But, let’s pause for a moment! Probably, the résumé isn’t dead after all. A few days ago, one of my clients was interviewed for a Senior Vice President position by the top three honchos of a company. They were impressed with the content and structure of his résumé because after the interview, he sent me the following note:

The Top Guy stated he had never seen a better résumé and appreciated the time and effort I put into it.  I was straight up and told him I solicited assistance. I said, “No one stands alone but draws on other people’s expertise as required”. He loved that.

Naturally, I was happy for him that things went well, and by the looks of  it, he may be getting an offer soon, but I also reflected on the CEO’s comment. This couldn’t have happened if it was a collaborative effort between the client and me. Before crafting the résumé, I put him to work by having him complete an assessment to uncover his strengths and the work environment in which he strives best. It was a worthwhile exercise for him as he wrote to say, “I want to express how important this process has been for me to re-evaluate my worth and experience. I have a fire I have not had in a while!”

The next step was to delve into his background, unearth his success stories and formulate them into a cohesive value proposition that articulates what he is good at, what he consistently does well, and how he delivers tangible results. He was stunned when he received the draft document and remarked, “To say we are blown away (the wife and I) would be an understatement. This is GOLD!”

Before meeting with company officials, we also discussed interview strategies – what to say, when to say it, and what to hold back.  This brings me back to the question, “Is the résumé really dead as some would have us believe?” Not really! Hiring managers and recruiters usually request one; job postings ask to submit one, and CEOs sometimes want to see one before agreeing to meet a candidate. What is on its way out is the résumé as it used to be. The one devoid of value-based scripts, filled with ‘responsible for…’ statements and does not address the employer’s needs or buying motivators. Such a résumé cannot stand up to the competition and will certainly meet its demise if it hasn’t already. On the other hand, the one that tells stories, focuses on major strengths, and promises value, that’s the résumé that will lead to interviews and then to a job offer.

What are your thoughts? Have your say below.

Salary negotiation is not an easy task for many people, but it’s even harder when you are a newcomer to a country. The case study below shows how a little bit of research and some coaching strategies led to job search success for one client.

My client and his family arrived in Canada two months ago – July 2010. We began working together months before he left Asia, and by the time he arrived, he had had his professional resume, cover letter and other related resources ready to begin his job search.

His first interview was in response to a job posting for a temporary position as Senior Research Advisor with a major Canadian institution. The position required a Masters Degree or a PhD, and he has the latter. After his second interview he was sent an email with a preliminary offer, but there was one glitch; the hourly rate was not quite what he was expecting. He asked me to help him prepare a negotiation strategy as he wanted to accept the offer, but at a higher pay rate.

I asked him to consider questions such as: What’s the minimum he would be willing to accept? What was most important to him – the money or the experience? How important would the experience be for him as he moves his career forward? What would he do if they stuck to, or withdrew the offer? I advised him to research the pay rate for similar positions so he would know where to start his negotiations. I also advised him to have a Plan B just in case they said they couldn’t raise the offer. He was also concerned about hours of work and benefits, considering it was a six-month temporary position. We brainstormed on how he would handle those issues if and when they came up. At the moment, the money was the sticky issue.

With all bases covered, I helped him to craft the following response:

Dear Mr. ________:

Thank you very much for your email indicating that you would like to offer me the temporary position of Senior Research Advisor. While it would be a privilege for me to work for ___________, and contribute my knowledge and experience to the position, I find the hourly rate of $24, lower than I had expected. Having met with me twice, I am sure you have recognized the value I would bring to __________. Would you consider raising the rate to $28? If you could do that, I would accept your offer.

Not only did they consider his request, but they offered him $30 per hour – $2 more per hour than he had asked for, and $6 more than their original offer.

Careful research, understanding his value, and a little bit of coaching helped him to ink the deal. He could easily have accepted the first offer on the basis that he was new to Canada and should take what was offered, but he did a few things right. First, he researched the salary range for similar positions. Second, he sought help, as this was a new arena for him, and third, he presented a counter-offer, knowing that his offer could be rejected.  He took a risk and his efforts paid off, and he will start his new job in two weeks.

What do you think of this approach? What additional advice would you have given him? Please add your comments below.

Use a map to get from A to Z. It is important to set expectations for new employees during this trial period. Expectations can be set by creating goals and objectives that establish direction for the new employee. Plan small wins along the way to help them succeed.

Stop at red lights. Immediately address any wrong behaviors and help educate the new employee on expected company behaviors. Organizational culture is sometimes tricky to learn.

Go on green lights. Everyone has strengths. Once a new employee’s strengths are discovered, it is important to plug those strengths into organization opportunities. By having a conversation about the person’s strengths and observing them in action, you will have a much clearer understanding of how the new assets can be best leveraged.

Sightseeing is part of the drive. As you get to know the new employee and they get to know you and the organization, the goal is that both sides will get more comfortable with one another. Take the time to invite the new employee to organizational social events to get to know them outside of work.

Watch our next post for Part II.

Source: Workforce Online – Dana Jarvis, human resources director, Snavely Forest Products, Pittsburgh, June 26, 2007. Jarvis also is an adjunct professor at Duquesne University.