DU Quarterly: Volume 112, No. 2

DeltaUpsilon QuarterlyThe Changing Job Market

Challenges All DU's

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... April 199f:1-

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

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

u V ®

DELTA UPSILON FRATERNITYNorth America 's Oldest

Non-Secret Fraternity; Founded 1834

Th e Motto of Delta Upsilon Fraternit yDikaia Upotheke

Justice Our Foundation

The Principles of Delta Upsilon Fratern ityThe Promotion of Friendship

The Development of CharacterThe Diffusion of Liberal Culture

The Advancement of Justice

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

We are lucky to have so many people who care aboutDelta 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 onlyexpress their opinions, but also to act on them.

Some of you might best express that opinion verbally. Others, like editorialcartooni st Douglas MacGregor, Syracuse '79, might use pictures to expres s youropinion 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 thefront cover and feature story artwork contained in this issue.

OFFICERSPresident

Bruce S. Bailey. Denison '58

Chairman a/the BoardRoben J. Edgar. Alberta '55

Secretary'Scott A. W. Johnson. w ashington 'SO

TreasurerRusse ll L. Grund hauser, North Dakota '83

This editorial column, Yiewpoint, is for your opinions ... about society ... abouthigher 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 whitepicture of yourself. Submissions will be edited for style and scheduled forpublication in an upcoming issue.

DIR ECTOR SWilli am J. Bittner, Bradl ey ' 74

Stephen M. Bums, McMaster/Toronto '95John A. Delaney. Florida ' 77

John E. Esau, Kansas '78E. Bernard Franklin. Kansas State '75Nicholas T. Giorgianni , Kent State '56Rodney P. Kirsch. North Dakota '78

John T. Weisel. M.D., Oregon '48Parker J. Young. Jr. , Kansas State '94

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

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

EX OFFIC IOPasl Pr esid ents

Charles D. Prutzm an, Pennsylvania State ' 18Henry A. Federa, Louisvi lle '3 7

Char les F. Jennings, Marietta '3 1W. D. Watkin s, North Carolina '27

O. Edward Pollock, Virginia '51Herbert Brownell. Nebra ska' 24J. Paul McNamara. Miami '29

Terry L. Bullock, Kansas State '61Samuel M. Yates. Sal/ Jose '55

Gary J. Golden, Rittgers ' 74

HEADQUART ERS STAFFExecutive Director and Editor

Jef frey B. CufaudeDirector ofFraternity Service s

Thom as F. Durein. Oregoll State ' 92Director of Chapte r Servic es

Gregor)' E. Klecan. Oregon ' 92Director ofLoss Prevention and Insurance

Derek M. Tubb s. Texas A & ,\/ ' 92Leadership Consultams

Ronald E. Espinola, Oregon State '93Grant D. Robinson, Oregon State '93

JoEllen Walden , Office ManagerBarbara Harness. Adm inistrat ive Assistant

Virgini a Young, Records SecretaryJulie Allison , Correspondence Secret ary

Jamie Fritz. Accountant

DELTA UPSILON EDUCATIONAL FOUNDATIONExecutive Director

Richard M. Holland , Syracuse '83

2 DELTA UPSILON QUARTERLY/APRIL 1994

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

FEATURES

The Changing Job Market Challenges All DU'sThis 16-page feature is the beginning of Delta Upsilon'scommitment to provide career development resources toundergraduates and alumni.

Over 300 alumni and undergraduates will help celebrate

Delta Upsilon's 160years ofBuilding Better Men at this

summer's Leadership Institute,July 28-3 1 in Indianapolis.

IntroductionA Matter of DegreesThe Changing WorkforceUsing Search FirmsThe Home OfficeThe Global EconomyManaging Your Job SearchThe ResumeThe InterviewMaking a Career ChangePostscript

89

101214161820212223

Building Better Men is Leadership Institute EmphasisHelping develop character and build better men will take theprogramming spotlight at this summer's Leadership Institutein Indianapolis. Page 24.

In the Service of OthersThroughout North America, Delta Upsilon brothers developtheir character by serving others through volunteerism. Thisarticle profiles some of the many efforts undertaken eachyear. Page 27.

DEPARTMENTS2

Viewpoint4-5

Alumni Newsmakers5

The Quarterly Remembers6-7

Delta Upsilon News31

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. Facsimile 317-876-1629.

Delta Upsilon Quarterly (USPS 152-900 ) is publ ished in January, April, July and October at 8705 Founders Road , Indianapolis, Indiana 46268, U.S.A. TheSUbscr iptio n price (checks and mon ey orders should be made payabl e to Delta Upsilon Fratern ity) is $3.00 a year in advance ; single copie s 75¢ .POSTMASTER: Send address changes to Delta Upsilon Quarterly, P. O. Box 68942, Indianapolis, IN 46268- 0942 . Printed in the United 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. Hansen , IOlI'a State ' 79..Richard M. Holland, Syracuse '83

DELTA UPSILON QUARTERLY/APRIL 1994 3

Dr. J. Robert CadeFlorida '45

Professor of Medicine and PhysiologyThe University of Florida

He could reti re, but he hasn 't. Hecould regale with self-congratulatory detail on his breakthrough invent ion , but hedoesn 't. He could drive any car besides aStudebaker , but he won't.

Mee t Dr. J. Robert Cade, a soft spoke n Florida Chapter brother who hasbeen described by kidney specialist colleagues as "one of the rarege n iuses ." Alm ost 30years ago, Dr. Cade invented Gatorade, a drinkthat rapidly replenishesvital fluids and mineralsafter period s of exerciseor any physical exertion .Since that time, his scientific curiosi ty has fueled ahandful of additional inventions.

One of Dr. Cade 's most recent ideasis a drink called GO! and while it ' s notavailable in supermarkets, informationon placing an order and receiving a DUdiscount appears below.

Dr. Cade' s career achieve ments havebeen recorded by his having developedanswers to the questi on that consumeshim each day: "Why?" He's currentlyconducting experiments to provide answers to the many why's of heat loss inhumans. Where do we lose heat and why?What role does our blood play in thisarea? How can heat loss be acce lera ted ordelayed?

Perpetual curiosity leads to con stantdiscovery. Perhaps this is the primaryprinciple behind Dr. Cade 's success. Inhis life's work, we salute his visionaryapproac h, and the example it prov ides forthis career developm ent issue of the DUQuarterly. Look for a feature article onDr. Cade in a future issue.

To purchase a case of GO! (27cartons) at the special Delta Ups ilondiscount of $29.95 (includes shipping),call Market Share International at 1800-972-2020 and identify yourself a s aDU or reader of the DU Quarterly.

4 DELTAUPSILON QUARTERLY/APRIL 1994

James D. McQuaidChicago '60

Chief Executive OfficerMetromail Co.

A pioneer in the world of data basemanipulation for direct mail applications,Brother McQuaid began his career nearly35 years ago, help ing the Spiegel Company computer ize its mailing files.

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

tion that specialized in providin g computer services to the direct mail industry.Brother McQuaid was responsible for thedevelopment of name and address matching techniques which built Market ingElectronics Corporation into the largestprocessor of name matching in the UnitedStates .

In 1979, he sold Marketin g Electronics Corporation to Metromail Corporation, and eventually ascended to becomethe latter's Chief Executi ve Officer in1989. He also serves as a Group Presidentfor Metrom ail ' s parent company, R. R.Donnelley & Sons. Included in a long listof board memberships , is BrotherMcQuaid ' s participation in the DUAlumni Corpor ation for the ChicagoChapter.

John P. MorgridgeWisconsin '55

President & CEOCisco Systems

Fresh from the 16th consecutive quarter of growth in revenue and profitabilitysince the company went publ ic four yearsago, Brother Morgridge continues to lead

the Menlo Park-based Cisco Sys tems tonew heights.

