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Marketing Your TalentsTaking charge of your career
Marketing Your Talents
TABLE OF CONTENTS
Introduction ..........................................................................................................................................................................................................1
Understanding Your Strengths ............................................................................................................................................................. 2
Defining Your Objectives ........................................................................................................................................................................... 3
Developing Your Résumé ......................................................................................................................................................................... 4
Research Your Market Phase ................................................................................................................................................................ 5
The Power of Networking .........................................................................................................................................................................6
Interview and Negotiate to Closing .................................................................................................................................................. 7
Negotiating the Offer .................................................................................................................................................................................. 8
Organizing Your Job Search ................................................................................................................................................................... 9
© 2009 Right Management. All Rights Reserved. TABLE OF CONTENTS
Introduction
INTRODUCTION© 2009 Right Management. All Rights Reserved.
Introduction
CONTENTS PAGE
Becoming Your Own Career Manager ...................................................................................................................................... 1.1
Controlling Your Career ......................................................................................................................................................................... 1.2
Turning Unemployment into a Positive Experience ........................................................................................................1.3
What It Takes to Succeed ..................................................................................................................................................................... 1.4
The Change Grid .......................................................................................................................................................................................... 1.5
Your Reason for Leaving Statement ............................................................................................................................................1.6
Reason for Leaving Statement ......................................................................................................................................................... 1.7
Draft Your Reason for Leaving Statement ............................................................................................................................... 1.8
Family Aspects of the Job Search ..................................................................................................................................................1.9
The Zeroing-In Process: A Focused, Direct Approach ................................................................................................ 1.12
The Nine Dot Exercise .......................................................................................................................................................................... 1.14
Sample Letter for Exercising Nine Dot Theory ................................................................................................................. 1.15
Nine Dot Application Questions .................................................................................................................................................. 1.16
Meeting Employer’s Expectations ............................................................................................................................................... 1.17
1.1© 2009 Right Management. All Rights Reserved. INTRODUCTION
Becoming Your Own Career ManagerThe days of the one-company career are quickly vanishing. In the
past decade, more and more highly successful and creative people,
by choice or necessity, have changed employers and/or occupations.
This trend will continue. In fact, company and job changes are now
considered normal paths to professional development. Like it or not,
the job you have or have just left will probably not be your last.
It’s time to become active on your own behalf. You have already taken the first step. What
prompted you to pick up this book is undoubtedly a recent or impending change in your job
status. How will you manage it?
At Right Management, we’ve found that the individuals who are most successful in managing
career transitions are those who conduct their own job search or “market campaign.” They
don’t leave it to other people to make things happen.
The Right Management program for career enhancement and optimal employment will engage
you in a systematic search for the right position. You are about to begin a process that will
enable you to plan your future, not just settle for the first opportunity that comes along.
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© 2009 Right Management. All Rights Reserved.1.2 INTRODUCTION
Controlling Your CareerYou have the ability, through your own efforts, to affect what happens
in your life. Up to now, you may have believed that someone else, for
example, your employer, was in charge of managing your career. You
may even have believed that career decisions were best handled by
someone else.
The truth is, companies can no longer afford to offer you the career management and security
they once did, nor can you afford to offer them unquestioning loyalty. In today’s work place, it is
normal to reevaluate continually where you fit in a company, and to look for improvement. To
manage a career successfully you must be able to transfer your skills, proactively pursue your
next career opportunity, and push to stay on the leading edge of your profession. You can no
longer depend solely on your employers to keep you state-of-the-art; the responsibility for your
learning and growth rests with you.
The Right Management process will show you how to become your own career manager. If you
already know you’re in charge of your career, this process will help you reach the next step in
your journey.
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© 2009 Right Management. All Rights Reserved. 1.3 INTRODUCTION
Turning Unemployment into a Positive ExperienceDuring this transition period it is important to maintain a positive
attitude and a high degree of energy. Establish a healthy mental and
physical regimen. The following suggestions are based on decades of
experience with individuals in transition:
Treat Your Job Search as A Full-time Job
Commit yourself totally to conducting a disciplined, energetic search for employment. Use your
time well.
Exercise Regularly
Exercise will help you maintain your energy, manage stress, and project a positive image to key
contacts and potential employers. Choose physical activities appropriate to your overall health
and check with your doctor before you begin.
Take On a Personal or Professional Improvement Project
To balance the energy and focus you give your job search, choose a project that requires
only a minimum of prime-time work hours. You might brush up on a hobby interest, take up a
new activity, or volunteer for community work. You might take on a small consulting project
or freelance job, or register for an evening course at a local college. The point is, set a goal
for your growth and pursue it – without letting it interfere with your job search. The sense of
control and satisfaction you gain from the project will carry over to your employment campaign.
Maintain the Right Attitude
Be positive and friendly. Don’t dwell on bad news like unemployment rates. Focus instead
on issues and trends in the work world, especially those in your area of special interest or
competency.
Create a Professional Image
A professional image isn’t developed overnight. But with concentrated effort you can enhance
your image. We all seem to know what we like when we see it – the same is true for most
employers. Your visual image earns respect even before you start talking. Your attitude, delivery
and self esteem affect the image you project. By working to align your interviewing techniques
with a professional, positive appearance you’ll convey the self-confidence employers look for.
Re-Connect
Use this time to contact friends, colleagues with whom you may have been out of touch for a
while. Re-establish relationships that can be helpful in your job search.
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INTRODUCTION © 2009 Right Management. All Rights Reserved.1.4
What It Takes to SucceedFirst, believe that you will succeed in your campaign to find a new job!
At Right Management we view career transition, learning, and growth
as the norm. We believe we can help you realize the potential of your
new situation to feel more in control of your life.
To this end, we have developed a strategic approach to career management called the
Zeroing-In Process (ZIP). ZIP has helped thousands of individual clients find jobs, and will
help you use your time and energy to the greatest advantage in managing a successful job
search campaign. In this workshop, you’ll learn how to implement ZIP as you follow these
common sense steps:
Take Stock of Yourself
Identify past successes, current strengths, overall work style and personal preferences.
Refine Your Career Objective
Be clear, focused and realistic – firmly based on your greatest strengths.
Make a Dynamic Presentation
Your résumé and self-presentation must show you at your highest level of effectiveness. Be
powerful and yet adaptable to a variety of situations.
Create a Strategic Self-Marketing Plan
A sound strategic plan helps you use your time efficiently, and is essential to the successful
outcome of your market campaign.
Build a Career Contact Network
Identify and capitalize on your business relationships. They are vital campaign resources.
Polish Your Interviewing and Negotiating Skills
Effective oral skills can convert opportunities into lucrative job offers.
Be Thorough and Persistent in Managing Your Search
Create your plan and follow it. Write effective letters, conduct productive meetings and
follow up on opportunities. Your commitment to implementing your plan will ensure a
successful outcome.
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INTRODUCTION© 2009 Right Management. All Rights Reserved. 1.5
The Change Grid
From Scott, D. & Jaffe, C., “Surviving & Thriving in Times of Change.”
PAST FUTURE
I. DENIAL
II. RESISTANCE
IV. COMMITMENT
III. EXPLORATION
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INTRODUCTION © 2009 Right Management. All Rights Reserved.1.6
Your Reason for Leaving StatementFriends, neighbors, and colleagues may already be asking you, “What
happened with your job?” You will hear this question frequently as
you launch your search. You must be prepared to answer it capably,
regardless of who asks it. Therefore, one of the first things you will do is
develop a response that is truthful and acceptable to you, and to your
previous and prospective employers.
You probably will edit your Reason for Leaving Statement several times. We will help you with
the process until you are satisfied with it. Although you will not distribute your written copy, this
process will keep your explanation concise and help ensure that you have it firmly in your mind.
When drafting your statement, please consider these points:
Keep It Short and Factual
Generally, the more you try to explain, the more difficult your explanation becomes. You will be
prepared to answer follow-up questions, but only if they are asked.
Be As Positive As Possible
Negative statements about your former boss or employing organization will only hurt you.
Put Your Best Foot Forward, But Be Truthful
A number of factors result in someone leaving a job. Pick the reason that is most positive,
accurate and easiest to explain.
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INTRODUCTION© 2009 Right Management. All Rights Reserved. 1.7
Reason for Leaving StatementHere’s a suggested structure which places your situation in perspective:
EXAMPLE
Like many telecom organizations, my company is going through a major restructuring. Due to
a recent merger, accounting functions are being combined. This has affected many positions,
including mine. I am proud of my contributions to the company during my year there, and yet I
look at this as an opportunity to put my strengths and experience to work in a new setting.
Note: Do not use negatively charged words such as “unfortunately,” “downsizing,” “rightsizing,”
or any other “-sizing.”
INDUSTRYIndustry Segment
COMPANYDepartment/Division
MY SITUATION
POSITIVE
NEXT STEP
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INTRODUCTION © 2009 Right Management. All Rights Reserved.1.8
Draft Your Reason for Leaving StatementPOINTS TO INCLUDE
• Business or industry conditions: What prompted the company’s actions?
• Impact on your position: Why was it a good business decision?
• Your perspective on what happened: Your pride and contribution.
• Future Focus: Options you are exploring.
WRITE YOUR REASON FOR LEAVING STATEMENT
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INTRODUCTION© 2009 Right Management. All Rights Reserved. 1.9
Family Aspects of the Job SearchPERSONAL CAMPAIGN ISSUES
Families face many anxieties and concerns in daily life, but the added
burden of a job search can be difficult to handle. In addition to the
personal issues already addressed in connection with your search,
concerns may center around:
A. Family
B. Couple
C. Children
D. Money
E. Time
The following tips can help you handle these temporary anxieties and concerns:
“FAMILY” TIPS
Your family can deal better with your career transition if you...
1. Learn to distinguish things you can change from those beyond your control.
2. Work together on solutions to minimize stress.
3. Remember how you have successfully dealt with stress in the past.
4. Find solutions to problems rather than blaming someone or something else.
5. Remain realistic. Don’t expect perfection of yourself or others.
6. Relieve anger or frustration by learning to express desires and opinions
on important issues.
7. Remember that more stress may come from your reaction to a situation than
from the situation itself.
8. Find help when you feel overwhelmed and unable to deal with stress alone.
9. Laugh at yourself and with others. Keep a good sense of humor.
10. Think positively about situations and yourself. It’s your most important asset
in coping with stress.
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INTRODUCTION © 2009 Right Management. All Rights Reserved.1.10
“COUPLE” TIPS
If you and your partner need to handle stress better, you might...
11. View stress as a normal part of a close relationship.
12. Share dreams, expectations and disappointments as well as words.
13. Understand your own individual needs and take time for them.
14. Be flexible about one another’s roles.
15. Make plans together rather than responding alone to circumstances.
16. Refrain from assuming what the other is feeling; talk about it.
17. Learn to use “time outs” to suspend a discussion or walk away from a confrontation until
you have regained your self control.
18. Avoid putting off problems thinking they will go away. Address them as soon as they arise.
19. Remember disagreement is a natural part of any relationship—the key is to deal with it
constructively.
“CHILDREN” TIPS
If you want to deal more effectively with your children...
20. Recognize that all children are different and special in their own way and will need to
relate to your job search in different ways.
21. Spend time with your children, listen to their needs, and let them know how they can be
helpful. Jointly set up a weekly family work list with time lines for accomplishing tasks.
22. Keep your children informed in a positive way of the progress you’re making. If you
sometimes feel you are not in control, just think how they must feel with even less control
of the family situation.
23. Remember that you are the best model your children may ever have on how to deal with
the ups and downs of a normal life event called a job search.
24. Have regular family meetings to let everyone talk and share good times, including your
successes in your job search.
25. Feel confident in your right to set rules. Don’t have a lot, but stick to the rules you have. This
will be particularly useful when changing the family style to accommodate the needs of the
job search.
26. See things through your children’s eyes. Try to remember how it was when you were
that age.
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INTRODUCTION© 2009 Right Management. All Rights Reserved. 1.11
“MONEY” TIPS
Money causes stress in most families. If true for your family, you could...
27. Be realistic about your financial situation. Decide what’s important in spending and what
is not.
28. Talk about money openly rather than fighting over spending.
29. Avoid linking self-esteem to earning power.
30. Regard money as “ours” rather than “mine” or “yours.”
31. Find ways to deal with financial shortages without casting blame.
32. Try to keep your credit record in good shape.
33. Modify patterns of providing money to your children for different ages and circumstances.
34. Teach your children about money. Give them opportunities to earn, save and spend their
own money.
35. Concentrate on long range goals rather than short term gratification.
36. Look at your budget in terms of what you can do, not what you can’t afford.
“TIME” TIPS
If you want to work toward having more time, you could...
37. View time as a controllable commodity and budget it effectively.
38. Try to balance family and personal time.
39. Spend one-on-one time with people who really matter to you—spouse, partner, children,
parents or a special friend.
40. Define priorities. Stay focused on what is really important to you. No one can do everything.
41. Avoid letting job search and other activities infringe routinely on family time.
42. Know how to say “no” to requests that overload your time or budget, or divert you from
what you deem most important.
43. Make daily/weekly “to do” lists. As you complete them, you’ll feel more in control.
44. Slow down. Don’t get into the mindset that you have to do everything today. Your anxiety
will show and work against you.
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INTRODUCTION © 2009 Right Management. All Rights Reserved.1.12
The Zeroing-In Process: A Focused, Direct ApproachThe Zeroing-In Process is an effective strategy for developing and
achieving your objective. It consists of five phases: Preparation,
Research Your Market, Focus-In On Specific Jobs, Interview & Negotiate
to Closing, and, longer term, Manage Your Career.
Completion of each phase of the process moves you closer to
achieving a satisfying outcome for your career transition.
Landing
Start Here
Zeroing-In Process®
Preparation-Understanding Yourself
Research Your Market
Focus-In On Specific Jobs
Interview & Negotiate To Closing
Manage Your Career
PREPARATION PHASE
Objectives
• A focused career objective based on your greatest strengths.
• Written and oral presentations of your objective and qualifications.
• Training in contact development and interview management.
• Development of communication skills (letters, telephone techniques).
Transition Criteria
• The ability to present your objective with confidence and enthusiasm.
• A personal marketing plan including a list of target industries and industry segments.
• A résumé focused on those qualifications and credentials most relevant to your objective.
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INTRODUCTION© 2009 Right Management. All Rights Reserved. 1.13
RESEARCH YOUR MARKET PHASE
Objectives
• Identify and explore 5-10 industry segments (job and career options) which are relevant to
your career objective.
• Develop a Career Contact Network.
• Prepare written Research Summaries for each industry segment or option.
• Develop Target Lists of companies in each segment.
• Prepare Needs-Contribution Statements for each industry segment explored.
Transition Criteria
• Relationships with key contacts in every industry segment explored.
• A Needs-Contribution Statement, based on your Research Summary, for each industry
segment or option that appears to provide a viable career path.
FOCUS-IN ON SPECIFIC JOBS PHASE
Objectives
• Obtain feedback from at least three key contacts on the validity of each of your Needs-
Contribution Statements.
• Narrow the number of industry segments to the one (or two) that offer the best opportunity
for you to achieve your objective.
• Validate focus based on your own assessment of the fit between your strengths and
interests and the needs of the industry segment, as outlined in your Needs-Contribution
Statement.
Transition Criteria
• Final Needs-Contribution Statement(s) for the selected industry segment(s), incorporating
information and validation from key contacts in that segment.
• Expanded and refined Target List of companies in the selected segment(s).
INTERVIEW & NEGOTIATE TO CLOSING PHASE
Objectives
• Approach decision-makers in each company on your Target List, beginning with those
already in your network.
• Prepare written Proposals for Service based on results of your meetings with decision-
makers, and individually tailored to the company’s specific needs.
• Complete the Job Interview Process.
• Negotiate the details of a job offer and compensation.
Transition Criteria
• Acceptance of a job offer.
MANAGE YOUR CAREER PHASE
Capitalize on the relationships and skills used to find your new job by maintaining contacts,
proactively seeking opportunities and formulating new career objectives.
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INTRODUCTION © 2009 Right Management. All Rights Reserved.1.14
The Nine Dot ExerciseThings are not always as straightforward as they appear. To illustrate,
please try the following exercise:
Connect the nine dots with no more than four straight lines, without lifting your pen or pencil
from the paper.
• • •
• • •
• • •
Points illustrated by this exercise:
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INTRODUCTION© 2009 Right Management. All Rights Reserved. 1.15
Sample Letter for Exercising Nine Dot TheoryRESPONSE TO TURN-DOWN
(Date)
Mr. Charles Moore
General Manager
Productive Products, Inc.
100 Grove Street
Anywhere, Anystate XXXXX
Dear Mr. Moore:
Thank you for considering me for the Production Manager position. It was a
disappointment not to be selected. Still, I am pleased that you thought well
of my qualifications.
As must be evident, your position was very interesting to me and I do
believe my strengths in quality assurance, ability to consistently meet
deadlines, and develop high performing teams are of potential value. If for
some reason the selected candidate does not work out, I’d be delighted to
be reconsidered.
Sincerely,
Susan Hogan
Introduction
& Appreciation
Reason
for Hiring
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INTRODUCTION © 2009 Right Management. All Rights Reserved.1.16
Nine Dot Application Questions
1. What does the “Response to Turn Down” letter say about Susan Hogan?
2. What characteristics do employers value most in considering whom to hire?
3. How might a letter like Susan’s generate a favorable outcome?
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INTRODUCTION© 2009 Right Management. All Rights Reserved. 1.17
Meeting Employer’s ExpectationsUltimately, obtaining a job offer means you have satisfied a potential
employer that you meet his or her criteria for the position. The
employer must answer “Yes!” to the three kinds of questions listed
below. In this workshop, you will develop the sources of information
employers look at to decide that you meet their criteria:
REMEMBER
Employers look for people who are positive, focused, confident, and
who show interest and enthusiasm.
EMPLOYER’S
QUESTIONS
EMPLOYER’S
CRITERIA
SOURCES FOR
ANSWERS
Can Do: • Experience
• Skill Set
• Capabilities
• Background
Summary
• Résumé
• References
Will Do: • Enthusiasm
• Eagerness
• Initiative
• Marketing Skills
• Follow-Up
• References
Can We Stand You
While You Do It?
• Chemistry
• Fit/Compatibility
• Are you like us?
• Personal Report
• Demonstrated
Capabilities
• Presentation Style
• Interview
• References
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Understanding Your Strengths
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UNDERSTANDING YOUR STRENGTHS© 2009 Right Management. All Rights Reserved.
Understanding Your Strengths
CONTENTS PAGE
Understanding Your Strengths ......................................................................................................................................................... 2.1
Your Key Strengths .................................................................................................................................................................................... 2.2
Reviewing Your Accomplishments ............................................................................................................................................... 2.3
A Checklist to Jog Your Memory about Your Accomplishments ......................................................................... 2.4
Action Verbs ................................................................................................................................................................................................. 2.12
Defining Your Abilities .......................................................................................................................................................................... 2.19
Work Style ...................................................................................................................................................................................................... 2.22
Work Values .................................................................................................................................................................................................. 2.23
Assessment Summary .......................................................................................................................................................................... 2.25
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UNDERSTANDING YOUR STRENGTHS© 2009 Right Management. All Rights Reserved. 2.1
Understanding Your StrengthsOVERVIEW OF THE PROCESS
Right Management’s program aims to help you find the right position for yourself – not just
another job. The right position will use your greatest strengths and motivate you with the
challenge, recognition, or opportunity for growth you seek.
You may find such a position by blind luck, but your odds are much better if you truly know
yourself, know your strengths, know what factors motivate you most effectively and
know what makes you valuable to others.
PERSONAL PREFERENCES QUESTIONNAIRE
Understanding your preference profile and recognizing the profiles of others can be a first step
toward improved communications. You can appreciate what is important to other people and
how to respect their differences. You will learn to understand how to obtain support for what
you want to accomplish.
There are no right or wrong answers to the questions on the questionnaire you will complete.
There are no good or bad, healthy or unhealthy profiles. Each is unique, appropriate, and
valuable. There are simply different kinds of people interested in different things or good at
different things, and people who see and do things differently. Because of those differences
people sometimes find it hard to understand each other.
• Why do you feel it’s important to know about your personal preferences?
• How is this relevant to your job search?
ADDITIONAL PERSONAL PREFERENCES RESOURCES
To explore further the implications of different preference profiles, check out the following
resources:
• www.keirsey.com – This site provides a variety of personal assessment tools and
resources in English, Spanish and German, as well as links to related sites.
• Do What You Are – Paul D. Tieger and Barbara Barron-Tieger. Little, Brown and Company,
Canada. Discover your perfect career through the secrets of personality type.
• Type Talk At Work – Otto Kroeger with Janet Thueson. Personal preferences at work.
• Working Together – Olaf Isachsen, Ph.D., and Linda Berens, Ph.D., Neworld Management
Press, San Juan Capistrano, CA, 1988. Personality centered approach to management.
• Please Understand Me – David Keirsey and Marilyn Bates, Prometheus Nemesis Book
Company, Del Mar, CA, 1984. Character and temperament types as they apply to personal
relationships.
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UNDERSTANDING YOUR STRENGTHS © 2009 Right Management. All Rights Reserved.2.2
Your Key StrengthsAn ability is something you do well — a competence, a talent, a capacity. Not every ability
is supported by an interest; some things you do well you may do for survival reasons alone.
These might include balancing a checkbook, fixing your child’s bicycle, cleaning the garage, or
drawing up a budget.
An interest is something that intrigues or motivates you positively. Not every interest is
supported by talent or ability. You may wish you could play the organ or wind-surf, without
having the talent to do so — these would be “fantasy-interests.”
But you, like everyone else, have some abilities that match your areas of interest. These are
your strengths. By determining your greatest strengths, confirmed by your accomplishments,
you can define the functions you will perform best and most happily in your next position.
You must be sure that you can both name your strengths and give examples of them in action.
It will be up to you to explain to those you meet how these strengths relate to the other
person’s business requirements. Giving examples of your accomplishments is a great way to
show your strengths in action.
INTERESTS(Like to do)
ABILITIES(Do well)
STRENGTHS
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UNDERSTANDING YOUR STRENGTHS© 2009 Right Management. All Rights Reserved. 2.3
Reviewing Your AccomplishmentsBy taking a close look at your career and lifetime achievements, you
will form a better idea of the kinds of things you might want to do in the
future. Knowing (and expressing) what you can do well will help you:
• Build self-confidence
• Seek out the position that fits you best
• Communicate effectively in interviews and meetings
An accomplishment is an activity which gives you pleasure, fulfillment
and a feeling of success. It can be large or small in scope, routine or
extraordinary. It can occur frequently or only once, be work related or
personal. The key is how you felt about it, not the judgment of others.
Accomplishments represent you at your best, when you believe in
yourself and your ideas.
COMMON BARRIERS TO “BLOWING YOUR OWN TRUMPET”
While you may understand the necessity of this exercise, you may also be feeling somewhat
uncomfortable in completing it.
1. You’ve been taught that it isn’t polite to show off.
2. You don’t want to be seen as “hogging credit”... “I really did not do it alone; others helped.”
3. You feel that your business is no one’s concern but your own... “I know I am capable, so why
should I have to convince others?”
4. You come from a company culture that emphasizes teamwork and discourages employees
from taking credit for individual performance.
5. You haven’t done it very often.
6. You typically do not take credit for the many things you have really accomplished... “It’s all
in a day’s work.”... “It is just my job.”
The difference between empty bragging and displaying confidence comes from knowing your
skills and being optimistic about your future. After reviewing your accomplishments you will
probably feel a natural sense of your own worth, and have a positive outlook toward your ability
to contribute in the future.
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UNDERSTANDING YOUR STRENGTHS © 2009 Right Management. All Rights Reserved.2.4
A Checklist to Jog Your Memory about Your AccomplishmentsHave you:
Accomplished more with the same or fewer resources? (How? Results?)
Received awards, special recognition? etc. (What? Why?)
Increased efficiency? (How? Results?)
Solved difficult problems? (How? Results?)
Accomplished something for the first time? (What? Results?)
Developed, created, designed or invented something? (What? Why important?)
Prepared original papers, reports, and articles? (What? Why important?)
Managed a work group, a department? (Who? How many? Results?)
Saved the company money? (How? How much?)
Supervised, managed or trained employees? (Where? How many? Results?)
Increased sales? (How? By how much?)
Been promoted or upgraded? (When? Why important?)
Increased production? (How? Results?)
Identified problems others did not see? (What? Result?)
Developed a new system or procedure: (What? Result?)
Reduced downtime? (How? How much? Result?)
Established a safety record? (What? Result?)
Managed a budget? (How much? Result?)
Repaired equipment? (Which? Result?)
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UNDERSTANDING YOUR STRENGTHS© 2009 Right Management. All Rights Reserved. 2.5
SELECTING ACCOMPLISHMENTS
Looking over all you have done, in your jobs and other areas of your life, select six
accomplishments:
1.
2.
3.
4.
5.
6.
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UNDERSTANDING YOUR STRENGTHS © 2009 Right Management. All Rights Reserved.2.6
ACCOMPLISHMENT DEVELOPMENT
Develop each of your accomplishments a little further, to put what you achieved in fuller
perspective.
Accomplishment No. 1
The CHALLENGE: What was the pre-existing problem, need or situation?
The ACTION(s): What did you do about it? (Be specific!)
What obstacles did you overcome?
The RESULTS: What results did you produce? (Quantify as much as possible.)
What skills, qualities, abilities, etc. did you demonstrate?
Create a title for this accomplishment (no more than 4 words)
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UNDERSTANDING YOUR STRENGTHS© 2009 Right Management. All Rights Reserved. 2.7
Accomplishment No. 2
The CHALLENGE: What was the pre-existing problem, need or situation?
The ACTION(s): What did you do about it? (Be specific!)
What obstacles did you overcome?
The RESULTS: What results did you produce? (Quantify as much as possible.)
What skills, qualities, abilities, etc. did you demonstrate?
Create a title for this accomplishment (no more than 4 words)
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UNDERSTANDING YOUR STRENGTHS © 2009 Right Management. All Rights Reserved.2.8
Accomplishment No. 3
The CHALLENGE: What was the pre-existing problem, need or situation?
The ACTION(s): What did you do about it? (Be specific!)
What obstacles did you overcome?
The RESULTS: What results did you produce? (Quantify as much as possible.)
What skills, qualities, abilities, etc. did you demonstrate?
Create a title for this accomplishment (no more than 4 words)
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UNDERSTANDING YOUR STRENGTHS© 2009 Right Management. All Rights Reserved. 2.9
Accomplishment No. 4
The CHALLENGE: What was the pre-existing problem, need or situation?
The ACTION(s): What did you do about it? (Be specific!)
What obstacles did you overcome?
The RESULTS: What results did you produce? (Quantify as much as possible.)
What skills, qualities, abilities, etc. did you demonstrate?
Create a title for this accomplishment (no more than 4 words)
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UNDERSTANDING YOUR STRENGTHS © 2009 Right Management. All Rights Reserved.2.10
Accomplishment No. 5
The CHALLENGE: What was the pre-existing problem, need or situation?
The ACTION(s): What did you do about it? (Be specific!)
What obstacles did you overcome?
The RESULTS: What results did you produce? (Quantify as much as possible.)
What skills, qualities, abilities, etc. did you demonstrate?
Create a title for this accomplishment (no more than 4 words)
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UNDERSTANDING YOUR STRENGTHS© 2009 Right Management. All Rights Reserved. 2.11
Accomplishment No. 6
The CHALLENGE: What was the pre-existing problem, need or situation?
The ACTION(s): What did you do about it? (Be specific!)
What obstacles did you overcome?
The RESULTS: What results did you produce? (Quantify as much as possible.)
What skills, qualities, abilities, etc. did you demonstrate?
Create a title for this accomplishment (no more than 4 words)
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UNDERSTANDING YOUR STRENGTHS © 2009 Right Management. All Rights Reserved.2.12
Action VerbsHow did you observe or pay special attention to something?
addressed investigated perceived studied
examined inspected questioned surveyed
experimented measured read tested
explored observed researched weighed
How did you discover something?
ascertained discovered perceived solved
determined found pinpointed uncovered
detected identified proved verified
diagnosed learned recognized
How did you evaluate something?
analyzed compared perceived rated
appraised evaluated qualified reasoned
assessed judged quantified reviewed
How well did you understand something?
attributed grasped perceived translated
discerned interpreted transcribed
How did you start something?
activated formed initiated opened
adopted founded instituted originated
began generated introduced started
established implemented launched undertook
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UNDERSTANDING YOUR STRENGTHS© 2009 Right Management. All Rights Reserved. 2.13
How did you finish something?
achieved concluded finalized reached
accomplished ended finished realized
attained established fulfilled terminated
completed executed
How did you document something?
certified logged recorded supported
charted mapped researched tabulated
documented proved substantiated
How did you supervise employees?
appointed employed hired referred
awarded enforced interviewed selected
enlisted evaluated nominated staffed
elected fired recruited terminated
How were you future-oriented?
estimated deterred predicted projected
forecast hypothesized prevented strategized
How did you manage or lead?
acted fostered led performed
administered governed maintained piloted
advised handled managed processed
conducted headed motivated scheduled
controlled implemented navigated showed
directed influenced ordered supervised
facilitated integrated oversaw used
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UNDERSTANDING YOUR STRENGTHS © 2009 Right Management. All Rights Reserved.2.14
How did you save the day?
averted prevented succeeded
diverted salvaged withstood
prevailed saved solved
How were you part of a team?
advised conferred fostered participated
aided consulted helped served
assisted cooperated joined teamed with
collaborated facilitated met with
How did you obtain something new?
acquired expanded purchased secured
bought obtained raised solicited
collected procured realized
cultivated produced received
How did you make something?
assembled drew made programmed
built engineered painted published
composed fabricated photographed sketched
constructed fashioned prepared used
drafted formed produced worked
How did you provide something?
dispensed installed provided supplied
distributed offered rendered
fitted performed responded
furnished presented submitted
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UNDERSTANDING YOUR STRENGTHS© 2009 Right Management. All Rights Reserved. 2.15
How did you operate something?
conducted handled performed repaired
controlled implemented troubleshooting tended
fixed maintained ran used
functioned operated rebuilt worked
How did you organize something?
arranged collected coordinated prepared
assembled connected correlated structured
categorized combined implemented summarized
compiled consolidated organized systematized
How did you make decisions?
activated approved decided resolved
adopted concluded determined settled
How were you accountable?
assured ensured inspected safeguarded
confirmed guaranteed protected secured
delivered guarded satisfied
How did you make changes?
adapted extended refined standardized
adopted extracted reorganized supplemented
centralized implemented restored systematized
combined improvised restructured synergized
condensed modified revised tailored
converted reconstructed separated unified
edited redesigned simplified united
expanded
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UNDERSTANDING YOUR STRENGTHS © 2009 Right Management. All Rights Reserved.2.16
How did you improve things?
advanced enlarged increased surpassed
augmented enriched modernized streamlined
corrected expedited reduced treated
cultivated extended resolved updated
developed implemented revitalized upgraded
enhanced improved solved
What new idea did you think of?
conceived devised invented solved
conceptualized discovered originated synergized
created generated perceived synthesized
designed improvised pioneered visualized
developed innovated shaped
What connections did you make?
connected matched merged networked
joined introduced linked united
How did you communicate an idea?
communicated lectured related submitted
demonstrated modeled reported symbolized
displayed persuaded represented verbalized
dramatized presented shared wrote
explained proposed showed
illustrated publicized spoke
What did you explain?
interpreted deciphered clarified accounted for
defined detailed elucidated explained
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UNDERSTANDING YOUR STRENGTHS© 2009 Right Management. All Rights Reserved. 2.17
How did you negotiate for something?
arbitrated mediated reasoned settled
balanced moderated reconciled solved
intervened negotiated resolved
How did you work with people?
advised influenced persuaded taught
coached informed prescribed trained
convinced inspired probed tutored
counseled instructed recommended
educated listened reinforced
facilitated mentored rehabilitated
guided motivated served
How did you increase sales or territory?
advanced developed marketed sold
advertised expanded opened up
doubled extended promoted
enlarged increased publicized
What financial functions did you perform?
analyzed checked financed reconciled
audited collected funded safeguarded
balanced computed invested solved
budgeted dispensed liquidated took public
calculated distributed merged
How did you save money, time or resources?
conserved decreased minimized saved
cut eliminated preserved
economized lowered reduced
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UNDERSTANDING YOUR STRENGTHS © 2009 Right Management. All Rights Reserved.2.18
What did you achieve?
accomplished attained gained secured
achieved completed obtained surpassed
acquired contributed realized
advanced enabled reached
When were you recognized with honors or awards?
acknowledged awarded elected nominated
appointed credited granted selected
assigned designated honored won
When did you get results?
assured enabled influenced resulted in
augmented ensured led to reinforced
contributed facilitated promoted strengthened
empowered furthered provided
Personal descriptors
able dynamic leading edge self motivated
accommodating effective learning sensitive
accountable effective writer loyal serious
analytical energetic open service-oriented
articulate enthusiastic organized sincere
authentic experienced perceptive skilled
autonomous flexible powerful stable
available growth-oriented producing straight-forward
catalytic hardworking professional supportive
challenged honest quality-oriented talented
clear thinker humorous quick study team contributor
committed initiator reliable thorough
compassionate insightful responsible trusted
concerned intelligent results-oriented versatile
confident intuitive risk-taking
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UNDERSTANDING YOUR STRENGTHS© 2009 Right Management. All Rights Reserved. 2.19
Defining Your AbilitiesThe Ability Analysis grid on the following page will help you define your areas of capability as
you zero in on your options for a satisfying “next career.”
