Most people become incredibly anxious at the thought of attending a networking event of any kind, whether it is a Chamber of Commerce event, professional organization or a group of fellow jobseekers. However, the thought of attending a social event or party at a friend’s home doesn’t elicit the same level of tension, though on a fundamental basis, the two events are very similar.

Networking is about making friends and getting to know other people well enough that there is a certain level of trust. Networking is not all about you and it’s not about collecting business cards from an event like charms for a bracelet.

It is about you making a connection with another person. Either by attending an event, or striking up a conversation with someone in a supermarket, or chatting up that fellow parent at an after school practice -it’s being truly “in the moment” and hearing what they have to say and figuring out how you can help them.

Here’s some easy tips to get the ball rolling toward making a new friend:

  • Your attitude should always be about potentially making a new friend, or looking for ways to help other people with nothing in return.
  • Ask questions that get the other person talking about themselves, and really listen to what they have to say.
  • If you’re uncomfortable approaching new people, think of some genuine ways to start a conversation. I usually pay someone a compliment or make an observation about the venue, food, activities or even call out how it can take me a while to loosen up at events where I don’t know anyone. Just something to break the ice and share what is likely a common feeling or impression.

Think of an exit strategy, and be considerate of allowing other people time to network at an event. “I had a great time chatting with you, I’m sure you would like to meet other people, I’ll catch up with you next week.” Read their body language. It’s better to walk away and make plans to meet them another day to continue the conversation than monopolize their time.

By Melanie Szlucha, Redinc, LLC. www.redincllc.com

Melanie Szlucha has been a hiring manager for over 10 years. She founded RedInc, LLC to help job seekers by writing effective resumes and coaching them through job interviews. She is available to teach classes as well as work with individual clients improve their results at any phase of the job search process. Find out more at www.redincllc.com

Your resume is the first impression a company has of you, action verbs help portray the energy associated with the work you did!

        A        

achieved

acted

adapted

addressed

adjusted

administered

advertised

advised

advocated

aided

allocated

analyzed

answered

appointed

appraised

approved

arbitrated

arranged

articulated

assembled

assessed

assigned

assisted

attained

audited

authored

authorized

        B        

balanced

based

began

bettered

built

        C        

calculated

cataloged

chaired

clarified

classified

coached

coded

collaborated

collected

compared

combined

communicated

compiled

completed

composed

computed

conceptualized

condensed

conducted

conferred

conserved

considered

consolidated

constructed

consulted

contracted

contributed

controlled

converted

conveyed

convinced

coordinated

corrected

corresponded

counseled

created

critiqued

customized

        D        

debated

debugged

decided

defined

delegated

demonstrated

described

designed

detected

determined

developed

diagnosed

directed

discussed

displayed

distributed

drafted

drew

        E        

edited

educated

elicited

eliminated

emphasized

enabled

encouraged

enforced

engineered

enhanced

enlisted

ensured

entertained

established

estimated

evaluated

examined

exceeded

executed

expanded

expedited

experimented

explained

explored

expressed

extracted

        F        

fabricated

facilitated

familiarize

fashioned

filed

focused

formulated

fortified

founded

furnished

furthered

        G        

gathered

generated

globalized

governed

guided

        H        

halved

handled

harmonized

harnessed

headed

helped

hired

hosted

        I        

identified

illustrated

implemented

improved

incorporated

increased

individualized

influenced

initiated

inspected

installed

instilled

instituted

instructed

insured

integrated

interacted

interpreted

intervened

interviewed

introduced

invented

investigated

involved

        J        

joined

judged

justified

        K        

kindled

        L        

lectured

led

listened

located

logged

        M        

maintained

managed

marketed

measured

mediated

merged

modeled

moderated

modified

monitored

motivated

        N        

narrated

narrowed

navigated

negotiated

normalized

        O        

observed

obtained

operated

ordered

organized

originated

outlined

overhauled

oversaw

 

