Interviewing Fundamentals
If you are preparing for a job search, we encourage you to read "Interviewing Fundamentals: What You Need to Know." This publication summarizes our advice to attorneys involved in the hiring process and covers interview preparation, conduct at the interview, and interview follow-up.
Preparation
1) Research the firm or company and use the information to prepare a list of good questions to ask at the interview. Thorough preparation is noticed.
If you’re interviewing with a firm, find out how important your practice area is to the firm, who the major rainmakers are, and the nature of the client base. (Do 40 percent of the firm’s revenues come from two clients, or one industry, or one partner?) Check the Martindale-Hubbell profile for such details as partner to-associate ratio and the law schools from which the firm traditionally hires. You will make a far better impression asking the interviewer if your understanding of the firm’s management structure is correct than asking him or her to tell you what it is.
If you’re interviewing in-house, find or request the company’s annual report. Use the Internet, Lexis-Nexis, and any other tools available to familiarize yourself with the industry, the company, its web site, recent articles and publications, recent history, merger-acquisition-divestiture activity, competitors, market position, etc.
After all of this preparation, don’t be surprised if you do more listening than talking at the first interview. It’s a common mistake among interviewers. If you’re asked back, a lot of your prep work is already done.
2) Determine in advance your strongest selling points relative to the job description. You will then be ready if you are asked, "So what qualifies you for this job?"
3) Prepare concise answers for the other two most logical questions you could be asked: 1) "Why are you seeking a job change?" and 2) "Why do you want to come to work for us?" Practice answering these questions aloud! Also, try to anticipate any tough questions (such as a short stay with one or more employers), and have answers ready.
As you probably know, it is considered unprofessional to disparage one’s current employer. If a bad work situation is the reason you are looking, prepare answers that are truthful but tactful and focus more on career advancement or career direction. Then, practice the answers aloud. How do they sound? How credible are they?
4) Of course, you will look your best, be dressed professionally and groomed immaculately. Hair trimmed? Coat clean? Glasses clean? Fingernails manicured? Shoes shined? Car washed (if you’re driving to the interview)?
5) Try your best to plan the day before and the night before an interview to eat sensibly and get decent sleep. No matter how well suited you are for the job, you’ll do better if you’re rested and well nourished. Assess your Positive Mental Attitude and feed it too, if necessary. Unforeseen crises may dash your best laid plans, but try to plan ahead so that you’ll have time to clear your mind, center yourself, breathe deeply, relax, and prepare to focus on the interview.
At The Interview
6) Convey self-assurance, self-confidence, interest in, and enthusiasm for the position. Convey an overall positive impression. Within the limits set by the interviewer, seek appropriate opportunities to sell yourself, such as bringing up examples of work or career goals that relate to the job description. A "sell me on this job" attitude is a serious turn-off most of the time.
7) Be aware of your body language, and maintain good eye contact. Smiling at appropriate moments (such as when you introduce yourself and say goodbye) doesn't hurt.
8) Listen to the question, and answer concisely. Then, elaborate on your answer if appropriate. Once you have answered the question, stop talking and let the interviewer ask his or her next question. Or, you may want to ask a question that puts the ball back in the interviewer’s court and establishes a dialogue. You might ask, "Does that answer your question?" at suitable moments. "Read" the interview!
9) Be yourself. It’s the best way to find out if the people-fit and culture-fit are there for you. One unspoken item on every hiring official’s checklist is "Is this a person I can work and live with over the long haul?" It also belongs on yours. If you have a sense of humor, and the interviewer does not, be sure to factor that into your assessment.
10) If the interview is going well, you may want to politely inquire as to what the employer’s next step would be, the anticipated timetable, who is involved in the ultimate hiring decision, and where they are in the hiring process. You may then be asked if you have other interviews in progress.
11) One of your main goals at an interview is to sell yourself. Unless you are exceptionally good at thinking on your feet, consider taking doubts or reservations that occur to you in the interview home with you to assess, rather than expressing them at the interview. It might increase your chances that you will be called back for a second interview, by which time you will have had a chance to process the information and phrase your inquiries tactfully.
12) The basic qualities my clients seem to seek are: 1) intelligence, 2) competence, 3) assertiveness, 4) flexibility, 5) honesty, 6) ambition, 7) energy, 8) people skills, and 9) personality fit.
After The First Interview
13) A brief thank-you note is always good form. I recommend a brief typewritten letter on good 8 1/2 x 11 paper, expressing appreciation for the opportunity to meet the interviewer and learn more about the position and affirming continued interest in being considered for the position (if that indeed is true; if you are sure it’s not, you might as well say so). Citing noteworthy details of the conversation or aspects of the job that are particularly well-suited to you serves to personalize the letter and distinguishes you from the rest of the blur of candidates they have interviewed. You can also mention questions that have occurred to you since the interview and areas or issues you hope to have the opportunity to explore in greater detail at a later time.
14) If you are interviewing for an in-house position, one important issue to explore is how management regards the law department. How involved are the lawyers in business matters? How much interaction do lawyers have with business people? How much substantive work is handled in-house, and how much is done by outside counsel? Verify the answers you get to these questions with other in-house lawyers and employees outside the law group.
15) If you are asked to return for a second interview, it is just as important for you to scrutinize them as it is for them to scrutinize you. Is this a place you want to work? Are these people the kind of colleagues with which you want to spend 50 to 60 or more hours a week? How marketable would this job make you for your next career move, and what kind of job would it make you marketable for?
16) Make a list of things you’ll need to know in order to decide on an offer. What should you have known--or asked--about your current job before taking it? Why is there an opening? Is this a newly created position or vacancy, and if so, why is there a vacancy? What is the day-to-day nuts and bolts work like? Can you get a sense of the prevailing politics of the department or company? Animosities? Unwritten rules? Recent history? Explore these questions with employees who would be your peers as well as people outside the legal department. If your request to meet them is not honored, think carefully about what that tells you!
Subtle Ways To Sell Yourself At Your Next Interview (Part 1 of a 2 Part Series)
31 December 2005
The problem is this: In a world teeming with millions of highly experienced, accomplished, and ambitious individuals, what can you do to stand out from the rest? The chair you’re sitting in is still warm from the last applicant who: (1) really wants the job, (2) is really motivated, (3) is really sure that he or she will be a big asset to the company, (4) was president of the college student council, and (5) had a 3.999 grade point average in college. And that person's duplicate is sitting outside the office door waiting for you to finish your interview so that they can have their turn.
So there you are, nervously sitting across the desk from an interviewer who has already seen 20 other people today who vaguely resembled you, and who is now waiting to hear how well you can sum up the net worth of your existence on this planet. How do you convince this person to forget the rest and hire the best (meaning you)?