1. Starting with your first accomplishment, place a check in column 1 against each of the
ability categories you feel you used in that accomplishment. Check a box even if you feel
you used only one of the various Descriptors.
2. Focus on one accomplishment at a time. Try to re-live that experience, and indicate each
category that significantly contributed to your success.
3. Follow this process for each of your six accomplishments.
4. Working horizontally, add up the checks for each row and put the total in the T (total)
column provided.
5. Note your top 5 categories, based on the highest scores.
Accomplishments
CATEGORY DESCRIPTORS 1 2 3 4 5 6 T
Research Research, observe,
investigate, study,
perceive, sense, measure,
test, inspect
✔ ✔ ✔ ✔ ✔ 5
Analysis Analyze, compare,
extract, correlate, derive,
evaluate, differentiate,
identify
✔ ✔ ✔ 3
Interpretation Interpret, explain,
attribute, understand,
portray, advise
0
Problem
Solving
Solve, troubleshoot,
improve, critique, redirect,
redesign, restructure✔ 1
Systematizing Systematize, coordinate,
organize, develop
procedures✔ ✔ ✔ ✔ ✔ ✔ 6
Planning Plan short-term, plan
long-term, forecast,
strategize, set goals
0
Management Manage, supervise,
control, direct, administer,
delegate, budget✔ ✔ 2
Leadership Lead, show the way,
govern, inspire, motivate0
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UNDERSTANDING YOUR STRENGTHS © 2009 Right Management. All Rights Reserved.2.20
ABILITY ANALYSIS GRID
CATEGORY DESCRIPTORS 1 2 3 4 5 6 T
Research Research, observe, investigate, study, perceive,
sense, measure, test, inspect
Analysis Analyze, compare, extract, correlate, derive,
evaluate, differentiate, identify
Interpretation Interpret, explain, attribute, understand, portray,
advise
Problem Solving Solve, troubleshoot, improve, critique, redirect,
redesign, restructure
Systematizing Systematize, coordinate, organize, develop
procedures
Planning Plan short-term, plan long-term, forecast,
strategize, set goals
Management Manage, supervise, control, direct, administer,
delegate, budget
Leadership Lead, show the way, govern, inspire, motivate
Follow-through Persist, persevere, show tenacity, tie up all loose
ends
Mentoring Mentor, teach, coach, counsel constructively, help
others to grow personally and professionally
Innovation Innovate, invent, change, develop, devise, break
with convention
Imagination Imagine, visualize, conceptualize
Vision Ask “what if?” or “Why not?”, then act to find the
answer, see future clearly
Synthesis Synthesize, adapt, bring together with imagination
Artistry Write creatively, draw, sketch, sculpt, paint
Sympathy Console, help others in need, be friendly and
attentive
Empathy Empathize, understand needs/feelings of others,
relate to issues/concerns of others
Listening Listen actively, understand the message others
are delivering
Written
Presentation
Write clearly, concisely and effectively, use the
written word to get results
Oral
Presentation
Speak clearly, concisely and effectively, use the
spoken word to get results
Persuasion Persuade, convince, influence, overcome
opposition, sell
Negotiation Negotiate, mediate, intervene, resolve differences
Initiative Take the initiative, be among the first to do or try
Flexibility Be flexible, adapt easily to change, be politically
correct
Team Player Work well with a team, be a team player when
necessary
Assembly Assemble, build, prepare, fabricate, rebuild
Installing Install, fit, tailor, customize, test
Operating Operate, run, maintain, fix, set-up
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UNDERSTANDING YOUR STRENGTHS© 2009 Right Management. All Rights Reserved. 2.21
Review the Ability Analysis grid. List in the left-hand column below the categories in which you
scored best. For example, Research, Synthesis, etc. Now list in the right-hand column those
categories you enjoy doing and find particularly interesting.
What things do you do well? What do you like to do?
(Abilities) (Interests)
1. 1.
2. 2.
3. 3.
4. 4.
5. 5.
6. 6.
Look for areas of similarity or overlap. By making a third list of all the activities that appear in
both the Abilities column and the Interests column, you develop a list of Strengths.
Strengths
1. 3.
2. 4.
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UNDERSTANDING YOUR STRENGTHS © 2009 Right Management. All Rights Reserved.2.22
Work StyleNow that you’ve identified your key strengths, take a look at your way of operating, and check
the qualities that characterize your work style. A further understanding of your personal work
style may influence your view of where you are most successful. It could be included in the
career summary or a biography portion of your résumé.
Take Initiative Dedicated Enlist Others
Good Humored Courteous Set Goals Clearly
Plan Ahead Energetic Admit Mistake
Think Quickly Good Intuitions Leader
Good Communicator Take Risk Mechanically Able
Caring Motivate Others Adventurous
Good in Crisis Thorough Instruct Clearly
Analytical Responsible Articulate
Deal Well With Others Positive Appreciative
Neat and Orderly Accurate Strategic Sense
Fair Supportive Face Difficulties
Persistent Well Organized Innovative
Trustworthy Careful Detail Oriented
Contribute Ideas Financially Aware Meet Challenges
Resourceful Calm Well Liked
Adaptable Disciplined Persuasive
Knowledgeable Imaginative Patient
Cooperative Loyal to Superiors Ambitious
Enthusiastic Friendly Spontaneous
Precise Sensitive Learn Quickly
Rise from Adversity Good Business Sense Decisive
Generous Committed Creative
Politically Astute Quality Oriented Artistic
Now circle the six characteristics that have been most useful and valuable to you.
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UNDERSTANDING YOUR STRENGTHS© 2009 Right Management. All Rights Reserved. 2.23
Work ValuesAnother consideration for determining your career focus is work values.
Listed below is a set of satisfactions that people commonly desire in their work. Rate each of
these work values on a scale from 1 to 4, according to the level of importance that you would
assign to each value. Rate 4 if it is highly important, 1 if it is not important at all.
After completing your ratings, choose only those 3 work values which are most important to
you, those which you’d want if you could have no others.
Help Society: Do something to contribute to the betterment of the world I live in.
Help Others: Be involved in helping other people in a direct way, either individually or in
small groups.
Public Contact: Have a lot of day-to-day contact with people.
Work With Others: Have close working relationships with a group; work as a team
toward common goals.
Affiliations: Be recognized as a member of a particular organization.
Friendships: Develop close personal relationships with people as a result of my work
activities.
Competition: Engage in activities which pit my abilities against others where there are
clear win-and-lose outcomes.
Make Decisions: Have the power to decide courses of action, policies, etc.
Work Under Pressure: Work in situations where time pressure is prevalent and/or
the quality of my work is judged critically by supervisors, customers or others.
Power and Authority: Control the work activities or (partially) the destinies of
other people.
Influence People: Be in a position to change attitudes or opinions of other people.
Work Alone: Do projects by myself, without any significant amount of contact with others.
Knowledge: Engage myself in the pursuit of knowledge, truth and understanding.
Intellectual Status: Be regarded as a person of high intellectual prowess or as one who
is an acknowledged “expert” in a given field.
Artistic Creativity: Engage in creative work in any one of several art forms.
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UNDERSTANDING YOUR STRENGTHS © 2009 Right Management. All Rights Reserved.2.24
Creativity (general): Create new ideas, programs, organizational structures or anything
else not following a format previously developed by others.
Aesthetics: Be involved in studying or appreciating the beauty of things, ideas, etc.
Supervision: Have a job in which I’m directly responsible for the work done by others.
Change and Variety: Have work responsibilities which frequently change in their content
and setting.
Precision Work: Work in situations where there is very little tolerance for error.
Stability: Have a work routine and job duties that are largely predictable and not likely to
change over a long period of time.
Security: Be assured of keeping my job and a reasonable financial reward.
Fast Pace: Work in circumstances where there is a rapid pace of activity; work must be
done quickly.
Recognition: Be recognized for the quality of my work in some visible or public way.
Excitement: Experience a high degree of (or frequent) excitement in the course of
my work.
Adventure: Have work duties which involve frequent risk taking.
Profit Gain: Have a strong likelihood of accumulating large amounts of money or other
material gain.
Independence: Be able to determine the nature of my work without significant direction
from others; not have to do what others tell me to.
Moral Fulfillment: Feel that my work is contributing significantly to a set of moral
standards which I feel are very important.
Location: Find a place to live (town, geographical area) which is conducive to my life style
and affords me the opportunity to do the things I enjoy most.
Community: Live in a town or city where I can get involved in community affairs.
Time Freedom: Have work responsibilities which I can work at according to my own time
schedule; no specific working hours required.
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UNDERSTANDING YOUR STRENGTHS© 2009 Right Management. All Rights Reserved. 2.25
Assessment SummaryMBTI Type:
Key Characteristics:
1.
2.
3.
4.
Strengths (see page 2.2)
1.
2.
3.
4.
Work Style (see page 2.22)
1.
2.
3.
4.
Work Values (see page 2.23)
1.
2.
3.
4.
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Defining Your Objectives
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DEFINING YOUR OBJECTIVES© 2009 Right Management. All Rights Reserved.
Defining Your Objectives
CONTENTS PAGE
Defining Your Objectives ...................................................................................................................................................................... 3.1
Three Aids to Selecting a Career Direction and Objective ........................................................................................ 3.2
Four Essential Reasons for Selecting a Career Direction
and Developing a Specific Career Objective ........................................................................................................................ 3.3
Elements of Your Career Objective .............................................................................................................................................. 3.5
Writing Your Career Objective .......................................................................................................................................................... 3.6
30-Second Commercial ......................................................................................................................................................................... 3.7
30-Second Commercial Key Points ..............................................................................................................................................3.8
30-Second Commercial Examples ................................................................................................................................................ 3.9
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DEFINING YOUR OBJECTIVES© 2009 Right Management. All Rights Reserved. 3.1
Defining Your Objectives
INTERESTS ABILITIES
OPPORTUNITIES
Looking at the strengths, experience, work style and values you summarized in the preceding
section, what might be options for you now?
1.
2.
3.
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DEFINING YOUR OBJECTIVES © 2009 Right Management. All Rights Reserved.3.2
Three Aids to Selecting a Career Direction and ObjectiveIf you are unsure of your direction and objective, look closely at the
following three areas:
SPECIFIC AREA OF INTEREST
Are you drawn to a specific interest? Is there a subject or an activity which, over the years, has
continually been part of your thoughts and/or activities? (Some examples: art, mathematics,
helping others, science, construction, environmentalism, persuading others, etc.)
Think about it for a few moments. If there is a Specific Area of Interest that has continually
captured your attention, jot it down:
Does this suggest a career direction or objective?
SPECIFIC JOB
Are you drawn to a specific job? Is there a job that has always been of interest to you? Perhaps
it’s a job you considered in the past and dismissed for any number of reasons. (Some examples:
designer, accountant, legal executive, account executive, financial planner, maintenance
manager, builder, etc.)
If there is a Specific Job you have thought about a great deal, jot it down:
Does this suggest a career direction or objective?
SPECIFIC INDUSTRY
Are you drawn to a specific industry? (Some examples: advertising, manufacturing, healthcare,
communications, electronics, biotech, etc.)
If so, jot down the Specific Industry that interests you:
Does this suggest a career direction or objective?
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DEFINING YOUR OBJECTIVES© 2009 Right Management. All Rights Reserved. 3.3
Four Essential Reasons for Selecting a Career Direction and Developing a Specific Career Objective
Reason 1 The “Jack of all Trades” approach “Here I am, where can you use me?” This
approach no longer works.
Reason 2 Your competitors in the job market will be focused.
Reason 3 Employers are looking for candidates who can persuade them they can add
specific value to an organization.
Reason 4 What goes into your résumé is determined by your career objective:
• If you don’t select an Objective or Direction, it is very difficult to create a
powerful résumé.
• The reader will not know what you really have to offer.
• Even you may become confused about what you are really selling.
• Your career direction “drives” all the other information on your résumé.
• Once you learn how to create a powerful résumé, you should have no trouble
changing your career direction later, if you need to.
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DEFINING YOUR OBJECTIVES © 2009 Right Management. All Rights Reserved.3.4
If you still have questions, you’re not alone. Here are some of the questions most commonly
asked by those who are in the process of choosing a Career Objective.
Question: “What if I am not ready or do not know what I want to do?”
Comments:
Question: “I want to keep my options open. What if I am looking for one job and the
company has another I might like? Will I rule myself out?”
Comments:
Question: “How can I decide between two different jobs?”
Comments:
Question: “What if I change my mind?”
Comments:
Other Questions/Comments:
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DEFINING YOUR OBJECTIVES© 2009 Right Management. All Rights Reserved. 3.5
Elements of Your Career ObjectiveNow that you have reviewed some possible market options, formulate a
statement of your Career Objective. Do not worry about a final draft yet.
Begin to get your thoughts down on paper.
The Objective statement has three elements:
THE KIND OF JOB YOU EXPECT TO DO
• State the level, if appropriate, for example, senior/junior accountant, senior/junior buyer,
and executive secretary.
• State the functional area (administrative, technical, financial services, marketing, human
resources, and operations).
• State the industry, if you are definite about it.
YOUR GREATEST STRENGTHS
• Select your most relevant strengths that support the job you want.
RESULTS YOU EXPECT TO PRODUCE
• Indicate your intended contribution to your next employer, in terms that are relevant to your
Objective. How will your next organization, company, division or department be better off as
a result of your bringing those strengths to that kind of job?
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DEFINING YOUR OBJECTIVES © 2009 Right Management. All Rights Reserved.3.6
Writing Your Career ObjectiveDevelop your Objective by writing down ideas. When you are satisfied
with it, write it in the space below.
My Objective:
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DEFINING YOUR OBJECTIVES© 2009 Right Management. All Rights Reserved. 3.7
30-Second CommercialThis text will be your initial “commercial” during introductory meetings.
It often answers the question, “Tell me about yourself.” It should be
concise and appropriately changed to fit the circumstances of the
interview, information meeting, or conversation.
KEY POINTS TO ADDRESS
Experience:
Strengths:
Accomplishments:
Why available on the job market (optional):
What looking for:
End with a question:
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DEFINING YOUR OBJECTIVES © 2009 Right Management. All Rights Reserved.3.8
30-Second Commercial Key PointsEXPERIENCE
I am known as a marketing navigator in that I can quickly assess where an organization,
product or service is, where it should be headed, and strategically set a course to meet the
objectives. I have over 15 years of marketing, sales and product management experience with
an MBA in strategic marketing. For the past seven years I have developed and implemented
marketing policies and objectives for five of MedPharm’s major product lines.
STRENGTHS
My major strengths include strategic planning, profit and loss, market research, new product
development, advertising, and operational planning. I have excellent management skills and
can direct groups and projects to a successful outcome. I am recognized for my innovation and
tenacity in pursuit of vision.
ACCOMPLISHMENT
One of my major accomplishments was consistently achieving record sales and earnings for a
major product line over a four year period. We had an average compound growth rate of 20%,
versus an industry average of 8%. Also, in all of my product lines we’ve exceeded sales targets
each year by more than 10%.
WHY AVAILABLE ON THE JOB MARKET
MedPharm was recently acquired by Pharmcorp and both companies were reorganized in the
process. As a result of the merger, a severance package was offered to all eligible employees
and my package was very attractive – possibly a once in a lifetime offer for me. This is a great
opportunity for me to transition my marketing talents into a new industry.
WHAT LOOKING FOR
I have been fortunate in that I have really enjoyed my career so far and am now looking for
a marketing position at a dynamic telecommunications company where I can use my strong
strategic planning skills.
END WITH A QUESTION
What specific skills and knowledge do you personally look for in filling this position?
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DEFINING YOUR OBJECTIVES© 2009 Right Management. All Rights Reserved. 3.9
30-Second Commercial Examples1. ADMINISTRATIVE
I truly enjoy using my skills in both Mac and PCs. I have over 5 years, administrative experience
in sales and marketing, working at global corporations such as Apple, Tandem and Unisys,
providing office support to managers and dealing extensively with internal and external
customers. My strengths are in coordinating projects and communicating with people at all
levels. Recently, I coordinated a worldwide sales conference for 300 professionals and was
recognized by management for the quality of my work. Due to a restructuring to meet financial
objectives, several departments were reorganized and my job was impacted. I am now taking
this opportunity to look at several new industries in which my proven administrative ability can
contribute to an organization’s effectiveness.
2. ASSEMBLER
I am a technical assembler, with twelve years’ experience at Systems Control and Chipcom
Corporation where I’ve done board-level assembly, testing, packaging and labeling. I am
able to work reliably under pressure, get on well with others, and adapt to change. I also
learn quickly and can do long repetitive jobs without becoming bored. At Systems Control, I
received recognition for a suggestion I made that simplified our packaging system and saved
the company quite a bit of money. Systems Control has decided to move their manufacturing
offshore, so I am now looking for an opportunity to do assembly work for a small company that
values good employees.
3. MARKETING
I have enjoyed over 10 years of building my expertise in marketing and sales management
in the computer systems industry. I have a broad set of strengths including new product
and program launches, leadership of strategic alliances, telecom industry marketing and
extensive customer relationship management. I am most proud of managing the rapid product
development and successful launch of a joint venture between HRP and NT resulting in 400%
growth in HRP’s NT sales over the four years of the alliance. Due to the recent downturn in
the economy, HRP has merged several divisions and my position was affected. I am looking at
customer oriented marketing opportunities in the networking sector.
4. SOFTWARE ENGINEER
As a software engineer with a proven record of delivering innovative, quality products on
time, I am known as the “go to” person for expertise in the software development lifecycle. I
have several years’ experience working on leading edge technology of customer relationship
management software with both Seibold and PeopleSoft. My strengths include my thorough
understanding of the software development lifecycle, my commitment to meeting deadlines
and my strong teamwork. Last year, I was recognized for my valuable contribution in developing
a new algorithm for faster data access. A recent economic downturn had required my company
to consolidate the development teams and my position was impacted. I am interested in new
opportunities to define and create exceptional products that meet customer needs in the
relationship management space. Go Back to Main Table of Contents
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Developing Your Résumé
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DEVELOPING YOUR RÉSUMÉ© 2009 Right Management. All Rights Reserved.
Developing Your Résumé
CONTENTS PAGE
Developing Your Résumé .................................................................................................................................................................... 4.1
Choosing a Format for Your Résumé ......................................................................................................................................... 4.2
How to Choose the Résumé Format that’s Best for You ............................................................................................ 4.3
Résumé Preparation Tips ..................................................................................................................................................................... 4.4
Key Elements of a Résumé ................................................................................................................................................................. 4.6
Résumé Review Checklist ................................................................................................................................................................ 4.16
Résumé Template ...................................................................................................................................................................................4.18
Preparing a Résumé for Email, Internet, and Scanning ............................................................................................ 4.36
References – Reference Checks ................................................................................................................................................ 4.37
References List .......................................................................................................................................................................................... 4.38
Sample References ................................................................................................................................................................................ 4.39
“Coaching” Letter to Key Reference — Example ........................................................................................................... 4.40
Introduction to Biographies ............................................................................................................................................................ 4.41
Biography .......................................................................................................................................................................................................4.42
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DEVELOPING YOUR RÉSUMÉ© 2009 Right Management. All Rights Reserved. 4.1
Developing Your RésuméWHAT IS A RÉSUMÉ?
A résumé is a well-organized written presentation of relevant information and
accomplishments specifically targeted toward your work/job search objective. It is not a
laundry list of jobs and duties. It is an overview, not a biography.
The résumé is only one tool for the job search process. It is a Sales Brochure for You, the
Product—a marketing document that illustrates what you can do. As such, it can be used in
responding to an advertisement, as an enclosure in direct mail, and as a “leave behind” at a
networking meeting.
Résumés are typically skimmed in 15-30 seconds. An effective résumé must be:
• Clear, direct, professional and easy to read—usually one to two pages in length.
• Structured to direct the reader’s attention to specific qualifications.
• Written with the target market in mind. Remember, it’s the reader’s perception, not
the writer’s intention, that makes an impact.
• Written using up-to-date terminology relevant to your target industry.
• Free of irrelevant data (personal information or physical characteristics, hobbies or
interests unrelated to your objective, unnecessary phrases such as “References
available upon request”).
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DEVELOPING YOUR RÉSUMÉ © 2009 Right Management. All Rights Reserved.4.2
Choosing a Format for Your RésuméThere are three main formats to choose from: chronological, functional
and hybrid. The chronological résumé is most commonly used, and
is the right choice for a person seeking a similar or more senior level
position in the same type of job. The hybrid résumé is a combination
of the chronological and functional styles and is used to highlight your
ability to perform a somewhat different job.
CHRONOLOGICAL
1. Name/Address/Phone
2. Objective (optional)
3. Summary
4. Professional Experience (including
selected accomplishments)
5. Education/Professional Training
6. Military Service (optional)
7. Personal Interests/Memberships/
Professional Affiliations (optional)
FUNCTIONAL
1. Name/Address/Phone/Email
2. Objective (optional)
3. Summary
4. Selected Accomplishments:
under specific functional areas of
expertise
5. Professional Experience
6. Volunteer (optional)
7.Military Sevice (optional)
8. Computer Skills (optional)
9. Education & Training
10. Memberships/Associations
HYBRID
1. Name/Address/Phone
2. Objective (optional)
3. Summary
4. Selected Accomplishments as they
relate to targeted position
5. Professional Experience
6. Education/Professional Training
7. Military Service (optional)
8. Personal Interests/Memberships/
Professional Affiliations (optional)
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DEVELOPING YOUR RÉSUMÉ© 2009 Right Management. All Rights Reserved. 4.3
How to Choose the Résumé Format that’s Best for YouBoth formats are acceptable. You must decide which one best fits
your situation.
USE A CHRONOLOGICAL FORMAT
WHEN:
1. You are continuing in the same
occupation and/or industry.
2. Your career shows steady growth
with progressive responsibilities.
3. You have an unbroken employment
record (i.e. no gaps).
• Most acceptable to recruiters and
for ad responses.
• Focuses on your most recent career.
USE A HYBRID FORMAT
WHEN:
1. You are making a significant
career or job change, for example,
Production to Sales, Teacher to
Financial Planner.
2. You have been employed by the
same company for a very long time.
3. You have a history of many jobs or
gaps in your employment record.
4. You have had jobs very similar in
nature.
• May not be as effective as a
chronological résumé for ad
responses or recruiters.
• Best for career changers who will
probably achieve their best success
through networking
USE A FUNCTIONAL FORMAT WHEN:
1. You are making a significant career
or job change, i.e., production to
sales, teacher to financial planner
2. You want to emphasize skills and
abilities not used in recent work
experience
3. Your job objective is different from
your experience
4. Your experience is gained in
different, relatively unconnected jobs
5. You have employed by the same
company for a very long time
6. You have a history of frequent job
changes or gaps in employment
7. You are entering the job market after
an absence
• May not be as effective as a
chronological résumé for ad
responses or recruiters.
• Best for career changers who will
probably achieve their best success
through networking
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DEVELOPING YOUR RÉSUMÉ © 2009 Right Management. All Rights Reserved.4.4
Résumé Preparation TipsYOUR RÉSUMÉ IS ONLY AS GOOD AS THE ORAL PRESENTATION
THAT SUPPORTS IT
Use similar language in your résumé and your presentations – use your own words. “Write as
you speak!” Nobody can write your résumé as well as you can. Utilize the consulting services
available to you, but ultimately your résumé is your responsibility.
AVOID COLORED PAPER OR TYPE, FANCY FOLDS, PHOTOGRAPHS,
OR CLEVER DELIVERY APPROACHES
Generally, these are viewed as unprofessional or desperate attempts. Use white, pale ivory, or
pale gray paper. Other colors or paper with flecks of color or texture may cause problems if a
résumé is faxed or scanned for an applicant database.
BE HONEST
Make sure job titles and dates are accurate. Employers commonly use services that verify
information on résumés prior to making an official offer of employment.
A GOOD RÉSUMÉ WILL CLEARLY REFLECT YOUR STRATEGY
AND POSITIONING
It will be supported by accomplishments, job scope definitions, job titles, and professional and
civic affiliations. A résumé should address:
• The value, benefits, or contributions you would bring to an organization
• Your career positioning
• Experience that would be transferable and where you have obtained it (where you worked)
MAKE YOUR POINT QUICKLY
Make your case in the upper third of the first page. This section is read in seconds. If your résumé
sparks interest, then it may get a closer look. The upper third of the page tells the reader:
• What you have done
• Your qualifications
• Benefits you offer a potential employer
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DEVELOPING YOUR RÉSUMÉ© 2009 Right Management. All Rights Reserved. 4.5
THERE IS NO RIGHT LENGTH FOR A RÉSUMÉ
Current preference is for one or two pages. Use an addendum for specific projects, experiences,
publications, or patents. A résumé should succinctly communicate key information, be written
interestingly, and appear well-formatted and easy to read.
KEEP THE LOOK SIMPLE
Use margins, indentation, bold type, and bullets for a cleaner, crisper document. Balance white
space and information. Use short sentences, few prepositional phrases, and short paragraphs.
AVOID USING PERSONAL PRONOUNS
Edit out the first, second, and third-person pronouns: “I, me, our, my, we,” etc.
USE THE LEFT-HAND MARGIN FOR EMPHASIS
Place your titles here and put dates (years only) next to the right-hand margin.
USE THE PAST TENSE
Describe job responsibilities and accomplishments in the same way to maintain consistency.
CHOOSE THE STRONGEST ACTION VERBS
Use the lists provided in this manual to enhance accuracy and variety.
AVOID JARGON
Spell out terms rather than using acronyms or abbreviations unless acronyms are industry
known, e.g. HTML.
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DEVELOPING YOUR RÉSUMÉ © 2009 Right Management. All Rights Reserved.4.6
Key Elements of a Résumé• HEADING
• OBJECTIVE (OPTIONAL)
• CAREER SUMMARY
• PROFESSIONAL EXPERIENCE
• EDUCATION/TRAINING
• AWARDS/AFFILIATIONS (OPTIONAL)
• SPECIAL SKILLS (OPTIONAL)
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DEVELOPING YOUR RÉSUMÉ© 2009 Right Management. All Rights Reserved. 4.7
Key Elements of a RésuméHEADING
Identifying information – name, address (optional), fax/phone numbers, and e-mail address
should head the first page in a balanced, organized layout. Generally this information is
centered or on the right-hand side of the page so it is readily visible to someone flipping
through a pile of résumés or thumbing through file folders. Your name should be on the top
line by itself, and phone numbers on separate lines to aid in accurate scanning.
OBJECTIVE OR PROFESSIONAL TITLE
The objective statement helps the reader focus. It identifies:
1. The Job You Expect To Do
Give a brief description of the responsibilities involved in your next job. General terms may
be used rather than specific job titles. Titles vary from company to company, as do the
duties encompassed by a particular title. Instead of using the term “Controller”, you might
use “Financial Manager.” Other examples of general occupational terms are Marketing,
Production Management, Personnel Administration. However, if you are targeting a specific
job at a specific level, by all means use a job title!
2. Your Greatest Strengths
A strength is an ability motivated by an interest. Give your three greatest areas of strength
with regard to your job objective. Use words that reflect your understanding of the business
area involved, and demonstrate your ability to get the job done. Terms like “motivating
people to action”, or “planning and implementing cost-effective programs” are good
examples of meaningful language.
3. Results You Expect to Produce
The only reason anyone will employ you is because you can fill their needs or solve
problems for them. Indicate your intended contribution in terms relevant to your objective,
such as “contributing to the development of effective systems”, “increasing market share”, or
“achieving significant cost reductions.”
These three points need not be in the sequence stated above, provided that all three ideas
are conveyed.
Sample Objective Statements
• Management position in Product Development/Marketing for an electronic component
manufacturer, utilizing strong organizational, leadership, and strategic skills with a focus on
bringing new products to market.
• A Senior Product Engineer position where abilities to develop and sustain IC devices
through all phases of manufacturing will enhance yield and profitability for the company.
• An Administrative Support position utilizing strong organizational, communication and
motivational skills to enhance efficiency and morale within the organization.
• A Technical Support position providing phone and on-site assistance using data
communications background and problem solving skills to promote customer satisfaction.
Sample Professional Titles
• Account Management Professional
• Technical Support Specialist
• Product Engineer
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DEVELOPING YOUR RÉSUMÉ © 2009 Right Management. All Rights Reserved.4.8
SUMMARY/LEAD-IN PARAGRAPH
Hiring Managers and decision-makers do not have time to read a résumé top-to-bottom to
determine your experience, qualifications and skills. The Summary/Lead-in Paragraph is a
positioning statement that brings experience of the past into the present in a way that “grabs”
the manager’s attention. It is a required section for a focused, targeted résumé.
This section is a concise summary of experience, areas of expertise, technical or professional
skills, traits and distinctions that qualify you for a targeted type of job.
As such it indicates level of responsibility, illustrates potential contributions to the employer,
and highlights greatest strengths. It emphasizes key information detailed in the body of the
résumé such as languages, special degrees, team and communication skills.
The Summary can be organized in different ways:
• Narrative with 3 to 5 sentences
• Short introductory narrative followed by bullets
• Bullet statements alone or combined with short narrative sentences.
