Career Management Alliance Blog

The Career Journal covered this topic in a recent article and pointed out several reasons why or why not to hire a professional résumé writer. I am biased – I make my living writing other people’s resumes. Like every other business, there are good writers and bad. For the purposes of this post, I am writing about the professional writers: the ones who are certified or credentialed and participate in professional associations, such as Career Masters Institute, the Professional Associations of Résumé Writers, and Career Directors International.

Fact or Fiction? Many executives and professionals don’t present themselves well on paper and need help attracting attention with their resumes.

This is a FACT. Having a résumé prepared professionally is not an indication of weakness. In most cases, the individuals are very well spoken, highly intelligent, and good writers. The problem is they don’t know WHAT is important to include (or not to include) and they don’t know HOW to say it in way that is compelling. Time is usually of the essence, and that is a large reason why they hire a professional.

Fact or Fiction? Technical professionals should craft their own resumes because resume writers will reduce their documents to one page.

This is FICTION. Every profession has specialists. There are many résumé writers that specialize in working with technical professionals. Many technical people don’t know how to write a résumé that appeals to non-techies as well as hiring managers. More often than not, techies will include way too much info (I’m talking 10-page resumes) than not enough.

Fact or Fiction? Professionally prepared resumes leave out critical details because many resume writers haven’t worked as hiring managers and don’t know what employers are seeking.

Another piece of FICTION. Many professional résumé writers have a background in human resources, recruitment, and management. In fact, many became professional résumé writers because they spent so much time reviewing poorly constructed resumes. The job-seeking clients are the experts in their fields, and professional résumé writers help those clients present a value proposition, as well as show the most important details compelling to both recruiters and hiring managers.

Fact or Fiction? Web sites that charge low fees might turn out hundreds of look-alike products or be lax on quality.

This is mostly a FACT. Professional résumé writers – the ones that are certified and/or credentialed – will be charging a professional fee. Job seekers should be prepared to invest several hundred dollars or more for a professional résumé writer’s service. However, in the words of Deb Dib, an industry icon, “Candidates receive more than a written document. Working with a specialist helps people pare their careers to the most meaningful accomplishments and identify their value to employers. That’s what you’re investing in.”

Posted by Michele Haffner

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The City of Brotherly Love is discussing work-life balance on the front pages of the Inquirer, The Head Coach of the Philadelphia Eagles, Andy Reid, has recently returned to work after a 5-week family LOA. This exposure is good for all of us whose need to balance work and family priorities is less public, but no less important.

Philly and her infamous football fans are following the story of Reid’€™s decision to dedicate his full attention to the needs of his adult sons, who face serious legal challenges. Known more for Rocky Balboa and cheesesteaks than for progressive social policy, Philadelphia may indeed be displaying more love and respect for people who make work-life choices.

Reid returned to his coaching duties on March 24, 2007, and admitted feeling conflicted about the demands of work and family. It is refreshing to read comments like his in the Sports section of major newspapers. This very big man in a big man’s sport talks freely about his principal concern – his family. Yet he also makes it clear that balance is something he expects of himself: “You balance it out and you go forward.”

This issue has been simmering in the background of many professions – legal, medical, performing arts – and its place on the front page is now shared by politicians. John and Elizabeth Edwards represent another side of this balancing act; their choice is not to take leave of their career goal in the face of a grim medial prognosis.

As a career consultant, I see this as one of the major issues that candidates struggle with. Few people want to work 24/7, yet technology, offshoring, outsourcing, and shareholder expectations have created tremendous pressures on working people. In addition to the latter external forces, many people choose a workaholic lifestyle for a variety of psychological and financial reasons.

The fact that high-profile men like Tony Dungy, Andy Reid, and John Edwards are grappling with these issues on 60-Minutes, on talk-radio, and in the nation’s newspapers is good for those of us whose stories are not as newsworthy. Seize the moment – discuss this topic with other readers, with your family, your colleagues, and your employer. Work life balance is in play…

Posted by Karen Katz

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The answer is (of course) it depends. It depends on career experience, it depends on target audience, and it depends on the position. Here are a few guidelines:

1. Recent graduate and/or less than 10 years of professional experience: One page (usually).
2. Trades, clerical/administrative support, customer service, IT support, classroom teachers, nurses: One page (usually).
3. Managers, directors, administrators, and executives – 15+ years of experience: Two pages (usually).
4. Researchers, academics, medical/scientific professionals: Two pages (usually) – often use the curriculum vitae (CV) format.

For a recent graduate and/or candidate with less than 10 years of experience, one page is plenty to showcase education and one or two jobs. Many young professionals frequently switch employers early in their careers. In this case, more than one page might be necessary.

