Writing new lyrics for the out-of-work blues: as corporate America continues to slim down, black managers develop innovative strategies to find new jobs - includes related article on personal marketing - Cover Story

Black Enterprise, Jan, 1992 by Roz Ayres-Williams

According to Boardroom Reports, the average severance is 12 to 24 months of base pay for top executives and six to 12 months for middle managers. Bonuses are usually paid if the employee is laid off at the end of the bonus period. If dismissal comes in the middle of the period, some employers will pay a prorated bonus, based on what you would have received at the end of the year.

A good severance package, is very important if you are to have any sense of security and peace of mind during your job search. Negotiate with your former employer to continue any medical and dental benefits for the term of the severance pay period, and executive-level outplacement assistance for three to six months. Some companies also let you purchase your company car at a discount, and provide office and secretarial support for a few weeks.

So What's The Strategy?

Just as companies are focusing on defining their core businesses, individuals must do the same for themselves. "Ask what is it that you do well. Forget about your job title or profession. Focus on the skills that you're competent at and enjoy doing," says Mallory Sanford, president of Execu-Search, an executive search firm in Philadelphia. Instead of viewing yourself as an accountant, break what you do well into specific chunks--then determine how well you perform each aspect of that job. You'll come up with a portfolio of marketable skills."

Sanford suggests writing a brochure about yourself. "What selling points would you highlight? Remember, the buyer--or employer--is interested in the specific benefits of hiring you. Can you help the employer be more profitable? That's really the bottom line today."

Once your skills portfolio is pulled together, focus on specific problems you've solved in the past. "Employers are not interested in how hard you've worked--they're interested in how effectively you've worked. They're results-oriented," adds Charles Grevious. "Don't just list your job activities, describe the results of that activity. The best results show either significant savings for the company or revenue enhancement."

Whenever possible, work to enhance your skills base. Each career move should be evaluated in light of how it will increase your marketability. The object is to move closer and closer to profit responsibility. Try to diversify as much as possible. For example, you may be a savvy brand manager, but you'll go further if you're also known for your outstanding presentations. If the brand-management job goes away, someone may think of you for the slot in management training--even though that may not be your "line" of work. Your speaking ability would be the transferable skill in this case--the skill that keeps you on board. "Identifying your skills is one thing," warns Grevious. "Being able to explain how they apply to a specific job is another."

"If you have a knack for seeing the big picture or getting to the bottom of things quickly, consider that a skill or talent that can be transferred to any number of jobs," advises Sanford. "If you're an engineer who's also a persuasive communicator, don't just limit your scope to engineering jobs. There could be a marketing position at an engineering firm that's perfect for someone with your ability."