Interviews and Resumes
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Interviews and Resumes
- 1. FORYOUTHDEVELOPMENT FORHEALTHY LIVING FORSOCIAL RESPONSIBILITY Job Interviews Effective Preparation The Targeted Résumé Fernán R. Cepero, PHR Chief Human Resources Officer YMCA OF GREATER ROCHESTER
- 2. 10 Critical Truths for Job Interview Success 1.1. Careers Can Be Made or Broken inCareers Can Be Made or Broken in the Interview Processthe Interview Process 22
- 3. 10 Critical Truths for Job Interview Success 2. Your “Career DNA” is the Secret to2. Your “Career DNA” is the Secret to Your ValueYour Value 33
- 4. 10 Critical Truths for Job Interview Success 3. There Is a Place for YouThere Is a Place for You 44
- 5. 10 Critical Truths for Job Interview Success 4. Employment Relationships AreEmployment Relationships Are SymbioticSymbiotic 55
- 6. 10 Critical Truths for Job Interview Success 5. You Don’t Have to Memorize. You Don’t Have to Memorize Answers to 101+ Interview QuestionsAnswers to 101+ Interview Questions 66
- 7. 10 Critical Truths for Job Interview Success 6. You Can Control Your SuccessYou Can Control Your Success 77
- 8. 10 Critical Truths for Job Interview Success 7. You Can Control Your PerformanceYou Can Control Your Performance 88
- 9. 10 Critical Truths for Job Interview Success 8. You Will Be Judged on ThreeYou Will Be Judged on Three DimensionsDimensions 99
- 10. 10 Critical Truths for Job Interview Success 9. Every Hiring Manager Wants OneEvery Hiring Manager Wants One Thing from YouThing from You 1010
- 11. 10 Critical Truths for Job Interview Success 10. You Can Give Them What TheyYou Can Give Them What They WantWant 1111
- 12. Hiring for Motivational Fit • Behavior Based InterviewsBehavior Based Interviews 1212
- 13. Demonstrating Your Value • Employment • Mechanics • Commitment • ROI 1313
- 14. Demonstrate Your Branding • Your Leadership Competencies – What’s In It For the company are Seeking to Work For? • Hiring Managers Use Leadership Competencies to Develop Interview Questions • Mine Job Descriptions and Job Postings for Competencies 1414
- 15. 15 What you need to do: Practice your 30-second commercial as often as possible. Let your friends give you feedback. Remember, employers want proof that you can do the job. Your personal marketing tools will help you to showcase your skills and experience to potential employers. Accomplishment-based Resume Once you’ve established a plan for your job search and a target list of employers, your next step is to put together a great accomplishment-based resume. Your resume is often the first thing a potential employer sees about you and you don’t want it to be the last. The one thing that sets your resume apart from your competitors in the job search process is your accomplishments. Your resume can be full of details about your previous jobs, but without accomplishments it will blend in with hundreds like it. What is an Accomplishment? Accomplishments – also called achievements - are different from abilities, duties or strengths. Abilities are what you can do, duties are what you have done and strengths are what you do well. Accomplishments show: Have I: The specific actions you have taken in a particular situation The skills and abilities you used to meet a challenge The results or outcomes your achieved The following example is a job responsibility, not an accomplishment: “Sorted mail for a large nonprofit organization.”
- 16. 16 To turn this into an accomplishment, show the results and benefits: “Sorted alphabetically 200 – 300 pieces of mail daily, serving over 100 employees of a nonprofit organization.” An accomplishment is when you do something successfully at work. If you did something or were part of something that had a positive impact at work, you accomplished something. Quantify your accomplishments whenever possible (use numbers!). Employers look for numbers to find results. Write down Your Accomplishments. Before you start writing your resume, draw up a list of accomplishments. You won’t use the same ones in every resume, so have some in reserve for different types of positions. Don’t forget that your volunteer work and education can also be counted as accomplishments, as long as they are related to the job you want. Review your completed “Job History Worksheet” on page 52 to jog your memory about your accomplishments and ask yourself these questions: Accomplished more with the same or fewer resources? (How? Results?) Received awards, special recognition, etc.? (What? Why?) Increased efficiency? (How? Results?) Accomplished something for the first time? (What? Results?) Prepared original papers, reports or articles? (What? Why Important?) Managed a work group or department? (Who? How many people? Results?) Managed a budget? (How big? Results?) Identified problems others didn’t see? (What? Results?)
