Move Over Resume, You’ve Been Replaced

The resume is dead (or at least it’s jumped the shark ). The resume used to be the tool that would get you noticed. No more. It’s a fading bit player, no longer the star of the show. Now, by the time someone has seen your resume, they’ve already Googled you. Your resume has become a “late to the party” confirmation of your Google results and LinkedIn profile, rather than the enticement to opportunity you expect it to be. move over resume, here’s its replacement.

Source: Move Over Resume, You’ve Been Replaced – Forbes

Using the Science of Eye-Tracking to Create a Resume that Gets Noticed

Want to make sure your resume stands out? I firmly believe that this advice will make big difference: http://bit.ly/1E033tA.

The only tactic I question is the one about putting your contact info at the bottom. I’d keep it at the top for 2 reasons:
– where you live can make a big difference to a recruiter
– it’s where you should be including links for things like your LinkedIn page, Twitter feed, and anything else on the web that enhances your professional brand. Doing so will make your resume more “sticky” and might hold the recruiter’s attention for a longer period of time, especially if they click those links.

The Right and Wrong Reasons for Changing Jobs

As the job market heats up, it might be time to update your LinkedIn profile. Just updating your profile is a clue to the folks at LinkedIn that you’re thinking of switching jobs, so don’t be surprised if you see more job opportunities pushed your way as a result.

But don’t overreact. Leaving a job to minimize pain should not be the primary reason for accepting another job. This idea is captured in the Job-Seeker’s Decision Grid. The bottom half of the grid represents the reasons why people consider switching jobs. The upper half represents reasons why they accept offers. These negative and positive motivators are divided into extrinsic (short-term) motivators shown on the left, and intrinsic (long-term) motivators shown on the right.

When considering a job switch, too many candidates overemphasize what they get on the start date of their new job – a title, location, company name and compensation package. While positive, these are short-term and if the job doesn’t represent a long-term career move, job satisfaction will quickly decline and the negative motivators will quickly reappear. I refer to this as the “vicious cycle” of dissatisfaction, underperformance and turnover. The decision grid can help job-seekers make more balanced career decisions, even when the pressure to leave is overwhelming and there’s a sizzling offer in hand.

Consider changing jobs when the intrinsic negatives outweigh the positives.

Quickly review the descriptions of the four categories. There is no question that if your job is “Going Nowhere” it’s time to change jobs. If the “Daily Grind” is getting you down, you should consider some short fixes but changing jobs should be just one of your options. The big problem for most job-seekers is that when given an offer there is usually not enough information available to make a full long-term career assessment. This is largely the fault of the company, hiring manager and recruiter involved in the process. In their rush to fill jobs as rapidly as possible with the best person who applies, little thought is actually given to the actual job itself and the potential opportunity it represents.

In this case, it’s up to the discerning candidate to better understand that what on the surface might appear to be a fine career move, underneath might be next year’s excuse for why you want to change jobs again. Here are some simple things you can do to conduct your own career due diligence.

  1. Understand real job needs. Ask the recruiter and/or hiring manager to define real job needs. If you get a sense the interviewer is flaying about ask, “What’s the most important goal the person in this role needs to accomplish in order to be considered successful?” Then follow up to further clarify job expectations, finding out the scope of the job, the resources available and the importance of the job.
  2. Convert “having” into “doing”. When someone starts box-checking skills or asks a brain-teaser, ask how the skill will be used on the job. If the person stumbles on this, you have a clue that the job hasn’t been defined too well.
  3. Find out why the job is open. The point of this question is to discover if there is some inherent problem with the job or if it’s the result of a positive change.
  4. Ask what happened to the last person in the role. This is often a clue to the manager’s ability to select and develop people.
  5. Ask how performance will be measured. Be concerned if the hiring manager is vague or non-committal. Strong managers are able to tell you their expectations for the person being hired.
  6. Go through the organization chart. Find out who’s on the team and who you’ll be working with. You’ll want to meet some of these people before you accept an offer. If you’re inheriting a team, ask about the quality and your opportunity to rebuild it.
  7. Ask about the manager’s vision for the department and the open role. This will give you a good sense of the capabilities of the hiring manager, his or her aspirations and the upside potential of the open job.
  8. Understand the manager’s leadership style. There could be a problem if the manager is too controlling or too hands-off. Make sure your style meshes with the person you’ll be working for.
  9. Find out the real culture. Ask everyone you meet how decisions are made, the company’s appetite for change, the intensity, the politics, and the sophistication of the infrastructure. Don’t buy into the platitudes and fancy vision statement.

When considering whether to accept an offer or not, don’t get seduced by your desire to leave or by the Big Brass Employer Brand and what you get on Day 1. These will all become less important 3-6 months in to the job. Instead emphasize what you’ll be doing and learning, the people you’ll be working with and how this all meets your career and personal needs. This is how to prevent the “Daily Grind” from becoming too big an issue and a “Going Nowhere” job from becoming your next excuse for leaving.

_____________________

Lou Adler (@LouA) is the CEO of The Adler Group, a consulting and training firm helping companies implement Performance-based Hiring. He’s also a regular columnist for Inc. Magazine and BusinessInsider. His latest book, The Essential Guide for Hiring & Getting Hired (Workbench, 2013), provides hands-on advice for job-seekers, hiring managers and recruiters on how to find the best job and hire the best people. You can continue the conversation on LinkedIn’s Essential Guide for Hiring Discussion Group.

The Best (and Worst) Buzz Words Candidates Use on Résumés

I’ll distill this article down to these basic points: Hiring managers do not spend much time looking at résumés — which means that yours must grab them pretty quickly. Word choice can make a big difference. Subjective terms and clichés are seen as negative because they don’t convey real information. You’ll be more successful getting their attention by presenting your accomplishments and actual results. Read more here:

The Best (and Worst) Buzz Words Candidates Use on Résumés.