Individuals with a number of job titles, promotions, varied responsibilities, and significant accomplishments generally need two pages. If a full history is required it is still possible to get everything into two pages by condensing early career history (more than 15-20 years ago). In cases where there are a lot of detailed accomplishments, I recommend developing additional addendums such as, Significant Projects, Critical Leadership Examples, or Product Development Initiatives.

Again, these are only guidelines. There are really no hard and fast rules. It is true that recruiters are very busy and don’t have time to read novels. However, the idea that a résumé will get tossed simply because it is more than one page is mostly an urban legend. Having said that, I don’t advise going beyond two pages. Most important: be sure to put contact information, brand/value proposition, and significant accomplishments toward the beginning of the résumé.

Posted by Michele Haffner

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Quite often when I meet people who are in career transition, they are not in the situation by choice. Some were downsized and never saw the warning signs. Others knew the inevitable, but choose to wait until they were ushered out the door before thinking about their future search.

When they begin an active search, many job seekers report that they do not have a viable network of contacts because they didn’t have the time to stay connected to colleagues, vendors, strategic partners, or anyone else that they formed a trusting working relationship with. Some confess that they never saw the need to develop these relationships past the day-to-day business functions because they assumed that their jobs were theirs for as long as they wanted them and there was no need to rely on contacts for future opportunities. Under these circumstances, reconnecting with people can feel embarrassing, phony, or just plain desperate.These feelings lead to less networking which limits the amount of information the job seeker can gather and the quality of the decision makers they can source.

Whether you are in active search mode or not, you should always be managing your career. As Jason Alba points out on the Jibber Jobber blog, there’s a big difference between someone who is looking for a job and someone who is managing their career. Here are a few differences I’d like to add to Jason’s excellent post.

1. Job seekers are reactive and career managers are proactive. Job seekers often rely on the open job market such as job boards and recruiters as their main method of search and mistakenly believe that by reacting to postings on what’s available they will source a new position. Career managers know that by proactively building relationships with potential decision makers, they will build a robust network of contacts that they can rely on should they need information in the future.
2. Job seekers believe they have limited control over their search while career managers understand that they control their career destiny. Job seekers tend to send their resumes out into cyberspace with a “wait and see” approach. Career managers aggressively source decision makers to influence the efficiency and quality of their search.
3. Job seekers take and career managers give. Job seekers often expect quality leads from recruiters and job boards even though they are competing against many qualified candidates and they are vying for interviews with hiring managers when there is no relationship. Career managers realize that when you network you focus on giving more than you get which in turn builds relationship, good will, and reciprocity.
4. Job seekers are impatient and career managers are patient. Job seekers are looking for the quick fix…the job posting that matches their skills perfectly or the recruiter that will call them back immediately. Career managers build a methodical search strategy and solid relationships over time so their contacts are available and willing to give them advice and support when they need it.

By building and nurturing professional and personal relationships on a regular basis, you are more likely to have a strong support system to rely on should you need to reach out to others to secure information on companies, industries, and decision makers. Shed your job seeker persona and replace it with a career manager mentality and see the significant gains you can make with a slight attitude adjustment.

Posted by Barbara Safani

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Philadelphia Media Holdings, publisher of The Inquirer and Daily News, reported that Tom Geonnotti has recently returned to the papers as Director of Advertising.

Apart from a hearty “congratulations,” why is this significant?

Because Geonnotti is one of many “boomerangs” – a group of corporate alums who
are returning to their former employers. Most of these alums are returning as managers and executives; many are retirees. This is a growing trend that gives new meaning to the adage, “Don’t burn your bridges…”

WIIF (What’s In It For) the returning employee?

* They encounter less of a “learning curve;” they know what they are getting into

* They are less likely to find a “cultural disconnect;” they know the players

* They are invested – many have retained stock and are company ambassadors

WIIF (What’s In It For) the hiring company?

*Substantial cost savings (SelectMinds reports that
the average Fortune 500 company could save $12 million/year by actively
recruiting alumni) <>

*Former employees can provide new ideas, helping
their former employer to benefit from the new trends and technologies
acquired elsewhere

*The hiring company benefits from accumulated good
will – the returning employee is likely to be a true company
evangelist, shown to stay longer and perform well the second time
around.

The consultant who has been advising The Inquirer and
Daily News made the decision to hire Geonnotti 30 years ago, straight
out of Rutgers University. He said “his motivation for hiring him ws
the same then as it was now. He just exuded so much energy; you could
feel it in the room.”

