Your Resume - The All Time Classic Do's and Dont's

1/29/2015
YourResume:TheAllTimeClassicDo'sAndDont's
TobiasRead
CEOofSwiftWorldwideResources
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What$48oilmeansfortheOil&
Gasindustrysstaffandemployers
Jan22,2015
19,596
320
75
Onlysixmonthsago,engineerswereasvaluableastheoiltheyfound.
Towardstheendoflastyear,mostpunditswereforecastingpredictable$100oil
eventhemorepessimisticvoiceswereonlyanticipatingalowpointof$80.The
industrysemploymentmarketremainedbuoyantandthesalariesandcontract
payratesofOil&Gasworkerscontinuedtorise.Havingspentyearsfightingto
https://www.linkedin.com/pulse/yourresumealltimeclassicdosdontsbernardmarr
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1/29/2015
buildtheirtalentpoolandgainacompetitiveedge,industryemployersdonot
wanttogiveupsuchavaluableasset.Layoffsseemlikealogicalresponsetoa
marketdownturn.Staffcosts,bothdirectandcontingent,areamajorcost
burdenthesubstantialfocustheyrereceivingisunderstandableasprofitsare
squeezed.
Foremployees,ratereductionsarealwaysdifficulttoswallow.Thenatural
inclinationtojumpshipandlooktosustainincomewithachangeofemployeris
equallyunderstandable.
Butwhetheryoureanemployeroremployee,thereareafewthingsyoushould
considerbeforeyoumakeplansoverthenextsixmonths:
Oursituationishighlyunpredictable.
Themarkethaschanged.Todaythepriceofoilstandsat$48,anditsvery
difficulttoanticipatewhattomorrowwillbring.Eventherootcauseoflowoil
pricesisunclear.
Therearetoomanymovingpiecesintheindustryforpoliticianstoseekto
controlthismarketindefinitely.SaudiArabia,whoseactionsarealwaysdifficult
toanticipatehasraisedproductionandhelpedcausethepricedrop.Theyare
nowsufferingasbadlyasanybodyandlastweektheyannouncedpublic
spendingcutsof18%.GiventheSaudiscouldsinglehandedlyreverse
production,andlikelybebetteroffasaresult,thecauseofallthismaywellbe
geopoliticalandtheridemaybeharderandlongerthanweexpect.
Whenchangecomes,itmaycomeveryquickly.
Theworldconsumes90millionbarrelsofoilperdayandproductionisat91
million.Withsubstantialproductionprofitableatover$60,particularlyinthe
newlydevelopedUSunconventionalonshorefields,weonlyneedamarginal
correctioninthesupplysideoftheequationandpriceswillriseagain.Wejust
cantbesurewhengivenmanyrecentinvestmentsarestillcomingonstream.
Themarketisworried.
Thereareextremepossibilities.Threemonthsago,smartmanagerswere
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developingcontingencyplanstoaccommodatethedropto$80.Theseplans
havenowbeentornupandrewrittenmanytimes.GoldmanSachsonlylast
weekprojectedafloorat$39.Bycomparison,theinflationadjustedlowof1999
(just16yearsago)was$28,andtheinflationadjustedpricebetween1945and
1973remainedataround$20.Giventhestructureofthemarkettoday,these
pricesseemfantasyhowever,businessleadersarenowlookingatcoveringall
bases.
Upstream&Downstreammarketsareaffecteddifferently
Onshoreunconventionalinvestmentisfalling,andtheUSislosingsome60rigs
perweek.Inthemidtermthiswillleadtoasofteningofdemandforpeople,and
employmentopportunitieswillfallunlessthereisarapidcorrectionto$60and
marketgainsconfidencethatthepricewillreturnto$80andbeyond.By
contrast,thedownstreamandmidstreammarketsarenotaffected.Ifanything
theyarecountercyclicalandcouldbenefit.However,thedecisionmaking
processistoolongandtheskillsetsarenotsufficientlycompatibleto
accommodateanysubstantialdownswingintheupstreammarket.
CEOsmustfindwaystoreducecostwithoutundoingyearsofhardworkbuilding
sustainableworkforces,orgettingcaughtshortshouldthemarketreturn.Itwould
befoolhardytocutheadcounttooquicklywithapotentialreboundaroundthe
corner.
Smartemployersarealsolookingtorapidlyconsolidatetheirsupplierbaseto
removeexpensive,noncompliantsuppliersandtoachievesubstantialcost
reductions.Thereisfattobetrimmedintheirstaffingsupplychainand
employersshouldlookattheseoptionsbeforelookingtodownsizevaluable
staff.
