By Lily Whiteman
February 4th, 2013 | Uncategorized
The 17th-century French scientist and mathematician Blaise Pascal said, “If I had more time, I would have written a shorter letter.” The principle that writing concise documents takes more time than writing long-winded ones applies to just about every type of document, including reports, fact sheets, websites, letters, presentations and applications.
Instead of leaving the preparation of documents to the last minute, take time to:
- Tailor each document to its target audience. When deciding what to leave in or out and how to order your document’s contents, consider what your audience most wants and needs, and prioritize accordingly.
And when it comes to applications, remember: Managers are about as likely to read and remember generic, untailored applications as you are to read and remember your junk mail — and for many of the same reasons.
So your time is much better spent tailoring a few applications to their target audiences than carpet-bombing the world with many untailored, generic applications that will all probably miss their mark. Put another way: If you are unwilling to devote an otherwise enjoyable weekend to tailoring your application to your target job, some of your competitors almost certainly will be willing to do so — and so they will probably beat you in the competition.
To tailor your application to a target job, identify the types of academic and professional experiences as well as personality traits demanded by your target job; carefully troll through your background to identify your matching credentials; describe them; ruthlessly edit your resulting descriptions to eliminate superfluous information; and then order and format your descriptions so your most relevant credentials appear first and most prominently on the page.
- Write to be understood. Consider what background information your audience needs to understand your message and provide it. Define acronyms and technical terms, as needed.
In your applications, assume no previous knowledge about your field or sector so that human resources personnel and managers who have no previous knowledge of your field or sector will understand your application and be impressed by it.
- Work on your document in multiple sessions. It is virtually impossible to crank out a winning document in a single session — even in a long, caffeine-spiked all-nighter.
Rather, crafting eye-catching, informative and easy-to-read documents requires multiple sessions punctuated by long breaks. Only by temporarily detaching yourself and then returning to your document with fresh eyes can you even approximate the perspective of strangers — and recognize problems, such as passages that should be reordered; logical leaps that should be clarified; wordiness that should be economized; long passages that should be broken up with shorter paragraphs and headings; ho-hum passages that demand zest; errors that need corrections; and important information that should be added.
If you don’t have time to let your document go cold for extended periods, let it at least go lukewarm for brief periods, if only by briefly distracting yourself by watering your plants, making a phone call or jamming on your air guitar.
- Proofread your documents scrupulously. Repeatedly print your document and proofread for typos, misspellings, punctuation problems and extra or missing words that will not necessarily be found by spellcheckers and are easier to spot on hardcopy documents than on the computer screen.
Large percentages of federal job applications are rejected solely because of these types of careless applications. If an applicant’s work doesn’t pass muster when he is supposedly putting his best foot forward, it is unlikely to pass muster under less pressured circumstances.
The tragedy of rejections based on careless errors is that the hapless rejectees are almost never informed of why they wiped out. So be forewarned.
- Solicit friendly fire on your documents from trusted advisers before submitting them. The only way to know how you’re coming across is to ask other people, “How am I coming across?” It’s better to find out how to improve your documents when you still have opportunities to improve them than to blissfully submit flawed documents and let your mistakes silently sink you.
January 7th, 2013 | Uncategorized
Statistics, measurements, counts and other metrics sound scientific, inarguable and objective. If you bolster your resume, answers to interview questions and updates to your supervisor, LinkedIn profile and other professional documents with such metrics, they will sound scientific, inarguable and objective.
By quantifying your achievements, you will also underscore their heft and help prove that you’re an action-oriented go-getter rather than a self-promoting talker.
“Time” metrics are one way to help quantify your achievements:
- Your years of experience or hours of training or courses.
- Tight, non-negotiable deadlines you met, or the number of work products (such as press releases, articles, videos, reports, grants, regulations) you produced or processed within a specified time.
- Time savings you produced by streamlining or automating procedures.
- You can also use metrics to quantify the number of people affected by your achievements:
- The number of interns, employees or contractors you recruited or supervise; the number of customers or clients you serve, managers you support or stakeholder groups you interact with.
- The size of the audience reached by your publication or website, or the increase in size of audience you generated.
- The number of attendees at presentations, conferences or training sessions you managed, or the number of events you led. Also, the number or percentage of attendees who rated your event favorably.
