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Evaluating a Job Offer & Differences to Expect

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1 Evaluating a Job Offer & Differences to Expect
* 07/16/96 Evaluating a Job Offer & Differences to Expect Presenters: John Hillmann Jeff Mowris *

2 Agenda Introductions Evaluating Job Offers
Transitioning from School into a Professional Environment Questions

3 Before you Interview Determine your needs/wants
Salary/benefits Location Type of work (manufacturing, R&D, etc) Industry (automotive, food, pharmaceutical, etc) Size of company Don’t waste time interviewing with companies that will not fit your needs Similar to choosing a college

4 During the Interview Ask general questions
Company philosophy Type of work (engineering, supervision) Typical career path Don’t waste time asking about specifics Wait until after an offer for details Decide if you actually want to work for the company before an offer is extended

5 Once an Offer is Extended
Don’t be afraid to ask any question If a company is interested in hiring you, they should be happy to answer any question Direct questions to correct person HR Director Recruiter Hiring manager

6 Items to Consider When Looking at Job Offers
* 07/16/96 Items to Consider When Looking at Job Offers Scope of the job, nature of work How the job meets your goals Organization and personnel Opportunities for professional growth Values and philosophies of management Geographic conditions (relocation/travel) Salary and potential for increased salary Benefits *

7 Understanding the Position
* 07/16/96 Understanding the Position Does it match my career goals? Does it seem to offer the challenge I’m seeking? Will it use my existing skills and education? Do I understand the job responsibilities clearly? What is the scope of my responsibility? Are the work hours acceptable? Is overtime required? If so, how often? What happens if I’m inflexible? *

8 Organization and Personnel
* 07/16/96 Organization and Personnel Will I fit into the corporate environment? What is the company’s future? Is it restructuring? Downsizing? Expanding? Do I understand the chain of command clearly? Do I know my manager’s style and work expectations? What does the rest of my department team look like? Do I feel that I will fit in? *

9 Opportunities for Personal Growth
* 07/16/96 Opportunities for Personal Growth Can I become a member of the team quickly and succeed immediately? What are my promotional opportunities in this position? Do I think that I can advance in this company? Is it a leader in its field or industry? What does the company do to help me maintain and improve my professional status and knowledge? *

10 Values and Philosophies of Management
* 07/16/96 Values and Philosophies of Management How prominent is the company’s commitment to its values and code of professional conduct? How does the company contribute to the community? Is the organization known for promoting from within? How committed is the company to workforce diversity? *

11 Geographic Conditions
* 07/16/96 Geographic Conditions Do I know enough about the community I could be living in? What will my commute be? Do I need a car? Is alternate transportation available? Is there a large difference in the cost of living? If so, is there compensation or salary adjustment? Must I travel? If so, how much? How far? Must I relocate in the future? If so, what are the other possible locations? *

12 Salary and Potential for Increased Salary
* 07/16/96 Salary and Potential for Increased Salary What will I be paid in this position? Is there a fixed salary or salary range for this position? How often will my pay be reviewed? How does individual development and performance influence my salary growth? Is superior performance rewarded? How? Is there a variable pay program? What is the variable pay expectation for this job? *

13 Benefits What is the benefits package? When is coverage effective?
* 07/16/96 Benefits What is the benefits package? When is coverage effective? How much does the company pay, How much will I be responsible for paying? How much time off will I have (vacation, holidays, sick time)? What types of retirement programs does the company offer? How does the organization support employee wellness? *

14 Getting an Offer An official offer needs to include:
* 07/16/96 Getting an Offer An official offer needs to include: position title starting salary start date Avoid accepting an on-the-spot offer do some homework and evaluate the total compensation before accepting a lower salary may be equal if the value of the benefits package is more Know the decision deadline ask for an extension if necessary *

15 Job Offer Contingencies
* 07/16/96 Job Offer Contingencies Offers often have contingencies attached pass a physical examination document your citizenship or immigration status obtain security clearance undergo a thorough background investigation, including credit history, police records and travel history verify your academic credentials Non-Compete Agreements to prevent former employees from working for competitors for a specified period of time *

16 * 07/16/96 “Total Compensation” Benefit portion typically ranges from 25-35% of base salary Be aware of details of the benefit program and calculate the full value of salary and benefits--”Total Compensation” Do your research on salary and benefits have a “bottom-line” compensation figure, the minimum you’re willing to accept calculate what you need to live on, adjust for cost-of-living index for the city/area *

17 Benefits Packages Time away from work Work arrangements
* 07/16/96 Benefits Packages Time away from work vacation holidays sick days/personal days Work arrangements flex time telecommuting overtime, comp time, travel premiums Relocation expenses *

18 Benefits Packages -Insurance
* 07/16/96 Benefits Packages -Insurance Medical Dental Optical/Eyecare Life Insurance Accidental Death Disability Business Travel *

