3 Mistakes You're Probably Making on Your Résumé
It’s all about your accomplishments.
Photo: ColorJoy Stock
While writing a résumé is necessary for everyone, it can be an incredibly arduous task. It’s not intuitive and it’s not something broached in school, so many people are forced to make do with what they know. But how do you create a document designed to help you succeed when you've never been taught how?
Whether or not you’ve created your résumé on your own or acquired help, there are three mistakes you’re probably making. Fear not, because they are simple fixes that will instantly make your document more effective.
You Don’t Have a Skills Matrix at the Top
I always say this, but by far one of the most important things to include on your résumé is a skills matrix up at the top. This should land below your headlining statement and above your professional experience, but it is extremely important that it’s toward the top of your document. This is where you’ll include any specialized skills, software knowledge, languages, etc. It’s a surefire way to highlight what you can do for the company and what skills you possess.
One study shows that hiring managers and recruiters look at individual résumés for an average of 7.4 seconds each, so it is essential that you highlight your skills at the top of your document. This way, if they only read one section of your document, they will immediately be able to tell if you qualify for the position, or not. You want to give readers an easy and effective way to see what you can do and what skills you possess. By providing this information at the top of your résumé, readers don’t have to dig through job descriptions to figure it out.
You’re Not Writing Your Résumé WithYour Desired Job Description in Front of You
You need to write (or edit) the document as if you’re applying for a specific position. What does this mean? It means that you need to go through the job descriptions that you’re interested in and integrate keywords and phrases throughout your document.
Perhaps you’re happy with your current role, but you eventually want to further your career within the same industry. Do a bit of research and find industry-specific roles that interest you, and use those job descriptions for inspiration. Do they utilize keywords or phrases which you can utilize in your résumé? Does a job description have a more eloquent way of wording one of your job duties?
If you’re not using current job postings to help you write your résumé, you’re doing yourself a disservice. See how industry professionals talk about jobs and utilize that in your document. Using industry jargon will help you appear more professional and knowledgeable about what you do. Some companies also have bots that "read" résumés before they do, to weed out the ones that don't make sense.
You’re Highlighting Your Job Duties and Not Your Achievements
“Subjective terms and clichés are seen as negative because they don’t convey real information,” says Rosemary Haefner, VP of human resources at CareerBuilder. “For instance, don’t say you are ‘results-driven;’ show the employer your actual results.”
It is absolutely important to highlight the specifics of your role, however, if you’re only highlighting the job description and not your achievements, your résumé will not be as effective as it could be. You want to show potential employers what you have accomplished so they can get a better idea of what you will bring to the company and what you can do for them.
If you only talk about the role you played but don’t show them what you did within that role, your résumé will not serve you well. Include as much data and metrics as possible. Here are some great examples of metrics to include in your résumé:
How many accounts did you manage?
How much in sales volume did you secure (weekly, monthly, or annually)?
Did you reduce cost (either by a percentage or dollar amount)?
How many clients did you interact with (daily, weekly, monthly, or annually)?
Did you surpass a quota?
Did you manage a team? If so, how many team members did you manage?
Did you work with any notable clients or vendors?
You may not have metrics off the top of your head, so go ahead and calculate them. Do some research and figure out your personal statistics! As long as you can prove your work and your numbers, you can include them on your résumé.
If you’re one of the many people making these mistakes, all you have to do is fix them and move forward. Writing a résumé is hard, so don’t dwell on your missteps. Learn from them and continue to improve. If you get really overwhelmed, reach out for help. There are people out there (like me) who are willing and able to help. If you ever get discouraged, remember that there’s a reason why certified professional résumé writers have a job.
About the Author: A native San Franciscan, Michele Lando is a certified professional résumé writer and founder of writestylesonline.com. She has a passion for helping others present the best version of themselves, both on paper and in person, and works to polish individuals' application package and personal style. Aiming to help create a perfect personal branding package, Write Styles presents tips to enhance your résumé, style, and boost your confidence.
Love this story? Pin the below graphic to your Pinterest board.
This story was originally published on June 2, 2018, and has since been updated.
MORE ON THE BLOG
The Answers to These Two Questions Might Make or Break Your Interview
No pressure.
Photo: Edmond Dantès for Pexels
Transition time in between jobs is common and isn’t necessarily bad, however, it is important to figure out how to handle time in between jobs so it benefits you and doesn’t reflect negatively on your career.
Whatever the reason is for your temporary unemployment, you’re not alone; there’s at least one person out there in the same or a similar position as you. People will often be understanding about temporary employment gaps as long as you explain yourself.
Having a break in employment is okay.
But be prepared for hiring managers and/or recruiters to ask you two questions…
Why do you have a break in employment?
What have you been doing/what did you do during this time?
