never appear for an interview without first making preparations. There are as many opinions on how this should be done as there are authorities in the field of personnel placement. The job itself will, in most instances, be the controlling factor in determining the amount of preparation required of you. To simplify what would otherwise become a very involved discussion, we suggest you use the following points as a guide: firm. (1) Learn as much as you can about the (2) Decide why you want to work for this particular company. (3) Find out as much as you can about the employer's personal preferences and interests. (4) If the position is one which warrants it, prepare a kit of samples of your work, recommendations, and an outline of your training and experience. (5) Collect all pertinent information about yourself, such as social security number, drivers license, health certificate, union card, military records, proof of age, address, telephone number, etc. (6) Inspect your wardrobe and select attire which will fit the occasion. (7) Be sure that you will be able to give pertinent information concerning your past experience, using as little military terminology as possible. Review all your records and make sure of dates, names, length of study or service so you will be able to discuss your background without leafing through several papers. Try to relate your past jobs to the one you are seeking, amplifying those aspects which would best qualify you for it. b. During the interview stress your qualifications for the job, emphasizing your natural interest in it. Be sure you do not bring up matters of personal importance other than the job itself. Be businesslike and brief, giving information requested, but letting the interviewer do most of the talking. An employer will be more impressed with the person who clearly defines his preferences, but who at the same time is flexible and willing to do whatever is necessary. Avoid the idea of "I'll take anything" because an employer knows from experience that capable workers have convictions when it comes to types of jobs. If you leave the interviewer with the feeling that you are sincerely interested in the job and that you are intelligent enough to carry out orders and follow instructions and that you are dependable and anxious to learn new things, you have greatly increased your chances of being among the final applicants for selection. c. At the close of the interview you should not be discouraged if you don't land the job. Many factors play a part in the process of interviewing and hiring. There are many of these over which the job-seeker has no control. Getting the first job a person seeks is the exception rather than the rule. d. There are some people who seem to have difficulty in getting jobs, but upon close study they are usually guilty of one or more of the following faults: (1) Negative personality (slipshod appearance and attitude). (2) Inappropriate clothing (reflecting a lack of judgment). (3) Insufficient education (training and qualifications). (4) Lack of self-confidence (nervousness, self-pity, etc.). (5) Overconfidence (smart aleck attitude-asking too many questions about the job, reluctant to work, tries to give an impression of knowing more about the job than the employer). (6) Too unbusinesslike (treats the interview as a social call, late for the appointment, etc.). If you don't get the job, study yourself in the light of the above and start over with a determination to rectify your mistakes. 121. How To Keep the Job: a. In priming one's self to hold his job once he has found the right one, it is well to note that what employers expect from their employees can be adequately covered in a few words. They are ability, dependability, initiative, reliability, good attendance, efficiency, loyalty, cheerfulness, helpfulness, unselfishness, and perseverance. b. It is not likely that the person who is sincerely interested in his job will have any of the traits which will cause him to be fired, but still they bear investigation. Repeated studies show that more workers lose their jobs due to poor character qualities rather than lack of skill. Some of the most objectionable qualities in workers who managed to lose their jobs are carelessness, unwillingness to follow rules, laziness, absence or tardiness without cause, troublemaking, too much attention to outside interests, irresponsibility, lack of adaptability, and misrepresentation. 122. The Résumé: a. A discussion of the résumé was purposely omitted from the preceding paragraphs for the reason that its importance in job seeking warrants special attention. A résumé is not an application form. It requires a special selfevaluation before preparation and is a formal, concise statement of facts designed to present information about yourself in a manner that will catch the interest of the employer. In almost every case involving a position of importance, the submission of a résumé will be required before an interview is granted. Your résumé will present you to the employer and it can do an outstanding job in convincing him that your experience and capability is what he needs. Busy executives do not have time to read lengthy papers about your entire military career. Therefore, your finished résumé should be brief, well organized, and not exceeding two typewritten pages. A good résumé should create a favorable impression and attract attention to special abilities you have for the job you are seeking. Personal assets should be outlined, but not be so lengthy that the employer will not find time to read it through quickly. Whenever possible, military terminology should be avoided as it may be confusing to the potential civilian employer. b. There is no standard format according to which a résumé should be constructed. Skills, qualifications, experience, interests, personalities, and desires of individuals seeking appropriate employment, vary as widely as do the job requirements, in the business, industrial, and professional world. However, there is certain information which should appear in all résumés. A suggested outline designed to assist you in preparing your résumé appears at the end of this chapter. SUGGESTED RESUME OUTLINE NAME OBJECTIVE SOCIAL SECURITY NUMBER WEIGH your experience carefully and state your objective in terms of your highest abilities and accomplishments. Use a narrative paragraph describing what you want to do and qualify it by why. Make it brief and eye-catching. For example: "A position in middle management offering opportunity to capitalize on (here cite technical skills) and an ability to weld an organization into a productive working group. OR "Staff or technical assistant to a busy executive in the aircraft industry where (here cite experience and training) could be utilized. Interested in liaison between production and top management." Say in effect, "Because I have done such and such I have this to offer." CHRONOLOGICAL OUTLINE Analyze each tour of duty thoroughly before starting to write your resume. Routine military assignments normally not involving anything of significance to the position being