Auto-Disqualification - When Your Resume Never Reaches the Decision MakerWritten by Steven Bristow
When applying for a position in today’s market, do you ever wonder, “Is my resume really directed to decision maker?” Are you concerned that your resume never reaches true “hiring manger” or decision maker? Worse yet, are you being "auto-disqualified” because your resume doesn't speak to decision makers needs and never makes it passed his or her screening process?
How would you know if your resume did or didn’t reach appropriate decision maker? You can truly never know for certain. However, there are steps you can take to ensure that your resume does not get "auto-disqualified", or provide obvious reasons not to be hired.
There are several “mistakes” commonly made in resumes that give immediate reasons why you will not be offered opportunity to go to next step in hiring process.
The usual first step in obtaining a position is submission of your resume. Typically that is to staff in a Human Resources department.
Often, HR is given a specific group of parameters hiring manager is seeking in a particular applicant. If a resume does not reflect those parameters it is often filed away and never given to decision maker.
Age is often a factor in this process. Age discrimination happens. It happens to applicants that are too old for a position or too young. Companies are not allowed to ask an applicant’s age, but often times they don’t have to. Many people reflect this information voluntarily in their resume. By giving a high school graduation year, college graduation year, or even dates you attended schools gives reader ample information to decide if you are too young or too old for position. Age is never a reason you will be hired, but it certainly could be a reason you are not hired. Why give them this information?
A Book Review: Great Resource for Group FacilitationWritten by CMOE Development Team
Anyone who is a leader or member of a group and wants to get things accomplished knows that there are many issues and challenges that groups commonly face as they seek to find creative solutions, launch new initiatives, and create high performing teams.
The Book Leading Groups to Solutions addresses how team leaders and team members can collaborate, problem solve, plan, organize, and make decisions by exploring models and tools that enable facilitators to help groups achieve their goals.
This book is not about meeting management, nor is it about how to present or speak in front of a group. It is not about how to train or teach people, though this can be part of process.
This book is about collaborative process of building consensus, creating synergy, and harnessing collective energy to create innovative solutions. The practical ideas guide group facilitation through combining best individual thinking into one focused effort and creating shared commitment so that implementation of solutions is supported and sustained long term.