Recrutement - conseils & questions

Checklist for Success

Phase 1 : The New Actuary

imageoftheactuary.org (http://www.imageoftheactuary.org/) is a website which supplies tips, tools and ressources for actuaries to promote themselves and the profession.

Our association, ActuariaCnam, recommends you its reading.

Below an article pulled by this website :

"For actuaries who are in the process of completing actuarial examinations and those who are in the first 5 to 6 years of their careers.

- Commit yourself to successfully completing exams. While the process may seem rigorous now, this training will open doors for you in the future.

- Seek out a mentor. You can learn a lot from other professionals who have traveled the same path before you.

- Begin exploring resources available to you through professional organizations. Professional organizations can be a valuable source for learning and development, research, or to make connections with others in your line of work. There’s a wealth of information available, so be sure to take advantage of it.

- Learn about the history of actuarial profession. You’ve joined a profession with a long and vibrant history. Learn about our past, and take pride in the role actuaries have played in shaping our world today.

- Begin thinking about your professional interest areas. While you don’t have to make any concrete decisions, it’s a good idea to start becoming familiar with different specialty focus areas within the profession.

- Hone your elevator speech. Prepare a brief statement about what an actuary is and the important service we provide to organizations. The next time someone asks you about your job, you’ll be prepared.

- Keep the big picture in mind. Your work impacts others, and they’ll want to know how your activities are helping the company succeed. Make sure your efforts always reflect the larger goals of your organization.

- Be on the lookout for new opportunities. Now is the time to establish a proactive mentality about your career progression. Keep an eye out for new ways you can demonstrate your skills and your value to the organization.

- Seek out training and experience in complementary fields. Actuaries need skills in a number of disciplines to effectively offer real-world solutions to complex problems. Look for opportunities to improve your skill set in finance, economics, statistics, business administration, management and other related fields."

Source http://www.imageoftheactuary.org/Home/BringingtheActuariesBrandtoLife/ChecklistforSuccessPhase1/tabid/259/Default.aspxhttp://www.imageoftheactuary.org/http://www.imageoftheactuary.org/

What a Recruiter Wants You to Know

Imageoftheactuary.org (http://www.imageoftheactuary.org/) is a website which supplies tips, tools and ressources for actuaries to promote themselves and the profession.

Our association, ActuariaCnam, recommends you its reading.

Below an article pulled by this website:

"By Alan J. Sheptin, ASA

This article is reprinted from The Stepping Stone, newsletter of the Management and Personal Development Section.

In the 20-plus years that I’ve been in the actuarial profession, I have spoken to numerous recruiters about a myriad of positions, from consulting to life insurance to reinsurance. Additionally, I’ve been a user of their services, both when I was looking for positions and when I was searching for talent. However, I have always wondered about their job and how they go about working with candidates and employers.

I recently had the opportunity to speak at length with Pauline Reimer, director of actuarial recruitment at Pryor Associates in Hicksville, N.Y. She has been recruiting actuarial talent since March 1986. She is also unique in the field : She is an actuary, an ASA formerly with TIAA-CREF, Equitable and the Segal Company. Our talk provided me with considerable insight and some good knowledge for all of you as well !

- Who does the recruiter represent ? The employer or the candidate ?Recruiters represent both. We want to reach a happy medium, as both are users of our services.

- Can a recruiter help a candidate when she or he is looking to expand to a different field within the industry ? What can the candidate do to maximize success ? The best way to expand your skill set is to look internally in your current company. If the opportunity that you want is not available, then you should seek a company where that expertise is available. However, you will most likely need to be hired in your own expertise at the new organization. Get your foot in the door by taking a baby step forward.

Additionally, do things that set you apart. For instance, the CFA exam is a good way to establish credibility for financially oriented roles. Knowing, or learning, a foreign language is important for international positions. Make sure a recruiter knows as much as possible about you professionally, including personal issues that may affect your job search.

- When you make a cold call, what is your expectation ?One of my favorite ways to meet actuaries is at conferences. By attending 12 to 15 conferences annually, I try to meet as many actuaries as possible one-on-one.

When I do make cold calls, I introduce myself as an educator, a provider of service. All I want is a few minutes of your time. I do find that companies with openings are typically more receptive to cold calls than individuals.

- Why would you turn away a company or a candidate ? If I hear a company is about to be downgraded by a rating agency, or a company is on negative watch, or the reputation of a manager is questionable, I am very careful about whom I would place there.

Likewise, if a candidate has a negative reputation, such as negative references, I would be cautious about working with that person unless she or he could turn it around.

It is important for candidates to have good communication skills. If I am working with an excellent candidate who needs to improve articulation, I have relationships with English as a Second Language professionals to help these candidates better articulate. I also work with communication specialists who help candidates with speaking skills and presentation styles.

If I’ve met a candidate who needs to improve outward appearance, I’ve taken the person on shopping excursions to help pick out a tasteful suit or an outfit for an interview.

Appearance and communication are extremely important when meeting a potential employer. You never get a second chance to make a first impression !

- When does networking prove more beneficial than working with a recruiter ? If you are looking internally, then of course networking is far more beneficial. Networking can complement the recruiting effort.

While the benefits to a company could be saving recruiter fees, this does not necessarily work to your advantage, as confidentiality could be compromised. A good recruiter knows that confidentiality is the most important element of the relationship.

Students seeking positions at the entry level need to do more of the work on their own. I am happy to help out and make suggestions on how to go about an effective job search.

