On Business

Author a Best Selling Resume

2010-11-08T14:14:00.004-06:00

The interviewer sits down at the end of a busy day to review a stack of resumes. Other priorities are set aside as she begins to hone-in on the task at hand. Given the pace of work and busy schedules, which resumes are likely to arrest her attention? Successful resumes are written using a good mix of descriptive, action-oriented words to capture and hold interest. Let us look at how it is done.

Think of a good article or novel you recently read. What did the author do to make it interesting, add color, and paint a word picture? A resume is not a novel, but you can take some hints from the world of literature. What if an organization currently employed three people doing the same job: one may be brilliant, one so-so, and the other totally incompetent. If each of them listed their job responsibilities on their resumes, how does the interviewer tell the difference between them?

You can bring verve and color to a resume by focusing attention on your ability to take initiative, be creative, lead a team, or solve problems. Which of these reads better: "Supported customers selling our products" -or- "Coached and advised client staff concerning the best hardware and software solutions"? One of the statements has a different connotation and is more authoritative. It is considered advisable to use action verbs to begin each line of achievement/responsibility. Words like "administered," "designed," "negotiated," go far in breathing life into a dull resume. But remember, too much of a good thing is still too much. Once again, refer to the novel, and see how the author uses enough descriptive words to add life, but not so many that they get lost in a sea of adjectives.

Call attention to needs of the employer. Force yourself to limit use of the word "I" or, even worse, referring to yourself in the "third person" (e.g., "'the candidate' led the organization in sales three successive years"). Your name is atop the resume and the employer knows to whom accomplishments refer. The resume should be all about the employer and how your skills and accomplishments can help them.

Often, if a resume is descriptive it may not be persuasive enough about personal qualifications. Breathe life into your resume by blending numbers and metrics appropriately to quantify a word picture. Do not be too free-floating and have the resume read like a set of statements about abilities that are not linked to verifiable sources of confirmation.

Therefore, help the busy job interviewer to select you for the job by writing an interesting resume. It is like authoring a good story, the story of a great employer and why they need YOU to solve their problems and lead their people.

Resume Writing Tips That Pay (Part 4)

2009-09-18T15:18:00.001-05:00

Whether it was a misspelled word, the wrong prefix on a word, or fragmented sentence, many hiring managers have a zero tolerance when it comes to resume mistakes. Following are more resume writing tips inspired from things seen on people’s resumes during my career in human resources.

Tip: One goal of a well-written resume is for it to be easy reading. When formatting your resume, one way to make it readable is by:

Write primary points without use of conjunctions. Not appropriate to use in all formats, but in some industries it is fine. Example: “Maintained effective, regular communications with all parties involved.”
The KIS approach (Keep It Simple) certainly applies when it comes to most resumes. Keeping resumes visually simple; spacing the points so they can be easily read; using a commonly accepted business-oriented font; and making selective use of “bold” or italics to highlight only very important points.

Tip: Be careful in using words that sound alike but have different meanings. Examples include:

“Elicit,” meaning to draw or bring out, versus “illicit;” which means illegal;
“Cite,” meaning to quote, versus “sight,” which means vision; or “site,” meaning a position or place;
“Taught,” meaning past tense of teach, versus taut, which means tight;
“Capital,” meaning a seat of government, versus “capitol,” which means a building in which a legislative body meets.

Colloquial or conversational word usage refers to types of speech or to usages that are not on a formal level. Words that are used in easy conversation, without strict attention to set forms, describe ordinary, everyday language. It is common to see advertising signage with words purposely spelled differently to attract attention. No matter how trendy or common the usage, please resist the temptation to use words in their misspelled forms. Examples include:

“Kleen” instead of “clean;”
“Boyz” instead of “boys;”
“Rite” instead of “right;”
“Nite” instead of “night;”
“Quik,” or “kwik,” instead of “quick.”

Even when spelled correctly, it is inappropriate to use slang in any form. “Whatever” and “you know” are easy examples.

Tip: Do not use abbreviations. It is better form to spell out words instead of their commonly accepted short versions. For example, write “Saint Louis” instead of “St. Louis.” An exception to this occurs within legal circles, when referencing court cases, it is acceptable to write “v.” instead of “versus.”

In this competitive job market, many people are making use of professional resume writers. Professionally written resumes guarantee freedom from technical issues, and are rich in words that set you apart from others applying for the same position.
Do not let such easily correctable items stand between you and your next career assignment. If word tense, grammar or the turn of a phrase is not your forte’, consider hiring a professional resume writer. Such people write resumes daily and the good ones guarantee their work. Landing the job makes such a move well worth it.

Resume Writing Tips That Pay (Part 1)

2009-09-18T15:09:00.001-05:00

Many people are their own worst enemy when it comes to writing a good resume. It does not matter if they have a wonderful background, impeccable credentials or fabulous experience if their resume contains misused words, the wrong word tense or is not easily readable. Following is a series of resume writing tips from things I have seen on some people’s resumes that drive me “crazy:”

TIP: Do not be too focused on tasks and duties performed at work. Give yourself credit for accomplishment by including some achievements. Include such things as:
· Examples of how you performed the job better than others
· Some of the problems or challenges you faced and ways that you overcame them
· Results, results, and results
· Ways that the organization benefited from your performance
· Reference to awards, special recognition or promotions you received

TIP: An objective statement that is too wordy or non-specific. Many candidates lose their readers at the opening line. Statements like "A challenging position that enables me to contribute to organizational goals while offering an opportunity for growth and advancement" are cliché’, too generalized, and waste space. If you are on a career track, replace the objective with a statement stating what you do or something of your expertise.

Tip: A resume should be concise and written in a telegraphic style without using "I" or "me." Example: "Developed new products that added $5 million in sales and increased the company's gross margin by 15 percent." This style gets to the point quickly and communicates clearly.

Tip: Is it “percent” or “percentage?” Use the word "percent" with numbers, and use "percentage" without using a number. Examples: “Over 20 percent of our gross profit came from previous sales.” “A large percentage of Native Americans live in Alaska.”

Tip: Be careful in choosing the right word. Example: Some people write the word "balance" when they mean "remainder." "Balance" means "a degree of equality," e.g., “wanting to balance the checkbook.” "Remainder," or "what is leftover," is used in all other situations, e.g., “put the remainder of my food in the dog's bowl.”

Tip: The expression "a couple of" is usually plural in meaning. Example: “A couple of customers have reported a shortage in their orders.” However, when using the phrases "a couple of days" and "a couple of dollars," the verb used should be singular. When the phrase "a couple of" is used in conjunction with a period of time, amount of money, or quantity that represents a total amount, treat the expression as singular. Example: "All I need is a couple of days to complete this report."

Do not let such easily correctable items stand between you and your next career assignment. If word tense, grammar or the turn of a phrase is not your forte’, consider hiring a professional resume writer. Such people write resumes for a living and the good ones guarantee their work. Landing the job makes such a move well worth it.

Resume Writing Tips That Pay (Part 3)

2009-09-18T15:00:00.002-05:00

Whether it was a misspelled word, the wrong prefix on a word, or fragmented sentence, many hiring managers have a zero tolerance when it comes to resume mistakes. Following are more resume writing tips inspired from things seen on people’s resumes during my career in human resources.

Tip: When two numbers are used back-to-back to identify a person, place or thing, write one as a number and the other as a word. Example: “There are 4 two-lane highways in this county.”

Tip: When writing a resume or cover letter, do not refer to mysterious sources such as: "Leading experts agree….," "A search of current literature indicates…," "Several professors questioned from major universities said they believe….." If footnotes are in order, as with some technical or scientific references, it is acceptable to include them separately.

Tip: Write your resume in response to these common problems:

Lack of simplicity;
Use of passive voice;
Use of faulty grammar and punctuation;
Failure to accurately proofread text.

Tip: When preparing to send a digital resume and cover letter via email or to a website:

Ensure use of a consistent objective statement;
Tailor your text to employer’s stated objectives;
Be creative; your resume should be interesting to read;
Write in an “active” voice with a friendly style;
Use a bulleted format to highlight important points;
Again, proofreading cannot be stressed enough.

Tip: When writing your resume and cover letter, think in terms of “sound bites.” Rule of thumb: 80% of your content can be read and retained within 30 seconds.

Tip: Be sure your resume and cover letter:

Present the “right” message;
Are coherent; and easy to read;
Have variety;
Are upbeat and positive;
Are concise;
Use well-placed emphasis on important points.

Tip: Use only “clean” language. Even if you personally know the person to whom you are sending the resume, always, always, always presume that e-mail messages containing your attached cover letter and resume will be forwarded. Do not use any off-color, sexist, profane, or otherwise objectionable language or reference. I cannot think of a good reason why such language should appear in any business communication.

