jobs that are available all over the country. Jobseekers can access this list on the Internet at: http://www.ajb.dni.us. Computers with access to the Internet are available to the public in any local public employment service office, as well as in schools, libraries, and military installations.

Tips for Finding the Right Job, a U.S. Department of Labor pamphlet, offers advice on determining your job skills, organizing your job search, writing a resume, and making the most of an interview. Job Search Guide: Strategies For Professionals, another U.S. Department of Labor publication, discusses specific steps that jobseekers can follow to identify employment opportunities. This publication includes sections on handling job loss, managing personal resources, assessing personal skills and interests, researching the job market, conducting the job search, and networking. Check with your State employment service office, or order a copy of these and other publications from the U.S. Government Printing Office's Superintendent of Documents by telephone: (202) 512-1800 or via the Internet at: http://www.gpo.gov or at: http://www.dol.gov

Services for special groups. By law, veterans are entitled to priority for job placement at State employment service centers. If you are a veteran, a veterans' employment representative can inform you of available assistance and help you deal with problems.

State service centers refer youths between 16 and 21 and economically disadvantaged applicants to opportunities available under the Job Training Partnership Act (JTPA) of 1982. They also help prepare individuals facing employment barriers for jobs.

Federal Government. Information on Federal Government jobs is available from the Office of Personnel Management through a telephone-based system. Consult your telephone directory under U.S. Government for a local number or call (912) 757-3100; TDD (912) 744-2299. Information also is available on the Internet at: http://www.usajobs.opm.gov

Professional associations. Many professions have associations that offer employment information, including career planning, educational programs, job listings, and job placement. To use these services, associations usually require that you be member of their association; information can be obtained directly from an association through the Internet, by telephone, or by mail.

Labor unions. Labor unions provide various employment services to members, including apprenticeship programs that teach a specific trade or skill. Contact the appropriate labor union or State apprenticeship council for more information.

Employers. It is possible to apply directly to employers without a referral. You may locate a potential employer in the Yellow Pages, in local chambers of commerce directories, and in other directories that provide information about employers. When you find an employer that interests you, send a cover letter and resume even if you are not certain that an opening exists.

Private employment agencies and career consultants. These agencies can be helpful, but they are in business to make money. Most operate on a commission basis, with the fee dependent upon a percentage of the salary paid to a successful applicant. You or the hiring company will pay a fee. Find out the exact cost and who is responsible for paying associated fees before using the service.

Although employment agencies can help you save time and contact employers who otherwise might be difficult to locate, the costs may outweigh the benefits if you are responsible for the fee. Consider any guarantees the agency offers when determining if the service is worth the cost.

Community agencies. Many nonprofit organizations, including religious institutions and vocational rehabilitation agencies, offer counseling, career development, and job placement services, generally targeted to a particular group, such as women, youth, minorities, ex-offenders, or older workers.

Applying for a Job

Resumes and application forms. Resumes and application forms are two ways to provide employers with written evidence of your qualifications and skills. Generally, the same information appears on both the resume and the application form, but the way it is presented differs. Some employers prefer a resume and others require an application form. The accompanying box presents the basic information you should include in your resume.

There are many ways of organizing a resume. Depending on the job, you should choose the format that best highlights your skills, training, and experience. It may be helpful to look in a variety of books and publications at your local library or bookstore for different examples.

What Usually Goes Into a Resume

Name, address, and telephone number. Employment objective. State the type of work or specific job you are seeking.

Education, including school name and address, dates of attendance, curriculum, and highest grade completed or degree awarded.

Experience, paid and volunteer. Include the following for each job: Job title, name and location of employer, and dates of employment. Briefly describe your job duties.

Special skills, proficiency in foreign languages, achievements, and membership in organizations. References, when requested.

When you fill out an application form, make sure you fill it out completely and follow all instructions. Do not omit any requested information and make sure that the information you provide is correct.

Cover letters. A cover letter is sent with a resume or application form, as a way of introducing yourself to perspective employers. It should capture the employer's attention, follow a

most organizations will not expect you to accept or reject an offer immediately.

There are many issues to consider when assessing a job offer. Will the organization be a good place to work? Will the job be interesting? Are there opportunities for advancement? Is the salary fair? Does the employer offer good benefits? If you have not already figured out exactly what you want, the following discussion may help you develop a set of criteria for judging job offers, whether you are starting a career, reentering the labor force after a long absence, or planning a career change.

The organization. Background information on an organization can help you decide whether it is a good place for you to work. Factors to consider include the organization's business or activity, financial condition, age, size, and location.

You can generally get background information on an organization, particularly a large organization, by telephoning its public relations office. A public company's annual report to the stockholders tells about its corporate philosophy, history, products or services, goals, and financial status. Most government agencies can furnish reports that describe their programs and missions. Press releases, company newsletters or magazines, and recruitment brochures also can be useful. Ask the organization for any other items that might interest a prospective employee.

