By Beverly Weinstein

Lucky you, if you work for Time Inc., where top executives are teaching courses not only on those topics but 39 others as part of an innovative program called Time Inc. University’s Learn From A Leader.

Martha Nelson, editor of People and CEO Ann Moore teach the courses mentioned above. Other executives involved in the program include Paul Caine, president of the Style & Entertainment Group and newly minted professor of “The Five Minute Sales Call,” Grant Schneider, Chief Marketing Officer for the Lifestyle Group. promises insights on “Brand Speak: Fluency Guaranteed,” and Jess Cagle, managing editor for Entertainment Weekly advises student staffers on “How to Land the Big Interview.”

Betsy Frank, Chief Research and Insights Officer, when she’s not teaching “All Print Is Not Created Equal” with her co-professor and vice president of corporate sales Peter Bauer explained how the program got started.

“Ann Moore, had a series of breakfasts with the top executives earlier this year. I think that’s where the idea was hatched. Then she sent out a memo to her senior staff asking if we were going to teach a class or, if our fellow executives were going to teach a class, what it would be,” said Frank. Time Inc. University was born.

The initiative provides an opportunity to motivate people and, at the same time, offer them skills and insights that give a more complete picture of how the business operates, added Frank. She went on to outline goals of Learn for A Leader:

· Provide information that will help employees with their careers

· Give employees tools to help them do their job more effectively and to understand how what they do fits into the overall business

· Broaden employees’ areas of knowledge

· Give employees access to senior management

So far, Time Inc. U., which was launched this May in New York, has been a big hit with staff at all levels. The classes fill within 10 minutes of being announced via email, said Frank. If you’re lucky enough to get into a class, your supervisor is notified and has to approve. Time Inc. is continuously adding to the curriculum as well as repeating classes that are already established.

Some of the classes have been “on the road” in a series designed for the Time Inc.’s Birmingham office. Plans are afoot to take Time Inc. University to Chicago, Detroit, San Francisco and LA beginning this fall. According to Frank, there’s even some discussion about opening them up to ad agencies later in the year.

In these rough economic times when raises are scarce and work hours are long, the gift of knowledge is something that the recipient can keep and use throughout a lifetime. I applaud Time Inc. for its generosity in sharing the wealth.

Read the article on Media Post.

By Beverly Weinstein

There’s no shortage of resources that offer resume writing services. The challenge is how to choose the right one. For help navigating the process, I asked some professional CV writers, as well as large career sites for their advice.

Where to Start

Career Builders, The Ladders, Vault and even The Wall Street Journal, are among the major Web sites that offer resume writing services. These resources and others large ones like them generally outsource writing.

If you’re looking for an individual writer or a small group of writers, check with your friends and business associates for referrals. Reading blogs and articles on career advice will also net some recommendations.  In addition, there are at least six associations that offer training or certification programs. Standards for each vary, and they all provide lists of writers by geographic region or by specialty. Beware, the lists are long and may add to, rather than simplify, your choices.

Comparison Shop

With so much to choose from, don’t settle too quickly. Consider doing some comparison shopping. “Even if you like the first person you talk to, take a look at other writers as well,” says Louise Fletcher, founder of Blue Sky Resumes. “It’s important to make sure you have a rapport with the writer, and you like their style.

“This is a significant investment, anywhere from a few hundred dollars to a few thousand. More importantly, it’s your career, and you have a lot on the line. This should be a very strategic document,” adds Louise Kursmark, president of Your Best Impression.

Ask For Samples

“Resume writers should be able to show you samples of their work or have something on their Web site that gives an idea of their writing style,” says Barbara Safani, president of Career Solvers. Look at several samples to see if the person is using “cookie cutter” templates or if the resumes are unique and the writing is sharp. “Is the person writing clear messages and communicating value? Are they getting past tasks and talking about impact?” Safani asks.

