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CAREER
MART |
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Resume
Writing |
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Word it such that
it allows you to climb that first rung-an interview |
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Cover
Letter |
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Concise and Precise
is what we are looking for |
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Facing
an Interview |
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An interview is your
first chance to make a lasting impression |
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Temping
industry |
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Flexible staffing
solutions enable a company to maintain a lean profitable profile |
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Here are some ready
reackoners on how to manage ‘thy self’ at the
workplace |
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Resume Writing |
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A
resume is the first step in looking for a job. A good resume
is what gets you that call for an interview. The word resume
comes from the French word "resumer" which means
to summarize. So the exact purpose of a resume is to summarize
your experience, knowledge, and accomplishments.
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The key ingredients
of any resume are |
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Listing
the job applied for |
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Contact
information including telephone, e-mail |
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Accomplishments
especially those you can quantify, e.g. how you developed
a programme which streamlined the working and brought down
costs by 18 per cent or how you implemented a programme
that boosted workers’ moral and improved efficiency
on the shop floor by 10 per cent. |
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Education,
training clearly spelling out the institute’s name,
degrees etc |
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Condense
your employment record and focus on the skills you have
achieved through your experience. Only give details of your
most recent and most relevant positions and lump together
jobs done 10 or 15 years ago, or in a period when you changed
job frequently, as 'various'. |
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Additional
qualifications and references |
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Including
your hobbies and interests is optional |
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The
resume should not be long-winded and not run into more than
two A4 pages. Long resumes, even the best ones, will not
get you the job; you will have ample time to impress when
you get the interview. |
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The
resume should be neat with section headings. Spellings and
typo errors are a strict no-no. |
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Freshers
can emphasise on sports, debating leadership, organizational
aspects with examples. |
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Always
use positive nomenclature and words like achieve, innovative,
reliable, responsible, shaped, implemented friendly, broadened,
planned, formatted etc. |
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More than 80 percent of employers are now placing resumes
directly into searchable databases and an equal percentage
of employers prefer to receive resumes by e-mail. That means
that it’s an absolute must these days to have:
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*A
formatted, "print" resume in document form that
you can send as an attachment to an e-mail message to the
employer. |
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*A
text-based (ASCII text) e-resume stripped of most formatting
and pasted directly into the same e-mail message sent to
the employer. Sending your resume in text-based format directly
in an e-mail message removes all obstacles to an employer's
placing your resume right into a searchable database. |
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Cover Letter |
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There
is a lot of confusion regarding the cover letter and many
people treat it as a resume letter. This results in overlapping.
A cover letter in effect is a statement of your particular
skill sets which answer the job requirements. For example,
if the advertisement is for a product manager then you can
start the letter by saying I am a marketing executive with
a business management degree with x years of experience.
You can also mention any additional qualifications which
suit the job requirements. But the letter should be very
short and have two paragraphs at the most.
The letter should have the heading of post applied for and
give your name and contact numbers. This eases the selection
procedure for the prospective employers and even lures him
to pursue your detailed resume.
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Interview Tips |
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An interview is the
first impression that a prospective employer gets of you and
remember there is no second chance to make a first impression.
There are various methods of interviewing such as structured,
unstructured and panel interviews. Here are a few broad guidelines
on how to handle them.
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Dress
Code |
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Body
language |
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Research
including the company and preparing for the most commonly
asked questions |
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Dress Code |
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Dressing
down may be in vogue in the Information technology sector
but believe me formals for interviews is still in. In India,
we do not emphasise on a formal suit and tie so much but
a full sleeved shirt, formal pants and shoes is still a
must. A plain white cream or ivory or a pastel shade will
do. If you must wear checks or stripes see that they are
subdued. A tie is optional but a toned down matching tie
with no loud prints is ok. Remember POLISHED shoes is a
must. A well groomed look is what we are looking for.
For women also subdued formal should be the message. Sarees
and salwar suits are fine. Pants with formal blouses are
acceptable. Avoid jangling jewellery and a strong perfume.
Subdued elegance is the aim which means not too much of
make up. Go for comfortable shoes or sandals.
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Body language |
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It is not advisable to cross your legs. Sit straight
and slightly forward with your hands lightly in your lap
or on the table if there is one, this suggests interest
and openness on your part. Do not fold your hands across
your chest, this may be interpreted as defensiveness.
Give a firm handshake and make direct eye contact.
If it is a panel interview, try to answer by name and
include others in the answer by mentioning, `As I said
earlier to Mr kapoor, streamlining an operation would
add to the overall…..”
An important
ingredient of a good interview is research and preparedness.
Research the company you want to work for.
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Research
including the company and preparing for the most commonly
asked questions |
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Here is a FAQ checklist
for interviews: |
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Tell us about
yourself? |
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This
does not mean a long-winded description of your life but
just name, qualifications and current job status. |
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Why do you
need this job? |
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The
stock answer is better job prospects, widening the horizon,
work experience, better challenges and prospects.