- 17. 17 Developed a new system or procedure? (What? Results?) Been promoted or upgraded? (When? Why Important?) Summarize Your Accomplishments. Try the Challenge-Action Results (CAR) approach. For each accomplishment, write down your answers to the following questions: The Challenge: What was the pre-existing problem, need or situation? The Action: What did you do about it? Be specific. You can also include any obstacles you overcame and the skills you demonstrated. The Results: What results did you produce? Quantify the results (use numbers!). After answering the questions above, summarize your answers in an accomplishment statement to include in your resume. In the back of this guide are resume writing tips that will help you talk about the accomplishments and skills you have discovered during this exercise. See page 46 for more tips. The Cover Letter A cover letter typically goes in front of the resume to indicate the position you’re pursuing, where you heard about it and a bit of information about yourself. It is tailored to the job that you are applying for, so include the skills and experiences you have had that match the job description. Always include a cover letter, unless the job posting specifically says otherwise.
- 18. 18 Composing Your Cover Letter: In the first paragraph, tell the employer what job you are applying for and, if applicable, who referred you. In the middle section, briefly describe your skills, show how you’d use your experience in the new job and say why you’re applying. This is your chance to sell yourself! Describe a major achievement, use concrete details and cite examples. Repeat some of the keywords you see in the job posting in your cover letter (and in your resume, of course). In the last paragraph, thank the employer and provide your contact information. Thank You Note After your interview, sending a thank you note is always appropriate. A not or email should be sent within 24 to 48 hours to every individual with whom you interviewed. Be sure to ask for business cards in order to get proper contact information. If you’re unable to get everyone’s information, send a note to those you can and reference everyone with whom you met. Why send a thank you note? It shows the employer that you have good manners. It can also show your writing skills. It helps the employer remember you after the interview. It is an opportunity to restate your interest in the position and employer. You get another change to briefly review your qualifications. If you thought of something else that you may have forgotten in the interview, you can mention it in the thanks you note.
- 19. 19 Below is a sample thank you note. You may also want to check out page 49 to learn more about job interviews. Sample Thank You Note After Interview Dear Ms. Jones: Thank you for taking the time to meet with me on (DATE) about the retail customer service position. As we discussed, I have worked in this industry for over 10 years in various positions, from sales to floor manager. I will bring strong leadership skills to your company as well as good customer services skills. One of my strengths is working well with people, especially with customers. I am very interested in the position and in your company. Feel free to contact me at (202) 122-1234 should you have additional questions. I look forward to our next meeting. Thank you again for your time and consideration. Regards, Jane Doe Dear Ms. Jones: Thank you for taking the time to meet with me on (DATE) about the retail customer service position. As we discussed, I have worked in this industry for over 10 years in various positions, from sales to floor manager. I will bring strong leadership skills to your company as well as good customer services skills. One of my strengths is working well with people, especially with customers. I am very interested in the position and in your company. Feel free to contact me at (202) 122-1234 should you have additional questions. I look forward to our next meeting. Thank you again for your time and consideration. Regards, Jane Doe
- 20. Ten Ways to Improve Your Resume • Match Your Resume to the Job • Use Bulleted Style for Easy Reading • Discover Art of Lost Articles • Sell, Don’t Tell • Show Off Your Assets • Make Sure Your Words Play Well Together • Reach Out With Strength • Get Rid of the Weak Objective • Make the Connection • Edit the Unnecessary 2020
- 21. QUESTIONS 21
- 22. THANK YOU!!! 22
Editor's Notes
- (Rebecca) Welcome to the second in a series of webcasts for the performance management resources. (Slide 1) This webinar is designed to support supervisors in YMCAs in facilitating performance appraisal reviews. My name is Rebecca Walker; I am a HR partner with the YMCA of the USA as well as Vice President of People Services for the YMCA of Middle Tennessee. On the presentation with me today is Fernan Cepero, Vice President of Human Resources for the YMCA of Greater Rochester in New York - he’s an HR Partner as well. The webcast today is an overall presentation on how to conduct performance appraisals utilizing the performance appraisal templates available to you on Exchange. -- There is a different webcast that is targeted for CEOs, HR Leaders and other decision makers supervisors that goes over implementing an effective performance management system utilizing the of performance management resources available to you on Exchange. -– Before we start, it is recommended that you have copies of the Performance Guidelines For Supervisor and Team Leader appraisal form (available on Exchange) as we go through today’s webcast. These guidelines have been prepared to help YMCA executives and supervisors effectively conduct employee performance appraisals. The following instructions will support supervisors in effectively managing performance of employees in order to advance the mission and cause of the Y.
