Think of Your Next Task Like It’s a Puzzle

As we continue to define our goals for 2012 and learn new ways to approach our tasks, I thought it would be helpful to share an article I came across a few days ago. The article illustrates an interesting way to look at how we can complete a task and how to lead employees as they start on a new project. I enjoyed the article and its clever analogy, so I thought I would share it with you. The article is written by Kirsten E. Ross, MLIR, SPHR. She is President of Focus Forward Coaching & Recruiting.

Here is her article.  I hope you will enjoy it as I did.

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Does Your Team Even Like Puzzles?

Recently I was working with a client and we got talking about puzzles, believe it or not!  We were discussing how he likes to work.  He said he likes to have a clear endpoint for a project but the opportunity to be creative in how he gets there.  He likes his work to be like a puzzle.  It was such a great analogy!  I asked if I could use it in an article.

 When you work on a puzzle you know what the goal is.  You have a clear vision of what the end product should be: 

•   It must resemble the picture on the box. �
•   There should be no blank spaces. �
•   Each puzzle piece must have a home.  

So, there is only one specific outcome but there are a million different ways to get there.

Some people use the box cover as a road map working on one section at a time.  Others separate out the border pieces first to start with the frame and work their way in.  Still others focus on only the shapes and have a real knack for visualizing which piece fits where based on their spatial relation skills alone.  

I think that it would be tough to argue that any one way is better, more efficient or enjoyable than any other, though true puzzle enthusiasts might like to wage a debate.

It really made me think about the different ways I could create the analogy to describe how my new clients lead.    

Have you ever done a puzzle with someone standing over your shoulder giving you unsolicited pointers?  It can get very annoying as they constantly point out which pieces go where.  You end up losing your concentration, dropping the piece you were focusing on to work on the one they prefer.

It reduces enjoyment, takes away the personal sense of accomplishment and probably makes the puzzle-making process less efficient.

How about trying to put together a complicated puzzle without the aid of the picture on the box cover?

When you can’t visualize the end point it is much more difficult to get there.

What about working on 4 or 5 puzzles at once all from one pile of pieces?
 

There are so many outcomes and different resources that need to be deciphered and allocated all at once that it becomes confusing and overwhelming.

Have you ever gotten to the end of the hard work of completing the puzzle only to find that you have one or two missing resources and you are unable to complete the job?  

If you are missing resources you can’t complete the task.

Do you like putting together puzzles?   I am not wired well for sitting still and gleaning the assortment of pieces with patience.  If you were in the puzzle-making business you would not want me in your employ.

Do you have team members who are not wired for the work they must do for you?

Which of the above best illustrates your business?

•   Are you standing over their shoulders?
•   Not providing a clear vision of the end goal?
•   Is your team working on too many goals at once?
•   Do you have team members who don’t like the work?

To lead your team well you must create the vision that is as clear as the beautiful picture on the box, assure that all of the pieces are there and that there is a clean surface to work on, assure you have the right people and then let your team go to it!

Re-blogged with permission from Kirsten E. Ross.

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Kirsten Ross is a Human Resource Professional and President of Focus Forward Coaching and Recruiting, a leading coaching, recruiting and culture correction firm.  Her education and experience includes a Masters Degree in Human Resource Management from Michigan State University, Senior Human Resource Certification, Coach Training Alliance curriculum and more than 20 years of hands-on Human Resource experience working with leaders and teams.”

 *She has been featured as an expert for media such as NBC Nightly News, Fox 2 News, National Public Radio and for publications such as Working Mother Magazine and Fitness Magazine.   She is also the author of the recently released book “From People Problems to Productivity:  The Health Professionals’ Guide to Leading Well”

If you are interested in submitting a guest blog article to the LandrumHRBlog,  please complete this form and submit to the Landrum  Marketing & Communications Department.  Thank You. 

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Webinar Addresses Important Issues Facing Employers in 2012

As our way to help employers plan for the new year, Landrum held a free webinar in early December about the changes and challenges facing business owners in 2012.  The webinar addressed important issues facing employers such as:  Workers Compensation, Unemployment Compensation, Health Care Reform, and other important HR issues. 

