FOR EMPLOYERS
Resume Tips
TELL THE TRUTH AND NOTHING BUT THE TRUTH
The best companies will not tolerate falsehood so do not embellish. Besides, you have value wherever you are in your career and there is a great job out there for the YOU that YOU ARE.
USE MICROSOFT WORD
Microsoft has the market cornered on business enterprise software. If you want your resume read, send it in Word.
THE RESUME GETS THE INTERVIEW, NOT THE JOB
This is advertising, folks. If you cram your resume full of every bit of information about you, there is no reason to bring you in for a face-to-face. Temper your resume with the highlights of your career, the impact you make, with the intention of leaving the reader thinking, “I've got to meet this pro!”
LAY IT OUT RIGHT
Busy Human Resources pros and Operations Executives will give your resume 5 to 10 seconds at first glace. Most often their eyes will go first to your CONTACT INFORMATION (for your residence location), then right to EXPERIENCE (to judge if your career history is a fit), then to EDUCATION, and then to their HOT BUTTON SPOT (personal choice…depends on the reader – could be certifications, objective, awards, qualifications summary, etc.). If they like what they saw, they’ll go back to experience to read the details, and so on.
KEEP IT TO ONE PAGE
Content impresses not multiple pages. Remember, you have 5 to 10 seconds! If the CEOs of Fortune 100 companies can keep it to one page, you can (and should) too.
FOCUS ON IMPACT
If you are a Restaurant General Manager we already know that you are “responsible for all aspects of restaurant operations”! Tell them something they don’t know! How did you… Decrease turnover? Drive sales? Lower costs? Lead a team? Champion a cause? Create a concept? Turn around a failing property? Redesign the hotel? Improve culinary quality? Increase Per-person Average, ADR and/or RevPAR? Use numbers, %’s and $’s, they stand out and catch the eye. Wouldn’t you want to meet the pro that… Turned around a failing 200-room mid-market property with minimal capital expense through effective change leadership and F&B concept overhaul resulting in 22% increase in RevPAR and $1.25MM EBITDA in the first year
USE BULLET POINTS
Nothing aggravates a resume reader more than trying to read a huge run-on paragraph in 8 point font. Bullet points steer the eye, and look crisp and neat. And use a solid circle (as above) or square. Do not use a “fleur de lis” or other fancy insignia, it defeats the purpose.
USE FONT SIZES 11 AND 4
11 point font is easily readable, use it for the copy. You can use bold and italics sparingly to add emphasis. Underline draws the eye too much and makes the page look busy. Use font 4 for spacing between jobs or categories. (Just like between these two paragraphs) That’s how you manipulate the top and bottom margins and get more copy on ONE PAGE. Also, do not shrink the left and right margins smaller than one inch and the bottom margin smaller than .7 inch.
USE A READABLE FONT WITHOUT SERIFS LIKE ARIAL
You’ll get to discuss your creativity and flair for the dramatic in the interview process, don’t make your resume undesirable with a font that will make your formerly potential new company’s HR department’s eyeballs bleed.
PUT YOUR CONTACT INFO IN THE “HEADER” AND IF NECESSARY USE THE “FOOTER” FOR “References Available Upon Request” We’re sticking to one page, right. Buy an inch by putting your contact info in the header part of the page in Microsoft Word. This is the ONLY place to possibly use a different font than in the body of the resume. Choose an easy-to-read font with serifs to add flavor…like Century or Times New Roman. Here’s a good example: Fred X. Executive 123 Elm Street ● Chicago, IL 60611 312-555-9999* ● HYPERLINK "mailto:f.x.executive@(homeemail.com)" f.x.executive@(homeemail.com)** Always center your contact information. If the resume is stapled to another document and your contact info is crammed in the upper corner your info can get lost in the shuffle. Keep it front and center – makes a bold statement.
