The Art of the Resumé

By Cheryl Head

4/27/2012

No doubt about it, creating an effective resumé is more art than science and there is new practice and theory about this vital job seeking tool all the time but there are still a few hard and fast (okay, maybe soft and slow) procedures to follow. 

• Include precise contact information (name, telephone #, email address, physical address).
• The document should be easy to read and follow.
• Please have correct spelling and grammar (have a friend or family member proof the document.
• Skills, knowledge, accomplishments should be stressed not descriptions of a job.

This advice applies to hard copy or electronic resumés.  Here are my takes on a few, common resumé questions:

-Can my resumé be more than one page?

Answer:   Sure, but the primary goal is too have your resumé get the attention of a hiring manager, so they can call you for more information or an interview.   If your resumé is too dense, too filled with minutiae, or lists every seminar/presentation/training class/and book, paper or article you’ve written, that says as much about you as a resumé that is too sparse.     So, the helpful answer is:  it depends on the job or field for which you are applying?    If it is a job in academia your resumé should be constructed differently than a job for retail.   A rule of thumb is one page is a good compromise.  One page is easy to review—and believe me in this economy where a job opening may attract hundreds of applicants, a quick resumé scan is all a hiring manager has time to do in the first cut.  Usually you can include pertinent information about your work and education experience plus your personal contact information on a single page. 

-Should I provide my social networking presence on my resumé?

Answer:  Not unless it’s relevant to the job for which you’re applying.    For instance, if you want a job in the publishing industry, it will probably help if your Facebook “friends” include established writers or your Twitter account is followed by book sellers.   But, if you’re applying to be an accountant at a local non-profit, your social networking is probably not that pertinent to your work.  Many companies are already searching the internet for information about potential employees.   It’s not necessarily fair, but it’s not illegal and it’s being done.    So if you blog, tweet, Friend, post or do any other kind of sharing online, your potential employers can and will see it.  Your social networking is a tool that can work for or against you in a job search.

-If I print my resumé on different paper will it stand out?

Answer:  Yes, but not necessarily in a good way.    A job search is a professional endeavor.  It’s not about displaying your personality.   Employers want staff who demonstrate good judgment and appropriate boundaries.   Applications which include photos, specialty paper or fluorescent-colored paper clips won’t necessarily work against you, but it definitely doesn’t move your resumé ahead of others.   Also, on an electronic submission please avoid colorful font.  

-Someone told me to put my employment objectives (or a branding statement) at the top of a business resumé.  Is that a good idea?

Answer:  I’ve heard that advice too.   I’ve seen really strong and specific summaries atop a resumé and others that seemed like just a lot of jargon.    The latter turn me off, because I feel I’ve wasted my time by reading a summary that doesn’t really say something specific about the applicant. 

-Duh, how do you spell resume?  Do you really need all those accent marks?

Answer:  Okay, I made up this question because I was curious what I’d find online.    My opinion is it’s perfectly okay to spell the word: “resume”.    With each additional accent mark “resumé” or “résumé”, it become more pretentious.    I admit to a degree of pretension.  

-Do I need a web resumé?

Answer:  Web resumés are prominent in the internet, multimedia, graphic design and software industries.   Web resumés can reside on your blog or other online space.   A potential employer would access your web resumé via a URL or in today’s current mobile technology via a QR (quick response) bar code that can be embedded on a hard copy document or business card.    One day (and maybe sooner than I think) we may all need web resumés, but today is not yet that day! 

A Diversity Audit can help your organization produce a clear and comprehensive workforce diversity strategy. Sometime called a culture audit, the diversity audit is a tool that provides a profile of your organizations's efforts to develop and maintain a diverse staff and board, and serve a diverse community.

With a diversity audit (measured over several years) your organization's leaders can establish baseline data, set realistic goals for improvement and monitor the success of your efforts. This data can help keep your organization accountable and help you make the business case for training and professional development.

Ideally data collection methods would combine traditional quantitative and qualitative methodology, including:

-Document analysis of internal/external communications (annual reports, newsletters, diversity statements, policy & procedures manuals, on-air schedules, website pages and images, Board agendas, etc.