To make a long story short, it comes down to three factors: preparation, a general understanding of the conduct expected in an interview situation, and, most important, a smattering of creativity. To give the interviewer what he/she wants to hear, you need to realize that a great deal hinges on whether you have the personality traits that inspire confidence (well, of course, you have them but you've got to let the interviewer know that). Your main point here is to paint yourself as a major contributor to the success of your last company and, yes, you can do the same for the new company. Here are some subtle ways to sell yourself:
Loyalty: Any interviewer is going to want to know that the person they hire is dependable, stable, honest, loyal, responsible, and has drive, but you can't walk in and simply say you are all of the above. You'll sound like a Boy Scout. You've got to imply those things through your responses. When a potential employer asks you about a former boss, for example, by never saying anything bad about former employers you are showing a fair degree of loyalty, or at least tact. There are some interviewers who will go so far as to say: “Oh, you worked for so and so? I’ve heard he’s very hard to work for.” In a case like that you might simply say that you and he had your differences but it never seemed to get in the way of business. Even if interviewers know you are piling it high and deep, they still have to be satisfied that you won't do a hatchet job on their company when you leave (or while you are there).
Responsibility: A sought after trait and not easily displayed in an interview. One way to do it is by not making a lot of excuses for your mistakes. If you blew it in the past, admit it. It's not wonderful to have to do this, but it will go much further toward impressing the interviewer than if you sit there coming up with lame excuses. No one likes an excuse-maker.
Dependability: To illustrate its importance, I like to tell you the story of a man who showed up for an interview despite the fact that the worst rainstorm in years, practically a hurricane, was raging outside. When the employer asked the man why he decided to come in such bad weather, the man answered, “I said I would be here.” He got the job.
Let nothing get in the way of being on time for your interview, even if it means arriving a half-hour early and listening to the radio while you wait in your car. It’s a good idea to make a dry run to the location the day before so you won't get lost.
Dependability also means that you can and will get the job done. If you had a work situation in the past where you were the one who constantly delivered when all else failed, say so. Make no bones about presenting examples in which you came through, not only on a routine basis but also in a pinch.
Drive: It's also important in the eyes of most interviewers that the person they are about to hire has drive. Many job applicants will at some point say, “Oh yes, I've got a great deal of ambition and I am very motivated.” This doesn’t cut it. You have to show drive.
You can demonstrate your drive by getting as much advance information as possible concerning the company to which you are applying. Although this advice is so old it's probably being needlepointed into pillows, the number of candidates who don't follow it is staggering. Get on the Internet and find out as much as you can before your interview. Remember, driven people don't just want something and wish they could have it … they want something and take active measures to achieve it.
Once you have company information, look for trends. What are the company's current policies? What seems to be in its future? Where can you fit with what you have to offer? Being highly motivated and extremely interested in the job doesn't even compare to the fact that the company wants to move into online marketing and you have just helped your last company do exactly that. If you can't seem to spot any trends, at least have a couple questions ready phrased in a manner that lets the interviewer know you've done your homework.
Next week we will discuss dressing for an interview. First impressions are lasting impressions and you want to present an air of substance and integrity.
Source: by Joe Hodowanes, Managing Director of Executive Search Firm, J.M. Wanes & Associates
Executive Resume Analysis by Joe Hodowanes
Eight Qualities Interviewers Look For In Job Candidates
20 December 2005
It’s not easy to pinpoint what interviewers want. You may be confronted with as many different approaches as there are interviewers. However, here are eight qualities that I look for during an interview.
1. People with a lot of energy. Some people are, quite simply, born with more energy than others. At an interview, or almost anywhere, they naturally exude vigor, enthusiasm and drive. They want and need to be active. You can sense this quality in a person almost as soon as he or she walks into the room. It’s an innate drive that puts a spring in their step and makes their eyes sparkle. Put your money on just such a person.
2. People who channel energy into their work. Don’t be deceived by people who talk about hard work, and say what a lot of hard work they do. To the lazy person, everything is hard work, and he or she spends much or all of his/her time complaining about it.
Solid evidence of an individual who has a strong work ethic includes:
• Parents, heroes, or mentors who believed in hard work
• Work-oriented spare-time interests
• Willingness to take a second job
• No concern at all with hours worked - no clockwatching
• High career goals
• Completes anything undertaken
• Paid own way through college
3. Evidence of role awareness. Candidates who present themselves for an interview should be aware that they’re onstage. If the candidate is at all sensitive to the expectations of corporate life, he or she will have dressed with care and got the rest of his/her act together too.
If a candidate arrives in attire more suitable for a golf outing than a corporate setting, then hiring managers will immediately infer that this candidate lacks role awareness. And if he or she lacks it on this particular day, you can be sure that this person will never have it.
4. Emotional maturity. People grow up three ways: physically, intellectually, and emotionally. While you can see that a person is fully grown physically and you can check his/her educational record for intellectual ability, badges or certificates of emotional maturity are unavailable.
Spotting immaturity – and also maturity – is difficult. The immature person inevitably possesses two qualities to mislead you: childlike charm and, as the result of long experience, the capacity to distract attention from their shortcomings.
Conversely, the best index of maturity is consideration and concern for the well-being of other people. Three excellent clues to executives’ emotional maturity are:
a) Judgment – Have the executives handled themselves well in their business affairs? Have they embarked upon harebrained, get-rich-quick schemes?
b) Finances – Are they living within their means? Are they financially secure enough to suggest that personal, financial money decisions are being considered with a cool, clear, adult head?
c) Number of past employers and the manner of departures from them – Have the executives pursued their careers in a mature and adult manner? Particularly, have they job-hopped without realistic consideration for the future of either their employers or themselves?
5. The need to complete a task begun. Evidence of this delightful condition can be discovered by looking for a goal-oriented individual with a history of completing anything undertaken. For example: finishing a college degree, writing an article and getting it published, or successfully putting together a sound and progressive business career.
6. An individual who wants to do a good job. If you hire a mercenary, someone who believes in your cause only as long as the money is good, then the company may be courting trouble. Such a person usually lacks any inner job motivation, and, as a result, often harbors a deep resentment of his dependency upon the employer. Consequently, this person will be ambivalent to a fault, particularly if well-paid.
7. A candidate with loyalty to a company’s cause. Loyalty means not that you agree with everything I say or that you believe I’m always right. Loyalty means that you share a common ideal with me and, regardless of minor differences, we fight for it, shoulder-to-shoulder, confident in one another’s good faith, trust, constancy, and affection.
The key to loyalty, whether recruiting an executive or making a friend, is in finding that common ideal, and once again this should stem from an individual’s deepest underlying values. If these values aren’t in harmony with those of the company, then any level of loyalty may be unattainable.
8. Compatibility to the company’s cause. Individuals create a team, but compatible individuals produce the best team. Any candidate who is unnecessarily touchy and thin-skinned at an employment interview will be abrasive and disruptive if they join the team. A get-along, go-along person who also works hard is a jewel because their shine attracts people like themselves.
Remember that the opposite also is true: The bad has a strong tendency to drive out the good.
