Proof Reading Your Resume

Some things need no explanation - one important piece of information though is that the candidate below applied for one of our research positions that happens to be within the pharmaceutical industry. It came in just this morning. May the excerpt below leave a lasting impression. I know it did for me.


Click on the image below to see it more fully.

Now, for some real pointers:

1. Always spell check your work. Any misspelled werds cood cost u the job.

2. Read your work out load - when you hear how it sounds you will know how it reads.

3. Don't bunch items together in long sentences and paragraphs. Resumes should show the hiring manager who you are and what you can do. They shouldn't have to search for it. It should be obvious to them.

4. Don't be afraid to bold or underline key qualifications

5. Use bullets and lists

6. Don't put an objective (unless it is unsolicited) or interests on a resume. They add little to no value and take up precious space

7. Use a consistent format

8. Tailor each resume to each specific job. Don't use the same resume for every job. Each resume should be a work of art - carefully drafted to the eyes of the beholder. If it isn't special, chances are that it won't catch their eye. It should as closely mirror the job posting as possible while still being honest about your history and skills.

9. Keep it simple. Don't worry too much about the one page rule but don't go overboard either.

Hopefully these few guidelines will help you as you look for your next opportunity.

An Object in Motion...

Newton's first law was the law of inertia, or motion. Simply put, it states, "An object in motion remains in motion unless acted upon by an outside, unbalanced force."

I have often thought of how these laws, in a metaphysical sense, apply to us as human beings. Through a conversation with a friend, I came to understand this law a little better recently.

It is true that each of us is a creature of energy and in our world this law is also applicable. If we are looked upon as objects, the direction we choose to go is the force of our motion. We will remain in this motion until we are given a reason to change that motion.

Simply put, here is Newton's Law of Motion for human behavior: "A person will not change unless they are given a good enough reason to change."

In the workplace this law has immediate application. There are really two kinds of workplace problems:

1. Skill Set Misalignment
2. Values Misalignment

Notice how I didn't put "personality misalignment." Personality fit is usually not a problem as long as there is skill set alignment and value alignment. We can deal with the personality quirks - just not the other two.

To set a person in a better motion, aligned & attuned to the motions of others within the company, they must be steered to choose to align themselves. Unlike an inanimate object that can merely be pushed or stopped by force, people can only change their motion by their own free will - hence, they must be given a reason to change their motion.

To apply this to your situation, if the person in motion is out of tune with the skill set needs, show them first where the misalignment is, then show them the benefits of increasing their skill set. Finally, show them ways they can make up the gap and recognize them for their new skills by placing them in positions to use those new skills.

If the person in motion is misaligned with the organization's values, first show them the misalignment and that the organization's motion is heading in a direction other than their own, and that eventually, there will be a great divide between the two objects. Show them the benefits of attuning their motion to that of the organization's and then provide them with resources to make the choices to re-direct. These resources include coaching, 360 degree feedback, regular reviews and discussions, and recognition for any changes that are being made.

Nevertheless, with all of these tools the organization can provide, these reasons for change may not be enough. Certain values cannot change without significant reasons for change, such as deep pain, suffering or a personal, if not spiritual, transformation. However, these types of experiences the organization cannot offer.

Be prepared to recognize the ever increasing divide in the motion of two objects misaligned on values and to let them part ways. Doing so is the best for all parties. People will never change unless they are given a good enough reason to change.

An organization with a noble direction, with its employees harmonized in that same motion, create an inertia, or synergy that can do amazing things. Never let the dissonant tones of misaligned people destroy the motion of the whole.

"That's What You Kindly Pay Us For."

Last week I was privileged to be the recipient of some excellent customer service. The person who rendered this service is our account manager for one of our benefits providers. I was very impressed and sent her a "Thank You" e-mail letting her know how much I appreciated her help. She responded with this:

"That is what you kindly pay us for."

I had to stop and think about what she wrote. Is that what we kindly pay her for?

Do we pay her to provide excellent customer service or do we pay her because she provides us with excellent customer service? There is a subtle, but important, difference.

If we pay her to provide excellent customer service it implies that only by paying will we get customer service. What if I weren't paying her and what if I was just a Joe on the street that needed directions. Would she help me? I believe she would because that is the kind of person she is. To provide a service only because one is paid to provide it is cheap and degrading to one's own self.

We kindly pay her because she provides us with excellent customer service. It is out of recognition and retention - not out of motivation - that we pay her.

We are not paid to be coerced into doing something. We are paid because we do a good job and employers knows that unless they recognize us fairly - based on market standards - we will need to go somewhere else for that recognition.

So, I answer my Account Manager's comment. I would have to agree - as long as it is understood we don't pay her to render that type of service. We pay her because she does render that type of service and that is the kind of person she is. We are not cheap and we should not be treated as commodities to be bartered or sold - nor should we sell ourselves. We should respect ourselves enough to always act our best and to render service to our fellow man at all times to the best of our ability. This service by act, word and commodity which meets a need and is squared by integrity and measured by the golden rule, is the one that is most desired.

And, in our imperfect world, that is what we should be kindly paid for.