Resume Success Factors--What Exactly is a Resume Anyway?

Written by Peter Hill, CPRW


You know you're good...real good. The problem, though, is that you are struggling to demonstrate just how good you are on paper.

Ah...the resume. If you've ever written one you know what a challenging task it can be.

The Gregg Reference Manual tells us some fundamental facts about resumes:

* The purpose of your resume is to get you an employment meeting. An interview. Your resume will not get you a job.

* Your resume is not a medium for telling prospective employers about your long-term goals and aspirations. It is where you appeal to their hiring motivations by demonstrating what you can do for them, communicatingrepparttar experience you have acquired and skills you have developed.

With these basic concepts in mind, let's summarize several other elements that your contemporary resume must include:

R = Review of your qualifications E = Essential information only S = Showcase your value U = You are Unique! M = Market yourself E = Effectively gets you noticed

-------------------------------------------- R = Review of your qualifications -------------------------------------------- What skills, education, or experience (paid or unpaid) do you have that make yourepparttar 106135 ideal candidate forrepparttar 106136 opportunity, industry, or career you are pursuing? These data bits arerepparttar 106137 building blocks of any resume. They are absolute musts.

Most self-written resumes do a pretty decent job of listing skills and education, but fail miserably inrepparttar 106138 Experience section. More on how to address this challenge when we get torepparttar 106139 "S" below.

---------------------------------------- E = Essential information only ---------------------------------------- Your resume should not be a voluminous listing of everything you have done, everywhere you have done it, and every club or association you've ever been affiliated with. Chisel your copy down to content that is relevant to your target job/career path.

Suppose you are a marketing professional. Your memberships inrepparttar 106140 American Marketing Association,repparttar 106141 Direct Marketing Association, andrepparttar 106142 Public Relations Society of America belong on your resume.

Your memberships inrepparttar 106143 local dog trainers club andrepparttar 106144 American Dog Owners Associaiton can clearly be left off (unless you are applying for a marketing position withrepparttar 106145 Humane Society).

------------------------------------ S = Showcase your value ------------------------------------ Value. Employers want to know specifically what value you can bring to their organization. If you earn an hourly wage, you are not paid byrepparttar 106146 hour -- you are paid byrepparttar 106147 VALUE that you bring to that hour. If you are salaried, you don't get paid byrepparttar 106148 month -- you are compensated forrepparttar 106149 VALUE that you bring to that month.

35 Surefire Ways to Kill a Meeting

Written by John Gravitt


35 Surefire Ways to Kill a Meeting translates into how to run a meeting.

1. Play “findrepparttar meeting” by changingrepparttar 106134 location and time of your meeting atrepparttar 106135 last minute. 2. Don’t bother to book your meeting room in advance. Leadrepparttar 106136 group from room to room trying to find another place to meet. 3. Bring 5 handouts for 20 attendees. 4. Leave and say, “I’ll be back. I’m going to make handouts.” 5. Don't use an agenda because “everybody knows why we are here.” 6. Keep an attitude that “meetings are not work.”

”Meetings are indispensable when you don't want to do anything. " - John Kenneth Galbraith (1908 - )

7. Say “I don’t need a microphone” and proceed to yell forrepparttar 106137 entire meeting or talk too softly forrepparttar 106138 back ofrepparttar 106139 room to hear. 8. Combine two unrelated meetings into one big meeting, ensuring that halfrepparttar 106140 will not care about half ofrepparttar 106141 meeting.

“Soufflé is more important than you think. If men ate soufflé before meetings, life could be much different.” Jacques Baeyens, French consul general in NYC

9. Don’t serve food during a lunchtime meeting. 10. Play “find a chair” atrepparttar 106142 beginning ofrepparttar 106143 meeting due to inadequate seating. 11. Allow people to bring active pagers and cell phones and stoprepparttar 106144 meeting when one goes off. 12. Use visual aids no one can see without binoculars. 13. When you are finished, keep going just becauserepparttar 106145 meeting was scheduled to take longer. 14. Invite Bozorepparttar 106146 Facilitator to conduct your meeting. 15. Spend time trying to remember what happened atrepparttar 106147 last meeting. 16. Spend time arguing about what happened atrepparttar 106148 last meeting. 17. Refuse to take “off-line” conversations off line. 18. Fail to take minutes and follow up afterrepparttar 106149 meeting. 19. Disband without summarizingrepparttar 106150 meeting. 20. Start over each time a latecomers arrives.

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