Category Archives: Career Engineering

Navigating Job Loss and Rebuilding Your Career

The recent wave of federal layoffs has left thousands of professionals, many seasoned, accomplished and deeply valued in their organizations, suddenly without work. The abrupt loss has been more than a career disruption for UCLA alumni and others in similar positions — it has been a shock to the system.

Job loss, particularly when it’s sudden and unexpected, isn’t just about income or routine, it’s an emotional and psychological blow. The American Psychological Association consistently ranks unemployment among the top five most stressful life events, on par with divorce or the death of a loved one. According to a 2021 article in Harvard Business Review, 56% of professionals who experienced unexpected layoffs reported a profound sense of identity loss, while 45% admitted to struggling with diminished self-esteem and confidence.

The truth is we don’t just work for a paycheck, we work for meaning, for purpose and for a sense of self. When that’s taken from us, even temporarily, it can usher in depression, anxiety and chronic stress. But while the emotional toll is real, it does not have to be permanent. There are strategies that are both practical and emotionally helpful for professionals seeking to re-enter the workforce. 

Start by giving yourself space to grieve. You’ve lost not just a title, but part of your identity. Recognize the disappointment, the anger, the sadness. But don’t sit in that space very long. Psychologists recommend setting mental boundaries, allowing yourself to sit with your emotions for a defined window — an hour a day, a few days a week — and then shifting your energy toward action. The idea is to build resilience and prevent spiraling into prolonged despair.

Another tactical approach is participating in regular physical activity, which has been shown to reduce anxiety, improve mood and enhance cognitive function. The Mayo Clinic reports that just 30 minutes of moderate exercise a day can lower stress hormone levels and help restore emotional balance.

Simultaneously, keep your brain challenged. This is an ideal moment to expand your skill set, particularly in areas like data fluency, digital transformation or AI literacy, which are increasingly expected in many roles. LinkedIn Learning, Coursera and edX offer certifications from institutions like MIT, Wharton and Stanford that can boost your credibility while keeping you intellectually engaged.

In particular, understanding generative AI and its impact on your industry can serve as a high-return investment. As McKinsey & Company wrote in their 2024 Future of Work report: “Executives who fail to integrate AI proficiency into their strategic toolkit risk falling behind, regardless of industry.”

Strategically, resist the urge to apply to anything and everything. Research from LinkedIn shows that job seekers who apply to fewer, more targeted roles and tailor their applications, are three times more likely to land interviews than those who take a blanket approach.

Start with clarity. Define the type of role, company size and culture you’re seeking. From there, build a list of 15–20 organizations you admire. Study their leadership. Read recent press releases. Use tools like UCLA ONE and LinkedIn to find alumni on the inside who can provide context and introductions.

Create a networking plan. Reach out with thoughtfulness, not desperation. Ask insightful questions. Request 15-minute informational calls. Keep a spreadsheet tracking who you contacted, when and what follow-up is needed.

A trusted career coach can help sharpen your story, prepare you for high-level interviews and provide accountability. They also act as sounding boards during emotionally volatile moments.

UCLA Alumni resources and platforms, such as the Career Coaches Network, UCLA mentors and  UCLA ONE, provide access to professionals who understand your journey and can tailor their approach to your specific goals. If you decide on a career coach, remember that a coach is not indulgent, it’s strategic. As you redefine your value proposition, an outside perspective can be the difference between stagnation and momentum.

Finally, revitalize your online presence. Your digital footprint is now your first impression. Make it count.

Start with LinkedIn. Update your headline to reflect where you're going not just where you’ve been. Use the “About” section to tell your story clearly and intentionally. Share relevant articles, comment on industry trends, and join conversations reflecting your leadership.

Also, consider publishing a short post reflecting on your industry, a recent insight or even your experience navigating this professional pause.

Losing your job is not the end of your story. By allowing space for emotional recovery, actively investing in your professional development, and approaching the job search with strategy and humanity, you can emerge not just as re-employed but as redefined.   

Amy Rueda is a 25-year veteran of executive search, who has placed CEOs and C-suite executives across multiple industries and functional areas. Her passion for leading diversity initiatives that focus on change management and employee engagement is reflected in her portfolio of accomplishments. Rueda studied political science and was born and raised in Los Angeles. Her previous articles can be viewed at https://alumni.ucla.edu/career-engineering.

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Career Anxiety and How Parents Can Help

As a 25-year veteran executive recruiter, I had the opportunity this summer to teach a career management course to UCLA recent graduates. It opened my eyes to some startling trends. A phenomenon that surprised me was the rise of "snowplow parenting." This is defined as a parenting style that seeks to remove obstacles from a student’s path to prevent them from experiencing pain, failure or discomfort, particularly around academic and career endeavors. Instead of allowing students to register themselves for the course, parents were doing it on their behalf. Some parents even asked if they could attend the class instead of their student or sit in. This level of intervention reflected deeper concerns — parents were feeling the stress of the current job market as much as their recent grad, if not more.

Scholars note that a young person’s soft skills, particularly communication, problem-solving and adaptability, are stunted when guardians act as intermediaries. Critical for workplace success, these skills may remain underdeveloped when young adults rely on parents to handle complex or challenging situations. The Atlantic and New York Times have reported increased instances of parents calling employers on behalf of their adult children or even sitting in on job interviews.  This behavior signals to employers that the candidate may lack autonomy and initiative.