The company is the world's lead ingsupplier of high-perform ance com puterinterne twork ing products, used to consolidate local and wide area networks, viadevices called multi protocol route rs. Theuse of Cisco Systems ' products, allowscompanies with varied hardware to runon single networks that can span anynumb er of continents.

Prior to taking the helm at Cisco in1988, Brother Morgridge spent 20 years

with Honeywell,and sixyears with Stratus Computers, before becoming the Pres ident &COO of GRiD Systems,a laptop com p ute rmanufacturer that wassold to the Tandy Corporation in 1988.He earned an M.B.A.

from Stanford University and has stayed loyal

to his fratemi ty roots, making the leadchall enge gift in the campaign for therefurbishment of the Delta Upsilon chapter house at the University of Wisconsin.

J. Carter BacotHamilton '55

Chairman & CEOThe Bank of New York

It was 210years ago when AlexanderHamilton founded New York 's first bank,The Bank of New York. For the past 12years, Brother Bacot has been entrus tedto lead Mr. Ham ilton 's legacy, guiding itthrou gh economic waters of every description.

A native of the Empire Sta te, he grewup in Utica, N. Y., near the campus of hisalma mater. His law schoo l choice wasalso nearby, as he attended Cornell University, graduating in 1958.

Brother Bacot ' s commitment tohigher education is clearly evident in hisservice as the Chairman of the Board ofTrustees for Hamilton Co llege. Otherboard memb erships run the gamut frombusiness, to the arts, to philanthropy; as

I

i

he serves the Woolworth Corporation ,the Philharmonic-Symphony Society ofNew York, and the United Way of NewYork City, among many others.

Honorable Ronald A. IrwinWestern Ontario '57

Minister of Indian Affa irs

A lifetime of public service best describes the career path of the HonorableRon ald A. Irwin, Western Ontario '57.Mo st recently, Irwin was elected to Parliament as the memberfor Sault Ste. Marie inthe October 1993 general election. Since thatelec tion, Prime MinisterJean Chretien appo intedBrother Irwin to serve asMinisteroflndian Affairsand Northem Development.

A lawyer by profession, Brother Irwin hasbeen actively involved in Native issues asa lawyer representin g First Nations andMet is interests in Northem Ontario.

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

25 years ago

The business offices of DeltaUpsilon moved from 271 MadisonAvenue, New York City to a location on Waterway Boulevard inIndianapolis ... installations atCreighton University, Universityof Texas at Arlington, WisconsinState University at Platteville,University of Tennessee ... Kenneth B. Keat ing , Rochester '19,was appointed Ambassador to India ... DePauw house addition setfor dedication.

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

Char les D. MillerJohns Hopkins '49Chair man & CEO

Avery Dennison

A career in medicine was what ledBrother Miller to Johns Hopkins Univer-

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sity in the late 1940 's . By 1949, however,with a Bachelor of Arts degree in hand,hebegan a career in business with the Yale& Towne Manufacturing Co.

He credits much of his success in

The Quarterly Remembers .. .

50 years ago

Chapters were suffering fromreduced numbers due to the War ...graduate members and alumniclubs focused efforts to keep DUalive ... Dr. Henry M. Wriston,President of Brown University ,presented his plan for a new college-owned fraternity quadrangle... Mary Margaret McBride spoketo the New York Delta UpsilonClub ... there were 61 DU Chapters.

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

Currently, he leads an internationalFortune 500 Company that is recognizedby consumers for its wide variety ofgummed labels for business and homeuse, including the familiar "Hello MyName Is" nametags, that proliferate atevents from church gatherings to Rotary

Club meetings .Brother Miller hasheld

his present position forthe past 11 years, although he has been withthe company since 1964.Sev eral years ago, heguided the Avery andDenni son companie sthrough a successful andprofitable merger.

From across the country, Brother Miller has remained tremendously loyal to his alma mater (serving onits board of trustees), the DU chapter atJohns Hopkins, and the Delta UpsilonEducational Foundation.

75 years ago

The armistice was signed ourbrothers were coming home andthe Victory Convention was beingplanned for Toronto ... Tufts ,Cornell, and Chicago Chapterswere renowned for their singing ...Major General John F. O 'Ryan,New York' 01, received the Distinguished Service Medal on thenomination of General Pershing ...the government set up the Chemical Warfare Service to find employment for chemists who hadreturned from the war.


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 inNovember of 1993. Alumni leaders William Messick , Lafayette '68, andBarry Starkman ,Lafayette '78, led this effort and were supported by otheralumni and Faculty Advisor Les Lloyd.

Since 1988, alumni have kept the DU name alive at Lafayette bysponsoring scholarships for other fraternity and sorority members, as wellas a campus lecture series which addre sses critical social issues. DU is oneof thirteen NIC fraternities recognized at Lafayette College. The Collegewas founded in 1826,and is an independent, coeducational undergraduateinstitution with over 2,000 full -time students.

New Intern Program Brings Undergraduate Brothers to Indianapolis

Four Delta Upsilon brothers experienced a different type of Spring Break inMarch when they served one-week internship s in the Fraternity Headquarters.The intern program is designed to exposeundergraduates to overall Fraternity operations and increase undergraduate involvement in developing DU programsand 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 FloridaVice President of Public Relations.

Carthage Delta Upsilon ColonyChartered April 22-23, 1994

The dream of over 40 Carthage Colonyundergrad uates was realized April 22-23when they were officially installed as achapter of Delta Upsilon . Leading theinstallation 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 Fraternity are:SUNY-Albany, Auburn, British Columbia, Central Florida, Pace, Shippensburg,St. Norbert, Stanford, and Western Maryland. The Tri-State University Colonywas closed in March for financial insolvency.

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

Time isshort, the end of the academic and fiscal year is at hand, and yourbrothersneed yoursupport now. Please use the response card and envelope inthe middle of this magazine to supportyour brothers with programs providingexperience that changes lives. Thank you.

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


Ed Crane, Arkansas '76, served as a facilitator at the RLS for Provinces 9 and 10.

Bluepr ints for Success was thetheme of this year's .RegionalLeadership Seminars (RLS). An-

nually the International Fraternity bringschap ter officers and volunteer alumni together to discuss variou s issues of concem to undergraduates in the Fraternity.Weekend seminars were held throughoutFebruaryat various locations across NorthAmerica. Similar to the summer Leadership Institute, the RLS provides leadership training to many chapter officers andmembers.

The RLS program received a faceliftthis year. In an effort to better serve theunde rgraduate members, the Fraternityreturned to fewer regional meeting s bycom bining several provinces toefficientlyutilizeall available resource s. Seven chapters hosted meetings, providing a modelfor s uccess to all undergraduates. Chap ters at Union,Pennsylvania, GeorgiaTech,DePauw, Bradley, Oklahoma, and Califomia hosted over 300 men from 102campuses and two nations.

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

Presidents met together to discu ssmethods 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 problemsolving and conflict management werealso covered. Presidents had an opportu nity to discuss the difficulties they have

had in maintaining a positive chapter environment as well as share their successes.

Similarly, treasurers spent the seminartalking about a number of issues, fromsound financial management to thoroughbudgeting. Facilitators spent time covering the proper way to budget for chapterexpenses, including setting dues formembers and pledge s. Recently, the Fraternityhas simplified forms for membership reporting. Treasurers learned how to complete this form properl y so that membership dues and insurance premiums areaccurate ly billed . Finally, treasurers dis-

cussed the very common problem of collecting members ' accounts receivable .Solving this problem gives chapters thefinancial ability to conduct rush, social,and brothe rhood events , as well as provide members with incentives for strongacademic performance,

Regardless of its size, every chapter isconstantly looking for ways to increasetheir numbers through rush. A poor image of fraternities on campuses acrossNorth America and rapidly changing enrollment patterns have taken its toll onchapters through decreasing membershipsize. The seminar for rush chairmen covered ways to counteract these negativeimages. Rush event ideas provided a beginning, but facilitators focused on the"big picture" by teaching rush skills andproviding a sample rush school. Rush

chairmen were encouraged to take thismodelback to their chapters to teach allmembers and pledges the correct way torush to keep Delta Upsilon comp etitiveon campus.