        P        

participated

performed

persuaded

photographed

pioneered

planned

prepared

presented

presided

printed

prioritized

processed

produced

programmed

projected

promoted

proposed

provided

publicized

purchased

        Q        

qualified

questioned

quickened

        R        

recommended

reconciled

recorded

recruited

rectified

Reduced

referred

registered

regulated

rehabilitated

reinforced

remodeled

repaired

replaced

reported

researched

responded

restored

retrieved

reviewed

revised

revitalized

        S        

scheduled

streamlined

screened

searched

set goals

set up

shaped

simplified

simulated

solicited

solved

spearheaded

specialized

specified

spoke

standardized

stimulated

strengthened

studied

submitted

succeeded

suggested

summarized

supervised

supplied

supported

surveyed

synthesized

systematized

        T        

taught

terminated

tested

trained

translated

transmitted

tutored

        U        

uncovered

unified

updated

upgraded

utilized

        V        

validated

verified

volunteered

        W        

widened

won

wrote

        Y        

yielded

        Z        

zoned

Did you know that an interview with a company starts the MINUTE you apply for a position? Don’t let a question prevent you from sealing the deal, here is a list of 75 commonly asked behavioral questions to help you prepare for your next interview! 

Accomplishments and Challenges

  1. Tell us about a time when you received criticism, how did you handle it?
  2. Give an example of how you set goals and achieve them.
  3. Tell me about a time where you felt defeated.
  4. Describe a situation that required you to work under pressure and tell us how you managed the tasks at hand.
  5. Describe a time where you were given a task with little to no instruction. How did you learn to do the job?
  6. How do you define success?
  7. Can you tell me about a problem you solved in a unique way? What happened?
  8. Describe a situation where you found yourself outside your comfort zone.
  9. What was the most satisfying goal you accomplished?
  10. Describe a time when you set your sights too high.
  11. What are some obstacles that you have had to overcome to get where you are today?
  12. Describe a situation when you found yourself challenged. Were you successful? If not, why?
  13. How do you define stress? How do you cope with it?
  14. What do you see as you biggest challenge with this position? How will you handle it?
  15. Tell us about your most difficult decision. What was the outcome?
  16. Give us an example of an important goal you have set, and how you reached it.
  17. If you weren’t satisfied with the work you turned in, what would you do about it?
  18. Can you describe the process you use to set personal goals?
  19. Tell us about a time when you had to learn something brand new in a short time. What steps did you take?
  20. Talk about a time when you presented a new idea to your supervisor. How was it received?

Communication and Conflict

  1. Tell us about a job experience in which you had to speak up and tell other people what you thought or felt.
  2. Tell me about a time you worked on a team with individuals from different cultural backgrounds.
  3. Describe a time when you found it difficult to work with someone from a different background.
  4. Describe a situation that required you to consider a different perspective from your own.
  5. How have you maintained relationships with your co-workers? What skills do you use?
  6. How have you interacted with a difficult boss?
  7. Can you describe a time when you had to work with a remote co-worker? How did you stay in touch?
  8. What do you do if you disagree with a co-worker?
  9. Tell me about a time when you had to work with others who dropped the ball.
  10. Tell me how you were able to communicate successfully with another person in regard to a sensitive situation.
  11. Have you had to make a presentation? What was the goal? What was the outcome?
  12. Have you any experience in sales? Maybe even selling an idea to a supervisor or coworker?
  13. Describe an instance when you had to think on your feet to avoid a difficult situation.
  14. How do you typically deal with conflict? Give an example.
  15. Tell of a time you had to manage a conflict or dispute among direct supports or team members.
  16. Tell us about a time when you recently had to deal with a difficult team member.
  17. Have you worked with a person who did things differently from you? How did you resolve your conflicts?
  18. Think about a difficult boss or other person who has challenged you. What made him or her difficult?
  19. What do you do when your priorities don’t match the priorities of those around you?
  20. How would you handle working at a job where you knew your boss was wrong about something that was affecting the company?

Decision making and Prioritizing

  1. What is most important to you in a job?
  2. Can you describe a decision that you regretted? Why did you regret it?
  3. Tell me about the last time your workday ended before you were able to get everything done.
  4. If you had to undertake multiple projects with tight deadlines, how would you stay on track
  5. How have you motivated yourself to complete an assignment or task that you did not want to do?
  6. Provide an example of a time when you had to be relatively quick in coming to a decision.
  7. Describe a time where you had to make an unpopular decision. How did you handle it?
  8. Describe a time when you had to advocate for your decision. What was the outcome?
  9. How do you go about a problem?
  10. Have you ever been in a business situation that was ethically questionable? What did you do?
  11. Did you ever make a risky decision? Why? How did you handle it?
  12. How do you stay organized?
  13. If you suddenly were given a deadline assignment while you were busy finishing another urgent problem, how would you handle the conflict?
  14. How do you usually delegate/ Prioritize tasks?

