Please watch this video, the read my tips. You can do it!

Q1: Do I need a cover letter?

Cover letters can give you a serious edge if they are written and presented effectively

Cover letters help you differentiate yourself from the competition

Without a good cover letter it is

1) hard to stand out

2) easy to get overlooked by accident

Writing the letter is the easy part

First, do your homework

Q2: How can I differentiate my cover letter?

The cover letter is the FIRST thing an employer sees

It determines whether or not they want to learn more about you

Therefore, DO NOT WRITE A FORM LETTER!

Every cover letter should be unique

Customize every cover letter to fit each opportunity

How?

Read everything you can find

More importantly, talk to people at informational interviews (more on that soon)

If you can't be the most qualified applicant, you can absolutely be the most informed and enthusiastic one

A cover letter is a research document

It prepares you for the interview, and increases the chance you will get invited

As quoted in a recent NYT article

Referred candidates are twice as likely to land an interview as other applicants, according to a new study of one large company by three economists from the Federal Reserve Bank of New York. For those who make it to the interview stage, the referred candidates had a 40 percent better chance of being hired than other applicants

Q3: How can I get referred?

Talk to people who

• do what you want to do

• work where you want to work

• study where you want to study

Casual conversations with friends or acquaintances that you know through your various networks

Informational interviews with hiring managers, recruiters, professors, administrators, staff

Do you feel that there is a good "fit" between you and this organization?

Q4: What is fit?

Employers / admissions officers wonder, "Do you share our culture?"

They are more likely to feel that you know their culture if you can prove that you know their people

In short, fit is culture and culture is people

In your cover letter, tell a good story about why you want this PARTICULAR JOB at this particular company

How sure are you of your preferences?

Your specific answer is not that important

Rather, you stand out simply because you have thoughtfully considered the question

Q5: What is an informational interview?

Ask for career and industry advice rather than employment

Gather information on the field

Find employment leads

Expand your professional network

Unlike a job interview, you ask the questions

There may or may not be a specific employment opportunity available

Nevertheless, job interview etiquette is expected

Q6: How do I translate insights from informational interviews into convincing cover letter contents?

Mention the names of people you've spoken to

What did they tell you?

How did their words confirm your interest?

Quote memorable comments from specific people and explain why they impressed you

What impressed you about certain people you met?

What did those conversations show you about this particular opportunity?

STORY TIPS

• Good

◦ Names (Michael Goldstein)

• Better

◦ Transformational conversations (how Michael changed my perceptions)

• Best

◦ Transformational experiences (Michael introduced me to Jay Altman, a mentor whose path I wanted to follow)

Q7. How should my cover letter be organized, how long should it be, and what should it say?

Your cover letter should contain three or four paragraphs and fit on a single page

Many cover letters contain 4 sections

Salutation
Purpose and context
Differentiators and contributions
Next steps

Salutation

Dear Ms. First Last, Title:

Do your best to find the decision maker’s name, and use it in the salutation

Purpose and context

In your first paragraph, explain why you are writing

Purpose - what opportunity I seek

Context - how I learned about this opportunity

· Are you answering an ad?

· Did someone refer you to the company?

· How did you learn that the company is expanding?

Differentiators and contributions

In the middle paragraphs, explain why you are a good candidate, and show that you are knowledgeable about the company

Convey a clear story about your career, and highlight specific past achievements

You can write full narrative paragraphs or bullet points, but do not simply copy your résumé

Your résumé shows WHAT you have done and WHAT you have accomplished

The cover letter can also show HOW accomplished it and what motivated you to do so

Employers like to hire people who are both qualified and motivated by legitimate and sincere reasons

This is especially true if you come from a nontraditional background

If this opportunity represents a big career shift for you, you need to explain why shift makes sense

STORY TIP

· In NYT article, HR manager at a leading food company recalls reviewing applications for a chef in a test kitchen

· One woman had a career in manufacturing, but her cover letter described how she had grown up in a family that was passionate about cooking and where she had frequently made meals from scratch

· The woman got the job despite her peripheral work experience

Help the résumé screener to figure out HOW YOU ARE DIFFERENT than the other applicants

Don't assume the person will figure it out by reading your résumé

POINT OUT the difference and make it EASY for the person to understand

Examples:

· Unlike other candidates you're seeing that probably have A trait, I have B trait because of my experience at company C.