At the same time, I was equally surprised by the fears and anxieties felt by my Gen Z students about the job search process. Their reluctance to show enthusiasm during interviews, lack of preparation and the alarming admission that some had applied to over 1,000 jobs without being qualified revealed a deeper issue. These students were so overwhelmed that they threw applications into the void, hoping something would stick, and then they became despondent when none of it resulted in an interview. I quickly realized that this was about their fear of the unknown — failure — and fear of entering the workforce without a clear idea of what they wanted to do.

In my previous series “Gen Z in the Workforce,” I described how this generation was under pressure, with many struggling with mental health, and figuring out their path was challenging. The impact of the COVID-19 pandemic has only worsened their uncertainty. Internships were canceled, job opportunities dried up and the usual pathways to building work experience disappeared overnight.  As a result, many were going into the workforce “blind,” unprepared and unsure of how to navigate the complexities of today’s job market. Some were even postponing their entry into the workforce altogether, opting for graduate school to avoid the job search.

My summer experience taught me a great deal about the stresses facing today’s graduates and the well-intentioned but sometimes overbearing role of parents. Eighty percent of the students expressed feeling tremendous pressure from their parents to hurry up and land a job. If parents really want to help, they can utilize some practical strategies and support techniques to help young adults without enabling them. They can offer to research potential companies, but they should also allow the job-seeker to reach out and connect on their own. They can listen to the challenges of their adult children but should refrain from “fixing” the situation. Guardians can also help by suggesting networking strategies but should let the young adult take the lead.

My course, The Classroom, included the benefit of office hours where students were able to schedule time with me to discuss anything about their job search. I created a judgement-free environment where they can feel comfortable being open about their frustrations and disappointments about the process. My advice for snowplow parents is to start the shift from over-involvement to a more supportive, hands-off role that fosters independence.

Here’s what that looks like:

1. Let Failure Be a Teacher: Failure is necessary for growth. By stepping in to solve every problem, parents prevent their student from learning resilience, problem-solving and how to navigate setbacks independently. Encourage parents to view failure not as something to avoid but as a steppingstone to success.
2. Trust Their Abilities: College graduates are capable adults who need opportunities to prove themselves. They may not always get it right, but trusting them to find their way will help build their confidence. Parents are encouraged to voice their belief in their young adult’s abilities, which can provide emotional support without micromanaging.
3. Provide Guidance, Not Control: Act as a sounding board rather than decision-makers. Offer advice when asked but allow the young adults to make the final call on important decisions. This approach nurtures independence and teaches young adults to weigh options and accept the consequences.
4. Redefine Support: Parents should transition from "doers" to "supporters." Being supportive does not mean fixing every issue. Instead, it means offering encouragement, listening and showing empathy. It's OK to observe from afar but to trust the process.
5. Let Them Come to You First: If a parent has made it known they are there for support, the young adult will feel free to express themselves earnestly when ready. They may come to seek advice or air frustrations. Regardless, the goal remains the same - keep them moving forward with confidence and encouragement.
6. Celebrate Effort, Not Just Results: Focus on their effort and determination rather than just the outcomes. Whether or not a project or job application is successful, praise their persistence, reinforcing resilience and perseverance.
7. Encourage Networking Over Handholding: Instead of directly intervening in their job search or career steps, encourage them to build their network. Parents can help connect them to professionals, but their young adult needs to have those conversations and relationships on their terms.
8. Understand the Long-Term Value: Allowing their young adult to struggle and overcome challenges now will set them up for long-term success. By stepping back, guardians are equipping their graduate with critical life skills and giving them the space to grow, explore and learn from their own experiences.

The Alumni Association is also here for encouragement and support. Bruins have access to the largest network of UCLA alumni professionals through UCLA ONE, where they can have industry-specific questions answered, seek an informational interview or search jobs posted by Bruins. Furthermore, the Association:

• Offers professional development workshops taught by seasoned career coaches
• Runs the Bruin Success podcast where established Bruins share lessons from their career journey
• Provides in-person networking opportunities with Bruins from a variety of fields

As mentioned earlier, I recently taught The Classroom I, II and, coming next spring, part III. The course is targeted for recent graduates seeking to gain valuable insights and practical tools for their job search. The sessions are recorded and available for both course participants and non-participants.

Ultimately, these students are all Bruins. Why shouldn’t we have every confidence in the world that they can succeed on their own? They beat the odds, they got into UCLA and they successfully graduated from the No. 1 public university in the country.     

Amy Rueda is a 25-year veteran of executive search, who has placed CEOs and C-suite executives across multiple industries and functional areas. Her passion for leading diversity initiatives that focus on change management and employee engagement is reflected in her portfolio of accomplishments. Rueda studied political science and was born and raised in Los Angeles. Her previous articles can be viewed at https://alumni.ucla.edu/career-engineering.

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Gen Z in the Workforce Part III

Part III: Shaping the Future

Generation Z has emerged as a formidable force for positive change across various facets of society. They are having a transformative impact on the economy, artificial intelligence (AI), sustainability and social justice. As this generation enters the professional sphere, they bring with them a unique set of values, skills and perspectives that have the potential to reshape industries and society for the better.