Tip: When formatting your resume, make it readable by:

Writing the main points with bullets;
Keeping your text visually simple;
Spacing the points so they can be easily read;
Using a commonly accepted business-oriented font (e.g., New Times Roman, Ariel, etc);

Making selective use of “bold” or italics to highlight only very important points. Many people are tempted to squeeze words into every available space. Thoughtful use of white space on a page is an excellent way to draw attention to important points.
In this competitive job market, many people are making use of professional resume writers. Professionally written resumes guarantee freedom from technical issues, and are rich in words that set you apart from others applying for the same position.

Resume Writing Tips That Pay (Part 2)

2009-09-18T14:55:00.001-05:00

I have seen many hundreds of resumes during my career in human resources. Very nice, competent, and well intending people sometimes sent resumes in which they made one or more “little” mistakes. Whether it was a misspelled word, the wrong prefix on a word, or fragmented sentence, how many resume mistakes does it take to prevent getting a job? Many hiring managers have a zero tolerance when it comes to such mistakes on a resume. Following are more resume writing tips inspired from things seen on people’s resumes.

Tip: Resume cover letters must communicate. Review your letter to be sure it does the following:

Makes the case that you are the solution to the employer’s problems.
Gets to the primary subject quickly.
Solidly connects employer’s job requirements with your background and experience.
Is written such that all sentences and paragraphs are short and easy to read.
Makes a solid connection with the needs of the prospective employer.
Has repeated use of the word “you” (i.e., remember that the theme of your resume is what you can do for them, not the other way around).
Minimizes number of fonts used. One is preferable to me, with sparing use of italics and “bold.”
Uses a clear and easy to read font that is no smaller than a size “10” or “11.”
Makes a simple but clear case that you would like to work for them.
Expresses a reason why they should contact you.
Factors in a reason to act sooner rather than later.
Starts the letter by stating your conclusion upfront.
Supports your position by presenting a quantifiable objective(s) and briefly mentions why is/are relevant.
Restate major conclusion in a sentence or two at end of letter.
Makes it easy to reach you: provides multiple ways that you can be contacted (i.e., home telephone, email, street address, and/or cell number at minimum).

Tip: If in doubt, keep it simple. Use an English word equivalent rather than French or Latin terms, and single-syllable words rather than multi-syllable terms. Examples include: “per day” instead of “per diem,” “per year” instead of “per annum,” “essential” instead of “sine qua non,” “genuine” instead of “bona fide.” An exception is if such terms are common in your industry.

Tip: Use specific, measurable terms versus those that are unclear. Examples: “we received numerous inquiries,” versus “we received 170 inquiries.”

Tip: Eliminate use of repetitive and unnecessary words. Example #1: “assisted in the preparation of…,” versus: “assisted in preparing.” Example #2: “responsible for the directing of…,” versus “directed.”

Tip: Use first-person and second-person words (e.g., "I", "we," "my," "our," "you," "your," "yours," etc.), as appropriate, to personalize your resume and cover letter.

Tip: Sometimes it is possible to be too familiar with a document to see it objectively. Consider having someone else review your resume for you, such as a close friend or family member.

Preparing for a Job Interview (Part 1) - What Will I Be Asked?

2009-07-02T11:16:00.003-05:00

You are preparing for a job interview. You invested in an excellent resume, and have purchased appropriate clothing to wear, but what about the interview itself? What will be asked? How should you respond? Following are seven key topical areas about which many organizations assess candidates.

Ability to learn. An organization may want to know who can adapt to changing conditions and will make the effort to continuously improve, learn new skills and upgrade their knowledge. They will try to assess this by use of work simulations, various kinds of tests, and interview questions targeting your approach to learning, and examples of how you exhibited it in the past.

Organizational fit. The most important compatibility issue is centered on the individual’s fit with a corporate culture. Watch for questions designed to determine fit, such as: “What are some of the more recent responsibilities you've taken on?” “Tell about a time when you were dissatisfied with the amount of time you needed to spend at work. Why?” “Tell about a time when you really liked the required pace for your job. Why?”

Numerical accomplishments. Objectives involving measures of quantity, quality or a combination of the two should be memorized and ready to produce. The more objective the measure was the more it will not be open to interpretation.

Level of Motivation. If someone is interested in their work, they usually come to work on time, appear motivated, and are energetic. A trained interviewer will be listening for use of such words as “motivated,” “prompted,” “took action,” or examples of when you took more responsibility. Candidates who did pre-work to learn about the company provide another indication of being motivated.

Knowledge. Do you have the skill and knowledge to perform well? Many organizations are using objective skill tests to determine knowledge level. These tests can take many forms, and the important thing is to expect them and not be surprised by their use. Also, watch for questions in the interview asking for examples of “complex assignments” or “projects you have handled.”

Problem-Solving. Almost every job requires some ability to analyze and solve problems. The most successful employees solve problems with minimal input from their supervisor. Watch for questions, such as: “What problems have you been required to solve?” “Have you ever recognized a problem before others in your organization did? What did you do?

Team player. The ability to function effectively within a work group is a key factor for many organizations in achieving success. Getting along with others is critical to them, and if you are perceived to not be a fit with the team, it could be a “showstopper.” Be alert to questions indicating whether you like working with others and answer appropriately.

The more you prepare for the interview, the better you will do. The better you do, the greater your chances of being hired.

Be Ready - Some Jobs Must Be Won At The Handshake

2009-06-23T14:42:00.002-05:00

You have probably heard that many hiring managers claim they can tell in an interview if the candidate is right for his/her organization at “the handshake.” Alas, I suspect it is true. I worked for a busy corporate vice president once who was very proud of the fact he could tell immediately if someone was “the one” we were looking for. If true, it is a shame, because I sense there is much more to a person than can be observed in the first five seconds with them. That said, we must accept for the moment that some number of managers make hiring decisions all too quickly, and now is the time to plot a strategy for beating them at their game.

As the job candidate, you must seek to control everything within your power and not worry about the rest. Following are some suggested behaviors everyone can control:

Nerves. I hate it when people tell me to relax when there is good reason not to. But to the extent possible, do not present a sweaty, shaky palm in your all-important first greeting. Get to the interview a little early to provide insurance against any problems getting there. Practice the trick of many public speakers by taking a series of long, deep breaths before starting the interview. This will give you opportunity to appear relaxed and confident.

Dress is still important. It is hard to believe that many hiring managers now in their 50’s and 60’s were once “flower children” in the hippie generation and sported long hair and rags for clothes. Why then do some of these same people care what you wear to an interview? It is because hiring managers are looking for someone who can represent the employer well. If they were inviting you to “hang-out” it would be one thing, but business is different. Whether working as a trash hauler or computer programmer, a good rule of thumb is to dress for the interview better than expected. A suit for most “white collar” jobs, and business casual dress is the order of the day for all other (even truly casual), positions.

Details count. For those managers who insist on a good handshake, give them one. Look the interviewer squarely in the eye, grasp their hand firmly, smile, and shake. It should not hurt (either of you), and is a universal way of greeting. Remember all the times your mother said to “straighten up?” Now is the time. Maintaining eye contact and practicing good posture says you are confident and self-assured. Body language telegraphs a lot about someone’s personality and job interest. Looking down frequently, crossing arms/legs, tapping the table, jumping your leg, etc., can send all the wrong messages.

Being in control of those little things only you can control will cause a better feeling about how you did in the interview, and help an employer to decide you are “the one” they are looking for.

Your Resume Leadership Advantage

2009-06-02T12:39:00.000-05:00

Picture this: you are tasked with interviewing new college graduates for work in a “fast-track” manager training program. The job requires participants to work in each functional area of the company then be assigned to a position in operations. Most candidates are the “cream of the crop” with impressive academic credentials from top business schools. Each of them spent time abroad studying or traveling. They have excellent grades, a fine resume, speak intelligently, and present themselves with aplomb. But one of the candidates is different from the others. He had “B” –level grades in college, went to a well-known but smaller university, and was employed full-time as a parking lot supervisor for a downtown professional sports stadium while attending school. He worked many nights and weekends, and had responsibility for hiring/managing as many as sixty people. On the strength of the information in this true story, should he be considered for the job?

These days, most graduates from top business schools come with a great education, are well-versed in management theory and are current on business best practices. But one thing they sometimes do not to have is experience leading/managing people. Being able to exercise judgment and accomplish results through others is key. John Maxwell, noted management consultant and expert on leadership said “Most people who want to get ahead do it backward. They think, 'I'll get a bigger job, then I'll learn how to be a leader.' But showing leadership skill is how you get the bigger job in the first place. Leadership isn't a position, it's a process.”

Organizations formerly offered entry-level positions with career tracks to higher management. However, many “flattened” organizations of today have removed these foundational entry level positions. New graduates are hired directly into management or supervisory positions and must learn leadership skills the hard way. Such learning may come at the expense of their direct reports and/or organization in which they work.

