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An employee in the US is entitled to workers’ compensation, apart from a few exclusions. The law dictates that employers need to have workers’ compensation insurance. We cover these duties and rights under the law and how this form of insurance works. Employer’s Duties Employers will refer workers’ compensation claims to their insurers. An accident […]
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Interview questions are not as straightforward as they seem, and answering just one question incorrectly may put you out of the running for a job.
The takeaway? Be ready to read between the lines.
Here are seven of the most common interview questions, what the hiring manager is really asking, and how you should respond:
What the hiring manager is really asking…
“How does your education, work history, and professional aspirations relate to this position?”
How to respond: Select key work and education information that shows the hiring manager why you are a perfect fit for the job and for the company.
For example, a recent grad might say something like, “I went to X University where I majored in Y and completed an internship at Z Company. During my internship, I did this and that (name achievements that match the job description), which really solidified my passion for this line of work.”
What the hiring manager is really asking…
“Does this position fit into your long-term career goals? Do you even have long-term career goals?”
How to respond: Do NOT say you don’t know (even if you don’t) and do not focus on your personal life (it’s nice that you want to get married, but it’s not relevant). Show the employer you’ve thought about your career path and that your professional goals align with the job.
What the hiring manager is really asking…
“Are you self-aware? Do you know where you could stand to improve and are you proactive about getting better?”
How to respond: A good way to answer this is with real-life feedback that you received in the past. For instance, maybe a former boss told you that you needed to work on your presentation skills.
Note that fact, then tell the employer how you’ve been proactively improving. Avoid any deal breakers (“I don’t like working with other people.”) or cliché answers (“I’m a perfectionist and I work too hard.”).
What the hiring manager is really asking…
“Are you a hard worker? Am I going to have to force you to produce quality work?”
How to respond: Ideal employees are intrinsically motivated, so tell the hiring manager that you find motivation when working toward a goal, contributing to a team effort, and/or developing your skills. Provide a specific example that supports your response.
Finally, even if it’s true, do not tell an employer that you’re motivated by bragging rights, material things, or the fear of being disciplined.
What the hiring manager is really asking…
“How do you respond to failure? Do you learn from your mistakes? Are you resilient?”
How to respond: Similar to the “greatest weakness” question, you need to demonstrate how you’ve turned a negative experience into a learning experience.
To do this, acknowledge one of your failures, take responsibility for it, and explain how you improved as a result. Don’t say you’ve never failed (Delusional much?), don’t play the blame game, and don’t bring up something that’s a deal-breaker (“I failed a drug test once…”).
What the hiring manager is really asking…
“Are you genuinely interested in the job? Are you a good fit for the company?”
How to respond: Your goal for this response is to demonstrate why you and the company are a great match in terms of philosophy and skill. Discuss what you’ve learned about them, noting how you align with their mission, company culture, and reputation.
Next, highlight how you would benefit professionally from the job and how the company would benefit professionally from you.
What the hiring manager is really asking…
“Can you think on your feet? Can you handle pressure? Can you think critically?”
How to respond: When faced with a seemingly absurd question like this one, it’s important you’re not caught off guard.
Resist the urge to tell the interviewer the question is stupid and irrelevant, and instead walk them through your problem-solving thought process. For this particular question, you would talk about how many people are in the U.S., where couches are found (homes, hotels, furniture stores), etc.
As with other parts of the job application process, it’s a good idea to solicit feedback from family, friends, and former colleagues. Try out your answers to each of these questions with at least two people, then revise based on their feedback.
The importance of preparation before an interview cannot be stressed enough. The more you practice, the more confident you’ll be. If you successfully answer the most common interview questions, you’ll be sure to stand out to employers as a great candidate for the position.
Need more help preparing for your next job interview?
We’d love it if you joined our FREE community. Itâs a private, online platform where workers, just like you, are coming together to learn and grow into powerful Workplace Renegades. More importantly, we have tons of resources inside our community that can help you prepare for your next job interview.
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I used to work with a rapidly expanding start-up.
Rapidly expanding businesses are like bubbles. The only thing that keeps them together is a very thin skin.
As the headcount grew, so did the number of people running into problems and needing answers. They looked to their leaders to answer their questions and solve their problems. Their leaders were overwhelmed with more questions and problems than they could possibly handle.
The answer was to devolve problem-solving and decision-making lower down the chain of command. The staff needed training to think about and solve problems independently. Problem-solving is rarely taught as a skill in itself.