- The increase in an organization’s membership or the improvements in survey results you generated.
- Reductions in the frequencies of deaths, injuries or other adverse events you helped bring about; the number of people or organizations that must comply with regulations you implemented; the number of people using a network or other system you manage or the size of database you manage; or the number of cases you won or managed.
- Stats that reflect the selectivity of a fellowship or other honor you received.
- The size and diversity of membership of a group you lead, or stats proving that you increased the diversity of an office or program.
Money and efficiency metrics:
- Your record of completing projects on time or in record time or under budget.
- The size of budget you manage and budget increases you helped generate; the annual revenue of the organization you manage and revenue increases you helped generate; the dollar value of contracts or accounts you manage; or the dollar value of legal cases, property or equipment you manage or purchased.
- Cost savings you generated by improving processes, negotiating skillfully or leading reorganizations; stats showing that you improved quality controls or increased efficiency.
- The number or dollar value of promotions and bonuses you received within a specified time.
- The number of square feet or size of acreage that you manage or consolidated.
- The number or size of facilities, labs, offices, states, districts or countries in your jurisdiction.
If you can’t cite exact numbers in your attempt, quantify your achievements:
- Estimate with phrases, such as: dozens of, significant increases in or 100-plus.
- Use creative but honest accounting. For example, consider the strategy used by a federal attorney asked about her supervisory experience in her application for a managerial position. Instead of stating that, at the time, she had only been supervising three attorneys, she stated that during her 15 years as a supervisor, she had supervised dozens of attorneys. Plus, she quoted praise she had received from her staffers in thank-you cards. The result: She got the job.
- You don’t have to be the first to climb a Himalayan peak for your achievements to warrant superlatives, such as: first, fastest, precedent-setting, pioneering or record-breaking. Your achievements warrant such descriptions if you were the first one in your office to close the books on time, write a regulation in plain English or innovate an online filing system.
December 10th, 2012 | Uncategorized
A winning way to craft your résumé is to begin by brandishing your name — followed by abbreviations for any certifications or graduate degrees you earned — in large, bold font on the first line. And cite in large, bold font your professional title on the second line of your résumé.
By doing so, you’ll instantly broadcast to harried hiring managers who only skim your résumé what you are and what you could do for them.
Your professional title should be honest, but need not necessarily match the job title of your current job, particularly if the latter fails to capture your key credentials.
For example, consider the strategy used by a Ph.D. scientist who had a graduate certificate in health policy and was working a two-year policy fellowship in a federal agency. In her application for a permanent federal job in science policy, she used the professional title: “Ph.D. Neuroscientist with Advanced Expertise in Science Policy.”
While her current job title of “fellow” was comparatively vague and uninformative, her self-proclaimed professional title captured her science background as well as her policy expertise — both of which helped her land her target job.
Consider incorporating phrases into your professional job title, such as “expert in,” “specialist in,” “senior-level,” “in-depth knowledge of” and “award-winning.”
- Prominently display in your résumé header your current or past security clearances and veteran’s preference.
- Consider including a résumé objective that either specifically names your target job or defines what you offer or would contribute. For example, a worthy résumé objective would be: “A position managing a help desk where my knowledge of large networks and trouble-shooting expertise will improve network efficiency.”
Warning: Your objective shouldn’t be a “wish list” of what you want from your next job. This is important because you won’t land interviews by describing your needs; you’ll only land interviews by impressing hiring managers with what you could do for them.
- Order your job summaries in reverse chronological order because your current and most recent jobs are more important than your ancient jobs.
Emphasize in your job summaries the names of your employers and job titles by using formatting features, such as varied fonts, bold, underlining and italics. Hint: if your ZIP code appears as prominently on your résumé as your current job title, reformat your résumé.
Format descriptions of your activities in each job summary as a set of achievement-oriented bullets.
Break up long lists of bullets under headings, such as Leadership Achievements, Communication Achievements and Strategic Planning Achievements. Your headings should echo the demands of your target job.
- If the online application of your target job requires you to submit a formatless online résumé, accompany it with an uploaded PDF of your well-formatted, hard-copy résumé, if possible.
Why? Because a reader-friendly, well-formatted hard-copy résumé is more likely to get read and be remembered by hiring managers than a hard-to-read, formatless online résumé. Also, bring a well-formatted, hard-copy version of your résumé to interviews.