Gen Z is making their presence felt in the economy, steering consumer behavior, workforce dynamics and entrepreneurial landscapes. As digital natives, they are transforming e-commerce with their preferences and choices, and businesses are taking notice. Kevin Roose of The New York Times notes, "Gen Z is driving the growth of digital-first businesses. Their online spending habits and reliance on digital platforms have reshaped the retail industry, favoring companies that prioritize online presence and seamless digital experiences." These consumer experiences by younger employees in turn become influential guides for company leadership formulating market strategy and operations. The Gen Z workforce helps to inform businesses what the trends are and where to invest resources and future development.

Previous generations, for example, may approach artificial intelligence advances with caution, but Gen Z is already experiencing AI integration into daily life from an early age. From virtual assistants to AI-driven applications, they’ve becoming accustomed to the presence and functionalities of AI, shaping their expectations and understanding of its capabilities.

Gen Z's tech-savvy nature for integrating AI in the workplace is exciting. According to a report by PwC, 69% of Gen Z employees believe that AI can improve their work efficiency. Their positive outlook towards technology drives innovation and collaboration between human workers and AI systems. Gen Z is not afraid of AI; they see it as a tool to enhance their abilities, not replace them. Characterized by an entrepreneurial spirit, many members of this generation are actively exploring and developing AI technologies, driving advancements in areas like automation, machine learning and natural language processing. Their innovative mindset positions them as custodians of AI-driven progress.

Their commitment to sustainability is reflected in their consumer choices, as well, with many actively seeking eco-friendly products and supporting companies with environmentally responsible practices. Greta Thunberg, a prominent Gen Z environmental activist, encapsulates this commitment. They are driven by the hope of a sustainable future and will not rest until they see real change. In the workplace, this might translate into the adoption of policies that minimize the company’s ecological footprint, such as eliminating single-use plastics for events. This determination has propelled Gen Z to advocate for sustainable practices, influencing corporate policies and fostering a global shift towards environmental responsibility. 

One of the defining characteristics of Gen Z is their strong commitment to social justice causes. This generation has been actively involved in advocating for equality, justice and protecting the environment. Among the issues that resonate deeply with them are The Black Lives Matter (BLM) movement, climate activism and LGBTQ+ rights.

In the wake of the BLM protests, Gen Z has been at the forefront, using social media platforms to amplify voices, raise awareness and mobilize support for racial justice. Tiana Lowe, a columnist for The Washington Examiner, writes, "Gen Z is a generation that refuses to accept the status quo, and they are leveraging their digital tools to demand change and accountability."

Their commitment to social justice is not limited to online activism. Many still actively participate in protests, engage in volunteer work and support organizations that align with their values. Their determination to stand up for what’s right has been influential in companies reevaluating workplace policies surrounding discrimination, sexual harassment and issues pertaining to diversity, equity and inclusion.

As Gen Z continues to enter the professional arena, their tech-savvy nature, commitment to environmental responsibility and push for social justice are driving positive changes in workplaces and industries around the world. As employers, managers and colleagues, it’s important to listen to what they have to say, learn from their lived experiences and help mentor them towards the most effective way to achieve their goals within the company, because their collective impact will likely shape the future of business and society.     

The Career Engineering series features the expert advice of Amy Rueda, a 25-year veteran of executive search, who has placed CEOs and C-suite executives across multiple industries and functional areas. Her passion for leading diversity initiatives that focus on change management and employee engagement is reflected in her portfolio of accomplishments. Amy studied political science and was born and raised in Los Angeles.

Email your career questions to connectfeedback@alumni.ucla.edu and Amy will try and answer them in next month’s issue of Career Engineering.

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Gen Z in the Workforce Part II

Part II: A Mental Health Discovery

If you work with them, you may have noticed that the newest generation entering today’s workforce has some unique characteristics. In our last article about Gen Z in the Workforce, we discussed the business philosophies predominant among 22- to 26-year-olds, citing their application of cancel culture, preference for remote work and desire for work-life balance. On the surface it’s not always evident what factors shaped these philosophies but upon closer examination we hope to convey a better understanding of this group and help ease their transition into the workplace.

In this issue, our focus will center around Gen Z's mental health. According to McKinsey, Gen Zers are reporting higher rates of anxiety, depression and distress than any other age group. One reason was the pandemic, which affected everyone, but it disproportionately impacted Gen Z over older generations. That weighed heavily on their state of mind while exacerbating their overall concerns about finances, safety, securing a job and workplace preparation.

When it comes to their overall mental health, social isolation and loneliness stemming from the pandemic have played a role in their overall well-being. These issues, as reported by Deloitte, are associated with higher anxiety, depression and suicide rates. Physical distance led to the use of social media for meaningful and in-person socialization. As digital natives, they've turned to the internet for companionship and interaction. Working remotely only increased those feelings. Psychiatrists at Evernorth Heath Services say, "Gen Z are the loneliest, least resilient demographic alive today… No other generation feels less connected."

In a recent study of stress, Deloitte reported, "47% of Gen Z state financial insecurity contributes to their anxiety." Their biggest financial problems are student debt, inflation and the high cost of living. Affordable housing remains a challenge, since wages have mostly remained stagnant and homeownership has become unattainable in today’s market.

Gun violence is another contributor to their state of mind. Let us not forget that they are the children of Sandy Hook and mass shootings/school shootings are their reality. The American Psychological Association reports that 75% of Gen Zers said that mass shootings are "a significant source of stress," while according to a new survey from Blue Shield of California and Harris Poll, gun violence ranks as the top concern with 84% saying they experience negative mental health impacts. Some reports even indicate that Gen Z thinks about mass shootings at least once a week.

