Resume Sample and Tips for Older Job Seekers

Resume Sample and Tips for Older Job SeekersResume Sample and Tips for Older Job SeekersAge isnt always an advantage when youre job searching, especially in a competitive job market. Hiring managers can view older workers as more expensive to hire, as having outdated experience or too much experience, or as not being current with todays technology and workplaces - even though it is illegal to discriminate based on age. Even though One way to overcome the perception that your age is an issue is toage proofand carefully edit your resume. Your resume isntyourCV,so it doesnt need to include everything youve ever done. Limiting what you include on your resume, from a chronological perspective, can help job seekers avoid the stigma of being considered too old by a prospective employer. Also, showing that youre up to speed with the latest technology and skills needed for your profession, will help maximize your chances of getting selected for an interview. The following resume writing tips for older job seekers will help market your candidacy and showcase your skills to employerswithouthighlightingyourage. Resume Tips for Older Job Seekers Limit Your Related Experience.Limit the related experience (related to the job you are applying for) you include on your resume to 10 to 15 years, leaving older jobs off your resume entirely. Alternatively, you can include the older jobs in another section of your resume, but dont list the dates when you worked. Drop Your Other Experience.You want to keep your resume experience relevant for the job youre hoping to land, and unrelated experience is probably just not necessary. Leave all that experience off your resume or list it without dates in acategorylabeled Other Experience or More Experience. Dont Include Dates.Dont include high school and college graduation dates or dates for any other courses you took, or professional development classes that were in the past. If you have a college degree, dont list your high school gradu ation date on your resume. Be Careful About Years.Dont list the length of experience you have in yourresume objective,if you use one. For example, its not advantageous to say you have 20 or 30 years of experience in anything. Itll flag you as older, and your resume may just get tossed out. Target Your Resume.Take the time to write atargeted resumethats customized so that it specifically highlights the experience you have thats relevant to the specific job opening youre applying for. The same targeted resume wont work for every job, and youll need a different one for each job opening. Consider a Functional or Combination Resume.If youre currently using achronological resume, which lists your experience in date order, it may be time to switch to a different format that doesnt focus on the years. Consider using afunctional resume, which focuses on your skills and experience and lists your accomplishments at the top of your resume. Alternatively, you could use acombination resume, which features both skills and your work history, just dont go backmorethan 10or15 years. Highlight Your Skills.All your years of experience probably meansyouve built up an impressive skill set. Shine a light on the skills that are most valuable and that show youre comfortable with contemporary technology. Promote the fact that youre up-to-date with current technology by including the latest programs and apps you know how to use and leaving off out-of-date technology. Show Youre Connected.Include alink to your LinkedIn profile on your resume. It will show hiring managers youre engaged in current means of communicating and networking. Depending on your usage, you may want to list your social media handles as well, such as Twitter, Facebook, and Instagram but only if theyre up to professional scrutiny. Polish Your Resume.Presentation matters. Make sure your resume is polished and well presented. You dont want your resume to look old-fashioned. Hire a resume writer or browse the various re sume sites to find the latest templates that will give your resume a freshlook. Be Prepared to Email Your Resume.Keep in mind that most resumes are emailed or uploaded to a company website or job site to apply for jobs. Email a copy of your resume to yourself to be suretheformatting doesnt get gelbkreuzgas during transmission (sending your resume as a PDF is probably best). Review theseemail etiquetteguidelines to be sure youre following the right protocol for emailing your resume. Review an Example Resume Example (Text Version) Edward Elder123 Old Growth RoadMt. Vernon, WA 98273(123) 456-7890eelderemail.comwww.linked.com/in/edwardelderSALES PROFESSIONALProducing consistent YOY growth through strategic goal-setting and schlussverkauf floor management.Charismatic and focused in onboarding, developing, and coaching highly productive retail sales teams. Skillfully train sales associates in winning customer engagement, merchandising, and inventory control methods.Analytical and cost -conscious in establishing pricing strategies, preventing shrink, and championing effective customer retention programs. Lead by example to ensure provision of best-in-class customer service.PROFESSIONAL EXPERIENCEHOMEWORKS CENTRAL, Mt. Vernon, Washingtonausverkauf Manager(February 2008 Present)Meticulously perform scope of retail management responsibilities including team building, merchandising, inventory control, scheduling, and sales training and development for established home improvement store.Notable accomplishmentsRedesigned store plan-o-grams that improved cross-salesby 72%and time-in-storeby 81%.Implemented staff recognition and incentive programs that heightened employee retentionto 95%.Introduced first-ever succession planning process that ensured seamless transition of sales associates to positions of increased authority as older personnel retired, preventing the need to hire from outside.CARS R US, Ferndale, WashingtonSales Manager(November 2004 January 2008)Trained and mentored 35 Sales Executives in customer service and sales negotiation / closing skills. Forecasted monthly sales expenses, conveyed sales goals, and designed incentive programs.Notable accomplishmentsPioneered dealerships launch of online sales arm, increasing lead percentage by 63%.Increased overall market share by more than 15% YOY throughout tenure.Promoted to management from original role as Sales Representative (June 2002 November 2004). Additional experience includes roles as a Sales Executive for Retro Auto (Yakima, Washington) and as a Sales Representative for Home Hardware Sales (Yakima, Washington). EDUCATION CREDENTIALSEASTERN WASHINGTON UNIVERSITY, Cheney, WashingtonBachelor of Arts in Business Administration (Emphasis Marketing)Information Technology Skills Microsoft Office Suite POS systems SalesForce Expand

