IT Resumes: 4 Disastrous Mistakes to Avoid
Professional resume-writer and career coach Nimish Thakkar offers some tips for making your resume stand out from the rest in the crowded job market.
Tue, November 11, 2008
Computerworld — The U.S. Department of Labor recently reported an astonishingly high unemployment rate of 6.1 percent. According to the Bureau of Labor Statistics, more than 1.5 million people filed for unemployment claims from January through September 2008, the highest number since 2002. The technology sector has been no exception to this downward spiral, and it almost seems as though every other person we know is looking for work or at least "keeping their options open."
The availability of such a large pool of qualified applicants—and an even greater reduction in the number of available jobs—has caused an unprecedented shift in demand/supply dynamics in the employment market.
As understaffed HR gatekeepers struggle to handle the overflow of résumés from interested candidates, I wouldn't be surprised if most résumés get 10 to 15 seconds of attention, or even less. Antiquated résumé-writing strategies will not work in current market conditions—period.
As a career coach and professional résumé writer, I review résumés written by thousands of professionals. Of the common (but devastating) résumé gaffes, technology professionals are prone to make one or more of the following mistakes:
One-page résumé myopia
From tech-support professionals to CIOs, almost everyone is consumed by the perception that the effectiveness of the résumé is somehow linked to the length of the document. A one-page résumé is not going to improve your chances, nor is a 10-page document indicative of super-employee status.
Candidates, even senior-level IT executives, often use microscopic fonts, leave off important information, use 0.1-inch margins, and resort to myriad ill-advised practices—all in an attempt to curtail résumé length. Many well-meaning college counselors advise their students to be concise and limit their résumé to one page. That may be important for students with little or no experience, but why subscribe to the same wisdom after rising to higher ranks?
There is an opposing viewpoint. Some job seekers mistakenly believe that if they can somehow balloon their résumés to four or five pages, they will be considered for higher-paying positions.
The fact is, content rules. Your résumé must be as long as your career history demands. If you have held only one job, don't try to create a five-page résumé. But if your background merits a lengthier résumé, then don't use microscopic fonts in a desperate attempt to fit everything onto one page.
If you're still concerned about the length of your résumé, consider creating a one- or two-page résumé with additional pages serving as an appendix or addendum. I have done that for many researchers and academicians. The first few pages focused on their backgrounds, while their publications and presentations were presented as an appendix.
Not providing accomplishments
A vast majority of technology résumés focus about 80 percent on duties and only 20 percent (if at all) on accomplishments. With so many technology professionals claiming proficiency and experience in similar technologies, how is the employer to differentiate between two qualified candidates? Powerful résumés are accomplishment-driven. Let me clarify this concept with the help of an example:
- Description of duties: Responsible for writing inventory management programs in C++.
- Description of accomplishments: Utilized C++ to create cost-effective inventory management application that allowed inventory managers to track (in near real time) about 40 million units across 12 warehouses, accelerated inventory audit accuracy 20 percent, and cut costs by $1.5 million. Wrote program within half the expected time.
Using generic objectives
"Seeking a CIO position with an organization that provides mutually beneficial opportunities." If that's your idea of an objective, don't bother using one. Of the 5,000-plus résumés I've written, I may have used an objective for maybe a handful of candidates. In place of objectives, I often use what many experts call "branding statements" or "headers."
In the case of a project manager, for example, I would create a statement like the following:
Award-winning project manager who has led 30+ multimillion-dollar projects from start to finish.
19+ years' extensive experience in project management. Worked on complex projects while managing cross-functional international teams of 300 individuals. Drove projects to completion an average 10 percent under budget and 30 days ahead of schedule.
The branding statement brings out several strengths associated with project management and builds the foundation for a powerful value proposition.