The First Reentry Job
According to the Bureau of Justice Statistics, between 600,000 and 700,000 people are released from incarceration every year in the US. For most of those released, securing employment is the most viable path to progress and success. Some will find other pathways forward, such as education or entrepreneurship; however, finding and retaining a job is the most viable success option for most.
Unlike others entering the job market from scratch (first-time job seekers or those in complete career transition), reentering the workforce from incarceration with background baggage is a much steeper hill to climb. The challenges associated with a criminal record are evident and apparent to anyone (willing to look). But there’s way more to the story; time and resources are almost always limited, job-search knowledge and support may be missing, and all manner of old behavior patterns await an opportunity to resurface. Furthermore, pressure to “get it right this time” can be overwhelming, both from within the reentering person and externally from family, friends, and significant others hoping (if not desperate) to see, at last, success.
So, to say the stakes are high is a significant understatement. The impulse to “take any job” is natural and understandable, yet it is often the worst move, leading to failure immediately and more slowly over time. Grabbing anything and plunging in without planning are some of the foundation stones of recidivism. In a nutshell, reentry success is teed up by the First Job. Period. It is that simple and that crucial.
Of course, there are always outliers: those succeeding due to an entrepreneurial spirit, those exposed to and profoundly touched by education, or those with a dogged sense of self-determination that pushes them forward despite the odds and stats. These are the folks highlighted in reentry programs, as they should be. Their success is celebrated based on their merits and the example they set for others. And yet, they may be the first to tell you that too many others don’t make it. That entrepreneurship and education didn’t resonate with them, or their level of determination wasn’t enough—yet—they could have made it if they’d secured an employment foothold.
In this post and my approach in general, I focus on employment, the pathway that can impact the most significant number of reentering people. With 50-60% remaining unemployed after their first year from release and the 60+ % re-incarcerated after three years, the rubber meets the road with employment—and it all begins with the First Job post-release.
Here are some of the critical factors needing attention if success is to come from this all-important First Job:
Preparation & Work Readiness
I am referring to the basics here, such as lodging, food, clothes, transportation, access to a phone, and the Internet. What’s available, what’s not, and what’s the assessment? Also, has any mind-work been done on transitioning from being away and not working to being back and in contact with people in entirely different circumstances?
Personal Job One
Often, a single major issue has contributed to past troubles and needs to be addressed before there’s any hope of employment success. I call this someone’s Personal Job One. If the issue involves alcohol abuse, the solution is sobriety. For drugs, it means being and staying clean. And for mental health problems, remaining in therapy, and following the prescribed medication game plan. The point is simple: confronting these foundational issues isn’t optional. They are either dealt with and managed, or there will be no re-entry! Failure will very possibly follow. This is the granddaddy of recidivism foundation stones. More
The Plan
There has to be a plan. It doesn’t need to be detailed and complex, but it could be. The plan should be based on an eventual goal, something to work toward. As the saying goes, “If you don’t know where you’re going, how do you know when you get there?” Planning and goal setting can be intimidating, and getting lost in the weeds is easy, so it’s best to keep things realistic, straightforward, and as simple as possible. Every reentering person needs a plan and will benefit from simply tackling one; whether it’s simple or detailed is to be determined, but there needs to be one to increase the odds of success. More
Job Search Objective
Not having a Job Search Objective is another recidivism foundation stone, as is not having a Plan or Goal. Developing an Objective starts with the realization that, for background-challenged persons, digits (the internet, smartphone, and all-things-digital world) are not on the home team. Digitization makes it easy to spot those reentering. Without a Job Search Objective and strategy emphasizing personal contact and connection tactics, elimination from a distance is likely. More and More
Getting & Retaining the First Job
The Search Objective is an essential part of an entire process designed to enable the challenged job seeker to secure an initial (targeted) position that aligns with their overall Plan and eventual Goal. Getting “in” is the first step, followed by adjusting to the new role and learning the “ropes” related to the job duties, company culture, and all the other dynamics associated with working day-to-day. Success in this First Job requires that it be retained to attain two things: positive work history and work-related contacts, two things most reentering folks do not have when they put together their Search Objective. Both work history and contact are essential to leveraging this First Job into the next. More
Advancing from the First Job
The First job is just that, the first one. It will not be a forever job and is best viewed as a stepping stone to the next. Failure to see it this way leads to settling in and getting comfy, two more recidivism foundation stones. Unlike first-time job seekers or those starting again via career transition, most reentering can’t afford to start again from scratch if the First Job doesn't pan out. This is especially true if they’ve failed to make (any) leverageable contacts while at the First Job. Moreover, not getting it right the first time can result in far more than losing the job itself; it can trigger any number of bad outcomes. Therefore, securing, retaining, and doing well at this First Job should be considered ground zero, where it all begins and from which all future success originates. More
Progressing Toward Goal
The Goal could be five years out and involve three or four jobs. From the First Job onward, work history and contacts will accumulate over this period, becoming the platform of success in the future. To achieve the Goal and for good things to happen along the way, the frontend-loaded process steps (Preparation, Person Job One, Planning, Job Search Objective, First Job retention, contact building, and accumulation of positive work history) must happen before and during the First Job. More
Why?
