Self-Help Information: Job Search Packet
Experts suggest beginning your job search 6 – 9 months
prior to your graduation!
The most important consideration in your first work experience is
to work in a practice that is dedicated to mentoring you!
What Veterinary Employers Want:
Employees that are:
enthusiastic about veterinary medicine and
practice
self-motivated – able to jump in where needed
focused – able to keep on track, completing
tasks in a timely manner
quick learners with a desire to continue
learning
able to multi-task – works well under
pressure
able to maintain a good sense of humor
good communicators – works well with clients
and staff
interested in the profession and promoting
veterinary medicine in all arenas
loyal to clinic and works as part of a team
What New Grads Should Look For:
Employers that provide:
support, mentoring and guidance but allows
you to test your skills
honesty
professionalism, ethical practice, good
relationship with colleagues, public
reasonable hours and compensation
staff respect and support
clean work environment
feedback and constructive feedback
respect for your opinions, treating you as an
equal
material, staff and equipment to provide
optimum care and diagnosis, or the ability to
refer when the patient’s needs exceed the
ability of the staff or facilities
reasonable expectation of workload
commitment to continuing education
Employment Agreements
employment duties
term of employment agreement
employer’s practice philosophy
professional liability insurance
compensation – salary – base + % production
emergency duties and compensation
vacation/sick leave time
continuing education and professional membership dues
health, dental, disability insurance
retirement and 401K plans
non-compete clause
personal pet care
JOB SEARCH STRATEGIES
Three Important Factors for a Successful Job Search
- awareness of your goals and skills
- an understanding of the labor market
- a well planned job search campaign
Steps to Conduct a Job Search
I. Self-Assessment – identify your values, interests,
skills, accomplishments, experience and goals
A. Values – qualities that are important and
desirable (leads to greater satisfaction)
B. Interests – arouse attention and enthusiasm
(closely related to values and can trigger, or lead
to, skill development
C. Skills – recognize your skills and communicate
how they will benefit an employer (think
accomplishments and technical/non-technical skills)
II Research and Explore Veterinary Career Options –
explore the "matches" between your identified skills,
interests and values and the demands of career fields
Private Practice
Sole owner or partnership
Specializations (feline, equine,
dairy, food animal, exotics, surgery,
ophthalmology, etc.)
Clinic, hospital, mobile, private
residence
74% of veterinarians in U.S. are
in private practice (58% small animal,
8% farm animals/horses; 29% mixed
animal)
Private Industry
Research and development of new
products
Marketing
Laboratory testing
Public relations
Management
Pharmaceutical production
Quality control
Clinical evaluation of new
products
Biomedical
Government
Federal, state and municipal
Protect public health and insure
safe food supply through testing,
prevention, and elimination of animal
diseases
Department of Health and Human
Services
Department of Agriculture
Animal and Plant Health Inspection
Service (APHIS)
U.S. Food and Drug Administration
(FDA)
Department of Energy
Peace Corps
Military
Biomedical research
Food safety
Disease prevention
Care for government-owned animals
U.S. Army Veterinary Corps
U.S. Air Force
Teaching and Research
Teach professional, graduate and
undergraduate students
Conduct laboratory and clinical
research
Treat patients
Other
Lab animal medicine
Zoo practice and management
Aquatic practice
Avian medicine
Wildlife management
Animal shelters
Racetracks
Epidemiology
Circuses
National Aeronautical Space
Administration (NASA)
Environmental impact study teams
Pet store franchise
III. Choose a Career Field and Target Employers – no
career will utilize all your skills, allow you to
develop your interests, and incorporate a value system
completely with yours. Try to target a career field that
will satisfy some of your high-priority needs.
A. Good research on employers will not only give
you the competitive edge, but also help you decide
which employers you want to reach and which
strategies you will use to contact them
B. Informational interviews
C. Talk with current and former employees
IV. Prepare Job Search Materials and Develop Job Search
Skills
A. Resumes and cover letters should be tailored
to reflect your qualifications as they relate to the
interests of prospective employers
B. Job search skills include effective
interviewing skills, marketing yourself well, and
salary negotiations
V. Plan and Conduct a Job Search Campaign – set aside a
specified amount of time each week to work on your
search
A. Pursue Advertised Vacancies (most popular)
- Journals (JAVMA, Compendium, Veterinary Medicine,
etc.)