If possible, also upload to online applications PDF copies of documents that testify to your abilities, such as reports, news releases, articles, brochures for conferences, illustrations, photos or maps that showcase your contributions.
Alternatively, upload an annotated list of websites that showcase your work products, such as videos, artwork or other tangible evidence of your success. Also, consider including links to relevant work products on your LinkedIn profile, an online portfolio or a password-protected website — and provide all relevant URLs and passwords in your cover letter or résumé.
Remember: You will impress hiring managers more by showing them what you can do than by just telling them so.
In a formatless online résumé, use capital letters to emphasize important text, asterisks to create bullets and white space to enhance readability.
November 26th, 2012 | Uncategorized
Want to understand how to impress hiring managers? It takes one to know one, as the saying goes. So the best way to understand hiring managers is to become one. You may be able to do so by volunteering to serve on a hiring committee.
If you serve on a hiring committee, you will be shocked, outraged, entertained, horrified, humored, impressed and enlightened by how job seekers present themselves. But more importantly, you will be rewarded for your service with insider insights about how hiring managers think and how job seekers fail and succeed in their job quests — information that may help you land your next job.
One of the important lessons I learned by serving on hiring committees is how fast hiring managers operate. Indeed, hiring managers don’t read applications as they read suspense novels — savoring every word while cuddled up with their cat, sipping wine, beside a cozy fire.
Instead, they race through applications solely to whittle down the pile (which they invariably should have finished reviewing yesterday) so they can get back to their “real work.”
My observations about the speed of hiring decisions have been corroborated by more than 100 interviews I have conducted with hiring managers about their hiring decisions. Typical was a response from a hiring manager after I asked him how long he spends reading the typical résumé. “Ten seconds at most,” he said. I chuckled in response. So he emphasized, “No really; I’m impatient and busy — always. So that’s all the time I can give. Plus, I can tell almost instantly whether an applicant has what I’m looking for.”
The lightning speed of hiring decisions means that to be successful, your résumé — your personal marketing document — must serve as a verbal one-two punch that instantly knocks out hiring managers. To design your résumé to score an instant knockout:
- Tailor your résumé to each of your target jobs. Interpret the job description of each target job as a question that asks, “Could you do this job well?” Answer with a big “YES!” by showing that you have already done so — by describing in your résumé your credentials and achievements that parallel the demands of your target job and by describing the positive feedback and objective validation your accomplishments drew.
- Don’t expect hiring managers to look for a needle in the haystack — just give them the needle without the haystack. Ask yourself whether each of the credentials and achievements in your résumé mirrors the demands of your target job and whether it would realistically help you land the job. If necessary, purge irrelevant information from your résumé — no matter how personally significant it is to you.
- Craft each job summary on your résumé to review your achievements — not inventory your assigned duties and responsibilities. After all, reading a series of job descriptions is just about as interesting and memorable as reading someone else’s “to-do” list. (Snooze!) What’s more, your job descriptions only reflect what you were supposed to do (Who cares?), rather than what you achieved (Wow!).
- Structure each job summary as a set of snappy, fast-read bullets that will send your hiring manager’s eyes flying down the page — not as dense paragraphs. Begin each bullet with an action, achievement-oriented verb, such as led, developed, initiated, managed, presented, created from scratch, designed, completed, trained, streamlined, saved $XX,000 or wrote. Eliminate mealy, vague verbs, such as helped, participated in and contributed, by explicitly stating what you actually did to help, participate or contribute. Find lists of action and achievement verbs by Googling action verbs for résumés.
- Sequence bullets for each job summary according to their relevance to your target job — not according to how much time you spent on the achievements they describe. By so sequencing your bullets, you will hit hiring managers with your best shots up top and thereby maximize their “wow” power.
November 5th, 2012 | Uncategorized
Which of these statements is more persuasive and impressive?
- “I am an excellent swimmer. I know you will be impressed by how well I swim when you watch me.”
- “I won an Olympic gold medal in swimming.”
The first statement — unsupported by any objective validation — could easily be dismissed as self-serving propaganda and an empty, presumptuous promise. By contrast, the second assertion is impressive because it incorporates objective, inarguable, universally respected validation: an Olympic medal. The second assertion meets the gold standard, literally.