Possible headings for this section include:
• Qualifications Summary • Professional Summary • Career Highlights
• Summary of Qualifications • Professional Profile • Background Summary
• Qualifications • Profile • Summary
• Career Summary
Building a Summary Paragraph
Start the first sentence with the functional, generic job title indicating level of responsibility:
Human Resources Manager, Senior Scientist, Laboratory Researcher, Mechanical Engineer,
Executive Administrator, Office Manager, Director of Finance, IT Project Leader. Include
functional area of experience and/or industry and scope of experience.
The second sentence emphasizes and builds on technical expertise, critical strengths,
contributions, and developed functional skills. It may include accomplishments, specialized
talents and/or job knowledge.
End with a sentence that includes management/leadership skills and work style combined with
personal characteristics and qualifications that emphasize your unique capacity to contribute.
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DEVELOPING YOUR RÉSUMÉ© 2009 Right Management. All Rights Reserved. 4.9
Sample Summaries
Qualification Summary
Project Leader with over 5 years’ experience combining program management and
development engineering with clinical expertise. Adept at taking projects from concept through
manufacturing. Skilled in medical device development, incorporating physiological knowledge
with experience dealing with physicians.
• Lead multidisciplinary teams defining new products, setting project goals, timelines, budgets,
and manpower requirements to deliver products to market.
• Hands-on engineer experienced in computer-aided design, rapid prototyping, device,
equipment and test method development and validation, and manufacturing scale up
and transfer.
Professional Profile
Senior Financial Executive with extensive experience in Fortune 500 Companies and “Big Four”
Public Accounting background. Leader with broad international financial management and
operations experience. Visionary with strategic analytical skills. Practical, articulate, and creative
with proven ability to solve difficult business problems. Consistently obtain high performance
through leadership and cohesive team building. Uncommon planning, organization, and
conceptual abilities. Expertise includes:
• Asset management • Cost control
• Mergers, acquisitions, dispositions • Materials management
• Public company financing and reporting • Cost accounting
• Strategic planning and budgeting • Management information systems
Background Summary
Results-driven Operations Manager and Senior Mechanical Engineer with 10 years’ experience
in program management in automated industries including mechanical design of high-speed
rotating equipment and packaging of compact high-powered electrical systems. Experienced
Project Engineer with a track record of developing production schedules, assessing staffing
requirements, managing costs, increasing sales, and meeting deadlines. Skilled in motivating
and managing technical and non-technical teams to achieve desired results. Actively coach
and develop staff with a proven ability to transfer job knowledge and skills to all levels. Apply
sound business strategies and tactics to set and achieve targeted goals.
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DEVELOPING YOUR RÉSUMÉ © 2009 Right Management. All Rights Reserved.4.10
PROFESSIONAL EXPERIENCE
The Professional Experience section summarizes work experience and accomplishments of the
past 10 – 12 years. Begin with current job first and work backwards. Work experience older
than 10 years maybe summarized at the end of this section in a single sentence. Describe
experiences in a coherent and continuous manner.
Start by outlining the most effective and important information first: current Company/
Employer’s Name, Job Title, Job Function, and Dates (in years). For all companies,
organizations and schools, city and state must be included to establish credibility. List the
current name of the company even if you started working with a company that was bought
or merged with the current company, “Honeywell International (formerly Allied/Signal)”. Use
the official, formal name of the company. Many companies have names or initials that make it
impossible to identify what kind of company it is. You can include a short tag line to describe
each company: industry position, dollar volume, customer base, products and/or recognition.
For example: “An international manufacturer of professional and retail personal care products
with $134M in annual sales.” Or “A $50M wholesaler of paper and plastic products.”
In most instances, company name should be listed first followed by job title. Specifically, when
you have had more than one position with the company, company name should not be listed
more than once.
Next write your most recent Job Title. You may need to include a translation or generic job
title if a job title is specific to the company and difficult to understand what it is; “Product
Specialist” may be listed as “Product Specialist/Purchasing Representative” because those
terms are more readily understandable outside the company, industry. If you had more than
one job title with the same company, list date next to the job title to demonstrate advancement
or movement within an organization.
Job Scope Definition: defines the dimension, range, level, staff size, budget, general
responsibilities and reporting relationship as appropriate for that position. Start with an action
verb: managed, led, directed, conducted, supervised, consulted, or performed. Limited to 1
or 2 sentences directly under the job title to outline the scope and responsibility of the job
(optional).
Example
Professional Experience:
Honeywell International (formerly Allied/Signal), Anytown, Anywhere (1990 – Present)
Project Engineer
Designed and developed miniature radar systems and signal-processing equipment including
system interfaces utilizing state-of-the-art materials and mechanical packaging.
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DEVELOPING YOUR RÉSUMÉ© 2009 Right Management. All Rights Reserved. 4.11
Accomplishment Statements for Each Job
An accomplishment statement clearly demonstrates your past ability to contribute to the
productivity and/or profitability of the company by citing specific examples. Later, in an
interview, these examples often form the basis for the questions you are asked, so showcase
your strengths in your statements.
The components of a well-written accomplishment include:
1. CHALLENGE: Under what circumstances or conditions you did the work: e.g. within tight
timeframes, during a departmental move, while department staffing level was at 50%, or
took on additional responsibilities while maintaining current workload.
2. ACTION: How you executed the accomplishment, what you did, and the strengths you
used. Be specific and use strong action verbs.
3. RESULT: The business impact of your actions. Include key deliverables, measurable
standards, and contributions from the organization’s perspective. To determine the results,
you need to think of what would have happened if you did not do such a competent job.
Example: If filing is not done in a timely fashion or items are misfiled, co-workers would not
be able to find documents and that could have had a serious adverse business impact.
Accomplishment statements lead the reader to the conclusions you want him or her to have
about you. Rather than tell the reader what to believe, you point out what you have achieved.
For example, no employer will conclude that you are a high achiever simply because you say
you are, but most employers will conclude that you are indeed a high achiever when they read
these accomplishment statements on your résumé:
• “Achieved a customer satisfaction rating of 99.9% by developing a high level of proficiency
on new software during a two-month systems conversion.”
• “Exceeded annual sales quotas consistently by an average of 15% for three years by
initiating a system of follow up contacts with satisfied customers.”
• “Planned construction of an industrial facility for a real estate developer that realized
$60,000 net savings in projected construction costs.”
• “Developed a promotional fund raising campaign for a local chapter of a nationally-
recognized youth group that provided contributions exceeding $30,000, three times the
previous record.”
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DEVELOPING YOUR RÉSUMÉ © 2009 Right Management. All Rights Reserved.4.12
The Components of an Accomplishment
RESULT
The business impact of your action;
key deliverables, measurables,
standards, contributions.
Quantify if possible.
CHALLENGE
The circumstances
surrounding the
accomplishment.
ACTION
What you did;
actions demonstrate
your strengths
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DEVELOPING YOUR RÉSUMÉ© 2009 Right Management. All Rights Reserved. 4.13
How to Strengthen an Accomplishment Statement
A general guideline is to write one accomplishment for every year in a job, but more
importantly they should be tied to core competencies the employer is looking for. The
accomplishments should cover the most important aspects of your job and relate directly to
your job objective. Each accomplishment statement should support what you have stated in
your Summary. Likewise, each part of your Summary should have at least one accomplishment
in your résumé that supports what you have said about yourself, your strengths and your ability
to contribute.
GOOD
BETTER
BEST
Conducted many training
programs in several states
which reduced problems.
Conducted more than 45 service
technician training programs
throughout an eight-state region
reducing customer complaints by
22% in a six-month period.
Reduced customer complaints
by 22% in a six-month period by
conducting more than 45 service
technician training programs
throughout an eight-state region.
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DEVELOPING YOUR RÉSUMÉ © 2009 Right Management. All Rights Reserved.4.14
COMPUTER AND TECHNICAL SKILLS
This section itemizes specific computer applications and may differentiate between “proficient
in” and “familiar with”. In some instances, the computer skills section should be near the end
of the résumé, ahead of Education. If you specialize in computer or information technology
and are selling your computer expertise as a qualification for the job, the computer skills
section should be included in the beginning of the résumé (IT Professionals, Programmers, and
Administrative/ Executive Assistants).
Computer Skills
Microsoft Windows, Excel, PowerPoint, Word; Adobe Illustrator, SAP, Material Requirements
Planning (MRP) System, Email, Internet
Technical/Computer Skills
Hardware: IBM 30xx, 3270 Terminal, IBM PC & Compatibles
Mainframe: COBOUDB2, QMF, MVS/JCL & Utilities, TSO/ISPF, Panvalet, VSAM, CICS
Software: Microsoft Office, Lotus Notes, DOS
Integrated Solutions: SAP R/3, Walker Interactive Systems
Client Server Tools: Powerbuilder, Oracle PL/SQL & SQLPLUS, C, Galaxy Development,
Toolkit, PVSC, LBMS, Erwin, Codewright
EDUCATION
Educational background should be stated simply. List your highest degree first, followed by
major (if relevant to job objective), name of school, and location. Then list prior degrees, if
any, and dates. You may choose to include an Associate degree along with a BA or BS when
it is relevant. High schools are only shown if there is no college level training indicated. Some
people choose to omit the dates in this section unless the degree is recent.
Education
COLUMBIA UNIVERSITY, New York, NY
Ph.D., Chemical Engineering
HARVARD UNIVERSITY, Cambridge, MA
M.S., Chemical Engineering
B.S., Chemical Engineering
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DEVELOPING YOUR RÉSUMÉ© 2009 Right Management. All Rights Reserved. 4.15
PROFESSIONAL DEVELOPMENT
Other training, certificates, or educational attainments should be stated if they provide
significant support to your Objective and Summary. Include seminar name; date (year)
is optional.
Professional Development
PROFESSIONAL CERTIFICATIONS:
Six Sigma Black Belt Certified
COMPANY SPONSORED TRAINING:
Total Quality (TQ) Leadership I & II, ISO 3000 Awareness, ISO Audit Training, Quality
Assurance Procedures, Statistical Process Control, Lean Manufacturing Training, Integrated
Product Development Systems
MILITARY EXPERIENCE / PROFESSIONAL AFFILIATIONS / COMMUNITY
AFFILIATIONS
These sections are optional, and tailored to your own situation. Include memberships in
professional organizations, language skills, special achievements, military experience, etc. only
if they relate directly to your job objective. Do not include information or activities that are
irrelevant. Include leadership positions you have held as well.
ADDENDUM
Use an addendum to outline publications (books & articles), presentations, speaking
engagements at conferences and industry forums, patents and special projects. Given the
technical nature of the information, it is appropriate to use the same format used to cite
resources in a bibliography or footnote for a technical journal or research paper.
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DEVELOPING YOUR RÉSUMÉ © 2009 Right Management. All Rights Reserved.4.16
Résumé Review ChecklistYour résumé is not complete until you have reviewed it carefully.
To help you, we offer the following checklist:
LEAD-IN PARAGRAPH (OBJECTIVE AND SUMMARY)
Purpose: To encourage the reader’s immediate and favorable attention.
Does the lead-in paragraph…
Indicate the level of responsibility you can handle?
Show how your potential contributions will benefit the employer?
Clearly show your greatest strengths?
Use business or professional language?
PROFESSIONAL EXPERIENCE
Purpose: To relate your past experience to the Objective and Profile stated in your lead-in
paragraph.
Do the job experiences you have listed immediately support your Career Objective?
Are your experiences described in a coherent and continuous manner?
Is the most effective and important information listed first: Employer’s Name, Job Title,
Job Function, etc.?
Do the job descriptions you have included focus on major tasks and results, eliminating
irrelevant detail?
Does this summary of your work experience contain up-to-date terminology that is
widely used in the industry you have targeted?
Does it include specific and relevant information about the level of responsibility you
have held?
Does it make clear with what product or service you have had experience?
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DEVELOPING YOUR RÉSUMÉ© 2009 Right Management. All Rights Reserved. 4.17
Résumé Review ChecklistKEY ACHIEVEMENTS
Purpose: To substantiate the strengths highlighted in your lead-in paragraph with results
produced in similar or analogous situations.
Is each of your greatest strengths documented with at least one solid achievement
or result?
Do all the achievements you have described relate directly to your Career Objective,
and is it immediately clear how they relate?
Is the language you used concise, specific, and professional?
Are the specific results of your actions immediately clear to anyone reading the
summary of your achievements?
Does each achievement begin with an action word or phrase?
EDUCATION
Purpose: To assure a potential employer that you have the educational background,
professional initiative, intelligence level, discipline, and training to fulfill your expressed
objectives.
Are the educational credits you list relevant to your Career Objective?
Does this section begin with your highest level of academic certification and
work downward?
Have you included any relevant nonacademic training?
PROFESSIONAL & COMMUNITY ACTIVITIES AND OTHER DATA
(Memberships, Awards, Honors, Certifications)
Purpose: To present a professional image; to emphasize that you are involved, recognized,
and valued.
Does each item in this section relate to your Career Objective or make an
important point?
Will it help you project a professional image?
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DEVELOPING YOUR RÉSUMÉ © 2009 Right Management. All Rights Reserved.4.18
Résumé Template (Name)
(Address)
(Phone)
(Email)
OBJECTIVE OR PROFESSIONAL TITLE:
SUMMARY OR PROFILE:
• •
• •
• •
PROFESSIONAL EXPERIENCE:
_________-______
(COMPANY NAME), (CITY, ST)
(POSITION TITLE)
(JOB SCOPE)
•
•
•
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DEVELOPING YOUR RÉSUMÉ© 2009 Right Management. All Rights Reserved. 4.19
Résumé Template _________-______
(COMPANY NAME), (CITY, ST)
(POSITION TITLE)
(JOB SCOPE)
•
•
•
_________-______
(COMPANY NAME), (CITY, ST)
(POSITION TITLE)
(JOB SCOPE)
•
•
•
_________-______
(COMPANY NAME), (CITY, ST)
(POSITION TITLE)
(JOB SCOPE)
•
•
•
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DEVELOPING YOUR RÉSUMÉ © 2009 Right Management. All Rights Reserved.4.20
Résumé TemplateEDUCATION:
Degree, Major, School (year is optional)
TRAINING:
AWARDS/AFFILIATIONS:
SPECIAL SKILLS:
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DEVELOPING YOUR RÉSUMÉ© 2009 Right Management. All Rights Reserved. 4.21
CHRONOLOGICAL SAMPLE FORMAT
NAME
Street Address, City, State Zip
Phone • Email
PURCHASING PROFESSIONAL
SUMMARY
Over ten years of experience in a high technology environment with responsibilities in
purchasing material control and production control. Proven results in scanning, scheduling and
procurement. Areas of expertise include:
• MRP • Inventory Control
• Planning/Organizing • Forecasting
• Master Scheduling • New Product Introduction
• KANBAN • Procurement/Negotiation
Hardware: IBM, PC, Macintosh, NCA, HP MM3000
Software: Excel, Windows, MS Office
PROFESSIONAL EXPERIENCE
KBO COMMUNICATIONS CORPORATION, Milpitas, CA (1994 – 2001)
Buyer II (1998 – 2001)
Developed sources, obtained quotations, negotiated contracts, placed orders and expedited
delivery of MRO products and services.
• Managed and successfully organized the 1994 Octel Communications Supplier’s Conference
for approximately 200 key suppliers.
• Identified and contracted a third party advertising supplier to manage Octel’s national
telephone directory advertising.
• Negotiated a new audio conference calling service contract resulting in an annual 18.5%
cost savings.
• Participated in the implementation of a corporate procurement card program which
included the development of a ProCard telephone directory.
• Assisted in the preparation of the RFP for a new fulfillment supplier which resulted in a cost
savings of over $50,000 annually.
Senior Material/Production Control Planner (1994 – 1998)
Converted the monthly sales forecast into the master schedule, analyzed capacity and material
constraints, and scheduled production for all product lines.
• Project leader for team that converted the master schedule items into plan bills. As a result,
the number of master scheduled items were reduced from over 100 to approximately 10.
• Managed the WIP cycle count program for the Aspen product line which included PC
Boards, sub-assemblies and peripherals. Improved inventory accuracy from 57% to 99%.
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DEVELOPING YOUR RÉSUMÉ © 2009 Right Management. All Rights Reserved.4.22
NORALL, INC., Santa Clara, CA (1993 – 1994)
Sr. Material/Production Control Planner
• Planned, scheduled, and monitored movement of material through the entire
production cycle.
• Generated and tracked production work orders for all sub-assemblies and finished
good products to ensure adherence to sales order backlog and sales forecast.
• Maintained and ensured appropriate inventory levels, input all stockroom inventory
transaction, reconciled, and closed month end inventory.
SYNAPSIC COMPUTER, INC., Cupertino, CA (1988 – 1993)
Master Scheduler (1991 – 1993)
• Planned, scheduled, and produced the Apple Ile Master Schedule for Dallas, Ireland,
and Singapore.
Senior Material Planner (1989 – 1991)
• Planned all PCB requirements needed to support Apple IIe’s, Disk Drives, Apple III’s
and all peripheral cards from Singapore.
Material Planner (1988 – 1989)
• Produced the Master Schedule for all peripheral pack products and generated a
corporate MR.P.
EDUCATION AND TRAINING
De Anza College, Cupertino, CA
• Certificate in Business Administration
• Certificate in Marketing Management
PROFESSIONAL MEMBERSHIPS
National Association of Purchasing Management (NAPM)
Modules completed:
• Legal Essentials of Purchasing Goods and Services
• The Negotiating Edge
• Basics for Buyers
American Production and Inventory Control Society (APICS)
Modules completed:
• Master Scheduling
• MRP
• Purchasing
• Capacity Planning
• JIT
• Inventory Control
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DEVELOPING YOUR RÉSUMÉ© 2009 Right Management. All Rights Reserved. 4.23
CHRONOLOGICAL SAMPLE FORMAT
Name
Street Address
City, State, Zip
Phone • Email
SOFTWARE ENGINEERING PROFESSIONAL
SUMMARY
Twelve years experience designing and programming graphical user interfaces including:
• Designing, creating, and modifying user interface pages.
• Developing project schedules, monitoring team progress, and meeting delivery schedules.
• Experience working with customers and marketing to clarify customer requirements.
• Writing and reviewing Software Requirements Specifications and Software Design
Specifications.
• Writing, reviewing, testing, and debugging object-oriented code.
• Performing integration testing.
• Writing documentation.
• Organizing events to improve team attitude.
Software: Windows NT, OPENSTEP, UNIX, DOS, Objective C, Borland C, Wet Paint, Pixel
Magician, Interface Builder, Icon Builder, Project Builder, Microsoft Word, Microsoft Project.
PROFESSIONAL EXPERIENCE
LAM RESEARCH CORPORATION, Fremont, CA (1995 – 2001)
Software Engineer
• Gathered and incorporated input from customers, Marketing, and Engineering into Software
Requirement Specification and Software Design Specifications for numerous projects.
• Led development team in creating Process and Instrumentation Diagram pages, which
increased efficiency and ease of use in diagnostics and maintenance for both customers
and the field service organization.
• Effectively managed development project, including conducting Review and Inspection
meetings and keeping an inter-departmental team on an aggressive schedule.
• Enhanced and maintained existing software, including unit and integration testing and
debugging, and writing user documentation.
• Demonstrated software capabilities for internal and external customers.
• Incorporated and enhanced Host communication software (SECSII and GEM).
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DEVELOPING YOUR RÉSUMÉ © 2009 Right Management. All Rights Reserved.4.24
GASONICS INTERNATIONAL, San Jose, CA (1993 – 1995)
Software Engineer
• Designed process requirements and user interface screens.
• Created enhancements and maintained software for real-time embedded systems in
semiconductor processing equipment.
• Worked with contractor in developing Host communication software and system
automation software.
ADVANCED LOGICAL SOLUTIONS, Livermore, CA (1991 – 1992)
Software Engineer
• Developed configuration program and user interface for intelligent Remote Terminal Units
used in Supervisory Control and Data Acquisition systems.
• Created menu driven user-friendly data entry screens.
• Developed file and data management processes.
• Wrote user manual documentation.
BRANSON/IPC, Hayward, CA (1988 – 1991)
Associate Software Engineer
• Designed graphical user interfaces for real-time embedded systems.
• Developed menu-driven screens for variety of input devices, including touch pads, light
pens, and mouse, for both monochrome and color displays.
• Provided training in programming and debugging methods.
EDUCATION:
B.S. in Computer Science, California State University, Hayward, CA
ADDITIONAL COURSE-WORK
Chabot College, Hayward, CA
• Extensive course-work in Electronics Technology.
• Award for Outstanding Achievement in Industrial Education.
• Computer Arts Institute, San Francisco, CA
• 3D Animation (313 Studio)
• Photoshop
• Story Boarding
ORGANIZATIONS:
Member of the Sematech Human/Computer Interface Task Force.
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DEVELOPING YOUR RÉSUMÉ© 2009 Right Management. All Rights Reserved. 4.25
CHRONOLOGICAL SAMPLE RÉSUMÉ
Name
Street Address
City, State Zip
Phone:
email:
ENGINEERING MANAGEMENT PROFESSIONAL
PROFILE
Seven years engineering management experience. Extensive semiconductor engineering
experience with areas of focus on:
• Project management
• New product development
• Reverse engineering
• Product sustaining and yield enhancement
• Foundry business and process technical support
• Quality, reliability, and failure analysis
PROFESSIONAL EXPERIENCE
ISD, San Jose, CA (1997 – 2002)
Product Engineering Manager
Managed groups of yield enhancement and product engineering. Worked on Voice Recoder IC
in EEPROM and Flash Memory technologies.
• Identified the low yield root caused by varied process variations. Negotiated corrective
actions. Improved wafer sort yield from 40% to 75%, reducing company cost by $1M
per quarter.
• Heavily interfaced with foundry regarding yield problems, goal, and process improvement.
• Supported manufacturing in low yield disposition, test program release, test productivity,
test time reduction, and rejected parts recovery.
TSMC USA, San Jose, CA (1996 – 1997)
Engineering Account Manager
Interfaced between foundry TSMC Taiwan and USA customers.
• Effectively dealt with issues of design rules, HSPICE models, PCM, process flow,
characterization, masks, design tape out, production cycle time, quality, reliability, yield,
DMR, RMA, quotation, forecast, and new technology introduction.
• Maintained strategic accounts and developed new business.
• Provided technical support on various process technologies 0.6um, 0.5um, 0.35um,
and 0.25um.
MICROUNITY SYSTEM ENGINEERING, Sunnyvale, CA (1996)
Lead Product Engineer
Led Product and Design Engineering validation teams working on MediaProcessor, a
broadband communication product with CMOS 0.6urn and 0.35urn process technologies.
• Generated chip test plans of wafer sort, characterization, bench evaluation, ESD, latch-up,
final test, and reliability qualification.
• Tracked schedules of test development, design verification, DFT, datasheet documentation,
and manufacturing plans.
• Interfaced with foundry for technology update, production cycle time, and yield enhancement.
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DEVELOPING YOUR RÉSUMÉ © 2009 Right Management. All Rights Reserved.4.26
NATIONAL SEMICONDUCTOR CORP., Santa Clara, CA (1984 – 1996)
Product Engineering Manager (1994 – 1996)
Managed a product engineering team, worked on digital CMOS hard Disk Controller, mixed
signal BiCMOS Peak Detectors, PRML, Read Channel, and Thin Film/MR head Preamps.
• Improved sorted yield by utilizing ET analysis, wafer mapping, processing effects and
analysis, microprobing and visual inspection.
• Defined process matrix comer lot, characterized device on ATE and bench equipment.
• Worked with Fab, assembly vendors, customers, and international plants.
Staff Product Engineer (1990 – 1994)
• Succeeded in reversing a CMOS hard disk controller chip. Worked on the functional locks
of microcontroller interface, Disk formatter, Butter Memory interface, and Host interface.
Used Cadence design tools for schematic entry, logic simulation, DRC., LVS, and test vector
development.
• Led Customer PQA cycle time reduction team.
• Reduced FA cycle time from 90 days to 14 days.
• Worked with Product, Test, Design, Process, and QA engineers, performed failure analysis on
all returns.
• Wrote 8D report with root cause and corrective action implementation plan.
Sr. Product Engineer (1988 – 1990)
• Shrank a CMOS hard disk controller die size by 47%.
• Redesigned 1/0 cells to fix the ESD failure resulting from die shrinkage from 500 volts to
over 2000 volts.
• Improved speed yield by shmoo plot, ET analysis, and device characterization.
Sr. Reliability Engineer (1984 – 1988)
• Performed reliability qualification tests HOPL, T/H, TMCL, ACLV, and ESD.
• Utilized ATE, bench setup, wet or dry chemical deprocess, liquid crystal, curve trace, and
x-ray, EDAX, and SEM techniques for failure analysis.
• Helped product line reducing internal/external quality PPM and FIT levels.
SYSTEM EXPERIENCE
Tester: trillium, MCT3120/2020, Sentry 20/21
CAD tools: Cadence Edge, Verilog, Dracular, and NASPICE
FA equipment: Plasma etch, SEM, EDAX, IDS5000, KLA EMMI, Phemos, FEB.
EDUCATION
M.S.E.E., University of New Mexico, Albuquerque, New Mexico
B.S.E.E., Fen Chia University, Taiwan
AWARDS/AFFILIATIONS
Received award from National Semiconductor for improving productivity by developing
“Sledge Hammer Integrity Test.”
Member, Board of Directors, Chinese American Semiconductor Professional Association
(CASPA), 1995-1997
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DEVELOPING YOUR RÉSUMÉ© 2009 Right Management. All Rights Reserved. 4.27
Name
Address
Phone:
Email:
Senior Product Manager / Business Analyst / Web Developer
Forerunner in identifying and translating market needs into profitable products.
• High Energy Product Manager • Corporate & Investor Marketing
• Strong Technical Background • Competitive Market Intelligence
• Customer Interaction Skills • Project Management
• Sales Training • Exceptional Presentation Skills
PROFESSIONAL EXPERIENCE
Senior Product Manager (2000 to Present)
WISE TECHNOLOGY, INC., Sunnyvale, California
Generated in excess of $20 million dollars revenue by introducing and launching profitable
suite of products for companies operating in global supply chains.
• Created product presentations, marketing requirements documents (MRDs), sales collateral,
and demos.
• Worked closely with Engineering, Quality Assurance, and User Interface Designers to ensure
delivery of appropriate products to target markets.
• Trained customers and gave product presentations to press, customers, investors, and
business partners.
• Teamed with Sales and Business Development to identify and obtain customers.
• Developed support programs to service existing customers.
• Hired and led team of technical writers to deliver documentation for product family.
Product Manager (1999 to 2000)
FILM-MAKER, INC., Santa Clara, California
Defined, drove development and launched FileMaker Pro 5 Unlimited and FileMaker Mobile to
worldwide marketplace.
• Generated 20% increase in annual revenue.
• Created product design and defined positioning by collecting and analyzing worldwide
customer requirements, competitive environment, emerging markets and technology trends.
• Managed revenue forecasts; market research and analysis; packaging; and advertising.
Senior Software Engineer, Optivity Network Management System (1998 – 2000)
• Designed and implemented enhancements in CallView – an ATM application in Optivity NMS
(Network Management Software) 9.1.
• Collaborated in design of Protocol Visualization Application in Optivity NMS 9.2. This
application presents relevant information on various Routing Protocols running on network
devices in tabular and graphical formats.
• Project lead for installation component of Optivity NMS on UNIX platforms – responsible for
GUI based installation implemented with C++, shell scripts and package utilities.
• Team lead for the sustaining group – responsible for feature enhancements, added device
support and bug fixes to released versions of Optivity NMS.
• Interacted with Technical Solutions Center to resolve customer issues and Technical
Publications to review user manuals for Optivity NMS.
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DEVELOPING YOUR RÉSUMÉ © 2009 Right Management. All Rights Reserved.4.28
Marketing Services Engineer (1994 – 1996)
COMMUNICATIONS FIRM
• Technical lead for designing and implementing the infrastructure for providing Paging
Services to the city using the Unipage Paging Exchange supplied by Motorola Inc.
• Involved in site inspection, feasibility studies, installation, field testing and maintenance of
both the hardware and software.
• Effectively managed the 20 member customer support group and interacted with various
government authorities and vendors.
RELEVANT COURSEWORK
Computer Networks, Advanced Programming in Java, OOAD, ATM, Internetworking, LAN, Voice
over IP, GUI programming, Software Engineering and Optical Communication.
EDUCATION
M.S. – Computer Engineering University, CA.
B.S. – Electronics & Communication Engineering
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DEVELOPING YOUR RÉSUMÉ© 2009 Right Management. All Rights Reserved. 4.29
SAMPLE RÉSUMÉName
Address
City, State, Zip
Phone
e-mail address
CONTRACT MANUFACTURING MANAGEMENT PROFESSIONAL
Global Contract Manufacturing Management • Global Materials Management
Strategic Supply Chain Management • Commodity Management
Program Management • Business Management
Strategic Visionary • Creative Negotiator
International Contract Manufacturing Management professional with extensive experience of
delivering bottom-line results in Fortune 250 Corporations’ global operations. Directed Global
Management Team, managed $250 million goods and services.
• Streamlined manufacturers’ supply chain averting $1.3 million in carrying costs.
• Negotiated $3 million savings (115%) in labor cost from suppliers of mature
product lines.
• Reduced cost by 30% by leading team in transitioning products between internal build
and external manufacturing while improving or maintaining delivery and quality.
• Directed $120 million program to deliver 40% savings by partnering with Far East
suppliers in developing cost-reduced product designs.
• Captured $8 million in lost profits and positioned company as preferred supplier by
crafting International Manufacturing Offsets Program with Australian Government.
• Launched and managed high volume ($600,000 per week) international
manufacturing line for worldwide product distribution.
PROFESSIONAL EXPERIENCE
Sr. Manager, OEM Supply Management (1995 – 2002)
MIGHTY NETWORKS, INC., Santa Clara, CA
($30 Billion global telecommunications leader)
• Pivotal role in supplier management, strategic direction, worldwide supply chain integration,
and contract negotiation. Placed $250+ million orders annually with Nortel Networks’
global Contract Manufacturers and OEM suppliers.
• Directed supplier management teams, including supply chain and inventory management,
cost improvement, source selection, measurement, innovation, communication, roadmaps,
and business rules of engagement. Extensive international contract experience.
Business Analyst (1997 – 1999)
GRAPHITE MAGIC, INC., Mountain View, California
Managed Information Technology projects for the Customer and Professional Services division.
• Implemented integrated, global, customer relationship management (CRM) system.
• Saved company over $100 million dollars by spearheading project to reduce excess and
obsolete inventory from the supply chain.
• Gathered requirements, created business and system process flows.
• Provided information and leadership to a technical staff of developers.
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DEVELOPING YOUR RÉSUMÉ © 2009 Right Management. All Rights Reserved.4.30
Web Developer (1997 – 1997)
TECHLINK, Corp., Sunnyvale, California
• Built many applications using Lotus Notes and Domino for Cylink’s Intranet, Internet and
Extranet sites.
• Applications were built for the company’s: Customer Support, Engineering, Human
Resources, Legal, Marketing and Sales departments.
• Performed requirements engineering, development, and system usability testing.
Business Analyst Intern (1995 – 1996)
GRAPHITE MAGIC, INC., Mountain View, California
• Played an instrumental part in the marketing and roll out of an enterprise-wide, webbased,
purchasing system.