Job candidates with leadership skills would do well to repeatedly bring such experience to light on their resume. If they do lack some knowledge of theory but are steeped in real world management experience coupled with the ability to learn, they offer a valuable commodity. A good result achieved through the excellent organizing, managing and leading of people provides the candidate something to talk about and be proud of. When properly done, highlighting of these skills can provide a competitive tipping point over other candidates. Whether from job history, military service or volunteerism, leadership skill and ability are worth tasteful emphasis on resumes and in job interviews.

What happened with the job candidate mentioned at the top of this article? After much discussion, the organization decided to take a chance and hire him into the management program. He thrived. Later, he became a valued leader in the supply chain and said that his people “made me look good.” In reality, he already knew how to manage and motivate people, while the rest he learned.

Picture This - Candidates Dressing Correctly at Job Interviews

2009-05-07T13:16:00.003-05:00

Picture this: you are tasked with interviewing candidates for work in a food manufacturing facility. The job requires maintaining high sanitation standards, meaning that hairnets and beard restraints, coupled with long sleeve shirts and long pants must be worn in a wet, hot, work environment. The first job candidate for you to interview walks through the door wearing a gold chain, cut-off shorts and sandals. He is not wearing a shirt, and is sporting a mane of un-combed shoulder length hair. On the strength of the information alone in this true story, should he get the job?

When preparing for a job interview, whether with one person or an entire team of people, it is important to remember you are representing a salable product: YOU. The way in which you walk, speak and appear makes an impression. Much has been said about the importance of personal appearance by job candidates when going to job interviews, yet examples abound every day of people getting it wrong. I used to know managers who said they decided on a job candidate at the handshake. Studies show this is quite common. In that brief moment, it is not what you say that may matter most to them, but what your appearance says about you. Here are a few things to remember when heading out the door to that hard-won interview.

Candidates interviewing with organizations having casual work environments are especially prone to error in knowing how to dress. Because all not casual clothing is suitable for every work environment, you must determine what is appropriate to wear to the interview. Clothing that works well for the beach, yard work, dance club, exercise session, and sporting event may not be appropriate for a professional appearance at work.

Clothing that reveals too much cleavage, back, chest, feet, stomach or underwear is not appropriate for most places of business, even in business casual settings. Additionally, clothing should be pressed and never wrinkled, and is generally unacceptable if torn, dirty, or frayed. Clothing having words or pictures that may be offensive is unacceptable, but clothing with fashion brand names conservatively displayed (e.g., Dockers, Izod, etc.), is usually okay.

Proper dress for an interview in a business casual environment does not necessarily mean wearing a suit and tie. Even if the interviewer is sitting there in a t-shirt and jeans with big holes in the knees, it is best practice for you to present a clean, neat appearance, and be dressed to a higher standard than the workplace/job requires. Candidates are never down-rated for dressing too well, but frequently are for not looking the part.

Please remember to take a good look at yourself through the eyes of an interviewer before going to that interview, take steps to dress appropriately, and work hard at closing the "sale." Oh, what happened with the candidate mentioned at the beginning of this article? He was not considered a good job fit and did not get the job.

The Human Resource Role In Results-Driven Knowledge Management

2009-05-07T13:16:00.001-05:00

A workshop entitled “The HR Role In Results-Driven Knowledge Management” will be presented on June 9, 2009, sponsored by the AAIM management association of St. Louis.

We live in a knowledge-sharing world, and this fast paced four hour program will introduce participants to why knowledge awareness is vital to organizations of every size, and effectively managing it will lead to cost avoidance, savings, improved efficiency and continuous improvement. There is a strong social element to managing knowledge and the human resource function can play a very active part.

To make arrangements to attend this workshop, contact AAIM via the Internet at aaimstl.org, or by telephone at 314-968-3600. Not going to be in St. Louis but like to know more? The workshop can be brought to you and your organization by contacting manageourknowledge@gmail.com.

The workshop facilitator is Gordon Walter, SPHR, who has a background in both human resources and knowledge management. Gordon is currently Managing Member of GENESYS Management Company, LLC, and Reliableresumes.com.

In the World of Resumes - Less Is More

2009-04-10T10:26:00.004-05:00

On the surface it seems that a resume should be loaded with information, especially if you are at the executive level. A common trap people fall into is thinking that all history, achievement and experience must be included on the resume to properly showcase their accomplishments. While much of this information is important, when you get to the executive level it is understood that all such candidates have an impressive employment history. Therefore, it is not necessary or advisable to mention everything you ever did.

Brief, Direct and to the Point
Most resumes, including those at the executive level, should be short and to the point. A resume is like an advertisement, and ought to cause the reader to want to know more about the “product.” Resumes must contain the most pertinent information and key words related to positions previously held and currently desired. However, the one page rule still exists. If you can possibly get your resume to one page, then do so. A two page resume is acceptable if absolutely necessary, but refraining from multiple pages continues to be best practice. Your potential employer is reviewing many resumes and if yours looks like too much work to read, there is a chance it will be set aside. No one wants a laborious resume to read. Smart executives will make their resume short but replete with the right information.

Be Job Specific
It almost goes without saying that important elements of a resume include not only the length, but content. Consider the job for which you are applying. What skills, tools and behaviors do you possess that specifically relate to that job? If the skill or experience does not directly apply to the position, it does not need to be included. This means that your resume must be different for each job to which you apply.

Sell, Sell, Sell
It is still important to remember that this is the ultimate sales opportunity. Look at yourself like a product. Select your best attributes and salt those into to your resume. This will ensure that only the very best of your skills, tools, knowledge and experience make it onto the resume. It is good to include skills and experience that is common to most executive level positions. Make yourself distinctive from others. Why should the employer remember you? Why should they call you and not the next person? You may want to talk to a former boss or some of your friends for feedback in this area. It can be helpful as well as enlightening.

In Summary
Brevity is appreciated by the reader and keeps a resume focused. It can make the difference between a resume being read favorably or not at all. After creating your resume, read through it and look for places to slice and shorten phrases by using more precise terms. Look for information that seems superfluous. The effort to shorten a resume, and the subtle use of key words for the position desired, will be rewarded, and help you get an interview and the job.

Professional Resumes – Best Left to Professionals

2009-04-04T12:42:00.002-05:00

Anyone can write a resume, but not everyone can make a good and professional resume. Many agree that creating the right resume is a difficult task with a lot at stake. The resume is a person’s first impression to a potential employer who may be looking through hundreds of resumes to fill a position. Your resume needs to get noticed, impress, and cause them to remember it. Your resume is a first impression, and you do not want it to be the last.

Selling Yourself
A job seeker must think of themselves as a product and, like a product, needs to be presented in the best possible light in order to be “purchased” by a potential employer. It is hard for some people to talk about themselves, let alone sell themselves to others. It cannot be stressed enough how important it is to get over this inhibition when writing a resume. You need to see yourself as the best person for the job and not be afraid to say so.

Best Foot Forward
Seeing that your resume can either open or close the door to the career you want, you should consider hiring someone who makes resumes their profession. Think of it this way. When you want a portrait, you go to a photographer. When a company wants a product brochure, they do not print them on their Lexmark, they hire a professional printer and designer. They do this because they want it to look good and make the best impression. Professional resume writers know how to sell you and how to write the resume to get noticed. This is an art that not everyone understands. Having someone who knows which information to present and the format to present it in takes some of the stress off of you and helps get an interview and the job. Think of a lawyer. If you were being sued, would you represent yourself in court? Probably not, because you do not know the proper etiquette and rules required in court to best present your case. The same applies with resume writing. Since you are not an expert, why not get an expert to write it?

Positive Difference
Professional resumes can be the difference between someone getting the job they’ve always wanted versus their resume residing at the bottom of a large stack of paper. When an employer sees a professionally written resume they see commitment to quality. They see an effort taken by someone to look their best and who takes the same approach in work. Employers will also see specific information they are looking for. When someone has a lot of experience and it is difficult knowing what experience to include. Sometimes the individual has experience they failed to consider, but a professional resume writer knows to ask about. Professional resume writers know the most effective information needed and words to use.

Cost of a Poor Resume
Employers look for professionally presented resumes when processing the high volume of resumes received. They “weed out” resumes with poor presentation, those without needed qualifications, that have grammatical and formatting errors, or are simply too long. This work may be done by an assistant to the hiring individual, or not even by a person at all. Many companies use sophisticated resume screening software to greatly reduce the number of resumes available for review by staff members. A professional resume writer understands the process and knows how to present you in the best possible light. They make sure that your resume gets to the top of the pile. It may cost a little more to have your resume crafted by a professional writer, but then again, how much will it cost if you do not get the job?