· Unlike other candidates you're seeing who probably seem enthusiastic about X, I am certain of my interest in Y because of my recent internship at Z.

Finally, if possible, mention your contribution

• I know what you expect

• I know how to exceed your expectations

Example:

My public service center fellowship enabled me to create the first national fundraising guide for a rapidly expanding non-profit

Utilizing that resource, I can help stabilize funding to make the program sustainable

Is this a lot of work? YES!

Do most people take this much effort? No!

Why does it work? Precisely because most people aren't willing to do the extra work to stand out

Quite often the things that work best are the things that most people do NOT do

Next steps

In the closing paragraph quickly summarize what you offer. For instance, you might write something like, “In closing, I bring a tool kit comprised of leadership, strategic planning, and analytical skills. I look forward to the opportunity to speak with you at an interview, where I could demonstrate my fit and explain my potential contributions to the ABC team.”

Be sure to thank the reader, “Thank you for your time and consideration.”

Finish your letter by indicating that you will follow up in the near future (and make good on that promise)

Sign off with a “Sincerely,” “Cordially,” “Thank you for your consideration” or similar closer, followed by your name and, if you like, your e-mail address

SAMPLE COVER LETTER

1-23-1 Sensei-machi

Nishi, Osaka, Japan 500-0001

May 1, 2013

Ms. Johanna Gonzalez

Director, Rice University Office of International Students & Scholars

6100 Main MS-365

Houston, Texas 77005

Dear Ms. Gonzalez:

After speaking with my friend Charles Clark, I felt excited to learn about the position of Program Coordinator for International Students at Rice’s Office of International Students and Scholars (OISS). Based on my experience in New York and Japan, I can bring some unique contributions to the OISS.

First, I helped start new initiatives at New York's largest adult training center. After graduating with honors in Linguistics from Boston University, I joined The Center for Adult Training and Employment. As the youngest program coordinator, I served over 3,000 clients, which is 20% above average. Best of all, I helped increase job placements by 15%.

Now, I believe I can help the OISS increase opportunities for international students, as well. Speaking with Charles, who was my senior colleague and mentor at the Japan Exchange and Teaching Programme, I understand that Rice is trying to increase the percentage of international students by 5% over the next three years. Based on my unmatched results in New York and Japan, I feel confident that I can help you meet that target, or even exceed it.

Finally, I believe that my background as an educational resources coordinator and overseas teacher demonstrates that I possess the ideal mix of organizational, creative, interpersonal, and counseling skills to be the best Program Coordinator for International Students. In addition, my adjustment to Japanese culture has made me uniquely sensitive to the experiences of those living away from home.

I enclose a résumé of my background and qualifications, and will follow-up with you in the coming weeks. Also, I might have the opportunity to visit my family in Houston. I will let you know if I am in the area, as it would be wonderful to meet with you or a member of your staff in person. Thank you for your time and interest in my candidacy.

Sincerely yours,

Anna the ALT

Q8: How should I submit my cover letter?

The rise of applications via cellphone means that cover letters should be more concise, and specific to the job at hand

You can include your letter in the text of your e-mail message or place it above your résumé in an attachment

If you put it in a separate attachment from your résumé, you run the risk that a hiring manager will not click on it

If you place it in the text of your e-mail message, it should generally be shorter than if you use an attachment

If you really want to make an impression, make a hard copy of your cover letter and résumé and send it to the hiring manager by regular mail

Attach a handwritten note that says, “Second submission; I’m very interested”

HR might reject the electronic application because it did not meet certain rigid criteria but the hard copy of your cover letter and résumé might reach the company president

Q9. What are some common mistakes in cover letters?

