Why College Doesn't Lead to Career

By Susan Kennedy

Jobs Vacancy, Job vacancies, Employment Jobs

Meet Dave, a recent college graduate with a double major in marketing and finance. Dave's dream job is to obtain a position in brand management at Under Armor. He did not come by this dream easily: Dave has a passion for sports clothing and even did a case study on Under Armor in college. He has some of the skills and experience required but does not have a proven track record of industry work experience. Dave is currently doing temporary work and is getting frustrated with his lack of success in his job search.

Dave is not alone. Parents and college graduates everywhere are wondering what happened to the American dream: a good education should lead to a good job. With the unemployment rate for Americans ages 18-24 hovering at 16%, that dream isn't holding true for many college graduates. The economy has certainly made its impact on this population with respect to meaningful employment. It's easy to attribute the lackluster job market for college graduates to the economy: less than 25% of the graduating class of 2010 had jobs at graduation.

As a job coach who works with the college student and college graduate population, I can easily cite other factors that equally hinder the employment prospects for college graduates:

• Unrealistic career expectations
• A true disconnect between what employers are looking for and what the graduate has to offer, and
• Ineffective job search skills

So, what can entry-level professionals do to address these gaps?

First, set career goals that are realistic. Graduates need to be flexible about the types of jobs that they will consider and how far they are willing to travel. The goal of any first job is to establish a proven track record of results and to develop professional contacts. For example, in addition to his dream at Under Armor, Dave might also consider an entry-level marketing job at Saucony, Reebok or New Balance. If those jobs seem unattainable, Dave can also consider positions that "fall below" his expectations in those same companies. For example, an administrative position at Reebok may not be glamorous but can pay off in the long run as the employer sees Dave's motivation and hard work demonstrated.

Next, understand that employers are looking for a portfolio of marketable skills that clearly demonstrate how the candidate will add value to the organization from day one. Communication and analytical skills, a strong work ethic, leadership and the ability to self-manage are the qualities employers look for. The best ways to develop these skills (in order of employer preference) is through paid part-time work, internships, participation and/or leadership in a student organization and volunteer work. If a position requires analytical skills and a strong work ethic, the job seeker would be wise to identify ways in which he/she has used those skills in the classroom or in a work environment. He/she should be able to articulate those skills on a resume, cover letter as well as on a job interview.

Finally, beef up your job search skills.

• Network, network, network. Approximately 85% of jobs are found through face-to-face networking. It is often at the second or third level of networking where job seekers will find success. Family, friends, bosses, coaches, professors and alumni are great sources of networking contacts.
• Look where the jobs are. Companies with fewer than 100 employees anticipate a 26% increase in entry-level hiring for 2010. Understand that companies of that size typically do not have a presence on campus nor do they have a strong Human Resources department. The job seeker will have to aggressively search for the opportunities by asking contacts for suggestions and ideas.
• Sharpen interview skills. Job candidates should be able to articulate how they will add value to prospective employers rather than focus on what the employer can do for them. Be prepared to give examples that demonstrate when and how the candidate used the marketable skills in question. Research the job and the organization prior to the interview and arrive armed with questions for the interviewer.

When the search is prolonged, job seekers should continue to develop marketable skills. Part-time work, temporary work, volunteer work or even starting a business will demonstrate work ethic and marketability. It is also helpful to close any background gaps. Running a fund raising event, for example, will enable the job seeker to include events planning, organization and persuasion to their list of marketable skills.

As for the economy? Acknowledge that it will take longer and it will take more work to find the right job than it has in past years. But by being proactive and making the most of opportunities that remain within your control you can significantly shorten the job search.