Cover Letter Best Practices

2009-03-12T09:10:00.003-05:00

Cover Letter Best Practices

A well-written cover letter introduces you, prompts the reader to want to know more about you, and establishes your credentials. A good cover letter partners nicely with your resume and a strong networking process.

Address letter to specific person whenever possible.
Ensure all comments are in good taste.
Personalize letter with:
A comment about the recipient organization.
Contractions such as “you” and “I.”
Keep sentences/paragraphs simple and short.
State a problem the organization has that you can solve.
Use a conversational, direct style.
Create professionally printed stationery with contact information included on each page (as applicable),
Use good grammar with all words spelled correctly.
Demonstrate that you are ready for and enjoy a challenge.
Personally sign letters to be posted via U.S. mail.
Use pen with contrasting ink with pleasing color.
Indicate how and when you will follow-up.
Send unsolicited cover letters and resumes early in the week.
Print each letter individually.

Ensure that cover letter puts you in positive light and creates a good first impression.

Advice For New Managers - Seek Advice

2009-01-08T19:00:00.002-06:00

Do not be afraid to ask questions. You must build a network for seeking advice and counsel. No leader is an island. New managers cannot succeed alone in overcoming the complicated challenge of taking over a department, function or entire organization. You have inherited problems and mistakes left over from predecessors. They may be far from obvious. Things often are not what they first appear to be. It is essential that you help your team find ways to accelerate learning about markets, products, technologies, organizational capabilities, and culture. Identifying and leveraging the best advisors -- internally and externally -- is the most effective way to do this.

Advice For New Managers - Develop A Vision

2008-12-24T13:28:00.001-06:00

The term “vision” has become a haggered cliché. It can mean everything or nothing. It is often used to describe the high-level objectives leaders want to achieve, and other times is actually a mission statement. Often these are but slogans or lists of desired objectives or “values” that are put up on the wall and left on tables in the lobby, but do not impact behaviors and attitudes. A vision is a vibrant mental image that depicts your view of the desired future state of the organization in an inspiring way. It is not a statement of mission, a set of objectives, or a list of values. It is a word picture of what will be seen, heard, and felt when the organization fulfills that mission, and achieves results. It’s about the culture, environment, and values. If it’s not inspiring, then it’s not a vision.

Advice For New Managers - Communicate

2008-12-18T19:15:00.002-06:00

New managers head straight for problems when they fail to send a clear message about priorities; fail to convey important values; and fail to clearly define expectations. As a result they create a vacuum of understanding and connection with people that undermines their effectiveness. Why? Because no one associated with the organization views the transition with indifference. Everyone is judging their actions and words closely and critically, hunting for signals of direction, purpose, motives, and, especially, for the answer to “who is this person?” Leaders begin down the path to failure when they do not gain control of communication. The result is not effectively getting their messages across, shaping morale, or gaining the confidence of people reporting to them.

Advice For New Managers - Make Tangible Progress

2008-12-09T11:09:00.001-06:00

To create momentum, you must make some quick successes. By the end of the first six months, at the most, you must have made substantial progress in addressing your job’s most pressing problems. This means marshalling resources to focus on issues that meet three criteria:

1. Tangible financial benefit.

2. Address issues that employees understand to be important.

3. Achieving early measurable results.

New managers secure early successes by identifying problems that can be tackled in a reasonable period of time and whose solutions result in tangible improvements in performance.

Early initiatives should focus attention on the few key issues that you believe to be central. In doing this, seek to get results, set the right tone, and energize people.

Advice For New Managers - Build Your Team

2008-11-25T14:43:00.001-06:00

Like most new managers, you will inherit a variety of employees. Some will have the knowledge, skills, and ability needed to drive the business forward. Others will not. Some may have aspired to your job, perhaps even have been told that the job was virtually theirs in the past. Others may have hidden agendas because you represent a potential threat to their positions. Often, a new manager finds their “senior team” is less than they hoped for. If your assessments are negative, you will confront the dilemma of either staying with people who are less than what you need or making a change early in your tenure. The decision to remove a well-known leader is among the most serious and complicated that any manager makes. But among the most common regrets managers have is not replacing key people once it becomes clear they are not the right fit. Don't let it happen to you.

Advice For New Managers - 1. Understand Who's Who

2008-11-07T10:29:00.003-06:00

The interviews went well. You succeeded in answering all questions and convincing a new organization that you are right for the job. Time has flown, and you are now behind the desk in your new office, in a new environment. The decisions you make during your first few months on the job will have a decisive impact on whether you ultimately succeed or fail. Your transition period is a time of opportunity, but also great vulnerability because you may be expected to change the organization in fundamental ways. Following is the first in a series of six guidelines to help you create momentum toward success in your new assignment.

1. Understand Who’s Who

To transform an organization, new managers must gain the support of internal and external groups. Influential players must perceive it to be in their interest to help realize your goals. You must begin to identify them and at least begin to gain their support during the transition. Doing so lays the groundwork for building coalitions to drive key initiatives. It also enables you to decide whom you can count on; who you need to invest time in winning over; and who you need to confront. Typically, a relatively small percentage of others will be either very supportive or very opposed at the outset. Most will be between these extremes. Neither strong supporters nor staunch opponents, they will be undecided and therefore persuadable.

Measuring Effectiveness of Selection Is Key

2008-10-03T09:43:00.002-05:00

Alice: “Would you tell me which way I ought to go from here?”
Cheshire Cat: “That depends a good deal on where you want to get to!”
Alice: “I don’t much care where….”
Cheshire Cat “Then it doesn’t matter which way you go.”
From Alice in Wonderland by Lewis Carroll

Competition for talent in key positions is fierce, even in these difficult economic times. In the past, many organizations preferred the flexibility and informality of unmeasured hiring practices. This approach was satisfactory provided the practices were executed effectively and administered with consistency. Experience has proven that in many cases unmeasured hiring processes perpetuate themselves and result in misunderstanding, inefficiency and hiring the wrong people.

Using effective selection measures can greatly enhance the quality and productivity of an organization’s workforce. Measures such as cost per hire, inter-rater reliability, measures for testing , validity, and many more can tell the real story of how a selection process performs. Unfortunately, many HR professionals have misconceptions about the value of selection measures and, if used, are confused as to which measurement tools are right for their situation. They believe an unstructured interview yields better results than structured assessments. Others think the existence of selection measurement programs are too abstract and attributable to the many consulting companies trying to make a buck. The reality is that well-placed measurement tools are very reliable and in these days of ever-tightening budgets are increasingly finding an audience. HR professionals must take positive steps to measure the effectiveness of their hiring processes, and be ready to hold themselves accountable for the results.

“If you don’t measure it, people will know you’re not serious about delivering it.”
James Belasco in “Teaching the Elephant to Dance.”

MANAGERIAL ATTRIBUTES & BEHAVIORS

2008-08-27T11:15:00.003-05:00

The following is a list of 15 attributes and behaviors leading companies want to see in job candidates for manager positions. This list was compiled from a review of advertisements for managerial positions posted by 12 Fortune 100 employers.

Analysis.
o Can identify real or perceived problems, gather data and determine action.
o Follows-up decisions.
Empowerment.
o Ownership in work by giving clear expectations and delegating authority.
Communication.
o Communicates well verbally with clarity, and speaks well to individual or group.
o Communicate in writing so that the reader clearly understands.
Continuous improvement and quality focus.
o Involves others in pursuit of systematic improvement.
Delegation.
o Delegates what should be done, reasons for it, and authority.
Develops talent.
o Manages individual development by providing coaching, feedback and reinforcement.
Follows-up.
o Establishes systems that encourage employees to evaluate their own performance.
o Seeks and builds upon ideas of others.
Influence.
o Guides individuals toward goal achievement.
o Builds trust by communicating in a non-threatening manner.
Judgment.
o Considers pros and cons of each course of action.
o Makes effective decisions.
Leadership.
o Prepares for and conducts meetings effectively.
o Establishes measurable goals and objectives.
o Plans effectively and sets priorities.
o Makes best use of time.
o Follows-up.
Negotiation.
o Identifies concerns and works to achieve collaboration whenever possible.
Performance-oriented.
o Establishes success criteria and reinforces performance goals.
o Reviews and evaluates objectives on a regular basis.
Systemic awareness.
o Understands a systems perspective – everything is connected.
Teamwork and collaboration.
o Contributes to discussion and actively listens. Can disagree tactfully.
o Shares credit for good ideas.
o Resolves indifference, disagreement, and conflict.
Vision.
o Communicates a clear vision of desired outcomes and organizational values.
o Gains commitment.

Making The Best Impression - Meeting and Greeting

2008-08-24T16:54:00.003-05:00

When speaking to a group of people, whether it is up front or one-on-one, you are representing a salable product: YOU. The way in which you walk, speak and appear makes an impression.

