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

Strategies for Effective Resume Writing and Interviewing: Job Search as Sales ProcessNATIONAL CONTRACT MANAGEMENT ASSOCIATION

NATIONAL CONTRACT MANAGEMENT ASSOCIATION

Leslie CombsLeslie Combs

Vice President

March 13, 2013

Leslie CombsLeslie Combs

Vice President

March 13, 2013

AGENDAGENDAA

• What’s going on in job search today?

• What’s a resume?

• Best practices in resume writing.

• Selling yourself

• Closing the deal

RESUME WRITING – BEST RESUME WRITING – BEST PRACTICESPRACTICESHow does it look?

Common Structure

• Contact Information

• Summary

• Professional experience

• Education/Professional development

• Additional activities/qualifications/accomplishments

Attributes

• Correct information• Accessible contact points• Professional email address that

includes your name• Messages that greet a caller

professionally

Pitfalls

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

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

• Tying up your home telephone with internet usage

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

Example

John Q. Public

123 Main Street (123) 456-7890 MobileHometown, ST 12345 (456) 789-0123 Home

John_Public@aol.com

Example

John Q. Public

123 Main Street (123) 456-7890 MobileHometown, ST 12345 (456) 789-0123 Home

John_Public@aol.com

RESUME WRITING – BEST RESUME WRITING – BEST PRACTICESPRACTICESContact Information

Attributes

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

• Targets attention and creates interest• Contains key words relevant to your

profession• Creates a match to what your target

market desires

Pitfalls

• Doesn’t depict your uniqueness• Too short or too long• Does not communicate professional

level and industry• Unclear as to what you want to do and

where you might fit

Example

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

Example

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

• Strategic planning • Project management • Union relations

• Resource management • Quality improvement • Recruitment/Retention

• Budget/Analysis • Change management • Performance management

RESUME WRITING – BEST RESUME WRITING – BEST PRACTICESPRACTICESSummary

Attributes

• Provides a high-level job function description

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

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

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

Pitfalls

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

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

acronyms• Too much detail reflecting “how” rather

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

Example

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

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

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

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

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

Example

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

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

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

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

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

RESUME WRITING – BEST RESUME WRITING – BEST PRACTICESPRACTICESProfessional Experience

Attributes

• List degrees, institution, and special achievements

• Include relevant professional development

• Relevant technical certifications and designations

Pitfalls

• Overlooking valuable aspects of educational experience

• Inaccuracies• A laundry list of every course• Overlooking leadership roles from

volunteer and community activities

Example

Education

MBA Management, University, LocationBS Nursing, University, Location

Certification

• Nursing Administration, 1995. Recertification, 2000

Example

Education

MBA Management, University, LocationBS Nursing, University, Location

Certification

• Nursing Administration, 1995. Recertification, 2000

RESUME WRITING – BEST RESUME WRITING – BEST PRACTICESPRACTICESEducation / Professional Development

RESUME WRITING – BEST RESUME WRITING – BEST PRACTICESPRACTICESAdditional Activities/Qualifications/Accomplishments

Attributes

• Role titles, organization, and dates in role• Write out designations, licenses, and

awards• List organizations, publication names• Creates relevant points of connection• Demonstrates professional and personal

uniqueness and multi-dimension

Pitfalls

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

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

professional experience

ElementsElements

ADDENDUM: May require second page

• Teaching experience

• Publications

• Patents

• Training

• Licenses, designations, credentials

• Community associations

• Professional associations

• Awards

EFFECTIVE INTERVIEWING

IS SELLING.

What do I need to know?

SELLING SELLING YOURSELFYOURSELFInterviewing

• How much interviewing experience have you had?

• How long has it been since you last interviewed?

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

SELLING YOURSELFSELLING YOURSELFInterviewing Methods & Approaches

Interviewing Approaches include:

Traditional• Inquiry, respond, and frame exploratory questions

Strategic – WIIFT• Focus on organizational challenges and strategy

Behavioral• Performance based probing around how you handled different

circumstances

Psychological Assessment• Probing around motivation, stress management, integrity, attitude, change,

adaptability, approachability, and can include emotional and intellectual problem solving, situational leadership analysis and role-play

What Surprises people?• CIDS Applications and Interviews• Theoretical problem solving• Exit & Probing around Failures

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

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

SELLING YOURSELFSELLING YOURSELFImportance of Interview Preparation

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

• Aids you in cultivating a win/win offer

• Increases your odds of success

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

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

Who you need to talk to prior to your meeting?

Network for information with:

• Employees, current & former• Vendors and suppliers• Competitors• Recruiters who know you and know the organization• Government Officials• Stock Analysts• Attorneys• Consultants

Gather information from these sources for insight regarding:

• What is the culture of the organization?• What are the key issues the company is facing?• What is the company’s reputation?• How do things get done in the organization?• How has the organization changed and why?

SELLING SELLING YOURSELFYOURSELFInterview Preparation

What do you need to discover prior to your meeting?