Theworkforcewillhavetoacceptthatmarketrateswilldropthisyear.Whilethis
isnotanexcitingprospect,weallunderstandthatthereareupsanddowns.
Reductionsincontractratesandhiringfreezesoninternalstaffwouldhavebeen
unthinkableonlysixmonthsago.Todaytheyareverymuchareality.
Rateswillinevitablyundergosomedownwardadjustmentatcertainpoints.My
currentrecommendationtoemployees,eithercontractordirect,istosittight.
Bettertohaveajobthantowalkoutsidewithoutthecomfortofajacketatthe
verymomentastormhits.
3/36
1/29/2015
_____________________
TobiasReadistheCEOofSwiftWorldwideResources,aworldleaderinOil&
Gasstaffingwiththousandsofemployeesacrosstheglobalindustry.
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MartinLove
ProcessConsultant
Costreductionandproductionoptimisationtakealmostasmanybifnotmore
engineersasweconcentrateonrevampovergreenfield.Howeverifwedon't
continuallyreplacereservesandkeeptheproductionpipelinefullwewillsoonbe
at$200+oilanddrivenbackintorecessionbyprices
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PaulPetrone
CommunicationsDirectoratVoiceGlance
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WhyAllowingTelecommutingIs
(AndIsnt)AGoodIdea
Jan28,2015
416,203
878
481
InFebruaryof2013,YahooCEOMarissaMayermadeheadlinesacrossthe
worldmostofthemnegativeaftershedecreedthatemployeesatthe
fledglingtechcompanycouldnolongerworkfromhome.
Studiesshowpeoplewhoworkfromhomearemoreefficient,havelessconflict
withcolleagues,arehappierandtheysavethecompanymoneyonoverhead
costs.SowasMayersmoveanepicfail?
Notnecessarily.Therearealotofcompellingreasonstoletemployeeswork
fromhomeanditshoulddefinitelybeofferedtoallemployees,atleastona
partialbasis.
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Butthereisarealnegative,aswell:workingfromhomecanstiflethesynergy
thatcomesfromhavingabunchofsmartpeopleinthesameplacetogether,
whichinturncanhurtinnovation.Andthatisreasonenoughtonotallow
employeestoworkfromhome,atleastallthetime.
TheProsofTelecommuting
Fromabusinessperspective,therearealotofprosinallowingyourworkersto
telecommute.Firstandforemost,aflexibleworkplaceisagreatwaytoboth
attractandretaintoptalent.
ArecentsurveybytheSocietyforHumanResourceManagement(SHRM)
discoveredthatfouroutoffiveemployeescraveflexibility,whichincludesthe
abilitytoworkfromhome.Othersurveyshavefoundthatpeoplewillworkfor
lessorarelesswillingtoleaveforajobthatoffersmoreiftheyareableto
workfromhome.
Workingfromhomecanalsomakeemployeesmoreefficient,particularlyifthey
areinmoreprocessdrivenjobslikecallcenterrepsorevenaccounting.One
company,Ctrip,alloweditscallcenteremployeestoworkfromhomeavery
processdrivenjobandfoundtheworkerswereactuallymoreproductiveand
werehappier.
Theproductivityincrease,wethink,wasduetohavingaquieterenvironment,
whichmakesiteasiertoprocesscalls,NicholasBloom,aStamfordeconomics
professorwhooversawtheCtripexperiment,toldtheHarvardBusiness
Review.Officesareactuallyincrediblydistractingplaces.
Someotherbenefitsofallowingyourworkerstoworkfromhome:less
commuting,whichmeanslesspollutionloweroverheadcostsandstudiesshow
lessconflictbetweenemployees.Seemslikeanobrainerthan,right?
Well,toquoteLeeCorso,notsofast.
TheConsofAllowingTelecommuting
SowhydidMayerbantelecommuting?Hereisherreason,inamemosentout
toallYahooemployeesexplainingthedecision:
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Tobecometheabsolutebestplacetowork,communicationand
collaborationwillbeimportant,soweneedtobeworkingsidebyside.
Thatiswhyitiscriticalthatweareallpresentinouroffices.Someofthe
bestdecisionsandinsightscomefromhallwayandcafeteriadiscussions,
meetingnewpeople,andimpromptuteammeetings.Speedandquality
areoftensacrificedwhenweworkfromhome.WeneedtobeoneYahoo!,
andthatstartswithphysicallybeingtogether.