Source: by Joe Hodowanes, Managing Director of Executive Search Firm, J.M. Wanes & Associates
Executive Resume Analysis by Joe Hodowanes
Rules for Working with Exeucitve Search Firms
13 December 2005
Q) I guess I’ve been one of the lucky ones, having been employed with the same company for 10 years. I was recruited right out of college and I’ve never needed the help of a recruiter since then. I’m a senior sales and marketing professional and would like to stay in the same type of work. The company I work for is going through major changes and, unfortunately, not all of them are positive. I want to be prepared in case these changes affect me. I have three questions: How do I choose a reputable recruiter? Do I pay any fees? And if so, what’s reasonable?
A) As a potential executive search candidate, you need to learn some of the new rules for dealing with executive search firms. If you understand the way they operate, you will have realistic expectations and gain more control over the entire search process. What follows is a brief overview of what you should know about executive search firms.
There are two types of recruiters: contingency and retainer .
Contingency firms are usually used by companies when:
Salaries are less than $100,000
A company must screen many qualified candidates for a few open positions
Filling multiple vacancies with similar candidates
Hiring organizations want more involvement in screening, interviewing, and selection
Fees are an issue. Typically contingency firms receive payment only when the candidate is hired
Retainer firms are usually used by companies when:
Salaries exceed $150,000
Highly unique or specialized candidates are needed
A hiring organization wants a third party to screen and interview candidates
A company wants to persuade an executive to leave an organization and needs assistance
Fees aren’t an issue. Typically they’re paid to retainer firms regardless of the results of the search
The companies that hire search firms to fill a position typically charge a fee of roughly one-third of the job’s first year compensation. Keep in mind that search firms aren’t working for you, but for their paying clients. Therefore, don’t expect firms to be overly responsive if you contact them. For the record, this practice should be avoided unless you personally know the recruiter.
Work with multiple search firms. If you currently work for a company that has hired a specific search firm to fill positions with them during the last year or two, you will be “off-limits” for any positions it may have, no matter how well qualified you are. Why? The search firms won’t raid talent from companies that previously hired them to fill positions. For this reason alone, it’s important to be known to multiple search firms.
Some recruiters may promise you the moon. In a tight job market, recruiters and sometimes the companies they represent will paint a far rosier picture of a given job than is actually the case. This can lead to a very bad career decision on your part. You have to think of this search process as if you’re buying a car: you wouldn’t take the salesperson’s word, would you? Do your own due diligence, so you can compare and contrast information with what the recruiter tells you.
Most recruiters work nationally so don’t limit your search by geography. At the lower salary levels, companies may be reluctant to consider out-of-town executives because of the expense of interviewing and relocating them. In these instances, search firms may focus on local candidates. However, for many executive appointments, search firms will look nationally or even internationally. It’s in your best interests to be known to search firms who fill positions in your industry, function, and salary level.
Don’t take it personally. Of 200 potential candidates uncovered in initial research, perhaps 50 will make the first cut, five will be finalists, and one will get the job. Don’t take it personally: the search process aims for a perfect fit. One way to improve your present and future standing is to tell the recruiter everything up front – no surprises.
Keep it short, but always send your resume with a cover letter. A well-crafted cover letter can explain the type of position you’re seeking, the area of the country you would like to live in, and what your future career goals are. The cover letter is your opportunity to seem more human, more personal, and more genuine. Above all, avoid sending “To Whom It May Concern” type letters.
Distribute your resume discreetly. Since contingency firms get paid only if they actually place a candidate, the temptation is to shotgun your name across hundreds of companies and hope somebody bites. My advice: explicitly ask about the nature of the assignment before giving your permission to any recruiter to distribute your resume. You should know who it’s going to and for what position. If an agency’s reluctant to do that, it should be a warning sign. If multiple agencies are sending in your resume, a company might not want to get involve in a nasty fee dispute between competing headhunters who are pitching the same person -- even if you’re the perfect candidate.
If you change jobs, keep recruiters informed of your new situation. Once you make an initial contact with a search firm, do keep them informed of your status, location or job changes. It’s really helpful to simply send an update letter, revised resume or postcard to the recruiters when your information changes. I strongly advise that you do this immediately after every job change.
Source: by Joe Hodowanes, Managing Director of Executive Search Firm, J.M. Wanes & Associates
Executive Resume Analysis by Joe Hodowanes
What Really Matter to an Executive Search Recruiter
10 December 2005
Anyone seeking a job needs to grasp what really matters to executive recruiters and how they operate. A lack of understanding can be a hindrance in the complex task of finding a new job. This article explains how the recruiting market, and particularly the executive search world, works.
Professional executive recruiters are judged by the quality and contributions of their hires. Thus, any recruiter is wondering, “How will bringing this person into the company reflect on my reputation?” As a result, there are three questions that recruiters have in mind when screening resumes.
An executive recruiter has to take hundreds of resumes and narrow them down to 20. They have to take those 20 candidates and narrow it down to four or five, depending on what the contract with the hiring company calls for. Your goal is to lead the recruiter to place you in that final five. You need to be an interesting person and let that shine through in your resume. You have to be prepared. You have to show the recruiter the best parts of you, and prove that you know at least some basic information about the company and the industry. The more you know, the more empowered you will be. There’s no such thing as “over-prepared” here! Most recruiters have these three questions when reviewing resumes:
Does this candidate have the skills and knowledge to do the job? This is the big hammer, and it takes place before you get a call, when the recruiter is giving the resume a first quick look. Does this candidate have the industry experience, training, certification, and college degree specified in the job description? If no, the recruiter tosses the resume. If yes, the recruiter will take a longer look.
Will we like working with this person? This question comes up in the initial phone interview, and it takes place in that slippery culture zone. Successful recruiters investigate candidates’ personal styles: Do they like to work closely with people, or do they work better alone? Do they want a rule book, or are they capable improvisers? Do they like an intense, fast-paced workplace or a quieter, steadier pace?
A good recruiter is a passion hunter – he/she finds passionate people, puts them in the right roles, and gets out of their way. If marathon running is important enough that you put it on your resume, I want to talk about it. That’s how I see what passionate interest looks like to you. If I get you in the right role, I’ll get that same energy directed toward the company’s mission.
Can we get this person at the right price? Many factors, from market forces to company budgets to employee benefits, come into play here. If you require twice the amount of money the company is offering, it’s not a match. Compensation questions become critical when the recruiter is determining if you’re the right person for the job.
Typically, the most experienced person isn’t reading resumes as they come in. It may be a research associate who culls resumes and sends them to a junior recruiter for review, who then sends the resumes to possibly a senior partner. Think of the failure points along this system! You’re screened, and screened, and screened. No one has time to study your resume in detail!
Since executive recruiters are matchmakers between a candidate and a company, most job seekers think a recruiter can help them. That’s partly because, let’s face it, we’d all like someone to do the hard work for us, and partly because recruiters work on the “inside track” to jobs. You’re likely to interest an outside recruiter if:
You’re easy to sell to their clients. This means you have relevant experience, proven results, and a background that suits the recruiter’s specialty.