What Do Required, Preferred, and Desired Skills Mean

What Do Required, Preferred, and Desired Skills MeanWhat Do Required, Preferred, and Desired Skills Mean?What Do Required, Preferred, and Desired Skills MeanWhen you read most job postings, you probably notice that employers place different weights on the skills they want in a candidate, based on how critical those skills are in getting the job done effectively.For instance, you might see ansicht three phrases in a typical postingRequired skills, which means Youd better have this, or dont bother applying.Preferred skills, which means Wed really like it if you know how to do this because its important.Desired skills, which means It would be cool if you knew how to do this.In most cases, especially in todays tight job market, youll probably need all or almost all of the required skills, plus at least half of the preferred skills in reservierung to land an interview. Then, if you have one or more of the desired skills, your chances are even better.So, if you have something from all thre e groups on your resume, are you a cinch to get the interview?In a fair world, yes. But life isnt fair, and many times the job search isnt, either. For example, you may be more qualified than another candidate, but if he knows someone inside the company who can vouch for him - and you dont - you may not get the interview. (Never underestimate the power of networking)But lets assume were dealing with a level playing field. Nobody knows anyone inside the company, leaving you to make your best initial pitch with just your resume and cover letter. To grab the hiring managers attention, your resumes Summary of Qualifications and your cover letter must emphasize as many of the required, preferred, and desired skills as possible.So, when you find a job posting that grabs your interest, examine it, highlight the skills in the job posting that match your skill set, then use this table to help you decide if its worth the effort to apply.Ideally, you needIf you dont have them, should you still apply?Required SkillsAll, or at least most,of theseNo.Dont apply if you lack the required skills. Focus on jobs youre more qualified for.Preferred SkillsAt least half of theseYes. As long as you have the required skills, its worth a try.Desired SkillsNone of these, but having at least one cant hurt.Yes.These are not a big deal, but its a bonus if you have them.Use this table only as a guideline. You may like a job posting or the employer well enough that youll still want to apply, and in that case, you should. Even if you dont have enough of the skills theyre looking for, enthusiasm and a strong desire to learn can sometimes make up for that. You can also try to find someone in the company who can put in a good word for you.But if you have what theyre looking for and you can get someone to advocate for you, then you can improve your chances at being called for an interview.

How to Deal With Difficult Employees

How to Deal With Difficult Employees How to Deal With Difficult Employees Managing would be easy if it werent for the people! Of course, people are our greatest assets and we need to learn to leverage their talents and navigate a few of the challenges they occasionally present. In workshops and training programs, at least three of the top issues managers regularly describe as difficult to deal with, include  how to give effective constructive and positive feedback,  how to motivate employees, and how to deal with difficult staff. Here are some ideas for the third challenge identified above, dealing with difficult employees. Do Your Homework Step back and ask yourself, “What’s going on that’s caused me to label this employee as  difficult?” It’s most likely poor performance (i.e., sales are down) or some kind of behavioral issue (falling asleep in a meeting). Gather all the data you can â€" get input from other sources if you can. It’s like detective work â€" you’re gathering evidence to be able to convince yourself first, then the employee. Then, write an outline of what you want to say and how you want to say it. If it’s serious enough, you’ll want to involve your Human Resources staff. HR deals with people issues on a regular basis and can advise and assist you. Schedule a meeting â€" allow an hour â€" in a private location (closed door office or conference room). Finally, step back and check your motivation. The objective of this discussion should be to truly  help  the employee â€" not to punish them, or let off steam just to get it off your chest. Having the right frame of mind going into the discussion will set the tone and make all the difference. Explain the Difficulty and Whether It's Performance Issue or Behavior Related In a calm and conversational manner, explain to the employee what the performance issue or behavior is and why it concerns you. There are a couple models for doing this: SBR (Situation, Behavior, and Result):  â€œIn our meeting this week, you fell asleep. I had to wake you up and embarrass you in front of your peers.”BFE (Behavior, Feeling, and Effect):  â€œWhen you fell asleep in our meeting, I felt like you were not interested in what I had to say. That sets a poor example for the rest of the team.” However you do it, you’re basically helping the employee understand what exactly you are concerned about and why it concerns you. Of course, if you have already communicated your performance expectations, the discussion should not be a surprise to the employee. Ask for Reasons and Listen This is where you give the employee a chance to give their side of things. Ask question open-ended questions â€" but don’t interrogate. The key here is to really listen - for facts and feelings. There may be some legitimate reason for the problem; there usually is, at least from the employee’s perspective. Understanding the real underlying causes will help you and the employee do the next step. Solve the Problem That is the whole point of the discussion, right? Eliminate the causes and make the problem go away. It’s also a coaching opportunity for the employee to learn and develop. This should be a collaborative discussion. In fact, it’s best to ask for the employee’s ideas on solving the problem first. People support what they create. The employee’s idea may not be as good as yours, but they’ll be more likely to own it and have success implementing it. If you’re not confident the employee’s idea is going to work, you can always add your own as an additional idea. Ask for Commitment and Set a Follow-Up Date Summarize the action plan, and ask for the employee’s commitment. Then make sure to set and agree on a follow-up date to check in on progress. That way, if the initial ideas are not working, you can come up with additional ideas. You also let the employee know you’re not going to let it slide. Express Your Confidence and List Possible Consequences If this is just the first discussion and not a serious infraction, then there’s no need to mention consequences. if not, then you’ll need to make sure you clearly describe what will happen if there is insufficient improvement in performance or if the behavior does not improve. Either way, end it on a positive note - by expressing your confidence that the solutions you’ve both come up with will work. I realize this is hard to do if you don’t sincerely mean it; if that’s the case, then don’t say it. After the meeting, document the discussion, and keep it in your employee file. Then, make sure there’s follow-up. The Bottom Line A lot of good employees mess up now and then. At some point in our careers, we all do. If you follow this process, you’ll get most of them back on track before it gets out of hand.