Via The Ladders : 4 ways to slash your resume down to one page
Slicing off bits of your resume in order to keep it to one page can be so tough. When you’ve accomplished a lot in your career, it can be difficult to pick what to remove — so here’s what to cut out.
Say goodbye to super-old positions
It’s just not worth keeping them around.
Kim Isaacs, a resume expert for Monster and founder of Advanced Career Systems, writes on Monster’s website that you should “eliminate old experience.”
“Employers are most interested in what you did recently. If you have a long career history, focus on the last 10 to 15 years. If your early career is important to your current goal, briefly mention the experience without including details. For example: Early Career: ABC Company — City, State — Assistant Store Manager and Clerk, 1980-1985,” she writes.
Watch your wording
This can make a big difference.
Lily Zhang, Manager of Graduate Student Professional Development at the MIT Media Lab, writes in The Muse that you should “shorten bullets.”
“Your bullet points are really the meat of your resume. This is where you actually talk about your experience. To ensure that people actually read them, absolutely do not let them trail on to a third line. Two lines max, but preferably one,” she writes. “To decide between one or two lines, use your space efficiently. If your bullet is one line, plus a little bit that dangles onto the next, find a way to condense your language down. Ultimately, you’re going for a dangler-free resume.”
Don’t include this line — it’s unnecessary
Pay close attention to this advice.
Alison Doyle, an author, career expert and founder and CEO of CareerToolBelt.com, writes in The Balance that you should “skip the references.”
“It’s not necessary to say ‘references available upon request’ on your resume. It’s understood that you will provide references, if required, as part of the job application process,” she writes.
Choose the right examples
This is key.
Marcelle Yeager, president of Career Valet and co-founder of ServingTalent, writes in U.S. News & World Report that you should “filter out responsibilities.”
“Employers can likely find almost exact replicas of your job descriptions by doing a Google search for your job titles. It’s your responsibility to tell them more of your story and what you are capable of,” she writes. “Replace your laundry list of duties with specific examples and the impact of your work. This is what is going to get you noticed.”
Via INC : The Happiness Value Of Work-Life Balance
There’s more to work-life balance than hours spent at home and at work.
The 2017 World Happiness Report reported that work-life balance is now one of the strongest predictors of happiness.
Unfortunately, more than half of Americans are dissatisfied with their work due to a lack of work-life balance. In the majority of cases, this is because workers feel overworked and underappreciated, with little control over their own lives or schedules.
Work-life balance and flexible work options have stepped in to improve job satisfaction and the overall happiness and health of employees.
In many cases, work-life balance means not being confined to a 9 to 5 timetable or an inflexible schedule. This kind of rigidity always prioritizes work before all else. Work takes up that chunk of the day no matter what else is going on in life.
This can throw off the desired “balance” that makes individuals happier, freer, and more productive.
Work-life balance is about expending energy to various parts of life: work, family, friends, health, and personal growth. This “balance” of well-roundedness and wholeness in life innately begets a sense of purpose, belonging, and happiness.
1. Work-life balance prioritizes social time.
Social interaction is one of the biggest predictors of happiness. The more time spent with people, the happier you’ll be. Studies have shown that social interaction is directly correlated to a person’s sense of belonging and joy.The World Happiness Report stated that “social capital” is a moderate predictor of happiness. This means that we need to be social in order to be happy, both inside and outside the office.
Work-life balance provides more time to spend with family and friends. You can better schedule your work around your life. With flexible work, you can take a Tuesday afternoon off to see your child’s soccer game and talk to the other parents at the game. You can make up the necessary work later that evening, the next morning, or over the weekend. You have the flexibility to prioritize people over projects when need be.
This actually improves productivity. Work-life balance encourages social collaboration, which leads to increased creativity, ideas, and productivity.
2. Flexibility enables a greater focus on health.
Health is the foundation to happiness and productivity. If you don’t have a healthy mind and body, you can’t work at peak capacity.
The 2014 National Study Of Employers from the Families and Work Institute found that employees with flexible work options are more likely to have: less stress, better mental health, better physical health, and improved sleep patterns. They’re also less likely to negative spillover from home to job and vice versa.