The answers you provide to these two simple questions could make or break you in an interview. A recruiter for a nationally recognized company recently told me a story about a candidate the company interviewed. They initially thought she would be a great fit for the position because she had the qualifications, but she had a six-month gap in employment. The employment gap wasn’t the deal-breaker, however, her answer to the question about what she did during those six months was. She gave a very vague answer that she hung out and relaxed with friends. That doesn’t sound like a bad way to spend six months, but it also isn’t a good answer to give in an interview. The company ended up going with another candidate who seemed to be more motivated and goal-oriented.
If she had said something about how she wasn’t happy at her old position so she decided to take time to figure out what she really wanted from her career, things might have gone differently for her.
Perfect your elevator pitch.
Elevator pitches are often used for companies and brands, but having a personal elevator pitch is also important. If you do have a gap in employment, come up with an elevator pitch to explain your situation.
A good example of an elevator pitch is something like this:
“I always thought I wanted to be in [industry], but when I got the position I wanted it wasn’t the right fit for me. I did learn a lot about myself and decided to take some time off to figure out what I really want from my career. I did a lot of research, and I’m ready to take on new challenges with this role.”
An answer like this shows that you made a conscious decision to leave your job for your long-term benefit and have since taken steps to ensure you’re moving towards the right career path. This answer shows thought, confidence and ambition to reach your goal.
When you’re thinking about how to handle time in between jobs, answer the following questions…
Is there something you could do during this time that would benefit your career in any way?
Could you volunteer somewhere?
Could you take a class?
Could you learn a new skill?
Is this downtime worth it to you?
The point of answering these questions is to put a value on your time and make it useful. Volunteering, taking classes, or taking up a hobby will not only help you make use of your time, but it will also help you give a good answer about your time off when asked in an interview.
Stay active.
While you may not be working for profit, one of the most important things to do when you’re in between jobs is to stay active. Start volunteering for a local charity or at local businesses/community centers.
When you have a large employment gap and you’re looking for a job, the worst thing you could do is sit around. Staying active in your community will give you something to put on your résumé and it will help you network. You never know who you’ll meet and who will notice your work ethic. A recent government study found that volunteering is associated with 27% higher odds of employment.
Volunteering isn’t only about networking, but it gives you something current to put on your résumé. If the first thing someone sees is a large employment gap, your résumé may get overlooked simply because of the fact that there is nothing current on it. However, if you start volunteering, you can use that to fill in the time where you weren’t working.
If you haven’t done anything in your transition time, come up with a good reason why.
If you have just been sitting around, you better come up with a good explanation for it, or you can kiss your chances of landing that great job goodbye.
An example of a good answer as to why you didn't do much during your transition time is this:
“While I learned a lot at my last job, it wasn’t the right fit for me, and it became draining. I made the decision to leave that position, take time for myself, recharge, and figure out my next career move. Over the last few months, I have really focused in on what I’m looking for in a job, and that is x, y, and z. Now that I’ve had the time to recharge, I’m ready to get back into the swing of things and follow my passion of ___.”
If you’re going to take time off, make it worth it and clearly explain your reasoning in an interview.
About the author: A native San Franciscan, Michele Lando is a certified professional résumé writer and founder of writestylesonline.com. She has a passion for helping others present the best version of themselves, both on paper and in person, and works to polish individuals' application package and personal style. Aiming to help create a perfect personal branding package, Write Styles presents tips to enhance your résumé, style, and boost your confidence.
This story was originally published on March 7, 2018, and has since been updated.
Love this story? Pin the below graphic to your Pinterest board.
MORE ON THE BLOG
How This Founder Raised A Total of $67 Million For Her Company
Two women putting it all on the line. NBD.
Susan Tynan, founder and CEO, Framebridge
Jaclyn Johnson, founder and CEO of Create & Cultivate and Susan Tynan, founder and CEO of Framebridge first met at Create & Cultivate DTLA right before they hopped on stage together. But they vibed immediately.
There are commonalities that bond entrepreneurs and startup founders. A deep understanding of the hard work, sleepless nights, and putting it all on the line. So the two decided to have real-talk and share it—because that's what we at C&C are all about.
Since their initial conversation, Framebridge has managed to raise an additional $30 million of funding. This brings Framebridge's total raised to $67 million after the company recently closed a Series C round of funding.
Create & Cultivate: As a female CEO, what was the process like for raising a round of $30M for the company?
Susan Tynan: Now that we have a real business, what we've built speaks for itself. We raised $30M because we built a business that consumers love. Every nuanced detail we sweat creating this business translates to successful fundraising. Some people might be able to raise based on swagger, but we did because we built something fundamentally good.
Do you have any advice for women who plan on meeting with investors for their business?
Susan: Yes! Paint the big picture. Women have a tendency to be really credible about what we can achieve in the near term. Make sure you're presenting how big of an idea your business and your conviction in leading it.
