Multiple Resumes Could Increase Job Prospects

The key to surviving and succeeding in a volatile job market is to maintain and showcase your flexibility. Even if you had previously worked only one job for several years before finding yourself unemployed and in need of work, you can build upon your experiences and skills to creatively display more than one resume to distribute to employers.

Think of your work history, what have you done since college? Do you volunteer or belong to any civic groups or fraternities? What computer or labor skills have you perfected since entering the workforce? It's certain you will include every skill that makes you employable on your current resume, but if your plate is too varied you might find that could work against you with companies seeking a specfic person. Creating multiple resumes, each of which is built to focus on specific attributes, could better market yourself to employers.

Let's say over the last ten years you have worked in customer service, inventory control, and online media and marketing. Your education is mainly in writing and language skills, and your current aim is to find more work in online publishing. Your resume, therefore should focus mainly on the work appropriate to the job you seek. General rules of thumb on resume writing call for no more than one page to sell your abilities, so if you are especially seasoned in writing and journalism you can structure this paper to distribute to those who want to know what you have done.

List the work relative to the job sought, in addition to all freelance work and affiliations. Provide links to online samples of your writing, and list skills applicable to online and print media, including software and HTML languages. For jobs with a focus placed elsewhere, work a second resume to highlight work you've done in that area. Having a secondary resume can be helpful in finding work to bridge your search for your first choice position.

Keeping more than one resume, each worked to allow different aspects of your expertise to shine, could help you stand out in a sea of candidates.

Kathryn Lively is a freelance writer specializing in articles on jobs in Newport News and Williamsburg web design.

Understand Diversity of Generations

Ed Greene, CPA,President of Don Richard Associates

You may remember a time when interviewing for your open positions meant asking the right questions about experience or why a candidate left the last company where they worked for the past ten years. Successful interviews, and for that matter, the entire recruitment process is changing and depends on just how well your company understands the Gen X-ers and Gen Ys of today’s workforce.

Never before have we experienced such a diverse workforce in a job market that anticipates projected talent shortage between four and 10 million by 2010. 80 million. Boomers are retiring or changing the way they work, there aren’t enough of the Gen X-ers to take over, and we will be very thankful by then, for the 70 million Gen Ys born between 1977 and 2002.

I hear from many business owners and managers that the younger generations are lazy, not motivated to succeed, and want everything without having to pay their dues. Often these are misperceptions because management has not taken the time to understand what motivates employees and the variety of racial, cultural and generational backgrounds which represent employees today.

There are reasons why we get asked “Why should I work for you?” from candidates today, a question many of those of us who are Boomers would not ask in an interview. For one, the Gen Y applicants have been coddled by parents who have made them the center of their lives, providing safety nets, participating in their decisions, and providing instant gratification. These young professionals are self-assured, tech-savvy, and idealistic when they arrive for your interview. Contrary to being lazy, they have expectations for themselves and everyone else. They just don’t expect to climb the ladder, leaving that to their older Gen X coworkers.

When the Gen X candidate seems skeptical about your recruitment processes or the dress code, a Traditionalist or Boomer may prematurely discredit his ability to fit in with your culture. Gen X-ers, born in the 1960s and 1970s, were influenced by technology, television, latch key care, and divorce. These candidates may know little about loyalty and much more about work-life flexibility or the importance of enjoying their work.

Today, it is not all about what the candidate can do for the company, but also what the company can do for the candidate. Here are just a few tips:

The best people to connect with Gen Y is Gen Y. Unless your recruiters are well trained in generational differences, questions and concerns are best put at ease when answered by an already devoted employee of the same generation. If your interviewers are primarily Boomers, know that it is only natural for them to look for people who value long work hours, self-sufficiency, and autonomy. The Gen Y applicants may openly express a desire for mentoring and constant feedback on projects while a Gen X asks if he would ever be required to work past five o’clock before the interview is barely underway.