A cover letter with typos, misspellings and poor sentence structure may take you out of the running for a job

If you cannot afford to pay someone to review your cover letter and résumé, enlist a friend or a family member with good language skills to do it instead

[VINCE HINTS: Here are my best proofreading and editing tips http://www.vinceprep.com/essays/editing]

Making the cover letter all about you: “I did this, I’m looking for, I want to ... I, I, I.” Structure your letter so that it stresses the company and what you can do to help it reach its goals

Including too much information ex. specific salary or geographic requirements

Do not point out that you do not meet all the criteria in the job description

You can deal with that later, if you get an interview

Hiring managers looking for ways to exclude you as they narrow down their applications

Do not give them that opportunity

Bottom line

A great cover letter is the result of hours of research and multiple, ongoing conversations

If you can get referred for an opportunity you increase your chances of success

By gathering all the information for your cover letter, you will be ready for your interview

I hope you get invited!

Thank you again for watching

Please subscribe for interview tips, coming soon

Information compiled from

February 15, 2009

CAREER COUCH

A Cover Letter Is Not Expendable

By PHYLLIS KORKKI

Q. You are getting ready to apply for a job electronically, and your résumé is ready to go. Do you need to prepare a cover letter? Are they necessary in this day and age?

A. Cover letters are still necessary, and in a competitive market they can give you a serious edge if they are written and presented effectively.

Cover letters are a graceful way to introduce yourself, to convey your personality and to impress a hiring manager with your experience and your writing skills, said Katy Piotrowski, an author of career books and a career counselor based in Fort Collins, Colo.

You can also tailor them to a specific company in ways that you cannot with a résumé.

Ms. Piotrowski recently had a job opening at her small company, Career Solutions Group, and she was dismayed when about a quarter of the 200 applicants did not send cover letters. Most were within five years of graduating from college, she said, reflecting a more informal mind-set among younger people.

Q. How should your cover letter be organized, how long should it be, and what should it say?

A. First, do your best to find the decision maker’s name, and use it in the salutation. If you are applying to a blind ad, say “Dear Sir or Madam” or “To the Hiring Manager.” Ms. Piotrowski said she received cover letters that had no salutation at all or began with “Hey there” — not a strong start. If you want to be on the safe side, use a colon after the salutation, although some people now feel it is permissible to use a comma in an e-mail message.

Your cover letter should be short — generally no longer than three or four paragraphs, said Debra Wheatman, a career expert at Vault, a jobs Web site.

In your first paragraph, explain why you are writing — it may be that you are answering an ad, that you were referred to the company through networking, or that you learned that the company is expanding, said Wendy S. Enelow, author of “Cover Letter Magic” and a professional résumé writer in Virginia.

In the middle paragraphs, explain why you are a good candidate, and show that you are knowledgeable about the company. Then convey a clear story about your career, and highlight specific past achievements. This can either be done as a narrative or in bullet points, Ms. Enelow said.

You can also highlight qualities you possess that may not fit the confines of a résumé, Ms. Wheatman said.

She once worked in human resources at Martha Stewart Living, and recalls reviewing applications for a chef in a test kitchen. One woman had a career in manufacturing, but her cover letter described how she had grown up in a family that was passionate about cooking and where she had frequently made meals from scratch. The woman got the job despite her peripheral work experience.

Finish your letter by indicating that you will follow up in the near future (and make good on that promise). Sign off with a “Sincerely,” “Cordially,” “Thank you for your consideration” or similar closer, followed by your name and, if you like, your e-mail address.

Q. Where should your cover letter appear, in an e-mail or in an attachment?

A. You can include your letter in the actual text of your e-mail message or place it above your résumé in an attachment. If you put it in a separate attachment from your résumé, you run the risk that a harried hiring manager will not click on it at all. If you place it in the text of your e-mail message, it should generally be shorter than if you use an attachment, Ms. Enelow said.

