DU Quarterly: Volume 112, No. 2

Delta Upsilon Quarterly The Changing Job Market Challenges All DU's

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... April 199f:1-

Opinions. Most people have them ; many people share them. Since assuming the position of Executive Director, I have been able to hear opinions about Delta Upsilon from a variety of constituencies: alumni , undergraduates, faculty members, interfraternalleaders, and parents. Regardless of who has been expre ssing the opinion, one thing has been very clear: a great number of people care abou t what happens in Delta Upsilon.

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DEL TA UPSILON FRATERNITY

We are lucky to have so many people who care about Delta Upsilon , so many people who are willing to expre ss their opinions and ideas.

But we are even luckier to have so many people who care enough to not only express their opinions, but also to act on them.

They act on their opinions by getting involved as an alumni volunteer, by suggesting how an idea to improve the Fraternity might be implemented, or by modeling in their behaviors the values and principles of Delta Upsilon.

North America 's Oldest Non-Secret Fraternity; Founded 1834 Th e Principles of Delta Upsilon Fratern ity

The Promotion of Friendship The Development of Character The Diffusion of Liberal Culture The Advancement of Justice Th e Motto of Delta Upsilon Fraternit y

I am sure that many of you have an opinion about the Fraternity, its services, its publications or programs , or its principles and ideals .

Dikaia Upotheke Justice Our Foundation OFFICERS

Some of you might best express that opinion verbally. Others, like editorial cartooni st Douglas MacGregor, Syracuse '79, might use pictures to expres s your opinion as he has done for USA Today and the News-Press in Fort Myers, Florida.

Doug helped us communicate our opinions about career development by doing the front cover and feature story artwork contained in this issue.

President Bruce S. Bail ey. Denison '58

Chairman a/the Board Roben J. Edgar. Alberta '55

Secretary' Sco tt A. W. John son. w ashington 'SO

Treasurer Russe ll L. Grund hauser, North Dakota '83

DIR ECTOR S

This editorial column, Yiewpoint, is for your opinions ... about society ... about higher education ... about Delta Upsilon and its traditions , principles, and ideals.

Simply send us your viewpoint (in 500 words or less) along with a black and white picture of your self. Submi ssions will be edited for style and scheduled for publication in an upcoming issue.

Opinions. You have them. We want them. We want your input; we want your feedback. You will be heard.

Willi am J. Bittner, Bradl ey ' 74 Stephen M. Bum s, McMaster/Toronto ' 95 John A. Delaney. Florida ' 77 John E. Esau, Kansas '78 E. Bernard Franklin. Kansas Sta te '75 Nicholas T. Giorgianni , Kent State '56 Rodney P. Kirsch. No rth Dakota '78 John T. Weisel. M.D., Oregon '48 Parker J. Yo ung. Jr. , Kansas Stat e '94

EX OF FIC IO Pasl Pr esid ents Cha rles D. Prutzm an, Pennsylvania State ' 18 Henry A. Federa, Louisville '3 7 Char les F. Jennings, Marietta '3 1 W. D. Watkin s, North Carolina '27 O. Edward Pollock, Virginia '5 1 Herbert Brownell. Nebra ska' 24 J. Paul McNam ara. Miami '29 Te rry L. Bullock, Kansas State '61 Samuel M. Yates. Sal/ Jose '55 Gary J. Golden , Rittgers ' 74

HEADQ UART ERS ST AFF Executive Director and Editor Jef frey B. Cufaude Director ofFraternity Service s Thom as F. Durein. Oregoll State ' 92 Director of Chapte r Servic es Gr egor)' E. Klecan. Oreg on ' 92 Director ofLoss Prevention and Insura nce Derek M. Tubb s. Texas A & ,\/ ' 92 Leadership Cons ultams Ronald E. Esp inola, Oregon State ' 93 Grant D. Robinson, Ore gon State ' 93

Douglas MacGregor, Syracuse ' 79, expresses opmrons through editorial cartoons like the one above, and the art used for this Quarterly,

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DELTA UPSILON QUARTERLY/ APRIL 1994

JoEllen Wa lden , Office Manager Barbara Harness. Adm inistrative Assistant Virgini a You ng, Records Secretary Julie Alli son , Correspondence Secret ary Jamie Fritz. Accou ntant

DELTA UPSILON EDUCATIONAL FO UNDATION Executive Director Richard M. Holland , Syracuse '83

Delta Upsilon Quarterly The official magazine of Delta Upsilon Fraternity Since 1882 • Vol. 112, No.2

FEATURES The Changing Job Market Challenges All DU's This 16-page feature is the beginning of Delta Upsilon's commitment to provide career development resources to undergraduates and alumni.

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Introduction A Matter of Degrees The Changing Workforce Using Search Firms The Home Office The Global Economy Managing Your Job Search The Resume The Interview Making a Career Change Postscript

Building Better Men is Leadership Institute Emphasis Helping develop character and build better men will take the programming spotlight at this summer's Leadership Institute in Indianapolis. Page 24.

In the Service of Others Throughout North America, Delta Upsilon brothers develop their character by serving others through volunteerism. This article profiles some of the many efforts undertaken each year. Page 27.

Over 300 alumni and undergraduates will help celebrate Delta Upsilon's 160 years of Building Better Men at this summer's Leadership Institute, July 28-3 1 in Indianapolis.

DEPARTMENTS 2 Viewpoint 4-5 Alumni Newsmakers

5 The Quarterly Remembers 6-7

Delta Upsilon News

31 Alpha&Omega

Delta Upsilon International Fraternity Headquarters, 8705 Founders Road, Indianapolis, Indiana 46268, U.S.A. Headquarters is open from 8:30 to 5 :00 p.m., EST., Monday through Friday. Telephone 317-875-8900. Fac simile 317-876-1629.

Delta Upsilon Qua rterly (USPS 152-900 ) is publ ished in Janu ary, April, Jul y and Oc tober at 8705 Founders Road , Indianapolis, Indiana 46268, U.S.A. The SUbscr iptio n price (checks and mon ey orders should be made payabl e to Delta Upsilon Fratern ity) is $3.00 a yea r in adva nce ; single copie s 75¢ .

POSTMASTER: Send address changes to Delta Upsilon Quarterly, P. O. Box 68942, Indianapoli s, IN 46268- 0942 . Printed in the Unite d States.

Second-class postage paid at Indianapolis, Indiana. ® T .M. Regis tered U. S. Patent Office.

Quarterly Contributing Editors: Jeffrey M. Demp sey, Nebraska ' 89 ..Thom as D. Han sen , IOlI'a State ' 79 ..Richard M. Holland, Syracuse '83

DELTA UPSILON QUARTERLY/ APRIL 1994

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Dr. J. Robert Cade Florida '45 Professor of Medicine and Physiology The University of Florida

James D. McQuaid Chicago '60 Chief Executive Officer Metromail Co.

He could reti re, but he hasn 't. He could regale with self-congratulatory detail on his breakthrough invent ion , but he doesn 't. He could drive any car besid es a Studebaker , but he won't.

Mee t Dr. J. Robert Cade, a soft spoke n Florida Chapter brother who has been described by kidney specialist colleague s as "one of the rare ge n iuses ." Alm ost 30 years ago, Dr. Cade inven ted Gatorade, a drink that rapidly re plenis hes vital fluid s and minerals after period s of exercise or any physical exertion .

Since that time, his scientific curiosi ty has fueled a hand ful of additional inventio ns.

One of Dr. Cade ' s most recent ideas is a drink called GO! and while it' s not available in supermarkets, information on placing an order and receiving a DU discount appears below.

Dr. Cade' s ca reer achieve ments have been recorded by his having developed answers to the questi on that consum es him each day: "Why?" He's currently conducting exp eriments to pro vide answe rs to the man y why's of heat loss in humans. Where do we lose heat and why?

Wh at role does our blood play in this area? How ca n heat loss be acce lera ted or delayed?

Perpetual curiosity leads to con stant discovery. Perhaps this is the primary principle behind Dr. Cade ' s success. In his life's work, we sa lute his visionary approac h, and the example it prov ides for this career developm ent issue of the DU Quarterly. Look for a feature article on Dr. Cade in a future issue.

To purchase a case of GO! (27 cartons) at the specia l Delta Ups ilon discount of $29.95 (includes shipping), call Market Sha r e International at 1800-972-2020 and identify yourself a s a DU or reader of the DU Quarterly.

A pioneer in the world of data base manipulation for direct mail applications, Brother McQuaid began his career nearly 35 years ago, help ing the Spiegel Company computer ize its mailing files.

Twent y-five years ago, he founded Marketin g Electronics Corporation, a subsidiary of Consumer System s Corpora-

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DELTAUPSILON QUARTERLY/ APRIL 1994

tion that specialized in pro vidin g computer services to the direct mail industry.