As a practical matter, reentering people are launched via their First Job, and engagement by those who have helped often ends. Most will head forward on their own. With new folks released continually and resources for longitudinal work seldom available, keeping in touch rarely happens; therefore, doing things right up front is essential.
Conclusion
For most, reentry success (in work and life) will come from securing, retaining, and progressing—through employment. To be most effective, the reentry approach must be individualized, process-based, reproducible, and eventually scalable to assist the majority if there’s any real hope of taking a meaningful bite out of recidivism.
Furthermore, such an approach must accept the barriers and limitations of the digitized hiring process. Job selection, searching, and introduction strategies and tactics centered around developing and building direct personal contacts form the pathway to success. Whenever possible, they must be used to mitigate and transcend the digit.
Doing it right to achieve goals is not difficult, but it does take guidance, effort, perseverance, and trust in the Process!
Onward!
High-touch Future Jobs
With the help of my friend Claude, Anthopic’s generative AI assistant, I explored what future jobs might look like. Due to the uncertainty related to tech in general and AI specifically, I am most interested in US jobs likely to have a high degree of stability, which is to say, jobs that are:
Not easily outsourced to another country
Minimally susceptible to automation
Enhanced but not replaced by AI
In a nutshell, these types of roles fall under the heading “high-touch,” jobs that take place in person (think caregiving), on-site (think smart factory), or locally off-site (think construction).
Of course, these jobs exist now, but many, if not most, of them in the future will include a tech component that is not required en masse now. In other words, the work will be done face-to-face, on-site -or- off-site, directly hands-on, but with an array of tech data and communication tools yet to be fully developed and employed.
Here’s a list of potential titles in the skilled trades area to give you an idea:
Advanced Manufacturing Technician (working with AI-driven robotics and 3D printing systems)
Smart Building Systems Integrator (combining traditional construction with IoT and energy management tech)
Augmented Reality-Assisted Electrician (using AR for complex wiring and troubleshooting)
Autonomous Vehicle Maintenance Specialist (servicing self-driving cars and their complex sensor systems)
Drone-Assisted Construction Worker (operating drones for surveying, inspection, and material delivery)
Cybersecurity-Enhanced HVAC Technician (installing and maintaining smart, connected climate control systems)
Additive Manufacturing (3D Printing) Specialist (creating custom parts and products using advanced 3D printing tech)
Renewable Energy Systems Expert (installing and maintaining solar, wind, and other clean energy technologies)
Robotic Welding Programmer and Operator (managing advanced automated welding systems)
Digital Plumbing Systems Technician (working with smart water management and leak detection technologies)
I asked Claude to create a job description for a caregiver 10-25 years out. I’ve highlighted some tech-centric parts, which are sure to come in one form or another. The tech requirements would likely be narrower in scope in the actual job description. However, the point here is to emphasize what’s ahead, particularly concerning the inevitable integration of technology.
Advanced Care Coordinator
About the Role:
We seek a compassionate, tech-savvy Advanced Care Coordinator to join our innovative healthcare team. This high-touch position combines traditional caregiving skills with cutting-edge technology to provide exceptional patient care and support.
