Free Resume Advice For Job Seekers

Here’s an interesting, very funny and unbelievable read that I’d like to share with you all. This article was featured in HR Leader’s e-newsletter in November 2009 (source: http://www.humanresourcesmagazine.com.au/articles/D0/0C0651D0.asp?Type=61&Category=873)in).

What’s the most unusual thing a candidate did in a job interview? Fall asleep? Disappear? Bring his/her mom? A CareerBuilder.com survey of the most outrageous interview mistakes candidates have made, according to more than 3000 hiring managers and HR professionals in the US, listed the top ten job interview blunders as:

1. Candidate answered cell phone and asked the interviewer to leave her own office because it was a “private” conversation.

2. Candidate told the interviewer he wouldn’t be able to stay with the job long because he thought he might get an inheritance if his uncle died - and his uncle wasn’t “looking too good”.

3. Candidate asked the interviewer for a ride home after the interview.

4. Candidate smelled his armpits on the way to the interview room.

5. Candidate said she could not provide a writing sample because all of her writing had been for the CIA and it was “classified”.

6. Candidate told the interviewer he was fired for beating up his last boss.

7. When applicant was offered food before the interview, he declined saying he didn’t want to line his stomach with grease before going out drinking.

8. A candidate for an accounting position said she was a “people person” not a “numbers person”.

9. Candidate flushed the toilet while talking to interviewer during phone interview.

10. Candidate took out a hair brush and brushed her hair.

In addition to the most unusual blunders, employers were also asked about the most common and detrimental mistakes candidates have made during an interview. More than half (51 per cent) of hiring managers cited dressing inappropriately as the most detrimental mistake a candidate can make in an interview. Speaking negatively about a current or previous employer came in second at 49 per cent and appearing disinterested ranked third at 48 per cent. Other mistakes included appearing arrogant (44 per cent), not providing specific answers (30 per cent) and not asking good questions (29 per cent).

Cheers,

Annie Cerone

It’s all about the power of positive thinking – it takes you places and moves you forward. Essentially, we as humans give off a lot of energy; you get what you give off so to speak! If you walk into a job interview feeling and/or thinking negative, there is no doubt that this will affect your performance to some degree. It is important the affirmations we make or internal dialogue that goes on as we think about the impending job interview, that we think about it in positive terms. Do not mistake nerves or anxiety with negative thinking – this is feeling. In fact research has shown repeatedly that a mild degree of nervousness or anxiety actually leads to better performance. Yes, that little bit of adrenaline rush that we feel when nervous is beneficial. Befriend your anxiety, don’t view it negatively – it can help! Like Tiger Woods said in a press conference after his comeback from knee construction surgery: “I like nerves, they show you care!”.

We all have days where we wake up and don’t feel that great, or where we may be doing well on the day but something happens to turn our mood black in an instant. It is important that we try to ‘compartmentalise’ these situations; tuck them away (in our minds) to deal with later. This is not as easy as it sounds and takes maturity. I can tell you it does develop over the years, believe me, I’ve had a lot of experience. What I can turn around (from negative to positive thoughts and ‘compartmentalise’ the negative) now in my 40s is easier to do than I did in my 30s and 20s.

I’m going to be honest and up front and share with you a real life example of how I managed (or mismanaged I should say) a specific job interview situation due to my negative mind set. I went into the interview from the outset feeling and thinking very negative, and it affected my entire performance in a very big way! Back in 1999 I was working fulltime in the Brisbane CBD as an Office Manager, I was on the look out for other positions as I was dissatisfied with this role. A friend of mine who worked for a prominent FM radio station in Brisbane suggested I send in my cover letter and resume as they were always on the look out for progressive and proactive individuals. That night I emailed my documents through to the relevant contact person at the radio station. The very next day I received a phone call to attend a job interview. She (the contact person) said that the radio station was always on the look out for people who took initiative like myself.

