Human Resources is the worst department to send a resume to

Human Resources primary job is the keep the people that are employed by their company happy. It is not finding new employees.

When ever possible find a contact any contact within your target company that does more or less what you are qualified for. The likelyhood of that person passing your resume on to a hiring manager is much greater that sending it to HR.

The poor HR folks are bombarded by resumes and they simply can not process them all. As a result find an inside contact and get your resume into their hands. Use the internet to find contacts, call the company and say, "I need to send a letter to your engineering manager, who should I address it to?"

Be creative, be persistent, be bold, but get your resume past the gate keepers.

Check out Hound

Hound is a really cool website that scans employers websites and brings back the jobs it finds. This is much better than Monster or the other major players because not everyone and their brother is competing for the same job.

There website is: http://www.hound.com/

Writing a resume

Writing a good resume is like telling a good story. If you leave out the details people will not understand your story. The same is true for the resumes. If you leave out the details they will not know you are qualified for the position.

Resume writers make the mistake of thinking that skills that took years to learn do not need to be included in their resume because everyone should know, “What I do.” The following is a brief explanation of how to dramatically increase the likelihood that the submission of your resume will result in an interview and hopefully employment.

Remember these are my opinions and only my opinions, so take them or leave them the choice is yours

The Hard Facts of Life

1. The person reading it knows nothing about your industry and could care less
2. The person reading it wants to see the same words in the resume as are in the job description
3. The person reading it will discard the resume if they do not see what they want in the first 5 to 10 seconds because there are plenty more where that one came from.
4. Resume writers do not set the rules, the employer does, so learn how the game is played.

Resume Myths
1. Resumes should not exceed one page
2. Resumes should contain only a brief outline of your skills and experience because you can tell them the rest during an interview

Resume Realities
1. The resume should be tailored to the job description and company
2. The resume should not exceed 4 pages with 1 – 3 pages being the norm
3. As much as is possible include only the information that is directly applicable to the job unless it shows some kind of accomplishment or achievement
4. The resume should be easy to read with plenty of white space
5. Get rid of un-need words
6. Each item in the resume should be easy to read and understand
7. Spelling, capitalization and punctuation matter

Resume writing tips:

Make your words count.

Your use of language is extremely important; you need to sell yourself to a committee quickly and efficiently.

Avoid large paragraphs (over six or seven lines).

Use action verbs such as "developed," "managed," and "designed" to emphasize your accomplishments.

Don't use declarative sentences like "I developed the..." or "I assisted in..."; leave out the "I."
Avoid passive constructions, such as "was responsible for managing." It's not only more efficient to say "Managed," it's stronger and more active.

Don't be vague.

Describe things that can be measured objectively. Telling someone that you "improved warehouse efficiency" doesn't say much. Telling them that you "cut requisition costs by 20%, saving the company $3800 for the fiscal year" does. Employers will feel more comfortable hiring you if they can verify your accomplishments.

Don't neglect appearance
Your resume is the first impression you'll make on the committee, and a successful resume depends on more than what you say; how you say it counts as well.
Check your resume for proper grammar and correct spelling - evidence of good communication skills and attention to detail. Nothing can ruin your chances of getting an admission more than submitting a resume filled with (easily preventable) mistakes.

Make your resume easy on the eyes.

Use normal margins (1" on the top and bottom, 1.25" on the sides) and don't cram your text onto the page. Allow for some breathing room between the different sections. Avoid unusual or exotic font styles; use simple fonts with a professional look.

Eliminate superfluous details
Unnecessary details can take up a lot of valuable space on your resume.
Don't mention personal characteristics such as age, height, and marital status on your resume. This information is either irrelevant or is taken care of in other parts of the application. List your hobbies and interests and extracurricular activities if these are not covered elsewhere.

BEHAVIORAL-BASED INTERVIEW QUESTIONS:

