I have been working with a contractor who came to me with a 7 page CV – when I reviewed it I found that he had over 60 short assignments on there and although he had listed a number of projects by name he hadn’t really gone into any detail about how he delivers or what the projects were. When I talked through his feedback I asked why this is the case and bearing in mind he has a significant number of practitioner qualifications there is no evidence of using these. It quickly became clear that the nature of the projects meant he could not administer recognised formal structure and that he struggled to articulate how to note down his key skills in his remits through fear of lengthening the CV further and not knowing what to actually state.
Having had a lengthy discussion about the projects and his approach to managing the projects we soon started to draw out key areas of interest such as dealing with very tight deadlines and cultural differences in project management. We discussed that it is important to list all assignments but to focus on the most recent and differing projects to add in some valuable information.
It is the intention for this contractor to apply to some regulatory bodies with his CV and as such, we discussed the need to take a more traditional format whilst ensuring we highlight how he sets himself apart from other project managers in his field. With a great deal of interaction and collaborative working we managed to reduce his CV down to 3 pages and ensure that we are covering key elements expected by hiring managers.
Here are a few tips for writing a CV to include a lot of jobs:
- Place emphasis on most recent roles, talk about the project, any problems (remember a contractor is often a fire fighter and required to hit the ground running) and how you delivered it.
- Reduce the detail of the remits as you work down the CV but ensure all roles with a difference have sufficient detail which will demonstrate your ability to work on varied assignments.
- Do list all the roles but for those over 10 years old and certainly when you are listing over 20 jobs, you need to reduce the detail to a line stating job title, dates and company. In this case a table was required due to the sheer volume of assignments.
- If you, like my client, have not been working to formal structures; think about how you deliver and add the detail in. Just because it’s different doesn’t mean it is wrong, in fact it demonstrates other skills and abilities to work in fast paced, often demanding environments.
- To save space, you may look to add in achievements entwined in the project detail rather than separating out at the top of the CV.
- Learn to articulate detail in a clear and very concise manner – not like a job description but reducing the paragraph down so we get enough information to know what it is you were tasked with and difficulties faced, just avoid waffling.
Having worked in a diverse range of businesses from a large blue chip automotive organisation, mid size telematics company to an incredibly small recruitment business I have come across a number of management styles and found some really work and others which truly do need locking away. Most of my motivational work has come through managing globally dispersed teams which is a little harder to execute the below suggestions however I have been fortunate enough to be involved in some fantastic projects in the UK and these tips really do work.
1. Inclusion – this seems more than obvious but how often have you overlooked a team member as “this part isn’t relevant to them”? I agree that it is both wasteful and unproductive to invite members of the team to meetings which aren’t deemed relevant, however an invite should be extended none the less but more importantly ALL team members should be put on copy of the meetings outcome minutes.
2. Meetings with a twist – try to think of ways which will jazz up meetings, keeping them fresh and productive. Set your goals to be met at the start and try taking turns each meeting with different members of the team facilitating – ask each facilitator to use a different method of presentation, keeping the format fresh.
3. Offer up tasks for grabs – there is always a huge list of tasks requiring attention in projects; why not offer some out for other members of the team to take a fresh approach on. The more junior members of the team will appreciate the opportunity to gain insight into different areas and taking this collaborative approach works to pull teams together; ideally the team members picking up the tasks will be choosing them rather than being lumbered with them.
4. Socialise – we may not choose to spend our weekends with our work colleagues, but an evening set aside once a month to go for a bar snack and drink on a Thursday afternoon is a good idea to get the team together in a more relaxed environment. Don’t talk shop – just let people talk and get to know each other outside the pressures of the office. Don’t force the gatherings but ensure all are very welcome to come along.
5. Rewards – some may argue that the reward is your salary, this is the kind of attitude managers with no responsiveness to people management come up with. Rewards can be little things such as food treats and a “thank you” every now and then. But if you have a team working through lunch times over a week to ensure a project is brought to close on time – you could buy the team lunch – either something delivered in or when the project is delivered, take them all out for lunch.
6. Team building events – steer clear of fusty outsourced “motivation” workshops and think about what will really engage the team, an activity which involves some stellar team work such as orienteering for an afternoon.
Leading on to….
7. Team lead activities – ask the team to get involved with designing activities rather than imposing what you think is needed on them.
8. Action based learning – give the team a challenge where they request support but have to define what they need. This type of activity is very beneficial as it promotes reflection on your own actions and doing the activities rather than being instructed.
9. Charity work – give something back to the local community such as getting the team to build a playground, decorate a deserving persons house or clear a wasteland into a nature reserve. Not only will you draw the team together, you will be helping others and what a fantastic piece of PR for the business.
10. Value your team – quite possibly one of the biggest ways to generate team spirit is for management to value the team. Rather than talking about “how much this is costing” but focussing on the benefits to be generated. Be patient, not all results are yielded immediately so accept that real change takes time.