The position was a PR role, dealing extensively with the public and businesses. The interview was scheduled for a Wednesday afternoon at 5.30pm. This gave me plenty of time to hop in a taxi at the end of my work day at 5pm and arrive early as the radio station was only 10 minutes away from the Brisbane CBD. Up until 3.30pm on the day of the interview I was feeling very relaxed (which is the way I like to be before a job interview) and positive about the interview to come later in the day. I was making positive affirmations (in my mind) throughout the day regarding the interview. This is always how I like to think and feel (essentially how I manage myself) before an interview as I find that it works well for me. However, at around 3.30pm whilst working on a tasks, the Managing Director came down on me like a ton of bricks, angry at the way I had handled one of my tasks. Needless to say I was completely caught of guard and became very upset and angry (which I internalised & kept it to myself). A permanent dark cloud had prevailed over me for the rest of the afternoon and I couldn’t shift it, I was only making it worse. I take full responsibility for having ‘stewed’ on what happened for the rest of the afternoon; I just couldn’t let it go. I started to think negatively, asking myself how I could get out of the interview; telling myself that I wouldn’t be able to perform well because i was now not in the mood for it, and so forth.

From the moment I walked into the radio station for the interivew, it was over even before it had even begun. The initial meet and greet was terrible; I was physically present but not in mind and soul. I was just going through the motions in introducing myself, shaking hands and so forth. What was even worse is that I couldn’t even smile upon initial introduction! Remember, this role was a PR position; I would be dealing extensively with the public. As such, how would I look presenting myself to people in such a negative way! First impressions count, and what the interviewers saw first up I’m sure gave them a very negative impression. As far as my verbal communication went, well, I couldn’t even answer several of the questions. I know I wasn’t doing well because the interviewers (a male and female) kept probing for more specific information; they got nothing out of me. How did it all turn out you ask? The very next morning I received a phone call from the female interviewer to say they weren’t interested. I can understand why!

The point I am making in this example is that if you are in a negative mind set, it will affect your performance in various ways. In my instance it affected me greatly and on all levels – both verbally and nonverbally. If I’d know then what I know now about ‘compartmenalising’ the negative, I believe I would have performed much better. I would have made the conscious decision to push this situation to the back of my mind and deal with it after the interview. It may sound difficult to do, but I tell you it can be done. I say this through experience. Part of my professional resume business services involves conducting motivational sessions on job market skills to educational and community groups. I project a great deal of positivity, passion and motivation during these sessions. However, I’ve been dealt some heartbreaking situations over the course of these last two years (centred around my teenage son) that has required me to ‘compartmentalise’ and push these situations aside in my mind in order to undertake these sessions and conduct them in projecting positivity. If I went into these sessions with the negative and emotional mindset brought forward from these sometimes distressing situations with my son, the whole delivery of my presentations would not be credible, nor would I make a positive impact on the attendees.

In a nutshell, one of the keys to performing well in a job interivew is to stay positive before and during the interview process. Project the positivity you think and feel about the prospects of this new position you’ll be interviewing for. If there are any negatives you are contending with, set them aside and deal with them after the interview.

Remember, I’m here to help market and motivate you in the best possible manner.

Stay positive!

Cheers,

Annie Cerone

Following on from my previous blog titled ‘Job Selection Process and Psychometric Testing’ dated 1st July 2009, I’d like to share more real-life experiences with you.

Example 1:

A few months back I revamped a resume for a gentleman who had over 20 years senior management experience and had established several successful and profitable businesses. I met him face-to-face to deliver final product at his ‘office’ which was at a local coffee shop not far from where he resided. He conducted his business (using a laptop and mobile phone) sitting at his regularly allocated table on a daily basis (with the exception of weekends). In our discussions, he revealed that he was in ongoing consultations with another gentleman regarding a lucrative and dynamic position that would entail working overseas. He did not apply for this position, it was never advertised. Over a two month period he would see this gentleman at the coffee shop who was also a frequent patron. They introduced themselves, got to know each other more as time progressed, whereupon they began to disclose more about their businesses, experiences and expertise. Ongoing discussions resulted in unplanned brainstorming sessions where my client offered thoughts on how and what the gentleman could do in his business to improve and expand on operations. As a result, the gentleman offered my client a dynamic opportunity which would also involve overseas travel. His exact words to my client were: “You would be a great fit in the business and you’re the one I want!” At no time was there a structured interview process that took place.