- What are the best questions a candidate should ask recruiters before working with them ? How many years of experience do you have ? In which facets of the industry do you have expertise ? Which geography ? What are your credentials ? Which conferences do you attend each year ? What is the length of time it should take to get placed ? (typically two weeks to six months) Which companies have you represented ? Can you provide references ?

Likewise, the candidate should be ready with a copy of a resume. (It doesn’t have to be perfect, as I invariably help perfect the appearance of each resume, in terms of grammar, syntax, etc.) The candidate should be active in the search as well. Be sure to tell the recruiter about types of jobs and companies that interest you and what functions/responsibilities you prefer and why. A good recruiter can help get the right contacts for you and also get you the “inside scoop.”

- What are the best questions a candidate should ask an employer about a position ? How long and why has the position been available ? When are you seeking to fill the position ? What are the ideal qualities of the potential hire ? What is the growth potential ? What is the culture of the office ? Where can this position go in the next two years ?

The candidate should stay away from discussing salary and benefits. That is the job of the recruiter.

- Should the candidate be so forward as to ask for the job at the interview ? No, I don’t believe that would be appropriate. However, regardless of the opportunity, always be enthusiastic but never pushy. Even if the job does not fit what you actually want, leave the door open because another opportunity could arise in that company, or they may even customize a position for you if they are very favorably impressed with you.

After an interview, give yourself some time to reflect on the position. The job and/or company may be more attractive to you than you initially thought.

If, after a job interview, the job really interests you, tell the recruiter that you want the job. She or he is in your corner.

- This leads me to a question. … Can a recruiter successfully “point a job” in a candidate’s direction ? Absolutely ! Recruiters have extensive relationships with companies. We know the cultures of the organizations, the personality of the individual and whether the fit will be a good one.

When a candidate is working with a recruiter, the recruiter can and should call the hiring authority as quickly as possible for feedback and is expected to act quickly. A candidate does not have this ability on his own.

The recruiter does have a lot of influence in the process. Based on candidates’ feedback from interviews, I have been able to clarify ambiguities, resolve misinterpretations and rectify situations post interview, resulting in the candidates being hired. This probably would not have occurred had the candidates been representing themselves.

- Should a candidate deal with more than one recruiter ? What are the advantages and disadvantages to this ? This answer depends on whether you are presently gainfully employed. If you are unemployed, get to work immediately on finding your next job even if you plan on taking several months off between jobs. Use multiple resources ; however, be sure to maintain a list of companies where your resume was sent, which recruiter sent it, and the end result.

If you are employed and considering a job change, find a recruiter who is knowledgeable and trustworthy, and give that recruiter a chance to do his or her job exclusively. If you find that you are not getting interviews, or ones that fit your goals, then explore other recruiters.

Some companies’ human resources departments support different parts of a company. If a recruiter proposes a position in a company in which you were already presented, be up-front about having been presented already and about what happened. It is possible that the departments’ recruiting processes are independent of each other, and the recruiter can still present you without any conflict of interest.

- Any parting thoughts ? Be aware that there are a large number of actuarial recruiters out there due to the availability of our directory/yearbook and the fact that the actuarial profession is such a top-ranking profession. But note, insurance companies are regulated ; recruiters are not. Do your due diligence before embarking on a job search with just any recruiter. You want someone who is trustworthy, knows the market, and is appropriately assertive with good follow up and good follow-through. Remember, you want someone in your corner.

A good recruiter should listen to the applicants’ likes and dislikes, educate them and help them find a position that fits the bill. No recruiter ever wants an unhappy candidate. The recruiter’s reputation is at stake !"

Source : http://www.imageoftheactuary.org/Home/CareerArticles/CareerDevelopment/WhataRecruiterWantsYoutoKnow/tabid/75/Default.aspx

Marché de spécialistes, la finance a naturellement recours à l’approche directe. Voici quelques astuces pour sortir du lot. Soyez visible et cultivez vos réseaux !

Le B.A.-BA
– Avoir une position clairement identifiable. Cela passe par un titre de poste explicite.
– Un CV lisible, court, précis sur les dates, fonctions et expériences, et consultable sur Internet (CVthèque). N’oubliez pas d’expliquer les « trous » (année sabbatique, période de chômage…). Enfin, les stages doivent être mentionnés comme tels.
– Être présent sur l’annuaire des anciens de votre école (à mettre à jour régulièrement).
– Discuter avec vos amis qui travaillent dans votre secteur de ce vous cherchez. Car un candidat qui refuse un poste est généralement interrogé sur ses contacts susceptibles d’être intéressés par le job. C’est particulièrement vrai pour les situations géographiques spécifiques ou des aptitudes un peu rares.

Les plus
– S’assurer que vos nominations à un nouveau poste sont communiquées en interne et dans la presse spécialisée.
– Faire en sorte d’être sélectionné, en interne, dans des programmes de formation select.
– Participer sur Internet à des forums, commenter des articles on line ou encore tenir un blog.
– Adhérer à une association ou un club de professionnels.

Pour les plus actifs
– Participer à des conférences, congrès et autres salons professionnels. Proposer également de se rendre sur les forums étudiants pour représenter votre entreprise.
– Collaborer à des publications en interne mais aussi à des supports presse spécialisée et généraliste comme expert. Ne pas hésiter à solliciter directement les journalistes en soumettant des idées de sujet.
– Animer des formations, être intervenant dans l'enseignement supérieur.