• Trained employees and provided support by designing and producing instructional media
including a website and video.
• Conducted requirements engineering and system usability testing.
Global Commodity Manager (1986 – 1995)
AMCO CORPORATION, Sunnyvale, CA
($3 Billion mainframe computer manufacturer)
• Managed international commodity sourcing team.
• Procured $100+ million through formulation and negotiation of complex multi-year
contracts with key strategic suppliers.
• Global commodity manager for international suppliers; Led commodity teams for source
selection and new product development of key technology commodities; Spearheaded
manufacturing team in outsourcing manufacturing activities to foreign contract
manufacturers. Extensive international travel.
ADDITIONAL EXPERIENCE
Buyer
MFII/Control Data, Santa Clara, CA
Managed electrical components and suppliers for production use, consolidated departmental
inventories, represented department on new product development, established electronic RMA
procedures – adopted as divisional standard.
EDUCATION
M.B.A.
Golden Gate University, San Francisco, CA
B.S. Business Management, Purchasing
San Jose State University, San Jose, CA
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DEVELOPING YOUR RÉSUMÉ© 2009 Right Management. All Rights Reserved. 4.31
HYBRID SAMPLE RÉSUMÉ
Phone:
Email:
Name Street, City, State, Zip
IT Director – Business Applications
Exploiting technology for business success
Passion for success • Passion for technology • Excellent communicator • Thrives on rapid change
Selection • Implementation • Integration • Customization • Deployment • Support
Strategic planner • Superior problem solver • Creative negotiator
Big 5 methodologies • Custom • Package • Large-scale
High performance, award-winning IT leader
Senior IT professional with record of delivering IT solutions with superior business benefits.
Acknowledged for excellence in technical, business and staff leadership, with extensive
experience in creating and maintaining vendor and customer partnerships. Reputation for
honest, confident and warm communication style.
ACCOMPLISHMENTS
• Achieved 400% reduction in planning cycle time and 200% improvement in forecast
accuracy by leading multi-functional organization to deliver and deploy i2 Demand Planning
in 9 months.
• Generated $37M savings by development of decision support and statistical process
control (SPC) system. Achievement recognized with company award.
• Produced savings of $10M/year by leading evaluation and implementation of Auto
Failure Analysis system. Accomplishment gained company award.
• Created reference-site of delighted customer in 6 months by directing 14 departments
to deliver total solution. Pioneered definition and use of 10 companywide processes.
PROFESSIONAL EXPERIENCE
LOW TECHNICS, Sunnyvale, Ca (2000 – 2002)
Program Director
• Directed rollout of company products at first company customer.
• Achieved 100% of committed deliverables on target by transforming under-performing
groups into 13 high-performing teams.
• Delivered and supported total solution to customers by pioneering definition and use of
10 company-wide processes.
• Actively managed program finances. Locked in additional revenue opportunities, helped
customer perform ROI analysis.
Director of Product Management, e-Supply Chain Applications
• Created company’s product strategy by leading definition of product goals, features/
functions, financial objectives, market opportunities, industry trends, target buyers and
competitive differentiators.
• Enabled product strategy by extensively evaluating 11 categories of supply chain applications.
Selected asset Management Systems (AMS) and multli-modal e-logistics portal.
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DEVELOPING YOUR RÉSUMÉ © 2009 Right Management. All Rights Reserved.4.32
SAMPLE ENGINEERING TECHNICIAN RÉSUMÉ
NAME
222 Any Street Phone:
City, State, Zip Email:
OBJECTIVE
A technician position in electronics or engineering technology utilizing abilities in R&D support,
test and repair.
QUALIFICATIONS
Over five years of results-oriented experience in electronics manufacturing and production
environments. Additional experience as owner/operator of an audio electronics equipment
installation and repair service. Skills and experience include:
• Engineering Support • Prototype Development
• Equipment Calibration • Technical assistance
• Inventory Control • Employee Training
Software: MS Windows, Office, Orcad, Procomm, and Flex Programming.
PROFESSIONAL EXPERIENCE
CIDCO, INC., Morgan Hill, CA (1996 – 2001)
R&D Technician, Accessory Division
• Key liaison/contact for completing and maintaining test equipment for R&D and all of
engineering for use with company product.
• Provided overseas manufacturers with technical assistance via conference calling for test
equipment issues.
• Supplied and maintained each project with functional test equipment and technical
assistance.
• Ran tests on prototype projects which included specifications for FCC, UL, and Bellcore.
• Trained fellow employees to test, upgrade, troubleshoot and repair test equipment.
• Prepared EPROM’s, Flash memory and PAL’s with latest revision software utilizing ACCESS
programming for test equipment.
GILROY FOODS, Gilroy, CA (1994 – 1996)
Inventory Control Clerk
• Logged all product shipped and received.
• Prepared various invoices to customers including Gilroy Food’s invoices.
• Rotated and tagged stock with bar coding using the FIFO system.
GALLARDO SERVICES, Gilroy, CA (1990 – 1994)
Owner/Technician
• Tested and repaired nonfunctioning audio equipment (DJ/automobile audio equipment).
• Installed car audio amplifiers, head units and speakers.
• Installed LAN system hardware and software for Northrup King Seed.
EDUCATION AND TRAINING
A.S., Applied Science in Electronics, Heald Institute of Technology, San Jose, CA
Gavilan College, general education with minor in mechanical drawing, Gilroy, CA
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DEVELOPING YOUR RÉSUMÉ© 2009 Right Management. All Rights Reserved. 4.33
SAMPLE ASSEMBLY RÉSUMÉ 1
NAME
222 Any Street Phone:
City, State, Zip Email:
OBJECTIVE
A senior assembly and test position in the electronics manufacturing industry.
QUALIFICATIONS
Over ten years combined experience in manufacturing with skills in the following areas:
• Assembly • Operating machines
• Testing • Training new employees
• Inspecting • Leading work crew
• GenRad operator • PROM programming
• PCB rework
ACCOMPLISHMENTS
• Started-up workstation program in manufacturing and developed process for assembly
and test.
• Promoted to lead position over the workstation integration and test, manufacturing line.
• Received achievement award for developing and instructing a hands-on soldering class.
• Selected as coordinator for attendance control program.
PROFESSIONAL EXPERIENCE
XZO CORPORATION, Santa Clara, CA (1996 – 2002)
Assembler Head
Assembled, tested, troubleshot and reworked workstations. Lead over workstation line. Trained
new employer in assembly procedure. Reported daily status to supervisor. Updated attendance
records on computer and checked timecards before submitting to payroll. Carried out other
administrative details of manufacturing department of 25 people.
AERO CORPORATION, Sunnyvale, CA (1990 – 1996)
Assembler
Responsible for PCB assembly, stuffing and soldering. Performed soldering.
EDUCATION
West Valley College, General Education
Branham High School, High School Diploma
TRAINING
Electronic assembly and inspection
Computer Automation 4300 or 4700 capable
Test systems, MRP training
SPECIAL SKILLS
Knowledge of the use and operation of personal computers.
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DEVELOPING YOUR RÉSUMÉ © 2009 Right Management. All Rights Reserved.4.34
SAMPLE ASSEMBLY RÉSUMÉ 2
NAME
222 Any Street Phone:
City, State, Zip Email:
OBJECTIVE
Assembler
QUALIFICATIONS
Over four years combined experience in manufacturing with skills in the following areas:
• Setting up machines • Training new employees
• Inspecting products • Setting alignments
• Operating machines • Working effective in quality
improvement teams.
SELECTED ACCOMPLISHMENTS
• Learned new products and was selected to train assemblers on the production line.
• Completed and received certificates upon completion in all of Assembly classes including
color codes, schematics, soldering, mechanical in MRX.
• Certified Final Quality Audit testing all of products by QA supervision.
• Assumed responsibility of leader work crews in leader’s absence.
EXPERIENCE
HVNT CORPORATION, San Jose, CA (1992 – 2002)
Final Assembler
• Inspected quality of products before shipping to customers. Assisted in identifying production
errors and repairing machines to correct the problems on the manufacturing floor.
• Supported building whole tester systems with test engineering group.
• Responsible for Bum-in areas, making corrections on paperwork and repairing all rejected
products.
• Used knowledge of schematic, alignment, color codes, rework, harness, cable, testing, and
all of mechanical equipment tools to train other assemblers.
• Completed products consistently when due.
EDUCATION
San Jose City College, San Jose, CA, Completed Electronic Technician Certification Program
TRAINING
Completed all of assembly classes and passed final quality audit testing at Memorex.
SPECIAL SKILLS
Write, read and speak Vietnamese fluently.
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DEVELOPING YOUR RÉSUMÉ© 2009 Right Management. All Rights Reserved. 4.35
SAMPLE NETWORK TECHNICIAN RÉSUMÉ
NAME
222 Any Street Phone:
City, State, Zip Email:
OBJECTIVE
A networking technician position using problem solving and technical skills, and to insure
customer satisfaction.
QUALIFICATIONS
Over ten years experience in telecommunications and electronics industry with areas of focus on:
• Setting up, testing, debugging network • Teamwork systems
• Narrowband networks • Review new ECO releases
• Broadbank networks • Supporting R&D labs
COMPUTER SKILLS
• Windows 2000, Sun Solaris, Oracle Data Base, Unix, C language
• Oscilloscope, Data Analyzer, Frequency counter, DVM, BERT, Mathematics
EXPERIENCE
XER, INC., Fremont, CA (1985 – 2001)
Sr. Final System Technician (1986 – 2001)
Met or exceeded customer’s requirements by performing system test and final quality audit.
• Performed set up, configuration testing, and troubleshot narrowbrand systems and
broadband systems (ATM, STM, etc).
• Tested and debugged Voice, Data, Trunk (T1, T3, E1, E3, etc.), CPU and Memory cards.
• Updated and customized systems required by customers resulting in high levels of customer
satisfaction.
• Downloaded new software versions for customers.
• Completed Final Quality Audit of documentation and system components/materials prior to
shipment.
• Assisted Test and Manufacturing Engineers in new product development.
• Reviewed new Engineering Change Order (ECO) releases.
• Calibrated test equipment to ensure correct measurement.
• Performed daily hand cycle count and reporting of inventory to ensure accurate inventory.
• Consistently put in extra time and effort to ensure customer satisfaction with on time
delivery of products.
Engineering Technician (1985 – 1986)
• Tested, reworked, debugged Printed Circuit Assembly (PCA) boards down to component level.
• Supported hardware and software engineers to resolve network problems and to test new
products and new test procedures.
EDUCATION
A.A. in Computer and Electronics, Heald College, San Francisco, CA
Certificate in Network Engineering and Management, U.C. Santa Cruz Extension, Santa Clara, CA
Mathematics Course: Calculus II, Chabot College, Hayward, CA
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DEVELOPING YOUR RÉSUMÉ © 2009 Right Management. All Rights Reserved.4.36
Preparing a Résumé for Email, Internet, and ScanningYes, today you need more than one version of your résumé. The content is virtually the same;
you are merely altering the presentation format.
Here are a few TIPS to make sure your résumé gets to the manager in good shape:
Clean up the format
1. Bullets – use asterisks (*) or plus signs (+) or a dash (-) at the beginning of lines.
2. Lines – use a series of dashes to separate sections. Don’t try to underline text.
3. Bold text – consider capital letters or use asterisks to surround the text.
4. Tabs, tables, columns, etc – don’t use them, everything must be left justified.
5. Font – Helvetica is a very common, safe sans serif typeface. Sans serif characters are
common, cleaner, and not run together.
6. To avoid unwanted wrap lines, don’t exceed 72 characters per line – 60 characters would be
the safest. Use a forced return at the end of each line.
7. Save your file as text, text only, DOS text, or ASCII. This is easy. When you go to “save as” you
will find a list of file types; pick one of the above types.
8. Try it out – pull it up on your system, print a hard copy, then cut and paste it into an email
and send it to yourself and your friends. Check it out: how does it look and read? Make
changes as needed.
Additional Tips
• Check for spelling and grammar, read it over CAREFULLY!
• Save on a diskette and print a hard copy for your files.
• Send the résumé and a cover letter in one email. REMEMBER to paste the résumé into the
email, DO NOT attach the résumé file to the email.
• If responding to an ad or job posting, use the job title and/or noted reference number as
the subject line of your message.
Before posting on the Internet, think about what information you want public. Once posted,
your résumé should be considered a public document and out of your control. You may want
to establish a temporary post office box, voice mail, and email account. Cancel them when your
campaign is completed.
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DEVELOPING YOUR RÉSUMÉ© 2009 Right Management. All Rights Reserved. 4.37
References – Reference ChecksReference checks are usually made at a late stage in the process, when the hiring decision
is nearly made. It is important to see that you get the very best reference you can. Reference
checks are made for the following reasons:
• To assure that you told the truth about yourself.
• To get a feeling for how you work with others (hard to tell in an interview).
• To pick up otherwise undisclosed information, plus or minus.
It is important to “prime” your references for several very good reasons:
• They have probably forgotten many good and important contributions you may have made.
While you were making them, they were tending to other matters. And you don’t want to
have your reference sound surprised, “Did he say he did that? I’m not sure I remember him
being on that project.”
• If your reference understands more about the position you want, you can help him/her
visualize you performing it well.
• Most references want to help. They just don’t know which points to emphasize — at least
not nearly as well as you do.
• You will want to know whether and when a reference has been contacted, and the nature of
things that were asked. This can help you in your follow-up.
The proper handling of references involves four phases of attention:
1. Preparation: Ask the individual’s permission to use his or her name. Brief the person on
your situation and what you are trying to accomplish. Let them know what it would be
helpful to say. Ask for advice regarding your campaign. This meeting should be done IN
PERSON if at all possible. A thank you note should be sent to the person for agreeing to be
a reference and for any advice given. Sending a copy of your résumé can be quite helpful to
them as a reference while they review your work history.
2. Coaching: When an opportunity surfaces, and the individual’s name has been provided, the
person should be called. Let your reference know the nature of the position; what seem to
be the key areas of interest; who might be calling; and arrange for follow-up.
3. Follow-up: If your reference has not already called you, make a call to find out whether the
reference check was made; the general areas of questioning; to identify any problem areas;
and to express your appreciation to the reference for taking the time to be helpful. If any
problem areas were identified, you can handle these directly with the person who did the
reference check or the person doing the hiring.
4. Good News Letter: At the completion of your campaign, drop a note to your references,
advising them of the outcome and thanking them for their contribution. Such courtesies will
be long remembered, and may also prove very beneficial in your future business dealings.
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DEVELOPING YOUR RÉSUMÉ © 2009 Right Management. All Rights Reserved.4.38
References List
Name #1
Current Position
How Known
Action Step/Date
Name #2
Current Position
How Known
Action Step/Date
Name #3
Current Position
How Known
Action Step/Date
Name #4
Current Position
How Known
Action Step/Date
Name #5
Current Position
How Known
Action Step/Date
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DEVELOPING YOUR RÉSUMÉ© 2009 Right Management. All Rights Reserved. 4.39
Sample References
JOHN DOE
1111 Apple Drive, San Jose, CA 95134 • (408) 123-4567
REFERENCES
Carol Smith
Assistant Controller
ABC Company Technologies
(408) 123-4568
(current supervisor)
Barbara Brown
Field Support/Spares Manager
XYZ Corporation
(408) 123-4569
(manager for four years)
Scott Jones
Production Manager
ANY CO., Inc.
(408) 123-4560
(mentor and manager for two in-house positions)
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DEVELOPING YOUR RÉSUMÉ © 2009 Right Management. All Rights Reserved.4.40
“Coaching” Letter to Key Reference — Example
JOHN DOE
1111 Apple Drive, San Jose, CA 95134 • (408) 123-4567
(Date)
Ms. Carol B. Smith
Director of Marketing
Ahead-of-the-Game Marketing Inc.
1234 First Street
San Jose, CA 95000
Dear Carol:
Thanks very much for agreeing to be a reference for me. I greatly appreciate your help and
efforts in my job search. To assist you as an important reference, I’m enclosing a copy of my
résumé.
To encapsulate my career, I have over eight years in Product Marketing and you, like others,
have appreciated my hands-on innovative approaches in helping companies establish market
presence for their emerging products. Other benefits of our work together have been my
strong skills in managing and guiding launch teams and the way I create and manage business
partnerships. A good example would be the Pratt-Frances software project.
I will be sure to alert you when you might expect a call from a prospective employer. I’ll call you
next week to see if you would like more in-depth examples about our work together.
Thank you again.
Sincerely,
John
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DEVELOPING YOUR RÉSUMÉ© 2009 Right Management. All Rights Reserved. 4.41
Introduction to BiographiesTHE BIOGRAPHICAL SKETCH
Although it differs in format from a résumé, the biographical sketch serves the same purpose.
It is a one-page description of who you are and what you have to offer a potential employer. It
can be used instead of — or in some cases, in addition to — a résumé.
Usually written in the third person, the biographical sketch is a relatively informal document.
Like your résumé, it should present a positive, powerful impression of YOU.
Because it is conversational in tone and easy to read through quickly, the bio is an ideal way to
introduce yourself to a new contact. Search consultants and recruiters sometimes appreciate
receiving it in addition to your résumé; it gives them a sense of how you see yourself, and is
an excellent resource to have on hand when they are asked to describe you to a potential
employer.
A biographical sketch is especially useful if you have a long or varied work history. It allows
you to summarize a great deal of information in very little space, and to weave a story thread
through apparently very different positions or fields of interest.
The bio has one critical advantage: since it is not bound by formal rules, it is not subject
to criticism often heaped on résumés. You are in control of how the reader perceives
your background.
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DEVELOPING YOUR RÉSUMÉ © 2009 Right Management. All Rights Reserved.4.42
BiographyDAVID C. DIXON
David Dixon is an energetic, technical manager. He is noted for achieving results where
others have struggled. He has 25 years of successful management experience in organizing
and leading complex Program, Customer Service, Manufacturing Engineering, and Product
Development which significantly improved cycle time, quality control and cost reductions.
During the past four years at JKM, a rapidly growing electronics company producing GPS
(Global Positioning Satellite) navigation receivers, he managed Customer Service and Reliability
Growth for two years and then managed programs to improve the competitiveness of
Manufacturing Operations.
He transformed the Customer Service Department from a disorganized mail-in repair center
to a smooth process with rapid turnaround and increased customer satisfaction at 35% lower
cost. He set up a problem reporting and corrective action process with a networked on-line
database which enabled the company to identify and reduce field failures by a factor of five.
David established turnkey subcontract manufacturing capacity for JKM products, allowing
the Sunnyvale factory to concentrate on the rapid introduction of many new products to its
customers. He then implemented training for managers, supervisors and engineers in Statistical
Process Control (SPC) and Manufacturing Resource Planning (MRP). David then led the SPC
Steering Committee, overseeing SPC teams to achieve much higher yields, drastically reduced
MRP database errors, better controled inventory, and achieved faster cycle times in production
and business processes.
Prior to joining JKM, David was an R&D Productivity Section Manager and a Manufacturing
Engineering Manager at CBL Company. He led R&D process improvements at one HP division
to reduce time-to-market by a factor of three within two years. New Product Field Failure rates
were simultaneously improved by a factor of three.
Mr. Dixon is highly innovative and technically strong (Mechanical and Electrical Engineering)
as well as having sound management skills. He sets stretch goals, then meets them. His
organizational abilities, excellent people leadership, process approach and exceptional
perseverance have made him a strong asset to the teams he has led.
Contact:
Res: (415) 555-1212
Office: (415) 555-1010
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DEVELOPING YOUR RÉSUMÉ© 2009 Right Management. All Rights Reserved. 4.43
BiographySUSAN RICHARDS
Susan Richards has successfully managed all aspects of employment and recruitment for a
billion dollar enterprise. Possessing fifteen years of human resources experience, seven in
management, she is highly experienced at sourcing and pool development for all types of
jobs including professional and technical. Being a resourceful problem solver, Ms. Richards
is highly experienced at finding “the right solution” to a problem-be it through the design
and implementation of automated systems or the development of appropriate practices and
procedures.
MPC Corporation’s Human Resources organization has been home to Ms. Richards for over
ten years. Most of this time she has spent developing the Employment Function. Promoted
five times in ten years, Ms. Richards managed every aspect of Stanford’s 25 person, $1,000,000
employment organization. Her duties included planning, implementing and assessing the
company’s overall approach to recruitment and hiring. In this capacity she found creative and
cost saving ways to fill as many as 2,100 positions per year.
Realizing that employment staff and advertising costs at Stanford needed to be reduced, Ms.
Richards developed a computerized applicant tracking system. Implementation of this system
resulted in annual savings of $125,000. As Manager of Employment at Stanford, Ms. Richards
conceived and directed campaigns designed to market the company as a desirable employer
utilizing job fairs, print media advertising, presentations to professional organizations and radio
commercials.
As an exceptional thinker and writer, Ms. Richards has created and implemented many of
MPC’s human resources policies. She instituted a major addition to the University’s drug policy
that provided supervisors with practical information about how to deal with employees that
may have substance abuse problems. In addition, she put into place a new relocation policy
which provided managers information necessary to cost-effectively relocate employees.
Implementation of this policy prevented the loss of $5,000,000 of federal research funds.
Ms. Richards has also served as Corporate Director for Human Resources for the IST Institute,
a management consulting firm. In that role she developed the company’s first set of human
resource policies which increased productivity and reduced legal liabilities. In addition, she
implemented a new health benefits plan that resulted in increased benefits for employees and
a 25% decrease in company premiums.
Contact Information
(408) 555-5555 (Message)
(415) 555-1234 (Residence)
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Research Your Market Phase
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THE ZEROING-IN PROCESS© 2009 Right Management. All Rights Reserved.
Research Your Market Phase
CONTENTS PAGE
Research Your Market Phase............................................................................................................................................................. 5.1
Taking Your Strengths to Market.................................................................................................................................................... 5.2
Researching A Company....................................................................................................................................................................... 5.4
Checklist for Researching A Company....................................................................................................................................... 5.7
Market Research Summaries.............................................................................................................................................................. 5.8
Using the Internet to Obtain Information............................................................................................................................. 5.10
Learning About the Reactive Market Place......................................................................................................................... 5.12
How Search Firms and Employment Agencies Work ................................................................................................. 5.14
Effectiveness with the Executive Recruiter....................................................................................................................... 5.16
Working a Job Fair................................................................................................................................................................................... 5.17
Answering an Advertisement (Letter)....................................................................................................................................... 5.18
Letter to a Hiring Manager without a Referral.................................................................................................................. 5.20
Cover Letter to a Recruiter................................................................................................................................................................ 5.21
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THE ZEROING-IN PROCESS© 2009 Right Management. All Rights Reserved. 5.1
Research Your Market PhaseUp to this point, you have been preparing yourself to conduct an effective market campaign by:
• Identifying your areas of greatest strength.
• Developing a Career Direction that reflects your greatest strengths.
• Developing a résumé which supports your Objective.
The next stage of your campaign is the Research Your Market Phase of the Zeroing-In
Process®. Your activities will be focused on achieving two primary aims:
• Exploring and collecting information on a number of options or industry sectors that might
fit your objective.
• Developing relationships with a network of people who can give you valid information about
most of the companies and activities within the industry sectors you are exploring. This is
called a Career Contact Network.
As you move through this phase of your campaign, you will want to keep track of all the
information you are gathering. This can be done by keeping a record of each meeting and
developing Research Summaries for each industry sector. You will also want to identify gaps in
your information, and the steps you can take to fill them.
Your Market Research will be complete when:
• You feel that you have gathered all the relevant information on the options (or industry
sectors) you have researched.
• You have established relationships with one or more key people in each of those sectors.
• You have completed a Market Research Summary and Needs/Contribution Statement for
each sector.
• This section will focus on Market Research. Section 6 will cover Networking.
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THE ZEROING-IN PROCESS © 2009 Right Management. All Rights Reserved.5.2
Taking Your Strengths to MarketNow that you have identified your areas of strength and interest, you
must discover where they intersect given the realities of the Job Market.
Those areas of intersection are where you will focus your search.
OPTION 1 – Same Job/Same Industry
You are seeking the same kind of job, but with a new employer. Your career has been
compatible with your skills, talents and interests. You are content with the industry you have
been in, and wish to find a similar job.
OPTION 2 – Same Job/Different Industry
You are satisfied with the work you have been doing, but have decided it is time to move into
a different industry. Perhaps you have been caught in an industry where opportunities seem
to be decreasing. Or perhaps you have reached a point where a new industry has become
more appealing.
OPTION 3 – Different Job/Same Industry
Your view of the job has changed. You may have discovered that the match between your
strengths and your job has drifted off track. You want to remain in the same industry but you
want a different kind of job.
INTERESTS ABILITIES
OPPORTUNITIES(Job Markets)
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THE ZEROING-IN PROCESS© 2009 Right Management. All Rights Reserved. 5.3
OPTION 4 – Different Job/ Different Industry
You have decided that nothing short of a total career and industry change is what you want.
This kind of major change accounts for only 5% to 10% of all job changes, although the
percentage is likely to increase in the future because of rapid technological changes, mergers/
buyouts/acquisitions and world wide competition. In some industries, once-promising careers
have been eliminated, almost overnight, by these new realities.
OPTION 5 – Still Need More Information
You are undecided about what path to follow which is perfectly understandable at this stage.
As you begin networking, gathering more information and identifying the specific options
available to you, you will find it easier to focus and make a decision. In fact, the next section
is directed specifically for those who are undecided. For the purpose of developing an initial
résumé to begin this process, you need to select a “working” career direction and a Career
Objective. The next section should help you decide.
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THE ZEROING-IN PROCESS © 2009 Right Management. All Rights Reserved.5.4
Researching a CompanyResearching employers is a 3-step process:
1.) Locating industry information
2.) Creating prospect lists
3.) Finding company data
INDUSTRY INFORMATION
• Read the general business press (e.g. Standard & Poor’s Industry Surveys, U.S. Industrial
Outlook) to develop a list of industries you want to investigate and where you might apply
your skills.
• Identify trends, concepts, industry needs
- Sales and product trends
- Typical distribution patterns
- Current marketing approaches
- Competitors
- Retail and manufacturing specialties
- Developments in one industry that may impact another
• Determine the size of the industry and who are the key players
• Find out the segments within the industry and what classification coding system defines it
(e.g. SIC Standard Industrialization Classification Codes)
• Become aware of industry outlook and what factors affect industry performance
• Understand industry terms and information sources
• Search periodical literature through Business Periodicals Index, ABI Inform, Nexis Library,
or General Business File/Infotrac and read key periodicals connected to your field of
interest regularly. Pay special attention to trend articles, company profiles, and personnel
announcements.
• Use the Encyclopedia of Associations to identify key professional groups that you may want
to contact or join. Get a copy or subscribe to their newsletter. Ask for copies of their most
recent conference programs.
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THE ZEROING-IN PROCESS© 2009 Right Management. All Rights Reserved. 5.5
PROSPECT LISTS
• Determine your criteria to create a search for companies: function (product or service),
geographical area, and company size.
• Based on your criteria, make a list of target companies through ranked sources:
- General business periodicals
- Industry sources
- Trade publications
- Local newspapers with annual features
- Investment sources
- Periodical indexes
COMPANY DATA
First consider whether the company is:
• Public or private
• Local or national
• High tech
• Manufacturer or service
• Parent or subsidiary
Gathering Information on Specific Companies
• Publicly traded companies: Most of the directories and other large business information
databases have adequate coverage of these companies, and large library business
collections have files of annual reports and 10Ks.
• Privately held companies: There is not as much information available on privately held
companies, many of which are small. There is information available, however, and you
just have to be persistent in your efforts to obtain it. Good sources include: The Top 1,500
Private Companies, Ward’s Business Directory of U.S. Private and public Companies, Ward’s
Directory of 49,000 Private and Public Companies, The Inc. 500. Sometimes corporate
records filed with state agencies are helpful, but sometimes they contain nothing more than
directory information.
• Small and Medium sized companies: The trend over the last several years has shown
that small and medium-sized companies are where job growth is occurring. Good sources
include: Forbes 200 Best Small Companies, The Inc. 500 (private companies), The Inc.
100 (public companies), Ward’s Directory of 49,000 Private and Public Companies, Dun &
Bradstreet Regional Business Directories, and Business Dateline (regional periodical articles
on CD ROM). Local sources include the chamber of commerce.
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THE ZEROING-IN PROCESS © 2009 Right Management. All Rights Reserved.5.6
• Use a variety of sources: the best research strategy for job seekers is to use a combination
of secondary (published) and primary (people) sources.
- Published business information reference sources (print and CD-ROM)
- Research reports from Wall Street researchers and economists
- Periodical literature: search the periodical literature using published or computerized
indexes; keep up to date by regularly scanning key periodicals. Contact authors of
key articles
- Information from the target company: sales and marketing materials, product samples,
annual reports, etc.
- Information from the company’s customers
- Information from trade associations
- Information from chambers of commerce
Core Information to Obtain
• History of company • Products or services
• Corporate culture • Company strategies
• Current and past financial data • Market share for products
• New development • Salaries and benefits
• Stability • Organization structure
• Biographical data on key personnel
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THE ZEROING-IN PROCESS© 2009 Right Management. All Rights Reserved. 5.7
Checklist for Researching a Company
WHAT TO LOOK FOR WHERE TO LOOK
Company History Annual Reports
10K Reports
Articles
Published Histories
Financial Data Annual Reports
10K Reports
Brokerage Reports
Credit Reports
Articles
Industry Averages
Stability Industry Sources
(vendors, retailers)
Articles
Personal Contacts
Product/Service Directories
Annual Reports
10K Reports
Articles
Industry Surveys
Market Share For Products SEC Filings
Industry Publications
Personal Contacts
Size, Facilities, Location Directories
Annual Reports
10K Reports
Articles
Business Rankings
Organization Structure Annual Report Directory of Subsidiaries
Company Strategies Annual Reports
10K Reports
Brokerage Reports
Articles
Personal Contacts
Corporate Culture “Best Companies
To Work For”
Networking
New Development Investment Sources Articles
Executive Biography Directories
(Who’s Who Sources)
Annual Reports
10K Reports
Articles
Personal Contacts
Salaries and Benefits Reference Books
Periodicals/Newspapers
Recruiters
Personal Contacts
Industry Outlook Investment Services
Brokerage Reports
Articles
Industry Surveys
Trade Associations
Personal Contacts
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THE ZEROING-IN PROCESS © 2009 Right Management. All Rights Reserved.5.8
Market Research SummariesWhen you have gathered industry and company information about a particular sector, it is
useful to review and summarize your findings. What factors have you identified as “positives”?—
i.e., work environments, growth trends, jobs that sound exciting to you.
What factors represent “negatives”? – i.e., consolidation of the industry, obsolescence of the
products or technologies, regulatory threats or geographical concentration in places you’d
rather not be. What questions will you need more information to answer?
A Research Summary is a simple, informal way of organizing this information. To prepare a
Research Summary, use the form on the following page. Note all the positive information
you have about an industry sector on the left side of the form. Then fill in the right half with
negative factors such as problems, obstacles, reasons why you might not fit, etc.
After you complete this inventory, list at the bottom of the form any questions you still have
about this option or sector. Identify the people or other resources that can supply this missing
information, and decide on a follow up action.