• Describe a situation in which you were able to use persuasion to successfully convince someone to see things your way.
• Describe a time when you were faced with a stressful situation that demonstrated your coping skills.
• Give me a specific example of a time when you used good judgment and logic in solving a problem.
• Give me an example of a time when you set a goal and were able to meet or achieve it.
• Tell me about a time when you had to use your presentation skills to influence someone's opinion.
• Give me a specific example of a time when you had to conform to a policy with which you did not agree.
• Please discuss an important written document you were required to complete.
• Tell me about a time when you had to go above and beyond the call of duty in order to get a job done.
• Tell me about a time when you had too many things to do and you were required to prioritize your tasks.
• Give me an example of a time when you had to make a split second decision.
• What is your typical way of dealing with conflict? Give me an example.
• Tell me about a time you were able to successfully deal with another person even when that individual may not have personally liked you (or vice versa).
• Tell me about a difficult decision you've made in the last year.
• Give me an example of a time when something you tried to accomplish and failed.
• Give me an example of when you showed initiative and took the lead.
• Tell me about a recent situation in which you had to deal with a very upset customer or co-worker.
• Give me an example of a time when you motivated others.
• Tell me about a time when you delegated a project effectively.
• Give me an example of a time when you used your fact-finding skills to solve a problem.
  § Tell me about a time when you missed an obvious solution to a problem.
• Describe a time when you anticipated potential problems and developed preventive measures.
• Tell me about a time when you were forced to make an unpopular decision.
• Please tell me about a time you had to fire a friend.
• Describe a time when you set your sights too high (or too low).
  
  
  As we indicated earlier, there are no “pat” answers to these questions. Review the questions and your responses. While some of the questions seem difficult, the keys to answering effectively are to be direct, be truthful, and be positive and succinct.
  
  Some examples:
  
  What’s wrong with your present firm?
  
  I really don’t feel there is anything wrong with the firm. I have enjoyed working there and think they have some good people in management. It’s a good company, but I’m ready to handle additional responsibilities now and the opportunities don’t exist in my present position.
  
  How long would it take you to make a contribution to our firm?
  
  I would want to be sure that I understood the operating environment and the personnel, but I feel that I have the skills and experience to make a contribution in a very short time. What do you feel will be the main focus of the position for the first six months?
  
  Why are you leaving your present position?
  
  I enjoy my work, but I’m anxious to expand my knowledge and take on more responsibility. I’d like to earn more money. Frankly, these opportunities don’t exist in my present position.
  
  If you are interested in the position, ask for it, or ask for the next interview. If you want this job, say this: “I’m very interested in your company? I am confident I can do an excellent job for you. How soon may I start?

Acing a Dicey Interview Question: Why Did You Leave Your Last Job?

"Why did you leave your last job?"
It's one of the most common interview questions -- and one of the toughest. Flubbing risks harming your candidacy. Don't think you'll be exempt if you're still employed. You may be asked: "Why do you want to leave your current position?"

As employees change jobs more often, hiring managers are increasingly concerned about a candidate's reason for leaving a job carrying into the next. "A lot of employers are realizing it's very expensive to have 'mishires,' " says Paul Falcone, author of "96 Great Interview Questions to Ask Before You Hire" (AMACOM, 1997).
Will your answer stand up to a hiring manager's scrutiny? Here are six tips that can help you prepare for meeting with even skeptical interviewers.

• Tip 1: Be concise.
  When asked about your reason for leaving, a brief response -- two to three sentences --will do. Candidates who ramble on can sound as if they're trying to justify their answer or explain it away, says Matthew Assael, director of the pharmaceutical search division at Lloyd Staffing in Melville, N.Y.
  "If they go on and on, they may be trying to cover something up," says Mr. Assael.
  Your best bet is to be honest, confident and to the point, recruiters say.
  Tip 2: Avoid clichés.
  One overused phrase employed candidates offer is that there is no room for growth, says Mr. Falcone, a human-resources professional in El Segundo, Calif. This response drives him crazy, he says.
  "Most candidates see it as a positive, because it sounds like they are ready for more responsibility. But on the employer side, it translates into bored, tired and not motivated," says Mr. Falcone.
  Rather than explaining your grievances with your current or previous job, talk about opportunities you're seeking, he suggests.
  When Stephen Grosso, 32, decided to leave his position as an accountant at a private company for a public company in March, he stressed the benefits of the move to the recruiter.
  "I told them I was looking for a long-term opportunity and emphasized some benefits of a big corporation, such as a better structure and promotional opportunities," says Mr. Grosso, who works as a senior accountant for a large travel company in Parsippany, N.J.
  Tip 3. Be up front about a job loss.
  If you were let go as part of a large company cutback, emphasize that a group of employees was laid off and give the exact number of job cuts, if available, Mr. Falcone says.
  If you were laid off individually, say that you were laid off and leave it at that. "If they don't ask, don't explain," Mr. Falcone says. "Most interviewers won't necessarily think to qualify a layoff."
  If you were fired, assume responsibility for the situation and then explain what you learned from the experience, Mr. Falcone says.
  Above all, be honest, says Mr. Assael. "You don't want to be caught in a lie," he says.
  Tip 4: Avoid raising red flags.
  Steer clear of citing more money or a shorter commute as your main reason for seeking a new job. These answers can sound alarm bells to recruiters.
  If you list money as your main reason for leaving a current job, the hiring manager may think you are fishing for a counteroffer to win a higher salary, recruiters and hiring managers say.
  A candidate motivated most by money may be tempted to jump ship if another offer with a higher pay came along, says Melissa Fusi, a partner at Executive Staffing Inc. in Miami. Recruiters want to avoid placing "job hoppers," she says.
  Peter Nissman, principal attorney at the Law Offices of Peter Nissman, a law firm in New York, says he was surprised when a candidate he recently interviewed for an associate position said that she was interested in the job because it would shorten her commute.
  "She didn't inspire me to think that she would be committed to this practice," says Mr. Nissman. She didn't get the job.
  Instead, focus on the merits of the position and how the position fulfills your needs, says Ms. Fusi.
  Tip 5: Resist the urge to talk trash.
  Criticizing a past or current employer may seem like an obvious faux pas, but recruiters are surprised at the number of candidates who do it. Such bad mouthing, says Mr. Falcone, shows a lack of maturity that reflects poorly on the candidate. It also raises concerns that the candidate is difficult to get along with, says Mr. Assael.
  Tip 6: Prepare for follow-ups.
  Experienced recruiters often will probe a bit for a better understanding of your motives.
  Before an interview, ask yourself how this position fulfills a need you have at your current job. Ms. Fusi says she asks candidates what their job functions are and why they consider the open position a step up from their current or previous position. Research both the company and the position for which you're interviewing so you are well-prepared for these questions.
  Two follow-up questions Mr. Falcone says he asks are:
   What your next move would be if you stayed with your company?
   What you would like to see different in your next position?