The presentation led by Ted Kirchharr, vice-president & chief operating officer for Landrum Human Resources; and panel members Amie Remington, general counsel, Landrum Human Resources; and Todd Torgersen, president, Combined Insurances Services is available for on-demand viewing on our website.    For your viewing convenience, the video is also included in this blog.

We look forward to your feedback about this webinar and other videos available on our website. If you have questions or other HR topics you would like discussed in future webinars please let us know.

National Labor Relations Board Amends Election Process

by Jim Guttmann, SPHR

Although Unions were not successful in getting Congress to pass the Employee Free Choice Act (EFCA), the National Labor Relations Board (NLRB) recently stepped forward to issue final rules that may have a significant bearing on union organizing efforts.  The final rule, effective April 30, 2012, amends the Board’s election procedures. The NLRB’s stated purpose for this change in election procedures is to reduce unnecessary litigation and delays in the representation election process.  For an overview of these procedural changes, click here

Why are these procedural changes significant?  Under the old procedures, the median period of time from when a union filed a petition for representation at a given worksite to the subsequent election by employees took 38 days. Under the new procedures, most directed elections will occur within 15-20 days of the date of the petition. 

Some employers (and the U.S. Chamber of Commerce) are opposed to this significant shortening of the “campaign period” because they believe that it doesn’t afford companies enough time to tell their side of the story to employees as to why they don’t need a union to represent them.  They are disturbed by this NLRB initiative and have referred to this new ruling as the “ambush election rule”. Efforts are already underway by some organizations to block the new regulation from going into effect on April 30^th.

We will keep you apprised as to how this situation plays out in the months ahead.

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As a Landrum Professional Human Resources Manager, Jim is certified as a Senior Professional in Human Resources (SPHR) and has over 20 years of HR generalist experience for a large government contractor and Fortune 500 Company. He holds a Masters in Business Administration from Florida State University and is an active member of the Greater Pensacola Chapter of the Society for Human Resources Management (GPCSHRM), previously serving as their Vice President of Information Services and Chairman of the Workplace Diversity Committee. Jim is also certified as a County Mediator and in the administration of the Myers Briggs Type Indicator (MBTI).

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As a Landrum Professional Human Resources Manager, Jim is certified as a Senior Professional in Human Resources (SPHR) and has over 20 years of HR generalist experience for a large government contractor and Fortune 500 Company. He holds a Masters in Business Administration from Florida State University and is an active member of the Greater Pensacola Chapter of the Society for Human Resources Management (GPCSHRM), previously serving as their Vice President of Information Services and Chairman of the Workplace Diversity Committee. Jim is also certified as a County Mediator and in the administration of the

Send Your Employees a Safe and Sober Message about Office Parties and Drinking – Know When to Say When

Source:  U.S. Department of Labor

For many organizations, office parties are an important part of celebrating the holiday season and other special events. Office parties typically mean lots of music, food and drinks. If the drinks include alcohol, however, office parties can have very unfortunate consequences.

Opinions vary regarding the appropriateness of making alcoholic beverages available at office parties or other company-sponsored events. Ignoring the possibility that some employees or guests may drive home “under the influence” invites trouble.

Improper use of alcohol may expose you to liability under tort, workers’ compensation or other laws. For example, an employer could be held liable if a person consumes alcoholic beverages at a company-sponsored party and subsequently causes a crash. Some employers have been held liable because negligent acts by employees under the influence of alcohol consumed at employer-sponsored events were found to be within the scope of their employment. In other cases, individuals have been held liable merely because they provided alcohol to social guests.   In addition, many “sexual harassment” cases have arisen from the conduct of employees under the influence of alcohol.

The only sure way to avoid potential liability for alcohol-related crashes or conduct is to not make alcohol available. Moreover, let your employees know they are not to bring any alcoholic beverages to an office party.

