Notice

ALL RIGHTS RESERVED. The reproduction or utilization of this work in any

form or by any electronic, mechanical, or other means now known or hereafter
invented, including xerography, photocopying, and recording, and in any
information storage and retrieval system is forbidden, unless otherwise noted,
without the written permission of Career Partners International LLC.

Revised June 2018

2
Table of Contents
Introduction
Definition of career transition and services .......................................................................................... vii
Benefits of career transition services .................................................................................................... vii
Confidentiality of career transition services ......................................................................................... vii

Chapter 1
Managing Change 1
Taking charge of the unexpected ..................................................................................... 3
Maintain perspective ................................................................................................................................4
Acknowledge your emotions ...................................................................................................................4
Stages of loss and rebounding..................................................................................................................5
Confront change .......................................................................................................................................6
Expand your comfort zone .......................................................................................................................6
Job search truths .......................................................................................................................................8
First things first ................................................................................................................. 9
Understand the workplace: Seven basic facts ........................................................................................ 10
Know your stress level ........................................................................................................................... 12
Communicate wisely .............................................................................................................................. 14
Strive for balance ................................................................................................................................... 15
Job seeker’s checklist—how prepared are you? .................................................................................... 17
How your Career Transition Consultant will assist you ........................................................................ 19
Become organized .................................................................................................................................. 20
Suggested system for getting organized................................................................................................. 21
Evaluate your finances ........................................................................................................................... 22
Job search expense record ...................................................................................................................... 25
Create your Public Exit Statement ......................................................................................................... 26

Chapter 2
Career Decisions and Direction 29
Is career continuation or career change the right path for you? ............................... 31
Overview of the job search process ....................................................................................................... 31
If you are choosing career continuation ................................................................................................. 32
If you are choosing career change.......................................................................................................... 33
Overview of the career change process.................................................................................................. 34

i
Chapter 3
Self-Assessment 37
Taking stock .................................................................................................................... 39
Why complete a self-assessment? ......................................................................................................... 39
Work values inventory .......................................................................................................................... 40
Career needs inventory .......................................................................................................................... 42
Assessing skills...................................................................................................................................... 44
Three types of skills............................................................................................................................... 45
Personal skills inventory........................................................................................................................ 46
Functional skills inventory .................................................................................................................... 48
Knowledge/technical skills inventory ................................................................................................... 51
Interests inventory (optional) ................................................................................................................ 54
Achievements inventory ........................................................................................................................ 57
Memory joggers .................................................................................................................................... 63
Work satisfiers inventory ...................................................................................................................... 65
Goal-setting ........................................................................................................................................... 67
In summary ............................................................................................................................................ 68
If you are thinking of a new career field ............................................................................................... 69

Chapter 4
Resumes 73
Resume production......................................................................................................... 75
Consider demand and your marketable strengths .................................................................................. 75
Components of a resume ....................................................................................................................... 75
Writing your Objective (optional) ......................................................................................................... 78
Writing your Career Summary statement .............................................................................................. 79
Sample Summaries ................................................................................................................................ 80
Sample Senior-Level Summaries .......................................................................................................... 81
Writing your Employment History/Professional Experience ................................................................ 87
Writing your Company and Position Profiles........................................................................................ 87
Writing your Accomplishment statements ............................................................................................ 89
Action skill-verbs .................................................................................................................................. 90
Writing your Education statement ......................................................................................................... 98
Writing your Computer/Technical/Special Skills section ..................................................................... 99
Writing your Honors/Awards statement ................................................................................................ 99
Writing your Military History statement ............................................................................................. 100
Writing your Professional Associations statement .............................................................................. 100
Writing your Publications statement ................................................................................................... 100
Writing your Presentations statement .................................................................................................. 100
Types of resumes ................................................................................................................................. 101

ii
 Pointers for adding polish .................................................................................................................... 102
Packaging your resume ........................................................................................................................ 103
Sample resumes ................................................................................................................................... 105
Your resume worksheet ....................................................................................................................... 127
The curriculum vitae ............................................................................................................................ 132

Chapter 5
Job Search Strategies 137
Select your job objectives ............................................................................................. 139
Your 30-second Commercial / Marketing Statement........................................................................... 140
Applying marketing theory .......................................................................................... 142
The principle of Reach ......................................................................................................................... 142
The principle of Message ..................................................................................................................... 142
The principle of Frequency .................................................................................................................. 143
Top of mind awareness ........................................................................................................................ 143
Key methods of job searching ...................................................................................... 144
Method #1: Networking – Locating a “bridge” into a target company................................................145
Method #2: Responding to published openings and writing cover letters ...........................................169
Method #3: Working with recruiters .................................................................................................... 177
Method #4: Contacting companies directly ......................................................................................... 182
Establish/evaluate weekly goals ................................................................................... 186
Winning strategies ............................................................................................................................... 186
Set goals and work full time ................................................................................................................ 188

Chapter 6
Research and Using Technology 195
Research goals ............................................................................................................... 197
Research resources ............................................................................................................................... 198
Suggested job search readings ............................................................................................................. 201
Research goals and resources used ...................................................................................................... 202
Using technology ........................................................................................................... 203
Internet research tools and websites..................................................................................................... 203
RSS Feeds ............................................................................................................................................ 206
Email .................................................................................................................................................... 207
Social networking sites ........................................................................................................................ 207
LinkedIn ............................................................................................................................................... 208
Facebook .............................................................................................................................................. 209

iii
 Twitter ................................................................................................................................................. 210
Additional job search resources........................................................................................................... 211
Creating a job preference profile ................................................................................ 212
Identifying target companies ....................................................................................... 214

Chapter 7
References 219
Selecting and managing your references .................................................................... 221
Prepare your reference list document ........................................................................ 222
Communicate with your reference contacts .............................................................. 224

Chapter 8
Interviewing 227
Interview preparation .................................................................................................. 229
The process .................................................................................................................... 232
The interviewer’s agenda ............................................................................................. 238
Answering questions effectively .................................................................................. 240
Overcoming objections................................................................................................. 247
Asking effective questions ............................................................................................ 248
After the interview ........................................................................................................ 249

Chapter 9
Job Offers and Negotiations 253
Understanding the job offer ........................................................................................ 255
Determining compensation levels................................................................................ 257
Salary negotiations ....................................................................................................... 258
Concluding your search ............................................................................................... 264

Chapter 10
Career Resilience 269
A prescription for career resilience ............................................................................ 271

iv
Your continuing career development plan ................................................................. 273
Job seeker’s checklist—how prepared are you now? .......................................................................... 274

v
Introduction
Welcome to your Career Transition Program. Our goal is to provide you with assistance in developing the
skills and action plans needed to find new work that is congruent with your goals, values, abilities and
interests.
This workbook and the methodology inside will guide you whether you are seeking full-time employment,
part-time employment or contract work.

Definition of career transition and services

Career transition begins when an individual’s employment ends with one company and the transition is over
when the individual achieves either successful re-employment with another organization, self-employment, or
retirement. Career transition services are designed to help you during the transition time from one position to
the next. This assistance will include current career and job search information, time-tested ideas, tangible
resources, and individual consultation to help you successfully manage and minimize the career transition
period. You will work with a professional career consultant who is trained to help you develop your job
search skills and focus on the types of positions that are of most interest to you. Your work together will
include assessment, job targeting, resume development, job search strategies and techniques, interview skill
development, and negotiation strategies.
Career transition assistance can help you get the right job in a shorter period than those who are not provided
such assistance and can minimize or eliminate the trauma many people experience during a job search.

Benefits of career transition services

Studies indicate that individuals who work diligently within a formal career transition program decrease their
period of unemployment while increasing their level of satisfaction with the new position they assume.
These individuals develop lasting skills for effectively managing their own personal development and career
in the future.

Confidentiality of career transition services

All discussions between consultants and candidates are kept confidential. Our program and reporting systems
are designed so that no personal details are relayed to former employers without a candidate’s permission.
Any feedback provided to the organization sponsoring your program is general in nature and provides no
specifics regarding program utilization.

vii
 Managing Change
Chapter 1
Managing Change
Taking charge of the unexpected ..................................................................................... 3
Maintain perspective ................................................................................................................................4
Acknowledge your emotions ...................................................................................................................4
Stages of loss and rebounding..................................................................................................................5
Confront change .......................................................................................................................................6
Expand your comfort zone .......................................................................................................................6
Job search truths .......................................................................................................................................8
First things first ................................................................................................................. 9
Understand the workplace: Seven basic facts ........................................................................................ 10
Know your stress level ........................................................................................................................... 12
Communicate wisely .............................................................................................................................. 14
Strive for balance ................................................................................................................................... 15
Job seeker’s checklist—how prepared are you? .................................................................................... 17
How your Career Transition Consultant will assist you ........................................................................ 19
Become organized .................................................................................................................................. 20
Suggested system for getting organized................................................................................................. 21
Evaluate your finances ........................................................................................................................... 22
Job search expense record ...................................................................................................................... 25
Create your Public Exit Statement ......................................................................................................... 26

1
 Taking charge of the unexpected

Managing Change
Taking charge of the unexpected
For most of us, our jobs serve as anchors, which root us to an identity, a role, or perhaps a sense of status. Our
jobs provide us with a structured framework around which we organize our personal lives, our goals, our
leisure, and our financial decisions. Often our jobs are a means through which we conduct meaningful and
productive activity that provides order, regularity, predictability and stability.
For all of the above symbolic and literal meanings we attribute to our jobs, once we no longer have a job,
whether anticipated or coming as a complete surprise, job loss can be a disruptive and disorienting
experience.
As adults, we want to feel in control of the changes that take place in our lives. When someone else steps in
and makes decisions that profoundly affect our lives, as is the case with layoffs and job eliminations, we often
feel vulnerable and lose that sense of control we need.

No one is prepared for losing a job

Losing a job is an event for which most people have had little preparation. Your previous training has been
about “landing,” maintaining and growing within your job. Most people have had no coaching on how to
handle job elimination. When it happens, the experience is often also painful, frightening and bewildering.
The pain and concern will go away in time. In fact, there are steps you can take to accelerate the process of
moving beyond the emotional fallout of job loss.

Rebound through action

You have lost a job, and that is a serious matter. However, unemployment is reversible. And, being let go
from a job happens to the vast majority of people at some time in their careers. You may not have been
prepared for a job loss, but as you rebound from this temporary setback, you can, and undoubtedly will, take
charge of your current situation and become better prepared to meet the challenges and rewards of the next
phase of your work life.

3
 Notes

Maintain perspective
As is the case with many of the sudden, unanticipated events you may have faced in your lifetime, you are
now at a decision point. Will you consider your current situation a problem—or an opportunity?
All life changes, although frequently painful, can be unexpected instruments for growth and progress. You
now face a unique time to evaluate the relationship between your career and your personal happiness.
If you are one of the statistical majority who has felt unfulfilled or unchallenged in your career at various
times, participating in a career transition program can be an opportunity to evaluate alternatives. If your career
has been in alignment with your expectations and you have been pleased with your career choice, now is the
time to analyze your experiences and contributions to decide how you will shape the next stage of your career.
Maintaining a positive mental attitude toward yourself, your family, your friends, your ex-employer,
and your situation in general is the single most important ingredient to launching and conducting a
successful job search campaign.

Acknowledge your emotions

Stress can be produced by either strong negative or strong positive emotions; job seekers experience both.
Expect to feel a whole range of emotions from anger and disappointment to excitement and relief. Many job
seekers describe their time of unemployment as an emotional roller coaster.
Denying your emotions only delays your progress. Honor your emotions and take action to process them.
Once you accept that you will have a variety of feelings, and allow yourself to vent safely with trusted friends
and family members, you will move more quickly through the rebounding process. You will find the energy
and optimism to immerse yourself in the tasks of job searching.

4
 Taking charge of the unexpected

Managing Change
Stages of loss and rebounding
Individuals react to the loss of employment the same way they react to the loss of anything significant in their
lives—they grieve. This emotional process can be broken into several distinct stages: shock, denial, fear,
anger, bargaining, depression, acceptance and enthusiasm. Not everyone moves through these stages;
individuals who do may experience strong feelings before reaching a state of acceptance and a desire to move
ahead enthusiastically. The stages may be described as follows:
• Shock
Shock can be a very unsettling experience and, to help us cope with unpleasantness, it can lead us into
the next stage, denial.
• Denial
By denying that an event has occurred, we can “buy time” until we are able to progress toward
acceptance.
• Fear
Fear is a healthy protective reaction that alerts us to impending challenges. At least some degree of
fear is common in the career transition process, as people find themselves constantly in new
situations.
• Anger
Often triggered by feelings of betrayal, anger can also be a healthy emotional response as it indicates
what we value. Anger is a great mover and can energize us for action.
• Bargaining
This stage often involves an attempt to resolve the situation by trying to reverse it or to bring it to a
desired level. The individual needs to come to terms with the separation and move on through the
process.
• Depression
Depression often emerges as the individual begins to acknowledge the finality of what has happened
and contemplates the future.
• Acceptance
Acceptance occurs when the individual acknowledges what has taken place and is ready to earnestly
work toward a resolution of the situation. Overall, his or her focus is positive and energetic.
• Enthusiasm
In this stage, the individual’s confidence is restored and he or she enthusiastically conducts a search,
focusing on options and opportunities.

5
 Notes

Confront change
A distinguishing characteristic of accomplished and successful individuals is the way they perceive change
and their capacity for managing change. People who manage change well believe it isn’t what happens that
causes stress but it is one’s interpretation of what happens that determines the stress level.
Change, whether voluntarily or involuntarily brought about, has been an inevitable force throughout our lives.
Whether we have welcomed it or retreated from it, we have generally surmounted its challenges and have
emerged stronger and wiser.

 Looking back on change — optional exercise

In the space below, list five major changes you have faced in your life. On a separate piece of paper, for each
event, write your answers to the following questions:
a) Was the change-event voluntary or involuntary?
b) How did you feel when confronted with the change?
c) How did you deal with the event?
d) How would you evaluate the impact of that change on your life?
e) What did you learn from this event?

1. ___________________________________________________________________________________
2. ___________________________________________________________________________________
3. ___________________________________________________________________________________
4. ___________________________________________________________________________________
5. ___________________________________________________________________________________
_______________________________________________________________________________________

Expand your comfort zone

To secure a new job and grow as an individual, you will need to put yourself actively and conspicuously in
the job market. However, the prospect of such new experiences can be intimidating. Your hesitancy may
translate into comments such as:
“When I’ve researched the company further, I’ll make the contact,” or
“When I feel better about myself, I’ll make the call.”
Give yourself a chance to grow through the upcoming new experiences. Ultimately, you may come to realize
that you can handle anything that comes your way.
Throughout your job search, you will have the opportunity to expand your “comfort zone.”
One’s comfort zone can be defined as a state of ease or well-being. It can be described as the parameters,
circumstances or limits in which an individual can function free from pain or anxiety. When venturing into
surroundings or activities outside your present comfort zone, you will understandably have increased feelings

6
 Taking charge of the unexpected

Managing Change
of stress or anxiety. As you become more familiar with those feelings, activities or surroundings, your
feelings of anxiety will subside.

Guidelines for a successful career transition

Consider the following seven key points in moving forward and establishing a successful career transition.

Do nothing in a hurry
…and, not until you’ve talked about your feelings and reactions with your consultant, a trusted friend, or an
objective listener. Don’t rush into the market. Avoid making mistakes at a time when good judgment may be
clouded by denial, anger or depression. Such a critical transition period first requires a time of reflection as
well as a logical, systematic approach.

Recognize that setbacks are only temporary

Setbacks are quite normal and will be overcome with time, experience and effort. Channel anger and
frustration into constructive action; use these emotions and energy to your advantage.

Don’t burn bridges with your former employer

Regardless of any negative feelings you may be experiencing, your former associates and supervisors will be
important factors in your job search as referrals to potential employers and as employment references.
You may likely find yourself professionally “crossing paths” with former colleagues one day, and your
professionalism now can only benefit you in the future.

View your job search as a full time job

Avoid delaying the start of your efforts. Doing so may lengthen your period of unemployment and detract
from your marketability. When you do begin your search, treat it as your full-time job. Use the process
outlined in this workbook to help in targeting and structuring your activities. Organize yourself and make
each day productive.

Accept the support of others

Let your family members know what you are experiencing and, most importantly, how they can assist you.
Relying on others’ support can create a team effort and a positive working environment for you. Also,
acknowledge the adjustments your family members will make as a result of your job loss.

Constantly improve your efforts and never apologize for your situation
Be prepared to modify your strategy and approach as you gain experience. Reward yourself periodically for a
job well done. Don’t allow yourself any loss of self-esteem. You are not your job title. Employment, while
important, does not define who you are. Make note of the positive things you’ve experienced and the value
you bring to all aspects of your life.

Anticipate varying levels of assistance

People in general are willing to assist others—even individuals they don’t know. Some will be less than
helpful, but very few will be brusque to you. Be prepared and willing to ask for assistance.

7
 Notes

Job search truths

Do not take rejection personally.
Remember, in many respects, seeking a new position is a numbers game. If you are not receiving rejections,
you are not functioning effectively.

Seldom is the most qualified person the one who is hired.

Many candidates meet all the position specifications; offers are extended to the individuals who have the best
“fit” or chemistry for the organization. Remember, do not take rejections personally.

You will appreciate the help you get from people you least expect, and be disappointed by the lack of
response you get from people you thought would help.

Companies cannot hire you and recruiters cannot place you if they are unaware of your availability.

Your family, friends and business associates cannot help you find a new opportunity if you don’t ask
for their help.

8
 First things first

Managing Change
First things first
Your initial response to losing a job may be to pick up the telephone and begin calling your contacts. Or,
perhaps you email a quickly-produced resume to a potential employer who requests “something in writing.”
When your recruiter returns your call, you may find yourself giving mixed signals about your ideal job target.
Slowing down, getting organized and becoming sufficiently prepared before you hit the ground running will
gain you far greater results and success in the long run.
As a job loss affects your life beyond work, a number of practical considerations will take center stage and
require addressing. Serious questions will emerge. What is my financial status? How will this change affect
my family and those around me? How prepared am I to deal with change? Who makes up my support system?
What other stress factors in my life impact this event? Where am I headed?
Finding a new position requires a systematic approach. With the right preparation, you will embark on your
job search confidently.
 Slow down the process
 Rely on the expertise around you
 Evaluate, organize and then plan an effective strategy

Three important points

1. Begin considering what you really want to do with the rest of your life.
Forget about what you do every day by habit—frequently called your “job.” Begin to consider your
ideal vocations. Dream a little! This can become the greatest experience of your life. Take charge of
your career.
2. Be positive!
Over 85% of the people who implement the principles of a career transition program end up happier
in their new careers. There is no reason for you to be an exception.
3. Get prepared for some hard work.
Most of us are accustomed to giving our employer 40-plus hours of hard work every week. If you
work as hard for yourself for the next few weeks, the dividends will surprise you.

9
 Notes

Understand the workplace: Seven basic facts

Fact #1: Opportunities are unlimited.
Everyone has choices as to how they will spend their lives. Individuals will continue debating the precise
form society should take, yet no one can argue that ours is still a prosperous nation in which ideas, education,
hard work and persistence can be richly rewarded. You are limited only by your own self-imposed
restrictions to build the type of life you envision for yourself.

Fact #2: Career opportunities are everywhere.

A “job” is simply a contract under which you apply your interests and abilities to help someone else solve his
or her problems, and then receive money in return. To say there are no career choices is like saying there are
no problems left to be solved, a statement which simply is not true. To be a successful job seeker in our
rapidly changing employment market, you must take the responsibility for locating those employers whose
problems you are prepared to solve.

Fact #3: More choices make it harder, not easier.

Having multiple opportunities is a mixed blessing. Which choice do you make? How do you know it’s the
“right” choice? What if you make a mistake? Every choice brings consequences, some of which you may
expect and others you may not. Choices and the changes they bring about can be uncomfortable for a while.
That is why many people simply choose to remain for years in jobs they have long since grown tired of, doing
work that may have been challenging once, but has since become dull and uninteresting.

Fact #4: Your success is your responsibility.

It has to be. No one can provide you with success and security. Your family and friends can’t, the government
can’t, corporations can’t and unions can’t. You may get help along the way from any of these sources, and
some people are more fortunate than others in that regard. Ultimately, however, your career success is up to
you.

Fact #5: No one is born knowing how to plan a career.

We learned many things in school, but few of us learned how to make thoughtful and well-informed decisions
about guiding our own careers. If we are to learn these things, we must start now.

Fact #6: Career transition principles work.

Millions of people have applied the techniques we will pass along to you. These people, from every walk of
life, have proven beyond all doubt that leaving or changing a job, whether by separation or by choice, was,
ultimately, a positive experience. They have discovered, as you will, deep inner resources that can reignite a
career.

Fact #7: There is no better time than right now to make a change.
In a distinct departure from the past, the workplace now is not as interested in your last job title as it is in what
you can do. Your strengths are widely transferable within the workplace of today. Multiple jobs and multiple
careers are no longer the rare exception; they are becoming the rule.

10
 First things first

Managing Change
With planning, persistent effort and the guidance of this program, you will discover
resources within yourself and opportunities that will lead you to your next opportunity. If you
have read this far, you have already begun your journey!

11
 Notes

Know your stress level

 Stress level — optional exercise

This exercise will help you see how vulnerable you may be to the stress of job hunting. Evaluate yourself on
each of the items listed below using the following scale. Circle your answers then add the circled numbers to
obtain your stress vulnerability score.

YES = strong agreement with the statement; Yes = agreement with the statement;
yes = slight agreement with the statement; no = slight disagreement with the statement;
No = disagreement with the statement; NO = strong disagreement with the statement.

Stress Indicator statements NO No no yes Yes YES

I eat at least 2 balanced meals per day. 1 2 3 4 5 6

I get 7 to 8 hours sleep each night. 1 2 3 4 5 6
I give and receive affection regularly. 1 2 3 4 5 6
I have several close relatives on whom I can rely. 1 2 3 4 5 6
I exercise at least 3 times per week. 1 2 3 4 5 6
I seldom smoke cigarettes. 1 2 3 4 5 6
I am the appropriate weight for my height. 1 2 3 4 5 6
I have an income adequate to meet basic expenses. 1 2 3 4 5 6
I get strength from my spiritual beliefs. 1 2 3 4 5 6
I regularly attend club or social activities. 1 2 3 4 5 6
I take fewer than 3 alcohol drinks/week. 1 2 3 4 5 6
I have a strong network of friends and acquaintances. 1 2 3 4 5 6
I have several close friends in whom I confide. 1 2 3 4 5 6
I am in good health. 1 2 3 4 5 6
I am able to speak openly about my feelings. 1 2 3 4 5 6
I have regular conversations with family members about 1 2 3 4 5 6
problems, chores, money and daily living concerns.
I do something for fun at least once per week. 1 2 3 4 5 6
I am able to organize my time effectively. 1 2 3 4 5 6
I drink less than 3 cups of coffee, tea or cola per day. 1 2 3 4 5 6
I take quiet time for myself during the day. 1 2 3 4 5 6

TOTAL STRESS VULNERABILITY SCORE = ___________

12
 First things first

Managing Change
Interpreting the stress indicator
70 or more
Generally you have low vulnerability to stress related problems. Still, looking for work can generate more
stress than you are accustomed to. Use the Strive for Balance exercises to design a stress management plan,
and take good care of yourself during your job search.
41 to 69
You are moderately vulnerable to stress related problems. A stress management plan will be important during
your job search. Complete the Strive for Balance exercises, and design your own plan.
40 or less
You are highly vulnerable to stress related problems. Examine your lowest scores on the Stress Indicator and
consider making some changes in your life. After doing so, to ensure your emotional and physical wellbeing,
complete the Strive for Balance exercises and design a stress management plan for yourself.

13
 Notes

Communicate wisely
When you are out of work, it is tempting to let everyone know how you feel. You may want to tell your side
of the story about leaving your job or how disruptive this change has become.
You may need to share frustrations, but do so selectively. People are more willing to help you when you are
positive and optimistic. Since you need positive references and genuine support throughout your search, be
aware of what you say and how your comments reflect on you.
During your job search, you will find yourself entering into two types of conversations: those that focus on
frustrations and concerns, and those that focus on positive points that further your campaign. Both types of
conversation are important to your success. The key is to have each type of discussion with the appropriate
people. Below are topics that are appropriate to discuss only with family members, your consultant and others
who care personally about you:
details about leaving your last job medical problems
fears about finding work job hunting frustrations
financial worries past employment grievances

Now, list specific individuals with whom you can discuss these topics:
__________________________________________ _________________________________________
__________________________________________ _________________________________________
__________________________________________ _________________________________________

Below are topics that are appropriate to discuss with job contacts:
benefits you bring past accomplishments
career objectives personal strengths
growing industries referrals in companies
new opportunities technical expertise

Now, list specific initial job contacts with whom you might discuss these topics:
__________________________________________ _________________________________________
__________________________________________ _________________________________________
__________________________________________ _________________________________________

14
 First things first

Managing Change
Strive for balance

 Family communication — optional exercise

Although family communication occurs continually, job seekers and their family members benefit greatly
from formal weekly meetings to talk about the job search and its ramifications. Such discussions keep
feelings out in the open, enlist everyone’s support and give partners, especially, a sense of inclusion.
Set a regular time you will meet each week. Review how the search is going and discuss ways you can better
support one another.

_________________________________________ __________________________________________
Day of week Time

 Leisure/family activities — optional exercise

Job searching is tedious, hard work, and requires welcome breaks and opportunities for “recharging.” List
several leisure or family activities you want to begin or maintain during your job search.
Activities Day/time
_________________________________________ __________________________________________
_________________________________________ __________________________________________
_________________________________________ __________________________________________

 Diet — optional exercise

The foods you eat can make a difference in how you feel during your job search. Cut back on your
consumption of caffeinated beverages, sugar, salt and foods with high cholesterol levels. A healthy diet
includes vegetables, fruits, cereals, grains, fish and lean cuts of meat.
Foods I need to cut back on or avoid:
_______________________________________________________________________________________
_______________________________________________________________________________________

Foods I need to add to or increase in my diet:

_______________________________________________________________________________________
_______________________________________________________________________________________

15
 Notes

 Physical exercise — optional exercise

Physical exercise is a great way to eliminate stress and prevent illness. A basic exercise program needs to
include 30 minutes of aerobic activity three or four times a week. Examples of aerobic exercises are jogging,
cycling, swimming, stationary running, stair climbing and rope skipping.
If you have lived a sedentary lifestyle, have high blood pressure or frequently experience dizziness, have a
complete physical examination before starting your exercise program.
Exercises I will begin/maintain times per week time of day

_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________

16
 First things first

Managing Change
Job seeker’s checklist—how prepared are you?

 Job seeker’s checklist

This exercise helps you understand what you need to do to prepare for a job search. You will evaluate
yourself in seven areas of job searching covered in this program. Use the following scale when responding:

YES = strong agreement with the statement; Yes = agreement with the statement;
yes = slight agreement with the statement; no = slight disagreement with the statement;
No = disagreement with the statement; NO = strong disagreement with the statement.

Getting started NO No no yes Yes YES

I know several ways to manage the stress 1 2 3 4 5 6

I may experience during my search.
I know what to say and what not to say to contacts who can 1 2 3 4 5 6
help me.
I have prepared a budget to help me through this period. 1 2 3 4 5 6
I know how to best schedule my time to find a new job as 1 2 3 4 5 6
soon as possible.
Looking at options
I know what I need and want from a new job. 1 2 3 4 5 6
I am clear about the skills and abilities I bring to a new 1 2 3 4 5 6
company.
I am prepared to discuss my personal accomplishments with 1 2 3 4 5 6
potential employers.
I know how to determine what career options are available to 1 2 3 4 5 6
me.
Resumes
I understand the different types of resume formats. 1 2 3 4 5 6
I know how to write a strong resume. 1 2 3 4 5 6
I know how to design a resume that will impress potential 1 2 3 4 5 6
employers.
I know how to format a text/scannable version of my resume. 1 2 3 4 5 6
The game plan
I know how to increase my chances for success when 1 2 3 4 5 6
responding to job postings.
I know how to select and work with recruiting firms. 1 2 3 4 5 6
I know how to approach companies that are not advertising 1 2 3 4 5 6
jobs, but may have them.
I know how to develop a network of contacts. 1 2 3 4 5 6
I know how to turn my networking contacts into an effective 1 2 3 4 5 6
referral and information resource.

17
 Notes

YES = strong agreement with the statement; Yes = agreement with the statement;
yes = slight agreement with the statement; no = slight disagreement with the statement;
No = disagreement with the statement; NO = strong disagreement with the statement.

Telephone skills NO No no yes Yes YES

I understand the advantages to using the telephone in my job 1 2 3 4 5 6

search.
I know how to use the telephone to gather information about 1 2 3 4 5 6
jobs and companies.
I can discuss my strengths on the telephone in a way that will 1 2 3 4 5 6
leave a positive impression.
I know how to use the telephone to effectively follow up on 1 2 3 4 5 6
correspondence.
Technology
I know the pros and cons of posting my resume online. 1 2 3 4 5 6
I know how to leverage on line job boards/career sites. 1 2 3 4 5 6
I know how to use the Internet to conduct company research. 1 2 3 4 5 6
Interviewing
I know how to make a positive first impression in job 1 2 3 4 5 6
interviews.
I am prepared to answer the typical questions interviewers 1 2 3 4 5 6
ask.
I know how to ask questions that convey my interest in a 1 2 3 4 5 6
company.
I know how to increase my chances of getting an offer by 1 2 3 4 5 6
following up.

Add up your circled responses within each section to obtain seven separate scores.
Score for Getting started ____________ Score for Telephone skills ____________
Score for Looking at options ____________ Score for Technology ____________
Score for Resumes ____________ Score for Interviewing ____________
Score for The game plan ____________

Interpret your scores for each area of job hunting as follows:

20 or greater
You are fairly well prepared for this area of job searching. Concentrate on those skills that need polishing.
15 to 19
You are somewhat prepared for this area of job searching. Spend extra time learning about how to enhance
those skills that may be weak.
14 or less
You are not prepared for this area of job hunting. Prepare thoroughly and practice each skill until you feel
confident in that activity.

18
 First things first

Managing Change
How your Career Transition Consultant will assist you
Your consultant will provide a great deal of support as a job-search coach. He or she will be knowledgeable
and objective and will encourage strategic thinking, goal setting and hard work. Here are some specific
guidelines to review with your consultant as you initiate and progress through your search:
1. Be willing to meet on a regular basis to review your job search plan. See if you have met your
objectives since you last met with your consultant and set goals for the upcoming week. This is the
single most important thing you can do. If nothing has changed since the previous meeting, it is
usually the result of a stalled work plan. This indicates a need to identify and resolve job-search
barriers.
2. Develop and maintain a personal and family stress-management program. See that all members are
taking care of themselves emotionally and physically.
3. Complete self-assessment activities and establish clearly-defined career objectives. Ensure that you
can communicate career directions to networking contacts and potential employers.
4. Prepare marketing materials for your job search, such as a well-designed resume, a completed sample
application, a two-minute self-presentation for use in interviews and a thirty-second summary for
networking meetings.
5. Develop your expertise in the four primary methods of the job search: networking, responding to
published openings, working with recruiters, and contacting companies directly.
6. Learn how to conduct research on your target companies prior to contacting them. Make sure you
have enough information to ask thoughtful questions and to make a positive impression.
7. Personalize every contact and brainstorm ways to get face-to-face with each potential employer.
8. Seek out your consultant’s objective point of view – he or she can offer feedback and advice,
especially from the employer’s perspective.
9. In preparing for interviews, practice responses to the most commonly-asked questions and learn how
to skillfully address objections or concerns.
10. Your consultant can act as a counterbalance. If you become overly optimistic about particular
opportunities, your consultant will remind you that nothing is certain until an offer is received. When
you become discouraged, your consultant will provide positive reinforcement.

19
 Notes

Become organized
Your task in the weeks ahead will be to work full time at finding your new opportunity. Your efforts at
becoming well organized now will make the job of job searching easier and more efficient.
The following are minimum requirements for a temporary work area:
• A place set aside in your home where you can work each day: Even if your “office” is simply a table
set up in the corner of a room, it should always be reserved for your job search activities.
• A home telephone with voicemail capabilities and/or a mobile phone.
• Your voicemail announcement should be short, simple and business-like, example:
You have reached Jane Smith at 555-555-5555. Please leave your name, number as
well as a brief message and I will return your call as soon as possible. Thank you.
• Some type of day or week planner (either electronic or hard copy) which will help you keep track of
appointments, phone calls, letters to write and “things to do”
• Basic office supplies such as printer paper, stationery, envelopes, stamps, and file folders.
• A personal computer or laptop. Many used or refurbished models are available today.
• A contact system, either electronic or hard copy, in which to keep names of contacts, leads, dates and
places during your job search. You will find contact system forms in the chapter on Job Search
Strategies.
• A marker board or chalk board which includes a calendar. This makes a highly visible record of your
day-to-day activities.

20
 First things first

Managing Change
Suggested system for getting organized
The following is a suggestion as to how you might organize your job search campaign materials. A three-ring,
loose-leaf notebook, divided into eight sections, will enable you to organize accumulating information and
retrieve it quickly.
If you prefer, you can create an electronic job search system on MS Word or Excel.

Tab 1 — Target company list

• Updated continually

Tab 2 — Active jobs

• All correspondence/notes related to any opportunities for which you are an active candidate

Tab 3 — Network
• Call list: actual, ongoing list of contacts to call; an Excel spreadsheet works well
• Alpha list: separate sheet, card, or file for each individual contacted (an alphabetical database) with
comprehensive data on each

Tab 4 — Job Postings

• Copies of all job postings to which you have responded
• Copies of cover letters
• All other correspondence from/to the company
• Notes (company research, follow-up, etc.)

Tab 5 — Recruiters/search firms

• List of contacts (name, address, phone number, etc.)
• Copies of all correspondence
• Notes of meetings, leads, follow-up, etc.

Tab 6 — Direct mail

• List of contacts (name, address, phone number, etc.)
• Copies of all correspondence
• Notes of company research, meetings, follow-up, etc.

Tab 7 — Follow-up
• Sorted by date; compiled from previous tabs

Tab 8 — Weekly plans

• Copies of weekly planning and goal setting forms

21
 Notes

Evaluate your finances

 Financial Evaluation

TOTAL MONTHLY FIXED EXPENSES

List items that are ongoing costs; these are expenses you will be paying each month.
Rent/mortgage/property taxes:_______________________________________________________
Gas/electric/water: ________________________________________________________________
Telephone: ____________________________________________________________________
Insurance: Auto ___________________________________________________________
Health __________________________________________________________
Life ____________________________________________________________
Home __________________________________________________________
Credit payments: Auto ___________________________________________________________
Credit cards/department stores _______________________________________
Child care: _______________________________________________________________
Other: _______________________________________________________________
TOTAL FIXED EXPENSES: ______________________________________________________

TOTAL MONTHLY VARIABLE EXPENSES

List items for which you have allocated funds, but which could be cut back if necessary. The “current”
column should contain the amount, which you are currently spending. The “revised” column should be
completed later to reflect those expenses, which can be revised downward.
Current Revised
Food: Groceries/purchased meals __________________________________________
Clothing: Purchase/cleaning _________________________________________________
Transportation: Gas/oil/parking/public _____________________________________________
Repair __________________________________________________________
Recreation: Entertainment ____________________________________________________
Publications _____________________________________________________
Education: Tuition/supplies __________________________________________________
Transportation ___________________________________________________
Contributions: _______________________________________________________________
Personal Items: _______________________________________________________________
TOTAL MONTHLY VARIABLE EXPENSES: ______________________________________

22
 First things first

Managing Change
NET INCOME
List your monthly sources of net income (after taxes).
Salary/wages/unemployment/severance: _______________________________________________
Commissions: ____________________________________________________________________
Interest: _____________________________________________________________________
Investments: _____________________________________________________________________
Other: _____________________________________________________________________
TOTAL MONTHLY NET INCOME: _______________________________________________

BUDGET SUMMARY
Compare monthly income with expenses.
TOTAL MONTHLY NET INCOME: _________________________________________________
Less:
TOTAL MONTHLY FIXED EXPENSES: _____________________________________________
TOTAL MONTHLY VARIABLE EXPENSES: _________________________________________
NET MONTHLY DIFFERENCE: __________________________________________________

If you show a net monthly surplus, you are probably in good shape. If there is no surplus, or your difference is
negative, you may want to think about taking one or more of the following steps:
• Reduce your variable expenses
• Utilize your cash on hand
• Liquidate some of your assets

Financial planning and self-insurance resources

Now might be an ideal time to build a relationship with a Certified Financial Planner (CFP) who can help you
to assess your short term financial situation; options related to pensions, 401Ks/403Bs (to avoid tax
consequences and penalties); and future financial plans. The Certified Financial Planner Board of Standards
sponsoring the site listed below is a primary certifying organization for financial planners. Although we have
not worked with the firms, they may list or make specific recommendations as to whether the member firms
meet specific criteria for industry experience, training and ethics as defined by the site. Our advice is that
anyone seeking to establish a relationship with a CFP should interview at least three firms, while also
soliciting advice from friends and professional colleagues who may already have relationships with specific
practitioners. The CFP website is: http://www.cfp.com/search/.

23
 Notes

24
 First things first

Managing Change
Job search expense record
Day Sun Mon Tues Wed Thurs Fri Sat
Date
Auto Mileage
From/To
From/To
From/To
From/To
From/To
From/To
Books, Tapes, Videos
Career Counseling
Career Testing
Directories/Lists
Dues/Meetings
Equipment
Financial/Tax Advice
Legal Fees
Long Distance Calls
Magazines/Journals
Meals/Entertainment
Newspapers
Office Supplies
Parking
Postage/FedEx/UPS
Printing/Copying
Seminars/Workshops
Travel
Airfare
Hotel
Meals
Car Rental
Tips
Other Expenses

DAILY TOTALS

25
 Notes

Create your Public Exit Statement

Your Public Exit Statement is the explanation used to concisely summarize the reasons for your departure.
You will use this statement with your network contacts and potential employers. Do not confuse this
statement with your 30-second Commercial / Marketing Statement, which is covered in the networking
section.
The best way to explain why you are no longer with your company is to give a brief statement of events that
have affected the company and led up to your release—then move on without dwelling on the past. It is
always helpful to position yourself as a member of a group of affected employees if that fact holds true for
you.
A few examples of public statements are:

My regional sales director position at Worldwide Sales was eliminated as a result of the
downsizing of the Sales Department. Since growth opportunities at the company will now
be limited, I have chosen to seek new opportunities elsewhere.