HOW TO HANDLE THE MONEY ISSUE

HOW TO HANDLE THE MONEY ISSUE

The question of compensation can be very sensitive and often requires extended negotiations to reach a figure that is fair and acceptable to both the company and the individual. Some points to remember:

· Most companies want to make a fair offer. They want to bring new employees on board at a salary level that provides incentive to change jobs that also is consistent with the company’s existing salary structure for that position.

· The days of 18% and 20% increases in compensation are gone. Inflation rates are down, all corporations are more conscious of maintaining consistency in existing salary structures, the economic growth in many industries has leveled off and the competition for better positions has increased. So be realistic in your expectation.

· The position and opportunity is the single most important element of your decision. No amount of money will make a bad job good. A quality position, working with quality people in a dynamic work environment offers rewards that money can’t buy.

· Be flexible. Compensation packages are a combination of salary, reviews, titles and perks. These elements can be arranged and rearranged — sometimes very creatively — to satisfy both the individual and the company.

· Keep your recruiter involved. Part of our job is to handle sensitive negotiations and move both parties to a fair and acceptable compensation package. We do this for a living and can often offer alternatives that will satisfy both parties. (We’re also a good buffer and can keep sensitive negotiations on a cool, professional level.)

· If you are asked what salary you are looking for, try to avoid quoting a specific figure. Try something like this: “I’m very interested in working with you, and I feel I can make a meaningful contribution. I’m currently earning $______ per year and would hope that you would make me your very best offer.” It is best not to name a figure if at all possible.

One other avenue to take is to ask them what the salary range for the position is. If at all possible you want to remain at or below the half way point. This will allow a company to give consistant raises and it will minimize you getting paid more than a present employee with more seniority.

If you are asked again later in the process, you want to restate what you are earning and ask what the position will pay.

26 WAYS APPLICANTS STRIKE OUT WHEN INTERVIEWING

26 WAYS APPLICANTS STRIKE OUT WHEN INTERVIEWING

A recent survey of 153 companies who were questioned as to why they did not hire a qualified applicant, resulted in the following answers:

1. Poor personal appearance
2. Lack of interest and enthusiasm
3. Over-emphasis on money
4. Condemnation of past employers
5. Failure to look at interviewer while conversing
6. Limp, fishy handshake
7. Late to interview
8. Failure to express appreciation for interviewer’s time
9. Asks no questions about the job
10. Indefinite responses to questions
11. Overbearing, over-aggressive, conceited “know it all” complex
12. Inability to express oneself clearly
13. Lack of planning for career, no purpose or goals
14. Lack of confidence, ill at ease
15. Lack of fact
16. Lack of manners, courtesy
17. Lack of maturity
18. Lack of vitality
19. Indecision
20. Merely shopping around
21. Cynical
22. Low moral standards
23. Lazy
24. Intolerant
25. Inability to take criticism
26. High pressure type