However, if you do decide to provide or allow alcoholic beverages at an office event, state laws regarding their use and resulting employer legal responsibilities should be consulted and addressed. Also, there are several measures you can take in attempt to minimize any negative consequences of alcohol consumption:

1. Be honest with employees. Make sure your employees know your workplace substance abuse policy and that the policy addresses the use of alcoholic beverages in any work-related situation and office social function.
2. Post the policy. Use every communication vehicle to make sure your employees know the policy. Prior to an office party, use break room bulletin boards, office e-mail and paycheck envelopes to communicate your policy and concerns.
3. Reinvent the office party concept. Why have the typical office party? Try something new like an indoor carnival, group outing to an amusement park or volunteer activity with a local charity.
4. Make sure employees know when to say when. If you do serve alcohol at an office event, make sure all employees know that they are welcome to attend and have a good time, but that they are expected to act responsibly.   Limit the amount of alcohol an employee can have. 
5. Make it the office party of choice. Make sure there are plenty of non-alcoholic beverages available.
6. Eat…and be merry! Avoid serving lots of salty, greasy or sweet foods which tend to make people thirsty. Serve foods rich in starch and protein which stay in the stomach longer and slow the absorption of alcohol in the bloodstream.
7. Designate party managers. Remind managers that even at the office party, they may need to implement the company’s alcohol and substance abuse policy.
8. Arrange alternative transportation. Anticipate the need for alternative transportation for all party goers and make special transportation arrangements in advance of the party. Encourage all employees to make use of the alternative transportation if they consume any alcohol.
9. Serve none for the road. Stop serving alcohol before the party officially ends.

This information provided by the US Department of Labor is not intended to be a substitute for legal advice and should not be regarded as a guarantee against liability.

Source:  U.S. Department of Labor

National Labor Relations Board (NLRB) Posting Requirement  

by Jim Guttmann, SPHR

Wouldn’t you agree that certain topics often generate strong feelings and differences of opinion when mentioned? For instance, I’m sure most of you realize that public expressions of beliefs on politics or religion can sometimes create discord.  Another topic that some might put in that same category is any discussion of unions.  As a result, many of us often avoid discussing these topics when in the workplace or at family re-unions, etc.

On the subject of unions, the National Labor Relations Board (NLRB) recently issued a final rule that will require most private-sector employers to notify workers of their rights guaranteed under the National Labor Relations Act (NLRA). Under this new rule now scheduled to go into effect on January 31, 2012, most private-sector employers will be required to post a “notice of employee rights” where workplace notices are normally displayed (including company internet or intranet sites, as applicable). The notice applies to all businesses subject to NLRA but excludes agricultural, railroad and airline employers and the U.S. Postal Service. The notification requirement also does not apply to small employers that conduct less than $50,000 worth of business across state lines.

 The notice explains that under the NLRA employees have the right to: 

1. Organize a union to negotiate with the company concerning wages, hours, and other terms and conditions of employment.

2. Form, join or assist a union.

3. Bargain collectively through representatives of employees’ own choosing for a contract with the company setting wages, benefits, hours, and other working conditions.

4. Discuss wages and benefits and other terms and conditions of employment or union organizing with co-workers or a union.

5. Take action with one or more co-workers to improve working conditions by, among other means, raising work-related complaints directly with the company or with a government agency, and seeking help from a union.

6. Strike and picket, depending on the purpose or means of the strike or the picketing.

7. Choose not to do any of these activities, including joining or remaining a member of a union. 

Those employers subject to this law risk an unfair labor practice charge and could face legal action from the NLRB if they fail to comply with the notification rule.  For more information, please refer to:   https://www.nlrb.gov/poster. 

Having broached this highly sensitive matter, I would like to offer my perspective from experiences on both sides of this issue; 1) as a former employee in a labor union’s administrative department, 2) as a former company representative during union avoidance campaigns, union negotiations and during union grievance processes,  and 3) as a private sector non-union employee. My experiences have ranged from instances in which the company and union worked in a very collaborative manner to situations in which matters were very contentious and difficult between the company and union.

Here’s what I believe experts on both sides of the issue would likely agree represents a work environment in which unions often become very appealing to employees: 

1.  A work environment in which employees are not treated in a fair and consistent manner by their boss and the company offers no true avenue whereby issues and concerns can be properly addressed.  The lines of communication between employees and their management are poor. Employees perceive that having a union will offer that voice that they don’t now have.