Big career sites will also provide samples. The Ladders has a section on its site that features member testimonials and articles about their resume writing experience, explains Ware Sykes, director of Career Services.

Qualifications

Most of the pros I talked to advised that clients look past professional certification as the main criteria in choosing someone. Instead, evaluate the writer’s skills. Find out about his or her background. Was he or she in HR or working for an executive recruiter? How many years has he or she been writing resumes? Is this a part-time or full-time profession? If the writer can’t or is unwilling to answer questions about their background or if his or her site doesn’t convey a professional presence, that’s a warning signal to stay away.

Consider asking the writer for references from past clients. Check LinkedIn or the writer’s site to see if they have client testimonials.

Specialization

Some writers feel it’s crucial to have a background in the field they are writing for. Jane Turkewitz, president of T and Jam Resume Services and a former media-marketing executive commented, “If the writer doesn’t understand their clients’ business, they won’t know how to delve into their backgrounds and get the right information for a strong resume.”

Sykes agrees. “We pair clients with a writer who specializes in writing resumes for their field. A software engineer and a marketing professional have very different areas of expertise which means their core competencies and accomplishments should be presented differently.”

But not everyone saw eye to eye on the subject. “The strategy for writing is consistent across industries and part of the writer’s job is to probe and put things in context. A good writer should be able to write for people even if they haven’t been in their industry,” said Safani.

A spokesperson from Career Builders weighed in somewhere in between: “It really depends on the client and their background, as well as their job searching needs. As more and more job seekers look to transfer their skills to other industries in this tough economy, it can be helpful to have a more general skills-based resume than one that is specifically tailored to one particular industry.”

The Process:

Generally clients will have a preliminary phone conversation with the writer to discuss how they work and what to expect. Writers, whether they are affiliated with large career services or are individual practitioners, will often offer to give a free brief evaluation of the client’s existing resume. Most writers have contracts that specify what they will be delivering.

After they’re hired, the writer will provide you with a detailed questionnaire or have a lengthy phone interview with you. Many will do a combination of both. Be careful you’re not just working with a typist that will take your answers and make them look pretty. The interview should delve deep into your goals and interests and what you uniquely have to offer

It’s up to the client to be a fully invested partner in the process in order to produce the best results. You have to be willing to provide information. Expect to invest time in the process.

Time Line

Don’t call the day before your big interview and expect to get a professional resume. There was agreement that it should take anywhere from 5 to 14 days for the first draft to arrive. Resume revisions are expected and generally done as part of the overall cost. However, everyone puts limits on revisions in terms of how long you have to ask for them and how many they are willing to do.

Resume Length

General agreement was that resumes should be two pages, except for more junior or entry-level clients. “The resume should be long enough to contain essential information and not any longer. My almost unbreakable rule is not to exceed two pages. You have to match the attention span of people reading it. I’m always striving to get to the essential core,” commented Kursmark.

Cost

You should be able to get a quality resume for between $400-$600 if you’re a mid-level executive. If the price is below $200, that’s a red flag. A senior level executive should expect to pay between $700-$800. A C-level executive might pay up to $4,000, but that price generally includes some personal branding and coaching.

By Beverly Weinstein

For job hunting and personal branding, social media is a free and easy way to network and communicate, but as more and more sites are bombarded with business banter, it’s essential not to cross the line between strategic networking and shameless self-promotion.

Social networking began, as its name suggests, as a purely social tool, and while some sites target the professional pack, such as LinkedIn and Plaxo, most still retain a social aspect that should be respected. For those who want to take the leap and combine social and professional, there are a few things to keep in mind.

Keep it Social on Facebook and Twitter

Facebook’s professional potential is being realized far more than in the past and having taken to the Twittersphere in recent months to engage with readers and answer more career questions, I’ve learned that many users aren’t looking to engage; they’re looking to sell, sell, sell.