LESS IS MORE
Just because you have seen resumes with sections like Objective, Summary of Qualifications, Technical Expertise, History of My Favorite Colors, etc. does not mean that it fits for you. There are occasions when those are appropriate and you need to discern when and why. Very often they’re redundant. Many successful professionals’ resumes have only their contact info, education, and experience.
TIPS ON REFERENCES
Keep them on a separate sheet and provide upon request. Do not expose your valuable professional references to unnecessary phone calls. And make sure those references are aware they will be contacted regarding your candidacy. A surprised reference is not a good sign.
SPELLCHECK AND YOU CHECK
Spell-check is a great tool for busty morel mangers (busy motel managers). Read your resume because spell-check only makes sure that the word is in the dictionary.
LOG ON TO www.shs.jobs
Now that your resume is tight, search the jobs and connect with the agency that can connect you to the best jobs.
There are many more nuances to creating a professional resume, but if you apply these 14 points to yours today, you will see results.
*Bonus tip #15: Your phone number(s) are now CONNECTED to your career lifeline. Therefore, change your voicemail(s) to something like “You have reached the Fiddlehead family and we’re sorry we missed your call, please leave a message with your phone number and we’ll be sure to promptly return your call. Thank you and have a pleasant day.” We frequently come across candidates whose voicemail begins with 30 seconds of music and then the voice says something like “yeah…not home right now…leave a message…or don’t…whatever…” Perception is reality.
**Bonus tip #16: Your email address is now CONNECTED to your career lifeline. Avoid keggerjones@, luv2sleep@, LazyBonesSally@, and the like…
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Interview Tips
DRESS TO IMPRESS
- Always wear a solid color, conservative suit
- Conservative, long-sleeved shirt/blouse, preferably white
- Hosiery at or near skin color
- Carry a light briefcase or portfolio instead (with resume, references, paper and pen)
- Polished, dark, conservative, low-heel shoes
- Clear or conservative nail polish, if any
- Minimal cosmetics
- No more than one ring on each hand and only one set of earrings
- Well-groomed hair style
- No gum, candy or cigarettes
- Little or no cologne or perfume
- Conservative neck tie
- Clean-shaven face and neck
- If you must have a beard or moustache, then be sure it is neat and trimmed
- Clean, trimmed fingernails
- Empty pockets – no bulges or jingling coins
RESEARCH THE COMPANY. Know the company’s operations (number of units, regions, menu, beverages, history, etc.) and the general responsibilities of the job for which you are interviewing.
KNOW THE JOB DESCRIPTION and requirements and make a list of all the reasons, with examples, of why you would succeed at this job. Then memorize this list for the interview.
PREPARE QUESTIONS to ask related to the position, responsibilities, and the future of the company.
ARRIVE ABOUT 10 MINUTES EARLY and, if you are going to be late, make sure you call your recruiter with enough time so that he/she can phone the employer. This means you should have your recruiter’s cell and office phone numbers with you at all times.
BE CONFIDENT. Project a positive “can do/will do” attitude.
BE READY to answer clearly where you want to be in 3-5 years and how the job will help you get there.
BE PREPARED to clearly, honestly and confidently discuss your professional strengths and opportunities.
During the interview, stay focused by answering the questions that you are asked. DO NOT VEER OFF INTO UNRELATED SUBJECTS, PERSONAL INFORMATION OR LONG EXPLANATIONS. Interviewers do not appreciate this as it can derail their plan for the interview.
EXPRESS INTEREST in the job at the end of the interview. (“Mr. Jones, I really enjoyed this meeting and I am very interested in going to the next level with XYZ Corporation.”)
After the interview, SEND A THANK YOU NOTE to show your appreciation. The note should be no more than a few sentences of appreciation and interest.
CALL YOUR RECRUITER IMMEDIATELY AFTER THE INTERVIEW TO DISCUSS THE MEETING. Your recruiter will follow up with the company, so do not call the company.
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Candidate FAQ
What if I don’t want my current employer to know that I am searching?
Your credentials and conversations are treated with the strictest confidence.
