Topics<br />Career Planning<br />Resume Writing<br />Before the Interviews<br />Facing the Interview<br />At Your Work Place<br />Recruitment and work life<br />
Career Planning<br />Fashion Designer<br />What do you want be?<br />Civil Servant<br />Economist<br />Engineer<br />
Why does one go for a career that’s not a good match?<br />Opportunity Perception<br />Parental influence<br />Peer pressure<br />Lack of knowledge or information<br />Lack of resources<br />Ignorance<br />Fairy Tales<br />
Effective Career Management<br />Which should be a:<br />Systematic approach<br />Objective <br />Individualized<br />
Career Management<br />Career Awareness<br />Take ACTION<br />Know yourself<br />
Know Yourself…<br />Identification of <br />Interests<br />Preferences <br />Talent<br />Skills<br />Strengths<br />Areas to improve upon<br />Personal Characteristics<br />Weaknesses<br />
Pointers for Exploring Careers…<br />Know more about the career of your choice<br />Nature of work<br />Work roles<br />Emerging trends<br />Career path / Study route<br />Prospects<br />Related careers/ back-up options<br />How?<br />Reading<br />Surfing<br />Career Talks<br />Seminars<br />Self Awareness Workshops<br />Career Exhibition<br />Career Guidance<br />
Taking Action…<br />Which career is most suited<br />Best route to reach there<br />Develop important skills needed<br />Develop the right attitude for Success<br />
Resume Writing Tips<br /><ul><li>Make your resume stand out!</li></ul>My Resume!<br />
What is a Resume<br />Webster’s defines resume as :<br />“A SUMMARY”<br />“A SET OF ACCOMPLISHMENTS”<br />Your “ticket” to an interview<br />A resource for filling out applications<br />Evidence of what you have done<br />A conversation starter<br />Different for the college grad vs. someone with years of experience<br />
12<br />Purpose and Impact<br />Marketing Tool<br />Designed to create a favorable first impression<br />May get you an interview, won’t get you the job!<br />Personal Account of Your:<br />Education and Training<br />Experience<br />Skills and Abilities<br />
13<br />Purpose and Impact<br />Provides an accurate, concise, and original presentation of who you are<br />Resource for employer at interview<br />Remember: Employers spend 4 - 5 minutes at most reviewing a Resume. Make each word count!<br />
14<br />General Guidelines<br />Length<br />Generally one or two page (especially recent grads)<br />Two/Three pages with extensive related experience<br />Layout<br />Direct reader’s eye using headings and layout<br />Choose standard font in 12 point size<br />
15<br />General Guidelines<br />Layout continued<br />Leave ‘white space’ for uncluttered look<br />One inch margins on all sides is standard <br />Be consistent with:<br />indentations<br />capitalizations<br />font<br />Spacing<br />
General Guidelines<br />Content<br />Proofread! Don’t rely on Spell-check tool<br />grammar<br />spelling<br />typographical errors<br />punctuation<br />Stress accomplishments and results <br />Tailor contents to each position (e.g. rewrite Objective/revise Skills section)<br />Omit information which could be used in a discriminatory way (e.g., religious affiliations, age, etc.)<br />16<br />
Ten Resume DO’S<br />Make sure it looks professional<br />Use standard sized paper with Black & white printing<br />Print on only one side<br />Try to keep it short and sweet<br />Format well and have white space<br />Use bullets and powerful verbs<br />Keep it positive<br />Be honest, but don’t undersell yourself<br />Use the vocabulary (keywords) of your field<br />Keep your contact information current<br />
Ten Resume DONT’s..more then 10..<br />Exaggerate<br />Have misspelled words or names<br />Include too personal details..who cares?<br />Have different type of edit modes.<br />Make it too crowded with no white space<br />Send it without a cover letter or with wrong address of another employer<br />Have unexplained abbreviations<br />Use personal pronouns<br />
Ten Resume DONT’s..more then 10..cont..<br />Use fonts smaller than 10 pt.<br />Use a template-they’re tougher to alter<br />Your email says as sexymama@..<br />résumé lists an objective totally unrelated to the position<br />job requires a particular type of experience and you have none, and you didn't acknowledge that or try to overcome it in your cover letter<br />
20<br />Resume Key Components<br />TITLE BLOCK/HEADING<br />Your name<br />Address<br />Contact numbers, most common way of contacting<br />email address - ONLY IF YOU CHECK DAILY!<br />
21<br />Resume Key Components<br />OBJECTIVE<br />Gives resume focus, credibility and direction<br />Be concise and logical - develop different resumes for different types of jobs<br />Avoid cliches such as “like working with people”<br />Emphasize short term aspirations<br />
Resume Key Components<br />EDUCATION<br />List highest degree first, followed by other degrees received<br />Degree level<br />Major(s), minor(s) and emphasis if applicable<br />22<br />
23<br />Resume Key Components<br />EDUCATION continued<br />Date to be conferred<br />GPA if 3.0 or higher (in engineering, list if 2.5 or higher)<br />Other colleges/universities attended, including Education Abroad<br />DO NOT include Sunday School, Ordinary level details, School societies etc unless it add any value to your job that you apply. It just waste of filling pages of your resume.<br />
24<br />Resume Key Components<br />EXPERIENCE<br />Summarize significant full and part time positions<br />Include relevant volunteer work or internships<br />Highlight responsibilities, skills developed, and accomplishments<br />List job title, employer and dates of employment, followed by description<br />
25<br />Resume Key Components<br />EXPERIENCE continued<br />Present information in reverse chronological order<br />OR<br />Create special sections (e.g. Related Experience, Research Experience, Marketing Experience)<br />Use action verbs and sentence phrases, NOT complete sentences<br />