You have current management or advanced technical skills, especially with well recognized companies.
Your work function, geographic location, and industry experience match the recruiter’s clients’ specifications.
You’re a perfect fit for a position that’s open right now. However, this is where databases can make all the difference because even if a recruiter doesn’t have a job for you today, he/she may find a match in the future.
You may not be a good candidate for recruiting firms. If you’re considering a career change or just starting out in an entry-level job, focus on direct approaches to employers and networking. Recruiters aren’t career counselors and few can make money placing entry-level individuals. For more information on how to effectively work with executive recruiters, go to www.jmwanes.com home page and in the lower right hand corner and you can download “12 Valuable Tips for Working with Executive Recruiters.” This is a complimentary service offered to Tampa Tribune readers. To protect your confidentiality, we don’t ask for your email address and there’s no adware or spyware.
Keep in mind that companies use executive search firms for various reasons. A key factor is the firm’s or the consultant’s knowledge of and/or access to a particular sector or candidate population. Most search firms are organized by practice and function, with experts in particular industries and/or specific functions such as finance or human resources. Other considerations may include the need for absolute discretion, a desire for an external perspective, and time constraints.
Finally, don’t underestimate the value of having a good reputation in your field, being respected by your peers and bosses in your current and former companies, and being known to executives in other organizations.
Source: by Joe Hodowanes, Managing Director of Executive Search Firm, J.M. Wanes & Associates
Executive Resume Analysis by Joe Hodowanes
Would You Hire Yourself?
4 December 2005
If you were an employer, would you hire yourself? That question may be a little confusing, so let me try to explain. If you were an employer interviewing a job seeker who is exactly like you in every detail and respect, would you hire that person? Let's say the interviewer knew everything about you that you know about yourself: how you work when no one is around; your attitude toward your work; how you regard the company's customers; how you get along with others in close, daily contact -- would you hire that person?
If you're a potential employer, you want some answers to basic questions, such as:
How long were you with your former employer? This gives insight into your stability, commitment and reasons for leaving. It is very important to address this in the proper way. Why? Simply put, a large component of many interview questions is the search for reassurance. Hiring is difficult and mistakes are costly. So interviewers crave reassurance that you will fit in and stay with the organization to help solve the problems you are being hired to address. In short, they want to have their confidence level raised.
Have your earnings been steady, with a gradual upward climb? Here again, contributions to the organization and stability are indicated. If your situation is unusual, can you convincingly explain why? For instance, this type of candid response could turn the tide in your favor: "I am a firm believer that life is meant to be a never-ending education, and when this is fully appreciated, we are no longer survivors, but adventurers. I now see that I am ready for a major career change and this type of position is at the heart of it. All of my previous jobs were the transition period for arriving here."
Would you feel comfortable and conscience-free giving facts regarding your financial affairs, life insurance and established credit? Again, the potential employer gets a picture of the kind of person you are. If you have excellent credit, it tells the employer more in one minute than you could tell them all afternoon, as far as your reliability and sense of responsibility are concerned.
Can you articulate a clear understanding of your own gifts, skills and unique talents/abilities? This type of self-knowledge is far more important in selling yourself to employers than availability and pay. If you were asked what makes you special and different from anyone else, could you answer convincingly and with pride?
Do you have a history of finishing things? Or have you always stopped just short of going all the way? Do you have a "life is what you make it" attitude or are you the "I never got the breaks" type of person? If you portray the latter, you may find it difficult to sell yourself to potential employers.
Do you have a sense of humor or do you take yourself too seriously? Laughter can relieve tension, soothe the pain of disappointment and strengthen the spirit for the formidable tasks that always lie ahead.
Do you fit the job and the job's culture? Organizations are made up of individuals working as a group to accomplish common goals. If your grooming and appearance send a message that you are apart from the group, you create an immediate, negative, non-team player image. Do you look as though you belong in the environment of your interview?
What sort of reference letters will your former employer write about you? Would your reference letters say outstanding, very good, average, fair, or poor things about you? Unless it is one of the first two -- you may find that your past performance is coming back to haunt you.
These are the qualities an employer will check before investing money in someone, as well as entrusting their company's reputation and product or service quality with that person. So put yourself in the interviewer's shoes and pretend that someone exactly like you is applying for a job. How do you measure up?
Your Biggest Job Search Mistakes and How to Solve Them
Part 1 — 2 December 2005
The first critical step in your job search is to avoid making the same mistakes that other job seekers are making. This three-part series is designed to address some of the most common, repetitive job search mistakes and how you can solve them.
Not blowing your own trumpet. My experience from working with clients suggests that there are seven common barriers to “blowing your own trumpet.”
- You’ve been taught that it isn’t polite to show off.
- You don’t want to be seen as ‘hogging credit’… “I really didn’t do it alone; others helped.”
- You feel that your business is no one’s concern but your own…“I know I’m capable, so why should I have to convince others?”
- You come from a company culture that emphasizes teamwork and discourages employees from taking credit for individual performance.
- You haven’t done it very often.
- You typically don’t take credit for the many things you have really accomplished…“It’s all in a day’s work”…. “It’s just my job.”
- You’re not sure how to do it without sounding egotistical.
- There is, however, a difference between empty bragging and displaying a confidence that comes from knowing your skills and being optimistic about your future. After reviewing your professional accomplishments, you’ll probably feel a natural sense of your own worth and have a positive outlook toward your ability to contribute in the future. Remember – if you can do what you say it’s not bragging.
Not establishing common salary expectations. You’ve been through four interviews, you and the employer are crazy about each other, and you’re privately thinking you’re not going take a penny less than $85,000. Then they say, “We’re proud to offer you this job for $60,000.” You say to yourself, “You’re kidding me!” And then you smile and say, “I need a couple of days to think about it.”
If you go back and say “I really need $85,000,” they’ll be surprised. They may come back and say, “We can go to $62,000, and that’s it.” Now you’re on the downward spiral. Your chances of a successful closing to this deal drop 25% a day; four days after the offer, the deal’s dead. Even if you take the job at the low salary, you’ve signaled that your expectations were off.
Moral of that story: Do your homework, and confirm early in the process that your expectations are reasonably close to theirs. By the second interview, your research and discussions should have confirmed that the job’s compensation is in your general range.
But here’s a different kind of mistake: You sit down at the beginning of the interview and say, “How much does the job pay?” In those critical first minutes, you’ve told them you don’t really care about challenge, culture, and opportunity. You’re in it for the money.
To solve this issue, you need to find the right emotional moment in the process, long before the offer is made, to confirm that you and the employer are both in a negotiable range of compensation. If it’s clear they like you at the close of the first interview, you can say, “Can you give me a sense of the range of pay you’re thinking about for this position?”