Engineering a Smooth Transition on Your Own Terms….With Severance

The information below comes from an article I found on LinkedIn that was posted by Liz Ryan, CEO and Founder of Human Workplace. My edited version appears below, but if want to read the full article, you’ll find it here:  http://www.linkedin.com/today/post/article/20131027042907-52594-negotiate-your-own-severance-package?trk=mp-reader-card

Negotiating Your Own Severance Package

By Liz Ryan, CEO & Founder
Human Workplace
http://www.humanworkplace.com

The situation: You have a new boss (let’s call him Robert) who’s sending you not so subtle signals that you don’t fit with the direction he wants to take his team. You know it’s time to make a change and are concerned that Robert will cut you loose before you’ve been able to make a change on your own terms.

How do you engineer a smooth transition that also s you position for a severance package?

Start by openly addressing the not so subtle messages you’re getting and start a conversation about a civilized departure. Let Robert know that you see how this situation is uncomfortable for him without sounding aggrieved or petulant. Find out if he’s willing to talk about ways to break the logjam of non-communication. If you can be completely human with Robert and lift him up to the same human level, you shouldn’t have to beg or grovel.

Remember, you won’t get an “everybody-is-okay” exit plan out of the goodness of his heart. You’ll only get there by being human with each another.

Here’s how that conversation might go:

YOU (Employee): So, ROBERT, do you have a moment to talk?

ROBERT (Manager): Sure, Art, what’s up?

YOU: If you have a second, let’s grab a cup of coffee.

ROBERT: Okay.

YOU: Thanks for taking a few minutes to talk, ROBERT. I appreciate it.

ROBERT: No problem.

YOU: Listen, I wanted to say that I know these past few months have not been easy for you. I got thrown into your group. You didn’t hire me, and that’s not the best situation to be in.

ROBERT: I – well – thanks for mentioning that. I guess it’s all learning, right?

YOU: Well, I give you credit, because I haven’t been in that situation as a manager before and I can’t imagine it would be easy. You must have in mind exactly the kind of person you could use in my role.

ROBERT: I just – we need to be more on time with the scripts. We can’t keep lagging behind.

YOU: I agree with you. It has to be a smoother engine. I’m not as much of a smooth-engine guy, to be honest, as I am a get-the-new-product-out guy, and I understand that’s really frustrating for you to deal with.

ROBERT: So what are you saying?

YOU: I’m just saying I’m not arguing for my job or trying to make you keep trying to put a square peg in a round hole. You deserve to have what you want in your Software Quality Manager. I mean, I think that’s the definition of a manager, right? You get to put your team together. You and I have been at this a year and I don’t think anyone is popping the champagne.

ROBERT: Right.

YOU: So, I wouldn’t be surprised at all if you’re thinking “What am I going to do about this YOU situation?” I would be, if I were you. That’s why I wanted to dig into the topic with you and just figure it out between us if we can.

ROBERT: Do you have a suggestion?

YOU: You need a different guy in this role (a unisex term) and I need to be in a different place. I mean, I could start job-hunting. You could give me some time to do it. I can keep you in the loop.

ROBERT (in fear – he’s never done this before) How much time?

YOU: Let’s say four months.

ROBERT: I don’t know if I can give you that much time.

YOU: Okay. Can I ask you a question about that?

ROBERT: Sure.

YOU: Is that your own deadline, the less-than-four-months one, or are you feeling like there’s going to be pressure from above to make a change more quickly?

ROBERT: I just don’t know. I’ve shared my concerns about you – about our working together, with Brett and Terry.

YOU: Well, do you want to shoot for four months? Obviously I’m going to be hitting the job search trail hard myself – I don’t want to wear out my welcome or put you in a bad situation.

ROBERT: I appreciate that. Four months is March first. Hopefully if you’re out there, you’ll be somewhere new before that.

YOU: I don’t know how you feel about the confidentiality thing, but if Brett and Terry knew I were looking –

ROBERT: Yes. Brilliant. They know everyone.

YOU: If you feel that four months is just too long, an alternative is to have me leave at whatever point before March and start a consulting job for you.

ROBERT: Brett, Terry and I actually talked about that last week.

YOU (startled, recovering): Fantastic. That’s appealing to me, too. If you could have someone in here and started in my role by then –

ROBERT: Let’s talk again next week. I appreciate the proactive move, YOU. You’ve been a huge contributor to this company and you’re here longer than me. I respect that experience.

YOU: Life is long, ROBERT. Who knows when all of our paths could cross again? Thank you for the open conversation. ROBERT: Same to you, Art.

Liz Ryan is CEO & Founder Human Workplace, a publishing, coaching & consulting firm whose mission to reinvent work for people. Visit them at http://www.humanworkplace to learn more about their12-week virtual coaching groups, face-to-face and long-distance one-on-one coaching and programs like Team Mojo™ and Customer Service with a Human Voice™ for organizations. Twitter: @humanworkplace

Sound resume advice from Mashable

Generally good advice here, but I take exception with the 2 page limit. Maybe it’s on target for the hi-tech world, but for the companies/people I work with, here’s my advice: Make your resume as long as is necessary to tell your story in a way that is compelling and relevant to the reader…..but not one word longer!  If it takes more space to convey a clear narrative and keep your design clean and easy to read, so be it. Trying to meet a 2 page limit often causes people to reduce margins and use a small, hard to read font–things that diminish the readability of your resume and take away from its impact.  http://mashable.com/2013/11/10/resume-writing-tips/#!