- (Fernan) (SLIDE 3) LET’S TALK A LITTLE BIT ABOUT THE VALUE OF PERFORMANCE APPRAISALS An effective performance appraisal process helps ensure that everyone at the Y is working toward our common cause of strengthening community. It fosters a culture of excellence by connecting individual goals and performance to organizational results. This recommended performance management process includes a planning component to record performance standards for core job functions and to set goals for the appraisal period. Through the process, staff members develop their understanding of the leadership competencies, which are critical to current and future success in the Y, and they can work systematically toward strengthening those competencies.
- (Fernan) (SLIDE 3) LET’S TALK A LITTLE BIT ABOUT THE VALUE OF PERFORMANCE APPRAISALS An effective performance appraisal process helps ensure that everyone at the Y is working toward our common cause of strengthening community. It fosters a culture of excellence by connecting individual goals and performance to organizational results. This recommended performance management process includes a planning component to record performance standards for core job functions and to set goals for the appraisal period. Through the process, staff members develop their understanding of the leadership competencies, which are critical to current and future success in the Y, and they can work systematically toward strengthening those competencies.
- (Fernan) (SLIDE 3) LET’S TALK A LITTLE BIT ABOUT THE VALUE OF PERFORMANCE APPRAISALS An effective performance appraisal process helps ensure that everyone at the Y is working toward our common cause of strengthening community. It fosters a culture of excellence by connecting individual goals and performance to organizational results. This recommended performance management process includes a planning component to record performance standards for core job functions and to set goals for the appraisal period. Through the process, staff members develop their understanding of the leadership competencies, which are critical to current and future success in the Y, and they can work systematically toward strengthening those competencies.
- (Fernan) (SLIDE 3) LET’S TALK A LITTLE BIT ABOUT THE VALUE OF PERFORMANCE APPRAISALS An effective performance appraisal process helps ensure that everyone at the Y is working toward our common cause of strengthening community. It fosters a culture of excellence by connecting individual goals and performance to organizational results. This recommended performance management process includes a planning component to record performance standards for core job functions and to set goals for the appraisal period. Through the process, staff members develop their understanding of the leadership competencies, which are critical to current and future success in the Y, and they can work systematically toward strengthening those competencies.
- (Fernan) (SLIDE 3) LET’S TALK A LITTLE BIT ABOUT THE VALUE OF PERFORMANCE APPRAISALS An effective performance appraisal process helps ensure that everyone at the Y is working toward our common cause of strengthening community. It fosters a culture of excellence by connecting individual goals and performance to organizational results. This recommended performance management process includes a planning component to record performance standards for core job functions and to set goals for the appraisal period. Through the process, staff members develop their understanding of the leadership competencies, which are critical to current and future success in the Y, and they can work systematically toward strengthening those competencies.
- (Fernan) (SLIDE 3) LET’S TALK A LITTLE BIT ABOUT THE VALUE OF PERFORMANCE APPRAISALS An effective performance appraisal process helps ensure that everyone at the Y is working toward our common cause of strengthening community. It fosters a culture of excellence by connecting individual goals and performance to organizational results. This recommended performance management process includes a planning component to record performance standards for core job functions and to set goals for the appraisal period. Through the process, staff members develop their understanding of the leadership competencies, which are critical to current and future success in the Y, and they can work systematically toward strengthening those competencies.
- (Fernan) (SLIDE 3) LET’S TALK A LITTLE BIT ABOUT THE VALUE OF PERFORMANCE APPRAISALS An effective performance appraisal process helps ensure that everyone at the Y is working toward our common cause of strengthening community. It fosters a culture of excellence by connecting individual goals and performance to organizational results. This recommended performance management process includes a planning component to record performance standards for core job functions and to set goals for the appraisal period. Through the process, staff members develop their understanding of the leadership competencies, which are critical to current and future success in the Y, and they can work systematically toward strengthening those competencies.