sought, are best minimized or omitted. Select only the highlights of your career. Start with your most recent experience. Include the dates the experience was gained and work backwards from there. Be specific-describe what you did, how you did it, and the amount of responsibility involved. EDUCATION In citing your education, indicate schools, dates, degrees and major subjects. Show also special courses or studies in the same manner, especially if such information supports your job preference. FOREIGN LANGUAGES List languages followed by degree of proficiency in speaking, reading and writing. AFFILIATIONS AND CONTRIBUTIONS Such information might include membership in professional societies or associations, papers published, community participation, hobbies, etc. Chapter 20 CIVILIAN EMPLOYMENT ASSISTANCE FOR RETIRING/ RETIRED MILITARY PERSONNEL 123. Procedures: a. Employment assistance for retiring Air Force personnel is accomplished through a cooperative program between the Department of Defense and the Bureau of Employment Security, Department of Labor (AFL 211–3, 8 July 1964). DOD recognizes a special obligation to assure that career military personnel are provided, at the time of retirement, with all possible assistance in making an orderly transition to civilian life. Therefore, this program is designed to provide retiring personnel with information about those things which they must consider in planning for their retirement, some of the problems retirees face and the various ways whereby these problems can be minimized. This program, consisting of two phases, is in operation at all CONUS military installations to provide assistance beginning 12 to 18 months before a member's actual retirement, through the combined efforts of the state employment agencies which are affiliated with the U.S. Employment Service (USES) and the installation commanders. b. Phase I is a comprehensive briefing session conducted by employment service personnel at Air Force installations 12 to 18 months before the scheduled date of entry into retired status. Under this phase, installation commanders identify those personnel scheduled for retirement and obtain assistance from the appropriate USES Regional Director. The briefing will include information about civilian employment, requirements, opportunities and problem areas. In addition, presentations by the Veterans Administration, veterans' organizations, State, municipal, and Federal Civil Service systems as pertain to rights and privileges accorded to the military retiree in his future status as a veteran is encouraged. c. Phase II consists of direct employment assistance in working sessions between the retiring military member and counselors from the employment service and may include: (1) Counseling. To assist applicants in choosing an appropriate vocation, in planning how to enter a chosen field. (2) Occupational Testing. Two kinds are offered: (a) Aptitude tests which measure potentiality for acquiring occupational skills, and (b) Proficiency tests designed for use in the selection of experienced workers. (3) Job Development and Placement. Applicants' skills, experiences, and desires are matched with the requirements of jobs available or that may become available followed by interviews with prospective employers interested in particular qualifications. (4) The Résumé. In the job search, experience may often be exceedingly important. This is especially true for professional and managerial applicants. The résumé assists in obtaining a job. Copies of suggested outlines are made available. Employment Service personnel will review résumés and assist in improving its effectiveness. d. After retirement, for employment assistance, the retiree should contact the local veterans employment representative nearest his place of residence. e. A significant advantage of the program is that it assists the retiring member well in advance of his actual retirement. Additionally, as all military installations and the U.S. Employment Service offices in the CONUS are actively participating, it provides opportunity for matching qualified retiree applicants to nationwide position vacancies, by announcing the retirees' skills to a broad segment of Federal. State, and local governments, as well as to the industrial community. f. There are no provisions for employment assistance under this program to retiring members stationed overseas. This is due to a lack of USES facilities in those areas. Chapter 21 EMPLOYMENT SOURCES 124. Non-Federal employment. Retired personnel may accept non-Federal employment without limitation as to the amount of salary or other compensation. They must, however, strictly adhere to the restrictions and limitations placed upon their activities by Federal statute, Department of Defense directives, and Air Force regulations. These restrictions are contained in AFR 30-30, "Standards of Conduct," a copy of which may be obtained while you are on active duty from your servicing Central Base Personnel Office (CBPO). After retirement you may obtain a copy by addressing a post card to USAFMPC (AFPMSDM1), Randolph AFB Tex 78148. Employment in industry (this term as used here means all forms of non-Federal employment) will not affect receipt of retired pay except under circumstances involving a "conflict of interest" as specified in AFR 30-30. The receipt of income, other than retired pay, will have an effect on the income tax exemption allowed by the "retirement income credit" as explained in paragraph 67. 125. United States Employment Service: a. USES, Department of Labor, has the major governmental responsibility for providing employment assistance to veterans. This assistance is furnished by local offices of State Employment Services in cooperation with the Veterans Employment Service. More than 1,900 local employment offices offer an extensive program of placement assistance aimed at the maximum use of the skills of veterans consistent with interests and vocational objectives of each veteran. A veteran employment representative is also on duty in each local office to help veterans with any special employment problem. In addition to placement and counseling services, the employment service provides veterans with special assistance including referring qualified veterans to job opportunities ahead of nonveterans. Special preference in referrals is given disabled veterans. b. Through a nationwide clearance system, USES maintains information about job opportunities in all parts of the country. This enables retired members to consider employment possibilities in various localities without actually going there. USES counselors can also furnish you information concerning educational and on-the-job training programs and services available through public and private agencies. 126. Federal Employment. A retired regular officer who works for or who desires to work for the Federal Government in a civilian capacity may be affected by the Dual Compensation Act (Public Law 88-448), which was effective 1 December 1964. The pertinent provisions of this act are explained more fully in chapter 23, this pamphlet. |