·Your contacts are friends, not an audience
It’s important to remember that when you invite someone to connect on Facebook, you’re sending them a “friend request,” not a business contract. Send friendly notes and wall posts, not robotic blurbs filled with advertising jargon. Too much advertising is viewed as obnoxious on these sites, where the core goal is friendly and mutually beneficial interaction.

·Don’t bombard people with too many links
Linking to your blog or Website is the best way to make interesting content you have to offer go viral, but sending out 50 reminders a day is overwhelming to readers and likely to get you ignored or worse, “de-friended” or “unfollowed.”

·Engage
Networking is a two-way street and only working for yourself is a quick route to isolation. Read what other users post, comment, re-post or re-tweet it if you like it. In other words: converse with people, don’t just talk at them. When you do promote a service, ask your connections what they think about it, for suggestions and opinions.

·Unite the personal and professional
While some might find it strange that people update their status with their every waking thought or action, posting more personal messages humanizes your digital presence and lets your connections in on your life, not just on your business. People are much more likely to be interested in what you’re doing if they understand your endeavor and the person behind it.

·Control Your Twitter Impulses
Follow someone, they’ll follow you. It’s pretty much how it works on Twitter. Many users want lots of followers, but don’t want to deal with sifting through tons of useless messages. But don’t follow people, just to un-follow them once they’ve returned the favor. They’ll notice and do the same. Use an application like Tweet Deck to sort your contacts into groups. Seek out people who would benefit from your product or brand. Creating the perception of popularity won’t get you ahead.

Be Polite on LinkedIn

It might sound obvious, but some people forget their manners in virtual interactions. LinkedIn, as the premier professional network, can serve job hunters as a gateway to a pool of potential employers. But pushing yourself or your brand on practical strangers won’t get the kind of attention you want.

·Gate Keepers
One important feature of LinkedIn is the ability to request introductions to second- and third-degree connections. But do as you would in real life; don’t just assume someone will do this for you. Ask nicely and be sensible. Asking a direct competitor for access to a connection they have doesn’t make a whole lot of sense.

·Don’t Make it Awkward
If you met someone once at a networking event or symposium and want to connect with them, be sure to write a personal note reminding them who you are. Without some context, you put them in an awkward spot and might be deleted as spam.

·Keep away from strangers
Don’t try and friend people you don’t actually know in real life. Some sites, like Twitter, are more accepting of this kind of interaction, but LinkedIn has a gated-access policy that requires you to have had a previous interaction with your connections. Don’t try and connect without an introduction. You’ll be viewed as intrusive.

Learning to engage most effectively on the Web is a process, especially as new innovations and techniques arise. Ineffective techniques, however, will lead you to networking dead ends.

Alyse Walsh contributed.

Read the article on Media Post.

By Beverly Weinstein

It’s not the beach, it’s not a club, and it’s certainly not a car wash. It’s an office. These are the words that more than one senior-level executive used in recounting the challenge of keeping Gen Y employees in appropriate attire during the summer months.

Times have certainly changed since Sigourney Weaver gave “Working Girl” Melanie Griffith a little talk about her office appearance. We’re talking bigger problems than “rethinking the jewelry.”

As East Coast temperatures steadily climb, senior managers say it’s their texting, tweeting and flip-flop-wearing employees — many of whom are starting their first corporate jobs — who unbutton a few too many buttons and raise those hemlines. So how do those in leadership positions deal with the issue of how much is too much?

“The Conversation”

Broaching the subject with young guys is easier; most of the men I asked steered clear when it came to talking to young women on the issue of “inappropriate” female attire. The one exception I found called his wife for advice before he delivered the news to an under-clad employee at his company’s annual off-site.

The most common default to handle this somewhat sensitive subject is to turn to a younger, but still more senior, female in the department. Conversations are straightforward and generally include what’s expected in terms of office attire and the potential negative impression of an office fashion faux pas.

HR departments have also been enlisted to either have “the talk” or offer advice on an appropriate approach.

