Whether you're actively searching for a new position or you're one of the many "passive" candidates open to opportunities, this section is a valuable tool for you throughout your career. Get resume techniques, interview tips and other useful career information to help with your search.

Career Change

Resume writing pointers

Resume and Cover Letter Q&As

Interview Preparation Tips

Interview do's and don'ts

Interview Attire

Compensation

Closing an interview

Attitude towards work

Getting the best out of your employees

Career Change

Everybody wants to work for a winner. However, when is it appropriate to work for a company with less than shining credentials?

People are always trying to make career changes, usually into an industry that's HOT. Some get to work with the latest products, movie stars, movie makers, and other sports figures and entertainers. You see products advertised on TV and everybody wants one. Many people want to be affiliated with those firms.

Which jobs work?

But, how does someone from Mercedes or American Express get into these glitzy companies? First, you need a skill that is transferable; jobs like accounting, human resources, and facility are the kind of jobs that are pretty similar across industry lines. Engineering, sales, and marketing are more specific and require knowledge that is not as transferable.

So, if you are in one the luckier professions how do you get in? During normal times, it's probably difficult, but not impossible. Companies are choosier and want directly related industry experience. However, if you know someone in a good company, they can refer you and indicate that you learn fast or are a good worker. Often, the employee will receive a bonus if you get hired so there is good incentive to market you internally. When the external market is as hot, as it is now, companies lower their standards because there aren't as many people to go around. Instead of seeking the 5 year experience person, a college graduate will do.

Not so hot

Short of getting into your ideal firm, consider working for one that is in the same industry but not as well regarded. Their products may not be as competitive or they may have had layoffs. These firms will have a more difficult time finding the right people anyway and may be willing to take someone more on potential than on direct experience.

Knowing your strategy, the idea is to get the relevant experience that will take you to a better company and a better job after "paying your dues". This may mean staying for 12-24 months before you think of jumping ship. On the other hand, things may improve while you're there and the company may turn into a company of choice because new products or new management improved the company's image. Either way, you win.

Resume writing pointers

There are many resume writing experts, workshops, books, articles, and advice on the Internet. We have compiled a few for your reference too. These sources are accurate and solid. But before you start taking notes, here are a few key points to remember:

• Use the right keywords to describe your skills and experience so that your resume can be easily picked out of the database.
  
• Be current. Your information stays on file in the computerized databank and is incorporated into ongoing search processes. This allows your resume to be searched for current openings over a period of time.
  
• Focus on nouns, not verbs. While you still want to incorporate "action verbs" (such as achieved, acquired, constructed, doubled, maximized, interpreted and negotiated), you need to pay attention to the nouns that describe your role.
  
• Use acronyms and also spell them out. E.g.: CAD/Computer Aided Design.
  
• Be accurate. Remember that if your dates and information are not correct, it could result in no offers.
  
• It is good to have an objective, but include it in your cover letter. Save the body of the resume to highlight your accomplishments.
  
• When detailing your area of responsibility, make it as concise and detailed as possible. Be specific, use your most current employer, as long as it is significant to the position you are going after. Remember, you are selling your accomplishments to a future employer who's asking, "What can you do for me?"
  
• Bullets are easier to read than paragraphs.
  
• Honesty and integrity are the key elements employers are looking for.
  
• Make sure that your resume is print-ready. It should be on white paper and clearly typed in Word DOC format.
  
• Never leave out important information like address and phone numbers.

Resume and Cover Letter Q&As

Normally, one only has 10 to 15 seconds to make the kind of impression that will keep your reader interested. Here are a few questions and answers that may help you produce a "Number One Pick" resume.

Q. How do "tough times" affect your resume?
A. More applicants for fewer jobs means there's more pressure on your resume. It must make an excellent first impression. And quickly. Your window of opportunity to grab the reader's attention is between 10 to 15 seconds.

Q. Does one resume fit all?
A. No. Think of your resume as a toolbox from which to draw specific skills for a specific job. Think of your resume as the solution to a problem within the hiring organization. Write a resume from your toolbox for each job you are applying for.