You can similarly use the power of validation to prove that you have met the gold standard of your profession and thereby impress your boss, hiring managers or others who will judge your background when you apply for annual bonuses, jobs, admittance to the Senior Executive Service, promotions, awards, grants, academic programs, speaking engagements or other honors. Do so by incorporating into written and spoken descriptions of your achievements your own personal versions of Olympic gold medals: solid, objective, inarguable, universally respected evidence of your stature and success.Some potential examples of your personal gold medals:
- High academic grades, high grade-point average, merit-based scholarships or fellowships.
- Positive annual evaluations.
- Praise you’ve received from professors, supervisors, senior officials, clients, contractors, customers, staffers or mentees.
- Bonuses or other awards, including team awards.
- Security clearances.
- Publications in professional journals or popular press.
- Positive media coverage of projects that incorporate your contributions.
- Improvements in survey results that you helped generate.
- Promotions and rapid advancement. For example, “I advanced from a clerk to a program manager in six years.”
- Your years of experience.
- The size of audience of a document or event you produced or the prominence of your audience. For example, were your work products distributed to senior managers or Congress?
- The size of your budget.
- Repeat requests for your services from senior managers or stakeholders.
- Position on a management team, acting positions or prestigious details.
- Record of meeting non-negotiable deadlines and completing projects on budget.
You may generate other personal gold medals by asking yourself: What proof do I have that I have been successful? How did I improve the operations of my organization? What evidence shows that I wield a lot of responsibility? How have I saved time or money for my organization or improved its reputation? Why is my work important?
See the power of validation in action in the two real-life openers from cover letters:
- “I am writing this letter to express my sincere interesting in obtaining a writer/editor position with the United States Mint. I am completely confident in my professional abilities and I am certain that my employment would benefit your company as well as myself.”
- “I would be eager to contribute my 15 years of experience as a writer/editor to the United States Mint as a Public Affairs Officer. My credentials include two awards of Excellence from the Association of Government Communicators, two recent merit-based promotions in four years and a security clearance.”
The second opener belonged to the winning cover letter, largely because it incorporated impressive validation.
One way to brandish your gold medals in your résumé is to copy a technique evident in ads for movies that splice together praising quotes from good reviews they have received. Similarly, consider splicing together quotes from oral or written praise you have received from bosses, managers or other stakeholders in your résumé — either in a summary of qualifications or under the appropriate job description in your résumé.
October 22nd, 2012 | Uncategorized
Because of the bad economy, the limitations of federal retirement benefits, the housing crisis, ever-increasing health care costs and lengthening life spans, the phrase “retirement career” is no longer an oxymoron. But beware: Retirement careers often require long-term planning.
The first step for considering your options is to identify your earliest possible federal retirement date, based on your age and years of service.
If you’re a full-time fed and want to keep working for the federal government after reaching retirement eligibility, you probably have two main options: Continue your current federal career path, provided that your job doesn’t have a mandatory retirement age; or enter phased retirement, which would enable you to work part-time after retirement. This option will be made available after the Office of Personnel Management finalizes program regulations.
Once phased retirement is available, here’s how it will work:
A phased retiree would work part-time for the federal government and receive an annuity payment that is consistent with the payment he was entitled to before entering phased retirement but is pro-rated for the non-working portion of his workweek; and he would receive payment for his part-time work.
At full retirement, the annuity would be recalculated to incorporate additional credit for time worked during phased retirement. This revised annuity would be higher than it would have been if the retiree had fully retired instead of entering phased retirement, but lower than it would have been if he had continued to work full-time. Note that an employee’s agency must approve his phased retirement.
Alternatively, if you would like to bolt from the federal government, consider laying the groundwork for your retirement career while you are still working at your current job. That way, you won’t have to overcome an employment gap as well as potential age discrimination once you return to the job market.
A career shift or an employer shift usually requires considerable time and effort to gain needed credentials, experience and contacts. As part of your preparation:
- Attend retirement seminars at your agency long before you retire. These seminars, which are free of charge, will help you calculate your retirement budget and evaluate your postretirement career options.
- Continually assess the job market in your field and get as much training and experience as you can to keep your skills current. Every field is constantly evolving and advancing, and so you must also evolve and advance to stay relevant.
- Broaden your credentials to increase your appeal to potential employers by working on different types of projects and in different offices on your current job. Specialization is great, but if you overspecialize for too long, you risk painting yourself into a professional corner.
