07 Jan 265 Views

A lot of resumes describe a person’s experience i.e. where they worked and their job role and often their responsibilities.  But how does that translate to capability to do a job?

Photo by Erik Brolin on Unsplash

In short it does not.

I have about 45 years of experience playing golf…..I have a poor capability to play golf as evidenced by my plus 100 scores.

Capability to make a difference or succeed is best described in a resume by achievements that use numbers and a short description of the dimensions around job scope (revenues, budgets, numbers of people managed, size of operation etc.).

We are paid to make a difference in the organisations we work in.  Use your resume to highlight your achievements that have had an impact on the organisation’s performance.

A candidate can best convey performance and capability by describing outcomes in measureable terms (dimensions/numbers).  The context within which these achievements were delivered i.e. scope and scale of the company and job should be described to provide a frame of reference/ benchmark.  Are we managing a small recruitment business or running Microsoft?

The resume is therefore about what when and where achievements that happened and the context within which they happened.

Use job scope not responsibilities. The term responsibility begs the question “did it get done?”.  For example an Operations Manager in the manufacturing industry might say “I was responsible for safety performance”.  This is normally true but does not say what was delivered.  On the other hand if they write an achievement that says I reduced MTIFR or reduced all reportable injuries by 20% p.a. it is clear they were responsible for safety and they delivered.

People are hired by a business to either make money or save money.  Put on your Finance Director’s hat and look at you resume.  Does it reflect impact on business performance?

Simply put you cannot manage without measuring.  You cannot assess performance without measurement.

As a candidate it is difficult to portray capability without outcomes (achievements) described in measureable terms.

As an employer it is difficult to relate candidate capability without knowing what needs to be achieved in measurable terms.

Photo courtesy of Unsplash

 

Blog Posted by Garry King, Director – January 2019

Garry King - Bridge - Nov 2018 Garry King is an Executive Recruitment Consultant, Owner and Practice leader at Kingscroft Consulting. Garry has been in the recruitment industry for over 23 years, and brings a wealth of knowledge and experience to help both candidates and employers across many specialist industry sectors.