The basic principle of coaching is helping people solve their own problems by asking questions. I revisited my coaching training and identified four basic questions that could be a simple problem-solving framework.
I trained the lowest level of team leaders to ask their staff these questions when they encountered problems so that later, team members would ask themselves the same questions and work independently and effectively. Here are the questions.
1. What are you trying to do?
This is better than âWhatâs the problem?â because it focuses on the goal. When asking someone, âWhatâs the problem?â you often find that you have to ask more questions to get the full picture. This tells you where they want to go. You can follow up with other questions:
2. Whatâs stopping you?
This is what most people think is the âproblem.â Sometimes it helps to be like Columbo, the TV detective, and play âdumb.â This gets the other person to explain the challenge in more detail, and as she explains it, she starts to understand it better by thinking aloud.
Here are some follow-up questions:
3. What are your options?
This gets us into brainstorming mode. Brainstorming comes in two stages: idea generation, where there is no such thing as a stupid idea, and idea filtration where we filter the ideas to find what is practical.
4. Whatâs your plan?
Ideas are worth nothing unless they are translated into a concrete plan. Good plans have a start and end date, a concrete objective, and some sort of contingency in case things go wrong. Follow-up questions here include:
Ask these, and you will get your plan.
âHere are three ways to use these questions. I recommend using them in the order presented to introduce these questions as a framework for thinking.
1. Coaching-based leadership
Ask your team members these questions to lead them through the thought process. At first, you may need to tell them answers in the âoptionsâ and âplanâ phases. Later, they will answer themselves.
2. Peer coaching
When your team gets comfortable with these questions, get them to ask each other. At first, you should make it a structured activity. Later, they will start doing it with your prompting them.
3. Self-coaching
Encourage your staff to ask themselves these questions when they hit a problem. You can put the questions on the wall as a reminder. When they come to you with a problem, ask them, âHave you asked yourself these questions?â
If you have the budget, why not put these four questions on posters, mouse pads, coffee mugs, or T-shirts?
Does this work for you?
Are you trying to empower your team to work more independently? Try using this method! Let me know how you get on! Iâd love to hear about it!
Bad news is seemingly dominating the nightly news headlines. Disasters appear to be everywhere we turn. When a disaster such as a data breach occurs, itâs incredibly stressful and chaotic. Things need to be decided and done quickly or all of the organizationâs data could be permanently lost. Note: Itâs not IF a disaster will occur, but WHEN a disaster will occur. Does your organization have a written business continuity planning (BCP) plan defining how to handle the disruption?
Creating a documented, comprehensive, and tested business continuity plan and IT disaster recovery plan before the next disaster occurs is crucial. Otherwise, employees are forced to muscle through the best they can, and there is a good chance that critical tasks will inadvertently not get done or be much harder than normal.
If your organization doesnât have a written BCP plan, here is a framework you can use to create a basic BCP plan, and then continue to enhance it.
1. Identify the key risks â incident (i.e. cyberattack, pandemic, active shooter), outage (such as a power failure), and natural disasters (i.e. tornado, wildfire, earthquake). Do a risk assessment to determine the probability of occurrence (high, medium, low) and impact (enterprise-wide, regional, department-specific, etc.)
2. Take the risk assessment and do a business impact analysis (BIA) to determine how the organization would be impacted. Create a BIA questionnaire for each department to identify things such as potential lost income, outsourcing expenses, regulatory penalties, etc. Additional information can be found here.
3. Use the BIA information to create the business continuity planning (BCP) plan. There is specific software you can purchase, but if youâre just starting out, Iâve created BCP plans using Microsoft Word. Additional information can be found here.
4. The BCP plan should be reviewed at least annually. Departments should update their section of the BCP plan whenever the business changes (a new process or service), there is a new regulation, etc.
5. Test the plan at least annually and minimally via a tabletop exercise. This gives departments the opportunity to gather lessons learned and update their plan for things they didnât account for or forgot to update. For example, you didnât update the team directory and as result had incorrect phone numbers or didnât realize that one of your critical employees had resigned and wasnât replaced.
Another resource is the Association of Contingency Planners. There is a BCP intro and industry resources.
Once you create a basic BCP plan, then you can continually enhance it. So, when the next disaster occurs, your organization is better prepared and effective. Employees will benefit from all of that planning and know what to do.
For more information on having a comprehensive business continuity planning (BCP) plan, follow me on LinkedIn!
Owners of successful business enterprises will be the first ones to tell you that you need to invest in your people. When you are running a business, you need to rely on the efficiency of each person involved in the organization, whether that person is a front liner or is working in the back office.