Brother McQuaid was respon sibl e for the development of name and address matching techniques which built Market ing Electronics Corporation into the largest processor of name matc hing in the United States .

In 1979, he sold Marketin g Elec tronics Corporation to Metromail Corporation , and eve ntually asce nded to becom e the latter's Chief Executi ve Officer in 1989. He also serves as a Group President for Metrom ail ' s parent company, R. R. Donnelley & Sons. Included in a long list of board memberships , is Brother McQuaid ' s parti cipation in the D U Alumn i Corpor ation for the Chicago Chapter.

John P. Morgridge Wisconsin '55 President & CEO Cisco Systems Fresh from the 16th consecutive quarter of growth in revenu e and profitability since the company went publ ic fo ur years ago, Broth er Mor gridge continues to lead

the Menlo Park-based Cisco Sys tems to new heights.

The compa ny is the world's lead ing supplier of high-perform ance com puter interne twork ing products, used to consolidate local and wide area networks, via devices called multi protocol route rs. Th e use of Cisco System s ' products, allows comp anies with varied ha rdware to run on sing le networks that ca n span any numb er of continents.

Prior to taking the helm at Cisco in 1988, Brother Mor gridge spe nt 20 yea rs with Honeywell,and six years with Stratus Computers, before becoming the Pres ident & COO of GRiD Systems, a lapt op co m p ute r manufacturer that was sold to the Ta ndy Corporation in 1988.

He earned an M.B.A. from Stanford University and has stayed loyal to his fratemi ty roo ts, making the lead chall enge gift in the camp aign for the refurbishment of the Delta Upsilon chapter hou se at the University of Wiscon sin.

i J. Carter Bacot Hamilton '55 Chairman & CEO The Bank of New York It was 210 years ago when Alexander Hamilton founded New York ' s first bank, The Bank of New York. For the past 12 years, Brother Bacot has been entrus ted to lead Mr. Ham ilton ' s legacy, guiding it throu gh econom ic waters of every description.

A native of the Empire Sta te, he grew up in Utica, N. Y., near the campus of his alma mater. His law schoo l choice was also nearb y, as he attended Co rne ll University, graduating in 1958.

Brother Bacot ' s commitment to higher education is clearly evident in his service as the Chair man of the Board of Trustees for Hamilton Co llege. Oth er board memb ership s run the gamut from business, to the arts, to philanthropy; as

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he se rves the Woolworth Corporation , the Philharmonic-S ymphony Societ y of New York, and the United Way of New Yor k City, among many others.

mentary Secretary to the Minister of Justice and Attorney General, to the Minister of State for Social Development and to the Secretary of State for Extem al Affairs.

Honorable Ronald A. Irwin Western Ontario '57 Minister of Indian Affa irs A lifetime of public service best describes the career path of the Honorable Ron ald A. Irwin, Western Ontario '5 7.

Mo st recently, Irwin was elected to Parliament as the memb er for Sault Ste. Marie in the October 1993 general election. Since that elec tion, Prime Minister Jean Chretien appo inted Broth er Irwin to serve as Ministeroflndian Affairs and Northem Development.

A lawyer by profession, Brother Irwin has been actively involved in Native issues as a la wyer representin g First Nations and Met is interests in Northem Ontario.

He was first elected to the House of Common s in 1980 and served as Parlia-

Cha r les D. M iller John s Hopkins '49 Cha ir ma n & CEO Avery Dennison A career in medicine was what led Brother Miller to Johns Hopkin s Univer-

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sity in the late 1940 's . By 1949, howeve r, with a Bachelor of Arts degree in hand , he began a career in business with the Yale & Towne Manufacturing Co. He credits much of his success in

business to the lessons he leamed in DU. As an undergraduate, Brother Miller served as chapter president and as chairman of the 1948 DU Convention, retuming the meeting to financial profitabilit y for the first time in many years.

Currently, he leads an international Fortune 500 Company that is recognized by consumers for its wide variety of gummed labels for business and home use, including the familiar "Hello My Name Is" nametags, that proliferate at events from church gatherings to Rotary Club meetings .

Brother Miller has held his present position for the past 11 years, although he has been with the company since 1964.

Sev eral years ago, he guided the Aver y and Denni son compan ie s through a successful and profitable merger.

From across the country, Brother Miller has remained tremendously loyal to his alma mater (serving on its board of trustees), the DU chapter at Johns Hopkin s, and the Delta Upsilon Educational Foundation.

The Quarterly Remembers .. .

25 years ago

50 years ago

75 years ago

The business offices of Delta Upsilon moved from 271 Madison Avenue , New York City to a location on Waterway Boulevard in Indianapolis ... installations at Creighton University, Univ ersity of Texas at Arlington, Wisconsin State University at Platteville, University of Tennessee ... Ken neth B. Keat ing , Rochester ' 19, was appointed Ambassador to India ... DePauw house addition set for dedication.

Chapters were suffering from reduced numbers due to the War ... graduate members and alumni clubs focused efforts to keep DU alive ... Dr. Henry M. Wriston, President of Brown University , presented his plan for a new college-owned fraternity quadrangle ... Mary Margaret McBride spoke to the New York Delta Upsilon Club ... there were 61 DU Chapters.

The armistice was signed our brothers were coming home and the Victory Convention was being planned for Toronto ... Tufts , Cornell, and Chicago Chapters were renowned for their singing ...

Major General John F. O 'Ryan , New York' 01, received the Distinguished Service Medal on the nomination of General Pershing ... the government set up the Chemical W arfare Service to find employment for chemi sts who had returned from the war.

DELTA UPSILON QUARTERLY/ APRIL 1994

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New Intern Program Brings Undergraduate Brothers to Indianapolis Four Delta Upsilon brothers experienced a different type of Spring Break in March when they served one-week internship s in the Fraternit y Headqu arters.

The intern program is designed to expose undergraduates to overall Fraternity operations and increase undergraduate involvement in developing DU programs and services.

The inaugural interns for this new program were: Jim Bomba , Northern Colorado Chapter President; Dan Millbauer, lona Chapter President; Brian Reinhart , Ohio State Vice President of Public Relations; and Shawn Smith , Central Florida Vice President of Public Relations.

Over 50 talented men ha ve joined Delta Upsilon ' s return to Lafayette College.

DU Has Triumphant Return to Lafayette College Originally chartered in 1885 and placed in alumni trusteeship in 1988, the Lafayette Chapter has returned at full strength thanks to an alumnidriven rebirth. Over 50 talented men have been pledged since introductory meetings to reintroduce Delta Upsilon to campus were first held in November of 1993. Alumni leaders William Messick , Lafayette ' 68, and Barry Starkman , Lafayette '78, led this effort and were supported by other alumni and Faculty Advisor Les Lloyd.

Since 1988, alumni have kept the DU name alive at Lafayette by spon soring scholarships for other fraternity and sorority members, as well as a campus lecture serie s which addre sses critical social issues. DU is one of thirteen NIC fraternities recognized at Lafayette College. The College was founded in 1826, and is an independent, coeducational undergraduate institution with over 2,000 full -time students.

Carthage Delta Upsilon Colony Chartered April 22-23, 1994 The dream of over 40 Carthage Colony undergrad uates was realized April 22-23 when they were officially installed as a chapter of Delta Upsilon . Leading the installation program was Board of Directors member Rodney Kirsch, North Dakota '78 and Director of Fraternity Services Thomas Durein, Oregon State '92.

The July Quarterly will feature more information on the Carthage chartering.

Other colonies of the Fratern ity are: SUNY-Alban y, Auburn, British Colum bia, Central Florida, Pace, Shippensburg, St. Norbert, Stanford, and Western Maryland. The Tri-State University Colony was closed in March for financial insolvency.

IT'S APRIL. HAVE YOU MADE AN ANNUAL GIFT TO YOUR DU BROTHERS YET?

Time isshort, the end of the academic and fiscal year is at hand, and your brothers need your support now. Please use the response card and envelope in the middle of this magazine to support your brothers with programs providing experience that changeslives. Thank you.

DU provides experience, because we know it's the best teucner.

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DELTA UPSILON QUARTERLY/APRIL 1994

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luepr ints for Success was the theme of this year's .Regional Leadership Seminars (RLS). Annually the International Fraternity bring s chap ter officers and volunteer alumni together to discuss variou s issues of concem to undergraduates in the Fraternity.

Weekend seminars were held throughout February at various location s across North America. Similar to the summer Leade rship Institute, the RLS provides leadership training to many chapter officers and members.