If possible, speak to current or former employees of the organization. Background information on the organization may be available on the Internet or at your public or school library. If you cannot get an annual report, check the library for reference directories that may provide basic facts about the company, such as earnings, products and services, and number of employees. Some directories widely available in libraries include:

Dun & Bradstreet's Million Dollar Directory Standard and Poor's Register of Corporations Moody's Industrial Manual

Thomas' Register of American Manufacturers Ward's Business Directory

Stories about an organization in magazines and newspapers can tell a great deal about its successes, failures, and plans for the future. You can identify articles on a company by looking under its name in periodical or computerized indexes in libraries. However, it probably will not be useful to look back more than 2 or 3 years.

The library also may have government publications that present projections of growth for the industry in which the organization is classified. Long-term projections of employment and output for more than 200 industries, covering the entire economy, are developed by the Bureau of Labor Statistics and revised every two years-see the November 1999 Monthly Labor Review for the most recent projections. The U.S. Industry and Trade Outlook, published annually by the U.S. Department of Commerce, presents detailed analyses of the globalization of U.S. industry and growth prospects for some industrial sectors. Trade magazines also have periodic articles on the trends for specific industries.

Career centers at colleges and universities often have information on employers that is not available in libraries. Ask

a career center representative how to find out about a particular organization.

Does the organization's business or activity match your own interests and beliefs?

It is easier to apply yourself to the work if you are enthusiastic about what the organization does.

How will the size of the organization affect you? Large firms generally offer a greater variety of training programs and career paths, more managerial levels for advancement, and better employee benefits than small firms. Large employers may also have more advanced technologies. However, jobs in large firms may tend to be highly specialized.

Jobs in small firms may offer broader authority and responsibility, a closer working relationship with top management, and a chance to clearly see your contribution to the success of the organization.

Should you work for a relatively new organization or one that is well established?

New businesses have a high failure rate, but for many people, the excitement of helping create a company and the potential for sharing in its success more than offset the risk of job loss. However, it may be just as exciting and rewarding to work for a young firm that already has a foothold on success.

Does it make a difference if the company is private or public?

An individual or a family may control a privately owned company and key jobs may be reserved for relatives and friends. A board of directors responsible to the stockholders controls a publicly owned company and key jobs are usually open to anyone.

Is the organization in an industry with favorable long-term prospects?

The most successful firms tend to be in industries that are growing rapidly.

Nature of the job. Even if everything else about the job is attractive, you will be unhappy if you dislike the day-to-day work. Determining in advance whether you will like the work may be difficult. However, the more you find out about the job before accepting or rejecting the offer, the more likely you are to make the right choice. Actually working in the industry and, if possible, for the company would provide considerable insight. You can gain work experience through parttime, temporary, or summer jobs, or through internship or work-study programs while in school, all of which can lead to permanent job offers.

Where is the job located?

If the job is in another section of the country, you need to consider the cost of living, the availability of housing and transportation, and the quality of educational and recreational facilities in that section of the country. Even if the job location is in your area, you should consider the time and expense of commuting.

Does the work match your interests and make good use of your skills?

The duties and responsibilities of the job should be explained in enough detail to answer this question.

How important is the job in this company?

An explanation of where you fit in the organization and how you are supposed to contribute to its overall objectives should give you an idea of the job's importance.

Are you comfortable with the hours?

Most jobs involve regular hours-for example, 40 hours a week, during the day, Monday through Friday. Other jobs require night, weekend, or holiday work. In addition, some jobs routinely require overtime to meet deadlines or sales or production goals, or to better serve customers. Consider the effect the work hours will have on your personal life.

How long do most people who enter this job stay with the company?

High turnover can mean dissatisfaction with the nature of the work or something else about the job.

Opportunities offered by employers. A good job offers you opportunities to learn new skills, increase your earnings, and rise to positions of greater authority, responsibility, and prestige. A lack of opportunities can dampen interest in the work and result in frustration and boredom.

The company should have a training plan for you. What valuable new skills does the company plan to teach you?

The employer should give you some idea of promotion possibilities within the organization. What is the next step on the career ladder? If you have to wait for a job to become vacant before you can be promoted, how long does this usually take? When opportunities for advancement do arise, will you compete with applicants from outside the company? Can you apply for jobs for which you qualify elsewhere within the organization, or is mobility within the firm limited?

Salaries and benefits. Wait for the employer to introduce these subjects. Some companies will not talk about pay until they have decided to hire you. In order to know if their offer is reasonable, you need a rough estimate of what the job should pay. You may have to go to several sources for this information. Try to find family, friends, or acquaintances who recently were hired in similar jobs. Ask your teachers and the staff in placement offices about starting pay for graduates with your qualifications. Help-wanted ads in newspapers sometimes give salary ranges for similar positions. Check the library or your school's career center for salary surveys such as those conducted by the National Association of Colleges and Employers or various professional associations.

If you are considering the salary and benefits for a job in another geographic area, make allowances for differences in the cost of living, which may be significantly higher in a large metropolitan area than in a smaller city, town, or rural area.

You also should learn the organization's policy regarding overtime. Depending on the job, you may or may not be

exempt from laws requiring the employer to compensate you for overtime. Find out how many hours you will be expected to work each week and whether you receive overtime pay or compensatory time off for working more than the specified number of hours in a week.