Use lots of resources to super-sleuth each opening so you can present your resume as the answer to an organization's problem(s). Find out everything you can from friends within the organization, colleagues, business associates, professional associations, and by calling the company and asking for the name of the supervisor for the position now open. Don't be shy, call and request an exploratory interview. Have a business associate or friend introduce you.

Tailor your resume to that specific job.

Q. How should I structure my resume?
A. Grab your reader's attention immediately by listing your skills right under your name and contact information. Rework this list of not more than four or five skills. Use action verbs and, whenever possible, use real, hard numbers. Put these skills in boldface type.

Q. What kind of resume format is best after my skills statement?
A. There are three kinds of resumes: chronological, from most recent to oldest experience; functional, listing experience by type; and creative, for those seeking creative jobs.

Chronological is most frequently used, and is based on time sequence. Use it when you're pursuing traditional jobs, your work history shows a strong growth pattern, your title progression is impressive, you're continuing the same career path, and your last employer is impressive.

Functional is best when you're changing careers, entering the job market, reentering the job market, or your experience lacks a demonstrated direction. Use it, too, if you're a consultant, your latest position appears to be a demotion, or your experience is unconnected to the position you're applying for.

Creative resumes work best if you're in the creative arts: artist, actor, graphic designer, computer expert, or photographer. Use the medium and the format that showcases your skills. This could include video, audio, and/or special graphics.

Q. In "tough times" is it OK to "enhance" my experience just a little bit?
A. NO! "Enhancing" or misrepresenting facts about your experience can result in big trouble. Be meticulously truthful. And don't omit facts about your background when asked, but give a brief explanation. And, be sure to put your best skills forward. Analyze your own capabilities so you can present them in the strongest verbiage.

Edit, edit, edit. Remove extra words; remove adverbs.

Q. In "tough times" are there other ways to help myself get extra points?
A. Create a website that features papers you have had published, awards (with samples) you have won, community service projects you are active in, etc. List on your website further details of the positions you've held. List your educational and personal interests here that will help to connect the dots and present you as a person with much to offer.

Q. What about personal pronouns? Should I use first person, second or third?
A. None of the above. Remove the personal pronouns -- "I, me, she, he." Make your resume concise and to the point. List accomplishments in bulleted style:

• Increased sales by 32%
• Reduced errors by 12%
• Won the approval of 96% of reviewers

Q. How can I be sure my resume is the best it can be?
A. Ask yourself these questions:

Are my statements clear and concise?
Have I removed all unnecessary words, especially adverbs and weak adjectives?
Have I eliminated everything that isn't needed?
Is it easy to follow?
Are my accomplishments well showcased?
Have I included all my contact information?
Ask for comments from people whose opinion you trust.

Q. What's the formula for writing the best cover letter ever?
A. Remember, it's a sales letter.

Find out who has the power to hire, and address it to him by name.

Learn as much about the opening as possible, and identify the problem(s) the organization is trying to solve.

Present yourself as the solution, listing one or two precise skills in your opening sentence: "I increased production by 46% at..."

Keep it short. Cut to the chase.

Take some risks. Tell him why he should interview you.

Refer him to your website for examples of your writing, more information, and details of your training and education.

Demonstrate enthusiasm; be innovative; close leaving the next move up to you: "I'll call you next week to arrange a time for an interview."

Interview Preparation Tips

Before you walk into any interview, you should know as much about the company and the position as you possibly can. Do this research on your own so that you are well prepared. After you have studied the company, prepare a list of questions to ask the employer.
Sample questions:

• Why is this position available?
• What type of training programs will be offered to the person in this position?
• What are your goals for this position?
• What obstacles must be overcome for the person in this position to succeed?
• How will my performance be evaluated?
• What opportunities are there for growth in the next 12 months, 2 years, 5 years?
• What growth do you anticipate for your firm in the next 12 months?

No one can predict the exact questions that an interviewer will ask, so be prepared for the worst. If you seek a consultant's help they will be able to give you a good idea of the hiring authority's personality, his or her typical interview demeanor, and a few important questions that the employer is likely to ask.