On Sunday morning of each seminar,facilitators met with undergraduates tooffer suggestions on various areas of interest to chapter officers. Topic s rangedfrom scholarship programming to alumnirelation s. Throughout the weekend , delegates were encouraged to ask questions,share solutions, talk candidly about theirindividual chapter challenges.

DELTA UPSILON QUARTERL Y/APRIL 1994 7

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 toget ajob, make decisions about our career, or determine whetheror not we should p-ursue a graduate degree.

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

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Besidessh~ring tlie comnion bond ofDelta Upsilon br~tllerhood,-(Qc .1"'\ tJ ,Il l I ILI ' ~ 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 I \

~-;.-.\ -' --. . - / \This Quarterly featureS-information wwcfi might help you n~a~v~i-~rPMirT~\~~l

gate your de~ision-maki~gpr.oC:.st (~I.S~ marks the.be~inning /of Delta Up don s commitment (0 provide comprehensive aca- /~

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demic and career tlevelopmen{.programming to its members. /' I

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The Fratern·ty seeks to:hel~~ membersmake the transiti~nsthat will occur in their lives: the transition to ac~demic pursuitswlfen entering a college 0'1- uniyersity ;.:"Ure transition to the first1 _. I

lobs after graduation ... and the transition to other careers or lifeoptions. All ,this while continuing to help our members developan understanding of, and devotion to, the Four Founding Principles of Delta Upsilon.

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Weseek.interested alumni to help develop these new educatiOllllyinitiative eIfyour personal interests or current job responslbillties relate 0 the areas of academic or career development, lifetransitions, or other related areas, we welcome your suggestionsor involve ent in our new efforts. Please contact the Fraternitystaff at 317-875-8900 to volunteer your assistance.


Statistics suggest that"students may be more

interested in graduatedegrees because they feel

that advanced training willgive them a competitive

edge in their quest for jobsand financial security. " It's All a Matter

of Degrees

SOURCE: UCLA, Higher Education Research Institute

Students Who Plan to Seek Advanced Degrees

37.3%13.8%

7.9%4.1%

63.1%

39.0% Master's14.2% Doctoral

8.9% Medical4.2% Law

=--.,.....---~-=--:--:-

66.3% Total

(master's, doctorate, medical andlaw) degrees. In 1967, three timesmore men than women were pursuing a high-level degree (26.7versus 8.5 percent); today, more

women than men (27.3 versus 25.8percent) are seeking such degrees."These findings suggest that thestudents may be more interested ingraduate degrees because they feelthat advanced training will givethem a competitive edge in theirquest for jobs and financial security."

WOMEN

As one DU undergraduate stated,"I've got to get a master's just to stay ahead."

Master'sDoctoralMedicalLawTotal

According to The AmericanFreshman National Survey (anannual survey of more than 200,000U.S. undergraduate freshmen),more college freshmen than everare planning to pur-sue advanced degrees after they finish college. Sixtyfive percent oftoday 's freshmen (compared to 55percent last year and less than 50percent in the early 1970's) plan topursue graduate degrees after theyfinish college.

In addition, for the first time inthe history of the survey, womenare more likely than men to seek allmajor types of advanced degrees

mere was a time when mosthigh school graduates debated whether or not they

would attend college and pursue abaccalaureatedegree. It appears thattime has passed. For a large percentage of today's high schoolgraduates, going tocollege has simply become the 13th grade. In somerespects, the undergraduate diplomaof the 90's is the equivalent of thehigh school diploma of the 70's.

Why has this happened? Whichcame first, employers requiringcollege degrees for job openings orcollege graduates flooding the jobmarket? It probably has been a combination of both. As employersimplemented degree requirementsfor entry-level positions, more highschool graduates sought those degrees. Similarly, as more collegegraduates began to apply for jobs,the number of jobs which couldrequire degrees began to expand.

This domino effect has continued. The saturation of high schooldiplomas in the job market led to anincrease in students seeking undergraduate degrees, and the saturation of undergraduate degrees has

. led to an increase in students seeking advanced degrees.


A Difference of Decades:How the Workforce

is Changing

T he 1988 Hudson Institute Report entitled Workforce 2000 reported that women and minorities will account for 80 percent ofthe 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. Thismeans the workforce will not only look different, but that the workforcewill also act, think , and feel differently.

These changing demographics are not likely to stop soon as anexamination of the college and university environment reveals. An early1990s report of the College Board noted that the percentage of collegegraduates who are minorities should reach 28 percent in 1995. As thesestudents graduate and enter the workforce, its composition will continueto diversify as the figures to the left illustrate.

How is such diversity affecting the workplace? Many employershave initiated mandatory "sensitivity" education for their employees tomake 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 fora 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 traditionalcorporate value structure is also under scrutiny. Many companies arefinding a more diverse workforce means a more diverse range of valuesbeing brought to the work environment. Differences in values are leadingemployees to question many aspects of corporate operations includinghierarchical structures, how decisions are made , how performance isevaluated, and much more.

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

WHITEMALES

BLACKS

HISPANICS

NANA

SHARE OF TOTALLABOR FORCE

(1 6 YEARS AND OLDER)

WHITEa_iiIiI~~ FEMALES

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~~~~""I!!I ASIANS &OTHERS

10 DELTA UPSILONQUARTERLY/APRIL 1994

Gender differences are apparent in these two studies of maleand female executives, their work habits , and their attitudestowards work. The findings may also reflect differences ingenerations as the study of male executives was completed in1968 and the study of female executives was completed in1990.

The Men1. The male executives worked at an unrelenting pace with nobreaks 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 totheir work.4. They exhibited a preference for live action encounters.5. They maintained a complex network of relationships withpeople 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.

The Women1. The female executives worked at a steady pace, but withsmall breaks scheduled throughout the day.2. The women did not view unscheduled tasks and encountersas interruptions, but as opportunities to be helpful.3. The women made time for activities not directly related totheir work.4. The women preferred in-person encounters, but scheduled toattend to the mail.5. They maintained a complex network of relationships withpeople 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, animpulse which seemed to derive from their concern withrelationships.

Cultural diversity also requiresmanagers to rethink how they instill a shared vision among employees, one of the current trendsof thought for corporate leaders.Uniting such a variety of opinionsand values for common goals canbe challenging.

W hile the cultural mix ofthe workforce hasshifted, so has the gen

dermix ofemployees according tothe Bureau of Labor Statistics.There has been a 200 percent increase in the number of womenworking or looking for work (57million women in 1990). Womenmanagers now represent a largerpercentage of the professional andmanagerial workers, increasingfrom 37 percent to 42 percent inthe lO-year period from 1983 to1993.

This shift has caused increasedemphasis on sexual harassment inthe workplace and gender differences in communication and leadership styles. Books like The Female Advantage: Women's WaysofLeadership and You Just Don'tUnderstand, Women and Men inConversation reflect that there areperceived differences in how menand women act. While these differences can't be generalized to allmen and women, some consistentpatterns have been found as highlighted in the sidebar.

Adapting to these differencescan be disconcerting to the longtime male employee who is mostfamiliar with the established waysof work. Insome cases, companiesare experiencing a backlash fromwhite male managers who feel theyare being inappropriately blamedor singled out for broader societalproblems.

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

gether for a common goal, and thefraternity experience becomes anexcellent foundation for succeeding in today' s changing workplace.

Studies excerpted in the \ idebar were taken

from The Female Advantage.


"You'll enjoy additional advantages overjob-seeking competitors, ifyou are ready for the

major demands of tomorrow's job market."