Example 2:

Prior to establishing my current business, I managed office administration processes in a Brisbane-based labour hire company. We were on the look out for a receptionist/office administrator and I was getting ready to start the candidate search process (calling up recruitment agencies). On one particular day, the company’s recruitment manager came into my office asking me to pop into his office to chat with a female who had presented herself at the front desk asking if there were any positions available. The recruitment manager had been talking with her for ten minutes before I entered the scene. He disclosed to me that he liked her from the outset and thought she would be perfect for the role. I concurred with his sentiments; I only needed five minutes with her to determine that she was sincere, loyal, trustworthy and eager to learn, importantly, she was eager to work. Moreover, the rapport established between the three of us was very positive; she was very likeable and approachable. I offered her the position on the spot with a one month trial period. During the time we spent talking with her, we did not ‘interview’ her in a structured manner. Subsequently, she worked out very well and was well-liked by all the other staff members and those important personality traits that I determined from the outset, solidly established themselves throughout her employ with the company.

Example 3:

Prior to my employment in the labour hire company, I was living and working overseas in Vancouver, Canada.  I was employed in an administrative capacity in a company that specialised in managing new start-up oil and gas ventures. I was getting bored in the position. Every morning I frequented the coffee shop located on the mezzanine level of the office building before heading to the office. What is it with coffee shops! Anyway, one gets to see the same people day-in-day-out, and on one particular day, a gentlemen introduced himself to me after a certain amount of time passed where we would only exchange smiles and ‘hellos’. For around two months we would engage in light discussions but never for too long. As far as the context of work went, the only question we asked each other is what we did. He knew what I did (but not that I was dissatisfied) and I knew that he was the director of a small but successful business on the other side of the street of the office building I worked in. Time passed and then out of the blue one morning he took me aside and offered me the opportunity to work in his business in an administrative management capacity. I was quite taken aback and asked if he would like to sight my resume. His immediate and resounding response was an affirmative ‘NO’, he then went on to say and I quote verbatim: “Annie, I know and have seen enough to convince me that you would be a great employee and an asset to the business, my decision is made, you just need to make yours!”.

These are just some examples of job offers being made where job selection formalities and structure do not come into play. It’s a changing world out there, never before has networking been so important. Just by taking the initiative and being proactive in putting yourself out there and introducing yourself could assist you in landing a position. Even better, possibly even dispensing with having to go through all the formalities associated with the job selection process.

Cheers,

Annie Cerone

I would like to share with you some details on an interesting excerpt in the ‘Recruiter Daily’ I read this morning regarding a charter that has been developed (its still in draft form), which will be open to changes pending the results of a large survey being undertaken on current recruitment processes (both with recruitment agencies and employers). The charter covers up to 10 key areas and I would like to discuss 3 of them that I’ve been rallying for, for quite some time now:

1. Keep selection criteria questions to a minimum.
I believe that there are many suitable job applicants who are simply not applying for certain advertised positions because of the daunting process of addressing pages of criteria. The industry is already changing as I’ve dealt with many clients who have applied for positions within several government departments (for example, Queensland Transport and Queensland Health) where the addressing of criteria is set to a 1-2 page maximum. Now doesn’t this make the whole process so much easier!

2. Require that applications contain only a CV/resume and/or cover letter.
Wow, even better, way less documentation for applicants to prepare! I firmly believe that resumes can be tailored and developed to showcase the requirements of advertised positions. I am currently developing a resume for a client in Canberra addressing 6 main general criteria points (one to two sentences each) in an Overview section on the first page of the resume. I have used this format for two clients within the last two weeks who have gone on to win job interviews.

3. Conduct interviews in as informal a manner as possible.
Remember what I said in my blog dated 1^st July 2009 about changing the manner in which job interviews are conducted, steering away from a more formal approach to a less formal one. Looks like others in the recruitment industry are concurring. Stay tuned for a blog I’ll be posting soon that will give even more examples on the informal approach.