Another problematic issue affecting their mental health is their lack of confidence in securing a job when they graduate. Although the U.S. Bureau of Labor reports low unemployment, they face significant challenges. RippleMatch, a recruitment automation platform specializing in early career candidates, recently did a study where they reported on average 50% of Gen Zers say they are not confident they will find the proper role, and 57% plan to submit between 100-200 applications this year. In my experience working with our most recent grads, they reported that 95% of the time they never heard back from potential employers. To make matters worse, securing employment can take anywhere from 6-8 months. The discouragement from their job search experience contributes to their anxiety and depression, leading to feelings of helplessness and hopelessness. 

Research has also shown that poor mental health makes Gen Zers feel less confident at work. Forbes reports that their pandemic-based college experiences, such as canceled internships and limited in-office work, impacted the rhythm of how soft skills are learned. The soft skills companies value include business etiquette, how to dress, how to introduce yourself, building workplace relationships, networking and behavior in an office environment — and not knowing how to fuel their insecurities and heighten imposter syndrome.

The Society for Human Resource Management found that "Gen Z reported lower personal confidence and self-esteem than all other generations." These young adults have reported feeling misunderstood by their managers and that the expectations employers have of them are unattainable.

With so many of these issues impacting the workplace, there are some steps that employers can take to help ease some of the anxiety so prevalent among this generation. One way is to adopt a compensation model that rewards employees for voluntarily participating in skill-based training. Doing so would help develop the soft skills necessary to succeed in their role. Not only would this serve as an incentive for employees financially, but it would also help employers address skill gaps. 

Additionally, managers could receive coaching on nurturing relationships with their direct reports and creating a safe space for learning. They could use their one-on-ones to teach about expectations and deliverables and how to meet them. They could also serve as mentors who actively participate in Gen Z professional development by exposing them to some of their day-to-day activities, like hosting meetings and interacting with leadership.

There is some good news. Gen Zers increasingly express their desire to work in the office, which would undoubtedly expedite their professional development and help boost their confidence. This group is also adamant about caring for themselves and prioritizing mental health; with many resources available to help, they will find their way like every generation before them. Finally, they're eager to learn and will set aside their business philosophies to advance their career. With time and patience, they will eventually catch up; it's up to us to help them.

In Part III of Gen Z in the Workforce, we will celebrate Gen Z and why this generation is so important and worthy of our time and investment. 

The Career Engineering series features the expert advice of Amy Rueda, a 25-year veteran of executive search, who has placed CEOs and C-suite executives across multiple industries and functional areas. Her passion for leading diversity initiatives that focus on change management and employee engagement is reflected in her portfolio of accomplishments. Amy studied political science and was born and raised in Los Angeles.

Email your career questions to connectfeedback@alumni.ucla.edu and Amy will try and answer them in next month’s issue of Career Engineering.

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Gen Z in the Workforce Part I

Part I: Understanding Gen Z Philosophies

Last summer, I had the privilege to teach a career management course for the Class of 2023, called The Classroom. The Classroom is a six-week program to help our most recent grads from UCLA transition from the classroom to the workforce. The sessions addressed the benefits of:

• Returning to the office
• Managing the stress of finding a job
• Building resilience after rejection
• Job search preparation

As any teacher will tell you, I learned a lot from my students. In this three-part series, I will share my observations, experiences and research of Generation Z (ages 26 and under) to help us better understand their impact and how they are impacted by today’s workforce.

I started off skeptical and was pleasantly surprised to find a talented, thoughtful and passionate group of young professionals with trepidation about their future. But while this generation has inspiring intentions, their philosophies may not favor them in the short run.

So why does Gen Z get such a bad rap from the generations that came before them? I suspect it is because their activism and philosophies are often misinterpreted. More often than not, they are not afraid to speak their mind and fight for institutional and societal changes. Whether it’s the proliferation of cancel culture as their weapon of choice to protest bad behavior, or their demand for work-life balance despite having limited work or life experience to balance, or being quick to admonish a company they perceive as toxic or that condones hustle culture, many seem to lack the patience and understanding that every job and every company will have some unpleasantries that come with the territory.

When cancel culture is applied to the workplace, its intent is to hold to account bad behavior. Yet, the tactic has been known to be administered arbitrarily, impulsively and recklessly, sometimes destroying someone's livelihood. There is no grace for contrition, no opportunity to apologize and be forgiven, no chance for redemption or understanding that, at some point, every single one of us has made mistakes and errors in judgment. By creating unattainable standards of perfection, the culture of the workplace is transformed from one of free expression to fear of expression and extreme caution. It’s inevitable that the next generation after Gen Z will also hold them accountable for any transgressions.

There is no doubt that the pandemic forever changed how companies operate, and it completely changed the way we work. The preferred choice for Gen Z is to work remotely. However, unlike previous generations, Gen Z has not had the benefit of experience and tenure to understand how to pivot and manage expectations and deliverables. Most of Gen Z has been deprived of at least two years of in-person work experience and have fallen behind in some of the necessary skills to adapt and succeed in the workplace. That is what makes their stance problematic. Some have yet to attain the credibility and credentials to continue working remotely.