Using Executive Search Firms to Your Advantage

The profe ssion is not that old , and it suffers occasionally from apoor reputation earned by its unethical practitioners. Nevertheless, professional search firms, sometimes know as "headhunt

ers," 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 past20 years, Brother David E. Chambers, Arizona '60, has owned andoperated his own executive search firm , finding positions for middlemanagement to CEO candidates in all industries.

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

"Ethical firms will not charge an individual any fees," state s BrotherChambers. "Never pay someone 'counseling fees,' because they don 'tdo anything for you that you can 't do for yourself. An individual can do

whatever a search firm can if he wants to burn alittle midnight oil with Standard & Poor's [reference volumes describing a company 's vital statistics and personnel] and do some real researchand background work. "

Choosing a search firm with which towork can be the most daunting prospect in the whole process. There areliterally thousands ofcompanies from which to choose, in every description of size and specialty. Trust your first impressions when makingcontact with a firm, and remember to stay away from those that want tocharge you a fee .

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

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

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

Beyond that you can send for lists of search firms, two of which are:The Directory of Personnel Consultants by Specialization , published bythe National Association of Personnel Consultants,Round House Square,3133 Mt. Vernon Avenue, Alexandria, VA 22305; or The Directory ofExecutive Recruiters, put out by Consultant News, Templeton Road,Fitzwilliam, NH 03447.

12 OELTA UPSILON QUARTERLY/APRIL 1994

"Professional search firms ...provide a useful avenue that canlead to new career opportunities."

The Best Policy: Honesty

Once you have settled onone or several searchfirms, start selling your

self! If it is not possible to meetwith your recruiter(s) in person,plan to spend some quality time onthe phone with him or her. In describing your background and experience, be honest.

"Lots of people lie about theirbackground," claims BrotherChambers. "If you don't have adegree, say so. It's so easy to checkcredentials-any college or university will verify aperson's graduation and dates."

While a search firm will helpprepare a candidate for an interview, BrotherChamberfeels, "Youcan't know enough about a company you are interested in, evenbefore you call a search film. Showing a search firm recruiter and anemployer that you have done yourresearch gives you an importantadvantage over other candidates."

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

major demands of tomorrow 's jobmarket. When it comes to executive skills, BrotherChambers feelsthere is no denying the role ofcomputers. "Computer literacy istaking over," he says. "This doesn'tmean you have to become a'techie,' but one must stay abreastof the developments, and familiarity with computers will be anecessity.

"We are and will be dealing ina global economy, too. The successful people are go-ing to have experiencein international markets. If you have achance to take an international assign-ment, jump at it-it will do nothing but help you. Some of the toppositions I am recruiting for todaynow require fluency in at least oneforeign language and experiencein living abroad."

The specter of determining acareer, or moving within one, is aquestion that everyone asks of himself at some time. The single ingredient that all career searchesrequire, is people. In summation,

"Don't be afraid to be a joiner,"says Brother Chambers. "One ofmy mottoes is that I learn everytime I go outside."

The services of a search firmtoday and in the future provide justanother avenue to expand your ownprofessional network of acquaintances and friends, and the breadthof that network, more than anything else, will determine what youdo and where you go.

A former recruiter for Xerox andAllied Chemical, Brother Chambers is principal of David Chambers & Associates, ExecutiveSearch Consultants in Greenwich,Connecticut. He was hired sightunseen for his first job nearly 35years ago because a DU brotherfrom the Wisconsin Chapter, whowas working for Pan American,recommended Brother Chambersfor a position recruiting engineersfor the airline .

DElTAUPSILON QUARTERLY/APRIL 1994 13

Bringing YourWork Home

Takes on NewMeaning: TheTrend Toward

Telecommuting

HOMESWE.E.THOME

• c:::::a

Telecommuting isone of the fastestgrowing alternativework styles in theworld, numbering6.6 million workersin the U.S. alone.

A recent Department of Transportation (DOT) studyindicates that morethan 2 millionAmerican workerstelecommute during a portion of thework week.

14 DELTAUPSILONQUARTERLY/APRIL 1994

T he decision to transform part of your home into youroffice is being made by more and more of today' sworkforce. "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 withdaycare questions; roadways become more crowded; and clean air/waterand other ecological concerns continue to be raised.

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

Telecommuting, or working at home, allows the worker to takecontrol of his or her clock, scheduling in eight hours of work with otherpersonal commitments, all in an effort to lead a more balanced lifestyle.It also reduces the need to "dress for success" every morning andeliminate working out of a cramped cubicle in a poorly ventilated officebuilding.

But what's in it for the company? In overpopulated areas, it allowscompanies to comply with regulations limiting the number ofcommutingemployees. 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 considerproposing that you become a pilot telecommuter. Be as specific in yourproposal 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

Four: If you are married and your spouse spendsa significant part of the day at home, factor in sometime to adjust to being under the same roof for 24 hoursa day.

Five: The tax laws have changed and are gettingtougher regarding allowances for use-of-home-foroffice deductions. Consult with your accountant before you get too creative on your tax return.

Six: Continue to wear a suit and tie during workhours if you find it helps your productivity.

In adjusting to life bereft of conversations by thewater cooler, most telecommuters identify the following verities:

One: Working at home requires an entirely newand difficult kind of discipline. As the creature comforts of home surround and beckon you , a mentaltoughness must be developed to shut them out. Gettingout of an office building atmosphere does "not removedistractions, it presents new ones .

Two: While you may have lost a bunch of lunchpartners, it is still important to leave your office everyday, even if it is just to walk around the neighborhood.

Three: The dining room table doesn't work as anoffice desk. Find some dedicated space, even if itmeans finishing the basement or garage to "go towork."

• Personal Computer. Any computer work you do at the office can bedone at home if you have equivalent hardware and software. File utilityprograms also enable files to be exchanged be-tween MacIntosh and DOS-based systems.

• Portable Computer. Laptops bring function,power and portability to telecommuters, enablinganyone to be productive on the road and at home.Users can carry work wherever they go.

• Modem or Fax Modem. This piece of equipment is essential to hook up to the main office orto services such as CompuServe, America Onlineor the Internet, where vast databases of information can be found.

• Voice Mail. A telecommuter can use an answering machine or subscribe to one of the voicemail services provided by the telephone company.It may also be helpful to set up a voice-mail box atthe office that can be accessed remotely from atouch-tone phone. This way clients only have toremember one phone number.

• Electronic Mail. E-mail systems allow anyone on a network to communicate with anyoneelse on the same network. Memos, copies of workin progress and documents with voice annotationcan all be sent. Microsoft Office offers an excellent E-Mail option for DOS-based systems.QuickMail from CE Software, MS Mail fromMicrosoft and Snap Mail from Cassady & Greenare top choices for Macintosh e-mail systems, andeach allows call -in access from remote locations.

•Fax Machine or Fax Modem .Fax modems arean excellent choice for people who send a largenumber ofoutgoing faxes. Ifyou send mostly printed faxes or if you don'twant 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 isessential for good communications, especially if faxing and onlineactivity take a lot of your time . There's nothing more frustrating to acustomer 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 (notincluding per-minute charges). Both services are ideal for people whospend a lot of time on the road.

• Printer. A quality printer is integral to maintaining a professionalimage. You may find a portable inkjet printer to be a useful accessorywhen on the road. For your home office, you should consider a laserwriterwhich offers a minimum of 300dpi resolution.

Suggested home office equipment taken fromarticles appearing in Newsweek and MacilomeJournal magazines.

DELTA UPSILON QUARTERLY/ APRIL 1994 15

The Global Economy:One DU Brother Calls it His Home

Northern Alberta; MexicoCity; the Bahamas;Vancouver, Briti sh Co

lumbia; and Sault Ste. Marie,Ontario all haveone thing in common. They are allareas in which IanMurray and Associates operates .Whether it is 300miles north , 2500south , 1000 mileswest , or 1700 east ,Brother Ian Murray, Alberta '84,and Western Ontario '86, has puttogether two companies which havewide ranging services. One company specializes insuch areas asfinan-

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

consulting for thecorporate sector.