What is your body language saying? Do you look trustworthy, confident, and competent, or ill-at-ease and timid? Much has been said about the importance of body language when greeting people, yet examples abound every day of people getting it wrong. Here are a few things to remember when greeting people.

FIRM HANDSHAKE
I used to report to an organizational VP who said he decided on a job candidate at the handshake. No matter how much I howled my disapproval, he was resolute in his belief. Studies show that he was not alone, and apparently lots of people size you up in the first few seconds. In that brief moment, it is not what you say that matters most but often what your handshake says about you. A limp, sweaty, or weak handshake leaves someone with less confidence in you. A firm handshake with two or three slow but steady shakes usually meets the need. Please avoid squeezing too hard. Maintaining eye contact and smiling (if appropriate), while shaking hands is almost always advisable.

LOOK THEM IN THE EYE
Making eye contact is very hard for some people. If done right, it is associated with being trustworthy, confident and sincere. If done poorly, it can make a person feel very uncomfortable. How do you feel when in a group setting and the person talking to you is continually looking around the room for someone else? This makes people feel less important. The goal is to make people feel as though you are having a one-on-one conversation with them.

To maintain appropriate eye contact makes people feel included and important. Look at the eyes of the person you're speaking to. If you are addressing a small or large group, mentally break the room into three parts. Find one one individual in group #1 and focus on them for 4-5 seconds, then shift your gaze to someone in group #2, etc. People sub-consciously will feel you are including them.

NO CROSS-ARMS
To keep communication open between you and those your are meeting, it is important to keep your body language open, as well. Standing behind a podium, crossing your arms or hands, is considered a closed position. Avoid putting anything in between you and the listener. Keep hands and arms unfolded, and if appropriate, do not hold anything either (e.g., papers, binder, etc.).

KEEP GESTURES IN-CHECK
Some people use hand gestures to punctuate virtually everything they say. Vigorously using both hands while conversing with people can be distracting for your listener if done to excess. It is OK to use your hands in a way that feels natural. If gesturing while speaking, try keeping your hands within the “TV box” (i.e., roughly where you would see someone’s hands if they were delivering the news on television), Gesturing that is outsie the TV box may be too wild, and a distraction to the point of discomforting for someone you are greeting.

STAND TALL
Poor posture almost always telegraphs a lack of enthusiasm, confidence, and ability. Staying balanced on both feet, standing tall, with your eyes ahead sends the right message: strong and confident. If seated, do not slump or lean the chair back on two legs. Either of these behaviors is distracting to the listener and gets in the way of your message.

Please remember to practice these basics and close the "sale" every time.

Ethical Behavior At Work

2008-08-17T15:02:00.001-05:00

Ethical behavior means different things to different people. In the workplace it is basically whatever is considered right or wrong behavior effecting the organization’s products and services. Attention to business ethics is critical during times of fundamental change, such as those now faced by many organizations. In times of fundamental change, values that were previously taken for granted may be strongly questioned or not followed at all. Attention to ethical behavior sensitizes leaders and staff as to how they should act, both day-to-day and especially in times of crises and confusion.

Some organizations are better at encouraging ethical behavior than others. A few characteristics of these highly ethical organizations include:

1. Presence of a clear ethical vision; members at any level can generally describe what it means to have integrity.
2. The ethical vision is owned and embodied by senior leadership over a sustained period of time. 3. The reward system is aligned with the vision of integrity. Pay and incentives encourage employees to “do right.”
4. Policies and practices are aligned with the vision; no mixed messages.
5. It is understood that every significant management decision has ethical value.
6. Everyone is expected to work through questions in light of the ethical vision.

Watch this space for reasons why it helps to pay attention to ethical behavior in the workplace and what to do when you do not like what you see.

Be A Better Communicator

2008-08-09T18:42:00.002-05:00

We’ve all seen them. The person who seems like he/she has a way with words in personal conversation and always gets their point across. What do they do that makes them different? How do they do it? Wouldn’t it be nice if you could do it too? Though some people are born with natural ability to communicate, you can learn to be a better communicator with a little practice.

Following is a random series of observations regarding good communicators and what you can do to be more like them.

Smile, even if it hurts a little. A smile puts the listener at ease and in a frame of mind to listen.
Be first to say “hello.” Greeting someone recognizes them as a person you value.
Take risks. Don't overly anticipate rejection as it can make you seem timid.
Change the topic of conversation when it has run its course.
Prove you are a good listener by briefly restating others comments back to them in different words.
Be able to tell others what you do in a few short sentences. A few words will go along way. Plan ahead and choose words carefully.
Always use good eye contact, but especially when making your first contact with people. It shows someone you are focused on and value them.
Greet people you see regularly even if you don't know them. When the time comes for conversation with them, you will find a ready audience.
Seek common goals, interests, and experiences with the people you
meet.
Let others play the expert. Be ready to let someone be an expert, unless their advice or information is wrong in the extreme, and even then use tact when offering correction.
Get enthusiastic about other's interests. Have several pre-developed questions ready ask in order to show interest.
Balance the giving and receiving of information. If things go too much in the direction of one party in a conversation things quickly become boring.
Be open to other's feelings and opinions. You will be amazed at what can be learned.
Express your feelings, opinions, and emotions to others. It is OK to show a little passion about a topic.
Ask people their opinions. Most people have an opinion about almost everything but will not share it unless asked. Be tolerant of other's beliefs if you don't agree with them.
Look for the positive in the people you meet. There is a positive side to almost everyone no matter how they seem.
When you tell a story, present the main point first, and then add the
supporting details afterward. This makes the difference between someone who tells a good story and those who do not. It gets the listener engaged and the story is in the details.
Be aware of open and closed body language. Crossed arms and legs, diverted eyes, etc., may mean that someone does not want to hear what you have to say.
Make an effort to help people if you can. They will remember you forever.

Designing Digital Resumes

2008-06-30T08:19:00.002-05:00

Job candidates often give no thought of designing their resume for the new digital world. Once sent, a system will likely review their resume several times before it lands on the desk of a real-live person. There are several major things a candidate can to do to help themselves when building a resume destined to be submitted online.

Do not count on a personal review of resume. Managers are busier, and more often these days they let systems narrow the field of candidates for them.
Find and use key words. Key words are vital and will help applicants get past the initial screening to a live person. To determine what the key words are for a position you are applying, do an Internet search of online ads or job descriptions for similar positions (e.g., by job title: “Chemical Engineer” or “High School Math Teacher.” Scan the ads, and make a list of descriptive words you see repeated (note: expect from 3-4 key words to as many as 10 or more for complex jobs).
Salt resume with key words sensibly. Use the key words in ways that make sense and provide a natural, even flow. Use of key words should not be obvious and get in the way of your message.
Win the “space race.” Remember, the resume is basically an advertisement. You want it to gain attention, picque interest, and get you to the next stage of the hiring process. Therefore, resist the need to tell your life story. Keep your resume from 1-2 pages in length, with a readable font and some white space. Save the rest of your story for the interviews.
Use resume to highlight areas not covered on a job application. Some organizations fail to ask about such things as language skills, technical skills, volunteer work, and professional organization involvement. Including brief mention of these items in a resume can help set you apart.

Writing Your Best Resume - Favorite Things

2008-03-22T19:21:00.002-05:00

Here are my favorite things to see included when preparing a great resume:

One page in length (generally), and I prefer no more than two pages in most situations.
Neat appearance. Use bullet points as needed. Save room for white space. Make it readable.
Provide an honest assessment of skills and experience.
Make it concise and use good action-oriented words (e.g., developed, handled, organized, created, etc.), when describing experience.
Ask someone to check your resume and be sure they really critique your work.
Include name, address, phone number, education, and experience.
If re-entering the job market or beginning an entry level job, claim the experience you actually have achieved. Experience can include such things as:

Babysitting
Lawn Care/Snow Removal
Newspaper Delivery
Volunteer Work
Working for relatives

Create a list of awards/honors received, along with information for at least three references, and set aside to use if requested.
Depending on position, include a personalized cover letter stating reasons qualified and why desire that company.
Follow-up resume by phone to show interest.

Writing Your Best Resume - Make It Reader-Friendly and Persuasive

2008-03-13T19:34:00.002-05:00

When writing your best resume, it must be usable, reader-friendly and persuasive.

When writing your best resume, remember to always think about your audience. Consider your readers based on their: expectations; characteristics (Who is the reader?); goals (What are your readers planning to accomplish?); and context (For what type of situation do readers need this information?). Be sure to identify information your readers will need and make that information easily accessible and understandable.

Workplace writing of any kind should be persuasive. The writer developing their best resume must have a persuasive goal: to get a job interview. In a similar manner, someone writing a report almost always needs to persuade someone to take action. Workplace writing, since it's persuasive, must keep in mind: Purpose (why the document is being written, the goals of the document); Audience (who will read the document); Stakeholders (who may be affected by the document); Context (the background in which the document is created).