Difficulty in commuting is also acceptable. If there was
a problem in your last job be honest and speak about it,
admit past mistakes and mention the lessons learned. |
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Why this
company? |
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A perfect opportunity
to show off your research on the company. |
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Long gaps
in your career graph? |
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If
the gaps include voluntary work, training or relevant experience
- travel, for example - put these down as part of your skills,
qualifications and experience. Otherwise, giving the year
of employment only rather than month and year, will cover
short gaps. |
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Where do
you see yourself in five years here? |
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Have a clear career
graph mapped out. |
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Make a point to ask informed questions
at the conclusion about the company in terms of prospects,
how your skill sets will help you fit in and your strengths.
If they ask you for expected salary deflect the question
by saying a good position and a good company is what you
are looking for.
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Temping industry |
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Flexible
staffing solutions enable a company to maintain a lean profitable
profile |
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Temp/lease hiring companies are attaining an important status
in the job market today. The temp/contract market is pegged
at $750 million with a 50 per cent increase last year.
Greater attrition rates, matching the job profile to the
right candidate and maintaining a profitable base are numerous
issues facing companies. It is here that temp and contract
staffing organizations come in handy . They provide quick
staffing solutions and reduce the administrative burden
and one can maintain a lean mean company.
It also helps companies to remain agile, enabling them to
expand and contract with the market.
Downsizing is a way of life in the new economy and according
to a survey almost 18 per cent of executives are in transition
at a given time. Contract and lease services can prove a
boon to them.
On the Employer’s side it provides them an instant
solution to an immediate problem of hiring a suitable candidate
which might take a minimum of six to one year on an average
according to industry surveys. Other advantages are
Contract and temp employees have an advantage over consultants
where they are hired to execute a specific task and can
plan implement and execute the task in a given time.
Temp/Contract employment provides a constant challenge and
flexibility to employees and is low risk for the hiring
companies.
Employers get the exact skill for a definite time period
to solve a particular problem
The downsize is creating motivation, compensation which
the permanent employees might disagree with. Also gaining
confidence and similar commitment in the short time-span
may prove to be difficult for some. The expenses in hiring
temp/lease workers may seem a little high but the long term
gains are much bigger.
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Here
are some ready reackoners on how to manage ‘thy self’
at the workplace |
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Build Self
Esteem |
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Being
tentative and hesitant about yourself reflects in the workplace
also. You will always be overlooked when important responsible
tasks are handed out and that chance to prove you skills
and initiative will always pass by.
Here are few ways to build up that self image: |
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Eliminate negative phrases--Do
not start a conversation with, "I know this may not
work out" or "this is not the right time etc etc",
this leaves the other person with a negative opening. Instead
say I can do it this way, and I will be able to do it.
Remove imaginary
self limiting boundaries--Nothing
ventured nothing gained. Do not go around thinking this
is not meant for me or I cannot do it. Low expectations
lead to lower gains. Take a breath and reconsider what is
it that you cannot master or learn the skills to do ? Take
your courage in your hands and take that lead.
Avoid Negative thinking--
If you perceive yourself as lazy, fat, ugly and undeserving
believe me the others will do you the favour of believing
you. Your own self image sticks, so project a positive attitude
and image.
learn to deal with
disappointments: It is not
the end of the world, it maybe a blessing in disguise or
a push towards new thinking. Typically a person goes through
three stages when faced with disappointment. Denial or distortion
of the problem, resentment towards the perceived wrong done
by someone and then depression and acceptance of yourself
as maybe I deserved it. Instead, face the problem head-on,
every cloud has a silver lining. Maybe it was time to move
on and the work atmosphere was not conducive. Experience
gained can lead to a better job and atmosphere.
Observance of people
with the right attitude:
Imitate people who are self assured and confident. Copy
their posture, gestures, eye contact, how they carry themselves.
Such people are not afraid of challenges and meet situations
head-on. They are confident of their skills and and ability
to perform. They do not seek acceptance and approval but
are performance oriented.
Be persistent:
I n other words 'press on' and don't give up. There is not
substitute for grit and determination
They mistake delegation for giving up responsibility and
authority.
Be your own best
friend: Think positive, build
your self esteem by visualising yourself in positive situations.
Positive imagery of your self and building a vision of a
confident you who constantly prods, performs and pushes
is what we are looking for.
TOP
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Art
of Listening
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There
is little doubt that poor listening habits have stymied
many managerial careers. According to several estimates,
about 45% of a manager’s typical day is spent listening.
Some managers believe they earn up to 60% of their salaries
by listening.
The following guidelines are useful in improving listening
awareness and efficiency:
Increase your listening
skills. Interrupting and
finishing a speaker’s sentences often damage communication.
