Stuff We're Reading
  • Great by Choice: Uncertainty, Chaos, and Luck--Why Some Thrive Despite Them All
    Great by Choice: Uncertainty, Chaos, and Luck--Why Some Thrive Despite Them All
    by Jim Collins, Morten T. Hansen
  • Blink: The Power of Thinking Without Thinking
    Blink: The Power of Thinking Without Thinking
    by Malcolm Gladwell
  • The Language of Trust: Selling Ideas in a World of Skeptics
    The Language of Trust: Selling Ideas in a World of Skeptics
    by Michael Maslansky, Scott West, Gary DeMoss, David Saylor
  • The Happiness Project: Or, Why I Spent a Year Trying to Sing in the Morning, Clean My Closets, Fight Right, Read Aristotle, and Generally Have More Fun
    The Happiness Project: Or, Why I Spent a Year Trying to Sing in the Morning, Clean My Closets, Fight Right, Read Aristotle, and Generally Have More Fun
    by Gretchen Rubin

Using Social Media to Accelerate Your Career Transition 

At Career Partners International - Australia we are regularly asked how people find jobs in today’s market. The days of circling ads in the newspaper are certainly diminishing, while online job hunting is on the rise. What is the best way to find a new job in a digital communication landscape? Websites like Monster, Indeed, Seek, and CareerOne have many jobs. However, less than 10% of current openings are advertised on sites like these. You know you have to do more to find the job you really want, so what should you do?

At Career Partners International - Australia we encourage our career transition participants to use all possible job search methodologies and resources. The key to success in the job search process is to divide your time and effort, proportionate to the potential for each methodology. With the expanding use of social media in both professional networking and job seeking, it’s more important now than ever to develop a professional social presence online to accelerate your job search process.

Source: there are hundreds, if not thousands, of Twitter accounts devoted solely to the aggregation of job postings on social media that then allow job seekers to utilize Hashtags to find those positions for which they would be the best fit, and apply. LinkedIn has also expanded its role and now offers job postings to those companies that wish to utilize these services.

While perusing social media for job postings can result in leads, it can also be a waste of time. Be strategic in your approach to avoid countless hours that can yield little return on effort.

Social media can also be your ultimate tool for networking

Networking from personal contacts is the ongoing process of obtaining industry information to create job leads, and the best part is networking does not involve asking anyone for a job! All professionals develop a network throughout the course of their work experiences. Social media expands the reach and capabilities of these networks to help you develop job leads.

Source: the networking process, your goal is to continually build an ever-widening network of people within your preferred industry or specific business environment. This network then allows you to discover employer needs and/or open positions at targeted companies. So, does it work?

Recently we congratulated one of our participants on successfully completing a career transition. The participant had visited to thank us for our assistance during her career transition and to bid us farewell. We were thrilled with her success and asked her to describe her journey to find her new position.

Initially, she wasn’t a fan of social networking sites, but her career consultant suggested she attend one of our forums on using LinkedIn as a networking tool. Even after the forum, she rather reluctantly opened a LinkedIn account and added professional connections, but she was not really convinced that her previous coworkers and employers would lead her to her next role.

So what made this nonbeliever one of LinkedIn’s biggest advocates? She had heard about an expanding marketing team at a company where she had always wanted to work, but did not know who or how to approach the organisation. Using LinkedIn, she researched and identified the hiring manager for the marketing department.

She discovered that this person was a second level connection, meaning one of her former colleagues and direct connections on LinkedIn was connected with the hiring manager! She called her former colleague and asked if he could help with an introduction. Two coffees and an official interview later, she had a signed contract in her hand!

The introduction by her LinkedIn connection gave her the competitive edge over all the other candidates for the open position. When it was time for an interview, she felt as though she’d already built a rapport with the hiring manager, and this made her both more comfortable and more confident. her example is one of many where social media has played a vital role in successful job searches and career transitions.