-Analysis of current staff demographics compared to goals

-Focus groups and interviews with various stakeholder groups;

-Structured observations of group interactions (Board, executive team meetings, all-staff events;

-Survey to triangulate perceptional data to baseline data.

Good Luck with you Diversity Audits!

September 21, 2011

By Cheryl Head

Executive Director

PMI-IL (Public Media Institute for Innovative Leadership)

In the first installment on this topic, I proposed a conversation strategy to build and maintain a diverse group of employees working well together in the interest of the organization.   

A staff Diversity Conversation (organized by your HR Department) will demonstrate to your stakeholders, board and staff that your station has a commitment to a workplace where diversity is valued as a track to organizational success. 

These proposed conversations would be structured in the model of ‘deliberative discussions’ with every participant an expert on their individual aspirations for diversity in their workplace[1].  

Here are a few tips on conducting successful Diversity Conversations. 

Who Should Participate

Ideally a group of 8-10 staffers with different responsibilities should be the core group for each of these conversations.   A few additional people can be added to the conversation group, if needed, but no more than a dozen makes for a more manageable group.  The conversants should be willing participants and, obviously, diverse in age, race, gender and background.

Why Are We Having These Conversations?

Attendees will ask this question (perhaps more than once) and there is a simple answer:    The organization values a diverse workforce and wants to understand how to build and maintain diversity in the organization; these conversations will help us with that understanding.

Skillful Facilitation but the Participants Lead 

The facilitator should be a Senior Manger with influence in the organization and time to manage the Diversity Conversation process over a period of up to 1-year.  There should be another person to take summary notes.  These are participant-led discussions, but the facilitator will need to set the tone, manage expectations and occasionally nudge the conversation along.

Housekeeping

These meetings can be held in-house if there is a space large enough to accommodate 12 people but not so big that the conversation will feel formal and not conducive to sharing.  The first couple of meetings should be scheduled for 90 minutes; deliberative conversations take more time than information sharing conversations.  Lunch meetings work well, with food served in the first half-hour along with introductions and/or an icebreaker.   The note taker should focus on summary notes capturing only the big ideas/topics that surface.   The notes can be used by the facilitator in subsequent meetings to structure and guide subsequent conversations.

What are the Ground Rules?

These conversations should have only a few ground rules:

1. Each participant is an expert about his/her experiences with and values about diversity;
2. Workforce diversity is not a problem, but a strategic goal;
3. Deep listening is expected; and sharing is appreciated;
4. Feedback should be respectful;
5. There are no repercussions for speaking your truth.

What’s the Process?   

Conversations One and Two

The first two gatherings of the core group should establish the Diversity Conversation as a safe space by reinforcing the ground rules.    By focusing on aspirations for a diverse workplace everyone can be effective in the conversation and there are no good/bad or right/wrong ideas.  Authors, Roger Fisher and William Ury in their seminal book Getting To Yes address the tension between interests vs. positions.   Positions are defined as proposed actions or solutions while Interests are values behind these positions (needs, desires, concerns, fears).   In the Diversity Conversation model, aspirations are interests.

Examples of discussion prompts in the first two Conversations might be:

• What does diversity mean to you?  or What’s your personal statement about diversity?
• Have you ever had an experience with being the minority in the room; and how did you handle it?
• What are your aspirations or goals for our organization’s workforce diversity? 

Conversations Three and Four

By the third meeting, conversants should have a certain amount of trust in the model.  Discussion prompts can tie back to the themes and ideas surfaced in the first two meetings, tackle some of the tougher individual interests, and begin to focus on operational goals.   

Examples of discussion prompts at the midpoint of the process might be:

• Joanne said in the first conversation that minority staffers seem to have the entry-level jobs in the company.   I have some company data on that and I’d like us to discuss it.
• Is there enough trust within our station to have a free-wheeling conversation about diversity?
• Should we establish hiring and promotion quotas to build diversity in our organization?

Conversations Five and Six

In Conversations five and six, the focus can be on proposed actions to build more workforce diversity.

Examples of discussion prompts in the latter stages of the process might be:  

• Let’s discuss specific ideas to make our recruitment efforts more effective in attracting minority applicants.
• How do we expand these Diversity Conversations to the rest of the staff?
• Would you be willing to serve as diversity advocates for the organization.