Thatargumentholdswater.Yes,studieshavefoundthatemployees,particularly
employeesinprocessdrivenjobs,aremoreefficientwhenworkingfromhome.
Butemployeesaregenerallymoreinnovativewhentheyworktogether.
Andinnovationiswherethebigmoneyis.ThinkoftheROIofbeingableto
processpayrollfasterversuscreatingtheiPhone,asanexample
Forevidence,looknofurtherthanthreeoftheworldsmostinnovativeand
valuablecompanies,Google,AppleandFacebook,whoallencouragetheir
employeestoworkintheoffice,asopposedtoathome.Thereason,according
toGoogleCFOPatrickPichette:
Thesurprisingquestionwegetis:howmanypeopletelecommuteat
Google?Andouransweris:AsfewaspossibleThereissomething
magicalaboutsharingmeals.Thereissomethingmagicalabout
spendingthetimetogether,aboutnoodlingonideas,aboutaskingatthe
[office]Whatdoyouthinkofthis?Theseare[the]magicalmomentsthat
wethinkatGoogleareimmenselyimportantinthedevelopmentofyour
company,ofyourownpersonaldevelopmentand[of]buildingmuch
strongercommunities.
SoWhatShouldYouDo?
Soshouldyouletyouremployeesworkfromhomeornot?Well,withprocess
drivenjobswithclearmeasurablessuchascallcenteremployeesthe
answerisprobablyyes,asitleadstohappier,moreefficientworkersandlower
overhead.
Buthowaboutforeveryoneelse?Howaboutforyourstandardjob,sayin
marketing,salesorengineering?
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Theanswerisalittleofboth.Allowingemployeestoworkfromhomecanmake
themmoreefficientandallowsyoutoattracttoptalent.Thatsaid,itisalso
criticaltogetallthattalenttogetherinthesameplace,toallowforthattalentto
synergizeandperfectgreatideas.
Afterall,theROIongainingefficienciesisdwarfedbytheROIonmore
innovation.Butitshardtogetthegreattalentneededtobrainstormthosegreat
ideaswithoutofferingaflexibleworkingenvironment.
Theidealsolution?Threedaysintheoffice,twodaysathome.Obviously,that
canvarygreatlydependingonthejobandtheemployee,butitsagoodruleof
thumbtoliveby.
AboutVoiceGlance
VoiceGlanceisacloudbasedhiringtoolusedbyforwardthinkingcompaniesto
hiresmarter,insteadofharder.Learnmorehere.
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JulieDuchin
DirectorofNationalSales,MidAtlantic&Southeast,DistinctiveDestinations.Endless
Possibilities
Ihavebeenworkingfromahomeofficeformorethan8years,andfindthatIworkharder,
longerandammorefocused..
Like (1)
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4minutesago
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BernardMarr
BestSellingAuthor,KeynoteSpeakerand
LeadingBusinessDataExpert
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YourResume:TheAllTimeClassic
Do'sAndDont's
9/36
1/29/2015
Jan28,2015
148,664
714
222
Irecentlycompiledalistoftheclassicdosanddontsforinterviewingand
thoughtImightdothesameforpreparingyourCVorresume.
Therecanbeconflictingadvicewhenitcomestopreparingyourresumesome
peoplesuggestgettingcreativewithpaper,fontsandformattingtostandout(my
experiencetellsmerecruitersdontlikethatmuch),whileothersstressmaking
sureyourresumehaskeywordsthataremachinescannable(notasimportant
ashumanreadability).
SoherearetheclassicrulesforpreparingyourresumeorCV.
Do:
Reviewprofessionallywrittenresumesamplestofamiliarizeyourselfwith
whatastrongresumelookslikeandcontains.
Makesureyourresumeisaseasytoreadaspossible,usingbullets,afont
sizethatscomfortabletoread,andsoon.
Customizeyourresumebasedonthepositionforwhichyouareapplying.
Includeacareerobjectivethatisfocusedonwhatyoucandoforthe
employernotwhatyouhopetogainfromtheposition.
Listyourpastpositionsinreversechronologicalorder.
Home
Profile
Connections
Jobs
Pulse
Interests
Includeforeachjob:title/position,nameofemployer,city/stateof
employer,datesofemployment.
Writeanewpost
Searchforpeople,jobs,companies,andmore...
Includemeasurableresultsyouachievedateachjobpositionratherthan
WhyAllowingTelecommuting
listingjobduties.
Is(AndIsnt)AGoodIdea
Advanced
PaulPetrone
Leadwithactionwordsinsteadofpassivewords.Avoidthewordwork.