Key Responsibilities:
Provide personalized care and support to patients, leveraging both interpersonal skills and advanced technologies
Utilize AR/VR systems for patient education and therapy sessions
Monitor and interpret data from IoT devices for real-time patient health tracking
Collaborate with AI-powered diagnostic tools to assist in care planning
Coordinate with robotic assistants for patient mobility and routine tasks
Conduct virtual consultations and manage hybrid care environments
Ensure data privacy and maintain ethical standards in technology use
Required Skills and Qualifications:
Degree in Nursing, Healthcare Management, or related field
Strong empathy and communication skills
Proficiency in healthcare-specific software and data analysis tools
Experience with AR/VR applications in healthcare settings
Understanding of AI and machine learning in medical contexts
Familiarity with IoT devices and remote patient monitoring systems
Ability to work collaboratively in human-machine teams
Commitment to continuous learning and adaptation to new technologies
Preferred Qualifications:
Certification in Healthcare Informatics or related tech-health field
Experience in telemedicine or remote care coordination
Knowledge of predictive analytics for patient care
Familiarity with ethical considerations in AI-assisted healthcare
We Offer:
Ongoing training in emerging healthcare technologies
Opportunity to shape the future of patient care
Collaborative, technology-enhanced work environment
Competitive salary and benefits package
Join us in revolutionizing patient care through the perfect blend of human touch and technological innovation!
~ ~ ~ ~ ~
For those under 35 at the beginning of their work journey and those reentering or transitioning to a new career, the question is:
Will a specific job or job category exist in 10-25 years?
If it’s high-touch, it likely will—but not in its current form. The best and most in-demand high-touch jobs will have a (specialized) tech component.
Most future high-touch/technician positions will undoubtedly have associated low/no-tech roles. But rewards and advancement will favor those who can do the work (in-person/on-site/off-site) AND understand and manage the technical aspects headed our way big time (think firehose!).
Onward.
Your Job Search Plan
A plan and an objective are essential to success when searching for a new job. Yet, they are often omitted, especially by first-time and reentering seekers, and sometimes, by those transitioning to a new career. That’s why I place so much emphasis on having a Job Search Objective (JSO).
A job seeker with a JSO is similar to a startup with a business hypothesis, where a product or service (like the job for the seeker) is imagined and brought into existence. For a startup, a hypothesis might be, “People lose weight by walking. If we build an easy-to-use app that helps people walk more, they will lose weight, rave about our app, which will sell more apps, and grow our business.” For the job seeker, it might be, “If I can secure this specific job, I can gain experience and develop contacts that will get me one job closer to achieving my goal.”
Admittedly, this is relatively simple—but stick with me.
Just Starting (first job)
Developing a hypothesis is hard for this group because they are just beginning and have not yet gained the experience to create one. What’s essential for this group, however, is to learn by working with others in real-time what they:
Like to do.
Are good at doing.
What comes easily to them (compared to their peers and co-workers).
Learning this on the job, early in their working lives, is crucial to later success. (Think back to your first or second job. Are there any takeaways you remember or still use?) Their JSO hypothesis can be aspirational and straightforward: “If I take this job and do this work, I think I will like it.” This hypothesis will be quickly affirmed or shot down. But it’s all good, as critical data will be generated, especially about what they like to do and are good at.
Transitioning to a New Career (work redos)
The people in this category should know what they like, are good at, and what comes easily based on work done in other fields; thus, their JSO hypothesis can be more refined. “I can manage the requirements of this position because of my previous experience. I will enjoy and be good at this work because it aligns with what (I have learned) I like to do. I will gain 18 to 24 months of experience and then move deeper into the field with my second role.” This group tests their hypotheses from their first day on the job, which may lead to educated pivots, small and large, as they progress on their journey.
Reentering (the workforce with background snags)
The folks in this group need well-defined and specific JSO hypotheses. Compared to the two above, there will be less testing and more immediate implementation. What someone likes and is good at is essential, but there may be limitations to entry due to background issues. Therefore, the mission is to secure a role that connects and aligns with a longer-term goal thoughtfully yet quickly. A hypothesis might be, “If I can secure this entry-level role and retain it, I will gain experience (work history) and connections (references), which will allow me to move forward to my next position, leading to my longer-term goal.”
Thanks for reading Get Beyond It All! Subscribe for free to receive new posts and support my work.