Learn more business tips from Susan & Jaclyn below.
JACKIE: I like to jump right into things. I think most entrepreneurs do. So can we talk founder-to-founder for a moment about the hard moments? The ones where you know you need to pivot, but you have no idea what direction to turn? What do you do in those instances?
SUSAN: You can turn to a lot of people for advice - and I do - but, at the end of the day, the hardest decisions are yours alone. It's important for me to anchor myself in the basics of the business and review, "Why did I found Framebridge? What are we providing customers? How can we keep getting better? What type of organization did we want to build?" I work through most issues by reviewing the fundamentals. Then the answer usually emerges. And I SoulCycle! A 45 minute loud-music workout sorts out a lot for me, too.
JACKIE: Totally. Everyone always talks about needing to answer the ‘WHY,’ in a simple but compelling way. Sort of like an elevator pitch to yourself. It’s definitely not easy in the moments when you can’t answer that.
SUSAN: What are some other big challenges of running your own company that took you by surprise? Was there one big piece of advice you wish you had earlier?
JACKIE: There were SO many. Everyone warns you, this will take over your life and you will work harder than you’ve ever worked before, and there’s a part of you that doesn’t believe it entirely. And maybe if you did believe it, you would never do it. I imagine that’s how people feel about their first kid. Lack of sleep and nonstop travel are both tremendously challenging. So is feeling like no one will ever care as much as you do— and the truth is, they won’t.
I wish someone had told me to get everything in writing. And I mean everything. You live and learn and sometimes that means losing money because you thought spit and a handshake were binding. Newsflash: They’re definitely not.
JACKIE: What was the most surprising part of starting a business for you?
SUSAN: I was surprised by how many people thought I was nuts to try. I left a great salary and a career that looked pretty linear. But what if it doesn't work? So, what? The truth is, I cannot imagine a way I could have grown more personally than by starting this business.
"I left a great salary and a career that looked pretty linear. But what if it doesn't work? So, what?"
Tweet this.
JACKIE: What was the hardest?
SUSAN: The hardest time - by far - was the period just before we launched. We had raised some money and we had made some big bets - on a warehouse, on our custom packaging, on our site design. And, yet, we didn't have customers! That felt terrifying. Now, everything is based on what we know our customers want. It's much easier, at least psychologically. What has been harder than you expected? What has been easier?
JACKIE: We've never raised money and that’s been both a blessing and a stressor. We’re not beholden to investors, but that also means I’m responsible for making this thing work. Me? I have a company and employees and this amazing community of women who turn to us for career advice… that’s the best feeling, it’s also the scariest.
Jackie (center) and Susan (far right) on panel at CreateCultivateDTLA.
JACKIE: Let’s shift for a minute from scary to fun. Because this world is fun. You have an idea. The idea starts to take shape, becomes a business, and before you know it, that one idea has snowballed into something HUGE. What was the moment like for you when Framebridge went from idea to reality?
SUSAN: So, the truth is we have no time for reflection. I try to force reflection on other team members so I have a chance to reflect too. Just this week I made Tessa, our Creative Director, take a moment and say - "We're shooting a TV ad - in real life!!" And, on Cyber Monday last year, we blew away our sales projections and we all went out together. I'll always remember that night, being with that group, and celebrating together. What was your turning point or moment that made you decide to take your idea and turn it into a real business?
JACKIE: I looked around and I didn’t see want I needed. That’s where almost all entrepreneurship is birthed from. I was running (No Subject) and felt a little lost, a little confused by all the moving parts of business, especially those where I was a novice. I started Create & Cultivate as a side project. The response was so overwhelming that I knew it was going to be something big, IF, and this is the big IF, I was willing to commit. Things don’t blow up because they stay a side hustle. If you expect people to get something out of your business, service, whatever it is, you need to be willing to put your heart into it. You can half-heart a side hustle, sure, but if you give it your whole heart, you give yourself the opportunity to create something bigger.
I think that’s also so important to point out. Committing to your idea gives you the opportunity, it doesn’t mean you will succeed. No matter how hard you work. That’s advice I wish I had early on too and I think is important for our community to understand.
"Committing to your idea gives you the opportunity, it doesn’t mean you will succeed. No matter how hard you work."
Tweet this.
SUSAN: In a short amount of time you have managed to create an unbelievable community of likeminded women from all over the world. For some young entrepreneurs it can be intimidating to network - any advice on making connections that last?
JACKIE: I think it’s intimidating to network because of the feeling of impostor syndrome. The feeling that you don’t belong or you haven’t earned your seat at the table. That comes and goes in waves. Make connections last by believing that you have something important to say and that people want to listen. But also, make sure you’re adding to conversations. That will keep you top of mind. Everyone has impostor syndrome. At least all of the female founders I’ve spoken with and the ones who move through fear are the ones that move the needle and make connections last.
