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The Effective ResumeIs your resume being read, or is it being pushed aside? Why are some more effective than others? As strange as this sounds, most resumes are written without a clear understanding of their true purpose. Simply put, a good resume should motivate management to interview you. Just providing basic information is not the same as generating interest.

What creates that type of interest? Accomplishments, achievements and detailed accounts of contributions to former and current employers can make a potential employer realize that you might be a valuable addition to his or her staff.

Consider these two brief, hypothetical resume samples from channel managers who worked for the same software company during the same period. They even worked on the same projects. However, their resumes do not look alike at all.

#1. 1992 – 1996 National Channel Manager, ACME Software.

• Responsible for managing an assigned distribution channel.

#2. 1992 – 1996 National Channel Manager, ACME Software

• Responsible for managing an assigned distribution channel.
• Managed corporate relationships and exceeded revenue goals by 55%.
• Assisted in channel strategy, training, tools, demo, deployment, market development and business development that increased market share by 12%.

Which one would you most likely interview? It could be that #1 achieved more than #2, but the resume doesn’t show it. Suppose they had attended the same college and #1 graduated ranked as the very top of the class but didn’t say so, while #2 mentioned graduating in the top 10%. Who would you interview?

Tell your stories of accomplishments. Don’t save them for the interview since you cannot be sure you will get that opportunity. A resume is a personalized and customized marketing document. If it is written as a routine, chronological record of jobs you have held, it will fail to generate interest.

Another important point to consider is whether or not the information in your resume is easy to pick out. Don’t expect your resume to get more than 25-30 seconds of review before someone makes a decision to look at it further or throw it away. It is critical that the important points of your record, the achievements that make you a good candidate, are easy for the reader to find. Important points should be in bold or underlined, italicized, indented or bulleted. Make that information jump off the page and grab the managerís attention.

• Information contained in paragraphs must be hunted and may be missed.
• Information that is bold, underlined, italicized, indented or bulleted will jump out and get attention.

Regardless of your position, your contribution to your employer should be made obvious on your resume. Companies are in business to earn a profit, and a candidate whose resume that shows a positive impact on a corporate bottom line is much more likely to get further consideration.

Finally, in this age of computerization it is a relatively simple matter to customize your resume for each position you seek. Of course, we do not refer to changes of fact. Above all, it should be an honest document. However, with whatever knowledge you have about the company and position you are pursuing, highlight the four or five accomplishments and skills that are most likely to generate interest.

  Tips for Effective InterviewingMany candidates think of the interview as merely an evaluation of their technical abilities. In reality it is much more. An interview should be seen as a combination of the following:

• a fact-finding opportunity for both you and the company.
• a time to convey the value you bring to prospective employers.
• a time to present skills, experiences, and personal strengths in a way that is tailored to the needs of the company.
• a time to sell abilities and close the deal.
• an opportunity to determine if the situation is right for you.

An interview is not a semi-passive conversation during which you answer questions and then wait to see if you receive a job offer. It is a sales process and an evaluation opportunity that requires preparation.

Preparation 

• Obtain company information by visiting Web sites and reviewing annual reports and product literature. Check to see if the company has been the subject of recent news. (You can find this information on the Web.) Ask questions about recent corporate news during the interview. Let the company know that you have done your homework. This demonstrates preparation and initiative.
• What can you find out about the managers you will interview with? Your recruiter should be a good source of information regarding the people you will meet. How long have they been at the company? What has their career growth been? Where did they work before? If possible, ask acquaintances and colleagues who may know.
• Understand the companyís missions and/or strategies so that you can present your credentials in a manner that will show hiring managers that you have the potential to be a valuable contributor.
• Prepare a list of good questions (some related to the job, others centering on more global corporate or business matters) based on all of the above and on your needs and interests. In order to be effective in the process, you must ask questions to be sure you fully understand the duties of the job and the short- and long-term expectations. The answers will prepare you to relate your relevant accomplishments.

Beyond preparation, there are a few basic pointers to keep in mind in any interview situation, including telephone interviews. (Given the costs of flying candidates to the home office or plant, more and more companies use telephone interviews as a first step in the hiring process. Don’t be put off by such an arrangement, but donít take it lightly. This is the first step toward a visit to the office.)

Basic interviewing tips

• Your objective is to get the job, or at least to go on to the next step of the interview process. Don’t get lulled into a friendly conversation, no matter how comfortable it may seem. You are competing for a job in a world of many candidates. Maintain your edge.
• Be forthright. Answer questions directly, even if this means admitting you don’t know something. Usually, directness will win out over an indirect attempt to get by.
• Be precise. Say exactly what you mean. Don’t leave it up to the interviewer to “understand.” Your message and intent may not survive the filter of someone else’s interpretation, so choose your words carefully.
• Be precise. Say exactly what you mean. Don’t leave it up to the interviewer to “understand.” Your message and intent may not survive the filter of someone else’s interpretation, so choose your words carefully.
• Be sure to make appropriate linkages between the job requirements and your past accomplishments. Have specific examples that demonstrate your ability to do what you say you can. Quantify your achievements with examples that detail money saved or percentages increased.
• Don’t overlook conveying positive personal characteristics that complement technical skills.
• Remember that the best indicator of future performance is past performance.
• Don’t volunteer personal opinions. You don’t know the individual who is interviewing you and his or her personal feelings.
• Ask questions about plans in the department and your potential future.
• Don’t discuss compensation. Let the company bring it up. However, be prepared with a reasonable offer in mind, the minimum you will accept.

An interview is not the time to be shy. When speaking of your experience, talk in terms of personal accomplishments and characteristic strengths. Be specific and mention achievements that relate to the new position. You have to build your case. Make it a compelling one.

Declare your interest Unless you are certain you do not want to work with the company, at each interview, at each stage, as the discussions reach their natural conclusion, tell the interviewer you are interested and why.

Based on your new understanding of the position and its duties, tell the interviewer what you feel you can contribute. Then ask to go on to the next step.

Close the meeting Remember that you are selling yourself and you should attempt to close the sale. If it is the first interview in a multiple-interview process, ask for the next interview. Managers like to see candidates show interest in their companies and departments. If all other factors are equal, hiring managers will probably prefer the candidate who shows interest by asking good questions and by asking for the position over one who passively waits to hear from management.

If you have any questions about interview strategies, please speak with your AneGen Group recruiter. He or she will be happy to help. Good luck!