Archive for the ‘CV’ Category

Fast Track 2010 – Published Materials

• Career, Aptitude & Selection Tests, J Barrett, Kogan Page
• How to Pass Graduate Recruitment Tests, M Byron, Kogan Page
• How to Pass Selection Tests, M Byron, S Modha, Kogan Page
• How to Succeed in Psychometric Tests, D Cohen, Sheldon Press
• How to Pass Civic Service Qualifying Tests, M Byron, Kogan Page
• How to Pass Verbal Reasoning Tests, H Tolley & S Thomas, Kogan Page
• How to Pass Computer Selection Tests, S Modha, Kogan Page
• How to Master Personality Questionnaires, M Parkinson, Kogan Page
• Test Your Own Aptitude, J Barratt, G Williams, Kogan Page
• How to Win at Aptitude Tests, P Pelshenke, Thorsons
• Interviews Made Easy, M Parkinson, Kogan Page

Lynn Tulip Chartered MCIPD, PgDip Guidance & Assessment
HR & Career Management Consultant
http://assessment4potential.tel/

Have you ever employed someone who really didn’t get on with the rest of the team? Or someone whose integrity wasn’t what you thought it was? Or someone who needed hands-on management to deliver when you thought they could work on their own initiative?

If you have, you are not alone. These mistakes however, can be very costly and may even damage not only your reputation but your team as well. Perhaps next time you might like to think about using some formal testing and psychometric assessment during the recruitment and selection process.

When used by competent and appropriately qualified individuals, the best thing about properly developed psychometric tests and questionnaires is that they lead to better judgements and are therefore more likely to be more valid than decisions made by other means.

In broad terms, psychometric tests are a relatively economic, quick and simple way of understanding an individual’s unique behaviours, style, and approach to work life as well as identifying their core motivations, strengths and other traits. All essential qualities that are required in today’s competitive job markets.

I like to use different tests for different purposes – I do not believe that there is one test that is suitable for all. Tests can be done before or at the time of the interview, but should not be used as the sole method of candidate selection. Keep in mind that such tests could also be unlawful if they discriminate against candidates of a particular race, sex or age or who have a disability. Suitable tests should therefore only be used if they are well designed and relevant to the job.

For example alongside personality questionnaires and analysis, you will want to check out the potential of the candidate joining your company. Now, if you’ve already got a robust job description and person specification, you’ll know and understand what level of skills and attributes you will be looking for. So, for an administrative post you might be looking at completing an on-line 15FQ+ questionnaire with reasoning tests; for a senior manager the WAVE Professional together with the Professional Aptitude tests.

These tests are relatively quick for the candidates to complete. One of the shortest is only 10 minutes long. Costs will vary of course depending on the amount of candidates, tests and level of services you need.

Interpretation of the results however is fundamental. Upon completion, reports are generated and sent to the qualified administrator who will give feedback not only to the candidate but also to you as the potential employer. Interpreted with skill the results can help you:

• Drill beneath the surface to find out what someone is really like.

• Decide which qualities will be most important in the new person joining your team.

• Check compatibility and prevent potential issues from becoming major problems by sharing the applicant’s profile with their manager. (In this way the investment from psychometrics can roll forward from recruitment into development and management.)

• Help individuals to understand themselves and others better. (If compared with the job role, gaps can be defined and discussed. You can then use the profile to plot progress towards a training goal.)

• Acquire the language of “people-understanding”

One of my favourite psychometric tools is the Four Groups 4G questionnaire which I’ve used successfully in not only recruitment but also for team building and talent management. The completed and complex reports give an overall picture of compatibility, work styles and communication amongst team members and their leaders. It’s been invaluable in resolving issues and building relationships.

A company’s success depends upon its people.

Psychometrics can help build that success by getting the right people in the right roles, by helping them to understand themselves and others, and by enabling the company to build a better, clearer vision, drawing on the strengths of all its people. Used by employers for successful recruitment & selection and management & team development, the long-term cost benefits are considerable: including reduced costs of recruitment, lower staff turnover, less under-performance and minimal mis-deployment of staff resulting in increased profits, better staff retention and raised morale.

