روش نگارش يك رزومه كامل

در رزومه معمولاً باید تعریف کامل و مشخصی از خودتــــان بدهید و این یکی از مهمترین مسائل در شناسنامه کـاری شماست.
رزومه یک خلاصه ی دو یا سه صفحه ای از شما و مهارتها، دستاوردها، تجارب کاری و تحصیلاتتان است که هـــدف آن جلب نظر صاحب کار آینده تان است.
رزومـه هـم مثل خود زندگی است. دچار تغییرات و تحولات زیاد می شـود. باید مداوماً به روز شود و اطلاعات جدید به آن اضافه شود. اگر می خواهید برای چند شغل در صنعت های مختلف تـقـاضـای کـار دهـیـد، بـهتر است رزومه های مختلف درست کنید که در هر کدام به مـهارت هــای خاص شما در رابطه به آن صنعت اشاره شده باشد. هدف این مقاله این است که شما را با نکات مهمی در زمینه ی تدوین یک رزومه ی خوب آشنا کنیم.

تاثیر اول
هروقت که می خواهیم یک رزومه درست کنیم، باید خودمان را جای استخدام کننده و کارفرمایی بگذاریم که رزومه ها را بررسی می کند. او باید از میان چندین رزومه، آن که از همه مناسب تر است را انتخاب کند.
شما باید کاری کنید که ابتدا آنها از رزومه ی شما خوششان بیاید و بعد هم همه ی مطالب درج شده در رزومه را به آنها ثابت کنید.

متن رزومه
باید سعی شود که متن رزومه هر چه خلاصه تر باشد. فقط کافی است در آن خلاصه ی کوتاهی از خودتان بدهید، که نباید بیشتر از یک صفحه باشد. اطلاعات نباید به هیچ وجه در رزومه تکرار شوند. این صفحه باید حداکثر از سه پاراگراف به شکل زیر تشکیل شده باشد:
پاراگراف اول: نباید بیش از دو یا سه جمله باشد. در آن مقدمه ی کوتاهی در مورد خودتان و اهداف کاریتان می دهید. همچنین می بایست در مورد طریقه ی اطلاع یافتن شما از آن شرکت توضیحی بدهید، چه روزنامه باشد یا آشنایی در همان شرکت.
پاراگراف دوم: در این پاراگراف باید اطلاعات مربوطه در مورد میزان تحصیلات، مهارتهای تخصصی و توانایی هایتان که برای شرکت مورد نظر مفید خواهد بود را ارائه دهید.
پاراگراف سوم: این پاراگراف آخر باید اطلاعات شخصی شما را به کارفرما ارائه دهد که در صورت نیاز بتوانند با شما تماس بگیرند. حتماً اسم، شماره ی تماس، ایمیل و شماره ی فکستان را ذکر کنید.
آدرس ایمیلتان باید کامل و واضح باشد. مثلاً اگر اسمتان علي اسمیت است، آدرس ایمیلتان باید چیزی مثل ali@email.com باشد.
باید در رزومه اطلاعاتی درج شود که حتماً به کار آن شرکت و پستی که می خواهند برای آن استخدام کنند بیاید. اطلاعات باید واضح و مرتبط باشد.

یک رزومه معمولاً از 5 جزء تشکیل شده است:
اهداف کاری
تجارب کاری
میزان تحصیلات
اطلاعات اضافی
منابع

اهداف کاری
اهداف کاری به عنوان پیش درآمدی برای یک رزومه ی خوب و اصولی است که همه ی اطلاعات با قاعده و ترتیب منظم شده است. در این بخش باید کارفرما را با اهداف کوتاه مدت و بلند مدت خود در زمینه ی کاری آشنا کنید. و بیان کنید که پیشرفت کاریتان تاکنون در چه حدی بوده است.
این قسمت ارجحیت های کاری شما را به طور خلاصه و مرتب با سایر قسمت های رزومه بیان می کند می تواند فرصت خوبی برای ابراز توانایی هایتان در همان اول رزومه باشد.
به یاد داشته باشید که از تکرار موارد جلوگیری کنید.

تجارب کاری
این قسمت تا حد زیادی می تواند بگوید که چه کارهایی می توانید انجام دهید و چطور و در کجا برای این کارها آموزش دیده اید. ممکن است از مهارت های مورد نیاز برای یک شغل باخبر باشید، اما بیان این مهارت ها می تواند به رئیس آینده تان نشان دهد که شما شایسته ی پستی حتی بالاتر هستید.