19 Benefits Packages -Retirement, Stock Plans
* 07/16/96 Benefits Packages -Retirement, Stock Plans 401k Plans check on company matches on your contribution check the time it takes to vest in the company matching amount Pension Plans many companies are cutting back on these Profit Sharing typically at discretion of executive management excellent benefit when company is profitable Stock Options/ESOPs (Employee Stock Ownership Plans) buy stock at a discount from market value *

20 Benefits Packages -Additional Perks
* 07/16/96 Benefits Packages -Additional Perks Tuition reimbursement Professional/Advanced training Expense reimbursement Dependent care Flexible Spending Accounts(pre-tax) Employee Assistance Programs *

21 Benefits Packages -Additional Perks
* 07/16/96 Benefits Packages -Additional Perks Health Clubs Transportation Programs parking/commuting reimbursement Professional membership dues Special company discounts Unpaid leave time Termination agreement (severance pay) *

22 Rating Your Job Offers Rate the jobs on the same criteria
* 07/16/96 Rating Your Job Offers Rate the jobs on the same criteria determine the criteria most important to you base criteria on your priorities Create and use a Decision Matrix use a system that works for you try to be as objective as possible *

23 Decision Matrix Example 1
* 07/16/96 Decision Matrix Example 1 *

24 Decision Matrix Example 2
* 07/16/96 Decision Matrix Example 2 *

25 After the Decision Communicate your acceptance
* 07/16/96 After the Decision Communicate your acceptance verbal acceptance is ok follow with written acceptance or return employment agreement to company Respond to all job offers not necessary to say what company you accepted with communicate your appreciation keep contact information *

26 Evaluating Internship Offers
Don’t need as much detail as full-time Important things to consider Site visit possible? Level of responsibility/Type of work Hourly vs. Salary Start/end dates Relocation expenses Housing provided? Other interns? Vacation possible? Don’t be afraid to try something new

27 Questions on Job Offers?

28 Success vs. Failure Success can be measured in different ways
For every 1 way to succeed, there are at least 99 ways to fail If you don’t know the criteria for success, you’re almost guaranteed to fail Giving a “C” effort or result is unacceptable Giving an “A+” effort is usually unnecessary

29 Problem Solving School Work That pump isn’t working right. Go fix it.
A 4x3-13 centrifugal pump is supposed to deliver 90gpm of 100F water to a tank 35 ft above the centerline. Figure 14.2 shows the layout of the 2” discharge pipe, and Figure 14.3 shows the associated pump curve. The current power input is a 1750 rpm, 3 phase, 460V, 18FLA, 30Hp motor. Determine the pressure the pump must supply and whether the motor is sufficient. Work That pump isn’t working right. Go fix it.

30 Problem definition Problems are not always clearly defined
Often need to choose how accurate to be (i.e. how much safety factor) You will need to make assumptions, but assumptions are based on experience Never work on the solution before you know the question Determine scope for an acceptable solution Design? Budget? Implementation?

31 Problem solving process
Vendors can often do some things for you, so don’t waste your time trying to do everything Equations and calculations are great, but try using them as your last option Sometimes half the problem is determining the values of your variables Always list your assumptions

32 Problem Solutions The solution to a problem is very rarely a number that you put a box around Once you have a solution, you generally still need to “sell it” to everyone How you present a solution is just as important as the solution itself If you involve multiple people in the process, they are more likely to accept your solution

33 The Almighty $$$ Every business is out to make money
The best solution and the right solution are often two very different things Just because you develop a solution does not mean that it will be used Almost every calculation ends with an economic analysis

34 Time Management You are ultimately responsible for managing your time effectively Set a schedule and track your progress Don’t volunteer for everything possible Imagine being handed the text book, the syllabus and the date/time for your final – could you pass the class?

35 Company Culture Pay attention to “unwritten” policies
Lunch breaks/personal time Internet usage Follow corporate guidelines on: IP security Cleanliness/organization Safety

36 Office politics In school, you just do your work and receive a grade for it At work, personal advancement is not always measured on merit alone You don’t need to impress everyone, just the right people You never know who will be your next boss You can’t burn too many bridges

37 A diploma is just a piece of paper
Graduating with a degree in engineering means you’re done learning the first 20% School taught you problem solving skills, you need to learn how to use them in the workplace Don’t expect to work just as one type of engineer (ME or ChE, etc.) Experience and accomplishment is what really matters High School senior versus College freshman You can learn something from everybody

38 Communication It doesn’t matter how good your idea is if nobody else can understand it There is no excuse for poor grammar or spelling, especially for external communication Always send professional s You never know who they will be forwarded to Never write a paragraph when a sentence will suffice Provide answers, but be ready to supply method if asked

39 Priorities Discuss priorities with your boss
If everything is a priority, you have problems In school, everything is important and must be completed in one semester

40 Other Differences If you’re not a morning person, set 2 alarms
Oversleeping is inexcusable, and napping is even worse You can afford better beer but have less free time to drink it You will not have every computer program on earth available to you, so don’t be surprised if you don’t have Maple to do all your math Never complain to the parent of a newborn that you got “only” 6 hours of sleep last night Do or do not, there is no try

41 John Hillmann Jeff Mowris
Questions? John Hillmann Jeff Mowris

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