- As your colleagues plan for their retirements and leave the federal government, talk to them about their career choices and stay in touch with them after they retire.
- Consider switching to an alternative work schedule, if you are not already on one, and using your resulting time off to participate in activities — such as networking online and in person, doing volunteer work, conducting research, generating publications, giving seminars and getting training — that may will help you launch your postretirement career.
- Stay current on social media tools so that you can use them to generate networking contacts in your federal afterlife, particularly among younger professionals. It is impossible to build a new career in any field without engaging with people who are younger than you.
- Surf AARP’s website at www.aarp.org for resources on financial planning, job hunting and starting your own business during retirement.
October 8th, 2012 | Uncategorized
My Sept. 24 column reviewed potential federal contracting opportunities to consider if you start your own business after leaving your federal job. Here are tips I collected from federal contract managers on how to win contracting bids:
- Follow solicitation instructions to the letter, and submit all required documents.
- Discuss solicitations that interest you with your target agency’s contracting officer (CO) before you submit proposals. Also, consult him if you anticipate missing deadlines or if you hit other obstacles while preparing proposals or fulfilling contracts. It is the CO’s job to communicate with vendors; don’t be shy out of the mistaken belief that you will earn a reputation as a pest if you contact him.
- Tailor each proposal. Specify how you will fulfill all solicited requirements. A federal procurement manager advises bidders: “Do the research. If your proposal just yammers on about your company’s history and why it is so great, it will flop.”
- Write your proposal so that it gets to the point quickly and hits readers with your best shot up top. “If you bury your relevant credentials and project plan in fluff, you will dig your own grave,” warns a federal procurement manager.
- Your proposal should answer questions such as: Why should we select your company? What does your company offer that other contractors don’t? If possible, provide concrete examples of your company’s successes that parallel the demands defined in your target solicitation, and describe any previous contracts you have fulfilled.
- Craft your written proposal to be complete and comprehensive. This document is the only record that will count — spoken conversations or handshake agreements are not contracts.
- Don’t communicate with anyone at your target agencies about your pending bids except the appropriate COs. If you violate this rule, you may inadvertently create fatal conflicts of interest.
- Answer appropriate “sources sought” notices — statements of potential interest in a product or service by an agency — posted at www.fedbizopps.gov. You may get your foot in the door and earn an insider advantage that could lead to a small business set-aside or a sole-source contract.
- Work to expand business. Research opportunities with your customers during the fourth quarter of the year, when they may be particularly eager to meet small-business contracting goals before the fiscal year ends.
Resources to help you win federal contracts:
- Most agencies have an Office of Small and Disadvantaged Business Utilization, which promotes opportunities for small business by publishing forecasts of their procurement needs and by hosting vendor outreach sessions, where businesses market their capabilities and learn about potential procurement opportunities.
- Before attending sessions, research your target organizations and practice your sales pitch. Bring with you marketing materials. Find sessions at www.osdbu.gov.
- The Small Business Administration’s Women-Owned Small Business Federal Contract Program promotes opportunities for women-owned small businesses. See www.sba.gov.
- SBA offers free mentoring programs that pair small businesses with experienced entrepreneurs. For more information, type mentoring into the search window at www.sba.gov.
- American Express hosts a primer on government contracting at www.openforum.com/governmentcontracting.
- The Defense Department’s Procurement Technical Assistance Centers help businesses market products and services to federal, state and local government agencies. For more information, see www.dla.mil/smallbusiness/pages/ptap.aspx. For information on DoD contracting opportunities, see www.defense.gov/landing/contract_resources.aspx and www.acq.osd.mil/osbp.
- The Procurement Technical Assistance Program provides help to businesses at little or no cost as they seek government contracts. See www.aptac-us.org/new.
- The National Association of Government Contractors offers leads on government contracts and potential teaming partners, contract review services, proposal writing services, training and publications. See www.nagc.com.
September 24th, 2012 | Uncategorized
Do you have an itch to switch to the private sector — either because government does not suit you or because you want to keep working during your federal retirement? If so, check out the federal contracting world.
If you would like to work for a federal contractor, click here. This new website, the brainchild of a former Pentagon personnel official, is designed to help connect job hunters who have federal experience with contractors who want to hire it. Although businesses must pay to post openings on the site, job hunters use the site for free.