Not playing to an interviewer’s concerns. Often, interviewing executives are as concerned that you will be their competitor tomorrow as hiring the right person. Play to this fear. For instance, someone in sales might say something like “Either I sell for you or I sell against you,” which can be a powerful tactic.
Carry bound copies of MS PowerPoint (PPT) presentations, research, and white papers of your work as proof you can do the job. I found an interviewer’s ability to see actual communications and work product to be powerfully persuasive. Plan ahead how pieces of work will be introduced and explained from the copies. You’ll find that interviewers remember the works, referring to them even after you’re hired.
Build PPT presentations (in print) of how you, as a new hire, would go-to-market and drive the responsibilities of the position. A written plan for the first 100 days on the job if you land it is very persuasive.
Have patience. Filling the posting isn’t the company’s first business priority. Expect “hurry up and wait.” Don’t lose hope. Just when all seems lost, a couple of interview invitations come in to raise your hopes and prospects. Keep a long-term perspective.
Hiring companies very likely have problems that need to be scrutinized before considering offers. There may be a reason the position is open. Uncover it or accept the position at your own risk.
Not staying focused. At first, job seekers stay within the parameters of what they truly want. As time goes on, they start applying to positions that aren’t ideal because they feel a need just to do something – anything. However, every time one of these open positions leads to an interview, applicants quickly retreat because they sense it isn’t what they really want. So reevaluate what you do want, and stay on that track. This also helps you regain confidence because you’re not chasing anything out of desperation. This in turn will lead to a high confidence level in interviews because you’re not in a “please just hire me” mode. And don’t let the fact that you’re currently unemployed intimidate you in negotiations either, but rather ask for what you want.
Don’t stop living your life while in a search. Continue to take vacations (if income allows), exercise and remind yourself that temporary unemployment is no measure of self-worth. Your values and core beliefs extend beyond validation measures of corporate employment.
Source: by Joe Hodowanes, Managing Director of Executive Search Firm, J.M. Wanes & Associates
Executive Resume Analysis by Joe Hodowanes
Your Biggest Job Search Mistakes and How to Solve Them
Part 2 — 2 December 2005
The first critical step in your job search is to avoid making the same mistakes that other job seekers are making. This three-part series is designed to address some of the most common, repetitive job search mistakes and how you can solve them.
Not selling your story. At a recent networking event that I hosted, some of the senior managers who were attending had been downsized out of high-paying corporate jobs. They took turns telling what they had done before and what they were looking for next. One after another stood up and recounted a laundry list of credentials and jobs, in chronological order. Some began with their place of birth and on through the positions they had held. The account was meticulous.
Most of them spent their allotted two minutes (and lost the attention of those around them) before they even reached their current status and what they were looking for. Those who did leave time to wrap up tended merely to list the four or five things they might be interested in pursuing next. During the feedback session that followed each round of presentations, these “fact tellers” were hard to help. The people listening couldn’t readily understand how their knowledge and contacts might bear upon the teller’s situation. Even worse, they didn’t feel compelled to try very hard.
In our research and coaching on career reorientation, we’ve witnessed many people struggling to explain what they want to do next and why a change makes sense.
I’ve hosted enough networking events to know that the one I’ve described here is not unusual. But we’ve also seen a lot of people in the midst of significant transitions make effective use of contacts and successfully enlist supporters. What I’ve come to realize and understand is that one factor more than any other makes the difference: the ability to craft a good story – your story. Yes, all of us construct narratives about ourselves – where we’ve been, what we’ve done, and where we want to go. However, the kind of stories we tell interviewers makes an enormous difference in how potential employers perceive us.
Not keeping in touch with former co-workers. If you work for a company that has/had high turnover, follow the trail of departing employees from the company and stay in touch with those who left. They will understand why you have left/separated, and that answers many of the questions asked in a job interview/search.
Not writing a job action plan. The one thing that always amazes me is how reluctant people are to commit their thinking and planning to words. People will tell me about their objectives and strategies without missing a beat, but when I ask them if they’ve actually written down their personal positioning statements or created a written marketing plan for their job search, they look at me like I’m some kind of freak. Writing everything down reinforces the learning experience in a way that simply saying it can’t. A written plan also keeps the author “honest.” It doesn’t change on a whim. You actually have to spend some time thinking through the issues, making important decisions, and then tweaking the words to make things precise.
Not using a “sell it to me, don’t tell it to me” strategy. Interviews are NOT the time to “tell” what you have done. Rather, interviews are the time to “sell” what you have accomplished. For example, if you’re asked how many people you managed in your last position, you might just answer with a quick “I had a team of 35.” However, it’s a much stronger presentation to respond with “My staff at IBM included 35 professionals and support personnel. Not only was I responsible for managing those individuals, I also directed all recruitment and hiring activities, set salaries, designed bonus plans, facilitated the annual performance review process, and projected long-term staffing requirements. What’s more, my team increased annual sales by more than 35% within just one year!” When you respond in this fashion, you have “sold” what you have achieved, and not just “told” what you were responsible for.
Not keeping your reason for change grounded in your character, in who you are. There’s probably no rationale for change more compelling than an internal reason, a basic character trait. In its simplest version, this explanation takes the form of “I discovered I’m good at that” or “I like that – it gives me real pleasure.” This approach allows job seekers to incorporate learning and self-discovery into the interview process. We can try something, learn from the experience, and use that learning to deepen our understanding of what we want. Many turning points can be used in this way. Note that it’s not wise to base the reasons for transformation primarily outside ourselves. “I got fired” may be a fact we must explain, but it’s rarely recognized as a good justification for seeking whatever we’re seeking. External reasons tend to create the impression that we simply accept our fate.
Not reframing your past in light of the change you’re seeking to make. This is not to suggest that you hide anything or prevaricate. We all continually rethink and retell our own careers. We create different versions that focus on or downplay, include or exclude different aspects of what has happened to us. Some elements of the jobs we’ve held probably fit well with our change plans and can be used to link our past experiences with the part of our life that we’re advancing toward. The key is to dissect those experiences and find the pieces that relate to our current goals.
Source: by Joe Hodowanes, Managing Director of Executive Search Firm, J.M. Wanes & Associates
Executive Resume Analysis by Joe Hodowanes
Your Biggest Job Search Mistakes and How to Solve Them - Part 3 of 3 Parts
2 December 2005
This three-part series has been designed to address the most common job search mistakes and how you can solve them.
Letting network contacts slip away. There is a statistic floating around the career management world to do with the number of job seekers who, after accepting a new position, actually communicate with their networking contacts about their career move – especially how they can stay in touch or find them when they need to. If you guess that less than 5% do it, you’re right.
One would think with all the data that underscores that it’s the relationships we build, far more often than not, which result in building the bridge to the next career move, more of us would make the effort to keep connected. Supportive network contacts are difficult to build and well worth your time and effort to maintain. One would think that as smart as we are, more than 5% of us would keep the communication alive.