Being an owner of a huge corporation entails a lot of responsibilities and that includes hiring and retaining the best people to run your company. You need to look for the best managers who can effectively handle a team of employees.
If you are in the engineering industry, you probably know by now that completing a certain building project will involve hundreds of people divided into different teams. Having the best managers to handle each team is the best way to ensure the success of your project.
Here are some qualities all great managers have:
The best engineering managers have a way of dealing with people and making sure that each person in the team feels valued. Look for a manager who knows how to handle the different needs and concerns of their team members. It is the responsibility of the manager to keep their people motivated to come to work every day and to be highly productive.
Apart from that, a great manager should ensure that the relationship among their team members is harmonious. Should there be any conflict among the members, they have to be able to iron them out effectively without sacrificing the productivity of the entire team.
Each member of the team should feel like they are a valued member of the company. This is why great managers should be able to effectively carry out goal-setting activities with their team. They can conduct strategic planning activities and team-building activities to ensure that each member’s goals are streamlined with the entire company’s goals.
Apart from goal setting in terms of the company’s needs, great managers should also be able to sit down and talk with each team member. Their personal life goals are equally important to the goals that they have for their career. Do they aim to get married in the next few years? Do they aim to migrate with their entire family in the near future? These are things that managers should be aware of. This way, they can prepare ahead of time for sudden changes in the organization and they can ensure proper turnover of responsibilities from one employee to another.
Employees have different core competencies, skills, and talents that they can contribute to the company. A great manager will be able to pinpoint these skills so that they can help the employee further harness their potential.
Managers should be aware of any workshops and seminars that they could send their employees to. Allowing them to have trainings will further enhance their skills and help them to contribute more to the company as a whole. Understanding the skills and goals of each team member will be highly beneficial to the company because each member will feel more valued and more motivated to work even harder.
The best managers always make sure that they are the perfect role models for their team members. They live by the company’s rules and code of conduct. They ensure that they are the perfect shining example of what a model employee is because this is the only way that they can make the rest of the team follow.
A great leader should start by being a good follower. Excellent managers are those who follow the company’s standards and bend the rules only if it is for the greater good.
Want to grow your career and become a better manager?
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This article was originally published at an earlier date.
I am delighted to announce that right after much hard work plus complex analyses, my other authors and I possess successfully proven through the quantitative research study (Journal of Applied Marketing Analytics) a new measure that will quantifies your organization’s advertising analytics orientation (MAO).
It recognizes the factors that assist your organization become a lot more analytically focused on enhancing marketing performance. Practitioners may use the survey in order to understand issues and for you to optimize how people, procedures, and technology are used. This study will aid you improve decision-making within your organization.
I congratulate my many other authors Mark Weber, a new marketing research leader economic services, and Ed Lucio, the lead data man of science from ASB Bank inside New Zealand.
Why is this particular important, anyone asks?
When posting research, it is important to match your study to a journal along with the right audience in addition to research agenda, which will be what we’ve done right here. We chose to publish throughout a more practitioner-focused diary that balances theory and even practice so the study might be more beneficial with regard to marketers.
[If you are a data analytics, AI, information security, data privacy, or digital expert, I highly recommend you check out Henry Stewart Publications’ journals. They offer the best blend of real-world research applications and emerging research topics I have yet found.]
For all those familiar with quantitative study, you may be fascinated in the following:
When studying any new construct or even phenomenon, it is not really enough to only distribute an exploratory study; you have to quantitatively prove through record analyses and modeling that this findings are valid. Including a measurement model along with a structural model, and many other statistical tests. The outcomes are then further authenticated by peers. See the particular links below to typically the qualitative and quantitative peer-reviewed journal articles.
Let me personally know your ideas and exactly how MAO can be utilized to assess your marketing and advertising analytics organization.
Youâve always been told that you shouldnât write, âTo Whom It May Concern,â on your cover letter. But what should you do when you donât have the name of the hiring manager?
Obviously, itâs ideal to use the hiring managerâs name in your cover letter. So, the first thing you should do is try to track down the hiring managerâs name online (i.e. the company website, LinkedIn, Twitter, etc.).
You can also call up the company directly to ask for the name. Simply call up the company and say, âHi, my name is ____ and Iâm applying for a position at your company. Would it be possible for me to get the name of the hiring manager so I can address him or her in my cover letter?â
If the hiring managerâs name is nowhere to be found and the company is unwilling to give you his or her name, you should use âDear Hiring Teamâ in your cover letter salutation. By addressing your cover letter to the hiring team, you increase your chances of getting it in front of the right pair of eyes.