Team Player and Leadership

  1. Describe a time when you showed strong initiative.
  2. Give an example of how you’ve worked on a team.
  3. Have you been in a situation where you didn’t have enough work to do?
  4. Give an example of a time you went above and beyond the call of duty to get a job done.
  5. Have you ever performed duties that were beyond the scope of your job description?
  6. How would you describe a leader? Team player?
  7. What personal qualities do you believe define you as a leader?
  8. Have you ever had difficulty getting others to accept your ideas? What was your approach?
  9. Describe a situation when you had to change your leadership style to accomplish the desired impact?
  10. How do you motivate people?
  11. Describe a time when you had to achieve consensus in a group disagreement. What was the outcome?
  12. How would your co-workers describe you?
  13. What do you think is the toughest aspect of being a supervisor?
  14. Can you describe a time when a co-worker made a mistake and you discovered it? What did you do?
  15. Pick three adjectives that best describe yourself and your leadership skills.

About You

  1. Talk about a time when you worked your hardest.
  2. Can you tell me how you handled your transition between different jobs or positions in the past?
  3. What would you do if you were expected to conform to a company policy with which you had a strong disagreement?
  4. Has there ever been a situation where you thought it was better to be dishonest? Why? What did you end up doing?
  5. What do you believe sets you apart from all other candidates?
  6. What question do you wish we had asked? What question would you like to ask us?

The “what are your weaknesses” question is universally the one that most interviewees are afraid of being asked, and the question that most interviewers are most likely to ask. Therefore there is no reason not to have an excellent answer.

No one likes to admit that they have a weakness, whether it be for chocolate chip cookies and hot chocolate, or procrastinating until the very last minute before an important project is due.

The key to answering this question correctly is to provide a weakness, and discuss how you have overcome it, or are working to overcome it. An example I always use is that unless I’m constantly vigilant, my desk can turn into an absolute hovel of papers. I have a tendency to let things pile up even after I’ve completed a project, thinking that I’ll still need to refer to my notes in the future. It’s only after a few weeks have snuck by and I make a desperate attempt to find the desktop again, that I realize that I didn’t need to save as much paperwork as I did.

Because I know that this has the potential to be a big problem for me, I’ve changed my work habits to make sure that I set aside time when I come into the office every Friday morning to clear off my desk and prioritize my projects for next week. I have found that it makes me feel much more sane, and keeps me productive.

Note in the above example how I discussed my weakness: that it’s always been a problem, and how I work to overcome it on a weekly basis. Also note that admitting this specific weakness probably won’t keep me from getting the job-unless the hiring manager is a compulsive neat freak (in which case it’s probably best that I not work for them).

Avoid weaknesses that could seriously cast doubt on your work ethic or personality. Never discuss coming into work late, personality conflicts, or the quintessential “I work too hard” as a weakness. First, nobody wants to take a chance on you if you have the first two weaknesses, and nobody actually believes the third one. Acceptable weaknesses are a fear of public speaking, or the constant battle to stop a common bad habit, and others that are not typically job-threatening. Don’t forget to show how you are working to overcome these weaknesses.

 

By Melanie Szlucha, Redinc, LLC. www.redincllc.com

Melanie Szlucha has been a hiring manager for over 10 years. She founded RedInc, LLC to help job seekers by writing effective resumes and coaching them through job interviews. She is available to teach classes as well as work with individual clients improve their results at any phase of the job search process. Find out more at www.redincllc.com

Often at the end of a presentation to jobseekers, people will come up to me and ask me what I think of some piece of advice another coach has given them. I’m always taken aback by some of the things I’ve heard over the years.

A presenter advised jobseekers going for an interview to not bring anything with them.

Not a coat, not a purse, not a notebook/pen or a copy of their resume.

Huh?

I asked my client why the coach gave that advice, and they said that they felt that the applicant should look like they just walked down the hall for a meeting, I’m guessing implying that they already work there.