- (Fernan) (SLIDE 3) LET’S TALK A LITTLE BIT ABOUT THE VALUE OF PERFORMANCE APPRAISALS An effective performance appraisal process helps ensure that everyone at the Y is working toward our common cause of strengthening community. It fosters a culture of excellence by connecting individual goals and performance to organizational results. This recommended performance management process includes a planning component to record performance standards for core job functions and to set goals for the appraisal period. Through the process, staff members develop their understanding of the leadership competencies, which are critical to current and future success in the Y, and they can work systematically toward strengthening those competencies.
- (Fernan) (SLIDE 3) LET’S TALK A LITTLE BIT ABOUT THE VALUE OF PERFORMANCE APPRAISALS An effective performance appraisal process helps ensure that everyone at the Y is working toward our common cause of strengthening community. It fosters a culture of excellence by connecting individual goals and performance to organizational results. This recommended performance management process includes a planning component to record performance standards for core job functions and to set goals for the appraisal period. Through the process, staff members develop their understanding of the leadership competencies, which are critical to current and future success in the Y, and they can work systematically toward strengthening those competencies.
- (Fernan) (SLIDE 3) LET’S TALK A LITTLE BIT ABOUT THE VALUE OF PERFORMANCE APPRAISALS An effective performance appraisal process helps ensure that everyone at the Y is working toward our common cause of strengthening community. It fosters a culture of excellence by connecting individual goals and performance to organizational results. This recommended performance management process includes a planning component to record performance standards for core job functions and to set goals for the appraisal period. Through the process, staff members develop their understanding of the leadership competencies, which are critical to current and future success in the Y, and they can work systematically toward strengthening those competencies.
- (SLIDES 4 & 5) PERFORMANCE APPRAISAL OBJECTIVES Let’s review the purpose of performance appraisal in the Y. They are as follows: Provide a tool to implement short- and long-range strategic and operational plans. Provide performance feedback to the employee on how well job expectations and requirements are being met and how well leadership competencies are being demonstrated. Ensure a clear mutual understanding of job duties, objectives and expected accomplishments for the coming year. Provide a source of positive motivation for the employee. Facilitate communication between the employee and supervisor. Provide unbiased performance information and documentation to support better decisions in salary adjustments and personnel actions. Provide a basis for determining training and development needs of the employee and for establishing a professional development plan for the employee.
- (SLIDES 4 & 5) PERFORMANCE APPRAISAL OBJECTIVES Let’s review the purpose of performance appraisal in the Y. They are as follows: Provide a tool to implement short- and long-range strategic and operational plans. Provide performance feedback to the employee on how well job expectations and requirements are being met and how well leadership competencies are being demonstrated. Ensure a clear mutual understanding of job duties, objectives and expected accomplishments for the coming year. Provide a source of positive motivation for the employee. Facilitate communication between the employee and supervisor. Provide unbiased performance information and documentation to support better decisions in salary adjustments and personnel actions. Provide a basis for determining training and development needs of the employee and for establishing a professional development plan for the employee.
- (SLIDES 4 & 5) PERFORMANCE APPRAISAL OBJECTIVES Let’s review the purpose of performance appraisal in the Y. They are as follows: Provide a tool to implement short- and long-range strategic and operational plans. Provide performance feedback to the employee on how well job expectations and requirements are being met and how well leadership competencies are being demonstrated. Ensure a clear mutual understanding of job duties, objectives and expected accomplishments for the coming year. Provide a source of positive motivation for the employee. Facilitate communication between the employee and supervisor. Provide unbiased performance information and documentation to support better decisions in salary adjustments and personnel actions. Provide a basis for determining training and development needs of the employee and for establishing a professional development plan for the employee.
- (SLIDES 4 & 5) PERFORMANCE APPRAISAL OBJECTIVES Let’s review the purpose of performance appraisal in the Y. They are as follows: Provide a tool to implement short- and long-range strategic and operational plans. Provide performance feedback to the employee on how well job expectations and requirements are being met and how well leadership competencies are being demonstrated. Ensure a clear mutual understanding of job duties, objectives and expected accomplishments for the coming year. Provide a source of positive motivation for the employee. Facilitate communication between the employee and supervisor. Provide unbiased performance information and documentation to support better decisions in salary adjustments and personnel actions. Provide a basis for determining training and development needs of the employee and for establishing a professional development plan for the employee.