Chapter 30

TESTED WAYS TO HIRE -- OR BE HIRED

What an executive looks for in an applicant.  What an applicant looks for an employer.

RECENTLY, the New York Sales Executives Club asked me to make a study of the present-day methods of getting a job to get first-hand facts on what the job-seeker should do and say and what the executive looks for in a job-hunter.

This study was made with the able assistance of Mr. A. W. Morrison, sales manager for the McGraw-Hill Publishing Company, and Mr. Warren Rishel, president of Metal Products Exhibits, Inc.

We analyzed hundreds of case histories, and delved into the files of the Sales Clubs own Man Marketing Clinic that meets weekly to diagnose the good and bad points of men needing work and to build a plan to help them “merchandise” themselves.

FOUR RULES LAID OUT

The same principles that make people buy shirts, neckties, rowboats, and automobiles, we found, make executives hire certain man power to run their organizations, and can be used by the job-hunter to get themselves suitable employment.

The four tested rules for getting a job are:

                        1.   Watch your 10-second approach.

                        2.   Have “You-Ability.”

                        3.   Have “Mesh-Ability.”

                        4.   Have “Close-Ability.”

Our case histories showed that many employers judged the applicant during the first ten seconds.  He catches a flash of the man's appearance, his personality, and is or is not impressed by his first ten words.

Snap judgments still rule the world, unfortunately!

Therefore, the successful job-hunter will watch his opening statements.

DEFINITION OF “YOU-ABILITY”

By “You-Ability” is meant the ability of the applicant to get across to the executive side of the desk quickly and early in the interview.  The use of the word “you” instead of “I” is one method of getting across to the executive side of the desk, as in selling a product.

By “Mesh-Ability” (a Borden coined word) is that the ability of the applicant to “mesh his gears” with the thoughts and “thinking gears” running in the mind of the employer, and later when he has the job, mesh gears with the policies of the organization and the personnel.

“Close-Ability,” naturally, is the ability to close the interview in a dignified manner that is not embarrassing to either party.  The discussion of salaries is always embarrassing to both parties, we found, if not handled diplomatically.  If you have “Close-Ability,” you will be hired quicker.

“PROFESSIONAL” JOB-HUNTER'S

Incidentally, several interesting factors were brought out in this study of how to hire or be hired, among which was the discovery that there is a certain type of floating job-hunter who has perfected his technique so cleverly that he is an “experienced job-hunter.”  He uses his own “Tested Techniques” and “Tested Selling Sentences” to get the job, which he usually cannot hold.  He puts on his best Sunday clothes, has a smile that can be turned on or shut off at will, and he knows all the answers to the usual questions in the mind of the executive.  He is a “battle scarred” job-seeker, well-versed in what to say and do in front of an employer.

The following skit, which dramatically shows you the words and techniques to use if you are looking for a job, was drawn up and acted at a meeting of the Sales Executives Club.  Preceding the skit was a 10-minute and talk by Frank Lovejoy, Standard Oil executive, and Sydney Edlund, president of Life Savers Corporation.

Read this skit and watch how Mr. Perennial Jobhunter loses out early in his interview, after making a flashing entrance with a personality “turned on” in a stupendous fashion.  He makes many errors.  One is that of trying to gain the sympathy of the boss by telling him about his personal troubles.

Then read how Mr. Do-It-Right handles his job-hunting interview, quickly gets his prospective employer interested, gets on the employers side of the desk in short order, and lands the job.

HOW TO HIRE -- OR BE HIRED

What an Executive Looks for in an Applicant –

What an Applicant Looks for in an Employer.

by

A.W. Morrison, Warren K. Rishel, and Elmer Wheeler

A Dramatic Skit

for

The New York Sales Executives Club

Presented Monday, April 19, 1937

ACT I

What Employers Should Beware of -- or How Not to Get a Job

Scene: Office of Service Corp. of America.  Any company that sells an intangible to the public.

Mr. Morrison: Master of Ceremonies, and the “Invisible Thoughts of the Executive.”

Mr. Rishel: The Typical American Executive.

Mr. Wheeler: Mr. Perennial Jobhunter, the battle scarred job-hunter, who knows only answers, in Act I; and Mr. Do-It-Right, in Act II.

Mr. Rishel Is Seated at His Desk.  The Telephone Rings.  Mr. Rishel Answers.

MR. RISHEL: Hello.  Someone about a Job?  Why I have no jobs open.  Oh, the District Assemblyman sent him over.  Well let him in then.

MR. JOBHUNTER: my name is Jobhunter, Perennial Jobhunter.  I used to be connected with the Whoosit Cracker Company, the What's-In-It Beer Company, and the Friday Fish Distributors.

MR. RISHEL: Well -- --

MR. JOBHUNTER: Well, I need a job real bad, Mr. Rishel.  Haven't been working now for the past year or so and I've got a lot of debts piling up.  The other day I was having a few beers with Pete Murphy, your Assemblyman, and he sez I should use his name and see you about a job.  How ya fixed for jobs these days?

MR. RISHEL: Well, were fixed pretty well around here.  How are you and Murphy fixed?