Approcher directement les chasseurs ?
Ce n’est pas la règle, mais il ne faut pas se l’interdire non plus. À condition de respecter quelques principes de base :
– Cibler les interlocuteurs.
– Engager cette démarche au moment où vous êtes en haut de la vague, pas quand les choses tournent mal.
– Se faire recommander (idéalement par son ancien boss, mais aussi par d’anciens collègues, clients, confrères…).
– L’envoi d’un CV suffit, laissez le chasseur revenir vers vous.

Source:
http://actu.efinancialcareers.fr/News_ITEM/newsItemId-13069

1. Know Your Target

Describe your dream job as specifically as possible. Don’t stop at the job title. Think about these questions:

- What title do you have? What are your duties and responsibilities?
- In what department or functional area is it? Who do you report to?
- What types of support do you have on the job?
- Are you a manager? Of how large a staff? What types and levels of people report to you?
- Where is the job located (geographically)?
- How much travel is involved? Local, regional, national or international?
- What type of company is it, in what industry? What products does it make?
- How big is the company, and most importantly, what is it about that size that attracts you?
- What is the company culture like?
- Are there any specific companies you are particularly interested in? What is it about those companies that attracts you?
- What level of compensation / benefits do you require?
- What level of compensation / benefits does this position typically command in the market?

Use this as a scorecard against which to measure all opportunities. You can still be flexible as other opportunities present themselves, but this will help you stay on track and avoid wasting time chasing the wrong possibilities.

Job seekers are often afraid to focus their search too much. They talk to a networking contact or even a potential hiring manager, and are worried that if they are too specific about what they are good at, and what they are interested in doing next, they will miss out on some unspecified potential opening that might have been available. They are doing what I call the “Job Search Shuffle,” waiting for the other person to give them an indication of the right answers.

What they don’t realize is that the other person senses this, and immediately starts to lose interest. When they finally do commit, the other person is skeptical whether they really are that qualified or passionate—this dilutes the impression they might have made, and they end up blowing the opportunity right in front of them!

Potential employers appreciate and are impressed by focus. As a hiring manager, I want to see that you are a good fit for and passionate about what I have to offer. I'm impressed if you are confident enough to put a stake in the ground and tell me what you are good at and what you want to do next. Once you have my attention, if that isn't an exact fit with what I'm seeking, but YOU have impressed me, I'm willing to explore whether there are ways to create a fit, or other positions that might be a better fit.

2. Make Sure It’s the Right Target

During a visit to Boston College, I was struck by the similarity of a statement by the admissions officer to something I often tell clients:

“We believe strongly that students need to first explore what they are really good at, and what they are passionate about, then consider whether the world needs that.”

I firmly believe that the greatest success comes from first aligning what you are best at with what you love to do. That is where you are going to bring true passion to your career, where you can really set yourself apart from others. Only after you have determined where those intersect, should you concentrate on figuring out how to achieve your life goals within that area. My experience is that with a little creative thinking you can always figure out a way to satisfy your life goals if the first two criteria are met. (Sometimes this is partially through the realization that doing something you are passionate about is so important that some of what you previously might have assumed were your life goals just melt away from your consciousness.)

For example, many would say that I am now on my third career. I fully enjoyed my first 20 years of actuarial roles. During that time, I found that I loved recruiting, interviewing, training and giving presentations. I also always found myself drawn to the systems elements of my work, taking personal responsibility for an increasing variety of systems-related projects. I was no longer particularly drawn to one of the natural aspirations for many younger actuaries—to be chief actuary of the company. (I actually had that experience in my last corporate job, which served to confirm what I had long known.)

My next move was to seek a systems-related role that would take advantage of my actuarial background. I had the advantage of an executive outplacement program to aid me in that transition. As I went out talking to people about my new passion, I came across selected positions that very well fit my passions, skills AND compensation goals. Ultimately, this led to a successful consulting practice that was much more systems-related than actuarially based, career number two.

The outplacement program also led me to my current practice, as I found that what they were teaching came quite naturally to me, and I began helping some of the other people there with their own transitions. I wasn’t yet ready to make it my new career, but it began germinating in my mind. During the next five years, I continued to help selected people with their career searches as a sideline to my consulting practice, essentially as a hobby. And although I really enjoyed my systems consulting work, more and more I found career search counseling calling to me, and a new ‘passion’ required me to embark on my third career.

This didn’t mean simply jumping into the unknown with total disregard of my life goals, but moving forward aggressively with goals in mind, and checkpoints as to where I needed to be to have confidence that it would support our needs (and ultimately, our wants). Naturally, that has meant continually examining what I am doing and how I am doing it, being open to change and opportunity. And it has led to expansion of what I originally saw as my core competency and practice as I saw opportunities to apply my skills in new, but related, ways. Thus I grew beyond career search counseling into the broader arena of coaching professionals to be more effective in their chosen careers, and even into business coaching. (I was very pleased the first time I began coaching a client on how to grow her clients and revenues, and was told that I really “think out of the box,” something I’m not sure I was often accused of during my 20 years as an actuary!) While career search is still the cornerstone of my practice, the expanded areas have allowed me to serve clients even more effectively, as they shift focus between whether they want a corporate role or their own business, or even simply getting ready for the next move sometime down the road.

We often worry about providing our children “the best” of everything. But where in that equation is providing them the best of you? What message are you sending to your children about their futures if you regularly come home from the office feeling drained, and showing little enthusiasm for what you do? And how much energy do you then have left to invest in family, hobbies and your true passions? With risk comes rewards, and even if you ultimately need to compromise on more traditional measures of success like income level, size of house, age of car, what is “happiness” worth to you?