This is because they have the flexibility to prioritize the key “stressor” on their plate at any given time. If they have something going on at home, they can be present to handle it. If they have a big project at work, they can spend more time at work that week knowing next week they can take time off to be with their families.
Moreover, flexible work provides more time to focus on health as a key value. People can schedule doctor’s appointments and not have to worry about taking a day off of work. They can take time in the morning to workout, showing up to work later in the day when they’re more productive. They can take time off to recover from the flu and not infect everyone else in the office. Health can finally be a priority.
Flexible work allows individuals to take off when they need to, thus avoiding the $1,685 annual cost of absenteeism per employee. Flexibility also helps to prevent
Flex work options can also help workers avoid traffic, which is the number one cause of stress in our daily lives. People who don’t drive during rush hour have lower anxiety and stress levels with better overall health.
A healthy workforce lowers healthcare costs, improves safety of the workplace, and builds a high-performance workforce.
3. Self-scheduling balance improves autonomy.
The strongest form of work-life balance tends to stem from flexible work options that enable employees to pursue their own definition of “balance.” This naturally instills a sense of autonomy by putting the power of work-life balance in the hands of the worker.
Respondents of World Life Happiness Report stated that autonomy is directly linked to job satisfaction. The ability to control your actions and schedule impacts your happiness and efficiency levels. People who feel they have freedom at work are more engaged with their work overall.
4. Happiness at home produces happiness in the workplace.
There is an irrefutable correlation between personal and professional lives. Stress in one area bleeds out to stress in other parts of life. A study from Oregon University found that a happy home life begets happiness and productivity in the workplace as well.
If you want to be a happy person, you need happiness in all areas of your life. This happiness stems from living a work-life balance that aligns your values and priorities appropriately.
5. Happy workers are more motivated, engaged, and productive.
Workers who are happy are more satisfied with their lives and job. Studies show that even a short-term boost in happiness can lead to greater productivity. Long-term joy has profound effects on engagement and success in the workplace. This productivity can provide a huge return for the business.
Moreover, this motivation and productivity, in turn, leads to a higher level of employee loyalty. This increases retention rates and reduces costs associated with turnover retention. It also leads to a reputation boost for organizations. The greater number of happy employees you have, the better your company appears to the customer.
Ultimately, work-life balance and flexible work options create happy employees and a positive work environment. This translates to improved productivity, greater employee loyalty and engagement, greater bottom lines, and a stronger definition of success for employees and organizations alike.
It’s time to start demanding autonomy, flexibility, and happiness in your work.
Via Forbes : The Impact Of Talent On Strategic Planning
Is your organization planning its current and future talent needs with the same level of energy devoted to its strategic plan? Your human capital plan must fit hand-in-glove with your strategic plan. A disciplined approach to your talent planning is a “must have” to complement your strategy. The strategic planning process guides your organization from where you are now to where you choose to be in the future, and your human capital plan makes that strategy a reality.
Companies that closely connect their talent planning to their strategic planning perform better financially. Just as you would identify your most important business opportunities and develop strategies to capitalize upon them, you must identify and quantify the important functions and responsibilities within your organization allocating talent to capitalize upon them.
A fresh look at your existing positions will yield new insights. Start by considering current jobs, and think about the goals that each position needs to accomplish. With the goal in mind, define the responsibilities of the job, and the skills of the talent needed to realize the job’s objectives. Don’t limit your thinking to the qualities of the employee currently in that position; they may or may not be the right fit. Instead focus on the outcome you want the position to create. Each position’s value to the organization should be quantified to the extent possible. Apply the same analysis of talent to the positions that do not yet exist, but must be created for your strategy to succeed.
Disciplined analysis of how a position creates organizational value sheds light on important value-creation functions. Some positions add value by realizing and managing revenue generation some by refining and reducing operating costs and some by improving organizational efficiencies. For these functions, value may be quantified by monetary measures such as contribution to revenue and cost savings from efficiencies created.
Often overlooked, are functions viewed as just cost centers, that are needed to create value. But supporting roles like IT, cybersecurity, risk management, and your HR positions are essential to the organization. Without them, business can grind to a halt. For such support, other more qualitative assessments may be employed like measures of effectiveness of ERM or learning initiatives that move the organization forward.