The RLS program received a facelift this year. In an effort to better serve the und e rgraduate members, the Fraternity returned to fewer regional meeting s by com bining several provinces to efficientl y utilizeall available resource s. Seven chap ters hosted meetings, providing a model for s uccess to all undergraduates. Chap ters at Union,Pennsylvania, GeorgiaTech, DePauw, Bradley, Oklahoma, and Califomia hosted over 300 men from 102 campuses and two nations.

The 1994 seminars targeted key chap ter officers. In the past, all RLS delegates have met together during general sessions, giving several chapter officers exposure to the same material. This year, a "trackstyle" program allo wed presidents, trea surers and rush chairmen to meet with their counterparts from other chapters to discuss solutions and ideas particular to each position. In this way, delegates received a more diverse educational program that allowed them to return to their chap ters better prepared to lead .

President s met together to discu ss methods of motivating chapter officers

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and members. The development of committees to work on various chapter programs, the use of retreat s, and problem solving and conflict management were also covered. Presidents had an opportu nity to discuss the difficulties they have

cussed the very common problem of collecting memb ers ' accounts recei vable .

Solving this problem gives chapters the financial abilit y to conduct rush, social, and brothe rhood events , as well as provide members with incentives for strong academic performance, Regardless of its size, every chapter is constantly looking for ways to increase their numbers through rush . A poor image of fraternities on campuses across North America and rapidly changing enrollment patterns have taken its toll on chapters through decreasing membership size. The seminar for rush chairmen covered ways to counteract these negative image s. Rush event ideas provided a beginning, but facilitators focused on the "big picture" by teaching rush skills and providing a sample rush school. Rush

Ed Crane, Arkansas '76, served as a facilitator at the RLS for Provinces 9 and 10. had in maintaining a positive chapter environment as well as share their successes.

Similarly, treasurers spent the seminar talking about a number of issues, from sound financial management to thorough budgeting. Facilitators spent time cover ing the proper way to budget for chapter expen ses, includin g setting dues formembers and pledge s. Recently, the Fraternity has simplified forms for memb ership reporting. Trea surers learned how to complete this form properl y so that membership dues and insurance premiums are accurate ly billed . Finally, treasurers dis-

chairmen were encouraged to take this modelback to their chapters to teach all members and pledges the correct way to rush to keep Delta Upsilon comp etitive on campus.

On Sunday morning of each seminar, facilitators met with undergraduates to offer suggestions on various areas of interest to chapt er officers. Topic s ranged from scholarship programming to alumni relation s. Throughout the weekend , delegates were encouraged to ask questions, share solutions, talk candidly about their individual chapter challenges.

DELTA UPSILON QUARTERL Y/ APRIL 1994

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The Changing Job Market Challenges All DU's "It used to be so easy."

Or so we might think when we reflect on our previous efforts to get ajob, make decisions about our career, or determine whether or not we should p-ursue a graduate degree.

In reality, tlie choices have always been difficult. Making significant tlecisions abort our lives alw~J;.s is ... and probably always wi 'be., . __d.~"" •

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Besides sh~ring tlie comnion bond of Delta Upsilon br~tllerhood, tJ ,Ill I I LI ' ~ undergraduate and alumni alike share today the challenge of A--1-n-tr>r iemaking m~aningful decisions about their careers i?,1I highly ~~!4Z~ competitive job market. .r -: . J -(Qc

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This Quarterly featureS-information wwcfi might help you n~a~v~i-~rPMirT~\~~l gate your de~ision-maki~g pr.oC:. st (~I.S~ marks the.be~inning /of Delta Up don s commitment W (0 provide comprehensive aca- /~ demic and career tlevelopmen{.programming to its members. /' c

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The Fratern ¡ty seeks to:hel~~ membersmake the transiti~ns that will occur in their lives: the transition to ac~demic pursuits wlfen entering a college 0'1- uniyersity ;.:"Ure transition to the first I lobs after graduation ... and the transition to other careers or life options. All ,this while continuing to help our members develop an understanding of, and devotion to, the Four Founding Principles of Delta Upsilon.

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We seek.interested alumni to help develop these new educatiOllll initiative e If your personal interests or current job responslbillties relate 0 the areas of academic or career development, life transitions, or other related areas, we welcome your suggestions or involve ent in our new efforts. Please contact the Fraternity staff at 317-875-8900 to volunteer your assistance. ~

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DELTA UPSILON QUARTERLY/APRIL 1994

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Statistics suggest that "students may be more interested in graduat e d egrees beca use they feel that advanced training will give them a competitive edge in their quest for jobs and financial security. "

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ere was a time when most high school graduates debated whether or not they would attend college and pursue a baccalaureate degree. It appears that time has passed. For a large percentage of today's high school graduates, going to college has simply become the 13th grade. In some respects,the undergraduate diploma of the 90's is the equivalent of the high school diploma of the 70's.

Why has this happened? Which came first, employers requiring college degrees for job openings or college graduates flooding the job market? It probably has been a combination of both. As employers implemented degree requirements for entry-level positions, more high school graduates sought those degrees. Similarly, as more college graduates began to apply for jobs, the number of jobs which could require degrees began to expand.

This domino effect has continued. The saturation of high school diplomas in the job market led to an increase in students seeking undergraduate degrees, and the saturation of undergraduate degrees has .led to an increase in students seeking advanced degrees.

It's All a Matter of Degrees (master's, doctorate, medical and According to The American law) degrees. In 1967, three times Freshman National Survey (an more men than women were purannual survey of more than 200,000 suing a high-level degree (26.7 U.S. undergraduate freshmen), versus 8.5 percent); today, more more college freshmen than ever are planning to pursue advanced deAs one DU undergraduate stated, grees after they finish college. Sixty- "I've got to get a master's just to stay ahead." five percent of women than men (27.3 versus 25.8 today 's freshmen (compared to 55 percent) are seeking such degrees. percent last year and less than 50 percent in the early 1970's) plan to "These findings suggest that the students may be more interested in pursue graduate degrees after they graduate degrees because they feel finish college. that advanced training will give In addition, for the first time in them a competitive edge in their the history of the survey, women are more likely than men to seek all quest for jobs and financial security." major types of advanced degrees

Students Who Plan to Seek Advanced Degree s WOMEN Master's Doctoral Medical Law Total

37.3% 39.0% Master's 14.2% Doctoral 13.8% 7.9% 8.9% Medical 4.1% 4.2% Law =--.,.....---~-=--:--:63.1% 66.3% Total

SOURCE : UCLA, Higher Education Research Institute

DELTA UPSILON QUARTERLY/APRIL 1994 9

A Difference of Decades: How the Workforce is Changing he 1988 Hudson Institute Report entitled Workforce 2000 reported that women and minorities will account for 80 percent of the labor growth until the year 2000, while white males will represent only 31 percent of the work force additions.

If you have been reading any of the major business magazines lately, such information is not new to you. The message being sent is very clear: the white-male dominated workforce is beginning to disappear. This means the workforce will not only look different, but that the workforce will also act, think , and feel differently.

These changing demographics are not likely to stop soon as an examination of the college and university environment reveals. An early 1990s report of the College Board noted that the percentage of college graduates who are minorities should reach 28 percent in 1995. As these students graduate and enter the workforce, its composition will continue to diversify as the figures to the left illustrate.

How is such diversity affecting the workplace? Many employers have initiated mandatory "sensitivity" education for their employees to make them sensitive to people from different cultural backgrounds.

Others question whether or not it is wise to try and mandate sensitivity.

In addition to offering diversity education, employers are reexamining policies and procedures to determine whether they have relevancy for a more diverse workforce. Family leave policies, company holidays, flex-time and job-sharing are all a part of this self-examination process.

While policies and procedures are being examined, the traditional corporate value structure is also under scrutiny. Many companies are finding a more diverse workforce means a more diverse range of values being brought to the work environment. Differences in values are leading employees to question many aspects of corporate operations including hierarchical structures, how decisions are made , how performance is evaluated, and much more.

In addition, building a team among staff members can be more challenging as individual prejudices and unfamiliarity with different cultures are brought forward . Managers find that a lack of understanding can quickly lead to interpersonal conflict among employees.

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SHARE OF TOTAL LABOR FORCE (1 6 YEARS AND OLDER) WHITE MALES WHITE

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DELTA UPSILON QUARTERLY/ APRIL 1994

Cultural diversity also requires managers to rethink how they instill a shared vision among employees, one of the current trends of thought for corporate leaders.

Uniting such a variety of opinions and values for common goals can be challenging. hile the cultural mix of the workforce has shifted, so has the gendermix of employees according to the Bureau of Labor Statistics.

There has been a 200 percent increase in the number of women working or looking for work (57 million women in 1990). Women managers now represent a larger percentage of the professional and managerial workers, increasing from 37 percent to 42 percent in the lO-year period from 1983 to 1993.

