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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.

Go Back to Main Table of Contents

© 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.


© 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.


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.


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



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.



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



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



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.



“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.



“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.



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.



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.



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:



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



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?



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


Understanding Your Strengths


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


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.


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



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.



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?)



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.



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)



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



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



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



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



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



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



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



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



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



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.



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.



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.



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.



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.


Defining Your Objectives


DEFINING YOUR OBJECTIVES© 2009 Right Management. All Rights Reserved.


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


DEFINING YOUR OBJECTIVES© 2009 Right Management. All Rights Reserved. 3.1


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.


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:


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:




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.



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:



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?



Writing Your Career ObjectiveDevelop your Objective by writing down ideas. When you are satisfied

with it, write it in the space below.

My Objective:



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:



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?



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

Developing Your Résumé


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


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”).


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


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


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)



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



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



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.



Key Elements of a Résumé• HEADING

• OBJECTIVE (OPTIONAL)

• CAREER SUMMARY

• PROFESSIONAL EXPERIENCE

• EDUCATION/TRAINING

• AWARDS/AFFILIATIONS (OPTIONAL)

• SPECIAL SKILLS (OPTIONAL)



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



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.



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.



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.



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.”



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



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.



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



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.



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?


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?



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?



Résumé Template (Name)

(Address)

(Phone)

(Email)

OBJECTIVE OR PROFESSIONAL TITLE:

SUMMARY OR PROFILE:

• •

• •

• •

PROFESSIONAL EXPERIENCE:

_________-______

(COMPANY NAME), (CITY, ST)

(POSITION TITLE)

(JOB SCOPE)

•

•

•



Résumé Template _________-______


(POSITION TITLE)

(JOB SCOPE)

•

•

•

_________-______


(POSITION TITLE)

(JOB SCOPE)

•

•

•

_________-______


(POSITION TITLE)

(JOB SCOPE)

•

•

•



Résumé TemplateEDUCATION:

Degree, Major, School (year is optional)

TRAINING:

AWARDS/AFFILIATIONS:

SPECIAL SKILLS:



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


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%.



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



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.


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).



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.



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


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.



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



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


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.



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



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.


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.



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



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.


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.



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.


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



SAMPLE ASSEMBLY RÉSUMÉ 1

NAME



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.


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.



SAMPLE ASSEMBLY RÉSUMÉ 2

NAME



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.



SAMPLE NETWORK TECHNICIAN RÉSUMÉ

NAME



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



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.



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.



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



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)

[email protected]

Barbara Brown

Field Support/Spares Manager

XYZ Corporation

(408) 123-4569

(manager for four years)

[email protected]

Scott Jones

Production Manager

ANY CO., Inc.

(408) 123-4560

(mentor and manager for two in-house positions)

[email protected]



“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



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.



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



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)


Research Your Market Phase


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


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.


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)



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.



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.



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.



• 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



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



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.



Market Research SummaryIndustry/Sector/Option

POSITIVE FACTORS NEGATIVE FACTORS

Additional Questions Information Sources

1. 1.

2. 2.

3. 3.

4. 4.



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



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



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%



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.



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



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.



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.



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



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



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



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



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


The Power of Networking


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


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


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.



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



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



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



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.



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.



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.



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.”



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.



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



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.



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.



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):



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?



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)?



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.



Sample Needs/Contribution Statement

Allen Able

325 Maple Street

Alltown, Everywhere XXXXX

555-930-1212

[email protected]

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%



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.



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…”



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?”



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.



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



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



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



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



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?



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.


Interview and Negotiate to Closing


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


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.


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.



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.



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.



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


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.



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.



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?



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.”



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.



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

• Send third party testimonials regarding a particular accomplishmentGo Back to Main Table of Contents


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…



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?



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?



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.



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.



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.



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.



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.



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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+

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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?



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?



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.



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



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



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



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.



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.



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?



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.


Negotiating the Offer


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


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.


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


alisons

Line

alisons

Line


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?



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.



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.



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.



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.



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




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




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




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


Organizing Your Job Search


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


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.


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.



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.



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:



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:



Weekly Schedule

DAY AM PM

Monday

Tuesday

Wednesday

Thursday

Friday

Saturday/Sunday



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.



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.



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)



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.



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





6.) Next Steps:


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



Meeting/Interview ReportPerson Organization

Title Address

Phone

Referred By Date/Length of Meeting

1.) Purpose of meeting:





6.) Next Steps:


8.) Other information gained (continue on back):



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



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.



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

MAIL

EDRES

PONSE

JOB T

ITLE

INDUST

RY TY

PE



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



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


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.

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