Remember, in this phase of your market research, we have focused on secondary research
resources – books, the internet, etc. The information you have obtained will help you identify
people – primary research resources who can add to your knowledge and understanding of
the sectors you are exploring. The areas in which you still have questions will be topics for
discussions in your primary research, or Networking phase.
Develop the habit of updating your Research Summaries periodically to keep your marketing
campaign on track. When you feel you have a full picture of the job market within a sector, a
review will give you a clear idea of whether the sector has the kinds of needs that your skill and
experience can effectively address. You should also have some idea of the extent to which the
sector offers a good fit for your own interests, values and preferences.
Based on this process of updating, review and evaluation, you will be able to determine
when and whether to eliminate some sectors from further consideration because of lack
of opportunities, lack of fit, or lack of qualifications. You can then focus more energy on the
sectors that look most promising.
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THE ZEROING-IN PROCESS© 2009 Right Management. All Rights Reserved. 5.9
Market Research SummaryIndustry/Sector/Option
POSITIVE FACTORS NEGATIVE FACTORS
Additional Questions Information Sources
1. 1.
2. 2.
3. 3.
4. 4.
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THE ZEROING-IN PROCESS © 2009 Right Management. All Rights Reserved.5.10
Using the Internet to Obtain InformationResearching a company is easy work on the World Wide Web. Sites
such as Companies Online, Hoovers, Edgar’s WhoWhere? and BizWeb
make it very easy to put in a company name and find their web site,
if available, along with financial and other information about the
company. Yahoo is set up wonderfully to allow the user to easily track
down information about companies or get ideas on where to look for
more information. Take a look at regional sources such as the Silicon
Investor or the Silicon Valley 150 to find out what’s happening locally.
INTERNET ADDRESSES FOR JOB SEARCHES
Job Search Related Web Sites
Regional Listing of Bay Area Employers
www.bayareacareers.com
Job Fair Links
www.yahoo.com/Business_and_Economy/
Employment/Jobs/Directories/
Yahoo Classifieds
www.classifieds.yahoo.com
America’s Job Bank
www.ajb.dni.us/
Brassring
www.brassring.com
Career Path
www.careerpath.com
Career Web
www.cweb.com
Monster Board
www.monster.com
Wet Feet
www.wetfeet.com
Search
www.headhunter.net
Vault
www.vault.com
Career Magazine
www.careermag.com
Career Mart
www.careermart.com
Contract Employment Weekly
www.ceweekly.wa.com
Craigslist
www.craigslist.org
Heart
www.career.com
Helpwanted
www.helpwanted.com
Job Hunters Bible
www.jobhuntersbible.com
Job Star California
www.jobstar.org
Job Bank USA
www.jobbankusa.com
Net-Temps
www.net-temps.com
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THE ZEROING-IN PROCESS© 2009 Right Management. All Rights Reserved. 5.11
Public/Private Company Information
Edgar Forbes 200 Best Small Companies
www.edgaronline.com www.forbes.com/200best/
Wall Street Research Network The Inc. 500 Private Companies
www.wsm.com www.inc.com
Hoovers Online Red Herring
www.hoovers.com www.herring.com
Biz Web Upside
www.bizweb.com www.upside.com
Companies Online Fast Company
www.companiesonline.com www.fastcompany.com
Industry Information
Industry Surveys Statistical Abstract California
www.investools.com www.dof.ca.gov
Labor Statistics
www.jobstar.org
Business Rankings
Business Week Fortune
www.businessweek.com www.fortune.com
Forbes
www.forbes.com
Local Resources
Local Business Journals Area Employer Directories
Area Job Banks State, Province and City websites
Craigslist
www.craigslist.org
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THE ZEROING-IN PROCESS © 2009 Right Management. All Rights Reserved.5.12
Learning About the Reactive Market PlaceTHE JOB MARKET
Once you have developed a good definition of your Job Objective,
written an appropriate résumé, and refined your oral and written
presentations you are ready to turn your attention to the job market.
• The reactive market includes all positions that a company or organization has taken some
active measure to publicize—such as through an ad, an employment agency or a search
firm. As soon as a position is communicated in the reactive market, the selection process
becomes competitive.
• The proactive, or hidden market includes all positions in varying stages of conceptualization,
which have not yet been communicated through reactive market channels. In order to gain
access to the hidden market, you must locate and approach the appropriate decision makers.
If you can identify a need within an organization before it is publicized as a job description in
the reactive market, you will significantly reduce if not eliminate the competition.
PROACTIVE JOB
MARKET
80%
REACTIVE JOB MARKET
20%
Ads 5–8%
Agencies 2–5%
Existing Jobs
Incumbent still on job
Impending vacancy
Vacancy
Created Jobs
Expanding business
Adding a position
Modifying a job
Job Fairs
Job Postings
7%
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THE ZEROING-IN PROCESS© 2009 Right Management. All Rights Reserved. 5.13
REACTIVE MARKET APPROACHES
Approaching the reactive market essentially involves applying for a position. Always keeping
in mind that approaches to the reactive market are likely to be less productive than proactive
market approaches, it is worthwhile responding to published positions if:
• The position advertised suits you especially well, and you fully meet stated requirements.
• You are highly marketable, in terms of technical specialty or a distinguished record.
• You are doing all you can in moving ahead with a campaign in the proactive market, but
want to use spare hours productively.
ANSWERING ADS AND JOB POSTINGS
Most advertisements for desirable positions whether on the web or in print draw many
responses; Wall Street Journal ads draw an average of 1,000 responses. Being realistic, you
must meet most of the qualifications mentioned, and be able to demonstrate how well you
meet the qualifications, just to survive the first screening.
General rules for answering ads are as follows:
• Respond immediately after the ad appears, but also plan to send a copy of your
correspondence after 4 to 5 days. You will have a better chance of being noticed.
• Always send a letter that outlines both the defined and implied qualifications in the
advertisement, showing how you meet or surpass the qualifications. Consider a 2-column
approach for this section of your letter, with requirements (as stated in the ad) listed in the
left column, and your qualifications for meeting those requirements in the right column.
• Do not send your salary history even if requested. Instead, request a meeting to discuss
the position and your qualifications. Your prospects of doing so are improved if you have
addressed the specific needs of the ad.
• Keep the initiative if you can. If the advertisement identifies the employer, your letter should
say you will call, at a time you mention, to set up an appointment.
• After responding to a blind ad, send a copy of your letter 4 to 5 days later. There is no need
to mention your previous response. By now you are either in the short list of people to be
interviewed or you are not. If not, this second letter may well get you added to the short list.
You may repeat this step another time if you still get no response.
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THE ZEROING-IN PROCESS © 2009 Right Management. All Rights Reserved.5.14
How Search Firms and Employment Agencies WorkGeneral information about Search Firms/Recruiters.
Retained Search Firms. Hired by companies to identify and sometimes assess highly qualified
candidates on an exclusive basis.
• Generalists
• Established, large
• Prestigious
• Charge 30% – 35% fee to hiring employer (although flat fees are becoming more common)
• Not in business to get you a job
• Research department available
• Selective about candidates
• Limited number of opportunities offered to candidate
• Confidentiality generally assumed
• Present 3-5 candidates, on an average, for each position
• Perform screening function, if desired
• Conduct assessments, if desired
• Perform background checks, if desired
• Thorough
• Independent (firms call them)
Contingency Search Firms. Not hired by company; paid only if “their” candidate is hired
• Tend to be specialists for the mid-management level
• Probably not exclusive
• Charge 15% – 30% to hiring organization
• Aggressive marketers (they call firms and want to get you hired)
• Potential exposure to many opportunities (some appropriate, some not)
• “Push” résumés
• Confidentiality could be at risk
• Send numerous candidates for every opening
• Usually member of affiliated group
• Potential conflict between firm or firms and clients
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THE ZEROING-IN PROCESS© 2009 Right Management. All Rights Reserved. 5.15
TIPS ON CONTACTING SEARCH FIRMS/RECRUITERS
The Directory of Executive Recruiters, which is available in most libraries
and bookstores, lists both retained and contingency recruiters by
specialty and geographic location.
Your search-firm cover letter should:
• Be brief/concise and summarize your skills and experience
• Describe the type of position you desire
• Give your current compensation range and indicate your willingness to relocate, if
applicable
• Request your résumé not be forwarded without your permission (if sent to contingency firm)
Telephone follow-up on résumés sent to recruiters is usually difficult, unless it is a smaller,
local firm.
• Employment Agencies
- Check closely to find out who pays the fee.
- Fees range from 8% – 10% of annual salary.
- Generally handle clerical or entry-level management positions.
- Frequently franchised (which means you may need to contact more than one office with
the same name to get maximum coverage).
- High volume.
• Contract Employment Agencies
- During the past 5 to 10 years, there has been a dramatic increase in firms that provide
contract employees to companies who do not want to add to their full-time staff.
Thousands of workers across the country today are, in essence, leased by the contract
firm to a company. For example, a computer operator who reports each working day to
the local electric company is actually working for his/her contract employee firm. Jobs
available in this manner are usually more of a temporary nature, although they may last
for years.
• Placement Agencies
- For a fee paid by you, the agency will claim to arrange the entire placement process for
you, including setting up interviews.
- If you are asked to pay a fee, it is always a good idea to conduct a thorough investigation
and know exactly what you would get for the fee. Be sure to get very specific information
before hand.
- Check out the firm’s reputation with the Better Business Bureau and appropriate local/
state agencies.
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THE ZEROING-IN PROCESS © 2009 Right Management. All Rights Reserved.5.16
Effectiveness with the Executive RecruiterAs presented by an Executive Recruiter
1.) Gaining Access—Try to get a referral. Ask for a brief meeting (15-20 minutes). Don’t
expect you will be selected for an ongoing search (very unlikely). Instead, seek to learn
about yourself, your profile, the marketplace, specific companies of interest to you, places
where an opportunity might exist, referrals. With the increasing specialization of search
firms, try to see the most relevant partner.
2.) Prepare—Read whatever you can beforehand. Decide what you wish to accomplish.
3.) What search people look for:
• Honesty—Extra points for going beyond necessary replies, so as to reveal what
otherwise would need to be uncovered later.
• Confidence/Aggressiveness—If you don’t believe in yourself, who else should?
• Realism—Do you understand yourself relative to the marketplace?
• Self Awareness
• Flexibility
• Good judgment and acknowledgment of instances of bad judgment
• Appreciation of role
• Reasonableness
• Follow-through
• Significant accomplishments—how have you added value to your previous organization
4.) What doesn’t work:
• Vague, imprecise résumé
• Exaggeration
• Tire kicking—feigning interest
• Defensiveness or transfer of blame
• Lack of team spirit
• Bitterness
• Missed commitments
5.) What does work:
• Excellent preparation
• Good focus
• Using time well
• Exceptional honesty
• Strong, casual reference
• All star endorsement
• “Holy Cow” question
6.) A good outcome is one where both parties really get to know each other as they are.
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THE ZEROING-IN PROCESS© 2009 Right Management. All Rights Reserved. 5.17
Working a Job FairAttending a Job Fair is an opportunity to increase your awareness of
the variety of companies in your local area who are actively advertising.
These Fairs can also help you increase the number of contacts within
your network. The more people who understand who you are and the
type of work you want to do, the more likely you may get referred as
a contact of theirs. The following list offers ideas to consider while
working a Job Fair:
• See as Information Gathering Mission
• Select Target Companies from Directories (10-15)
• Get Information about Products, Services, Organization
• Make a Good Impression – dress professionally
• Practice Oral Commercial Presentation
• Find Out Hiring Manager’s Name
• Leave a Résumé
• Spend Time Networking at Food Area
• Don’t Expect to Be Interviewed for a Job at the Job Fair! But be prepared just in case.
• Your Primary Purpose Is To Learn
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THE ZEROING-IN PROCESS © 2009 Right Management. All Rights Reserved.5.18
Answering an Advertisement (Letter)
(Date)
Box Number
Publication
Street Address
City, State, ZIP Code
Human Resource Professional:
As a senior executive in the housewares industry, I believe the key to staying competitive with
the industry is to hire creative and profitability driven managers. Your advertisement in The Wall
Street Journal seems to parallel your required characteristics and my qualifications:
Requirements Qualifications
• Dynamic professional with top • Former President of $100MM division of
level management experience corporate giant. Member operations
committees of two companies. Board
Chairman of two subsidiaries.
• Proven record • Built sales from $15MM to $100MM in three
years by internal growth and acquisition.
Profits tops in corporation.
• Experience in financial • Total P&L responsibility for six enterprises
administration comprising the division.
• Sales Management • Former VP Marketing for $400MM Corp.
• Consumer hard goods • Experience in major housewares.
• Product Development • Successfully developed and introduced new
food product for consumer market.
• M.B.A. • Graduate of Harvard Business School
There are other areas of accomplishment in my background that should be of interest to you.
I look forward to a personal meeting at which I might discuss them with you.
Sincerely,
Patricia Noble
PRESIDENT
Kitchenware and Housewares
ManufacturerNationally known co. ($35 mil. sales) seeks dynamic professional with proven record in top level corporate management to bring sales to $100 million level within 5 years. Experience must include background in financial administration, sales management, consumer hard goods, product development, production, advertising & promotion and market planning. MBA preferred but not essential. East Coast location. Generous compensation package. Send résumé or brief letter to:
Box T300, The Wall Street Journal
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THE ZEROING-IN PROCESS© 2009 Right Management. All Rights Reserved. 5.19
Answering an Advertisement (Letter)EXAMPLE
(Date)
Murielle Reynolds
I.L.S.A.
998 Walkers Brook Drive
Cleveland, OH 72222
Dear Murielle:
My ability to translate vision into reality could allow me to assist you in reaching your business
goals as your Systems Marketing Manager.
My experience that directly relates to your stated requirements includes:
• Management experience. At Landess Navigation as Director of Sales Support, I recruited and
directed 15 professionals, at Prime my product marketing group numbered eight, and at
CDC my branch consisted of fifteen support analysts. I have been a manager for most of the
past 14 years.
• Marketing and sales background. I understand how to market and sell to commercial and
government markets, both domestic and international. At Prime Computer, I developed
numerous marketing programs for international distributors contributing to the increase
in revenue from $13 million to over $35 million in under four years. I have participated in
numerous successful bid teams for government contracts both in a technical capacity and
as a marketing professional.
• Systems integration. I was part of the team that started the first systems integration group
at Prime Computer. With my extensive industry experience base both in Boston and in
Silicon Valley, I have a great deal of knowledge of the products and companies that lead the
marketplace today.
Known as a marketing navigator, I can quickly assess where an organization is, where it should
be headed, and strategically set a course towards its objectives.
I look forward to discussing your needs in relation to my background to see if there is a
contribution that I can make to I.L.S.A.’s continued success.
Best regards,
Karen Winters
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THE ZEROING-IN PROCESS © 2009 Right Management. All Rights Reserved.5.20
Letter to a Hiring Manager without a ReferralEXAMPLE
(Date)
Mr. Lawrence Williams
VP of Business Development
United Systems, Inc.
2049 Technology Drive
Santa Clara, Ca 95050
Dear Mr. Williams:
United’s success in the microcomputer hardware marketplace depends in large part upon
providing top quality customer support in the field. Quality must be built into every step of the
process including initial deliveries and installations, quick and accurate diagnosis of customer
and operational support problems, minimal repair services pipelines, and cultivating follow-on
sales. Although we haven’t met, I believe a meeting between us could prove very worthwhile.
My own experience of eleven years at Market Computers has recently included the following
programs successfully completed:
• Developed as a core team member an inventory management software application and
implementation plan, saving $20 million dollars over two years.
• Set up materials distribution center in Singapore, reducing deliveries by five days and
reducing field inventory by one million dollars.
• Coordinated hardware product introductions into the international marketplace relative to
field supportability.
• Assisted setting up an on-line support center in Japan, using a PC based application, which
improved response time to customers and saved having to hire two people.
• Brought the international division from limited logistics skills and a lack of process
methodology up to U.S. standards.
Whether or not an immediate opportunity exists at United, I would like to meet with you to
discuss questions of mutual interest in logistics and customer support. I’ll plan on calling you in
a few days to arrange a meeting.
Sincerely,
Jason T. Richardson
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THE ZEROING-IN PROCESS© 2009 Right Management. All Rights Reserved. 5.21
Cover Letter to a RecruiterEXAMPLE
(Date)
Ms. Gloria Lockhart
Littlejohn Consultants
245 E. Broad Street
Suite A
Morristown, NJ 67781
Dear Gloria:
Thank you for returning my call so promptly today. Mike Swenson spoke very highly of you and
indicated that you have been very helpful to him in the past.
I am known as a marketing and technical navigator in that I can quickly assess where an
organization is, where it should be headed, and strategically set a course towards its objectives.
My search is focused primarily on management opportunities in product and international
marketing, sales support, and technical support in software companies. I am open to relocation,
particularly to the East Coast.
In addition to my résumé, I am enclosing my biography which emphasizes my international
experience, background, and expertise.
I will call you next week to discuss how my background might contribute to your current
searches.
Best regards,
Susan I. Koenig
Enclosures
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The Power of Networking
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THE POWER OF NETWORKING© 2009 Right Management. All Rights Reserved.
The Power of Networking CONTENTS PAGE
The Power of Networking..................................................................................................................................................................... 6.1
How Jobs Are Created............................................................................................................................................................................. 6.2
Building a Contact Network................................................................................................................................................................ 6.3
Contact Grid..................................................................................................................................................................................................... 6.4
Information/Referral Meetings vs. Interviews....................................................................................................................... 6.5
Networking: What It Is and What It Is Not................................................................................................................................ 6.6
Setting Up Information/Referral Meetings by Phone..................................................................................................... 6.7
Pre-Call Planning......................................................................................................................................................................................... 6.8
Phone Call Planning Worksheet...................................................................................................................................................... 6.9
Be Prepared/Be Persistent............................................................................................................................................................... 6.10
Information/Referral Meeting Agenda.................................................................................................................................... 6.11
Conducting Information/Referral Meetings........................................................................................................................ 6.12
Meeting/Interview Report.................................................................................................................................................................. 6.14
Key Questions for an Information Meeting.......................................................................................................................... 6.15
Focus-In Phase............................................................................................................................................................................................ 6.17
Sample Needs/Contribution Statement................................................................................................................................. 6.18
Proactive Market Approach Letters............................................................................................................................................ 6.20
Variations on Bridge, Appreciation, Recognition Opening...................................................................................... 6.21
Semi-Direct Approach: Asking For A Job In The Future............................................................................................. 6.22
Letter/Email Approach for Information Meeting............................................................................................................. 6.23
Thank You for Information Meeting............................................................................................................................................ 6.25
Letter of Approach to a Recruiter................................................................................................................................................ 6.26
Are You Planning To Relocate?..................................................................................................................................................... 6.27
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THE POWER OF NETWORKING© 2009 Right Management. All Rights Reserved. 6.1
The Power of NetworkingPROACTIVE MARKET APPROACH
Proactive approaches to the job market are generally more productive
than those through reactive channels. They:
• Uncover opportunities you would never discover any other way;
• Provide greater exposure to people who might hire you;
• Enhance your credibility; and
• Put you in less competitive circumstances.
Studies show that proactive approaches have a higher probability of paying off because:
1.) Meetings to gain information, reactions and suggestions from relevant decision makers are
easier to obtain than job interviews.
2.) Meetings are more relaxed, permitting easy two-way communications. They let you
talk about what you can do and where you might look; they also allow your contact to
“dispense wisdom” and feel valued as a mentor. In this “win-win” setting, if the contact
is impressed with you and knows of a position within the organization, you may even be
considered for it.
3.) Even if no position is open, about to become open, or capable of being created, you will
obtain valuable information and referrals to other people.
4.) Many executive or key technical positions are never advertised, made known to agencies or
recruiters, or even listed with personnel departments. Informal discussions are the only way
to learn of these situations.
5.) Fewer people use proactive approaches, so competition is less.
VALUE OF PROACTIVE APPROACH
Proactive
Approach
Usual
Approach
HR
Recruiter
Screens 300-500
Résumés
Employment
Manager
Sees 25-30
Résumés
Functional
Manager
Sees 3-5
Résumés
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THE POWER OF NETWORKING © 2009 Right Management. All Rights Reserved.6.2
How Jobs Are CreatedJobs are created in many ways:
• Company Expansion
• Promotions/Transfers
• People Leaving
• New Products/Services
• Restructuring
• New Ways of Operating
• New Management Team
• Conversion to Direct Sales (vs. using distributors)
• Problem Needing Solutions
When opportunities first occur, the Hiring Manager usually puts out the word to employees,
suppliers, customers and consultants. You can be someone brought in to interview if you know
or make yourself known to such people.
Every good job and career decision you make should be based on good information. One of
the most productive ways to get such information is to establish and maintain networking
relationships with relevant people.
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THE POWER OF NETWORKING© 2009 Right Management. All Rights Reserved. 6.3
Contacts
Building a Contact Network
The Contacts you develop may:
• Introduce you to leaders in your field
• Introduce you to other contacts
• Suggest companies you should target
• Recommend successful recruiter or employment agencies
• Provide guidance on your job-search strategy
• Know of specific job openings
• Continue to act as your eyes and ears
A
B
C
A
Contacts
Contacts
Contacts
ContactsB
Already known to you
• Instant rapport
• Can provide
non-threatening
feedback on your
presentation
• Referrals to “B”
contacts
Bridge People
• Information resources on:
a) activities, people and
events in the field; b)needs
and problems in the field; c)
further refinement of Career
Objective
• Referrals to other “B” and “C”
contacts
• Can make hiring
decisions
• Can receive
proposals
• Can create jobs
• Can refer you to
other “C” contacts
ContactsC
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THE POWER OF NETWORKING © 2009 Right Management. All Rights Reserved.6.4
Contact GridEveryone has contacts. Life would be impossible without them. Your
existing contact network may not contain decision makers in your
career field, but a few carefully selected people from this page will
be useful as starting, or “A”, contacts on which to build your own
Career Contact Network.
Former Employers Past Associates Professional Associations
Friends/Relatives Neighbors Business Owners
Salespeople Consultants Bankers
Lawyers/Accountants College Associates/
Alumni
Doctors/Dentists
Insurance/Real Estate Clergy Civic Leaders/Politicians
Club Members Common Interest
Associates
Met While Traveling
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THE POWER OF NETWORKING© 2009 Right Management. All Rights Reserved. 6.5
Information/Referral Meetings vs. InterviewsA successful information/referral meeting leads to just that –
information and referrals. It is a targeted marketing approach that
allows you to learn things in order to sell to an identified need, versus
just selling. It is a meeting you request of someone in your contact
network, or of someone you want to add to your contact network, to
further your research needs. An information/referral meeting differs
from a job interview:
CRITERIA FOR SUCCESS JOB INTERVIEW INFORMATION MEETING
Ease of Obtaining Tough Easier
Atmosphere Tense Relaxed
Ability to Control They ask the Questions You ask the Questions
Review of Your
Capabilities
On Their Terms On Your Terms
Possibility for
“Created” Position
Little Better
Competitors for the
Position?
Yes; likely, Many Yes; likely, Few
Possibility for Referrals No Way Excellent
Possibilities for
“Staying in Touch”
Yes, but Limited Excellent
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THE POWER OF NETWORKING © 2009 Right Management. All Rights Reserved.6.6
Networking: What It Is and What It Is NotNetworking involves requesting information and expanding your circle of contacts. It does not
involve straight-out requests for employment. Asking straight-out for a job seldom works,
for two basic reasons:
• In any given situation, chances are slim that a job is immediately available.
• Even people who know you and want to help shy away from job requests because they
usually don’t know of available jobs. They feel uncomfortable listening to you “pitch,”
knowing the moment you pause for breath they must say “I can’t help.”
Networking is asking for a small favor: some time, some information, some advice.
Almost everyone is not only willing to, but can comply with that request.
THREE WAYS TO ASK FOR AN INFORMATION/REFERRAL
(NETWORKING) MEETING:
• The “John Smith Suggested I Call You” Approach (if you have a referral)
“I was speaking with John Smith the other day, and he suggested I contact you. I’m in the
process of making some important career changes, and John felt you might be able to
give me some valuable advice and insights about the market place to help me in my
decision-making process.”
• The “Changing Career Directions” Approach (cold call, no referral)
“I am about to make some important career decisions and your advice would be extremely
helpful. I am trying to learn more about the field of to determine if it would be
right for me. Your insights and experience could be very important as I make this decision. I
would need only about 20 minutes of your time.”
• The “Advice On My Job Search” Approach (again, a cold call)
“I am in the process of making a career change, and hoped for an opportunity to meet with
you for 20 minutes or so. My purpose in requesting a meeting is to discuss my plans with
you and hear any suggestions you might have. Is there a time that is convenient for you?”
These guidelines look formal and wooden on paper. Treat them as guides to what to cover,
but use your own words and your own natural style of speaking.
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THE POWER OF NETWORKING© 2009 Right Management. All Rights Reserved. 6.7
Setting Up Information/Referral Meetings by PhoneInformation meetings can be set up using letters, phone calls, or both. If you know the
person you want to meet and are comfortable using the phone, or if a person refers you and
suggests that a phone call is the most appropriate way to make contact, the phone call can
be very efficient. (For a cold contact with a very senior person, or if using the phone is really
uncomfortable, write first, then call to follow up—the letter “breaks the ice.”)
Before your telephone call, you will need to:
• Prepare – Prepare – Prepare
- Decide which approach to use.
- Sketch out what you are going to say.
- Practice, practice, practice.
• Always use the name of the person who referred you.
• Remember, your primary objective is to arrange a face-to-face meeting.
- Ask for only 20-30 minutes.
- Establish a meeting time and place (be creative if necessary!).
• Have appropriate information available:
- Your calendar.
- Letters with names and other pertinent information.
- Dates of previous contacts, etc.
• Express thanks, and confirm meeting details.
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THE POWER OF NETWORKING © 2009 Right Management. All Rights Reserved.6.8
Pre-Call PlanningIn a phone call, the only vehicle of communication is sound: the spoken word. Many people
simply pick up the phone, dial, and say the first thing that comes to mind. This dial-and-grope
method invariably leads to hesitant speech, convoluted sentences, and too many words.
Pre-call planning eliminates wasted time: yours and that of the person you’re calling. A well-
prepared phone call sounds focused and creates a positive first impression that can elicit a
more willing response. Your first few phone calls will take the longest to prepare. The more
calls you make, the sharper your skills become; the better your planning, the more effective
your calls.
Follow six key steps to plan your phone calls:
1.) Make a list of people you intend to call.
2.) Establish the purpose of each call:
- To follow up on a letter you sent.
- To introduce yourself.
- To set up a meeting.
Sometimes the purpose will be a combination of two or more of the above.
3.) Prepare an opening statement. The first 10 to 15 seconds make or break the phone
call, so make your statement simple, clear and direct. An effective opening statement has
three parts:
a) Identify yourself.
b) Establish rapport.
- Mention the name of the person who referred you or a common interest.
- Acknowledge the value of your contact’s time. Ask if he/she has a few minutes.
c) State why you are calling.
- Use clear language; avoid wishy-washy words:
Do not say “I was wondering if...”. Say “The reason I’m calling is...”
- Decompress: state that you do not expect your listener to have or know of a job.
4.) Creating interest in yourself. Your 30-second commercial, tailored to the purpose of the
call, is a great tool for this purpose.
5.) Prepare questions. Well-directed questions will enable you to:
- Obtain information.
- Confirm that your listener understands what you are trying to do.
- Obtain a commitment to set a meeting time and date.
6.) Confirm and thank. Repeat key information received and next steps to be taken. Make a
simple, but genuine, expression of appreciation.
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THE POWER OF NETWORKING© 2009 Right Management. All Rights Reserved. 6.9
Phone Call Planning Worksheet(For a direct approach call not preceded by a letter, but with a referral.)*
1.) Materials needed:
2.) Purpose of call:
3.) Person who referred you:
4.) Opening statement:
5.) Interest-creating comments: mutual interests, your 30-second commercial, etc.:
6.) Questions:
7.) Confirmation/Next Steps:
8.) Thanks:
*If you have difficulty with direct approach calls, try using a letter to “break the ice.”
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THE POWER OF NETWORKING © 2009 Right Management. All Rights Reserved.6.10
Be Prepared/Be Persistent• Be prepared to deal with secretaries...it is their job to screen calls.
- “Ms. Jones received a letter and is expecting my call.”
- “Mr. Dave Smith suggested I call Ms. Jones for some information.”
• If someone tries to screen you out, try to make him or her your ally instead.
- People are busy, and this person doesn’t know why you are calling.
- Ask for their help: “I know Ms. Jones is very busy, but was hoping you might help me find
20 minutes to see her. Mr. Dave Smith said it is very important that I talk with her, and you
know her schedule better than anyone. Is there a time you might suggest?”
• Be friendly but persistent. You have a legitimate reason to speak with this person. (And, of
course, they have a legitimate reason to decline if they want to.)
• Be prepared to do your Information/Referral meeting on the phone then and there, if that is
your only option.
HOW TO BE PERSISTENT
Negotiate possible roadblocks politely! Use your judgment. Antagonizing someone who could
have helped you is far worse than simply failing to get an appointment.
• “I don’t have time to see you.
- I realize you are busy. That’s why I am only asking for a few minutes.
• “I don’t think I can be of any help to you.”
- John Smith told me that you know a lot about .
• “Sorry, we have no openings at present.”
- I appreciate that. What I am currently looking for is information.
• “I get a lot of calls from seekers.”
- I do not expect you to have a position for me. I’m looking for advice and
information.
• “Let me transfer you to our head of recruiting.”
- I do not expect you to have a position for me. I’m looking for advice and
information.
• “I don’t have any contacts to give you.”
- What I am looking for at the moment is advice and information. Your
background and knowledge of the field is what I really value.
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THE POWER OF NETWORKING© 2009 Right Management. All Rights Reserved. 6.11
Information/Referral Meeting Agenda
Focusing-In Technique (F.I.T.)
• Industry/Sector • Business Issues
• Challenges? • Critical Issues?
• Problems? • Solutions Tried?
Who else?
(Referrals)
Build Rapport• Warm-up conversation emphasizing
connection with referral source
• Decompression
Self-Presentation• Objective
• Background Summary
• Options currently exploring
Other Questions• Gather information for Research
Summaries & Needs/Contribution
Statements
• Summary
• Show Appreciation
• Agree on follow-up actions
Thank You:
Next Steps
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THE POWER OF NETWORKING © 2009 Right Management. All Rights Reserved.6.12
Conducting Information/Referral MeetingsTHE SIX-STEP PROCESS
1.) Build Rapport
• Should be brief – one minute.
• Say something positive about your mutual acquaintance.
• Relate something nice the acquaintance said about this person.
• State the reason for the meeting – that you have questions to ask.
• Disclaim that you are asking for a job – just information, advice.
2.) Self-Presentation
• Use your 60-second commercial.
- Present yourself as interesting, successful, open to new challenges and ideas.
- Don’t brag, but don’t be too humble.
- Say you want to help them understand where your focus has been/is.
• State your job objective.
- If not yet determined, explain that this research is to evaluate career options.
3.) F. I. T.
• Preparation: Identify what is important to the person.
- Information from mutual friend.
- Research person’s background and interests.
• Ask the person about his/her own background.
- How it prepared the person for what he/she is doing now.
- What accounts for the person’s success?
• Employ F. I. T. to focus on business topics of interest to the person.