Misunderstanding the recruiter/job seeker relationship. Recruiters don’t work for you, but for their client companies. Unless you’re a perfect match, they’re not interested. This is particularly a problem for people with a somewhat out-of-the-ordinary background, or people who want to switch careers. The system works well for a CFO who’s looking for a CFO position in the same industry. You can solve this misunderstanding by contacting executive search firms with up-to-date information long before you are actually ready to make a move is a solid strategy.
Throwing a resume together without much forethought. I suggest that you forget about the functional or chronological resume. In my opinion the format that has been getting people in the door is the Achievement Based Resume (ABR). Creating an ABR is very effective because it uses the best of both worlds from the chronological and functional formats.
An ABR resume describes your skill sets and experience in tangible, no-nonsense, concise language. Prospective employers will immediately be able to sense the scope and results of your hard-earned experience. While there are no hard and fast rules for creating the perfect resume, certain techniques can make your document more effective and stand a better chance of being read.
To prepare the most effective resume, you must know what market you are trying to target and understand that your resume serves three primary purposes:
· Stimulate a prospective employer’s interest in meeting you and arranging a personal interview. Notice that stimulating interest is not the same as telling everything about you.
· Inform your network contacts about your career background so that they can better assist you.
· Give a face-to-face job interviewer a framework for discussion. Many interviewers rely on your resume to guide and propel their questioning.
A resume is part of your image; it needs to be attention-getting, concise, and first-class in appearance. If you’re not certain as to your resumes marketability you can send forward your document to jmwanes@jmwanes.com for a confidential and complimentary critique.
Depending wholly on the Internet for job searching. The Internet is great for information gathering (e.g., preparing for interviews or finding names of company officers), but it’s still very unstructured and weak for job campaigning. Another problem is the inability to trace correspondence when applying online and formatting letters and resumes. However, once rapport has been made, it’s a fantastic medium to find contacts and corporate information. Remember – a full job campaign is a full-time job. Nothing will replace effort, time, relationship-building, and perseverance.
Going into an interview unprepared. Study the market and product before going into the interview. Research as much about these things as possible. Take the research to the interview and present it as if you were in a sales presentation. Be very well prepared prior to going into an important interview. The first step, often overlooked, is developing a PowerPoint or whiteboard presentation in your head outlining the initial steps you would take in the first 90 days of employment to solve the company’s problems that you have been hired to address.
Unscrupulous employers. I have heard numerous examples of unethical and willfully discriminatory behavior on the part of employers in interview situations. If employers have no respect for you or the law during an interview, it’s unlikely they’ll be any different once you’re hired. If you’re unemployed, you may be tempted to take a job offer from such an employer, but you’ll only be hurting yourself if you do. No good can come from an unethical employer.
Ignoring corporate culture. Corporate culture isn’t about free day care or softball teams. Those are perks, and while important, they don’t tell you much about the inner workings of a company. Nor will your find culture in a company mission statement. In short, culture is how things get done.
If culture is defined as how things get done, then it behooves you to know who makes decisions and how. Don’t bother looking at an organizational chart. Instead, ask this question: If I have an idea, how do I make it happen? Meeting the CEO is fine, as he or she normally dictates culture, but the CEO may be a green as you. Speak to up-and-comers and figure out why they’re going up the ladder more quickly than others. Why are they being rewarded? Ask how you’ll be evaluated. It’s amazing how many people don’t ask that.
You can also learn about a culture from those who didn’t mesh with it – former employees, especially the person who previously held your job. The taste that’s left in their mouths can tell you a lot about the place. If the company or recruiter won’t give you access to current/former employees, that speaks volumes as well.
Source: by Joe Hodowanes, Managing Director of Executive Search Firm, J.M. Wanes & Associates
Executive Resume Analysis by Joe Hodowanes
‘Resumes & Cover Letters Q&A’s’
Q) I need help on my resume. I decided to educate myself on “the art of writing a resume,” well that was a mistake. I went down to my local bookstore and started looking at resume books; all of them had different formats, different do’s and don’ts. It was truly overwhelming. I have tried incorporating resume-writing tips from each book I looked through. However, by the time I left the bookstore I was truly confused. The question I would like to ask you is what are resume readers truly looking for in resumes today?
A) Fair question. Within the first few seconds, most resume readers want to know three things: (1) Your current or past level -- level is generally measured in terms of years of experience, title, or other responsibility, which may tell the reader how flat or steep your learning and earning curve is, (2) The roles and functions you can perform, and (3) Settings you have performed them in. If they are similar to the company you’re applying to, their staffing people are likely to believe you can repeat your previous triumphs with their company. Past settings in many cases will also reflect the kind of places in which you want to work.
With all the conflicting points of view that exist out there concerning resume styles, writing a new resume can at times be very confusing and difficult. In a hype-filled world, there is a tendency to confuse the latest with the greatest, and it’s been pronounced of late when it comes to effective resume styles. Nevertheless, if I was currently conducting a job search the only type of resume I would use is an ABR (Achievement Based Resume). In my opinion, if your not utilizing an ABR resume in this bottom-line oriented job market, you are spinning your wheels.
The next time you submit your resume to a company, or answer a help-wanted ad, create an image in your mind of two piles of resumes sitting atop a hiring manager’s desk. One tall stack consists of hundreds of resumes for which their authors will receive carefully worded rejections (if the company actually acknowledges them at all). The other pile, perhaps less than an inch high includes correspondence from candidates who are invited to interview. What gets your resume into this smaller pile to be interviewed, is an understanding of what your resume can and can’t do for you. Consider the following: The purpose of your resume is not to tell the reader every detail about yourself, or all about your prior experience -- the purpose of a resume is to get you an interview. When examined in this context, a resume is not a “tell all document.” After all, resumes only convey three types of information: Positive, negative, and neutral. By utilizing an ABR format you will be able to quickly convey positive achievement statements throughout your resume.
Q) Unfortunately, I lost my position recently. After a few days of trying to adjust to the job lost, I am now in the position to start creating a new resume. To avoid making any major pitfalls, what strategies should I keep in mind when piecing together this new document?
A ) Just as a strategic business plan helps a business run more effectively, a strategic resume plan helps a resume work more successfully. If the resume is going to be a winner, there must be a game plan. It will be competing with hundreds of resumes for the chance at a choice interview. You can’t afford to throw something together in haste and expect it to work effectively. Although most job seekers are often impatient to get their resume done, I must stress that the resume requires hard work. If done correctly, it takes time -- sometimes as much as a week -- to prepare a final draft. Yet, day after day, I talk with men and women who think they can wing it through the job search with a hasty thrown together resume. Be aware that after the contact section at the top of your resume, your “summary statement” is the most important part of your resume. If it positions you incorrectly, your resume becomes a handicap. If done correctly, your resume will soften the reader by predisposing him/her to thinking of you in a certain way. When you meet the reader, they will have a preconceived notion about you. Tailor your resume to make the impression you want. Most people never consider using their resume to create a certain impression of themselves. Remember your credentials and experiences are only one half of what you are selling. Your style and personality is the other half.