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

It is no wonder that Murray has

developed his consulting companies to such a successful degree.He was rushed by the Alberta Chapter of Delta Upsilon as a legacy in1979. His father, the HonorableAlec Murray, Alberta'54, now onthe Alberta Court of Queen'sBench, was a very active memberof DU and ofthe campus community. Ian excelled in basketball during high school, as well as in juniorfootball with the Edmonton Huskies team.He pledged DU ata timewhen the chapter had approximately 25 members. At the end ofthe school year , witha large graduating class and transfers, the chapter was down to eight men. One ofMurray 's friends , Bruce Rabik, abrother of one of the DU 's currently employed by Ian Murrayand Associates, became presidentand Ian became vice president andrush chairman. The following yearIan became president and by theend of that year , membership hadagain risen to over 50. The nextyear, Ian was house manager andfor the first time in some years, itoperated profitably.

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

~I

ALBERTA

16 DELTAUPSILONQUARTERLYIAPRIL 1994

BAHAMAS ONT,

"DU provided an excellent trainingground for me and so many otherswho were involved in the activitiesof the Fraternity."

~R IO

ulty of Law graduating with a lawdegree in 1984. He later received aMaster of Business Administration. He was also the alumni advisor to the Western Ontario Chapter.

Ian completed his articles with .the Edmonton law firm of ParleeMcLaws in the fall of 1986 andmoved to Toronto where he joinedthe Varity Corporation in their acquisitions department.

In 1987, he was invited to jointhe office of the Minister of Forestry for the Alberta government.As one ofthe Executive Assistantsto the Minister, he was part of ateam that looked at ways of expanding the diversification of theprovince 's economy. During theyear and a half that Murray spentwith the Department, the team assisted in attracting over $3.5 billion of new forestry investment.

In 1989, Ian set up his own company, Ian Murray and AssociatesLtd. The firm started by providingfinancial analysis and research forcorporate clients. It then expandedto research projects, followed byproject management.

Three years later, one of the firstmajor contracts the young company received was from GrandeAlberta Paper Ltd. This gaveMurray responsibility for securingthis massive Northern Albertaproject's approvals for its environmental reviews as well as all of the

other government approval processes . The plant, which will produce light weight coated paper usedfor magazines, has a proposed capital expenditure in its Phase One ofapproximately $1 billion for theinitial plant. The addition of thesecond mill inPhase Two will bringthe total capital expenditure to over$1.6 billion. "Because of the typeof paper to be produced," Ian said,"the value added impact to theeconomy of the province will bemuch greater."

The consulting companyis currently engaged in advising a client who is negotiating the acquisition of a bankrupt mill in Sault Ste. Marie,Ontario. The company, whichis now in receivership byseven banks, has approximately $230 million debt. Murray'sroles include negotiating with thebanks, renegotiating power and gascontracts, resolve regulatory, environmental, and forestry issues.He will also be negotiating withthe union.

By providing coordination of abroad range of aspects in the forestry sector, including assessingviability, value, and pre-purchasereviews, Murray can present a project-team approach for clients.

Ian Murray & Associates areinvolved in a company which islooking at the feasibility of establishing a plant to produce recycled

MEXICO

tissue in the Bahamas. Anotherventure is North-South Trade andInvestment Ltd. started in 1992.

"Because of the dynamic andgrowing economy in Mexico, plusthe then interest in the North American Free Trade Agreement, itseemed appropriate to develop anoffice in Mexico City." The staffof three are involved in consultingactivities including marketresearchprojects for Canadian and Mexican clients, finding joint venturepartners, reviewing projects in the

steel fabrication and mining areas,as well as waste water environmental studies. The company hascoordinated trade missions for theCanadian and Alberta governments. This was the first Canadianconsulting firm to provide servicein these areas.

Ian is now planning the openingof an office in Vancouver, B.C.

As he looked back at his involvement as an undergraduatewith the Fraternity, Ian said " DUprovided an excellent trainingground for me and for so manyothers who have become involvedin the activities of the Fraternity."

BRITISH

DelTA UPSILON QUARTERLY/APRIL 1994 17

"In these times ofdownsizing andrestructuring, no job is 100% secure

and you may be seeking a newassignment before you know it."

ManagingA Job Search While You~reEmployed

We have seen many examples inrecent years of the dwindlingmarketplace for managers and

individual contributors. The software industry, the insurance and financial services industry, a variety of major manufacturing and transportation companies, anumber of Government contractors, consumer goods busine sses and many othershave cut staffs, reduced management layers and otherwise "skinnied-up" their em-

"The 90's willproduce astrange new marketplace."

ployment ranks. These action s have beentaken so businesses can become morecompetitive in this tremendous drive forincreased efficiency and productivity intheir respective marketplaces (domesticand worldwide).

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

The 90 's will produce a strange newmarketplace. There will be fewer middlemanagers, more individual contributors,twice as many people working for companies with less than 25 employees , flatter, less cumbersome organizational structures with greatly improved internal communications concentrating on worldwidemarkets. With the opening of the European Market ,Mexico and the Pacific Rim,we expect the employment needs within


companies servicing those areas to increase dramatically. Communicationsequipment manufacturers, the softwareand PC industry, consumer goods, insurance , transportation, bankin g and financial services and con sulting seem destined to grow and outstrip the capabilitiesof their currently employed human resources. Computerization, increased networking using desk top computers withthe support systems to drive communications will foster the growth of many ,many new businesses.

The need for top management andindividu al contributors, will be a pressingreality in the 90 's.With these new streamlined organ ization s, we sugges t the following thoughts to people whose careersmay now be considered dead-ended, stagnant or po ised for change.

As you assess your current employer 'sfinancial circumstances and your relativeposition in that organization, you maydecide that you can realize more poten tial, elsewhere. If so, update that resume,identify alternative employment opportunities and prepare yourself mentall y forthe tough job of finding a new job. Ahuman resource officer of a major EastCoast consumer goods company recentlystated "I never thought I would need toupdate my resume again; a good lessonlearned is to alway s keep a current , up-todate resume ." Consider the follo wing :

<Ifyou ha ve the option, do not leaveyour current employer without a new jobin hand , or at least a game plan ready toexecute. Normally, profes sionals are better received in the marketp lace -as anemployed vs. unemp loyed person . Youhave more negotiating leverage if you are

employed . It seems that most potentialemployers are less concerned about issues and/or your reasons for making a jobchange when you are employed and seeking a new opportunity.

• Kee p your job search objective toyourselfand YOUl' immediate family. Thereis no benefit in spreading your searchinterests around with co-workers. Unfortunately, your best friends and trusted coworkers can inadvertently open a can ofworms in casual conversation. The newsmay reach your supervisor before you areprepared to talk about your decision toleave . The best plan is to work at yoursearch independently and diligently andmove it to conclusion as quickly as possible.

• Mainta in the same demeanor atwork 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 function as you do now. Do notshift schedu les abruptly or take excessivetime away from the job . Do most of yourinterviewing on your own time, not com pany time .

• Getstarted immediat ely! Don 't procrast inate! The search proce ss keeps yousharp, helps you maintain your work ethicand with the momentum of the processitself, it keeps your mind off the negativeparts of your current job situation. Whileit does take time to find the right opportunity, the rule of thumb average of onemonth 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 particular industry choices. As a food industry top operations executive seeking anew opportunity recently told me, "Dave,I will not allow myself to believe that theright job opportunity isn't right aroundthe corner. I cannot conceive of maint aining this job search momentum for twomore years."

