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#ResumeWriting : In a Hot Job Market, Forget A.I. – Get in the S.H.A.D.E. … Caution: Recruiters are Using Programs to Weed Out AI Resumes. GReat REad!

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In the week ending June 8, 2024, seasonally adjusted initial unemployment claims for benefits were ~242,000, an increase of 13,000 from the previous week of 229,000 (according to the USDOL). Going into the hot summer months, it will get harder for job seekers to find work. Job seekers need every advantage to get noticed by hiring managers. With more applicants per position, employers can be picky.

Interestingly, the ‘hot trend’ of using Artificial Intelligence (AI) to write resumes seems to be picking up steam. Unfortunately, using AI may hurt versus help job seekers. Over the last year, I have noticed AI-generated resumes focusing on ‘high-dollar words,’ glorified and subjective descriptions, and trendy buzzwords, and unfortunately, do NOT explain what the job seeker physically did nor achievements for current or past employers.

Job seekers are paying third-party platforms to create resumes for them. These resumes look and sound impressive on the first read. After the initial glance, recruiters may have difficulty deciphering the ‘fancy language’ used by the AI generator. There is a term used by computer programmers – GIGO (Garbage In, Garbage Out). Artificial Intelligence gathers thousands of resume samples from the web to learn. Still, AI cannot discern the difference between a poorly written resume and a keyword-packed, metric-rich resume that recruiters seek. So everything gets lumped together – the garbage and the gold.

Increasingly, recruiters are using programs to weed out AI resumes and auto-reject those applicants. AI-generated documents have an almost recognizable style and tone, and the ‘anti-AI’ software is trained to identify and reject those. Recruiters want to see a human-written resume.

Job seekers must show why hiring them will increase the employer’s revenue, reduce overhead expenses, and answer why this job seeker is the best hire?’ against job-seeker competitors. When writing a resume, there are specific elements hiring managers want to see in a resume: 

Skill Capabilities

Hard (vs Soft) Skills

Achievements & Accomplishments

Diversity (broad job skills)

Education & Training

 

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What Skill Sets Do You Have to be ‘Sharpened‘?

 

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Article continued …

The worst thing job seekers can do is copy and paste the job description announcement from a public job notice. Adding AI-generated job descriptions is a second worse scenario. The best resumes have unique language that describes specific Skills (capabilities). The resume needs to list job-related Hard skills or unique technologies used in current or past jobs. (The job seeker can showcase their soft skills [personality, speaking capabilities] during the interview.)

The resume job descriptions should showcase Achievements and accomplishments and the monetary or positive organizational results. What sales revenues resulted? How many manufacturing units were completed in a record time?

The job seeker should include a Diversity of tasks and responsibilities (not only performing their job but backup co-workers’ responsibilities). What cross-training tasking can the job seeker perform? Does the job seeker have a broad range of skills (e.g., accounting, budgeting, sales, presentations) from previous jobs they can perform? Did they supervise others?

Education and training demonstrate knowledge of a specific industry and experience in training others. What computer skills are the job seeker bringing to the table? How many certifications do the job seeker have in the industry or field?

Job seekers should showcase how they have been ‘leaders’ – team lead, supervisor, or oversight to coworkers. What projects did they volunteer for, or did they lead others in accomplishing company strategic goals? How successful were the project achievements in metrics (e.g., sales increases of $XXX; reduction of XX man-hours)?

The resume should be a richly-worded document of ‘what the job seeker has done’ and ‘capabilities’ for hiring consideration. A vague or poorly written resume can easily be ignored (or marked as insufficient experience in the ATS software platform).

The goal is to get enough rich ‘teaser’ information into the resume that the hiring manager wants to call the applicant in for an interview to find out more. Artificial Intelligence programs have not yet reached the pinnacle of compiling information into a practical document. If the job seeker focuses on the S.H.A.D.E. in writing their resume, they will increase their success of catching the eye of recruiters.

 

FSC Career Blog Author:   Dawn Boyer, Ph.D., owner of D. Boyer Consulting – provides resume writing, editing, publishing, and print-on-demand consulting. Reach her at Dawn.Boyer@me.com or visit her website at www.dboyerconsulting.com.

Bio: Dawn D. Boyer, Ph.D., has been an entrepreneur and business owner for 20+ years, with a successful business and consulting firm (CEO) in Virginia Beach, Norfolk, Richmond, Dahlgren/Colonial Beach, and Gloucester, VA. Her background experience is 24+ years in the Human Resources field, of which 12+ years are within the Federal & Defense Contracting industry. She is the author of 1,022+ books on business, human resources research, career search practice, women and gender study, genealogy and family lineages, quotes for motivation and self-improvement, and Adult Coloring Books. Her books are on Amazon.com under her author’s page for Dawn D. Boyer, Ph.D.