Every position should add value to the organization, yet some positions contribute much more than others. In fact, your analyses will probably discover that some positions are so important, that it would be difficult to function without them. Essential value-driving roles usually do not match the levels on your organizational chart. There are critical roles filled by people at numerous levels. In fact, when companies take a deep dive into the roles with highest value creation, they find that many of them are at levels significantly below the C-suite. These key positions don’t always get senior-level attention and might be missed.
It is a problem when key talent doesn’t get rewarded for their valuable work. Human capital planning means that management will be proactive and not wait until key talent has found better compensation and recognition at another company. At times, key people feel they must play the game of “getting a retention”, which means using the threat of leaving to get an improved pay and recognition package to be retained. Countering a retention package opens the eyes of management to the employee’s worth, whereas careful position analyses and human capital planning would make such drama unnecessary.
In the same way that your talent analysis assures your organization has the needed skills to face the future, the approach should extend to the board. All too often board recruitment relies on word of mouth and friends of the current board. This is a formula for a homogeneity in thinking that can lack a broader perspective that today’s world requires. Continuous technology, tax and regulatory changes requires open-minded creative thinking to grasp business needs and opportunities in new ways. Board members must be able to understand and oversee the introduction of ways to accelerate and improve performance. They have a duty to provide fellow board members with innovative ideas and new approaches.
Alignment of your strategic planning with your human capital planning involves all levels of the organization, from the staff, to the C-suite to the board. Position your company to make your strategy a reality.
Via BenefitsPro : 3 ways millennials and Gen Z will put pressure on benefit costs
As these generations make up a greater percentage of the workforce, employers will need to re-evaluate their health and employee benefits offerings.
In tracking employer benefits offerings for compliance, the Affordable Care Act (ACA) did something unheard of in the past: it required employers to aggregate and better manage complex workforce data from unrelated payroll, benefits administration and HRIS systems. This data aggregation brought with it many new opportunities for employer groups: With new insights stemming from ACA compliance and reporting data, employers can gain a deeper understanding of how to use benefits and operational strategies to optimize their workforce.
For the first time in U.S. history, up to five generations are employed in the same workplace, suggesting that there is a wide range of differences in what employees will expect and need from their employers in the years to come. The two youngest generations, millennials and Generation Z, together make up 40 percent of the employee population and their numbers are rising.
As employees in these generations age and become a greater percentage of the workforce, they’ll put more pressure on benefits costs in three distinct ways: 1) Increased enrollment in employer plans, 2) choosing better benefits, and 3) opting for family plans. They will also challenge your company’s retention strategies, forcing the need to re-evaluate your health and employee benefits offerings to achieve the engagement and retention results you’re looking for.
By integrating the same data sources used to comply and report on the ACA—HRIS, benefits and payroll—new insights can be gained. Analyses shared within the Health e(fx) 2018 Insights Report reveal some unique findings on the benefit preferences shown by different generations.
For example, millennials and Gen Z are less likely to enroll in employer-sponsored coverage than employees from older generations. And, when they enroll, millennials and Gen Z workers are more likely to choose benefits with a lower actuarial value, meaning the benefits are cheaper but will also cover a lower percentage of their medical costs. However, as these two generations age, they will impact your budget through:
1. Increased enrollment
Currently 35 percent of Gen Z and 77 percent of millennial employees are ACA eligible for benefits. Of those, only 26 percent of eligible Gen Z employees and 68 percent of millennials are enrolling in employer-sponsored coverage. There are multiple factors that could be impacting this lower enrollment. Due to their stage of life, these younger generation employees are less likely to face significant or chronic health challenges.
Because some millennials and most Gen Z employees are still eligible to be covered under a parents’ health insurance plan, many are not enrolling in their own employer-sponsored benefits, yet. But in the next five years, nearly one in five employees enrolled in family health coverage will have a millennial or Gen Z dependent age out of parental coverage.
2. Choosing better benefits
Every health insurance plan is assigned a metal level—Bronze, Silver, Gold or Platinum—based on actuarial value (percent of covered medical costs that a plan will pay). Plans with a higher actuarial value (such as Gold and Platinum) pay a higher percent of medical costs, but their premium costs are also higher.