Writing Your Best Resume - Do Not's

2008-02-29T08:09:00.002-06:00

Writing Your Best Resume - Do Not’s

Since the resume is a key tool in finding a job, taking some extra time preparing it is time well-spent. While updating your resume on a regular basis is a very good thing to do, there are definitely some “do not’s” when it comes to making a best resume. I am sure the following list is not all inclusive, but represent items that bother me the most:

· Do not give reasons for termination or leaving a job on the resume. The reader can invariably find negative connotations to even the best reason. It is much better to discuss it in person.
· Do not include items like hobbies, sports and social activities. They rarely help in getting the job, and may bias readers against a candidate (e.g., membership in a hunting or gun club could be viewed negatively by someone who is against guns or in favor of animal rights).
· Do not include social security number, spouse's occupation and/or personal philosophies toward religion, politics and related topics (i.e., unless germane to the position applied for).
· Do not list references on the resume. They can easily be provided separately if requested. There is nothing to be gained for candidate or referencing individuals by exposing names of references to prospective employer.
· Do not use exact dates (e.g., 10/23/07). Month and year are sufficient.
· Do not include the date your resume was prepared (i.e., this is auto-formatted in some word processing templates). If your search takes longer than a few months, the resume will appear outdated.
· Do not include height, weight or remarks about physical appearance or health unless somehow germane to the position applied for.
· Do not list high school or elementary school if a college graduate.
· Do not state job objectives on resume unless resume is targeted to a particular job or occupation.
· Do not use professional jargon unless absolutely sure resume will be read by someone who understands those terms.
· Do not provide salary information on the resume, but save it for the interview. If required to provide that information, do so in cover letter.
· Do not lie. If it is discovered before a job offer it can prevent an offer. If it is discovered after being hired, it can result in loss of job.

Writing Your Best Resume - Do's

2008-02-21T19:02:00.002-06:00

Writing Your Best Resume – “Do’s”

Since the resume is a key tool in finding a job, extra time spent preparing it is time well-spent. In fact, some people update their resumes on a regular basis. Following are some important must do’s when writing your resume.

Resume Writing Do’s:
· Write your resume on standard letter size, white or off-white paper.
· Write your resume with plenty of space between paragraphs, and allow for adequate
margins.
· Use conversational English. Stay away from multi-syllable words when a one or two syllable
word is clearer, and no “slang.”
· Only use short paragraphs: nothing longer than five lines.
· Make sure the resume and the cover letter are completely error-free. Proofread the resume
yourself, and ask others proofread it also.
· Write your resume for a specific job or company, if applicable. It is more work, but often worth
the effort.
· Include some significant contributions from each job.
· Allow more space for most relevant jobs.
· List memberships with professional, trade and civic associations, if appropriate.
· Keep a permanent file of achievements, no matter how small.
· Give your references a copy of your resume.
· Send a brief, customized cover letter with each resume.
· Send your resume by overnight mail if applying for a high salary position.
· Re-read resume before the interview to refresh your memory regarding key points.

There may be other Do’s that are pertaining to specific industries.

Watch this space for things you must not do if you really want to write your best resume.

Writing Your Best Resume-Don't write a bad resume.

2008-02-14T08:30:00.003-06:00

Sometimes it is worth stating the obvious: a good resume alone can’t get you a job, but a bad resume can stop you from getting the first interview - and without that interview there's no chance of getting the job.

Some of the new rules for better resumes start with the fact that there are fewer rules. What tends to work today is a more conservative style and focus on key achievements (especially those of particular interest to the employer).

Getting a career job is more competitive than it used to be. The best jobs require more specialized and diverse skills than ever before. Remember what interests an employer for one job may not fit for an employer offering a different job. This is why it is essential that people who qualify for several different types of jobs have different resumes for each one. Each resume should be accurate and truthful, but highlight different strengths related to open job.

Watch this space in coming days for some reality-based resume writing do’s and don’ts.

Writing Your Best Resume - Putting It All Together

2008-02-06T15:46:00.000-06:00

WRITING YOUR BEST RESUME – Putting It All Together

Up to now, you have selected the best approach (chronological, functional or a combination of the two), and have defined important elements in your resume. These elements are:

· Job Objective (Stated in a clear and concise manner).
· Qualifications (Brief, honest and to the point).
· Relevant skills and experience (Emphasis on “relevant”).
· Work History (Frequently presented in chronological order).
· Education and training (Includes formal programs and certifications earned).

Assemble the five elements of your resume and type a draft.

· Omit anything personal and unrelated to your Job Objective (age, marital
status, height/weight, hobbies, etc.).
· If possible, omit the details of less important past jobs that create a less favorable image.
· Keep resume to one page if you can.

If your resume is on two pages:
· Present your key points on page one (job objective, skills, accomplishments).
· Use page two for the work history and education.
· Always write your full name plus "page two" at top of second page.
· It is sometimes helpful to write "continued" on page one.
· Print it on two sheets of paper, and don't staple them together (permits the two pages to
be placed side-by-side to view the whole resume at once; also the staple makes an
unsightly lump in envelop).

Writing Your Best Resume - Part Two

2008-01-31T10:28:00.000-06:00

WRITING YOUR BEST RESUME – PART 2

In Part 2, you must determine which skills and experiences are relevant to the position objective. You are writing a word picture of yourself in the proposed new job, created out the best of your past experience. Steps in building this word picture include:

Study your Job Objective and ask yourself “what are the 4-5 most important skills required?”

Create a series of columns on a spreadsheet for each of those skills or special know-how areas and label each column.

Then ask yourself, "When did I use those same skills in the past?"

Under each of the skills write action-oriented, simple statements that clearly and concisely describe how you used or developed those skills in the past.

Assemble the Relevant Skills and Experience section of your resume by putting the contents of those 4-5 skill columns together on one page.

The primary message this section should be:

1. You are generally qualified. You have the experience, credentials, and basic skills needed for the job.

2. You are uniquely qualified. You own unique qualifications in the areas that really matter for this particular job.

Examples of what to include in this section are :

Amount of relevant experience.

Formal training and credentials.

One significant accomplishment

One or two outstanding skills or abilities.

A reference to your values, commitment, or philosophy if appropriate.

Writing Your Best Resume - Part One

2008-01-27T07:24:00.000-06:00

WRITING YOUR BEST RESUME – Part One

Once you have selected an overall approach to writing your best resume, you need to spend time on defining several foundational elements: work history, education and training, and defining your job objective.

Work History. An important first step to writing your best resume is to create a "Work History List." It is important to keep in mind that not everything on your list will necessarily appear on this version of your resume. For positions that are paid and volunteer, list the dates started and ended, your job title, and the name and city of the company or organization. All such positions listed should be in chronological order.

Education and Training. Compose an Education and Training List, which should include :

1. The schools you attended, with all dates, degrees, and honors.
2. Additional study in your field (e.g., classes taken, workshops/conferences attended, along with other informal learning).
3. Certifications: Note any professional certifications achieved (e.g., Professional in Human Resources-Society for Human Resource Management, etc.).
Job Objective. Write a clearly stated Job Objective, using a minimum number of words. The objective statement should answer the following questions: What do I want to do? Who or with whom do I want to do it? Where do I want to do it?

With this completed, you are well on your way to that best resume. But wait, there is much more. Watch this space for important next steps.

Writing Your Best Resume - Combination Approach

2008-01-20T20:00:00.000-06:00

COMBINE CHRONOLOGICAL AND FUNCTIONAL APPROACHES

Combining the two approaches recognizes inherent drawbacks of both the chronological and functional approaches when used in their purest forms.

The pure chronological resume runs the risk of being too dull; a boring autobiography of work. Even; if it is descriptive, it may not be persuasive about personal qualifications.

The pure functional resume can be too free-floating and read like a set of statements about abilities that are not linked to verifiable sources of confirmation.

Whether you prefer the chronological or functional approaches, a really effective resume often blends the best of each.

The Chronological/Combination Resume:

This format retains the structure of a job-by-job outline of experience and emphasizes accomplishments, the foundation of the functional resume.

The Functional/Combination Resume:

This format retains the structure of key skills, knowledge and accomplishments, incorporating an EXPERIENCE section, which shows career-related time/space anchors, the foundation of the chronological resume.

After deciding on the right format, the way to organize the information is equally as important.

Watch this space for some guidelines to assist you in creating your best resume.

Writing Your Best Resume - The Functional Approach

2008-01-18T18:37:00.000-06:00

FUNCTIONAL APPROACH

Your key skills, knowledge and related accomplishments are the primary organizing principles of this approach by citing relevant examples of effectiveness as proof of your ability to contribute.

PROs:

This approach provides an opportunity to establish the transferability of skills and accomplishments for candidates who are starting or changing a career. Grouping these items in self-contained categories builds a case for your ability to function in a new situation. The conventional resume format dilutes or contradicts this talent.