Keep Them Cool

There were some unique techniques to avoiding the issue of overexposure. “We keep the AC cranked all summer. Trust me, everyone around here is wrapped in layers of clothing,” one senior female executive told me with a wry laugh. “And yes, every summer, the guys come to me and plead to have the temperatures turned down a few notches. Never happens!” Problem eliminated, although not the greenest solution.

More Guidelines For New Grads

An informal call to some Gen Y employees revealed that they are being better informed on how to navigate dress codes by college career centers. (Rutgers, for example, provides dress-for-success advice to its graduates). Some corporations also offer advice on employee Web sites.

A Different Kind of “Working Girl”

Generally, once an employee is off the clock, what they decide to wear is strictly up to them. Are there exceptions? Not usually, but I did find one particularly amusing instance where that wasn’t the case. It seems a young female account executive worked nights as a pole dancer. When clients became customers and someone delivered a video to her boss, out-of-the-office attire was no longer out of bounds. “I had to give her an ultimatum; you’re either a pole dancer or an account executive.” She chose her night job. “It was probably a bad long-term decision. I think AE’s have a longer career span,” he concluded with a shrug.

Watch more Working Girl videos on AOL Video

Read the column on Media Post.

By Beverly Weinstein

You’re a senior level executive and your job was great, it was challenging, you knew what was expected, and then suddenly you have a new boss. Overnight, everything changes. Priorities are shifted, new procedures are instituted and it seems every day brings new frustrations. You vacillate between anger and depression but mostly you wonder if this situation will ever improve.

As soon as you realize it’s up to you and not your boss to make it better, the faster it will be. That’s the advice of Cynthia Hayes, a New York-based leadership coach.

“The higher up you are in an organization, the harder it is to cope with a transition to a new boss,” explained Hayes. “Senior executives generally accept a new position based on who he or she will be working for. When someone new comes in it feels like the rug has been pulled out from under you.” In contrast, she added, “When a more junior employee decides on a job it’s more about wanting to work for a particular company or in a particular role.”

Hayes explained that losing an old boss and getting a new one can set off a series of emotions. It begins with a sense of loss and grieving, moves to anger and depression but ultimately the goal is to move as quickly as possible to acceptance.

New Boss: Is it the end of life as you know it?

According to Hayes, the first emotion your likely to feel is grief.

“The grief is related to the fact that you’re letting go of something. Even if you didn’t love your job, you knew what your job meant and what the boundaries were. Change to a new boss is an end to the life you knew.”

Get Mad but Get Over It

From grief you go to anger.

“You start with stability and then change is inflicted. You don’t know how to act now that there’s a whole new set of rules.” Hayes acknowledges the importance of being able to vent your anger but suggests that you deal with it as quickly as possible. “Whenever there’s a change we tend to glorify the old. It’s helpful to make a list of all the things you didn’t like about how things were. You’ll probably realize it wasn’t so golden after all.”

“Now think about the positives in the new situation, no matter how minor they may seem,” she says. “In addition, finding the good traits in your new boss can help move you into a positive mindset. Consider that one benefit is having a fresh set of eyes to look at things. There’s personal growth to be gained in developing skills in how to deal with someone new.”

Make It Work

Hayes cautions against taking the attitude that it’s your boss’ responsibility to make things work. It’s important to take responsibility for accepting the change. “Become an active participant in making the change work for you.” If your boss is coming from outside the company, he or she has a myriad of things to digest and may not be as communicative initially as they will be later. “The more you can do to make it easy for your boss, the easier it will be for you.”

But, I Wanted That Job!

If you thought you should have had your old boss’ job, you’re feeling a double sense of loss. In cases where you didn’t get the promotion, you’re probably more likely to get stuck in the anger phase, Hayes says. “It’s even more important to understand the strengths your new boss is contributing if he or she has been chosen over you.” She added, “It’s generally an indication that something is missing in your bag of tricks. This is an opportunity to learn from your new boss about those skills so that you’re better positioned for the next opportunity.”