• Briefly describe your job search efforts; get feedback on approach/direction.
- People respond as they see how you could be a solution to a problem.
• Ask their opinion about challenges/trends in your fields of mutual interest.
• Ask their opinion about your ideas or concepts in these areas.
4.) Other Open-Ended Questions
• Ask where they think you fit in some of these areas.
• Ask for recommendations of additional research resources.
• Seek their viewpoint:
- Admit you had never looked at a particular item in such a way.
- Indicate you will follow up on suggestions. Show appreciation.
• Listen carefully; take notes selectively. Note referrals.
• Confirm what is being said from your own experience or observations.
• Person may express interest in you joining their team or talking with one of their advisors.
- Be alive to such cues – indicate real interest.
- Suggest a follow up meeting, if appropriate.
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THE POWER OF NETWORKING© 2009 Right Management. All Rights Reserved. 6.13
5.) Seek Referrals to Other Knowledgeable People
• Seek referrals for information, not in expectation of a job.
• Seek referrals to people:
- Who work on the problems you have been discussing.
- In organizations that deal with such problems.
- With a vested interest in, or knowledge about, such organizations.
- Who may know others who have such interests.
- Who know a lot in general and are creative.
• Use your target list of areas of interest to trigger their thoughts.
• Ask permission to use their name when contacting referrals.
6.) Thank You & Next Steps
• Express appreciation for what has been offered.
• Promise to follow up.
• Leave.
Follow-Up
• Complete your notes. Use a Meeting/Interview Report form.
• Write thank you notes to the person and to your mutual acquaintance.
• Update Research Summaries and Needs/Contribution Statements.
• Keep person informed of results of his/her suggestions, use of his/her ideas.
• Stay in touch.
IF YOU RECEIVE NO REFERRALS DURING MEETINGS, YOU MAY BE:
• Forcing the meeting into a job interview.
- May forget to make the disclaimer.
- Did not discuss much that was interesting or useful to the person.
• Failing to ask appropriate or open-ended questions.
• Failing to show interest or enthusiasm for what is being said.
- Challenging or debating unnecessarily.
- Better to say “that’s interesting. I never saw it that way before,” than “hmmm, I wonder
how that could be.”
• Failing to ask for referrals or limiting requests to people who might hire you.
- Seek people with more information or other views.
- Reassure the person that you will not pressure people to whom he/she refers you.
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THE POWER OF NETWORKING © 2009 Right Management. All Rights Reserved.6.14
Meeting/Interview ReportPerson Organization
Title Address
Phone
Referred By Date/Length of Meeting
1.) Purpose of meeting:
2.) What did you learn about the person you met with? (Background, interests, etc.)
3.) Did you learn anything that confirmed or called into question your career objective?
4.) Problems and needs of company or industry:
5.) Referrals – name, function, background (information meeting only):
6.) Next Steps:
7.) Your evaluation of meeting:
8.) Other information gained, e.g., requirements for position, etc. (continue on back):
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THE POWER OF NETWORKING© 2009 Right Management. All Rights Reserved. 6.15
Key Questions for an Information MeetingThe following list of open-ended questions is designed to help you
prepare your information meeting agenda. These are only suggestions
and must be modified to fit each person and circumstance.
TRENDS, BUSINESS CONDITIONS, & CHANGES
• What are some important long-term trends affecting your industry?
• How do you see these trends affecting market strategy (or other functional areas of the
business)?
• What challenges are currently facing your industry?
• With these trends (problems, etc.) in mind, what qualifications are managers looking for
in their new hires?
• How could I become better prepared to respond to these trends, either right now or in
the future?
• What are some good sources of additional information about this trend – either articles,
reports, websites or people to talk to?
CAREER FOCUS & TRANSITION
• From what you see of my career to date, what do you think would be a logical next step?
• With my background and experience, in what areas and to whom should I be talking?
• I have been thinking about (specific position). Does that seem to be a
logical next step in my career?
• Do my qualifications contain any gaps or soft spots for this (position)?
• How should I deal with that; can I compensate for such a soft spot?
• From what you know of me, is there anything that looks like a “Plus”, an unusual asset from
an employer’s point of view?
• What is the typical ladder for a person in (position)?
• Looking two steps ahead, what do you think would be the best move now in order to get
into (position or field) later on?
• How do you feel about my qualifications with respect to the needs of the industry?
• How would my skills of and best fit into your
company’s needs?
• Can you suggest some key people for me to talk to as I continue to explore opportunities?
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THE POWER OF NETWORKING © 2009 Right Management. All Rights Reserved.6.16
RÉSUMÉ FEEDBACK
• What is or was your first reaction to my résumé?
• Does it say enough about my experience? Too much?
• Could the format (or language, style, content, or anything else) be improved?
• What is the first question you would have about this person, from reading the résumé?
JOB SEARCH STRATEGIES
• If you were involved in a job search right now, what kinds of things would you be doing?
• What do you feel is the best way to learn about job opportunities in this (field, area,
company)?
• In your last job search, what types of activities were most productive?
• If your company was looking for a , how would you attract
prospective candidates?
• Can you recommend people that I can talk to about job opportunities in (geographical area,
industry, particular company)?
• What is the job market like right now in (field or area)?
INFORMATION ABOUT A PARTICULAR POSITION
• What qualities do you seek in your (position)? What skills? What
experience?
• How would you evaluate my job experience and qualifications for a
(position)?
• What is the job market right now for in the
field?
• What qualifications would a ideally possess?
• What, in particular, in my background should I emphasize or high light in my search for a
position as ?
• Can you suggest some companies that may be looking for ?
• Who, in particular, might be able to give me information about job opportunities for
(position)? Opportunities at (company)?
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THE POWER OF NETWORKING© 2009 Right Management. All Rights Reserved. 6.17
Focus-In PhaseAs you gather information from your networking contacts, update
your Market Research Summaries, and review your Summaries and
Meeting/Interview reports, you will need to relate your background and
experience to the needs and interests of the sectors you are exploring.
Writing down these relationships in the form of a “Needs/Contribution
Statement” for each sector will give you presentation pieces to use in
additional meetings with some of the people you have already met on
your campaign. These presentation pieces let your contacts know that
you are giving very serious consideration to the possibility of working in
their sector.
DEVELOPING NEEDS/CONTRIBUTION STATEMENTS
1.) Extract from your research a list of all the needs and issues you have identified within a
given industry segment.
2.) In a column on the left side of a piece of paper, summarize each need or issue as concisely
as possible.
3.) Circle those needs you feel you can address, given your strengths and experience.
4.) To the right of each circled need, summarize the specific experiences and skills that qualify
you to address that need or issue.
5.) When you have finished writing and editing, add your name, address, phone number and
email address at the top of the page and have the final piece word-processed on quality
paper. Your letterhead will simplify this process.
Needs-Contribution Statements do not necessarily have to be designed in a two-column
format, but this layout has the greatest visual impact and is a concise way of presenting
your thoughts.
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THE POWER OF NETWORKING © 2009 Right Management. All Rights Reserved.6.18
Sample Needs/Contribution Statement
Allen Able
325 Maple Street
Alltown, Everywhere XXXXX
555-930-1212
Distribution Management
INDUSTRY NEEDS MY QUALIFICATIONS
Disciplined manager – experienced
in all aspects of general and physical
distribution management.
Extensive and progressive business
experience in a sales/distribution
environment. Managed all ancillary
services and administrative departments.
Coordination among Warehousing,
Inventory Control, Order Entry,
Transportation, Customer Service and
Administrative Functions.
15 years’ hands-on management of
an entire physical distribution center.
Sensitive to interaction between physical
distribution and other departments, and
the role it plays supporting a progressive
sales department.
Training and motivating a team. Built and trained six separate organizations
into a cohesive, results-oriented team.
Strong belief in promoting from within.
Developed support staff to feel they were
an important part of our team.
Ability to understand and apply
technological system.
Hands-on administrative responsibility for
in-house computers, terminal operations
and PC software.
Knowledge of available materials-handling
and technological instruments.
In-depth knowledge of material handling
technology. Personally managed Kong
Way, Rapistant, Sturdi Build, Rite Hite, and
Towveyor as well as lift, packaging and
strapping equipment.
Understanding of sales and customer
needs in a distribution/administration
environment.
15 years’ working directly with or through
a sales force to achieve 100% service
level. Achieved 99.5% level at Universal
Dollar. At Drugs Inc. service level
exceeded 99.8%
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THE POWER OF NETWORKING© 2009 Right Management. All Rights Reserved. 6.19
With Needs/Contribution Statements for each of the sectors you want to explore further, you
will enter the third, or Focus-In on Specific Jobs, phase of the ZIP process. During this phase,
you will have two primary tasks:
1.) Validate the information in your Needs/Contribution Statements by returning to at least
three of your key contacts in each sector and asking them to respond to your written
needs/contribution assessment.
2.) Based on the feedback you receive, narrow down the number of sectors to the one or two
that provide the best opportunity for you to achieve your Objective.
By the time you finish this phase, you will have a fully validated Needs/Contribution Statement
to use as you approach the target companies and organizations in your chosen sector(s).
VALIDATING THE NEEDS/CONTRIBUTION STATEMENT
The feedback you need to validate your assessment of how your background and experience
fit the needs and opportunities of a particular sector can be obtained in a meeting or by
telephone. In either case, the gist of your request is as follows:
“Since our last conversation, I have been giving considerable thought to some of the issues
currently facing your industry. I am intrigued by the challenges they present, and feel that I
could make significant contributions in a number of areas. I have prepared a list of these issues,
together with my potential contributions, and would like to talk with you briefly to get your
feedback.”
In the earlier Market Research Phase your conversations focused on gathering information,
viewpoints and referrals. Now, you are asking people to envision you in a specific role.
During each validation conversation, you will see if your fit within a given industry agrees with
the perceptions of the people in that industry. As a result of the feedback you receive, you may
subsequently want to adjust your Needs/Contribution Statement.
If, after speaking with several people in a sector, you consistently find resistance to the idea
that your experience will meet their needs, you may have to consider eliminating that particular
sector from further consideration. On the other hand, you may observe a stronger level of
interest from those in particular sectors.
Remember, the ideal career environment is that which combines two elements: 1) your interest
level in a particular sector; and 2) the interest of the people in the sector in you. From this
point on, you will want to focus your attention on those one or two sectors that combine
these elements.
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THE POWER OF NETWORKING © 2009 Right Management. All Rights Reserved.6.20
Proactive Market Approach LettersBy now you understand how to approach the Proactive Market and what it can achieve for you.
Your letters should reflect this approach. Here are some general principles:
1.) Build a “bridge” to your prospect. Start with recognition and appreciation of your contact’s
value, importance and relationship to you. Utilize information that identifies what you have
in common and/or what both of you may know about each other.
2.) State your case. Say you are seeking a new position. It is not generally necessary to explain
the reason in the letter.
3.) Decompress, remove pressure. It is unlikely the contact will have or know of a suitable
need or position for you now. Provide an alternative agenda that gives the opportunity to
“window shop” without feeling any further obligations at this stage.
4.) State the purpose of the meeting. Ask for an opportunity for discussion and/or to express
opinion, reaction, or critique on your objectives and plans. Ask for suggestions and
information on your market, applicability of skills, probable salary level, and for names of
others to contact.
5.) Use an “Open-end” if possible. Work out an ending which will enable you to maintain the
initiative for the next action. Ask for, or indicate, action.
ACTION TIME
Give sufficient time for delivery of your correspondence. As a general rule, wait two days after
usual delivery time before you call.
If you mention a specific day, also include the date. “I plan to call you on Thursday morning,
October 22…”
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THE POWER OF NETWORKING© 2009 Right Management. All Rights Reserved. 6.21
Variations on Bridge, Appreciation, Recognition Opening“Though we have not talked for several months, I have thought of you many times and trust you
and your family are well. You know how much I respect the reputation you have achieved in the
field. It is because I know your success is not an accident that I am
coming to you now for some help on a matter of personal importance.”
–or–
“Knowing of your broad knowledge of the industry, I would like to meet
with you for a brief talk to obtain your suggestions regarding a matter of personal importance.”
–or–
“It has been nearly a year since I saw you at the A.M.A. meeting. I’m afraid I won’t make the one
this month in Chicago.”
–or–
“Because you are a fellow alumnus who has achieved success in the business world, I would
like to have the benefit of your thoughts on a career decision I am facing.”
–or–
“Many times during the past years, your business acumen and clear thinking have earned the
respect and admiration of our community and top executives in the
industry. I would like to take advantage of these talents regarding a matter of great personal
importance affecting my career.
–or–
“A person of your position and reputation is often sought out by professionals for advice.
Because I need the kind of advice you can give, I am writing to you now on a matter of
personal importance.”
–or–
“Your reputation as a business executive and prominent civic leader, often noted in local
publications, has prompted me to seek your suggestion on a matter of personal importance.”
–or–
“As a top executive in the country’s leading computer company, your special expertise in what it
takes to “make the grade” in your industry must often be sought by friends and associates. May
I, too, have the benefit of your guidance on a matter of personal importance?”
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THE POWER OF NETWORKING © 2009 Right Management. All Rights Reserved.6.22
Semi-Direct Approach: Asking For A Job In The FutureThe Proactive Market Approach as we have seen does not ask for a job.
The Reactive Market Approach, as we shall see later, asks for a job now.
The Semi-Direct Approach, which we shall discuss here, asks for a job in the future,
and should be addressed to Target Executives or higher.
THE SEMI-DIRECT APPROACH IS GOOD FOR:
1.) Special situations in which you have private information to indicate that you are a logical
applicant for an upcoming opening.
2.) A mailing to a list of select (size, type, geographic location) companies in which you
would like to have an interview and where you don’t have: 1) time for personal follow-up;
2) entree to key Target Executives.
3.) Less important (or leftover) names of Target Executives (or higher) and companies of
casual interest.
The general principles in Proactive Market Approach letters are also used in Semi-Direct
Approach letters. However here, only some letters are open-ended (you maintain initiative)
and most are closed-ended (you ask the contact to act first). Be sure to utilize the following
general principles:
1.) Bridge your way to the reader’s interest with an attention-getting opening.
2.) Keep your letter short to encourage reading of your résumé.
3.) Not sending a résumé is also considered an appropriate tactic.
REMINDER
Do not copy words, but rather assimilate ideas. Also, use appropriate ideas from several letters
to create your own best combinations.
REACTIVE MARKET APPROACH: ASKING FOR A JOB NOW
In the Direct Approach you ask for a job – now.
This approach is good for:
1.) Special situations in which you know you are a logical candidate for an immediate opening.
2.) Cover letters to employment agencies, recruiters and executive search firms.
3.) Responses to ads.
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THE POWER OF NETWORKING© 2009 Right Management. All Rights Reserved. 6.23
Letter/Email Approach for Information MeetingEXAMPLE
(Date)
Mr. Gene Baker
Baker Associates
1234 E. Parkway
Village, So. Somewhere XXXXX
Dear Mr. Baker:
Grabber Referral Although we haven’t met, our mutual friend Bill Parker has
Admiration briefed me on your many accomplishments in manufacturing
consulting, and led me to believe a meeting between us could
be very productive.
Credibility Career I’ve been involved in product development, manufacturability
Summary planning, and quality. Recently, at Machines, Inc. my Q. A. team
Illustrative solved a serious reliability problem with our overseas suppliers in
Accomplishment a two-week time period; earlier at Quizix, I was able to drive down
manufacturing costs of a laser printer by 41%.
Reason for Meeting Mr. Baker, I’d like to meet with you, not in the expectation that
Decompression you know of a specific assignment or job prospect, but to get your
thinking on several industry sectors I’m beginning to focus on.
Additionally, I’d like to compare notes on a “Keys to Success in
Manufacturing” memorandum I’ve been developing.
Follow-up Initiative I will plan to call the latter part of next week to see when we might
Appreciation conveniently get together. I look forward to listening to your
insights and ideas regarding our industry.
Sincerely,
Susan Chan
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THE POWER OF NETWORKING © 2009 Right Management. All Rights Reserved.6.24
Letter of Approach for Information MeetingEXAMPLE
(Date)
Mr. Vijay Khanna
Vice President
Ray-Me Corporation
123 First Street
Appleton, ZX XXXXX
Dear Mr. Khanna:
Connection Your name was given to me by your good friend, Harry Smith
whom I know through Kiwanis. Harry mentioned that he has
known you for several years and values your friendship as well
as respecting what you have built at Ray-Me Corporation.
Development Harry spoke very highly of your knowledge of the whole
telecommunications field. He suggested that your thoughts
and ideas could be most helpful. At this time I am looking into
opportunities in several areas, one of which is the financial
dimension of telecommunications. Please be assured that I
do not expect you to know of any specific position.
Decompression Rather, I’d like to meet with you to discuss this field, and get the
benefit of your comments.
Interest Builder My experience is in accounting and financial operations. I’ve spent
over fifteen years with ABC Company and the XYZ Company.
During this time I’ve performed different functions and have been
able to achieve many results. One example is the design and
implementation of a new account code process.
Next Step I look forward to meeting with you, and plan to call you next week
to arrange a mutually convenient time.
Sincerely,
Robyn Jones
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THE POWER OF NETWORKING© 2009 Right Management. All Rights Reserved. 6.25
Thank You for Information MeetingEXAMPLE
(Date)
Ms. Susan Rundle
President
McLaughlin Associates
1055 Monte Bello Drive
Tech City, ZZ XXXXX
Dear Susan:
I enjoyed meeting you Friday and appreciate the opportunity to exchange ideas about changes
in the software business and customers’ perceptions of value. I am impressed with your thinking
and the attitudes of your people. Many companies espouse a “customers are everything”
posture; few companies really make it happen. I see why you’ve received the support, awards
and follow on business that have fueled your growth.
As we discussed, I am certainly capable of building a successful telesales operation to propel
greater installed base penetration and quickly ramp new product sales. As part of a series
of larger challenges, this could be tremendous fun. As you become interested in addressing
broader issues to maintain your leadership, I may be of value in the following areas:
• Integrating your marketing, sales, and customer support activities to provide maximum
productivity, leverage, and customer satisfaction.
• Building an alliance strategy to ensure you stay at the leading edge of the technology curve
and optimize strengths of appropriate partners.
• Expanding the business model to create new profit centers.
I look forward to continuing our conversation after you have had sometime to reflect on your
short- and long-term needs. In the meantime, if you have any question, or I can help in any way,
please call me at (555) 555-5555.
Sincerely,
Matthew J. Adams
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THE POWER OF NETWORKING © 2009 Right Management. All Rights Reserved.6.26
Letter of Approach to a RecruiterEXAMPLE
(Date)
Mr. Alan G. Foyle
Foyle, Smith and Hayes
1250 Sand Hill Road
Hayes, QQ XXXXX
Dear Alan:
Roger Dodd suggested that I get in touch with you because of your fine record of recruiting
members of his management team while he was at Winters and Seldick.
Roger and I have been together during the past 18 months, working on a turnaround situation
at XYZ Electronics. Despite our best efforts, XYZ was already too far behind the marketplace,
and I will be searching for a new position as a consequence of XYZ’s recent cutback.
My own career as a sales executive has spanned 18 years, first as manager with DSA in their
Small Business Products Division; then at AlphaB as Regional Sales Director for the Northwest;
and finally at XYZ. At DSA I was cited twice as “Outstanding Producer” for my Region, and at
AlphaB my operation moved from fifth among eight domestic regions to number two, and a
close runner up to the Eastern Region. I’ve attached a résumé giving further particulars.
I’d like to meet with you in person, Alan, to get the benefit of your thinking about the current
marketplace for senior level sales management, and to provide commentary on which sectors
are most sensible for me to pursue.
I will plan to call in a few days to see when we might be able to get together. Thank you in
advance.
Sincerely,
Roger M. Whiteside
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THE POWER OF NETWORKING© 2009 Right Management. All Rights Reserved. 6.27
Are You Planning To Relocate?NINE STEPS TO FINDING A JOB SOMEWHERE NEW
Many job seekers who have moved both job and house together have done so successfully
with the following approach:
Follow a comprehensive strategy, including research, networking and visits to the target city.
1.) Subscribe to all local newspapers and business journals, to identify companies.
2.) When responding to ads, make clear in your cover letter that you will be relocating to the
target city.
3.) Contact Chambers of Commerce and professional organizations for local business
information.
4.) Visit your local library to research relevant companies in your target city.
5.) Ask your network of contacts if they know anyone living in your target area. You may be
surprised by the number of valuable contacts you can identify this way.
6.) After identifying people from the area (the more the better), write each a letter explaining
that you plan to relocate there, and would enjoy an opportunity to meet them to learn
more about the community. Tell them in the letter when you plan to visit, and explain that
you will call in advance to set up a meeting.
Tell them that you would like to learn more about the community, the better places to live,
the schools, etc. Do not use this initial contact to ask for a job! Do not give in to the
temptation to include a résumé. Let any discussion of job openings happen naturally.
A résumé says that you are looking for a job, and this will turn off some of the people you
most want to meet.
7.) When you meet, don’t ask for a job! Ask for advice. Here are some excellent questions
to ask:
• What is the current economic and business climate like?
• Which are the better areas in which to live?
• Which are the best schools?
• Have there been major changes in the community recently?
• What are the best things about this community?
• What needs improvement?
• What are the population trends? Up? Down? Why?
• Who are the major players in the community?
• What are the major industries? Employers? Is this changing? If so, how?
• What companies seem to be doing especially well?
• Can you suggest other people I might speak to for additional information?
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THE POWER OF NETWORKING © 2009 Right Management. All Rights Reserved.6.28
8.) Postpone any discussion of your own job status until AFTER you have asked all your other
questions. If you are asked about your job status early in the conversation, say simply, “I can
tell you about that, but I’d like to learn more about the community first.”
9.) When you have finished asking questions about the community, you are ready to discuss
your career strategy. You can introduce the subject by saying, for example, “This has all
been extremely helpful. Now let me tell you about my personal situation, and perhaps you
might suggest some people I might speak to.”
Then explain your career background and skills in an informal way. Do not pull out a
résumé! As always, this would lead some people to conclude that you did not really want
information about the community, you just wanted to know if the person had a job for you.
Do not risk this. You have nothing to gain and everything to lose.
If you are asked for a résumé, however, use your judgment as you would in an information
meeting.
Successful relocations to specific cities are almost always preceded by the steps outlined here.
A smart strategy, carefully executed, can succeed. You can secure a job somewhere new if you
are willing to make the necessary extra investment of time and effort.
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Interview and Negotiate to Closing
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INTERVIEW AND NEGOTIATE TO CLOSING© 2009 Right Management. All Rights Reserved.
Interview and Negotiate to Closing
CONTENTS PAGE
Interview and Negotiate to Closing............................................................................................................................................... 7.1
Interviewing Techniques.........................................................................................................................................................................7.2
Types of Interviews......................................................................................................................................................................................7.4
Interview Formats......................................................................................................................................................................................... 7.5
Competency-Based Interviews......................................................................................................................................................... 7.7
Answering Interview Questions........................................................................................................................................................ 7.8
Interviewing Strategies............................................................................................................................................................................. 7.9
Evaluate Your Body Language........................................................................................................................................................ 7.11
Questions—How to Answer.............................................................................................................................................................. 7.12
Examples of “Tough” Interview Questions............................................................................................................................ 7.13
Examples of “Tough” Interview Answers................................................................................................................................. 7.15
Handling Sensitive Questions.......................................................................................................................................................... 7.19
Interviewing Success Formula........................................................................................................................................................ 7.20
Interview Questions You Should Ask......................................................................................................................................... 7.21
Interview Green Lights.......................................................................................................................................................................... 7.23
After the Interview.................................................................................................................................................................................... 7.23
Letter—Thank You for Interview.................................................................................................................................................... 7.24
Letter—Follow-Up to Interview (Sending an Article).................................................................................................... 7.26
Proposals for Service.............................................................................................................................................................................. 7.27
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INTERVIEW AND NEGOTIATE TO CLOSING© 2009 Right Management. All Rights Reserved. 7.1
Interview and Negotiate to ClosingYou are now entering the Closure Phase of your Market Campaign.
At this point you have focused in on the most suitable career
environment or industry sector and have had positive feedback on
your choice from your key contacts. You are now ready to approach
decisionmakers in specific companies, beginning with your key contacts
and using your Needs Contribution Statement. Your objectives for this
phase are to generate interest from decision-makers (which includes
getting job interviews), prepare “Proposals for Service,” and manage the
job interview process outlined in this section of the manual.
STEPS TO CLOSURE
1.) The first step is to complete the Target Company List started during your Research Your
Market Phase.
Make a complete list of the companies, organizations and institutions in your chosen area
that fit your requirements.
Use all available resources, beginning with your Career Contact Network.
2.) The next step is to prepare approach letters to the decision-makers on your Target
Company List, beginning with your key contacts. Enclose a copy of your Needs-
Contribution Statement.
In cases where you have already built a solid relationship with your contact, you can ask for
a meeting by phone.
Your purpose will be to let the decision-maker know that you believe, after your extensive
industry research, that both of you will benefit from discussing how you can contribute to
the company’s needs.
If you have done your research well, most decision-makers will be impressed and will
respond favorably, although not all will offer an immediate opportunity for a discussion.
3.) Although you may already have been approaching through Reactive Market channels, now
is the time to approach executive recruiters and employment agencies – again, if you’ve
already contacted some – in your target sector(s). Introduce your Needs/Contribution
Statement as a way to focus their attention.
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INTERVIEW AND NEGOTIATE TO CLOSING © 2009 Right Management. All Rights Reserved.7.2
Interviewing TechniquesTHE JOB INTERVIEW PROCESS
Interviewing Principles
Know yourself and review your accomplishments, so that when the occasion presents
itself you can illustrate your areas of strength with specific examples. Be prepared to give
further descriptions or additional examples beyond the points made in your résumé. Remember
to focus on the Challenge you faced, the Actions you took, and the Results you obtained.
Dress appropriately, neatly and conservatively, attending to all elements of personal
grooming. Plan to be on time or slightly early so you will be relaxed, but not more than ten
minutes early.
Be polite and personable to everyone you encounter. People hire people they like and the
less qualified person often gets a position over one more qualified who doesn’t seem to care
about people.
When you are with the person you came to see, let him/her indicate where you should sit,
and avoid leaning or placing anything on his/her desk. Ask for or exchange business cards, if
possible (in order to get the correct spelling, title, telephone number).
Be careful to avoid showing signs of nervousness—scratching, drumming fingers, etc.
Relax. Interviews are never fatal and can be satisfying if you relax.
Try to read the interviewer and get on the same wavelength. If he or she wants details,
provide them. If the person is interested in ideas or concepts, focus accordingly.
Concentrate on your values. Your experiences, results and ability to overcome problems are
indicators of your worth.
Demonstrate enthusiasm, interest, confidence, because that’s the way you are—not because
you need a job.
Project optimism, but don’t over promise. You will do your very best—and your record speaks
for your abilities.
Take the positive view of things. Modesty can be seen as weakness. You should not boast,
but need not be apologetic. Even mistakes can be shown to have been valuable experiences.
You can usually reframe a difficult question so as to allow a response that does you credit.
Avoid talking to an interviewer about personal problems. Your problems will weaken
your case, and the interviewer’s problems will tell you personal things it would be embarrassing
for you to know if you were hired.
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INTERVIEW AND NEGOTIATE TO CLOSING© 2009 Right Management. All Rights Reserved. 7.3
Avoid premature salary discussions. Don’t talk money until your value has been built and
understood. Do not seem concerned primarily with salary and benefits for yourself; these will
be negotiated at an appropriate time.
Be an interested listener and observer. Then what you say and ask will be relevant and
meaningful to the interviewer. Watch for signs of confusion, agreement, or strong interest, and
react accordingly.
Concentrate on the idea of making a contribution in a team environment. Competence
alone does not sell; you must be seen as a person who will be productive in a compatible way.
Maintain a pace, building interest toward your objective. If conversation falters, ask good
questions to go further into areas in which the interviewer has shown interest. Try to have
interest peak near the conclusion – then press for your objective—the next interview.
Always protect the confidence of a past employer, and be understanding of any difficulties
the employer may have had, including those which caused you to leave. You may be talking to
your future employer, and you are demonstrating how much consideration you will show him
should problems arise.
Above all, be yourself, and not what you think someone else expects. Maintain your
dignity and self-respect. You have to live with the situation right or wrong for a considerable
time, so you may as well hire yourself the right employer.
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INTERVIEW AND NEGOTIATE TO CLOSING © 2009 Right Management. All Rights Reserved.7.4
Types of InterviewsThere are seven broad categories of interviews you may encounter during your interview
process. Sometimes a person is hired after only one interview; others may return to a company
multiple times, even for five or more interviews. Here is what you might expect:
1.) Screening – Conducted by phone or in person, with the company’s Human Resources
Representative, an outside recruiter or occasionally by the Functional Hiring Manager.
Some kinds of phone screening require you to respond to a recorded set of questions by
pressing buttons on the telephone keypad. This is a basic interview to find out if you have
the minimum qualifications for the job(CAN), and may touch on WILL and FIT issues.
Your objective: To survive and continue in the interviewing process.
2.) Qualifying – Conducted by the Functional Hiring Manager, your potential new manager.
Primarily concentrates on WILL types of questions, although FIT and CAN are in second and
third priority.
3.) Technical, or Competency – Conducted by a technical or subject matter expert who will
ask questions to determine your knowledge base (CAN).
4.) Approval – Conducted by the hiring manager’s manager and focuses on WILL and FIT
concerns. Once you get to this point in the interview process, you know that they’re very
interested in you.
5.) Fit – You may meet with peers, or, if you are interviewing for a management position, also
with employees who would report to you. Questions center around FIT issues at this point.
6.) Psychological – Many times conducted by an outside psychologist to assess the degree
of FIT (with company culture) and motivation (WILL). Best advice: be yourself.
7.) “Blessing” – May be conducted by the division or regional manager, CEO or President,
depending on the size of the company and the level of the position. This is an opportunity
for this person to meet you and give his or her approval.
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INTERVIEW AND NEGOTIATE TO CLOSING© 2009 Right Management. All Rights Reserved. 7.5
Interview FormatsONE-ON-ONE
One interviewer and you. The most common format.
ROUND ROBIN
A series of interviews where you move from person to person. A number of interviewers offer a
number of different impressions.
PANEL
Most often when interviewed by peers. Your job is:
• When responding, look at the person who asked the question.
• If someone is hostile or rude to you, treat him or her with special respect. Ask questions to
prompt him or her to interact with you.
• If with peers, be prepared to take control if no one else does. If the interview is with a panel
of superiors, don’t take control even if needed.
STRESS
A rare situation designed supposedly “to see how you react under stress and think on your
feet.” Interviewers may act sarcastic, angry, confrontational and challenging. Your job is to:
• Stay calm, breath deeply and slowly, and maintain eye contact.
• Recognize the artificially created scenario for what it is, without taking it personally.
• Stay on the positive side of issues presented, without getting angry or hostile.
SITUATIONAL
Questions are about real or hypothetical situations, and you are asked how you would react or
deal with them.
COMPETENCY-BASED
Questions focus on specific examples of your past performance as indicators of your future
performance. Interviewer may take may notes. The “Challenge-Action-Result” response format
is perfect for these kinds of questions. This is one of the best inter-view strategies for getting
quality information for a hiring decision.