So figure out a target that first matches your passions and your skills (or skills you can develop), then worry about how to make it fit your life goals.

Editor’s Note: Watch for Part 2 of “Ten Secrets to Landing Your Dream Job” in the April 2008 issue of The Stepping Stone.

John West Hadley is a career counselor who works with job seekers frustrated with their search, and professionals struggling to increase their visibility and influence at work. He can be reached at john@jhacareers .com or 908.725.2437. His free Career Tips newsletter and other resources are available at www.JHACareers.com.

Source: http://www.imageoftheactuary.org/Home/CareerArticles/CareerDevelopment/TenSecretstoLandingYourDreamJob/tabid/270/Default.aspx

Ce guide est disponible a cette adresse internet: http://www.vault.com/store/book_preview.jsp?product_id=45132

"About this book

Once primarily found in the insurance industry, actuaries are now found throughout corporate America, helping executives make intelligent and informed financial decisions. In addition to helping insurers mitigate the chances of losses, actuaries help weigh risk in pension funds, stock and bond portfolios, and even hedge funds. Actuaries also work in areas beyond the financial industry, helping to determine and alleviate risks for product launches, production facility expansions and much more.

This Vault guide shows you how to begin an actuarial career--one of the most creative options for a statistician, economist or mathematician--and how to advance your career. The guide gives you an inside look at landing interviews, interview questions, typical days in the life of an actuary and the inside scoop on the top actuarial employers."

Source: adresse internet precedente

Issu du site de la SOA

The Vault Offers New Guide on Beginning a Career as an Actuary

"We interviewed a member of the Vault staff to find out more about the new guide they offer. You may be able to access a copy for free, so be sure to read on for more information.

How would a college student benefit from the guide?

The guide shows college students how to begin their careers as actuaries and how to advance their careers once they start. The guide includes detailed information on actuarial careers including: industry trends, job opportunities, education requirements, interviews, career paths and quality of life. The guide also features detailed firm profiles of over 40 top employers of actuaries. These profiles include information on recruiting and interview processes, training, career advancement, culture, compensation and benefits.

College students will be able to discover the actuarial profession and compare the benefits of multiple employers with just one resource.

How would a working professional benefit from using the guide if he or she is still working toward a designation?

Working professionals can use the guide to compare the benefits offer by various employers which include interviewing and hiring details, compensation and sponsorships of exams, exam/designation pay raises and diversity.

The guide also provides lifestyle/quality of life information of the various industries that hire actuaries and highlights top actuaries in businesses give hints and tips about potential career paths. This information is valuable for professionals at any stage of their careers.

What lead to the development of the guide?

Vault, the Most Trusted Name in Career Information, has been covering both the insurance and consulting industries for many years. Through our discussions with top employers we discovered that they faced challenges in the recruitment of actuaries and wanted to provide more information to bright mathmatics students to encourage them to enter the profession

Vault decided to create a comprehensive publication that provided details about the actuarial profession paired with detailed employer profiles of top employers in the industry and use its wide network of partner schools and universities and broad online audience to distrubute the information.

The publication is sponsored by Cigna, SC International, Towers Perrin and Watson Wyatt Worldwide.

What is the cost?

Students at over 500 colleges and universities will have access to the guide for free through their career centers.

The guide will also be distributed for free. to the Deans of Mathematics and/or Actuarial Sciences at the 150+ north Americas schools that have actuarial programs and provide courses that prepare students for actuarial exams.

For working professionals and other students the guide will retail for $29.95 and will be available in both .PDF and hardcopy format. It will be available for purchase at Vault.com and through other major retailers such as Amazon.com and Barnes and Noble.

What is the format of the guide?

The guide has 4 sections:

* Section 1: The Scoop Background information on: What is an actuary?, The role of actuaries, Insurance and Consulting Industry Trends and Career Trends.


* Section 2: Getting Hired Information on: What kind of person makes for a successful actuary? College Education Actuarial Exams, Hiring process, Cover Letters and Resumes and Interview Process.


* Section 3: Getting Hired The roles of an Actuary, Career Paths, Lifestyle, Profiles of Actuaries in various industries (including a Day in the Life), Actuaries in the top ranks of business, Web resources


* Section 4: Firm Profiles Detailed profiles of over 40 top employers including information on their recruiting and interview processes, training, career advancement, culture, compensation and benefits.

Currently similar information is available through the Society of Actuaries and at BeAnActuary.org.

What are some highlights?

Highlights include detailed "Days in the Life" of actuaries in a number of industries, such as Pension, Government, Consulting, Insurance and Financial Services.

The main highlight is the details employer profiles. These profiles give candidates detailed information about the benefits many companies offer and how to get hired by them. The information found in these profiles in depth and candidates can easily compare multiple employers. "

Source: http://www.soa.org/library/newsletters/the-future-actuary/2007/summer/the-vault.aspx

"After you have found some jobs that interest you, the next step is to apply for them. You will almost always need to complete resumes or application forms and cover letters. Later, you will probably need to go on interviews to meet with employers face to face.

Resumes and application forms. Resumes and application forms give employers written evidence of your qualifications and skills. The goal of these documents is to prove—as clearly and directly as possible—how your qualifications match the job’s requirements. Do this by highlighting the experience, accomplishments, education, and skills that most closely fit the job you want.