Read the column on MediaPost.

By Beverly Weinstein

You already know how important it is to look your best in a job interview. But with temperatures starting to rise, the unemployed networker will be braving smoldering subways and pounding the white-hot pavement only to risk showing up for their next appointment with wind-blown hair or a sweat-marked shirt. To help beat a summer meltdown, we are offering a list of Manhattan’s best “rest stops” compliments of Frances Croke Page, a media and marketing veteran with a discriminating eye and a knack for organizing information.

“Tucked inside and next to office buildings, there are wonderful oases where a weary job seeker can sit down, take a breather and even use the restroom to emerge fresh and re-energized,” said Page. She originally developed the list as part of an interactive online database for holiday day-trippers, ChristmasTimeInNewYorkCity.com.

The same information would be useful for people who used to have an office in the city and are now commuting in every day and going from meeting to meeting. Page agreed to revise the list with an eye to warm weather job hunting.

According to Page, her research led her to discover that there is more than 3.5 million square feet of public space in NYC. Here’s a partial sampling from her list; it includes some of the most surprising and accommodating locations where you can take a rest and cool down before rushing off to your next meeting.

(*Tip: While Page’s list guarantees refinement, if you just need a quick bathroom stop, you can download MizPee on your mobile device to find the closest facilities to your location at MizPee.com)

Midtown Manhattan

Olympic Tower Atrium Public Space – 645 Fifth Avenue This little-known gem is quite possibly the best privately owned public space in midtown Manhattan, opposite the north side of St. Patrick’s Cathedral. It even has a free museum downstairs, thanks to the Alexander S. Onassis Public Benefit Foundation. The pleasant amenities on street level include tables and chairs for the public alongside a small food counter, modern artwork and a museum shop. The bathroom is small and very clean. There is also a small cafe serving Greek-inspired dishes. (You do not have to buy something to sit down.)

Rockefeller Center-30 Rockefeller Plaza from 49th- 50th Streets and 5th to 6th Avenues

Aside from being one of our iconic tourist attractions, Rockefeller Center boasts a large underground city, complete with retail stores, quick food stops and elegant dining. The grandeur of the 10 building complex, with its art deco magnificence will buoy your spirits and remind you why working in this magnificent city is worth the trouble. The complex was built during The Depression, with faith that better times would return. Lots of tables and chairs and a large public bathroom on the underground concourse level (the same level as the ice rink/summer patio dining) make this is a great spot to take a break from summer’s heat or a sudden rain shower. The expansive bathrooms are next to the restaurant ‘Witchcraft and the Swarovski Crystal store. They are clean, with over 20 stalls.

Heading for an interview? Step up at Eddie’s Shoe Shine at the 6th Avenue side of the lower concourse and get your shoes spruced up while you get to put your feet up. (Eddie’s also has a location downstairs at Grand Central.)

New York Public Library, Mid-Manhattan Branch-455 Fifth Ave.

The Rose Reading Room, a remarkable, two-block long space is open to the public as are the library’s exhibit areas. The room also has an open stacks area, computers, free Internet access and a laptop docking service.

Lord & Taylor Star Spangled Banner Break Spot- 424 Fifth Ave. between 38th and 39th Streets.

9:30 in the morning may seem early for a break, but if you are at loose ends between a breakfast meeting and a mid-morning call, you can get in from the elements and have a seat in one of the folding chairs in the foyer of Lord & Taylor before the 10 a.m. opening. The lights are dimmed and music is played softly inside until a few minutes before 10:00, when “The Star Spangled Banner” is broadcast. It’s a heartwarming way to take a break and a great place if you need a fresh accessory for that interview suit. Bathrooms are located on upper floors.

Downtown

Winter Garden Atrium at the World Financial Center – Vesey Street and West Street

Art, music and performance events are all free here, so a break can include a little song and dance as well as a bite to eat. Check out their Web site for the events calendar and map of the complex. Two levels provide an impressive and soaring space. Bathrooms are on the Winter Garden’s street level.