Cheers,
Annie Cerone

Psychometric assessment or testing is frequently used early on in the job selection process (in conjunction with the job interview) with its key aim of providing the employer with a profile of the candidate and how they would fit into the workplace. Research has shown that traditional interviews do not work so employers are incorporating assessment to tighten up their recruitment. Psychometric testing is used to assess applicants applying for positions across many levels from entry level graduate positions as high up as senior management or executive roles in both government and private sectors. It can be administered in the more traditional paper-based manner and as a series of online tests. Psychometric testing falls into two categories – aptitude/ability tests and personality inventories. Aptitude tests measure mental reasoning capabilities which can include numerical reasoning; verbal reasoning; comprehension/grammar; abstract, mechanical or spatial; information checking; and IQ. Depending on how you rank (or grade) on aptitude tests can determine whether you are more suitable for a certain type of role. Personality inventories reveal interests, motivations, emotional intelligence, values, attitudes and so forth. There is no right or wrong answer on personality inventories; responses are used primarily as a guide to determine suitability for the position and whether you are a good fit for the organisation.

The question is: is psychometric testing effective as part of the job selection process in sourcing the right candidate for the job? General consensus is yes. However, there are exceptions and let me share this experience with you. A good friend of mine was looking to change career direction from education to pharmaceutical sales. I developed her resume and she was subsequently called into interviews with three large global pharmaceutical companies in the capacity of a pharmaceutical sales representative in the Brisbane area. The process was lengthy (three hours all up), structured  and in three parts consisting of undergoing two behavioural-based interviews; conducting a 10 minute sales pitch; and completing 20-30 minutes of paper-based psychometric testing. She was subsequently placed in the top 3 final candidates, and was the second favoured applicant for one of the positions. Another applicant was offered (and accepted) this position, however, she only lasted four months in the role. My friend was contacted again by the recruitment agency (handling all the recruitment for this particular pharmaceutical company) to be offered the position as she was the second most preferred applicant. The first question she asked the recruiter was why the offer? Apparently, from the outset, the lady that accepted the position was confrontational and did not bond or get on well with staff and fellow team members. The very important question here is why was this not determined during the interview process orwith the psychometric testing? Surely this personality trait would have revealed itself in some form. When I assessed and analysed this particular situation, I wondered whether the interviewers actually assessed whether there was a rapport established with this candidate. Initial rapport says a lot and sells. I swear by this when interviewing. Unfortunately rapport is not something that can be ‘put into a box’ so to speak and assessed in a structured format; it’s either there or not, but must not be overlooked.

A certain recruiter who has been many years in the profession and HR industry and deals with high paying senior managers and executives recently revealed the need to change the manner in which the selection process and interviews are conducted. He believes they should steer away from a structured environment to a less formal one, initially at least. Specifically, he believes that when one initially ‘interviews’ a prospective candidate, it should be done in an informal and relaxed setting and manner, over a coffee away from an office environment and doing away with structured behavioural questioning! He also suggests that these type of meetings should take place more than once. The first step is in establishing rapport and getting to know the applicant and building from that. Conversation is free flowing and the quality of information that is imparted in this manner can reveal a lot about a prospective employee, both work and non-work related. I like this style ‘interviewing’, it’s my style and the way I like to get to know who I could potentially be working with.

Cheers,

Annie Cerone

As reported by 153 companies surveyed by Frank S. Endicott, Director of Placement, Northwestern University (USA), 100 Human Resource Directors and Managers were surveyed and came up with the following most important points:

1.

Interviewers attach great importance to good grooming and appropriate dress: No matter how qualified you are, you may be doing yourself a great disservice if you do not pay adequate attention to your personal appearance or if your clothes fail to show a businesslike demeanor. First impressions are important.

2.

Interviewers like candidates who are enthusiastic and responsible: Let them know you are genuinely interested in the job. If you are non-attentive, withdrawn or passive during the interview, the assumption can easily be made that your ‘on-the-job’ performance will reflect the same negative qualities.

3.

Ask questions about the job: If you do not show your serious interest in the duties and

responsibilities of the position, the interviewer will probably stop thinking of you as a

serious candidate. It is important you thoroughly prepare for each interview and ask

specific questions.

4.

Do not ask direct questions about salary or fringe benefits: If you do, you’ll give the appearance of being more interested in what the company can do for you than in providing good reasons for hiring you in the first place. Reserve talk about $s until the second interview or if the employer initiates talk in this area in the initial interview.

5.