To prepare, think about how you would answer the following questions:

• Tell me about yourself.

              Keep your answer in the professional realm only. Review your past positions, education and               other strengths.

• What do you know about our organization?

              If you've done your research correctly, you should have no problem answering this one. Be               positive.

• Why are you interested in this position?

              Relate how you feel your qualifications really match the requirements of the job. Also, express               your desire to work for that company.

• What are the most significant accomplishments in your career so far?

              Pick recent accomplishments that relate to this position and its requirements.

• Describe a situation in which your work was criticized.

              Focus on how you solved the situation and how you became a better person because of it.

• How would you describe your personality?
• How do you perform under pressure?
• What have you done to improve yourself over the past year?
• What did you like least about your last position?
• Are you leaving (did you leave) your present (last) company?
• What is your ideal working environment?
• How would your co-workers describe you?
• What do you think of your boss?
• Have you ever fired anyone? What was the situation and how did you handle it?
• Are you creative?
• What are your goals in your career?
• Where do you see yourself in two years?
• Why should we hire you?
• What kind of salary are you looking for?
• What other types of jobs/companies are you considering?

Interview do's and don'ts

Do

• Arrive 15 minutes early. Late attendance is never excusable.
• Clarify questions. Be sure you answered the questions the employer really asked.
• Get the interviewer to describe the position and responsibilities early in the conversation so you can relate your skills and background to the position throughout the interview.
• Give your qualifications. Stress the accomplishments that are most pertinent to the job.
• Conduct yourself professionally. Be aware of what your body language is saying. Smile, make eye contact, don't slouch and maintain composure.
• Anticipate tough questions. Prepare in advance so you can turn apparent weaknesses into strengths.
• Dress appropriately. Make your first impression a professional one.
• Ask questions throughout the interview. An interview should be a mutual exchange of information, not a one-sided conversation.
• Listen. This is probably the most important ability of all. By concentrating not only on the employer's words, but also on the tone of voice and body language, you will be able to pick up on the employer's style. Once you understand how a hiring authority thinks, pattern your answers accordingly and you will be able to better relate to him or her.

Don'ts

• Don't answer vague questions. Rather than answering questions you think you hear, get the employer to be more specific and then respond.
• Never interrupt the employer. If you don't have time to listen, neither does the employer.
• Don't smoke, chew gum or place anything on the employer's desk.
• Don't be overly familiar, even if the employer is doing all of these things.
• Don't wear heavy perfume or cologne.
• Don't ramble. Long answers often make the speaker sound apologetic or indecisive.
• On the other hand, don't answer questions with a simple "yes" or "no." Explain whenever possible.
• Do not lie. Answer questions as truthfully as possible.
• Do not make derogatory remarks about your present or former employers or companies.

Interview Attire

Stick to formals. Especially meetings!

Choose quality and simple fabrics. Avoid linen because it easily wrinkles.

Avoid the trends. Flashy clothes tend to attract attention and distract many people. Choose clothing that is more sensible and toned down.

Watch footwear. Shoes should be polished, clean and not run down at the heels. People often judge others on the appearance and condition of footwear. Generally black shoes go best with blue or gray trousers whereas dark brown shoes match best with tan trousers.

As for colours, avoid bright ones. Formals are the best for work. Gray, blue and taupe are all excellent choices. Never combine more than two colors in one outfit.

Skirts should be kept at a moderate length. Women should realize that when they wear skirts too short, they may be unintentionally crossing the line between femininity and seductiveness.

Take your cues from upper management. Look around at how your bosses are dressed and follow their good example.


Compensation

Most of us have to work. So, what do we get in return? A PAY CHECK! But how do companies figure out how much our skills are worth?

Let's look at where companies get information about salaries. Obviously, you can't call your competitor and ask what they're paying their technicians or engineers. So, some bright folks established compensation-consulting firms. These companies are paid by other companies to "survey" their competitors and match salary data for the same job being performed. These standardized positions are called "benchmark jobs". Unique jobs could be paid whatever the company wants. Part of the challenge is to compare responsibility for responsibility, not job titles. An engineer at one firm may be performing similar, slightly similar, or completely different responsibilities for the same titled job at another firm. So, there is a lot of detailed research that has to take place before the consulting firm can compare apples to apples.

