• Skip to content
  • Skip to primary sidebar

Right Attitudes

Ideas for Impact

Career Development

Resumé Tips #4: The Hurry-Burry Résumé

February 3, 2008 By Nagesh Belludi Leave a Comment

Hurriedly-Prepared Résumés are Often Inadequate

Recently, I participated in a career fair at a large university. I staffed my company’s booth and collected résumés for interviews my colleagues would conduct later this month.

In collecting résumés, I observed that a fair number of students’ résumés had lots of errors: spelling mistakes, clutter, poor organization, and so on—overall, incoherent portrayals of their credentials and achievements.

Disappointedly, I asked a few students when they had prepared their résumés for the career fair. Not surprisingly, most students responded with a “over the weekend” or “earlier this morning” answer. “Last night, I looked at the résumé I had prepared for last year’s career fair and updated it,” one student revealed.

Overcome Procrastination: Keep Your Résumé Ready

For many of us, preparing a comprehensive résumé is an overwhelming—if not the most difficult—element of the job-search process. We feel intimidated by the challenge of discussing our credentials and achievements, presenting them in a manner that will impress hiring managers—and do all this in just one page.

The result is that we often procrastinate on preparing or updating our résumés. When we need to prepare a résumé ahead of a career fair or when we discover a lead, we tend to put something together in haste and expect it to work efficiently. We do not realize that our résumés may compete with hundreds of other résumés for every job offer out there.

Update your Résumé Frequently

  • If you are in college, revise your résumé at the beginning of each semester. Add relevant details from the past semester: particulars of your part-time work or course projects and update details such as your GPA or aggregate scores.
  • If you work, update your résumé after each quarterly-performance review with your supervisor. Add relevant details from your projects and assignments from the recent past. Every year, after your annual-performance review, update your résumé thoroughly.
  • Review each section of your résumé critically and question yourself, “Is this section relevant? Is there anything more worthwhile that I could replace this section with?”
  • Review the details in each section and ask yourself, “What else could I add to this section? How could I better present this detail?”
  • Get your résumé critiqued. If you are at college, consult a career counselor at your college’s career centre. If you are employed, show your résumé to colleagues, mentors, or others who may represent the intended audience for your résumé. Request them to critique every detail and make sure they understand details of your achievements.

Concluding Thoughts

By updating your résumé frequently, you can reduce the anxiety of preparing an impressive résumé at short notice. With reduced stress, you can focus on preparing for the other aspects of your job-search process—researching specific companies represented at the career fair or preparing to sell yourself to interesting companies.

Wondering what to read next?

  1. Resumé Tips #1: Best Fonts and Text Size for Your Resumé
  2. Resumé Tips #2: The One-page Résumé Rule
  3. Resumé Tips #3: References Not Necessary
  4. Resumé Tips #5: Résumé or Curriculum Vitae?
  5. Resumé Tips #6: Avoid Clichéd Superlatives and Proclamations

Filed Under: Career Development Tagged With: Resumé

Resumé Tips #3: References Not Necessary

January 6, 2008 By Nagesh Belludi 1 Comment

A number of résumés list two or three professional references. Others may contain a variation of the phrase “References available upon request.”

Neither is necessary. Here are four reasons.

  1. References are pertinent only during the later part of the job-search process: after a potential employer has interviewed you and desires to check others’ impressions of you prior to extending you a job-offer.
  2. As a candidate, you would want to be the first person to describe yourself to the potential employer. You would not like the employer to contact your references beforehand and form an opinion of you ahead of your interview.
  3. If you post your résumé online (on your college’s career website or at a job-search site such as monster.com,) you would not want to make public your references’ contact information.
  4. Employers understand that you will give them a list of references when asked for.

Best Practice on Résumé References

Listing references is not the best use of space on a one-page résumé. Eliminate the list of references or the “available upon request” phrase from your résumé.

Instead, on a separate sheet of paper, prepare a list of two or three professional references. For each reference, include name, contact information and a phrase about the nature of your relationship with the reference. Bring this sheet to your interview and present it when the potential employer asks for references.