SUSAN: Well, for sure, I relate on impostor syndrome and the isolation of being a founder. It's weird because you signed yourself up for it, but then you have so much responsibility and no one to turn to. Framebridge employs 120+ people (including 100 more seasonal employees) and they are able to take trips and buy houses and grow their families because of Framebridge. That's incredible.
JACKIE: Speaking of seats at the table, how do you feel when you walk into a boardroom or a huge meeting? Do you feel influential? Powerful? Like you’ve earned your chair?
SUSAN: Good question! I've gotten so much better at these meetings. I'm talking about my business and I know the most about this business and I truly, deeply believe in it. So, it's easier to be confident. And I always play pump up music before I go in (Lose Yourself, Eminem and the mellower Adventure of a Lifetime, Coldplay). And, cheesy, but true, I always do a power pose or two in the elevator.
JACKIE: Cheesy is necessary sometimes. We love a good AM jam around here. And power pose is strong. That’s something that produces actual results. I love a good pep talk too.
Framebridge at CreateCultivateDTLA
JACKIE: So we do a lot of “real” talk at C&C because it’s important for women to know they aren’t alone, but it’s also important for them to know about the exciting and "everything is possible" side of owning a business. What are the good moments for you? What makes it all worth it?
SUSAN: Customer stories get me choked up. Because I dreamed that if we built this, people would frame special items and they do - things that make them proud or happy or make their friend laugh. I truly get a kick out of each customer who thinks of a creative thing to frame.
JACKIE: I know, I get inspired by conference attendees and women we meet through our platform. That was the whole point—to create a strong social network of women helping each other. There's no feeling quite like it. Speaking of social what do you think is the future of social? Where is it heading?
SUSAN: Well, I think the coolest thing about social is that it self-polices. You have to produce good content. I think that will continue to be the case and maybe even get more competitive. It's very cool that it's not like you can blast out your message without providing something in return —you have to actually earn your following!
"The coolest thing about social is that it self polices. You have to produce good content."
Tweet this.
JACKIE: I also feel like you have to earn your team. It's not easy to create a solid, well-oiled unit. How did you go about assembling your team? Do you have any hiring advice?
SUSAN: I knew the first members of my team from other companies. So, we liked and respected each other and we're loyal to one another and we have fun. And, now, I try to recruit people who want to work really hard and have a lot of fun. I've realized we only have room for people genuinely excited by what we're doing and people willing to roll up their sleeves. It's tough to interview for those qualities, but we're getting better at teasing it out.
SUSAN: What are your thoughts on hiring friends and family? Do you recommend keeping business separate from your personal life?
JACKIE: Yes, separate. It’s hard to be a boss and a friend. It’s hard to be a friend and employee. There are exceptions of course and every team is different, but instead of making employees out of friends and family, you should hire employees and make a family out of your team.
"Instead of making employees out of friends and family, you should hire employees and make a family out of your team."
Tweet this.
MORE FROM OUR BLOG
How to Turn Freelancers Into a Stealth Startup Team
Ready, set, grow.
Most startups start in homes. In apartments. There aren't fancy offices or conference rooms. Therefore it's likely that you have a team that's a bit scattered-- everyone working from home or in a different city. You meet up on Google hangs and your group text chains are miles long. And then one day you realize, you need a office. You need to bring your team together if you want to grow.
Transitioning those first employees to full-time in office employees is part of the business growing pain. And it's tricky for both ends.
Here are 4 steps you need to take.
1. APPROACH YOUR FREELANCERS WITH THE OPPORTUNITY
You won't get an answer if you don't ask. It can be hard convincing someone who works from home to make the switch to come into an office. We take our little freedoms where we can. But, if it makes sense (like if they're in the same city) you want to give the opportunity to the people who have been there from the start.
It's important that contracted freelancers feel like they are part of the conversation. Never make them feel like dispensable hired help. That said,they might not want to join the "team" and that is totally OK. Don't take it personally and don't burn the working relationship bridge. You never know when you might need their skills.
Some of them may enthusiastically want to join up FT. Those are the employees you want on your squad.
You shouldn't have to convince someone to come and work for you. It may start out well but if they didn't want it in the first place, the chances are high that they don't want it longterm. The last thing you need as a new company is to deal with rapid turnover. You want lifers and people who believe in the idea without hesitation.
2. ASK THEM WHAT THEY WANT OUT OF A CAREER
Make sure the opportunity is a good fit for both of you. This is super important. You might assume that because you're giving them a full-time opportunity that they want it. Some people don't work well in office environments.