• Research the interviewers

• Google and LinkedIn yourself and them

Research Published Information – Industry Trends, Company, People

Trade Journals Intelligence on Executive Team Financial Data

– SEC.gov– 10K Wizard– Hoovers.com– Edgars.com– Bloomberg.com– Dun and Bradstreet

SELLING SELLING YOURSELFYOURSELFInterview Preparation

• Develop list of questions

• Take notes to the interview

• Use SOAR format to frame your stories

Situation Obstacles Accomplishment Results

• Find out who will be conducting the interview

• Establish how much time is planned for the interview

• Logistics

SELLING SELLING YOURSELFYOURSELFInterview Preparation

SELLING SELLING YOURSELFYOURSELFDuring the Interview

Tips for Success

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

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

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

• Pay attention to the interviewer’s non-verbal cues, too• Uncover as much information as possible about the position

before going into details about your background• Always respond in a positive tone, watch your rate of speech

and tone• Tailor and expand your positioning statement accordingly• Postpone salary discussions until an offer is made• Look for buying signs and stop selling when you see them

SELLING YOURSELFSELLING YOURSELFConcluding the Interview

• Summarize key points

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

• Ask if there is an internal candidate

• Ask if this is a newly created position

• Ask what the next steps are and sense of urgency

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

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

• Make notes about the interview in private

• Send follow-up / thank you letters immediately

SELLING SELLING YOURSELFYOURSELFCommon Pitfalls

Sensitive Topics

• Birthplace• Age• Birthday• Nationality• Race• Arrest record• Marital Status• Plans for having children• Ages of children• Hobbies / Activities• Sentiments about unions• Disability of physical limitations

Traps to Avoid

• Do not dominate the interview, listen carefully

• Be careful not to show signs of nervousness

• Never be critical of past employers

• Admit if there is something you do not know

• Never underestimate the influence of ‘gatekeepers’

Traps to Avoid

• Do not dominate the interview, listen carefully

• Be careful not to show signs of nervousness

• Never be critical of past employers

• Admit if there is something you do not know

• Never underestimate the influence of ‘gatekeepers’

SELLING YOURSELFSELLING YOURSELFWhen You Get the “Salary Requirement” Question

Defer

• Acknowledge question, but do not answer

Inquire

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

Reveal

• Give a range as a last alternative

Know your worth

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

SELLING SELLING YOURSELFYOURSELFInterviewing Exercise• What questions do you most dislike to be asked during the

interview process?

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

• What are some questions that you should be asking?

SELLING YOURSELFSELLING YOURSELFInterviewing – What Employers Look For

• Intellectual ability

• Results orientation

• Interpersonal and communication skills

• Management skills

• Team orientation

• Maturity

• Presence

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

SELLING YOURSELFSELLING YOURSELFInterviewing – Tough Questions• Are you satisfied with your career progress?• Where do you see yourself in your career over the next couple of years?• Why are you leaving (or did you leave) your most recent position?• What responsibilities did you enjoy most in your last position?• How would you describe your leadership style?• What are your strengths?• What are your weaknesses?• What prepares you to do this job?• Do you think that you might be overqualified for this position?• Has your work ever been criticized? What was said?• Do you object to taking psychological tests?• What is your experience with boards?• What is your experience with investors?• What is your experience with crisis management?• What was your most difficult decision and why?• Are you more strategic or tactical?• Tell me about your relationship management abilities with peers, boss and

direct reports?• How do you handle conflict?• What would people say about you?

SELLING YOURSELFSELLING YOURSELFInterviewing – Psychological Screen Questions• How do you decide what to do and when to do it?• What is one thing a company could possible ask you to do that you would

absolutely refuse to do?• What would you do if a customer you had a great relationship with

suddenly started changing their relationship with you – bordering on avoiding you?

• How do you motivate people?• Do people ever ask you for advice? If so, give me an example of one of

those times.• What do you lay awake at night or in the morning thinking about?• Do you believe work should be fun?  If so, what would you do to make it

that way for your people?• Are you competitive?  Please give an example.• How do you create profit?• Do you need to be your own boss?• Do you feel so strongly about something that you will work with all of your

energy to change some one’s mind who doesn’t agree with you?• How did you handle a problem employee or employees?• What is your attitude toward authority?• Can you change a person’s opinion with facts?• Do you think change is a good thing?  Explain why you fell that way.• Do you think about the past, present or the future?

SELLING YOURSELFSELLING YOURSELFInterviewing – Asking the Right Questions

• What are the key responsibilities of the position?• What are the expectations of stakeholders?• What are the key challenges to be faced in the first 30, 60, 90 days?• What resources available to accomplish responsibilities?• What is the reporting structure and level of authority?• What are the performance measurements?• How is the corporate culture experienced by new talent?• Was there an internal candidate for this role?• Does the role have an enterprise wide focus or a functional focus?• What does the organization most value?• How would you describe the organization’s culture?• Please describe the organization’s founders, and its history?• What do leaders emphasize the most?• What does success mean in this organization?

SELLING YOURSELFSELLING YOURSELFInterviewing – Asking the Right Questions (cont’d)

• How would you describe the best managers?

• What is controlled the most?

• How do decisions get made?

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

• How is the organization, department structured?

• What does it feel like to work here?

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

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

• What kind of people fail in this organization?

• How is the organization’s compensation structured?

• How is the annual budget determined?

• How is innovation encouraged?

• How independently can people make decisions and take action?

CLOSING THE DEALCLOSING THE DEALEtiquette: When You Receive An Offer

• Thank them for the offer

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

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

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

• Conduct research on total compensation packages before negotiating

• Have your bottom line number clearly in your mind

• Negotiate dollars first and everything else after

• Be clear in your priorities and giveaways

CLOSING THE DEALCLOSING THE DEALEtiquette: Everything is Negotiable

What to Negotiate:

• Total compensation has multiple components

Base Bonus Sign-on Long-term compensation Stock options Stock grants Severance Vacation Relocation package 401(k) plan start date Professional licenses Professional/Trade associations Educational Assistance

• Revisit base compensation in 6 months based on performance

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

Some Negotiating Pointers:

• Know what is non-negotiable for you

• Start with points of agreement and go from there

• Understand the employer’s priorities and parameters

• Start with a complete list of requests

• Consider including some items you can easily yield on

• Get the final offer in writing

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THANK YOU!THANK YOU!