Use the valuable space to enhance your résumé either by adding further details of your accomplishments or by increasing white space around various sections of your résumé to make it more visually appealing.

Wondering what to read next?

  1. Resumé Tips #1: Best Fonts and Text Size for Your Resumé
  2. Resumé Tips #2: The One-page Résumé Rule
  3. Resumé Tips #4: The Hurry-Burry Résumé
  4. Resumé Tips #5: Résumé or Curriculum Vitae?
  5. Resumé Tips #6: Avoid Clichéd Superlatives and Proclamations

Filed Under: Career Development Tagged With: Resumé

Interviewing Skills #4: Avoid too many ‘I-I-I’ or ‘We-We-We’ answers

October 7, 2007 By Nagesh Belludi 1 Comment

A job candidate that I once interviewed claimed credit for a new customer-service strategy across her company. Following the interview, in speaking with her references, I discovered that the candidate was responsible just for implementation of a corporate-wide initiative only in her particular facility. She had done this job exceedingly well; however, the initiative was not her idea, nor was the new IT-system installed to support this initiative, as she had claimed. Further, her work was restricted to her location only. Clearly, the candidate had overstated her achievements. She had likely used too many ‘I-I-I’ answers.

One of the persistent problems with the job interview process is that candidates tend to exaggerate their achievements in their résumés and in interview discussions. Interviewing is, therefore, one of the toughest managerial-tasks: in the 30-or-45 minutes of a face-to-face interview or a telephone interview, it is very difficult to identify specifics of a candidate’s achievements and place them in a border context. A job candidate can easily distinguish himself or herself by helping the interviewer with this challenge.

Avoid Too Many ‘I-I-I’ Answers

In the modern organisation, a lot of work, and consequently, success, is a function of circumstances—of opportunities available and teamwork. Success is often about being in the right place, at a right time, with the right people and doing what is right.

When interviewing, distinguish yourself by clearly demonstrating an understanding of the role of respective contexts in your projects and their successes. Justify your achievements while acknowledging others’ contributions. Use constructs such as “the marketing manager had this great idea. I teamed-up with him, conceptualised the idea and executed the new initiatives in my engineering organisation.”

Too many ‘We-We-We’ Answers are Bad Too

On the other hand, interviewers from specific backgrounds tend to use too many we-answers. Cultural upbringing may encourage these candidates to display humility, be modest in discussing achievements and consequently avoid I-answers where possible.

I can think about numerous instances when I have requested interviewees to stop using we-answers and describe achievements specifically in terms of what the candidate did–by using the I-answers.

Balance is Key

Acknowledging the circumstances and clarifying context of successes helps interviewers develop a broader perspective of your achievements and understand your credentials easily. By carefully balancing the I-answers with we-answers, you can

  • demonstrate humility and respect for the contributions of team members
  • establish the bounds of your contributions and claim credit you deserve for your achievements.

Wondering what to read next?

  1. What is Behavioral Interviewing?
  2. Use The STAR Technique to Ace Your Behavioral Interview
  3. No Need to List References Before an Interview
  4. Emotional Intelligence Is Overrated: The Problem With Measuring Concepts Such as Emotion and Intelligence
  5. Say It Straight: Why Clarity Beats Precision in Everyday Conversation

Filed Under: Career Development Tagged With: Interviewing

Interviewing Skills #3: Avoid Second-Person Answers

October 1, 2007 By Nagesh Belludi Leave a Comment

Consider the interview-question “Tell me about a time when you were criticized. How did you react?”

Or, a poorly-worded equivalent: “How do you handle criticism?”

In response to such questions, job-candidates frequently answer in the second-person: “When you are criticized, you need to … Instead of getting defensive, you must listen and understand the significance … Ask how you can improve ….”

Narrative Styles in Communication

Best Answers use the First-Person

In answering interview questions, the best way to impress an interviewer is to relay your credentials and accomplishments in terms of personal success stories—first-person answers alone achieve this effect. Use constructs such as “I did this …,” “my team discovered that …,” and so on.