Due to a merger between Global Bank and Bank of New York, my position was affected; I
was one of over 300 employees who were recently released from the bank.

As a result of a recent restructuring at Global Technologies, I have decided to resign as

Director of Information Systems and search for a position that more closely matches my
career goals.

 Writing your Public Exit Statement

In the space below, write your Public Exit Statement.
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
Your Public Exit Statement is an essential starter, but it is not a standalone statement. Closely connected will be
your Career Summary Statement (described in Chapter 4 – Resumes), your 30-second Commercial / Marketing
Statement (described in Chapter 5 – Job Search Strategies), and your Value Statement (described in Chapter 8
– Interviewing). All of these will need to be in your tool box before you start making contacts.

26
 Managing Change

27
NOTES
 NOTES

28
 Chapter 2
Career Decisions and Direction

Career Decisions
and Direction
Is career continuation or career change the right path for you? ............................... 31
Overview of the job search process ....................................................................................................... 31
If you are choosing career continuation ................................................................................................. 32
If you are choosing career change.......................................................................................................... 33
Overview of the career change process.................................................................................................. 34

29
 Is career continuation or career change the right path for you?

Is career continuation or career change the right path for you?

Many job seekers find themselves at a crossroads where they confront the decision either to continue working
in their most recent career or industry or to begin working in a field or job unrelated to anything they have
done previously.
In the past, a job was simply a way to earn a living. But today, employees’ needs for personal job satisfaction

Career Decisions
and Direction
and for striking an appropriate career/life balance have taken on greater importance.
Employees don’t have to continue doing something that they don’t enjoy just because it is what they have
always done. The bottom line is that careers are adjustable and you are in control.

Overview of the job search process

Regardless of the path you choose, the following provides a general outline of the job search process that you
will tailor depending on the path you take next.

Read, write and reflect
Evaluate your emotions
Complete an assessment of your
skills, background, strengths and
goals
Create your public statement
Create your 30-second commercial
Identify and list your job objectives
At a crossroads? Read books about
career changing and personal
growth
Establish references
Establish your financial plan
Prepare written tools
Your resume
Cover letters
Networking profile and letters
Thank you letters
Know your job market
Understand your geographic area’s
industry needs, skills in demand
and employment trends
Learn all aspects of the four
methods of job searching:
Networking – Locating a “bridge”
Responding to published openings in
newspapers and on the Web
Using recruiters/agencies
Contacting companies directly
Master the use of technology
Using email and sending attachments
Preparing a scannable resume
Locating job openings online
Researching companies online
Posting resumes online
Leveraging the use of social media
tools in your search
Work the process
consistently
Use all four methods of job searching
Spend 60% to 80% of your time on
networking
Use library resources and
research tools
Understand clearly the
product you are selling—
you
Practice verbalizing your strengths,
goals, achievements and value to a
potential employer
Get organized
Prepare your database (electronic or
hard copy) of growing contacts
Set up system (electronic or hard
copy) to track your progress and
compile accumulating documents
Join associations
Join your industry specific
professional associations
Join local job search networking
groups
Master job search skills
Networking
Approaching your contacts by
telephone
Interviewing
Negotiating salary
Take time for yourself
̶Take adequate blocks of time for
recreation and leisure and spending
time with other

31
 Career Decisions and Direction

If you are choosing career continuation

The most expedient way to gain new employment is to build on and market your existing well-developed
skills and experiences. If you have found satisfaction in your career thus far and want to advance this career
path, your decision is clear cut—career continuation.
Your job search campaign will include the following four components:

Refining skills
These include using technology, networking, interviewing, researching, negotiating salary, marketing yourself
and letter writing.

Preparing documents
These will include a resume, cover letters, reference list, public statement, 30-second commercial and
networking script.

Using tools
These include self-assessment instruments, the Internet/Web (for locating job openings and posting your
resume), research directories and research databases.

Employing job search strategies

You will want to employ several methods of job searching simultaneously, while spending the majority of
your time on networking.

A career continuation campaign begins with:

• Conducting a self-assessment
• Preparing your documents
• Learning about the methods used to conduct a search

 Why career continuation? — optional exercise

In the space below, list three reasons why you wish to continue in your current career or industry.
1. ____________________________________________________________________________________
2. ____________________________________________________________________________________
3. ____________________________________________________________________________________

32
 Is career continuation or career change the right path for you?

If you are choosing career change

If career change is your decision, you will use the same components of a traditional job search campaign, but
most likely will spend considerable time in the beginning of your career transition program on in-depth
exploration. This may be accomplished through self-assessment, possibly vocational testing, researching
career options, and meeting with professionals who hold the types of jobs that interest you. Your campaign
will include the following:

Refining skills

Career Decisions
and Direction
These include informational interviewing, researching, using technology, networking, interviewing,
negotiating salary, marketing yourself and letter writing.

Preparing documents
Your documents will include a resume (possibly a functional resume), cover letters, reference list, your
public/exit statement, your 30-second commercial and networking script.

Using tools
These include self-assessment instruments, the Internet, research directories and research databases.

Understanding and implementing job search strategies

You will want to employ several methods of job searching simultaneously, while spending the majority of
your time on networking.

A career change program begins with:

• Completing a thorough self-assessment and/or career/personality testing
• Conducting informational interviews with professionals
in your targeted careers
• Researching employment trends and various job markets

 Why career change? — optional exercise

In the space below, list three reasons why you wish to launch a career change.
1. ___________________________________________________________________________________
2. ___________________________________________________________________________________
3. ___________________________________________________________________________________

33
 Career Decisions and Direction
Overview of the career change process
The following provides insight into additional steps you will want to explore as you consider a career change
Explore a variety of careers
and jobs
− Use library resources to read and
study the nature of careers of
interest
− Use the O*Net career research
resource.
− Conduct informational interviews
with professionals who are
established in careers of interest
− Request and read literature on
university and other accredited
educational programs
Know yourself (self-
assessment)
− Complete assessment exercises
− Complete interest and personality
preference inventories
Evaluate your financial
requirements
− Make necessary financial or
budgetary adjustments
34
Join associations
− Join industry specific professional
associations
− Acquire additional educational
training if necessary
Master the use of
technology
− Using email and sending
attachments
− Preparing a scannable resume
− Locating job openings online
− Researching companies online
− Posting resumes online
− Leveraging the use of social media
tools in your search
Learn all aspects of the four
methods of job searching
− Networking – Locating a “bridge”
− Responding to published openings
in newspapers and on the Web
− Using recruiters/agencies
− Contacting companies directly
Know the job market
− Understand your geographic area’s
industry needs, skills in demand
and employment trends
Once you have established
the skills you are “selling”
and have identified your job
targets, begin a traditional
job search
Work the process
consistently
− Use all four methods of job
searching—remember that
networking is especially important
− Spend 60% to 80% of your time on
networking
Take time for yourself
− Take adequate blocks of time for
recreation and leisure and spending
time with others
 Career Decisions
and Direction

35
NOTES
 NOTES

36
 Chapter 3
Self-Assessment
Taking stock .................................................................................................................... 39
Why complete a self-assessment? .......................................................................................................... 39
Work values inventory ........................................................................................................................... 40
Career needs inventory .......................................................................................................................... 42
Assessing skills ...................................................................................................................................... 44
Three types of skills ............................................................................................................................... 45
Personal skills inventory ........................................................................................................................ 46
Functional skills inventory ..................................................................................................................... 48
Knowledge/technical skills inventory .................................................................................................... 51

Self-Assessment
Interests inventory (optional) ................................................................................................................. 54
Achievements inventory ........................................................................................................................ 57
Memory joggers ..................................................................................................................................... 63
Work satisfiers inventory ....................................................................................................................... 65
Goal-setting ............................................................................................................................................ 67
In summary ............................................................................................................................................ 68
If you are thinking of a new career field ................................................................................................ 69

37
 Taking stock

Taking stock
Why complete a self-assessment?
Your desire to launch a job search may lead you to move directly to workbook sections on resume writing or
networking or using technology in the job search. However, we strongly urge you to take time to complete
this chapter on self-assessment before you begin any job search efforts. Taking time to complete a thorough
review of what you have to offer, and how that links to opportunities in the marketplace is a critical
component of your career transition efforts.
There are five major benefits to completing self-assessment exercises:
1. An objective reflection of yourself, including your marketable strengths, your true interests and your
preferred skills, leads to a well-organized, focused resume and job search campaign.
2. You are better prepared to answer interview questions regarding your skills, strengths, values, goals and
achievements if you have addressed this information in the assessment chapter.
3. Assessment data may reflect career history patterns, which may yield information that could help you

Self-Assessment
make better career decisions.
4. Assessment data can aid you in carving out your job targets as you outline your current values, your most
preferred skills, your successes and your most desirable job environment.
5. You will embark on a job search with more confidence when you have reflected on and become aware of
your strengths and professional contributions.

39
 Self-Assessment

Work values inventory

 Rate your work values

The following list describes a variety of values that individuals seek to express through their work. Rate the
degree of importance that you would assign for each in your own work. Then rank your top 5 in priority
order.
3 = very important 2 = reasonably important 1 = not very important

_____ adventure have work duties which involve frequent risk taking

_____ aesthetics be involved in appreciating the beauty of ideas and things

_____ affiliation be recognized as a member of a particular organization

_____ artistic design engage in creative work in any of several art forms

_____ change/variety have work responsibilities which frequently change in content and setting

_____ community be involved in community/neighborhood affairs

_____ competition engage in activities which challenge my abilities against others’ abilities

_____ creativity create new ideas, programs or organizational structures

_____ economic reward be highly compensated for work accomplished

_____ excitement experience a high degree of excitement in the course of work

_____ fast pace work in circumstances where there is a rapid pace of activity

_____ friendships develop close personal relationships with people as a result of work
activities

_____ help others be involved in helping other people in a direct way, either individually or in
small groups

_____ help society do something to contribute to the betterment of the world in which I live

_____ independence be able to determine the nature of my work without significant direction
from others

40
 Taking stock

3 = very important 2 = reasonably important 1 = not very important

_____ influence be in a position to change attitudes, opinions or behavior of other people

_____ intellectual status be regarded as a person of high intellectual prowess or as one who is an
acknowledged expert in a given field

_____ knowledge engage in the pursuit of knowledge, truth and understanding

_____ leadership be able to direct others toward a course of action

_____ location live in an area conducive to my lifestyle

_____ make decisions have the power to decide course of action and policies

_____ moral fulfillment feel that work contributes to a set of moral standards

_____ physical stamina use my physical abilities at work

Self-Assessment
_____ power fully or partially control the work activities of others

_____ recognition be recognized for the quality of my work in some visible way

_____ security be assured of keeping my job and a reasonable financial reward

_____ stability have job duties and work routine that are largely predictable and not likely
to change over time

_____ supervision have a job in which I’m responsible for the work of others

_____ time freedom have job responsibilities at which I can work according to my own time
schedule

_____ work alone do projects by myself, without any significant amount of contact with
others

_____ work under pressure work in situations where time pressure is prevalent

_____ work with others have close working relationships with a group

41
 Self-Assessment

Career needs inventory

 Rate your career needs

The following is a list of career needs to consider in evaluating your next position. Consider the degree of
importance each item holds for you. Rate the following with the numbers shown below as they correspond to
your life and your new career.
3 = very important 2 = reasonably important 1 = not very important
____ benefits

____ compensation

____ corporate culture

____ employment policies

____ job title

____ location

____ management style of organization

____ organizational mission

____ physical surroundings

____ prestige and reputation of organization

____ products/services

____ size of organization

____ subject matter/field of knowledge

____ type of organization (commercial, government, industrial, service . . . )

____ types of people to work with

____ working hours

42
 Taking stock

 Summary of your work values and career needs

List your top work values as outlined on the previous pages.
__________________________________________ _________________________________________
__________________________________________ _________________________________________
__________________________________________ _________________________________________
__________________________________________ _________________________________________

How have the above values determined previous career decisions?

_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________

Self-Assessment
List your top career needs as outlined on the previous pages.
__________________________________________ _________________________________________
__________________________________________ _________________________________________
__________________________________________ _________________________________________
__________________________________________ _________________________________________

How have the above needs determined previous career decisions?

_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________

43
 Self-Assessment

Assessing skills
When you ask yourself what you have to offer an employer, the most basic answer is skills. Skills are the
building blocks of your career. They serve as a bridge from one job to another, from one career to another.
The emphasis in the job search is on skills. As a job seeker, you must know:
• What your core skills are
• How transferable your skills are to other jobs and careers
• The value of your skills in the current job market
• What new skills you need

44
 Taking stock

Three types of skills

A skill is something you do consistently well in an active sense. The most common mistake people make
when describing their skills is to be too general. For example: “I have management skills” or “I’m skilled in
shipping.” Both roles involve a multitude of skills. To help you brainstorm and identify your list of skills, we
have created three categories in which all skills may fall: personal skills, functional skills and technical skills.

Personal skills Functional skills Knowledge/technical skills

− often called our traits or personal
characteristics;
− acquired in our earliest years;
− we bring to different jobs and
careers.
− overlap with personal skills;
− rooted in our aptitudes;
− how we relate to people, data and
things;
− transferable to other jobs.
− relate to specialized knowledge;
− frequently learned on the job or at
school;
− may be difficult to transfer to
other jobs and career fields.

Example: detail-oriented, Example: analyzing, Example: writing engineering

creative, resourceful… implementing, budgeting… change orders; administering
company benefits packages..

Self-Assessment

45
 Self-Assessment

Personal skills inventory

 Identify your personal skills

This exercise will help you identify the distinctive attributes and characteristics that contribute to your work
and career success. Place a check mark next to those personal skills that describe you. Circle the 3-4 personal
skills that best describe you.

___ adaptable ____ dominant ____ orderly

___ aggressive ____ dynamic ____ organized
___ alert ____ efficient ____ patient
___ assertive ____ empathetic ____ persistent
___ astute ____ energetic ____ playful
___ authentic ____ enthusiastic ____ poised/confident
___ aware ____ expressive ____ practical
___ calm ____ firm ____ punctual
___ candid ____ flexible ____ reliable/dependable
___ cautious ____ focused ____ resourceful
___ collaborative ____ generous ____ responsible
___ committed ____ hands–on ____ self-directed
___ competitive ____ humorous ____ self-reliant
___ confident ____ initiatory ____ sincere
___ conscientious ____ intuitive ____ sociable
___ courteous ____ inventive ____ spontaneous
___ curious ____ loyal ____ systematic
___ decisive ____ methodical ____ tactful
___ detail-oriented ____ objective ____ thorough
___ diplomatic ____ open-minded ____ tolerant
___ discerning ____ optimistic ____ trusting

46
 Taking stock

 Summary of your personal skills

What ten personal skills best describe you?

__________________________________________
__________________________________________
__________________________________________
__________________________________________
__________________________________________
_________________________________________
_________________________________________
_________________________________________
_________________________________________
_________________________________________

How have the above skills contributed to your success in past positions?
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________

Self-Assessment
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________

Which personal skills have hindered your success in past positions? How will you deal with these in the
future?
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________

47
 Self-Assessment

Functional skills inventory

 Identify your functional skills

Functional skills describe how we relate to people, data, things and ideas. They are frequently transferable to
other jobs and careers.
This exercise will help you develop a full picture of those skills you can offer an employer. Circle those
functional skills in which you have greatest proficiency. Review those skills you have circled and check those
you really enjoy. Competency + enjoyment = motivated skills.

absorb information develop instruct promote

achieve diagnose interpret reason
act direct interview reconcile
adapt edit invent record
administer eliminate investigate recruit
advise encourage judge repair
analyze enforce lead report
arrange enlighten learn research
assemble evaluate lecture risk
assess examine listen schedule
audit execute maintain sell
budget explain manage set goals
build express mediate set up
calculate extract meet deadlines solve
classify facilitate mentor speak
coach finance motivate strategize
communicate fix negotiate study
compile formulate observe style
compose focus operate summarize
conceptualize gather organize supervise
convince generate originate synthesize
coordinate guide perceive systematize
counsel help perform teach
create hypothesize persuade team-build
decide identify plan train
decorate implement predict troubleshoot
delegate improvise present understand
detail influence prioritize unify
demonstrate initiate program verbalize
design inspect produce visualize

48
 Taking stock

 Categorize your functional skills according to working with

people, data, ideas or things
Place all of your circled functional skills (from the exercise on the previous page) in one of the appropriate
categories: working with people, with data, with ideas or with things. What conclusions can you draw from
the results?

Working with Working with Working with Working with

people data ideas things

Self-Assessment

49
 Self-Assessment

 Summary of your functional skills

My strongest functional skills, as outlined on previous pages, are:
_________________________________________ __________________________________________
_________________________________________ __________________________________________
_________________________________________ __________________________________________
_________________________________________ __________________________________________

How have the above skills contributed to your success in past positions?
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________

Which functional skills do you need to develop/strengthen to be competitive in the workplace?

_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________

How will you develop/strengthen the above functional skills?

_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________

50
 Taking stock

Knowledge/technical skills inventory

 Identify your knowledge/technical skills

Knowledge/technical skills relate to having some form of specialized knowledge. They frequently are learned
on the job or at school; they may be difficult to transfer to other jobs and careers.
Read the sample exercise, then, in the space below and on the following pages, identify the knowledge skills,
specialized knowledge and abilities you have acquired and developed in past positions.

Sample knowledge/technical skills exercise:

Manufacturing Process Engineer

job title

Knowledge/technical skill #1 develop product improvements

Knowledge/technical skill #2
Knowledge/technical skill #3
Knowledge/technical skill #4
Knowledge/technical skill #5
Self-Assessment
proficient in ERP system
write procedures for manufacturing processes
skilled in MS Word and project management software
skilled in manufacturing design

Your knowledge/technical skills — A

____________________________________________________________________________
job title

Knowledge/technical skill #1 _____________________________________________________

Knowledge/technical skill #2 _____________________________________________________
Knowledge/technical skill #3 _____________________________________________________
Knowledge/technical skill #4 _____________________________________________________
Knowledge/technical skill #5 _____________________________________________________

51
 Self-Assessment

Your knowledge/technical skills — B

____________________________________________________________________________
job title

Knowledge/technical skill #1 _____________________________________________________

Knowledge/technical skill #2 _____________________________________________________
Knowledge/technical skill #3 _____________________________________________________
Knowledge/technical skill #4 _____________________________________________________
Knowledge/technical skill #5 _____________________________________________________

Your knowledge/technical skills — C

____________________________________________________________________________
job title

Knowledge/technical skill #1 _____________________________________________________

Knowledge/technical skill #2 _____________________________________________________
Knowledge/technical skill #3 _____________________________________________________
Knowledge/technical skill #4 _____________________________________________________
Knowledge/technical skill #5 _____________________________________________________

52
 Taking stock

 Summary of your knowledge/technical skills

List your most marketable knowledge/technical skills
__________________________________________
__________________________________________
__________________________________________
__________________________________________
__________________________________________
__________________________________________
_________________________________________
_________________________________________
_________________________________________
_________________________________________
_________________________________________
_________________________________________

Which knowledge skills do you need to develop/strengthen to be competitive in the workplace?

_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________

Self-Assessment
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________

How will you develop/strengthen the above knowledge/technical skills?

_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________

53
 Self-Assessment

Interests inventory (optional)

 Rate your interests

Most people have interests in a number of different activities, occupations and school subjects. However, they
are not sure how to translate these interests into occupations that are appealing. An interest inventory can do
this for you.
On the following pages, you will find an interest inventory similar to the well-known Strong Vocational
Interest Inventory, but it is shorter and can be scored immediately. You may want to complete this exercise
and relate your scores to career fields shown at the end of the exercise. Evaluate yourself using the following
scale:
YES = strong agreement with the statement; yes = slight agreement;
no = slight disagreement; NO = strong disagreement with the statement.

Mechanical interests YES yes no NO

Do you like to work with your hands? _____ ____ ____ ____
Do you like to repair things? _____ ____ ____ ____
Do you like to work with tools? _____ ____ ____ ____
Do you like to operate machinery? _____ ____ ____ ____
Do you like physical work? _____ ____ ____ ____
Do you like to work outdoors? _____ ____ ____ ____

Theoretical interests YES yes no NO

Do you like to solve puzzles? _____ ____ ____ ____
Do you like ambiguous challenges? _____ ____ ____ ____
Do you like to read and study? _____ ____ ____ ____
Do you like math and science? _____ ____ ____ ____
Do you like to investigate physical things? _____ ____ ____ ____
Do you like to think through problems more than work _____ ____ ____ ____
them out?

Artistic interests YES yes no NO

Do you like to express yourself? _____ ____ ____ ____
Do you like freedom from structure? _____ ____ ____ ____
Do you like unconventional solutions? _____ ____ ____ ____
Do you like aesthetic statements? _____ ____ ____ ____
Do you like to work alone? _____ ____ ____ ____
Do you like creative situations? _____ ____ ____ ____

54
 Taking stock

Social interests YES yes no NO

Do you like to care for others? ____ ____ ____ ____
Do you like to work with people? ____ ____ ____ ____
Do you like to be part of a group? ____ ____ ____ ____
Do you like to train others? ____ ____ ____ ____
Do you like to supervise people? ____ ____ ____ ____
Do you like to help others? ____ ____ ____ ____

Business interests YES yes no NO

Do you like to persuade others? ____ ____ ____ ____
Do you like to be the leader? ____ ____ ____ ____
Do you like to speak to groups? ____ ____ ____ ____
Do you like to manage projects? ____ ____ ____ ____
Do you like to sell things? ____ ____ ____ ____
Do you like to make things happen? ____ ____ ____ ____

Organizational interests YES yes no NO

Do you like things to be orderly? ____ ____ ____ ____
Do you like well-defined tasks? ____ ____ ____ ____
Do you like office procedures? ____ ____ ____ ____

Self-Assessment
Do you like stable situations? ____ ____ ____ ____
Do you like a chain of command? ____ ____ ____ ____
Do you like to know what is next? ____ ____ ____ ____

Now, add up your score in each Interest category. Use the following key:
YES = 4 yes = 3 no = 1 NO = 0

Record the total score for each category on the lines below:
Mechanical interests ___________ Social interests _______________
Theoretical interests ___________ Business interests _____________
Artistic interests ______________ Organizational interests ________

List your top three interest categories in the space below:

_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________

55
 Self-Assessment

 Interests as they relate to career fields

The lists below show the relationship between interest categories and individuals employed in those interest
categories. Under your three highest interest categories, circle job titles or career fields that you find
appealing.

Mechanical interests Theoretical interests Artistic interests

− carpenter − actuary − advertising designer
− CAD designer − chemist − architect
− computer hardware technician − chiropractor − art teacher
− electrician − college professor − author/writer
− engineer − computer programmer − broadcaster
− firefighter − electronic technician − chef
− painter − geologist − commercial artist
− plumber − medical technician − copy writer
− police officer − mathematician − foreign language teacher
− printer − physical therapist − interior decorator
− repairman (equipment) − physician − librarian
− sheet metal worker − science instructor − photographer
− telecommunications specialist − surveyor − public relations specialist
− tool/die maker − systems analyst − web designer

Social interests Business interests Organizational interests

− athletic trainer
− child care worker
− cosmetologist
− dental hygienist
− elementary teacher
− guidance counselor
− minister
− non-profit director
− nurse
− occupational therapist
− social worker
− special education teacher
− business owner − accountant/auditor
− buyer/merchandiser − banking professional
− caterer − bookkeeper/financial analyst
− food service manager − credit manager
− hotel manager − court reporter
− human resources manager − dietician
− manufacturing representative − food service manager
− marketing specialist − IRS professional
− public affairs director − medical assistant
− purchasing agent − pharmacist
− real estate agent − teacher
− travel agent − trainer

The next step is to list your skills and see if they match what employed people do in your areas of interest.

56
 Taking stock

Achievements inventory

 Rate your personal and professional achievements

An achievement is something you know you did well as judged by your own standards. As such, your
achievements are some of the best reflections of your best skills. They show how you have used your skills to
your advantage and how they made a positive impact on your work and on your personal life.
Achievements come in all shapes and sizes. Try to remember all the experiences that left you with a sense of
fulfillment and satisfaction at school, at work and in your personal life.
Read the exercise instructions below, and complete on the following pages. Pick the five achievements most
important to you.

#1
a) Describe an experience you felt proud to have achieved.
b) What needed addressing that you responded to?

Self-Assessment
c) What challenges, problems or obstacles did you face?
d) Did you initiate something?
e) Did you handle a difficult situation?

#2
a) Describe what you did about it.
b) What action did you take?

#3
a) Describe the outcome.
b) How did it turn out?
c) Why was this important to you?

57
 Self-Assessment

Your achievement — A

#1___________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________

#2___________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________

#3___________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________

Your achievement — B

#1___________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________

#2___________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________

#3___________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________

58
 Taking stock

Your achievement — C

#1 ___________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________

#2 ___________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________

#3 ___________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________

Self-Assessment
Your achievement — D

#1 ___________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________

#2 ___________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________

#3 ___________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________

59
 Self-Assessment

Your achievement — E

#1___________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________

#2___________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________

#3___________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________

60
 Taking stock

 A closer look at your achievements

In each column, representing your five achievements, place a check mark next to each functional skill if it
was used in the undertaking of the achievement. Then total the number of checks next to each skill and place
the number in the “total” column.

A B C D E TOTAL
Administering
Analyzing
Attending to detail
Budgeting
Communicating
Compiling
Coordinating
Creating

Self-Assessment
Designing
Implementing
Influencing
Innovating
Instructing
Investigating
Leading
Learning
Managing
Organizing
Planning
Prioritizing
Problem solving
Speaking
Strategizing
Teaching
Writing

61
 Self-Assessment

 Summary of “a closer look at your achievements”

The skills with the highest scores are probably your strongest and the ones you enjoy using most. Identify
your strongest skills by looking at those that appear repeatedly in your achievements—the skills in which you
have the highest scores.
_________________________________________ __________________________________________
_________________________________________ __________________________________________
_________________________________________ __________________________________________
_________________________________________ __________________________________________
_________________________________________ __________________________________________
_________________________________________ __________________________________________
_________________________________________ __________________________________________

Achievements reveal a lot about your skills; they also reveal the types of challenges you enjoy and the type of
work you find satisfying. What did you find challenging and satisfying in your achievements and the
situations?
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________

62
 Taking stock

Memory joggers
If you are having difficulty remembering achievements, look at the memory joggers below; write notes that
will remind you of a story under as many of them as you can. Remember, most people are impressed by facts
and figures versus general statements. Numbers draw more attention and are more believable, so quantify
your accomplishment statements whenever possible.

1. Describe a situation in which you solved a problem or took charge of a critical situation.

2. Give an example of something you created or built.

3. Describe an instance in which you developed an idea or discovered a need and met it.

Self-Assessment
4. Explain how you showed leadership during a challenging situation.

5. What action did you take or what contribution did you make regarding a company decision or change?

6. List ways you have saved time or money.

7. What have you done to help others reach their goals?

8. What awards or commendations have you received? Why?

9. Have you been involved in a team effort that produced a specific result?

63
 Self-Assessment

10. What were the achievements that resulted in your being promoted from one job to another?

11. What work-related training courses/programs have you attended?

12. In what way have you influenced the direction, efficiency or productivity of your immediate work group?

13. For what contribution are you personally recognized, and why is this an advantage to the company?

14. Describe a change initiative that you implemented.

15. Describe a coalition or project team that you built.

64
 Taking stock

Work satisfiers inventory

 List your work satisfiers and dissatisfiers

In order to formulate career targets with the greatest potential for success and satisfaction for you, it is
important to spend time analyzing positions you have held in the past.
In listing your previous jobs, write down the aspects of each job you enjoyed and those you did not enjoy.
Think about the tasks, responsibilities, projects and goals on which you worked.

Position:
Dates:

Enjoyed Didn’t enjoy

Self-Assessment
Position:
Dates:

Enjoyed Didn’t enjoy

65
 Self-Assessment

Position:
Dates:

Enjoyed Didn’t enjoy

 Summary of work satisfiers and dissatisfiers

Review your list of work satisfiers and dissatisfiers, then narrow them down to ten items you enjoyed most
and ten items you enjoyed least. This information can help you choose your next job wisely.

I have been most satisfied in my work when:

_________________________________________
_________________________________________
_________________________________________
_________________________________________
_________________________________________
__________________________________________
__________________________________________
__________________________________________
__________________________________________
__________________________________________

I have been least satisfied in my work when:

_________________________________________
_________________________________________
_________________________________________
_________________________________________
_________________________________________
__________________________________________
__________________________________________
__________________________________________
__________________________________________
__________________________________________

66
 Taking stock

Goal-setting

 Identify your goals

In addition to reviewing skills, interests, values and achievements, a thorough self-assessment requires a look
at not only present skills and past achievements, but at future goals as well.
Complete the exercise below by identifying your personal and professional goals.

Three of my professional goals include:

1. ___________________________________________________________________________________
___________________________________________________________________________________
___________________________________________________________________________________
2. ___________________________________________________________________________________
___________________________________________________________________________________
___________________________________________________________________________________

Self-Assessment
3. ___________________________________________________________________________________
___________________________________________________________________________________
___________________________________________________________________________________

Three of my personal goals include:

1. ___________________________________________________________________________________
___________________________________________________________________________________
___________________________________________________________________________________
2. ___________________________________________________________________________________
___________________________________________________________________________________
___________________________________________________________________________________
3. ___________________________________________________________________________________
___________________________________________________________________________________
___________________________________________________________________________________

67
 Self-Assessment
In summary
If you have completed the section on self-assessment, you have identified numerous skills, values and
satisfiers, some of which you wish to use in your next position, and some of which you would prefer not to
use. Think about your ideal next position, and below, summarize those skills, values and work satisfiers you
would like to apply in that position.
 Preferred attributes of your next position
My preferred work values are:
_________________________________________
_________________________________________
_________________________________________
My preferred career needs are:
_________________________________________
_________________________________________
_________________________________________
My preferred personal skills are:
_________________________________________
_________________________________________
_________________________________________
My preferred functional skills are:
_________________________________________
_________________________________________
_________________________________________
My top work satisfiers are:
_________________________________________
_________________________________________
_________________________________________
Preferred job titles which describe my next ideal
position are:
_________________________________________
_________________________________________
_________________________________________
68
My preferred knowledge/technical skills are:
__________________________________________
__________________________________________
__________________________________________
Skills to develop:
__________________________________________
__________________________________________
__________________________________________
My strongest interest career fields are:
__________________________________________
__________________________________________
__________________________________________
My top achievements are:
__________________________________________
__________________________________________
__________________________________________
My top professional goal is:
__________________________________________
__________________________________________
__________________________________________
My top personal goal is:
__________________________________________
__________________________________________
__________________________________________
 Taking stock

If you are thinking of a new career field

If you are considering changing careers, but want more help identifying career fields that relate to the
attributes you have identified, check out the online resource such as The Occupation Outlook Handbook
published by The Department of Labor at www.bls.gov.

After you have entered your skills, you can generate a list of jobs that use these transferable skills and begin
researching these jobs using the OnetCenter site: http://online.onetcenter.org/skills/. After you are finished
entering your skills, click on “GO” to generate a list of the suggested jobs. You can click on the jobs for
information about the work activities, opportunities, pay and training required.

List below the jobs that you find of interest. Do not be concerned at this point about whether you have the
education or experience for the job. You want to determine whether the job and its potential are of interest to
you. As you learn more about the jobs and the companies that employ people in the fields that interest you,
you may discover opportunities that would suit your interests, but were not mentioned in the descriptions.

Jobs I am interested in:

__________________________________________ _________________________________________
__________________________________________ _________________________________________

Self-Assessment
__________________________________________ _________________________________________

69
 Self-Assessment

71
NOTES
 NOTES

72
 Chapter 4
Resumes
Resume production ......................................................................................................... 75
Consider demand and your marketable strengths .................................................................................. 75
Components of a resume ........................................................................................................................ 75
Writing your Objective (optional).......................................................................................................... 78
Writing your Career Summary statement .............................................................................................. 79
Sample Summaries................................................................................................................................. 80
Sample Senior-Level Summaries ........................................................................................................... 81
Writing your Employment History/Professional Experience ................................................................87
Writing your Company and Position Profiles ........................................................................................ 87
Writing your Accomplishment statements ............................................................................................. 89
Action skill-verbs ................................................................................................................................... 90
Writing your Education statement ......................................................................................................... 98
Writing your Computer/Technical/Special Skills section ...................................................................... 99
Writing your Honors/Awards statement ................................................................................................ 99
Writing your Military History statement ............................................................................................. 100
Writing your Professional Associations statement .............................................................................. 100
Writing your Publications statement .................................................................................................... 100
Writing your Presentations statement .................................................................................................. 100
Types of resumes ................................................................................................................................. 101
Pointers for adding polish .................................................................................................................... 102
Packaging your resume ........................................................................................................................ 103
Sample resumes ................................................................................................................................... 105

Resumes
Your resume worksheet ....................................................................................................................... 127
The curriculum vitae ............................................................................................................................ 132

73
 Resume production

Resume production
The resume, from the French word “summary,” is the primary written tool of the job seeker. It is, in fact, a
written summary of your career history and your marketable skills and strengths. A resume may serve several
functions:
• A self-inventory as preparation for articulating your background to an interviewer
• An introductory document whose aim is to generate invitations to interviews
• An agenda affording interviewers a springboard from which to launch questions

Consider demand and your marketable strengths

The conceptual starting point for all resumes is an analysis of demand. That is, who is buying and what
specifically is the buyer looking for in the ideal candidate? Resumes should build from an awareness of the
needs that hiring authorities have now or will have in the near future. You must spend time understanding
demand in order to maximize your marketability.
Next, review your assessment results from the Assessment chapter. That in-depth work should have helped
you identify your preferred marketable strengths and shape a clear focus. Now, create a resume that reflects
your preferred strengths as well as accomplishments, and also addresses the needs of the marketplace.

Components of a resume
Depending on the specific style you choose, a resume is usually composed of five or more sections, each of
which conveys information on your skills and background. They include: the Heading, your Objective
(optional), Career Summary or Profile; Accomplishments; Employment History; Education;
Technical/Special Skills (optional); Honors/Awards (optional); Professional Associations (optional); Relevant
Community Service (optional); Publications (optional); Presentations (optional); Licenses (optional); and
Military History (optional).

Heading

Resumes
There is no single correct way to format your Heading; however, it is often advisable to minimize the space it
occupies. Your Heading should include the following information:
• Name
• Address – can include city and state only, if you prefer not to include specific street address
• Phone number(s) – can include both home and cell; cell is recommended if you use it regularly as it
allows you more control in managing calls
• Email address
• LinkedIn profile link – if your profile is complete and you use LinkedIn
While the Heading on the first page of your resume includes all information, the Heading on subsequent
pages should list your name and page number only.

75
Resumes

John Bradley jbradley@aol.com

Chicago, Illinois 60680 • 312/555-1234 • www.linkedin.com/jbradley

Matthew W. Cook matthewcook@gmail.com

415 555-1234 www.linkedin.com/mcook

Kevin W. Dudley
Alexandria, VA 22301
(703) 555-1234
Kevin.dudley@hotmail.com

Kathryn M. Ellis
Chicago, Illinois 60680
312 555-1234
kellis@gmail.com www.linkedin.com/kellis

76
 Resume production

Alexandria, VA 22301 Jennifer L. Gallagher Cell: 703/555-1234

Office: 703/571-0930
Brett D. Franklin jgallagher@gmail.com
123 California Street • San Francisco, CA 94101 • 415 555 1234 • brettfranklin@aol.com

Edward M. Hickey
Chicago, IL 60680 312 555-1234 emhickey@aol.com www.linkedin.com/ehickey

Resumes

77
 Resumes

Writing your Objective (optional)

Write your Objective by beginning with the title or function you are seeking, followed by the skills or
experience you bring. An Objective tells a potential employer that you are seeking one position exclusively. If
your job objective matches the company’s opening and your credentials are strong, you will be perceived as a
fit. Or, you may use an Objective when what you want is crystal clear – for example, if you are seeking an
“accounting manager position.”
A disadvantage of using an Objective is that it may restrict you to that one specific position and may
disqualify you from being considered for other positions and functions. Further, given it is one of the first
things employers read, some consider its focus to be wrong. Specifically, an objective states what you want,
while employers are more interested in how you can solve their problems. Finally, using an Objective also
can result in your having numerous versions of your resume to match up with positions.
If you have had more life experience and your skills are varied, using a Summary/Profile statement is the
recommended approach.

Sample objectives

A position as Sales Manager utilizing strong background and experience in domestic and
international chemical markets.

A position as Quality Assurance Engineer in the diagnostics and medical devices

manufacturing industry.

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 Resume production

Writing your Career Summary statement

The Career Summary statement, the preferred introduction for your resume, sets the tone and organizes the
information for the reader in advance. The summary draws from the body of the resume key words, industry-
specific terms and core skills – all of which provide a brief, powerful statement of your professional brand,
value and credentials. The remaining body of the resume supports and enhances the Career Summary
statement and provides, in detail, your specific accomplishments and training.

Please note that your Career Summary statement can also be presented in informal conversations and
meetings. It is closely connected to your Public Exit Statement, your 30-second Commercial / Marketing
Statement, and your Values Statement. All of these will need to be in your tool box before you start making
contacts.

