Creating a winning résumé

A résumé is a sales document which presents a factual account of your skills, knowledge and experience in the best possible light to help you win an interview

1. The importance of a résumé

A résumé is a factual presentation of your skills, knowledge, experience and proven abilities and an indication of your potential.  The résumé is important because it helps you to win an interview and will probably be used by the company to compare you against other applicants.

2. Personalise your résumé

  • Be direct: clearly state your results and achievements
  • Be relevant: your résumé is a sales document not an autobiography. Include evidence of the skills, achievements and experience that will interest the reader
  • Be concise: your résumé should be one page, two pages tops.  If your résumé is longer than that it means you don’t respect the reader
  • Use ‘action-outcome’ language: when you describe your key achievements use action verbs to describe what you did and strong adjectives to describe the outcomes. For example, “Prepared the investment model which was used by XYZ Bank to structure a US$2 billion real estate portfolio.”
  • Tell a compelling story: the experience and activities you highlight in your CV should help to tell your story about why you are are interested in and qualified for the role for which you are applying
  • Easy on the buzzwords: avoid unnecessary jargon and technical language. Your résumé should be easy to understand.

According to Mariam Naficy, qualities to emphasise in your consulting résumé include:

  • Evidence of intellectual curiosity e.g. research thesis
  • Analytical skills
  • Communication skills e.g. member of the university debating team
  • Business skills e.g. starting a small business
  • Enjoyment of travel (include this information under “Personal”)
  • Team work skills e.g. university group assignments, work experience
  • Language skills

3. Structure your résumé

Structuring your résumé is important.  There are a few tips to bear in mind:

  • Employ consistent formatting throughout so that the document is easy to scan through and understand
  • Make sure your key selling points are clearly conveyed
  • Place your name, address, phone number, and email address at the top of the résumé

It makes sense  to organise the information on your CV so that it portrays you in the best possible light. The firm you are applying to will be interested in the following information:

  1. Education
  2. Work Experience
  3. Extra-curricular Activities
  4. Skills
  5. Personal (optional)

3.1 Education

If you have limited work experience, place your education first. If you have won numerous honors and awards, you may want to create a separate “Honors” section rather than list all of your achievements under “Education”. If your grades are not good, there are at least four ways that you can paint yourself in a more positive light:

  1. Highlight your marks in a particular subject. E.g. GPA in economics of 4.0
  2. Highlight your marks for particular years E.g. WAM for final year of 82
  3. Highlight your marks in your major
  4. Highlight your work experience. If you have relevant and impressive work experience you should highlight this in your cover letter, and provide supporting details on your résumé

3.2 Experience

Include paid jobs as well as relevant business-related extra-curricular activities; other nonpaid activities can be included under “Activities”.

There are a few tips to bear in mind:

  • Arrange your experiences in a logical order (e.g. reverse chronological order)
  • Outline your achievements and responsibilities
  • Don’t include menial jobs, such as your stint flipping burgers at McDonald’s

3.3 Activities

Include nonpaid activities that you have undertaken outside the class-room. You may want to arrange this section in order of significance rather than reverse chronological order.

3.4 Skills

In my opinion this section is not crucial, but you should consider whether you have any special skills that would be relevant for the job e.g. computer skills, language skills.

3.5 Personal

This section is optional, and can be used to demonstrate your personality by including information which you couldn’t include anywhere else e.g. overseas travel, community service.

4. Sample and template

We invite you to download our Guidebook on “How to create a Winning Résumé” which includes FREE access to the current version of our sample and template résumés (to access the download, you will need to sign up for a member account).

Consulting stereotypes – what can we learn?

Consultants can help an organisation by supporting organisational change, accelerating information gathering and ensuring rigorous analysis

FOLLOWING on from the previous post which considered whether consultants are just highly paid scapegoats, let’s consider a common consulting stereotype which sheds some light on where consultants add value.

Consultants are people who borrow your watch, tell you what time it is, and then walk off with the watch.

Attributed to Robert Townsend, this well known stereotype conveys the idea that consultants charge a high price in exchange for  providing you with information that you already have.

There is an element of truth here.  Consultants do charge high fees, and can often provide common sense advice which appears to be no more than a statement of the obvious.  While it may seem counter intuitive, there are 3 good reasons why paying consultants to provide “statement of the obvious” advice may be extremely beneficial. In particular, consultants are able to help an organisation by:

  1. Supporting organisational change: Politics, vested interests, and the force of habit can make it difficult to effect meaningful change within an organisation.  Consultants can assist management by supporting organisational change in two way.  Firstly, consultants are able to provide independent research-based support for a particular plan of action.  This kind of external support can legitimise management’s plan, and provide an impetus for action by clearly explaining the reasons why the proposed plan of action should be undertaken.  Secondly, consultants are able to engage with staff at all levels within an organisation.  If employees within the organisation feel a sense ownership in the change process then they are less likely to resist any changes that are made, and the proposed plan of action is more likely to succeed.
  2. Accelerating information gathering: Anecdotal evidence suggests that employees are often more honest and open with external consultants than with their peers.  As such, consultants are well placed to be able to collect more information more quickly than could be done by full-time staff members.
  3. Ensuring rigorous analysis: Consultants like to be in a position to provide their clients with clear recommendations and, in order to support these recommendations, they will ask questions, conduct interviews, obtain data, consider industry reports, and conduct rigorous analysis.  The ultimate recommendation may be straightforward, or even a “statement of the obvious”, however the important thing is that the reasoning and analysis behind the recommendations are sound.  By obtaining an outside opinion, management can avoid the inherent risks associated with rash and ill-informed decision making.