Tasha Amick, CHFP, SAC Health System Joe Perry, MBA, CHFP, Loma Linda University Children s Hospital
Advertising You: Your billboard (the resume) Where to start Formatting do s and don'ts Who is looking at it Stories sell Selling You: Closing the deal (the interview) What to expect Do s and don ts Q & A readiness 2
Resumes are the single most important document any working profession will ever own (Hiring the Best, Martin Yate) The goal of the resume is to get the interview. Don t overcomplicate it! The resume is selling you and it has 10 seconds or less Keep a simple layout and design Make it stand-out (without being obnoxious) with strategic use of bold, italics, and underlines. Avoid using templates Keep your selfies to yourself Source: Forbes, 2011 3
Think about your outline What items would set you apart from others for the position? Determine the key categories of your sales presentation Resumes must include: All education and professional development that is relevant to the job you are seeking Previous responsibilities that demonstrate the best you to the employer Transferable skills and accomplishments Professional values and other items that are applicable 4
The top of the resume: Make your name stand out, but keep it simple and easy to read Include address and contact information List a professionally appropriate e-mail address Lead with your executive summary Summary of career, expertise, and accomplishments Professional skills Core competencies Summarize, but avoid clichés Healthcare executive with over 25 years of experience leading providers of superior patient care Source: Harvard Business Review, 2014 5
The body of the resume: Employment history and related experience: Chronological order newest to oldest Start with position title, and include company with dates (month and year) of employment Provide a brief summary of the duties Use bullets to define core/key responsibilities Highlight accomplishments and/or responsibilities relevant to the position you re applying for, wherever and as much as possible Promotions Recognitions and honors Above principles equally apply to volunteer positions Source: Harvard Business Review, 2014 6
The body of the resume: Education Chronological order newest to oldest Include major/minors and degree earned Date of graduation or if you did/have not graduated: Dates of attendance Number of hours completed Highlight accomplishments and/or responsibilities relevant to the position you re applying for, wherever and as much as possible Honors Exclude GPA, unless it is exceptional Source: Harvard Business Review, 2014 7
Other items: Be sure to include other items that would sell yourself, such as: Activities and associations Publications or presentations School, community, or church group participation Short-term volunteer activities Language proficiencies Certificates or specialized seminars and training Computer software expertise Leave other personal information out of the document, they don t need to know your favorite color. What about references? End with Excellent references available upon request 8
Generally, your resume will first be screened either by an automated system or an HR representative. Most of the time, the first screening is looking for key words or prior experiences to ensure you meet basic requirements of the job. The first screening will also be reviewing significant inconsistency or gaps in employment history How easily can listed details be verified? If the resume passes the first screening, then the hiring manager will be reviewing for content and context against the needs of the position. The hiring manager will also be looking to determine potential fit into the department and organization. Source: Harvard Business Review, 2014 9
Unfortunately, numbers show the chances of landing an interview from just submitting a resume is very low. Some keys to ensure your resume is the best it can be are: Again, keep the format simple, clean, and easily readable Keep to 1-2 pages if possible, no more than 3-4 pages total Read it! Proofing and spelling can never be underestimated Get help with review and solicit feedback Customize your resume to the position/company receiving it The hiring manager is the buyer, you re the product, and you need to give him a reason to buy. (Jane Heifetz, founder of Right Resumes) Source: Harvard Business Review, 2014 10
Creating stories are critical to generating interest in the 10 seconds your resume will have with the reader. Your stories will need to share accomplishments, not responsibilities: Responsibility = Managed a team of 10 analysts Accomplishment = Lead team recognized as top producing within the company Use numbers, statistics, and percentages to create stronger stories. Excellent items to bold or underline Make sure the starting summary is brief and describes who you are and why you re the best person for the job. Source: Harvard Business Review, 2014 11
List 3 personal or professional accomplishments. Which one are you most proud of? Why? How do you know it is an accomplishment? Thinking about your last job, what would your co-workers say about you? What would you like them to say about you? Would they invite you back to work with them again, and why/why not? 12