Includepublications,patents,presentations,honors,relevantvolunteer

YourResume:TheAll
experiences,andprofessionallicensesorcertifications,especiallyifthey
TimeClassicDo'sAnd
pertaintotheposition.
Dont's
BernardMarr
Emphasizetransferableskills,especiallywhenchangingindustries.
MarissaMayers2Yearsat
Providerelevantcontactinformationincludingonephonenumber,email
YahooandHowConfidenti
address,website,andcityandstate.
JamesCitrin
CEOSearchesAreDone
Proofreadmeticulously.
It'sanInterview,Notan
Considerincludingasummaryofqualificationsorprofileatthetopof
Interrogation!
LizRyan
10/36
1/29/2015
LizRyan
yourresumetoprovideaclearfocus.
Here'sWhyIWon'tHire
Bealittlecreativewithyourresumeformattohelpyoustandout,
AnyoneUntilITakeThemt
especiallyifapplyingforacreativefield(blueinkoncreampaper,for
Shannon(Stubo)Brayton
LunchFirst
example).
Yahoo'sMayerYieldsto
Testhowyourresumewilllookwhenemailedorsubmittedonline,aswell
ActivistInvestors:YourTop
IsabelleRoughol
WednesdayHeadlines
asprinted.
IsAppleTimCook's
CompanyYet?
Dont:
JohnCAbell
7WaysHighlySuccessful
PutthewordRESUMEorCVatthetop.
PeopleAchieveMore(and
JeffHaden
YouCanToo)
Copyanypartofaresumesamplepostedonlinewordforword.
Worrytoomuchabouttheoldonepageresumerule,especiallyifyouhave
HowChipotlePushedOut
alotofexperienceorareusingmoreofaCVformat.Butmakesurethat
McDonald'sCEO:Your
IsabelleRoughol
HeadlinesforThursday
thefirstpagecanstandaloneifthepagesgetseparated.
Lie.
SeeingthroughFuturistic
Bulls**t
Providepersonaldatalikemaritalstatus,dateofbirth,height,weight,etc.
RobertScoble
Repeatthesameactionwordoverandoveragain.Finddifferentwaysto
DidYahoo'sCEOMarissa
saythesamething.
MayerJustCatchQuarteriti
Listyourjobduties.(focusonaccomplishments.)
Disease?
AndyPopov
Gointodetailonhowyouachievedresultsateachjob.Savethatforthe
PersonalBranding101
interview.
SallieKrawcheck
Usealotofacronymsorjargon,especiallyifyourechangingfields.
Dontabbreviatewordsthatarentnormallyabbreviated,eventosave
space.
Emphasizeexperiencemorethan15yearsold.
Bothertolisthighschoolorsecondaryschoolifyouhavecollegeor
universityexperience.
Listafunnyorcrudeemailaddressgetanewoneforbusinessuseif
necessary.
Listreferencesonyourresumehavethemonaseparatedocument,and
onlyprovidethemwhenrequested.
Includehobbiesorskillsthathavenothingtodowiththeposition.
Sacrificeclarityorreadabilityforcreativitywhenitcomestoformat.
Printoncoloredpaper.
Usegraphics.
11/36
1/29/2015
Ihopethesetipsareuseful?Whattipswouldyouincludeonthislist?Idloveto
hearyouradditionsinthecommentsbelow.
Ireallyappreciatethatyouarereadingmypost.Here,atLinkedIn,Iregularly
writeaboutmanagementandtechnologyissuesandtrends.Ifyouwouldliketo
readmyregularpoststhenpleaseclick'Follow'(atthetopofthepage)andfeel
freetoalsoconnectviaTwitter,FacebookandTheAdvancedPerformance
Institute.
HerearesomeotherrecentpostsIhavewritten:
CareerChoicesYouWillRegretIn20Years
JobInterview:TheAllTimeClassicDo'sandDon'ts
JobInterview:WhyOnly3QuestionsReallyMatter
TheToughestInterviewQuestionOfAll...AndHowToAnswerIt
JobInterviewQuestionsYouShouldNotAnswer(OrAsk)
5SadTruthsAboutSuccessAndHappiness
The15BiggestBodyLanguageMistakesToWatchOutFor
JobInterview:The5QuestionsYOUMustAsk
The25KPIsEveryManagerNeedstoKnow
BernardMarrisabestsellingbusinessauthorandisglobally
recognizedasanexpertinstrategy,performance
management,analytics,KPIsandbigdata.Hislatestbookis
'BigDataUsingSmartBigData,AnalyticsandMetricsTo
MakeBetterDecisionsandImprovePerformance'.
