4. Consider different business environments.
There are many more job opportunities than most people realize. In addition to the large national firms that the Dow Jones and Fortune magazine track, there are numerous other business environments to consider, such as startups, spin-offs, and fast-growing midsize companies. These organizations may be hiring more staff than traditional Fortune 500 companies. Also consider nonprofits and the public sector. In a down economy, some of the largest job growth comes from federal, state, and local governments.

David P. Winston, a principal with Heidrick & Struggles, advises executives not to discount startups. "Many candidates have shied away from venture-backed firms as too volatile, but they fail to consider the potential career benefits of such a firm," he says. "Venture-backed companies can serve as a stepping stone, an opportunity to learn (or expand) a key skill, or to explore a career interest," he says.

What's more, the impression of startups' volatility is more stereotype, born of the dot-com bust, than reality, according to leaders in that industry. In fact, venture capital insiders don't see the industry pulling back in this recession the way they did during the dot-com bust. Tim Tonella, CEO of MatchStar Venture Search, says that venture-funded firms in their second and third round of funding in particular are generally very good opportunities for executives with experience in business growth and risk management. After all, startups and venture-funded companies often require experienced leadership to take them to the next level.

Each of these business environments -- startups, midsize firms and the public sector -- require a unique mindset and attitude. For example, smaller, entrepreneurial firms call for flexible individuals who can change their priorities on a dime and who operate effectively in environments without a lot of process. Some people thrive on the energy of a startup and the chance to wear multiple hats, while others are frustrated by what they perceive as an unfocused or chaotic environment. Job seekers need to decide which environment is right for them and then convince prospective employers in interviews that their personality and work habits are a good fit for the business environment and culture, says Winston.

Being open to new environments requires self-examination. Consider what you've liked and disliked about the corporate cultures you've worked in. Also, ask yourself the standard interview questions: What is your ideal job? Describe your best (and worst) bosses. What do you look for in a new employer? Your answers to these questions will help you determine which environment is best for you.

5. Compete effectively with consultants.
One of the biggest swings in the job market since the last downturn has been in employers' move to augment their staff with consultants and contractors, says Rosenberg. Companies have turned to consultants, who are often as experienced as full-time employees but generally cost less, to scale their staffing levels up or down as needed, in response to changing economic conditions.

"Employers want the immediate deliverable that a consultant can bring, with the lower overall costs and risks of a full-time employee," says Rosenberg.

Consequently, employers' openness to hiring consultants has changed their initial expectations of their new hires: Since consultants are brought onboard to have an immediate impact on a specific problem, and since employers see consultants and full-time employees as roughly equal, employers want full-time workers to have the same immediate impact on a company that a consultant has, says Rosenberg.

To compete with consultants in this economy, job seekers need to convince prospective employers that they'll quickly get up to speed and deliver results.