The Career Summary opens with a brief statement that describes your functional expertise, and the industry in
which you have the most experience, or in which you are most interested. From there, you will want to
identify your top marketable skills; the four or five skills and strengths that will have the most appeal in the
marketplace. For a graphic designer, those may be: “…with eight years of experience in textbook designing,
illustration and desktop publishing.” In your next sentence or phrase, you may sell yourself further. For
example, “Creative, innovative, with a strong background in computer graphics applications…”
You have identified your skills and strengths in the Self-Assessment chapter of this manual. Refer to those
pages and summarize your skills using the chart below:

Your marketable technical/functional skills Your marketable personal skills/strengths

Resumes

79
Resumes

Sample Summaries

Inside sales professional with 10 years of experience in telemarketing and customer service
in the publishing industry. Detail-oriented with strong skills in supervision, communication
and problem solving.

Human Resource professional with expertise in the design, implementation and

administration of Human Resource programs, processes and initiatives. Special skills in
compensation design and administration, recruitment and employee relations. Extensive
experience consulting on HR systems initiatives and collaborating with business partners.

Senior healthcare professional with broad experience in the management and operations of
major patient care services. Special expertise in:
- Profitability maximization of clinical departments
- Capital and operating budget preparation
- Patient care quality assurance
- Technology assessment

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 Resume production

Sample Senior-Level Summaries

If you are at a senior manager level or above (Director, VP, or C-level), it is recommended that, in addition to
a summary statement, you build out your profile that highlights your professional brand and includes three or
four of your competencies or areas of strength. This will more accurately reflect your level and depth of
experience.

E-BUSINESS / MULTI-CHANNEL MARKETING

Results driven marketing professional with 15+ years of global management experience in consumer
product industries. Proven successes in developing channels of revenue that generate top line growth and
competitive advantages across diverse businesses. Possesses strong analytical problem solving and
planning skills as driving force to develop and inspire cross-functional teams in delivering stretch goals.
Expertise in:

• Sales & Margin Improvement • Product Development & Brand Positioning

• Customer Loyalty & Acquisition • Team Building & Effectiveness
• Competitive Strategic Planning • Television Producing & Media Planning
• Multi-Channel Retail Marketing • Online Marketing & Web Development

SUPPLY CHAIN MANAGEMENT EXECUTIVE

Global Supply Chain Management Executive with 15 years of senior level experience in industrial
markets. Strategic planning expertise and proven ability to drive Working Capital and service results for
competitive advantage. Change agent with strong team-building and interpersonal skills. Demonstrated
achievements in:
• Business Strategy • Supplier Management • Customer Service
• Capital Spend Management • Distribution / Transportation • Lean / Six Sigma
• Forecasting • Inventory Management • ERP / WMS / TMS
• Procurement • Plant Scheduling • Network Analysis

Resumes
GENERAL MANAGEMENT / OPERATIONS MANAGEMENT
General Management and Operations Executive with global experience in the Chemicals, Plastics, and
Petroleum Industries. Results oriented, customer-focused, respected team builder who drove quality and
productivity initiatives and led teams in business growth through Operational Excellence, New
Technology Commercialization, Joint Ventures, and Acquisitions. Possesses an interpersonal and
interactive management style with demonstrated successes in:
• Profit and Loss Responsibility • Operational Excellence • International Business Management
• Strategic Planning and Implementation • Multi-Plant / Multi-Unit Management • Leadership and Team Building
• Strategic Customer and Supplier Relations • Lean / ISO / QS Implementation • Strategic Pricing Policies
• Business Restructuring • R&D and Manufacturing Integration • Supply Chain Management

81
Resumes

ENVIRONMENTAL HEALTH & SAFETY EXECUTIVE

Environmental, Health & Safety expertise in the chemical industry. Respected leader experienced in cost
reduction, productivity improvement, and regulatory advocacy. Proven success in building strong teams.
Demonstrated accomplishments in:
• Strategic Business Planning • International Business • Regulatory Compliance
• Government Relations • EH&S Due Diligence • Environmental Compliance
• Safety Planning & • EHS Auditing • Occupational Health
Implementation Management

CONTROLLER

Finance professional and CPA with more than 20 years’ accounting and management experience in
industry and consulting. Strong technical, leadership, communications and organizational skills.
Demonstrated ability to resolve problems and achieve results. Core competencies and expertise:

• Controllership • Treasury
• Accounting Management/Supervision • Business Development
• Client Relations • Entrepreneurial
• Benefit Reviews • Fixed Assets

CREDIT MANAGER

Credit Manager with expertise in all facets of domestic and international credit approval and collections.
Strong leadership, project management, policy implementation, process improvement, problem solving
and collection skills. Recognized for exceptional contribution to company financial stability through
improved cash flow and reduction of bad debt. Excellent interpersonal and communication skills with
effective negotiation and customer service skills. Competencies include:

• Liens, Bonds, Letters of Credit • Financial Analyses

• Draft Collections • Risk Assessment and Management
• Bankruptcy Procedures • Security Instruments
• Process Improvement • Project Management

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CHIEF FINANCIAL OFFICER / VP FINANCE & TREASURY

Financial Executive with 15 years’ experience in the retail, financial services and manufacturing
industries. Self-motivated, results oriented strategic leader that has successfully managed continual
process improvement and change to create operational excellence in an organization. Possess excellent
communication skills and high level of ethics and integrity. Demonstrated achievements in the areas of:

• Strategic Planning • Budgeting / Forecasting/Analysis

• Treasury/Tax • Financial Reporting and Control
• Corporate Restructuring / Turnaround • Negotiation
• Mergers / Acquisitions / Divestitures • Risk Management
• Bank and Public Debt Management • Corporate Board Governance
• Team Leadership / Development • Investor Relations / SEC

HEALTHCARE EXECUTIVE

Results oriented Healthcare Executive with 20 years’ experience across a wide variety of healthcare
systems and stand-alone organizations. Consistently recognized for ability to identify and prioritize
organizational needs and excel in turnaround situations. Demonstrated accomplishments and expertise in:

• Broad Scale Operations Management • Financial & Budgetary Control • Productivity/Process Improvement
• Strategic Development/Implementation • Business Development • Physician Recruitment/Relationships
• Product Line Development/Mgmt • Community Relations • Continuous Quality Improvement
• Regional System Development Mgmt • Fund Development • Team Building/Talent Development

HEALTHCARE MANAGEMENT

Resumes
Administrative Director / Director of Surgical Services with 20+ years of experience working in a hospital
environment. Successful track record in managing growth initiatives, revenue enhancement, and cost
containment with a strong focus on quality improvement. Leader with an interactive and collaborative
style. Demonstrated skills in:

• Growth Initiatives • Health Care Management (Clinical, Operational)

• Project Management • Regulatory Compliance
• Capital Improvement Projects • Cost Containment
• Budget Management • Productivity Improvement

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GENERAL MANAGER / OPERATIONS EXECUTIVE

Consumer and Industrial Products Industries
$100 Million - $1 Billion Mid-Market Revenue Range
General Management and Operations Executive experienced at managing multi-site, multi-country
operations. Leadership Team Member with successes in improving bottom line results in the areas of cost
reduction, productivity, and revenue growth. Respected leader with an interpersonal management style
and success in organizational development, motivating associates, building high performance teams, and
engaging employees to meet company goals.
• Full P&L Responsibility • International Business • Sales and Marketing
• Budget Development & Reporting • International Sourcing • Product Development Management
• Business Turnarounds & Integration • M&A / China JV • New Market Growth
• Lean / Six Sigma • Private Equity Divestment • International Start Ups
• Restructuring / Rationalization • Road Show Presentations • Organizational Development

RETAIL EXECUTIVE
Executive Business Manager with 13 years’ experience in multi-billion dollar consumer goods
manufacturing and retail environments with progressively increasing roles of responsibility in sales
operations, marketing, product development, and merchandising Highly developed project management
skills with particular expertise in driving profitable sales growth through implementing and improving
processes and motivating associates.

Key Strengths and Expertise:

• Retail Operations/Start-ups • Profitable Sales Growth

• Merchandising
• Business Model Change
• Leadership/Management
• Process Improvement
• Communication/Presentations
• Product Development
• Strategic/Business Planning
• International Negotiations
• Recruiting/Hiring/Mentoring/Training
• Project Management

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Senior level management, business development, and operations executive with extensive experience
in the financial services industry. Diverse background in marketing, technology, project management, and
strategic planning with focus on implementing controls and guiding teams through change. Expertise in
the areas of:
Strategic Market Planning: Success in analyzing market, product, and competitive situations and
in designing solutions to increase revenue and attract new customers.

Leadership: Proven ability in building dynamic teams, establishing a high

performance culture in order to achieve agreed upon goals.

Quality Development: Maximized operational efficiency and team productivity through the
development of comprehensive quality improvement initiatives.

Financial Planning: Developed comprehensive capital and operating budgets ensuring

maximization of operating profit.

Experienced Marketing Strategist and General Manager with proven track record of creating
organizational value by developing and executing innovative programs at both strategic and
tactical levels. Professional experience includes: Strategic Marketing, Product Development,
Team Leadership, and Strategic Planning within consumer products, equipment manufacturing,
healthcare, and educational sectors.

Strategic Marketing: Developed CPG strategy for e-Customer Relationship Management

(e-CRM) program designed to build one-to-one consumer
relationships for $7 billion consumer-products business.

Product Development: Led separate research, design, and development teams for product
expected to generate $60 million in revenues.

Resumes
Team Leadership: Implemented business plan for Internet B-2-B portal within Food
Service division of Fortune 500 CPG firm, providing access to $3.5
billion market.

Strategic Planning: Conceived, researched, and delivered channel distribution strategy

and strategic partnership options for client entering the market and
creating standards for electronic prescribing.

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A Career Summary statement template

To help create your own summary statement, take the template below and “plug in” the appropriate words
from the checklist below:
(A) __________________ and (A) ___________________ (B) ___________________ who
(C) __________________ and (C) __________________. Expertise includes __________________,
__________________ and __________________. Proficient in __________________,
__________________ and __________________.

Describe yourself checklist

A. Optional Adjective (pick up to 2) B. Noun (your professional identity – pick 1)

 Conscientious, thorough, diligent  Your job title
 Creative, imaginative, forward-thinking  Employee
 Self-directed, committed  Executive
 Flexible and adaptable  Professional (specify if desired)
 Innovative, inventive  Leader
 Highly organized  Supervisor
 Technology-savvy  Team player, team member
 _____________________  Manager
 _____________________  ______________________
 ______________________
C. Action Verb (pick 2)
 Achieves consistent results
 Builds high-performing teams
 Implements time-saving procedures and process improvements
 Drives sales growth
 Promotes improved methods
 Builds strong alliances with clients and business partners
 Achieves key strategic initiatives
 Instills customer loyalty
 Delivers innovative solutions to complex business needs
 _____________________
 _____________________
Please refer to the list of additional verbs which appears later in this chapter.

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Writing your Employment History/Professional Experience

Later in this chapter, you will learn about three different types of resumes and see examples of each type.
Many people are familiar with the chronological resume format, but may be unfamiliar with the others. The
type of resume you use can best be determined based on your background and career goals. Your consultant
can help you decide which format will work best for you.
The sections in this chapter will help you craft various components of your employment experience to
emphasize your accomplishments, skills and abilities. Focusing on what you achieved helps prospective
employers understand the potential value you bring, as opposed to whether a previous position you held is an
exact match for their opening. The exercises in the following sections will help you shift the focus from what
your responsibilities were to what you achieved and can specifically offer a new employer. Completing the
process will help you better understand your own value. It is also an important step towards discussing and
emphasizing that value during the course of an interview.

Writing your Company and Position Profiles

Company Profile
Providing information on your previous companies is helpful because it gives the reader an idea of the type of
organizations and industries in which you have experience. The Company Profile should include the
company name and location, the years that you worked with the company, and a brief statement that describes
the scope, size, revenue, products, and geographic presence of the companies.

Sample Company Profiles

SUMMIT PACKAGING, Boston, Massachusetts 2009 – 20__

$5 billion family-owned global consumer packaged goods company.

REED AUTOMOTIVE SOLUTIONS CO., Kansas City, Missouri 2006 – 20__

Resumes
Global leader in automotive experience, building efficiency and power solutions with 140,000
employees in more than 1,300 locations serving customers in 125 countries.

ACE EQUIPMENT, New York, New York 2001 – 20___

World’s leading supplier of beverage dispensing and cooling equipment for top beverage brand
owners, restaurants, convenience stores and hospitality chains, with US revenues of over $300M and
2,000 employees.

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Position Profiles
A Position Profile gives the reader an understanding of your role as well as a perspective on your specific
accomplishments. Typically, the Position Profile will be two or three sentences/phrases that provide an
overview of your day-to-day responsibilities, a description of team leadership and supervisory duties, and
perhaps the title of the person to whom you reported.

Sample Position Profile Statements

Managed a global team that included 15 quality and performance excellence engineers and 27
manufacturing personnel. Developed and managed a $1.5M discretionary budget, covering
operations and suppliers in the United States, the United Kingdom, Mexico, China, Hong Kong,
Taiwan, South Korea and India.

Team Leader charged with creating and delivering innovative, market-driven products. Recruited
and provided vision for multiple cross-functional project teams. Facilitated customer meetings and
presentations as means of identifying and proposing new business opportunities.

Managed all human resources programs supporting 250 accounting professionals ranging from staff
through partner levels. Supervisory experience for three to five team members in various process
rollouts and for local, regional, and global projects. Primary focus on performance management,
employee relations, compensation, onboarding, and coaching.

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Writing your Accomplishment statements

Clearly stating your accomplishments is key to getting your resume noticed. Employers want to know what
problems or issues you can address, and your accomplishments give them an indication of your ability to
solve their problems. The best predictor of one’s success is his or her record of past achievements.
Potential employers reviewing a resume are looking for examples of your results and the measures of your
success.

Sample Accomplishment statements

Devised and executed a successful plan to expand 24x7 on-call production support to
include off-shore resources which helped meet service level agreements and improved
overall morale among development team members.

Authored and implemented marketing plans for new software application; plans were
adopted worldwide and referenced for all related products.

Coordinated and redesigned the North American consolidation reporting packages for
actuals, forecast and plan; efforts eliminated redundant work and increased reliability of
financial reports.

Scan the list of verbs on the pages that follow. Use this list as an aid in developing statements that powerfully
convey your skills and accomplishments.

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Action skill-verbs

accelerated balanced coordinated enforced

accepted bargained corrected enhanced
accomplished bolstered created escalated
accrued bought decentralized established
accumulated built decreased evaluated
achieved centralized defined evolved
acquired certified delivered executed
added changed demonstrated expanded
administered clarified described expedited
advanced closed designated extracted
advised coached designed facilitated
affected collaborated determined figured
alleviated combined devised forecasted
analyzed completed diagnosed formed
anticipated composed directed formulated
applied computed discovered founded
appointed conceived distributed generated
approved concentrated divided guided
arranged concluded documented halted
assembled conducted earned headed
assessed consolidated edited hired
audited constructed effected identified
authored consummated elevated illustrated
averted controlled eliminated impacted
avoided converted employed implemented

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improved made processed saved

improvised maintained procured scheduled
increased marketed produced secured
influenced measured promoted separated
initiated modernized proposed served
inspected motivated protected sold
installed negotiated provided solved
instituted obtained published specified
instructed offered purchased staffed
insured opened recommended standardized
interpreted operated recruited strategized
interviewed ordered redesigned streamlined
introduced organized reduced structured
invented originated referred summarized
investigated oversaw regulated supervised
issued packaged rejected supplied
joined passed related supported
judged penetrated reorganized tested
justified performed reported tracked
kept piloted represented trained

Resumes
launched pioneered researched transferred
led planned resolved upgraded
liquidated prepared restored utilized
located presented revised wrote

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 Brainstorming exercise #1 for writing Accomplishment statements:

Four Question Exercise
Begin creating your Accomplishment statements by writing “one liners” using the following brainstorming
exercise. Ask yourself four questions:
• What did I do in my previous position daily—weekly—monthly—periodically?
• How did I add value to my department or company?
• How did I contribute to or participate in change?
• What challenges did I face and resolve?
Think of the actions you took in response to problems and the results you obtained. Consider the situations
you inherited and changed. Refer to your list of “Summary of your personal skills” that you generated in the
Assessment chapter.
Consult your former job descriptions and performance evaluations, while reminding yourself you did much
more than the responsibilities outlined there. Use the sample grid and the blank grid that follows to keep
brainstorming and develop your “one liners.” Begin your one liners with action verbs.

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Sample brainstorming grid

Review the sample brainstorming grid below, then use the blank grid that follows to write your “one liners” in
response to the four questions outlined on the previous page.

ACTION/TASK/RESULT SKILL-VERB
DO What did I do Developed… software solutions and strategies to support
-daily CTE’s advanced technology initiatives.
-weekly
-monthly Managed… a staff of 12 professionals supporting IBM
-often? Power Systems and a LAN, with 300 users.

Managed… daily operations for Board of Directors,

including preparation and planning of
committee sessions, monthly meetings and
executive conferences.

VALUE How did I Wrote… policies and procedures manual for a large
add value? manufacturing firm; manual is widely used
throughout the U.S., and in its third printing
after multiple requests from the field.

Administered… Incentive Stock Option Plan, acting as key

contact for over 200 holders of options and/or
restricted stock.

CHANGE How did I Implemented… changes in the materials ordering process for
contribute to or a major Midwestern publishing company
and participate in which led to reduced inventory costs and
change and more rapid turnaround of printing jobs.
CHALLENGE respond to
challenges/
problems?

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 Use this brainstorming grid to write your Accomplishment statements

Remember that all categories of information are interchangeable. There is no right or wrong category in
which to place your accomplishments. These are simply brainstorming categories.

ACTION/TASK/RESULT SKILL-VERB
DO What did I do
-daily
-weekly
-monthly
-often?

VALUE How did I

add value?

CHANGE How did I

contribute to or
and participate in
change and
CHALLENGE respond to
challenges/
problems?

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Editing your “one liners” — include “results”

An effective Accomplishment statement puts your activity or task in the context of the impact it had on your
organization or department. As stated earlier, employers are looking for ways you made a difference in your
previous jobs. The best predictor of one’s ability to be successful is his or her record of past achievements.
The next step in writing your Accomplishment statements (if you have not done so already) is to expand your
one liners to include the results, the outcome or the impact of your achievements.
A good result will do one or more of the following:
boost sales improve reliability
cut waste improve working conditions
enhance product or service increase efficiency
ensure compliance implement better controls
expand customer base reduce costs
increase customer satisfaction reduce time
boost performance solve problems
diversify programs streamline operations
Now, return to your Brainstorming Grid and include, in as many of your statements as possible, the “result”
or “outcome” of your contributions. In short, how did your accomplishment benefit your employer?

Sample edited “one liner”:

Increased customer satisfaction.”

now becomes:

Increased customer satisfaction by exceeding the established time service metrics for new
business processing by 25%.

Resumes

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 Brainstorming exercise #2 for writing Accomplishment statements:

PAR/STAR Exercise
A second, effective way to generate Accomplishment statements is to use PARs.
P or S/T stands for… the problem/challenge or situation/task you faced.
A stands for… the action you took to resolve the problem.
R stands for… the result or outcome of your actions.

Sample PAR/STAR’s exercise

P or S/T … the problem/challenge or situation/task

#1. Company-managed fleet operations were too expensive. Was selected to reinstitute a
third-party dedicated fleet operation and expand the coverage from the Midwest to
nationwide within 16 months.
A … the action taken by you

#2. Automated planning, dispatching and disbursement processes with six separate vendors
and 250 units.
R … the result

#3. Reduced underutilization by 50% while increasing total capacity by 120% and achieved
cost per mile under industry average for 75% of the fleet.

Use the PAR/STAR’s exercise for each of your previous positions. Then, from each PAR/STAR’s exercise,
write your accomplishment statement using portions of the “Action” and the “Result.” For example, the above
PAR/STAR exercise becomes:

Automated planning, dispatching and disbursement processes, reducing underutilization by

50% while increasing capacity by 120% within one year.

Make your best effort to state your results in quantifiable or measurable terms.

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 Use your brainstorming grid and PAR/STAR exercises to write

Accomplishment statements

Accomplishment statement
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________

Accomplishment statement
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________

Accomplishment statement
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________

Resumes
Accomplishment statement
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________

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Editing your Accomplishment statements

Now that you have written your Accomplishment statements, using either the Four Questions Exercise or
PAR/STAR’s Exercise, review and edit your statements once again. Make sure you have included,
whenever possible, the impact, the scope or the results of your accomplishments.

Sample edited Accomplishment statements

Before: Responsible for designing and delivering customer service training programs.
After: Designed and delivered customer service training programs for over 6,000
customer service representatives.

Before: Operated, maintained and adjusted packaging equipment.

After: Operated, maintained and adjusted packaging equipment, significantly minimizing
operational downtime.

Before: Developed retailer merchandising and display program.

After: Developed retailer merchandising and display program that achieved 25% of five-
year goal in first year.

Writing your Education statement

As you see from the examples below, each item in your Education section consists of five parts:
• Your highest degree
• Your major area of study
• The name of the school/college
• The location of the school/college
• Year of completion (optional)

Sample Education statements

B.A., Business Administration, University of Nevada, Las Vegas, NV,

A.A., Humanities, Reno Community College, Reno, NV, anticipated 2013

Certificate, Mechanics, Windsor Technical School, Minneapolis, MN, 2002

Diploma, Ft. Lauderdale High School, Ft. Lauderdale, FL

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Writing your Computer/Technical/Special Skills section

Because technology plays such a dominant role in our work lives, many employers – depending on the nature
of their work – are interested in learning how proficient you are in using technology, or to the extent to which
you are capable of learning new applications.
If you are skilled in using software programs that are important to the jobs for which you are applying,
consider placing that information in your Career Summary, or as part of an Accomplishment statement.
Expanded computer knowledge may warrant its own section as shown in the sample below.

Sample Computer/Technical/Special Skills statements

Proficient in the use of word-processing, spreadsheet and database software

Skilled in MS Word, Excel and Access

z/os, UNIX/Linux, Windows, AS400

DDL/DML/DCL, Cobol, SQL-Plus, PL/SQL, NzSQL, ShellD
Development Software: DFU, SDA, SEU, PDM, DDS, RLU, SQL, Embedded SQL
Software: DB2, Netezza, Oracle, SQL Server, Sybase, UDB, IBI, OBI, Jive/Clearspace,
SharePoint 2003/2007, DBArtisan, ERSTudio, Embarcadero Performance Center, Informatica,
Control-M, Platinum, CA-IDMS, CA-7, SyncSort, JCL, TSO, MS Office, MS Project, HP
OpenView
Database: DB2/400
Third Party Software: Silvon Implementer, Hawkeye, , Extractor, MS Visual Basic, MS
Excel MS Access, TrustedLink/400, SQL Navigator, Mercury Interactive TestSuite:
WinRunner 6.0/7.0 & TestDirector 6.0/7.0 (training), Windows 7, XP/ 2000Pro / NT/

Resumes
Writing your Honors/Awards statement
Sample Honors/Awards statements
Recipient of the national Fitzgerald Award for Graphic Design Excellence

Named Employee of the Year for outstanding job performance, (year)

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Writing your Military History statement

Sample Military History statements
Vietnam Veteran – U.S. Army, Honorably Discharged

Lieutenant Colonel, United States Air Force (Retired)

Writing your Professional Associations statement

Sample Professional Associations statements
Member, American Society for Training and Development

Treasurer, The American Organization of Nurse Executives

Writing your Publications statement

Sample Publications statement
T. R. Wilson, H. E. Hildegard and D. S. Brown; “Properties of progestagen-dependent
endometrial protein in human amniotic fluid.” J. Reprod. Fert. 60, 317-321, 2011

Writing your Presentations statement

Sample Presentations statement
2009, “Peptide Mapping: A New Approach to Trypsin,” Symposia on Protein Chemistry,
Albany Medical College, Albany, NY

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Types of resumes
Before assembling the resume components into a cohesive document, you will need to choose an appropriate
format. Format refers to how you plan to organize the information that you include in your resume. There are
three basic formats or types of resumes: the chronological, the functional and the combination.

Chronological format
The chronological format is the most commonly used format. This type is indexed by date, and information is
presented in reverse chronological order. In other words, it lists your most recent job – with accomplishment
statements – at the top of the page, and then continues down the page to your earlier jobs.

This format is effective when you have a continuous employment history and when your most recent
experience relates directly to the positions for which you are applying.

Functional format
The functional format indexes your background according to your skills and functional areas of expertise. It
lists your achievements, with category headings, at the beginning and summarizes the positions you have
held, your employers and the dates of employment at the end.

This type of resume is effective when you are changing careers and wish to promote skills used earlier in your
career or skills recently acquired.

Combination format
The combination resume includes a career summary and a description of your functional skills. That
information is followed by a chronological work history that calls out key roles and accomplishments within
positions.
This format is useful when you have had diverse areas of responsibility in a position, and the position title
does not make clear those different areas. Because it showcases different areas of responsibility and
accomplishments, the combination format can be useful for those who have been in one job for a long time
and had various responsibilities under one job title, or for those who assumed responsibilities that are broader,
diversified and more valuable than the position title may indicate.

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Pointers for adding polish

As you review the information below, study the sample resumes on the following pages to see how these style
points look on real resumes.

Visual effect
• Use larger-than-average margins creating a generous amount of white space on your page.
• Use underlining and bullet statements sparingly.
• Use full capitalization for heading and company names only.

Length
• The standard length of a resume should be two pages. A page for every ten years of employment is a
good rule of thumb. Remember, the resume is a sales tool, not an autobiography. Occasionally, a job
seeker’s list of publications and presentations (particularly those employees in academics and the
sciences) may warrant a third page.

Writing style
• Write your resume in the third person; do not use “I.”
• Use strong action verbs such as “initiated”, “evaluated”, “implemented”, or “organized.”
• Use technical terms only if they are required to explain your work.
• Use abbreviations sparingly.

Paper and printing

• Use good quality white, gray or ivory bond paper. Print your resume copies on a high-quality
photocopy machine or with a letter-quality printer.

Miscellaneous
• Be completely honest. False statements are grounds for dismissal.
• Do not include a picture on your resume.
• Do not include salary history and salary requirements.
• Do not include your reference list.
• Eliminate the phrase, “References available upon request,” from your resume. It is assumed that if
asked, you can provide references.
• Do not include any personal information such as race, marital status, sex, country of origin, religious
denomination or political affiliation.

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Packaging your resume

With your resume completed, it is now time to save it, prepare it for distribution. Before sending, check it one
last time for typos and formatting errors. Be sure to use spell check. Is your phone number correct? Have you
included your email address? Is your resume clear and concise? Ask your references or at least two friends to
review it.

Preparing Microsoft Word, PDF and plain text files

The accepted method of submitting your resume is as an attachment to an email message. Because Microsoft
Word documents can have a different appearance on different computers depending on the fonts and the
version of Word being used, it is usually best not to send your Word document. Instead, you should consider
converting the Word document to a file in Portable Document Format (PDF). If your level of Word does not
directly support the conversion of your Word document to a PDF file, there are “freeware” PDF converters
available on the Web.
Pay attention to any instructions that the prospective employer has provided about formats for submitting
your resume. Some employers prefer that you submit your resume as a plain text file. Microsoft Word will
allow you to create plain text (.txt) files; however, you should always review and edit the resulting file
carefully. A plain text file is different from a Rich Text File (.rtf), which preserves more formatting. Some
employers may accept RTF files, but do not send an RTF file if the employer requested a plain text file, or if
the employer asked you to include your resume as plain text within an email.
Converting your Word document to a plain text file nearly always results in undesirable changes in
formatting. Most likely, you will not be able to make your document as attractive as it may have been in
Word, but you should make sure that it is still very clear and readable by the recipient. These pointers may
help:
• It may be easiest to adjust bulleted items by replacing the bullets with a regular keyboard character.
Try using a dash (-) or an asterisk (*) instead.
• Consider left-justifying all your text because tabs, tables, and columns are not supported.
• Capitalizing text can be a suitable alternative to bold or underlined text. Or, you may want to use
asterisks (*) before and after the text you want to emphasize.

Resumes
• Try printing out the .txt file and reviewing it. You may find that you need to adjust the length of the
lines. If you do need to adjust line length, try to reduce the maximum line length to 60 characters at
the same time. Doing so can help you create text that is more easily copied and pasted into online
resume submission tools.
• Check to see if the employer’s request for plain text allows you to submit the information as an
attachment, or whether the plain text should be included in the body of the email itself. Whenever
you copy and paste the text from your .txt file into the body of an email message, always check to
make sure the formatting is readable.

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A few pointers that you should consider before sending your resume as any type of attachment are:
• Select the file name for your resume carefully. If you send it as an attachment, the person receiving
the file will see the file name. Do not use names such as “Resume #1,” “Draft,” “Temp Resume,” etc.
A good naming format to use is Firstname/Lastname/Resume, i.e., JaneDoeResume.pdf,
JaneDoeResume.txt, JaneDoeResume.docx, JaneDoeResume.doc, depending on the type of file you
are creating to use as your attachment.
• Never use password protection on any document you send as an attachment. You want the recipient to
be able to read the file!
• You may want to review and change the properties of the file that you plan to send as an attachment.
Document properties may include information that is confusing or that you wouldn’t want the
employer to see. This is especially important if you borrowed a base file from someone else to begin
creating your resume, or if you passed the document to others for review and changes.

Scannable resumes
Occasionally, companies will request a “scannable resume.” With electronic applicant tracking systems,
companies can quickly scan and store the resumes received in a large central database. These resumes require
a style that is electronically friendly and visually useful when printed. First, use as many of your industry
keywords as possible. This will allow the program to generate as many hits as possible. Secondly, refer to the
company’s web page or guidelines for their formatting preferences. If at all possible use a sans serif font such
as Arial, and use a font size of 12 or 13 points. This will increase legibility when the resume is printed after
scanning. Always take several high-quality printed resumes with you to any interview or meeting.

Should you post your resume online?

Posting your resume online has advantages and disadvantages. Broader exposure can mean more job leads,
additional contacts and possibly more interviews. Search firms and companies are utilizing job boards and
social networking sites such as LinkedIn, Facebook and Twitter to uncover qualified candidates in today’s
marketplace.
Mega job boards promote posting your resume and promise that you can set it up to protect your privacy, take
it down when you want, etc. However, regardless of the claims, the Internet is scanned by sophisticated
“spider” programs that can pick up your resume and post it where you may not want it or even sell your
information to spam mailers. Once another site grabs your resume, you lose control of it.
In reality, the biggest problem most people have after posting their resume online does not come from the
resume remaining online after they want to take it down. The people most interested in responding to your
online resume are marketers, not employers wanting to hire you. Many people report that salespeople from
career-marketing services are about the only people they hear from once they have posted their resume online.
If you decide to post your resume online, consider setting up an email address that is dedicated to receiving
responses. This will protect your regular email address from spamming that might result from openly posting
your email address.
Before posting your resume online, weigh the pluses and minuses, and discuss your particular situation with
your consultant to determine the best route to take.

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If you decide to post your resume online, remember that these posting services use databases and usually store
the resumes according to date posted. Periodically in your search you should go in and edit your resume in
some way so the database will consider it a new resume and move it back towards the front of the list. Finally,
once you have posted your resume, make no assumptions – review your resume and verify that the formatting
or symbols did not change.

Sample resumes
Resumes come in many different formats. They reflect your personality traits and skills. The following
pages provide various samples. Work with your consultant to determine which will be the most beneficial to
you.

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 Resumes

Sample resume — chronological

Quinn R. Bowen qbowen @email.com

Appleton, WI 54999 • 920.555.1506 • www.linkedin.com/quinnbowen

SUMMARY
Sales and Marketing Executive with proven analytical, managerial and leadership abilities in industrial products and
service organizations. Exceptional accomplishments in marketing, field sales management, strategic planning and
price/cost management. Key member of management teams that directed two business unit turnarounds.

EXPERIENCE
READING RAILROAD, Appleton, Wisconsin 1999 - Present
A short line railroad with combined annual revenues of $45 million. Parent Company: John Henry Corp.
Vice President Sales
Reported directly to the company President. Responsible for sales management, railcar management (second largest cost
component), strategic planning, government affairs, and cargo claim management prevention. Oversaw six direct-report
managers and a budget of $9.5 million.
 Served on senior management team, revising, creating and implementing sales procedures that increased profits over
100% in two years.
 Improved operating ratios to less than 80% for each railroad.
 Restructured field sales program including implementation of sales forecasting, development of promotional
activities, establishment of sales and product training programs and expansion of sales force, resulting in a 25%
growth in business.
 Led team that developed new transit/interchange schedules, which improved service levels by 9%, and initiated
quarterly transit/operating quality reviews.
 Researched and analyzed market; promoted double-stack concept that resulted in the establishment of first
Wisconsin-based double-stack intermodal hub, generating over 25 containers per day.

BLOUNT, INC., Green Bay, Wisconsin 1985 - 1999

North America’s largest truckload motor carrier with annual sales in excess of $1 billion.
Vice President Marketing - Van Division (1998-1999)
Reported to the President. Accountable for market development and growth strategies for a $500 million division.
Evaluated division improvement programs and staff performance. Directed eight managers and managed a budget of $5
million.
 Secured Canadian operating authority, identified potential customers; developed border crossing procedures and
vehicle base-plating program that generated over 30,000 truckloads of Canadian freight in first year.
 Developed and implemented, with external advertising agency, merchandising theme for “Starserv,” industry’s first
satellite dispatch-tracking program.
Vice President Sales/Marketing - Independent Contractor Group (1990-1998)
Reported to the Group President. Developed, implemented and directed sales and marketing programs for five regional
van motor carriers and one bulk chemical motor carrier. Directed a staff of 25 and managed a budget of $2 million.
 Grew volume from $60 million to $150 million in two years.
 Integrated five separate sales/marketing organizations into one national program; achieved 30% productivity gain.
 Developed and implemented nationwide advertising program that recruited over 1,000 independent contractors
during period of industry-wide driver shortage.

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Quinn R. Bowen Page 2

Director Market Planning – Corporate (1988-1990)

Led market research and planning activities that supported a response to motor carrier deregulation.
Manager Market Planning - Blount Transport (1985-1988)
Managed market planning and sales support functions. Identified new markets that increased sales from $25 million
to $150 million.

MILITARY
U.S. Navy, Commissioned Line Officer 1980-1984

EDUCATION
University of Wisconsin, Madison, Wisconsin
M.B.A. in Marketing
St. Norbert College, De Pere, Wisconsin
B.S. in Biology

TRAINING/SKILLS
Attended numerous executive development seminars
Microsoft Word, Excel, Access, PowerPoint, Project
SAP – Business resource planning software
Adobe PhotoShop – graphics editing program

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Sample resume — chronological

Jane R. Smith
513.668.1753 • jsmith@email.com • www.linkedin.com/janesmith

MARKETING & PRODUCTION MANAGEMENT

Marketing and Product Management Executive with deep experience in marketing, strategy, product management,
product development and general management. Highly proficient in nurturing relationships with customers and vendors
to reduce costs and ensure on-time delivery. Proven track record of developing and implementing successful financial
plans that yield profitable results. Have successfully supervised and motivated staff at all levels.

Product Management: Over 15 years of leading successful product management and product development teams,
driving improvements to existing products/services, as well as developing and
implementing new business opportunities. Includes complex and confrontational issues
between regulators, retail customers, wholesale customers and the needs of the business.
Leadership: Demonstrated ability to translate company mission and strategy into the goals and tactics
of the organization to ensure a focus on accomplishing the desired results. Work closely
with the team and customers (both internal and external) in order to evaluate performance,
and to change structure as appropriate for the needs of the business.
Process Improvement: Always strive to improve work being done in the organization to create solutions for
increased efficiency. Continually evaluate the organizations’ skills and work performance
to identify and implement improvements.
Communication : Strong ability to quickly understand complex issues and identify the priorities. Focus on
the key points that can be clearly communicated to all levels of management.

PROFESSIONAL EXPERIENCE

ABC COMPANY, Inc., Cincinnati, Ohio 2008-XXXX

ABC Company engages in the manufacturing, integration and support of Internet Protocol (IP) based, end-to-end
networking, and telecommunications solutions worldwide.
Director, International Services Product Management
Led all marketing and product management for the services business, including updating the services portfolio,
development of the websites, costing and pricing services, and addressing customer contract issues. Managed 46 people
providing a wide range of services functions including maintenance, logistics, network operations center (NOC)
monitoring, technical training and marketing.
• Developed and implemented significant reductions through efficiencies and outsourcing, resulting in a 63%
decrease of headcount.
• Exceeded revenue plan by over 75% for 2009.
• Reviewed the International Services portfolio, including competitive alternatives, and developed costs and
prices to drive increased margins. Exceeded all targets by more than15%.

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Jane R. Smith Page 2

JANE SMITH CONSULTING, Chicago, Illinois 2005-2008

Provided consulting services to large enterprise business customers and medium and large telecommunications carriers.

Independent Consultant - Enterprise Businesses

Created and drove request for proposals for their national and global telecommunications services, including
coordinating all requests, developing requirements, writing RFP documents, evaluating responses, vendor decisions,
formulating and implementing negotiation strategies.
• Developed and implemented a disciplined financial management process, including the development of new
ongoing reports, vendor management and process improvements.
• Saved a Fortune 500 company $1.3M, amounting to 25% of telecommunications costs, by drafting and
implementing an effective request for proposal.

Independent Consultant - Telecommunications Carriers

Established and executed auditing program including analyzing vendor agreements, managing expenses, providing
revenue assurance, coordinating disputes, and resolving issues with vendors.
• Cost savings and revenue recovered ranged from 8% to 20%.

XYC CORPORATION, Libertyville, Illinois 2002-2004

XYC Corporation offers technologies, products and services for mobile communications worldwide.

Director, Product Operations

Supervised the development and launch of cellular phone handsets, including development of special features, release
strategy formulation, test and approval plan with customer; implemented the launch of the product.
• Spearheaded the initial launch of cellular phones with camera and instant messaging capabilities.
• Consistently exceeded financial objectives, achieving $750M in sales revenues in 2004, up 15% from projected
revenues of $620M.
• Improved on-time delivery by 50-60%.