• References have become more critical today than they were in the past,regardless of fair credit reporting legalrequirements and other laws protectingemployees' rights. Ensure that your performance is as good, if not better , in thefinal days of your employment as it hasbeen throughout your career. In thesetimes of downsizing and restructuring, nojob is 100% secure and you may be seeking a new assignment before you know it.A forme r president of an emerging EastCoast health care company recentl y toldme: "Dave, test your refe rences. Have atrusted confidant perform a dry run withselected references, to ensure what theywill convey to others. "

• Understand that positioning, timing and job availability are critical issuesin the search process. A potential jobemployer 's rejection of you may havelittle to do with your credentials or experience but more improper timing on yourpart. The job may simply not be available! The job hunter does not drive themarketplace, you need to be in "play"when the right opportunity surfaces.

• Don't ignore any opportunity toget your background in front of a decisionmaker. "Networking" is fine but wantads, job banks, search clubs , associationregistries , college alumni job banks andother related new sources of emplo ymentall work. Don 't leave any stone unturn ed,don't turn your nose up at any advertisement that spells out a need for someoneclose to your background. A newly employed software consultant said, "Dave, Igot that job (with a big six accountingfirm) because I responded to a Wall StreetJournal ad, not because I put an elaboratenetworking plan together to reach thepartner-charge of the management consulting practice."

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

view them. It indicates to me that. thecandidate approaches the job search process with the appropriate amount of seriousness." The name of the job huntinggame is to get in front of decision makers .To maximize the results of the face to faceinterview, preparation is a must. Make aAccording to Lew, "A candidate 's questions are a good indicator of the person ' sintellect and analysis skills."

• Lastly, but very importantly, be persistent! Never, never give up the hunt!The job search is a numbers game. Lessthan 10% of all those letter s, calls andcontacts you make will materialize intoan actual interview. Organize yourself,

follow-up with personal letters and telephone calls. Do not get discouraged, remain optimi stic in spite of rejections andbe asserti ve in your written and oral communications. Eventually your efforts willproduce an offer. It is simply a matter oftime.

Jay Santamaria, Vice President ofHuman 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 preparedboth in terms of his or her own researchinto the hiring company along with a wellthought out and articulated presentationof his or her own skills and accomplishments , I would be encouraged to believethat 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 andthe ability to continue to learn and adapt.For example, if a candidate responds to aquestion about failure , I am more interested in what he or she learned from thatexperience and how they adjusted versushow adroitly he or she avoids admitting toa failure along the way."

byDavid M. Richardson, Clarkson '63Executive Vice President ofDOR International, Inc.

This article is condensed and reprintedbypermissionfrom theNational BusinessEmployment Weekly, © 1993, Dow Jones& Co. Inc. All rights reserved. For subscription in/ormation, call 1-800-JOB HUNT.


From the Resume to the Interview:Making it a One-Two Punch

When writing your resume, youneed to choose which of the threebasic formats you are going to use:(I) chronological; (2) functionalor skill-based; and (3) a combination of chronological and functional. Generally, if you have lessexperience opt for the chronological format, listing your experiencefollowed by your education, bothin reverse chronological order.

If you are applying for a position in a different industry otherthan your current area of employment , consider the skill-based resume. While looking at your current employment history might notconvince someone to interviewyou, a close examination of thecore skills you possess might giveyou the nod. After listing yourskills in several functional categories, you would list your employment history.

Ifyou have significant years ofprofessional experience you mayfind a combination ofboth chronological and skill-based to be thebest format. It allows you to highlight your core skills while showcasing your career advancementchronologically.

resume at some point.Here are a few reminders about preparing this personalmarketing piece froma book entitled TheEdge Resume & JobSearch Strategy.

Before you evenbegin your resume,you should consideryour overall jobsearch strategy .To besuccessful, you must gather asmuch information about the posi-

tions in which you areinterested and the companies themselves. Thiscan be done through reviewing trade publications comprehensive directories found in the library or through conducting informationalinterviews.

An informationalinterview is strictly whatits name suggests, an interview in which yougather information about

the industry, the company, the positions it offers, and the types ofstaff members it seeks to hire.While it may not lead to an immediate employment offer , it placesyou in the mind of a staff member,placement which could lead toname recognition when your resume later crosses his/her desk.

Remember, the job search is atminimum a two-step process. StepOne is to prepare the resume whichgets you the interview. Step Two isto interview in a manner whichgets you the job.

Then there's the story of theyoung man Dean Witter hired afterseeing him walk up and down WallStreet with his life-size resumeplaced on the sandwich board hewas carrying. But, if you are atraditionalist (and most job seekers still are), you will probablydiscard this new high tech approachand sit down at your personal computer.

Obviously, you have your workcut out for you. Regardless of howmuch networking you do, it is likelythat you will have to present your

Consider the following statistics:• In today's job market, your statisticalodds of being considered for an attractivejob are extremely low.• An average job opening typically receives 200+ responses.• An attractive job opening may receive1000+ responses.• About 6 people will interview for thevacancy.

It is time to apply for a new joband you know you need toupdate your resume. Where do

you begin?In the advanced technology

world of the 90s, you might beginby heading over to your local videostore , renting a camera, and tapinga video resume. College admissions officers, corporate headhunters' and human resource professionals are all seeing an increase inthe use of different media as jobhopefuls attempt to make themselves stand out from the crowds.

20 DELTA UPSILONQUARTERLY/APRIL 1994

Whatever format you decide,there are a few basic resume guidelines to remember:

• Keep to one page unless yourindustry standards differs. For example, jobs in education require acomplete vitae which may last several pages.

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

• Don't include a career objective unless it is very specific andapplicable to the position in whichyou are interested. Most peopleare opting to omit the objectivebecause it appears too generic.

• Do try to make your resumevisually appealing through selection of font, paper stock, layout,etc . Do not, however, be overlycreative in your resume designunless your industry allows it.

• Proofread. Careless typographical errors reflect very badlyon your skills.

When sending offyour resume,do not overlook the importance ofthe cover letter. Itrepresents yourbest opportunityfor personal expression of yourqualifications andinterest in the position available.The well-writtencover letter willbe directed to anindividual withwhom you havealready spokenabout the job, willhighlight yourkey skills and accomplishmentsthat relate to the position, and willdemonstrate that you are definitelya candidate worth interviewing.

Let' s assume your resumehas been successful andyou have been called in to

interview. Now what?First, learn what the overall

interviewing process will be. Isthis first interview going to be conducted by a human resource manager or some other generaliststrictly to screen or eliminate candidates from further consideration?Or will you be interviewing withthe person(s) who make the actualhiring decision? Will there be second interviews? Who will be involved in the interviews and whatare their responsibilities with theorganization? Again, gather asmuch information as possible toassist you in your job search.

Remember that practice makesperfect. Generate a list of questions you might expect in the interview and then practice answeringthose questions with friends or colleagues. Don't assume a role orgive the answer you think is expected. If you do, they might hirethe role you are playing rather than

the real you .Also ,don't forget to generate a

list of questions that you have foryour prospective employer. The

quality of the questions you askdemonstrates your interest in theposition and the amount of advance research you have done.

Additional Resources• Ready, Aim, You're Hired. Howto Job-Interview SuccessfullyAnytime, Anywhere With Anyoneby Paul Hellman.• Sweaty Palms: The NeglectedArt ofBeing Interviewed byAnthony Medley.• The Complete Job InterviewHandbook by John Marcus.• The Edge Resume and JobSearch Strategy by Bill Corbinand Shelbi Wright.• Knock 'Em Dead with GreatAnswers to Tough InterviewQuestions by Martin Yale .


On Changing Careers

I

I

\\

My thinking on changing careersis very different now than itwas justa few years ago. I used

to believe that career changing required acareful analysis of your interests, abilitiesand values and an integration of thosewith the current realities of the job market. My current thinking is, "When yourtrain comes by, jump on it." Most peoplein the career planning field would call mea heretic.

I may be heretical , but I'm also realistic. Changing careers is simply a convergence of our willingness to change andthe opportunities that present themselves.We weigh our will to switch with theopportunity available, make a decisionand move on.

"Don't get into somethingthat you know nothing about."