Also take into account that the starting salary is just that— the start. Your salary should be reviewed on a regular basis; many organizations do it every year. How much can you expect to earn after 1, 2, or 3 or more years? An employer cannot be specific about the amount of pay if it includes commissions and bonuses.

Benefits can also add a lot to your base pay, but they vary widely. Find out exactly what the benefit package includes and how much of the costs you must bear.

National, State, and metropolitan area data from the National Compensation Survey, which integrates data from three

existing Bureau of Labor Statistics programs-the Employment Cost Index, the Occupational Compensation Survey, and the Employee Benefits Survey-are available from:

Bureau of Labor Statistics, Office of Compensation and Working Conditions, 2 Massachusetts Ave. NE., Room 4130, Washington, DC 202120001. Telephone: (202) 691-6199.

Internet: http://stats.bls.gov/comhome.htm

Data on earnings by detailed occupation from the Occupational Employment Statistics (OES) Survey are available from:

Bureau of Labor Statistics, Office of Employment and Unemployment Statistics, Occupational Employment Statistics, 2 Massachusetts Ave. NE., Room 4840, Washington, DC 20212-0001. Telephone: (202) 691-6569.

Internet: http://stats.bls.gov/oeshome.htm

The Occupational Outlook Handbook is best used as a reference; it is not meant to be read from cover to cover. Instead, start by looking at the table of contents, where related occupations are grouped in clusters, or look in the alphabetical index in the back of the Handbook for specific occupations that interest you. For any occupation that sounds interesting, use the Handbook to learn about the type of work; education and training requirements and advancement possibilities; earnings; job outlook; and related occupations. Each occupational statement, or description, in the Handbook follows a standard format, making it easier for you to compare occupations.

Two previous sections-Tomorrow's Jobs and Sources of Career Information-highlight the forces that are likely to determine employment opportunities in industries and occupations through the year 2008, and indicate where to obtain additional information. This section is an overview of how the occupational statements are organized. It highlights information presented in each section of a Handbook statement, gives examples of specific occupations in some cases, and offers some hints on how to interpret the information provided.

Unless otherwise noted, the source of employment and earnings data presented in the Handbook is the Bureau of Labor Statistics. Many Handbook statements cite earnings data from the Occupational Employment Statistics (OES) survey, while other statements include earnings data from outside sources. OES data may be used to compare earnings among occupations; however, outside data may not be used in this manner because characteristics of these data vary widely.

About those numbers at the beginning of each statement

The numbers in parentheses that appear just below the title of most occupational statements are from the Occupational Information Network (O*NET), which has replaced the Dictionary of Occupational Titles (D.O.T.). Like the D.O.T. in the past, the O*NET is used by State employment service offices to classify applicants and job openings, and by some career information centers and libraries to file occupational information.

An index beginning on page 530 cross-references O*NET codes to occupations covered in the Handbook. The O*NET is also cross-referenced to the revised 1998 Standard Occupational Classification (SOC). All Federal Government agencies that collect occupational data are expected to adopt the new SOC over the next few years.

Significant Points

This section highlights key occupational characteristics.

Nature of the Work

This section discusses what workers do. Individual job duties may vary by industry or employer. For instance, workers in

larger firms tend to be more specialized whereas those in smaller firms often have a wider variety of duties. Most occupations have several levels of skills and responsibilities through which workers may progress. Beginners may start as trainees performing routine tasks under close supervision. Experienced workers usually undertake more difficult tasks and are expected to perform with less supervision.

The influence of technological advancements on the way work is done is mentioned. For example, the Internet allows purchasers to acquire supplies with a click of the mouse, saving time and money. This section of Handbook statements also discusses emerging specialties. For instance, sales engineers who combine the education of an engineer with the challenge of sales-comprise a specialty within manufacturers' and wholesale sales representatives.

Working Conditions

This section identifies the typical hours worked, the workplace environment, susceptibility to injury, special equipment, and physical activities and the extent of travel required. In many occupations people work regular business hours 40 hours a week, Monday through Friday-but many do not. For example, waiters and waitresses often work evenings and weekends.

The work setting can range from a hospital, to a mall, to an off-shore oil rig. Truckdrivers might be susceptible to injury, while paramedics have high job-related stress. Electronic semiconductor processors may wear protective clothing or equipment, some construction craft laborers do physically demanding work, and top executives may travel frequently.

Employment

This section reports the number of jobs the occupation provided in 1998 and the key industries where these jobs are found. When significant, the geographic distribution of jobs and the proportion of part-time (less than 35 hours a week) and selfemployed workers in the occupation are mentioned. Selfemployed workers accounted for nearly 9 percent of the workforce in 1998; however, they were concentrated in a small number of occupations, such as lawyers, health practitioners, and construction craft workers.

Training, Other Qualifications, and Advancement After knowing what a job is all about, it is important to understand how to train for it. This section describes the most significant sources of training, including the training preferred by employers, the typical length of training, and advancement possibilities. Job skills are sometimes acquired through high school, informal on-the-job training, formal training (including apprenticeships), the Armed Forces, home study, hobbies, or previous work experience. For example, sales experience is particularly important for many sales jobs. Many professional and technical jobs, on the other hand, require formal postsecondary education