Strategies for Effective Resume Writing and Interviewing: Job Search as Sales Process

NATIONAL CONTRACT MANAGEMENT ASSOCIATION

Leslie Combs

Vice President

March 13, 2013

AGENDA

• What’s going on in job search today?

• What’s a resume?

• Best practices in resume writing.

• Selling yourself

• Closing the deal

RESUME WRITING – BEST PRACTICES

How does it look?

Common Structure

• Contact Information

• Summary

• Professional experience

• Education/Professional development

• Additional activities/qualifications/accomplishments

Attributes

• Correct information

• Accessible contact points

• Professional email address that includes your name

• Messages that greet a caller professionally

Pitfalls

• Children’s voices, musical notes, songs or cute messages

• Using the number “1” or lower case “L” in email address

• Tying up your home telephone with internet usage

• Errors and/or formatting that makes it difficult for people to contact you

Example

John Q. Public

123 Main Street (123) 456-7890 Mobile

Hometown, ST 12345 (456) 789-0123 Home

John_Public@aol.com

RESUME WRITING – BEST PRACTICES

Contact Information

Attributes

• Creates a strong statement of experience, areas of expertise, technical or professional skills and traits

• Targets attention and creates interest

• Contains key words relevant to your profession

• Creates a match to what your target market desires

Pitfalls

• Doesn’t depict your uniqueness

• Too short or too long

• Does not communicate professional level and industry

• Unclear as to what you want to do and where you might fit

Example Innovative and flexible healthcare executive experienced in management of acute and sub-acute facility operations, financial planning and data analysis, strategic planning and staff support services with a strong record of turning around operations. Leader in change management and transforming departments into high performance teams. Skilled in problem solving, management, and cross-functional team building. Key competencies include:

• Strategic planning • Project management • Union relations

• Resource management • Quality improvement • Recruitment/Retention

• Budget/Analysis • Change management • Performance management

RESUME WRITING – BEST PRACTICES

Summary

Attributes

• Provides a high-level job function description

• Frames key, brief accomplishment statements that capture actions and results

• Outlines statements that show the best of what you did and are relevant to your next role

• Have measurable results that convey value to organization in money, time, percentages, if possible

Pitfalls

• Accomplishment statements that do not pass the “So What?” test

• List tasks without organizational impact • Use unfamiliar terms and uncommon

acronyms • Too much detail reflecting “how” rather

than “what.” Save the “how” for the interview

Example

Saint Hospital, Town, State 2002 – 2004 Director of Nursing Operations

Managed patient care services at ___ for all impatient units including the Emergency Department (ED), Critical Care, medical surgical (including pediatrics) and geriatrics with 220 FTEs, operating budget of $13 million, and revenue of $55 million

• Developed and maintained cohesive management team of six managers. In absence of Vice President, Patient Care Services, responsible for hospital-wide patient care operations.

• Achieved 24/7 operation of a new 6-bed Clinical Decision Unit in the ED for better capacity management, more effective use of nursing staff, and improved customer service

• Created 12-bed Geriatric Unit as a new inpatient service with emphasis on patient safety, patient confidentiality, and efficient workflow.

RESUME WRITING – BEST PRACTICES

Professional Experience

Attributes

• List degrees, institution, and special achievements

• Include relevant professional development

• Relevant technical certifications and designations

Pitfalls

• Overlooking valuable aspects of educational experience

• Inaccuracies

• A laundry list of every course

• Overlooking leadership roles from volunteer and community activities

Example Education

MBA Management, University, Location BS Nursing, University, Location Certification

• Nursing Administration, 1995. Recertification, 2000

RESUME WRITING – BEST PRACTICES

Education / Professional Development

RESUME WRITING – BEST PRACTICES Additional Activities/Qualifications/Accomplishments

Attributes

• Role titles, organization, and dates in role

• Write out designations, licenses, and awards

• List organizations, publication names

• Creates relevant points of connection

• Demonstrates professional and personal uniqueness and multi-dimension

Pitfalls

• Associations that may be a values or interest conflict to an organization or interviewer

• Personal and family information • Acronyms and abbreviations • Too much information • Don’t create redundancy with your

professional experience

Elements

ADDENDUM: May require second page

• Teaching experience

• Publications

• Patents

• Training

• Licenses, designations, credentials

• Community associations

• Professional associations

• Awards

EFFECTIVE INTERVIEWING

IS SELLING.

What do I need to know?

