AUSN

SPRING 2018

Navy magazine is distributed on Capitol Hill,the Pentagon and naval bases around the world. It provides information that impacts Sailors, their families and the Navy. Navy is published quarterly by the Association of the United States Navy (AUSN).

Issue link: http://digital.ausn.org/i/976866

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37 Association of the United States Navy ISTOCKPHOTO MILITARY TRANSITIONS M ilitary readiness comes in many forms, including operational readiness for day-to-day roles and worldwide deployment readiness to support critical mission requirements. Military personnel continuously train to ensure that they are ready when needed. However, there are other types of readiness that military personnel should consider, including career readiness. I believe that this is a critical component that needs to be incorporated in every Sailor's ongoing training. In the civilian world, competition for jobs, intern- ships and promotional opportunities continues to increase. Glassdoor.com has estimated that for every corporate job opening, about 250 resumes are received, four to six candidates are interviewed and only one person gets the job. Goldman Sachs receives more than 250,000 job applications for summer jobs and new analyst positions, and the job-acceptance rate at some top companies is around 3 percent. ese are tough statistics. Even though the success rate for online applications is poor, many job seekers continue to send out hundreds of resumes through corporate websites or sites like Indeed.com. Companies are looking at a piece of paper, not an individual. Resumes may only be reviewed for a few seconds each. Companies only know the static information on your resume or job application — they don't know YOU. e most successful job seekers are those that incorporate networking into their weekly or monthly routines. For many, however, networking is a one-time event or takes place only when they are unem- ployed and need a job. is approach can result in an extremely frustrating job search. To me, networking is about establishing relation- ships, not looking for a job. It is the relationship that has been built over a period of time that provides the most value: with this person, you have a history. You are more than just a piece of paper. But relationship building takes time and must be proactively managed. In my experience as a mentor, I have found that most people who came to see me were sincere in their approach, but failed to execute. In many instances, the individual would come back to see me six months or a year later, but hadn't imple- mented any of my sugges- tions. As I told them, what I recommended then still applied now. But action was needed. A key component of networking is learning about the experiences and career choices of others and under- standing how those lessons might apply to you. For active-duty personnel, networking should include reaching out to contacts outside of the military to understand the skills and attri- butes that will be needed aer leaving the service. Start with former military members who are in a field or an occupation that interests you. Even if retirement or discharge is years away, it is important to prepare now so that you are ready when you take off your uniform for the last time. Start actively networking today so that you have a plan and are prepared when you want — or need — to find another role. CAPT Scott Gibney USN (Ret.) is a graduate of the U.S. Merchant Marine Academy, an AUSN member and a 30-year U.S. Navy veteran. He and his wife, Susan, own a consulting company focused on college planning, career development and financial advising. He can be reached at GibneyCollege@gmail.com. Network to Establish Relationships Over Time By CAPT Scott Gibney, USN (Ret.) Start with former military members who are in a field or an occupation that interests you.

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