CONNECTED NETWORKS, INC., Glenview, Illinois 2000-2001

Connected Networks provided small- to medium-sized businesses with secure, high-speed private networks and other

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connectivity, and application solutions via access technologies such as Digital Subscriber Line (DSL).
Director, ILEC Management
Reported to the President of the Midwest Region. Served as primary contact with network service vendors, conducting
negotiations, process improvements, and cost reductions.
• Increased service performance through internal initiatives, including both process and cost improvements.
• Improved all aspects of the relationship with primary network services vendors, resulting in improved vendor
performance. These resulted in a decrease in provider failures - from 79% to less than 30% in 6 months.

123 TELECOMMUNICATIONS INC., Cincinnati, Ohio 1990-2000

123 Telecommunications Inc., one of the world’s largest communications companies, provided a wide array of local
phone, data and video services in the Midwest region to more than 13 million customers.

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Jane R. Smith Page 3

Director, Resale Product Marketing, Information Industry Services (1997-2000)

Supervised a staff in the formulation and implementation of strategies for resale and transport products to meet the needs
of nine diverse wholesale segments, ensuring compliance in a highly sensitive regulatory environment. Selected as a
member of the executive strategy team to develop a three-year strategic direction for the business unit.
• Served as a member of the123 Telecommunications Inc./HJK Global merger integration team to design the new
organization.
• Generated over $900M in annual revenue; each product family exceeded objectives by between 5 to 35%
annually.
• Honored with Presidents’ Award for five consecutive years; award was given to select top performers in
organization.

Director, Market Management / Business Planning, Long Distance Industry Services (1994-1997)
Led customer-focused changes and improvements to products and services managed in other business units within 123
Telecommunications Inc. This required a thorough understanding of the issues from a retail and wholesale perspective,
and developing/implementing a strategy that resulted in improved financial results for all of 123 Telecommunications Inc.
Drove the development of a three-year business unit strategy and formulated marketing plans for all transport products.
Instituted learning tools to increase employees’ understanding of the business.
• Successfully developed a network optimization program to institute growth, win-backs, and commitments.
• Improved knowledge and understanding of the business across the business unit utilizing activities such as war
games.
• Exceeded revenue objectives by 15-20% annually.

Senior Product Manager, Transport Services, Long Distance Industry Services (1994)
Formulated and implemented all marketing strategies for transport services across retail and wholesale markets, addressing
major conflicts in order to maximize the overall target of $870M.
• Member of team that addressed FCC Price Cap Improvement, increasing revenues by $70M per year.
• Improved broadband services installation intervals from 75% missed to less than 5% missed within three
months by instituting effective process improvements.
• Exceeded overall revenue target by 20%.

Manager, Interconnection / Industry Liaison (1990-1994)

Managed new Interconnection Services, including balancing the relationship between 123 Telecommunications Inc.
(both the retail and wholesale business units) and wholesale customers within the regulatory environment.
• Introduced the first Collocation/Interconnection services within 123 Telecommunications Inc. Led 75-member
team (direct and indirect reports) in the development and implementation of strategies balancing corporate
requirements, customer needs and regulatory requirements.

EDUCATION

Loyola University, Chicago, Illinois

Masters of Business Administration, Finance

University of Notre Dame, South Bend, Indiana

Bachelor of Science, Electrical Engineering

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Sample resume — chronological

John T. Laser jlaser@gmail.com

Chicago, Illinois 60640 • 312.555.1234 • linkedin.com/in/johnlaser

PROFILE
Executive Administrative Assistant and marketing professional with 15+ years of experience providing
direct support to senior management and multiple staff in a corporate environment. Experienced in the daily
operations of a busy office. Excel in meeting and exceeding deadlines, handling confidential matters,
meeting/event planning, trade show management, and interaction with all levels of management, vendors and
clients. Proficient in Word, Excel, PowerPoint, Outlook and Visio. Additional skills include Salesforce.com,
Concur, ACT! and ProSpace Space Planning.

PROFESSIONAL EXPERIENCE

ABC BRANDS CORPORATION, Riverview, Illinois 2005-XXXX

One of the world’s largest suppliers of branded office products, marketed in over 100 countries across the globe;
publicly-held with $1.6 billion in sales, employing approximately 5000 people worldwide.
Marketing Specialist – Merchandising/Marketing Services (20xx)
Facilitated and tracked merchandising initiatives, created planogram renderings using planogram software, coordinated
sales collateral mailings, proofread sales collateral, assisted with product mockups in graphics department and performed
product catalog reviews.
• Resolved product sample order delay for display vendor shipment test. After distribution center (DC) did not ship
the entire product as ordered, worked with DC customer service manager to resolve problem and had remaining
products shipped to display vendor on time.
• Identified, gathered and assessed emerging trends, practices and concepts relating to merchandising and category
management within and outside office products industry. This led to development of a consumer insights database
library to be used as a tool for channel marketing managers and director level managers.
Executive Assistant to the President of US Marketing (2007-2008)

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Executive Assistant to the President of Storage & Organization (2005-2007)
Reported to President, US Marketing and President of Storage & Organization. Provided support to the President, 7
direct reports and department staff of up to 50 people. Managed all aspects of the President’s office including calendar
management; domestic and international travel arrangements; meeting and event planning; preparation of presentations
and various reports; purchasing of office supplies/product samples and coordination of cubicle space/equipment for new
hires.
• Coordinated various departmental functions both on-site and off-site. Reserved meeting facilities and collaborated
with catering services representatives of banquet facilities.
• Demonstrated leadership as move coordinator by efficiently overseeing staff’s moving needs. Coordinated new-
hire and internal transfers. Ordered moving supplies and directed staff adherence to move schedule.
• Tracked attendance for entire department, consolidating and accurately reporting information to Corporate HR.
• Managed and led 2009 Bindery Product Launch Kit marketing project. Collaborated with Channel Manager for
Independent/Wholesaler Reps, Brand Manager for Wilson Jones Products, marketing department and Website
Manager. Gathered product information, created lists, scheduled follow-up meetings and ensured all electronic
materials were placed on the website in the ACCO Resource Center.

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John T. Laser Page 2

XYZ TECHNOLOGY CORPORATION, Gurnee, Illinois 1998-2005

A privately held company founded in 1979 that has become one of the largest and most diverse laser processing facilities
in the world.
Executive Administrative Assistant
Reported to the President/CEO and Director of Sales & Marketing. Managed all administrative aspects of the office
including travel arrangements, calendar management, preparation for Board of Directors meetings, coordination of internal
and offsite sales meetings. Also responsible for trade show management and for Salesforce.com database maintenance for
the Sales & Marketing department. Interacted with executives, employees, and sales representatives.
• Demonstrated leadership by coordinating annual Sales Meetings including sales manuals, travel arrangements,
hotels, venue, catering and activities.
• Provided training and support to sales reps for the Salesforce.com database; processed incoming sales leads and
distributed them to the appropriate sales representative.
• Managed approximately 15-20 trade shows annually including booth space, hotels, travel, shipment of booth and
samples.
• Maintained non-disclosure agreements and corporate resolutions for Stockholder and Board of Director Meetings.

ABC AUTOMATION INC., Kenosha, Wisconsin 1994-1998

A small privately held company that manufactured custom automated machinery.
Executive Secretary/Office Manager
Reported to President/Owner. Responsible for daily operations of the business including Accounts Payable &
Receivable, payroll, purchasing, inventory, preparation of various reports and machine documentation. Interacted with
executives, employees, vendors and customers.
• Prepared month-end and year-end accounting reports for company accountant; consistently balanced books on a
monthly basis.
• Assisted in supervising two facility moves.

EDUCATION

National-Louis University
MS Management, 2007

National-Louis University
BS Business Management, 2005

ADDITIONAL TRAINING, EDUCATION, CERTIFICATIONS

Principles of Marketing Class, College of Lake County, 2007

Notary Public for the State of Illinois, Lake County

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Sample resume — chronological

George R. Patton gpatton@aol.com

Los Angeles, CA 90001 • 213.432.5564

SUMMARY

President/CEO/Group Executive with 15 years P&L management experience. Expertise in building top-performing
consumer packaged goods and foodservice companies with extensive background in brand/channel marketing and
“business-to-business” companies. Strong leader and visionary who develops high-performance management teams and
workforces to create profitable organizations.

As President of $700 million company, achieved record sales over four years. As President of $1.5 billion group,
achieved double-digit growth in profits. As President of $500 million company, successfully integrated seven different
companies reducing costs by $32 million. As President of $600 million company, successfully integrated six independent
operating companies into one company generating savings of $15 million while achieving 12% compound annual growth
rate (CAGR) in the core business. Board of Directors experience in food industry since 2003.

PROFESSIONAL EXPERIENCE

WHOLESOME FOODS, Bolingbrook, Illinois 2007 - Present

Family-owned food processing company specializing in cooked, portion-controlled meats with sales of $500 million, 1500
employees, three processing plants and a global distribution center.
Chief Operating Officer
Total P&L responsibility for this $500 million food processing company. Additionally, responsible for developing the
strategic direction of this family-owned enterprise. Heavily involved in all aspects of sales and operations; acted as the
singular contact point with our bank syndicate. Total staff responsibility for nine senior officers. Report to the President
and owner.
• Developed strategic plan to grow company by $200 million in sales in three years (starting in 2007) and grow
earnings (EBITDA) from $19 million to $45 million within same time frame.
• Instituted continuous improvement process that has identified $15 million plus in cost savings.
• Directed a focused “Go-To-Market” strategy designed to penetrate existing customer base, utilizing current

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production capabilities.
• Company realized a 15% growth over the past 12 month period; company sales were flat for the previous four
years.
• Realized cost savings of $3.5 million during 2007.

JOE SMITH MANAGEMENT LLC, Vail, Colorado 2003 - 2007

Family-owned investment company with holdings in diverse industries in the United States, Canada and the United
Kingdom
President & CEO, Kane Natural Foods, Sunny, Colorado
Total P&L responsibilities for a $600 million natural and organic marketer of proteins. Direct reports: President of the
Meat Group, President of the Chicken Group, President of the Prepared Foods Group, President of the Foodservice Group,
Vice President of Finance and CFO, Vice President of Marketing, Vice President of Administration, Vice President of
Quality and Food Safety. Responsible for 10 facilities, consisting of 2,000 union and non-union employees. Reported to
the Board of Directors of Kane Natural Foods.
• Consolidated five existing meat brands into one brand strategy under the Kane banner.

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George R. Patton Page 2

• Integrated six independently run operating companies into one operating unit. Developed strategic plan for
restructuring of the business and aligning organization for growth.
• Achieved 12% CAGR in core business by developing channel strategies and partnering with key customers.
• Introduced Continuous Improvement concept throughout the organization, identifying and executing savings of
$15 million.
• Oversaw the merger of Sunshine and Queens Delight into the new company – NH Natural Foods (now known as
Kane Natural Foods).

OMNI STRATEGIES LLC, Chicago, Illinois 2002 - 2003

Independent Consultant
Led projects for various clients including Quaker Oats, Steak-Umm, and NH Natural Foods. Projects involved marketing;
business development; mergers and acquisitions; partnerships and alliances – affecting every phase of the development
process for profitable growth.
• While working with the equity group who owned Steak-Umm Corporation, was asked to be a board member.
• Retained by Booth Creek to evaluate their “go to market” strategy prior to being offered the presidency of NH
Natural foods.

CAMELOT CORPORATION, Milan, Italy 2001 - 2002

An $8 billion international consumer products company
President & CEO, Camelot N.A. Bakery Group, Chicago Illinois
Total P&L responsibility for a $500 million independent operating company of Camelot. Direct reports included six senior
vice-presidents including Finance & CFO, Marketing, Sales, Private Label, Human Resources, and Supply Chain.
Responsible for eight bakery facilities consisting of a total of 3,800 employees, both union and non-union. Reported to
Chairman & CEO of Camelot North America.
• Integrated seven newly acquired companies with over 10 brands into one strategic business unit. Formulated
strategic plan for brand consolidation and restructuring of the business and growth.
• Identified and executed initiatives that were on track to achieve $32 million in cost savings.
• Directed the re-launch of the Archway Brand with product improvements, new packaging and new advertising.

BREADMAKER CORPORATION, Chicago, Illinois 1993 - 2000

A $20 billion consumer products company
Corporate Vice-President and President & CEO, Breadmaker Branded Foods (1997 - 2000)
Total P&L responsibility for this $1.5 billion group of three operating companies. Direct reports were President & COO,
Refrigerated Foods; President & COO, Frozen Foods; President & COO, Fresh Foods; Senior Vice-President of Finance
& CFO; Senior Vice-President Supply Chain; Senior Vice-President R&D; Senior Vice-President Human Resources.
Responsible for two meat-processing plants and seven bakery facilities consisting of a total of 5,500 employees. Reported
to Senior Vice-President, Breadmaker Corporation and CEO, Foods Worldwide.
• Grew the Breadmaker Brand 20% CAGR.
• Achieved 12% CAGR in profit across portfolio to include private label as well as branded products.
• Grew shares in all major categories including frozen baked goods, fresh bagels, premium breads, processed deli
meats, and cheeses.
• Directed the entry into three new categories – fresh breads, handheld meals, and processed cheeses.
• Led successful strategy and execution for acquisition of two companies that brought new expertise for entry into
new category.
• Successfully sold a non-strategic business unit.

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George R. Patton Page 3

President & CEO, Breadmaker Refrigerated Foods, Zeeland, Michigan (1993 - 1997)
Total P&L responsibility for a $700 million independent operating company of Breadmaker. Direct reports were Vice-
President of Consumer Package Goods, Vice-President Deli, Vice-President Foodservice, Vice-President Manufacturing,
Vice-President CFO, Vice-President Human Resources and Vice-President Research & Development. Heavily involved
in the operations side of the business. Reported to CEO of Breadmaker Meat Group.
• Successfully entered the Breadmaker Brand into the meat category, including both deli and foodservice segments.
• Captured the number two position in the deli segment over a two-plus year period.
• Achieved four years of record sales, averaging 6% growth and profits of nearly 9%.
• Built team into low-cost producer and marketer, saving approximately $10 million in cost of goods.

Vice-President Foodservice, Breadmaker Refrigerated Foods, Zeeland, Michigan (1988 - 1993)

EDUCATION

Northern Illinois University

MBA, Marketing,
Dean’s List

University of Illinois at Champaign

BS, Marketing, Deans List

PROFESSIONAL AFFILIATIONS

Board Member - ABC Corporation – Board of Directors – 2004 - 2006

Board Member - Kane Natural Foods – 2003 - present

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Sample resume — chronological

Mary Jones, PMP, CPIM

maryjones@aol.com • 703.456.7890 • www.linkedin.com/maryjones

SUMMARY

Information Services Leader with global enterprise resource planning (ERP), supply chain systems and
infrastructure project management experiences in food, consumer goods and automotive industries. Proven
expertise in optimization of procure-to-pay, order-to-cash and plan-to-produce processes. Skilled in
systems/process integration with warehousing and transportation, radio frequency bar-code, electronic data
interchange (EDI), data warehouse, portals and web systems. Emphasize strategic and tactical value, six-
sigma trained industrial engineers and continuous improvement.

• SAP/ERP implementation/upgrade/consolidation • Logistics systems implementations

• Portfolio, program & project management • System development life cycle
• Supply chain business process optimization • Business analysis & change management

SYSTEMS EXPERIENCE

ERP: SAP APO PP MM QM PM SD FI CO, QAD’s MFG/PRO (Distribution/Manufacturing), JD Edwards

Supply Chain/Business Intelligence: Matrix PLM, Manugistics, Red Prairie, Logility, Cognos, SAP BI
Integration: SAP XI, Informatica ETL, Sterling Gentran EDI, SharePoint, MS Office, MS Project

PROFESSIONAL EXPERIENCE

ABC AMERICA INC., Alexandria, VA 2007 XXXX

Multi-location subsidiary of a global food manufacturing organization.
Project Manager – Business Process Support
Managed multiple projects with virtual teams to support a global SAP/Matrix-enabled business transformation.
• Enabled savings by alignment of supply chain and manufacturing processes with a European template.
• Supported scope changes with training, analysis/testing of security roles, reports, interfaces & forms.
• Improved cash flow visibility with systems design/deployment to support decentralized purchasing.
• Managed and provided SAP systems (MM SD PP PM QM) support, with external service providers.
• Improved product life cycle, planning, payroll, production & financial reporting processes; and consolidated
multiple applications onto a single environment, with effective project/portfolio management.

PREMIER CHOCOLATE, Chicago, IL 2005 - 2007

Specialty food manufacturer serving US and Canadian markets.
Information Services Manager
Revitalized IT systems and supported growth with budgets up to $2 million, and with staff of four in a lean culture.
• Integrated acquisition & plant consolidation into SAP (SD MM PP FI CO) on schedule and under budget by
leading cross-functional & outsourced teams under parallel timelines.
• Streamlined supply chain processes with program to integrate customers/warehouses via EDI.
• Stabilized information services with a SAP database upgrade and improvements to infra-structure, BASIS
administration, help-desk, SAP bolt-on applications, change management process & staffing.

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Mary Jones, PMP, CPIM Page 2

JOY FOODS, Schaumburg, IL 2004 - 2005

Logistics Solutions group of the packaged and frozen foods manufacturer.
Project Manager
Executed simultaneous cutover of logistics solutions across multiple locations, with nearly 200 team members.
• Enabled SAP conversion with plans/simulations to cutover 10+ warehouse/transportation systems.

XYZ CORP., Lake Forest, IL 2001 - 2004

Tenneco spin-off serving food service, consumer, building, medical packaging sectors in North America & Europe.
Project Lead
Executed program to consolidate European ERP and transportation management systems. Managed cross-functional
projects to integrate data warehouse/web solutions with SAP.
• Recognized savings over $1 million by leading teams across five countries to consolidate ERP instances and
implement Manugistics transportation system. Centralized procurement, distribution and transportation
processes, including supporting data conversion, configuration, development, testing and training.
• Saved over $300M/year with projects to develop transportation performance metrics, integrate sales analysis
and web-based rebate claims systems with SAP; used waterfall/iterative methodologies.
• Facilitated savings through low cost alternatives with project initiation of a CRM promotion system, process
and data analysis, Request for Quote (RFQ) and evaluation of twelve suppliers, on an aggressive schedule.
• Identified Project Management Office (PMO) process improvements via stakeholder assessments to support
reduction in staff.

MODERN MANUFACTURING COMPANY, Racine, WI 1996 - 2001

Global Tier One automotive and truck heating/cooling systems supplier.
Systems Project Leader
Executed ERP rollout and upgrade, as Senior Systems Implementer, EDI Analyst & Systems Project Lead.
• Managed a two year program to launch ERP (QAD Mfg/Pro & SAP-FI), EDI, RF bar-code, automated
storage/retrieval warehousing systems at a green field, site; completed on schedule and within budget.
• Minimized risks with a business case for supplier EDI, contract negotiations, application of lean manufacturing
concepts and supply chain process design for just-in-sequence shipments.
• Optimized plan-to-produce processes and reduced inventory, by managing a supplier EDI roll-out.
• Ensured compliance with key customer mandates by ERP integration and rapid deployment of EDI.

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• Achieved savings with server consolidation & deployment of ERP upgrade on schedule/budget.

JUMP JACK, INC., (d.b.a. JJ ENTERTAINMENT), Council Bluffs, IA 1992 - 1996

Multi-location manufacturer of bingo equipment and gaming systems, serving U.S. and Canadian markets.
Business Systems Analyst
Led ERP implementation at corporate location and supported a merger and an acquisition. Supervised local IT
infrastructure support personnel.
Analyst positions in Purchasing and Materials Management 1988 - 1991

EDUCATION, CERTIFICATIONS & AFFILIATIONS

MS Industrial Engineering (Thesis: Forecasting Technique Selection), Louisiana State Univ., Baton Rouge
BS Industrial Engineering, University of Madras, India
CPIM Certification, APICS, Association for Operations Management
PMP Certification, Director of Volunteers & Mentor, PMI, Project Management Institute

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SARA M. SALINAS
SOUTH CAROLINA 29336 | sarasalinas@notreal.com
(555) 444-4444 [H] | (555) 444-2222 [C]
SUMMARY
Database Systems Professional with full life cycle experience across major DBMS/OS platforms. Established
track record of developing and managing global teams of up to 16 DBAs, supporting business critical
applications in high availability environments, including 24/7 production support. Served as a DB2 z/os DBA
on AAA production systems. Handled project management and technical level tasks towards procuring and
deploying Netezza Twin-Fin Database Appliances in support of multi tera-byte warehouse applications.
PRIMARY SKILLS
Database Architecture Project Management Social Networking
Database Design Team Building Database Migrations/Upgrades
Database Security and Auditing Establishing Best Practices Database Change Control
TECHNICAL SKILLS
OS: z/os, UNIX/Linux, Windows.
Software: DB2, Netezza, Oracle, SQL Server, Sybase, UDB, IBI, OBI, Jive/Clearspace, SharePoint
2003/2007, DBArtisan, ERSTudio, Embarcadero Performance Center, Informatica, Control-
M, Platinum, CA-IDMS, CA-7, SyncSort, JCL, TSO, MS Office, MS Project, HP
OpenView.
Languages: DDL/DML/DCL, Cobol, SQL-Plus, PL/SQL, NzSQL, Shell.
EXPERIENCE
ACME, INC, Boston, MA 2005-XXXX
Director, Data Engineering
• Managed eight to 16-person global SQL Server Database Support team providing development and 24/7
support across all Fidelity BUs. Promoted and expanded Shared Coop database clustered environment
supporting 80-100 applications while reducing costs significantly due to hardware consolidation and
reduction in Enterprise License cost (2008-2010).
• Managed six to 12 person global Database Development Team providing Stored Procedure and
development services for multiple business units on both Sybase and Oracle Platforms (2006-2008).
Individual Contributor and PM
• Provided DB2 z/OS DBA support for CSTAMP, Custody, CARP, and Invest1 Applications. Database
Design and Administrative tasks and Application Support. 24/7 on call support.
• PM and Technical support role on implementing Netezza Twin-Fin Appliances. Involved in Appliance
Procurement, POC, Shared Support Model with Vendor, Infrastructure Integration working with multiple
Business Units.
• Created and administered the Acme Spaces Internal Social Networking sites for Data Engineering and
Distributed Hosting organizations. Educated staff and promoted communications via Spaces.
• Designed and administered SharePoint 2007 sites for Data Engineering Staff. Roll out to global staff of
130 users.

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SARA M. SALINAS Page 2

AMAZING SOFTWARE, Santa Fe, NM 2003-2005

Manager Database Architecture, Development and Support
Managed a team of four to seven DBAs, supporting the full Data life cycle for all databases at the firm.
Technology was primarily Oracle on HP_UX but also included IMS, DB2 z/OS, and SQL Server.
• Led Database management and architecture tasks for a major six-year development project (e-SUITE™)
to migrate all policy systems from mainframe, Unix, and Windows-based solutions to a single Enterprise
System on Oracle/HP_UX.
• Expanded an operational DBA team into a full life cycle organization, including data modeling, database
architecture, and database design.
• Evaluated, purchased, and implemented a database monitoring solution (Embarcadero Performance
Center).
• Evaluated and purchased an Enterprise Data Modeling Solution (ERSTudio), including a shared
repository.
• Introduced Oracle database fail over utilizing HP’s MC/Service Guard.
• Managed the Database Department Budget, which included all Oracle licensing. Negotiated a major
purchase in 2004 (16 CPUs) for the e-SUITE™ effort.

DATABASE ARCHITECTURE, INC., Livingston, AL 1992-2002

Director, Senior Database Manager (1998-2002)
Managed up to eight DBAs performing database design, implementation, support, and performance tuning for
Sybase and Oracle on UNIX and Windows. Included many high availability mission critical applications
with replication and DR requirements. Conducted performance reviews and managed training plans and
budget.
• Matrix managed a one-year project to merge three support teams, including 22 DBAs across three
database technologies (Sybase, Oracle, and UDB) covering over 50 supported applications onto a single
support infrastructure and tool set.
• Managed six-month effort to convert three integrated Sybase applications to Oracle utilizing the Oracle
Migration Workbench.
• Managed 18-month effort to train six Sybase DBAs in Oracle while maintaining production stability on
over 30 applications across both technologies (60% Sybase, 40% Oracle). Resulted in improved morale

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and productivity.
DBA and Project Lead (1992-1998)
Oracle database architecture, design, and development on large systems. Mainframe DBA on IDMS and
DB2. Helped established DB2 Standards and procedures.
• Lead DBA and Designer on a two-year project to convert multiple legacy customer databases from the
mainframe to a single integrated client server Oracle database (8M customers; 300 GB) utilizing Oracle
Parallel Server.
• Lead DBA on a four-year multi-phase project for the 401(k) system conversion from VSAM to DB2.
This involved database design, data migration, implementation, and ongoing maintenance and 24/7
support on an 800 GB database.

EDUCATION
Bachelor of Science, Computer Science UNIVERSITY OF SOUTH CAROLINA, Columbia, SC

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Sample resume — chronological – recent college grad

Jillian Peterson jillian.peterson@gmail.com

Clarendon Hills, IL 60514 • Home # 630-325-4567 • Cell # 630-470-9447
www.linkedin.com/in/jillianpeterson

PROFILE
Recent College Graduate with a degree in Communications focused on obtaining an entry-level position in a
communications, marketing or sales related role with a company, advertising agency, public relations firm, or
in the broadcasting or sports marketing industries. Exceptional communications, interpersonal and relationship
development skills. Additionally, educated and experienced in market research, technical and creative writing,
presentation development and stand-up delivery to small and large groups. Key areas of strength include:
EDUCATION
Southern Methodist University, Dallas, TX
B.A. Communications, 2009

LEADERSHIP AND EXTRACURRICULAR ACTIVITIES

Alpha Delta Sorority 2005-2009 - Participated in annual events held throughout campus, including pep rallies, Student
Government drives, and philanthropy events.
Greek Sing Chair - Provided overall leadership for sorority’s entry into annual song and dance competition. Recruited,
assigned and monitored leadership positions; choreographed routines; organized music; received President’s Choice award
for dance routine.
Greek Sing Participant - Assisted in choreography and participated in sorority’s entry.
New Member Educator (Social Director) - Organized social activities with fraternities; taught sorority history to new
members; coordinated weekly meetings as well as new member initiation.

EXPERIENCE
THE TONIGHT SHOW WITH JAY LENO, New York, New York May – August 2008
Late night television show produced for NBC Universal.
Intern
Worked with show staff on wide range of projects, including:
• Researched background information on guests to assist writers and segment producers
• Served as assistant to executive producer
• Categorized and organized show’s video library
• Assisted talent coordinator with scheduling and other guest-related arrangements
• Assisted control room with all aspects of producing four shows per week
LIONS PARK POOL, Clarendon Hills, Illinois Summer 2002 - 2007
Lifeguard
Head lifeguard duties, including:
• Led in-service training for new lifeguards
• Coordinated weekly in-service training for CPR and spinal-cord injuries
• Coordinated weekly swim meets
• Worked with new management to organize new schedule of events and training

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Sample resume — functional

MICHELLE STREET, CPA

312-555-0000
michelle@buzztech.com
www.linkedin.com/mstreet

SUMMARY

Senior Marketing and Business Management Professional with a proven record of identifying and assessing business
opportunities and delivering high value solutions. Background includes marketing, business development, strategic
planning, and financial management. A creative thinker who can bring an innovative approach to difficult business
issues. An energetic and enthusiastic leader with a reputation for developing strong partner relationships and interfacing
with every level of organizations.

SELECTED ACCOMPLISHMENTS

MARKETING AND SALES

• Created an in-depth analysis of a major therapeutic category and developed the proper launch positioning and
resources that supported the product being licensed to launch in the US. The 2002 revenues for this product
exceeded $400 million.
• Developed the analysis and negotiated the proposal that led to a $50 million strategic alliance agreement between
the company and an outside pharmaceutical company.
• Integrated promotions planning tools into the market planning process which provided high visibility of costs and
maximized promotion spending ROI.
• Proposed and led the development of the revenue planning tool that increased sales force and finance team
productivity 65% while increasing revenue forecasting accuracy, then organized and managed the consultant team
that implemented the project. Received the 2002 Award for Excellence for this effort.
• Refocused the Internet promotion spending, improving communication to target audiences and saving $700,000
annually.
• Reengineered the promotions analysis process and vendor relationships, cutting the speed of analysis turnaround

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from four weeks to one week while reducing analysis costs by 70%.

STRATEGIC PLANNING
• Created and produced the company’s first comprehensive global strategic plan by reengineering the process,
standardizing the formats and reports, and leading the reviews with senior management and the executive board.
• Provided the financial leadership on the multi-functional strategic team for the division’s major product line. The
team projects achieved annual cost reduction savings exceeding $3 million.
• Developed the strategic project model that was adopted by all commercial teams in the $1.5 billion Hospital Care
Division, and streamlined investment decision making.

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MICHELLE STREET, CPA Page 2

MANAGEMENT
• Converted a group of financial technicians into a high-performance global resource by setting high expectations for
the department, training them in sophisticated new skills, and coaching each one on communication and presentation
techniques.
• Directed external consultant teams in developing actionable analyses on market and competitive developments by
negotiating consulting agreements and managing vendor relationships.
• Led negotiations for data acquisition, licensing agreements, joint ventures, and organizational restructuring that
enabled the launch of a restructured U.S. commercial organization.

FINANCE
• Researched, analyzed and presented all P&L and balance sheet forecasts in clear concise form, projecting changes in
revenue, operating income, debt levels, cash position, interest payments, and compensation calculations associated
with acquisitions.
• Developed and produced highly analytical commercial sales and profit forecasts for the $100 million electronic drug
delivery product line.
• Researched, analyzed and created financial pricing and P&L proposals for all the major hospital buying group
contracts.

PROFESSIONAL EXPERIENCE

BIG SERVICE FIRM, Chicagoland, IL 2002 – 2004

Director, Finance, US Commercial Operations

ACME MARKETING COMPANY, Chicagoland, IL 1999 – 2002

Director, Global Business Analysis

BIG DRUG COMPANY, Chicagoland, IL 1990 – 1999

Manager, Competitive Analysis and Forecasting (1998 – 1999)
Associate Manager, Micromarketing, Medical Products Marketing (1996-1997)
Early Management Positions (1988-1995)

EDUCATION, CREDENTIALS AND AFFILIATIONS

J. L. Kellogg Graduate School of Management, Northwestern University, Evanston, IL

Master of Management degree, with distinction,

University of Illinois, Champaign, IL

Bachelor of Science degree in finance, with honors

Certified Public Accountant, IL

Member, American Marketing Association, Current Board Member of the Chicago Chapter
Member, Illinois CPA Society and the American Institute of CPA’s

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Sample resume – functional

JACK WILSON 414.555.7736

Milwaukee, WI, 53203 jwilson292@cpirole.net

INFORMATION TECHNOLOGY MANAGEMENT

Information Technology Manager with progressive experience in business and management in fast-paced
information technology organization, supported by hands-on experience in information systems in medium-
sized IT enterprise. Dynamic, results-oriented individual with strong leadership, organizational and
communication skills. Particular strengths in:

• Strategic technology planning • Network and desktop facilities

• Managing large staffs of systems professionals • Operations of critical systems
• Managing large-scale projects • Establishing systems-development and service
• Controlling multimillion-dollar budgets contracts

FUNCTIONAL SKILLS
Management:
• Managed staff of 14 in functional areas including:
− Technical Services: Provided strategic technology planning, defined and implemented security standards,
implemented, configured and maintained all host and server infrastructure.
− PC Desktop Support: Supported all desktop services, established all desktop image standards, asset
management and service levels.
− Operations: Managed 24/7 systems support, systems backup, monitoring facilities, performance management
and Help Desk services.
− Production Support: Supported change management, scheduled tests and production applications processing.
− Network Services: Oversaw all network planning, deployment, service and ongoing MACS for province-wide
IP network with up to 800 PCs.
− Contractor Services: Contracted specialized consulting services to meet specific project or workload demands.

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Managed services, tracked results and approved invoices.

Contracting of Information Systems Services:

• Established contracts for information systems services. Scoped requirements, established business case, issued RFP,
analyzed responses and recommended or selected successful vendor. Established service levels, managed contracts
on ongoing basis.
• As part of Outsourcing Project team, established outsourcing business case, prepared RFP documentation for
relevant areas and analyzed vendor responses.

Benchmarking of Information Systems Services:

• As part of Benchmark Project team, analyzed and priced information services functions for comparison with other
corporations in similar industries. Defined and priced information services by function within the “Compass
Benchmark” standards. Analyzed results and determined where areas or function needed to be improved or adjusted.

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JACK WILSON Page 2

Strategic Technology Planning:

• Established and maintained Technology Plan incorporating innovations and changing business requirements.
Integrated Technology Plan with the Application, Information and Business Process architectures.
SAP Implementation Project and Ongoing Sustainment:
• As technology lead for the corporate-wide SAP Project Team, established technology platform and related
infrastructure to develop and implement SAP R3 in medium-sized installation. Managed SAP technical BASIS team
during development, implementation and during ongoing sustainment phases.
Information Systems Organizational Management:
• Established and managed organizational units for efficiency and effectiveness, defined required functions for
services, established staffing levels and budgets. Determined measurement metrics, staff career development,
education and training plans, and performance reviews.
Budget Management:
• Established departmental, operational budgets of approximately $3 million. Tracked and reported actual and outlook
to plan. Established and managed project infrastructure capital budgets.
Project Management:
• Established medium and large projects; devised work programs to meet specific business goals, including upgrades
of 800 PC network and implementation of new, corporate-wide, electronic mail system.
• Used various project management and software development methodologies to organize and manage large-scale
projects, web systems development and business-to-business services.
• Established corporate web services to provide standard information web page serving and extranet linkage to “back
end” information systems using appropriate security controls.

EMPLOYMENT HISTORY
WISCONSIN AND SOUTHERN RAILROAD, Milwaukee, WI
Regional railroad that currently operates throughout south central Wisconsin and northern Illinois. Information
Technology Services department has staff of approximately 20 systems professionals who develop and maintain
applications and computing infrastructure utilizing over 100 servers with 800 PCs and a region-wide network.
Manager Software and Network Support 1996 - Present
Supervisor, Technical Services 1991 - 1995

EDUCATION
Milwaukee Area Technical College, Milwaukee, WI
Electronics Technician Diploma,1991

TRAINING
Completed in-house courses for project management and supervisory skills.
Maintained project management and systems development skills while engaged in
large systems projects often directed by outside consulting firms.

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Sample resume – combination

Zoe McTeague zmcteague@gmail.com

Riverview, Illinois 60546 • 815.999.1234 • linkedin.com/in/zoemcteague

HUMAN RESOURCE MANAGEMENT

Human resources manager specializing in employee benefits. Strong communicator at all levels of an
organization. Self-motivated professional who is recognized for technical ability, employee relations, cost savings,
and working well with others. Positive attitude and strong work ethic with skills in the following:

• Benefits Management • Employee and Manager Training

• Employee Relations • Policy Development
• HRIS Systems Implementation • Workers’ Compensation
• PeopleSoft • Written and Verbal Communication
• Government Compliance • MS Word / Excel

PROFESSIONAL EXPERIENCE
JENSEN BRANDS CORPORATION, Riverview, IL 1992 to 20__
$1.6 billion global branded office products supplier operating in 100+countries with 8000 employees.
Benefits and Human Resources Manager (2002 to 2009)
Managed annual renewal process for all major and ancillary benefit offerings; oversaw all vendors and service
providers; led employee communication efforts; managed audits; provided input into budgeting on costs;
managed employee relations; and directed workers’ compensation and unemployment matters.
Benefits
• Completed the vendor selection process and the subsequent outsourcing of employee benefits management
and administration, delivered on-line benefits information and enrollment to employees, and reduced
benefits-related inquiries to HR.
• Worked with insurance carrier and broker increasing employee choice in benefit plans.

Resumes
• Managed the conversion of the 401k plan to a new vendor. Worked with committee and outside consultants
in the RFP process and oversaw all associated communication efforts.
• Experienced with many types of benefits funding, including self-insuring and minimum premium.
• Oversaw filing of all life and long-term disability claims.

Employee Relations
• Adept in corporate policy development and implementation and regulatory compliance.
• Tracked policies ensuring compliance with all applicable state and federal laws. Counseled management on
employee performance issues.
• Worked closely with legal counsel regarding employment matters.

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 Resumes

Zoe McTeague Page 2

Workers’ Compensation
• Saved $50,000 in workers' compensation premiums on fully-insured policy.
• Managed all claims for self-insured and fully-insured programs, including lost-time and contested claims.
• Partnered with legal counsel ensuring proper management of claims in litigation.
• Passed an annual audit on the premium billing accuracy of the insurance policy. Managed relationship with
third-party administrator and insurance carrier.

HRIS
• Proficient user of PeopleSoft HRIS applications and report writing tools.
• Managed HRIS conversion.
• Coordinated upgrades with IT staff.

Human Resources Manager (1998 to 2002)

Counseled field managers on employee disciplinary actions; responded to all unemployment compensation claims;
and administered employee benefits.

• Assisted Senior HR Manager in conducting open enrollment process, including employee communications
and training.
• Managed unemployment and workers’ compensation accounts.
• Member of HR team that combined corporate policies, procedures and HR functions following merger.
• Trained supervisors in the proper administration of company policies.

Human Resources Generalist (1995 to 1998)

Assisted Recruiter with applicant screening and preliminary interviews; worked on benefits enrollment and
invoicing process; processed life and long-term disability claims; and supported portfolio of field and corporate
managers in many areas of HR.

Human Resources Assistant/Specialist (1992 to 1995)

Gained exposure to many HR functions and began to learn HR decision-making processes; worked with
Recruiter and Benefits Specialist / Manager, handling a wide variety of administrative and support functions such
as pre-employment screening and benefits enrollment.