Not limited to paid employment, you can give status to qualifying experience from every area of life. This format widens the scope of informal experiences supportive of your career objective, including special projects, internships, community service and relevant leisure pursuits. It eliminates distinctions that discount their importance.

CONs:

For qualified candidates with a linear career path, this format challenges the standard presentation of personal strengths. Executive recruiters and other employment professionals prefer a job-by-job description to trace with clarity exactly what has been done, for whom, where and when.

Some employers may suspect that this format hides background information of importance.

In a purely functional resume, key time/space anchors that employers expect are not given. This information can be essential to credibility.

When to use:

The functional approach is particularly effective and highly recommended for people without direct experience in the area of their career objective. Since it accents skills and achievements, it is effective and often desired by people who are well established in a career.

Writing Your Best Resume - The Chronological Approach

2008-01-15T19:09:00.000-06:00

CHRONOLOGICAL APPROACH

Your employment record is the primary organizing principle for this format, a job-by-job historical narrative of your work effectiveness.

PROs:

This format emphasizes formal qualifications for the work you are seeking. It is most appropriate for directly qualified candidates with linear progression paths and showcases the track record of clearly pertinent, often increasingly responsible experiences. Use of judgment in grappling with job challenges is emphasized.

Recruiters and some hiring managers are accustomed to, and often prefer, the chronological format. Many find it familiar, straightforward and easy to use when making preliminary decisions concerning the candidate.

CONs:

For candidates who are starting or changing a career, this format emphasizes the lack of direct, in-depth experience in the targeted career area. It underscores past identity rather than future potential.

Gaps in employment, conspicuously brief or long affiliations, and time periods elapsed since certain qualifying experiences are spotlighted.

Rather than accenting accomplishments on the job, it lends itself to a somewhat dry, repetitive recitation of job responsibilities.

It often does not help the candidate who is in the latter stages of their career. Someone with many work experiences can struggle making their pitch with a chronological resume because their best skills and attributes can get lost in the details.

When to use:

The chronological format is particularly effective for people with clear-cut qualifications, who are continuing or advancing in a particular career direction. It can be acceptable for other, less qualified people. This format is productive if you cite relevant skills and tasks that support your career or job search objectives.

Writing Your Best Resume - Choose an Approach

2008-01-14T15:59:00.000-06:00

CHOOSE AN APPROACH

Deciding upon the best approach for your resume format is a major decision. Real and compelling differences characterize the two most common formats, which have impact on the receptivity employers have to your initiatives.

No universally "right" format is appropriate for all people. Your review of your own objective and background will be your most effective guide to selecting the best format for you.

Most resumes are served by two approaches: Chronological or Functional. The chronological approach states work experiences in the order they were incurred. The functional approach focuses on particular job functions the person has experience with. I will provide the pro's and con's of each in coming posts.

Writing Your Best Resume - Introduction

2008-01-07T08:53:00.001-06:00

Introduction: Writing Your Best Resume

Writing a resume is frequently an after-thought. You see an advertisement or hear of a job opening and need to send a resume. So the precious document is hastily created or revised from an old resume, without taking time for a little planning and forethought.

A resume is still the first introduction most organizations have to a candidate, and that makes it extremely important. Your resume should be written before you actually need it, and produced with particular attention to its overall structure. Watch this space for steps to take in deciding the best approach to take, how to write a great resume, and lists of some do’s and never do’s.

#1 of My Top 8 Behaviors for a Successful Interview

2007-12-27T09:19:00.000-06:00

#1: Be your best “you.” There are many things a job candidate cannot control in an interview. The candidate has no control over whom, how and when interviews are conducted, what questions will be asked, or obviously, control over who gets the job. But there are a number of other things that a candidate does have control over. A candidate should ever lose a job offer because of something that was within their purview to make happen. Examples include: Being early for interview (anything short of a natural disaster sounds like merely an excuse for being late – and there are no excuses); Learn name of interviewer (smile, look them in the eye, and be sure to greet with a firm handshake); Use good manners (remember, this applies to everyone a candidate comes in contact with); Relax and answer each question concisely (noticeable nervousness and/or rambling answers are a distraction); Use proper English (avoid slang, speak clearly, focus on connecting and communicating); Be cooperative and enthusiastic (go with the flow, do not pick arguments, and smile a lot); Show interest with body language (use eye contact, sit-up straight, do not cross arms, etc.); Ask questions about position and organization (but avoid questions whose answers are easily found on company Web site); Avoid asking about pay in initial interview (unless a job offer is made, it can appear self-centered on part of candidate); Thank the interviewer (say thanks when you leave, remember the firm handshake, send a short thank you note).

In review, my top eight behaviors for a successful interview are:

#1: Be your best “you.”

#2: Clean-up your act.

#3: Treat everyone you encounter as a potential interviewer.

#4: Keep Cool.

#5: Beware of the small talk.

#6: There is value in the details.

#7: Do your homework.

#8: Smile.

Doing these eight behaviors will help you get an edge over the competition and achieve successful interview results. Best wishes for a profitable job search and winning interview in your future.

#2 of My Top 8 Behaviors for a Successful Interview

2007-12-24T09:41:00.000-06:00

#2: Clean-up your act. This is a controversial area, but like it or not, a good part of the impression an interviewer first forms of you depends on how you're dressed. All protests aside about not “judging a book by its cover,” appearance still counts in an interview. Wear a nice suit or whatever is considered appropriate for the business. Even if you know the work place to be a casual environment, I believe it is OK to dress-up anyway. By wearing clothes that are coordinated, clean and pressed, it is one more way for the candidate to show interest and that they want the job. I know, many job candidates believe they are not being true to themselves if they dress differently than they do every day. But with competition for some jobs very keen, why not improve the odds of success by changing those things within your control?

Another long-time area of conflict is facial hair. Though beards are popular and more accepted on men of all ages, I still see surveys of hiring managers indicating a bias toward the clean shaven.

And though tattoos various body piercings are now mainstream and at the height of popularity, they too can be a point of bias on the part of interviewers. Therefore, all body art should be covered and all visible body piercings removed (with the exception of earrings). If the position requires you to represent the company to customers and/or the general public, the hiring company may have something to say about display of these things post-hire anyway.

Put your best foot forward in the interview, and "dress for success." You will be glad you did.

#3 of My Top 8 Behaviors for a Successful Interview

2007-12-17T18:21:00.001-06:00

#3: Treat everyone you encounter as a potential interviewer. Many hiring managers ask all people who interacted with a candidate, from the administrative staff to members of their department, for feedback on a prospective employee. So smile and be pleasant toward all of those you meet and curb the tendency to focus only on those who are perceived to be the hiring managers. You never know whether a seemingly small event outside of the interview will be noticed and reported and potentially make the difference (examples: holding a loud cell phone discussion in front of an administrative assistant while between interviews versus quietly using the time to prepare or relax.

#4 of My Top 8 Behaviors for a Successful Interview

2007-12-13T18:14:00.000-06:00

Remain Calm. A great way to make a good first impression is to master the interview butterflies. Feeling some stress is a natural response to the interviewing process, and most candidates experience it at some level. The trick is not to show it. Even though most aspects of the interview are outside a candidate’s control, it is important to leverage the things that are in your power. One example: give yourself a time cushion, and plan to arrive at the interview destination 10-15 minutes early. This will give you some extra time in case you get lost or find unexpected traffic travel conditions, or at very least allow an opportunity to compose yourself and relax a little. Another thing successful candidates do it anticipate questions they are likely to be asked, and give pre-thought to the answers. This bit of preparation will be a confidence booster and stress reliever. Whether any or all of those specific questions are asked, many of the answers often prove useful with respect to other questions. The more pre-work you do for the interview, the more it will calm the nerves.

Over the course of my experience, I have conducted hundreds of employment interviews for positions ranging from shop floor to executive level. After awhile you begin to notice that successful candidates did certain behaviors that contributed to their positive outcome. Likewise, the unsuccessful candidates have certain other actions in common which did led to their not being chosen or at the very least, did not help them.Many hiring managers say they can often tell if someone is the right fit for his or her organization just minutes after the handshake. In a recent Robert Half survey, executives polled said they typically form an opinion of a candidate within the first ten minutes of an employment interview. With such a short amount of time to interact with a hiring manager, what can the candidate do to achieve a positive response? No matter what position level or career experience, doing these eight behaviors will help a candidate get an edge over the competition.

#5 of My Top 8 Behaviors for a Successful Interview

2007-12-11T08:25:00.000-06:00

#5: Beware of the small talk. Small talk plays an important role in the interview by helping to break the ice and put both parties at ease. But be careful: it is easy to make costly mistakes during the informal periods like walking between interviews or at lunch when guard is down. Strive for a happy medium in your comments. Saying too little can make you seem aloof or afraid. Saying too much can alienate, and come across as obnoxious or worse. If the hiring manager asks whether traffic was heavy or if you had problems with the directions they provided, offer more than just a "yes" or "no" answer, but be sure not to chatter needlessly.