26 WAYS APPLICANTS STRIKE OUT WHEN INTERVIEWING

26 WAYS APPLICANTS STRIKE OUT WHEN INTERVIEWING

A recent survey of 153 companies who were questioned as to why they did not hire a qualified applicant, resulted in the following answers:

1. Poor personal appearance
2. Lack of interest and enthusiasm
3. Over-emphasis on money
4. Condemnation of past employers
5. Failure to look at interviewer while conversing
6. Limp, fishy handshake
7. Late to interview
8. Failure to express appreciation for interviewer’s time
9. Asks no questions about the job
10. Indefinite responses to questions
11. Overbearing, over-aggressive, conceited “know it all” complex
12. Inability to express oneself clearly
13. Lack of planning for career, no purpose or goals
14. Lack of confidence, ill at ease
15. Lack of fact
16. Lack of manners, courtesy
17. Lack of maturity
18. Lack of vitality
19. Indecision
20. Merely shopping around
21. Cynical
22. Low moral standards
23. Lazy
24. Intolerant
25. Inability to take criticism
26. High pressure type

QUESTIONS TO ASK IN AN INTERVIEW

1. QUESTIONS TO ASK IN AN INTERVIEW
   Bring 3 to 6 of these with you on a sheet of paper and take notes when they respond
   
   1. Who are your major competitors, and how do they stack up against you in terms of product, market share, methods of marketing, and strengths and weaknesses?
   2. Tell me about the history of growth of the company.
   3. In the recent history of the company, what has been the biggest advance and what has been the biggest setback?
   4. What is your highest priority in the next six months and how could someone like me help?
   5. Tell me about a typical day.
   6. Tell me about your training program.
   7. What are the characteristics of your top people?
   8. Where do you see your company going in the next five/ten years?
   9. What are three main qualities you are looking for in a candidate?
   10. How do you see me fitting in with your company?
   11. If I were to ask your top rep what he/she likes most/least about the company, what type of responses would I get?
   12. How do I compare with other qualified applicants?
   13. Do you have any hesitations about me being successful with your company?
   14. What are your personal satisfactions and disappointments since you have been with the firm?
   15. What are the firm’s overall strengths?

Body-Language TacticsThat Sway Interviewers

Before a job interview, do you peruse magazines or review prepared notes? When the meeting begins, do you wait to be told where to sit or choose your own chair? And do you give passionately expressive or carefully controlled responses?

In each of these instances, your body language speaks volumes about how you'd perform at a company. In fact, some experts say nonverbal cues are more important than verbal ones. According to these studies, body language comprises 55% of the force of any response, whereas the verbal content only provides 7%, and "paralanguage," or the intonation, pauses and sighs given when answering, represents 38% of the emphasis.

Jo-Ann Vega, president of JV Career and Human Resources Consulting Services in Nyack, N.Y., says body language is so important that it frequently torpedoes what we say.

"Our nonverbal messages often contradict what we say in words," says Ms. Vega. "When we send mixed messages or our verbal messages don't jibe with our body statements, our credibility can crumble because most smart interviewers believe the nonverbal."

Laid-off managers are a case in point. They're often so traumatized by their terminations that they appear downcast, even when discussing their strengths, says Ms. Vega. Difficult questions can throw them off balance, and their anxiety may cause them to fidget or become overly rigid, she says.

Since nonverbal communication is more eloquent, honest and accurate than verbal communication, such actions reveal your inner confidence. While words can deceive -- many people don't mean what they say or say what they mean -- body language is subconscious. Since it's more spontaneous and less controlled, it shows our true feelings and attitudes.

Still, most people discount the importance of nonverbal communication because their education and training placed more emphasis on spoken words. To become more adept at interpreting and using body language, heighten your awareness of nonverbal signals and learn to trust your "gut" instinct. Then, when interviewing, use the following tips to accentuate body language that stresses professionalism and performance.