EDUCATION and CERTIFICATION

BA – English - University of Illinois, Urbana Champaign IL 1992
Certified Employee Benefits Specialist (CEBS), Current

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Your resume worksheet

 Complete your resume worksheet (1 of 5 pages)

Your Name: _____________________________________________________________________________

Address: ________________________________________________________________________________
City, State, Zip Code: _____________________________________________________________________
Telephone Number: _______________________________________________________________________
Email Address: __________________________________________________________________________

OBJECTIVE (optional)

_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________

BACKGROUND SUMMARY

_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________

TECHNICAL/COMPUTER SKILLS

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_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________

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 Resumes

 Complete your resume worksheet (2 of 5 pages)

PROFESSIONAL EXPERIENCE

_______________________________________________________________________________________
Company, City, State (Dates of Employment)

_______________________________________________________________________________________
Title

Responsibilities

_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________

Place accomplishment statements in space below

_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________

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 Resume production

 Complete your resume worksheet (3 of 5 pages)

PROFESSIONAL EXPERIENCE

_______________________________________________________________________________________
Company, City, State (Dates of Employment)

_______________________________________________________________________________________
Title

Position Profile

_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________

Place accomplishment statements in space below

_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________

Resumes
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________

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 Resumes

 Complete your resume worksheet (4 of 5 pages)

PROFESSIONAL EXPERIENCE

_______________________________________________________________________________________
Company, City, State (Dates of Employment)

_______________________________________________________________________________________
Title

Position Profile

_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________

Place accomplishment statements in space below

_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________

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 Resume production

 Complete your resume worksheet (5 of 5 pages)

EDUCATION

_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________

PROFESSIONAL ASSOCIATIONS (optional)

_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________

CERTIFICATIONS (optional)

_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________

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HONORS/AWARDS (optional)

_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________

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 Resumes

The curriculum vitae

The curriculum vitae (CV) is a detailed, lengthy and structured listing of education, publications, awards,
work history and professional appointments. The word comes from Latin and means “course of one’s life.”
Depending on the length of work history or achievements, some CVs may exceed 20 pages. For that reason,
the CV is reserved for certain careers (educators, scientists, physicians) or where the position requires
documentation of extensive academic and professional credentials. Sometimes the institution may have its
own format.
A curriculum vitae includes:
• Name
• Address (home and office)
• Telephone (home and office)
• Certification and Licensure (e.g., Board Certified in Internal Medicine, July 1994). Never include
medical license or DEA number.
• Education
• Postgraduate/Postdoctoral Training. List all training (e.g., internship, residency, fellowships) with
name of institution, city and dates.
• Work Experience in reverse chronological order (most recent experience listed first)
• Professional or Academic Appointments
• Teaching Experience. Distinguish among kinds of experience (e.g., course developer, course director
or course participant, lecturer, conference leader, attending physician, surgeon, etc.). Also include
teaching experience (doctoral students, thesis supervision in a research setting, other graduate
students, residents in a clinical setting, continuing education courses, etc.).
• Hospital Appointments (if applicable)
• Editorial Positions (if applicable)
• Principal Investigator of Grants (research activities, if applicable)
• Past Funding last 10 years. Source: PI or co-PI, Grant Title, Year(s), Funding Source; Current
Funding: PI or Co-PI, Grant Title, Funding Source
• Inventions/Patents
• Awards and Honors, and Memberships in Honorary Societies
• Professional Society Memberships
• Technical Skills
• Languages Spoken
• Addendum (Presentations, Lectures by Invitation) Bibliography (Publications). Do not include papers
submitted or in preparation unless they have been accepted for publication, in which case list the
journal in which they will appear and indicate “in press.” Number references consecutively in the
order in which they were published. Separate publications by category, in the order shown below. For
each reference, provide all authors (in order listed in the reference itself), title, journal, inclusive
pages and year of publication.

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Categories of Bibliographies
• Peer-reviewed publications (reports of original investigations, clinical reports, letters to the editor,
clearly indicated as such)
• Books and monographs (distinguish between authoring and editing books)
• Evidence of works in progress (e.g., complete articles published in conference proceedings, chapters
in books, review articles, editorials, clearly indicated as such)
• Development and/or publication of educational materials (e.g., teaching cases)
• Development of major curricular offerings or innovative educational programs
• Non-print materials (e.g., videotapes or computer software relevant to appointee’s academic field)
• Published abstracts within the last two years (optional)

Resumes

133
NOTES

Resumes

135
 NOTES

136
 Chapter 5
Job Search Strategies
Select your job objectives ............................................................................................. 139
Your 30-second Commercial / Marketing Statement........................................................................... 140
Applying marketing theory .......................................................................................... 142
The principle of Reach ......................................................................................................................... 142
The principle of Message ..................................................................................................................... 142
The principle of Frequency .................................................................................................................. 143
Top of mind awareness ........................................................................................................................ 143
Key methods of job searching ...................................................................................... 144
Method #1: Networking – Locating a “bridge” into a target company................................................145
Method #2: Responding to published openings and writing cover letters ...........................................169
Method #3: Working with recruiters .................................................................................................... 177
Method #4: Contacting companies directly ......................................................................................... 182
Establish/evaluate weekly goals ................................................................................... 186
Winning strategies ............................................................................................................................... 186
Set goals and work full time ................................................................................................................ 188

Job Search Strategies

137

Select your job objectives
 Describe your objectives
By now you should have a clear picture of yourself and be ready to select realistic job objectives. When you
formulate these objectives, your job search efforts are more focused and your interaction with hiring
organizations and networking contacts is more effective. For purposes of marketing yourself, you should limit
your search to three or four objectives.
Job objective #1
Specific industry or organization type
________________________________________
Key functions
________________________________________
________________________________________
________________________________________
Possible job titles
________________________________________
________________________________________
Anticipated salary __________________________
Job objective #2
Specific industry or organization type
________________________________________
Key functions
________________________________________
________________________________________
________________________________________
Possible job titles
________________________________________
________________________________________
Anticipated salary __________________________
Select your job objectives
Job objective #3
Specific industry or organization type
________________________________________
Key functions
________________________________________
________________________________________
________________________________________
Possible job titles
________________________________________
________________________________________
Anticipated salary __________________________
Job objective #4
Specific industry or organization type
________________________________________
Key functions
________________________________________
________________________________________
________________________________________
Possible job titles
________________________________________
________________________________________
Anticipated salary __________________________
Job Search Strategies
139
 Job Search Strategies

Your 30-second Commercial / Marketing Statement

Before contacting anyone you need to be prepared to introduce yourself with a 30-second Commercial /
Marketing Statement. This statement is useful for networking or in speaking with people informally about
how they might help you. Your 30-second Commercial / Marketing Statement is not a standalone tool and
will closely be connected to your Career Summary Statement and your Public Exit Statement, developed
previously, and your Value Statement which follows later in this manual. It is a good idea to have a solid
grasp on each of these before embarking on your job search and before you start making contacts.
The key components of your 30 second Commercial / Marketing Statement include:

• What you’ve been doing

o A brief mention of your early work experience and key accomplishments coupled with a greater
emphasis on your more recent work experience, skills, and key achievements
o What you’re looking to do
• A statement of your current status and what you have to offer relevant to the marketplace (You will need
to define the employment options you are seeking.)

• What kind of assistance/information you are looking for

Sample 30-second Commercial / Marketing Statement

Your name My name is Michael Nixon.

What you’ve been doing I am a human resources professional with deep

experience in the areas of talent management and
employee relations. In my most recent position, I
had the opportunity to design and deliver several
training sessions on interviewing skills, and also
co-led new employee orientation programs.

What you’re looking to do I’m exploring new opportunities in human

resources that will leverage my skills in talent
management and training, and I am especially
interested in emerging growth companies, such as
(list several target companies).

What kind of assistance/information The way you could help me is …

you are looking for
(tailor according to your contact)

140
 Select your job objectives

 Write your 30-second Commercial / Marketing Statement

Your name

Your background from a broad

perspective. Briefly list 3 or 4 areas of
work experience or expertise that
describe what you’ve been doing (no
detail)

Describe your education and/or

relevant training

Pick an area of strength that you want

to highlight and describe (tell a short
story) of how you’ve successfully used
that strength

What kind of assistance/information

you are looking for

Job Search Strategies

141
 Job Search Strategies

Applying marketing theory

Before you begin the process of marketing and selling yourself, it is helpful to understand the three marketing
concepts of Reach, Message and Frequency, and how they translate to a job search campaign. Just like the
marketing department in any company, you will want to determine how to reach, communicate with, impress
and influence potential customers (employers).
Reaching as many contacts as possible, delivering a strategic message to each contact and repeating this
message often are all efforts, controllable by you, that lead to interviews and job offers.

The principle of Reach

This first principle, Reach, directs a company or sales/marketing department to reach, through numerous
means, as many buyers (or those who influence buying) as possible.
One of your important marketing goals is to reach as many potential buyers (employers) of your product as
you can. So, the first challenge we present to you is to make 8 to 14 brand new contacts every single day.
Sound like a lot? In the Networking chapter, we will give you suggestions on how you can generate a large
and continuous volume of contact names.
Many successful job seekers, upon looking back on their campaigns, have pointed to a direct relationship
between the number of contacts they made and the number of interviews that were extended to them.

The principle of Message

Companies spend millions of dollars creating and communicating just the right message to ensure that
customers will recall, respond favorably to and buy their products. This is called branding.
Likewise, your branding message, continuously delivered to contacts and hiring managers whether online or
in person, should be consistent and precise. Your message can be broken down into two parts:
1. A statement of your functional identity (I am a corporate trainer…), followed by several marketable
core competencies that you are “selling” (…with substantial experience in leadership development,
performance management and team building)
2. A clear statement that allows a contact to understand what you are requesting: “I’m seeking names of
individuals who work in the corporate training field” or “I’m hoping to meet with you briefly to get
your ideas on the key financial services companies in the Atlanta area….” or, “I’m looking for names
of recruiters who specialize in manufacturing engineering…”
Your messages will be delivered in three different ways:
1. Verbal communication (by telephone)
2. Written communication (networking request letters, cover letters, resumes, broadcast letters, email,
and social networking tools such as LinkedIn)
3. Image (in person one-on-one meetings or group networking events)

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 Applying marketing theory

The principle of Frequency

This concept says that people need to be told something multiple times if they are expected to remember it.
The best sales representatives stay in continuous contact with customers and potential customers. In fact, it
has been estimated that only 20% of sales representatives make six sales calls on the same prospective
customer, yet 80% of the sales are made on or after the sixth sales call. In essence, sales representatives who
are the most successful are persistent. They know that people remember things they are told multiple times.

Top of mind awareness

Your goal is to have people remember you and your message. You want to establish top of mind awareness.
This marketing phrase is used to describe the goal of having consumers of a particular product think of the
company brand name first when confronted with a buying decision. For instance, when you think of toy
batteries, what brand name comes to mind? Energizer? Duracell? Rayovac? How about tires? Michelin?
Goodyear?
The bottom line is that you want and need to be remembered both now and in the future, and you need to
establish top of mind awareness that relates your name to your career focus. For instance, job seeker, Peter
Dexter wants his network to remember three things:
Peter Dexter---------Product Manager---------Medical Devices
If you are effective in creating top of mind awareness, then your contacts will remember you and will refer
opportunities to you during your job search and possibly for years after.
What is the message that you want your contacts to remember?

_________________________ _________________________ ____________________________

(your name) (your functional goal) (your targeted industry)

REACH + MESSAGE + FREQUENCY =

TOP OF MIND AWARENESS

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Key methods of job searching

Job searching is a competitive event that requires a strong mix of strategy and tactics. Those job seekers who
learn how the game of finding a job is played and prepare a thoughtful and well-organized strategy the ones
who will win.
An effective job search campaign relies on the implementation of various methods of searching that can be
classified as either passive approaches or active approaches. What sets these two apart is the amount of
focused meaningful person-to-person contact you have.
An effective job search campaign relies on the implementation of four methods of searching. They include:
 Responding to published openings—on the Web and in classifieds – a passive approach
 Working with recruiters – a passive approach
 Contacting companies directly – can be either a passive or an active approach
 Networking – Locating a “bridge” into a target company – an active approach

The table below shows the percentages of jobs found using each of the four methods:

Job Search Methods % of Jobs Found Hours per week

Responding to job postings—on the Web, in classifieds 4% 2

Working with recruiters 5% 2

Contacting companies directly 1% or less 1

Networking/Locating a “bridge” into target company 90% + 36

Most jobs are found by the active approach of networking: gathering information that results in job leads by
talking to friends, relatives, former employers, colleagues, former professors, association members –just
about everyone you know.
The key to success in any job search is to divide your time and effort proportionately among all methods
according to the effectiveness of each approach. For example, since 5% to 15% of all jobs are found in
response to job postings, it makes sense to allocate about 30 to 90 minutes each day answering ads.
The same idea applies to the other methods. To be most effective, you will want to use every viable source of
job leads. Therefore, manage your time to get the best results for your efforts. The following pages provide
specific strategies for employing all four methods of job searching and on how to increase the effectiveness of
each method.

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Method #1: Networking – Locating a “bridge” into a target company

Broadening your exposure by fact gathering
Networking is by far the most effective job search technique. It involves establishing and maintaining
relationships in order to exchange information and ideas of common interest. For the job search, networking
provides a focused approach to meeting new people, obtaining information and gaining access to hidden
opportunities. While networking often conjures up negative reactions, keep in mind that we all network every
day.
Career management experts and veteran job seekers promote networking as the single most effective method
of obtaining a new job. Networking is the ongoing process of obtaining, from personal contacts, industry
information leading to job leads.
The key point is that networking does not involve asking anyone for a job.
In networking, your goal is to continually build an ever-widening network of people that ultimately reaches
within your preferred industry or specific business environment and allows you to discover employer needs
and/or positions. With each networking contact that provides you with information and names of other
contacts, your visibility and news of your availability grows.
This is the “Top of Mind Awareness” concept at work.
Networking succeeds for a number of reasons. First, most existing available jobs on any given day are not
known to a public audience. Such opportunities are often referred to as the “hidden” job market. Job
openings or newly created positions still in the planning stages are known to individuals within an
organization anywhere from several weeks to several months before they are advertised or made public to
those on the outside. Additionally, employers may recognize they have a problem or need, but like a catch 22,
they are too busy working around it to do anything about it.
Other reasons why job openings exist abundantly in the “hidden” job market include:
1. Positions that will result from impending reorganizations
2. Planned openings as a result of new and unannounced corporate plans
3. Anticipated openings from emerging organizational or procedural problems
4. Jobs open due to impending retirements, resignations or staff expansions
Networking can bring you face-to-face with these “insiders” and with these unadvertised positions and needs
before anyone else learns of them. Therefore, it is common practice for many employers to never publish
their openings. For some, networking is their sole means of meeting staff needs.
Second, many employers prefer to hire someone they know personally or who has been referred to them by a
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mutual acquaintance. Familiarity and referrals reduce much of the uncertainty involved in hiring a new
employee.

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The importance of people

Without question, job searching is a process of calling people, meeting people and interacting with people. By
comparison written documents can’t:
• Give you the inside story about what it’s like to work for a particular company
• Tell you about unadvertised openings
• Refer you to someone with the hiring authority
• Hire YOU
Only people can do those things!

Keep in mind - 90% of all jobs are obtained through networking

Networking: a path to the hidden job market

The opportunities referred to as the “hidden job market” or the “informal job market” are filled by people
who know and inform other people. It is sometimes said that the best jobs never make it to the “open” job
market. They are filled by word of mouth quickly or exclusively. Networking is your vehicle directly into the
“hidden job market.”
There are several benefits of networking
• Job security: over the course of time, as your network grows, and more people are aware of your
skills and experience, more people will actively seek out your assistance, especially if they know you
are in transition
• Better opportunities: through networking you are exposed to many more people, and many more
opportunities
• Less stress: while the idea of networking can be stressful, once you get going you will find that you
are engaged in meaningful conversations and are building relationships with others
• Positive reinforcement: by talking to others you will gain valuable feedback on your presentation, as
well as your skills and experience
• Stiff competition: with so many job seekers actively looking for alternative employment today, can
you afford not to be engaged in the technique that will give you the most advantage?
Some of the advantages of networking include:
• Expands the number of champions you have people who are helping to promote you in the
marketplace
• Keeps you current and up-to-date – you’ll be constantly learning as you network
• Reduces isolation – a job search can be a lonely experience. Online networking can open up many
new doors of opportunity, whereas face-to-face networking helps to get you “out of the house” and
interacting with others
• Meet new people outside your current sphere – networking helps you expand the number of people
you will meet
• Presents new ideas and new contacts
• Boosts your confidence

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Whenever possible, network in person

It is tempting, in an age of electronic communication with email, voice mailing, “tweeting,” using LinkedIn
and relaying information rapidly to one another, to want to over-rely on electronic means to connect with
others. As mentioned earlier, job seeking is the business of developing relationships with others. Your
contacts will invest more in you when you have gone to some effort. Meet with people in person. Go to their
office. Meet them in a coffee shop or restaurant. By being visible to your contacts you will be more
memorable to them. Whenever possible, network in person, setting a goal of two in-person meetings a day.

Why it works – Six degrees of separation

Many people have heard of the concept of six degrees of separation predicated on “The Small World
Phenomenon.” The theory is that everyone in the world is linked together by no more than six other people or
connections. This is the underpinning of networking – right now, there is someone who is in need of your
skills and experience and they are connected to you.

How it works
In its simplest form, you can think of your network as being comprised of first, second, and third degree
contacts.
First Degree Contacts include anyone you already know. While these people may not be able to hire you,
they do know others who may be able to help identify other opportunities or who may know more about your
preferred field or target goal.
Second Degree Contacts are the “bridge” people in that while they are not the ones who will hire you, they
can provide introductions to others with needs and who are able to hire you.
Third Degree Contacts are the ones who have needs and can hire you (or influence the hiring decision).
These people work in the companies and industries that are of interest to you. They also know other people in
similar positions. They may not be able to hire you, but they do know others within your target industry or
field who may be able to help identify opportunities and provide valuable information.

Steps in the networking process

• Creating your contact list
• Creating a list of target companies
• Setting up the networking meeting—by telephone, email, or letter
• Preparing for the networking meeting
• Conducting the networking meeting
• Following up the networking meeting
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Creating your contact list

Begin the process of networking by listing your contacts. Strive for a list of 30 to 50 individuals for starters.
While these people may not be able to hire you, they will know people who will know people who will lead
you to hiring opportunities.
Your initial list may include contacts from the following categories:

• accountant • customers • insurance agent

• associations • dentist • professors

• attorney • family • relatives

• brokers • financial planner • religious organizations

• Chamber of Commerce • former colleagues • Rotary Club members

• clients • former supervisors/managers • supervisors/managers

• colleagues • friends • vendors/suppliers

• college/high school • health club • volunteer colleagues

• community leaders • hobby groups • sports/recreational activities

You may be surprised that the most far-fetched tips and your most unexpectedly helpful contacts turn out to
become your best leads. Don’t censor or second guess any leads; follow up on them all. There’s no way to
predict which leads will prove most valuable and whose information will bring you face-to-face with the
decision maker who hires you.
Categorize your list
As you generate your list, determine whether the person is an industry related or general contact, Your initial
approach to a first- degree industry contact will be different than your approach to a first degree contact
whose son or daughter plays on the same soccer team as your child.

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 Brainstorm your list of contacts

In the space below, brainstorm and write a list of your initial networking contacts.

Name Telephone #/email address

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Begin to build your list of targeted companies

Your networks, professional, familial and social, can help you gain access to targeted companies. Identify
those companies that you have an interest in and set up a target company worksheet, selecting based on
geography, reputation, industry and potential growth within industry, as well as referrals from individuals you
know. This list of targeted companies will grow as your campaign expands. At this point, you will want to use
your network list to “penetrate” these target companies. This is accomplished by establishing “bridges” into
the company as follows:
• Complete your target list of companies and people you want to meet. Target companies can come
from your current, prior, or a new industry of interest.
• Use online networking communities such as LinkedIn to determine whether any of your first-degree
contacts can make introductions to people in their network who work or have worked at your target
companies.
• If the company is public, review their annual report. The company will furnish this on its website.
Find out whom they use as auditors, bankers, advertising agencies, attorneys and other professionals –
these can be a great source of information.
• If the company is private, ask them directly by phone whom they use or question local businesses in
their area (bankers, Chamber of Commerce and suppliers) until you find someone who knows people
in the company.
• Watch newspapers and trade magazines for news on your target company. Look for press releases on
the company website.
• Many companies are leveraging the power of social media to promote their services and manage their
online brand. Check sites such as Twitter and Facebook, as well as LinkedIn, to see if your target
companies have profiles on these sites.
The easiest bridges to build are with people you already know. Your first-degree networking contacts will
lead you to other business contacts that can get you started networking in your target companies. Look over
your contact list, and if any of your contacts work within or do business with a company that might use your
talents, include that company is on your target list.

The “bridge” campaign

We all have heard the old adage, “It’s who you know, not what you know. To a certain degree that is true
about your job search. You are more likely to get a meeting with your target person if you have been
“bridged” into the company. Your “bridge” campaign needs to include all of the following:
1. Identify a target company via research and networking
• Obtain management list
• Secure financial information
• Know your strengths and weaknesses as they relate to the target
2. Identify a target executive within the target company
• This generally is a functional manager who has the authority to hire
• Generally he/she is not in human resources

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3. Identify via networking an individual “bridge” who knows the target company/executive
• Business contacts should be explored
• Social/family contacts may prove worthwhile
• LinkedIn, Plaxo, and ZoomInfo are several sites that help you research the target
company/executive
4. Telephone contact your “bridge” and:
• Confirm or develop the target executive’s name
5. The bridge letter should:
• Be personalized to the target executive
• Identify your referral (“bridge”) in the first sentence of the first paragraph
• Identify your knowledge of the company
• Ask for a meeting
• Do not include your resume (However, you may attach your networking profile.)
6. Telephone follow-up:
• Two to three days after your mailing
• Use “referral” and “correspondence” to clear the administrative support (i.e., “Is Tom in? Joe
Dixon, a mutual friend, suggested I contact him. I’m following up on our correspondence.”)
• Identify company knowledge and your experience
• Ask for a brief meeting, perhaps a cup of coffee
7. Meeting with target executive
• Focus on a “soft sell”
• Identify company issues and describe your potential contribution (i.e., how your experience and
knowledge can help the organization with important initiatives or problems
• Ask for a job if one should develop, but keep your focus on how you can help solve their
problems
• Ask for additional referrals
8. Thank you note
• Send the following day
• Reiterate your potential contribution(s)
• If appropriate, ask the individual to connect on LinkedIn or similar online networking community
9. Telephone follow-up
• Every two weeks, or as you determine appropriate
• Be courteous and persistent, but do not overstep boundaries Job Search Strategies

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This chart can help you get your target company information organized.

Industry Company Name, Location, Website Contacts

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Setting up the networking meeting — by telephone

Sample script
Below is a sample script used to call a networking referral. Your approach needs to be brief and direct. If you
get initial resistance, don’t back off. The contact may simply believe he or she cannot be of help. Show him or
her how they can. You might offer to send your Networking Profile (see the example in this chapter) by email
to help your contact see how they might be able to help you.

You: Hello, Mrs. Treadway. My name is Elaine Winters and I’m calling on the
recommendation of a mutual friend of ours, Jamie Robinson. I believe you and she
are both members of the Financial Executives’ Association.
Mrs. T: Yes, actually Jamie and I also worked together at MetroNorth Bank.
You: Jamie suggested that I call you because I’ve been in banking for five years and I’m
exploring new opportunities in the financial services industry. She thought you
might be willing to provide me with some advice and information. Let me just say
too, that I do not presume you have any job openings for me. I’m gathering
information and ideas.
Would it be possible for us to meet for 15 or 20 minutes sometime this week?
Mrs. T: Well, I can’t imagine how my advice would help you and I really don’t know very
many people.
You: Jamie said that you had quite a lot of knowledge of the investment firms in this area
and that is one field that I’m investigating.
Mrs. T: Yes, I’ve been here at Portland Investments for three years now. What have you
been doing up to this point?
You: I’ve been a manager on the retail side at Starwest bank for the past eight years. My
interests lately have turned to investment firms and with the Starwest merger with
Shore National, I decided now was a good time to explore.
It would really help me to get your insights and I’m sure you have information that
could be useful to me in my search. Could we meet sometime next Tuesday,
perhaps?
Mrs. T: Sure. Come in at 11:00.
You: Thank you very much. Job Search Strategies

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The Networking Profile

A networking profile can be used instead of a resume for networking. All too often a resume is perceived as
an application and, when used for networking, it negates the message that you are trying to send. You want
your contacts to hear that, even if they do not know of any job openings, you believe that they can help you
with information that will be useful to your search.
The networking profile provides a thumbnail sketch of your qualifications, a clear definition of your
objectives, and the prospects that you are researching. The actual companies that you list on the networking
profile can be tailored to that contact. For instance, if you know where your contact works, has worked in the
past, does business, and the companies where his or her contacts work or worked, you should include any of
them that fit your targeted profile. When your contacts see names of target companies that they recognize, it
improves the likelihood that they will feel a conversation with you would be worthwhile.
Preparing the networking profile will also help you remember your 30-second summary/commercial, which
you will deliver in answer to the question, “Tell me about yourself.” Your summary/commercial may follow
the same outline as your profile. Refer to the sample networking profiles on the following pages.
It is recommended that you put the words, “Networking Profile” at the top of the page, to avoid the
assumption that this is just a different type of resume. By using the networking profile, you retain more
control of your resume. You should try to avoid giving your contact a resume to pass along. If your contact
offers to pass along your resume, thank her/him for her/his confidence, but explain that you did not intend for
her/him to have any assignments as a follow-up to your meeting. Ask your contact whom he thinks might
want your resume and volunteer to deliver the resume yourself. If your contact insists on forwarding your
resume, try to find out to whom he will be sending it and why, so you can follow-up with that person in a
timely manner. You want to do all that you can so you do not have to wait for your contact to do something
for you.

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Sample networking profile #1

Candidate Name Telephone Number Email Address
NETWORKING PROFILE
Senior human resources leader and business partner uniquely competent in organizational development, strategic
planning, and employee relations. Successful in leading change using a highly collaborative and inclusive leadership
style. Dynamic human resources professional committed to building successful businesses and supportive employee
cultures. Expertise encompasses:

• Mergers and Acquisitions • Organizational Development

• Strategic HR Planning • Communication Strategies
• Employee Relations • Performance Accountability
• Culture Development • Succession Management

ACCOMPLISHMENTS
• Initiated company strategic planning process toward maintaining successful marketplace niche during period of
industry-wide change.
• Created high level of organizational effectiveness using behavioral science techniques, assisting workgroups in
initiating and managing change leading to successful corporate acquisitions.
• Developed structure, process and materials for reductions in force, retaining positive employee relations.
• Coached senior executives and managers for resolution of complex performance and employee relations’ issues,
retaining key staff and improving leadership effectiveness.
• Increased employee and client relationships by creating and leading conflict resolution and teambuilding
programs, resulting in additional $2M revenue.

TARGET POSITIONS
Senior VP, Human Resources; VP, Human Resources, VP; Organizational Development; Consultant; Director of a
foundation, nonprofit, or professional organization.

TARGET COMPANIES
Mid-size companies in Boston/Metrowest in sporting goods, outdoor recreational equipment, health & fitness,
tools/garden equipment, environmental, engineering, music/equipment, medical/technical, food/health food,
vitamins/supplements, pet/veterinary supplies, banking/financial services.

Representative Target Companies

Various Banking/Financial Svcs. Medical/Devices Healthcare

Steinway Musical Instruments Middlesex Savings Bank Boston Scientific Brigham & Women’s
Moldflow Corp. Sovereign Bank Aspect Med. Systems Inverness Med. Innovations
The Holmes Group Eastern Bank Harvard Bioscience Benchmark Assisted Living
The L.S. Starrett Co. Haemonetics Corp. Meditech
Watts Water Technologies Recreational Candela Corp. Private Healthcare Systems
Waters Corp. Cybex International TUV National Dentex Corp.
Irobot Bally Total Fitness LifeLine Systems
LoJack Boston Sports Clubs
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Cognex Corp. Healthworks Fit. Centers Environmental/Engineering

W.B. Mason CDM

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Sample networking profile #2

CANDIDATE NAME TELEPHONE NUMBER EMAIL ADDRESS
NETWORKING PROFILE
A team player, problem solver, and process improvement expert for employee development and internal communications.
Proven track record in the development and execution of intranet and e-learning solutions for organizations with a distributed
knowledge workforce or customer service divisions. Uniquely experienced to leverage the synergies demanded for effective
human capital management between the Learning & Development and internal communications functions to improve
employee performance and morale.

INSTRUCTIONAL DESIGN /E-LEARNING STRATEGIES EMPLOYEE COMMUNICATIONS

• Course design/development/delivery • Content writer
• Needs assessment/task analysis • Strategy consultant
• Intranet design/technical expertise • Platform support
• Vendor relations • E-newsletter development
• Process improvement • Intranet content management

SUCCESSES TARGET POSITIONS

• Instructional Designer for process improvement • E-learning Manager • Instructional
training for customer service operations unit • Learning & Designer/Trainer
consisting of transaction, system application, and Development Manager • Corporate Trainer
workflow redesign. TARGET INDUSTRIES
• Project Manager for the successful launch of eight
• Financial Services • Business Services
web-based training modules, creation of self-directed
• E-learning vendors Retail Service/Sales
learning center and installation of desktop support
• Human Resource • Healthcare
tools. Expertise in the use of tools for creating
streaming presentations. Services
• Designer of Intranet site as support tool to improve TARGET CONTACTS
branding consistency. • Chief Operating Officer • Director of Learning &
• Consultant on the implementation of a corporate e- • Chief Learning Officer Development
learning ASP solution providing soft and technical • Director of e-learning • Human Resource
skills content with Learning Management System. Leaders
• Partner to business units on development of strategic
TARGET COMPANY PROFILE
messages for posting to divisional home page.
• Companies looking to maximize employee
CORPORATE HISTORY performance through effective Human Capital
• Deutsche Asset Management Management strategies.
• Scudder Investments • Companies looking to tie business strategy with
• Fidelity Investments employee development, continuous learning, and
open communications as keys to improving employee
morale and exceeding customer expectations.
• Organizations looking to create a seamless and
unified customer service model.
TARGET COMPANIES
• Kronos Incorporated • Eaton Vance • Sovereign Bank
• Watson Wyatt • Bank of America • MFS (Mass Financial Services)
• Deloitte Research • Citizens Bank • State Street Bank
• Mercer • Liberty Mutual Group • State Street Global Advisors
• Accenture • Authoria • Monster.com

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 Write your networking script

In the space below, write a telephone script that you will use when calling contacts to set up networking
meetings.
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________

Four networking communication points:

1. Whom do you know who may help and be interested in learning more about what I have to offer?
2. What organization may have an interest in my skills, experience and knowledge?
3. What recruiters do you know whom I might contact?
4. May I follow up in 7-10 days?

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 Make copies of this form and complete for each telephone call

Initial call date_______________________ Time _____________________Message left Y/N _________

Subsequent calls/messages ________________________________________________________________

Call returned? Y/N (date) _________________________________________________________________

Contact name __________________________________________________Call returned? Y/N ________

Title __________________________________________________________________________________

Organization ___________________________________________________________________________

Referral source _________________________________________________________________________

Objective of call ________________________________________________________________________
General plan for achieving objective ________________________________________________________

Networking meeting set up on (date) ________________________________________________________

Comments _____________________________________________________________________________

_____________________________________________________________________________________
If contact is unable or unwilling to meet:
Questions to ask ________________________________________________________________________

_____________________________________________________________________________________

Points to make __________________________________________________________________________

Referrals to ____________________________________________________________________________

Follow up action/date ____________________________________________________________________

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Miscellaneous telephone tips

Doing your homework

Do your homework before making each call. Have your planning notes in front of you during the call. Include
the first and last name of the contact, information about the company and key points you want to make. Also
list the outcomes you would like to achieve such as a face-to-face interview, a referral, answers to questions,
etc.
Timing your calls
Time your calls for best results. Make important calls early in the morning; leave less important ones for later
in the day. When calling long distance, remember time zone differences. Most important, call! Don’t let a
rigid formula or fear of rejection prevent you from dialing. You will get better at telephone calling with
practice.
Communicating with administrative support personnel
Communicating effectively with administrative staff increases your chances of talking to important contacts.
The way to help them do their job is to state your name immediately and ask for the contact by first and last
name. If asked what the call is about, refer to the mutual acquaintance who told you to call, or mention that
you are following up on personal correspondence.
If told your contact is unavailable, ask for a good time to call back. Avoid leaving your number. When you
do, you lose control. Try calling before 8:00 a.m. or after 5:00 p.m.
Overcoming voice mail
You may encounter voice mail when you call. If so, you have some options to consider. One school of
thought is to not leave your name or number. Keep calling. If after the third time you are still unsuccessful,
speak to the operator and ask for a good time to reach the contact. If you decide to leave a message, don’t wait
for the return call, keep calling, but leave your name only every several days. Alternatively, leave a message
on your first try and continue to follow-up.
Handling blocks
Sometimes your contacts will throw up blocks such as, “I’m unable to help you,” or “I don’t have time to
meet you.” When this happens, try to get something of value from the phone call. Seek advice on where to go
next, ask for a referral or probe for information.
Showing confidence
It is normal to approach networking calls with some trepidation. However, as best you can, speak in a strong,
confident voice. People take you at the value you give yourself.

Setting up the networking meeting — by email or post — and a follow-up call

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Use the samples on the pages that follow as a guide for creating your email correspondence. If a mutual
contact has referred you, always make sure to mention that individual’s name in the subject line (e.g. James
Talbot recommend I get in touch with you).
When appropriate, you may opt to send your correspondence by post.

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Referral approach email

Dear Mr. Calder:
A mutual friend, Jim Johnston at General Automation, suggested I contact you. I am currently involved in
exploring new professional opportunities in high tech and Jim thought that you would have some valuable
insights. By way of a quick introduction, I have eight years of experience in finance and accounting with two
major manufacturing companies. Most recently I worked as a senior analyst providing the Vice President of
Finance with data comparing operating performance to forecasts and budgets.
Having worked exclusively in the Vancouver area, I am hoping to discuss with you the computer industry and
the growing high tech firms in the San Francisco area.
I would appreciate any advice you may be able to provide, and will contact you next week to discuss the
possibility of arranging a meeting.
Sincerely,

Charles Woods
charlesxwoods@mymail.com
978 555-9090
www.linkedin.com/in/Charlesxwoods

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Acquaintance approach email

Dear Jim:
It has been some time since we have talked, and I hope you are enjoying the challenges of your new position at
American Automation.
I would like to bring you up-to-date on my job situation and to ask for your advice on my search for new
opportunities. Your knowledge of the automation industry in this area could provide me with some valuable
insights on industry trends and opportunities.
Attached is a copy of networking profile which lays out my career highlights and target company. My goal is
to find a position as a financial analyst in a high-tech manufacturing company.
I will call you next week in hopes of arranging a time for us to meet. Best wishes to you and your family.
Sincerely,

Carl E. Forman

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Direct approach email— no referral involved

Dear Dr. Post:

Several colleagues invited me to join them last Thursday to listen to your presentation. I am glad that I followed
their suggestion. Your ideas and remarks concerning “individual education for individuals” have fueled my
enthusiasm for an alternative educational system.
My background, although similar to yours in the early years, has taken an experiential detour through corporate
America. I have gathered significant information in the corporate world and am interested in how I might
employ that experience in the academic world. I would appreciate visiting with you briefly to ask your advice
as to what areas within academia might best utilize my strengths.
Understanding that your schedule must certainly be hectic at this time of year, I will call you next Thursday
morning to request an appointment.
Sincerely,
Don Lee

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Sample bridge correspondence email

Dear Ms. Maker:

(Name of referral) suggested that I contact you directly to help me locate a position within your
XYZ Corporation that would be a fit for my experience in information systems.

As my attached resume indicates, I have a strong background in information systems, retail, air
express and banking. I know, in all likelihood, you do not have a current opening, but I believe that
my experiences may be of interest as you plan for the future.

I appreciate any help you can give me in identifying future opportunities at XYZ Corporation and
look forward to the prospect of meeting you

Best regards,
John Cummings
212 555-8943
www.linkedin.com/in/johnlewiscummings

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Preparing for the networking meeting

What’s your objective of the networking meeting?

Prepare for your networking meetings by deciding on objectives in advance. By doing so, you create an
agenda and will structure your meeting to maximize your time with each contact. For example, your
objectives may be to:
• Identify key players you want to meet (such as decision makers in your target companies)
• Obtain information about the growth or hiring trends of other companies in your industry
• Brainstorm names of other industry-related companies
• Obtain at least three names of other professionals in your industry
• Ask your contact to call ahead to a potential employer and introduce you and your skills
• Brainstorm about your career options
• Discuss how your skills may translate to a new but related industry
• Discover the company’s charter (and where potentially you may fit)
• Obtain feedback on your resume

Exploratory questions to ask

Before the networking meeting, consider the questions you will want to ask your contact. Possible questions
include:
• Would you look at my target list and tell me if you have any contacts in these companies?
• Can you name other companies that might be interested in someone with my background?
• Do you know the names of any good recruiters in my field?
• Do you have any ideas about industry associations or strategies I may not have considered?
• Do you know the names of any industry specific websites I could investigate?
• Would you take a look at my resume and offer me feedback?
• Are you aware of any companies in the area with openings in my field?
• Can you suggest what other positions might match my skills and background?
• What do you see as the future trends in this industry?
• What skills are employers looking for in this particular industry?
• Can you provide me with three to four names of other people who might be willing to speak with
me?
• Who do you know who works in (fill in the appropriate field/industry/company)?