This shift has caused increased emphasis on sexual harassment in the workplace and gender differences in communication and leadership styles. Books like The Female Advantage: Women's Ways ofLeadership and You Just Don't Understand, Women and Men in Conversation reflect that there are perceived differences in how men and women act. While these differences can't be generalized to all men and women, some consistent patterns have been found as highlighted in the sidebar.

Adapting to these differences can be disconcerting to the longtime male employee who is most familiar with the established ways of work. In some cases, companies are experiencing a backlash from white male managers who feel they are being inappropriately blamed or singled out for broader societal problems.

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Gender differences are apparent in these two studies of male and female executives, their work habits , and their attitudes towards work. The findings may also reflect differences in generations as the study of male executives was completed in 1968 and the study of female executives was completed in 1990.

The Women 1. The female executives worked at a steady pace, but with small breaks scheduled throughout the day.

2. The women did not view unscheduled tasks and encounters as interruptions, but as opportunities to be helpful.

3. The women made time for activities not directly related to their work.

4. The women preferred in-person encounters, but scheduled to attend to the mail.

5. They maintained a complex network of relationships with people outside their organizations.

6. They focused on the ecology of leadership, keeping the longterm in focus.

7. They saw their own identities as complex and multifaceted.

8. The women scheduled in time for sharing information, an impulse which seemed to derive from their concern with relationships.

The Men 1. The male executives worked at an unrelenting pace with no breaks in activity during the day.

2. Their days were characterized by interruption, discontinuity, and fragmentation.

3. They spared little time for activities not directly related to their work.

4. They exhibited a preference for live action encounters.

5. They maintained a complex network of relationships with people outside their organizations.

6. Immersed in the day-to-day need to keep the company going, they lacked time for reflection.

7. They identified themselves with their jobs.

8. They had difficulty sharing information.

Delta Upsilon has long-valued diversity among its chapter membership. By being exposed to different types of people and different values systems, members gain an appreciation for different cultures and individuality. Couple such an appreciation with the understanding of how to work to-

gether for a common goal, and the fraternity experience becomes an excellent foundation for succeeding in today' s changing workplace.

Studies excerpted in the \ idebar were taken

from The Female Advanta ge.

DELTA UPSILON QUARTERLY/APRIL 1994

11

Using Executive Search Firms to Your Advantage he profe ssion is not that old , and it suffers occasionally from a poor reputation earned by its unethical practitioners. Nevertheless, professional search firms, sometimes know as "headhunters," provide a useful avenue that can lead to new career opportunities.

Whether you are happily employed or not, the decision to use search firm will bring a more global perspective to your job options. For the past 20 years, Brother David E. Chambers, Arizona '60 , has owned and operated his own executive search firm , finding positions for middle management to CEO candidates in all industries.

In his view, "A search firm has a wider scope to know about openings that are available than an individual does . A good search firm will also help a candidate prepare for interviews because its reputation is on the line with the employer every time an individual is presented."

"Ethical firms will not charge an individual any fees, " state s Brother Chambers. "Never pay someone 'counseling fees,' because they don 't do anything for you that you can 't do for yourself. An individual can do whatever a search firm can if he wants to burn a "You'll enjoy additional advantages over little midnight oil with Standard & Poor's [reference volumes describing a company 's vital stajob-seeking competitors, if you are ready for the tistics and personnel] and do some real research major demands of tomorrow's job market." and background work. " Choo sing a search firm with which to work can be the most daunting prospect in the whole process. There are literally thousands of companies from which to choo se, in every description of size and specialty. Trust your first impressions when making contact with a firm, and remember to stay away from those that want to charge you a fee .

If you are trying to evaluate a search firm representative who has called you at work, Brother Chambers advises, "On an initial call from a recruiter, be very guarded about what you are doing, and what you are earning. You don't know who is on the other end of the phone, and in some cases, I've known it to be someone else from an individual's company.

"Despite my many years in the business, I am continually astounded by what people tell me in a first phone call-and it happens at all level s of responsibility and experience .

"Y ou 're better off thanking the recruiter for the call , taking his or her number (they ought to offer it), and calling the person back if you are interested."

Beyond that you can send for lists of search firm s, two of which are: The Dir ectory of Personnel Consultants by Specialization , published by the National Association of Personnel Consultants, Round Hou se Square, 3133 Mt. Vernon Avenue, Alexandria, VA 22305; or The Directory of Executive Recruiters, put out by Consultant News, Templeton Road, Fitzwilliam, NH 03447.

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OELTA UPSILON QUARTERLY/ APRIL 1994

"Don't be afraid to be a joiner," says Brother Chambers. "One of my mottoes is that I learn every time I go outside."

The services of a search firm today and in the future provide just another avenue to expand your own professional network of acquaintances and friends, and the breadth of that network, more than anything else, will determine what you do and where you go.

The Best Policy: Honesty nce you have settled on one or several search firms, start selling yourself! If it is not possible to meet with your recruiter(s) in person, plan to spend some quality time on the phone with him or her. In describing your background and experience, be honest.

"Lots of people lie about their background," claims Brother Chambers. "If you don't have a degree, say so. It's so easy to check credentials-any college or university will verify a person's graduation and dates."

While a search firm will help prepare a candidate for an interview, Brother Chamber feels, "You can't know enough about a company you are interested in, even before you call a search film. Showing a search firm recruiter and an employer that you have done your research gives you an important advantage over other candidates."

You will enjoy additional advantages over job-seeking competitors if you are ready for the

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A former recruiter for Xerox and Allied Chemical, Brother Chambers is principal of David Chambers & Associates, Executive Search Consultants in Greenwich, Connecticut. He was hired sight unseen for his first job nearly 35 years ago because a DU brother from the Wisconsin Chapter, who was working for Pan American, recommended Brother Chambers for a position recruiting engineers for the airline .

major demands of tomorrow 's job market. When it comes to executive skills, Brother Chambers feels there is no denying the role of computers. "Computer literacy is taking over," he says. "This doesn't mean you have to become a 'techie,' but one must stay abreast of the developments, and familiarity with computers will be a necessity.

"We are and will be dealing in a global economy, too. The successful people are going to have experience "Professional search firms ... in international marprovide a useful avenue that can kets. If you have a chance to take an in- lead to new career opportunities." ternational assignment, jump at it-it will do nothing but help you. Some of the top positions I am recruiting for today now require fluency in at least one foreign language and experience in living abroad."

The specter of determining a career, or moving within one, is a question that everyone asks of himself at some time. The single ingredient that all career searches require, is people. In summation,

DElTAUPSILON QUARTERLY/APRIL 1994

13

HOME

SWE.E.T HOME

Bringing Your Work Home Takes on New Meaning: The Trend Toward Telecommuting

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Telecommuting is one of the fastestgrowing alternative work styles in the world, numbering 6.6 million workers in the U.S. alone.

A recent Department of Transportation (DOT) study indicates that more than 2 million American workers telecommute during a portion of the work week.

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DELTAUPSILON QUARTERLY/ APRIL 1994

he decision to transform part of your home into your office is being made by more and more of today' s workforce. "Telecommuting" is a certifiable trend for the 1990's as companies "Downsize/rightsize;" office technology expands exponentially; dual-income, new parent, baby-boomer couples wrestle with daycare questions; roadways become more crowded; and clean air/water and other ecological concerns continue to be raised.

Why would you make such a decision? A quick look at the typical workday offers insights why. Your day both starts and ends with fighting the commuter traffic from your home to your office, in between you try to fill the traditional 8-5 workday with productive effort, grab a quick lunch on the run for yourself, and pack up only enough work to take home for one evening. If the stress of commuting home doesn't do you in, you try to fight the lines at the stores or get up enough energy to attend your son's Cub Scout meeting and your daughter's basketball game--all before retiring to your briefcase full of work.

Telecommuting, or working at home, allows the worker to take control of his or her clock, scheduling in eight hours of work with other personal commitments, all in an effort to lead a more balanced lifestyle.

It also reduces the need to "dress for success" every morning and eliminate working out of a cramped cubicle in a poorly ventilated office building.

But what's in it for the company? In overpopulated areas, it allows companies to comply with regulations limiting the number ofcommuting employees. It can also reduce the amount of revenue spent on administrative and office overhead. Most importantly, however, it gives employees job flexibility which, in turn, increases their overall job satisfaction.

If your company doesn 't offer such flexibility, you might consider proposing that you become a pilot telecommuter. Be as specific in your proposal as you can, addressing all anticipated concerns of your employer. Who knows? A more balanced lifestyle may be up next for you.

Options Abound for Stocking Your Home Office • Personal Computer. Any computer work you do at the office can be done at home if you have equivalent hardware and software. File utility programs also enable files to be exchanged between MacIntosh and DOS-based systems.