به یاد داشته باشید که حتماً تجربه های کاریتان را به ترتیبی معکوس از نظر تاریخی بنویسید. برای هر کار موارد زیر را نیز مشخص کنید:
عنوان پست
عنوان سازمان
محل کار
تاریخ استخدام
کارفرما وقتی در مورد تجربه های کاریتان بداند بسیار راغب خواهد بود تا با میزان تحصیلات و آموزش های شما هم آشنا شود.

میزان تحصیلات
اگر تجربه های کاریتان زیاد نبوده باشد، این قسمت اهمیت زیادی پیدا خواهد کرد. برای نوشتن از همان ترتیب معکوس تاریخی استفاده کنید.
در زیر جنبه های اصلی که باید در این قسمت به آن اشاره شود را یادآور می شویم:

درجه ی تحصیلات
موسسات و دانشگاه ها
تخصص/فوق تخصص
سمینارها، کارگاه ها و آموزش های ویژه
میانگین معدل

اطلاعات اضافی
این قسمت از رزومه می تواند شامل چند زیر مجموعه مثل علایق، دانش های رایانه ای، فعالیت ها، مهارت های زبانی و...باشد. در این قسمت باید به آن دسته از توانایی هایتان اشاره کنید که در دو بخش قبلی ذکر نشده بود.
علایق: در این قسمت میتوانید به علایقتان در زندگی اشاره ای داشته باشید. اگر به دوچرخه سواری یا هر نوع ورزش دیگر علاقه دارید، می توانید ذکر کنید، با این کار کارفرمای شما متوجه خواهد شد که فردی هستید که از زندگی نهایت استفاده و لذت را می برید.
اطلاعات کامپیوتری: بعضی از شغل ها نیازمند داشتن دانش ها و آگاهی هایی در زمینه ی بعضی برنامه های کامپوتر هستند. اگر اطلاعاتی در این زمینه دارید می توانید در این قسمت ذکر کنید.

فعالیت ها: در این زمینه می توانید به فعالیت ها و دستاوردهای غیر کاری خود اشاره کنید.
تخصص های زبانی: اگر قادرید که به زبان هایی غیر از زبان خود مکالمه کنید یا هر تخصصی در یکی از زبان های خارجی دارید باید در این قسمت به آنها اشاره کنید.

منابع
اگرچه بردن نام افراد در رزومه ضروری نیست اما با اینکار، کارفرمای شما می تواند به طور مثال با رئیس سابقتان در مورد شما گفتگو کند و اطلاعاتی کسب کند. اگر مایل نیستید که نام کسی را ذکر کنید می توانید در این قسمت اشاره ای داشته باشید که در صورت نیاز یا تقاضا قادر به ارائه ی منبع هستید.
اگر خواستید از افراد در رزومه خود نام ببرید، حتماً به یاد داشته باشید که قبلش با خود آنها هماهنگی های لازم را انجام داده باشید و کسب اجازه کنید.
حال که با نحوه ی تدوین یک رزومه ی خوب و کامل آشنا شدید، خود را برای مصاحبه آماده کنید...
 
 

Article: 10 Things You Must Do Before That Successful Interview

Hiring and Selection

Introduction

Economic systems around the globe continue to undergo significant changes, and the management of human resources is no exception.

Source : http://edis.ifas.ufl.edu/hr001

How to Recruit and Retain Diverse Candidates

Author: Simma Lieberman
 

If there is not enough diversity in your employee base or there is high turnover with certain groups of employees, your organization will not be able to leverage the power of diversity. Building diversity in a company through recruiting and retention is an important step to creating an inclusive workplace. Are your recruiting efforts doing the following? Here are some tips to help build diversity in your organization through recruitment:

• Begin to recruit from middle and high schools. Attend career days and come prepared to discuss the benefits of working for your organization and your industry.
  
  
• Identify stereotypes of people who work in your industry and develop strategies for changing perceptions i.e. Firefighting should only be a male occupation.
  
  
• Use more inclusive language and visuals in rule books, orientation, and recruiting materials.
  
  
• Create cross-cultural and cross gender mentoring programs and provide training for mentors.
  