Answering questions in the second-person amounts to advising the interviewer–that can be a turn-off.

And, by using the second-person, you sound disconnected from the topic of your answer; you cannot relay a personal experience that provides clues to the specific skills the interviewer is looking for in asking a particular question.

In interviews, use first-person answers exclusively: present lots of ‘I’ answers and the occasional ‘we’ answer. Do not answer in the second-person.

Further Reading: The ‘Point of view’ page on Wikipedia offers details on the narrative first-, second- and third-person styles.

Wondering what to read next?

  1. Job Interviewing #2: Interviewing with a Competitor of your Current Employer
  2. Interviewing Skills #4: Avoid too many ‘I-I-I’ or ‘We-We-We’ answers
  3. Emotional Intelligence Is Overrated: The Problem With Measuring Concepts Such as Emotion and Intelligence
  4. Say It Straight: Why Clarity Beats Precision in Everyday Conversation
  5. The “Shadow Job Description”: The One Question That Changes the Interview Dynamic

Filed Under: Career Development Tagged With: Interviewing

Broaden Your Thinking and Grow on Your Job

August 11, 2007 By Nagesh Belludi Leave a Comment

Jeffrey Immelt on Keys to Great Leadership

In an interview in the Fast Company Magazine, General Electric’s CEO Jeffrey Immelt reveals his checklist of leadership skills. Perhaps the most significant of these skills is the understanding perspective on one’s job.

“Understand breadth, depth, and context. The most important thing I’ve learned since becoming CEO is context. It’s how your company fits in with the world and how you respond to it.”

The Problem: A Narrow Outlook of our Work

As I elaborated in a previous blog article, we get busy doing and fail to devote time for deep thinking. We concentrate on the minutiae of our work. We forget that these tasks are a part of a larger canvas–an element of a large value-addition process. If you are a metallurgy scientist, your work may be a part of the large value-addition process of converting raw material into turbine blades for jet engines that power large aircrafts. If you are computer programmer working on a small software module, your work may be a small component of software that enables customers to trade stocks directly from their cell phones.

Call for Action: Understand the Big-Picture

The key to understanding the broader aspects of your work is to make a special effort to learn more than what is in front of your face. In addition to understanding the boss’s description of your task or a work-procedure, you need to ask why you need to do what you have been asked to do. Begin by asking the following questions.

  • How does your organisation make money from what you do? How does your company make money to pay you?
  • How do you fit into the value-addition chain? What are the steps involved? What is the flow of information, money and materials?
  • Who is the end customer? Why does he/she need the product or service your organisation is building? What is the fundamental problem the customer is trying to solve? How does you work solve this problem?
  • How will the customer use with the particular product or service your organisation is developing? What other features can your organisation add to your product or service to help the customer? What else can you do to help the customer?

Employees who understand the broader context of their jobs and embrace the big-picture perspective of the value-addition process are more inclined to grow quickly because, in addition to technical skills, their repertoire includes the wide-ranging commercial viewpoint of the fundamental problems at hand.

Wondering what to read next?

  1. Howard Gardner’s Five Minds for the Future // Books in Brief
  2. Some Lessons Can Only Be Learned in the School of Life
  3. Wide Minds, Bright Ideas: Book Summary of ‘Range: Why Generalists Triumph’ by David Epstein
  4. Likeability Is What’ll Get You Ahead
  5. The “Shadow Job Description”: The One Question That Changes the Interview Dynamic

Filed Under: Career Development, Sharpening Your Skills Tagged With: Winning on the Job

Resumé Tips #2: The One-page Résumé Rule

July 15, 2007 By Nagesh Belludi

Your résumé is your personal advertisement. The purpose of a résumé, therefore, is to sell you, not to describe you. In order to grab a recruiter’s interest and create a positive impression within a few seconds, your résumé should be comprehensive and tidy.

One-page résumés are appropriate for college candidates (entry-level candidates, to be more specific,) and candidates with less than ten years of work experience. Such candidates rarely have substantial accomplishments to justify a résumé of more than a page in length.