In adjusting to life bereft of conversations by the • Portable Computer. Laptops bring function, water cooler, most telecommuters identify the followpower and portability to telecommuters, enabling ing verities: anyone to be productive on the road and at home.

One: Working at home requires an entirely new Users can carry work wherever they go. and difficult kind of discipline. As the creature com• Modem or Fax Modem. This piece of equipof home surround and beckon you , a mental forts ment is essential to hook up to the main office or toughness must be developed to shut them out. Getting to services such as CompuServe, America Online out of an office building atmosphere does "not remove or the Internet, where vast databases of informadistractions, it presents new ones . tion can be found.

Two: While you may have lost a bunch of lunch • Voice Mail. A telecommuter can use an anpartners, it is still important to leave your office every swering machine or subscribe to one of the voiceday, even if it is just to walk around the neighborhood. mail services provided by the telephone company.

Three: The dining room table doesn't work as an It may also be helpful to set up a voice-mail box at office desk. Find some dedicated space, even if it the office that can be accessed remotely from a means finishing the basement or garage to "go to touch-tone phone. This way clients only have to work." remember one phone number.

Four: If you are married and your spouse spends • Electronic Mail. E-mail systems allow anya significant part of the day at home, factor in some one on a network to communicate with anyone time to adjust to being under the same roof for 24 hours else on the same network. Memos, copies of work a day. in progress and documents with voice annotation Five: The tax laws have changed and are getting can all be sent. Microsoft Office offers an exceltougher regarding allowances for use-of-home-forlent E-Mail option for DOS-based systems. office deductions. Consult with your accountant beQuickMail from CE Software, MS Mail from fore you get too creative on your tax return.

Microsoft and Snap Mail from Cassady & Green Six: Continue to wear a suit and tie during work are top choices for Macintosh e-mail systems, and hours if you find it helps your productivity. each allows call -in access from remote locations.

• Fax Ma chine or Fax Modem . Fax modems are an excellent choice for people who send a large Suggested home office equipment taken from number of outgoing faxes. Ifyou send mostly printed faxes or if you don't articles appearing in Newsweek and Macilome Journal magazines. want to leave your computer on to receive faxes when you 're not at home, you should probably purchase a separate fax machine.

• Extra Phone Line. Dedicating a phone line for fax and modem use is essential for good communications, especially if faxing and online activity take a lot of your time . There's nothing more frustrating to a customer or manager than hearing a busy signal for hours.

• Pager or Cellular Service . Basic pager service is available for $7 to $12 a month; cellular phone services start around $24 a month (not including per-minute charges). Both services are ideal for people who spend a lot of time on the road.

• Printer. A quality printer is integral to maintaining a professional image. You may find a portable inkjet printer to be a useful accessory when on the road. For your home office, you should consider a laserwriter which offers a minimum of 300dpi resolution.

DELTA UPSILON QUARTERLY/ APRIL 1994

15

The Global Economy: One DU Brother Calls it His Home orthern Alberta; Mexico City; the Bahamas; Vancouver, Briti sh Columbia; and Sault Ste. Marie, Ontario all have one thing in common. They are all areas in which Ian Murray and Associates operates .

Whether it is 300 miles north , 2500 south , 1000 miles west , or 1700 east , Brother Ian Murray, Alberta '84, and Western Ontario '86, has put together two companies which have wide ranging services. One company specializes in such areas asfinan-

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Brother Ian Murray, Alberta '84. and Western Ontario '86, confers with a member of his staff.

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cial and project consulting for the corporate sector.

The Mexico City office specializes in market research projects for clients, finding joint venture partners, and a wide variety of other manufacturing areas in that expanding economy.

It is no wonder that Murray has

ALBERTA 16

DELTAUPSILON QUARTERLYI APRIL 1994

developed his consulting companies to such a successful degree.

He was rushed by the Alberta Chapter of Delta Upsilon as a legacy in 1979. His father, the Honorable Alec Murray, Alberta' 54, now on the Alberta Court of Qu een's Bench, was a very active member of DU and ofthe campus community. Ian excelled in basketball during high school, as well as in junior football with the Edmonton Huskies team . He pledged DU ata time when the chapter had approximately 25 members. At the end of the school year, witha large graduating class and transfers, the chapter was down to eight men. One of Murray 's friends , Bruce Rabik, a brother of one of the DU 's currently employed by Ian Murray and Associates, became president and Ian became vice president and rush chairman. The following year Ian became president and by the end of that year , membership had again risen to over 50. The next year, Ian was house manager and for the first time in some years, it operated profitably.

Murray's first two years at University were spent in the Faculty of Commerce and for the next three years, Ian transferred to the Fac-

BAHAMAS

~I

ONT,

other government approval proulty of Law graduating with a law tissue in the Bahamas. Another cesses . The plant, which will prodegree in 1984. He later received a venture is North-South Trade and Master of Business Administraduce light weight coated paper used Investment Ltd. started in 1992. tion. He was also the alumni advifor magazines, has a proposed capi"Because of the dynamic and tal expenditure in its Phase One of sor to the Western Ontario Chap growing economy in Mexico, plus approximately $1 billion for the ter. the then interest in the North AmeriIan completed his articles with . initial plant. The addition of the can Free Trade Agreement, it second mill in Phase Two will bring the Edmonton law firm of Parlee seemed appropriate to develop an McLaws in the fall of 1986 and the total capital expenditure to over office in Mexico City." The staff $1.6 billion. "Because of the type moved to Toronto where he joined of three are involved in consulting the Varity Corporation in their acof paper to be produced," Ian said, activities including marketresearch "the value added impact to the quisitions department. projects for Canadian and Mexieconomy of the province will be In 1987, he was invited to join can clients, finding joint venture much greater." the office of the Minister of Forpartners, reviewing projects in the estry for the Alberta government.

The consulting company As one ofthe Executive Assistants is currently engaged in advis"DU provided an excellent training to the Minister, he was part of a ing a client who is negotiatteam that looked at ways of exing the acquisition of a bankground for me and so many others panding the diversification of the rupt mill in Sault Ste. Marie, who were involved in the activities province 's economy. During the Ontario. The company, which of the Fraternity." is now in receivership by year and a half that Murray spent seven banks, has approxiwith the Department, the team assisted in attracting over $3.5 bilsteel fabrication and mining areas, mately $230 million debt. Murray's lion of new forestry investment. as well as waste water environroles include negotiating with the In 1989, Ian set up his own commental studies. The company has banks, renegotiating power and gas pany, Ian Murray and Associates contracts, resolve regulatory, encoordinated trade missions for the vironmental, and forestry issues.

Ltd. The firm started by providing Canadian and Alberta governHe will also be negotiating with financial analysis and research for ments. This was the first Canadian corporate clients. It then expanded consulting firm to provide service the union. to research projects, followed by in these areas.

By providing coordination of a project management.

Ian is now planning the opening broad range of aspects in the forThree years later, one of the first estry sector, including assessing of an office in Vancouver, B.C. viability, value, and pre-purchase major contracts the young comAs he looked back at his inreviews, Murray can present a propany received was from Grande volvement as an undergraduate Alberta Paper Ltd. This gave with the Fraternity, Ian said " DU ject-team approach for clients.

Murray responsibility for securing provided an excellent training Ian Murray & Associates are this massive Northern Alberta involved in a company which is ground for me and for so many project's approvals for its environlooking at the feasibility of estab others who have become involved mental reviews as well as all of the lishing a plant to produce recycled in the activities of the Fraternity."

~R I O

MEXICO

BRITISH DelTA UPSILON QUARTERLY/ APRIL 1994

17

"In these times of downsizing and restructuring, no job is 100% secure and you may be seeking a new assignment before you know it."

Managing A Job Search While e have seen many examples in recent years of the dwindling marketplace for managers and individual contributors. The software indust ry, the insurance and financial services industry, a variety of major manufacturing and transportation companies, a number of Government contractors, consumer goods busine sses and many others have cut staffs, red uced management layers and otherwi se "skinnied-up" their em-

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"The 90's will produce a strange new marketplace." ployment ranks. The se action s have been taken so businesses can become more competitive in this tremendous drive for increased efficiency and productivity in their respective marketplaces (domestic and worldwide).

While this discoura ging phenomenon will continue to "reduce your head count" and be the ongoing, fashionable order of the day, there is light at the end of the tunnel ; there will be many new opportunities, newly created good jobs for those who seek them in the future.

The 90 's will produce a strange new marketplace. There will be fewer middle managers, more individual contributors, twice as many people working for companie s with less than 25 employees , flatter, less cumb ersome organizational structures with greatly impro ved internal com munications concentrating on worldwide markets. With the opening of the European Market , Mexico and the Pacific Rim , we expect the employment needs within 18

DELTA UPSILON QUARTERLY/ APRIL 1994

You~re Employed

companies servicing those areas to increase dramatically. Communications equipment manufacturers, the software and PC industry, consumer goods, insurance , transportation, bankin g and financial service s and con sulting seem destined to grow and outstrip the capabilities of their currently emp loyed human resources. Computerization, increased networking using desk top computers with the support systems to drive communications will foster the growth of many , many new businesses.