A higher percent of employees in these two younger generations select a Bronze-level plan (with the lowest actuarial value) than workers in other generations. In fact, 27 percent of Gen Z and 16 percent of millennials are enrolled in a Bronze plan in comparison to 12 percent of Gen X or 10 percent of Mid Boomers. This means that currently, these younger employees are more likely to have lower premiums for their coverage.
3. Increased family tier coverage
Both younger generations have lower enrollment in family tier coverage with only 30 percent of eligible millennials and 6 percent of Gen Z enrolled in family coverage versus 55 percent of Gen X. As the younger generations age, based on stage of life, more employees in these generations will opt for family coverage.
Why do these factors matter? Because benefits impact retention – but only if your employees enroll to take advantage of those benefits. According to our analysis, the average tenure overall for employees who are not enrolled in health benefits is 3.1 years versus 6.7 years for those enrolled in employee-only coverage and 9.7 years for those enrolled in family coverage. On average, length of tenure also increases with better benefits—as the actuarial value of benefits increase, so does tenure.
As these generations age, employers will have to revisit their benefits strategies to ensure they’re offering quality and affordable coverage to keep these generations invested in staying in one place – at your company. These younger employees are more likely than previous generations to change jobs in an attempt to achieve the wage and benefits that would enable them to live the lifestyle they desire. With the younger generations soon dominating the workforce, their increased enrollment and transition to better benefits and family coverage may impact your budget, and the longevity of your workforce.
Via The Ladders : How to handle an interview when you have multiple job offers
What do I do if I have job offers but still have other interviews? Receiving a job offer while you are still in the interview process elsewhere can put you at a huge advantage if you play your cards right. Here is exactly what you should say to each company involved to maintain great relationships and set you up to potentially get multiple offers.
To simplify the explanation, I will call the company that gave you an offer “Company A,” and the company that you are still in the interview process with, “Company B.”
Step 1: Speak with Company A
Always be building rapport — start out by telling Company A thank you, and that you are excited and grateful. Then make sure you ask for time to think about the offer.
Say this: “This is such great news, I have really enjoyed getting to know the team, and I am so grateful for the offer. I am really interested in this opportunity, but I do have an interview planned for next week. I take this decision very seriously, and so I’d like to vet my options so that I am sure of the decision I make. Would I be able to give you a decision on X date?”
What’s going through the Company A’s head:
When you say this, they will start to doubt your level of interest in the opportunity. That is why it is so important to reiterate how excited you are about their offer, and reassure them that you are genuinely considering their offer (versus simply using it as leverage with other companies).
Also know that companies will not be surprised by this ask, as it is normal among in-demand candidates (hey, that’s you!). However, Company A may not be able to give you much additional time because they need to fill the role. There are likely other candidates they would like to give offers to should you decline, and the longer you make them wait, the more likely those candidates will find other jobs.
Step 2: Speak with Company B
Now it is important to go to Company B and let them know that you have an offer, but that you are still interested in exploring the opportunity they have presented.
Say this: “I have an offer, and that company wants a decision soon, but I am very interested in this opportunity, would we be able to expedite the interview process to see if it’s a match?”
What’s going through the Company B’s head:
This GOLD, because if they thought they wanted you before, now they really want you.
From the employer side, we appreciate when you let us know any time constraints. If you show excitement and interest this will not hurt your candidacy, and can actually improve it. However, do not use this as a tactic when you don’t actually have an offer, that’s not worth it.
Know that sometimes they will grant your request and move schedules around, and sometimes won’t. The discussion that happens behind the scenes is determining if it is possible to speed things up, and if it is, are we willing to? If Company B says, “No we can’t speed things up,” it could be either that they are just not that into you, or there are some external factors at play that have nothing to do with you.
If they do make the effort to speed up your interview process, take that as a BIG sign that they are interested in you. If a company is afraid to lose you they will go above and beyond to coordinate around your timeline.
Now that both companies know where you stand, make sure you take time to truly vet the opportunities to determine which is best for you.
For more tips, here’s a video where I go more in depth on this topic as well as here’s a video of the best job offer negotiation tactics I’ve seen.