Then, if you really want to make an impression, make a hard copy of your cover letter and résumé and send it to the hiring manager by regular mail. Attach a handwritten note that says, “Second submission; I’m very interested,” Ms. Piotrowski said. “I’ve had clients double their rate of interviews simply from doing that,” she said.

Ms. Enelow calls this “double-hitting,” and says she has seen it work remarkably well. She said a senior-level client of hers got an interview and was hired because the hard copy of his cover letter and résumé reached the company president, whereas his electronic application was rejected by someone in human resources because it did not meet certain rigid criteria.

Q. What are some common mistakes in cover letters?

A. A cover letter with typos, misspellings and poor sentence structure may take you out of the running for a job. If you cannot afford to pay someone to review your cover letter and résumé, enlist a friend or a family member with good language skills to do it instead.

Another misguided thing people do is to make the cover letter all about them: “I did this, I’m looking for, I want to ... I, I, I.” Structure your letter so that it stresses the company and what you can do to help it reach its goals, Ms. Piotrowski and others said.

Another danger is including too much information — for example, very specific salary or geographic requirements, Ms. Enelow said. It is also unwise to point out that you do not meet all the criteria in the job description, she said. You can deal with that later, if you get an interview.

Hiring managers are looking for ways to exclude you as they narrow down their applications, she said. Do not give them that ammunition.

E-mail: ccouch@nytimes.com.

Employers Increasingly Rely on Internal Referrals in Hiring

Sandy Huffaker for The New York Times

Danielle Cosgrove, left, referred Riju Parakh for a job at Ernst & Young. Ms. Parakh was hired within three weeks.

By NELSON D. SCHWARTZ

Published: January 28, 2013

Riju Parakh wasn't even looking for a new job.

But when a friend at Ernst & Young recommended her, Ms. Parakh's résumé was quickly separated from the thousands the firm receives every week because she was referred by a current employee, and within three weeks she was hired. "You know how long this usually takes," she said. "It was miraculous."

While whom you know has always counted in hiring, Ms. Parakh's experience underscores a fundamental shift in the job market. Big companies like Ernst & Young are increasingly using their own workers to find new hires, saving time and money but lengthening the odds for job seekers without connections, especially among the long-term unemployed.

The trend, experts say, has been amplified since the end of the recession by a tight job market and by employee networks on LinkedIn and Facebook, which can help employers find candidates more quickly and bypass reams of applications from job search sites like Monster.com.

Some, like Ernst & Young, the accounting firm, have set ambitious internal goals to increase the proportion of hirings that come from internal referrals. As a result, employee recommendations now account for 45 percent of nonentry-level placements at the firm, up from 28 percent in 2010.

The company's goal is 50 percent. Others, such as Deloitte and Enterprise Rent-A-Car, have begun offering prizes like iPads and large-screen TVs in addition to traditional cash incentives for employees who refer new hires.

Economists and other experts say the recession has severed networks for many workers, especially the long-term unemployed, whose ranks have remained high even as the economy recovers.

Nearly 4.8 million Americans have been out of work for 27 weeks or more, according to the Labor Department, three times as many as in late 2007. The typical unemployed worker has been jobless for 38 weeks, compared with 17 weeks before the recession.

While the overall unemployment rate has edged downward recently, little improvement is expected for the long-term jobless when data for December is released by the Labor Department on Friday.

"The long-term unemployed and other disadvantaged people don't have access to the network," said Mara Swan, executive vice president for global strategy and talent at Manpower Group, which provides temporary help and job placement services. "The more you've been out of the work force, the weaker your connections are."

Although Ernst & Young looks at every résumé submitted, "a referral puts them in the express lane," said Larry Nash, director of experienced and executive recruiting there. Indeed, as referred candidates get fast-tracked, applicants from other sources like corporate Web sites, Internet job boards and job fairs sink to the bottom of the pile.

"You're submitting your résumé to a black hole," said John Sullivan, a human resources consultant for large companies who teaches management at San Francisco State University. "You're not going to find top performers at a job fair. Whether it's fair or not, you need to have employees make referrals for you if you want to find a job."