26<br />Resume Key Components<br />EXPERIENCE continued<br />May include significant academic assignments and relevant extra-curricular activities<br />List accomplishments and contributions you have made<br />Quantify accomplishments, if possible<br />
27<br />Resume Review Check List<br />Does your resume look appealing?<br />Is it clearly labeled, using appropriate headings?<br />Does it highlight your skills and abilities?<br />Have you had it critiqued by others?<br />Have you triple checked for accuracy?<br />
28<br />The Cover Letter<br />Use standard business format<br />Emphasize how your skills, education, experience can benefit the employer<br />Close by indicating your interest in the position and follow-up plans<br />Don’t forget to sign the letter!<br />
The Cover Letter<br />Paragraph one<br />What position are you applying for and how did you find out about the position?<br />Paragraph two<br />Why do you want to work for this particular employer, and why should employer hire you?<br />Paragraph three<br />What’s your next step going to be? Indicate how you will follow through or express desire for an interview.<br />29<br />
Essential attributes for a career in IT<br />Being a quick problem solver<br />Having good concentrating power<br />Being quick and independent in taking decisions<br />Being logical and to have an analytical approach<br />To have patience and perseverance <br />To be adaptable<br />Effective communicater<br />
Exercise:Show the example CVs that has different issues and identify those.<br />
Before the Interview<br />Be sure about the Venue, Time, whom to meet<br />Study about the Company <br />Prepare answers for possible questions with examples if applicable<br />Get a hardcopy of your latest resume<br />Dress appropriately <br />More than anything PREPARE!!!<br />
Facing the Interview<br />Handshake sets the tone for the rest of the interview<br />Smile! It's hard to smile when you're on the hot seat<br />Use examples and experiences when answering. This matters a lot.<br />Take the time to learn about the company<br />Answer confidently<br />
Facing the Interview…Cont<br />Focus on what you can do for the Company rather what you get from the Company<br />Be Honest<br />Be Positive<br />Ask about your roles & responsibilities and don’t jump to salary<br />Keep an eye contact with everybody<br />Ask if you don’t understand<br />
Finding for Jobs<br />Not so easy with recession.<br />Companies have a excess manpower to select than before<br />Resume covering all the technologies??<br />Networking<br />Maintaining good rapport in Linked In, Amazon..etc.<br />Facebooks tells most about you to the world. Beware.<br />“More than anything keep your spirits high.”<br />
Get rid of Negative thoughts<br />It's All in How You View the World<br />Can You Do It? Yes, You Can!<br />But be Honest<br />Attitude<br />Assertiveness<br />
Training and Development</li></li></ul><li>Job description<br />The job description defines the overall purpose of the job and the main tasks to be carried out within the role. <br />Existing job description and terms and conditions of employment should be checked and confirmed to ensure they are up to date. Where a job description does not exist one can be created following job analysis.<br />A robust job description is essential to successful recruitment and selection since it is the foundation upon which other processes are based. <br />
Job description (cont…)<br />The main points to be covered in the job description include the following:<br />The location of the job within the organization structure (division, department and section).<br />Title of the job, and the job code if available<br />Job title of the person to whom the jobholder is responsible<br />Job title of the person responsible to the jobholder, and the number of staff directly supervised<br /> Brief description of the overall purpose of the role <br />Details of any technical procedures, tools machinery or equipment used by the jobholder<br />Any special requirement to liaise or deal with contacts of high significant inside and the outside of the organization<br />Physical location of the job and the amount of travelling required. Special circumstance attached to the job, such as shift, night work on-call, degree of overtime commitment, weekend working, physically demanding activities, etc……<br />Responsible for budgets<br />
Person specifications<br />The person specification defines the personal characteristics, qualifications, and the experience required by the jobholder in order to do the job well. <br />Any other special demands or requirements such as physical aspects and unusual working hours should be included. <br />The information relating to qualifications and experience demanded by the job can only be derived following through job analysis that identifies the knowledge, skills and other behaviors required. The list of personal characteristics needs to be as precise as possible so that the assessment process can identify what candidate knows and can do. <br />A danger in overstating the qualifications and experience demanded by the job is that it could lead to appointing a new employee who quickly becomes dissatisfied with lack of challenge and subsequently leaves. <br />When the job requirements have been agreed with the line manager, they should be analyzed using a suitable structure. <br />
Recruitment<br />The term “recruitment” is often used conjunction with “selection” however the terms refer to two separate processes. <br />Recruitment is a set of activities designed to attract a qualified pool of applicants of an organization. <br />The process of selection, involves choosing from pool of applicants the person or persons who offer greatest performance potential. <br /> Typically, there are three steps in the recruitment process:<br />Advertisement of a job vacancy<br />Preliminary contact with potential job candidates<br />Initial screening to create a pool of suitable applicants<br />