I’ve made up my mind to make a change, should I resign now?
No. The placement process can take weeks. Do not put yourself in financial jeopardy. Unless abusive or harmful, remain in your current position and honor your commitment.
Will SHS write my resume?
We will advise you on the fundamentals of a professional resume, but the resume is up to you. See resume secrets. (link to Resume Tips)
What if there are certain companies I do not want to work for?
We take our cue from you and will never present you to a company without your approval.
Why can’t SHS always tell me the name of the client?
Very often our clients prefer confidentiality and we must honor that.
What if I want to relocate?
We are able to meet your relocating needs as we are a national company with clients from coast to coast.
How much does your service cost?
Our search services are paid for by the employer. Therefore, you do not pay SHS any fees.
What is your policy on references?
Reference checks are completed prior to presenting you to a client. We require a list of personal and professional references, and prefer that to include your superiors from your most recent position.
Do I need a portfolio?
A portfolio is not required but highly recommended for positions where a visual representation of your work is appropriate. For example, Pastry Chef, Garde Manger, Marketing, etc.
There are so many hospitality-specific agencies from which to choose. Why should I choose Strategic Hospitality Search?
Yes, there are several agencies. However, you will be hard-pressed to find an agency with the dedication, commitment, legacy of integrity, resources and service that you will receive working with Strategic Hospitality Search.
Salary Comparison Chart
Median Salaries for select titles based on US Region
|
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| West | South | Northeast | Midwest | ||||
| Corporate | |||||||
| Business Development Executive | $235,900.00 | $204,400.00 | $223,300.00 | $200,500.00 | |||
| CFO | $352,400.00 | $339,100.00 | $380,200.00 | $327,000.00 | |||
| CIO | $210,400.00 | $214,500.00 | $227,200.00 | $210,400.00 | |||
| Controller | $164,000.00 | $167,900.00 | $181,300.00 | $164,000.00 | |||
| COO | $489,600.00 | $445,800.00 | $488,200.00 | $434,600.00 | |||
| Director of Operations | $158,900.00 | $146,900.00 | $154,400.00 | $139,900.00 | |||
| Financial Analyst | $48,100.00 | $45,200.00 | $47,900.00 | $45,800.00 | |||
| Franchising Director | $143,000.00 | $136,800.00 | $145,700.00 | $139,300.00 | |||
| Meeting/Event Director | $90,600.00 | $88,200.00 | $92,100.00 | $90,600.00 | |||
| Operations Executive | $253,200.00 | $250,300.00 | $258,400.00 | $232,300.00 | |||
| Real Estate Executive | $206,500.00 | $198,900.00 | $209,600.00 | $201,900.00 | |||
| Regional Chef | $112,900.00 | $105,900.00 | $113,800.00 | $109,600.00 | |||
| Regional Restaurant Manager | $80,400.00 | $75,100.00 | $81,900.00 | $77,900.00 | |||
| Sales and Marketing Executive | $238,100.00 | $229,600.00 | $249,000.00 | $230,900.00 | |||
| VP-Human Resources | $188,400.00 | $207,500.00 | $226,100.00 | $204,600.00 | |||
Hotel |
|||||||
| Catering Manager | $41,300.00 | $38,400.00 | $42,200.00 | $39,700.00 | |||
| Executive Housekeeper | $43,500.00 | $40,400.00 | $44,600.00 | $41,600.00 | |||
| Food & Beverage Director | $64,000.00 | $59,600.00 | $65,800.00 | $61,200.00 | |||
| Front Desk Manager | $41,500.00 | $38,500.00 | $42,500.00 | $39,600.00 | |||
| Hotel Manager | $92,900.00 | $86,200.00 | $95,200.00 | $88,400.00 | |||
| Hotel Resident Manager | $64,300.00 | $58,700.00 | $65,700.00 | $64,300.00 | |||
| Human Resources Director | $126,800.00 | $122,000.00 | $128,600.00 | $126,200.00 | |||
| Meeting/Event Planner | $55,300.00 | $50,100.00 | $57,300.00 | $52,300.00 | |||
| Reservations Manager | $38,600.00 | $35,900.00 | $39,500.00 | $38,600.00 | |||
Full Service Restaurant |
|||||||
| Assistant Manager | $38,300.00 | $35,500.00 | $38,800.00 | $36,900.00 | |||