Re-examine how you talk about training and continuing education. Gen Ys are learning oriented. They are the most likely generation to obtain a degree from a University and the majority thinks relevant work experience is most important in getting a job. Gen Y wants to know they will have opportunities to enrich their education, have a mentor, and have opportunities to take on projects, often before they are ready. What you communicate in the interview is critical to making an impact on their decisions.

Know when to use technology in the recruitment process. These technology savvy generations want to download or complete applications from the comfort of home at all hours of the day. They also search Career Connection, Craigs List or other online sources throughout the night and on the weekends. That’s it. When it comes to the rest of the recruitment process, they want more personal touch, less e-mail.

It’s not just about compensation. The Gen X-ers are highly competitive so think what benefits will support their desire to excel, even though their success will often be based on their own methods. Will they have opportunities to manage their own projects? When they are ready for a new challenge, can you offer it so that they don’t have to leave? Both Gen X and Gen Y candidates want to hear about work-life balance. If you have a culture which embraces some policies which provide flexibility, share them in the interview. You might as well share the whole picture on benefits in the first interview, because they will ask anyway. Be sure your interviewers are well versed on the 401K plan and/or profit-sharing plan because Gen Y applicants will be financially astute, and want to contribute.

Understand that the Gen Y candidate needs to talk and gain feedback. You won’t have to pull information from a Gen Y candidate. They will freely give information about their experience, education, and the type of work they are seeking. You may need to allow more time for these interviews. Some recruiters have a tendency to avoid providing feedback as they may not know at that point whether the candidate is in the running for a position or not. Don’t be surprised if the candidate asks, “Do you have any advice for how I could have presented better in my interview?” or “Have you heard anything that might hurt my chances for this position”?

Reality is respected. Remember that of all the generations, Gen X especially does not always trust authority. You may find candidates who are skeptical of the real picture for the job you offering. When you can’t meet their needs, it is often best to be honest from your initial meetings. After all, the reality is that it is practically impossible to please everyone across four generations now in the workforce.

Many factors play into our personality, values, and how well we will fit into an organization. Most of us do not fit neatly into all of the characteristics of our generation, but understanding generational values, motivations, and other characteristics helps recruiters make a positive impression on the very best of the best.

Ed Greene, CPA, is President of Don Richard Associates, a staffing and recruiting firm headquartered in Norfolk, Virginia which is celebrating its 25th Anniversary. Greene can be reached at 518-8600 or by e-mail: greenee@donrichard.com.

Why Do Employers Use Staffing Firms

Ever wonder why clients use staffing firms? The American Staffing Association conducted a survey of clients who have recently used such firms and the top two reasons were flexibility and access to talent.

When employers decide to use a staffing firm they already have an idea of the type of candidate they need and whether or not this is a permanent or temporary position. They are able to give a description of the daily responsibilities, minimum requirements and what they expect out of a candidate. This allows the recruiter to identify the appropriate candidate for each position.

Flexibility refers to the ability of recruiters to work with clients who are looking to find a candidate who is willing to work for only a few days or to find a candidate to permanently place within the organization. Staffing firms have access to candidates who are only looking for temporary positions. These candidates are a great match for companies who are only in need of a candidate to fill in for an employee who is out of the office or even to fill in during a particular time of year (ex. tax season). Staffing firms also are a great source for candidates who are looking for permanent placement within an organization. One misconception is that it is just a temporary service.

Although there are some staffing firms who specialize in temporary work, the majority of firms acquire more temp-to-hire and direct-hire positions. This allows the client to decide on how long they will need a candidate and it also gives them time to decide if the candidate placed within their organization is a good match.

Another reason employers use staffing firms is because of the access to talent and the ability of the recruiters to find passive candidates. Staffing firms have an extensive database in which to find the
appropriate candidate for any position. There are some candidates who prefer to work with staffers before they begin sending out resumes to employers because firms also have access to positions that may not be advertised yet. This works to both the employers and employees advantage.