Q) As I struggle writing accomplishment statements for my resume, I would like to know if there are any proven methods or tips that will assist me to write powerful accomplishments? I want to make sure that the accomplishments that I list will have impact on the resume reader.
A) Keep in mind that perception is the first truth for the resume reader. Whether you call them achievements, results, accomplishments or contributions, including quantifiable results in your resume is one of the best ways to land that initial interview. Hard numbers grab reader’s attention and highlight your professional achievements. One method of quantifying your experiences on paper is to utilize the SMART approach. This approach has been around a long time, for one simple reason, it makes the process of writing results on resumes quicker and easier. Any result statements on resumes need to be: Specific, Measurable, Action-oriented, Realistic and Time-based. When your listed accomplishments include each of the above points, they will have impact.
Companies today are so bottom-line and results-oriented that job seekers who can take their achievements and turn them into specific benefits can skillfully reduce deficiencies in areas such as formal schooling. Also, try to use hard numbers whenever possible, rather than the overused percentages that fill up many resumes. Readers draw inferences about you from what they view on your resume. They may conclude if this person is this organized with their resume content, they will probably provide this kind of systematic approach to their job.
Q) What is the best way to highlight numbers in my resume, should I write out figures, or use the actual numbers?
A) Do not write our figures, especially when you are talking about money. One hundred fifty thousand dollars does not jump off the page like $150,000 does. Also, if you are unsure about a specific number or figure, but would still like to use it in your resume, be sure to preface it with a “disclaimer statement” such as: approximately, in the range of, roughly, etc.
Q) Some of my friends tell me you need an objective statement across the top of your resume, others say no way it limits you. Although, I have an objective statement on my current resume, and I am starting to wonder if the objective statement is actually limiting my chances at getting more interviews. I have been in a job search for the last 2 months, and during that time I have sent out approximately 123 resumes, received 34 “we’ll keep you on file” letters, and only 3 interviews. It’s becoming very apparent that my resume is not getting me in the front door. What is working for other job seekers?
A) For some time now, there has been signs that a large number of ill-informed job seekers are hopelessly using the wrong type of resume. We reviewed far to many resumes with objective statements such as: “A challenging accounting position utilizing abilities developed through my experience and education, with the opportunity for professional growth based on performance. This type of statement is valueless because it says nothing about the candidate’s skills, level of experience or ability to quickly contribute. It does not separate you from the hundreds of other candidates or clearly illustrates that you can enhance an employer’s bottom line.
Since most objective statements are self-serving, consider the following scenario. Imagine looking for a new car and being greeted by a salesperson that says: “I’ll give you 3 excellent reasons to buy a car from me. You can reduce my inventory, allow me to go on vacation with a clear mind and help me win a sales contest.” Would you care? Certainly not. You only want to know about the features of various cars.
Resumes & Cover Letters Q&A’s Page 3
Well guess what, employers feel the same way. Between you and me, the best way for you to highlight the benefits of hiring you is by using an Achievement Based Resume (ABR for short). An “ABR” formatted resume will allow you to incorporate a summary statement, which is a thumbnail sketch of who you are and what you can do. It should be positioned at the top of your resume because that is what employers read first. Like the headline of a print ad, it should grab their attention, draw them into your resume, and prompt them to call you for an interview.
Do no waste this prime space with a self-serving objective about how you’d like “opportunities to advance,” a fast-track environment,” or other factors that will make you happy. Most employers will knock you out of the running immediately if you don’t prove that you care first about their needs. I have said it before, but it bears repeating, it is astonishing what an “ABR” resume can do to separate you from the herd of candidates. Judging from comments from other candidates that utilize this type of resume – it’s the only way to go.
Q) As I rewrite my resume, I have sat down and compared various resume styles. I have noticed marketable differences and would like any advice that would keep me from making major or minor mistakes. Your thoughts please?
A) I mention the following guidelines merely to suggest that at the forefront of every hiring manager’s mind is this thought: The best evidence of what you can do for me in the future is what you have already done in the past. Thus, you will impress decision-makers by avoiding common resume blunders. For example, you the author will be the only person who will read a resume longer than two pages. Unless you are a senior executive, if your resume is longer than two pages you will likely seem self indulgent or undisciplined. One of the best ways to handle a long list of memberships, technical expertise, publications or community involvement, is by providing a third page with the heading “Addendum” that suggest that the really crucial information is on the first two pages. The phrase “references available upon request” is unnecessary (in the 90’s it is a given that if you are asked for references, you will furnish them). Also, the heading ‘Resume’ is worthless; we all know what it is.
A quick, strong way to add credibility to your resume is to use hard numbers. The fact is, as long as you are not giving away proprietary information, using hard figures is an excellent way to enhance the credibility of your resume. They are definite, objective, and measurable. The two of us could argue all day about whether you “significantly improved productivity.” Instead, it would be better to let the numbers speak for themselves (increased unit sales 32% in six months while simultaneously increasing market share by 6%), and let the resume reader decide whether that is a significant productivity improvement. Numbers also are presumed to be true. Since resume readers can very easily verify them, they figure you would not be naive enough to embellish or make them up. Additionally, full sentences using personal pronouns are not needed. “Directed Project," says exactly the same thing as “I directed the project.” Similarly, avoid statements that do not reflect what you actually did. Phrases such as “participated in," “involved with” and “member of” does not paint a vivid picture for the reader, they merely suggest that you were present. So, as Sgt. Joe Friday of the old Dragnet series us to say “The facts, ma’am, nothing but the facts." When writing or rewriting your resume, imagine that Sgt. Joe Friday is going to be reading it … just provide the facts.
Q) Should I use an objective statement when writing my resume? I’ve heard some people say yes, others say no, what is your opinion?
A) Who cares about your objective? Hear me on this, the only way you have a shot at any positions out there is if you can come across as a problem-solver, most objectives do not do that. For instance, Objective: Do you really think this abstract mush helps the resume ‘I want’ any company out there would be more interested in what you offer than what you want. Describing the product - you - in terms of a profile or summary of qualifications makes more sense.
Q) I am not sure that my resume is projecting the right image. Inquiries from prospective employers have been few. Do you have some hard and fast rules you can share to help me reach my targeted audience?
A) There are no hard and fast rules for resumes. A good resume is one that gets you across the desk from a hiring authority. But some general guidelines apply in most situations. Here are three characteristics that describe any effective resume: (1) The resume has a focus the reader has no trouble ascertaining what you … the product, can do very well. (2) The resume demonstrates a candidate’s skill at concise communication - an ability to distill a long and varied career to the essentials. In most cases this means two pages maximum. In a few cases it is appropriate to attach supplementary information, but keep the basic resume two pages. (3) The resume bullets are quantifiable accomplishments. Keep in mind that resumes are the currency of a job search. Is yours a $100 bill or a $1 bill?