  
• Develop relationships with associations and organizations that are geared toward underrepresented groups.
  
  
• Be aware of your own biases and stereotypes and their impact on the environment.
  
  
• Create processes to make people who are different from you feel welcome and included in your organization.
  
  
• Mentor people who are from different cultural or ethnic backgrounds or gender from you. It will help you become more comfortable with other people and will help your staff grow in their careers.
  
  
• Incorporate ideas from other cultures to solve problems and be more innovative.
  
  
• Use resources that are already in place and research what other organizations have done to be successful.
  
  
• Provide cross-cultural communication training to help staff work better together and serve the client population more effectively.
  
  
• Survey and interview staff across demographics to determine their needs in order to create a strategic plan for retention and increased recruitment under represented populations.
  
  
• Examine your definition of leadership qualities to include ways in which people who have different thought processes and communication styles can lead. If you have been hierarchical in the past, start learning that people with consensus styles can also be effective leaders.
  
  
• Conduct exit interviews and identify patterns and themes if they exist.
  
  
• Be willing to change to accommodate and use new ideas and creativity.

Too many people who own or run restaurants do not know enough about conducting interviewing potential employees. Whether you define your restaurant as fast food, casual dining, or upscale, hiring the wrong person for the job can be expensive. Consider the costs of advertising for candidates, interviewing time, disrupted customer service, training, and severance pay. Select a position in your restaurant, and estimate how much each step of the hiring process costs in terms of time and money. You'll see how important having an interviewing and hiring system is.

About Author: Simma Lieberman helps organizations create environments where people can do their best work and be successful. She specializes in Diversity and Inclusion, Diversity Dialogues, and Eliminating Fear and Self-doubt. Simma is the co-author with Kate Berardo and George Simons of the book "Putting Diversity to Work."

HOW TO RECRUIT THE RIGHT PERSON FOR THE JOB?

Put about 100 bricks in some

particular order in a closed room with an open window.

Then send 2 or 3 candidates in the room and close the door.
Leave them alone and come back after 6 hours and then analyze the situation.


If they are counting the bricks. Put them in the accounts department.

If they are recounting them.. Put them in auditing.

If they have messed up the whole place with the
bricks. Put them in engineering.

If they are arranging the bricks in some strange
order. Put them in planning.

If they are throwing the bricks at each other.
Put them in operations.


If they are sleeping. Put them in security.

If they have broken the bricks into pieces.
Put them in information technology.

If they are sitting idle. Put them in human resources.

If they say they have tried different combinations,
yet not a brick has been moved. Put them in sales.

If they have already left for the day. Put them in marketing.

If they are staring out of the window. Put them on strategic planning.

And then last but not least.

If they are talking to each other and not a single
brick has been removed Congratulate them and put them
in top management.

How to Improve Interviewing Accuracy by 50 to 100 Percent

The awesome impact of the "collect and then decide" assessment technique

The objective is to profoundly reduce assessment errors by collecting information differently. Using the technique yourself and implementing it with your hiring teams will not only improve overall interviewing accuracy, but also increase your personal productivity by 50 to 100 percent.

Stop complaining about having too many assignments to handle. Instead, learn the "collect and then decide" technique and teach it to your clients. Here are six potential benefits you'll achieve as a result. Not all of these will apply to everyone, so pick those you find most personally relevant:

• Fifty to one hundred percent more assignments. Pick this one if you want to become Recruiter of the Year.

• An increase in your billings of 50 to 100 percent. Pick this one if you're competitive as heck and commission-driven.

• Time not wasted doing searches over again. Pick this one if you don't like wasting your time.

• Reduce hours by one-third while getting the same amount of work done. Pick this one if you want a life.

• No OFCCP, ADA, or EEO audit problems; or maximizing performance while minimizing turnover. Pick this one if you want to make sure the best person gets the job for the right reasons.

• Reduce time to fill by 50 percent or more, while increasing candidate quality and reducing cost per hire. Pick this one if you're a recruiting manager or human resources executive who wants to become a hero.

Here are just a few things that typically prevent the best person from getting the job:

All of these problems can be minimized by using a "collect then decide," rather than a "decide then collect" interviewing assessment process. A "collect then decide" approach means that you use the interview to collect as much information as possible before deciding whether the candidate is good or bad. Common sense would suggest that the longer you delay the "hire/not hire" decision, the more accurate the assessment.