SELLING YOURSELF

Interviewing

• How much interviewing experience have you had?

• How long has it been since you last interviewed?

• What do you like / dislike about the interview process?

SELLING YOURSELF

Interviewing Methods & Approaches

Interviewing Approaches include:

Traditional

• Inquiry, respond, and frame exploratory questions

Strategic – WIIFT

• Focus on organizational challenges and strategy

Behavioral

• Performance based probing around how you handled different circumstances

Psychological Assessment

• Probing around motivation, stress management, integrity, attitude, change, adaptability, approachability, and can include emotional and intellectual problem solving, situational leadership analysis and role-play

What Surprises people?

• CIDS Applications and Interviews

• Theoretical problem solving

• Exit & Probing around Failures

Interviewing Methods include; screening, telephone, one on one, panel discussion and behavior based

SELLING YOURSELF

Importance of Interview Preparation

• To better position yourself, your talents, your skills and your experience as a solution to their challenges

• Aids you in cultivating a win/win offer

• Increases your odds of success

• Helps you in predicting and preparing yourself for any potential surprises

• Your time is limited; maximize the time you have to sell yourself

Who you need to talk to prior to your meeting?

Network for information with:

• Employees, current & former

• Vendors and suppliers

• Competitors

• Recruiters who know you and know the organization

• Government Officials

• Stock Analysts

• Attorneys

• Consultants

Gather information from these sources for insight regarding:

• What is the culture of the organization?

• What are the key issues the company is facing?

• What is the company’s reputation?

• How do things get done in the organization?

• How has the organization changed and why?

SELLING YOURSELF

Interview Preparation

What do you need to discover prior to your meeting?

• Research the interviewers

• Google and LinkedIn yourself and them

Research Published Information – Industry Trends, Company, People

Trade Journals

Intelligence on Executive Team

Financial Data

– SEC.gov

– 10K Wizard

– Hoovers.com

– Edgars.com

– Bloomberg.com

– Dun and Bradstreet

SELLING YOURSELF

Interview Preparation

• Develop list of questions

• Take notes to the interview

• Use SOAR format to frame your stories

Situation

Obstacles

Accomplishment

Results

• Find out who will be conducting the interview

• Establish how much time is planned for the interview

• Logistics

SELLING YOURSELF

Interview Preparation

SELLING YOURSELF

During the Interview

Tips for Success

• Listen for opportunities, which you can solve; probe for needs and ideal candidate criteria

• Listen carefully to all questions and make sure you understand what is being asked; tack a follow-up or probing question on to the end of your answer every other question or so

• Be aware of your non-verbal cues (i.e., clothing, grooming, posture, interest, eye contact, hand gestures)

• Pay attention to the interviewer’s non-verbal cues, too

• Uncover as much information as possible about the position before going into details about your background

• Always respond in a positive tone, watch your rate of speech and tone

• Tailor and expand your positioning statement accordingly

• Postpone salary discussions until an offer is made

• Look for buying signs and stop selling when you see them

SELLING YOURSELF

Concluding the Interview

• Summarize key points

• Ask them for feedback (i.e., thoughts about your candidacy)

• Ask if there is an internal candidate

• Ask if this is a newly created position

• Ask what the next steps are and sense of urgency

• Clearly communicate your interest in the opening with 2-3 reasons that underscore your fit and potential contribution

• Arrange for a specific date and time for your next contact with them and preferred method of contact

• Make notes about the interview in private

• Send follow-up / thank you letters immediately

SELLING YOURSELF

Common Pitfalls

Sensitive Topics

• Birthplace

• Age

• Birthday

• Nationality

• Race

• Arrest record

• Marital Status

• Plans for having children

• Ages of children

• Hobbies / Activities

• Sentiments about unions

• Disability of physical limitations

Traps to Avoid

• Do not dominate the interview, listen carefully

• Be careful not to show signs of nervousness

• Never be critical of past employers

• Admit if there is something you do not know

• Never underestimate the influence of ‘gatekeepers’

SELLING YOURSELF When You Get the “Salary Requirement” Question

Defer

• Acknowledge question, but do not answer

Inquire

• Respond with a question, putting the ball back in their court

Reveal

• Give a range as a last alternative

Know your worth

• Conduct market research on salary compensation by title, size of company, revenue, geography and cost of living differentials including taxation

SELLING YOURSELF

Interviewing Exercise

• What questions do you most dislike to be asked during the interview process?

