USD Magazine, Spring 1999

Bourne says. "Then I started getting bills. Now I'm getting better at it, but I still need to budget and do a better job." With no syllabi to follow or text– book to read, quick thinking and the ability to speak effectively on the job - without the "uhs, likes and dudes" that pepper campus conversations - is anoth– er skill that must be quickly learned. A recent survey by the National Association of Colleges and Employers found the top personal quality sought by employers in a candidate is communication skills. "I take time now to prepare myself before I meet a client and make sure every– thing I say is well thought out," says Bourne, who audits companies. "You have to be professional and not bull your way through something. I didn't realize that accounting would require so many social and personal skills."

for another eight to 10 weeks.

"It's kind of a nurturing environ– ment. We don't want people to feel left alone on the job when they start," Colburn says, adding his company has only a 5 percent turnover rate. USD ALUMNI LEND HA.ND USD alumni also are willing to lend a hand to students struggling with a career choice or graduates looking for advice on how to handle them– selves on the job through the Alumni Career Network. Alumni in occu– pations ranging from elementary school teacher to corporate lawyer are available to answer questions, give advice and even allow hopefuls to "shadow" them on the job. "It helps erase some stereo– types or inaccurate information about a job," says Kelly. "And they can compare what they read and heard to the actual world." Stephanie Mascott '97 was intrigued

MENTORING EA.SES TRA.NSITION Traditionally, graduates often walked into a first job armed only with a diploma and a new briefcase. Employers would

by the technology field and wanted to transfer her advertising and marketing skills into work at a computer or software firm. But until a recent session with Robert Blodgett, a 1987 School of Business Administration graduate and Alumni Career Network volunteer, she wasn't sure any of her skills were marketable. After exchanging e-mail for two months, Mascott and Blodgett met for more than an hour in his office at Intuit, Inc., a software and Web services development company. "Stephanie was able to ask questions she could never ask in a real interview," says Blodgett, corporate communications man– ager for Intuit, Inc. "The great thing about this type of mentor– ing is we can talk about what real life is like. I'm very upfront and frank about working in the technology industry. She, rightly so, expects the truth." Blodgett did more than answer questions. He reviewed Mascott's resume in detail with her and helped point out skills she's learned in previous jobs that she can use to promote her– self as a worthy candidate. He explained what he looks for in new employees and assured Mascott she has what it takes to break into the technology field. "I think the first few years after you graduate you are still trying to find yourself," says Blodgett, who

throw their recruits in the office waters, where they either sank or swam. Yet as the talent pool dries up with a more competitive economy, companies are determined to retain their new hires. Enterprise Rent-A-Car rents out a swanky resort for the weekend for its new employees to party, and hands out "mini promotions" - a better title, but not nec– essarily a raise - after six months. Southwest Airlines sends its employees to a "people university" for training, with classes and a collegial atmosphere. And many organizations are assigning mentors to their new recruits, veteran employees to show them the ropes. When Eilers was hired for his insurance underwriting job, his Los Angeles-based company immediately sent him to Dallas for a 2 1/2-month training program. Bourne traveled to Toronto for three weeks of training, was assigned a "buddy" to help her transition to the workplace, and two mentors who "look out" for her, answering questions and taking her to lunch. Mike Colburn, who recruits USD students for Hoechst Marion Roussel, one of t e largest pharmaceutical companies in the world, says his y' recruits are sent to school for 12 weeks, and t · · 'master trainer," a veteran employee,

joined the Alumni Career Network because he wishes he had had a mentor of his own. "It helps to have someone's brain to pick. It helps you set your own course."

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