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Conducting the networking meeting

Conduct your networking session the way you would any professional meeting. Be sociable, show interest in
the other person, but be focused on meeting your objectives and securing the information.
Begin the meeting by thanking the person for agreeing to meet with you and by telling them you will take no
more than the previously agreed upon time.
You may then want to state portions of your 30-second summary/commercial, which gives your contact an
initial understanding of your future plans. Your contact may want to hear more about your background before
responding, or may want to look at your resume first. You may wish to offer the Networking Profile instead
of the resume. Another way to begin is to refer to your telephone call. (As I said, when we spoke on the
phone, I am exploring opportunities in the investment field and would like to hear from you where you see the
growth areas…) Continue asking questions and creating a dialogue. Your ultimate goal is to obtain names of
at least three other people in your desired field, preferably decision-makers, or names of people who have
contacts in your desired field.
Your two most important questions will likely be, “Who else do you know who might be willing to speak
with me?” and “Who do you know in _____________ who manages _____________?”
Ask and then wait. Most people can come up with at least three people who can help you.
Show the contact your list of preferred or targeted companies and ask if he or she knows of anyone (in any
department) on the list. Sometimes contacts will keep your list and mail it to you later with important contact
names filled in. End the meeting by saying you will update the contact on your progress, and be sure to do so.
Such check-ins allow you to network again.
The networking referrals you are seeking to obtain will fall into one of three categories:

Names of personal contacts

________________________________

Names of professionals at any level within your

preferred organization/industry
___________________

Decision makers within your

preferred organization/industry/
specific company/
department Job Search Strategies

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Following up the networking meeting

Post networking “Thank you” letter

Follow up each networking meeting by sending a thank you letter within two days of the meeting.
If you have good penmanship, you may want to hand write your note on high-grade paper or business
stationery to personalize it.

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Sample post-networking “Thank you” email

Dear Paulette:

Thank you so much for taking the time to meet with me yesterday and providing me with information that
already has proved valuable in my job exploration efforts. As a result of your leads, I have arranged two
meetings, one with the sales manager at Prosper Financial and the other with a vice president of Union
Insurance Agency.

I found your perspectives on the financial services industry to be informative. The incisive questions you
asked will help me think through the career decisions I face.

Above all, I appreciate the personal support you have shown in my current endeavor. I will certainly keep you
posted on the progress of my search and would happy to be a resource to you as well.

Sincerely,

Elaine Winters
www.linkedin.com/in/elainezwinters
401 555-5491

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The golden rule of networking is keeping in touch.

To that end, you want to:

• Thank associates who have referred you
• Nurture your network
• Attend networking events and social gatherings
• Send out articles of interest to those in your network
• Congratulate anyone in your network who receives a promotion, award, etc.
• Extend special invitations that you know others will appreciate
• Offer information to others as much as they provide it to you
• Keep notes on those you meet
• Know your contacts – remembering birthdays, anniversaries, etc. can help forge strong
relationships with others

Networking with social media

The three most cited social media tools used in job search are LinkedIn, Facebook and Twitter.
LinkedIn - is a business-oriented social networking site. Founded in December 2002 and launched in May
2003, it is mainly used for professional networking.
Top Benefit – Ease of use; ability to grow network through professional introductions to your
target contacts.
Facebook - is a social networking website that is operated and privately owned by Facebook, Inc. Users can
add friends, send messages, and update their personal profiles to notify friends about themselves.
Additionally, users can join networks organized by city, workplace, and school or college. The
website's name stems from the colloquial name of books given at the start of the academic year
by university.
Top Benefit – Reach of potential contacts; Facebook “friends” can connect you to others who
might be helpful in your search.
Twitter - is a micro-blogging service that allows users to post short messages called tweets to a stream that
can be viewed by the user's friends and contacts. Users can also see the tweets of their friends.
Tweets can be posted via the website, text messages from a cell phone or any of the various third-
party applications designed to work with Twitter.
Top Benefit – Speed and reach. Unless you protect your tweets, anyone can view your updates.
Increasingly, corporate recruiters and search are turning to Twitter to find talent.

For more information on how to utilize LinkedIn, Facebook and Twitter in your job search, refer to Chapter
6, Research & Technology

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Method #2: Responding to published openings and writing cover letters

Perhaps one of the most common and passive job search techniques is responding to job advertisements. In
today’s marketplace, most job openings are readily available through web-based job posting sites. While
responding to postings is an important strategy in your job search campaign, make sure you are using diverse
methodologies.

Search for openings — on the Web and in the classifieds

• Responding to job postings, which appear either on web-based job boards or (with increasingly
less frequency) in the newspaper classifieds, is an important strategy in your job search campaign.
• Viewing employment postings is also a quick and efficient way to assess your local job market
and determine the companies and industries that are hiring. Postings give you ideas about where
to look for work.
• Approximately five to fifteen percent of all jobs are obtained through responding to published
openings. One reason why these percentages are low is because competition is stiff—hundreds of
individuals may be responding to the same job posting.
• The key to landing a position using this method is to increase your odds by standing out from the
other applicants. Do this by specifically matching your skills to the requirements listed in the
posting.
• Obtain as much information about the company as possible before responding.
• Use your cover letter to answer every point that is mentioned in the advertisement. Customize
your response to show that you match the company’s needs.
• Forego responding to job postings that are long shots and where there is not an obvious fit with
your experience.

4% of all jobs are obtained through

responding to published openings

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How to create an effective cover letter in response to an advertisement

Before beginning to write a cover letter in response to an advertisement, whether found in the classifieds or on
the Web, first analyze the advertisement by underlining the directly stated or indirectly stated desired
requirements.
Advertisement #1

ABC Air is seeking a new Station Manager in Middleton.

The Station Manager will direct all customer service staff and related activities pertaining to
airport customer handling.
Responsibilities:
 Ensuring high levels of customer satisfaction
 Attracting, recruiting and managing customer service agents
 Establishing and building relationships with the local business community
Qualifications:
 A minimum five years of airport management/operations experience
 BS in business or related field
 Demonstrated leadership skills/experience
 Superior communication skills
 Proven budgetary experience
Previous customer service management experience in fast paced, high volume environments is an
asset.
After underlining the desired requirements, list them so that you can clearly see those items you must match
with your background:
• Customer service
• Leadership ability
• Relationship building
• Communication skills
• Five years of relevant experience
The opening paragraph of your letter is critical – your objective is to stand out from the many others. Pack as
much punch as possible into the lead paragraph and demonstrate your interest in the company. Your middle
paragraph should succinctly match your leading qualifications with their stated needs. This paragraph will
also tell the reader why you are writing. Your closing paragraph will be a call to action. For example, you
could say “I will follow up in the next week to determine appropriate next steps.”
The next page shows a cover letter written in response to the advertisement for the Station Manager position.

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Sample ad response email cover letter (to advertisement #1)

Dear Ms. Flynn:

First Paragraph: (2 sentences)

Identify the position to which you are responding and then describe how your extensive skills qualify you for
this position

Second Paragraph:
Match your skills with the position requirements

Third Paragraph:
I am looking forward to a mutually convenient time when we can discuss my qualifications in greater detail.
My availability is _____________________________

Sincerely,

Name
Email address
Linkedin URL
Cell phone number

Attachment: resume

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Let’s look at another example

Advertisement #2
Vice President of Sales and Marketing
Trendline Manufacturing, one of America’s largest manufacturing research firms, is accepting
applications for a Vice President of Sales and Marketing.
This highly visible position reports directly to the President. Qualified candidates will possess
demonstrated inspirational leadership abilities, as well as a proven track record in sales and
marketing.
Responsible for an expanding group of 20 sales and marketing professionals across the country, the
successful candidate will build a national presence, establish credibility with senior management at
Fortune 500 companies, and increase revenues. The individual will also have the skills to develop
and introduce an innovative marketing campaign for a recently-launched major new product.
Requirements include 10+ years related experience in sales management, preferably within a
manufacturing environment. MBA a plus.
Please submit your cover letter and resume with salary history to:
Pam Shoemacher, Human Resources
email: pam.shoemacher@HR.trendline.com

Should you include salary history in your ad response?

In most cases, it is not wise for you to mention money, even if salary information is requested. Salary level is
often used as a screening device, and it can knock you out of the game before you get a chance to interview
with the company. If your credentials are a strong match, you will most likely interest a prospective employer
even if you haven’t stated your salary requirements. However, if your skills seem appropriate and you
mention a salary level somewhat above or below an amount the company may have set, you could be
dismissed from further consideration.
If you decide to mention a salary, you could state your most recent salary or range in the context that salary
considerations are negotiable depending on the scope and challenges of the position. There are some
situations when you should mention salary. If you’re seeking $125,000 a year and won’t consider anything
less, for example, you might mention this fact tactfully in your cover letter. Understand, however, that this
may substantially limit the number of responses you receive.
Finally, if a company is determined to learn your salary and its ad states: “Responses lacking salary
information will not be considered,” then you’ll most likely have to mention a figure to stand any chance of
getting a response. However, a response that includes the phrase “paid a fair market value” does address their
question and, therefore, may be an appropriate response.
Generally speaking, however, don’t offer salary information unless the posting demands the information. But
don’t let anyone think you left the information out because you didn’t read the posting carefully. In your
cover letter, include a sentence like: “Before providing a meaningful salary figure, we should discuss in
greater detail the responsibilities and challenges of this position.

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Sample email cover letter (to advertisement #2)

Dear Ms. Shoemacher:

I am responding with interest to your ad posted on Bostonworks.com for a Vice President of Sales and
Marketing. The skills and qualities you seek are an ideal match for my background and expertise. Several
highlights from my background include:

• Successfully managed and mentored 25 sales/marketing professionals in 10 states, increasing sales

over 30% annually.
• Held progressively responsible positions within manufacturing and technology companies.
• Developed comprehensive marketing plans for three new product lines last year.
• MBA from Bryant University.

My compensation requirements are negotiable depending on the total package and opportunities for growth. I
would appreciate the opportunity to meet with you to discuss how my leadership and management expertise
could contribute to Trendline’s future success. I am available for consultation by phone at 617.555.1234 or
by email at james.gilmore@gmail.com. My resume is attached for your review.

Sincerely,

James Gilmore
www.linkedin.com/in/jamesgilmore
617.555.1234

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Sample cover letter — two column match

Lois T. Livingston
9783 Prospect Street
San Carlos, CA 94701
415-555-4444
llivingston@cpirole.com

January 20, 20__

Box SL 120
The Wall Street Journal
Palo Alto, CA 95702

Re: Human Resources Officer

I am responding to the January 19 advertisement for a Human Resources Officer and have enclosed my
resume for your review. The position described greatly interests me, and believe I could make a major
contribution to your firm in this role. Since 2003 I have been the Assistant Human Resources Director for the
Cave & Rieman Company. Prior to this position, I was employed as a real estate broker.
As you can see from these examples, I am highly skilled in the qualifications you require for this position.

YOUR REQUIREMENTS MY BACKGROUND

Recruiting and hiring
Direct administrative activities
Real estate industry knowledge
Created working environment that attracted and
retained key talent
Assisted Director in planning and directing all HR
activities for the company
Possess California broker license
Completed classes in Property Management,
Landlord/Tenant Relationships and California Law
Updates

In addition, I had complete responsibility for the design and supervision of all training programs at Cave &
Rieman. These specialty-training programs have been very successful in maximizing individual employee
effectiveness. My B.S. degree from Arizona State is in Business Administration with a focus on human
resources management.
I find this opportunity most exciting and look forward to an interview in the near future.
Sincerely,
Lois T. Livingston

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Sample email cover letter—using bullets

Dear Mr. Sharman:

Having followed GlaxoSmithKline’s evolution into one of the world’s leading pharmaceutical research
companies, it was with great interest that I read of your need for a payroll specialist.

With a combination of skills and accomplishments in an industry that emphasizes accuracy and customer
service, I have:
 Full working knowledge of daily payroll operations, having had payroll responsibility for two years
 Converted a manual bi-weekly payroll to a computerized record keeping system for 1,500
employees
 Completed numerous professional development programs in accounting and business management
 Recognized for ability to adapt to rapid-changing priorities and to communicate effectively with all
levels in the organization

I am very interested in meeting with you to discuss the position and have attached my resume for your review.

Thank you for your consideration,

Nancy S. Nichols
Nancynichols@mail.com
802-555-3490

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A note about email cover letters vs. letters sent by post

Increasingly, job seekers are using email as the primary means of responding to job postings. In this context,
the body of your typical cover letter becomes the body of the email. Attaching your cover letter to an email
introduces another communication layer that most busy managers and HR people do not have time for.
Cover letters sent by email or through an online posting site should be of the same quality as ones you mail.
Carefully compose your email cover letters. This is not a conversational few lines, “I’m applying for fill-
in-the-blank job. Here is my resume.”
Like the cover letters already discussed, you should write two to three brief paragraphs that tell where you
learned about the job, why you are right for the job and how you can be contacted. Don’t restate what’s
included in your resume.
If you’re including a resume as an attachment, consider mentioning the program you used to create your
attachment. It’s also a good idea to include a cut and paste text version of your resume in case the person
receiving the resume doesn’t have the software to open your resume attachment.
Open the resume file you’re attaching to check that it’s updated and error free.

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Method #3: Working with recruiters

With realistic expectations of what they can and cannot do for your search, the selective use of recruiters can
be a major asset to an overall job search campaign.

Three types of recruiters

Recruiters are divided into three categories:
• Retained recruiter
• Contingency recruiter
• Temporary/contract recruiter

Retained search firm/retained recruiter

Retained recruiters are firms hired by companies to recruit usually upper-middle to senior level executives.
They generally concentrate on placing professionals with six figure salaries. They are “retained” by a
company, which means they are paid most of their fee up front before any candidate is hired or interviewed.
To be effective with retained search firms, start by identifying firms that are active in your field of expertise.
The next step is to send your resume to as many retained firms as possible. If a firm is conducting a search for
an executive with your specific background, you may be seen as a suitable candidate.
Because a retained recruiter will most likely call you only if your background fits his or her specific set of
criteria, follow up on your part is not necessary. Exceptions may be recruiters who have contacted you in the
past, or recruiters who have been specifically mentioned by networking contacts.

Contingency search firm/contingency recruiter

Contingency recruiters usually seek a broader range of recruits from lower mid-level through and including
senior level executives. They generally concentrate on placing professionals whose salaries are $75,000 and
below. However, many contingency firms place individuals in positions with salaries of $100,000 and above.
Contingency recruiters are paid “contingent upon a placement” or only after their candidate is placed in a job.
For this reason, companies may contract with numerous contingency firms to “find the right hire.”
As with retained search firms, you want to start by identifying those firms that are experts in the fields and
industries you have targeted. Begin by calling the recruiting firm first, obtain a contact name, describe your
background, and then send your resume to that contact person. Follow up shortly thereafter and again,
periodically.

Temporary or contract recruiter

Temporary or contract recruiters are a rapidly growing segment of the personnel placement business and may
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operate on either a temporary or temp-to-hire basis. Many companies have made decisions to remain at lower
levels of employment and augment their workforces temporarily as they experience peaks in their workload.
Many economic experts see this arrangement as a permanent change in today’s work culture.

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Many temporary or contract recruiters specialize in particular industries (banking, automotive, advertising,
etc.) or job functions (sales, engineering, administrative, etc.). In order to maximize your results, you will
want to research and seek out those agencies that specialize in the function and industry related to your
background.

General points in working with all recruiters

• Recruiters are in the business of providing a service to client companies; companies with a
specific need for (usually narrowly defined) skills will hire a recruiter, either retained or
contingency, to find an individual to fill those needs. In other words, you are not their customer.
• You will be of interest to a recruiter if you meet the rather precise needs of the position he or she
has been hired to fill.
• Do not give any contingency firm an exclusive “right” to work on your behalf – you may limit
yourself.
• There is no correct number of agencies with which to work; the quality of the relationship you
have with your recruiters should guide you in selecting the number you work with.
• Select the firms you will work with carefully—research directories and networking contacts are
considered excellent sources of recruiter information.
• While conventional wisdom would suggest the initial contact with a recruiting firm ought to
begin with a telephone call, many firms now have extensive websites where you can submit your
resume and other employment related data. Nonetheless, you may want to contact the firm to
determine whether there are any immediate assignments that pertain to your background.
• You may wish to include a cover letter when forwarding your resume to a recruiting firm. Unlike
responses to job advertisements, you will want to include salary history as it is one of many
criteria used by recruiters when assessing the match between your skills to their clients’ needs.

5% of all jobs are obtained through

working with recruiters

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Sample recruiter letter – postal mail

Christine Telles
14 Broadway Avenue
Brookline, MA 02446
Christel@cpirole.com

September 20, 20__

Mr. Alan Boswell

Boswell and Lewis Associates
678 High Rock Avenue
Tucson, AZ 85718

Dear Mr. Boswell:

John Monroe of Pacificare Health Group suggested I contact you. I am a safety professional with 15 years of
experience in international organizations seeking a role as Health and Safety Manager.

My background includes managing industrial hygiene, safety programs, fire prevention and employee
assistance functions. My strong organizational and analytical skills have resulted in a proven track record in
designing cost-effective safety programs and reducing potential claims. I have a B.S. degree in Chemical
Engineering and a certification in health and safety. Enclosed for your review is my resume.

Since I am conducting an extensive outreach campaign, I would appreciate your willingness to contact me
prior to presenting my resume to any of your client companies.

I hope to be considered for any relevant assignments and have enclosed my resume for your review. Please
feel free to contact me on my cell phone at 617-555-5678.

Yours truly,

Christine Telles

Enclosure
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Sample recruiter correspondence - email

Dear Mr. Watson:

Should you be conducting a search for a senior operations/financial executive, I would be interested in
meeting with you to explore how my skills and abilities might match your client’s needs.

My core competencies include:

• Business Process Improvements
• Mergers/Acquisitions/Divestitures
• Initial Public Offerings
• Strategic Planning
• Systems Implementation

My compensation requirements are in the $130k range; I would prefer to consider local opportunities at this
time. I understand, of course, that my resume or credentials will not be circulated to any potential employer
until we have discussed the opportunity.

I have attached my resume for your review and reference and would welcome an opportunity to elaborate on
my background. My telephone number is 973-555-7733.

Yours truly,

Brian Heggarty
www.linkedin.com/in/bjtheggarty

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Sample recruiter correspondence - email

Dear Alicia Mann:

My colleague, Colin Thompson, referred me to your firm. Colin speaks very highly of you and your team and
thought it would beneficial for the two of us to meet.

I am currently seeking new opportunities in the Northeast region and am targeting executive-level positions (VP,
Director, or similar) in Technical Operations, Product Development, or Program Management. I am most
interested in roles bringing new products from concept through commercialization, and leading transitions of
development, manufacturing, and sourcing to Asia leveraging the extraordinary competitive advantages of
using partners to perform non-core functions in engineering and manufacturing. My attached resume provides
details on my background in operations and product development.

My strengths include:
• Building strong cross-functional and cross-cultural teams and leading them to achieve new products and
continuous improvement in total revenue and margin.
• Bridging the gaps between Marketing, Sales, key accounts, manufacturing and technology to ensure the
company gets the product defined and built right the first time.
• Forging strong working relationships and strategic alliances with development and manufacturing
partners and subcontractors in China, Taiwan, Hong Kong, and Japan.
• Establishing new product lines and business units and turning around existing operations.
• Effectively managing engineering, program and manufacturing organizations.

My family and I are very committed to the New England region and have a strong preference for remaining in
the greater Boston area. My most recent compensation was $140,000 with a bonus plan, benefits, equity and
other considerations.

Please do not hesitate to contact me by phone or email if I can provide you with further information or assist you in any
related industry searches.

Sincerely,

Janice McKinnon
jklmckinnon@myway.com
555-232-8943

www.linkedin.com/in/jklmckinnon
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Method #4: Contacting companies directly

Another job search method available to you is directly targeting and contacting companies. The passive
approach is to simply locate their sites and post your resume into their databases or respond to their job
listings. To convert the process into an active approach, you will be contacting hiring managers directly while
working toward building relationships with managers and others in the company who may be helpful to you
in the future. In doing so you reach organizations where your referrals have been unable to lead you and can
help you prospect hidden jobs in a variety of locations.
Your goal in approaching companies is not an immediate job interview but a foot in the door. You want to
meet with prospective employers to put yourself in line for jobs that are available now or are about to become
available. To do this, you need to find out exactly what organizations need and what you can offer them. You
can then approach organizations and demonstrate your ability to solve their problems. It takes some effort, but
these activities can open doors.
As with networking discussed previously, the process begins with an in-depth analysis. You will need to
spend time researching to find organizations in need of help and identifying managers in your area of interest.
Read between the lines to try to find a problem/need you can address. For example, if you are in sales, look
for low growth areas you could develop.

Direct mail campaign

Approaching prospective employers by mail is called a direct mail campaign. You are promoting yourself by
mail and reaching out to an appropriate decision maker at a target organization with the goal that he or she
will grant you a meeting. You cannot expect much success from a mailing if the wrong person receives it. Do
your best to determine who should receive your mailing at each organization—usually the head of your
discipline at the firm. Do not address your letter to the head of human resources unless you are looking for a
job in that functional area.
Follow up is critical to the success of a direct mail campaign. Be proactive and call the decision maker to set
up a meeting. In doing so, you turn what could be a passive method into a more active one. Tell the receiver
that you want to explore how your skills and experiences can help with any organizational challenges they
may be facing. Present as a problem solver, not a job seeker.

The marketing letter

Your primary communication tool in approaching companies directly is the marketing letter. It combines the
strong points of a cover letter and a resume in one document. Therefore, do not send a resume with a
marketing letter. You can expect a three to four percent response rate from marketing letters.

5% or less of all jobs are obtained through

contacting companies directly

Two types of positions are available

While contacting companies directly, you may uncover two types of openings:

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• A current opening is a position which is vacant and needs to be filled.

• A created opening is a position yet to be established. A new job may be created once the
company recognizes how you can make a meaningful contribution.

Action plan for approaching companies directly

Develop a target list

of organizations

↓
Research the industry
and organizations

↓
Write a superior marketing letter

↓
Send the letter to the person
in the hiring position

↓
Follow up when you said you would
to set up a meeting

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Sample marketing letter

Victoria Lauter
1417 Snapfinger Drive
Nauvoo, AL 35578
205-555-2222

July 10, 20__

Mrs. Nancy Madden, Vice President

Bosk Enterprises
1220 Columbus Avenue
Rochester, NY 14620
Paragraph one: Opening Attention Grabber; state an
Dear Mrs. Madden: industry-wide or organizational problem you could solve

With increasing overhead costs and rising expenses, one objective of every organization is to reduce expenses
and implement cost-avoidance programs. A key area where gains can be made is health and safety: reducing
injuries, achieving fewer lost productivity days and reducing workers’ compensation premiums.

Paragraph two: Explanation; state your reason for writing

I am writing to determine whether your organization needs someone with my training and experience.
As a certified safety professional, my experience is highlighted by consistent contributions to productivity and
profitability. I have:
• Managed workers’ compensation, loss control, industrial hygiene, medical services, employee
assistance and fire prevention functions.
• Reduced accident claims by fifty percent through creation of new safety procedures.
• Organized and trained teams of personnel to implement safety goals and meet objectives of
employees, union representatives and management.
• Reduced potential claims by designing innovative safety programs.

Paragraph three: Motivation and Credibility; list three to five accomplishments

that demonstrate why you can solve the problem previously stated

I am available for an appointment to discuss how I can contribute to the success of the company and may be
reached at 205-555-2222.

Sincerely, Paragraph four: Call to Action; make a strong closing statement;

Victoria Lauter indicate you’re desire for follow up. It is expected of you as a
professional to call in a few days so you need not mention that.

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Broadcast email turned networking request

Dear Ms. Carter:

The excellent reputation of First Financial and your recent announcement of the expansion of your product lines
have prompted me to write to you. Having successfully faced the challenges posed by product line expansion
within the property and casualty field, I believe that my experience can be of value to you and First Financial.

Paragraph Two: Motivation and Credibility; list three to five accomplishments

that demonstrate why you can solve the problem previously stated.

My career encompasses extensive insurance experience in marketing and general management and has
progressed from managing a $4 million operation with 15 people to one of $82 million with over 150 people. I
have been a chief regional operating officer, responsible for all insurance operations, underwriting, marketing,
claims and administration in a multi-state region. I have:
• Turned around regional underwriting from a $5.2 million deficit to a $3.2 million profit in 24
months.
• Increased underwriting profit by $3 million for the last three years and eliminated unprofitable
agencies.
• Increased premium writing 30%, reduced expense ratio by 13%, and added $10 million in premium
income.
• Implemented an effective marketing/underwriting team concept to improve agency relationships.

I would like to explore with you the possibility of making a significant impact on the success of your new
venture. I may be reached at 804-555-4936.

Sincerely, Paragraph Three: The closing sell – ask for action. If your
follow-up fails to generate an interview, shift to your networking
script and seek a lead or recommendation to follow-up on.
Walter Levine
www.linkedin.com/in/waltergmlevine

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Winning strategies
Now that you understand the four basic methods of job searching, it’s important to review a number of
winning strategies for success.

Combine the four basic plays

People find jobs using each of the four methods of job searching, so do not overlook any viable activity. The
important thing is to schedule your time according to the effectiveness of each method. The job hunting work
plan on the following page will help you decide how much time to spend each week on each of the four
approaches.

Personalize your contacting

Employers hire people, not resumes or letters. Look for opportunities to meet face-to-face with potential
employers. When this is not possible, at least make contact by telephone. Your goal is to reduce any barriers
that exist between you and the person doing the hiring.

Utilize technology to your advantage

There are many additional resources to assist you in promoting your professional brand to keep you visible to
prospective employers. By utilizing social media including LinkedIn, Facebook, Twitter along with RSS
Feeds and blogs, you will be able to build your network of contacts much more quickly, learn of job
opportunities before they are advertised and access important company information to assist you in
communicating your value during interviews. Remember, if you don’t have an online presence in today’s job
market, your lack of visibility may have a detrimental impact on your search in terms of time and the potential
number of contacts you make. Refer to Chapter 6, Research and Technology for more information on utilizing
social media.

Keep “playing until you win”

Finding a job is a numbers game; the more people you contact, the sooner you will find a new position.
Regardless of the ups and downs, keep going until you have an offer. Avoid the tendency to sit back and wait
for what appears to be a promising opportunity. You never know where your job is going to come from.
To complete this chapter, fill out the job search work forms on the following pages weekly. Careful planning
and full time work will gain you significant rewards.
Set aside time each week to formulate goals for the week and review the progress you made during the prior
week.

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 Complete goal-setting form

Make copies of this form and use to plan how you will spend your time job searching each week. Remember
to divide your efforts according to the probable results each method offers: ads (5% to 15%); recruiting
agencies (10% to 20%); approaching companies (5% to 15%); and networking/locating a bridge (70% to
80%).

Networking/locating a bridge Responding to ads

Approximate time/week: 28 to 32 hours Approximate time/week: 2 ½ to 7 ½ hours
Networking contacts I will call are: Sources of ads I will investigate are:

Working with recruiting agencies

Approximate time/week: 5 to 10 hours
Agencies I will contact or visit are:

Approaching companies
Approximate time/week: 2 ½ hours
Companies I will contact this week are:

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Set goals and work full time

Finding a new position is a full time job. Plan to work at it with the same discipline you would work in any
position. Keep regular hours and develop ways to measure what you do.
It is important that family members support your full time effort: this is not the time to paint the house, take a
vacation or remodel the basement. Help them understand that if you work half-time, you will be unemployed
twice as long.
The planning aids that follow will help you schedule your time and evaluate your results. Keeping track of
what you do keeps you honest about how hard you are working. Remember, careful planning and hard work
make a big difference in the length of your search.

Weekly contact goals

Throughout your search you will be adding names to your master list of contacts. Use the Weekly Contact
Goals form to determine who, among your master list, you will contact each week.

Daily activity log

Make copies of the Daily Activity Log and use one each day of your job search. Keep track of the people and
companies you contact, the actions you take and the results that occur. Fill in the dates for thirty days ahead
so you have a place to record your call backs. Following up when you say you will is a key to making
progress with companies.

Weekly goal and activity planner

Use this form to set weekly goals for your job search and to plan regular family activities. Setting targets
while job hunting helps you feel momentum and accomplishment.

Maintain balance
Managing your job search, family activities and emotions can be a delicate balancing act. This is why goal
setting can be so helpful in the process. Work diligently at your job search, but do not ignore your family’s
needs. They too can become frustrated with your job loss. Communicate with them, respect their needs and
emotions. Plan activities together. During your period of transition, you will experience emotional highs and
lows. Keep things in perspective. Allow yourself time for relaxation, quiet and introspection. Be sure to
exercise and maintain a healthy diet.

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Your weekly contact goals

Weekly, add to your master list of contacts.

 Make copies of this form and use to set weekly contact goals

Name Company Telephone Dates contacted

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 Daily activity log

Date________________________________________

Company/person Activity Results/follow-up

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 Weekly goal and activity planner

Month of _________________________20_______

Goal/activity Date
1st week

2nd week

3rd week

4th week

5th week

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NOTES
 NOTES

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Chapter 6
Research and Using Technology
Research goals ............................................................................................................... 197
Research resources ............................................................................................................................... 198
Suggested job search readings ............................................................................................................. 201
Research goals and resources used ...................................................................................................... 202
Using technology ........................................................................................................... 203
Internet research tools and websites..................................................................................................... 203
RSS Feeds ............................................................................................................................................ 206
Email .................................................................................................................................................... 207
Social networking sites ........................................................................................................................ 207
LinkedIn ............................................................................................................................................... 208
Facebook .............................................................................................................................................. 209
Twitter .................................................................................................................................................. 210
Additional job search resources ........................................................................................................... 211
Creating a job preference profile ................................................................................ 212
Identifying target companies ....................................................................................... 214

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Research goals
A key resource for job seekers is information. A job search will be most successful if you conduct research to
learn about the companies you are interviewing with and the industries in which they operate.
Job openings are created primarily through expansion (creation of new jobs through economic development
and growth) and/or turnover (replacement of people in existing jobs). Research is an important component in
locating those openings and research will help you identify company names, addresses, telephone numbers, job
openings, product information, sales forecasts, industry growth trends, company activity and names of key
people.
Spend part of each day conducting research activities, working toward meeting all of the following research
goals:

Goal #1: Become knowledgeable about companies and industries so that you make sound
career decisions and identify your ideal job preferences.
Perhaps you prefer working in small organizations, or maybe large institutions; perhaps you like a loose,
informal work environment, or maybe something more formal and traditional. Research will help you
discover a company’s culture, history, and profitability.

Goal #2: Develop lists of target companies and names of key decision makers.
An effective job search involves proactively uncovering those companies requiring your skills and expertise.
Determine which companies are compatible with your career goals and work hard to uncover names of key
decision makers there. Use your contacts to network inside target organizations and to get in front of those
decision makers.

Goal #3: Uncover published vs. unadvertised job openings.

The classified section of your newspaper is only one source of actual job openings. Research will uncover
many more sources of openings as well as valuable employment websites.

Goal #4: Prepare yourself well for job interviewing by reading about companies’ newsworthy
events and corporate activities.
The more you know about a company, the more you will be able to address that potential employer’s needs.
Taking time to research a company and demonstrating the knowledge you uncover will distinguish you from
other candidates.

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Research resources
The following are categories of vital sources of information about particular industries, companies, decision
makers and job openings:

People
People you know now or may network to are excellent sources of information.

Meetings and networking

Professional associations, career transition/networking groups, Chambers of Commerce, college alumni,
community interests, sports and hobbies afford networking and information-gathering opportunities.

Libraries
Public, business and university libraries provide most of the resources—hard copy and online—that we will
describe in this chapter.

The Internet
The Internet is a powerful tool for seeking career opportunities or for accessing information on specific
companies and industry trends. You can obtain information through direct access to a company’s website,
through search engines, company financial databases and numerous employment opportunity and social
networking sites. We have compiled a sample list of some of the larger job search sites (later in this chapter)
by category to provide a starting point for your electronic job search.

Electronic databases
The InfoTrac database and Business Dateline, both available at many libraries, allow you to access full text
articles from 800 business magazines; the EDGAR database allows you to read through company financial
information (public companies only). Access to the OneSource Global Business Browser in the Online Career
Portal will also provide this information.

Chamber of Commerce listings

The local Chamber of Commerce provides lists of companies in specific locations.

Classifieds
Who is hiring? An ad may not match your background, but the company itself may be a potential target.
Multiple ads by a company may indicate growth activity.

General reading
Newspapers (local, national and business), trade journals, professional newsletters and college alumni
publications provide company and employee news, product news, convention and meeting information and
job opportunities.

Job fairs
Job fairs may afford you a unique opportunity to talk with company insiders because these fairs are often
staffed by direct line supervisors from departments that are hiring, not just human resources professionals.

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Annual financial and disclosure reports
Publicly held companies whose stock is traded on a major stock exchange are required by law to publish and
make available, at no cost, their annual financial and disclosure reports. These are an excellent source of
information about principals, business philosophy, current priorities, long-term contracts, business volume
and growth.

Magazines
• Each spring Fortune publishes the Fortune 500 Directory of the largest industrial corporations and
the top 1,000 companies. Magazines such as Inc., Business Week, Fast Company and Forbes feature
companies that may be of interest to you.
• Wall Street Journal Index (also Barrons). Yearly listing in alphabetical order of articles appearing in
The Wall Street Journal.
• Predicasts. Compiles and indexes company, product and industry articles from over 750 financial
publications, business oriented newspapers, trade magazines and special reports.

Newspapers
Business sections in local newspapers are excellent sources of information. Also, look for articles on new
ventures, new products, reorganizations, promotions and growth.

Trade and professional journals and newsletters

Make it a point to read your industry’s trade journals to identify key sources for jobs, contacts and changes in
your field. Any change described could be a possible lead for you. If someone is promoted or a new product is
introduced, this information could prompt you to call with congratulations or to see a new need for your
expertise and provide a reason to network, contact and meet.

College career placement offices

Many hiring companies list their job openings with local universities, hoping to attract not only newly
graduated students, but also alumni with broad employment experience.

Business directories
• Directories in Print (Detroit, Michigan: Gale Research, Inc.). Descriptive listing by broad subject.
Includes subject and title/keyword indexes.
• Guide to American Directories (Coral Springs, Florida: Klein Publications). Includes complete
information about more than 5,200 directories on more than 200 subjects.
• Encyclopedia of Associations (Detroit, Michigan: Gale Research, Inc.). Regional
• The Standard Directory of Advertisers. A guide to 17,000 corporations that are alphabetically listed
in indexes by company name, brand name and classification. Entries include name, address, telephone
number, type of business, key management personnel and advertising specifics.
• Standard and Poor’s Register of Corporations. An alphabetical list of companies, offices, products,
S.I.C., sales range and number of employees. Also lists executives and directors with data about each.
• The National Directory of Addresses and Telephone Numbers.

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• Your directory of state Manufacturers and state Service directories. Includes description of each
company, address, S.I.C., chief officers and number of employees.
• Industry-specific directories are available at most public and business libraries.
• Thomas Register. Twelve-volume compilation of national companies, their products and services.
• Moody’s Industrial Manual. Information on companies’ history, subsidiaries, mergers and
acquisitions and related financial data on more than 3,200 industrial, banking, utility and international
organizations.
• Dun & Bradstreet Million Dollar Directory. Provides information on 180,000 of the largest
companies in the country.
• Encyclopedia of Associations. Guide to over 14,000 organizations nationwide.
• Hoover’s Master List of Major U.S. Corporations.
• Directory of American Firms in Foreign Countries.
• Directory of Executive Recruiters. Over 13,000 retainer and contingency search firms nationwide.

Special publications
• Occupational Outlook Handbook. Detailed description of over 200 general fields of work.
• Encyclopedia of Careers. Three volumes of basic information on careers in 15 very general “clusters”
covering thousands of jobs, occupations and professions.

Division of Employment and Training

These state offices provide job listings and electronic employment sites.