Follow Through is Important

The Diversity Conversation is not the end but a means to build consciousness about workforce diversity in your organization.   Conversation summary notes should be shared with the group; suggestions from the group should be shared with station leadership; participants who want to continue the process by being diversity advocates should be given practical assignments. 

Here are two Resources that can help stations with the Diversity Conversation model:

Facilitation Tips

Harwood Institute for Public Innovation

Tips on Making Conversations Work (Community Conversations)

http://www.theharwoodinstitute.org/index.php?ht=a/GetDocumentAction/i/23582

A Framework for Effective Dialogue

National Coalition for Dialogue & Deliberation

Core Principles for Public Engagement

http://ncdd.org/rc/wp-content/uploads/2010/08/PEPfinal-expanded.pdf

By Cheryl Head

Executive Director

PMI-IL

You probably operate on several tracks to manage diversity and inclusion at your organization.  Many public media stations have diversity recruitment activities; some include diversity in their management and staff training strategies; and others utilize local partnerships to maintain a pipeline to research data, best practices and other information that support their workforce diversity goals.  

I’d like to propose another track of activity—one where costs are measured in time and effort.  I’ve been developing a template for a series of “diversity conversations.”  The ultimate goal of this work is to have an increasingly diverse group of employees working well together, in the interest of the organization.  I believe a series of diversity conversations will demonstrate your commitment to that goal.  

Having data to measure your success in diversity has merit, but the real proof is employee perceptions of your organization as one that desires a diverse workforce where the contributions of all are valued.  Conducting an ongoing series of conversations (perhaps once a month for six months) about diversity shows staff, boards and external stakeholders you are committed to “walking the talk” even if your diversity metrics don’t always measure up.

The Diversity Conversation utilizes the technique of deliberative discussion.

Deliberative conversation enables participants to assess and hear various perspectives on an issue and brings to the forefront a set of ideas each participant can utilize based on his/her personal values. 

One objective of these conversations is to create a shared understanding of the complexity and nuance of the topic by treating everyone in the conversation as an expert.  After all, we are all experts on our own experiences with and values toward diversity.   

The key to making this a satisfying and productive activity is to frame the conversation with this question?  What are your aspirations for making our workplace a more diverse and inclusive culture.  There are no wrong answers to this question.

Things to remember:

• Set aside 90-minutes for the conversation.  You may use only an hour, but everyone should have a change to express their aspirations for a diverse workplace. 

• Keep the conversation group to no more than 8-10 people.  Your group might be composed of two departments or a group of senior managers or a gathering or a representative of each function area.

• Have a few ringers—although people usually like to speak of their aspirations, it’s hard to go first.  Have a couple of people prepared to start the sharing.

• Emphasize that participants should deeply listen to each other.  This is not a debate but a conversation; and listening is the flip side of talking.

• After everyone has had a chance to speak, ask for comments or questions.  Remember there are no wrong answers but some answers may spark additional conversation. 

• When the conversation is winding down, ask the group if they recognize any trends or big takeaways in what has been shared.  

• Be open to the process; don’t try to force outcomes.  This is the first conversation, not the last.   Ask who from this group wants to be in the next conversation.  

• Set a date/time for the next gathering. 

            In the next Blog:

            How to Organize Diversity Conversations in your Station:  Part 1.

ü     With an understanding of individual aspirations for a diverse work culture, you can now hone in on specific topics.   I’ll list some examples.

ü     How to maintain momentum in these conversations

One of our goals in advocating for workforce diversity in public media is that eventually diversity will be second nature to us.  Until then, we need to be consciously attuned to diversity in our work.    Our national organization, CPB, will ask public television stations to create diversity statements for their websites as part of their new eligibility requirements for the TV station community service grants (CSG).  

Creating a diversity statement doesn't have to be hard work.  Stations very likely already have a mission statement and some have values statements.  The diversity statement will reflect the station's diversity intentions within the values & mission of the organization.

Universities have had diversity statements for decades.  As an example here is an excerpt of the diversity statement (adopted in 1991) of Wright State University in Dayton, OH:

Wright State University celebrates diversity. Our daily life is made rich by the diversity of individuals, groups, and cultures. The interplay of the diverse stimulates creativity and achievement in all facets of our existence...