A complete listing of France Croke Page’s convenient New York City locations to rest and recuperate is available at http://dearbev.com.

Read the column on MediaPost.

By Beverly Weinstein

There seems to be a steady stream of online tools, widgets and apps that are launched regularly. The challenge is sorting through the information and picking a few that will be genuinely beneficial, not only for your job search and personal branding but with social networking related to that search. Below are a few suggestions and tools worth checking out.

Online Resumes: Today’s Gimmick or Tomorrow’s Must Have?

Multiple Web sites are now offering tools to create a virtual resume.  While you still have to do the work of writing a compelling CV, design features and expanded content capabilities are what these sites are all about. Virtual resumes potentially allow you to stand out in a sea of job seekers.

Some of the sites charge a fee, but I liked the free one, VisualCV.com, which is growing at a monthly rate of 20%. Begin by importing your LinkedIn profile or upload the word or PDF resume you currently use. That’s just the beginning. What sets virtual resumes apart is the ability to feature videos, photos, a portfolio of your work, employment history, charts, graphs and more. Instead of sending an attached file, you send a URL to your online resume. For potential employers, that eliminates printing and computer memory usage — and it’s green.

Will virtual resumes be the new standard? That’s tough to say, but it’s worth some time and experimentation in its early stage.

Social Networking Made Simple

Social networking is now an acceptable job search tool. I’ve done a column on my favorites, which include LinkedIn, Facebook and Twitter, but the latest trend is simplification. Here’s a quick reference chart on some of the sites I’ve found useful in bringing multiple sites together with one app and saving time by not having to constantly log-in.

Online PR Free for 30 Days

If you’re looking to promote your business or brand during these tough times, take a look at PitchEngine.com. Create a press release online that gets pitched out to a collection of hungry writers and eager readers who subscribe to the site. It offers a more conversational approach to PR, and you can engage readers with multimedia content, instead of plain old text, that will be shared on GoogleNews. Your release is free for the first 30 days. After that, you have to pay a fee.

These are just a few of the applications out there and for now, may be useful in increasing your job search efficiency and digital presence.

Read the column on MediaPost.

By Beverly Weinstein

Concerns about less staff to do the same, or sometimes more work, in the wake of major lay-offs is common place across media companies. Managers are also worried about burning out the staff they have left. To tackle this issue, I turned to Leadership Coach Gary Schuman for his advice.

“Sometimes it’s physically impossible for a reduced staff to take on the amount of work that may be required after major staff reductions,” said Schuman. “Let’s say there are 50 things the group was built to do but with less people now they can only do 40. What do you do about the last 10?”

Don’t start with your boss to solve the problem, although you may eventually end up in his or her office. Instead Schuman suggests the department manager along with his or her team take the first steps in tackling work load issues. “Being willing to go up the ladder to fight for your people is a big move, but don’t go unless you’re well prepared with specifics and suggestions,” advised Schuman. The following will give you some ideas about how to start the process.

Building a Map/Setting Priorities
1 – Bring everyone in your group together to map what the department is responsible for doing.

2 – Establish priorities from high to low.

3 – Examine work load distribution. Are some people super swamped and others able to take on more work? If so, consider redeploying work based on key priorities that have already been outlined in the mapping process.

4 – Is there any work that can be pushed to other departments?

5 – Are junior staff members and entry level assistants being fully utilized? Consider enriching their jobs and giving them more responsibility.

6 – Can you take on non-paid undergrad or grad school interns? (There’s even a movement afoot for “executive” interns, basically people that may be unemployed and willing to work for free in order to learn a new skill set.)

7 – Are there reports that are being done out of habit more than out of necessity? Can any of these be eliminated?