Now I don’t know about you, but when I was in the corporate world I always brought a notebook and pen to a meeting. I rarely took notes, but it made me look like I was prepared to swing into action should the opportunity arise. (I also could use it to write a HELP – THIS MEETING IS SUCKING THE LIFEBLOOD OUT OF ME! note and toss it out the open window…but that was just in my fantasies.)

So the advice to not bring anything makes no sense. I actually interviewed someone who did that, just walked into the interview with absolutely nothing, and my impression was that he didn’t really care and was completely unprepared.

And yet job seekers will hear the advice from that coach, and implement it because that person must be the “expert.”

Let me tell you this. There is no “gimmick” to getting a job. There aren’t tricks, secret knocks, hidden codes, special handshakes. Taking advice that flies in the face of common sense just because someone claiming authority told it to you isn’t doing you any favors.

I guarantee each and every one of you, at one point has been in the position to hire someone, whether it’s a contractor for your home, a mechanic, hairdresser, or person to sell you a car. You knew what you wanted them to do, and you hired the people that gave you the most confidence that they could do it. It was just that simple.

Chances are that the person you ended up hiring did something to differentiate themselves, and they were qualified for what you wanted them to do. Differentiated and qualified. Also, the way that they differentiated themselves was relevant to the position. If you were looking to hire a painter, one who came dressed as a clown “just to stand out” would seem a little odd. Another painter who came dressed neatly (rather than showing up in his speckled painting clothes), would subtly give you the impression that he would also be neat when he worked in your home. A good thing.

However, if the painter was dressed neatly (differentiated), yet didn’t have as much of or the type of experience that you were looking for, you wouldn’t hire him-because he wasn’t qualified for what you wanted him to do.

So being different just for the sake of being different won’t get you the job if you’re not qualified. Showing that you’re different from other candidates in a way that relates to the job, while also being qualified for the job, will work.

Before you adopt some truly creative approaches to your job search, always do a common sense test to evaluate someone’s advice. Hiring managers and recruiters don’t come from different planets with odd rituals that they’ve devised to trick job seekers. Every hiring manager and recruiter is a person, just like you, and they go through the same decision-making processes you do when looking to fill a position-regardless of what that position is. Put yourself in their shoes and look at how you would react to determine if someone’s advice is sound.

 

By Melanie Szlucha, Redinc, LLC. www.redincllc.com

Melanie Szlucha has been a hiring manager for over 10 years. She founded RedInc, LLC to help job seekers by writing effective resumes and coaching them through job interviews. She is available to teach classes as well as work with individual clients improve their results at any phase of the job search process. Find out more at www.redincllc.com

Every time I do presentations about how to be a more effective networker, the number one question on everyone’s mind is, how do you start a conversation with someone you don’t know?

As a veteran of many networking events, I feel everyone’s pain on this one.  I’m actually more of a “sit back and see what happens” kind of gal, and I really find it hard to talk to people I don’t know either.  But in order to grow my business, I had to learn how to get out there, and in order for you to get a job, you’re going to need to master this skill too.

The best opening line?  A compliment!  Who doesn’t love receiving a compliment, and who doesn’t instantly love the person giving the compliment?  It is a never fail conversation starter.

Here’s how it typically goes:  As a woman, I’ll usually compliment a guy on his tie (psst….I don’t always LIKE the tie, but I can say something like “I’ve never seen a tie quite like that one, there’s got to be a story behind it.” and it works just as well).  I have absolutely no idea why, but about 70% of the time they actually have some sort of story behind their tie.  Then because I just gave them a compliment, and listened to their tie story, they are much more open to talking to me.

For a man trying to network with a woman without coming across as a cheesy pickup line? Stick to comments about the venue, food, traffic or speaker. You can also ask how she heard about the event, and what she’s hoping to get out of it.

One other tip that always works, look for the other person at the event who isn’t talking to anyone else, but looks just as dazed/confused/lost as you probably do.  They will welcome your conversation.

The goal is to get the other person in a favorable state of mind to talk to you.  Once you’ve broken the ice, you can ask them more questions about their background, and then share your experiences that correlate with theirs.

Networking just takes practice.  The more attempts you make to create friends at these events, the better you’ll get at it.  Promise.