Make sure the speaker has finished before you speak Your
actions should indicate your genuine interest. Constantly
evaluate your own understanding of the communication. The
most effective way to break the interrupting habit is to
apologize every time you interrupt. After a few apologies,
you’ll think twice before jumping in while a person
is speaking.
Make Time.
The speaker is apt to feel rushed if you indicate your listening
time is limited. Many people take time to format and crystalise
their ideas. You're never too busy to listen and do not
fiddle and attempt o do other tasks. It disturbs the ther
person and your concentration suffers too. Reassure and
take time to nod and how an interest and reaffirm or question.
Adapt your thought
speed. You can think three
to four times faster than a person can talk, which is a
major reason for poor concentration. The mind wanders off.
The best way is to constantly sum up what's being said and
to analyse.
Don’t overreact
to the delivery. Listen to
what is said instead of how it is said. The accent, speech
pattern does not matter, it is the content. Ask yourself:
“What is he or she saying that I need to know?”
Listen between the
lines. It is called reading
between the lines. Why is it being said, the motives, attitudes,
tones, expressions everything comes into it. Relying on
words alone is eating without savouring the taste.
Don’t become
distracted. Poor listeners
are distracted by sounds, objects and people, such as a
telephone ringing or a person passing in the hallway. Good
listeners position themselves to avoid distractions or concentrate
harder on what the speaker is saying.
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Learning
to Delegate. |
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A manager is there to plan, coordinate,
set targets, and generate ideas and to organise. By delegating
appropriate tasks to subordinates, a manager saves time
for the important tasks. Delegation also enriches the
job experience of the subordinates by providing challenge,
authority and variety. Effective delegation requires only
the sharing of turf. It doesn’t mean giving up a
thing. With the sharing of territory, subordinates will
approach tasks with much more interest and enthusiasm.
Some people are afraid to delegate because of:
Lack of confidence
in subordinates. What drives
them is “What happens if something goes wrong?”
Also being perfectionist and having high standards they
are afraid to pass on the job for fear of the task being
done unsatisfactorily. They miss the point entirely that
if they do not delegate and train the subordinates will
never get the opportunity to learn.
Lack of self-confidence.
Many managers feel insecure. They may feel overwhelmed
by their responsibilities and are scared that their performance
is being judged all the time.
Poor definition
of duties. A manager must
have a clear understanding of her responsibilities and
authority. She can delegate only those responsibilities
that have been assigned to her. If she’s unsure
of her own power, she can hardly be prepared to delegate
properly.
Fear of creating
a rival. Some managers
see competition everywhere. This brings down efficiency
and morale of the department and is harmful to the manner
in the long run.
An inflated self-image.
Which means that you are surrounded by yes men and never
have the true picture of what is going on.
Fear of appearing
lazy. Delegation might
be construed by both superiors and subordinates as the
manager trying to avoid work. This can be a sensitive
point. Such managers also feel that it’s a sign
of weakness to need help keeping up with workloads.
Reluctance to yield
territory. Possession of
a clearly defined territory represents power and security.
Insecure managers guard their space and will often fight
to protect it.
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Anger management |
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Having
a trigger temper just does not work in a workplace. Displaying
your anger and frustrations leave a bad impression. How
and when to display anger depends on the circumstance.
The following steps can help you manage and express your
anger constructively:
Delay your reaction.
If you feel angry, delay your reaction by counting to 10
(or 50 if necessary), then reassess the situation. Take
time to cool down and let off the steam.
Distracting yourself with other thoughts can help calm ruffled
feelings. It’s futile to try to convince someone of
the “rightness” of your position when tempers
are high.
Practice deep breathing.
Breathe evenly through the diaphragm, not the chest. This
helps pump fresh oxygen. As a result, you’ll be able
to analyze the problem and determine how to deal with it
more objectively.
*Remove yourself from the situation -- anywhere you can
be alone.
*Talk to a friend. Venting feelings with a trusted friend
or colleague can take the destructive edge off your anger
and lower your anxiety level.
Don’t be offended
by minor irritations or injustices.
It’s not worth getting upset over small annoyances
or irritating people. But don’t let the matter fester,
if you feel speaking up is necessary then take a stand.
Don’t take
things personally. Don’t
let it get to you if a colleague or boss pulls you up unfairly.
Instead, pretend he or she is calling you a terrorist or
another obviously untrue name.
Appreciate different
viewpoints. There are so
many ways to view an issue that fighting about who’s
right can be futile. Just because someone’s perspective
is different doesn’t necessarily mean it’s wrong.
Use the technique
of agreeing. If your boss
criticizes your work, respond by saying, “I suppose
you’re right. How might I do it better?” He
will be then forced to shift the focus from the wrong doing
to how to do it right.
Know how you react.
If you become angrier than necessary or blow up over insignificant
events, learn to recognize that fact and take control of
your emotions. |
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