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Suggested job search readings
• A Foot in the Door: Networking Your Way into the Hidden Job Market, Katharine Hansen, 2008
• Ask the Headhunter: Reinventing the Interview to Win the Job, Nicholas Corcodilos, 1997
• Career Continuation: Make It a SNAPP, Dr. Donald J. Hanratty, Tresa Evres, and Ron Biagi, 2001
• Cover Letter Magic, Susan Britton Whitcomb, 2006
• Creating You & Co., William Bridges, 1998
• Dynamite Salary Negotiations, Ronald L. Krannich & Caryl Rae Krannich, 2000
• Finding Your Own North Star Journal: A Guide to Claiming the Life You Were Meant to Live, Martha
Beck, 2009
• Flawless Consulting: A Guide to Getting Your Expertise Used, Peter Block, 1999
• How Starbucks Saved My Life: A Son of Privilege Learns to Live Like Everyone Else, Michael Gill, 2007
• How to Save Your Own Life: 15 Lessons on Finding Hope in Unexpected Places, Michael Gill, 2009
• How to Work a Room, Susan RoAne, 2007
• Insider’s Guide to Finding a Job, Wendy Enelow, 2004
• Interview Magic, Susan Britton Whitcomb, 2004
• Interviewing and Salary Negotiations, Kate Wendleton, 1999
• Job Search, The Total System, Sheryl N. Dawson, Kenneth M. Dawson, 2nd Edition, 2008
• Kiss Your Resume Goodbye, Ronald Evans, 2003
• Manage Your Own Career: Make it a SNAPP, Dr. Donald J. Hanratty, Tresa Evres, and Ron Biagi, 2002
• New Job, New You: A Guide to Reinventing Yourself in a Bright New Career, Alexandra Levit, 2009
• Resume Magic, Susan Britton Whitcomb, 2010
• Self-Promotion for Introverts: The Quiet Guide to Getting Ahead, Nancy Ancowitz, 2009
• Transitions: Making Sense of Life’s Changes, Revised 25th Anniversary Edition, William Bridges, 2004
• Vault Guide to Schmoozing, Marcy Lerner, 3rd Edition, 2001
• What Color Is Your Parachute – 2010, Richard N. Bolles, 2010, (Published annually)
• Winning Job Interviews, Dr. Paul Powers, 2009

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Research goals and resources used
The quadrants below show samples of resources used to meet the goals of researching.
Develop a list of target companies
using
− OneSource Business Browser on the Online
Career Portal
− LinkedIn.com
− State industrial directories
− Moody’s Manuals
− Chambers of Commerce, state and local
− D&B Million Dollar Directory
− Regional Development Agencies
− Thomas Register
− U.S. Industrial Directory
− Standard and Poor’s Register of Corporations
Directors and Executives
− D&B’s America’s Corporate Families
− Yellow Pages
− Electronic databases and directories
Become knowledgeable of companies
with whom you interview
using
− Company annual reports and 10-K’s
− Standard and Poor’s Stock Reports
− Moody’s Investors’ Fact Sheet
− InfoTrac (CD ROM database)
− Compact Disclosure (CD ROM database)
− LinkedIn, Facebook and other social media sites
− Company websites
− Hoover’s
− OneSource Business Browser on the Online
Career Portal
− D&B Million Dollar Directory
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Uncover published vs. unadvertised
job openings
using
− Company websites
− Web employment sites
− Career Transition Center job listings
− College Placement Centers’ job listings
− Professional Associations’ job listings
− State Department of Employment and Training
− Trade journals’ classifieds
− Local newspapers’ classifieds
− Networking
− Social Media Sites
Create your ideal job preference profile
by researching companies and
industries
using
− Value Line Investment Surveys
− Encyclopedia of Associations
− Dun’s Employment Opportunities
Directory
− Predicasts
− Occupational Outlook Handbook
− Dictionary of Occupational Titles
− Business magazines
− Business section of newspapers
− Internet
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Using Technology
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Internet research tools and websites
The following are categories of tools and electronic sources of information (about particular industries,
companies and people) that can be found on the Internet:

Search engines
These are vehicles, which enable you to search for information using key words. Searches can be refined by
adding a “+” or “-” before a word to be certain that the word is included or excluded in the search results.
Placing quotation marks around two or more words indicates that those words must appear together in the
order listed in the search results. These four search engines have over 95% market share as of 2010:

• Google http://www.google.com

• Yahoo http://www.yahoo.com

• Bing http://www.bing.com

• Ask http://www.ask.com

Meta search engines

A search engine that searches multiple job sites on the Internet simultaneously. Examples of these sites are:

• Indeed.com http://www.indeed.com

• JUJU http://www.job-search-engine.com

• Linkup http://www.linkup.com

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Company financial and annual reports

Public companies must now submit SEC reporting forms electronically. This information can be accessed
within 24 hours of posting. Reading a company’s annual report enhances your research by understanding the
president’s vision of the company and its financial picture. Examples of information sites are:

• Mint Global, D&B Hoovers Available from the Online Career Portal

• Annual Reports Library http://www.zpub.com/sf/arl/index.html

• Hoover’s http://www.hoovers.com

• SEC EDGAR Archives http://www.sec.gov/cgi-bin/srch-edgar

• Yahoo! Finance http://finance.yahoo.com

Your career transition program may also include access to

Mint Global and/or D&B Hoovers available through the Career Portal. These resources
provide the in-depth company, executive, industry related information and news.

Employment opportunity sites

These sites list job opportunities, post resumes and often contain career information. Keep in mind that
employers/recruiters pay job banks to post positions. Therefore, companies may choose to list only limited
positions on various job banks and post the bulk of their openings on their own website. Examples of
employment opportunity sites are:

• Career Builder http://www.careerbuilder.com

• Career Magazine http://www.careermag.com

• DICE (high-tech jobs) http://www.dice.com

• Indeed.com http://www.indeed.com

• JOBcentral http://www.jobcentral.com

• Monster http://www.monster.com

• The Ladders (subscription-based) http://www.theladders.com

• Wall Street Journal Careers http://careers.wsj.com

Individual company websites

Companies provide a variety of useful information on their websites. They generally describe their mission
statement, industry, products, services, biographies of key officers and employment opportunities. Companies
generally use the company name or initials as their home page.

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Online classified services
Many newspapers are posting their classified ads on the Internet. Newspapers can be accessed through their
home page or through websites, which link you to newspapers worldwide. Examples of newspaper and online
classified sites are:
• Career Builder http://www.careerbuilder.com
• National Business Employment Weekly http://careers.wsj.com
• San Francisco Chronicle/Examiner http://www.sfgate.com
• The Boston Globe http://www.bostonworks.com

Online resume banks

There are numerous sites on the Web which allow resumes to be posted at no charge to the candidate. In
addition, some allow various levels of security in terms of how much personal information (name, address,
email, etc.) will be available to potential employers. In addition to the employment opportunity sites listed
above, examples of other large resume banks are:
• Career Builder http://www.careerbuilder.com
• Yahoo HotJobs http://hotjobs.yahoo.com
• JobBank USA http://www.jobbankusa.com

• Monster http://www.monster.com

Salary and relocation guides

Websites are available which compare the cost of living between your location and locations throughout the
United States and Europe, provide salary surveys, and offer relocation information on over 44,000 cities in
the United States. Examples of salary and relocation guides are:

• Glassdoor https://www.glassdoor.com
• JobStar Central http://jobstar.org/index.php

• Occupational Outlook Handbook http://stats.bls.gov/oco

• Payscale http://www.payscale.com

• Salary.com http://www.salary.com
• SalaryExpert https://www.salaryexpert.com

• The Salary Calculator (compare your http://www.homefair.com

salary in different cities) http://salarycalculator.com

• Salary Guide – Many Industries http://www.rileyguide.com/salguides.html

• Wage Web http://www.wageweb.com

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RSS Feeds
RSS Feeds are an easy way for you to manage the enormous amount of information you are likely to gather
from the Internet during your search. RSS stands for Real Simple Syndication or Rich Site Summary. The
beauty of utilizing RSS feeds is that you are able to gather constantly changing website content into one
place. Just as you might subscribe to newspapers or magazines in order to gather information on prospective
employers, RSS Feeds serve as a “reader” so that you don’t have to remember website URLs or run the risk
of forgetting to visit an important website you wish to monitor. Additionally, the feeds you receive in just
one click are the latest update.

How are RSS Feeds helpful to your job search?

• Saves time
• Allows fast and efficient access to current information on:
o Job sites
o Industry headlines
o Individual(s) on Twitter or blogs
• Shows you are up to date with current technologies

How To Get Started

As a job seeker, you will need to know what type of information you need to track that will add value to
helping you find your next opportunity. Start by having a couple of the meta-search jobsites such as Indeed
sent to your feed. Be sure to identify the right key words for the position you are looking for and focus on
specific jobs where you would be a great fit. You will also need information about current trends in your field
of interest, people who might be leaders in some of your targeted companies and where and when
professional association meetings are being held so that you can expand your networking activities.

RSS Feeds symbol

This symbol indicates that a site can be subscribed to through this tool. With a click on this symbol, you are
subscribing to the information on the site. The symbol is usually located at the bottom of the web page,
however many sites put it in a prominent place on their site. If you do not see a symbol, look for the words
RSS FEED. Your CPI consultant or technology administrator can assist you in setting up your RSS Feeds
effectively.

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Email
The use of email in a job search is invaluable. You will use email to communicate with your network, gather
information, develop job leads and apply for positions online. It is important to use standard correspondence
techniques; proper grammar; complete, concise sentences; and professional formats. Examples of free email
sites, if email is not available through your Internet service provider, are:

• Google http://www.gmail.com

• Yahoo http://mail.yahoo.com

• Excite http://www.excite.com

Social networking sites

Other than the amount of information on the Internet itself, nothing has grown faster in recent years than the
use of social networking sites. These sites are useful in connecting with other professionals in companies you
are seeking to be hired into, as well as allowing you to promote your personal brand.
Corporate recruiters and search firms actively pursue candidates on social networking sites, so having a
professional profile on one or several of these sites gives you the opportunity to be contacted for a position
they are trying to fill, even if the position isn’t publicized. In addition, most sites have a “job opportunities”
section on their web page and many times these positions are posted exclusively on their site. Examples of
social networking sites include:

• LinkedIn http://www.linkedin.com

• Networking for Professionals http://www.networkingforprofessionals.com

• Twitter http://twitter.com

• Plaxo http://www.plaxo.com

• Facebook http://www.facebook.com
• Glassdoor https://www.glassdoor.com

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LinkedIn
• Creating a powerful online “brand” is critical for your job search. How do you want to present yourself to
the marketplace? By utilizing LinkedIn, you can create a profile that summarizes your professional
accomplishments that provides creative opportunities to tell recruiters, corporate HR professionals and
prospective hiring managers about the value you’ll bring to their company. Even more than a resume,
your LinkedIn profile can help you stand out from the crowd.
• Build your network with LinkedIn! Who do you know? By inviting trusted contacts to connect to you
on LinkedIn, you will instantly and exponentially expand your job search network. Your network will
consist of your connections, the people they know, AND the people they know, linking you to thousands
of professionals in target companies, in your industry, or your functional area of expertise who can help
you land your next position.

LinkedIn profile
A good LinkedIn profile gives the viewer a strong idea of your “personal brand.” It uses creative and
descriptive terms to let a recruiter or potential hiring manager know the value you will bring to their
organization, and it contains enough data to allow you to be found in a People Search. Your profile is as
unique as you are and includes:
• Strong professional headline
• Clear, high-quality professional photo or headshot
• Detailed summary statement containing industry buzzwords
• Applicable and detailed list of specialties
• Work history listed position by position (vs. all positions under one company but not your resume
verbatim. Include at least 1 current and no more than 3 past positions)
• At least 3 professional recommendations
• Key in-service training / certifications along with college degrees
Additional information may include:
• Websites, blogs, virtual CV’s
• Twitter account if you have one and utilize it
• Additional interests that
o Support your branding
o Are attractive to potential employers/clients
• Groups and associations (industry associations, affinity groups, board involvement, etc.)
• Honors/awards (this is the time and place to “brag”)
• Skills (allows you to communicate level of expertise in various skill areas - e.g., project management,
expert, 15 years)

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In summary, your LinkedIn profile should….
• Describe your “best work” and things you are most proud of
• Highlight your qualifications for your future goals vs. your past achievements
• Not be an exact copy of your resume
• Declare your discipline
• Highlight key competencies focusing on what you have accomplished
• Give a flavor for who you are and your professional style
• Differentiate you and your experiences (how are you different)
• Engage the reader (1st person can be used)
• Be in harmony/consistent with your resume and 30-second commercial
• Be easy to read
• Include high-level wins
• Leave the reader saying “we need to talk”
• Include industry buzzwords

Facebook
Facebook can be helpful in your job search. It allows you to:
• Reach out to people in your personal network to keep them up-to-date on your search activities
• Search for/research target companies and search for job openings
• Gain insight to target companies other than what is available on their website or LinkedIn profile
For entrepreneurs, consultants, freelancers, Facebook can be used to:
• Promote your brand
• Interact and engage with your customers and prospects
• Drive more traffic to your website and blog
• Create a rich multi-media experience for your visitors

Facebook personal profile

• Best for people who want to use Facebook for personal connections and updates
• Can protect privacy so that only ‘friends” have access to wall posts, personal photos, notes, etc.
• Can be used to reach out to personal network for leads and information
• Connections are added by sending and receiving “friend requests”

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Facebook Page (formerly known as “Fan Page”)

• Best for consultants, freelancers, and entrepreneurs who are promoting their brand and
communicating with customers
• Pages are fully viewable to the general public. It is not necessary to have a Facebook account to view
a Page
• Unlike the personal profiles, Facebook Pages are business-focused
• Pages are a great source of company news and events
• Provides capability to have a video introduction
• Links to blogs and websites
• Used for special promotions
• People connect with Pages by clicking the “Like” icon on the Page. On Pages, you can communicate
with your followers via status updates

Twitter
Twitter basics
• Social networking tool that allows users to communicate in 140 characters or less (referred to as
“tweets”)
• Twitter allows users to communicate their brand/value proposition
• Twitter allows users to post updates (tweets), view other users’ tweets and send public replies or
private messages to connect with them

Twitter profile basics

• Username: easy to identify
• Bio: clear message to target audience (140 characters or less)
• Photo: professional picture or business logo which will appear next to every post (tweet)
• Links to website, blog, or LinkedIn profile

Promote your brand on Twitter

• Inform your followers of an upcoming presentation
• Share an article of interest
• Direct followers to your LinkedIn account, blog or website
• Make sure to not make it all work and no play: When utilizing Twitter, consider the content ratio:
75/25 (professional/personal). It is good for people to see what you are passionate about outside of
work, however, as with all social networking, exercise caution when posting. Anything posted on the
Internet is traceable and permanent.

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Using Technology
Research and
Additional job search resources
Electronic databases
The InfoTrac database and Business Dateline, both available through many libraries (ask your local library
regarding accessing their databases), allow you to access full text articles from 800 business magazines; the
EDGAR database allows you to read through company financial information (public companies only). Other
proprietary databases, such as CareerSearch and OneSource Global Business Browser, allow you to identify
companies by product, by geography or by industry.

Web-based job search books

There are many books available on the subject of electronic job search. Examples of Web-based books
available in bookstores and libraries are:
• Best Career and Education Web Sites: A Quick Guide to Online Job Search, Anne Wolfinger, 2006
• Get Wired, You're Hired! The Canadian Internet Job Search Guide, Mark Swartz, 2008
• Guide to Internet Job Searching, Margaret Dikel and Frances Roehm, 2008
• Job-Hunting Online: A Guide to Job Listings, Message Boards, Research Sites, the UnderWeb,
Counseling, Networking, Self-Assessment Tools, Niche Sites, Richard N. Bolles, 2008
• Unlock the Hidden Job Market: 6 Steps to a Successful Job Search When Times Are Tough, Duncan
Mathison and Martha I. Finney, 2009
• Weddle’s Guide to Employment Sites on the Internet, Peter Weddle, 2009

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 Research and Using Technology

Creating a job preference profile

What is a corporate culture?
Corporate culture is defined as the beliefs, values and norms of behavior that determine how work gets done.
There are nine characteristics to corporate culture.
Decision making
How are decisions made? From the top? Participatory? By consensus? Unilateral?
Problem solving
How are problems solved? Slowly and carefully? Analytically? Intuitively? Quickly?
Information sharing
What company information is shared? In writing? Through presentations? Informally? Through the
grapevine?
Work pace
What is the work pace like? Steady? Predictable? Chaotic? Intense? What is a typical work week like?
Responsibility and authority
To what degree is responsibility delegated? To what degree is authority delegated?
Work behaviors
What work behaviors are encouraged or discouraged? Risk taking? Creativity? Innovation? Analysis?
Collaboration? Competition?
Relationships
What kinds of working relationships are expected within departments? What about between departments,
functions, divisions, business units? What about relationships with customers and/or vendors? Are they
formal? Friendly? Informal? Hierarchical?
Communication
How does communication between colleagues take place? Is it formal? Informal? Spontaneous? Directive?
Supportive? Confrontational?
Appearance
Formal or informal and how informal? This not only includes the way people dress but also the environment
and whether it lends itself to formality or informality, communication and interaction, etc. Many companies
have been going to business casual every day instead of one day a week.

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 Creating a job preference profile

Using Technology
Research and
 Create an ideal job preference profile

Function

Industry

Level

Promotional opportunities

Salary

Product/service

Industry outlook

Size

Responsibilities

Location/commute

Culture: Decision making

Culture: Problem solving

Culture: Information sharing

Culture: Work pace

Culture: Responsibility/authority

Culture: Work behaviors

Culture: Relationships

Culture: Communication

Culture: Appearance

Benefits and lifestyles

A vocational industry’s match to your past

industries

Your past success in getting jobs was based

on what search methods? Recruiters? Ads and
Internet? Target mailing? Networking?

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 Research and Using Technology

Identifying target companies

 Create your list of target companies

As we stated earlier, identifying target companies or “targeting” companies is the process of finding and then
networking into companies that need your skills and strengths. Does a company have appeal to you because
of its products, research, market place or community goals? Make this type of research a consistent
component of your job search activity.
Begin by making a list of 25 companies that interest you because of location, industry, culture, or your
general knowledge of the company. Be resourceful and creative in developing an extensive list for
consideration.

Target company list

1. ________________________________________ 14. _______________________________________

2. ________________________________________ 15. _______________________________________

3. ________________________________________ 16. _______________________________________

4. ________________________________________ 17. _______________________________________

5. ________________________________________ 18. _______________________________________

6. ________________________________________ 19. _______________________________________

7. ________________________________________ 20. _______________________________________

8. ________________________________________ 21. _______________________________________

9. ________________________________________ 22. _______________________________________

10. _______________________________________ 23. _______________________________________

11. _______________________________________ 24. _______________________________________

12. _______________________________________ 25. _______________________________________

13. _______________________________________

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 Identifying target companies

Using Technology
Research and
 Targeting companies by industry
Begin to develop a chart of target companies in the industries in which you would like to focus your job
search. In the chart below, write industry categories in the top row. In the second row, write your prime target
in each category. Add other companies in each category, from greater to lesser interest.

Sample for John Duncan:

chart of target companies by industry
FINANCIAL SERVICES SOFTWARE HIGH-TECH

Charles Schwab PeopleSoft Cisco Systems

VISA Oracle Intel

Franklin Resources Adobe Mindscape

Bank of America Sybase Apple

When you begin to schedule interviews, start with some companies near the bottom of your chart and work
your way up to your prime targets. This will give you an opportunity to practice your interviewing skills and
learn about competitive advantages before you meet with your prime target companies.

Target companies by industry

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 Research and Using Technology

 Target company information sheet

Systematically record information about your target companies as you gather it through networking, reading
and researching. Keep all important information and dates in one easy-to-locate place.
You might want to make a target-company information and contact sheet (see sample) for each company, or
you might prefer index cards or contact-management software such as Microsoft Access. As stated earlier,
your primary approach to penetrating your target companies is by networking your way into them;
secondarily, you may want to contact them directly with a broadcast letter and follow-up call to the decision
maker.

Sample target company information and contact sheet

Company name _______________________________________________________________________

Address _____________________________________________________________________________

___________________________________________________________________________________

Telephone ___________________________________________________________________________

Website _____________________________________________________________________________

Sales volume _________________________________________________________________________

Company culture ______________________________________________________________________

Number of employees __________________________________________________________________

Location(s) __________________________________________________________________________

Products/services______________________________________________________________________

Contact’s name _____________________________ Contact’s assistant __________________________

Comments ___________________________________________________________________________

___________________________________________________________________________________

___________________________________________________________________________________

Date ______________________________________ Call back date ______________________________

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 Research and
Using Technology

217
NOTES
 NOTES

218
 Chapter 7
References

References
Selecting and managing your references .................................................................... 221
Prepare your reference list document ......................................................................... 222
Communicate with your reference contacts ............................................................... 224

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 Selecting and managing your references

Selecting and managing your references

A request for your reference list by a potential employer after your interviews are completed is a sign that you
are either the leading candidate or one of a group of final candidates under consideration for hire. (You may
encounter a company that checks references at the start of the interview process, although such a situation is
not common.)
Taking care to select just the right individuals as your references and to prepare them well for the reference

References
interview are critical components of the job search process.
A glowing reference about you and your abilities can mean the difference between receiving an offer or not.
Take the reference process seriously.

Whom to ask?
• Most recent manager/executive team colleague
• Previous managers, peers, and direct reports, if applicable
• Clients, if appropriate

Managing online presence, references, and recommendations

In today’s job search world it is common and almost expected to have a presence on various social media
networking sites such as LinkedIn, Facebook or Twitter. These sites serve as one more way for you to market
yourself, and it is critical to present yourself in a professional and consistent manner. Potential employers will
look at your profiles and you want to be confident that what they are seeing is reflective of your value and
personal brand.
It is also not only common but encouraged to have recommendations from colleagues, supervisors and direct
reports on these sites. Many employers rely on these sites to do their own due diligence on potential
employees and may even conduct informal reference checks by reaching out to people who have
recommended you, without your knowledge. Be selective whom you ask to recommend you and comfortable
with what has been written about your prior employment and performance.

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 References

Prepare your reference list document

Well before you begin interviewing, prepare your reference list document.
On a sheet of your letterhead stationery, list four to six individuals who have agreed to knowledgeably speak
about your accomplishments, strengths, and skills.

222
 Prepare your reference list document

Sample reference list document

Leslie M. Johnson ljohnson@cpirole.com

Milwaukee, WI 53022 • 414.555.7001 • www.LinkedIn.com/ljohnson

REFERENCES

References
Robert Corbett
Vice President
ABC Fastener Corporation
cell: 219.555.4827
Email: rcorbett@cpirole.com
Relationship: Former manager

Kenneth O’Gallagher
Product Manager
TransMembrane Technology
(cell): 414.555.9905

Email: kogallagher@cpirole.com
Relationship: Current colleague

George Adams
Associate Vice President
Acme Tool and Die Company
(cell): 617.555.6600

Email: george@cpirole.com
Relationship: Former manager

Nancy Jackson
Director of Marketing
TNE Medical Devices
cell: 303.555.0008
Email: Nancyj@cpirole.com
Relationship: Former customer

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 References

Communicate with your reference contacts

You want to prepare your references as much as possible and should make them aware of where you are in
your interviewing process. After you are asked by a potential employer for your list of references, call each
reference as soon as possible, and alert them that they may receive a call from a human resources
representative or from a hiring manager.
Inform your references of the following:
• The name of the company considering you for hire
• Name of the person contacting them if known
• The title of the position for which you are under consideration
• The primary requirements of the position
• Your skills and accomplishments which make you a “fit” for this position and demonstrate your value
• Key statements you would like your references to offer in the reference interview
Be sure to send a thank you letter to your reference contacts after they have provided the reference to a
potential hiring manager.

Sample reference questions

One way to prepare your references is to offer them a list of questions that hiring managers and human
resources representatives frequently ask in order to assess a candidate’s viability as a potential employee.
Some of those questions include:
• What is your knowledge of the applicant’s abilities?
• Can you describe the applicant’s responsibilities when he or she worked for (or with) you?
• What are the applicant’s strengths?
• What are the applicant’s weaknesses?
• What makes the applicant particularly effective in his or her work?
• How long have you known the applicant?
• In what capacity have you known the applicant?
• Why did the applicant leave his or her recent position?
• If you were the applicant’s manager, would you hire the applicant again?
• What are the applicant’s strongest personal characteristics?

224
 References

225
NOTES
 NOTES

226
 Chapter 8
Interviewing
Interview preparation................................................................................................... 229
The process .................................................................................................................... 232
The interviewer’s agenda ............................................................................................. 238
Answering questions effectively ................................................................................... 240
Overcoming objections ................................................................................................. 247
Asking effective questions ............................................................................................ 248
After the interview ........................................................................................................ 249

Interviewing

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 Interview preparation

Interview preparation
Every step in the job search process is aimed at obtaining interviews. It is at that point, a potential hiring
manager decides if you are right for the job, and just as important, it is your time to evaluate whether the job
is right for you.
Most interviews follow a predictable format, somewhat like the script of a play. An interview has logical
steps that both the interviewer and applicant follow to decide if both will benefit from working together.
These stages are called pre-contact preparation, greeting and rapport, questions/answers and meeting closure.
All four stages are equally important and deserve your consideration and preparation.

Research the company/position

Before your interview, learn as much as possible about the company, the position and the individual who will
be conducting the interview. Your research goals ought to include developing information about the
company’s products, people, organizational structure, successes (and failures), profits (and losses), capital
spending, strategic plans, philosophy and labor climate. Showing your knowledge of some of this information
can give you added credibility over other candidates interviewing for the job.
Use the following research strategies:

Interviewing
• Research the company website.
• Research the company’s financial and annual reports. Refer to the Internet resources in Chapter 6.
• Ask a recruiter, business acquaintance or stockbroker what they know about the company.
• Contact people in your network and ask what they know about the company and/or individual
conducting the interview.
• Check with the local Chamber of Commerce or Better Business Bureau.

Confirm logistics
Call the interviewer’s office a day or two in advance of the interview and confirm time and location,
particularly if your interview takes place in an unfamiliar city or geographic location.

Know what to bring to the interview

Bring several copies of your resume in a portfolio or briefcase in case you are asked to interview with
additional members of the hiring team. Also, bring the list of questions that you wish to ask during the
interview. Bring a pad of paper and pen; not for note taking during the interview, but in case you need to write
down specific information given to you by an interviewing manager.

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 Interviewing

Know the needs of the company

Once your basic research is complete, you must next identify how your experience and expertise can meet the
needs of the interviewer, the company and the job. What are the needs of any organization? Most fall into the
following categories:
• Increased productivity
• New revenue streams
• Greater efficiency
• Industry contacts
• Reduced costs
• Special skills
• Solutions to problems
• Customer satisfaction/retention

Review skills
You have already identified these skills and strengths.
• Review your summary of functional skills
• Review your summary of knowledge/technical skills
• Review your summary of personal skills
• Review your summary of preferred attributes

Review PAR stories

As you prepare for the interview, review the PAR stories you created. Focus on the link you can make
between the needs of the company and the benefits of your accomplishments and what you bring to the
position.

The value I bring – Value Statement

Prepare for your interviews (and networking meetings) by fully understanding the value you bring to a
potential employer and hiring company. Do not leave your interviews without expressing much of what you
compose below. Incorporate portions of this information into your interview responses, or use some of the
material in your interview closing remarks. Your Value Statement goes hand-in-hand with other tools like
your Career Summary Statement , your Public Exit Statement found and 30-second Commercial / Marketing
Statement .

Don’t tell others just what you do; tell them why you are good at what you do!

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 Interview preparation

 Express “the value I bring” in terms of the requirements of the job for
which you are interviewing

I have a strong knowledge of :

The value I bring to a company is:

My top three achievements are:

Interviewing
My market differentiator is:
(Or, what differentiates me from other candidates is:)

My best marketable skills are:

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 Interviewing

The process
Types of interviews
Typically, interviews are conducted by four different groups of professionals:
• Human resources
• Immediate supervisor
• Co-worker
• Group
Human resources interview
Human resources interviewers are skilled in evaluating your overall potential and how you will fit within the
company. They focus less on your technical expertise and more on your general performance potential.
Immediate supervisor interview
The questions asked by immediate supervisors, who are directly responsible for the work getting done, tend to
be more technical. Expect to talk about the nuts and bolts of the job, to showcase your skills and show that
you are a team player.
Co-worker interview
Co-workers may interview you to assess your fit within the department. With them, give a short statement
about your background and show your willingness to be a member of the team. Keep your questions and
answers brief.
Group interview
Occasionally, you will find yourself facing more than one interviewer at the same time. When answering
questions, scan the room and make eye contact with everyone. Conclude with a statement of your interest in
the job. Shake hands with each person upon entering and leaving the room.

Timing
You won’t always have the luxury of picking the day and time of your interview, however, when it is in your
control, pick a morning. Whenever possible, try to be the last person interviewed. Statistics have shown that
the last person interviewed is offered the job 56% of the time; the first person only 14% of the time. Again,
you won’t always know if you are first or last, much less have the opportunity to control the situation. But if
you can tactfully learn your position in the interview lineup, and just as tactfully position yourself at the end,
your “batting average” may be improved.

Appearance
Your attire and grooming are the first things an interviewer sees. Dress conservatively and professionally.
Choose dark or neutral colors; wear polished shoes; avoid fragrances and distracting jewelry; avoid fads and
fashion trends; err on the side of conservatism.

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 The process

Arrival
Arrive at the company one half-hour before the interview; go inside the company’s lobby fifteen minutes
before your appointment. An interview begins the minute you arrive in the reception area. Get settled; read
the most current company literature and engage the receptionist. Often, receptionists are coached to form
opinions about you. Their “report” may be part of your interview record.

The interview: non-verbal component

Your body language communicates volumes. Be aware and use it, beginning at your interviewer’s
introduction. Offer a firm handshake and smile. Both behaviors indicate, “I’m confident; I’m glad to be
here.” Lean forward when listening and nod in agreement. You may fold your hands, but not your arms.
(Folded arms suggest a barrier.) Avoid obvious signs of nervousness such as tapping a pen on your notebook,
drumming your fingers, shaking your foot or shuffling your resume. When talking, use gestures to accentuate
and add emphasis to your style. Vary your voice tone, volume and inflection to avoid sounding monotone.
Watch the interviewer’s body language. If he or she is shuffling papers or glancing away, you’ve lost more
than eye contact. Change your approach. Ask a question. Stop talking. Draw him or her back into the
interview.

The interview: verbal component

First and foremost, your interview answers must address the needs of the individual interviewing you. He or

Interviewing
she has a problem, that is, a job to fill. Your job is to demonstrate that you are the most capable person to
solve that problem.
Your interview goals are twofold: to convey your expertise and to obtain a second interview. Offers are
almost never extended after only one interview.
Avoid making disparaging comments or mentioning negative experiences in your previous position.
Consistently answer, “What I can do and will do for you…” “An example of how I could assist in this
initiative…”
Make the interviewer like you; establish an aura of confident modesty. Self-effacing honesty when you don’t
have an answer to a question is always better than attempting to dazzle while saying nothing of substance.
Use action-oriented words: “contributed,” “managed,” “caused.” Avoid weak words: “try,” “guess,” “pretty
good,” “maybe.” Avoid clichés.
Salary and benefits are your needs and typically should not be discussed in a first interview. If the interviewer
does bring up those items, try to deflect the topic and not state a minimum salary amount. You can say, “I
would be happy to answer that question after I have a better understanding of the scope of the position.” (The
primary rule in negotiating is: the first person that names a dollar amount loses.)
Express your strong interest in the company and in the role. You won’t get an offer if the interviewer doesn’t
believe you’re interested. You may decide to turn the offer down later, but you cannot accept a job without
first getting an offer.

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 Interviewing

Anatomy of the interview process

Pre-interview
Review:
• Company information. Make certain you have done your homework in identifying what the company
produces, the growth of the company, etc. There is nothing more embarrassing than to be in an
interview situation and not know the business of the organization you hope to join.
• Your personal balance sheet. From the perspective of the interviewing company, what are your
strengths (assets) and weaknesses (liabilities) as perceived from your resume. One of your liabilities
may be that you are out of work. Another may be that you do not have the degree, the advanced
degree, or the licensure required. It is important to list liabilities so that you may offset them during
the interview. From a strength perspective, if you have specific skills that they require, they need to
be listed on your balance sheet in the asset column. Other assets or strengths may be technical
computer skills, specific industry strengths, location, management skills, etc. The purpose of
identifying a personal balance sheet is to prepare yourself for the interview by selling your strengths
in the interview and offsetting potential weaknesses.
Opening
• First impression is critical. Seldom is the most qualified person the one who is hired. All candidates
who meet the final interviewing cut are baseline qualified for the position. The individual who is
extended the offer, most often, is the one who has the best “fit” with the organization. How you relate
to the people in the organization, therefore, is critical.
• Positive tone must be established. Attempt to “break the ice” for the interviewer. This can be
accomplished by thanking the person for spending his/her time seeing you, discussing the convenient
location of the organization, discussing the attractiveness of the offices, etc.
During
• Listen. Listen carefully to the questions and what they indicate about their business challenges. Your
answers should demonstrate your ability to solve their problems.
• Give Information. Sell your strengths. Refer directly to the accomplishments highlighted in your
resume and sell the strengths you have identified as part of your interview preparation. Weave these
comments into the interview in order to maximize your performance. It is equally important to offset
any potential liabilities. If you do not have the advanced degree that the interviewing company is
seeking, do not dwell on it, but refer directly to the scope of your experience. Be prepared to answer
the critical question, “If you are so good, why aren’t you currently employed?”
• Get Information. Typically speaking, you should never inquire as to salary or benefits during the
interview process. You should only be interested in the reason for the opening, the opportunity for
advancement and what the person hired into this position is expected to accomplish in the first 3, 6,
and 12 months on the job. These latter expectation and measurement criteria are critical for your
assessment of the position.

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 The process

Close
• Summarize your contributions. It is essential that at the conclusion of the interview, you identify your
strengths as they relate to this position and your accomplishments as they relate to this position. Do
not automatically assume that the interviewer is aware of these critical items.
• Ask for the job. 80% of all individuals in interview situations do not ask for the job. It is essential that
you identify your interest in the company and that you ask the interviewer for the opportunity to
either be included in the next round of interviews or you ask directly for the job. It is also acceptable
to ask for a timetable for a decision. This latter point is important as it establishes who makes the next
move and when.
• On your way out, thank those with whom you met. Use their names. Obtain business cards so that
follow up is accurate. And don’t forget to acknowledge the receptionist.
Post-Interview
• Complete the Interview Evaluation/Debriefing Form on the page that follows. This will provide you
an opportunity to evaluate how you did in the interview, what you did well and what you will want to
work on prior to the next interview. This will be key information that will assist you in subsequent
interviews. The information you capture during an interview may allow you to see any “red flags”
relative to the company or employees.
• Thank you note. Summarize your contributions, ask for the job, thank interviewer for his/her time.

Interviewing
Written notes are best; however, email is appropriate as well.
• Telephone follow-up in 2 to 5 days.

Thoroughly prepare your responses to interview questions;

practice your delivery and note your non-verbal behaviors.

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 Interviewing

Sample interview evaluation/debriefing form

Interview Evaluation/Debriefing Form

Date: _____________________________________ Position: ___________________________________

Employer: _________________________________ Interviewer: ________________________________
Interviewer’s Title: __________________________ Phone: ____________________________________
Email: ____________________________________ Fax: ______________________________________

Did I:
• Express an interest in the position?
• Project an open and friendly manner?
• Shake hands firmly and use confident body language/gestures?
• Give specific examples of achievement?
• Keep my answers short and to the point?
• Keep the emphasis in my questions on clarifying how I can contribute to the company?
• Notice questions were particularly difficult for me to answer?
• Do an effective “closing” and observe how it worked?
• Establish a timeframe for a decision and/or identify the next step in the process?

What did I learn about:

• Key expectations of the role
• Reporting relationships/subordinates
• What the company is looking for in a candidate? What might be the make-or-break skills or talents on
which success in the job depends?
• What the candidate is expected to accomplish in the first 30, 60 or 90 days?

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 The process

General impressions:
• About the interviewer and subordinates
• What negative information did I pick up or what did not make sense?
• Is this the kind of place where I would like to work? What is the corporate culture?
• Are the business ethics and human values consistent with mine?
• Additional thoughts –

_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________

Follow-Up Activity Target Date

_______________________________________________________________________________________

Interviewing
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________

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 Interviewing

The interviewer’s agenda

An interviewer is concerned with your personal impression, your competence, whether or not you appear to
be likable, your motivation/enthusiasm, your leadership, your communication skills, your poise and maturity,
your outside interests and your personal relationships. If you can effectively respond to each issue and its
related components, you almost guarantee yourself a return trip. Some of these may not be asked as questions,
but they are issues that will be evaluated.

Personal impression
Making a good personal impression to the interviewer is crucial. Since the interviewer will want to know
about you as a person, he/she will evaluate the manner in which you present yourself. The interviewer will be
assessing:
• Would you be an effective representative of our organization?
• Will you look professional, serious and dress attractively?
• Will you socialize well and make clients feel comfortable?
• Will you make customers want to be involved with us?
• Do you display confidence, warmth and interest?
• Would I be impressed by you if you were the first person I met in the organization?

Competence
Your competency is always in the forefront of an interviewer’s mind. Be prepared to defend your resume and
to expand on your capabilities. An interviewer will want to know:
• Can you carry out the responsibilities of this job?
• Have you had related experience?
• Can I detect skills in your background that will help in this job?
• What does your resume say? Can everything presented be verified?
• How do I know you can do those things?
• What can I ask that will cue me about your abilities?
• How successful will you be in this role?
• Can you tell me things that will reveal your capabilities?

Likeability
An interviewer definitely wants to hire someone who will fit in well with the organization. Although he/she
may not directly ask you these questions, questions like the ones listed below will be going through his/her
mind.
• Would I like to work with this person?
• Are you enjoyable to be around?
• Will you get along with others here in the office?

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 The interviewer’s agenda

• Will you be able to work with a wide variety of people?

• Are you a good listener?
• Will you relate well to people with more authority?
• Are you all work and no play?
• Will your personal life affect your attitudes or moods towards this job?

Motivation, enthusiasm and commitment

A future employee’s motivation toward the company and his/her level of commitment is extremely important.
Someone who openly shows his/her excitement about the job and the company and portrays a commitment
has a definite edge over someone who does not. Remember, it is important that the interviewer believe this
opportunity is your first choice. To determine this, the interviewer will evaluate:
• How much do you want to work for this company?
• Do you project enthusiasm and a positive outlook?
• Are you interested in this field or just looking for a job?
• If hired, will you be with us long enough to make real contributions?
• What do you really want from your career at this stage?

Interviewing
Leadership
Whether you can effectively direct and guide people are qualities many interviewers seek. Questions asked to
determine your leadership abilities include:
• Do you have potential for taking responsibility for our company?
• What evidence is there that illustrates your leadership in other settings?
• Would you set a good example for the rest of the staff?

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 Interviewing

Answering questions effectively

The key to being successful in an interview is to answer each question well, with strong content and credible
delivery. To do this, you must anticipate and practice what to say, display confidence and enthusiasm and
show that you have a positive attitude.
The way you deliver your responses can be just as important as what you say. Look directly into the
interviewer’s eyes; give short, crisp, smooth answers that don’t sound memorized. Put energy into your voice.