Perhaps you would like to be self-employed during your federal retirement because you yearn to be your own boss or because you suspect that your employment prospects will be limited by age discrimination. If so, consider starting your own business — and aiming to land federal contracts.
Threats of sequestration and other budget cuts aside, the federal government is the world’s biggest buyer. Purchases by military and civilian installations total almost $600 billion annually and include products ranging from office supplies to military jets and services ranging from janitorial to multimedia. In short, the government is a major buyer of just about every type of product and service for sale. In addition, the government poses virtually no credit risk and usually pays invoices within 30 days.
Some contracting basics: Most federal purchases worth $3,000 to $150,000 are automatically reserved or set aside for small businesses. Federal purchases worth more than $150,000 are also to be set aside for small business when bids can probably be obtained from at least two responsible small businesses and the contract can be awarded at a fair market price.
In addition, Congress requires 23 percent of federal contracting dollars to be awarded to small businesses. And targeted subgoals are established within this 23 percent: 5 percent for woman-owned small businesses; 5 percent small, disadvantaged businesses; 3 percent for businesses in historically underutilized business zones, known as HUBZones; and 3 percent for service disabled veteran-owned small businesses. Unfortunately, goals are not always met.
Most federal agencies have an Office of Small and Disadvantaged Business Utilization, which is dedicated to helping small businesses land federal contracts. You may obtain contracting advice from agency OSDBU specialists listed when you click here. The General Services Administration and the Small Business Administration also provide in-person trainings throughout the U.S. and online trainings to help small businesses land federal contracts.
There are many ways for businesses to contract with the government. For example, a business may contract with a single agency. Solicitations for most federal contracts worth more than $25,000 are posted on this website.
Alternatively, a business may land a GSA schedule contract. These long-term, government-wide contracts account for approximately $40 billion a year, or 7 percent of federal procurement spending.
GSA provides online and in-person resources on how to apply for its schedules contracts. In addition, a cottage industry of consultants is devoted to guiding businesses into GSA schedules.
Another option: Businesses may subcontract with federal contractors. By doing so, they avoid the federal bidding process, gain valuable contracting experience and may get their foot in the federal door. The federal government promotes subcontracting by encouraging businesses that win federal contracts larger than $650,000 to subcontract to small, minority- and woman-owned businesses.
In addition, GSA posts subcontracting opportunities on fedbizopps.gov, and SBA promotes business matchmaking events that help small businesses create relationships with federal contractors.
A caveat: If you’re a fed seeking a private-sector job or contracts, consult your agency’s ethics attorney for any “revolving door” restrictions that apply to you. Most restrictions apply to political appointees, senior federal officials and federal procurement professionals.
September 10th, 2012 | Uncategorized
Hiring managers generally are more likely to hire you if they see tangible evidence of your skills rather than if they just read about them in your résumé or hear them described.
Consider accommodating this “seeing is believing” principle into your networking strategy. A case in point: I know a computer mapping specialist who cold-called an Environmental Protection Agency manager to discuss a computer mapping issue that was relevant to both of them. Then, after the specialist kicked off a job search several months later, he again called the EPA manager to tell him how his innovative computer mapping strategy might be useful to EPA. That phone conversation led to a presentation by the mapping expert before the manager, and ultimately to an EPA job.
Also, consider accommodating the “seeing is believing” principle into job interviews by providing to interviewers a “success portfolio” — a collection of materials that validate your skills and reputation.
Package your portfolio in an easy-to-skim folder that has pockets or a binder with dividers. Your portfolio should include copies of your well-formatted resume (instead of your hard-to-read, format-less USAJOBS résumé) and your business card.
Your portfolio may also include:
- Writing samples, such as reports, articles, newsletters, press releases, press clips or print-outs of presentations that you produced or that cover your projects.
- Programs from events you organized or conferences that featured your presentations.
- Explanatory maps, charts and photos.
- Positive annual evaluations; praising emails from managers or clients; evaluations from trainings or other events you organized; and copies of awards you earned.
- Relevant academic papers and transcripts.
- Your reference list and perhaps a written recommendation from a reference.
- Samples of your online and video work products via print-outs of relevant screen shots and files on a CD, DVD or thumb drive; a list of websites that feature your work; a self-created online portfolio (password protected, if you prefer); or an iPad presentation.