But what if you know the name of someone else (not involved with hiring) who works at the company? Can you just address it to them instead?
Absolutely not!
âThat person may not be the person thatâs hiring, and they could easily throw [your cover letter] in the trash,â says J.T. OâDonnell, founder and CEO of Work It Daily. âYou donât know if theyâre going to forward it to the right person or not. You DO NOT want to risk that.â
Need more help?
Is every element of your career plan working together to help you get the results you want? Are you confident that the career plan you’ve developed will get you out of your career rut for good? If you’re not getting the results you want out of your career, we can help.
We’d love it if you joined our FREE community. Itâs a private, online platform where workers, just like you, are coming together to learn and grow into powerful Workplace Renegades. More importantly, we have tons of resources inside our community that can help you write a cover letterâthe right way.
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This article was originally published at an earlier date.
Millions of people work in customer service. Customer service roles vary from contact center agents handling enquiries about a 10-dollar bus service to account directors managing billion-dollar clients.
Sooner or later, they all have to deal with angry customers.
I am one of these customer service professionals. Here are a few tricks Iâve learned over the years.
Customers can get angry, abusive, or even violent.
Even the angriest customer is unlikely to be angry at you, specifically, if you have the right mindset.
Firstly, check your own emotions and how they affect your behavior.
If a customer starts acting aggressively, check your own pulse rate and heart rate. Is the blood rushing to your head? This is when you have to be still. Responding to anger with anger makes a bad situation worse.
This doesnât mean you have no right to be angry. If someone behaves aggressively, millions of years of evolution have built the âfight or flightâ program into our brains. In this situation, reacting aggressively or running away will not help.
Instead, try and put yourself in the customerâs shoes. The customer wants to go home at the end of the day. He finds out his bus has been cancelled. The next one is in three hours. Or your corporate clientâs IT director has spent half a million dollars on a new computer. It doesnât work. If it canât be fixed, his job is on the line. How would you feel?
As Mr. Brian Shore, CEO of ZOOM International says: âThe customer may not always be right, but the customer is always emotionally right.â
Emotion is the key. Emotion drives angry customersâ behavior. Logic will not prevail until the emotion has been handled.
Many try to ignore emotional behavior. Itâs better to openly acknowledge and validate the customerâs emotion. Try this response: âI can see youâre feeling very frustrated/angry about this. If I were in your position, Iâd feel the same way too.â
Show the customer that you have recognized and respect his feelings, and understand the urgency of the situation.
If the customer is still expressing anger, stay silent and let him continue. If you are in a public area, lead him politely somewhere out of public view so that he can âventâ there.
The customer is less likely to feel angry with you specifically. Once he sees you are âon his side,â he may be ready to have a rational conversation.
The worst thing is to tell an angry customer to âcalm down.â This implies that the customer has no right to feel angry at all. Customers donât usually react positively to that. Itâs better to tell the customer that you can see that he is angry, and you want to help him. Then, ask him politely if you can ask these questions to fully understand the situation.
Asking questions allows you to take more control of the situation. Once the customer is answering your questions, use the customerâs name and the âquestion/answer/commentâ rapport-building techniques. (See âfurther readingâ below.)
If you have a lot of questions, let him know to manage his expectations. (âThis may take some timeâmay I ask you some questions?â) If the questions relate to technical details, such as website addresses, credentials, part numbers, etc., you might want to give him a list of questions and some time to find the answers.
Angry customers do not respond well to being told something canât be done. Negative language, offering no solutions, and implying that the customer is to blame does not help the situation, even if it is true.
If what they say they want is not possible, ask more questions to find out what they really want. (Your flight to Manchester is cancelled. When do you need to get there?) There might be an alternative that more or less gives them what they want.
Sometimes ânoâ really does mean âno.â In that case, try to soften the blow, but make sure he understands it really is not possible. Try saying this: âI appreciate that this situation is very frustrating for you. Iâm afraid we canât help you right now. Iâm sorry.â
A couple of very important points.
Never use the word âbutâ after âIâm sorryâ or âI appreciate you are feeling frustrated.â The word âbutâ sends the message âDisregard all the nice things I said before.â
When you use the word âsorryâ or apologize, do not say specifically what you are apologizing for. That may be taken as an admission of liability and used in court. Likewise, if you cannot give a clear and company-authorized reason why something is not possible, itâs better not to explain.