Gen Z's call for improved work-life balance has had both positive and negative reactions. Working remotely during the lockdown has actually improved work-life balance and resulted in additional benefits, like the reprieve from brutal commutes and hurried weekends, cost savings and more family/personal time. On the flip side, starting a new job takes much energy, especially in the first year. One has little control over their workload, directly impacting their work-life balance. We typically learn by osmosis and by modeling the behaviors of those around us, which would be a challenge if one was exclusively working from home. Inevitably, one must spend significant time learning the job, vernacular, databases, names of colleagues, products and the employer's services. These skills are needed to master one's craft and manage one's workload and, more importantly, the boss' expectations. Previous generations have referred to this as “paying your dues” in the workforce before being able to reap some of the benefits, such as more work-life balance.  

This generation has also been known to throw in the towel when the expectations of their employers become too much. In all fairness, they may have seen their Gen X parents pay the price of climbing the corporate ladder; even if it came at their expense. They are not wrong for wanting a healthy and productive environment in which to thrive. Every company strives to provide that environment, but more often than not, they fall short of those ideals. Reasons for dysfunction could be various things, like reorganizations, changes in leadership or even difficult employees that corrupt the environment. The lesson is not to cancel or “quiet quit” your job but to persist through adversity and become a stronger, wiser, more employable person from this experience.

Overall, Gen Z is on to something. We should all strive to create a healthier work environment with flexibility, autonomy and accountability. Most of what they aspire to change will come to pass, but it will require patience, time and diplomacy to get it done. While well-meaning, they are still learning to diplomatically voice their concerns and work through the hierarchy that slows change.

There is more to come. In part II of this series, we will take a deep dive into the well-being of Gen Z. Post-pandemic, there has been a 25% increase in reported cases of depression and anxiety among college-age youth. Moreover, that has directly impacted their confidence, interpersonal relationships, and ability to function personally and professionally. Finally, in part III, we will discuss why this generation is so important and why we should invest our time and energy into their personal and professional development.

How can you help Gen Z? One way is to utilize UCLA ONE, short for Opportunity, Network and Experience. It is the professional networking platform for Bruins. It is a vital resource for Gen Z Bruins to find jobs and internships. You can post vacancies in your organization and offer guidance as an alumni mentor or industry expert. It’s a place where Bruins can help Bruins thrive.

The Career Engineering series features the expert advice of Amy Rueda, a 25-year veteran of executive search, who has placed CEOs and C-suite executives across multiple industries and functional areas. Her passion for leading diversity initiatives that focus on change management and employee engagement is reflected in her portfolio of accomplishments. Amy studied political science and was born and raised in Los Angeles.

Email your career questions to connectfeedback@alumni.ucla.edu and Amy will try and answer them in next month’s issue of Career Engineering.

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Interview Strategies for Success

Landing a job, particularly your first, is nothing short of intimidating. The most challenging part of the process is the pressure to execute a stellar interview. This undertaking is not limited to those entering the workforce for the first time; it applies to everyone at all levels. Let's face it, interviewing is nerve-racking, especially when a lot is riding on it. A successful interview should include a strategy that involves professionalism, preparation and practice; lots of practice. Here are some tips to help build confidence and ensure everything goes well. 

Professionalism

• Show up early. Before your interview, take the time to familiarize yourself with the route to your destination, estimate how long it will take, then add an hour. Getting stuck in traffic and running the risk of being late is stressful and could compromise the quality of your interview. Arriving early for the interview will give you time to gather yourself.
• Always acknowledge the receptionist. You always want to put your best foot forward and demonstrate a friendly disposition. This will go a long way in impressing the hiring manager, who may ask the receptionist for their input. 
• Dress the part. While business casual may be the norm, it's important to show good judgment in presenting yourself as a consummate professional. Even if the interview is on Zoom, always dress for the occasion. As the saying goes, it's always better to overdress than underdress. 
• While this might seem obvious, you'd be surprised how many people forget to turn off their cell phones. If needed, set an alarm to remind you. 
• Come prepared. Always bring extra copies of your résumé, a notepad, a pen, a water bottle and your list of questions for the interviewer. 
• Never speak poorly about your present or former employer. Doing so will come across as classless and offensive. 
• Always send a thank you note, preferably on the same day as your interview. Thank the interviewer for their time, and always end it by expressing your interest in the job. 
• Don't hound the hiring manager. It's fair to ask when you might hear back from them, but past that, let the employer take the lead. 

Preparation

• Do your homework. There's nothing worse than a candidate who doesn't take the time to research the organization, especially when information is readily available on the company website and Google. You risk portraying a lack of interest in the role by skipping this critical step. Also, research the hiring manager. This is when LinkedIn comes in handy. 
• Video interviews are becoming more common; therefore, you’ll want to choose a quiet and well-lit area. You don't want anything to distract the interviewer, so ensure your surroundings are tidy.   
• Log on to the designated video app several minutes beforehand to avoid last-minute technical difficulties. Ensure that no pending updates or reboots are required ahead of time. Installing updates can take some time, potentially making you late for your appointment. Also, test your camera and microphone to be sure they're functioning properly.

Practice

• Many sample interview questions are available online that you can utilize to practice interviewing. This is an excellent opportunity to refine your answers to make sure they are clear and to the point. 
• Be mindful of body language. Good posture and eye contact are signs that you are engaged in the conversation.  
• Come up with a concise way to discuss your work experience related to the position, your key accomplishments and the reasons for your moves. 
• When asked to describe your strengths, be bold. Practice your response and include examples that complement the role. 
• When asked to describe your weaknesses, flip the script. Instead of weaknesses, describe experiences and skills you'd like to refine that offer room for growth.
• Time management is key. Pace yourself. Don't spend too much time answering each question — especially the first few. That will throw off the rhythm of the interview. The typical interview will consist of about 10 questions. Ensure you leave time to answer them all and still have time for Q&A.  
• And most important, practice, practice, practice! Conduct a mock interview and record yourself. There's no better way to gauge your impact and effectiveness. 