2.  A work environment in which employees do not receive competitive wages and benefits and/or the company does not comply with federal regulations concerning wage and hour laws, safety, non-discrimination and harassment avoidance etc. Employees perceive that having a union will hold the company accountable in offering suitable pay, benefits and working conditions. 

As the new NLRB rule regarding posting notices goes into effect next year, many employers should assess how they are doing with respect to their work environments and whether the new posting requirement will draw significant interest from their employees.  Here’s what is suggested that you review as part of your self-assessment: 

1. Benefits ( meeting industry standards for your area)

2. Wages (that are fair and competitive)

3. HR Policies (that comply with employment laws)

4. Culture (whereby all employees are treated fairly and consistently)

5. Trained supervisors (who know how to create/maintain a healthy work environment)

6. Safe work environment (in which employee safety is a top priority) 

Since compliance with the new law cannot be avoided for most employers, it would be prudent for companies to start a self-assessment process now (if they have not already done so) rather than putting off thought/discussion of a topic that they may find uncomfortable.  
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Jim Guttmann, SPHR

As a Landrum Professional Human Resources Manager, Jim is certified as a Senior Professional in Human Resources (SPHR) and has over 20 years of HR generalist experience for a large government contractor and Fortune 500 Company. He holds a Masters in Business Administration from Florida State University and is an active member of the Greater Pensacola Chapter of the Society for Human Resources Management (GPCSHRM), previously serving as their Vice President of Information Services and Chairman of the Workplace Diversity Committee. Jim is also certified as a County Mediator and in the administration of the Myers Briggs Type Indicator (MBTI).

Avoiding Hostile Work Environment Claims

by Holly McLeod, PHR

To harass someone, as defined by Merriam-Webster, is to “(1) annoy persistently, or (2) create an unpleasant or hostile situation for especially by uninvited and unwelcome verbal or physical conduct.” Harassment in any form has no legitimate place in the employment world; however, it does unfortunately exist. Any conduct or behavior that causes a person to be uncomfortable in the workplace is harassment. The impact of the conduct is what is important, not the intent.

For employment purposes, there are two kinds of harassment:

1. Quid pro quo: Literally means “this for that”. In this type of harassment, a
supervisor would threaten to fire or otherwise punish an employee if he or she doesn’t comply
with the supervisor’s demands (or promise rewards if there is compliance).

2. Hostile Work Environment: When physical or verbal behavior is so severe or pervasive
that is creates a hostile or abusive work environment.

While quid pro quo harassment is generally regarded as the most blatant example of sexual harassment, a hostile work environment can be created based on many contributing factors. To achieve the legal parameters and definition of harassment, the unwanted hostile/abusive behavior must be conducted toward someone because of one or more of the traditional “protected categories” covered under Title VII of the Civil Rights Act, including race, color, religion, sex, national origin, age, disability or veteran status. It is important to note that some state laws or union collective bargaining agreements might also add marital status and/or sexual orientation to this list.

Categories of Hostile Work Environment Claims

• Discriminatory Hostile Environment

• Wrongful Discharge

• Constructive Discharge

Discriminatory Hostile Environment
To discriminate means to treat differently. In the realm of a hostile work environment, an employee of a recognized protected class is treated differently than those that are not part of the pertinent protected class. For instance, if a supervisor places more stringent rules on an older employee than those placed on a 25-year-old, that could be considered a discriminatory action by the supervisor.

Wrongful Discharge
To wrongfully discharge is to terminate employment because of one of the protected groups. Open communication with the employee to explain the performance- or behavior-related reason for dismissal is important, so that the employee will not assume the termination is because of a discriminatory reason.

Constructive Discharge
Instead of firing an employee outright, some supervisors choose to treat an employee in such a way that will make the employee want to quit. This is referred to as constructive discharge — when an employee’s treatment is so severe or pervasive that in order to escape the treatment, the employee has no alternative other than to quit his/her job. This is a gray area of harassment, and oftentimes left to the discernment of judges and jurors.