| Catering Sales Manager | $38,800.00 | $25,900.00 | $39,900.00 | $37,000.00 | |||
| Executive Chef | $65,700.00 | $61,300.00 | $67,900.00 | $63,300.00 | |||
| Executive Sous Chef | $59,100.00 | $54,700.00 | $60,800.00 | $56,400.00 | |||
| Kitchen Manager | $44,300.00 | $41,400.00 | $45,300.00 | $42,900.00 | |||
| Pastry Chef | $46,800.00 | $43,400.00 | $48,200.00 | $44,700.00 | |||
| Purchasing Manager | $85,400.00 | $83,600.00 | $88,500.00 | $85,700.00 | |||
| Restaurant Manager | $48,000.00 | $44,200.00 | $48,300.00 | $46,000.00 | |||
| Sous Chef | $40,300.00 | $37,700.00 | $41,200.00 | $38,800.00 | |||
Food Services |
|||||||
| Food Services Manager-University | $45,700.00 | $42,300.00 | $48,300.00 | $44,900.00 | |||
| Nutritionist | $50,800.00 | $46,800.00 | $51,500.00 | $48,100.00 | |||
| http:/swz.salary.com/salarywizard August 13, 2008 | |||||||
Selecting a Recruiter
As an operations manager for your company, you’re feeling the pressure. The company is growing faster than expected and you need another Executive Chef, an Operations Director and a Restaurant Manager. The obvious answer is to hire an outside recruiter, but the array of recruiter options to select from is overwhelming. There are dozens of search agencies including retained, contingency and employment clamoring for your business. While you realize the impact the new hires will have on your company’s future, you must also understand how critical your role is in selecting the right search agency. That is, the search agency that will successfully manage the recruiting process and place the talent you need in a timely manner.
WHY HIRE AN OUTSIDE RECRUITER?
- For staff/time you don’t have.
- For contacts you don’t have.
- For special tools to get the job done. A better process, a customized system, or technology you don’t have?
- For credibility. Are you looking for a well-known expert who can challenge traditional practices or bridge disparate views?
- For objectivity. Are you looking for someone who can come to the table without any preconceived notions to help your organization make the best decision?
KEYS TO SUCCESSFUL RECRUITER RELATIONSHIPS
It is important for the client and the recruiter to consider the following factors to ensure your expectations are met, from project start to project finish.
- Take time out to get “intimate.” All too often, we needed everything done “yesterday” and we don’t invest sufficient time to learn each others’ businesses and services, meet all the right people, or share and understand the nuances and complexities of the challenge.
Check out a search agency’s experience by asking:- What industry experience do you and your team have?
- What search assignments on their client list they personally completed?
- How long did these searches take to complete successfully?
Understand the search agency’s process by asking:- How will the search be conducted?
- When will I see information on potential candidates?
- How can you accommodate your firm’s process to fit my company’s needs?
- The best recruiters do their homework on your company before meeting with you. They know the questions potential candidates are likely going to have about your company and the position. In other words, they arrive prepared to discuss the position and search strategies.
Test the recruiter’s approach by asking:
- How would you describe our needs to a prospective candidate?
- How would you describe our business and culture?
- What are the hurdles in the search assignment and how will you overcome them?
- Be up-front and honest. The more up-front and honest you are about your project needs and expectations, the better the chance you will have at being satisfied in the end.
Understand roles and responsibilities by asking:
Do you require any further information on the company and position?
- What parts of the search will you personally handle?
- Who screens candidates and interviews them?
- Who evaluates the candidate and makes presentations?