With over 18 years of experience using a wide range of psychometric tools, I’d love to be able to give you more information on assessments, recruitment & selection, management & team development and to help you avoid costly personnel mistakes; so please contact me.

Lynn Tulip Chartered MCIPD, PgDip Guidance & Assessment

HR & Career Management Consultant

http://assessment4potential.tel/

Think TOPICAL.

What do I mean by TOPICAL?

• T – Targeted at the specific vacancy, role or sector you are applying for
• O - Ordered and set out in a clear way
• P – Positive; demonstrate your achievements, your skills and your confidence
• I - Informative; gives relevant and reasonable detail
• C – Concise – usually no need for more than 2 A4 pages
• A – Accurate in content, spelling and grammar
• L - Logical; relates to what you want to do and what you are applying for.

The Framework

There are no hard and fast rules however an ideal and simple format to follow is:

Contact Details
Personal Statement  (optional)
Skills (optional)
Employment History
Education and Training
Interests and Hobbies (optional)
Additional Information (optional)

1. Contact Details - these MUST be clear and complete.  Remember to include your full name, postal address, at least one phone number and an e-mail address.  [It's worth setting up an e-mail account to ensure that your address is suitable for potential employers to contact you - hotlips69@mailservice.com is not appropriate!]
2. Personal Statement – A maximum of three sentences summing up who you are, what you can do and what you are looking for
3. Skills section – this gives you the opportunity of summarising transferable, sector specific and perhaps alternative or voluntary skills.  You might want to add an Achievement section here to summarise your accomplishments.
4. Employment History - list your most recent job role and employer first.  Ensure that the dates are included and relevant information about what you can do/what you did do are listed.  Quantify the statements.  Potential employers want to know what you can do for them.
5. Education and Training – list in reverse chronological order all relevant training, qualifications and if appropriate; school exam results.
6. Interests & Hobbies – depending on the role you are applying for depends on how much you want to include.  Risk averse employers do not want to read that potential employees spend their recreational time participating in high risk activities.  However intellectual, cultural activities are usually acceptable to mention – but be prepared to answer questions on them.
7. Additional information – you may wish to include details of your right to work, ability to drive and anything else that might support your application favourably.  You are not obliged to include your date of birth or your marital status.

Your CV is a sales pitch that tells a potential employer that your skills match their job criteria. It only has one purpose – to get you an interview. It has to be clear, concise, look good and sell your achievements.  A trained eye will take around 20 seconds to scan your CV. You must make an immediate impact because a potential employer may not get past the first half page.

Reduce your whole life down to just 2 pages, and make it 100% better!

If you would like more information, please contact Lynn

Outplacement business should be brisk.

With redundancies rising one might expect outplacement consultants to be chomping at the bit in anticipation of rising demands for their services. However, more often than not it seems that businesses are side lining the services and making staff redundant without offering professional add on support.

Using robust outplacement services can mean that the negative effects of redundancy can be off set for both those that lose their jobs and those that remain in post. Survivors syndrome often shows up as a demoralised guilt ridden workforce resulting in loss of production. Using professional services can help a company retain its credibility and maintain its market position.

Redundancy is difficult for all those involved, employees and employers alike. Outplacement services support both the individuals and the employer through the challenging time. Support services can be from breaking the bad news, setting up a communication strategy, to supporting the exiting staff and helping them move forward and make alternative job choices, focusing on a new CV, Interview coaching and Job Search strategies whilst maintaining the morale of the remaining employees.

The benefits?

Using Outplacement Services gives

• a positive clear message that shows a company cares and this will undoubtedly have an impact on existing staff and for attracting new employees in the future
• affected staff support through their career transition to new employment, education or training
• strength to reduce individual’s emotions and manage their possible anger, disappointment and resentment

What is offered?

Executive Outplacement – These are programmes tailored for executives or senior managers. They are bespoke programmes facilitated through 1-1 coaching and cover topics including: moving on after redundancy, career assessment and direction, CV support, job hunting strategies and interview preparation.

Individual Outplacement –These programmes offer 1-1 coaching and flexibility to meet individual needs. These programmes vary in length and content with modules – career coaching and assessment, CV preparation, job search, interview advice and ongoing support.

Group Outplacement – This is a workshop programme designed to help a group.