So why does the Reentry group need a tighter JSO hypothesis than the others? In short, resources and time may be in short supply, making the stakes higher for background-challenged job seekers. Furthermore, job misfires must be avoided at all costs because starting from scratch (again) is extremely difficult as these folks have zero work-world contacts to leverage. Moreover, emotional investment (their own and of those close) will be high, leading to magnified expectations—that “things are finally, thank God, starting to work out.” Hmm.
Considering the JSO hypothesis as an “if this, then this” proposition is helpful for all three groups. They are all different, as are the nuances of their searches, but by simply having and using a JSO, they get a built-in point of comparison, their “best guess” idea, the hypothesis.
Did things pan out as planned?
Was the hypothesis proven?
If yes, great; build on it. If not, analyze why and where things veered, regrouping accordingly.
The whole point is to inject thoughtfulness into the process—better yet, a thoughtful strategy designed to prevent diving in and grabbing something, anything, because “something/anything” is just what you’ll get.
Onward.
Connections
One of the challenges for first-time and reentering job seekers is a lack of work-related contacts and connections. Getting an initial foot in the door, starting cold, is complex, resulting in a temptation to “take anything.” For younger workers just starting, this can work. They will gain work experience and, if they’ve done an excellent job, earn a recommendation that can move them forward.
For career-transitioning people and those with background challenges, getting “anything” can delay their progress or, worse, set them back. People in this group need a defined Job Search Objective so that the experience they receive and the work connections they make align with their longer-term goal.
I write frequently about the importance of a Job Search Objective, but it may be helpful here to expand on what I mean by connections and contacts. In this instance, I’m referring to people who can assist another person in moving forward in their work or career. Through their current positions or associations with others, these people can make recommendations, referrals, and introductions beneficial to someone wanting to move forward.
Generally, these people come in three forms:
Friends, family, and personal associates.
Networking relationships developed by the job seeker outside of work.
Work relationships, such as co-workers, supervisors, and managers.
Group 1 – Friends, family, and personal connections
Connections of this type can be beneficial if they align with an overall goal, but they have a finite life. They are most useful at the beginning of the work journey, and their usable life correlates directly to the work quality done by the person receiving the hook-up. Do good work, and they last; do lousy work, and they’ll fade away. For new and transitioning workers, this is a resource. However, sad but true, many reentering job seekers have burned all sorts of bridges and have no active contacts outside the helper world; thus, this category may be marginally helpful at best.
Group 2 – Networking contacts
These connections usually come during or after someone’s first or second job or later. Furthermore, some people love going out and networking and are good at it, while (many) others hate it. So, as a practical matter, this form of connection isn’t initially in the cards for new, reentering, or transitioning job seekers.
Group 3 – Work contacts
This is ground zero for most people, regardless of their job-search status. Developing (professional) work connections at a first job is essential to moving forward with a warm send-off rather than another cold-from-scratch start.
But here’s the catch:
The need and the benefit of building these connections is frequently unrecognized. Some people get it intuitively, but many don’t.
So let me be clear:
DON’T OVERLOOK THIS!
At a minimum, the goal of reentering (or starting out/over) is to progress to independent self-sufficiency. These days, this requires movement from one job to the next, working toward an eventual work/career goal. Assuming things go well during the first job, there will at least be some positive work history to include on the resume, which is helpful. But that’s not enough.
Here’s a better way to do this: I would say the following to the job seeker.
First, you should inform select people (lead, supervisor, manager preferred) about your overall work/career goal early in your tenure at the new job. First, do good work and show you are an engaged and solid employee. Then, two or three months after you start, mention what you are out to accomplish in general terms. Keep it casual, using “broad strokes,” but get it out there.
After six or eight months, you should start plotting your next move, which may take another six or eight months to materialize. When the time comes to begin applying, ask for recommendations from the people you shared with—your request will not surprise them; instead, they may be expecting it (while silently rooting for you). What’s more, if you’ve mentioned that you’ve begun searching (discretely and WHILE CONTINUING to do good work), you may find people willing to help beyond just giving you a recommendation.
Developing key contacts (I call them People Links in my book) doesn’t come naturally to some and, therefore, must be approached as a specific, deliberate action. Talking intentionally about your plans doesn't mean chatting with your work besties. And, BTW, I recommend few, if any, work besties at your first job. Instead, do this tactically as an add-on to your Job Search Objective.