Published by Karen Katz

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There’s an excellent article on strategic networking on AOL from networking guru Debra Feldman. Networking
is more than just going to a lot of different meetings and collecting handfuls of business
cards. Savvy networkers know that in order for networking to be effective, they
must network purposefully to find the appropriate decision makers.

An
excellent strategy for networking purposefully is to develop a self marketing
plan that can be shared with people you meet at networking events and
informational interviews. The profile helps to anchor the conversation and
allows the job seeker to garner additional information on target companies and
decision makers.

Here
are the key attributes of a sound self-marketing plan.

Profile

Like
the profile on the resume, the profile on the self-marketing plan offers a
sound bite of information for the reader and showcases overall accomplishments
and competencies.

Successes

List
three to five key accomplishments that define your value add for a particular
type of role or industry.

Target Positions

Showcase
the types of positions that are a good fit for you based on your experience,
level, and interests.

Target Industries

Some
job seekers have skills that lend themselves to a specific industry. For
example, an investment banker will most likely target commercial or private
banking or hedge funds. An accountant, on the other hand, may target public
accounting firms or multiple industries such as healthcare, manufacturing,
telecommunications, etc.

Target Contacts

Discuss
the type of decision maker you need to get in front of. The appropriate
decision maker is typically someone who is in a position that is one to two
levels above you.

Target Company Profile

By
including this section you can telegraph the type of company you would like to
work for. Examples might include international firms, start-ups, high-growth,
or distressed organizations seeking a turnaround specialist.

Target Companies

Create
a robust list of companies that are reasonable targets for you. If possible,
rank order them by preference.

Geography

Summarizing
the cities, states, and countries you are interested in working in helps your
audience better understand the area you are targeting and the degree of
geographic flexibility in your search.

Company Size

Fortune
500 versus a start-up…many job seekers have definite opinions concerning where
they would like to work. By conveying preferences on the self marketing plan,
you quickly clarify the type of company you wish to pursue. This helps your audience
give you more specific and productive recommendations.

Employment History

Include
a list of companies you have worked for. This is just a snapshot of information
and does not require a great deal of detail. The resume is the more appropriate
place for a more developed chronology.

Try
using the self-marketing plan during your next informational interview. The
document will help crystallize your past successes and future goals and help
you in your quest to network purposefully.

Posted by Barbara Safani

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No, I’m not referring to a horror flick or vandalism. This employment trend is not a new concept (ask any working mother), it’s just one that’s been getting considerable media attention lately. Marci Alboher, author of One Person/Multiple Careers, describes the trend among baby boomers – men and women – as “slash careers.” After watching friends and colleagues Alboher noticed that many were working in one career while building a second or third on the side.

It was happening everywhere. From banker/novelists to lawyer/chefs and mommy/CEOs, the slash had graduated from a mere punctuation mark to the new must-have resume accessory. Why were all these people turning their hobbies or passions into second careers and reengineering themselves in this way? And why did these slashes (as I started to call them) seem so much more fulfilled—and less stressed out—than those who stuck to one job?… I talked to hundreds of people who have created careers that involve a quirky coupling of occupational interests…. the slashes convinced me that all the talk we hear about work/life boundaries is hooey. The most satisfied people I found never talked about “leaving work at work.” What they had in common was a career that fueled their passions, whether or not that career made sense to anyone else.

After reading Alboher’s article, I realized that I’m a slasher: a writer/career coach, a mother/wife, and a music ministry director/musician. The boundaries between my careers are always blurred, but it wasn’t always that way. There was a time when I tried to establish boundaries, and got stressed out doing so. When I stopped trying to keep the three areas in nice, tidy packages and accepted that sometimes I was going to have “spillovers,” things became much easier. Certainly life can get crazy and hectic at times, but I wouldn’t have it any other way.

Posted by Michele Haffner

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You understand that your selection for a new position may depend upon the business plan, value statement, or marketing plan that you’ve developed to meet the needs of your target organization. Now you must be able to tell your story in a way that compels people to listen! In other words, you must be able to present your USP or Brand using examples of your previous experience. Here’s how to do it…

USE AN EXAMPLE of a personal or professional circumstance that validates your claim to a specific skill, personal quality, area of knowledge, or accomplishment. Frame the example in the P-A-R (PROBLEM (CHALLENGE) – ACTION – RESULT) format, and be conversational in your explanation.

USE A TESTIMONIAL to frame your example in the words of a peer, a supervisor, a professor, etc. This works well in cases where you may feel that you are “bragging about yourself.” Your description of your work ethic sounds less like self-promotion when described in words that are ascribed to others, like your colleagues or supervisor.

Remember, you can give yourself a few extra seconds to organize your thoughts by asking the interviewer to rephrase or restate the question; or, say something like, “You raise an interesting question…” Also, there is no need to be afraid of moments of silence – don’t fill them with chatter!