More-experienced candidates may use two pages to describe their accomplishments. Even here, one-page résumés are recommended. Recruiters will survey the second page only if the contents of the first page are appealing.

A one-page résumé acknowledges the importance of a recruiter’s time. A two-page résumé is a sign of disregard.

Compact your Résumé

Follow these guidelines to consolidate your résumé content into one page.

  • Comprehension is crucial. Recruiters hate wordy résumés. They first glance through the organization of a résumé and quickly skim over particulars in key sections. A strong, comprehensive presentation is consequently appealing.
  • Avoid a tell-it-all résumé. Avoid the common mistake of providing too many details. Leave some details for discussion in a potential interview.
  • Restrict accomplishments under each position held to two or three bullet points only. Weed out unimportant details. Use phrases if necessary.
  • Do not cram. Do not reduce page margins and font-sizes or eliminate white space. Résumés crowded with information are hard to read.

Conclusion

A one-page résumé is usually long enough to present all the essential information concisely and captivatingly. It can easily engage a recruiter and convince him/her that your background merits further consideration.

Wondering what to read next?

  1. Resumé Tips #1: Best Fonts and Text Size for Your Resumé
  2. Resumé Tips #3: References Not Necessary
  3. Resumé Tips #4: The Hurry-Burry Résumé
  4. Resumé Tips #5: Résumé or Curriculum Vitae?
  5. Resumé Tips #6: Avoid Clichéd Superlatives and Proclamations

Filed Under: Career Development Tagged With: Resumé

Do You Deserve a Raise?

July 12, 2007 By Nagesh Belludi Leave a Comment

Do You Deserve a Raise

CNNMoney offers a self-survey to help you understand if you deserve a raise. Here are the six questions in the survey.

  1. If you left the company, how easy or hard would it be for the company to replace you?
  2. To what extent do you have abilities or possess knowledge that most others—both inside and outside the company—do not have?
  3. If your company had to eliminate departments, what would happen to yours?
  4. Is your department respected by other parts of the company?
  5. How much does your business or division contribute to the profitability of the company?
  6. Does it look as if your business will grow or shrink in coming years?

Call for Action

In preparing to ask for a raise or a promotion, or in preparing for a performance review, you need a strong understanding of arguments supporting your desired outcome and counter-points your boss (and other approvers) may raise. The above survey questions from CNNMoney can help you start gathering your thoughts.

The key yardstick that your boss will use to appraise you is the significance of your efforts to the organisation and the perceived promise/potential you hold. Review any expectations that your boss laid-out during prior discussions. Prepare a self-evaluation by documenting your accomplishments against these expectations and their significance to the goals of the organisation. Collect evidence: try to quantify and be precise as possible. Maintain a journal of all your achievements and summarize your journal in your self-evaluation.

Filed Under: Career Development

Get the Recognition to Help Career Advancement

June 5, 2007 By Nagesh Belludi 1 Comment

Robert Nardelli, the former CEO of retailing giant Home Depot, offered great career advice in a “CEO Series” interview at the Stern School of Business, New York University, in 2003. Here is a video and a transcript of his interview.

Robert Nardelli’s on Getting Recognition

I started my career in General Electric (GE) as a manufacturing engineer in the refrigeration plant. When I had an opportunity to volunteer in the ‘feature and appearance council’ or to help design new handles, I would snap the opportunity so that I was able to get tremendous exposure to the thinking and be recognized as someone that could do functional crossover. It served me well throughout my whole career.

When GE implemented a new financial accounting system, the company was looking for someone to volunteer to be the program manager. I did not know anything about accounting and finance, but still said I will lead the initiative. Of course, this was in addition to my day job.

Such opportunities exist in every organization. You can seize those opportunities and learn through broader experiences. They gave me a base of understanding and confidence. When I faced adversity at higher positions, I felt good about my experience and abilities.

Call for Action

Getting Recognition to Help Career Advancement Getting management to recognize you for promotions and leadership positions can be challenging, especially at large companies. Career success is often said to be not about what you know but about “who you know.” In the new world of work, where competition is more intense than ever before, what really matters more is who knows you and what they know about you.