Photo:Shutterstock.com
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BernardMarr
209posts
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JohnCabrera
ITQualityAssuranceAnalyst
Pleasedon'tuseAOLasanemailaddress.
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2minutesago
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JamesCitrin
Leader,CEOPracticeatSpencerStuartand
Author,TheCareerPlaybook
Follow
MarissaMayers2YearsatYahoo
andHowConfidentialCEO
SearchesAreDone
Jan28,2015
133,922
275
92
Inthespringof2012,ashasbeenpubliclyreported,aSpencerStuartteamandI
workedwiththeBoardofYahoo!torecruitMarissaMayerasCEO.Muchhas
beenwrittenabouther(4.4millionGoogleresponsesfor"MarissaMayerYahoo
CEO")andhowshe'sperformedsinceherappointmentwasannouncedonJuly
16,2012.Itisnotappropriateforanyprofessionaladvisertowriteapublicreport
cardontheperformanceofoneoftheirclients.Andcertainlynoexecutive
recruiterworththeirsaltshouldevercommentpubliclyontheperformanceof
theirplacements.
However,consideringNicholasCarlson'sexpansiveNewYorkTimesMagazine
14/36
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ArticleandaftergivingMarissaaheadsupthatIwoulddoso,Imadeafew
specificcommentsforLinkedInaboutoneimportantpoint.Thatsheisexecuting
theplanthatshelaidoutwithclaritybackinthesummerof2012.Marissasaidat
thetimethatturningaroundYahoo!wouldbeatwotofouryearprocessandthat
herapproachwouldbetofundamentallyfixtheproduct,whichwouldrequire
hiringgreatengineers,productpeople,andothertalent.Andonlywhenthe
productwasfixedcouldtheaudiencestartgrowingagain,whichiswhatwas
requiredtodriverevenue.Sheandtheteamhavebeenfollowingthatplaybook
totheletter,throwingin20acquisitions,andmonetizingthespectacular
investmentinAlibabaalongtheway.
NewCEOappointmentsaretypicallybignewsinbusiness.Thereareinfluential
journalistsandinvestorswhowatchforexecutivechanges,especiallyatthe
CEOlevel,withhawkeyes.Buthowcanaboardofdirectorsgothroughasecret
processofidentifying,cultivating,assessing,andhiringanewchiefexecutive?
Andwhataretheconsequenceswhentheycan'tpullitoff?
15/36
1/29/2015
IndoingaCEOsearchaboardcanandshouldhaveaverytight,confidential
processthatstartswithestablishingaprojectnameandsharedcommitment
amongtheboardandoutsideadviserstokeepthingsstrictlyunderwraps.A
specisdevelopedbyinterviewingmembersoftheboard,reviewingstrategic
plans,anddeterminingwhattheforwardlookingleadershiprequirementsareto
achievethestrategy.Atargetedlistofprospectivecandidateswhomeetthe
criteriaisidentified,reviewed,andprioritizedbytheboardandashortlistis
agreedonforoutreach.Theneitherboardmembersoranexecutivesearchfirm
reachesouttothehighprioritycandidatesandinvitesthemintotheprocess.
Extensiveinterviewing,assessment,andreferencingisconductedandwhen
thereisacandidateofchoiceselected,negotiationsandtransitionplanning
ensue.Whenallgoessmoothly,theboardhasarobustslateofcandidates,each
representingdifferenttradeoffs,anddecidestoputitsconfidencebehindthe
chosencandidate.Alltheothercandidatesgobacktotheirdayjobsand
hopefullyfeelwelltreatedandcommunicatedwithintheprocess.
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Severalhighprofilecompaniesintechnologyandothersectorshavetriedto
followthispathbutforonereasonoranotherwerenotsuccessful.Candidate
identitieswererevealedinthemedia.Rumorsspreadinsideofthecompanies
leadingtomoraleissuesandfactions.Forthecandidateswhosenameswere
leakeditwasevenworseforcingthemtospeaktotheirbossesorboardsand
declaretheirloyalties.Breakdownsinaprocesscanbebadfortheindividuals
andtheircareers,justastheyarebadforahiringcompany.Itisevenbadforthe
candidateswhostaythroughtotheendnoonewantstobeasecondchoice.
SoifyouareinvolvedinaCEOsearchinanywayitisinyourandeveryone's
interesttoensureconfidentiality.
JamesCitrinsupcomingnewbook,TheCareerPlaybook:Essential
AdviceforTodaysAspiringYoungProfessionalisoutonApril21,2015
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