Process Improvement

Schuman also suggests that you may want to look at process improvement. Processes that have been around forever may be inefficient. Making them more efficient not only is an effective time saver but it makes people feel better about their job. GE’s Work Out Program is a great source of information on this topic, says Schuman. “Just try Googling “GE Work Out” and there are 700,001 entries. That’s more than enough to get you started.”

Once you’ve done your mapping, built your priority list and considered all of your options, there still may be too much work to do. Now it’s time to go to your boss for his or her advice, but you’ll be having the conversation armed with specifics. There’s a good chance you’ll not only come away with some much needed help but you will have earned respect from your staff and from your boss for undertaking the process.

Consequences of Burn Out

“You can only burn people out for so long,” Schuman said, as a final caution on what can happen if you don’t address the workload issue. “Yes, it’s a terrible economy and everybody is expected to do more, but if they hit burn out they become less efficient, get angry and lose their emotional commitment to the job. And once the economy improves, it’s always the best people that will leave you first if you haven’t dealt with the issues.”

Gary Schuman is president of New York based CDL Consulting, who works with senior executives at several of the major media companies.

Read the column on MediaPost.

By Beverly Weinstein

In a market with more candidates than jobs, a willingness to be flexible on title and salary is more and more commonplace. So how do you position yourself as a genuinely interested and qualified candidate versus someone that’s overqualified, needs a job and will jump ship when a better opportunity comes along? For some expert advice I turned to the Cable and Telecommunications Resources Association (CTHRA), a nonprofit organization with 1500 members representing over 100 companies. Following is some great advice from a sampling of their members:

How can candidates express through their resumes that, although they may seem overqualified for a position, they are indeed invested in the opportunity and not just looking for a pay check?

CTHRA: We have two pieces of advice. First, abandon a traditional resume format focused on titles and promotions, and instead create a resume that highlights significant accomplishments and experiences. Emphasize your span of control, impact on the bottom-line and contributions to the overall health and growth of the organization. We believe a bio format helps focus the recruiter/hiring manager on the relevant skills and qualifications and frees them from focusing merely on level or title.

Next, leverage your cover letter to:

1) Call attention to the credentials you have that match the description of the position;
2) Specify that your prior experience will allow you to have a greater impact on the organizational goals sooner than less experienced candidates;
3) And explain that you are seeking more than a job title and detail the characteristics that you admire in their company: financial security, potential for upward mobility, reputation, health and welfare benefits, etc.

Should an applicant downgrade his or her former job title(s) on a resume, say from an SVP to a VP?

CTHRA: Never put anything on your resume that isn’t true. You’re working to prove to a potential employer that you are honest and trustworthy. The last thing you want is to lose credibility by being caught in a lie.

Keep in mind that most hiring managers recognize that titles are indicative of an organization’s culture and they tend to vary from company to company. So a VP title in a smaller company may be equivalent to a director title in a larger organization.

If you’re applying for a VP level position in a similar profession and recently held a SVP or higher position, focus attention on your skills, qualifications and contributions instead of the title.

Is there a good answer to questions about recent earnings, especially if you believe you were earning significantly more than the job you are interviewing for has to offer?

CTHRA: The state of the economy has caused many companies to scale back compensation components (base, bonus, etc.). As a result, employers and candidates have had to reset their expectations when it comes to salary. This reality can be woven into you’re your reply.

Start by asking what the salary range or budget for the position is so you can appropriately couch your reply. Then, be transparent and honest about your recent earnings. Given the current marketplace, if you’re willing to accept less than in the past, say so, and provide the range you’ll consider. You can couch that reply by adding that rather than focusing solely on starting base salary, you’ll consider all the company has to offer such as benefits, work/life balance emphasis, growth opportunities, etc.

“I was fortunate to have a good career w/ company X where I was able to advance my earnings by proving my value to the organization through my contributions. I learn fast and work hard, so I am certain I can do the same within your company.”

How does an HR professional present an overqualified candidate to a hiring manager in a way that’s not threatening?