They may be a great graphic designer, but they also might like working on multiple projects. They may thrive in the chaos of juggling multiple clients. Consider that they might be freelance for a reason. Again, no matter how much they know about your company, the last thing you want is an employee who doesn't want to be there.
So ask: what is it that you want? Where do you see your career going? Have you worked in a "traditional" office setting before? And if you're a small team, are you really OK with a startup environment? A lot of people glamorize the rise and grind of the startup world, but the hours are long, the nights longer, and you burn the midnight oil way more often than you're out on the town.
It's not always pretty and it's not for everyone. It's a big jump to go from spending most of your time in your living room to hardly ever seeing it.
3. THIS ONE IS HARD, BUT DON'T BRING FRIENDS ON FULL-TIME
Many business owners get their idea off the ground by asking the people around them for help. If you're BFF is great at social media, maybe you asked them to help you out. But a freelancing friend is a lot different than an employee friend. You need to consider that it might be time to cut the working relationship cord. It's rough, but not impossible.
Take them to lunch. Have an honest conversation about the company growth and tell them your concerns. It's incredibly hard to have a boss/employee structure with someone you've known forever and want to keep in your personal life.
"Turn your employees into family, don't turn your family into employees."
Tweet this.
The goal is to turn your employees into family, not turn your family into employees. It might be hard at first, but they will thank you in the long run.
4. CONSIDER THE WORK HABITS YOU ALREADY KNOW
Don't overcomplicate the process. You may not know what someone is like IN an office, but you do already know HOW they work. When and how they respond to emails or urgent matters, for example.
If one of your freelancers is amazing at what they do, but notoriously bad with deadlines or doesn't interface well with clients, that isn't going to change once they are in an office environment. You need an A-team from the gate.
In a way you've already done the SUPER hard work of vetting people. Use this knowledge to your advantage.
Want more? Check out the Marriott Hotels "Like a Boss" series. Where we shared Why Surrounding Yourself with the Best People Matters.
Create & Cultivate partnered with Marriott Hotels, to profile local woman entrepreneurs who are bringing their ideas to life where they live and to create a space to foster the ingenuity of an inventive class who know that success is never final.
MORE FROM OUR BLOG
The 4 Non-Negotiables to Look for When Hiring
The secrets to building a great team.
photo credit: Sara Forrest
Katherine Warnock, General Manager at Darling says that one of her greatest strengths as a leader in business is her ability to hire and create a dynamic team.
Katherine says, "through the years my love for people, in all their uniqueness, coupled with my background in strategic, creative and branding-based management has developed a keen eye for talent."
Instead of trying to answer the impossible blanket questions, "how do you build a team?" she tries to point to the rarely promoted non-negotiables when it comes to building a dynamic, driven and seamless team. Here are her top four:
1. CULTURE
This is one of the most important elements I look for when hiring. I am always asking myself when making a hire, “Is this person going to add to our culture or bring it down?” I want contributors, not distractors. I want peaceful seekers of excellence and bold communicators, not toxic gossips or entitled mentalities. I’m very protective of the atmosphere I, as a manager, am asking my staff to spend a majority of their time in. I learned long ago that one must tend to culture the same way one tends to a garden — with intentionality, love and a commitment to warding off the weeds.
2. IDENTITY
Sense of self. I want to know who you are and that you know who you are. It is important to me that you know not only your strengths, but that you are also at peace with your process in the areas you still need development in. The art of process and development is so often overlooked by managers. I have no problem hiring people that still need development. I do, however, steer away from hires where I do not feel a potential employee is self aware of what they do and do not bring to the table.
I love someone who knows their weaknesses and who isn’t afraid of the fact that they are still on a journey. I can work, mentor and shape those types of people. I don’t have room for ego or pretenses; I do have time for process.
3. RESPECT
Do they honor well? Honor and respect are the foundation from which I manage and are therefore traits that I require in any hire that I make. I want to build a culture around people who understand the potency of respect and of giving honor to those above them, around them and below them. I will not hire someone that lacks in this.
So many organizations and businesses today want to see the world changed, sustainable enterprise garnered, people united, impactful reach developed and walls broken down; it’s all an admirable pursuit that starts here, both in making the posture of respect and the ability to honor requirements in any hire.
"I want contributors, not distractors. I want peaceful seekers of excellence and bold communicators."
Tweet this.
4. TEACHABILITY
Can this person be molded? Or do they think they have arrived? Can I give them constructive feedback that yields mature dialogue? Or will I be met with defensiveness? When hiring I want to make sure I am building a team of teachable people who embrace and esteem the importance of growth. I do not care if you have a list of accolades as long as Steve Jobs or Mother Theresa, if you are not willing to press into the best version of yourself, alongside a community trying to do the same, then I will not hire you.
