Job Search Later In Life

I was listening to Today on BBC Radio Four a few weeks ago, and a gentleman was being interviewed about his frustrations in trying to find a job in his late fifties.

He explained that he had been made redundant from his job in the financial sector when he was fifty-seven years of age. He described it as brutal, and he assumed it was because of his age.

He went on to say he had applied for "over a hundred jobs" in his first year of trying and would continue to apply several times a week. He said he rarely got even a response to his applications, nor did he get much feedback from the few interviews he attended.

He attributed it all to discrimination against older workers and companies that prefer younger applicants. He claimed they didn’t appreciate his experience gleaned over decades in the workplace.

It was a sad story, and I couldn’t help but feel sorry for him, as he was obviously feeling upset and possibly depressed.

Most of us will face the prospect of redundancy during our working lives. Remember: job roles, not people, become redundant.

The man on the radio sounded desperate, not an attractive impression for potential employers. So, it’s hardly surprising he hasn’t been successful.

We hear of people who have applied for hundreds of jobs without getting a response or even an acknowledgement. Employers are reporting dozens, sometimes hundreds, of applications for a single vacancy. In that situation, they will single out standout applicants from the shortlist, leaving some applicants disappointed.

Apply only to positions where you feel you are a good fit.

The shotgun approach of sending your CV out to a mass of job adverts smacks of desperation and is less likely to achieve the desired result.

Potential employers want to know if you fit into their organisation and feel like you want to be a part of their story. You need to do as much research as possible about the organization you'd like to join. There’s usually a wealth of information about their company and sometimes about the interviewers online. Good research can help you decide if you fit and, more importantly, talk about them with care.

This can involve time and effort, something you can’t do if you apply for every job that you see advertised.

There is a process to follow that improves your chances of finding the ‘right’ job and being successful in obtaining a job offer. Start by learning to understand yourself.

Self-assessment: review your career. Reference Assessments: Look back at any performance reviews, 360˚ feedback, and/or references you have received and pick out the recurring themes. Assessment Tests: If possible, take tests that can effectively determine your strengths and weaknesses. Getting an objective determination can add credibility to statements you make in your job interview. Examples are the Myers-Briggs Type Indicator, the Belbin Team Role Inventory, and StrengthsFinder 2.0. (Often, you can find these tests available on the Internet or in business books.)

Next, discover your ‘talent.’ Talent isn't something you are; it's something you have. You have had successes throughout your life; we all have. Success happened because of something you did or a special skill that you possess, but it may not be something you are conscious of or currently recognise about yourself. If you can identify your talent, you will be able to draw upon it in the future to solve problems, and it will help you build confidence in your own ability.

In a job interview, the way you talk about yourself is a deciding factor in your success. Show that you can be the solution to a problem, use specific examples, and especially, show enthusiasm.

In reality, employers are less interested in the number of birthdays you have, but if you can be a part of their team and deliver the job objectives.

Ian Garner

Ian Garner is a retired Fellow of the Chartered Management Institute (FCMI) and the Institute of Directors (FIoD).

Ian is a board member of Maggie’s Yorkshire. Maggie’s provides emotional and practical cancer support and information in centres across the UK and online, with their centre in Leeds based at St James’s Hospital.

He is the founder and director of Practical Solutions Management, a strategic consulting practice, and is skilled in developing strategy and providing strategic direction, specialising in business growth and leadership.