Anyone moving to their second job will appreciate not having to start again (cold) from scratch. For those challenged, it can go well beyond appreciation and be the difference between success and failure because restarting the entire wheel when carrying a bag of past issues can be a bridge too far…to say the least.
Onward.
Didn’t Learn It In School
Here are three things most of us don’t learn in school:
How to find a job.
How to work at a job.
How to change careers.
Given that Gen Z and late-Millenial workers are projected to have between 16-18 jobs and 5-6 careers during their working lives, learning about finding, working at, and switching from a job seems like a good idea.
These are projections, so who’s to say how it will turn out? That said, disruption from AI is in the air—not for all job categories, but some professional and tech classifications are in the crosshairs. What’s more, work tenures across the board have shrunk compared to back in the day when five years with one employer seemed short. Today's question is, “What kept you there so long?”
Based on what I see on the recruiting side, how can a young worker NOT have these many jobs when one and a half to three years with an employer seems the norm?
Are they/we prepared for this? We are about to find out.
For those reentering the workforce after significant setbacks, success comes from having the right mindset, planning, and focusing on a specific objective, a Job Search Objective. The goal is to secure a job that closely aligns with this objective. Then, strategically moving to a few more jobs (all connected to the first position) incrementally moving the person toward an eventual work/career goal.
These are planned moves facilitated through work relationships developed at each turn. This approach works for people with significant background snags and can work even better for those unhindered by such baggage, for example, those just starting or those transitioning to a new career.
But 16-18 jobs and 5-6 careers? That’s a lot. Perhaps the goal for young workers should be to avoid this by planning for 8 or 9 jobs in 2 or 3 careers (half what’s projected). The value of considering how many jobs/careers someone will have comes from just that, considering it.
Indeed, workplace change and disruption are inevitable, meaning flexibility and acceptance will be required. However, our young friend could benefit from seeing him/herself as a startup, beginning with a hypothesis (best-educated guess) of how their work and career trajectory COULD go. They have an entry point (their Objective) and a plan relating to what they will learn and earn, along with the key contacts they will deliberately make (I call these People Links).
Rare is the startup where everything turns out according to plan. The same goes for our young worker friend: adjustments and pivots must be made along the way. Nevertheless, just like in a startup, there’s a hypothesis and an execution plan, and there will be things that can be measured. Plotting things out is a very proactive move and can have great value because it provides a baseline (even if one’s projected) against which actual results can be measured.
Contrast this to the many job seekers who react and inevitably drift in the currents of the job market.
Achieving a goal, not to mention arriving at a specific location, is pretty difficult when you drift.
Onward!
The Door’s Wide Open
I wrote about the availability of entry-level opportunities in the job market a few months back. I’m interested in this subject, especially considering the continual push of all things digital on the job market and, most recently, AI and what that will mean.
There’s no shortage of material on how different generations feel about work, including Gen Z and later-stage Millennials’ irritation with my generation’s continual grumbling about work ethic. So, I won’t go there. However, I regularly ask retail managers how things are going in the entry-level worker department, and the same concerns keep coming around. Here’s an article link that nicely sums up the attributes they would like to see in new employees but frequently don’t. I’ll expand on this below. Here's a similar article for those starting on a professional track.
Success at the entry-level can be viewed as a partnership: the young worker-to-be needs to show up with a willing attitude, and the employer needs to provide training and guidance. However, antidotal examples exist in every direction of first-time workers being wholly unprepared on the one hand and employers unable or unwilling to train and guide on the other (or maybe worse, as I refer to it, “the untrained training the untrained”).
The first link lists ten qualities first-time workers should focus on to position themselves to get their first job, which will start their journey of gaining the experience and skills they will need to advance (see the list for more information on each attribute).
Well-groomed / professionally dressed
Reliability
Punctuality
Positive, “can-do” attitude
Courteous and well-mannered
Trustworthy
Self-motivation
Willing to learn
Ambitious
Good oral and written communication
There’s an irony here. Entry-level opportunities abound, yet many who need a foot in the door can’t capitalize on them because they lack things they have never had a chance to learn. Moreover, many businesses are fighting turnover by line staff and managers and aren’t in a position to properly onboard new employees.