Gathering information. Resumes and application forms both include the same information. As a first step, gather the following facts:

- Contact information, including your name, mailing address, e-mail address (if you have one you check often), and telephone number.
- Type of work or specific job you are seeking or a qualifications summary, which describes your best skills and experience in just a few lines.
- Education, including school name and its city and State, months and years of attendance, highest grade completed or diploma or degree awarded, and major subject or subjects studied. Also consider listing courses and awards that might be relevant to the position. Include a grade point average if you think it would help in getting the job.
- Experience, paid and volunteer. For each job, include the job title, name and location of employer, and dates of employment. Briefly describe your job duties and major accomplishments. In a resume, use phrases instead of sentences to describe your work; write, for example, "Supervised 10 children" instead of writing "I supervised 10 children."
- Special skills. You might list computer skills, proficiency in foreign languages, achievements, or and membership in organizations in a separate section.
- References. Be ready to provide references if requested. Good references could be former employers, coworkers, or teachers or anyone else who can describe your abilities and job-related traits. You will be asked to provide contact information for the people you choose.
Throughout the application or resume, focus on accomplishments that relate most closely to the job you want. You can even use the job announcement as a guide, using some of the same words and phrases to describe your work and education.

Throughout the application or resume, focus on accomplishments that relate most closely to the job you want. You can even use the job announcement as a guide, using some of the same words and phrases to describe your work and education.

Look for concrete examples that show your skills. When describing your work experience, for instance, you might say that you increased sales by 10 percent, finished a task in half the usual time, or received three letters of appreciation from customers.

Source: http://www.bls.gov/oco/oco20043.htm

Choosing a format. After gathering the information you want to present, the next step is to put it in the proper format. In an application form, the format is set. Just fill in the blanks. But make sure you fill it out completely and follow all instructions. Do not omit any requested information. Consider making a copy of the form before filling it out, in case you make a mistake and have to start over. If possible, have someone else look over the form before submitting it.

In a resume, there are many ways of organizing the information you want to include, but the most important information should usually come first. Most applicants list their past jobs in reverse chronological order, describing their most recent employment first and working backward. But some applicants use a functional format, organizing their work experience under headings that describe their major skills. They then include a brief work history section that lists only job titles, employers, and dates of employment. Still other applicants choose a format that combines these two approaches in some way. Choose the style that best showcases your skills and experience.

Whatever format you choose, keep your resume short. Many experts recommend that new workers use a one-page resume. Avoid long blocks of text and italicized material. Consider using bullets to highlight duties or key accomplishments.

Before submitting your resume, make sure that it is easy to read. Are the headings clear and consistently formatted with bold or some other style of type? Is the type face large enough? Then, ask at least two people to proofread the resume for spelling and other errors and make sure you use your computer’s spell checker.

Keep in mind that many employers scan resumes into databases, which they then search for specific keywords or phrases. The keywords are usually nouns referring to experience, education, personal characteristics, or industry buzz words. Identify keywords by reading the job description and qualifications in the job ad; use these same words in your resume. For example, if the job description includes customer service tasks, use the words "customer service" on your resume. Scanners sometimes misread paper resumes, which could mean some of your keywords don’t get into the database. So, if you know that your resume will be scanned, and you have the option, e-mail an electronic version. If you must submit a paper resume, make it scannable by using a simple font and avoiding underlines, italics, and graphics. It is also a good idea to send a traditionally formatted resume along with your scannable resume, with a note on each marking its purpose.

Cover letters. When sending a resume, most people include a cover letter to introduce themselves to the prospective employer. Most cover letters are no more than three short paragraphs. Your cover letter should capture the employer’s attention, follow a business letter format, and usually should include the following information:

- Name and address of the specific person to whom the letter is addressed.
- Reason for your interest in the company or position.
- Your main qualifications for the position.
- Request for an interview.
- Your home and work telephone numbers.

If you send a scannable resume, you should also include a scannable cover letter, which avoids graphics, fancy fonts, italics, and underlines.

As with your resume, it may be helpful to look for examples on the Internet or in books at your local library or bookstore, but be sure not to copy letters directly from other sources.

Source: http://www.bls.gov/oco/oco20043.htm

By Nancie L. Merritt of I.S.O.

It is rare to find the ideal candidate, actuarial or not. I like to keep searching, nonetheless. So I will spell out some of my ideas to hopefully serve as guidance for you folks who aspire to this profession.

Most important, I look at a candidate's academic background as it appears on the resume. Because this career demands a solid mathematical background, the first thing my eyes seek out is the education section. I look for a major, minor, and an indication of mathematics coursework (engineering, physics, etc.) But let's us focus on the major first. A math degree is ideal, but there are other majors that are suitable, too. (For example, statistics or some other quantitative subject.) In addition, any major would be good if it is paired with a math minor. Further, I would say that any major or minor along with a minimum of 24 math credits, including the full calculus sequence, would be appropriate.

I like to see someone who has a wider variety of academic interests other than math. I particularly like coursework that requires writing papers. Why? Because even though actuaries must be math oriented, they also must write memos, reports, speeches, and other forms of written communications. Writing skills are among the top skills that actuaries need to develop. Among the coursework that I feel are particularly appealing are economics, business, and finance. These courses expose students to a more applied, than theoretical, use of mathematics.