CONCLUSION
Some employees can be challenging. It may be a lack of work ethic, an attendance issue, a safety concern or insubordinate behavior. Whatever the challenge, there are important steps an employer should take in order to help avoid a claim of hostile work environment from an employee:

1. Document all corrective efforts made with an employee. There is an old saying among lawyers and human resources professionals: If it’s not documented, it didn’t happen. Assuming, therefore, that before someone is terminated there will have been progressive disciplinary action taken, it’s important to put the information on paper with the employee’s signature. It is also recommended to have someone in a supervisory role sit in on the meetings with you, to serve as a witness in the event the employee refuses to sign the counseling form. Thorough documentation can prove to be your greatest weapon when fighting a claim of discrimination or harassment.

2. Avoid any action or behavior that an employee might interpret as retaliation. Retaliation claims have become the “popular” charge in the past few years, with retaliation claims increasing 50% since 2005. In 2010, retaliation claims accounted for 36% of all claims filed with the Equal Employment Opportunity Commission (EEOC). If an employee has made a complaint about his/her treatment in the workplace, ensure that the employee is treated no differently than before the complaint was made, and no differently than other employees are treated in general.

3. Be consistent. If all employees are held to the same standards and are treated the same way when those standards are not met, then your company will be in a much better position to defend a charge of a hostile work environment or any other type of discrimination or harassment.

Holly McLeod is a Human Resources Manager for Landrum Professional Employer Services and Landrum Consulting. She is a certified professional in human resources (PHR) and has more than 15 years of human resources consulting in the corporate world, healthcare and manufacturing environments.

You’re Leaving the Company – But What’s Your Legacy?

by Jim Guttmann, SPHR

     Let your imagination run rampant for a moment as we explore a very common situation in today’s world. As an employee of Backward Thinking, Inc., you hold a position of Operations Director in which you are responsible for supervising a staff of 20 employees. You’ve been with Backward Thinking for 20 years now, having built an outstanding reputation and remarkable track record of achievement with the Company. You really enjoy your role there and without a doubt you are a vital member of the management team. But, as you approach the later part of your working career you’ve been privately considering a new adventure in life; the pursuit of a dream of owning your own company that makes banana bread. You didn’t want to share that dream with anyone else at work for fear of repercussions from Backward Thinking management if they knew you had any thoughts of possibly leaving your job. After all, who thinks anyone would ever leave Backward Thinking?

     Suddenly, a perfect opportunity for starting this business comes up and it just happens to be where the rest of your family lives. It’s an offer you can’t refuse. After carefully thinking this decision over, you deliver a bombshell to everyone at work that you will be leaving in a couple of months. I realize that it may be hard to believe, but your staff and management team who have put their faith and trust in you over the years are not exactly thrilled with the news. They are left wondering who could possibly fill your shoes, especially on such short notice. As you consider their feelings on the matter and how company operations will be hindered for the near term, you start to feel a bit conflicted. You start thinking about your legacy and what kind of thoughts and feelings that co-workers will have about you in years to come. You get a sinking feeling because the last impression they will have of you is that of an individual leaving them without someone being there to carry on the mission for which you’ve laid such a solid foundation. Your legacy is ruined!

     Okay, it’s really no time to panic because you wake up in a cold sweat quickly realizing that you were only experiencing a bad dream. In truth, you work for Forward Thinking, Inc.. Like the name implies, Forward Thinking is a very forward thinking company and has developed an effective Succession Plan. Several years ago, Forward Thinking realized the value in having such a plan because:

1.    Management realized that survival of the organization depends on having the right people in the right places at the right times to do the right things and get the right results.

2.   Management understood that, in a downsizing period, great care must be taken to identify promising candidates early and actively cultivate their development and retention.

3.   Management realized that in the absence of a formal succession plan, job incumbents tend to identify and groom successors who are remarkably like themselves in appearance, background and values. Formal succession plans promote more opportunity for diversity which makes the company stronger.

     And as baby-boomers continue to retire en masse from executive suites, managerial offices, and specialized or technical jobs, the question of who will take their places becomes ever more pressing. This loss of valuable institutional memory has made it apparent that organizations can’t afford to be without a strong succession program. According to William J. Rothwell in his book, “Effective Succession Planning – Ensuring Leadership Continuity and Building Talent from Within,” the biggest benefits that organizations experience from formal succession planning programs are:

1.   It will take less time and expense to fill vacancies because the talent has already been identified and prepared.

2.  People development efforts have been aligned with the organization’s strategic objectives so that the right people will be available at the right times and in the right places to meet the right objectives.