- AVMA – Career Center
- Conferences – job boards
- Internet sites
- Newspaper classified ads
- Employment agencies
Although this is the most popular method it is
not the most effective!
Nearly 80% of openings are never advertised!
B. Develop a Network – most jobs are gained through
networking!
- Acquaint yourself with professionals in that field
or organization
- People in your network may include family
members, friends, classmates, professors, past
employers, peers in various organizations, etc.
C. Contact Employers Directly
- Send a cover letter and resume to the clinic,
practice, organization, etc.
- Follow up with a phone call – may result in an
invitation to meet with the employer
- Indicate your desire to meet with them
even if they have no positions available
(informational interview works well here)
- Always follow up all interviews with a
thank you letter or phone call
- Develop a new contact in your network
(stay in frequent contact)
D. Follow-Up and Record Keeping
- Keep a record of all contact, interviews, thank
you notes, referrals, etc.
E. Be Persistent!
- Do not be reluctant to submit your resume
on more than one occasion to an organization for
which you would like to work
- Demonstrates enthusiasm and interest
VI. Obtain Offer and Continue to Develop Your Career
Action Plan
A. Send thank you notes to those who helped in your
job search
B. Continue to develop your short and long term
career goals
THINGS TO CONSIDER IN YOUR JOB SEARCH
- Preferred Work Functions
actual work tasks and responsibilities
- Salary Needs
housing
lifestyle
cost of living
loans
transportation
- Preferred Geography
city
rural
state
mobility
near family
climate
hobbies
- Work Environment
size of clinic/organization
facilities
diagnostics available
client base
- Special Needs
training
mentorship
upward mobility
- Career Field
private practice
industry
government
military
Printable form for RECORD KEEPING
WEBSITES
Veterinary Job Websites
www.avma.org/vcc/
(veterinary career center of the AVMA)
www.veterinaryjobs.com
www.animaljobs.com
www.vetbroker.com
(good list of links)
http://veterinarylife.com
(jobs in the U.S. and other
countries)
http://thevetrecruiter.com
www.animalwork.com
http://netvet.wustl.edu/t/careers_jobs.html
Military Job Websites
www.army.mil/
(Army)
www.airforce.com (Air
Force)
Government Websites
www.usajobs.opm.gov/
www.usda.gov (Department of
Agriculture)
www.doe.gov (Department of
Energy)
www.hhs.gov (Department of
Health and Human Services)
www.firstgov.gov (Complete
government listings)
www.nasa.gov (NASA)
www.peacecorps.gov
(Peace Corps)
www.fda.gov (Food and Drug
Administration)
www.aphis.usda.gov/
(Animal and Plant Health Inspection Service)
Journal Websites
www.avma.org/publications/default.asp
(JAVMA)
www.il-st-acad-sci.org/health/vetjrnls1.html
www.medbioworld.com/index.html
Career and Salary Information
www.dol.gov (Department of
Labor)
www.doleta.gov (O*NET)
www.bls.gov (Bureau of Labor
Statistics)
www.census.gov/ (Census
Bureau)
Note: This is not an exhaustive list. Although time consuming,
the web can provide helpful information for employment and careers
in veterinary medicine.
BEHAVIORAL INTERVIEWING
WHAT IS BEHAVIORAL-BASED INTERVIEWING?
Behavioral-based interviewing is based on the premise that past
behavior/performance predicts future behavior/performance. Past
performance examples may come from work experience, activities,
hobbies, volunteer work, family life, etc. At an interview, it is
important to focus on your experiences, behaviors, and dimensions
(which include knowledge, skills, and abilities), that are job
related.
THE STAR TECHNIQUE
Your answer to a behavior-based question must explain the
situation you were in, the task (problem) for which you were
responsible, the specific action you took, and the results of your
actions. Your answer must contain all of these components to be a
complete STAR.
EXAMPLE 1: Describe a recent work related problem and the actions
you took to solve it.
SITUATION: Advertising revenue was falling off for the Evergreen,
WSU’s school newspaper, and large numbers of long-term advertisers
were not renewing contracts.