Bottom-line, no one sprints to line up for constructive feedback. It is hard and vulnerable for all of us, but I want to search out those who are brave enough to invite and even pursue feedback. That’s how we grow, by allowing that which we cannot see about ourselves, our blind-spots, be brought to the forefront so we can get there faster, together.
What makes me good at my job? I’ve learned that these foundational pillars can be replicable for anyone, anywhere — employer and job seeker alike — if we are willing to follow them and in equal measure let them mold us. I doubt many would disagree with the above, as they are all virtuous and estimable traits. To that end I’m not actually saying anything new or controversial here.
I’m more asking the next wave of business leaders and business makers (employees) to go beyond the singular, yet necessary, pursuit of abilities by expanding their scope to include these markers which will serve them and the vision far more than skills alone ever could.
An original version of this article appeared on Darling.
MORE FROM OUR BLOG
5 Very Important Job Hunt Questions
And we've got answers.
photo credit: Sara Forrest
Emily Levine is VP of Career Group Companies, a staffing firm specializing in full-time and temporary placement of administrative staff for today's leading companies. Her sister, Natalie Boren, is Managing Director. Both have an inside track on the wild world of hiring.
Here they break down five common misconceptions about the job hunt, all designed to help you land the position you're eyeing.
IS SUMMER THE SEASON FOR HIRING?
When people come in to see us, they typically have no idea of whether it’s a good time to look for a job, or a bad time. We constantly hear, “What’s the market like out there?”
Often times people think that summer is a good time to go and interview because their boss’ are on vacation and their work load has slowed down. Summer is actually a very slow hiring season for our clients. That mens it’s a good time to meet with agencies/recruiters, but keep in mind that companies who are hiring aren’t usually as fast in the process over the summer. Lots of companies utilize summer interns, so after intern season is over, hiring tends to pick up! Think: a week or two after Labor Day. December can also be a slow time because of the holidays, but it’s an excellent time to find temp work.
IS IT GOOD TO TALK ABOUT GROWTH DURING AN INTERVIEW?
There is a fine line that a candidate interviewing for a role needs to straddle.
Being eager, motivated and focused on growth definitely shows that you have goals and want to succeed. However, if too much emphasis is placed on growth, a hiring manager usually feels like the person won’t be happy for long in the role that they are interviewing for. So it’s important to really emphasize that you are motivated, but also know that in joining a new company you have to earn your stripes and build trust, showcase what you can do, and then grow.
SHOULD WE GET INTO THE NITTY GRITTY?
I’ve heard it’s okay to talk about salary, hours, and benefits on the first interview. Is this true?
We usually say to let the salary, hours and benefits topic arise naturally, and we think it’s best for the HR manager or hiring manager to bring this topic up on the first round. You don't want them to think you are too pushy, forward or only focused on the money/benefits/hours.
THE HOT BUTTON QUESTION OF THE YEAR
Is it ok to talk about a work/life balance?
Be very careful how you phrase this. There is a difference between being a clock-watcher and wanting a work/life balance. It’s key to emphasize that you are NOT a clock-watcher. Hours in the office range depending on both position and industry. If you are someone who either prefers not to or simply cannot work overtime due to personal obligations (i.e.: picking your child from daycare), it’s always a good idea to highlight your commitment to your work even though you cannot work much overtime in the office itself. Today exempt employees are fortunate to have the ability to work from their mobile phones or log on their personal computers to work in the evening, as more and more companies are granted exempt employees after hours access. Just remember - always highlight your work ethic as being strong and always be a team player. Prospective employers want to know you are committed to getting the job done before you go home.
HOW DO YOU BEST UTILIZE A RECRUITER?
Is it best practice to reach out to a hiring manager directly when you are represented by an agency?
It’s extremely important to always go directly to your recruiter with any questions or concerns regarding your job search. Your recruiter has a relationship with the client and is more aware of anything going on in the background regarding your status with that particular client. Furthermore, in order for your recruiter to represent you with the most positive outcome in landing you your dream job, they need to be aware of everything going on.
To be considered by Career Group send your resume to their website directly! You can apply to jobs on: www.careergroupinc.com, www.fourthfloorfashion.com, orwww.syndicatebleu.com, and your resume will be routed directly to a recruiter.
MORE FROM OUR BLOG
Congrats on Your Failure
Four women share the J-O-Y-S of losing their J-O-B-S.
written by: Jane Helpern
At first glance, getting fired is...not ideal. In many cases, it's completely unexpected, and can render your ego and bank account severely depleted (a special thanks to last week's #spenderbender for helping slide into that unemployment office in style). There's no denying that being canned is a tough blow. We're talking emotional, professional, and financial damages -- especially in the short term (First rule: don't wallow! Get proactive with our essential job hunting tips here). But, as you'll read today, getting the ax can also be incredibly liberating, and function as the much-needed impetus for progress, growth, and change. Below, hear from four unstoppable women who masterfully manifested getting fired into their best career move yet. Because when life gives you pink slips, make pink lemonades.