A practice question:

Question: The person who held this position previously was very detail-oriented and had an exceptional ability to keep others on task to meet deadlines. What can you tell us about your project management experience?

CRITERIA: Ability to manage multiple priorities

Example:__________________________________________________________

Testimonial:_______________________________________________________

After mastering Examples and Testimonials, you’ll need to review company and industry research so that you can prepare three-four insightful questions for your interviewers. Look for future entries re: “Now it’s your turn to ask the questions…”

Posted by Karen Katz

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Michelle’s recent post on behavioral interviewing was “spot on.” Let’s look at some specific strategies you can use to nail the interview using the work that you’ve already done with your résumé writer:

*You’ve clearly and concisely described one – two “success stories” for each of your previous employers, using the Problem (Challenge) – Action – Result model.

*You’ve analyzed your accomplishment stories to identify the personal qualities, skills, and areas of knowledge that made it possible for you to achieve your successes.

*Now you need to re-frame this data in terms of what’s needed for the specific position you are applying for.

Step #1 – Study the job description and organization to identify the criteria for the job (not “requirements”). The criteria are likely to be “soft skills,” e.g., flexibility, team orientation, interpersonal skills, etc. Create a grid, with the criteria on the left and your previous employers across the top.

Step #2 – Fill-in the cells with a note about each employer/accomplishment that addresses the new job criteria. (Without the ability to post a table online, I can’t provide a good-looking sample – contact this author for a complimentary copy of this worksheet

Step #3 – Once you’ve completed this “homework,” use your notes to prepare for questions and conversation with the interviewers. Be careful to limit your responses to three – four crisp sentences, using the Problem (Challenge) – Action – Result model.

Ironically, you’ll need to rehearse these responses so you can deliver them in a style that appears to be totally spontaneous!

Rehearse wherever you are alone and won’t feel silly talking out loud to yourself, e.g., while driving, drying your hair, etc. Preparation is the key to nailing the behavioral interview.

Look for Part 2 of this post in a few days. In the meantime, here are a few links to facilitate your success with behavioral interviewing and the P-A-R model:

Career Services – University of Wisconsin-Eau Claire

Katharine Hansen, writing for Quintessential Careers

Posted by Karen Katz

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Ranking up there with getting a root canal is the behavioral interview. Ask ten people what they think about interviewing, and nine of them will say they have experienced at least mild anxiety. Some have talked about having nightmares or of breaking into a profuse sweat when seated in the interviewing chair. As I have written before, the client who scares me is the one who is not at all concerned about his performance in the interview.

The behavioral interview is based on the premise that past performance is the best predictor of a candidate’s future success. More and more corporate interviewers are trained to rely on this type of interview structure. Jason Warner – the Google Guy – has conducted about 4,000 interviews in his career as a recruiter, and estimates that less than 3% of candidates structure their answers correctly.

Whenever the question begins, “Tell me about a time when…,” you are getting a behavioral interview question. Here’s a simple formula for how to answer this question courtesy of Mr. Warner: Situation, Action, Result, and Interesting Features, SARI for short.

In describing the situation, give enough background to understand the context, but less detail is usually better. In describing the action, explain exactly what you did. Don’t use the word “we.” Referring to the action in terms of the intangible “we” is one of the most common interview mistakes according to Warner. Next, share the results of your efforts using some form of measurement or metrics. Finally, tell the interviewer something memorable and tie it back to the original competency asked about in the first place.

With a little practice, you can quickly master this technique. Here are a few questions to get you started.

Tell me about a time when you…
1. Coached an individual, or a group of individuals. What was the situation? How did you approach the coaching intervention? What was the outcome of your involvement? (Competency: Team Development)

2. Dealt with different or conflicting points of view concerning the best course of action to take for your organization. What was the issue? How did you handle it? (Competency: Organizational Awareness)

3. Set and achieved a challenging goal at work, one that was important to do, but may have been unpopular. What was your intent in doing so? How did you sell this to others? What was it about? What was the outcome? (Competency: Commitment, Integrity)

4. Had to truly listen and understand another person’s point of view in order to solve a problem or to deal with an issue. What was the nature of the problem/issue? What was your approach in resolving it? (Competency: Relationship Development)

5. Faced a challenge such as tight resources during a project you led or an assignment for which you were responsible. How did you handle the challenge? What was the outcome? (Competency: Results Orientation)

6. Anticipated potential obstacles to implementing a high visibility strategic initiative. What were the obstacles? How did you approach the situation? What was the outcome? (Competency: Strategic Thinking)

Posted by Michele Haffner

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