FSC Career Blog – June 19, 2024

 

 

#Strategy : 4 Tips on How to Thrive When Everybody Else Is Crashing…Take these Tips from Founders who have Lived through prior Bubble Bursts to Prepare your Company for the Next One.

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Nobody can pinpoint the timing or impact of a private-tech-sector bubble burst. But preparing for one is not a bad idea, even if you don’t think your company would be affected. Remember that the trickle-down effect from such sector downturns is real–especially if your customer base includes privately funded tech startups or companies that sell to them. The hard lessons learned by survivors of previous bursts will help your company weather the next pop.

Free- Airbag Sign

Diversify Your Client and Supply Base

Paul Baum founded Rumarson Technologies, which refurbishes and resells computer hardware, in 1991. After the economic crisis of 2008, large companies, his primary source of used computers, could no longer afford to replace their systems. Within three months, used supply shrank 75 percent. Surviving required him to expand sources to include major retailers that accept returned computers from consumers.

Baum recommends that you diversify now, especially if your customers or suppliers come from the tech-startup space. “Run your company paranoid,” he says. Baum is taking his own advice. His company, now called Plan-IT-ROI, recently hired a team of paid graduate and undergraduate interns to test and prove new business lines. He expects to launch one of them early next year.

 

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Tighten Up Terms

Former venture capitalist Anand Sanwal founded private company investment database CB Insights in 2010. The data-as-a-service company helps its clients understand high-growth private companies, their investors, and their acquirers.

Sanwal advises founders with a high concentration of startup clients (or those dependent on startups for revenue) to closely monitor the financial health of those clients. Once you determine that any of them are struggling, change your payment terms. In addition to checking on things like whether they are actively hiring for new positions, look at how active they are on social media, when they issued their last press release, whether they’re in a sector that is out of favor with funders, and how long it’s been since they raised money. If you see a break or significant alteration in their fundraising schedule, or if they go longer than 24 months without a fundraising round, that’s a red flag.

“If you have payment terms of 30, 60, or 90 days, look at tightening those up,” Sanwal says. “You don’t want to be left holding the bag.”

Get a Credit Line While It’s Cheap

Sumeet Goel saw the last bubble up close and personal as a venture capitalist. When the dust settled, he founded strategy consulting firm HighPoint Associates, in 2002. To prepare for a bursting of the current tech bubble, Goel advises entrepreneurs to take advantage of the low cost of capital today.

“Get the biggest line of credit you can get,” he says. “Six months from now, if there’s a downturn, everything will be shut down, so at least you’ll have that line locked in.” He also suggests using a small portion of your credit line on a regular basis so you have a history of making timely payments. “I will actually use my line periodically just to ensure that when the downturn happens, they can’t say, ‘You’ve never used it and we’re going to take it away,'” Goel says. (Lenders can close a credit line for other reasons.)

Be Ready to Switch to Profit Mode (if You’re Not Already in It)

In the early days of the dot-com boom, William Hsu, co-founder of venture firmMucker Capital and startup accelerator MuckerLab, raised more than $50 million in venture capital for BuildPoint, a construction software and marketplace company. When that bubble burst, Hsu’s VCs fired him from his own company.

Now Hsu is helping protect startup founders at MuckerLab from another burst by preparing them to switch from growth mode to profitability mode at the drop of a hat. His advice is to know your “unit economics to break even,” or the amount of money you can spend on customer acquisition while still reaching profitability within a defined time period.

“If you have that math in your head, you know that, depending on the market, you can dial your acquisition costs up or down and manage your growth,” he says. Another general rule is to plan to reach profitability with at least one-third of your most recent funding still in the bank.

“Even if a future round never happens, the business stays sustainable,” Hsu says.

FROM THE NOVEMBER 2015 ISSUE OF INC. MAGAZINE
BY GRAHAM WINFREY

Staff writer, Inc.

#Leadership : A Retired Navy SEAL Commander Explains 12 Traits Effective #Leaders Must Have…Just as Discipline & Freedom are Opposing Forces that Must be Balanced, Leadership Requires Finding the Equilibrium in the Dichotomy of Many Seemingly Contradictory Qualities Between One Extreme & Another.

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Jocko Willink is the retired commander of the most highly decorated special operations unit of the Iraq War: US Navy SEAL Team Three Task Unit Bruiser, which served in the 2006 Battle of Ramadi.

 

Retired Navy SEAL Task Unit Bruiser commander Jocko Willink.

In his new book “Extreme Ownership: How US Navy SEALs Lead and Win,” co-written with his former platoon commander Leif Babin, he and Babin explain the lessons learned in combat that they’ve taught to corporate clients for the past four years in their leadership consultancy firm Echelon Front.

During his 20 years as a SEAL, Willink writes that he realized that, “Just as discipline and freedom are opposing forces that must be balanced, leadership requires finding the equilibrium in the dichotomy of many seemingly contradictory qualities between one extreme and another.” By being aware of these seeming contradictions, a leader can “more easily balance the opposing forces and lead with maximum effectiveness.”

