Hope your job search is going well. Let me know how I can be of assistance.

I’m sure you wouldn’t do this, but I thought I would share a recent experience to give you the recruiter’s side of job search. It may be tempting but so often a waste of your time to send a resume for a position where the key requirements don’t match your experience. If it’s a stretch to tie your experience to the absolute requirements, it’s unlikely anyone at the company will have the time, inclination or ability to make that leap.

Remember that recruiters have to present candidates to the hiring manager with a good reason for doing so. If they present candidates who don’t come close to the basic requirements, the hiring manager questions if the recruiter knows what they are doing. Recruiters rarely want to look stupid to their clients. So no matter how you try to spin it, they won’t be able (or willing) to sell it.

If you’ve got a resume that is oriented to how the hiring manager views the world, if you know how to position yourself and your experience in an interview, and you’ve got a clear, concise and very brief statement (sound bites can differentiate you) of what you bring to the table, you won’t need to send resumes off and hope the recipient can make the leap. If you need assistance on any of those things, please let me know.

Warm regards,
Katherine

P.S. Check out indeed.com and simplyhired.com if you haven’t yet. They both search the web for posted positions so you can get a good view into what’s available all on one site.

I had the opportunity yesterday to talk to a VP HR who has always sat at the table with the CEO throughout his career at some very impressive companies. I thought I would share with you his perspective on how to build CEO-speak into your resumes, interviews, results, etc.

So this is about how to play the cards right in order to be seen as a true business partner: Much of that will come from what you emphasis within HR. If your conversation and accomplishments are all oriented around compliance based projects and efforts as the value you add to the organization, you distance yourself from the business.

HR has a bit of a double bind. It's critical to avoid being out of compliance with all the hassles and penalties that come with that. Yet at the same time, that just gets you in the game. What gets you to the stratetgic table is seeing (and being able to articulate) how HR value-add efforts impact the P&L. It's essential for HR Executives to make that connection and use the language of business. CEO is only interested in one thing-- "increasing shareholder value". HR must connect to that strategy in real ways they can articulate. They need to show the organization how their work impacts the P&L. If they do not, they may not be long at the strategic table.

We have typically forced HR to have to focus on the means not the end-next law, next form, etc., are critical. Unfortunately this isn't the value add that will be seen as value add. It's the different between the craft of HR vs the craft of increasing shareholder value.

His recommendations: All of HR, not just the executive leader, should know the P&L and annual report and know how to tie back the hr initiatives to those results. Read the annual report. Make an effort to understand the financial operations and financial results of the organization. Take your rightful place at the table. We need you!

So perhaps as part of your job search strategy, you might listen to CEO shareholder calls, network with CFO's, learn the key financial terms and concepts. Translate your accomplishments into P&L impact. Talk about EBITDA in your next interview if you really want to ifferentiate yourself with a CEO or CFO.