The next item that catches my eye is the Grade Point Average (GPA). Of course, it not enough to be a math major or to have taken a lot of math. The grades must be good, too. I 'm aware that putting too much emphasis on this is controversial. The theory goes something like this: If students are penalized by the importance of maintaining a high GPA, they will shy away from difficult courses or courses outside the major that may be of interest to them. I am a firm believer in students getting the broadest education possible. However-- and this is a big however--employers have no way of determining whether low or average grades are due to the sheer difficulty of the courses, the courses being a stretch for the student, or that the student was simply more busy with campus party life than concentrating on studying. For me, the GPA tells me something about the capability of the student and/or their diligence.

We have hired an employee or two in the past who finessed their way around undistinguished grades in the interview process, but whose other indicators predicted success in this field. Then they turned out to be undistinguished performers on the job. And, they did not pass exams. Grades may not be an indication of true capability, but capability means nothing if it does not result in good or excellent performance.

Before we leave the subject of grades, I will explain that I am somewhat flexible if a student indicates that he or she has high grades in the junior and senior years, but had some adjustment problems at the beginning of college. To me, the later demonstration of performance is more important.

After grades, I turn my attention to the educational institution. Generally, the better the school, the more the academic performance means in terms of overall ability. Usually, I expect to see higher grades in the less demanding schools than in the Ivy League schools.. But, I do not restrict my search to the top schools. I have found that there are good candidates in many schools.

I am also interested in SAT scores as a predictor of success on exams. I like to see SATs at least in the 1300 + range. Here I expect to see a minimum of 650 for the verbal and 650 for the math. I am somewhat flexible on this, but not as much on the math side as on the verbal. This indicator is not always available on most resumes, so it is information that I often need to request.

Exams are the next item of interest to me. While I do not require them for consideration, I do like to see them because they show me that the person has already invested something in their career, understands the exam process and has made somewhat of a commitment to their career choice.

Employment and school activities are the next areas that attract my attention. Because I am dealing primarily with new graduates, the employment section contains experience that is--for the most part-- not related to the work they will be doing on the job. So I look for signs that the student has worked more than one summer at one place (when invited back, it shows they were liked.) Along that line, I like to see increased responsibilities when they have worked more than one summer at the same job. Being able to take on additional responsibility is a positive sign.

As far as activities go, it isn't important what activities students are involved in, only that they are involved in more than going to classes. It demonstrates an ability to juggle their time and prioritize schedules. The ability to juggle work, commuting, family life and exam preparation is mandatory in this career.

All of this is just what is shown by the resume. But the resume is the critical piece of information that opens the door to an interview. Once face to face with a candidate, I look for still other indications of success such as clear and concise verbal communications, good interpersonal interaction, enthusiasm for the profession and work in general and an interest in our organization.

Source: http://actuarialgrads.com/articlebyiso.htm

OBJECTIVE
Position as an actuarial analyst for insurance company.

SUMMARY OF ABILITIES

- In-depth knowledge of multivariate calculus; linear algebra; probability;
statistics; and insurance rate-making or reserving.
- Ability to perform rate-making or reserving analysis; explain actuarial analysis
to customers.
- Effective oral and written communication.
- Exceptional scores on SOA exams.

EMPLOYMENT HISTORY

Actuarial Analyst, 1998 to Present Jenson Consulting, Chicago, IL
Extracted and manipulated data to perform quarterly actuarial pricing of various insurance producted. Worked with underwriting claims and IT departments to monitor strategy initiatives and communicate reporting requirements while exploring systems solutions

Actuarial Analyst, 1993 to 1998 Etna Insurace, Bloomington, IN
Developed and provided timely, cost-effective actionable information to support the actuarial functions of product development, pricing, reserving, financial reporting and source of gain/loss. Prepared and tested rate implementation to ensure the profitability and financial integrity of the company's business.

Statistician, 1991 to 1993 University of California, San Diego, CA
Performed statistical analyses required for two extramurally funded projects concerning mentally ill offenders and consumers of community mental health and drug treatment services. Duties included statistical analyses, coding and derivation of variables, and preparation of reports and presentations

EDUCATION

B.A., Economics & Statistics, 1990
University of Texas, Austin, Texas

Source: http://www.freeresumesamples.org/samples/professionals/actuary.asp

by Mary Kilkenny

Eighty-five percent of the job market is hidden. That’s right--hidden.

What exactly does that mean? Eight-five percent of openings never make it to the classifieds or the Internet. Instead, these roles are filled by someone who had an inside track through family, friends or a professional network. Yes--a professional network. We have all heard, “It’s all about who you know.” In today’s competitive job market, that statement couldn’t be truer.

It may seem unfair, but those professionals are not just lucky. They earned their positions by networking, essentially by forming the right connections. The main objective of networking is getting your name out in the marketplace. The more you do, the better the chance that your name will magically pop up the next time an opportunity is available.

The key to successful networking is realizing that it is a continuous process. However, keep in mind that networking for its own sake differs from networking with a specific purpose in mind. You must alter your approach to best align with your current goals.

Networking–When you are content in your current job
No one likes someone who just comes around when they need something. That is why successful networking is continuous. Network before you need to in order to strengthen your contact list and hone your relationships.

• Get involved in your industry! Become more involved in your industry or discipline by joining a professional association. Be an active member to gain exposure and increase your network: volunteer for committees, contribute to newsletters and share your knowledge at meetings or conferences.

• Volunteer in your community. You would be surprised how small the world really is.

• Keep in touch. Call, e-mail or write once a month to keep your name fresh in your contacts’ minds.

Networking–To advance within your current organization
Your audience in this scenario is extremely targeted. You are, in theory, networking at least 40 hours a week with your co-workers and bosses. Though it seems like working with your targets is easier, realize that this puts you on stage everyday. You must never let your guard down.