Q) Every person I consult with, offers a different version of the ideal cover letter. Some recommended a general approach, others swear by customizing the letter to the employer, and still others advise describing successful achievements from my past professional experience. I am confused over what style would work best, what do you think?
A) Confusion over cover-letter style is rampant because survey after survey clearly shows that no one style stands out as the "best" or "most effective" to always use. Unfortunately, most job seekers worry about the style of their letter, when they should actually be focusing on the content of the letter. The majority of cover letters are too long and wordy; does your letter grab the reader’s attention and get the gist across in the first paragraph. Poor cover letters also have no clear messages; have choppy or run-on sentences; follow a canned format; rehashes information that is on the resume; are full of clichés such as, "I am confident my skills and abilities will be beneficial to your company", and excessive use of the personal pronoun "I". Remember, your name, address, etcetera, is across the top, you signed it at the bottom of the letter, they already know it is you! If you adhere to these guidelines, your cover letters will be stronger, regardless of which format you chose.
Q) Currently, I am in the process of making a highly unorthodox career change from investment banking to academic administration. I am finding that one of my difficulties is describing this unconventional career move in my cover letter. From your experience, what is the best way to address this situation in the introductory cover letter?
A) The best way to describe your situation is honestly, and straightforwardly. Most decision-makers realize that if you can manage problems effectively as an investment banker, you will probably be an equally good problem-solver as an academic administrator. So learning to describe your transferable abilities, including your experience and why you are changing careers is crucial to beating the stereotype rap.
You would think this would be easy, because experience is simply another way of talking about past behaviors. Unfortunately, learning to describe transferable skills succinctly is a tough task for most career changers, but it is absolutely critical in your career change preparation. One method that may help is to review your past accomplishments, break them down into functional categories, then learn to describe the reasons for your career change in terms that make sense to potential employers.
To illustrate what I am talking about, review the following cover letter. Notice how the issue of career changing is addressed head-on.
Dear Mr. Will-U-Hire Me:
I would not be surprised if some people look at my decision to enter academic administration after 20 years in investment banking and wonder if I have lost my marbles (or my nerve). Those are fair
Resumes & Cover Letters Q&A’s Page 5
concerns. Why would anyone walk away from a decent income and a lot of autonomy to step into work that does not reward individual achievement and focuses on process rather than bottom-line results? Good question! I know it looks shaky, but I have given this move serious thought, I have spoken with a numerous of administrators to get a realistic feel for what they do. My wife and I have taken a long hard look at our priorities. I have a lot of aptitudes that have been underused over the years in my current job, and it is time to use them.
Specifically ….
Then you proceed to match the requirements of the position you want with your relevant transferable skills.
Q) I recently received a great job offer from a small growing company. What surprised me is that I was asked by the founding owner to draft up my own "letter of acceptance". I feel uncomfortable about doing this. What are appropriate items to cover in this letter?
A) Let's talk about this from the perspective of clarification, your soon to be new employer should be happy to go over any and all concerns with you. Not so much for protection or for legal concerns, but because it is a legitimate business concern on your part and theirs to know that nothing has been overlooked. As you draft your acceptance letter it should include all the various issues that impacted your decision to take this position. Include everything that will clarify what will be expected of you as well as what you can expect in return. Be sure to include standard items such as; start date, job title and responsibilities, salary or commission, & potential bonuses, geographic location & relocation package if applicable, reporting relationships, etc.
Also, a well-written acceptance letter should sound collegial, not adjudicative. If you detect a legal concern on their part, reassure them about your motives and offer to amend or rewrite it. If your new company is reluctant to commit too much to paper you will simply have to decide whether you can live with the situation. If you like the job, and for the most part you trust the people involved, then you have to accept the slight risk that may result. Finally, when the deal is signed and sealed, you obviously have cause to celebrate.
Q) When responding to a blind ad, what can a writer do to show good business etiquette?
A) Granted, the solution to responding to a blind ad is not always apparent, but the way you start your letter reveals a great deal about the writer's sophistication. ‘To Whom It May Concern’ is popular, but formal, sounding like it was originated from a law office. ‘Dear Sir or Madam’ is not much better, even if you are trying to avoid being sexist. Other job seekers use the cute ‘Dear Box NAS 248’, which is not too bad. A few candidates, take the sensible approach of not using any salutation and plunge right into the letter. Although, it would not be fair to ignore an entire resume because somebody led off with ‘Dear Sir or Madam’, the salutation selected does reveal to the hiring managers the applicants etiquette. Instead try using ‘Dear Hiring Professional’.
Q) I have heard all the sayings, your resume is the equivalent of a sales brochure, it's not supposed to tell every detail, etc. But lately I have heard that it softens the reader, what does this mean?
A) When you hear that a resume softens the reader. It simply means that it predisposes him/her to think of you in a certain way. When you meet, the resume reader has a preconceived notion about you. Tailor your resume and cover letters to make the impression you want. Most job seekers never consider using their resume to create a certain impression of themselves; they simply write down their work experience in chronological order. Make a conscientious effort to use both your cover letters and resumes as a tool for clear communication of yourself. Remember, your credentials and experience are only one half of what your selling. Your style and personality is the other half.
Resumes & Cover Letters Q&A’s Page 6
Q) Should I make a follow-up call to executive recruiters after sending them an unsolicited resume?
A) In my opinion - no. Whatever time and long distance charges you incur will usually be wasted. It is not unusual for large recruiting firms to receive upwards of 100 resumes per day. With this type of daily volume, what normally happens to your resume is one of three things: 1) You are fortunate enough to be considered as a candidate for a current search (very unlikely but possible). In this case you are immediately contacted. 2) Your resume is placed in the “house database” until a search is conducted in your specialty, income range, and geographic area, with the skill sets and experience level that you posses. 3) Your resume is discarded. This occurs because the resume is confusing, vague, makes the book War and Peace look like a pamphlet, or the resume is completely out of the recruiter’s specialty. My recommendation, use executive recruiters that specialize in your industry and/or function as just one small part of your overall job search strategy.
Q) I have heard all the sayings, your resume is the equivalent of a sales brochure, it's not supposed to tell every detail, etc. But lately I have heard that it softens the reader, what does this mean?
A) When you hear that a resume softens the reader. It simply means that it predisposes him/her to think of you in a certain way. When you meet, the resume reader has a preconceived notion about you. Tailor your resume and cover letters to make the impression you want. Most job seekers never consider using their resume to create a certain impression of themselves; they simply write down their work experience in chronological order. Make a conscientious effort to use both your cover letters and resumes as a tool for clear communication of yourself. Remember, your credentials and experience are only one half of what your selling. Your style and personality is the other half.
Source: by Joe Hodowanes, Managing Director of Executive Search Firm, J.M. Wanes & Associates
Executive Resume Analysis by Joe Hodowanes
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