3.  The organization is prepared to deal with sudden, catastrophic losses of key people.

Back to ideal world of Forward Thinking, Inc., you feel far more at ease about departing from the company fully knowing that your position has been turned over to a very capable, trained and developed individual who will keep the company headed in the right direction. Part of your legacy is that you were a key contributor in the development program of your successor, and the legacy of your outstanding service to Forward Thinking remains intact!
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Jim Guttmann, SPHR

As a Landrum Professional Human Resources Manager, Jim is certified as a Senior Professional in Human Resources (SPHR) and has over 20 years of HR generalist experience for a large government contractor and Fortune 500 Company. He holds a Masters in Business Administration from Florida State University and is an active member of the Greater Pensacola Chapter of the Society for Human Resources Management (GPCSHRM), previously serving as their Vice President of Information Services and Chairman of the Workplace Diversity Committee. Jim is also certified as a County Mediator and in the administration of the Myers Briggs Type Indicator (MBTI).

Do you know of a non-profit agency that would benefit from the development of a strategic vision, enhancement of supervisory leadership skills or having an expert HR Manager on call? Help us help them by encouraging them to apply for the Working a Better Way Grant.

Our goal at Landrum Consulting is to help organizations and employees work a better way. Each year since it’s beginning, Landrum Consulting has provided thousands of dollars in pro-bono work to local non-profit organizations. Our Working a Better Way Grant is a way for us to formalize this community service and extend the opportunity to all community non-profits.

Landrum Consulting Services, a division of Landrum Human Resource Companies, is now accepting applications for the 2nd Annual Working a Better Way Grant. The grant is opened to 501 (c) (3) nonprofit organizations located in Escambia, Santa Rosa, Okaloosa, Walton and Bay counties who have been operational for at least one year as of the application deadline. Interested organizations can view the application guidelines and apply on-line for the Working a Better Way Grant at www.LandrumConsulting.com/grant.

Through the Working A Better Way Grant program, Landrum Consulting will award three grants in the following categories:

Strategic Planning: Many organizations spend time and money on “strategic planning”, only to let the great ideas that were brainstormed lie on a shelf collecting dust because they didn’t know where or how to begin. Landrum will help your organization outline a Strategic Plan to help your organization establish and achieve their desired goals and vision. The difference in Landrum’s method is that we help organizations focus on the most important things, establish measurable outcomes for those goals, and most importantly, establish an accountability system so that the goals will not fall by the wayside and be forgotten.

Leadership Training: Competent leadership is much more than knowing the right things—it is using the right skills, knowledge, insights, perceptions, and sensitivity to help employees deliver services and products according to expectations. This certification series is designed to enhance leadership skills for all levels of experience including those new to the supervisor role, experienced supervisors/managers who have not had formal training in management education, and seasoned managers who want to further develop their leadership skills. The certification program requires participation in (6) core courses:
1. Boot Camp for Supervisors
2. Hiring 101
3. Dealing with Difficult Employees
4. Sexual Harassment
5. Developing and Sustaining a Customer Service Culture
6. Supervisor Safety Skills

Human Resources Support: Landrum On-Call is human resources management consultation and assistance at your fingertips. Landrum will provide Human Resources support by assigning a certified Human Resources Manager to assist your organization with employee relations issues. Landrum provides guidance and support in the following areas:
• Compliance with Pertinent Employment Laws
• Discrimination and Harassment Claim Avoidance
• Employee Disciplinary Actions
• Investigation of Employee Claims and Disputes
• Conflict Resolution
• Employment-Related Policies
• Job Descriptions

An informational session for interested non-profits will be held Friday, October 14, 2011, 3:00pm – 4:o0pm at the Landrum Corporate office, 6723 Plantation Road, Pensacola, FL 32504. This session will explain and review the application, the supporting documentation needed, and services that are provided under the grant. Register for the informational session by calling Melissa Miller at 850-476-5100 or emailing; Grant@LandrumHR.com .