The need for top management and individu al contributors, will be a pressing reality in the 90 's.With these new streamlined organ ization s, we sugges t the following thoughts to peop le whose careers may now be considered dead-ended, stagnant or po ised for change.

As you assess your current employer 's financial circumstances and your relative position in that organization, you may decide that you can reali ze more poten tial, elsewh ere. If so, update that resume, identify alternative employment opportunities and prepare yourself mentall y for the tough job of findin g a new job. A human resource officer of a major East Coast consumer goods company recently stated "I never thought I would need to update my resume again; a good lesson learned is to alway s keep a current , up-todate resume ." Consider the follo wing : <If you ha ve t he option, do not leave your current employer without a new job in hand , or at least a game plan ready to execute. Normally, profes sionals are better received in the mark etp lace -as an employed vs. unemp loyed person . You have more negotiating leverage if you are

emp loyed . It seems that most potential employers are less concerned about issues and/or your reasons for making a job change when you are employed and seeking a new opportunity. â&#x20AC;˘ Kee p your job search objective to yourselfand YOUl' immediate family. There is no benefit in spreading your search interests aroun d with co-workers. Unfortunately, your best friends and trusted coworkers can inadvertently open a can of worms in casual conversation. The news may reach your supervisor before you are prepared to talk about your decision to leave . The best plan is to work at your search independently and diligently and move it to conclusion as quickly as possible. â&#x20AC;˘ Ma inta in the sa me dem ea nor at work and do not change your behavior, your persona, during the job search. Mea surable changes in your work schedule, appearance, attire or attitud e can prematurely telegraph your job search. Continue to functi on as you do now. Do not shift schedu les abruptly or take excessive time away from the job . Do most of your interviewing on your own time, not com pany time . â&#x20AC;˘ Ge tstarted immediat ely! Don 't procrast inate! The search proce ss keeps you sharp, help s you maintain your work ethic and with the momentum of the process itself, it keep s your mind off the negative parts of your current job situation. While it doe s take time to find the right opportunity, the rule of thumb average of one month for every $ 10 to $ 12,000 compensation you seek, may not apply to you.

Wide variations occur; compensation differs as a resu lt of geographic location,job

level, age, your skill level and your particul ar industry choices. As a food industry top operations executive seeking a new opportunity recently told me, "Dave, I will not allow myself to believe that the right job opportunity isn't right around the corner. I cannot conceive of maint aining this job search momentum for two more years."

• References have become more critical today than they were in the past, regardless of fair credit reporting legal requirements and other laws protecting employees' rights. Ensure that your perform ance is as good, if not better , in the final days of your employment as it has been throughout your career. In these times of downsizing and restructuring, no job is 100% secure and you may be seeking a new assignment before you know it.

A forme r president of an emerging East Coast health care company recentl y told me: "Dave, test your refe rences. Have a trusted confidant perform a dry run with selected references, to ensure what they will convey to others. " • Understand that positioning, timing and job availability are critical issues in the search proce ss. A potential job employer 's rejection of you may have little to do with your credentials or experienc e but more improper timing on your part. The job may simply not be available! The job hunter does not drive the marketplace, you need to be in "play" when the right opportunity surfaces.

• Don't ignore any opportunity to get your background in front of a decision maker. "Networking" is fine but want ads, job banks, search clubs , association regi stries , college alumni job bank s and other related new sources of emplo yment all work. Don 't leave any stone unturn ed, don't turn your nose up at any advertisement that spells out a need for someone close to your background. A newly employed software consultant said, "Dave, I got that job (with a big six accounting firm) because I responded to a Wall Street Journal ad, not because I put an elaborate networking plan together to reach the partner-charge of the management consulting practice."

• Go to interviews prepared. According to Lew Levetown, Vice President of Human Resource s at Health Management Systems (HMS), "I' m favorably impre ssed by candidates that research the company and the industry before I inter-

view them . It indicates to me that. the candidate approaches the job search process with the appropriate amount of seriousness." The name of the job hunting game is to get in front of decision makers .

To maximize the results of the face to face interview, preparation is a must. Make a According to Lew, "A candidate 's questions are a good indicator of the person ' s intellect and analysis skills."

follow-up with personal letters and telephone calls. Do not get discouraged, remain optimi stic in spite of rejections and be asserti ve in your written and oral communications. Eventually your efforts will produc e an offer. It is simpl y a matter of time.

Jay Santamaria, Vice President of Human Resources, Nabisco Foods Group , states, "Preparation is critical to any business presentation, including a presentation to a prospectiv e employer. If a cand idate comes to an interview well prepared both in terms of his or her own research into the hiring company along with a well thought out and articulated presentation of his or her own skills and accomplishments , I would be encouraged to believe that this candidate would approach business assignment s in the same manner. " In addition,"It 's important for a candidate to be able to demonstrate growth and the ability to continue to learn and adapt.

For example, if a candidat e responds to a question about failure , I am more interested in what he or she learned from that experience and how they adjusted versus how adroitly he or she avoids admitting to a failure along the way." by David M. Richardson, Clarkson '63 Executive Vice President of DOR International, Inc.

This article is condensed and reprinted by permissionfrom theNational Busin ess Employm ent Weekly, © 1993 , Dow Jones & Co. Inc. All rights reserved. For subscription in/ormation, call 1-800-JOB HUNT.

• Lastl y, but very importantly, be persistent! Never, never give up the hunt!

The job search is a numbers game. Less than 10% of all those letter s, calls and contacts you make will materi alize into an actual interview. Organize yourself, DELTA UPSILON QUARTERLY/ APRIL 1994

19

From the Resume to the Interview: Making it a One- Two Punch t is time to apply for a new job and you know you need to update your resume. Where do you begin?

In the advanced technology world of the 90s, you might begin by heading over to your local video store , renting a camera, and taping a video resume. College admissions officers, corporate headhunters' and human resource professionals are all seeing an increase in the use of different media as job hopefuls attempt to make themselves stand out from the crowds.

resume at some point.

Here are a few reminders about preparing this personal marketing piece from a book entitled The Edge Resume & Job Search Strategy.

Before you even begin your resume, you should consider your overall job search strategy .To be successful, you must gather as much information about the positions in which you are interested and the companies themselves. This Consider the following statistics: can be done through re• In today's job market, your statistical viewing trade publicaodds of being considered for an attractive tions comprehensive dijob are extremely low. rectories found in the li• An average job opening typically rebrary or through conceives 200+ responses. ducting informational • An attractive job opening may receive interviews.

1000+ responses.

An informational • About 6 people will interview for the interview is strictly what vacancy. its name suggests, an interview in which you gather information about Then there's the story of the the industry, the company, the poyoung man Dean Witter hired after sitions it offers, and the types of seeing him walk up and down Wall staff members it seeks to hire.

Street with his life-size resume While it may not lead to an immeplaced on the sandwich board he diate employment offer , it places was carrying. But, if you are a you in the mind of a staff member, traditionalist (and most job seekplacement which could lead to ers still are), you will probably name recognition when your rediscard this new high tech approach sume later crosses his/her desk. and sit down at your personal comRemember, the job search is at puter. minimum a two-step process. Step Obviously, you have your work One is to prepare the resume which cut out for you. Regardless of how gets you the interview. Step Two is much networking you do, it is likely to interview in a manner which that you will have to present your gets you the job.

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DELTA UPSILON QUARTERLY/ APRIL 1994

When writing your resume, you need to choose which of the three basic formats you are going to use: (I) chronological; (2) functional or skill-based; and (3) a combination of chronological and functional. Generally, if you have less experience opt for the chronological format, listing your experience followed by your education, both in reverse chronological order.

If you are applying for a position in a different industry other than your current area of employment , consider the skill-based resume. While looking at your current employment history might not convince someone to interview you, a close examination of the core skills you possess might give you the nod. After listing your skills in several functional categories, you would list your employment history.

If you have significant years of professional experience you may find a combination ofboth chronological and skill-based to be the best format. It allows you to highlight your core skills while showcasing your career advancement chronologically.

Whatever format you decide, there are a few basic resume guidelines to remember: • Keep to one page unless your industry standards differs. For example, jobs in education require a complete vitae which may last several pages.

• Stress the skills you have developed and the accomplishments you have achieved throughout your resume.

• Don't include a career objective unless it is very specific and applicable to the position in which you are interested. Most people are opting to omit the objective because it appears too generic.