The First Moments
Realize that you're being judged as soon as you arrive at the company. Set the right tone by being early, then use the extra time to compose yourself. When waiting for interviewers, don't open your briefcase to review notes you've prepared. Instead, glance through available magazines or literature in the waiting area.
This creates the impression that you're relaxed before stressful events, and helps you project confidence during the critical early moments of the interview.
If a receptionist or secretary indicates that the interviewer is ready to see you, enter his or her office as though you belonged. Knocking on the door, or opening it and peeking in, shows hesitation, which may be interpreted as a lack of confidence.
Greet your interviewer with a firm, sincere handshake. More than a few candidates have betrayed their nervousness by extending limp, clammy palms, and shaking hands weakly.
Don't start talking immediately, fumble with your briefcase or dive into a chair. If you aren't invited to sit, choose a chair across from or aside the interviewer's desk. Avoid soft lounge chairs or couches, which can prevent you from rising easily. And don't ask if and where you should sit.
If your interviewer receives a phone call during the meeting, select and review material from your briefcase to give him or her a sense of privacy. Don't show annoyance about the interruption or offer to leave the office. Many interviewers purposely take calls to determine if you'll react adversely to office disruptions.

How Close Can You Get?
Like anyone else, interviewers become uncomfortable if their personal space, or preferred distance from others, is invaded. Extraverted interviewers prefer a "social zone" of between 18 and 48 inches from their bodies, while introverts need more space.
Try to gauge interviewers' preferred distance by their seating arrangements. Move closer only if they seem skeptical about what you're saying. Other attempts to seem "friendly" by moving closer are likely to be threatening. For instance, some interviewers deliberately "interrogate" applicants by sitting or standing closer than they prefer.
When emphasizing key points, project sincerity and confidence by leaning forward, maintaining eye contact and using expressive gestures. Leaning back and looking down may be interpreted as a lack of confidence.

How Do You Speak?
How you say something often is more meaningful than what you say. Use a natural tone and don't deviate from your normal speaking rate, volume, rhythm, pitch, breathiness or resonance. Secure applicants have relaxed, warm and well-modulated voices that match their feelings, allowing them to appropriately express excitement, enthusiasm and interest during conversations.
Conversely, insecure candidates can't control their voice pitch and volume. They have weak, soft, hesitant or tremulous voices, and clear their throats, use "uhs" and "ums" or other nervous mannerisms excessively. Others mask their insecurity by speaking in complex, involved sentences.

Maintain Eye Contact
Candidates with secure self-esteem alter their facial expressions to match their message, rather than perpetually wearing the same one. They smile when saying something friendly, and maintain good eye contact, which signifies openness and honesty.
Less-assured candidates don't maintain eye contact, act shy or ashamed or smile at inappropriate times. They may appear downcast or pleading, or drop their eyes and heads, giving them an untrustworthy appearance.
Be cognizant of interviewers' expressions as well. If they don't maintain eye contact, it may mean they're anxious, irritated, disinterested or that they want the conversation to end. An interviewer who looks up may be uncomfortable, trying to remember something or doesn't believe your answer.
Don't overdo eye contact with interviewers, however. A gaze that lasts longer than seven to 10 seconds can cause discomfort or anxiety. Also, don't stare at interviewers during long silences, since it only increases the tension.

Posture and Gestures
Even if you're motionless, your posture communicates a message. Managers who put their feet up on desks and their hands behind their heads are saying that they feel confident, dominant or superior, a soldier standing at attention is showing deference to authority and a subordinate who stands rigidly with hands on hips signals defiance or dislike.
Confident applicants have relaxed, balanced postures. They hold their bodies upright, walk freely with their arms swinging and take determined strides. Less-assured candidates, on the other hand, have rigid or stooped postures, drag or shuffle their feet when walking and take short, choppy strides.
Strive for posture that's as free and natural as your speaking style, but don't be too controlled or rehearsed, says Ms. Vega, who advises applicants to "let some of the passion out." When your movements are in sync with your words, you'll seem confident, expressive and controlled.

Reading Interviewers
Hiring managers also use gestures to convey specific messages. Nodding signifies approval and encourages applicants to continue talking, while leaning forward shows they're interested. Folded arms, crossed legs, picking imaginary lint from clothing or running their fingers along their noses are signs that an interviewer disagrees with you. Thumb twiddling, finger drumming and other fidgeting mannerisms mean the interviewer isn't paying attention.
Guard against using similar gestures or betraying your nervousness by clenching or wringing your hands. Other actions that convey stress include holding your legs or arms tensely, perching on the edge of a chair or playing with a watch or ring.
One caveat: Don't imagine a hidden meaning in every gesture. For example, if an interviewer rubs her nose while you're speaking, she may just have an itchy nose. Try to gauge the situation when seeking the meaning to a mannerism. Most experts look for clues in groups of gestures, not random ones.
Nevertheless, communicating the right nonverbal signals can help you convey an enthusiastic, positive and confident attitude during job interviews. And learning to read interviewers' cues can improve your prospects as well.