Itâs very important to give the customer a clear outcome. If you can solve his problem, the outcome is clear. If not, the outcome is also clear.
If you need more information, or something else has to happen, then make it very clear to the customer what will happen next, who needs to take the next action, and tell him when this is going to happen.
You need to let the customer know what happens next as clearly and accurately as possible. If the news is bad, telling the customer everything will be fine wonât help him, your employer, or you.
To manage your expectations, everything I have written above wonât work every time! There are some problems that cannot be solved, and there are some customers that cannot be helped.
How was it for you?
I love hearing about other peopleâs experiences! Let me know your âhacksâ for dealing with angry customers!
Further reading…
You can read more about rapport building here: Donât Be A Wallflower! A Beginnerâs Guide To Building Rapport
You can read more about positive language here: Positive Language For No-Nonsense Managers
I hear stories all the time about job seekers applying for almost every job they come across in their job search. My advice? Stop. Here’s why…
That type of job search doesn’t work.
@j.t.odonnell why this type of job search never works… @j.t.odonnell @workitdaily #learnontiktok #careertiktok #edutok #jobsearch #jobtips #jobapplication #careerhacks #careeradvice ⬠original sound – J.T. O’Donnell
In order to actually find a job that’s a good match for you, you need to stop applying online to random, out-of-state jobs that you’re not exactly qualified for. If you do this in your job search, you’re basically not looking for work at all.
And I know that’s hard to hear.
We think we have all this experienceâthat employers will look at us and think, “Oh, this person would be a great fit for the job.” That’s not how it works.
First, if you’re not in state, they’re thinking, “When will I interview you?” Second, if you don’t have the exact experience, they’re thinking, “I don’t have time to train you. I’m already far behind.”
Employers want to hire the exact match for the job. That’s why you’re not getting any responses.
Now, all hope isn’t lost. You just have to learn something called a proactive job search, which is a more strategic job search than the “apply for every job” type of job search (I call it the “spray & pray” method). Think of yourself as a job shopper instead, which is actually a lot more fun and effective.
If you want to learn how to conduct a proactive job search, check out my FREE community. It’s a safe place where professionals like you are learning how to become empowered in their careers so they can finally find career happiness and satisfaction. More importantly, I have tons of resources inside this community that can help you find a jobâfast!
Whatever you do, please stop the insanity of blindly applying for jobs. It’s not doing you any favors. All it’s doing is frustrating you. And you don’t deserve that.
Sign up for my FREE community and become a Workplace Renegade today! My team and I are looking forward to working with you soon.
There are a number of final round interview questions that come up regularly, and they tend to vary quite a bit. But don’t worry, preparing for them doesn’t have to be hard! This guide goes over the most common final interview questions you’ll hear and covers the best ways to answer them. 1. What keeps […]
The post 27+ Final Interview Questions You Need To Be Ready For appeared first on Career Sherpa.
You want a resume, cover letter, and LinkedIn profile that presents you in the best possible light. With all of the emphasis on loading your documents with keywords, accomplishments, and metrics that make the case for you being the perfect fit for the position you’re after, have you overlooked proper punctuation?
Some might wonder what the big deal is about punctuation. Surely if you start your sentences with a capital letter and end them with a period, that’s all you need to worry about, right?
Unfortunately not.
The text in resumes is often so packed with information that seemingly inconsequential punctuation missteps can distort your meaning, or worse: cause the hiring manager to pause in confusion.
That pause is bad news for you: it may make the recruiter see you as a less-than-attractive candidate, questioning your ability to communicate or pay attention to details, both highly valued skills in today’s workplace. Just as a modern spouse becomes more alluring to a partner by doing the dishes and laundry, using proper punctuation makes you downright sexy to a hiring manager.
Both efforts make lives easier for the people who are important to you, so go the extra mile by following these important rules (and do the dishes):
In addition to appearing at the beginning of sentences and in section headings, capital letters also signify important words. But using too many “important words” in your documents slows the reader down or seems pretentious.
For example, I sometimes see text like this in resumes: “Expertise in Human Resources, Training, and Recruiting”
Try: “Expertise in human resources, training, recruiting” instead.
Other than proper names like your own name or the names of products, you will rarely need to capitalize words that don’t appear at the beginning of a line or sentence. You’ll also want to capitalize your own job title above each position listed on your resume.