Robert Nardelli recommends that volunteering on a variety of organizational initiatives is one way to get the recognition you deserve. When you volunteer on cross-functional committees for product improvement or professional development, the decision-makers can get to know you, your skills, abilities and career interests. Such exposure will help them consider you for challenging assignments in the future.

Volunteer in your company’s initiatives, connect with other functions, broaden your skills, and, build a network.

[Notes: (1) Robert Nardelli’s photo from the website of the Stern School of Business, New York University, (2) Robert Nardelli’s words (above) were altered for clarity and conciseness for this article.]

Filed Under: Career Development

Job Interviewing #2: Interviewing with a Competitor of your Current Employer

May 18, 2007 By Nagesh Belludi Leave a Comment

Blog reader Ranganathan from Toronto, Canada asks, “I am interviewing with a competitor of my current employer. Most of my work at my current employer is confidential. How do I describe these projects in the upcoming interview?”

Ethics and Responsibilities

Interviewing with a Competitor of Current Employer: Ethics, Responsibilities Your employers, both current and former, expect you to treat sensitive and confidential information ethically. Accordingly, you must not disclose such information outside the company—in an interview, trade show or party at home.

During an interview with a competitor of your current or former employer, describe your past projects and accomplishments in terms of concepts and particulars that are public knowledge. If the interviewer presses for additional information, be diplomatic and decline to present confidential information. Interviewers will appreciate your reluctance.

Beware of a Trap: Test for Integrity

Interviewing with a Competitor of Current Employer: Test for Integrity Public trust and ethical behavior are vital to organizational and individual success. Recent corporate scandals have underscored the need for organizations to build and foster ethical business environments. Organizations are therefore inclined to select employees who share such moral values.

Good corporate ethics policies prohibit current employees from disclosing proprietary information from/about their former employers. In asking you for sensitive information, the interviewer is probably setting up a trap for you—the interviewer may be checking if you demonstrate a high degree of integrity and professional conduct.

Declining to provide proprietary information will demonstrate your consideration of the ethical consequences of your actions. Consequently, you will earn the respect of the interviewer.

Wondering what to read next?

  1. Job-Hunting While Still Employed
  2. Five Questions to Keep Your Job from Driving You Nuts
  3. Before Jumping Ship, Consider This
  4. The “Shadow Job Description”: The One Question That Changes the Interview Dynamic
  5. Job Hunting: Don’t Chase Perfection

Filed Under: Career Development, Sharpening Your Skills Tagged With: Career Planning, Ethics, Interviewing, Job Search, Job Transitions

What is Behavioral Interviewing?

March 17, 2007 By Nagesh Belludi 8 Comments

Behavioral interviewing is a popular approach to screening job candidates. It is based on a philosophy that assessing a candidate’s past behavior and experiences is a reliable indicator of his/her response to identical situations in the future.

Traditional Interviewing v/s Behavioral Interviewing

Screening candidates gives interviewers a glimpse into an applicant’s characteristics, skills, and experiences to determine their fit for a position. Unlike a traditional interview, which poses hypothetical questions, in behavioral interviews interviewers ask questions intended to elicit concrete examples that reveal whether the candidate demonstrated particular behaviors or skills in the past.

For example, instead of asking a candidate, “How will you deal with a team member who was not pulling his weight on a project?” as in a traditional interview, an interviewer using the behavioral interviewing technique may ask, “Describe a project where one of your teammates was not pulling his weight. What did you do? Did he change?”

Behavioral Interviewing Process

Typically, prior to the interview, an interviewer identifies a set of behavioral traits and characteristics he/she believes is essential for success on a particular assignment. He/she then selects a series of questions structured as follows:

  • Describe a time when you had to …. What did you do?
  • Give me an example of a time when you had to …?
  • Tell me about a situation in the past …

An interviewer may question the candidate’s responses and probe further:

  • What was the outcome?
  • Did you consider …?
  • How did the other person react?