Name: Allie Greenberg
Occupation: Brand Marketing Manager for Richer Poorer
HOW IT WENT DOWN: The way I was fired was actually pretty fucked. There had been rumors swirling around for weeks that there were mass layoffs coming down the pipeline. Since my company was so nepotistic, there were a ton of people there who spent more time at the free coffee bar or playing ping pong than actually doing any work - so this didn't seem that shocking to me. The week it happened, they sent out an all staff meeting invite where the big boss basically told everyone some people were about to be fired and how bad he felt about it. In retrospect, it was VERY Hunger Games. Since I worked on one of the busiest teams (generating content for a social audience that was over 10 million people at the time) working 50-60 hour weeks, I assumed my job was really safe. They had actually just brought on an agency to help support us because we were so busy and social media, in general, was exploding. I thought I was fine. Little did I realize they brought on the agency to replace us and the weeks prior when I was walking them through my piece of the puzzle I was actually training them to take my job.
“When life gives you pink slips, make pink lemonades.”
Tweet this.
HOW YOU FELT: I think there were about 60 people fired that day. Initially, I was really shell-shocked. My job paid quite well, I worked ten minutes from home, and I had become best friends with two of my coworkers. That said -- I hated that job. HATED. I had a boss that created a glass ceiling for me and stood in my way from any true growth or promotion. Plenty of ideas I pitched got killed and anything that didn't, I never felt like I actually got credit for. I loved the mission but didn't feel like what I saw on the other side was true to what we messaged.
THE TURNING POINT: I think while I felt supremely fucked over, I felt the massive relief of not having to get up and go to a job I hated. I also realized I kind of hated social media altogether and that I should take some time to think about what it was I actually wanted to do. I got a bunch of jobs offered right after I got fired but lived off severance, unemployment and rando freelance jobs while I waited for the right opportunity to come along. There were times where I thought it would never come along but yay, it did. Honestly it took awhile but THANK GOD I held out.
WHERE ARE YOU NOW: Honestly, nearly two years later at my current job I could not be more grateful for what happened. I have the most incredible boss who values me and my strengths and challenges my growth. She cares about making me better at my job and sees that by me being awesome at what I do I make her look more awesome. I truly, truly, appreciate the opportunities that come my way every day at Richer Poorer and the ownership I get to take in working towards a common goal. I never ever felt that at the job I was fired from.
Name: Kim Lash
Occupation: Sr Manager of Brand Marketing + PR at Nasty Gal
HOW IT WENT DOWN: I was working at a men's clothing brand to launch their women's brand. I was around 26-29 yrs old during my time there. I had dedicated almost all of my time and the majority of my energy towards this job. In some ways I lost myself in it. I was surrounded by mostly males in the hip-hop/action sports industry and often felt a lot of pressure. I got to experience some incredible moments and work with really talented people, but I also faced a lot of challenges. I sensed that some company changes were being made. Then one day they called to tell me the female division of the brand was being outsourced and they were letting go of the internal team immediately. At the time it felt extremely disappointing to be losing something I had worked so hard to launch. I knew it had taken over my life excessively, but being let go was still upsetting.
HOW IT FELT: Immediately after the job ended, I had a migraine for a week. I went to the doctor and she told me it was just stress. I had all this built up tension and it all came out when I stopped working there. I decided to take a couple weeks off before looking for a new role. During that time, I went to museums in LA I had never been to. I went to the beach alone. I felt my eyes were truly opened for the first time in a while. Then I started to interview for new jobs and was finding a lot more opportunities in New York. So after being in SoCal since I was six years old, I got up with no secured job and moved to NY. Shortly after being in NY, I got a job that was somewhat similar to my previous role. Then I decided to freelance. Most importantly I turned 30, I grew up, I found myself and I had a new perspective.
WHERE ARE YOU NOW: I am back in-house with a fashion brand in LA. And I am more grounded, while still being extremely dedicated to my job with a strong work ethic. By losing that job, I found how to respect myself. Ever since I have been much more fulfilled and better at my work.
“By losing that job, I found how to respect myself.”
Tweet this.
ADVICE FOR WOMEN WHO ARE STRUGGLING TO REBOUND FROM GETTING FIRED: I know it's cliche, but I think everything happens for a reason. Even if it feels horrible at the time, you will learn from the situation and grow while figuring out your next opportunity. There are always going to be positions that aren't a fit and positions that are a fit. I would say to go with your gut when making decisions regarding a new role. And that the people in your network who know you best are a great way to land new promising work.