Do not be desperate: Even if you need the job desperately, don’t convey it. According to this survey, candidates who call attention to their dire straits are less likely to be hired. A sound hiring decision should be based on ability, experience and attitude.

6.

Do not exaggerate your skills or accomplishments: Stretching the truth is usually detectable and deals a severe blow to your chances of employment.

7.

Watch your body language: Interviewers are more favourably impressed by candidates who look them in the eye, but do not stare them down. The usual perception is that people who avoid eye contact either have something to hide or lack conviction and self-confidence. Also, remember to stand, walk and sit tall – height projects confidence. Read my previous blog on ‘Job Interview Techniques – The power of non verbal communication’ which outlines how important and how much more important it is over verbal communication.

8.

Do your homework on the company prior to the interview: You cannot be too convincing when claiming you really want to work for a particular company when it is obvious you do not know the first thing about them. Do your research, check out the company’s website and other available resources.

9.

Overconfident or self-assured candidates are much more likely to favourably impress interviewers than those who act shy: However, there is a vast difference between being self-assured and coming across as arrogant, boastful or smug.

Finally and importantly, employers say personal qualities and a good attitude towards work are often as important or more important than experience and education factors, providing that the applicant meets the minimum requirements and standards for the position.

It’s all about marketing you!

Cheers,

Annie Cerone

Who says it’s all about what we say? Wrong! It’s also about what we don’t say, or in other words, how we say what we say without verbalising it. Rissen-Harrisberg, a prominent body language expert states that 93% of a message is delivered through body language, facial expression, vocal tone and inflections. Dr Jurgen Ruesch, Professor of Psychiatry at the University of California, says that we communicate by means of some 700,000 nonverbal signals! People believe the body language before they believe the words, so it is important to sit forward, use gestures and show enthusiasm during the job interview.

It is vital to accentuate positive body language: maintain an alert but relaxed posture; look attentive and interested; make eye contact when listening and talking. Avoid the negatives: fidgeting and chewing your nails (signs of nervous distraction); crossing your arms (implies defensiveness); touching your face (implies deceptiveness); leaning back in your chair or handling objects on the interviewer’s desk (implies overconfidence). Interviewers are more favourably impressed by candidates who look them in the eye but do not stare them down. Eye contact is one of the most important ways we communicate non verbally. The usual perception is that people who avoid eye contact either have something to hide or lack conviction and self-confidence. Sit up straight and don’t wave your hands around.

In addition, interviewers attach great importance to good grooming, appropriate dress and general demeanour. No matter how qualified you are you may be doing yourself a great disservice if you do not pay adequate attention to your personal appearance or if your clothes fail to show a businesslike demeanor. First impressions are VITAL! The interviewer will be immediately affected by your appearance. According to your grooming, dress and deportment on entering the room, the interviewer may decide whether or not you are acceptable for the position and a good fit for the company. Regardless of who you really are, your clothes and body language always speak first. Studies have continuously shown that poor personal appearance and careless dress at an interview are major factors leading to the rejection of candidates.

Remember, it’s all about marketing you!

Cheers,

Annie

Keep the following three rules in mind during the job interview process. These rules have been researched and statistically validated.

1. Apply the ‘50/50’ rule: Listen for 50% of the time and talk for the rest. Research has shown that applicants who apply this rule have been the most successful in getting to the next stage of the interview process or being offered the position.

2. Apply the ‘2-minute’ rule: Talk for only 2 minutes at any one time. The key when talking and answering questions during the job interview is to keep your answers concise and to the point. Try not to waffle or go off on a tangent. When providing examples of what you have done in the past or what you would do in the future when faced with a certain situation, give one, at the most two clearly defined examples.

3. Apply the ‘now-focused’ rule: Stay present oriented, do not think about the future or past. It is easy to be thinking about what might happen – the ‘what if’ thoughts that enter your mind that have not happened. It is pointless to be thinking about anything else but the present moment you are in. Ironically, if you are thinking about ‘what if’ thoughts, your subconscious will bring you those things you are thinking about. Interrupting your negative thought patterns is one of the most powerful secrets used by highly successful people. Staying in the ‘now’ during the interview will help your mindset stay positive.

Remember, it’s all about marketing you!

Cheers,

Annie cerone