All this aside, opportunities exist for those willing to work with intention and diligence. I remember an article I read a few months back about a young manager of a Raising Cane’s restaurant in California. She had worked her way up to store manager. She was local and loved her city and her company role. She worked hard, put in long hours, and was rewarded with income into the six figures when her base, OT, and bonuses were summed. She felt blessed as she loved the work and the people she managed.
Who knows if our young manager had a Raising Cane’s advancement plan when she started? Likely not. She may have devised one quickly once she was through the door and firmly “in.” In any case, she likely understood that just getting through the door wasn’t enough. Success would come to her from having a plan and having or acquiring the tools required to keep her there and move her forward.
Back to the list above. I’ll bet our young Raising Cane’s manager had many of these attributes when she started and quickly learned those she didn’t. Where does she go from here? Regional manager? Area director? And from there? VP of operations with her current employer or another?
It all started for her with an entry-level position, and she’s made the most of it.
Onward!
Who Shows Up?
In 2014, as I wrote the initial draft of Get Beyond Your Troubled Past, I included a section on social media and one's online presence. I wrote the book to help background-challenged persons get back into the workforce, and I had many examples of clients' old posts and online commentary coming back to haunt them. Thus, in some cases, a review, if not a complete scrubbing, of all the old and no longer applicable material was needed for a fresh start.
That was ten years ago, and as far as old things coming back to bite, well, nothing has changed, not only people reentering, but for everyone. Expect interested parties to check you out on the web. If they find weird or inappropriate material, it will hurt your chances of landing the job you are out to get.
But there's a new wrinkle in the fabric. We're now in the digital on-roids AI era, which puts us far beyond old posts, pictures, and text that could place someone in a bad light. New tools and platforms pop up daily (again, we are barely out of the gate on this), making it possible to construct digital personas that aren't anywhere close to the creator. Much of this is done for fun and sharing with friends and family. It's all good, but that's not what I'm getting at in this post.
What I’m focused on here falls under the heading of "enhancement," tweaks and subtle embellishments to one's social media bio, profile, resume, and related materials that come together to give an impression that is not an accurate representation of what someone will find when they meet the person (creator) face to face.
Indeed, some of this is inevitable, as most of us will try to put our best foot forward when interviewing for a new job or meeting someone in a business setting. But there's more happening here, and it involves the all-important first impression. When someone, say, a hiring manager or interviewer, reviews an applicant, they form a digitally-based impression of the person—they get to "know" them digitally. If the candidate moves forward in the hiring process, there will be a virtual or face-to-face meeting. Here's where the rubber meets the road.
The interview process will proceed if the digital persona and the actual person align. Suppose they are way off, to an exaggerated or absurd extent, the interview is over, full stop. The actual harm comes via the middle space, between complete alignment and out-and-out misrepresentation. If there's some degree of incongruence, even slight, between the digital you and the actual face-to-face you, a red flag pops up in the interviewer's mind, perhaps unconsciously.
Suppose you are the only candidate (or the only one left). In that case, the interviewer may move past any vague concerns or schedule another interview with a colleague to get their input. However, if you are one of a handful of candidates under consideration, you may not make it to the next round—even though you matched up well with the others, there was “something” not quite right about you. The interviewer has to shave down the list, and you are out.
What exactly "wasn't right" will be lost in the shuffle. You will receive a softly worded rejection, "We've decided to move ahead with other candidates…" you won't have any idea about any of this, and most likely, neither will the interviewer.
The moral of this developing story is that aspiring candidates, reentry or otherwise, should be aware that this could happen. If life in digital land is your thing, take stock. Consider how you use AI digital enhancement tools, ensuring the actual you and the digital you are aligned. Know this: it will get worse; there's a firehose of AI-powered digital tools headed your way. And with them, all manner of easily tweaked digital personas.
I recommend a minimal (thoughtfully considered) social media presence for those reentering with significant background challenges. Hopefully, a helper or family member will be available to review and guide them in this respect. However, for everyone else, those unburdened (and therefore perhaps less vigilant) by the constraints of big life bumps, well, I foresee potential problems.
Things that fly in the digital, virtual world can and will cause snags in the real world. Stay alert for things (slight and subtle) that are easily overlooked and can work against you.