• Stand out. Show up early and leave late, join committees and be confident in your work.

• Show initiative. Don’t be afraid to challenge the status quo–innovative risk takers often open doors for themselves.

• Become visible to senior management. Show interest in your work and look to others for information on how the company is doing, the direction it is heading and how you can help. Seek out opportunities to make presentations or contributions directly to senior management.

• Dress to impress. If you want to be important, dress like it!

Networking–To find a job
Networking while in an active job search is the most structured form of networking. Be sure not to get networking confused with job searching; networking is meeting new people who are able to give you advice and guidance, not necessarily a job.

1. Compile a list. Make a list of everyone you know: business professionals, friends, family and clients. Don’t restrict your list; you never know who could be a link to your dream employer. Additionally, include a list of approximately 20 dream organizations. In an ideal world, your contacts will provide links to your target companies, but don’t be alarmed if this isn’t the case.

2. Write your commercial. Prepare; write your sales pitch. This three-minute commercial should introduce your business self. Include your credentials and your objectives. Know this by heart–you must be able to recite it naturally when put on the spot.

3. Schedule meetings. Call your contacts to set up brief meetings. Before picking up the phone, jot down notes on what you want to say. Remember to be professional and polite.

4. Plan your agenda. Don’t waste your contacts’ time. You want to build bridges, not burn them. Know what it is you wish to accomplish when entering a meeting.

5. Present your best. Remember this is not a job interview; enjoy yourself. Walk into the meeting with confidence and a positive attitude. Build instant rapport by agreeing on a time allocation. Make it clear that you are there to learn; professionals love to share their industry knowledge and experiences.

6. Follow up. Send a note to let your contacts know how much you appreciated their time and insights.

Networking is the key to opening the hidden job market, whether it is an opportunity tomorrow or 10 years from now. Network anywhere and everywhere and one day you will become the epitome of “It’s all about who you know.”

Mary Kilkenny is a Jacobson Associates actuarial consultant specializing in the life, health and pension arena for the professional recruiting division of the Jacobson Group in Chicago. She can be reached at mkilkenny@jacobsononline.com.

http://www.imageoftheactuary.org/Home/CareerArticles/CareerDevelopment/NetworkingMasterKeytoOpportunity/tabid/206/Default.aspx

STAR Method

Behavioral Interviewing

Behavioral Interviewing is a new style of interviewing that more and more organizations are using in their hiring process. The basic premise behind behavioral interviewing is this: the most accurate predictor of future performance is past performance in a similar situation. It focuses on experiences, behaviors, knowledge, skills and abilities that are job related. Traditional interviewing questions ask you general questions such as "Tell me about yourself." The process of behavioral interviewing is much more probing and works very differently. Employers predetermine which skills are necessary for the job for which they are looking and then ask very pointed questions to determine if the candidate possesses those skills. For example, if successful leadership is necessary for a position, you may be asked to talk about an experience in which you were a leader as well as what you think makes a good leader. To assess which skills the employer seeks, review employer literature, speak with alumni, family and friends who work for the employers, and listen carefully during the organization's information session.

During a behavioral interview, always listen carefully to the question, ask for clarification if necessary, and make sure you answer the question completely. Your interview preparation should include identifying examples of situations from your experiences on your resume where you have demonstrated the behaviors a given company seeks. During the interview, your responses need to be specific and detailed. Tell them about a particular situation that relates to the question, not a general one. Briefly tell them about the situation, what you did specifically, and the positive result or outcome. Your answer should contain these four steps (Situation, Task, Action, Result or "STAR") for optimum success.


STAR Method

Situation: give an example of a situation you were involved in that resulted in a positive outcome

Task: describe the tasks involved in that situation

Action: talk about the various actions involved in the situation’s task

Results: what results directly followed because of your actions

Before the interview process, identify two or three of your top selling points and determine how you will convey these points (with demonstrated STAR stories) during the interview.

It is helpful to frame your answer as a story that you can tell. Typically, the interviewer will pick apart the story to try to get at the specific behavior(s) they seek. They refer to this as "digging a well." The interviewer will sometimes ask you open ended questions to allow you to choose which examples you wish to use. When a part of your story relates to a skill or experience the interviewer wishes to explore further, he/she will then ask you very specific follow-up questions regarding your behavior. These can include "What were you thinking at that point?" or "Tell me more about your meeting with that person." or "Lead me through your decision process."

Whenever you can, quantify your results. Numbers illustrate your level of authority and responsibility. For example: "I was a shift supervisor." could be "As Shift Supervisor, I trained and evaluated 4 employees."

Be prepared to provide examples of when results didn't turn out as you planned. What did you do then? What did you learn? Your resume will serve as a good guide when answering these questions. Refresh your memory regarding your achievements in the past couple of years. Demonstration of the desired behaviors may be proven in many ways. Use examples from past internships, classes, activities, team involvements, community service and work experience.


Example of a STAR Answer

Situation: During my internship last summer, I was responsible for managing various events.

Task: I noticed that attendance at these events had dropped by 30% over the past 3 years and wanted to do something to improve these numbers.

Action: I designed a new promotional packet to go out to the local community businesses. I also included a rating sheet to collect feedback on our events and organized internal round table discussions to raise awareness of the issue with our employees.

Result: We utilized some of the wonderful ideas we received from the community, made our internal systems more efficient and visible and raised attendance by 18% the first year.