Over the course of my experience, I have conducted hundreds of employment interviews for positions ranging from shop floor to executive level. After awhile you begin to notice that successful candidates did certain behaviors that contributed to their positive outcome. Likewise, the unsuccessful candidates have certain other actions in common which did led to their not being chosen or at the very least, did not help them.

Many hiring managers say they can often tell if someone is the right fit for his or her organization just minutes after the handshake. In a recent Robert Half survey, executives polled said they typically form an opinion of a candidate within the first ten minutes of an employment interview. With such a short amount of time to interact with a hiring manager, what can the candidate do to achieve a positive response?

No matter what position level or career experience, doing these eight behaviors will help a candidate get an edge over the competition.

#6 of My Top 8 Behaviors for a Successful Interview

2007-12-08T13:52:00.000-06:00

#6: There is value in the details. Managers are often incredibly busy, which makes for short interviews. Therefore additional importance is placed on maximizing the time available and requires a focus on the more subtle points of the interview, such as giving a firm handshake, maintaining eye contact and practicing good posture. Your nonverbal cues can say a lot about your personality and interest in the position. Seemingly small behaviors can send un-intended messages, and examples include:

· Crossing arms: Closed; keeping people at bay.
· Over-reacting; nodding hurriedly: Insincere; unprofessional.
· Tense facial expressions: Nervous; control-oriented; or angry.

It is normal to be nervous, and some tension is to be expected. Take a few long, slow breaths to calm down.

#7 of my Top 8 Behaviors for a Winning Interview

2007-12-04T07:47:00.001-06:00

Do your homework. Managers often begin the interview by asking candidates some general questions about their experience, knowledge of the company and ability to be successful in the position. For example, "Can you tell me a little about yourself?" "What do you know about our organization?" and "Why do you want to work here?" are some generic questions. Doing a little homework ahead of time gives the candidate something to talk about when asked these questions, and enables them to relate question responses specifically to the organization's needs or priorities.

#8 of My Top 8 Behaviors for a Winning Interview

2007-12-02T06:22:00.000-06:00

Many hiring managers say they can often tell if someone is the right fit for his or her organization just minutes after the handshake. In a recent Robert Half survey, executives said they typically form an opinion of a candidate within the first ten minutes of an employment interview. With such a short amount of time to interact with a hiring manager, what can the candidate do to achieve a positive response?

I believe there are eight things a candidate for employment must do. No matter what position level or career experience, these doing these behaviors will help a candidate get an edge over the competition. Starting in reverse order:

8. Smile. I know for some people this may be painful, but a ready smile says you are confidant and positive. Being positive goes a long way toward convincing the interviewer that you're right for the job. Consider whether you're making any common nervous mistakes (e.g., such as rushing your responses or not listening to the full questions), and adjust your communications as necessary. Many employers want positive people. They are nice to work with and customers appreciate them. A smile says you are that person.

Future Trends In Business

2007-11-20T11:05:00.000-06:00

Dr. James Canton, Chairman and CEO of the Institute for Global Futures listed his "Top Ten" list of trends in business. They are listed below with IGF permission:

Business and technology are fusing into one system, one conversation, and one strategy for one world.

Innovations are about new business models, new leadership and knowledge engineering.

Formation and networking of knowledge that creates results, is the true asset of the 21st century.

The ability to capture and analyze customer information about products/service use, needs, wants, and behavior will lead to bottom line business results like never before.

Customer touch points are becoming integrated across all channels.

Organizations will thrive based upon their ability to understand trends in technology, society and the marketplace.

Disruptions are coming in the forms of emerging markets, electronic communication, security breeches and changing customer demographics.

Human capital, the value of talent, will be the most valuable resource.

Entirely new industries will be formed by innovations yet to be brought to market, including breakthroughs in health enhancement products and on-demand supply chains.

A new kind of leader will emerge that is aware of how to attract talent, manage innovation, set high visions, and execute profitability.

If these observations prove true, what role do you see for human resources in the future? What may be different for human resources? Where does it fit?

2007-11-14T18:24:00.000-06:00

Labor Strikes in the New Millennium

There have recently been some high profile labor strikes in the news. As I write this, Hollywood writers are on strike. Not long ago there was a brief strike at Chrysler before their new labor contract was approved. But frequent or large numbers of labor strikes across the country are a thing of the past. Often, when there is a strike it is of short duration.

However, there are a few exceptions in recent years, like the Goodyear strike a few years ago, where the strike lasted longer and had more serious ramifications for both sides involved. In many ways that strike reflected a reality faced by many American manufacturers. Key facts included:

The United Steelworkers union called the strike because Goodyear had announced plans to close two plants (Gadsden, AL and Tyler, TX).

Goodyear expected to be $2.2 billion short in covering pension obligations in 2006 and said it could save $50 million/year by closing a U.S. plant.

Goodyear said the union refused to help them to remain competitive in a global economy, and the contract provisions the company wanted would protect jobs long term and provide for retiree medical benefits.

The Union said they had agreed to closing a plant and cutting pay and other benefits in the 2003 negotiations, and now was being asked for similar concessions again.

In 2003, Goodyear lost more than $1 billion, took on billions in debt and saw its stock go down from a high of $20 per share in 2002, to below $4 per share in early 2006. The stock later rebounded to the $14 per share range.

One complicating factor in negotiations was that senior executives received huge bonuses in 2006. Securities and Exchange Commission records showed Goodyear CEO Robert J. Keegan collected a $2.6 million bonus in 2005. Head of North American tire division, Jonathan D. Rich, was paid $680,000.

Ultimately the strike was resolved with the union being unable to prevent the plant closures, but preserving some benefit previsions for current and retired employees.

This strike illustrated the issues presented by a number of situations in American manufacturing. We live in a global economy and there are ever expanding alternatives for where goods can be manufactured for less. The collective bargaining process cannot prevail against market pressures. A strike is never a pretty situation, and I do not envy those involved on either side.

Determining Fair Pay

2007-11-11T15:30:00.000-06:00

Pay issues at work can be among the most emotional in the workplace. When employee pay amounts are allowed to evolve without benefit of some structure, they can sometimes become skewed and unfair. Many a sleepless night is experienced by people who are unhappy about pay or related issues, along with turnover and other problems experienced by the organization.

Compensation system development programs determine how much to pay employees using objective and unbiased guidelines. Organizations need to make valid comparisons in order to keep rates of pay fair and current. It is essential to also consider such factors as total compensation (i.e., pay, benefits, etc.), and legal exposure, in order to make the best use of compensation dollars.

Such compensation processes provide for development and implementation of strategies, systems for the control, validation and integrity of compensation data, and benefits products. These processes also play a quality assurance role, such as analyzing and evaluating compensation plan deliverables and providing advice and guidance to the management team.

There are three key issues that must be addressed when designing a compensation structure:

Internal equity - Are the jobs within the organization fairly priced in comparison to one another?

External equity - Are the jobs within the organization fairly priced in comparison to those of other organizations with which it competes for employees?

Individual equity - Are the jobs within the organization fairly priced in comparison to one another in the eyes of employees?

Have you noticed evidence of these tools being used within organizations or companies you are/were involved with? Watch for them and see the role they play in providing fair and equitable compensation.

Don't Copy Policies

2007-11-07T19:32:00.000-06:00

There are well publicized incidents these days of plagiarism. Stories of people in universities and print media come to mind. But what if someone copies a policy or handbook from another company or the Internet? You may not run afoul of copyrights, but there are many other risks and problems such a practice can bring about. Following are a few examples:

· “Borrowed” handbooks or copying someone else’s policy can cause problems if there are unique standards or rules that should be communicated but are missing. Also, if some other policies should not be there, they may be adopted by mistake.

· A use of impersonal, third person or “legal-like” language may cause someone to think it actually is a contract.

· The employer may accidently imply promises of employment security (e.g., phrases used like “permanent employee…” Also an employer may say things that inadvertently promise employment security (e.g., “You’ll have a job here as long as you perform well”).

· Similarly, resist the urge to publish a policy just because it sounds good, when there is actually no support for it. It can be very difficult later if the organization publishes a grievance process that management may later disregard.

· Policies may contain absolute or “zero tolerance” wording and may require a “proof” standard. Mandatory wording (e.g., “shall” and “will”) conveys a commitment. It is better to use discretionary words (e.g., “may”).

Word to the wise: jurors cannot take a transcript of court testimony into the deliberation
room, but can take a copy of the employee handbook.

Organizational leaders generally and HR managers specifically have an opportunity to
influence the content and handling of policies and avoid many problems.