• Ask Matt: Why your resume isn’t getting noticed – and how to fix it

    March 09, 2017 by

    Dear Matt:  I’m a recent college graduate who is struggling to get interviews. I have sent in over 30 resumes and applications but haven’t received one call for an interview. What am I doing wrong?

    Matt: I still remember the very first resume I ever sent after graduating from college. I applied for a research position with a local business publication. I never got a call. And I know exactly why. In fact, I am 100 percent certain the person never read past the first sentence of my resume. Why?

    Because my opening statement included this language: “Seeking entry-level opportunity that will help me advance my career.”

    What’s wrong with that?

    Lots.

    First, it made it about me. I get it. You are excited. You worked hard to graduate from college and are now eager to start your career. But if you learn one thing from this article learn this:

    A resume is never about you!

    How so? Isn’t a resume my career biography? The document that tells employers why they should hire me?

    Wrong!

    Why?

    A resume is not about you. It’s also not a career biography. It’s a marketing document that quickly tells the employer that you may have the skills and background that fit their needs. For that research position, a more appropriate summary statement should have been:

    Recent college graduate with 3 years of award-winning college newspaper leadership experience seeking opportunity as research coordinator for business publication.

    In that summary I would have showed them:

    1. I had college newspaper experience.
    2. I had leadership experience (resume would show I worked as an assistant editor)
    3. I was part of a team that won a few college newspaper awards.
    4. And that I am directing this resume exactly to this position.

    The reality is this:

    A resume should show that you have skills, experiences and a background that would fit a specific job opening – their job opening! It’s about how you can help the next employer fill their needs and solve their problems. Their problem is they have a job opening. They need someone to fill it. That person, whether it’s you, or someone else, should use the resume to show the employer that you have the skills, achievements and combination of soft and hard skills that would entice them to bring you in for an interview. Then in the interview, the employer can learn more about you, see if you truly are who you say you are, and most of all, find out if you are the right fit for the position, with the team you would be working with, and within the company culture.

    The second thing to remember is this: The resume doesn’t get you hired. It does though, help you get you an interview.

    Continue Reading

  • 5 onboarding tips to make the first day a success for new hires

    May 18, 2016 by
    Photo by StockUnlimited.com

    Photo by StockUnlimited.com

    The first day on the job is always nerve-wracking, especially for the recent college graduate starting their first job, or the entry-level employee taking that next step in their career. That’s why it’s important for employers to create an onboarding program to acclimate new hires and make them feel welcome from day one.

    “Sometimes the simplest things get overlooked and the smallest things make a huge impression,” says Julie Desmond, a talent acquisition specialist with Tennant Company, a manufacturer of indoor and outdoor environmental cleaning solutions with over 3,000 employees worldwide.

    Here are five onboarding tips to make the first day a success for new hires:

    1. New hires must know exactly what to bring
    According to a 2009 study by the Aberdeen Group of senior executives and HR staffing and recruiting personnel, 83 percent of the highest performing organizations began onboarding prior to the new hire’s first day on the job. Do this by sending the new employee a checklist of things to bring for that that first day: Driver’s license or form of identification, social security card, and names and numbers of emergency contacts, are a good start. Let them know they will be completing paperwork such as a W-4 or I-9, benefits and payroll forms.

    “I’ve been in onboarding sessions where this information wasn’t conveyed in advance,” says Desmond. “As a result, it took longer than necessary to get through this step. We know this is a high-hassle moment for new employees. Making it easy is very, very simple.”

    2. New hires must know exactly where to go
    We’re not talking directions to the office. And it’s not enough to simply tell new hires what time to arrive that first day on the job. There should be a clear onboarding plan in place, says Desmond. Tell them “when you arrive, ask for Jane Smith. Jane will meet you there and bring you to a conference room where you will complete your new hire paperwork.”

    This gives them a point person to reach out to versus showing up and sheepishly asking the front desk staff who to ask for and where to go.

    “When people know what to expect, they are more comfortable, better able to learn and process information, and from day one they understand that, here, we communicate clearly and don’t waste time guessing at what’s going to happen next,” says Desmond.

    3. Don’t assume the employer knows what you know
    The worst part about a new job is just that – it’s new and there are unknowns. That’s why an established person within the company needs to make sure the new hire knows the company dress code, where the bathrooms are, how to ask for days off, and where they can get coffee or a bite to eat. “Everyone forgets these things, because insiders already know,” says Desmond.

    4. Have the new hires’ technology in place
    This person has been planning for their first day on the job for the past two weeks. So, why is it that new hires always spend part of the first day on the phone with IT?

    “Good talent is hard to come by,” says Desmond. “When our new hire heads home at the end of the day, do we want him or her to tweet, “first day on the job, got a cool new laptop and got started on a cool new project already.” Or do we want them to say, “Not sure about the new gig. Spent all day with Freddie from the IT Help desk.”

    5. Make the first day special
    The little things count, says Bob LaBombard, CEO of GradStaff, a company that serves as a career matchmaker for recent college graduates and companies that are looking to fill entry-level jobs. Make sure the new hire’s work station is ready, announce the new hire company-wide via email (with picture, if possible), describe their background and role and have top executives or department leaders personally introduce themselves to the new hire. “Make sure the new hire knows their presence is important,” says LaBombard. After paperwork is complete, the new hire should meet with their manager, and new team members. If possible, take the new employee out to lunch to get to know them better.

    This may just be another day for HR, a manager and other company employees, but for new hires, especially recent college grads, this is arguably the biggest day of their professional career to this point.

    It’s important to them – and should also be to employers.

    “Day one matters more than ever for new recruits,” says Desmond.

    For more onboarding tips, check out our blog and follow us on LinkedIn, Twitter, Facebook, and don’t forget to subscribe to our YouTube channel.

    Julie Desmond, a Talent Acquisition specialist with Tennant Company

    Julie Desmond, a Talent Acquisition Specialist with Tennant Company.

     

    Julie Desmond is a Talent Acquisition specialist with Tennant Company, a manufacturer of indoor and outdoor environmental cleaning solutions with over 3,000 employees worldwide. Tennant Company is committed to providing a rewarding work environment where employees have opportunities to contribute their unique talents and skills to building an even stronger Tennant.

     

     

    Bob Labombard

    Bob Labombard, CEO of Gradstaff, Inc.

    Bob LaBombard has more than 30 years of business experience in the chemical, environmental, professional services and staffing industries, including 18 years of staffing industry experience as CEO of GradStaff, Inc., and founder and CEO of EnviroStaff, Inc. He is a leader in helping client companies develop comprehensive strategies to fill both short- and long-term staffing requirements.

     

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