However, if you reference someone else’s job title in your career documents, the general rule is that it is only capitalized when the person’s name follows (Vice President Joe Smith)ânot when merely referring to the position (as in “reporting to the vice president”).
Of course, every rule tends to have its exceptions, and there are a few for capitalization. However, these are good to start with.
Use hyphens for compound adjectives that precede a noun, such as “client-focused approach” or “full-time employees.” And if you have two adjectives that modify the same base word, use a hyphen after the first, as in “mid- and senior-level management.”
Do not use a hyphen in a compound adjective if the first word ends in -ly, as in “highly qualified candidate.”
Semicolons can either separate two independent clauses when the second clause is not directly related to the first, or they can be useful when you want to list items that already include a comma.
For example, “Proficient in software including Microsoft Excel, Word, and PowerPoint; CorelDRAW; and Adobe Photoshop.”
Colons are used to join two independent clauses when the second clause is directly related to the first.
The most common usage in resumes is for lists, as in “Proficient in the following software: MS Excel, Word, and PowerPoint.”
There’s fierce debate between those who advocate using serial, or Oxford, commas (putting a comma before the final “and” in a series) and those who don’t.
The best practice for resumes is to use serial commas, as they can really make your career documents easier to understand.
This is especially true when you list series of items where two things may be grouped together (think: sales and marketing). But even sentence construction like “Facilitate mock interviews, identify position and tailor interview questions” may cause the reader to stumble.
At first read, it may sound like the candidate is responsible for identifying a position and identifying someone who tailors clothes! So, my advice is to avoid ambiguity by always using serial commas in career documents, especially in resumes.
The current convention is to use one space after a period, not two. The same goes for colons.
I know, I know.
If you grew up learning to type on an IBM Selectric, back in the Stone Age like I did, this is a hard habit to break. But, if you keep using two spaces, you’ll look as antiquated as the typewriter.
Trust me, knowing these six punctuation tips will make you a real turn-on to an employer.
Now that you’ve reviewed some of the resume punctuation rules that you’ll want to be aware of, I’ll share the most important rule of all: however you choose to use punctuation throughout your career documents, do it consistently!
Even more jarring than not following proper punctuation rules is following them only some of the time.
Need more help writing your resume?
We’d love it if you joined our FREE community. Itâs a private, online platform where workers, just like you, are coming together to learn and grow into powerful Workplace Renegades. More importantly, we have tons of resources inside our community that can help you write your resumeâthe right way.
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LinkedIn has made it very easy to upload your resume as a PDF to make it part of your LinkedIn profile. While it’s tempting to do this rather than build a full profile from scratch, you should avoid it.
Your resume and LinkedIn profile should be treated as two separate resources for your job search. Sure they are very similar, and you should use your resume as a guide for your LinkedIn profile, but a slight separation of the two is important!
Here’s why…
Your LinkedIn profile is fully (or at least semi-) public. Your contact information (address, phone number, email, etc.) are not necessarily public on your LinkedIn profile, but will become public if you upload your resume.
Even if you remove this private information from your resume before you upload it, by uploading your resume, you have made the resume itself public. You no longer have control. That means that anyone is free to view, copy, download, use, pirate, and distribute your resumeâall without your knowledge or consent.
Whatever information you’re given by LinkedIn about views of your profile and downloads of your resume is after the factâafter your resume has been downloaded and is in the possession of someone else.
Posting your resume on LinkedIn changes your job search from a private one to a public one. It practically screams, “I’m looking for a job!” While it helps your job search for the trusted people of your professional network to be quietly notified that you’re looking for new opportunities, it does not help to announce it to the world.
Why? Because recruiters, employers, potential clients, and quality networkers are looking for top candidates. Top candidates are, by definition, people who are in demand. A top candidate, therefore, rarely “needs” a job, although he or she is open to opportunities. By publicly screaming, “I’m looking for a job!” you are simultaneously announcing that you are not a top candidate.
Your LinkedIn profile needs to showcase your value and appeal, not your (real or perceived) desperation.
Resumes work best when they are tailored to specific job openings or employers. Posting your resume online means you have given up the chance to best present your resume to any legitimate recruiters or employers who view it. And the substance of the resume should be worked into your LinkedIn profile anyway.
Remember: if your LinkedIn profile is compelling, then a legitimate recruiter or employer surfing through LinkedIn will contact you. And then you can decide whether to provide your (targeted) resume.
So, in conclusion, posting your resume online gives you additional risk, but no reward.
Struggling to write your resume or optimize your LinkedIn profile?
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This article was originally published at an earlier date.