TASK: My goal was to increase advertising revenues.
ACTION: I designed a new promotional packet to go with the rate
sheet and compared the benefits of Evergreen circulation with other
ad media in the area. I also set-up a special training session for
the account executives with a professor who discussed competitive
selling strategies.
RESULT: We signed contracts with fifteen former advertisers for
daily ads and five for special supplements. We increased our new
advertisers by twenty percent over the same period last year.
EXAMPLE 2: Tell me about a time when you had to exert leadership
in a crisis situation.
SITUATION: Right before Thanksgiving break, most people had gone
home for the weekend break. Our fraternity president and vice
president had already left for home when we got a call that one of
our brothers had been involved in a car accident.
TASK: My task was to provide support in this emergency situation.
ACTION: I volunteered to go to the hospital to be with my brother
and then called his parents in Spokane. I also made arrangements for
them to stay at the Hospital Hospitality House when they got to
Pullman.
RESULT: They were pleased I had taken time from my own weekend to
help them. Our chapter advisor congratulated me for keeping a cool
head and handling the situation. I’ve since decided to run for
chapter office.
PREPARING FOR BEHAVIORAL-BASED INTERVIEWS
Analyze the type of positions for which you are applying.
What skills do employers require?
Analyze your own background. What skills do you have
(content, functional, and adaptive) that relate to your job
objective?
Identify examples from your past experience where you
demonstrated those skills. Concentrate on developing complete
STARS.
Where possible, quantify your results.
Be prepared to provide examples of when results didn’t turn
out as you planned. What did you do then?
Before entering the interview room, identify 2 to 3 of your
top selling points and determine how you will convey these
points (with demonstrated STARS) during the interview.
Keep a personal achievement diary while in college and once
you’re employed to help document demonstrated performance using
the STAR technique.
NOTE: Candidates must be able to demonstrate to an employer that
they have the skills necessary to do the job. Even if the employer
is not conducting a behavioral-based interview, candidates can
succeed in the interview by concentrating on relating "STARS" to the
employer and evaluating their achievements in this fashion.
PRACTICE BEHAVIORAL QUESTIONS
What was the toughest decision you had to make at a previous
job?
Tell me about the most difficult person you’ve had to
communicate with.
Tell me about a group project that you were involved in. What
was your role?
Tell me about a time when you had to persuade someone to your
point of view.
Describe a recent work-related problem and the actions you
took to solve it.
Tell me about a time that you had to overcome disappointment.
Tell me about a time when you demonstrated assertiveness.
What is the biggest challenge you’ve faced in college and how
did you deal with it?
Tell me about a time when you had to resolve a conflict in a
group situation.
Tell me about a time when you followed through on a
commitment, despite difficulties.
What kind of pressure did you feel on your last job? How did
you handle it?
Describe a situation where you had to do several tasks at the
same time.
Describe a situation when you had to work with someone very
different from you.
Can you describe a time when you disagreed with a co-worker
or supervisor? How did you handle it?
REMEMBER
Don’t view any experience as insignificant—in an interview
it’s likely that hearing about one of those seemingly
insignificant or minor experiences will satisfy interviewers
more than a recounting of a top achievement.
During the stress of an interview, you’ll be hard-pressed to
recall good examples—however, you’ll have little trouble
remembering them now when you aren’t under stress.
Rehearse how you’d describe key experiences to interviewers
so you can recount them vividly and concisely. If you can create
strong visual images in the interviewers’ minds, you’ll have a
better chance of convincing them that you have the desired
skills.
When you relate a story to interviewers, describe features of
your personality that helped you succeed, what exactly you
accomplished, and how your work helped your employer or group.
TELEPHONE INTERVIEWING
Telephone interviewing is becoming increasingly common in today’s
competitive job market. This method of interviewing can have
advantages and disadvantages for both the job seeker and the
employer. Employers like this method because it is a cost-effective
and impartial way of interviewing employees. To give yourself an
edge it is important to keep these tips in mind:
Keep your resume and cover letter near the phone, so
that an unexpected call from a potential employer will
not leave you unprepared. Have a few well-formed
questions prepared to ask. This expresses interest and
intelligence to the interviewer.