Spend time developing your online presence. Doors once thought to be shut may finally begin to open for you and your career. Social media alone can’t get you your next job – but it can certainly open valuable doors! Don’t underestimate its power!


Wanted! Flexible Job Seekers Over 45....


People over the age of 45 assume they are no longer "hiring material." How do they reach this assumption? They read about it in the papers, see it on TV, and if they have lost their job at that age, they carry the resulting despair and anxiety with them to their next job interviews.

When interviews go sour (much due to the defeatism they projected), these individuals proclaim "See? I knew it", and the self-fulfilling prophecy verifies their strong belief in a notion that really was only partially valid.

In a survey conducted by Career Partners International – Israel among a pool of employers, 95% of the companies declared a willingness to hire people over 45, while 71% actually hired employees of that age group. This evidence refutes the strong-rooted assumption that employers don’t hire employees over the age of 45.

So what can a job seeker over the age of 45 do?

Source: fear

Fears that individuals over 45 feel when job hunting is unsubstantiated. Workers in this age group possess knowledge and wisdom from their past experiences.  The marketplace needs a larger workforce than is actually in supply. Therefore, rejecting suitable candidates due to age considerations is a luxury which is ceasing to exist. In certain European countries, national programs have been instated with the objective of rehiring retirees for part-time employment, in order to support economic growth.

Prepare Properly

It is Important to arrive at a job interview with a detailed list of achievements, which is usually longer with age and additional experience. It is beneficial to highlight special skills, areas of expertise, and the ability to handle challenges and conflicts in the workplace. Remember to properly prepare for interviews. Learn all there is to know about the company (from friends, the Internet, etc.).

Be flexible

One of the main concerns employers have when hiring older employees is that the individuals may not be flexible enough, or that they may find it difficult to learn new skills. They worry that older applicants are so set in their ways that they may not be willing to move toward new ways of doing things. It is highly recommended that applicants display a readiness to learn and to understand the organization’s culture. Refrain from insisting on one's (possibly old) way of doing things, or using inflexible/rigid phrases such as "This is how I’ve always done it," or "This is how I learned to do it." Show curiosity and interest in the way things are done in the new organization and project a willingness to adapt and evolve.

Source: technology

Using technology is a significant part of today's daily tasks, especially in the workplace. Having a basic understanding of computers (though there’s no need to be a computer engineer), acquaintance with Microsoft Office, as well as Internet and email proficiency are essential in any workplace. There’s no need to return to college. Seek assistance from family members and friends, and spend time practicing these skills at home.

Demonstrate Value

Well paid in their previous jobs, individuals undoubtedly expect and often deserve similar compensation in their next positions. However, new employers may not fully grasp the depth of experience individuals over 45 possess and the value they can contribute to their organizations. Show how past knowledge and skills directly relate to the new position, and advance the organization more quickly than hiring a less experienced individual.  Don’t mistake a lower offer than previously held positions as an insult. It may be worthwhile to negotiate and possibly propose a trial period after which salary would be adjusted after the value is demonstrated.

Job seekers over the age of 45 bring valuable experiences and vast arrays of knowledge to organizations. The ability to translate these advantages so that employers see the benefits of hiring individuals of age is the foundation of a mutually beneficial employment relationship. 


Carswell Partners 2.0!

Since 1990, our focus has been on individual and organizational resilience.

[Resilience - noun \ri-ˈzil-yən(t)s\-an ability to recover from or adjust easily to change]. 


On January 1, 2013, we put ourselves to our own test, followed our own advice and prevailed in the face of very big change.


As someone who has journeyed with us, we invite you to a special evening to hear the Carswell story of resilience while connecting with new and old friends and colleagues.


The Carswell Partners Story - We put resilience to the test!


We have moved……………………………………Come and check out our new location! 

We have a new team……………………………….Come and meet our new consultants!

We are using new technology…………………………….Come and see what we have!

We offer new products and services……Come and hear all about what we offer now!