Now get off your couch and get goin’!

 

By Melanie Szlucha, Redinc, LLC. www.redincllc.com

Melanie Szlucha has been a hiring manager for over 10 years. She founded RedInc, LLC to help job seekers by writing effective resumes and coaching them through job interviews. She is available to teach classes as well as work with individual clients improve their results at any phase of the job search process. Find out more at www.redincllc.com

Always a Bridesmaid in Job Interviews and Not Getting the Offer?

It’s always frustrating during the job interview process to successfully jump over the initial hurdles, only to be met with silence instead of getting an actual offer.

Whenever I hear a client describing this situation, this tells me that:

  1. The resume is working
  2. They’re getting through the initial screener interview on the phone.
  3. They’re passing the first round of in-person interviews,
  4. But when it comes down to the company selecting between them and someone else… it’s never them.

This means that the client needs to focus on fixing this last phase of the process since that’s where they’re getting hung up. The resume isn’t the problem, but the approach to this fourth phase is the challenge.

On the employer’s side, they like a candidate, and can see on their resume that they have the qualifications to do the job, but…

There’s always a but….

They just don’t have that “gut feeling” about the person, that innate confidence that whatever challenges are thrown their way, they’ll figure it out.

A great example of this was a client I worked with who was having this exact issue. I solved it by thinking about what kind of person the employer was likely expecting. Is this a fast-paced job where they would want someone who looks like they have a lot of energy? Do I need someone who is more serious and analytical? Would I be looking for someone who is highly creative and innovative?

Then I get in my mind some of the mannerisms that would correspond to those qualities. The mannerisms are important because subconsciously they tell the employer if the words that are coming out of the candidate’s mouth correspond to who they are as a person.

In this case, the candidate was interviewing for a position as a CFO. However, his eye contact was pretty non-existent, which gave me the impression that he was a bit “shifty.” Not what a company would be looking for in a CFO. He had no idea his eye contact was so bad. Once I brought it to his attention and he fixed it, he got the offer.

You need to show not only through your words, but through your attitude that you’re the type of person they can trust and rely on.  If you’re getting that bridesmaid/bride scenario one too many times, find a coach or work with a trusted friend who will set you straight on the changes you need to make.

 

By Melanie Szlucha, Redinc, LLC. www.redincllc.com

Melanie Szlucha has been a hiring manager for over 10 years. She founded RedInc, LLC to help job seekers by writing effective resumes and coaching them through job interviews. She is available to teach classes as well as work with individual clients improve their results at any phase of the job search process. Find out more at www.redincllc.com

About a year ago I was asked to serve on a panel for a Human Resource conference at Nazareth College. Various HR professionals from around Rochester came to this conference hoping to stay up to date with the latest changes and trends. Why me? When I got there, I quickly realized it was a panel full of Millennials. What was the objective? To let HR professionals from around the Rochester community ask us questions about what we would want to see in an office environment, in a career or an ideal manager. I found this to be refreshing but also a little intimidating.

In July of 2018, Forbes stated that by 2025, 75% of the workplace will be made up of Millennials. As I sat there, I realized that the workplace practices have began to shift, and some HR professionals are having a hard time navigating. They needed our help. So, what came out of this panel? We discussed four common trends and feedback as to what we believe would make the average Millennial “happy.”
Consistent Feedback

It became clear from the questions we were asked that some managers see millennials as children who need constant reinforcement. However, I heard from the panel that we like to know how we are doing and how we can become better. What can we do to further our knowledge? Or, what changes can we make to become more efficient and productive. As Forbes stated, we come from a world where everything is graded and available for the public to see. We see this in schools and in social media, and we are used to being recognized for accomplishments and our failures, to us, the workplace should be no different.
Flexibility

Millennials are always on the go. We are constantly on our phones and working in non-traditional settings. Having flexibility to work different hours or occasionally work remote allows us to feel appreciated and keeps us from burning out. We are looking for a company with a good, flexible culture that will allow us to flourish.

A Clear Path to Career Success
We are eager to learn and achieve new goals. We enjoy having a clear path, so we know what milestones we need to hit to get to the next level, and ultimately our ideal position. We need to increase our knowledge by learning something new and through being challenged, or we get bored. Without variety, we may start to look for a new opportunity that will be more engaging.