Expect to be asked when, why, and how questions
regarding both your employment and educational history.
These questions are commonly posed by employers to get a
quick assessment of the interviewee.
Wait until the interviewer has had a chance to set
their agenda for the interview before you take control
of the conversation. Typically, interviewers have
information they want to impart and are more focused on
talking than listening at the beginning.
Have a brief, 45-60 second description of yourself
ready to state to interviewers. You should include
background, experience, and skills that validate your
appropriateness for the job.
Make sure the information you tell an interviewer
does not conflict with your resume.
If asked about your background, be upfront and do not
express discomfort at the questions. Often this will be
a red flag to employers as to a past problem.
Ask for the interviewer’s name so that you can send a
thank you letter after the interview.
Remember that the interviewer will not be able to physically
see you. Thus, body language can not be used to help you make a
positive impression. This being the case, what you say and how
you say it become much more important. You should strive to
present a strong, confident image of yourself, as an interviewer
will be more apt to make a positive evaluation of you. Talk
about your experiences and what you have learned from them. One
tip to remember is to use crisp and clear language to present
fact-filled sentences. This will keep the interviewers attention
as you continue the conversation. It is also important to let
the interviewer know that you are focused on what he/she is
saying by interjecting short phrases such as: "I agree" and
"That’s right". Sound sincere and do not come across as a
"salesman" trying to pitch yourself to the interviewer.
At the conclusion of the interview, propose a face-to-face
meeting at the interviewer’s convenience in the near future. If
the company is in another area you can ask if they will be in
your area and available to meet. If the interviewer finishes
with saying that you may not be a good match for the job, do not
be afraid to show surprise and recount your related skills and
background and offer to answer any further questions. Remember
to send a thank you letter, restating your interest in the
position and thanking them for their consideration.
QUESTIONS YOU MAY ASK IN AN INTERVIEW
During the initial interview, ask questions that show you are
interested in and knowledgeable about the organization and the
position for which you are interviewing. "What’s in it for me"
questions (salary, benefits) should be left for later interviews
with the organization or until a job offer has been made.
INFORMATION ABOUT THE ORGANIZATION
What makes your organization different from other?
How did the organization get where it is today?
Where does this organization plan to be in 5 years? In 10
years? In 20 years?
How does the organization plan to get there?
What is the greatest challenge, from your perspective, that
the organization faces in the next year?
What are the core values of this organization?
POSITION & INFRASTRUCTURE
How does the job for which I am interviewing fit in with the
mission of the organization?
What would a typical day be like in the position for which I
am interviewing?
How does this position relate to others in this department?
Which departments would I interact with most?
ADVANCEMENT OPPORTUNITIES
What is the organization’s policy on promotions?
How is the position for which I am applying evaluated? How
often?
How long should a person plan, on average, to be in a
position before being eligible for promotion?
Does the organization have formal career paths established?
What is the organization’s policy on lateral transfers?
In your opinion, where would the supervisor for this position
intend to be in 1 year? In 5 years?
JOB SECURITY
How did the opening for which I am applying occur?
Where is the person who held the position before the opening
now?
How secure is this position?
Your organization has recently reorganized. Do you anticipate
further changes in the next year? Would they affect the position
for which I am applying?
PROFESSIONAL DEVELOPMENT
Is training provided for the position for which I am
interviewing? How is it provided? How long is it provided?
Are training opportunities available through the
organization?
What is the organization’s policy on continuing education
through colleges? Professional seminars?
How does the organization handle days away from work to
attend classes or seminars?
Does the organization support membership and participation in
professional organizations?
MOBILITY
What is the organization’s policy on relocation?
How often could a person be expected to move in this
position?
Does the organization cover relocation expenses?
Does the organization assist with the relocation process
(finding housing, job assistance for spouse, etc.)?
BENEFITS (Best to ask after an offer is made)
What type of benefits program does the organization offer –
fixed or cafeteria style?
Which of the following are available: medical, dental,
vision, accidental death/dismemberment, company car or mileage
allowance, clothing allowance, athletic/exercise facilities,
bonuses, profit sharing, stock options, retirement plans?
How much does the organization pay for?
