Using Cover Letters and Customized Resumes

Written by Scott Brown

Continued from page 1

When you're contacting an employer forrepparttar first time by e-mail,repparttar 139538 custom is to not include a cover letter but instead to provide an introduction inrepparttar 139539 body ofrepparttar 139540 e-mail itself. Your resume can be attached in Word format. The introductory text you include inrepparttar 139541 body ofrepparttar 139542 e-mail hasrepparttar 139543 same goal as a cover letter: to establish a personal relationship. But it is less formal than a cover letter.

Now for a brief word about what a cover letter should not be: it is not a summary of your resume and should not look like a form letter (even if it is one). Also, a cover letter should not include information that's not in your resume. Some busy managers and recruiters simply skip cover letters and don't read them. However, sending a resume to an employer without a cover letter will give themrepparttar 139544 impression you're randomly sending your resume to lots of companies and don't really care in particular about their firm. Unfortunately, you'll createrepparttar 139545 same impression if you send a cover letter that looks like a form letter and isn't customized at all. Even worse though,repparttar 139546 person readingrepparttar 139547 resumes may have spent an extra 20-30 seconds reading a letter that did not provide them with any additional information than was in your resume and did not take advantage ofrepparttar 139548 opportunity to start a personal relationship withrepparttar 139549 person.

An exception to all of this is if you're posting your resume on a job board. In this case,repparttar 139550 recruiter bears some ofrepparttar 139551 responsibility in startingrepparttar 139552 relationship. Here's an analogy to explain this: if you're looking for a date and you approach a woman (or a man) at a bar with a canned pick-up line, they'll probably respect you less than if you said something original. Onrepparttar 139553 other hand, if they were to approach you at that same bar, they would berepparttar 139554 ones who'd have to come up with a way to introduce themselves.

Scott Brown is the author of the Job Search Handbook ( As editor of the weekly newsletter on job searching, Scott has written many articles on the subject. He wrote the Job Search Handbook to provide job seekers with a complete yet easy to use guide to finding a job effectively.

Workplace 911

Written by Nan S. Russell

Continued from page 1

Too often what we think we're rewarding, and what we are, are notrepparttar same. Too often we've set up reward systems that createrepparttar 139444 work problems we face. And too often,repparttar 139445 behaviors that exasperate us arerepparttar 139446 ones we're unknowingly reinforcing.

Say a local pizza company decides to reward drivers for on-time delivery. Sounds good, but in actuality, they'd be rewarding speeding and reckless driving. Here's an example from Management Review, "A freight company that based its reward system onrepparttar 139447 number of packages shipped thought productivity was way up until an internal audit revealed that only 45% ofrepparttar 139448 containers were shipped full."

How aboutrepparttar 139449 Texas school system making recent news? It thought it was rewarding teachers for raising test scores. But, it was rewarding numbers over methods. So, one school held back 75% of ninth graders so lower achieving students would not participate in tenth grade tests, andrepparttar 139450 school's staff was rewarded for achieving their goal.

If you want to be winning at working and stop Workplace 911 behaviors from affecting your results, do two things: first, modelrepparttar 139451 behavior you expect from others. Respect comes from giving respect and trust from giving trust. Second, look beyondrepparttar 139452 desired outcomes torepparttar 139453 behaviors that lead to them. Reward that behavior, since whatever gets rewarded gets done. When you find and rewardrepparttar 139454 right behaviors, you'll getrepparttar 139455 right results.

(c) 2005 Nan S. Russell. All rights reserved.

Sign up to receive Nan's free eColumn, Winning at Working, at Nan Russell has spent over twenty years in management, most recently with QVC as a Vice President. Currently working on her first book, Nan is a writer, columnist, small business owner, and instructor.

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