Finding the Right Job
When you refer to finding the right job rather than "getting a job" (to pay the bills), you are making it clear to yourself and others that not any job will do. You are insisting, sensibly, that compatibility is important.
The present framework suggests a likely trajectory for appreciating and determining compatibility in employment situations.
Phase-1 = CG1
To access and establish a personal stance for social encounters.
You commence by becoming clear in your mind about your interests. You consider what you need now and why (), what job can forward your career (), what sort of firm you wish to join (), and more.
Employers reflect on their own interests more systematically: why is this role needed? () what specific skills are required? what happened in the firm that led to this vacancy? () what are the relevant policies? () what regulations are relevant? () how will others in the team react? (), what does the future manager expect? what are the immediate pressures and priorities ().
Phase-2 = CG2
To present oneself to another so as to make a connection that may offer future compatibility.
You start applying for jobs that seem suitable, and spread the word in your network. In your letters and résumé you disclose your capabilities, past work experiences and what they taught you, and basic presumptions about working conditions.
Employers place advertisements or contact agencies by providing information that is likely to attract suitable applicants. A more detailed description of the post is only disclosed to the most likely candidates.
Phase-3 = CG3
To interact more intensely so as to enliven a relationship.
You are called for interview and you make clear what you expect from employment in the specified job, give your version of past problems when challenged, disagree where appropriate, and assume you will be treated fairly.
Employers are correspondingly much more forthright about their intentions for you and for the job. They may reveal, but possibly only on your questioning, a view of the firm's culture and current strategies.
Phase-4 = CG4
To judge whether there is sufficient compatibility to make furthering the relationship worthwhile.
You start work on a probationary basis and start assessing the employment situation: you observe how the power system works, whether there is common ground in regard to management values, and what your future might be.
Employers are similarly monitoring you discreetly, observing your performance and fit both locally within your team and with the firm's culture generally, as well as considering your possible progression within the firm.
Phase-5 = CG5
To regard the relationship in all its ramifications as yours.
You now have to decide whether you belong in that position in that firm. Is the contract working as you expected? Have they accommodated your emerging needs? Is there good communication with your manager and, occasionally, with the manager-once-removed?
Employers are equally concerned about whether you are a good hire. They are aware of a need to reach a conclusion as to whether you truly belong both where you are in the firm and within the firm generally.
Phase-6 = CG6
To protect the relationship and gain its benefits through willing subordination.
You are now firmly established. Even though you do not always agree with HQ decisions, you have seen how mavericks are treated. You decide that it is best to follow the official line and conduct yourself as expected. That seems possible and makes your progress easier.
Employers assess whether you are "one of us": someone who can be reliably depended upon to follow the firm's line while bringing credit and benefit to the firm when interacting with outsiders.
Phase-7 = CG7
To restore and protect compatibility in a mutually satisfactory manner.
You notice after time passes that your abilities are not being used. So you raise the possibility of a promotion and a pay-rise, but get no positive response. You slowly become frustrated and dissatisfied. You decide to put your foot down, making it clear that the issue is promotion or resignation. You get promoted and stay on, feeling vindicated and satisfied in your new role.
Employers notice after time passes that the role originally created has become superfluous and confront you about either moving you to another role or taking redundancy. Discussions about both courses of action are needed to reach a mutually satisfactory agreement. They want to keep you and agree to assign you to a long-vacant post at a higher salary level that also develops your career.
- Back to Review.
Originally posted: 6-Oct-2026.