Lastly, be yourself and have fun. Reaching the interview stage means you’re that much closer to landing that coveted job. The less pressure you put on yourself, the better. Approach each opportunity with the three Ps mentioned above and your confidence and likability will shine through.

The Career Engineering series features the expert advice of Amy Rueda, a 25-year veteran of executive search, who has placed CEOs and C-suite executives across multiple industries and functional areas. Her passion for leading diversity initiatives that focus on change management and employee engagement is reflected in her portfolio of accomplishments. Amy studied political science and was born and raised in Los Angeles.

Email your career questions to connectfeedback@alumni.ucla.edu and Amy will try and answer them in next month’s issue of Career Engineering.

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What to Know About Recruiters

Being contacted by a recruiter is one of the best feelings you can experience, personally and professionally. The experience of being acknowledged as a possible candidate often comes with feelings of accomplishment, recognition and pride. But are all calls from recruiters the same? Not necessarily. What varies are the types of recruiters that reach out and how they function.

There are three main types of recruiters: executive, general and in-house. While they share the same goal, their audience and function vary.

Retained executive recruiters function at the highest level of search. They mainly focus on finding senior-level executives for high-level jobs, often C-suite roles. These recruiters can be specialists in specific industries or functions. They tend to network and reach out to individuals currently in an executive position with 15, sometimes 20-plus years of experience. Keep in mind, they are not looking for someone with 20 years of the same experience, but rather someone with 20-plus years of cumulative expertise, which makes them the most desirable candidates to recruit.

General recruiters find mid-level talent typically for director-level jobs. However, they play an essential role in identifying talent on the cusp of entering into an executive role, making them ideal for organizations willing to mentor and grow talent from within in preparation for internal promotion or preparation for executive level roles. Therefore, general recruiters screen candidates the same way executive recruiters do and source for talent similarly.

In-house recruiters work for organizations and typically report to human resources. They aim to screen talent that has applied directly from job postings and advertised jobs on their website. In-house recruiters do not normally recruit; their main focus is to screen and work with hiring managers to interview the most appropriate applicant for their open position.

Ideally, when a recruiter calls, you have several ways to respond. The best way to interact with a recruiter is to be as helpful as possible. If you are interested in the proposed position, share as many details as possible. Describe your experience, details of your current role and why the opportunity interests you. If the opportunity is not one you are interested in pursuing, think of individuals you feel comfortable referring. Remember, the quality of your referrals leaves a favorable impression of your network and willingness to help. Another tip is to think about diverse candidates you know and can refer. More than ever, companies are putting much pressure on search firms to present a diverse candidate pool. Recruiters appreciate your efforts and will likely keep you in mind for other opportunities.

An essential fact to remember is that the purpose of a recruiter is not to find jobs for people, but rather to find people for jobs. It's nothing personal; it's simply the reality of their role. This practice makes it challenging to cold call a recruiter in the hopes of getting interviewed or added to their database. That said, here are some specific tips on how to get a recruiter's attention that is practical and attainable.

• Attend as many professional conferences as possible. Recruiters typically attend these sorts of events for a few reasons. First, they will automatically get the list of attendees. They use that list to look for talent associated with reputable organizations with titles closely related to their search criteria.
  
  
• If invited to serve on a panel, do it! Recruiters often attend these sessions to scout talent; those serving as subject area experts are highly desirable. Serving on a panel makes you highly visible and more likely to be contacted.
  
  
• Search firms will more likely advertise their assignments on various job boards and publications associated with the search. So take a chance and apply. If you're the right fit, they will contact you. If they don't and you have the right credentials to be added to their proprietary database, you may be included for future opportunities.
  
  
• Finally and most importantly, make sure your LinkedIn profile is current. There is a feature that lets organizations know that you are available and open to new opportunities; make sure you check that box. Recruiters almost always start their search by scouring the database for individuals with certain titles from specific organizations similar to their clients'. For example, if the client has 500 employees and a budget of $10 million, the recruiter will look for people from comparable organizations.

The best advice is to always be prepared, friendly and helpful. Treat your interactions with recruiters as informal interviews that may eventually lead to a formal one. Stay professional, show curiosity and allow yourself to shine.  

The Career Engineering series features the expert advice of Amy Rueda, a 25-year veteran of executive search, who has placed CEOs and C-suite executives across multiple industries and functional areas. Her passion for leading diversity initiatives that focus on change management and employee engagement is reflected in her portfolio of accomplishments. Amy studied political science and was born and raised in Los Angeles.

Email your career questions to connectfeedback@alumni.ucla.edu and Amy will try and answer them in next month’s issue of Career Engineering.

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What Steps to Take to Land Your Next Job

It's that time of year again when we revisit resolutions we've made for 2023. For those who have stuck with their goals, congratulations! Unfortunately, some of us didn't and feel guilty about breaking our promise. But the good news is that it's never too late to restart. For example, if one of your resolutions was to make a career change, there are steps you can take to get started.

1. Update your résumé
2. Research companies and industries you're interested in exploring
3. Discreetly let your colleagues and peers know of your interest in changing jobs
4. Apply for every job that makes sense
5. Be patient

While these steps may seem obvious, they can continually be improved.