Aside from hearing our story (and what it means to you), this is a great opportunity for you to network with other business professionals (hint: and help build your own resilience….yes, we will explain how).

Join us for a special night with Carswell Partners October 1st, from 5:30 pm to 8:00 pm.


Event Location 

310 – 700 Richmond Street   (Piccadilly and Richmond)

Evening Schedule

5:30 – 6:15……………………………………. Getting reacquainted

6:15 – 7:00 ……Carswell 2.0: How we got to where we are today

7:00 – 7:30 …………………………………..How can we help you?

7:30 – 8:00……………………………………………………Mingling


Appetizers and refreshments provided.

We would appreciate an RSVP to Lianne Gallie


We don’t want you to miss out on important updates, articles and conversations!


Join our LinkedIn Carswell Group - Click here to join our group!


The Power of Multi-rater Assessments in Professional Development

Multi-rater assessments are commonly referred to as “360’s” because they typically survey an individual’s colleagues in the workplace who hold lower, lateral and higher levels of positions to generate a “360” perspective of an individual’s performance. These assessments provide powerful advantages as organizations seek to amplify the development experience for their leaders and other key individuals. They collect broad feedback from the individual’s work relationships as well as other constituents to provide comprehensive and anonymous development feedback to help an individual optimize his/her perceived strengths and gain insight into perceived areas for development and improvement.

Performance assessments can be biased when involving interviewsFrequently, the feedback will not align with the leader’s personal view, providing a new lens for self-awareness and growth. For example, a coaching client who recently received 360 feedback admitted the feedback completely surprised her and she had no idea how others perceived her. It was a true learning moment, demonstrating blind-spots she would not otherwise have seen. It provided a solid foundation for her coaching journey and professional development.

Although 360 feedback can be collected through structured interviews or through an online, quantitative method, there are several advantages to using the later:

  • The quantitative 360 process helps align the boss’ expectations with the leader’s understanding of those expectations, allowing the leader to concentrate on improving specific competencies that are a priority for his/her boss. 
  • Quantitative 360s compare the individuals to normative data over a large number of comparable leaders. This allows the individual to establish personal goals as well as see how they compare with other leaders, providing a broad context for the developmental needs.
  • Finally, if the organization is administering multiple, quantitative 360s to a group, group reports can be produced, providing the organization input for training needs as well as letting participants see how well they stack up against their peers.

Online assessments can be more effective due to a quantitative basis.An important feature of 360 feedback is anonymity and confidentiality for all raters -- other than the identified direct or indirect manager(s) of participants. In order to preserve anonymity, individual responses are always combined with responses from other people in the same assessor category (e.g., peer or direct report). The anonymous nature of the feedback creates a forum for honest feedback that individuals might otherwise be uncomfortable to give in person.  In addition to the quantitative responses, raters are able to provide free form feedback to the leader.

While some coaches prefer a structured interview 360 (also known as a “walk around” 360) to assess and gather perceptions about a leader’s workplace behavior, the quantitative, online method of gathering feedback has other very distinct advantages.  The results of feedback from a “walk around” 360 are seen through the eyes and ears of the interviewer.  This feedback could reflect a subjective, possibly skewed view of a leader’s workplace behavior.  Due to the extra time necessary for scheduling and conducting the individual feedback interviews, the “walk around” 360 is more time consuming and therefore more expensive.

When organizations choose to utilize a “walk around” 360 there is no objective way to measure a leader’s behavioral change except for anecdotal evidence fraught with common performance ratings errors.  On the other hand, quantitative 360’s have built in mechanisms for measuring and assessing future behavioral change that make them more reliable.

Online assessments provide quantitative and unbiased analysis of leader behaviors.Most quantitative 360’s are also accompanied by a handbook for the leader that provides in-depth explanations of behaviors, examples of productive and ineffective behaviors, and a guide to improving that behavior.   