The interviewing process is a kind of sale. In this case, you are the product and the salesperson. If you show up unprepared to talk about your unique features and benefits, you re not likely to motivate an interviewer to buy (101 Great Answers to the Toughest Interview Questions, Ron Fry) As you prepare for the interview, think about the following questions: What are my strongest skills? What are my greatest areas of knowledge? What are my greatest personality traits? What are the things I do best? What are my key accomplishments? Source: Fry, 2000 13
Replacing a position can cost the organization anywhere from 50%-90% of the positions annual compensation according to a 2008 report from the Society for Human Resource Management. You may experience one, or several types of interviews: Telephone Video-conference Traditional/one-to-one Group, panel, or peer 14
In general, the interviewer will be looking for information from you: Confirmation of your education and employment background Your understanding of the posted job requirements and duties An evaluation of your ability to problem solve Anticipation of your character from body language, responses, and explanation of past actions Questions from you about the position or company Beware of illegal questions: Can not ask about age, race, ethnicity or color, gender, sex, county of or nation origin or birth place, religion, disability or marital / family status or pregnancy How old are your children? Where were your born? 15
Telephone or video-conference interviews: Depending on the position, saves time for both the candidate and the employer More cost effective especially if candidate travel is required Commonly scheduled outside of normal business hours Typically designed to let the candidate do the majority of the talking May be used as part of the initial screening process How to prepare: Good phone and/or stable internet connection Quiet and clean environment Treat it like it was an in-person meeting It will be hard to read body language for both parties. So listen carefully and respond thoughtfully 16
Traditional/one-on-one: From the Employer s Perspective they are looking to assess competencies and skills to find a fit for the job Employers are looking to assess personal chemistry and cultural / personal values Evaluation of how your past behavior and situations might impact the future if hired How to prepare: Be prepared take copies of resumes, etc. Be on-time! Dress to (professionally) impress Turn-off your cellphone 17
Panel, group, and peer: Generally meant to save employers time Can be intended to assess a candidates ability to work within a group setting or environment Provide validation from a trusted source within the department the position is being hired into How to prepare: Same items as traditional interviews Create connection with each interviewer in panel situations Don t become familiar with the interviewer in peer settings Don t reference other candidates answers in group settings 18
Interview do s: Be on-time! Be polite, friendly and sincere Research the company s mission, business performance, recent publicity, etc. Read and know the full job listing and requirements Actively listen and avoid only yes or no responses Clarify questions that you don t readily understand or are unsure about Remain objective in your responses remember to focus on selling accomplishments not responsibilities Prepare questions for you to ask the interviewer Send a thank you card or e-mail 19
Interview don ts: Don t be late! Be too casual Speaking negatively of former companies or employers Let your body language tell a different story: Sitting with legs crossed while shaking a foot or leg (Person is uncomfortable) Rubbing you face, tapping fingers (Person is annoyed) Rubbing you head or neck (Person is bored by what is being said) Leaning back in your chair with arms folder across your chest (Person thinks they are better than you Smiling too much (Person is not taking the situation seriously) Doodling or not having eye contact (Person would rather be somewhere else) 20
Remember, stories sell. Be sure to answer questions with examples from past experience or rather accomplishments. Respond with complete stories: What was the situation? How did you handle it or what action did you take? What was the outcome or how did you determine a success or failure? Example questions: Why did you leave your previous job? Tell me about a time you found a unique or creative solution to a problem. Tell me about a time you failed to complete a project. What would your skills are your greatest assets? What are some of your weaknesses? 21
Questions for you to ask the interviewer: Additional questions about the company or the job What are the departments challenges or goals for the next 3 months? Can you tell me more about the departments organizational chart? What reasons do you most enjoy working here? What is the anticipated timeframe for finalizing the hiring decision? 22