MR. JOBHUNTER: Well, you see I've had a lot of good jobs in my time, but I don't seem to get the right breaks -- but I got some good testimonial letters.

Here's a letter I got from the Whoosit Cracker Company.  They let me out to make room for the bosses college son.

Here's one from the What's-In-It Beer Company.  They let me out because my boss and me got drunk after a sales convention, and the boss was scared to have me around after that.

Now here's another letter from my last employer, the Friday Fish Distributing Corporation.  And and I was just too big for that job!

(Rishel reads testimonial letter.)

FRIDAY FISH DISTRIBUTING CO.

To Whom It May Concern:

The bearer, Mr. Perennial Jobhunter, was with us from April 1 to April 21, as a salesman.

Owing to circumstances beyond our control, we were unable to keep him on our staff.

                                                                                    Very truly yours,

                                                                                    SALES MANAGER

MR. RISHEL: You say you were too big for this job?

MR. JOBHUNTER: Yeah, too much office politics.  The boss wouldn't listen to me.  They're on the way out.

MR. RISHEL: Humph!  How long were you with them?

MR. JOBHUNTER: Oh, three weeks was enough for me.

MR. RISHEL: And that's enough FOR ME!  Thanks for coming in.

MR. JOBHUNTER: Well, keep my name on file.  Let me know when you have a good opening.  (Leaving, says to himself.)  And they say the depression is over!

ACT II

What Employers Should Look for -- or How to Get a Job

Scene: The same.

Mr. Rishel: The same typical American employer.

Mr. Wheeler: As himself.

Mr. Morrison: Has the “Invisible Thoughts of the Employer.”  (Makes use of charts in back of employer, showing what is on employers mind.)

The telephone rings.  Mr. Rishel answers.

MR. RISHEL: Hello.  Mr. Do-It-Right?  He has a dealer plan for me?  Well, let him in.

MR. WHEELER: Mr. Rishel?  (Extends hand.)

MR. RISHEL: What is your name?

MR. WHEELER: Do-It-Right!

MR. RISHEL: Mr. Right?

MR. WHEELER: Right!

MR. RISHEL: What can I do for you?

MR. WHEELER: Mr. Rishel, as I told your secretary, I have a dealer plan which not only will be helpful in solving some of your dealer problems, but will be helpful to me.

MR. RISHEL: What do you know about my problems?

MR. WHEELER: Fundamentally, all dealer selling problems are about the same.  Aren't they, Mr. Rishel?

MR. RISHEL: Yes -- but we've got our own headaches.  Our proposition is different!

MR. WHEELER: Of course, Mr. Rishel, each product or service has its individual peculiarities.  But what would you say some of your own individual headaches were?

MR. RISHEL: Our biggest headache is to get the dealer to carry through.

MR. WHEELER: Mr. Rishel, you'll no doubt be interested in how the Always Progressive Corp. met that problem.

MR. RISHEL: Well, how did they?

MR. WHEELER: They put us to work with their dealers, not on them!

MR. RISHEL: With their dealers, not on that! Hum-m-m!  That's well expressed, young man.  How was it done?

MR. WHEELER: First we made a study of the dealer's problems.  This was done right in his own store, behind his own counters, on his own customers.  We made three important discoveries which I briefly listed in this recommendation for your business.  (Hands proposal to Rishel.)

MR. RISHEL: In other words, you help the dealer help himself -- and he naturally bought from you?

The MR. WHEELER: Yes, sir.  You see the best products won't sell themselves -- and the best looking dotted line won't sign itself.

We realized, as salesmen that our job really began AFTER we got our goods on the dealers shelf.  We had to help them move the goods off the shelf, by showing him certain TESTED selling methods that make people buy.

We worked with the dealer -- not on the dealer.

MR. RISHEL (Getting interested): Could this sales training job of working with the dealer be done in my business?

You know it's different from others.

MR. WHEELER: As long as your salesmen must say something to your dealers, and as long as the dealers must say something to the public in selling your services, you can use this TESTED plan of teaching dealers WHAT to say and HOW to say it.

MR. RISHEL: Well, we certainly use words and sales processes in our business -- but what assurance can you give me that this novel plan will work with us?  We are different, you know, and I must have some proof to give our president.

MR. WHEELER: Have you a territory in such bad shape that you are not afraid to experiment?

MR. RISHEL: You're right, I have -- I have one that nothing could make worse.

MR. WHEELER: All right, Mr. Rishel, assign me that territory, pay my expenses and a reasonable percentage on results, and I'll rest my case on performance.

MR. RISHEL: Lets go in to the president's office!

Summed up, the four things to remember  if you are to hire or to be hired, are:

                        1.   The ten-second approach

                        2. “You-Ability”

                        3. “Mesh-Ability”

                        4. “Close-Ability”

Whether you are selling a tangible or intangible, a piece of actual merchandise or your self, a human cargo, you will find that a knowledge of TESTED WORDS and TESTED selling techniques will be important.  Words carry your thoughts.  You can send your thoughts out on an old-fashioned steam engine or send them forth on a streamlined train.

Streamlined trains go faster -- and farther!  Use them! 

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