Here are the 12 main dichotomies of leadership Willink identifies as traits every effective leader should have.

‘A leader must lead but also be ready to follow.’

Willink says a common misconception the public has about the military is that subordinates mindlessly follow every order they’re given. In certain situations, subordinates may have access to information their superiors don’t, or have an insight that would result in a more effective plan than the one their boss proposed.

“Good leaders must welcome this, putting aside ego and personal agendas to ensure that the team has the greatest chance of accomplishing its strategic goals,” Willink writes.

‘A leader must be aggressive but not overbearing.’

'A leader must be aggressive but not overbearing.'

Echelon Front

Leif Babin and Willink when they were deployed in Ramadi, Iraq in 2006.

As a SEAL officer, Willink needed to be aggressive (“Some may even accuse me of hyperagression,” he says) but he differentiated being a powerful presence to his SEAL team from being an intimidating figure.

He writes that, “I did my utmost to ensure that everyone below me in the chain of command felt comfortable approaching me with concerns, ideas, thoughts, and even disagreements.”

“That being said,” he adds, “my subordinates also knew that if they wanted to complain about the hard work and relentless push to accomplish the mission I expected of them, they best take those thoughts elsewhere.”

‘A leader must be calm but not robotic.’

Willink says that while leaders who lose their tempers lose respect, they also can’t establish a relationship with their team if they never expression anger, sadness, or frustration.

“People do not follow robots,” he writes.

‘A leader must be confident but never cocky.’

Leaders should behave with confidence and instill it in their team members.

“But when it goes too far, overconfidence causes complacency and arrogance, which ultimately set the team up for failure,” Willink writes.

‘A leader must be brave but not foolhardy.’

'A leader must be brave but not foolhardy.'

Courtesy of Jocko Willink and Leif Babin

Task Unit Bruiser SEALs look up at an Apache flying overhead Ramadi in 2006.

Whoever’s in charge can’t waste time excessively contemplating a scenario without making a decision. But when it’s time to make that decision, all risk must be as mitigated as possible.

Willink and Babin both write about situations in Ramadi in which delaying an attack until every detail about a target was clarified, even when it frustrated other units they were working with, resulted in avoiding tragic friendly fire.

‘A leader must have a competitive spirit but also be a gracious loser.’

“They must drive competition and push themselves and their teams to perform at the highest level,” Willink writes. “But they must never put their own drive for personal success ahead of overall mission success for the greater team.”

This means that when something does not go according to plan, leaders must set aside their egos and take ownership of the failure before moving forward.

‘A leader must be attentive to details but not obsessed with them.’

The most effective leaders learn how to quickly determine which of their team’s tasks need to be monitored in order for them to progress smoothly, “but cannot get sucked into the details and lose track of the bigger picture,” Willink writes.

‘A leader must be strong but likewise have endurance, not only physically but mentally.’

'A leader must be strong but likewise have endurance, not only physically but mentally.'

Courtesy of Jocko Willink and Leif Babin

Navy SEALs on a roof overlook in Ramadi in 2006. (Faces have been blurred to protect identities.)

Leaders need to push themselves and their teams while also recognizing their limits, in order to achieve a suitable pace and avoid burnout.

‘A leader must be humble but not passive; quiet but not silent.’

The best leaders keep their egos in check and their minds open to others, and admit when they’re wrong.

“But a leader must be able to speak up when it matters,” Willink writes. “They must be able to stand up for the team and respectfully push back against a decision, order, or direction that could negatively impact overall mission success.”

‘A leader must be close with subordinates but not too close.’

“The best leaders understand the motivations of their team members and know their people — their lives and their families,” Willink writes. “But a leader must never grow so close to subordinates that one member of the team becomes more important than another, or more important than the mission itself.”

“Leaders must never get so close that the team forgets who is in charge.”

‘A leader must exercise Extreme Ownership. Simultaneously, that leader must employ Decentralized Command.’

“Extreme Ownership” is the fundamental concept of Willink and Babin’s leadership philosophy. It means that for any team or organization, “all responsibility for success and failure rests with the leader,” Willink writes. Even when leaders are not directly responsible for all outcomes, it was their method of communication and guidance, or lack thereof, that led to the results.

That doesn’t mean, however, that leaders should micromanage. It’s why the concept of decentralized command that Willink and Babin used in the battlefield, in which they trusted that their junior officers were able to handle certain tasks without being monitored, translates so well to the business world.

‘A leader has nothing to prove but everything to prove.’

“Since the team understands that the leader is de facto in charge, in that respect, a leader has nothing to prove,” Willink writes. “But in another respect, a leader has everything to prove: Every member of the team must develop the trust and confidence that their leader will exercise good judgment, remain calm, and make the right decisions when it matters most.”

And the only way that can be achieved is through leading by example every day.

Businessinsider.com | October 22, 2015  |