Updating your résumé can be challenging; we're not used to cataloging our accomplishments. Yet, it's one of the most important elements to showcase when applying for a job. Taking the time to add details that take little effort is essential in building a comprehensive overview of your career acumen. First, look at the job description and include those contributions that might be missing from your résumé. Most position descriptions will offer a detailed overview of the hiring organization, including required goals and objectives, desired experience, and qualifications. In addition, each segment of a job description will have a detailed narrative of desired expectations in the role. Being as specific as possible is one way to pique a hiring manager's interest, so pay close attention to how a company describes the position while including how and when you acquired the desired experience. Be precise in how it is similar or comparable to their needs.

As you update your résumé, take the time to research companies and organizations that appeal to you. Google the company and look for news articles, press releases, and products or services soon to be released as part of their strategic plan. How do they contribute to the overall economy? Are they local, national or international, and are you willing to relocate? Is the company in good financial standing? Are any leadership changes pending that may impact the growth or morale of the organization? Will joining the company add to your experience, leading to promotion in duties, and will it position you in a leadership role? Not everyone is interested in managing a team, and that's okay. Instead, find opportunities that allow you to work independently but contribute to the organization's overall success.

Once you have updated your résumé and have a good idea of jobs and organizations that interest you, it's time to contact your network. Share your interest with trusted colleagues and peers who will keep you in mind as they see postings that match your background and will refer you to in-house and executive recruiters who are sourcing talent.

Another two groups that can help your search are members of your professional association: vendors who work with your company and competitors. Who knows, there may even be a client or vendor who would love to work with someone who understands their offerings as well and as comprehensively as you.

Something to keep in mind, but should not be a deterrent, is that it can be a sensitive situation to navigate when a trusted company goes after you. Sometimes, associates who work with your current employer may feel conflicted about luring talent away. Still, you owe it to yourself to make sound and essential decisions around your livelihood. You can manage a responsible departure if presented respectfully when you resign.

What else can you do to improve your chances of landing a new job? First, apply for every role that makes sense. Sometimes, it's a numbers game, but that doesn't guarantee you'll get your dream job. However, it certainly gets you closer to achieving your goal and new year resolution. Secondly, be prepared to interview. Know your résumé inside out and do your due diligence on the company. You would be surprised how many people fail to learn the basics of a company readily found on their website.  

Finally, be patient. Preparation is within your control, but timing isn't. Do not get discouraged. Do not give up, and set reasonable and attainable goals that are within reach. Most of all, know your worth. Do not settle for making any move; remember, you are a Bruin and deserve the best!

The Career Engineering series features the expert advice of Amy Rueda, a 25-year veteran of executive search, who has placed CEOs and C-suite executives across multiple industries and functional areas. Her passion for leading diversity initiatives that focus on change management and employee engagement is reflected in her portfolio of accomplishments. Amy studied political science and was born and raised in Los Angeles.

Email your career questions to connectfeedback@alumni.ucla.edu and Amy will try and answer them in next month’s issue of Career Engineering.

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Where to Work

After two and a half years into this pandemic, the workforce is redefining what constitutes the optimal workplace. For individuals seeking a greater work-life balance, the flexibility to work from home offers several health, financial and productivity benefits. For others, returning to the office offers distinct advantages in relationship-building and access to key resources. As a result, businesses have adopted three work models that offer flexibility and accommodate the needs of their employees: working from home, in the office or a hybrid of both. Let’s examine the pros and cons of these scenarios and what you should consider when deciding where to work.

Working from home has its obvious benefits.

• Decrease the likelihood of catching COVID-19 or Monkeypox
• More time with family and pets and less time in traffic
• Fewer distractions that interrupt productivity
• Flex time to run errands or do chores
• Financial savings from the rising costs of fuel/transportation, parking, auto maintenance, childcare and eating out
• Maintain healthier stress levels as a result of all of the above

However, for every pro, there is a con and working from home is no different. New employees or those new to the workforce will miss out on in-house training and enrichment programs that translate better in person. It's also more difficult for some workers to feel like they're part of the organization when working remotely. More importantly, it can be challenging to network and form relationships in a virtual climate.

As for finding work-life balance from home, that's not always guaranteed. Multiple distractions may cause you to be less productive or overwhelmed in the home office setting. Costs of electricity, water and maintenance of home/office equipment tend to go up due to frequency of use. And when the “office” is only a few steps away, the convenience of logging on at any time, day or night, can make “downtime” more elusive.

On the other hand, returning to the office full-time can have a tremendous upside.

• Proximity to leaders is a valuable tool to showcase your work and personality
• Work amongst co-workers that can drive creativity, innovation and success
• Build interpersonal relationships often formed in an office environment
• Ease of access to colleagues to seek counsel or assistance
• Gain an institutional history and knowledge often transferred between the generations
• Feel less isolated and more connected to the organization

A key motivator to working in an office is feeling like you’re part of a team. Chats around the water cooler and celebratory gatherings all contribute to a sense of belonging. A good relationship with management may also help build their confidence in your abilities, making it easier for others to see you in an elevated role. With that can come the privilege of being invited to meetings where higher-level discussions occur.

Being in the office also offers opportunities to learn from mentors about the logic used to make decisions and how strategies are developed and executed. This is valuable insight to the tactical knowledge and experience to help build career capital.