Among corporate recruiters, Mr. Sullivan said, random applicants from Internet job sites are sometimes referred to as "Homers," after the lackadaisical, doughnut-eating Homer Simpson. The most desirable candidates, nicknamed "purple squirrels" because they are so elusive, usually come recommended.

"We call it Monster.ugly," said Mr. Sullivan, referring to Monster.com. "In the H.R. world, applicants from Monster or other job boards carry a stigma."

Monster.com did not respond to a request for comment.

Even getting in the door for an interview is becoming more difficult for those without connections. Referred candidates are twice as likely to land an interview as other applicants, according to a new study of one large company by three economists from the Federal Reserve Bank of New York. For those who make it to the interview stage, the referred candidates had a 40 percent better chance of being hired than other applicants.

For many companies, the odds are even more lopsided. At Sodexo, a food service and facilities management company that hires 4,600 managers and executives a year, referred employees are 10 times more likely to be hired than other applicants.

"We're focusing on what will be most efficient," said Arie Ball, Sodexo's vice president for talent acquisition. "And it's just easier to connect on social networks than it used to be." The company recently released a mobile app so employees can make recommendations from their mobile phones.

In particular, LinkedIn has altered the hiring landscape, making it easy for recruiting departments to trace connections between job candidates and their own employees by using LinkedIn's database and software.

LinkedIn has also eaten into the bottom line of Monster.com and other online job sites as well as that of traditional recruiters, said Craig A. Huber, an experienced stock analyst at Huber Research Partners who covers LinkedIn and Monster.com.

Even as the rise of social media changes the landscape for job seekers, the depth of the last recession has eroded labor networks in both the white- and blue-collar worlds, said Judith K. Hellerstein, a professor of economics at the University of Maryland. Skills decline, she said, and friends become reluctant to recommend people who have been out of work for months or years.

"We're in a period of historic displacement in the labor market," Ms. Hellerstein said. "The long-term unemployed are a huge problem that we haven't figured out. All this human capital is being wasted and their skills are atrophying."

Referral programs carry important benefits for big companies. Besides avoiding hefty payouts to recruiters, referred employees are 15 percent less likely to quit, according to Giorgio Topa, one of the authors of the Federal Reserve Bank of New York study.

Human resource departments have recognized the same pattern. "Our analysis shows referred hires perform better, stay longer and are quicker to integrate into our teams," said Mr. Nash of Ernst & Young.

As a result, within the last two years, firms like Deloitte, Ernst & Young, and Booz Allen have created dedicated teams within their human resource departments to shepherd prospects through the system. Over all, Deloitte receives more than 400,000 résumés a year, but recommended employees are guided along by a 12-person team.

"We had people that felt referrals weren't being attended to or referrals weren't being contacted," said Maribeth Bailey, national director of talent acquisition at Deloitte. "We simplified the process by removing a lot of red tape." Deloitte now gets 49 percent of its experienced hires from referrals, up from 43 percent two years ago.

Ms. Swan of Manpower cautions that although employee referrals are a valuable tool, "you have to watch the ultimate long-term result in terms of diversity and skills." Otherwise, she warned, "you're going to get people like you have."

People tend to recommend people much like themselves, economists say, a phenomenon known as assortative matching. Mr. Topa's study for the Federal Reserve Bank of New York found that 63.5 percent of employees recommended candidates of the same sex, while 71.5 percent favored the same race or ethnicity.

As a result, some companies are trying to make sure the proportion of employees who are recommended doesn't get too high even as they expand their referral programs.

At Enterprise Rent-A-Car, the proportion of workers hired through employee referrals has risen from 33 percent to just under 40 percent in the last two years, but the company wants to make sure it doesn't pass the 50 percent mark, said Marie Artim, vice president for talent acquisition at Enterprise Holdings.

"I think if you begin to creep up to 50 percent or higher, you start to worry about people not getting the opportunity to talk to us," she said. "That's why we look for a balance."