Reviews & Salary hikes

To help manage salary expense, more and more companies are going to a "focal point" review system. This differs from the "annual" review system that was in place for many years. The annual system said that you would get your performance evaluation, and any related salary increase, on the day you hired into company. So, as a manager, you will have employee evaluations scattered throughout the year and part of your job is constantly figuring out how good each employee was over the past year and how much of a salary increase, if any, should be given. It was very hard to compare one employee against another because they were all in different stages of their performance cycle.

The focal point review says that all employee evaluations are given at the same time. That is, some date, say April 1 of each year, is the date all evaluations are due with related salary increases. This makes it easier to manage salary budgets because all the salary increases are managed to one date rather that scattered throughout the year.

This process is easier for them because they are looking at performance data for all of their employees at one time. Now they can assess performance of employees doing the same job over the same period of time, rather than scattered all over the year. This makes finance happier because it can predict and coordinate the budget increases and factor them into the new budget.

The amount given is a very subjective thing, usually controlled by your manager. The company establishes "guidelines" for the managers to follow. It may say, the top 20% are eligible for 6-10% increases, the middle 60% eligible for 3-5% increases and the bottom 20% eligible for 0-2% increases. So, depending on how you are perceived by your manager and how s/he sets up his/her rules for increases, you may get the bottom or top of the eligible range.

Some firms have an average pay program, supplemented by performance bonus programs. These bonus programs are tied to the objectives you are expected to accomplish over the next year. Others use stock options as a bonus.


Negotiating on Compensation

Tips on hitting the best Salary/Benefits Package:

The number one rule to remember in any job interview regarding salary or benefits is to avoid discussing money until the time is right. Premature discussions about money or benefits can be a real deal breaker. Besides, the more enthusiastic an employer becomes about you - the more likely he'll be willing to pay more. So learn how to avoid premature discussion of money.

Sometimes an interviewer will begin with a statement like this: "Ajay, before we get started, I need to know how much money you are looking for. I don't want to waste our time if it is totally out of the ball park." The principle to keep in mind here is that you do not have to answer the question!

For example, "Mr. Anil, frankly, I could talk more intelligently about my circumstances after I know a bit more about the job responsibilities and the growth that's possible in this position. Speaking of that, I noticed that you listed technical experience as one of the requirements for the job. Will this job have line-manufacturing responsibilities?

Or, Anil, I appreciate your being direct. I would not take your time if I did not have a fairly good idea of the range you would be willing to pay. If we can agree that my experience fits your needs, I doubt we will have a problem on compensation. Frankly, my concern is the basic question of whether your needs call for someone with my background. Incidentally, I've heard that you're entering a number of added markets with your new product. Is that where this job fits in?"

It is important to have your thoughts ready and use words you feel comfortable with. Before the interview, figure out how you would handle the situation in your own words. That way, your response will come quite naturally. One excellent way to pleasantly avoid being the first to mention a figure is to use the "U-turn technique."

Here's an example of the U-turn technique:

"For my part, I am most interested in finding a good situation in terms of challenge, growth possibilities and the people I am working with. So far, it seems that this position has it all. The company's commitment, the people and my role in the overall effort all have great appeal. And while the money is important, I'm not locked into a specific figure because these other considerations are important. Now that you have brought the subject up, though, what kind of range did you have in mind?"

Using this approach you remain gracious and friendly while avoiding a direct answer. You will often find that the employer replies by giving you a stated range. If viewer persists about how much you earned or want to earn, you have to exercise judgment. Here is one possible response: "I would rather avoid discussing my compensation until later on. Job content and challenge are most important to me, and I would like to talk money after I know you want me for the job. Is that agreeable to you?"

If all else fails, give a range which surrounds your best estimate of the upper end of what the job might pay.