Traditional interview questions and recommended approaches for response

1. Tell me about yourself.

Structure your response in two parts: the professional and the personal. You might begin with your
resume summary, adding most recent positions and employers. Speak of competencies related to the
position for which you are interviewing. On the personal side, you might express where you
live/grew up, where you went to school, unique hobbies, travel or volunteer work. Close your
response with a transitional statement such as, “I am looking to advance my career in auditing
management and believe I can make a significant contribution to Millennial Bank.” Limit your
answer to one to two minutes. This ought to be a “broad brush response.” More detailed
information will unfold later in the interview.
2. Why did you leave your last position?
Deliver your “public statement” which you developed early in the job search process and recorded in
Chapter 1. Be brief and positive.
3. Why do you want to work for us?
List reasons that are outgoing and generous rather than “what’s in it for me?” responses. Love of the
work, reputation of the company, strong belief in the product, opportunity to meet new challenges,
etc.
4. Why do you believe you are qualified for this position?
State your relevant skills, experience and education. Keep your answer direct and give examples of
achievements that relate to the job for which you are applying.
5. What are your strengths?
List relevant strengths and give examples that applied at work. For example, being hardworking and
conscientious could mean you do accurate work on time and within budget.
6. What is a weakness of yours?
Choose a weakness not related to your core competencies. A graphic designer may say she is not
naturally organized. “…So I begin each day by lining up my projects and reviewing my deadlines.
This system has greatly improved my organizational skills.”
7. Do you take initiative?
Come up with an example such as suggesting a change in procedure, or a solution to a problem or
taking on extra work without being asked.

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 Answering questions effectively

8. How do you deal with pressure?

Some people thrive on pressure and respond to it well; others don’t. It is advisable to get the question
clarified. What kind of pressure is the interviewer talking about? Is it the kind that comes in short
bursts or pressure that is an ongoing part of the job?
9. What did you like most about your previous job?
List relevant factors related to the job for which you are applying.
10. What did you like least about your previous job?
Try to minimize your answer to this question, and ensure that your answer does not relate to the job
for which you are applying. “I didn’t like the paperwork,” could mean you are a poor administrator.
11. What would your previous supervisor say about you?
Try to recall positive things that your previous supervisor said. Don’t dwell on anything negative.
12. What are your salary expectations?
You could reply:

“My research indicates that the salary range for this job would be (fill in an amount);
could you tell me what your range is?”
or

Interviewing
“I would prefer to answer that question after I have a better understanding of the duties
and responsibilities of the position.”
13. What do you know about our company?
This question underlines the importance of researching the company with which you are
interviewing. You need to know as much about them as possible.
14. Why should we hire you?
This question aims at your Competitive Advantage. This is the combination of skills, experience,
attributes that are going to make you stand out over the other applicants. It is critical that you be clear
on your competitive advantage if you want to express it clearly to a prospective employer. Refer to
the “Value Statement” you prepared earlier in this chapter.
15. Do you have any questions?
Always have at least two questions ready. They could relate to: the procedures; the systems;
reporting relationships; size of working group; equipment; or immediate goals of the department or
position. Do not ask questions about benefits or holidays until you are close to a job offer.

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16. You seem overqualified (or underqualified).

You did get invited to the interview so when the interviewer raises the issue of over and under
qualification, consider this a test. Actually it can be a blessing if the interviewer raises the issue
because you then have a chance to address the concern head-on. It is more frustrating when the issue
was never raised in the interview and you get a letter telling you that they have filled the position
with someone “more suitably qualified.” Make sure that, somewhere in every interview, you include
answers that will address these potential objections even if they are not verbalized.

Overqualified generally contains three fears: 1) You are going to cost us too much money. 2) You
will be under challenged in this position and keep looking for something else. 3) One person on the
hiring team feels you might be a threat to his or her position. You probably do not know which of
these issues is most troubling to the interviewer. It does not hurt to probe. Ask the interviewer to
elaborate.

To address issue #1: NEVER bring up money. Instead, tell the interviewer how you have helped your
previous supervisor meet and exceed his or her goals. This approach helps you to address issue #3 as
well. You need to make it very clear without saying it directly that you consider your number one job
to be making your boss successful.

To address issue #2: While acknowledging that you are highly qualified, tell them about a recent
experience that demonstrates that you are a life-long learner and a team player. Make sure that your
example shows how you have learned from and teamed with younger co-workers or supervisors.
There is always more to learn. They are probably concerned that you will not be satisfied/challenged
and therefore will not stay long. Let them know that your experience is not a disadvantage, but rather
will allow you to hit the ground running and more quickly solve the challenges they face. Perhaps
you can give them the sense that you will find your own challenges by improving processes,
developing employees or creating cost savings.

In response to under-qualified, you need to ask “in what way?” and try to respond directly to the
objection they are raising.
17. Are you willing to work overtime?
Most companies need people who can work overtime when it is necessary. However, this is an
excellent opportunity for you to point out your organizational skills and your ability to get most work
done within the required time frame.
18. Are you ambitious?
The answer must be YES. But don’t scare the interviewer. Qualify your answer. “When I have
become totally familiar with the company culture and mastered the job we are discussing, certainly I
would want to be promoted when an appropriate opening occurs,” you might state.
19. What is the last book you read? Or, movie you saw? Or, trade journal you read?
Some interviewers like to depart from asking all traditional questions. They believe the answers to
the above questions reveal another side of the applicant. Such questions force you to think quickly on
your feet.

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20. What do you see yourself doing five years from now?
This question probes your personal and professional goals and intentions of staying with a company
if hired. Point out that you want to put to good use the benefits of your experience, expertise,
commitment to performance, excellence, mentoring skills, etc. Share your desire to grow in
knowledge, experience, and as a person. Show confidence that the future will take care of itself.
21. Why have you changed jobs so frequently?
Accentuate the positive aspects. “Each change was a promotion in responsibility, earnings and
personal growth,” and/or “I’ve learned much from each assignment and am prepared to now make a
career commitment in applying my considerable knowledge.” Make the point that your moves were
voluntary, if they were, and that your performance never was a question.
22. How many people have you supervised?
This question tests your depth of experience and level of responsibility. Be honest. If you haven’t
supervised, say so, but add that “I recognize the importance of the responsibility and welcome the
prospect of supervising others” – if that is true.
23. Describe the major accomplishments of your last position.
Resume preparation is very helpful here. Read your resume before every interview. Pick three
accomplishments relevant to the job for which you are interviewing, and address the problems you
faced, the action you took and the results of that action.

Interviewing
24. Will you be able to travel and if so, how much?
If travel is a requirement of the job, you should know that before the interview. If it is a problem, you
must be candid with the company before you schedule the interview.

If the question is unexpected, be honest with your limitations,

but don’t rule out the job until you have had more time to think things through.

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Behavioral interview questions

Many employers are moving away from a resume-driven style of interviewing to a behavioral format.
Behavioral interviews are very probing in nature and are based on the concept of “predictable future
behavior.” In other words, what you have done in the past strongly suggests what you will do in the future.
Navigating these interviews successfully requires that you know yourself inside and out. This will require a
lot of introspection on your part.
You must be able to:
• Know why you made the decisions that have brought you to this point in your life.
• Explain and defend your decisions.
• Provide concrete, specific examples of where you have demonstrated the proficiency employers are
seeking.
Example Behavioral Interview Questions
1. How have you demonstrated initiative?
2. How have you motivated yourself to complete a task that you did not want to do?
3. Think about a difficult boss, professor or other person. What made him or her difficult? How did you
successfully interact with this person?
4. Tell me about the riskiest decision that you have made.
5. Can you tell me about an occasion where you needed to work with a group to get a job done?
6. Describe when you or a group that you were a part of was in danger of missing a deadline. What did
you do?
7. Tell me about a time when you worked with a person who did things very differently from you. How
did you get the job done?
8. Describe your three greatest accomplishments to date.
9. Tell me about a situation when you had to learn something new in a short time. How did you
proceed?
10. Can you tell me about a complex problem that you solved? Describe the process you utilized.
11. Tell me about a challenge that you successfully met.
12. What leadership positions have you held? Describe your leadership style.
13. Summarize a situation where you successfully persuaded others to do something or to see your point
of view.
14. Give an example of when your persistence had the biggest payoff.
15. Describe a situation where work and personal activities conflicted. How did you prioritize? How did
you manage your time? What was the outcome?

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16. How have you most constructively dealt with disappointment and turned it into a learning
experience?
17. Describe a situation in which you effectively developed a solution to a problem by combining
different perspectives or approaches.

STAR Interviewing Response Technique for Success in Behavioral Job Interviews

One strategy for preparing for behavioral interviews is to use the STAR Technique, as outlined below. This
technique is often referred to as the SAR and PAR techniques as well. The PAR exercise was introduced in
Chapter 4.
Read the technique, and then try it out with the list of sample behavioral interview questions.
Situation or Task: Describe the situation that you were in or the task that you needed to accomplish. You
must describe a specific event or situation, not a generalized description of what you have done in the past. Be
sure to give enough detail for the interviewer to understand. This situation can be from a previous job, from a
volunteer experience, or any relevant event.
Action - Describe the action you took and be sure to keep the focus on you. Even if you are discussing a
group project or effort, describe what you did -- not the efforts of the team. Do not tell what you might do, tell
what you did.

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Results - What results did you achieve? How did your efforts benefit your company? What did you learn?

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Sample Interview Combining Traditional and Behavioral Based Questions

It is important that you understand the questions and the interviewer’s motivation when asking them. Most
interviews combine traditional and behavioral based interview questions. A combined interview would look
like the following:
1. Why do you want to work here?
2. What is your educational background?
3. What courses/seminars have you taken beyond formal schooling?
4. Why did you leave your last employer?
5. What did you like most about the people you worked with? Why?
6. What did you like least about the people you worked with? Why?
7. Which boss did you look up to most? Why?
8. What areas are you working to improve?
9. What is your greatest achievement?
10. What is the biggest mistake you ever made?
11. What did you learn from it?
12. What was the toughest decision you had to make in the last year? What made it so difficult?
13. Can you think of an example of a time when it was possible to be loyal to your employer but still
disagree with some rules and policies?
14. Have you ever had to introduce a new policy or idea that departed from the usual methods?
15. What are your career goals?
16. What magazines and books do you read?
17. What community activities are you involved with at present?
18. Can you give me a specific example of when you were assertive?
19. If offered the job, when could you begin?
20. Why should I hire you?

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 Overcoming objections

Overcoming objections
What is an “objection” in the interview process? An objection can indicate at least two possibilities:
• A reason why the interviewer believes you cannot successfully handle the open job
• A desire on the part of the interviewer to see how you handle confrontation
In any case, these items can be potentially damaging if not handled well. Every interviewee faces objections,
and the candidate who best overcomes each objection is the one who gets the competitive edge.
The first step you need to take when faced with an objection in an interview is to clarify what the interviewer
is really objecting to. Many interviewers will throw out vague statements that cannot be responded to, such as
“I don’t think you have the right educational background.”

“What is it about my education that concerns you?” or “Could you tell me where my
education does not appear to match your needs?” you need to ask.
To make this question work for you, you must be genuinely interested and not defensive, and you must wait
and listen carefully to the interviewer’s response.

“Well, everyone in this department has an MBA, and I’m concerned that you might have

Interviewing
difficulty keeping up and getting along with the others.”
Rather than be upset by these statements, accept them for what they are and formulate a proactive strategy for
how you will try to turn them around. Your response, or rebuttal, should be based on a past experience where
the perceived problem has not negatively impacted your ability to get things done. It should illustrate how you
have accomplished your goals, or provided value to your employer, in spite of or because of the objection.

“In my last position, I was chosen by my manager to be the liaison between Worldwide
Consulting and our CFO. As you know, Worldwide Consulting is made up of the top MBAs
and professionals in the industry. My input and coordination of that project resulted in
significant cost savings in our accounting procedures and systems, and the project was
brought in on time and within budget. The report, which I can share with you, even notes
some of my contributions. So, I can understand your concern and hope I have been able to
illustrate my ability to keep up and get along with your staff.”
As you can see, an effective response can illustrate a range of positive characteristics: positive attitude, good
communication skills and an ability to face pressure. Once you have answered the interviewer’s questions,
you will be given the opportunity to ask questions as well.
Interviewers make hiring decisions as much from the questions you ask as from the answers you give. Be
prepared with questions that show your concern for the employer’s welfare, not just your own.

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Asking effective questions

Losing questions
Poor questions deal with promotions, benefits, vacation or job security. These self-centered questions indicate
that you are more concerned about what’s in it for you than what you can offer the company. Wait until the
company shows interest later in the process before asking these types of questions.
• “When could I expect a promotion?”
• “What happens after my probationary period?”

Winning questions
Good “applicant” questions are related to the job for which you are applying and position you to further
describe skills that will be important to your employer. Ask about job duties, the department structure,
company goals and growth plans.
By asking these kinds of questions, you show that you are interested in bringing benefit to the company. Put
yourself in the place of a hiring manager, and consider how you would react to hearing the following
questions:
• “Describe the type of person who does best in your company or your department.”
• “What is it that you need this person to do, right now, to make a contribution?”
• “Tell me more about how my work or role here would fit into the whole picture.”

List of winning applicant questions

• Is this a newly created position? If yes, ask why.
• What do you see as the most important long-range goals for this new position?
• What do you see as the priorities in this position?
• What is the most urgent part of the job?
• What is the most difficult part of the job?
• What are the expectations of the supervisor?
• What is the management style of the company as a whole?
• What are the most important qualities of the person you will hire for this position?
• How would I be measured in this position?
• Will I receive any orientation or training?
• When will you be making your decision to fill this job?
• How would you describe the ideal candidate for this job?
• What should the new hire accomplish during the first six months on this job?

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 After the interview

After the interview

Take the employer’s perspective
Upon leaving the interview, ask yourself questions like these: Did I show that I can solve their problems? Do
they see me fitting into their group? Am I compatible with the supervisor? What contributions can I make?
What concerns do they have? What should we have discussed, but didn’t?

Take good notes

Immediately after the interview, write down what you discussed, why you are good for the job and any
possible objections.

Follow-up
Most people do not follow up after an interview. Follow-up is absolutely essential; it will put you head and
shoulders above the competition.
Written
Your first follow-up should be written, sent by post if time allows. In addition to expressing your thanks, the
letter gives you a chance to emphasize the strong points you made during the interview and to add to answers
on which you may have been a little weak. If possible, refer to something the interviewer said or something

Interviewing
you saw that was particularly interesting. Be sure to express, again, your interest in the job.
By telephone
Follow-up by telephone is one of the most important activities in the job search. Following up is also the
activity most assiduously avoided by job seekers because of the fear of rejection. However, initiative and pro-
active behavior are important qualities companies seek in new employees, and following up is a
demonstration of those qualities.
Set a target for yourself of from five to seven working days at which time you will make your follow-up call.
When making the call, you are not necessarily seeking a final decision. Rather, your call is an ongoing
expression of interest, a demonstration of your willingness to initiate and one more chance to keep your name
in front of the decision makers.
Via email
Email is acceptable for thank-you letters, particularly when timing is critical.

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Sample follow-up email thank you letter

Dear Mr. Rothstein:

Thank you for the opportunity to meet with you on Wednesday to discuss the position of
Marketing Manager at Richard Allen Associates. The position you described is of great
interest to me.

To drive your brands forward in the marketplace, source new opportunities within your
consumer base and increase sales would be a challenging and exciting prospect. I
accomplished similar goals at Big Brands, Inc. where I led a team that took a regional brand
national, resulting in an annualized growth in excess of 20% over a four year period.

I am confident that my versatile background and experience would enable me to excel in this
position. My deep background in retail marketing has prepared me to be successful in an
dynamic, unstructured, fashion environment. I thank you for your consideration and look
forward to hearing from you in the near future.

Sincerely,

Jean Shea

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251
NOTES
 NOTES

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 Chapter 9
Job Offers and Negotiations
Understanding the job offer ......................................................................................... 255
Determining compensation levels ................................................................................ 257
Salary negotiations ........................................................................................................ 258
Concluding your search................................................................................................ 264

Job Offers and

Negotiations

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 Understanding the job offer

Understanding the job offer

The basic framework for evaluating your job offer includes:
• The position offered and its challenges/responsibilities compared to the “ideal” position you
described at the onset of your search
• The total compensation package and all of its financial components
• The costs/benefits associated with relocation (if applicable)
Most job offers are first given verbally, with a written confirmation to follow. After receiving your job offer,
weigh the pros and cons of the new position and evaluate the following list of criteria. Thoroughly consider
each in your analysis of the position, its challenges and responsibilities.

Pros and Cons of New Position

List Pros

_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
List Cons

_______________________________________________________________________________________

Job Offers and

Negotiations
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________

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 Job Offers and Negotiations

Job offer evaluation criteria

Salary __________________________________________________________________________________
Healthcare coverage _______________________________________________________________________
Self ______________________________________________________________________________
Family ___________________________________________________________________________
Vacations _______________________________________________________________________________
Retirement fund __________________________________________________________________________
Bonus __________________________________________________________________________________
(If the bonus is based on company performance find out what the history of the bonuses paid out
are over the last several years, e.g., five year average pay out is 10% of base.)
Some companies that have a good history of bonuses paid out will reduce the base and use the
bonus to make up the difference. There are two thoughts on this type of offer:
1. The stability and profit success of the company over the past five years is very important.
2. If you feel good about the company, add the salary and potential bonus together and see if it is a
significant increase over what you have been making. Because you are sharing some of the risk
with your future employer the offer should be in the neighborhood of 20% or better.
Commuting distance/office location ___________________________________________________________
Position’s long-term potential ________________________________________________________________
Degree of responsibility ____________________________________________________________________
Variety of work assignments_________________________________________________________________
Using abilities to the fullest _________________________________________________________________
Professional development opportunities ________________________________________________________
Independence ____________________________________________________________________________
Chemistry with supervisors, peers, staff ________________________________________________________
Visibility (decision-making opportunities) ______________________________________________________
Travel requirements _______________________________________________________________________
Flexibility _______________________________________________________________________________
Personal growth potential ___________________________________________________________________
Promotion potential ________________________________________________________________________
Performance appraisal system________________________________________________________________
Company’s image and reputation _____________________________________________________________
Company’s product line/service ______________________________________________________________
Company’s market stability _________________________________________________________________

Are you truly excited about this opportunity? Can you articulate why?

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 Determining compensation levels

Determining compensation levels

For people starting in a new career or field, it sometimes helps to consult “salary guides” and other sources in
determining a job’s appropriate salary range. This will give you at least a baseline of how much money is
typically paid for the type of work you are planning on doing. Speaking with professionals already in this
field can give you an excellent sense of what the market is currently paying.
People staying in their same career field, on the other hand, will probably already have a fairly good sense of
the salary range in their profession.
It is important to note if you have had the same job for the last twenty years and have received a 3% to 6%
cost of living raise most of those years, it is possible that your salary is above the market norm for the job title
in which you are working. If this scenario finds you between jobs you might have the challenge of having to
accept that you were making more than the market will pay for the job title on your next job.
In either case, however, it will be vitally important that you have a solid understanding of the marketability
of your skills as well as a basic idea of the likely pay ranges for your particular occupation and industry. This
is the only way to truly guarantee that you will be receiving fair market value in your next position.
Sometimes we undervalue ourselves. This can come from past experiences of being rejected, but usually is
because of lack of information about the marketplace.
In order to have a good foundation for negotiating, take the following steps:

1. Speak to any contacts you have in the industry that may be able to give you compensation
guidelines for the type of position you are seeking.
2. Review classified ads in the paper for similar positions, and note the salary ranges that are
mentioned or implied.
3. Contact recruiters/associations in your field and ask them for an estimate of what a specific
position would pay.

Job Offers and

Negotiations
4. Refer to the career section of your local library to uncover any reference materials listing job
titles and the approximate pay scales they command. Most library branches will have a collection
of “Wage and Salary Surveys” that include this information. Ask your librarian for help in
locating these materials, if necessary.
5. Refer to the online salary guides mentioned in Chapter 6.

In spite of all of this research you conduct, keep in mind that every job will have unique factors that influence
the salary level. Geographical location, company size, benefit packages, incentive plans—all of these factors
will influence the amount of base salary an employer is willing to pay. Avoid limiting yourself by placing too
much weight on salary guides and other reference materials; wait until you’ve received the final job offer and
can review it completely from both tangible and intangible perspectives.

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 Job Offers and Negotiations

Salary negotiations
The saying that “everything is negotiable” may or may not be true in the negotiation of compensation. Your
ability to negotiate will depend upon a number of factors, many of which are out of your control. Many
companies have adopted a “Total Compensation” philosophy that considers not only base salary and bonus
but also the benefits package, retirement plans, retirement contributions, employee stock ownership plans and
other non-monetary types of compensation. For companies that use the Total Compensation approach, there
are many other factors to consider over and above base salary and bonus.
As with any negotiation, it is important that you first understand what information is in the hands of the
employer, and try to estimate its significance. In general, the employer knows:
• An estimate of your most recent compensation
• How long they have been looking and generally how competitive the job market is for individuals
with your abilities
• If they have a second acceptable candidate
• Your current employment situation and how long you have been looking
• The flexibility of their hiring salary range
Some companies are more flexible than others. It is important to understand the flexibility of the employer
with whom you are dealing. Some negotiating room is most likely available within the negotiating style
adopted by the company. It is helpful to think of companies as adopting either of two approaches:

Structured offer companies

These firms generally have conducted a high level of market research to determine appropriate compensation
levels and package composition. They tend to be large and have well-defined salary ranges and guidelines.
They tend to make offers that are in the middle of the salary range so there is limited flexibility for a counter
offer. Inside these structured companies the compensation department is thinking two things:
1. We want to start this candidate in the middle of the salary range so we can give raises each year.
2. We don’t want to bring a new person on board who is making more than a person already employed
with the same job title.

Case by case offer companies

These firms handle candidates individually and bring a broader range of options and flexibility to the table.
Traditionally, medium-sized and entrepreneurial companies have adopted this style and provide your best
opportunity to structure a package that meets your particular needs and goals.

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General rules of negotiating

• Do not negotiate until you have a firm offer.
• Most employers are not trying to take advantage of you. Mutual trust and respect must be maintained
throughout the negotiations.
• Avoid being the first to give a definite salary figure. If possible, find out the range.
• On average, a reasonable negotiating goal (if any employer flexibility exists) may be 5% to 15%
above the initial offer.
• Be cautious if a more modest offer includes a large signing bonus. This can sometimes indicate that
the base salary is not a negotiable item.
• Avoid absolutes and ultimatums. Ultimatums back the employer into a corner and set up the “you
push me, I will push you back” scenario. When your future employer pushes back, they may rescind
the offer. A more effective approach is to reaffirm your fundamental interest, express thanks for the
offer, highlight your concerns and ask a question.
Example: “I am excited about the opportunity to become part of the team and contributing to The
Equipment Company’s success, but I have one concern (or one or two concerns) that I’d like to talk
with you about. The salary isn’t what I had expected given the demands of the role.” Then say
nothing for ten seconds. Most individuals will address the silence by asking what you are seeking or
by saying they will go back and “see what I can do.”
This negotiation discussion is also the time to bring up other requests or additions.
• Never bluff. Do not stretch the truth on current salary amounts; it could jeopardize your candidacy.
• Expect a salary reasonable with your experience and market conditions. Do not over
(or under) estimate your worth.
• Get the final offer in writing to avoid misunderstandings and before winding down the search process.

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 Job Offers and Negotiations

The art of effective negotiating

Nobody is born knowing how to be an effective negotiator—it is a learned skill that is honed and developed
with experience. What often gets in the way of taking a win/win position in negotiations, however, is the fear
of rejection or potential conflict.
Everyone can learn to negotiate effectively for what they want and need.
How one handles money issues is very important, not only in getting the best possible offer, but in even
getting an offer at all. Above all, it’s important to remember:
You wouldn’t be receiving the offer in the first place if you weren’t the person selected as the best
candidate for the job.
This gives you leverage. Most employers invest a great deal of time and energy in the interviewing process,
and are very reluctant to “settle for second best” when their number one candidate makes an attempt, in good
faith, to negotiate for more money.
What follows from the above statement is that the serious job seeker should never disregard job openings only
because of perceived salary shortcomings.
In many cases, those who take the initiative and interview for positions “beneath them” can build a great deal
of value in their candidacy, discuss additional responsibilities for the position, and negotiate up to an excellent
compensation package.
This leaves a great deal of room for you to take a seemingly limited opportunity and work with the employer
to create a job much more suited to your experience and salary expectations.
Keep in mind a few other key points when considering your offer situation:
• Surveys suggest that 85–90% of hiring managers do not make their best offer first.
• The professional standard for most counteroffers is generally 5-15% above the original offer.
• In most situations, it is appropriate to request up to a week to make your decision.
• You always will want to review the offer in writing to ensure no surprises.
In the end, each job offer situation is unique. The final strategy will depend on your leverage, the overall
progress of your job search, and your own personal comfort level with negotiating.

The new rules of win/win negotiating

In reality, our personal wants typically have very little to do with the job offer at hand. A much more relevant
question to ask is “what is the fair market value for this particular job?”
Remember it doesn’t matter what you were paid in your last position—you are only “worth” what the
marketplace is willing to pay you in your next position. The days of “time and grade” are becoming a
phenomenon of the past. Does this mean that you are going to have to settle for a lower salary than
previously? Not necessarily. But it does require that you unlearn your past negotiating techniques and learn
the new rules of win/win negotiating in our rapidly-changing job market.

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The truth is the majority of us have been conditioned to believe that our value as human beings lies in the
titles we hold and the money we make. So much so that we lose focus of the real issue when we are
negotiating the compensation package for a new job offer. Again, the real issue is not how much money you
want—but what is the job in question worth? And have you sold yourself successfully enough to be perceived
as the best candidate? If you have made it to this point, the answer is yes—you have received the job offer.
Congratulations!
Let’s review some basic rules that will apply throughout the negotiation process:
1. You can’t and shouldn’t avoid “talking money.” Although it is generally recommended that you
never name your “range” too early on and that you evade the question of money altogether until you
have an offer, the reality is your perceived evasiveness could knock you out of the game. Your
consultant will help you to be prepared to discuss your salary requirements if this comes up in the
interview process prematurely.
2. Never accept the offer on the spot. The reason for this is two-fold. First, you want the employer to
view you as a prudent decision maker and therefore want them to acknowledge and respect the fact
that you need time to make this kind of important decision. Express your enthusiasm for the offer, but
give yourself some time to think through this important decision and reflect on all of the factors that
the job offer would encompass. The second reason for not immediately accepting an offer is to make
sure you don’t sell yourself short. Most people are so uncomfortable about the money issue that they
invariably leave money on the table if they accept the offer as soon as it is made.
3. Negotiating starts the moment you start to interview. It is at that point that you start to build value
for your candidacy. Once you’ve built maximum value throughout the interview process, you will
then have the leverage to negotiate the best compensation package possible when the offer is made.
4. You can always say “no” to an offer. Certainly you don’t want to waste your time or that of the
interviewer and go through great pains to get an offer for a job that isn’t a good fit. However, the
more common occurrence is that people bow out too early in the interview process because they are
concerned about being in a position where they have to turn down an offer. Continue to interview for
all but the most unlikely positions until the eventual job offer arrives, remembering that it’s

Job Offers and

Negotiations
appropriate to walk away if, after the negotiations, the job still isn’t a good match for you.
Statistically, one out of every two jobs will be a newly created position in this decade and the next. As a
result, there have never been greater opportunities for candidates to help design their own positions with
employers throughout the interview and offer process.
You have nothing to lose—and perhaps the ideal job to gain —if you stay in the game with the employer and
remain open to the possibilities.

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 Job Offers and Negotiations

 Negotiation checklist
You will want to be prepared for your negotiation session and plan for it. Review the following list and select
items applicable to your situation. In each case, establish targets that represent your needs and goals.

Importance:
5=critical
3=average
1= least
Items to Negotiate Weight (1-5) Targets/Needs/Goals

Base salary
Sign-on bonus
Individual performance bonus
Company performance bonus
Commissions
Salary review: 3,6,9 or 12 months
Profit sharing
Stock options
Matching funds
Stock purchase incentives
Payroll deduction – 401(k)
Cost of living increases
Pension plans
Matching investment programs
Medical insurance
Dental insurance
Vision insurance
Cafeteria style flex plans
Prescription drug plan
Well care benefits (i.e. annual physical)
Disability insurance

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 Salary negotiations

Importance:
5=critical
3=average
1= least
Items to Negotiate Weight (1-5) Targets/Needs/Goals

Vacation and/or personal time

Maternity leave
Child care
Retiree health benefits
Sabbatical leave
Expense account
Gas, mileage allowance
Phone allowance
Parking
Comp time for late hours/weekend work
Flexible hours
Telecommuting options
Life insurance
Office (size, location, window)
Relocation package
Severance package
Career transition assistance
Pre-retirement planning

Job Offers and

Educational tuition refunds

Negotiations
Seminars/training

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 Job Offers and Negotiations

Concluding your search

When your decision to accept an offer is made, and has been communicated to your new employer, and you
have received the written offer, it is time to conclude your search effort in the same professional manner with
which it was conducted. The relationships you have developed may continue to be important to your career.
Let any other employers who may have been considering you for a position know that you have accepted an
offer.
Send the information on your new work location to all those who supported your efforts. This includes all
personal contacts, recruiters, and other interested parties. Be sure to thank them all for their efforts and
support. This can be done by email.
Place the information from your search effort in a safe place for future reference. Through the chapters of this
book and from your job search activity, we trust that you have learned a great deal in terms of numerous sales,
marketing and interpersonal techniques that will prove valuable for your future use.

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 Concluding your search

Thank you to network after job acceptance

Thomas G. Walker
2700 Executive Drive
Indianapolis, IN 96052

November 13, 20__

Ms. Barbara Carter

Vice President
First Financial
1 Market Square
Roanoke, VA 35799

Dear Barbara:

I am excited and happy to tell you that I have accepted the position of Director of Operations with Universal
Products Corporation. Universal is a $500 million company that has developed the culture and the customer
orientation that allows them to be a leading player in their markets. I am looking forward to continuing my
career in the food products industry. My official start date is July 1.
One of the things I have learned in this transition is the importance of staying in touch with friends, business
associates and my network contacts. Therefore, I wanted to give you my new address, telephone number and
email address, in the hope that at some point in the future, I will have the opportunity to repay your friendship
and consideration:
Thomas G. Walker
Director of Operations
Universal Products Corporation
2700 Executive Drive

Job Offers and

Negotiations
Indianapolis, IN 96052
(317) 555-2307
twalker@cpirole.com
Again, thank you for your support, interest and encouragement. I look forward to staying in touch with you. If
I can ever be of any assistance, please call me.

Warmest wishes,

Thomas Walker

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 Job Offers and Negotiations

Thank you email to network after job acceptance

Dear Barbara:

I am excited and happy to tell you that I have accepted the position of Director of Operations with Universal
Products Corporation. Universal is a $500 million company that has developed the culture and the customer
orientation that allows them to be a leading player in their markets. I am looking forward to continuing my
career in the food products industry. My official start date is July 1.
One of the things I have learned in this transition is the importance of staying in touch with friends, business
associates and my network contacts. Therefore, I wanted to give you my new address, telephone number and
email address, in the hope that at some point in the future, I will have the opportunity to repay your friendship
and consideration:
Thomas G. Walter
Director of Operations
Universal Products Corporation
2700 Executive Drive
Indianapolis, IN 96052
(317) 594-2307
twalker@yahoo.com

Again, thank you for your support, interest and encouragement. I look forward to staying in touch with you. If
I can ever be of any assistance, please call me.

Warmest wishes,
Thomas Walker

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 Job Offers and
Negotiations

267
NOTES
 NOTES

268
 Chapter 10
Career Resilience
A prescription for career resilience ............................................................................. 271
Your continuing career development plan ................................................................. 273
Job seeker’s checklist—how prepared are you now? .......................................................................... 274

Career Resilience

269
 A prescription for career resilience

A prescription for career resilience

For most of the modern history of work, the employer-employee relationship was based in large part on an
unwritten “Psychological Contract.” The unwritten rule was that if you worked hard and put in your time, you
would be rewarded with continuous employment. It was not uncommon for individuals to work with the same
company for twenty or thirty years, with many people spending their entire careers with the same
organization. As Barbara Moses writes in her book Career Intelligence,
"Once, no matter how competitive the marketplace, no matter how intense the drive for
profits, organizations nurtured their people – developed their capabilities, provided them with
elaborate benefit plans and retirement schemes, and gave them a sense of protection from the
vagaries of the marketplace. But more than that, organizations offered a sense of belonging to
something larger than themselves."
(From: Moses, B. Career Intelligence: Mastering the New Work and Personal Realities.
Toronto: Stoddart.)
In recent decades corporate downsizing, restructuring, mergers and acquisitions, outsourcing, etc. have
resulted in a fundamental shift in terms of the employer-employee relationship. Specifically, individuals
working today can expect that at some point, they will be faced with the reality of job change, either inside or
outside the company. For some, this change can be exceptionally disruptive. It really doesn't matter how big
the change is, as any career change can leave us feeling thrilled, nervous, sad, angry, hurt, depleted,
disoriented, confused, or even all of the above.
There is a mountain of evidence to suggest that continual change is, and continues to be, the hallmark of the
business environment today. Therefore, career resilience is one of the essentials you will need to develop and
nurture throughout your work life.
Career resilience refers to one's ability to manage his or her career; that is, taking responsibility for one's own
career development including gaining appropriate knowledge and skills to make significant contributions to
organizations.

Specifically, career resilience means:

• Ensuring that your employment skills do not become obsolete
• Assessing whether your current skills will be required by your company or industry as you look ahead
five to ten years
• Understanding the job market and noting industry growth trends and high growth careers
• Knowing how your talents, strengths and interests may translate into alternate jobs/careers should you
find yourself unexpectedly unemployed
Career Resilience

• Knowing that a job loss does not have to mean a lengthy interruption of employment

271
 Career Resilience

Recommendations
No one will be as invested in your career as you. Therefore, it is important to take the initiative to design your
own career development plan by considering the following:
1. Continually assess your skills.
2. Stay abreast of your local job market.
3. Continue to learn; view education as a continuing process, not a one-time event.
4. Continually find ways to add value to your employer.
5. Continue to meet others in your industry.
6. Seek the services of a career coach if appropriate.

Today’s job market demands flexible people

who can keep pace with ever-changing business needs.

To flourish, you must expect and be prepared to

navigate your way through change.

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 Your continuing career development plan

Your continuing career development plan

 Complete your career development plan and review periodically

Continually assess your skills

Which of my current skills make me highly employable?

Stay abreast of your local job market

What are the high growth jobs/industries/companies in my geographic area?

Continue to learn
What new skills or areas of study would make me highly employable?

Continue to add value to your current employer

What initiatives could I take? What projects could I take on?

Continue to meet others in your industry

How could I become more visible in my field? Career Resilience

273
 Career Resilience

Job seeker’s checklist—how prepared are you now?

Now that you have completed the job search program, you will find it useful to re-evaluate yourself against
your answers at the beginning of the workbook. This will help you identify where you have grown and where
you need to do more work. Use the following scale when responding:
YES = strong agreement with the statement; Yes = agreement with the statement;
yes = slight agreement with the statement; no = slight disagreement with the statement;
No = disagreement with the statement; NO = strong disagreement with the statement.
Getting started NO No no yes Yes YES
I know several ways to manage the stress 1 2 3 4 5 6
I may experience during my search.
I know what to say and what not to say to contacts who 1 2 3 4 5 6
can help me.
I have prepared a budget to help me through this period. 1 2 3 4 5 6
I know how to best schedule my time to find a new job 1 2 3 4 5 6
as soon as possible.
Looking at options
I know what I need and want from a new job. 1 2 3 4 5 6
I am clear about the skills and abilities I bring to a new 1 2 3 4 5 6
company.
I am prepared to discuss my personal accomplishments 1 2 3 4 5 6
with potential employers.
I know how to determine what career options are 1 2 3 4 5 6
available to me.
Resumes
I understand the different types of resume formats. 1 2 3 4 5 6
I know how to write a strong resume. 1 2 3 4 5 6
I know how to design a resume that will impress 1 2 3 4 5 6
potential employers.
I know how to format a text/scannable version of my 1 2 3 4 5 6
resume.
The game plan
I know how to increase my chances for success when 1 2 3 4 5 6
responding to ads.
I know how to select and work with recruiting firms. 1 2 3 4 5 6
I know how to approach companies that are not 1 2 3 4 5 6
advertising jobs, but may have them.
I know how to develop a network of contacts. 1 2 3 4 5 6
I know how to turn my networking contacts into an 1 2 3 4 5 6
effective referral and information resource.

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 Your continuing career development plan

YES = strong agreement with the statement; Yes = agreement with the statement;
yes = slight agreement with the statement; no = slight disagreement with the statement;
No = disagreement with the statement; NO = strong disagreement with the statement.

Telephone skills NO No no yes Yes YES

I understand the advantages to using the telephone in my 1 2 3 4 5 6
job search.
I know how to use the telephone to gather information 1 2 3 4 5 6
about jobs and companies.
I can discuss my strengths on the telephone in a way that 1 2 3 4 5 6
will leave a positive impression.
I know how to use the telephone to effectively follow up 1 2 3 4 5 6
on correspondence.
Technology
I know the pros and cons of posting my resume online. 1 2 3 4 5 6
I know how to leverage online job boards/career sites. 1 2 3 4 5 6
I know how to use the Internet to conduct company 1 2 3 4 5 6
research.
Interviewing
I know how to make a positive first impression in job 1 2 3 4 5 6
interviews.
I am prepared to answer the typical questions 1 2 3 4 5 6
interviewers ask.
I know how to ask questions that convey my interest in a 1 2 3 4 5 6
company.
I know how to increase my chances of getting an offer 1 2 3 4 5 6
by following up.

Add up your circled scored responses within each section to obtain seven separate scores. Then compare them
with your scores at the beginning of this program.

Score for Getting Started ____________ Score for Telephone skills ____________
Score for Looking at options ____________ Score for Technology ____________
Score for Resumes ____________ Score for Interviewing ____________
Score for The game plan ____________

Action Plan
1. Identify in the above score sheet the areas in which you need to do more work.
2. Formulate an Action Plan that will help you achieve that growth. Establish realistic goals and
Career Resilience

timelines, which can be measured.

3. Share this Action Plan with your coach and review it with her/him weekly.

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 Career Resilience

277
NOTES
 NOTES

278