For example, I recently coached a social media expert who bookmarked on her iPad her relevant reader-friendly online contributions to social media sites, and then showed them to her interviewers during her job interview. The result: She got the job. Her interviewers later told me that the iPad presentation together with the applicant’s smiling, engaging manner vaulted her ahead of her competitors, some of whom were more technically qualified for the job.
If you plan to present an online portfolio during an interview, confirm in advance that you will have an Internet connection. And even if you are assured of such a connection, arrive equipped with a backup plan if unexpected snags kill your connection or if your hardware or software malfunctions.
Position your most impressive pieces first and last in your portfolio. And limit your portfolio to your most relevant highlights that reflect the breadth of your work. Don’t make the mistake of one federal attorney whose success portfolio backfired because, according to his interviewer, it was “fat enough to choke a rhinoceros.”
Give a portfolio to each of your interviewers to keep, if possible. Label and annotate your portfolio to be self-explanatory to managers who may review it after your interview. Identify your contributions to group projects.
Stay ethical. Your portfolio should not reveal any confidential information.
August 20th, 2012 | Uncategorized
Hopefully, you will never experience health problems serious enough to compel you to use leave available under the Family Medical Leave Act (FMLA).
But because health and family crises may arise suddenly, you should always carry with you your boss’s contact information so you can inform him of your need for FMLA leave as soon as possible.
Also, always carry with you any passwords, security tokens and Web addresses you need to remotely access your work email and the desktop of your work computer.
If you must take FMLA leave for a crisis or for the birth of a child, consider asking your boss if you may combine it with telecommuting. Doing so would enable you to extend the total amount of time you may stay out of the office for your crisis; conserve FMLA leave, which your employer may limit to 12 weeks annually; and generate income and accrue sick and vacation leave even while you’re out of the office.
Although supervisors are required to approve valid requests for FMLA leave, they are not required to approve requests to combine FMLA leave with telecommuting. However, your supervisor would probably be most likely to approve such an arrangement if you already have a telecommuting agreement in place and have a reputation as a reliable telecommuter when you request it. So consider laying the groundwork now for any future need you may have to combine FLMA leave with telecommuting.
Advice for combining FMLA leave with telecommuting:
* When you craft a FMLA-telecommuting arrangement with your boss, identify with him your telecommuting projects. If you can’t predict how much time you will need to telecommute during your crisis, select high-impact projects that have no hard deadlines for your telecommuting period, if possible.
* When your leave begins, inform all appropriate professional contacts about your leave status.
* Craft your out-of-office email and phone messages to reflect your likely response time, and include a referral to a colleague who can handle time-sensitive issues.
* Regularly update your boss on your progress on your telecommuting projects. If you fall behind schedule on a project, tell your boss about your situation in a timely manner. No surprises.
* Unfair though it may be, your boss will probably scrutinize your productivity more closely when you’re combining FMLA leave with telecommuting than when you’re telecommuting under normal circumstances. So report your telecommuting hours with due consideration; don’t do anything that would raise questions about your trustworthiness and thereby potentially jeopardize your FMLA-telecommuting arrangement — even if this means erring on the side of underreporting your hours.
* If, during your absence, your telecommuting hours are being submitted to your agency’s time-keeping system by a timekeeper, keep precise records of your telecommuting hours and then check the accuracy of such records when you return to the office.
* Phone into staff meetings, if possible, to create “a presence” in the office during your absence.
* Keep your boss informed, if only in general terms, of the status of your personal situation while you’re on leave. When you can estimate your return date to the office, inform your boss accordingly.
* Maintain a running list of everything you worked on while telecommuting, your projects’ positive impacts and the resulting positive feedback you received from managers, colleagues, clients or other associates. When you return to work, meet with your boss to thank him for extending himself for you; remind him of the hardships you’ve faced, if appropriate; and submit to him a list of your FMLA-telecommuting accomplishments along with any available tangible evidence of their success.
Also, give your boss with a quick “show-and-tell” presentation of your best telecommuting accomplishments. You will thereby impress your boss with your productivity while telecommuting, even if he has already forgotten the contents of your weekly updates or if he never reads your complete list of telecommuting accomplishments — which, unfortunately, is an all-too-likely possibility.
* When you return to work, inform all appropriate professional contacts of your return.