• Do you have prepared answers you can use when you get these questions?

• What are some questions that you should be asking?

SELLING YOURSELF

Interviewing – What Employers Look For

• Intellectual ability

• Results orientation

• Interpersonal and communication skills

• Management skills

• Team orientation

• Maturity

• Presence

• Chemistry, competency, character, compatibility, communication, compensation

SELLING YOURSELF

Interviewing – Tough Questions

• Are you satisfied with your career progress?

• Where do you see yourself in your career over the next couple of years?

• Why are you leaving (or did you leave) your most recent position?

• What responsibilities did you enjoy most in your last position?

• How would you describe your leadership style?

• What are your strengths?

• What are your weaknesses?

• What prepares you to do this job?

• Do you think that you might be overqualified for this position?

• Has your work ever been criticized? What was said?

• Do you object to taking psychological tests?

• What is your experience with boards?

• What is your experience with investors?

• What is your experience with crisis management?

• What was your most difficult decision and why?

• Are you more strategic or tactical?

• Tell me about your relationship management abilities with peers, boss and direct reports?

• How do you handle conflict?

• What would people say about you?

SELLING YOURSELF

Interviewing – Psychological Screen Questions

• How do you decide what to do and when to do it?

• What is one thing a company could possible ask you to do that you would absolutely refuse to do?

• What would you do if a customer you had a great relationship with suddenly started changing their relationship with you – bordering on avoiding you?

• How do you motivate people?

• Do people ever ask you for advice? If so, give me an example of one of those times.

• What do you lay awake at night or in the morning thinking about?

• Do you believe work should be fun? If so, what would you do to make it that way for your people?

• Are you competitive? Please give an example.

• How do you create profit?

• Do you need to be your own boss?

• Do you feel so strongly about something that you will work with all of your energy to change some one’s mind who doesn’t agree with you?

• How did you handle a problem employee or employees?

• What is your attitude toward authority?

• Can you change a person’s opinion with facts?

• Do you think change is a good thing? Explain why you fell that way.

• Do you think about the past, present or the future?

SELLING YOURSELF

Interviewing – Asking the Right Questions

• What are the key responsibilities of the position?

• What are the expectations of stakeholders?

• What are the key challenges to be faced in the first 30, 60, 90 days?

• What resources available to accomplish responsibilities?

• What is the reporting structure and level of authority?

• What are the performance measurements?

• How is the corporate culture experienced by new talent?

• Was there an internal candidate for this role?

• Does the role have an enterprise wide focus or a functional focus?

• What does the organization most value?

• How would you describe the organization’s culture?

• Please describe the organization’s founders, and its history?

• What do leaders emphasize the most?

• What does success mean in this organization?

SELLING YOURSELF Interviewing – Asking the Right Questions (cont’d)

• How would you describe the best managers?

• What is controlled the most?

• How do decisions get made?

• When power is used, what does it look like and what happens?

• How is the organization, department structured?

• What does it feel like to work here?

• How would you describe the leadership approach that is most effective here?

• What kind of people move up in the organization and where are leaders drawn from ?

• What kind of people fail in this organization?

• How is the organization’s compensation structured?

• How is the annual budget determined?

• How is innovation encouraged?

• How independently can people make decisions and take action?

CLOSING THE DEAL

Etiquette: When You Receive An Offer

• Thank them for the offer

• Tell them that you’ll review the offer and connect with them

• Develop an offer decision matrix benchmarked against what you had in your previous role

• Consider whether this is a vertical, lateral, realignment, or completely new role and industry

• Conduct research on total compensation packages before negotiating

• Have your bottom line number clearly in your mind

• Negotiate dollars first and everything else after

• Be clear in your priorities and giveaways

CLOSING THE DEAL

Etiquette: Everything is Negotiable

What to Negotiate:

• Total compensation has multiple components

Base

Bonus

Sign-on

Long-term compensation

Stock options

Stock grants

Severance

Vacation

Relocation package

401(k) plan start date

Professional licenses

Professional/Trade associations

Educational Assistance

• Revisit base compensation in 6 months based on performance

• Working remotely rather than relocating, negotiating schedule of working onsite

Some Negotiating Pointers:

• Know what is non-negotiable for you

• Start with points of agreement and go from there

• Understand the employer’s priorities and parameters

• Start with a complete list of requests

• Consider including some items you can easily yield on

• Get the final offer in writing

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THANK YOU!