• Do try to make your resume visually appealing through selection of font, paper stock, layout, etc . Do not, however, be overly creative in your resume design unless your industry allows it.

• Proofread. Careless typographical errors reflect very badly on your skills.

When sending offyour resume, do not overlook the importance of the cover letter. It represents your best opportunity for personal expression of your qualifications and interest in the position available.

The well-written cover letter will be directed to an individual with whom you have already spoken about the job, will highlight your key skills and accomplishments that relate to the position, and will demonstrate that you are definitely a candidate worth interviewing.

et' s assume your resume has been successful and you have been called in to interview. Now what?

First, learn what the overall interviewing process will be. Is this first interview going to be con ducted by a human resource manager or some other generalist strictly to screen or eliminate candidates from further consideration?

Or will you be interviewing with the person(s) who make the actual hiring decision? Will there be second interviews? Who will be involved in the interviews and what are their responsibilities with the organization? Again, gather as much information as possible to assist you in your job search.

Remember that practice makes perfect. Generate a list of questions you might expect in the interview and then practice answering those questions with friends or colleagues. Don't assume a role or give the answer you think is expected. If you do, they might hire the role you are playing rather than

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quality of the questions you ask demonstrates your interest in the position and the amount of advance research you have done.

Additional Resources • Ready, Aim, You're Hired. How to Job-Interview Successfully Anytime, Anywhere With Anyone

by Paul Hellman.

• Sweaty Palms: The Neglected Art ofBeing Interviewed by Anthony Medley.

• The Complete Job Interview Handbook by John Marcus.

• The Edge Resume and Job Search Strategy by Bill Corbin and Shelbi Wright.

• Knock 'Em Dead with Great Answers to Tough Interview Questions by Martin Yale .

the real you .

Also , don't forget to generate a list of questions that you have for your prospective employer. The DELTA UPSILON QUARTERLY/ APRIL 1994

21

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On Changing Careers

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y thinking on changing careers is very different now than it was just a few years ago. I used to believe that career changing required a careful analy sis of your interests, abilities and values and an integration of those with the current realities of the job market. My current thinking is, "When your train comes by, jump on it." Most people in the career planning field would call me a heretic.

I may be heretical , but I'm also realistic. Changing careers is simply a convergence of our willingness to change and the opportunities that present themselves.

We weigh our will to switch with the opportunity available, make a decision and move on.

"Don't get into something that you know nothing about."

But it's never quite that simple. What sometimes makes the change difficult is wrestling with the prospect of the unknown . That prospect leads us to seek advice which is often more confusing than helpful.

Some say changing careers or even changing jobs is a sign of weakness.

Changing careers will show that you have trouble making decisions, that you don't know what you want to do and that you may be indifferent to your work. Worse, changing careers will appear as a negative to recruiters and employers.

I find this premise not to be true today.

No one expects lifelong security so typically, employers don't expect lifelong loyalty.

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DElTA UPSILON QUARTERLY/ APRIL 1994

Other advisors will tell you to follow your heart and do what you want to do, no matter how many times that means you change careers.

Following your emotions can get you in trouble also. The examples abound of those who leapt into something based on the current emotion and woke up in a place they didn 't want to be.

To add to the schizophrenia, we give ourselves conflicting advice . We want the security and comfort of a long term relationship with our work. We also have the wanderlust and you only go around once mentality that makes us want to be an accountant, an astronaut and Indiana Jones at the same time.

So how should we approach career changing? With rigor , with a heart, with a sense of adventure and with realistic expectations. A few words of clarification:

Rigor Do the research to know what you are getting into. Know the nature of the work, the people who are in the field, the pay, the requirements to get into it, the lifestyle and everything else about the work that is printed and unprintable. Don't get into something you know nothing about.

Heart Take your own advice and do what you most want to do. Not what others think you should do or what's available.

To thine own self be true.

Adventure Always choose to do what you will remember 10 years from now. Don't settle for a career or job -don't be trapped.

Don 't be constrained in your thinking and

don ' tl et others dissuade you. Stretch yourself and do what you want, while meeting your obligations.

Realistic Expectations Now that I've suggested that you understand all the options and you follow your heart, it's also necessary to remind you to be realistic. Unfortunately, as we grow older many options do disappear. If you're reading this, it's probably too late for you to be an Olympic gymnast. The good news is that many new options will appear that are even more exciting than

"When your train comes by, jump on it." those that went away. Just be realistic about what you can and can't do now given the complex set of personal, family and other requirements we all have .

We have all heard the statistics that each of us will change careers eight times during our working life. What the statistics don 't tell us is that each of those changes is a difficult decision full of excitement, compromise, and a deeper understanding of ourselves.

In the final analysis, we do what we believe is best and live with the conse quences one way or another. Jumping on that proverbial train is fraught with peril , but to do otherwise would leave us always wondering.

by Richard A. Moran, Ph.D. Rutgers '72

The Changing Job Market Challenges All DU's POSTSCRIPT If you find security in typewriters, rotary dial telephones, and still doing your

banking in person, you might find the current pace of change a bit unsettling.

Rapid technological developments daily challenge us to become accustomed to express mail, facsimile machines, cellular phones, CD-ROM ... and more is on the way according to industry reports and television advertisements.

The rules are quickly changing in the workplace as well. Middle management is out ... quality circles and empowered work teams are in. Popular business reading touts the benefits of the global economy and the value of strong interpersonal communication skills for managers. Entrepreneuring has become intrapreneuring.

The one-page resume looks a bit different than the days when we were limited to a typewriter and white cotton rag paper. Computer spelling dictionaries help us avoid embarrassing typographical errors (though many ajob seeker has been caught off-guard by placing too much confidence in this form of proofreading).

"We want the best man for the job" has now become "We want the best person for the job" as the workforce takes on greater cultural and gender diversity.

B.A. and B.S. degrees have exploded into M.A., M.S., M.F.A., Ph.D., Ed.D., M.D., J.D. plus a whole host of acronyms for professional certifications like C.P.A. and C.A.E. The degree that once gave us the competitive edge now only keeps us in the running. Lifelong learning has truly become the way of life.

As part of its commitment to helping its members be lifelong learners, Delta Upsilon has offered this feature on the job market and career development.

While the Fraternity will offer additional Quarterly articles and other educational resources, it will always be the Delta Upsilon network that provides the personal acquaintances, the lifelong friends, and the supportive brothers that help us navigate life's transitions.

DElTAUPSILON QUARTERLY/ APRIL 1994

23

"When I left the 1993 Leadership Institute I was so pumped up on DU ... nothing could get in the way of what I was going to accomplish!"

Greg Lamb, Iowa '95 n this, the Fraternity 's 160th year, Delta Upsilon remains dedicated to building better men! Join us this summer in Indianapolis, Indiana as we celebrate the promotion of friendship , the development of character, the dif-

I

ship Institute. Home to the Fraternity's International Headquarters and rich with tradition and history, Indianapolis welcomes you and encourages you to take advantage of its spectacular sights and sounds during your stay.

fusion of liberal culture and the advancement of justice. 160 years into our mission, the 1994 Leadership Institute awaits you as we continue to build upon the great foundation of Delta Upsilon International Fraternity.

The amateur athletic capitol of the world, Indianapolis boasts three major sports venues including the Indy 500 Speedway, the Hoosier Dome and Market Square Arena.

Take time to explore Indy's culture and history by visiting one of the city's many award-winning museums and galleries. Share in exciting Indy night life by venturing out into Monument Circle, Union Station or the Broad Ripple area of Indianapolis.

Whatever your interest, Indianapolis has something for you!

Come for the

FUll

of It!

T

he fun'sjust beginning ! Undergraduates and alumni from all over North America will again convene in Indianapolis for the annual Leader24

DElTA UPSILON QUARTERLY/ APRIL 1994

. • Sunday 's awards brunch will feature a model initiation, demonstrating the proper and inspiring use of the Fraternity's ritual.

• Undergraduates will once again venture 'Into the Streets' to provide much needed service to the Indianapolis community.

• The release of a cassette record ing of Fraternity songs will be celebrated throughout the weekend by special performances of a DU Chorus .

Programming to Buildour World!

I .

edicated to providing opportunities for all Institute attendees, the 1994 program will prove that DU is Building Better Men.

D

• Friday's programming will focus on membership recruitment, utilizing alumni to train our best rushers in the Fraternity Forum model of effective recruitment.

• Saturday, will emphasize the life and leadership skills necessary to be the consummate "DU Man" in a general session complemented by alumni -led discussion groups .

• Alumni and undergraduates will both learn how to remain competitive in today's ever-changing job market in a motivational session on Career Development led by Rich Moran, Rutgers ' 72, author of Never Con fus e a Memo with Reality and Beware Those Who Askfor Feedback.