Recruitment (cont…..)<br />The issue of for an organization is to decide how best to fill the gap created by a vacancy. The internal process begins with the existence of a vacancy. To find a replacement, there needs to be some kind of description of the job and of the personal attributes required or desired in the ideal candidate, possibly in the form a person specification. The external process begins with accessing the channel s by which applicants might be found.<br />Recruitment does not always automatically imply advertising, but if it does it must be effective. External advertising is expensive and may account for up to half the year’s salary for some jobs. Too loose or glamorous an advertisement may result in an unnecessarily large response that becomes time-consuming to deal with.<br />
Recruitment (cont…)<br />Some of the key factors include.<br />National and local reputation of the organization <br />Total rewards package offered<br />Working conditions<br />Intrinsic interest of the job<br />Security of employment<br />Opportunities for training and development<br />Career prospects<br />
Recruitment<br /> Except in special circumstances, the final advertising copy should be written to complement the assumed aspirations of the target population and include, in suitably abbreviated form.<br />The job description<br />Person specification<br />Organization’s key selling points such as compensation<br />Instruction of applicants<br />deadline<br />
Selection techniques in overview<br /><ul><li>Steps in a typical selection process include
Fair – select employees in a non-discriminatory way, particularly in terms of race and gender. This may be to fulfill legal requirements and the ethical frameworks under which the organization operates
Cost-effective – the costs of devising and operating the selection methods must be justified in terms of the benefits of selecting good applicants for the particular jobs in question.</li></li></ul><li>Performance<br /><ul><li>It most commonly refers to whether a person performs their jobwell. Despite the confusion over how it should be exactly defined, performance is an extremely important criterion that relates to organizational outcomes and success
Performance is something done by the employee. This concept differentiates performance from outcomes. Outcomes are the result of an individual’s performance, but they are also the result of other influences. In other words, there are more factors that determine outcomes than just an employee’s behaviors and actions.
Effectiveness: relates to getting the right things done i.e. setting right targets to achieve an overall goal (the effect)
Efficiency: doing things in the most economical way (good input to output ratio)</li></li></ul><li>Performance appraisal<br /><ul><li>This is also known as employee appraisal, is a method by which the job performance of an employee is evaluated (generally in terms of quality, quantity, cost and time). Performance appraisal is a part of careerdevelopment.
Performance appraisals are regular reviews of employee performance within organizations
Generally, the aims of a performance appraisal are to:
Document criteria used to allocate organizational rewards.
Form a basis for personnel decisions: salary increases, promotions, disciplinary actions, etc.
Provide the opportunity for organizational diagnosis and development.
Facilitate communication between employee and administration
Validate selection techniques and human resource policies to meet federal Equal Employment Opportunity requirements.
A common approach to assessing performance is to use a numerical or scalar rating system whereby managers are asked to score an individual against a number of objectives/attributes. In some companies, employees receive assessments from their manager, peers, subordinates and customers while also performing a self assessment. </li></li></ul><li>Training<br /><ul><li>Training can be seen as a formal, often short term process where the organization attempts to increase an individual’s ability to better perform a particular set of tasks. It can take place off or on the job, be combination of both. </li></ul> <br /><ul><li>On-the-job training takes place in a normal working situation, using the actual tools, equipment, documents or materials that trainees will use when fully trained. On-the-job training has a general reputation as most effective for vocational work.
Off-the-job training takes place away from normal work situations — implying that the employee does not count as a directly productive worker while such training takes place. Off-the-job training has the advantage that it allows people to get away from work and concentrate more thoroughly on the training itself. </li></li></ul><li>Top Career search in nutshell<br /><ul><li>Know yourself - Take the time to identify your skills, values, interests, and personality. Determine your needs, wants, and passions.
Research and explore potential areas of interest. - Set up informational meetings with people in jobs or industries that you would like to explore, and learn as much as you can about these fields.
Hit the books - Find valuable advice in books and online guides about career development.
Be prepared to sell yourself - Write effective résumés and cover letters, and practice interview skills.
Network -Networking is the best job search strategy. You never know where your next internship or job opportunity could come from.
Use available campus resources. - Don’t forget that the Career and Academic Resource Center and the Office of Career Services are here to help you.</li></li></ul><li>Thank You !<br />