TELEPHONE
This is an interview where you have only vocal communication to rely on.
• Relax, take a few deep breaths and proceed.
• If you are surprised by a call at an inopportune time or at a location with no privacy, try to
reschedule the conversation at the interviewer’s convenience.
• No eating, drinking, smoking or gum chewing while talking. Make sure there is no
background noise.
• Speak with appropriate enthusiasm and energy. Stand up straight or walk while you talk.
Your voice will sound much more positive if you smile. You will feel better, too.
• Let the interviewer guide the agenda.
• This is a great opportunity to take notes. Go Back to Main Table of Contents
INTERVIEW AND NEGOTIATE TO CLOSING © 2009 Right Management. All Rights Reserved.7.6
ELECTRONIC/TELEPHONE
Usually, screening interviews for positions for which a company hires many people, such as
customer service representatives. Questions are posed to you and require you to choose from
a list of responses (yes/no, multiple choice), and punch the number of the response on the
telephone keypad.
DIRECTED
Interviewer maintains tight control of the interview and has specified questions to ask. This is
done to maintain a high degree of consistency in the content and format of each interview
when there may be many people conducting interviews with many candidates.
NON-DIRECTED
These may range from a “go-with-the-flow” style of an inexperienced interviewers to a
deliberate strategy where the interviewer asks broad and general questions and allows you to
control the interview. Not an effective method, but some people use it.
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INTERVIEW AND NEGOTIATE TO CLOSING© 2009 Right Management. All Rights Reserved. 7.7
Competency-Based InterviewsCompetency-based interviewing is an assessment technique that
focuses on what candidates have done in the past, not on what they
say they might do in the future. This allows hiring managers to assess
candidates more fairly and objectively than other methods. The premise
is that past performance is the best measure.
Before a competency-based interview, hiring managers and human resources professionals
identify specific competencies needed to succeed in the position. These include technical skills
and performance skills. From these competencies, interviewers develop a list of questions
designed to elicit descriptions of skills candidates have used in the past. Each candidate is
asked the same questions to ensure uniformity. This process allows candidates to be judged
on what they’ve done, not on their personalities.
COMPETENCY-BASED QUESTIONS
Competency-based questions require you to provide specific examples concerning what YOU
have done in the past. Competency-based questions usually begin with:
• Give an example of a time in which you...
• Tell me about a time when circumstances required you to...
• Describe the most significant...
• Recall the most...
SAMPLE COMPETENCY-BASED QUESTIONS
• “Describe a situation where you wish you had acted differently with someone at work. What
did you do? What happened as a result?”
• “How did your approach to finding suppliers differ from the approach used by others in the
same job?” (strengths and weaknesses)
• “Tell me about a time you had a major conflict with a colleague. How did you approach
problem resolution?”
• “Of all your projects, which were the most satisfying/least rewarding?”
• “Tell me about a time you were NOT successful in meeting goals or deadlines.”
Using the “Challenge-Action-Result” formula you employed in writing accomplishment
statements is a powerful technique to illustrate how you’ve successfully used your
competencies.
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INTERVIEW AND NEGOTIATE TO CLOSING © 2009 Right Management. All Rights Reserved.7.8
Answering Interview QuestionsTHE EIGHT CARDINAL RULES OF ANSWERING INTERVIEW QUESTIONS
1.) Keep it brief.
2.) Stop talking when you’ve said enough.
3.) Listen carefully.
4.) Don’t be modest.
5.) Don’t exaggerate.
6.) Talk in concrete terms.
7.) Never defend or argue a view during an interview.
8.) Make connections for the interviewer.
From The Executive Interview by Marian Faux (St. Martin’s Press)
10 MOST COMMONLY ASKED QUESTIONS
1.) Tell me about yourself.
2.) What are your strengths?
3.) What are your weaknesses?
4.) Why did you leave your last job?
5.) Describe an important accomplishment that you are most proud of.
6.) What is your management style?
7.) What are your future career plans?
8.) Why are you interested in us?
9.) How did you get along with your last manager?
10.) How would your peers, direct reports, or last manager describe you?
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INTERVIEW AND NEGOTIATE TO CLOSING© 2009 Right Management. All Rights Reserved. 7.9
Interviewing StrategiesKEY AREAS TO CONSIDER IN PREPARING
FOR EFFECTIVE INTERVIEWING RESULTS
• Know yourself
• Know the company
• Create the right image
• Evaluate your body language
• Organize what to bring
• Write up questions to ask
• Review the tough interview questions
• Determine salary benchmarks
• Understand the interview process
• Think beyond standard approaches for success
DETERMINE SALARY BENCHMARKS
Before any interview it is important to decide what minimum salary you would accept and your
(realistic!) ideal salary. This point of reference will make you more comfortable later, in the
negotiation stage. You will also be better prepared to handle the salary question if it comes up
during the interview process and know not to continue discussions if the salary is below your
minimum acceptable amount.
Many interviewers will ask what you made before or what you want now during the
screening process. When asked about salary, try to defer the question:
1.) Try to avoid naming a salary figure. Try to get the interviewer’s range first.
“I am willing to negotiate. What is your range for this position.”
Once you get their range, try to get more information about the scope and responsibilities
of the position. “Your range seems fair. Would you tell me more about the total
responsibilities of the position.” (If they withhold the range, move on to strategy #2.)
2.) Get more information about the scope and responsibilities of the job if you are unclear
about the details of the position. “I wouldn’t feel comfortable determining a range without
more information about the responsibilities of the position. Would you tell me more about
it? (If you are still pushed to name a salary, move on to Strategy #3)
3.) Give your range for the position based on your research if they withhold their range. Be
prepared to work within the range you name. “Based on my research, from the 2000 survey
of National Association of Business Communicators, this position pays between $38K and
$46K annually, and I am willing to work within that range.”
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INTERVIEW AND NEGOTIATE TO CLOSING © 2009 Right Management. All Rights Reserved.7.10
If still pressed for past salary information, give an approximate range such as “in the $50K
range”, or “in the high 50’s”. Add that you will be glad to discuss what salary you are looking for
after you understand the responsibilities for the position and the company sees there is a fit.
Be cooperative. Provide some information, but don’t over disclose as you may lose leverage for
later negotiations.
KNOW YOURSELF
Be prepared to relate your strengths to professional experience and accomplishments.
KNOW THE COMPANY
To answer the interview question, “what do you know about us?”, gather information through
the Internet, networking contacts, recent news articles, and the company’s financial reports.
That way, you can start with what you recently read and then ask for further information from
the interviewer. “Doing your homework” sends a powerful message about your enthusiasm and
interest. This research also helps you decide whether this opportunity is the best fit for your
strengths, needs and work values.
CREATE THE RIGHT IMAGE
Your job campaign is an effort to market your skills, abilities and interests. It is also crucial
that you make your physical appearance an important part of your marketing strategy.
Your appearance is the first thing a prospective employer will notice about you regardless
of your talents.
Research shows that 55% of what we believe about each other is based on our observation and
interpretation of non-verbal signals. Well-dressed, well-groomed people are often found to be
better liked, and are thought to be more intelligent, successful, competent and to earn more
money than their counterparts who are not concerned about appearance. We have all been
guilty of judging “a book by its cover;” that critical first impression often makes the difference.
Very few situations are as sensitive to this human phenomenon as a job interview. Human
Resource managers admit they use visual clues to narrow down a group of applicants. Job
interviewing studies show that the decision not to hire an applicant is made within the first two
minutes of the interview with the primary reason being unsuitable appearance.
Obviously during your job campaign, it is important to look professional at all times; you never
know whom you may meet or where. Looking professional does not mean everyone has to
look alike. It is critical, however, to dress for your audience. Every style sends a message and
that message should address your target industry as well as your personal taste. For example,
there is a great difference between how bankers, artists, and engineers dress.
Anyone can develop a professional image.
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Evaluate Your Body Language55% of communication relies on the signals the body sends:
APPLICANT’S BODY LANGUAGE TYPICAL INTERPRETATION
Firm handshake Confident
Avoiding eye contact Evasive, indifferent, insecure, passive,
nervous
Good eye contact Interested
Biting the lip Nervous, fearful, anxious
Tapping feet Nervous
Good posture Confident, alert, positive
Folding Arms Angry, disagreeing, defensive, disapproving
Smiling Likeable
Raising eyebrows Disbelieving, surprised
Shifting in seat Restless, bored, apprehensive
Leaning slightly forward Interested
ORGANIZE WHAT TO BRING
• Extra copies of your résumé
• Copies of your reference sheet
• Writing pad and pen
• A calendar/planner
• Letters of commendation
• Business cards
• A positive attitude and good manners
THINKING BEYOND STANDARD APPROACHES FOR SUCCESS
Competitive Edge/Stand-Out Marketing
• Creative individualism/value add
• Active listening
• Demonstrate work style; use whiteboard, draw on tablets, napkins
• Offer organized presentation
• Portfolio of work pieces
• Send articles of interest
• Concept pieces
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INTERVIEW AND NEGOTIATE TO CLOSING © 2009 Right Management. All Rights Reserved.7.12
Questions—How to Answer
• Interviewers ask some questions for which they already know the answer.
• Ask yourself, “what’s the question behind the question????”
• Develop your own set of questions that are most likely to be asked and then practice,
practice, practice.
• Rehearsal is very important – If possible, videotapes provide opportunity for you to:
- See what others see
- Fine-tune delivery
- Improve areas of potential weakness
- Strengthen areas of best of practice
- Practice asking questions throughout interview
• Competency-Based questions require specific examples of what you have done in the past.
Use accomplishments and the “Challenge-Action-Results” formula.
• Competency-Based interview questions may begin with:
- Tell me about a time when…
- Give me an example of when you…
- What did you do at your last job…
- Describe the most…
- Describe a situation in which you…
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INTERVIEW AND NEGOTIATE TO CLOSING© 2009 Right Management. All Rights Reserved. 7.13
Examples of “Tough” Interview Questions
1.) Tell me about yourself.
2.) Where do you see yourself in 5 years?
3.) How much money do you want to be making by that time?
4.) Why do you want to work here?
5.) Aren’t you overqualified for this position?
6.) How do I know you can grow with this job?
7.) What is pressure to you? How do you work under pressure?
8.) Tell me about a time when your boss imposed an unreasonable deadline on you.
What did you do?
9.) Have you been satisfied with your salary to date?
10.) Describe an instance in which you were able to persuade an important person over
to a new way of thinking.
11.) What did you like most about your last job?
12.) Describe a situation that demotivated you.
13.) Tell me about something you planned to do that did not work out.
14.) What was your most serious problem in the last year?
15.) What are your strengths?
16.) What did you accomplish that you felt was important?
17.) What are three weaknesses you feel about yourself?
18.) Who has been instrumental in helping you develop your performance over the last few
years? In what way?
19.) In your last performance reviews, what were identified as areas needing improvement?
20.) What type of decisions did you make on your last job?
21.) Tell me about your departure from your last company.
22.) How do you feel about what happened to you?
23.) Tell me about your previous manager and company.
24.) What characteristics do you desire in your boss? How did your last one measure up?
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INTERVIEW AND NEGOTIATE TO CLOSING © 2009 Right Management. All Rights Reserved.7.14
25.) In what ways did you and your boss disagree? If I asked him or her about that,
would he/she know how you really felt?
26.) Describe a situation in which your work or an idea was criticized.
27.) How long have you been looking for another position? Why has it taken so long?
28.) Why have you changed jobs so frequently?
29.) What does success mean to you?
30.) Did you set professional goals for yourself last year? If so, what were the major ones and
did you meet them? What kept you from achieving the other goals?
31.) Tell me about your educational background.
32.) What are some of the things you find difficult to do?
33.) What kind of people do you find it difficult to work with?
34.) Describe your reputation within your last organization.
35.) How would you describe your leadership style?
36.) Who is your hero/heroine?
37.) What interests you most about this job?
38.) Since you have been in a large company environment for so many years, won’t you find
it difficult to work at a small company such as ours?
39.) What are some of your values?
40.) Do you think you will fit in here?
41.) Why should I hire you?
42.) What else should I know about you?
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INTERVIEW AND NEGOTIATE TO CLOSING© 2009 Right Management. All Rights Reserved. 7.15
Examples of “Tough” Interview Answers
1.) Give your 30-second commercial highlighting your qualifications, strengths and personal
attributes.
2.) An increasingly responsible position within the company where you can be regarded as
a professional and a team player; ask what opportunities you could look forward to. You
could state that you do not have a specific title in mind, but you want to continue growing
professionally and be certain to stay ahead in your field.
3.) An amount that would compensate you for the value of your services.
4.) From your research of the company, concisely explain your admiration, what appeals to
you and why you think there is a good match between you and the company. Tell them
how this will allow you to be a productive, contributing employee.
5.) First, validate whether or not you are overqualified by asking what prompted their concern.
Listen for concerns around salary, age, inflexibility, impatience to grow, and address that
issue. If indeed it is not a good fit, ask what other areas in the company might benefit from
your experience.
If you wish to pursue this position, point out that companies need strong people with the
right experience to deal with their current problems immediately. State that your interest
in the company is long-term and that through your accomplishments, this will lead to
growth opportunities for you.
6.) Respond with how you learned to handle new assignments and responsibilities successfully
and that you are confident in your judgment and abilities to take on such challenges.
7.) Honestly describe what pressure would be for you and give a specific plan of action in
coping with it. Back it up with a situation where you effectively dealt with pressure.
8.) Communicate what actions are necessary in order to meet this deadline and identify what
tradeoffs need to be made to achieve this. Ask what should be the priority. Cite a particular
example of how you did this.
9.) Answer positively that you feel that you have been fairly compensated and that your
contributions have justified the salary your received. If you feel that you were lagging due
to conditions in your last company that minimized wages, or if wages are frozen, mention
this fact.
10.) Talk about how you developed and formatted a plan, emphasizing the benefits of the
proposed action. Describe how you presented this information and successfully made
your case.
11.) Emphasize honestly the positive aspect(s) of your prior work and relate it to the current
position for which you are interviewing.
12.) Describe a non-personal circumstance such as a project cancellation that was
disappointing. Emphasize that you quickly “bounced back” and describe how you gained
valuable experience.
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INTERVIEW AND NEGOTIATE TO CLOSING © 2009 Right Management. All Rights Reserved.7.16
13.) Discuss a failed situation and how you turned it around for yourself. Focus on what you
learned/gained as a result of the experience.
14.) Cite a specific challenge you faced and describe what actions you took to successfully
overcome it.
15.) Re-emphasize the attributes brought out in your 30-second commercial and relate them
to the position.
16.) This is an opportunity to elaborate on 2-3 key achievements that are relevant for this
position.
17.) Be honest about limitations, but state what actions you have taken to prevent problems.
(e.g. “numbers are not my strength, therefore I have another person check my work for
accuracy; I find I learn much faster if I talk over a new task with someone first – in fact,
I can save considerable time by getting this information in advance; I tend to take on
too much work so I have developed a system of planning my schedule and regularly
evaluating what I got accomplished to help me calibrate.”)
18.) Identify a mentor and describe how he/she has had a positive impact on you. Focus on the
improvements.
19.) Be up-front and non-defensive, objectively stating the issues and how you resolved them.
20.) Provide information that indicates that your decisions were all based on the appropriate
level of responsibilities and authority for this position. Take the opportunity to bring up
achievements in decision-making.
21.) Briefly and objectively state the business reason (e.g. company restructuring) and that your
position was impacted. If you chose to leave, consider the following:
• Challenge: You were not able to grow professionally in that position.
• Location: The commute was unreasonably long.
• Advancement: There were no other opportunities for you within the company.
• Pride or prestige: You wanted to be with a growing company.
22.) Talk about how it was a disappointment because you enjoyed working there, but you
realize it was a business decision.
23.) Be positive and don’t complain; give a short concise statement of what you learned
or admired about your manager and the company.
24.) Be honest and point out those key attainable attributes you look for in a manager.
Keep your evaluation non-critical and professional, focusing on the areas your manager
did meet.
25.) It is safest to state that you did not disagree; however, you could choose a situation which
is not a major, critical issue and that you consistently kept good communication channels
with your manager.
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INTERVIEW AND NEGOTIATE TO CLOSING© 2009 Right Management. All Rights Reserved. 7.17
26.) Describe a poor idea that was criticized, not poor work, since that can cost the company
money. End it with how you positively handled the criticism without being defensive.
27.) Be forthright in telling how long your search has been and the challenges to find the
right fit. If it has been a long one, indicate that finding the right job takes time and careful
evaluation. You have been selective in the opportunities you have considered. Also
mention that you have learned from the search – from classes, reading, time with family,
reflection, etc. Make the interim experience sound positive.
28.) A reason could be that you chose to take on the different positions to gain a broad
experience. With this diverse background you are more clear and focused on what you
want to do and what you can contribute to a new employer.
29.) Relate this to your work values and then give an example of how you met these goals in
the past.
30.) Think of the objectives you had that aligned with the company’s goals and how you
productively accomplished them. Explain factors which prevented you from meeting any
others (e.g. functions were reorganized, project cancellation); emphasize what you did
learn in the process.
31.) Concisely present your formal schooling and current training relevant for the job. Don’t
apologize for lack of education. Concentrate on your “hands on” experience and work-
related training.
32.) Any activity that goes against the best interests of your employer is difficult to do. If it is
regarding a job function, answer in the past tense; that way, you show that you recognize
the difficulty, but that you handle it well.
33.) People who aren’t team players; those who don’t follow procedures, don’t put in their
share of work or have a bad attitude. Add on how you successfully worked with these
types of people.
34.) Highlight the strengths you had on the job, focusing on the positive aspects of what you
feel people recognized in you.
35.) Package a message that conveys how to create an overall vision for the firm and your
efforts in implementing key strategies. It should also include how you motivate employees
and engender loyalty and commitment to the organization’s principles.
36.) State who that is for you and give a succinct statement of why you respect and admire
this person.
37.) Make sure you have adequate information about the position to answer this question. The
response should be slanted toward what is of greatest benefit to the department and to
the company. Include the personality traits and experience that support your statements.
You could also correlate how this position would meet your work values.
38.) Relate how your organization was similar to a small company and talk about your ability
to deal effectively with constant change and demand for multitasking. Emphasize your
hands-on tendencies, that you do not need a lot of people, resources and equipment
to get your work done.
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INTERVIEW AND NEGOTIATE TO CLOSING © 2009 Right Management. All Rights Reserved.7.18
39.) Be direct and tell 3 – 4 work satisfiers that are important for you on the job. Some
examples are: work with others or alone, power and authority, influence people, change
and variety, or creativity. By meeting most of your values, you will not only be happy but
also a productive employee.
40.) From what you have learned about the organization, its objectives, and the people you
have met, you feel confident that you will fit well with the team. Emphasize situations from
the past in which you have transitioned successfully.
41.) Correlate their needs and your specific strengths in dealing with those needs as reasons to
hire you.
42.) This will be your last opportunity to bring forth your added value for this position and your
desire to make the organization successful.
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INTERVIEW AND NEGOTIATE TO CLOSING© 2009 Right Management. All Rights Reserved. 7.19
Handling Sensitive QuestionsIn a perfect world, interview questions should relate to the position and
your willingness and ability to do the job. Occasionally, an interviewer
asks questions that solicit information about you that could potentially
be used in a discriminatory way. Practicing how you would handle
these kinds of questions will help you respond professionally if the
questions are asked in an interview (or even on an application).
REMEMBER
• Many interviewers are not trained in interviewing. They may not know which questions to
avoid or which questions are illegal.
• Inappropriate questions are often unintentional.
• Often questions are based more on perceived relevance rather than legality, with no
malice intended.
• Use your common sense and react objectively, not defensively.
If you are presented with potentially discriminatory questions:
• Maintain eye contact. Remain cool, calm and professional.
• Be aware of your body language. Consciously manage your non-verbal reactions to remain
as neutral as possible.
• Ask for clarification on how the question might relate to the responsibilities of the job.
• Evaluate what the interviewer is really seeking, i.e. questions about children may relate
to potential absenteeism, or questions regarding working with minorities may relate to
customer base, work group or how you evaluate people.
• Answer in a neutral, positive way.
• Stick to a discussion about business. Getting personal opens up those areas for scrutiny.
• Express concrete facts and ideas. Avoid feelings.
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Interviewing Success Formula
Qualifications
• What I’ve got
• What they want
• Research
• Practice
Presentation• Image
• Style
• Self esteem
Strategy
• Showcase talent
• Understand the question
• What’s behind the question
• Ground answers in experience
• Relevant examples
• Ask pertinent questions—engage
Success! • An excellent job fit
+
+
=
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INTERVIEW AND NEGOTIATE TO CLOSING© 2009 Right Management. All Rights Reserved. 7.21
Interview Questions You Should AskELEMENTS OF POSITION
• What is the broad purpose of the position?
SPECIFIC DUTIES
• What are the specific duties or tasks of the position? (if not clearly specified in the
job posting)
• How would you rank duties in terms of importance?
• Who would I supervise? (if applying for a supervisor/management position.)
• Who would be my direct supervisor?
• Who would be my key associates?
• How would my performance be measured?
• At what intervals would I receive feedback on my performance?
• What would be the extent of my authority in carrying out my responsibilities?
• How will success be measured in this position?
WORKING CONDITIONS
• Describe the working environment and the company/department.
• Describe the “style” of my manager.
• Would I have the opportunity to travel? How much?
• Are there times of peak activity?
• Why is the position open? What happened to the previous person?
• How long has the current senior management been in place?
• What has the turnover in upper management been?
KNOWLEDGE, SKILLS, TRAINING, ABILITIES
• What specific skills or knowledge does a person need for the job?
• How will I be introduced to the company/position?
• Is there a formalized orientation program?
• Does the company encourage/pay for outside training and development?
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INTERVIEW AND NEGOTIATE TO CLOSING © 2009 Right Management. All Rights Reserved.7.22
ATTITUDES, VALUES, FEELINGS
• What personal values does a person need to have to be successful in this position?
• How important is teamwork or group effort to the success of the department?
• What systems or programs does the company have for recognizing superior performance?
• What responsibility and commitment does the company feel towards the personal
development of the employee?
• What is the company’s posture towards employees who wish to pursue advanced degrees?
• What is management’s method of motivating the employees?
• Why isn’t the position being filled internally?
• What is the company’s policy toward promotion from within and what could this position
lead to?
• How do you put your mission statement into action?
INTERVIEWER
• Can you describe the best performers in the department? Why are they successful?
• What do you feel are the greatest challenges facing the position?
• What immediate changes would you want the person you select to implement and on what
timetable?
• What do you feel is the potential of the department/position/ territory?
• If you were to select me for the position, how do you feel I would blend in with the people
already in the department?
EMPLOYMENT PROCESS
• When do you plan to make a decision or fill the position?
• How many candidates are you considering?
• How many interviews will there be?
• Who will conduct the interviews? What is his or her title and working relationship to
the position?
• What is the next step in the process? Who will contact me? When?
• If I don’t hear from you by a certain time, may I call you?
• Who will make the job offer?
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INTERVIEW AND NEGOTIATE TO CLOSING© 2009 Right Management. All Rights Reserved. 7.23
Interview Green LightsThe “Green Lights” you would look for during an interview take a slightly
different turn than green lights in an Information/Referral Meeting.
WHEN THE INTERVIEWER:
• Personalizes the job with you in it. For example, he says: “When you compile the information
every month…”
• Describes an existing situation and asks how you would handle it.
• Introduces you to someone else in the company, or schedules an impromptu interview with
him or her.
• Shows you where you will work (office, cubicle, etc.).
• Asks you questions to determine your level of interest and commitment, such as: “So, do you
like what you see?”
• Asks you about any reservations you might have about the job or company.
• Asks when you would be able to start.
• “Sells” the company as a wonderful place to work.
After the Interview• Complete a Meeting/Interview Report immediately after the interview, even in the car
before you leave. Many of the details are fresh then, and will be lost if you wait several
hours later.
• Send a thank-you letter within 24 hours.
• Know the interviewer’s timeline for the selection and decision process. If you haven’t
heard from him or her by the date that was indicated, you may call to check on the status
of the process.
• DO NOT ask how you did, about salary and benefits, or if you are being seriously considered
for the job. If possible, summarize how your skills and experience match the job requirements.
• Continue other job search efforts while you wait to hear about a decision.
• If you are not offered the position, send a gracious response to your turndown. You never
know if the person offered the job will leave after a few weeks, or if another position
will open up. Keep the door open.
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INTERVIEW AND NEGOTIATE TO CLOSING © 2009 Right Management. All Rights Reserved.7.24
Letter—Thank You for InterviewEXAMPLE
(Date)
Mr. Joseph Perez
Director of Manufacturing
Phoenix Medsystems, Inc.
10202 Lansing Avenue
Somecity, AW XXXXX
Dear Joe:
I enjoyed the opportunity to meet with you and your team members yesterday. I returned from
the interview very enthused about Phoenix Medsystems.
It seems that Phoenix is at a critical stage where manufacturing must now be successful in
making each of the new product lines profitable and with flawless, outgoing quality. I was
impressed that each person I spoke with was aware of the importance of keeping the whole
team engaged until Phoenix is able to repetitively deliver quality products in volume. You have
done a fine job in communicating how manufacturing and design should work together as
equal partners.
Joe, I am confident I have the leadership and technical ability to bridge new product design
for manufacturability, process development, transition to production, process control and
sustaining products for your organization. In my past positions, I believe I demonstrated an
excellent balance between the high urgency required for the manufacturing team to keep
quality products rolling under the pressures of rapid growth and the ability to organize a solid
technical group to analyze and prevent or solve multiple problems at their root cause.
I am very positive that we can move ahead together and look forward to continued discussions.
Sincerely,
David C. Dixon
cc: Meredith Larson
Director of Human Resources
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Letter—Thank You for InterviewEXAMPLE
(Date)
Dr. Helen MacDonald
Vice President
Photocolor Corporation
200 Steward Walk, Bldg. 3
Anyplace, Somewhere XXXXX
Dear Helen:
I enjoyed meeting with you and your extended staff Thursday and appreciate the opportunity to
understand how I can contribute to the successful growth and positioning of the departmental
printing business. I am impressed by your team and the evident intelligence, commitment, and
teamwork of everyone I met.
Your mission to pioneer product and service solutions in an uncharted market is both exciting
and extremely complex. The magnitude of understanding and mastering the systems business-
marketing, sales, service and support—was clear from the entire team. Your need for business
breadth and depth, both tactically and strategically, is evident. I believe everyone on the team
will benefit from my experience and action orientation.
As we discussed, I am extremely excited about the potential to use my systems imaging
expertise to frame the strategy and marketing for your document services business, including
defining the opportunities, structuring the channels and developing the appropriate alliances to
maximize revenue and margins.
I look forward to bringing my full commitment and entrepreneurial spirit to bear on the success
of the departmental printing business and hope to work out the details of my assignment with
you soon. I have already started organizing my approach to get the best running start. I have
also included a summary of key lessons learned during my career progression to help support
your decision.
Sincerely,
Pham Tran
Attachment
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INTERVIEW AND NEGOTIATE TO CLOSING © 2009 Right Management. All Rights Reserved.7.26
Letter—Follow-Up to Interview (Sending an Article)EXAMPLE
(Date)
Mr. Peter Cromwell
Vice President
Glassford Corporation
200 Crosskeys, Bldg. 815
Anytown, Anywhere XXXXX
Dear Peter:
I came across the enclosed column from PC Magazine— “A Technological Crossroads”—and
think you will find its perspective valuable. I draw two key conclusions from the column that are
significant to the departmental printing business:
• The entire installed base of Glassford copiers, reprographics systems, printers, facsimiles, and
electronic typewriters is a highly leveragable asset to feed the document services franchise.
• Glassford’s document services must layer vertical applications on top of core platforms that
tie together the entire organizational work flow.
I look forward to meeting with you, Russ Sanders, and Donna Babcock the first week in August.
I will call you next week to work on initial background for these meetings.
Best regards,
Eric Smith
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INTERVIEW AND NEGOTIATE TO CLOSING© 2009 Right Management. All Rights Reserved. 7.27
Proposals for ServiceA Proposal for Service is a means of communicating to an
interviewer (preferably a decisionmaker) that you understand his or
her organization’s problems and needs. It also demonstrates that you
are confident of your ability to contribute specific skills and experience
towards solving those problems and meeting those needs.
A Proposal for Service is prepared and submitted after you have talked with the interviewer. It is
based on your Needs-Contribution Statement, but uses the “language” the interviewer used to
describe the organization’s needs.
A Proposal for Service might be submitted following an Information/Referral meeting with a
person who described specific problems, and who invited you or accepted your offer to submit
such a proposal. Or, it could be submitted following an informative screening interview. The
timing depends entirely on your ability to propose specific contributions to the company’s real
problems, using your knowledge and experience.
The following is an actual example of such a proposal.
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INTERVIEW AND NEGOTIATE TO CLOSING © 2009 Right Management. All Rights Reserved.7.28
Proposal For ServiceEXAMPLE
RICHARD H. JONES
42 Miller Drive
Santa Clara, CA 95054
(Date)
Mr. Robert Gillespie
Vice President
Management Data Service, Inc.
2010 Village Avenue
Towncenter, SW XXXXX
Dear Bob:
Thank you for the opportunity to meet again with you last week to discuss the aggressive
growth plans you have for Management Data Service, Inc. I’m very excited about the possibility
of joining your team as Director of M.D.S.I., your newly-formed computer aftermarket supplies
subsidiary.
Reflecting on our discussion, there were a number of major areas of opportunity to contribute
to your profitable growth. As you requested, I’ve attached an outline for our planned
discussions on March 13th.
The approach that I hope to pursue is one which would entail developing a business and
marketing plan which would permit visibility into the business, and at the same time double the
supplies revenue. This would include testing various indirect channels of distribution, forecast
preparation, communications, quarterly planning, etc. The targeting and development of large
prospects are also areas of possible contribution, based upon my experience.
In terms of team direction, I have successfully developed, motivated and directed professional
administrative and marketing groups. These groups have repeatedly achieved both volume and
assigned objectives. My hands-on experience spans fifteen successful years.
Thank you again for meeting with me to review the exciting future of Management Data
Service, Inc. The opportunity to join you is something which I definitely want to pursue. I’m
looking forward to meeting with you and Fred Barnes.
Warm regards,
Richard H. Jones
Enclosure*
*The above letter could stand on its own as a Proposal for Service. For an example of a more
detailed proposal, see the following pages.
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INTERVIEW AND NEGOTIATE TO CLOSING© 2009 Right Management. All Rights Reserved. 7.29
Proposal For ServiceEXAMPLE
GROWTH PLAN FOR THE SUPPLIES END OF M.D.S.I.
• $1.5 Million in Sales to $3.1 Million
• Develop financial management tools
• Develop monthly and quarterly reporting tools
- Inventory Turns, Cost Per Response, Cost Per Fulfillment
PLANNING THE MARKETING PROGRAM
• The Direct Marketing Planning Process:
- Develop a written marketing strategy that supports profit objectives
- Develop and implement a product, market, compensation, profit strategy
• Product Planning and Product Development:
- Build a customer profile: evaluate the competition
- Develop a complete product development process, including design, pricing, delivery,
returns, support, audit
DIRECT MARKETING PROGRAM
• Marketing:
- Marketing Analysis: positioning targeted audience
- Track and evaluate the response level: media support
PHYSICAL INVENTORY
• By product: by type: inventory turns (aging)
EVALUATIONS OF POTENTIAL PRODUCTS
• Is the product equity driven/repeat orders availability?