Staffing firms can offer benefits to an employer. Recruiters specialize in sourcing and placing the appropriate candidate within an organization. This eliminates a lot of the guess work that employers have to take on. Staffing firms only send candidates who are qualified for a particular position, they have already interviewed the candidate, had their references checked and also testing their skills to ensure they understand the various different software. All of this information is available to the employer for review, which allows them to make a more educated decision when hiring a candidate for their office.

Jennifer Tomlin is regional vice-president of DRA (Don Richard Associates), a staffing and recruiting firm which has served southeastern Virginia companies and organizations for over 25 years. DRA specializes in helping recruiting staff for Norfolk companies and staffing Virginia Beach jobs.

Recruiting in Hampton Roads: Assess Your Staffing Needs

by Jennifer Tomlin

The cost of hiring is running three to five times an employee’s annual salary and rising (25 percent over the last two years for exempt employees) according to Workforce Management). It’s more important than ever for employers to recruit and retain the right talent for each position. And that starts with a clear understanding of exactly what functions you need for each member of the team or department.

Whether you do your hiring through a recruiter, your own HR department or by yourself, a solid job description will help you recruit a better pool of candidates and better assess their qualifications. It can also help ensure that everyone involved, including others in your organization and the candidates themselves, understand what will be the functions of the position and expectations of the new employee. Once the hiring decision is made, the job description gives the employee and his manager a valuable tool for performance measurement.

It should go without saying that management first needs to determine if, in fact, the position is actually needed. It’s a good idea to consider the following questions not only for new positions, but for backfilling existing positions, as well:

• Why do you need this position? What will the organization be able to achieve with this position that you wouldn’t be able to without it? What will be the consequences if the job function is not performed?
• How will it impact your budget? Can you afford the level of talent you need?
• How long will you need someone to do this job function? If less than long term, could you manage by hiring a temporary employee or reassigning a current employee?
• How long can you expect someone to be satisfied in this position as it is currently defined, and what will you do with the person when he outgrows it?

Once the need for the position is established, then you are ready to design the job description. You will need to identify the following:

Purpose of the job. The purpose or goal is a broad statement of your reason for having this position.

Primary functions. Primary functions are those that are absolutely required to accomplish the goal of the job. These are the tasks to which the employee will devote the majority of his or her time and effort. If you are unsure whether a function is a primary one, ask yourself if the job would be substantially the same if you took it away. If not, it is a primary function.

Secondary functions. Secondary functions are the “nice to haves.” These are the tasks or functions that will increase the employee’s productivity and ability to contribute to the organization, but their absence does not preclude a person’s ability to do the job.

Qualifications. The qualifications required for a candidate to do a job include not only the obvious SKAs – skills, knowledge and abilities. They also include considerations such as physical requirements, security clearances, criminal background, licenses, job location, work schedule, etc. It’s important to spell all these out in detail in the job description. And don’t forget to include personal attributes such as communication skills, teamwork and interpersonal skills.

Finding the right person for a position is a start, but looking into the future and defining how you expect it to evolve is equally as important and what opportunities might be available to this candidate to move into with more experience. Whenever I interview a person, I am thinking about their career within my organization. I ask myself what else that person can or will be able to do for the company. How can we benefit from having this person on our team? How will the person benefit? As we strive to retain our X and Y Gen workforce, we need to develop strategies which encourage them to expand the typical couple of years to four, five or more before they leave our organizations. And these strategies have to start on their first day of employment. Eighty percent of employees decide whether to stay with or leave a job within the first six months according to DJ Chhabra, president of Enwisen, a California based consulting firm.

Companies, jobs, technology and employees evolve over time. Understanding how they change and what impact those changes have on individual positions is crucial. Organizations that have well-defined job functions and job descriptions that are regularly reviewed and revised will benefit through improved productivity, job performance and employee satisfaction.