CTHRA: A good recruiter/HR professional always knows how to position candidates in a manner that the hiring manager feels like he is in control of the process and is getting the best results from the HR team.

“I have a candidate for you to interview who I believe will bring energy and new ideas, with the ability to step right into the open position-making your job easier.”

When interviewing with the hiring manager, should the candidate bring up the issue of being overqualified?

CTHRA: No. We advise candidates against using the word overqualified in an interview to avoid appearing arrogant and a poor fit for the job. Also, imagine if the hiring manager has doubts about the person’s qualifications, but the candidate starts talking about being overqualified. Then the candidate comes off as presumptuous. It’s best to simply avoid using the word at all.

How should the candidate reply to an interviewer who asks whether or not he or she will quit once a job with his or her old title and salary becomes available?

CTHRA: Answer with an emphatic, “No. After researching this company and meeting [insert various individuals working within the company], I am excited about the possibility of being part of the team. I am willing to make a personal commitment to you and this opportunity, and I expect that if I deliver results, I’ll be given the opportunity to advance my earnings and position within the organization.”

For more information on CTHRA go to cthra.com

Read the column on Media Post here.

By Beverly Weinstein

At a recent industry conference, one panelist claimed that if someone was a whiz at Sudoku, it was a pretty good bet they’d do well in digital media. While that may be a good start, my guess is you need a few more qualifications to get a digital planning or buying job. I asked some well-regarded senior level digital media executives for their opinions. The answers I got all pointed to the brainy tech savvy, digitally evolved candidate – in other words, a millennial. And then I got an unexpected earful on challenges that come with a millennial-centric staff.

The Basics
There was general consensus that strong math skills are key for a digital candidate. “It’s not simply someone that’s comfortable with numbers, I’m interested in someone that has great math skills, a passion for the medium, and can also mine data and build stories,” said one agency managing partner. Another wanted someone that could get excited by a 1,500 line spread sheet.

But beyond that, there’s a level of creativity and flexibility that’s called for. “People that don’t need four corners,” said one digital pro. “This isn’t a business where you follow steps one through ten. We’re constantly changing and defining the way we do things.”

Talk the Talk and Walk the Walk
Are they on Facebook? Is it part of their daily routine? Everyone nowadays can use the internet, but having it be a veritable part of your life is different and it’s the younger tech savvy crowd that brings this to the table. “I want a person that lives and breaths digital and understands it from their personal experiences,” said the managing partner.

Another executive asks applicants what their favorite web sites are. “I’m not very excited if all they tell me is Yahoo and AOL. The more niche it is, the more likely this person is really involved in the web and that’s a plus for me and my clients.”

Barrier to Entry: It May Be Your Age
These skills are an easy fit for a Millennial but how about if you’ve been on the traditional media side and want to switch? There’s a perception that after you’ve worked in traditional anywhere from seven to 10 years, the digital media side may not be welcoming you with open arms. Some of the executives I questioned thought the switch would prove difficult and others thought it was less about age and more about attitude. Said one executive, “It’s less about age and more about mindset. It doesn’t matter if your 20 or 40 – it’s a complex medium but if you can embrace it, you can do it. It might be easier for the younger generation but at end of day it’s whether you want to learn it or not.”

Millennials Rule
Everyone acknowledged that the opportunity to climb further faster is on the digital side. “We have a digital media supervisor who is 23 and their counterpart on the traditional side is 30,” admitted one interviewee. Another commented somewhat tongue in cheek, ” I have friends that have crazy titles and they’ve been in this business for 20 minutes.”

“We’re promoting people too quickly, but one agency does it and the others follow. The digital business is scaling more quickly than the talent.”

All of the executives found their younger counterparts to give off a premature sense of entitlement. “I’ve got a department of high maintenance kids,” said one. “On the traditional side there are more adults, more rules of business. That’s not the case in digital yet. They grew up in this media and have been able to move through very quickly. In the past you had to win your stripes.”

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