Opportunities to Give Back to the Community
We like to give back to our community by either donating or getting involved. Sponsor a day to allow others to give back. This will not just benefit your Millennials, but will benefit others in the company who feel the same way.

Even though I was intimated by the thought of serving on a panel in front of a room full of HR Leaders, I appreciated being involved which is also a common trait amongst Millennials. We like to be involved!

So, what is the point? Millennials are setting the pace for future generations who will be entering the workforce. We are technologically savvy, hungry for success, and driven by feedback. Employers can get more out of Millennials through understanding and embracing the four common trends we discussed. It is true, Millennials do need to learn to adapt to changing environments. So do employers. We want to share our stories and knowledge, so let us help foster change for the future.

By Aly Raco

If you’ve ever had the thought: “I’ve applied to every job I see, but I don’t get called for an interview—what am I doing wrong?” or “Should I get certification in XYZ, is that what’s keeping me from getting a job?”, this article’s for you.

Let’s take a step back and look at the job search process as purely a buyer and seller transaction with employers as the “buyers” and employees as the “sellers.”

And as we all remember from our economics classes, buyers call the shots. You can call yourself a seller all you want, but if you’re trying to sell a product that no one wants to buy, you’re not going to get very far. You need to fit the requirements of the position—as dictated by the buyers—and clearly market yourself as that fit.

What this means from a job seeker perspective is if you consistently see that employers are requiring experience with a particular piece of software that you’ve never worked with before, for example—but that you fit all other requirements for the position—it would be well worth your time to look into learning that software.

Think of it this way, if you were faced with a pile of resumes that you needed to sort through, wouldn’t you start by looking at those people who possessed that unique certification or software experience you had asked for?

It’s your responsibility to make yourself hire-able. If the market of employers is dictating specific experience or certifications, as evidenced by the job descriptions you’re seeing—it’s your responsibility to look into learning it. Chances are there are some easy online resources to get you started, perhaps a friend of yours used to work with it and would be able to give you a tutorial, or any other unique resource can open up and help. But you need to at the very least, seriously investigate how to make it happen.

Another strategy is to see if there are any close comparisons between a piece of software that is similar to what they want, and what you’ve used. Start by researching the software they require in the job posting. Often either on the software company’s website or YouTube, you can find a tutorial/demo. Does it operate similarly to a piece of software you’ve used before? If so, you can write your resume as: Experience with Potato Software (Similar to French Fry Software), where French Fry is what the company is requiring.

The employer is the buyer. If you want to be bought, it’s critical that you try to meet them halfway.

By Melanie Szlucha, Redinc, LLC. www.redincllc.com

Providing resume writing, job interview coaching and job search coaching to clients around the world.

Frequently when I’m working with clients to write their resumes or prepare for job interviews, they admit that they’re not comfortable talking about their accomplishments. They were brought up not to brag, so having to sell themselves in the job search process goes against everything in their nature.

I completely understand where they’re coming from, so I try to put a different perspective on the situation.

  1. Your accomplishments can’t speak for themselves if you don’t say them. Describing what you’ve done in a particular situation and the outcome lets the hiring manager or recruiter learn more about how you solve problems and how effective you are.
  2. By only providing the job description of each role you’ve held, you’re not differentiating yourself from the competition. For example, if everyone who applied for a Marketing Director job only included what their job responsibilities were, the resumes would all look the same. Your unique accomplishments get an employer excited about what you could do for their organization.
  3. Most people think of selling themselves as being pushy, but we all know that pushy salespeople often don’t get the sale. Selling yourself in this case means knowing what you’re good at and simply describing the situation. Let the employer draw their own conclusions.

 

The fact is that you can’t expect an employer to get excited about you as a candidate if you can’t show them that you’re worth the salary and benefits you’re asking for.

This is especially true when working with a recruiter who then needs to pitch you to their client. By working with them to give them the talking points they need, you make their job easier when presenting you to the hiring manager.

Melanie Szlucha has been a hiring manager for over 10 years. She founded RedInc, LLC to help job seekers by writing effective resumes and coaching them through job interviews. She is available to teach classes as well as work with individual clients improve their results at any phase of the job search process. Find out more at www.redincllc.com