My approach is process-oriented and designed for alignment because this is where the reentering candidate finds success. The same goes for all of us. When there's something out of alignment, red flags pop up.
So, be aware and be careful.
Onward!
The Job Search Process
Eight steps to reach the top. The purpose of each is to get you to the next one, as they say, step by step.
A sales trainer asks a trainee, “So, what’s the sales process's purpose and goal?” The newbie says, “Well, to close the deal…” The trainer replies, “Nope, the goal is to move to the next step. You will miss a step if you focus on the close (the end goal), and if you skip a step, your chances of success will drop dramatically. Occasionally, customers will close themselves by offering to buy along the way, which is great, but you must not expect it. You will find that 90% of your success comes from mastering and following the process, step by step.”
The same goes for searching for a job, which, of course, involves selling. You are a Seller of Service looking for a customer, your eventual employer. There are exceptions to every rule, but for most job seekers, especially those with background challenges, following the steps in a job search process leads to success.
All this is good, but here’s the rub: most people, left to their own devices, will plunge ahead without a plan or consideration for the process, “What steps? No way, I need to get moving now!” Or panic, “Oh no, steps, process…what do I do, where to go next, OMG?!?!”
Thanks for reading Get Beyond It All! Subscribe for free to receive new posts and support my work.
The Process
Typically, the job search process consists of 7 to 10 steps, such as a plan, an objective, a determination of where NOT to look, a resume, a cover letter template, interview prep, post-interview follow-up, and tracking. Here, eight steps, a simple process, repeated over and over.
The game plan is to move each opportunity forward, step by step, following the process roadmap. Job opportunities are considered and selected based on their match to your Job Search Objective. If there’s a match, good; move ahead. If not, stop. The result is that very few job openings will meet your criteria compared to the thousands of job postings. This is fine because anything other than those matching your Objective wastes time and must be ignored.
Back to the sales trainer. She will check in with the trainee by asking, “So where are we with this customer? What’s the next step for them? And what about that one? What step are they on?” If the aspiring salesperson is on the ball, bing, bing, they will know exactly where they are at with each. If not, they may be on the way out the door.
And so it goes with the challenged job seeker. Success comes from knowing where they are at with each opportunity, step two for one, step six for another. No plunge ahead, no panic. It's a step-by-step progression, with care given to doing it right at each step.
That’s the process, and it’s what I teach and promote. It works and leads to good things for reentering job seekers—and everyone else.
So here’s to “process,” I’m all in!
Onward!
People Value
To begin with, a little context. I present capitalism to people reentering the workforce after significant personal and vocational setbacks. I refer to it as the Marketplace, and my point of view is this: like it or not, our American way of life (the “System”) is based on capitalism. Anyone reentering the workforce with misconceptions or grievances about how things work in this respect is at a significant disadvantage. Therefore, some Marketplace orientation fits and increases the odds of success.
Secondly, the recent SCOTUS decision on homelessness is disrupting what has become the status quo. Suddenly, there’s action, policy changes, and encampment sweeps. This is a significant turn, if not a tectonic one, causing quite a stir. Reentry and all aspects of homelessness in America will be impacted.
The SCOTUS decision is a catalyst, setting events in motion. Cracks and spaces have opened in discussions and understandings related to this issue as stakeholders’ positions and points of view are refined, defined, and defended. This is good as it challenges the existing state of things and creates an opportunity for meaningful change.
It’s too early to know how this will shake out—hopefully for the better—for those homeless and everyone else. From a street-level programmatic perspective, I am (somewhat) optimistic yet cautious about predicting significant, large-scale policy changes.
We’ll see.
In the meantime, we can expect more talk of homelessness's root cause(s), such as substance addiction, mental health issues, and the lack of housing—and of course, all these factors (and more) are significant. Yet, as is often the case in our society, the primary structural reason is missing: a lack of money, wealth, and capital. Those with the means and resources can experience the same addiction or mental health problems yet do not (rare exceptions aside) become homeless. Their issues play out off the street, behind closed doors.
In our form of capitalism, human beings gain value through economic participation; otherwise, they have no intrinsic value. Other systems (religious, social, political, etc.) ascribe value to the individual, but truth be told, none are the tail that wags the US Dog. Our economic system categorizes people as Creators (those creating the profit-making entity), Producers (those doing the work in/for the entity), and Consumers (those buying/using the products/services produced by the entity). Individuals must participate in one or more of these categories to have economic value.