Name: Sable Yong
Occupation: Freelance Writer & Beauty Editor
HOW IT WENT DOWN: I was working for a women's site that I like to dub the poor man's Refinery29, as an associate beauty editor. I was mined-off LinkedIn from a recruiter at that company and met with the Editor-in-Chief of the site. I wasn't super hot about the site, but as a freelancer, I figured it'd be good experience and a "legit" resume builder and career move. Anyway, she left the company three months in and was replaced by the living incarnation of Regina George, who in my eight months at the company managed to systematically pick off everyone on the team who wasn't on her agenda. After about four straight months of conflicting direction from the now three supervisors above me, I was pretty much always made to feel like I wasn't doing enough. Anyway, some weird Wordpress glitch about unsaved edits was blamed on me, and I was unceremoniously let go one Monday afternoon being told, "you've been asked to improve your work many times and we aren't seeing it so we have to let you go."
HOW IT FELT: It was a sucky feeling, but I'd be lying if my first reaction didn't involve great relief. I couldn't really get into it at the time, and there was a stern HR lady present to mediate or witness, so I was just like "OK" and got my things and left. It was ultimately for the best because it was confirmation that I should stop trying to get into an industry I want to be a part of the traditional way (i.e., starting with grunt work from the bottom and grovel my way up) and use my actual skills. When I wasn't distracted by my daily existential dread I could actually use my energy towards doing something fulfilling and career advancing.
THE TURNING POINT: When I went back to freelancing it was leagues better. I had greater insight into the inner-workings of the media/editorial world and way more editor and PR contacts. I was even, weirdly enough, mined from Google for a Dove campaign after their casting director found a story I wrote about dyeing my hair blonde. Generally, the pattern goes that any good opportunities that have come my way have been because of my own work that represents me, not a publication.
ADVICE FOR WOMEN WHO ARE STRUGGLING TO REBOUND FROM GETTING FIRED: Examine what you're really good at. Enjoy and do as much of that as you can, of your own volition. Marketing or positioning yourself to be perceived as someone experienced in whatever that thing is helps. Either way, I think when you approach what you want to do by playing to your strengths it works out better than trying to fit into someone else's mold. Also, always be saving your contacts.
Word to the Wise: “Always be saving your contacts.”
Tweet this.
Name: Nicole (No Last Name Given)
Occupation: Screenwriter
HOW IT WENT DOWN: I was fired on January 8th, the Friday after the 2-week winter break that is the only obligatory hiatus that the entertainment business collectively takes. During this hiatus, my mom had intense back surgery and I got in back-to-back car accidents; I knew something in the universe was off. That Sunday, the last day of winter break, I walked into my mom's room and told her, "I hope I get fired tomorrow." Low and behold, that Friday, I got the boot. Sometimes I wonder if I willed it. That entire week I noticed I was being dropped off inter-office emails. Things were being scheduled I wasn't privy to, only to find out that they were interviewing my replacement right under my nose.
HOW IT FELT: Getting fired is a shock to the system, even if you do will it. You immediately feel inadequate and useless. Stressors like money and career come flooding in. You rack your brain about the things you did wrong (in my case, not many) and you think about what you could have done better. I was very close with these women, and one of them actually cried in the room. When I reflect on that, I think they knew they were losing a good team member, but ultimately we had to go our separate ways. I always felt grateful for the job and I worked for a team of creative and smart women who were running a big network television show. A door into Hollywood is a door. I felt very lucky, and I still do.
“Getting fired is a shock to the system. You rack your brain about the things you did wrong.”
Tweet this.
THE TURNING POINT: When I was called in for the actual letting go, they gave me very vague reasons. "You know Nicole...it's just not a good fit anymore." Months later, it couldn't have been more clear. I hadn't written a single page of a screenplay. I hadn't been creating for TWO YEARS. My creative brain is a driven one and I needed to take the leap to see if I could actually thrive on my own. I would have never quit my job; a paycheck somehow always trumps the real work that needs to be done. I realize now I should have quit a long time ago, but I never had the courage. Despite by my affection for the women I worked with, I knew that they didn't value me creatively. I brought them a book that I thought would make an incredible animated series. They very quickly turned the idea down. It was then I knew that perhaps we just didn't vibe creatively. So I wrote a treatment for the series, kept it to myself, and now 8 months after being fired I am very happy to say that I am turning that same idea into a television series.
The week that followed my firing I made a full 9 to 5 commitment to screenwriting. I popped out two pilot scripts, finished my film, and got a series into serious development. I made a deal with myself: every single day, even on Sundays, I send at least one professionally intended e-mail, text or phone call. My main professional takeaway is to trust your own taste. Getting fired ,if anything, was just fodder for another good story.
Jane Helpern is a freelance writer, copywriter, and founder of Jane Says Agency. She enjoys helping brands find their voice, writing about fashion and feminism, and walking-at-an-incline-with-wine™
MORE FROM OUR BLOG