But it's never quite that simple. Whatsometimes makes the change difficult iswrestling with the prospect of the unknown . That prospect leads us to seekadvice which is often more confusingthan helpful.

Some say changing careers or evenchanging jobs is a sign of weakness.Changing careers will show that you havetrouble making decisions, that you don'tknow what you want to do and that youmay 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 lifelongloyalty.

22 DElTA UPSILON QUARTERLY/APRIL 1994

Other advisors will tell you to followyour heart and do what you want to do, nomatter how many times that means youchange careers.

Following your emotions can get youin trouble also. The examples abound ofthose who leapt into something based onthe current emotion and woke up in aplace they didn 't want to be.

To add to the schizophrenia, we giveourselves conflicting advice . We wantthe security and comfort of a long termrelationship with our work. We also havethe wanderlust and you only go aroundonce mentality that makes us want to bean accountant, an astronaut and IndianaJones at the same time.

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

RigorDo 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 lifestyleand everything else about the work that isprinted and unprintable. Don't get intosomething you know nothing about.

HeartTake your own advice and do what

you most want to do. Not what othersthink you should do or what's available.To thine own self be true.

AdventureAlways choose to do what you will

remember 10 years from now. Don'tsettle for a career or job -don't be trapped.Don 't be constrained in your thinking and

don ' tl etothers dissuade you. Stretch yourself and do what you want, while meetingyour obligations.

Realistic ExpectationsNow that I've suggested that you un

derstand all the options and you followyour heart, it's also necessary to remindyou to be realistic. Unfortunately, as wegrow older many options do disappear. Ifyou're reading this, it's probably too latefor you to be an Olympic gymnast. Thegood news is that many new options willappear that are even more exciting than

"When your train comes by,jump on it."

those that went away. Just be realisticabout what you can and can't do now given the complex set of personal, familyand other requirements we all have .

We have all heard the statistics thateach of us will change careers eight timesduring our working life. What the statistics don 't tell us is that each of thosechanges is a difficult decision full ofexcitement, compromise, and a deeperunderstanding of ourselves.

In the final analysis, we do what webelieve is best and live with the conse quences one way or another. Jumping onthat proverbial train is fraught with peril ,but to do otherwise would leave us alwayswondering.

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

The Changing Job Market Challenges All DU's

POSTSCRIPT

Ifyou find security in typewriters, rotary dial telephones, and still doing yourbanking in person, you might find the current pace of change a bit unsettling.Rapid technological developments daily challenge us to become accustomedto express mail, facsimile machines, cellular phones, CD-ROM ... and moreis 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. Popularbusiness reading touts the benefits of the global economy and the value ofstrong interpersonal communication skills for managers. Entrepreneuringhas become intrapreneuring.

The one-page resume looks a bit different than the days when wewere limitedto a typewriter and white cotton rag paper. Computer spelling dictionarieshelp us avoid embarrassing typographical errors (though many ajob seekerhas been caught off-guard by placing too much confidence in this form ofproofreading).

"We want the best man for the job" has now become "We want the bestperson for the job" as the workforce takes on greater cultural and genderdiversity.

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 likeC.P.A. and C.A.E. The degree that once gave us the competitive edge nowonly keeps us in the running. Lifelong learning has truly become the way oflife.

As part of its commitment to helping its members be lifelong learners, DeltaUpsilon has offered this feature on the job market and career development.While the Fraternity will offer additional Quarterly articles and othereducational resources, it will always be the Delta Upsilon network thatprovides the personal acquaintances, the lifelong friends, and the supportivebrothers that help us navigate life's transitions.

DElTAUPSILON QUARTERLY/APRIL 1994 23

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

Greg Lamb, Iowa '95

In this, the Fraternity 's 160thyear, Delta Upsilon remainsdedicated to building better

men! Join us this summer in Indianapolis, Indiana as we celebratethe promotion of friendship , thedevelopment of character, the dif-

fusion of liberal culture and theadvancement of justice. 160 yearsinto our mission, the 1994 Leadership Institute awaits you as wecontinue to build upon the greatfoundation of Delta Upsilon International Fraternity.

Come for the FUll ofIt!

Thefun'sjustbeginning!Undergraduates and alumnifrom all over North

America will again convene in Indianapolis for the annual Leader-

24 DElTAUPSILON QUARTERLY/APRIL 1994

ship Institute. Home to theFraternity's International Headquarters and rich with tradition andhistory, Indianapolis welcomesyou and encourages you to takeadvantage of its spectacular sightsand sounds during your stay.

The amateur athletic capitol ofthe world, Indianapolis boasts threemajor sports venues including theIndy 500 Speedway, the HoosierDome and Market Square Arena.Take time to explore Indy's culture and history by visiting one ofthe city's many award-winningmuseums and galleries. Share inexciting Indy night life by venturing out into Monument Circle,Union Station or the Broad Ripplearea of Indianapolis.

Whatever your interest, Indianapolis has something for you!

Travel to IndianapolisSecure the best possible airfare and

travel arrangements by contactingSycamo re Travel , Delta Upsilon 'sofficial travel agency . Specifi callyaware of Delta Upsilon 's travel needs,Sycamore will work with you to coordinate the lowest possible fares.Call 1-800-423 -7622.

I

*. \

,

HoII' to RegisterYou don ' t want to miss out on this

exciting opportunity tomeet and shareideas and information with brother sfrom all over North America! Leadership Institute registration packet shave been mailed to all undergraduate chapters and colonies, and to allalumni chapte r presidents and treasurers .

Interested alumni are encouragedto contact Fraternity Headquarters inIndianapolis 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!

. • Sunday 's awards brunch will feature a model initiation, demonstrating the proper and inspiring use ofthe Fraternity 's ritual.• Undergraduates will once againventure 'Into the Streets' to provide much needed service to theIndianapolis community.• The release of a cassette record ing of Fraternity songs will be celebrated throughout the weekendby special performances of a DUChorus .

Dedicated to providing opportunities for all Institute attendees, the 1994

program will prove that DU isBuilding Better Men.

Programming to BuildourWorld!

• Friday's programming will focuson membership recruitment, utilizing alumni to train our best rushers in the Fraternity Forum modelof effective recruitment.• Saturday, will emphasize the lifeand leadership skills necessary tobe the consummate "DU Man" ina general session complementedby alumni-led discussion groups .• Alumni and undergraduates willboth learn how to remain competitive in today's ever-changing job

market in a motivational session on Career Developmentled by Rich Moran,Rutgers' 72, author of Never Confus e a Memo with Realityand Beware Those WhoAskfor Feedback.

• Undergraduate ChapterManagement VVorkshops

will offer proven ideas andsuccessful strategies for all

areas of chapter operations.


DELTA UPSILONVISA CLASSIC APPliCATION

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

Applicant Information

Signatures

Co-Applicant InformatIOn

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City State Zip Code

HomePhoneNumber ISociatSecurity Number( )Employer I Positiono Self-EmployedtYears Employed I( usinessPhr e IDateof Birth

'al imony, child support, or separate maintenance income need not be revealed it you !$nnuallncome'do not wish it considered asa basis of repayment

PreviousAddress IYears There

ResidenceInformation IYour Banko RENT D OWN o LIVEWITHRELATIVES o CHECKING o SAVINGS

NameofNearestRelativeNotLivingWith You IRelationship

Relative'sAddress (Street)

CitylStatelZip , (hone)

-- - - - .,.......,. --:-- - - -Thissection should becompleled If youareapplyingfor a joint account or relyingonanotherperson's Income

Co-Applicant's Name

SocialSecurity Number I Dateat Birth I(usinessPh)"e

' alimony.child support, or separate maintenance incomeneednot be revealed if you I$nn ual lncome·do notwish it considered asa basis of repayment

Employer . , Years Employed IPositiono Self-Employed t

- - -- - - - - - -

The CardForYou AndDelta Upsilon

• No annual Fee!• low Annual Percentage Rate ...

just 13.9%! If you completed theco-applicant seclion, both applicant andco-applicant muslsign.