The group that would benefit most from working in an office is Gen Z (workers 25 and under). This demographic has never worked in a professional environment. They finished college at home, then took jobs requiring them to work from home, and like many new hires, they were likely onboarded via Zoom. While technology is not a problem for them, the isolation they're experiencing can be a cause of stress, not fully knowing the organization or its culture.  They've not yet experienced different leadership styles or developed the essential social skills to successfully navigate challenging situations or difficult personalities. It can be argued that the pandemic has created skill gaps between the generations.

The third option is to work a hybrid schedule, which usually means coming into the office one to three days a week.  Many would argue it's the best of both worlds. It greatly benefits those seeking a work-life balance, while also experiencing the dynamic of an office environment. As a result, it affords the employee greater flexibility to manage their time and form stronger bonds in the workplace.

Ultimately, the choice is yours. It's a personal, as well as a professional decision, where there is no one right answer.  Good choices are available to meet your needs, if not in your current job, then perhaps the next one. Therefore, this is a great time to take inventory of your career ambitions and desired lifestyle, to help you decide which option best suits you.  

What do you think?  Which do you prefer and why? Tell us at connectfeedback@alumni.ucla.edu.

The Career Engineering series features the expert advice of Amy Rueda, a 25-year veteran of executive search, who has placed CEOs and C-suite executives across multiple industries and functional areas. Her passion for leading diversity initiatives that focus on change management and employee engagement is reflected in her portfolio of accomplishments. Amy studied political science and was born and raised in Los Angeles.

Email your career questions to connectfeedback@alumni.ucla.edu and Amy will try and answer them in next month’s issue of Career Engineering.

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Why References Matter

When a company begins to evaluate a final candidate for a position, they often do a thorough background check prior to extending an offer. Unfortunately, some candidates overstate their experience and don't realize they are putting their candidacy and reputation at risk. This is why references matter. Because they help validate the candidate’s achievements. But they can also reveal inconsistencies in their résumé and interview, which is crucial information for the employer. In addition, favorable references ensure that one’s character and integrity are beyond reproach and can ultimately help the applicant land the job. In the end, the hiring manager expects a comprehensive assessment of each candidate. Therefore, references are essential in assisting employers in making an informed decision when considering someone for the role.

The quality of your references is significant. It conveys that you are comfortable and confident in your abilities and their ability to translate your accomplishments in the best possible light. Those in a position to support your claims are the best in validating your successes. But sometimes, your references may expose your lack of experience and may inadvertently compromise your reputation. That's another reason why your references matter. 

Ideally, your credentials align perfectly with the job description, but sometimes they don't, which is perfectly okay. Being forthcoming during the pre-screening about your shortcomings will always favor you. As a result, two things can happen; one, the recruiter will spare you from the disappointment of being passed up by the employer and will likely keep you top of mind for other assignments. The second outcome is that your honesty may impress the employer, who may be willing to relax some of the requirements to secure your interest. Either way, your reputation, character and integrity are essential qualities to protect.

To help you land the job, consider including friendly colleagues and peers that can positively speak to your reputation and incomparable traits and attributes. The ideal reference will have examples and details to quantify and qualify your key accomplishments. Most search firms conduct 360 reference checks. Therefore, you will likely be asked to provide a list that includes a current supervisor, colleague, peer, subordinate, and, depending on the role, a long-time client. 

Conversely, if approached to serve as a reference for someone you feel uncomfortable representing, it is well within your right to pass on the request. You are doing them a big favor by suggesting they use someone better suited to provide the necessary information that conveys confidence in you to succeed in the role.  

Finally, I offer this advice when selecting your reference list:

• First, choose trustworthy people who will keep your candidacy private and confidential.
• When approaching possible references, give them a heads up that you are actively engaged in a search, describe the role with as much detail as possible and confirm their willingness to participate. Listen carefully to their response. If they are hesitant, it may signal their reluctance to take part in the process. If that is the case, have backups in mind. Remember, consent is a must. 
• It will also favor you to provide each participant with a copy of the position description. Doing so will orient them on questions they may be asked to address. 
• When releasing your list of references, don't forget to include the individual's name, title and current employer. You may want to include a sentence or two describing the length of time you've known them and in what capacity. It is also important that you include the phone number and email address where they can easily be reached. Just make sure that they are on board with you sharing their personal or confidential information.
• If you report to someone relatively new to your organization, notify the hiring manager of your concern that informing them of your candidacy could compromise your employment status. Instead, offer to provide a previous supervisor, who has known you for a while and can speak to your readiness to take on a more substantive role. If the hiring manager insists on speaking to your current manager, ask if they would be willing to wait until you are notified that you are indeed the candidate of choice. 
• In the case of new subordinates, it's unlikely they can speak to your leadership and management style. Instead, choose someone who has reported to you for some time and can provide extensive details on your effective management skills. 
• Be strategic in selecting your references. This is your final chance to impress the employer. Choose carefully. 
• Have faith in the process, have faith in your references and have faith in yourself.  

Best of luck to you!

The Career Engineering series features the expert advice of Amy Rueda, a 25-year veteran of executive search, who has placed CEOs and C-suite executives across multiple industries and functional areas. Her passion for leading diversity initiatives that focus on change management and employee engagement is reflected in her portfolio of accomplishments. Amy studied political science and was born and raised in Los Angeles.

Email your career questions to connectfeedback@alumni.ucla.edu and Amy will try and answer them in next month’s issue of Career Engineering.

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