewing you.
10. Be aware of the skills that employers are interested in now, such as new business, emerging trends or markets or digital skills. If you’re not sure of what they are – do your homework!
Communications – the cruellest cut?
We all knew it was coming but George Osborne’s recent announcement that £1.5 billion will be lopped off consultancy costs – including communications spend – has sent a shudder through the UK’s public sector comms teams.
The Recruitment & Employment Confederation’s marketing, media and creative sector group has argued that investing in government communications is crucial in the current climate, given an already distrustful electorate.
But, in the swings and roundabouts of public sector / private sector fortunes, the position of internal communicators isn’t as precarious as one might think. “The recession has meant that in-house PR’s have had to work hard to keep employees motivated and engaged, conveying often difficult corporate messages throughout,” says Lynne Wilkins, The Works Co-Director. “Their profile will be further raised because of the need to keep employees, shareholders and customers informed about upcoming changes in policy, ” adds Lynne.
The strengthened position of internal communicators is borne out by a recent survey, which found that 68% of respondents reported that their senior executive teams are either generally supportive or active champions of the discipline, a 12% increase on this time last year.
Which can only be good news for those looking for promotion or new in-house communications positions…
Rising Star: Christian Mahne
Not everyone would describe being pelted by stones and tear gas as a career highlight but there again, Christian Mahne, Director and Head of Lansons Live, the consultancy’s Direct Communications arm, is not ‘everyone’.
For a start, there’s his unusual career progression which has seen him swap stockbroking for (Board-level) PR, with a decade of journalism (and afformentioned tear gas / stones) in between, something he aptly describes as a very ‘unique sandwich’.
Stones? Tick! Sandwiches? Tick! High flyer in leading PR and Public Affairs consultancy? Tick! Dr Evil? Tick (yes, really). Read on to find out why this month’s profile truly deserves the title ‘rising star’. Be educated. Be informed. Be entertained. We were…
Name: Christian Mahne
Position: Director and Head of Lansons Live
Company: Lansons Communications (http://www.lansons.com/)
Can you summarise your career path to date?
Two years stockbroking, ten years journalism, two years public relations. It’s a unique sandwich which gives me a different perspective on communications.
Describe your role:
I run Lansons Live, the Direct Communications arm of Lansons. We are all about disintermediated communications, putting clients and customers together through content, with no-one in between. We have a studio and production facility in the basement and do a great deal of original production (live programming, edited films etc.) for our clients’ internal and external audiences.
What’s been your career highlight to date?
Getting on the Board at Lansons has been a wonderful highlight and recognition of the value and importance of content driven strategies in the new PR world.
Getting pelted with stones and tear gas while stuck in no man’s land between both sides while covering the G8 summit protest in Prague a few years ago comes a close second.
And greatest challenge?
Anything on the cutting edge can be hard to get signed off because of the uncertainty associated with new things. In risk-averse times budget holders understandably want to be certain of the outcomes before committing. Luckily being right at the forefront of developments enables us to provide added value consultancy and our clients know they can rely on our advice.
And your ambition?
Oh, my ambitions are limitless. Austin Powers’ nemesis Dr. Evil has nothing on me – “The world is mine… the world is mine…”
What advice can you offer to other comms professionals who want to get ahead in the current climate?
Don’t underestimate the power of original thought. Copying the last successful idea will only get you so far! The approach to public relations consultancy is undergoing a revolution with new direct communications channels opening up between brands and their audiences. It’s an exciting new environment where the rules haven’t been written and there are no maps yet. So, fuse your gut instincts with existing industry knowledge and generate true innovation. Just look at Dali, whoever would have thought about putting a lobster on a telephone, but it kind of works doesn’t it? (http://www.tate.org.uk/servlet/ViewWork?workid=2988)
The other important thing, play the long game. You’re not in a race with your cohort to achieve greatness. The road to success is littered with the carcasses of people who ran out without looking first.
How do you feel about what you have achieved so far in your career?
People need different things at different times in their life. When I started out in journalism I just wanted to see myself on television. Now I get a buzz from understanding communication in its entirety. I was zoomed in but the big picture is actually the more interesting one.
The more I’ve done, the more my perspective has widened. You can’t learn good judgement; it just comes through experience, so get as much breadth in your life as you can.
What recent current affairs issue are you most interested in, and why?
Right now, the BA strike actually. For three reasons, one – I’m flying with them soon (or not as the case may be). Second, it’s about as high a stakes game of reputational poker as a brand can play and I’m interested to see their strategy and thirdly, I love aviation and learned to fly while I was based in Australia.
What challenges are you facing in your current position?
I work in a hot area. Lots of competitors, lots of bright people with great ideas. The challenge is to bridge the old and the new. Successfully combining the latest tools and techniques with the proven essentials of communication, unchanged for decades. Ultimately, it’s about helping clients tell compelling stories, or as Lord Reith (first Director General of the BBC) put it so well: “educate, inform, entertain”
Do you have an unusual, impressive or inspirational career path? Are you able to offer sage career advice to other communications professionals? If so, we’d love to hear from you! To nominate a colleague or be featured as the next ‘rising star’ yourself, contact us at: sarah@the-works.co.uk or tel. 020 7559 6690.
The Great Public Sector Exodus?
Whether propelled by looming public sector cuts and redundancies or just the unsettling prospect of change, enquiries from communications professionals from local councils and central government are flooding in ahead of the upcoming election. We have seen a 60% increase in applications over March compared to February.
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