While serving as a volunteer in the UAE chapter I enquired about this same topic and it did not seem the chapter had given much thought to it except from focusing on promoting training and networking within the chapter as a way to land roles . This works really well in this side of the world.
What I would like to see is a more focused approach on promoting chapter members actively to companies that are hiring. Maybe this could be through a career center support that scouts positions and matches Human Capital to their DB.
That would really add value to being a chapter member, knowing you have a strong network of peers that can support with maybe a reference, a match or simply a connection to a company hiring. Saving Changes...
Hi all, I just joined the community, but from my point of view the local chapters could push the boundaries and approach local companies and organisations. They have the opportunity of promoting Project Management and offer a job pool of Project Managers from the chapter to local companies. In some countries organisations don't have a project management mindset yet, so the PMI chapters could play a key role for promoting our profession, proof how project management can enhance organisations processes and goals, and create new opportunities for Project Managers. Saving Changes...
Sanjay SinghProject Manager / Business Process Improvement GuruMaharashtra, India
Thomas,
I have seen the following commonly five key ways professional chapters offered support to their members:
1. Networking Events & Connections – Host job fairs, networking mixers, or meet-the-industry sessions where members can connect with hiring managers, recruiters, and alumni who can provide referrals.
2. Resume and Interview Workshops – Organize sessions where experienced professionals or HR experts review resumes, conduct mock interviews, and share tips on LinkedIn optimization and personal branding.
3. Job Board and Resource Hub – Maintain an updated job board with openings from partner companies, and share exclusive opportunities from employers who trust the chapter’s talent pool.
4. Mentorship and Peer Support – Pair job seekers with mentors in their field for guidance, or create peer accountability groups where members share leads, strategies, and encouragement.
5. Skill-Building Sessions – Offer workshops on in-demand skills (e.g., certifications, software, or soft skills) to make members more competitive, or collaborate with companies for training opportunities.
Finally, Alumni Outreach – Leverage the chapter’s alumni network to uncover hidden job opportunities and facilitate introductions.
Thank you for the valuable suggestions on how PMI chapters can help members find jobs. To build on these ideas, I recommend that PMI chapters establish an outreach team to organize high school events, similar to the Science Olympiad. These events would encourage students to explore careers in project management and help address talent and awareness gaps in our field. Saving Changes...
Christine WhalenProgram Management/ Project Management| Seeking next opportunityFalls Church, Va, United States
Feb 08, 2025 1:36 PM
Replying to Thomas Walenta
...
Thanks, Kiron.
Finding a job is a key concern of some of my mentees and some attendees of our Chapter meetings. Some question the value of certifications and others have sent out more than 100 applications. Many fall victim to people offering services for money.
Companies might publish for project managers but are, in fact, looking for subject matter experts with PM as a side skill.
In larger chapters, especially, there is an ongoing need for this type of service. While occasional job fairs are a step in the right direction, partnerships with hiring companies could be beneficial to the members who are looking, but also to companies that would be inclined to be a chapter sponsor. Thomas Walenta I agree that in today's market in the WDC area, many firms publish a role for project manager but are, in fact, looking for subject matter experts with PM as a side skill. Saving Changes...
Luis BrancoCEO| Business Insight, Consultores de Gestão, LdªCarcavelos, Lisboa, Portugal
Thomas, I see an opportunity to think beyond individual initiatives and design a more integrated employability pathway for members.
A Chapter can potentially create value at several connected points: helping members identify the roles they are targeting, understand relevant capability gaps, strengthen those capabilities through focused training and mentoring, improve how they present their experience, and connect with employers through job boards, networking, employer sessions or structured matching events.
I particularly like the idea of practical project experience, provided it is designed carefully. Short, well-governed assignments with companies or NGOs could help members demonstrate current capability, build evidence of experience and expand their professional networks, while also creating genuine value for participating organizations.
The key, for me, is integration. Training without access to opportunities may improve capability without improving employment outcomes. Job boards without preparation may increase visibility without improving competitiveness. Networking without follow-through may create contacts without creating pathways.
Perhaps the strongest model would connect market needs, capability development, practical experience and employer access, and then measure success not by how many activities the Chapter organizes, but by whether members actually become more employable and move into relevant opportunities. Saving Changes...
Some great ideas have already been shared about how local chapters can support members looking for PM roles. I think each chapter could make it a priority to help every unemployed member find a job. One way to do this is to hold a workshop that connects job seekers with members in leadership roles, so they can get mentoring or job recommendations within the group or from colleagues. Saving Changes...
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