• Undergraduate Chapter Management VVorkshops will offer proven ideas and successful strategies for all areas of chapter operations.

,

\

*

HoII' to Register You don ' t want to miss out on this exciting opportunity to meet and share ideas and information with brother s from all over North America! Leadership Institute registration packet s have been mailed to all undergraduate chapters and colonies, and to all alumni chapte r president s and treasurers .

Intere sted alumni are encouraged to contact Fraternity Headquarters in Indianapolis by phone or fax for registration informatio n. Phone 317875-8900 or fax us at 317-876-1629.

The deadline to register is June 1, 1994. Don' t miss out!

Travel to Indianapolis Secure the best possible airfare and travel arrangements by contacting Sycamo re Travel , Delta Upsilon 's official travel agency . Specifi cally aware of Delta Upsilon 's travel needs, Sycamore will work with you to coordinate the lowest possible fares.

Call 1-800-423 -7622.

DELTA UPSILON QUARTERL Y/ APRIL 1994

25

DELTA UPSILON VISA CLASSIC APPliCATION

Fill outthe application and mailto ourprogram manager, Coverdell and Company, ANinity Department, 2622 Piedmont Rd., NE, Atlanta, GA 30324.

Applicant Information Applicant's Name StreetAddress City

Zip Code

State

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Home PhoneNumber

SociatSecurity Number

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(

Employer

o Self-Employedt

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Years Employed

I Position

IDate of Birth

( usiness Phr e

'al imony, child support, or separate maintenance income need not be revealed it you do not wish it considered asa basis of repayme nt

!$nnuallncome'

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PreviousAddress ResidenceInformation RENT

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Years There

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Your Bank

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D OWN

LIVEWITHRELATIVES

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NameofNearest RelativeNot Living With You Relative's Address (Street)

The Card For You And Delta Upsilon • No annual Fee! • low Annual Percentage Rate ... just 13.9%!

• Interest-free grace period each month allows you to pay thefull monthly balance andowe no finance charges on purchases.

• Great travel benefits.

• Distinctively styled card.

CitylStatelZip

1030

30

IEMPI

10 1

DELTA UPSILON QUARTERLY/ APRIL 1994

lAC

-

-

Thissection should becompleled If youareapplying for a joint account or relying onanotherperson's Income

SocialSecurity Number

I

I Dateat Birth

(usiness Ph)"e

' alimony. child support, or separate maintenance income neednot be revealed if you do not wish it considered asa basis of repayment Employer

. , Years Employed

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- - --

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Position

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I$nn ual lncome·

-

Signatures

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If you completed theco-applicant seclion, both applicant andco-applicant muslsign.

t If self-employed or retired. please attach themost recent 2yearssigned income taxretumsor other proofofincome.

I authorize you toobtain infonnation tocheck mycredit records andstatements made inthis application. I agreetobebound bythe tenns andconcmons slated onthecardholder agreementthatwill accompany mycard.

I haveansweredtheQuestions in thisapplicationfullyand truthfully. If this is an applicationforajointaccount. I understand thateach person whosigns willbeliableforthefulfamount of allcharges.

Applicant's Signature

Date

X

DesiredCredit Limit'

$

Co-Applicant's Signature

Date

X

' If I donot Qu alifyforthisamount, please treat thisasan application for an account withthecredit linefor whic h I Qualify.

Credit Card Disclosures

FIRST TENNESSEE BANK

4900

)

- .,.......,. --:-- Co-Applicant InformatIOn

Co-Applicant's Name

The information about thecost of this card is accurate asof this printing (2194) and is subject to changeafter thatdate. For currentrates and termspleasewrite: Credit Cardservee Center.P.O. Box 1545. Memphis, TN38101.

This program is currentlyavailableonlyto permanent residents of theUnited States.

I FOR BANK IBANK I USE ONLY

, (hone

-- - -

BENEFITS FOR YOU AND SUPPORT FOR TIlE FRA1ERNITY.

1m

o CHECKING o SAVINGS

Relationship

ICDS

IBR

Annual Percentage Rate forpurchases

13.9%

Variable Rate Information

Your Annual Percentage Rate may vary. The rate is determined bythe Prime Rate + 7.4%. Prime Rate means the "PrimeRate" published intheMoney Rates section ofThe Wall Street Journal on the last business day before the beginning ofthe billing cycle,

Grace period forrepayment of balances forpurchases

You have 25 days on average to repay your entire balance before afinance charge on purchases will be imposed.

Annual fees

None

Minimum finance charge

$.50 (in any month afinance charge isassessed)

Transaction fee forcash advances, and fees forpaying lateorexceeding the credit limit

Transaction fee forcash advances: None Late payment fee: $15 Over-the credit-limit fee: $12.50

IAPPSC

IFINSC

IAPPROVED BY

CL

IDATE

Marriages Long Beach '87 Christopher A. Cooper and Shoshanah Robin Stone, December 31,1993.

Missouri '90 David A. Henningsen and Elizabeth E. Francis, March 20, 1993.

Nebraska '88 Kevin J. Kuhlman and Dina M. Wyss, September 4,1993.

Northwestern '92 Robert S. Caporale, Jr. and Nora King, December 4, 1993.

Oklahoma '92 Michael J. Powers and Katy Quinn.

Oregon '90 Bret M. Jordan and Patricia Hannah, October 16, 1993.

Pennsylvania State '91 Thomas V. Samuel II and Julie A. Waugh, October 1, 1994.

Births Bradley'83 Mr. and Mrs. Kevin Nelson, a daughter, Keeley Elizabeth, November 4, 1993.

Colorado '83 Mr. and Mrs. Jonathan Cohen, a daughter, Emilie Melissa, December 5, 1993.

Fresno '84 Mr. and Mrs. Brian K. Chick, a daughter, Hannah Emily, October 5, 1993.

Indiana '85 Mr. and Mrs. Scott A. Cordell, a daughter, Danielle Nicole, December 9, 1993.

Massachusetts '82 Mr. and Mrs. William J. DiMento, a daughter, Jenna Elizabeth, December 2, 1993.

Miami '91 Mr. and Mrs. J. Michael Ryan, a daughter, Kerry Stefanie, December 18, 1993.

Northern Illinois '85 Mr. and Mrs. Ross A. Papke, a son, Benjamin Ross, February 23, 1993.

Northern Illinois '86 Mr. and Mrs. Jeffrey Martin, a daughter, Megan Amelia, May 21,1993.

Northern Illinois '88 Mr. and Mrs. John V. Spiller, a son, John Michael, January 14, 1994.

Syracuse '84 Mr. and Mrs. Andrew Schirmer, a daughter, Halle Amanda, February 21, 1994.

Virginia Tech '84 Mr. and Mrs. James W. Old, a son, Parker James, November 16, 1993.

Washington '86 Mr. and Mrs. Geoffrey F. Brown, a daughter, Emily Anne, July 31, 1993.

Obituaries The Quarterly apologizes.

We erroneously reported the death of Robert M. Kelly, Northern Illinois '86, in the January 1994 issue of the magazine. We sincerely regret any distress caused by this, and apologize to Brother Kelly, his family and friends.

ARKANSAS David L. Tucker '77 BROWN John M. Holmes'49 CALIFORNIA J. J. Whitehead III '60 CORNELL William B. Farrington '43 INDIANA Roger S. Peterson '90 Ned E. Wohlford '43 IOWA Donald D. Bjork '53 Arthur S. Zygmun '86 IOWA STATE T. Robert Haebich '38 KANSAS George R. Davidson '50 Mahlon H. Delp '26 Michael W. Grady '73 KENT STATE Robert N. Heighberger '47 Richard A. Maury '60 MARIETTA Alexander G. Pelekoudas '89

MCGILL Barton S. Ellis '47 MICHIGAN STATE William Husted '52 MIDDLEBURY Elbert C. Cole, Jr. '40 MISSOURI Ralph J. Denton '33 OREGON STATE Russell K. Reeve'43 Walter R. Steffy '71 PENNSYLVANIA STATE George Dietzel '59 STANFORD John F. Cowan '39 TECHNOLOGY Arthur C. Marquardt '35 Donald E. Perry '28 TUFTS C. Palmer Chester '32 UCLA Donald D. Johnson '38 WASHINGTON BjornR. Sundt '81 WASHINGTON STATE Thomas R. McOmber '72 WICHITA Berlin E. Edgmon '82 Floyd E. Turner '32 WISCONSIN Robert H. Adler'46 J. Newell Hildie '32

Please send news of member marriages, births and deaths to the Quarterly, DU Headquarters, P. O. Box 68942, Indianapolis, IN 46268.

Information on memorial gifts, and on the disposition of DU-related books or memorabilia, is also available from DU Headquarters.

DELTA UPSILON QUARTERLY/APRIL 1994

31

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