• Interest-free grace period each t If self-employed or retired. please attachthemost recent 2yearssigned income taxretumsor other proofof income.

month allows you topay thefull I authorize you toobtain infonnation tocheck mycredit records andstatements made inthisapplication. I agreetobebound bythetenns andconcmons slated onthecardholder agreementthatwillaccompany mycard.

monthly balance andowe no I haveansweredtheQuestions in thisapplicationfullyand truthfully. If this isanapplicationforajointaccount. I understand thateachperson whosigns willbeliableforthefulfamount of allcharges.

finance charges on purchases. Applicant's Signature Date DesiredCredit Limit'

X $

• Great travel benefits. Co-Applicant's Signature Date ' If I donot Qualifyforthisamount, please

X treat thisasan application foranaccount

• Distinctively styled card. withthecredit linefor which I Qualify.

Credit Card Disclosures

BENEFITS FOR YOU Annual Percentage Rate forpurchases 13.9%

AND SUPPORT FOR Your Annual Percentage Rate may vary. The rate isdetermined bythe Prime Rate +7.4%. Prime Rate

TIlE FRA1ERNITY. Variable Rate Information means the "PrimeRate" published intheMoneyRates section ofThe Wall Street Journal on thelast business day before the beginning ofthebilling cycle,

Grace period forrepayment of You have 25 days on average to repay your entirebalance before afinance charge on purchases will1mFIRST

balances forpurchases be imposed.TENNESSEEBANK

Annual fees None

Minimum finance charge $.50 (in any month afinance charge isassessed)

The information about thecost of this card isaccurate asof this printing (2194) and is subject to Transaction fee forcash advances, and Transaction fee forcash advances: Nonechangeafter thatdate. For currentratesand termspleasewrite: Credit Cardservee Center.P.O.Box 1545. Memphis, TN38101. fees forpaying lateorexceeding the Late payment fee: $15This program is currentlyavailableonlyto permanent residents of theUnited States. credit limit Over-the credit-limit fee: $12.50

I FOR BANK IBANK I IEMPI 110

lAC ICDS IBR IAPPSC IFINSC IAPPROVED BY CL IDATEUSE ONLY 1030 4900


Marriages

Long Beach '87Christopher A. Cooper andShoshanah Robin Stone,December 31,1993.Missouri '90David A. Henningsen andElizabeth E. Francis,March 20, 1993.Nebraska '88Kevin J. Kuhlman andDina M. Wyss, September4,1993.Northwestern '92Robert S. Caporale, Jr. andNora King, December 4,1993.Oklahoma '92Michael J. Powers andKaty Quinn.Oregon '90Bret M. Jordan and PatriciaHannah, October 16, 1993.Pennsylvania State '91Thomas V. Samuel II andJulie A. Waugh, October 1,1994.

Births

Bradley'83Mr. and Mrs. KevinNelson, a daughter, KeeleyElizabeth, November 4,1993.Colorado '83Mr. and Mrs. JonathanCohen, a daughter, EmilieMelissa, December 5,1993.Fresno '84Mr. and Mrs. Brian K.Chick, a daughter, HannahEmily, October 5, 1993.

Indiana '85Mr. and Mrs. Scott A.Cordell, a daughter,Danielle Nicole, December9, 1993.Massachusetts '82Mr. and Mrs. William J.DiMento, a daughter, JennaElizabeth, December 2,1993.Miami '91Mr. and Mrs. J. MichaelRyan, a daughter, KerryStefanie, December 18,1993.Northern Illinois '85Mr. and Mrs. Ross A.Papke, a son, BenjaminRoss, February 23, 1993.Northern Illinois '86Mr. and Mrs. JeffreyMartin, a daughter, MeganAmelia, May 21,1993.Northern Illinois '88Mr. and Mrs. John V.Spiller, a son, JohnMichael, January 14, 1994.Syracuse '84Mr. and Mrs. AndrewSchirmer, a daughter, HalleAmanda, February 21,1994.Virginia Tech '84Mr. and Mrs. James W.Old, a son, Parker James,November 16, 1993.Washington '86Mr. and Mrs. Geoffrey F.Brown, a daughter, EmilyAnne, July 31, 1993.

Obituaries

The Quarterly apologizes.We erroneously reportedthe death of Robert M.Kelly, Northern Illinois'86, in the January 1994issue of the magazine. Wesincerely regret any distresscaused by this, andapologize to Brother Kelly,his family and friends.

ARKANSASDavid L. Tucker '77BROWNJohn M. Holmes'49CALIFORNIAJ. J. Whitehead III '60CORNELLWilliam B. Farrington '43INDIANARoger S. Peterson '90Ned E. Wohlford '43IOWADonald D. Bjork '53Arthur S. Zygmun '86IOWA STATET. Robert Haebich '38KANSASGeorge R. Davidson '50Mahlon H. Delp '26Michael W. Grady '73KENT STATERobert N. Heighberger '47Richard A. Maury '60MARIETTAAlexander G. Pelekoudas'89

MCGILLBarton S. Ellis '47MICHIGAN STATEWilliam Husted '52MIDDLEBURYElbert C. Cole, Jr. '40MISSOURIRalph J. Denton '33OREGON STATERussell K. Reeve'43Walter R. Steffy '71PENNSYLVANIASTATEGeorge Dietzel '59STANFORDJohn F. Cowan '39TECHNOLOGYArthur C. Marquardt '35Donald E. Perry '28TUFTSC. Palmer Chester '32UCLADonald D. Johnson '38WASHINGTONBjornR. Sundt '81WASHINGTON STATEThomas R. McOmber '72WICHITABerlin E. Edgmon '82Floyd E. Turner '32WISCONSINRobert H. Adler'46J. Newell Hildie '32

Please send news ofmember marriages,births and deaths to theQuarterly, DU Headquarters, P. O. Box 68942,Indianapolis, IN 46268.Information on memorialgifts, and on the disposition of DU-related booksor memorabilia, is alsoavailable from DUHeadquarters.


H) HOODED PULLOVER inarichnavy blue witharedstripe. Has waterproof nylon shell with a soft cottoninner lining. Includes on adjustable barrel lock at thewaistlineand a hood far wind resistance. Can be fold·ed into afront pouch for convenient and easy staroge.SIZES: 1, XL#34·7000 (XXL odd $3.00) $43.95

I) LEFT CHEST CREST SWEATSHIRT with a full-color,embroidered crest issimple, yet sophisticated- one ofour most popular items. This Champion-style sweatshirtis mode of on 11 -ounce fabric and has set-insleevesfor on oversized fit. SIZES:M, L, XL#34-1004 (XXLadd $3.00) $39.95

J) "OUTERBANKS" TURTLENECK in white with subtleembroidery on collar isexceptionally smoothand com·fortable. Perfect for wear under a sweater or sweatshirt. Features Iycra cuffs for added fit and comfort.SIZES: L, XL#34-2011 (XXLodd $2.00) $27.95

K) DENIM SHIRT. Rugged and built to lost, this 100%cotton denim shirt has been stone-washed to give it abrekenin feel. Features subtletone-on·tone embroideryabove the left pocket and a buttan·dawn collar.(oversized fit) . SIZES: M, 1, XL#34·2035 $42.95

l) CHAMPION-STYLE SWEATSHIRT in heavyweight,l1-aunce reverse-weave fleece with side panels.Features ever-popular athletic arch imprinted design innavy. One of our top-sellers and best values! Chapters:coli far quantity discounts. (oversized fit) . SIZES: 1, XL#34·1OlD (XXL odd $3.00) $33.95

M) BLACKWATCH PLAID BOXERS in long wearing100%cotton flannel ore comfortable against the skin;smooth waistband and front fly opening.SIZES: M(32-34), L(36·38), XL (40-42)#34·5000 $14.95

DU Quarterly: Volume 112, No. 2

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