Quite often, an interviewer structures questions such that a candidate cannot note the particular personality trait the interviewer seeks. Instead of allowing the candidate to theorize or generalize about events, the interviewer expects three details of each experience: (1) what was the situation, (2) how did the candidate deal with the situation, and, (3) was what the outcome.

The 'STAR' Technique to Answer Behavioral Interview Questions

Sample Behavioral Interview Questions

  • Describe a situation when your team members disagreed with your ideas or proposal on a project. What did you do?
  • Tell me about a time when you discovered a problem before anybody else on your team. What was the nature of the problem? How did you handle it? Did you ask for help?
  • What has been your most creative solution to a problem?
  • Give an example of when you had difficulty getting along with a team member. What made this person difficult to work with? How did you deal with the situation?
  • Tell me about a time when you have had to reject a customer’s request. What reasons did you give? How did you communicate?
  • What was a constructive criticism you received recently? How did you respond to it? Did your relationship with this person change?

For more questions, see my compilation of job interview questions.

For more on how to impress an interviewer by discussing your credentials and accomplishments in terms of personal success stories, see my article on the STAR technique.

Wondering what to read next?

  1. Job Interviewing #2: Interviewing with a Competitor of your Current Employer
  2. Say It Straight: Why Clarity Beats Precision in Everyday Conversation
  3. The “Shadow Job Description”: The One Question That Changes the Interview Dynamic
  4. No Need to List References Before an Interview
  5. Emotional Intelligence Is Overrated: The Problem With Measuring Concepts Such as Emotion and Intelligence

Filed Under: Career Development, Sharpening Your Skills Tagged With: Interviewing

« Previous Page
Next Page »

Primary Sidebar

Popular Now

Anxiety Assertiveness Attitudes Balance Biases Coaching Conflict Conversations Creativity Critical Thinking Decision-Making Discipline Emotions Entrepreneurs Ethics Etiquette Feedback Getting Along Getting Things Done Goals Great Manager Innovation Leadership Lessons Likeability Mental Models Mindfulness Motivation Parables Performance Management Personal Growth Persuasion Philosophy Problem Solving Procrastination Psychology Relationships Resilience Simple Living Social Skills Stress Thinking Tools Thought Process Time Management Winning on the Job Wisdom

About: Nagesh Belludi [hire] is a St. Petersburg, Florida-based freethinker, investor, and leadership coach. He specializes in helping executives and companies ensure that the overall quality of their decision-making benefits isn’t compromised by a lack of a big-picture understanding.

Get Updates

Signup for emails

Subscribe via RSS

Contact Nagesh Belludi

RECOMMENDED BOOK:
Made in America

Made in America: Sam Walton

Walmart founder Sam Walton’s very educational, insightful, and stimulating autobiography is teeming with his relentless search for better ideas.

Explore

  • Announcements
  • Belief and Spirituality
  • Business Stories
  • Career Development
  • Effective Communication
  • Great Personalities
  • Health and Well-being
  • Ideas and Insights
  • Inspirational Quotations
  • Leadership
  • Leadership Reading
  • Leading Teams
  • Living the Good Life
  • Managing Business Functions
  • Managing People
  • MBA in a Nutshell
  • Mental Models
  • News Analysis
  • Personal Finance
  • Podcasts
  • Project Management
  • Proverbs & Maxims
  • Sharpening Your Skills
  • The Great Innovators

Recently,

  • The Commercialization of Yoga: Downward Dog, Upward Profit
  • Write Your Constitution, Then Cut What Doesn’t Fit
  • Inspirational Quotations #1175
  • How to Interview for Grit
  • Everything’s a Remix: Originality is Overrated
  • In Japan, Shame is Not a Private Torment but a Civic Virtue
  • Inspirational Quotations #1174

Unless otherwise stated in the individual document, the works above are © Nagesh Belludi under a Creative Commons BY-NC-ND license. You may quote, copy and share them freely, as long as you link back to RightAttitudes.com, don't make money with them, and don't modify the content. Enjoy!