COMPENSATION (Best to ask after an offer is made)
What is the starting salary?
What is the maximum salary, if any, for this position?
How are raises awarded? According to tenure? According to
merit? Cost of living?
How often is a person eligible for a raise?
How often are paydays?
Possible Interview Questions
General
Tell me about yourself.
Of what are you most proud?
Work Related
Describe your ideal work environment.
Describe the most difficult work-related situation you
have ever faced. How did you react?
How important is communication and interaction with
others on the job in this field?
How do you normally respond to conflict in the work
environment?
Tell me about a time you had to go beyond what is
normally expected of an employee to get the job done.
Education Related
Why did you select your field of study?
What is your greatest educational achievement? Greatest
challenge?
How do you think your education has prepared you for your
desired career?
Activities Related
How do you like to spend your time outside of work and
class?
What goals have you set for yourself outside of work?
What is your favorite book?
Goals
What are your short and long-term personal/career goals?
Why are they important to you?
What is the one thing you hope to accomplish in your
lifetime?
Give an example of an important goal you set and describe
how and why you did/did not reach it.
Personal Qualities
What is your greatest strength? Weakness?
What do you think your greatest contribution to our
organization will be?
How can our organization help you overcome your greatest
weakness or trait?
What can you do for us that someone else cannot do?
What is your typical role as a group member?
How do you work under pressure?
Give an example of a time you acted as a leader. What is
your leadership style?
Success/Failure
What do you consider your greatest success?
What do you consider your greatest failure?
Knowledge of the Organization
Why did you seek a job with our organization?
What do you know about our organization?
Summary
Why should we hire you?
What distinguishes you from other people I am
interviewing today?
What do you want me to remember about you?
SALARY NEGOTIATIONS
How to get from what they offer to what you want!
First of all, let’s understand the process!
There are two different philosophies regarding salary negotiation
and they just might make a difference to you.
"First Offer, Best Offer"
A company that has this philosophy has a handle on the
employment market and is familiar with what the average
compensation is for the type of position they are offering. When
an offer is made, they typically believe they are offering a
competitive offer, which represents a fair wage and is the best
offer they can offer at this time. In this philosophy, there is
no conscious effort to extend an offer where negotiation is
expected and have found it counterproductive to bring in an
underpaid employee.
"Negotiation is OK and expected"
This philosophy can be the attitude of the hiring personnel
or a reflection of the company’s culture. It could be that this
is the last step in the interview process: negotiating your way
into a decent offer, the final test of your aptitude for the
position being offered.
So you ask now, "How will I know which philosophy my employer
has?" Good question! You can respond to both in the same manner, and
it is how they answer that will let you know which philosophy they
are ascribing to.
When told of the salary offer, instead of responding with a quick
OK, your response could be a thoughtful "Hmmm". If your interviewer
is of the 1st philosophy, he/she may explain how they arrived at the
salary quoted and will be prepared to await your acceptance, or
response.
If your interviewer is of the latter philosophy, they might
counter with a question such as: What salary did you have in mind?
This is often a cue to begin the salary negotiation process.
Sometimes entry-level applicants may think that salary
negotiation is for the "big buck" positions; however, it’s often
easier to negotiate at the hourly-wage level than practically
anywhere else. An extra $1-3 per hour seldom exceeds a company’s
phone bill.
In addition, remember to consider the fringe benefit package,
this can often account for much more than an increase in salary.
Remember- "nothing ventured, nothing gained!"
Sources:
David G. Jensen, Search Masters International
Jack Chapman, author of Negotiating Your Salary: How to Make a
$100 a Minute
Need Additional Help?
Washington State University College of Veterinary Medicine
Counseling and Wellness Services offer free individual counseling for these
and related issues for veterinary students (WSU Veterinary Students ONLY).
For more information or to schedule an appointment call or e-mail:
Carolyn Wyatt PhD
ADBF 1035
335-0774
cwyatt@vetmed.wsu.edu
NOTE: The information contained in these self help
documents is not to be used as a substitute for professional care. Neither
the authors, Washington State University nor the College of Veterinary
Medicine assume liability for injury incurred by following the information
presented in these self-help documents
Last Edited: Mar 07, 2007 2:49 PM