- Check the recruiter’s workload. You want to ensure that your assignment doesn’t get less attention due to a higher billed placement or lack of resources.
Make sure the recruiter has enough interest in- and bandwidth for your assignment by asking:
- How many search assignments are you currently conducting?
- How many searches is your staff handling?
- How do you prioritize your searches?
- Be clear on contracts and commitment to client satisfaction. Defining and agreeing on project milestones and successes is a key component of meeting your expectations. It is essential that milestones occur throughout different stages of the project versus solely at the end.
Understand who is responsible for what expenses and what guarantees exist by asking:
- What charges are included in expense billings? Do you provide supporting documentation?
- What happens if the search is not completed in a given time?
- What happens if the placed candidate does not work out?
Recruiters can be a key resource to help your staff and management meet their goals, but knowing when and how to use them effectively is key to gaining the ultimate return on investment.
Strategic Hospitality Search is an integral and dependable partner, exponentially increasing client efficiency by delivering talent otherwise unobtainable via conventional recruitment practices.
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Recruiting Tips
MAKE A GREAT FIRST IMPRESSION
GREET THE CANDIDATE - if you are not going to be the first point of contact for the interviewee, ensure the receptionist/host is expecting the candidate. Don’t stop there-if there is going to be waiting time, give the person a comfortable place to wait.
BE ON TIME - As you would expect the candidate to be. Show that their time is valuable by being ready to get started at the designated time.
INFORM THE CANDIDATE - This interview is as much an opportunity for you to get to know the candidate as it is for the candidate to get a feeling for the culture and environment of your company.
INTERVIEW QUESTIONS
Give an example of an idea you have implemented.
What were your biggest responsibilities in your last position?
Why did you choose this career?
What accomplishments have given you the most satisfaction in your life?
Have you ever had a conflict with your superior?
How did you resolve it?
What is your greatest strength/weakness?
What would you like to be doing 5 years from now?
Why did you leave your last position?
What type of impact will you make on the company if you were hired?
How would your colleagues describe you?
Describe a situation where you had to use persuasion to convince someone to have things go your way.
Tell me about a time where you had too many things to do and you had to prioritize to get the job done.
Describe a difficult decision you had to make in the past year.
Describe a situation where you had to motivate a group of people.
How did you do it?
Were you successful?
Discuss a time you had to make a decision you knew would be unpopular.
What were your biggest goals of you last position? What steps do you take to manage your stress level?
Retention Strategies
PAYING COMPETITIVE WAGES - Raising pay is not an automatic method to avoid turnover. Paying too little during low unemployment will contribute to turnover. Paying competitive wages is important but it is not the only method nor is it a guarantee.
PROVIDING FLEXIBILITY - Increasingly, employees want flexibility in their jobs and will remain with an employer who guarantees it. Schedule changes, fixed shifts, time off for personal matters and other family-friendly initiatives are appreciated.
CHAMPIONING LONGEVITY - Employees appreciate an employer who honors long service. While signing bonuses make sense in tight labor markets, employers also recognize those whose continued service is valued.
RESPECTING EMPLOYEES - Loyalty, like respect, are values that appear to be reciprocal. Individualized work sites, relationship with peers and superiors and providing training are some of the techniques employers can use to reinforce their respect for employees.
INCREASING AND IMPROVING COMMUNICATIONS - Tell employees periodically about the advantages of employment. Benchmark competitors and communicate advantages. Explore various communication methods, such as focus groups, on-line database and hotlines and attitude surveys. Demand that good communication be a priority for all managers and measure progress.
PAYING RETENTION BONUSES - During difficult times—mergers, acquisitions, plan or site closures, financial difficulties—more and more employers are using retention bonuses for key staff to ensure continued employment through transitions. Part of an overall retention bonus strategy is to design a program that includes more than salary payments and can include other benefits such as college tuition, relocation, and retirement enhancements. It’s more effective to pay retention bonuses in payments over time as opposed to a lump sum.
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