Closing an interview

Too many people second-guess themselves after an interview. By closing strongly and asking the right questions, you can eliminate the post-interview doubts that tend to plague most candidates. If you feel that the interview went well and you would like to take the next step, express your interest to the hiring authority and turn the tables a bit. Try something like the following:

"After hearing more about your company, the position and the responsibilities at hand, I am certain that I possess the qualities that you are looking for in the (title) position. Based on our conversation and my qualifications, are there any issues or concerns that you have that would lead you to believe otherwise?"

You have a right to be assertive. This is a great closing question because it opens the door for the hiring authority to be honest with you about his or her feelings. If concerns do exist, this is a great opportunity to overcome them. You have one final chance to dispel the concerns, sell your strengths and end the interview on positive note.

A few things to remember during the closing process:

• Don't be discouraged if no definite offer is made or specific salary discussed. The interviewer will probably want to communicate with the office first, or interview other applicants, before making a decision.
  
• Make sure you answer the following two questions: "Why are you interested in the company?" and "What can you offer?"
  
• Express thanks for the interviewer's time and consideration.
  
• Ask for the interview's business card so you can write a thank you letter.
  

Follow up can be crucial. After your interview, immediately write down key issues uncovered in the interview. Call your recruiter if you think you'd like to discuss the same. Call your recruiter if you do not hear from them in the specified time period. A thank you letter should be written if a job offer is made.

Attitude towards work

Every situation is different and no one can predict what a person will need to do in order to succeed, but here are some observations about the kinds of attitudes that can help people be more successful:

1. Competition can be motivating: While many people use competition as an excuse for not doing something, those who really want to win see competition as an opportunity, and they're willing to do the tough work necessary to win.
   
   
2. Learn to deal with your fears: Fear is one of the greatest deterrents to taking risks. People worry so much about failing that their fear paralyzes them, draining the energy they might otherwise be using in more productive ways. Fear also puts imaginary difficulties in our paths, creating problems even when we haven't experienced any. And fear spreads because the people around us sense when we are fearful of something. One of the best ways to overcome fear is to simply do the thing you fear the most so that it no longer controls you.
   
   
3. Beaten paths are for beaten people: Sometimes the thing that will help you become a winner is not something you dread doing or don't want to do, but rather something you are dying to do yet don't have the courage to try. Successful people are those who are willing, at some critical point, to take a risk-not a foolish risk, but one that they have carefully thought through, recognizing both the positives and negatives that may result from the action. The ability to take such a risk moves you off the beaten path and sets you apart from everybody else. It may make you uncomfortable, but it also can make you a winner.

What's the best way to motivate employees? Verbal "pats on the back" have proven successful in helping workers feel appreciated, needed and in control of their work environments. Some of the most easiest and effective ways are given:

"Thanks. I really appreciate the effort you put into this."

"We're having trouble with this part of the operation. What do you think we should do about it?"

"We have to set goals for next month. What do you think we should do?"

"We're getting a high rate of customer complaints on your route. Do you think you can follow up on the problems and resolve them?"

"I'd like you to see our productivity figures for this quarter compared to last. What do you say?"

"Do you understand why we have to go through the purchasing department on this?"

"I know you don't like reconciling these checks. Would you rather learn to set them up on a PC?"

"Do you have any query as to how your raise was determined?"

"You sure are great with the customers. It's a pleasure to hear you on the phone with them."

"Are you having any trouble with those medical claims?"

"You seem to have this job under control. Would you like to rotate with someone else in the department to get more experience?"

"Why don't you tell me what parts of your old job you liked best? Maybe we can structure this new one more to your liking."

"I really think you have management potential. Have you considered going back to Management College?"

"You've got every detail nailed down. That's an important factor in this business."

"How do you think the chairman will react to this proposal?"

"We need a new perspective on our annual plan. Would you take a first crack at it?"

"If something doesn't make sense to you, please come in. We'll discuss it together."

"I'm not sure I understand, what's bothering you. Can you give me an example?"

"How can I help?"

"What would you like to see as the outcome here?"