• Is the market value added?
• Does the product fit our present customer base?
• Can we influence the customer directly via telemarketing, advertising, etc.?
CONTROL AND EVALUATION OF PRODUCT DELETIONS
• What is the repeat factor by feature?
• Volume of Sales: volume of profit: is there a suitable alternative?
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INTERVIEW AND NEGOTIATE TO CLOSING © 2009 Right Management. All Rights Reserved.7.30
EVALUATING COMPANY RESOURCES
• What are additional equipment or manpower costs?
• Probable financial break point and estimated time frame.
DUTIES AND JOB FUNCTIONS
• Recommend additions and deletions to the product line based on research reports and
input from management.
• Forecast sales levels in both the short and long term, by product and by type.
• Coordinate the development and preparation of sales promotion materials.
• Present new product specifications to upper management for review.
• Research and recommend additions of new products and prepare financials for justification.
• Responsible for pricing recommendations.
• Coordinate and recommend new products from idea through release.
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Negotiating the Offer
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NEGOTIATING THE OFFER© 2009 Right Management. All Rights Reserved.
Negotiating the Offer CONTENTS PAGE
Negotiating the Offer................................................................................................................................................................................ 8.1
The Negotiating Process........................................................................................................................................................................ 8.3
Quick Reference........................................................................................................................................................................................... 8.6
Turning Down the Other Offers........................................................................................................................................................ 8.7
Job Comparison Form.............................................................................................................................................................................. 8.8
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NEGOTIATING THE OFFER© 2009 Right Management. All Rights Reserved. 8.1
Negotiating the OfferOVERVIEW
Negotiating is a skill that can be developed. Many people are concerned about the
‘adversarial’ aspect of negotiating when, in reality, negotiating is all about coming to a
‘win-win’ agreement with the other party. A win-win attitude combined with a non-
confrontational approach to the negotiating process will increase your odds of reaching
an acceptable agreement.
Not all aspects of jobs, and not all job offers are negotiable. Especially at the junior level, and
for many positions in union environments, the terms for compensation, benefits, and even job
scope and responsibilities may be firmly fixed. Even for more senior positions, certain elements
of compensation may be non-negotiable. Therefore, you must bring to the table a realistic,
flexible attitude. Sometimes, the best you can do is decide to “take it or leave it”.
Before beginning any negotiation, make sure you are prepared.
• What are your financial requirements, benefit requirements, and other employment needs?
• What is a “must have,” and what is negotiable for you?
• What is the typical salary range within the industry and your geographical area for this
position? Do your requirements fall within this range?
• How well do you understand the requirements of the position, and how strong is the match
between your strengths and the employer’s needs?
HANDLING SALARY QUESTIONS
At any stage of your interviewing, you may be asked to disclose your salary history, your most
recent salary, your expected salary or your ambitions. Once you have cited a number, you may
well lose out because:
• The number seems too high (and they don’t yet see why you’re worth it).
• The number seems too low (and you must be less qualified).
• The number is “in range,” but your bargaining position is compromised
If salary is raised EARLY in the discussions, you can say that:
• You would prefer to discuss the position more completely before getting into salary
considerations.
• You would like to come back to that after providing a better picture of what you have to offer.
• I trust that you pay market value. I’m more interested in my ?? job.
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NEGOTIATING THE OFFER © 2009 Right Management. All Rights Reserved.8.2
If the salary question is raised LATER, you can say:
• I think salary won’t be a problem – your organization has a good reputation for fair pay.
• Are you considering making an offer – and if so, perhaps you can give me some idea of the
range you have in mind for this position.
If the questions become more pointed, such as what are you now earning or had earned on the
last job, you can say:
• Actually the responsibilities are quite different, so things aren’t really comparable. I would
prefer to fit into your salary structure.
• I can see so many possibilities for contribution here that I would prefer to go according to
your own scale. Can you give me some idea of the range you have in mind?
THE POWER CURVE
Your power is highest at the point when you receive a firm job offer. By negotiating in a
prepared, professional manner, you can increase both the employer’s interest in you and your
power. Candidates who are demanding or who communicate mistrust during negotiations can
actually begin to erode the employer’s interest and their own power.
Job Offer
Your Power
Interviews
Screening Interview 1st 2nd 3rd Offer
Empl
oyer
’s In
tere
st in
You
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NEGOTIATING THE OFFER© 2009 Right Management. All Rights Reserved. 8.3
The Negotiating ProcessPREPARATION
• Before the offer: Try to find out salary ranges for the position in the company and know the
going market rate.
• After the offer and before the negotiating discussion: Know (or ask for information on)
benefits, vacation policies, etc.
• Know what you’re looking for, what you’re willing to trade off, and what your “walkaway”
point is.
A SIX-STEP PROCESS
• Obtain the offer.
• Analyze the offer and collect missing information from the employer.
• Evaluate the offer and determine your goals, trade-offs, and walk-away point.
• Negotiate and obtain or propose a counteroffer.
• Repeat steps 2,3, and 4 as needed.
• Obtain agreement and ask for the final offer in writing.
1.) Obtain the offer
An offer is often made by phone, or may be made in a face-to-face meeting. Express
your appreciation and interest. In a face-to-face meeting, take several seconds to quietly
contemplate the offer. What is offered is typically somewhat lower than the employer is
prepared to offer with a little prodding. During the silence, the manager may speak first and
increase the offer to a higher amount or indicate a willingness to negotiate.
By phone, you cannot “quietly contemplate” for very long or the manager will think you got
disconnected. Hesitate a bit, then say something like, “I think we have a good foundation here...”
Clarify once again the position, the level of responsibilities, what you have to offer and what
you can contribute. Tell the manager you will need some time to think the offer over.
Most companies will allow you several days. Some may give you a week if you need it. Some
companies may want to hear your decision the next day. Take the time you need to make a
good decision. Shield yourself from pressure to get a positive decision and get you on board.
Clarify other aspects of the job offer such as medical and dental benefits, vacation, 401(k),
etc. so you can evaluate the entire compensation package. Request benefit literature and an
employee policy handbook to assist in your evaluation. Finally, ask for the offer in writing.
• “Thank you. I appreciate the offer and find the prospect of working for XYZ Corporation
very exciting. (Silence or hesitation.) I’d like to take sometime to make sure I understand the
entire offer, and fully evaluate the offer according to my needs.”
• “Would you please provide the offer in writing to me, and include a copy of the benefits
book and employee handbook for me to consider all the information?”
You should NOT negotiate at this time. Examples of negotiating questions to avoid at this time:
What kind of flexibility do you have? How firm is that amount?
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NEGOTIATING THE OFFER © 2009 Right Management. All Rights Reserved.8.4
2.) Analyze the offer and collect missing information from employer
Use your completed Job Comparison Form (see p.190) to analyze the offer. If you find you are
missing information, call the employer. Example: “There are a couple of pieces of additional
information I will need to make my decision. Would you explain…?”
Thank the hiring manager and tell him or her that you’ll let him or her know of your decision by
a specific date. Be careful not to negotiate at this time.
3.) Evaluate the offer and determine your goals, trade-offs, and walk-away point
Only you can determine what you will give up to get something more important, and what kind
of offer is not acceptable. It may also help to discuss the offer with someone else who knows
the process but is not emotionally involved in the offer.
4.) Negotiate (in person if possible) and obtain or propose a counteroffer
Call the hiring manager and say, “I’ve had a chance to thoroughly consider the offer. I’m excited
about the contributions I can make and I think it’s a really good fit. There are a couple of areas
I want to talk to you about, and once we get these resolved, I’m ready to get started as soon
as possible.”
• Confirm items in agreement first.
• Emphasize the contributions you are prepared to make, supported by your past
accomplishments.
• Address each item to be discussed with the most important first, usually salary.
If the base salary is not high enough, focus on the level of responsibilities and contributions to
the organization that you can provide, then ask if the job can be re-evaluated to the next higher
level. In this way, the salary you are asking, which is too high for the current level, becomes a
reasonable base salary for the next job grade level.
Remember that the company needs to keep the offer in a competitive range for the position.
Companies must pay a competitive salary to attract and retain competent people. If there is
a significant difference between what you are seeking and what the company is offering, the
position is probably lower in responsibility than you want. The fit may not be right. However, the
company wants you to join them, so you may be able to get the job expanded. It is worth a try.
5.) Repeat steps 2,3, and 4 as needed.
Obtain a counteroffer and ask for time to think it through, if necessary.
6.) Obtain agreement and ask for final offer in writing.
Sometimes there is a great deal of discussion back and forth, and the actual final job offer may
need to be clarified one last time. Ask for the final offer in writing. Most companies will do this
automatically. In some cases, you may need to write a letter summarizing your understanding
of the offer and provide it to the manager.
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NEGOTIATING THE OFFER© 2009 Right Management. All Rights Reserved. 8.5
Establish a start date. Even though the employer is anxious to have you start work, this date is
often negotiable. When “the deal is struck,” remember to express your appreciation and how
much you are looking forward to beginning work.
If differences cannot be bridged and the offer is still below your walk-away point, express
disappointment and bring the conversation to a professional ending. Don’t burn any bridges.
COMMON COMPONENTS OF A JOB OFFER
• Base salary
• Bonus pay
• 401(k) (RRSP)
• Salary increase, timing and percentage
• Tuition assistance
• Healthcare insurance
• Vacation
• Relocation expenses
OTHER POSSIBLE COMPONENTS
• Incentive pay
• Commissions
• Equipment: car, phone, PC, pager, etc.
• Professional organization memberships
• Stock options
• Special retirement plan
• Severance package
SIGNING (OR SIGN-ON) BONUSES
These bonuses are a creative way to compensate candidate so he/she fits into the corporate
compensation structure and doesn’t become an exception.
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NEGOTIATING THE OFFER © 2009 Right Management. All Rights Reserved.8.6
Quick ReferenceACKNOWLEDGING AN OFFER
1.) Thank the employer.
2.) Show your enthusiasm.
3.) Clarify your position responsibilities and the results expected of you.
4.) Clarify salary and benefits.
5.) Request additional information, if needed.
6.) Express why the company and the job are appealing to you.
7.) Ask for the offer in writing.
8.) Ask for time to evaluate and consider the offer.
DO NOT NEGOTIATE AT THIS TIME!
INITIATING A NEGOTIATION DISCUSSION
1.) Tell the manager that you have thoroughly considered the offer.
2.) Express excitement about the opportunity.
3.) Indicate that you have several areas for discussion.
4.) Communicate the expectation that you both want a positive outcome and your belief that
you can work through the areas for discussion successfully.
5.) Indicate areas of agreement first.
6.) Discuss and resolve differences.
7.) Affirm the agreement and accept the offer.
8.) Ask for confirmation of the finalized offer in writing.
9.) Establish your start date.
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NEGOTIATING THE OFFER© 2009 Right Management. All Rights Reserved. 8.7
Turning Down the Other OffersOnce you have accepted a particular job, be sure to contact all the others who have made
you offers or with whom you have had extensive negotiations to thank them and inform them
of your decision. Call them first, and follow up with a letter. They have extended you an honor
and you need to acknowledge that and establish a pleasant and professional relationship with
them. Be sure to make it clear that you aren’t rejecting them, but that the job you accepted was
simply a better fit for you.
AND NOW WHAT?
After accepting an offer you probably want to heave a sigh of relief and take a well-deserved
break from your job-search activities. Don’t stop until you have wrapped up the loose ends. As
discussed above, you need to notify all the people who have offered or nearly offered you jobs.
You also need to let the contacts who have been so important in your job search know the
good news, and get back to the people who provided references including your former boss.
For those who have been helpful but not critical to your job search, a call or a note of thanks
with the news will probably suffice. There are some people, however, who have made significant
efforts on your behalf. Consider treating these people to a celebration lunch or dinner.
Now that all the loose ends are tied up, go on and CELEBRATE.
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NEGOTIATING THE OFFER © 2009 Right Management. All Rights Reserved.8.8
Job Comparison FormCOMPANY
JOB FACTORS RANKING
COMPANY FOCUS
Size of company
Sales volume
# of employees
Public/private ownership
Profit/non-profit
National/multinational
Academia
Product/service
Centralized/decentralized
Division/subdivision
Management dept
Financial condition
Political climate
Company growth (history)
Profitability
Growth
Turnaround
Stable
Reputation
Market(s) dependency
Vulnerability
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NEGOTIATING THE OFFER© 2009 Right Management. All Rights Reserved. 8.9
Job Comparison FormCOMPANY
JOB FACTORS RANKING
JOB FOCUS
Objectives
Duties/responsibilities
Authority
Independence
Challenge
High/low risk
Job visibility
Reporting relationship
Direct line
Dotted line
Travel
Status (title)
History/ prev. incumbent
Other
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NEGOTIATING THE OFFER © 2009 Right Management. All Rights Reserved.8.10
Job Comparison FormCOMPANY
JOB FACTORS RANKING
COMPENSATION PACKAGE
Base salary
Bonus (guaranteed)
Bonus (potential)
Incentive
Profit sharing
Stock options
Deferred compensation
Benefits
Basic Health
Major medical
Life insurance
Disability
Retirement/pension plan
Perks
Car
Transportation
Club memberships
Financial planning
Tax assistance
Expense account
Airline VIP
Travel with spouse
Election to Board
(Exec) committees
Private Secretary
Moving expense
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NEGOTIATING THE OFFER© 2009 Right Management. All Rights Reserved. 8.11
Job Comparison FormCOMPANY
JOB FACTORS RANKING
COMPENSATION PACKAGE
Temporarily living costs
Mortgage differential
Housing subsidy
Severance settlements
O-P assistance
Salary increase
Extra vacation time
PERSONAL FOCUS
Interpersonal chemistry
Management style
Step in career path
Promotion potential
Superior’s age
Performance appraisal
Compatibility w/ lifestyle
Other
COMMUNITY FOCUS
Location/relocation
Commute to work
City/country living
Schools
Religious conveniences
Cultural area
Recreational areas
Second home situation
Local taxes
Other
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Organizing Your Job Search
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ORGANIZING YOUR JOB SEARCH© 2009 Right Management. All Rights Reserved.
Organizing Your Job Search
CONTENTS PAGE
Organizing Your Job Search............................................................................................................................................................... 9.1
Initial Marketing Plan................................................................................................................................................................................ .9.2
Personal Marketing Plan Objective................................................................................................................................................ 9.4
Weekly Campaign Plan............................................................................................................................................................................ 9.5
Weekly Schedule.......................................................................................................................................................................................... 9.6
Action Planning Aids................................................................................................................................................................................. 9.7
Interaction Records.................................................................................................................................................................................... 9.8
Campaign Monitoring and Evaluation...................................................................................................................................... 9.10
Meeting/Interview Report.................................................................................................................................................................. 9.11
Campaign Activity Record.................................................................................................................................................................. 9.13
Contact Tracking System..................................................................................................................................................................... 9.15
Eager Anticipation of Starting New Job—Letter To Hiring Manager............................................................... 9.16
Thank You for Supporting My Campaign Efforts.............................................................................................................. 9.17
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ORGANIZING YOUR JOB SEARCH© 2009 Right Management. All Rights Reserved. 9.1
Organizing Your Job SearchCreating an action plan provides a structure to help you run an efficient
market campaign. This section pertains to your campaign plan, interview
records and periodic evaluation reports.
Good record keeping will help you track your progress; it will also highlight problem areas.
Modify the system described here to meet your individual needs and purposes.
Remember the basic mathematics of the job search:
1.) You will get the position you want through an employment interview with someone who
has the authority to hire you.
2.) The more quality meetings and interviews you have, the greater the likelihood of connecting
and of getting more than one job offer; the better your bargaining position, as well.
3.) The more information/referral meetings you set up, the more employment interviews will
develop.
Quality, however, makes the difference. Don’t go through the motions, multiplying meetings as
though sheer numbers will carry you through. Make each meeting as productive as possible by
following the principles of good networking:
1.) Initiate contact and follow-up in a timely manner.
2.) Keep a record of every letter, phone call and meeting.
3.) Be professional in all you do, following the advice contained in this manual.
4.) Evaluate and improve your approach as your job search progresses.
Managing your own campaign will give you confidence which, in turn, will help you project
yourself favorably in discussions with others.
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ORGANIZING YOUR JOB SEARCH © 2009 Right Management. All Rights Reserved.9.2
Initial Marketing PlanPHASE I: PREPARATION
Goals
• Identify and highlight greatest strengths – such as identifying critical public-interest
technology issues, organizing projects, obtaining funding, changing operational approaches
with dramatic benefits.
• Revise résumé to reflect these talents more advantageously.
• Create a biography to tell the story in narrative form.
• Rework story of “why available”.
• Develop an effective “personal commercial.”
• Discuss/refine campaign strategy, information meeting and network development skills; use
video to enhance communications.
• Select three or four appropriate problem areas for initial campaign efforts such as landfill
management, seismic safety regulation, including areas of special interest to potential
target companies.
• Develop initial “issues to explore” about the problem areas.
• Develop initial contact lists for discussion of problems.
• Develop initial list of potential target employees/clients, such as owners/operator,
consultants, government agencies, forensic specialist, equipment manufacturers,
constructors, insurers, etc.
PHASE II: RESEARCH YOUR MARKET
Goals
• Meet with initial contacts on information meeting basis to discuss key issues, learn who are
key people and major organizations that are involved; obtain introductions.
• Pursue information meetings, follow-up contacts, and appropriate readings sufficiently
to develop initial “research summary” highlighting problem dimensions, what is known,
what needs to be determined, who stands to benefit, potential clients/employers; obtain
introductions.
• Develop “needs/contribution” summary that establishes credentials beyond the résumé/
biography.
• Plan Phase III (Market Test) activities.
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ORGANIZING YOUR JOB SEARCH© 2009 Right Management. All Rights Reserved. 9.3
PHASE III: FOCUS-IN ON SPECIFIC JOBS
Goals
• Follow up on introduction to key players with target companies, based on work done,
knowledge developed, opportunities recognized.
• Follow up with key recruiters to whom introductions have been obtained.
• Follow up with Venture Capital people to whom introductions have been obtained.
• If necessary, write letter to CEO or appropriate person even without introduction; suggest a
mutually advantageous discussion.
• When meeting, apply effective “SPIN” techniques to generate interest/create desire for
specific proposals.
• Obtain follow-up commitments and follow through them.
PHASE IV: INTERVIEW & NEGOTIATE TO CLOSING
Goals
• Develop “proposals for services” (whether long-term or limited term) appropriate to needs-
agreed-upon basis in phase III.
• In developing proposals, incorporate strategies/vision of key decision makers within target
organization.
• Find small increments if resistance is encountered or prototyping indicated.
• Compare alternative opportunities; combine advantages.
• Negotiate and agree upon role, approach compensation, and other considerations.
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ORGANIZING YOUR JOB SEARCH © 2009 Right Management. All Rights Reserved.9.4
Personal Marketing Plan ObjectiveTIME MANAGEMENT
% Proactive Market hours each week
% Reactive Market hours each week
PROACTIVE MARKET
Contacts for initial approach:
INDUSTRIES/INDUSTRY SEGMENTS
TO EXPLORE:
POSSIBLE SOURCES OF INFORMATION:
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
REACTIVE MARKET
• Appropriate publications for answering ads:
• Job Banks:
• Corporate Web Sites:
• Employment Agents, Consultants or
Recruiters to be contacted:
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ORGANIZING YOUR JOB SEARCH© 2009 Right Management. All Rights Reserved. 9.5
Weekly Campaign PlanZIP PHASE
Each Thursday or Friday take time to plan the following week by completing these weekly
planning sheets.
A. Personal Contacts Relevance Phone Number
B. Letters
C. Thank You Letters and Other Follow-Up Notes
D. Employment Agencies Phone Number
E. Media Information
F. Web Sites Newspaper/periodicals
G. Research Needed On:
H. Other Activities Planned:
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ORGANIZING YOUR JOB SEARCH © 2009 Right Management. All Rights Reserved.9.6
Weekly Schedule
DAY AM PM
Monday
Tuesday
Wednesday
Thursday
Friday
Saturday/Sunday
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ORGANIZING YOUR JOB SEARCH© 2009 Right Management. All Rights Reserved. 9.7
Action Planning AidsKEY CONTACT RECORDS
Creating a computer tracking database is an excellent way to maintain an active and organized
campaign. If you do not have access to this software technology, starting a 3”x5” card system of
selected contacts can be extremely useful. Use one card for each person. The face of the card
will contain business data or create a tracking database. For example:
James G. Oswald
General Manager
Victor Manufacturing Co.,Inc.
331 South Atlantic Street
Wallingford, CT 02116
203/766-4000 ext.4184
e-mail: [email protected]
Administrator: Ellen Witke
Referral source: J.C. Carroll, tennis partner
There is room on the reverse side for relevant personal data:
Spouse:
Children:
Interests:
Schools:
Associations:
Home Phone:
You will find that the ability to remember personal details will help you strengthen old contacts
and build new relationships.
EVENTS CALENDAR
You will need to make many phone calls, schedule appointments, write follow-up notes,
contact new people, etc. Unless you record dates and times, you will find yourself letting things
slip by. If you fail to write a thank-you note soon after a meeting, much of the goodwill potential
is lost. If you fail to call at an appointed time, you may have difficulty getting through later.
By using a calendar, you can organize your days to get more accomplished. One format that
works well is the week spread across two open pages with ruled lines for entries.
Each time you make contact, write a letter, make a phone call or hold a meeting, you will
generate the need for follow-up; that is, another phone call, letter or meeting. Write down what
needs doing and when. It is also appropriate to write an item in your calendar as the need is
created during a meeting.
A calendar is helpful only if you use it. Check items off as you do them. Transfer items left
undone to a new date and time. As you notice areas of procrastination, find ways to motivate
yourself to get things done.
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ORGANIZING YOUR JOB SEARCH © 2009 Right Management. All Rights Reserved.9.8
Interaction RecordsInteraction records provide a running overview of your contact with a particular individual:
phone calls, meetings, interviews, follow-up letters, etc. Complete each file by clipping or
stapling copies of all correspondence. Relying solely on your computer can limit access to your
data when not in your office.
The Interaction Record following this page documents a series of contacts with an individual:
initial letter, follow-up phone call, first meeting, referrals given, thank you note, etc.
This same form can be used to record meetings that turned into employment interviews and
yielded follow-up meetings. As soon as an individual becomes a key figure in your campaign –
that is, a source of referrals or follow-up meetings – he or she warrants a file. If you see more
than one person in an organization, group those files together.
Make it a practice to add information to your files immediately after each interaction while
impressions are still fresh. At the same time, add new data to your tracking database or 3”x5”
cards and follow-up actions to your events calendar.
You can conveniently file those reports in a three-ring binder. Then, you will have everything
you need for your campaign within easy reach and ready for review.
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ORGANIZING YOUR JOB SEARCH© 2009 Right Management. All Rights Reserved. 9.9
Interaction RecordName: Title:
Address: Phone:
DATE PHONE, LETTER, MEETING NATURE OF DISCUSSION*
*Note: Record the main points made, “hot buttons,” criticism, how you felt, what was
atmosphere, result (referrals, re-invitations, etc.), key points for follow-up, questions on
Meeting/Interview Reports.
FOLLOW-UP ACTION TO BE TAKEN
NATURE DO BY DONE (DATE)
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ORGANIZING YOUR JOB SEARCH © 2009 Right Management. All Rights Reserved.9.10
Campaign Monitoring and EvaluationIn order to have the information needed for your Research Summaries
at your fingertips, we suggest that you use the Meeting/Interview
Report form. The Meeting/Interview Report is filled out in as much
detail as possible immediately following each meeting or interview,
recording all information while it is still fresh in your mind. Reviewing
your Meeting/Interview Reports regularly will help you to improve the
skills needed to maximize your effectiveness.
The following page is an example of a completed report.
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ORGANIZING YOUR JOB SEARCH© 2009 Right Management. All Rights Reserved. 9.11
Meeting/Interview ReportPerson J.G. Oswald Organization Victor Manufacturing. Co.
Title Sr. VP Finance Address 331 S. Atlantic St.
Phone (415) 222-1111 Menlo Park, CA 94025
Referred By Dr. G.M. Date/Length of Meeting 4/2/95 35 minutes
1.) Purpose of meeting: Information/Referral Meeting
2.) What did you learn about the person you met with? (Background, interests, etc.)
3.) Did you learn anything that confirmed or called into question your career objective?
4.) Problems and needs of company or industry:
5.) Referrals – name, function, background (information meeting only):
6.) Next Steps:
7.) Your evaluation of meeting:
8.) Other information gained (continue on back):
• Made career change 7 years ago from Retail Merchandising
• Active in AMA
• Tennis player
• Industry going through difficult time—European competition
• Key people leaving first—creating vacuum at top—need to be filled
• Write Crawford, Beal
• Send Thank You letter
• Liked objective
• Felt verbal presentation complemented the objective
• C. Crawford—First Northern
• J. Beal—Community Chest
• Call to ask more questionsx
• Very helpful
• Feeling very confident now about handling this type of meeting
• Company researching now
• J G.O. very happy about own career change—offered to help all he can
• Says seminars great way to meet right people
• Suggested exploring banking (see referral)
• Wants me to let him know before I accept job (!!)
• Thought of many question after meeting; will call to discuss
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ORGANIZING YOUR JOB SEARCH © 2009 Right Management. All Rights Reserved.9.12
Meeting/Interview ReportPerson Organization
Title Address
Phone
Referred By Date/Length of Meeting
1.) Purpose of meeting:
2.) What did you learn about the person you met with? (Background, interests, etc.)
3.) Did you learn anything that confirmed or called into question your career objective?
4.) Problems and needs of company or industry:
5.) Referrals – name, function, background (information meeting only):
6.) Next Steps:
7.) Your evaluation of meeting:
8.) Other information gained (continue on back):
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ORGANIZING YOUR JOB SEARCH© 2009 Right Management. All Rights Reserved. 9.13
Campaign Activity RecordThe secret to a successful campaign is a high level of productive
activity. The Campaign Activity Record documents the history of your
campaign, and serves as an excellent planning tool for future activity.
Use back of page if additional space is needed.
Name
Date Date of Previous Report Zip Phase
A. INFORMATION MEETINGS SINCE PREVIOUS REPORT
Date Individual Company Refs. Follow-Up
1.
2.
3.
4.
5.
B. JOB INTERVIEWS SINCE PREVIOUS MEETING
Date Individual Company Type of Pos. Follow-Up
1.
2.
3.
4.
5.
C. REACTIVE MARKET
No. of ads answered
No. contacts/recontacts w/ recruiter/search firms
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ORGANIZING YOUR JOB SEARCH © 2009 Right Management. All Rights Reserved.9.14
D. SITUATIONS PENDING FROM PREVIOUS MEETING OR INTERVIEWS
Exp. Action
Date
Individual Company Explanation
1.
2.
3.
4.
5.
E. NEW MEETINGS OR INTERVIEWS SCHEDULED
Date Individual Company Purpose
1.
2.
3.
4.
5.
F. PLANNED ACTION FOR WEEK (Include lead to flow-up, ads, network maintenance research, etc.)
Individual Company Action To Be Taken
1.
2.
3.
4.
5.
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ORGANIZING YOUR JOB SEARCH© 2009 Right Management. All Rights Reserved. 9.15
Contact Tracking System
Acropolis Sysrem
Milpitas 157 McCandless Dr. 95035
408/555-1234 3/05 Computer
Acument Mt. View 1220 Charleston Rd. 94039
HR 2/27 3/4 Computer Review
Adwall Systems
Mt. View 3/10 Computer
Afflugenic Palo Alto 3/16
Alt – Sys San Jose 2610 Orchard Pkwy. 95134
HR 3/17 S/W Release Supervisor
Semicond
Alzendryx Palo Alto 950 Page Mill Rd. 94303
415/555-1235 3/10 Biomed
Anonyinix Los Gatos 50 Univ. Ave. Ste L995030
408/555-1236 HR 3/03 call TD
3/9 phone
Computer
Applink Computer
Cupertino 408/555-1237 3/05
BioApp Foster City 850 Lincoln Ctr. Dr. 94404
HR 3/02 ChemicalPkg. Supv.
Biomed
lBioApp Foster City 850 Lincoln Ctr. Dr. 94404
HR 3/16 Materials Manager
Biomed
Why? Computer
Mt. View 2440 W. El Camino Real
415/555-1238 3/03 Computer 94039
Beakon-Dixon
San Jose 2350 Quine Dr. 95131
HR 3/02 review
3/9 Biomed
COMPAN
Y
ADDRESS
PHONE
CONTA
CTDATE
EDRES
PONSE
JOB T
ITLE
INDUST
RY TY
PE
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ORGANIZING YOUR JOB SEARCH © 2009 Right Management. All Rights Reserved.9.16
Eager Anticipation of Starting New Job—Letter To Hiring ManagerEXAMPLE
(Date)
Mr. John Patton
President
Castle Semiconductor
329 Capwell Drive
Townville, Somearea XXXXX
Dear John:
Thank you for your help, support and openness during the process of putting our deal together.
I am extremely impressed by you and your team and appreciate your courtesy and attention
over the past several weeks. I already feel at home.
I am extremely excited about coming on board to develop a strong, coherent strategy and
infrastructure for the semiconductor business and strategic relationships. I am sure all of us
will work well together as a team and am confident in my ability to quickly ramp up as a key
contributor. I look forward to working with you to build a strong relationship and help propel
Castle to dominance in our targeted markets.
I look eagerly ahead to diving into the opportunities with you next week!
Sincerely,
Mathew J. Adams
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ORGANIZING YOUR JOB SEARCH© 2009 Right Management. All Rights Reserved. 9.17
Thank You for Supporting My Campaign EffortsEXAMPLE
(Date)
Mr. Raymond Alvarez
President
Mylor Enterprises
857 Mary Drive
Anycity, Anywhere XXXXX
Dear Ray:
This is just a brief note to thank you for your help during my recent job campaign. I am pleased
to report that I have accepted a position with ABC, Inc. The company develops and markets
PCbased software designed to track and improve the work flow of business records in the
office. Using the speed and accuracy of bar code technology, a manager can immediately
locate a given document, folder or computer based record in the database. In a processing
environment, bottlenecks in the system are quickly spotted for potential remedy.
As Director of Sales, my first assignment will be to improve the production of our East Coast
dealers. I will relocate in early May to best pursue this objective. With your permission, I will stay
in touch so we can mutually explore future career opportunities as they present themselves.
Once again, many thanks for your time and consideration.
Sincerely,
Lloyd J. Fredericks
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Right Management (www.right.com) is the talent and
career management expert within Manpower, the global
leader in employment services. Right Management helps
clients win in the changing world of work by designing
and executing workforce solutions that align talent
strategy with business strategy. Our expertise spans
Talent Assessment, Leader Development, Organizational
Effectiveness, Employee Engagement, and Workforce
Transition and Outplacement. With 300 offices in over 50
countries, Right Management partners with companies
of all sizes. More than 80% of Fortune 500 companies
are currently working with us to help them grow talent,
reduce costs and accelerate performance.
Right Management Inc.
1818 Market Street, 33rd Floor
Philadelphia, PA 19103-3614
A MANPOWER COMPANY
www.right.com
Product # 5100-5
© 2009 Right Management. All Rights Reserved.