In addition to addressing the concern of subjectivity in the “walk-around” 360, we find that the online tool improves receptivity and acceptance of the feedback by participants.  The emphasis in the online approach is to present the 360 data and allow the leader to draw his/her own conclusions and insights, rather than providing insights and comments that could be perceived as judgments.  For example, Bob, a coaching client of mine, admitted to having many discussions with his boss about his poor listening skills, but he did not feel compelled to learn different listening strategies as a result of these discussions.  When presented with the specific findings of his quantitative 360, which found low ratings on “Listens attentively to concerns expressed by others” across all rating groups, Bob embraced the feedback and was open and willing to make a behavioral change.  A follow-up 360 a year later showed that his behavior had changed in a positive way, impacting his personal effectiveness, workplace relationships, and business results.

Leaders receiving quantitative 360 feedback gain insights into how others perceive them, creating an opportunity to adjust behaviors and develop skills that will enable them to excel in their work and improve how that work gets done.  If development is the goal, leaders and organizations should consider the objective, unbiased, normalized feedback an online, quantitative multi-rater 360 provides over the subjective and potentially biased feedback of structured interview 360s. Regardless of which methodology is chosen, the benefits provided by 360 assessments will help increase the effectiveness of organizational leaders and their development.


The Power of Self-Assessment in Career Transition: If Ever There Was A Time, It's Now

Go ahead; ask your career coach why it is a critical time to commit to formal self-assessment.

After all, you can quickly point out that you are reluctant to take the time because you need to get your resume done; because you know who you are, know how to communicate who you are and know how to link who you are with your next job… you know, because you expect your next job to be like your last job and the one before that! In short, you know where you fit in the world of work with which you are familiar. 

Aye…there’s the answer embedded within your own words.  This is NOT the world of work with which you are familiar.  This time, it’s different!

In this new and unusual world of work, you will be required to look at different ways to work beyond traditional jobs which last less than 4 years on average in the U.S..  This newly-developed shorter tenure is reason enough to take a serious time-out and look inward as you plan for a more disruptive future.

Stop and ask yourself: Is it time to learn to work as a free agent, as a temp, or independently in some other capacity?  Should you buy an established business or a franchise?  How about heading out as an entrepreneur or a ‘solopreneur?’  Do you desire to change the direction of your career?  Are you being forced into a change of direction because the job you once held no longer exists or because – simply stated – it is time to move on and reach for, a new challenge?

Which new or different direction should you choose?  Which direction suits your strengths and minimizes your weaknesses?  Which direction is aligned with your values and your interests? 

Think about this.  If you were running a business, you would take the time needed to make certain that you were prepared to set yourself on the best course for success.  

News Flash! You are running a business. Your career is your business.

Self-assessments, coupled with expert interpretation of results, ensure that you look at yourself in an unbiased, outcome-based way; a way that will help you to make good and prudent business decisions in alignment with what the job market demands.

Consider the valuable insights you can gain from an array of assessment instruments such as these:

Myers-Briggs Type Indicator

Beyond helping you to understand how to develop and maintain relationships in the workplace based on communication preferences, the MBTI provides information that helps you to understand the relationship between personality and careers.  Numerous books share the successful career paths selected by others based on their MBTI type.

Holland Self-Directed Search 

The Holland Self-Directed Search assessment identifies the activities that offer you the most personal satisfaction.  This helps you to identify jobs and career paths that can bring you joy in your work.

Strong Interest Inventory

This assessment compares your results with people like you who have already found interesting and satisfying new careers. 


SkillScan provides a fast, interactive and intuitive-based process for identifying skills that are transferable between industries and positions.  It integrates results with interests, values and personality inventories in order to provide a holistic picture of your career patterns.

Career Design Guide 

This assessment expands your horizons about work and life options thus improving your ability to make good career decisions.

Work/Values Inventory 

Defining work values by the qualities that you seek in your career, this assessment helps align your values with work.