Jennifer Tomlin is regional vice-president of DRA (Don Richard Associates), a staffing and recruiting firm which has served southeastern Virginia companies and organizations for over 25 years. She can be reached at 518-8600.

Employment Firms Connect Companies to the Community

Whether your company maintains a local, regional, or national reach, it's important to keep the ties within your community strong. The size of your business is irrelevant when it comes to other types of stature - the more you participate in local interests, the more recognized your name becomes. Keeping an employment firm on staff to assist your human resources needs can help solidify your good name in your community, too.

If you have had experience with a staffing firm, you may be aware of how such places can save your company time and money. As they pre-screen potential job candidates and maintain files on future hires, you worry less about wasting time reviewing unsuitable applicants. Yet, a staffing firm can do so much more for your company's image provided on their standing in the community. As you consider hiring the services of such a firm, it's good to note their activity at local events and involvement in business and charity.

Is your business at the point where it should become involved in local events? If you are responsible for sponsoring a fair or city-wide affair, a staffing firm can help hire on temporary workers to plan and execute what needs to be done. If the firm is involved with hiring for other companies, there is also the possibility of joint ventures within your community if possible.

Association with community provides excellent opportunities for increasing your business and exposure, locally and beyond. As you turn your hiring services over to an employment recruiter, ask about their community involvement and learn how what they do outside the office can benefit you.

Kathryn Lively is a freelance writer specializing in articles on Virginia Beach job staffing.

Don Richard Associates Ed Greene Featured in an Article in My Business Magazine published by NFIB

Ed Greene, President of Don Richard Associates Norfolk Staffing Firm, has recently been featured in an article in the June/July edition of My Business Magazine, a publication of the National Federation of Independent Business (NFIB).

Greene, along with 2 other NFIB members, relate how owning a business and having a personal life can work hand-in-hand. Check out the full text article here, and then head over to Don Richard for some more tips on the work-life balance or look for a new job in Virginia Beach using their Job Finder.

Finding a Recruitment Firm for Your Company

Especially if you run a large business and your Human Resources department is swamped with paperwork, taking on the services of a staffing firm is beneficial to your company. It is not uncommon for corporations to hire temporary or temp-to-hire employees through a recruiting firm specializing in their industry – it’s helpful if you have specific requirements for worker like foreign language ability or computer skills.

When you consider employing a staffing firm to fill vacancies in your office, you want to be certain the firm working for you knows your business and understands your needs. So before you make a commitment to hire the people who will hire for you, ask these questions:

How long have you been in business? Longevity is always an attractive trait of any company. Would you feel comfortable using a firm that has been in business for decades as opposed to a start-up? Would you consider a recruiter with strong local ties as opposed to a franchise of a national chain?

What fees do you charge? The recruiter is in business to make money as well, so how much will they take with each hire? Do they charge fees to prospective applicants?

Do you deal mainly with temporary or permanent placement? Some firms may have specializations, and some applicants may only be interested in temporary work over full-time permanent positions. Make sure the firm you hire knows what you expect in an employee.

What types of jobs have you placed? Many staffing companies place clerical workers and other miscellaneous jobs, but there are companies that deal primarily with financial jobs, or computer related work.

How/where do you recruit applicants? Does the firm advertise via newspaper and Internet? Do they have a website?

How do you screen applicants? What are the procedures used by the firm to determine the employability of job candidates? How are they tested and interviewed? How often are applicants called back?

How long do you keep applicants on file? Some companies may not immediately need help – how long will the firm keep a qualified candidate on file?

What happens if we hire somebody you recommend who doesn’t work out? A mismatch is always possible, are there provisions to be made if an employee hired through the firm doesn’t work out?

The more you learn about the firm you plan to hire, the more smoothly your business can run with the right people working for you.

Kathryn Lively is a freelance writer specializing in articles on jobs in Virginia Beach.