The deadline for receipt of grant applications is November 4, 2011. The Working A Better Way grant recipients will be chosen by Pensacola area Human Resources professionals and announced December 13, 2011.

Working A Better Way Grant Application

How to Get Your Resume Noticed – A Job Seeker’s Guide

Did you know that a very important part of your job search is the ability to sell?  Remember from our recent blog post Feel Confident about Your Next Interview – A Job Seeker’s Guide; you most likely will be competing for the same job with several other candidates.  The ability to sell yourself, your skills and your experience will play a big role in where your resume ends up in the growing stack of applications on an HR Manager’s desk.

Clear, Concise, and Comprehensive
One of the best tools to help you secure an interview – and ultimately “the job” – is a well written resume.  As the saying goes, “You have one chance to make a good first impression.”   The following guidelines will help you create an effective resume that will get noticed and could put you on top of the stack.   

One Page
Your resume should be concise and comprehensive.  No more than one page unless you have more than 10 years of experience.

Clearly Stated Job Objective
This should be adapted depending upon the particular job you are applying for.  It needs to be well thought out and not just a standard line.

Include Your Accomplishments
This is what will make you stand out from the crowd.  Include a listing of your major work accomplishments and place emphasis on the most recent ones.  Quantify your accomplishments in goals met, dollars saved for the company, fewer accidents, award-winning attendance, etc.

Sell Yourself
You are a one-person sales team and the product you are selling is YOU.  Your resume may be the only chance you have to make a lasting first impression.  Remember, your resume is really a snap shot of you.

Error Free
Your resume reflects you and the quality of your work.  Make it perfect.

Employment Lapses
It is not a good practice to list reasons for lapses in employment or terminations on your resume.  You are better off explaining these items in person during the interview.

References
Always have your references listed on a separate and single sheet of paper and available to present if/when asked by the interviewer.  It is acceptable to include “References Available upon Request” on your resume although not always necessary. Prospective employers will expect that you have a reference list available at all times.   A good reference contact would be a past employer or supervisor, school teacher or college professor, counselor, or community service leader.  You want your references to be professional individuals who can speak of your work ethic, character, and accomplishments.  Include the name of your reference, place of business, title, address and phone number.  With permission from your reference you could also include an email address and/or cell phone number.   Most importantly, confirm with your contact that you have listed them as a reference and that they may be contacted.

Why a Cover Letter?
You need to do every positive thing you can do to set yourself apart from the crowd.  Unfortunately, the crowd is getting bigger and more competitive.  A cover letter is designed to personalize your resume.  You should use it to emphasize your assets and strengths in a way that will make the employer want to interview you.

Easy to Read
Try to limit your cover letter to a single page and make sure it is grammatically correct.  Make sure spelling, punctuation, paragraph length and margins are correct.  Remember, this is also an example of the quality of your work.

Address to a Particular Person
Personalize your letter to the person making the hiring decision if you can.   No one wants to receive a “form” cover letter.

Formal Letter
Remember, this is a business letter – not a text message.

Delivery
When you’re ready to submit your resume to a prospective employer it is always beneficial to know the delivery method in which the employer prefers.  If you are answering an advertisement for a job and the ad specifies exactly how and where to send your resume, by all means do as the ad states.  In many cases, employers use this as a way to test your ability to follow directions.  Of course you won’t always know a company’s preference, so making a quick phone call to ask is acceptable.  Other means of acceptable resume delivery are:  email, postal service, or hand delivery.  AVOID faxing a resume whenever possible.

Extra Copies
When you go on a scheduled interview always take extra copies of your resume with you even if you previously sent one to the company or interviewer.  In some cases, employers will ask that you speak with more than one person in the company and having extra copies of your resume will demonstrate preparedness.

Does your resume meet the 3 C’s rule? Is it Clear, Concise and Comprehensive?    Have a comment or question?   We are glad to help and would like to hear from you.

Next in our Job Seeker’s Guide series, learn the importance of being prepared for your interview and steps to help you plan.
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This article was authored by Joni K. Humphreys, Director of Marketing and Communications and Denise T. McLeod, SPHR; Edited by Holly McLeod, PHR, Human Resources Manager