Wright State University will be a model for our geographic region, exemplifying that a human community can exist that celebrates diversity, enjoys the richness that diversity brings to our lives, and grows stronger with every new member.

I particularly like the emphasis on creativity and community in the Wright State University diversity statement.  These are attributes our own system strives for every day.

Takeaway:  There is more art than science in creating a diversity statement.  The key is the statement should honestly represent the values and vision of the organization.

In future blogs, we'll take a look at other diversity statements from a variety of industries.

Cheryl Head,  Director, Public Media Leadership Institute

 I've been asked to write up a description for a possible session on diversity for an upcoming industry conference.  I do appreciate that leaders in public media want to keep diversity in the mix of discussions and deliberations about our work, mission and future.  But there is so much "diversity fatigue" in our system that these diversity sessions usually take one of two tracks.   Either conversants need to be focused concrete examples of what can be implemented, what works, what errors to avoid, and what solutions can be described; or diversity must be presented in the context of business imperatives: how diversity affects the bottom line, using diverse work teams for new products & services, and how to increase retention among a diverse workforce.  I understand the desire to build more rigor into presentation/sessions about diversity.  Everyone has heard the anecdotes, the qualitative research findings and, as one leader put it, "having a person of color stand in the front of the room and talk to the mostly white audience about diversity."   Frankly, I've had it with those presentations, too (and I've been on the panels of some of them).  But, we've also had  the diversity-meets-business practices discussions for a while now and things haven't changed that much. 

That's why I'm proposing a different kind of presentation.   A listening session.   A session where everyone in the room is invited to "speak their piece" about their personal understanding of and experience with diversity.   In that room everyone is an expert--on their own feelings, values and histories.   Of course, this discussion has to be structured properly and there should be a few ground rules...but not too many.  

One structure I'd impose is that every comment, question, story, complaint, rememberance, challenge, be framed as an aspiration.    It is a technique I borrow from Rich Harwood of the Harwood Institute for Public Innovation www.theharwoodinstitute.org.  Harwood uses a "community conversation" platform in his change management work to encourage everyone to talk about their aspirations for their community.  Almost everyone is willing to speak of their own aspirations and, ultimately, these hopes can be categorized into a few hefty goals.  Safe schools, less crime, more jobs, green spaces for kids to play, knowing ones neighbor better.   While Harwood calls this gathering a conversation, it is really a safe space for the community's not-so-usual suspects to be heard.   A town meeting, you're probably thinking about now, but these listening sessions are not just another version to pull out the proverbial soap box, but a time and place to be deeply heard. 

At this next industry gathering, I'd like to take the time/place we have to allow those of us in the room to speak of our aspirations for diversity in our work, in particular, and in public media as a whole.    No judgments, no right or wrong answers, no need to keep your comments "business like", no hierarchy.  The comments should be about the speaker's aspirations and hopes for a more diverse, inclusive and representative public media that reflects the varied interests, characteristics and needs of our staffs, funders, members and other stakeholders.  There may be one or two uncomfortable silences (a good facilitator will be needed to ensure that this is not a bad thing--sometimes deep listening leads to pauses) but we can always have good "ringers" ready to share their stories.  We'll capture the list of aspirations in a few, key words (maybe using www.wordle.net) in a dynamic graphic that will be displayed to the group before they leave the room.    

There won't be any solutions offered.  Diversity, itself, is not a problem.   There won't be any PowerPoint to take back to the office.  But, we'll make copies of the graphic for attendees and maybe they'll distribute it at their next staff meeting and keep the conversation about diversity going.  I believe those who listen will find we have many shared aspirations and from there we can focus on a few workforce diversity goals. 

April 4, 2011

Cheryl Head, Director, Public Media Leadership Institute

I recently presented on a panel at Howard University in a workshop titled:  Careers in Public Media.  My fellow panelists (Natalie Harari at NPR and Suzanne  Masri at WETA) and I spoke to a group of thirty communications students about the jobs forecast in public television and radio.

These students were realistic about how tough the job market is and were attentive, engaged and strategic in their questions:  What is an appropriate salary ask?  How do I shape up my resume?   How important are internships?