Indeed, this is an oversimplification to make a point. In our system, capital flows toward more capital or the potential for more. So here’s the real challenge with fixing homelessness: No capital or wealth exists (there), so there’s no organic flow. Capital and resources must be rerouted against the current.
Milton Freidman said there are four ways to spend money:
Spend your money on yourself.
Spend your money on someone else.
Spend someone else’s money on you.
Spend someone else’s money on someone else.
Addressing and ending homelessness relates to numbers two and four.
In terms of fixing homelessness, I am optimistic about philanthropy, number two. There is real potential for effective and efficient approaches that are innovative, practical, and outcome-based, an area that needs far more study and amplification. To be clear, all approaches to fixing this problem should have one shared goal: to help people become independent, self-sufficient citizens in good standing.
I am not keen on number four, spending someone else’s money on someone else, as this is what the government does. I am not at all anti-government, but I am against inefficient, bloated programs (which I have certainly been a part of) that can’t seem to manage vexing problems like homelessness. Politics, bureaucracy, and competing agendas lead to inferior outcomes and enormous inefficiency such as this. All the while, a random group of thoughtful 10-to-12-year-olds could offer clear-eyed, common-sense solutions after studying the problem amongst themselves for an hour or two. Yes, I know, another oversimplification. I hope you get my point.
I believe in each human's intrinsic value—just because they are human, a person. And yet I have to recognize where I live, in the US, where the rules and dictates of capitalism and the Marketplace are unavoidable. So, I watch this current turn of events with a strong desire that government resource allocators wise up and offer workable, effective, and affordable solutions, but I’m not holding my breath.
In the meantime, I believe Number Two, spending your money on someone else, is the only practical solution. For fixes to work, to help people and reduce this seemingly intractable problem (it isn’t), there needs to be program/facility control and tight obstruction-free coordination with related service providers, which is impossible (well, nearly…) when the government gets involved.
I have worked and managed in such an environment—it’s effective and efficient, and it moves people toward the goal:
To be an independent, self-sufficient citizen in good standing.
Onward!
Homeless II
I posted about the pending Supreme Court homeless case in April. In June, the court ruled that cities can ban people from sleeping and camping in public spaces. On July 25th, Gov Gavin Newsom ordered California state agencies to begin sweeping homeless encampments on public property. Other states and cities are following suit, which I expect to continue, perhaps indefinitely.
The SCOTUS ruling provides the clarity that California and another friend of the court petitioners desired. They can now address the homeless issue with some legal footing—they can sweep.
An April report by the California State Auditor’s Office, citing the state council tasked with overseeing the implementation of homelessness programs, most likely added impetus for the requested clarity on HOW California could manage homelessness. The report noted the state council's failure to track spending or the outcomes of those programs consistently.
Referencing this report, the LA Times notes, “California has spent $20 billion over the past five years dedicated to the state’s homelessness crisis, including funneling money toward supporting shelters and subsidizing rent. Still, homelessness grew 6% in 2023 from the year prior, to more than 180,000 people, according to federal “point in time” data. Since 2013, homelessness has grown in California by 53%.”
According to the Sacramento Bee, the figure is $24B.
Hey, a billion here, a billion there…
Stunning!
Thanks for reading Get Beyond It All! Subscribe for free to receive new posts and support my work.
My intention here is not to throw shade on California, although I must admit that $20-24B is hard to get my head around. Anyway, I want to highlight two things:
First, efforts to reduce homelessness should focus on self-sufficiency—that should be the goal. Sadly, as the CA audit report suggests, it is not in many instances.
Second, the homeless population is growing partly due to the cost of housing and inflation in general. Working people, living paycheck to paycheck, slide into homelessness (while still working) because they can’t make ends meet. Some percentage of these will eventually exit the workforce due to the difficulty of maintaining employment without a permanent home. Many will end up becoming someone’s reentry client.
There are well-managed reentry programs nationwide that are doing good work. An over-abundance of funding burdens few. I’ll bet the principals and staffers of these programs could come up with pointed questions related to…
What—?—$20 BILLION?
Wait, what?
Right.
Just imagine.
Onward!