In fact, it's best to not even make a final decision alone. Instead, use the one-on-one interview just to collect information. Then share this information with all members of the interviewing team before making the final hiring decision. The team will arrive at a more accurate decision this way, by using appropriate information to make the decision rather than relying on the traditional and flawed "yes/no" voting process.

Here are some ideas you can use to implement a "collect then decide" interviewing assessment process:

1. Get everyone on the hiring team to agree to real job needs ahead of time. You might want to use a performance profile to collect this information. It describes what a top person needs to do to be considered successful on the job. Managers who know real job needs before the interview starts tend to be less judgmental. If you don't force the use of some standard for measuring job performance, you inadvertently permit the use of emotions, biases and intuition to prevail.

2. Eliminate the "yes/no" process in its entirety. Aside from all of the errors noted above, this gives weak interviewers an equal vote in the process. We use a formal 10-factor assessment process that requires all interviewers to substantiate their rankings with factual information. Feelings and emotions are not allowed. Here's a link to the assessment form we use. The form itself describes the ten best predictors of on-the-job success, which includes factors like job-specific technical competency, self-motivation to do the work, and team skills with comparable groups, among others. Just from the samples, you can see that the traits are all assessed in comparison to real job needs. This insures a great fit.

3. Don't give any interviewer full voting rights. Instead, assign each interviewer only a few of the ten factors to assess. As part of this, require that they must use specific information (dates, details, examples, names) to justify every ranking, good or bad. Some of the other ten factors include things like job-specific problem-solving, cultural and environmental fit, trend of growth over time, and comparable accomplishments. As you can tell, there are plenty of topics to go around. If each interviewer knows ahead of time that he or she is not responsible for a complete assessment, there is a natural tendency to withhold judgment until their portion of the assessment is complete. So this is an important practice to implement.

4. Certify each interviewer before trusting their assessments. Here are the three common hiring errors that can be minimized with just a little training: 1) eliminating good candidates for bad reasons; 2) hiring weak candidates using a narrow range of traits; and 3) hiring good people for the wrong jobs. If each member of the interviewing team reads and practices the points in this ERE article I've written on the one-question performance-based interview, they'll be 50 percent certified. If you establish a formal deliberative and information sharing decision-making process, they'll be fully certified by their third debriefing session. These sessions are great learning events, as you'll quickly discover once you attend one yourself.

5. Measure first impressions at the end of the interview. To increase objectivity, have each interviewer compare the candidate's first impression measured at the end of the interview with the candidate's initial first impression. Most people when you get to know them aren't as bad or as good as first imagined. This exercise allows interviewers to overcome the natural tendency to "decide then collect" confirming information. The difference in first impressions measured this way reveals the interviewers' own biases and prejudices.

6. Use panel interviews more frequently. A properly organized panel interview is a great way to impose a "collect then decide" process. One person should lead, with the other interviewers just asking fact-finding questions for clarification. This is also a good way to train weaker interviewers.

The selection of new employees should be considered a major decision-making process. Unfortunately, from what I've seen, most companies don't treat it formally enough. Weak interviewers get equal voting rights. Emotions and biases dominate the selection process. Few interviewers truly understand real job needs. A no has more value than a yes, and influence is based more on rank than competency. For something this important, this is a sorry state of affairs. Yet the problem is relatively easy to solve

The key is to enforce a "collect then decide" assessment process. When each interviewer knows that their role is limited to doing a good job of collecting information rather than having to decide on overall competency, logic rather than ego or emotions prevail.

Lou Adler (lou@adlerconcepts.com) is the president of The Adler Group, a training and consulting firm helping companies hire more top talent by implementing performance-based hiring. His Amazon bestseller Hire With Your Head (John Wiley & Sons, 1997, 2002) started the performance-based hiring and selection movement. This was followed-up with the award-winning Nightingale Conant audio tape program, POWER Hiring: How to Find, Assess, Hire and Keep Great Talent (1998). Adler is a veteran recruiter and founder of CJA Executive Search. His early industry career included general management positions with the Allen Group, as well as senior-level financial management positions with Rockwell International's Automotive and Consumer Electronics groups. Adler holds an MBA from UCLA and a B.S. in Engineering from Clarkson University, New York.