I emphasized a few things:   Good writing skills, cross-training, being teachable and being proactive.

-Even with the tough economy, stations will still need staff who can communicate well on-air/in person, online, and in all forms of written communications, so in the age of OMG, LOL and BFF knowing how to write and speak well is still a critical skill. 

-Because many stations are tightening their organizational belts, staff may have to do two or more interrelated jobs.  So, being a specialist in say, editing, is great but if a production staffer can also write and produce the piece they're editing they become a triple asset.  

-Change is constant but change can be an opportunity to "learn new tricks".  Research shows that those entering the 21st century workforce will have several jobs during the course of their working life.  The teachable employee learns from each work experience and adds value to their organization by being flexible, adaptive and collaborative.

-By attending this workshop, these students were already being proactive but that attribute can't be emphasized enough.   The employee who wants to move from good to great will seek out opportunities and take on new challenges.  When there's work to be done, they'll pitch in without being asked.  

Finally, I told these soon-to-graduate millenials if they're lucky enough to land a job in public media they already have some leverage because they will bring a skill to their workplace that is second nature to them--familiarity with and understanding of social media.   Every smart public media organization is learing quickly how to use social networking platforms to expand their footprint in their communities and with their stakeholders.   I encouraged these students to think of their social networking skills as an asset they can bring to their work in public media.

Suzanne, Natalie and I advocated for public media as an excellent career choice, I hope we persuaded even one of these students to join our ranks.

As an industry, we spend a lot of time talking about WHAT diversity is, and WHY or IF it's important.  We never just get on with the process of hiring and working with producers who have diverse experiences.

I've seen it, in my years of working as a reporter and management level producer. I've worked with NPR, and during my time there,

I supervised extremely diverse news teams; my colleagues were diverse in age range, ethnicity, nationality, class.  In some cases, I worked with producers whose first language wasn't English.

So, I've spent a lot of time thinking about -- and managing diverse newsrooms.

If there is anything that I've learned from my experience on this topic, it’s this: honesty is the key.

I'm aware that it sounds corny, but it's also very true!

You have to be honest about what you do and don't know. As human beings, we sometimes avoid the unfamiliar. As public radio managers, time constraints can lead us to shelve or under-report on experiences or ideas that we believe certain groups won't understand.

You've heard the reasoning before: 'it's not a mainstream story', 'it would take too long to flesh out, because it's too niche', 'it doesn't affect a broad enough audience.'  An approach like this can come across as dismissive, and at worst, insulting.  Furthermore, an approach like this can inhibit your team members, especially those who are conscious of standing out; and that could lead to painfully quiet editorial meetings!

I know that as a manager, you have to think quickly and decisively. I also know that you are increasingly being asked to produce more with fewer resources. It's at a time like this that having a diverse news team will help you achieve your goals because you'll have more ideas to consider. And you MUST consider them, especially the ideas you are less familiar with.  If you don't know about a subject that has been pitched, don't reject it offhand as a bad pitch, ask questions!  Speaking from experience, I've seen how little known experiences or ideas can lead to a great radio segment – or even a multi part series.

There is a practical benefit to this approach, too.  By asking about what you don't know, you are encouraging your team members to improve the way they approach an idea; they'll improve the way they frame their ideas, and flesh them out.   They'll also learn that the pitching process doesn’t have to be so daunting.  As a result, they'll become stronger producers; and your show will evolve..  My supervisors did it with me, and I'm forever grateful that I can now turn one news story into several ideas.

As a manager you always set the tone for leadership.  Being honest about what you do and don't know won't make you look weak, it will show that you have the confidence to be open to, and value, a variety of ideas and experiences. Your colleagues will see your passion for the job, and will likely want to follow your lead.

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Christabel Nsiah-Buadi is an award-winning Producer and Presenter. She has produced and hosted shows for the BBC, UN Radio, and National Public Radio. She is the founder of the radio and TV production company, My Lens Media www.mylensmedia.com She currently produces shows for radio stations in Los Angeles and London.

She is also co-founder of WWW.DIGIVENTURE.ORG a network and resource portal for journalists, entrepreneurs and creatives who want to learn how to use online media tools to communicate their message.