Examples of a Behavioral Question

Behavioral questions can be difficult if you are not prepared. Always try to be conscious about what the recruiter is trying to find out about you by asking you a particular question. Setting up a mock interview with the MIT Careers Office is an excellent way to practice. Here are some examples:

- Describe a situation in which you were able to use persuasion to successfully convince someone to see things your way.
- Describe an instance when you had to think on your feet to extricate yourself from a difficult situation.
- Give me a specific example of a time when you used good judgment and logic in solving a problem.
- By providing examples, convince me that you can adapt to a wide variety of people, situations and environments.
- Describe a time on any job that you held in which you were faced with problems or stresses that tested your coping skills.
- Give me an example of a time in which you had to be relatively quick in coming to a decision.
- Tell me about a time in which you had to use your written communications skills in order to get an important point across.
- Give me a specific occasion in which you conformed to a policy with which you did not agree.
- Give me an example of an important goal that you had set in the past and tell me about your success in reaching it.
- Tell me about a time when you had to go above and beyond the call of duty in order to get a job done.
- Give me an example of a time when you were able to successfully communicate with another person even when that individual may not have personally liked you (or vice versa).

Source: http://web.mit.edu/career/www/guide/star.html

How to Prepare for an Interview


Preparing for your first interview can be a little nerve-racking. You’ll either have no idea what to expect, or you allow your imagination to get the best of you and you wake up in a cold sweat from a series of worst-case scenario nightmares where you end up tripping over your chair, ripping the suit that you borrowed, insulting your interviewer and confessing to that shop-lifting incident when you were five. The good news is that it doesn’t have to be this way.

Although you can never predict the exact questions that an interviewer will ask you, you can prepare yourself for their best shot by getting into the interviewer’s head. One way to accomplish this is by looking at the results from a 1999 survey of employers done by the National Association for Colleges and Employers (NACE) to discover what the top characteristics they look for in job candidates.

Take a look at the Top 10 Personal Characteristics, start taking a personal inventory and see how you measure up in these categories. Think of one or two examples of how you have proven yourself in these areas in the past and be thoughtful about how these characteristics would be valuable in the work place environment that you are hoping to get in to.

What Happens During the Interview?
The interviewing process can be scary if you don't know what to expect. To make it easier on you, keep in mind that all interviews fit a general pattern. The typical interview will last 30 minutes, although some may be longer. A typical structure is as follows:

Five minutes: greeting and small talk
Fifteen minutes: a mutual discussion of your background and credentials as they relate to the needs of the employer
Five minutes: you have an opportunity to ask questions
Five minutes: wrap-up/ discuss next steps in the process
As you can see, there is not a lot of time to state your case. The employer may try to do most of the talking. When you do respond to questions or ask your own, your statements should be concise and organized. But don’t be too brief. This could be your last chance to market yourself to the employer!

The Greeting, First Impressions and Small Talk
Monster.com’s Interviewing Coach, Carole Martin advises that the typical interview starts before you even get into the inner sanctum. It's a good idea to arrive at least 15 minutes early. You can use the time to relax, organize your thoughts, and even wipe your sweaty palms with a handkerchief, if necessary. The recruiter begins to evaluate you the minute you are identified and continues to evaluate you in every way. For example, he or she is analyzing the way you shake their hand upon being introduced. Be firm, it shows confidence. Don't be afraid to extend your hand first. This shows assertiveness.

First Impressions
A study conducted by a University of Toledo psychology professor, concluded that the first 30 seconds make or break the connection between two people when they meet for the first time. In other words, the next time you're on an interview, the interviewer may be drawing conclusions about you before you've even gotten to the real interview!

Here are some tips to ensure your first impression is a positive one:

Appearance counts. When you look good, you feel good. Make sure you look groomed and neat. If you were a book, would someone want to read more? Your clothes and accessories should be conservative and neutral, rather than wild and loud. Your clothes are your packaging and should not take attention away from the product.

Nonverbal communication sometimes conveys a stronger message than verbal communication. According to one UCLA study, 93 percent of a person's communication effectiveness is determined by nonverbal communication. When you slouch, whether sitting or standing, you're saying volumes about you and your confidence level. Sit up straight -- like your mother always told you to. When you stand, make yourself as tall as possible: shoulders back and head held high. Eye contact and smiles can indicate a confident and upbeat attitude. You will notice that many job postings ask for enthusiasm and energy. This is a good opportunity to demonstrate your social and interpersonal skills as well as your excitement about the opportunity for which you're interviewing.

Once again, the handshake sends a strong tactile message. Whether your hands are hot and sweaty or cold and clammy, you can try some tricks to control the temperature. To cool your hands, try running cold water on the insides of your wrists. Use hot water if your hands are cool. If you have particularly sweaty hands, try using a deodorant gel (antiperspirant) as a lotion. Your voice and the volume of your speech convey a strong impression.

Whether the interview's over the phone or face-to-face, you should speak with enthusiasm and energy. Use a firm voice to demonstrate your confidence. Your vocabulary reveals your communication skills and ability to interact with people, especially ones you've not met before. The words you choose will say something about you, as well as your knowledge of the industry. It is important to use "their" words and talk "their" talk.

Are you prepared for Small Talk?
Many recruiters will begin the interview with some small talk. Topics may range from the current weather outside to favorite vacation spots and will rarely focus on anything that brings out your relevant experience. Nonetheless, you are still being evaluated.

Recruiters are trained to evaluate candidates on many different points. They may be judging how well you communicate on an informal basis. Smile, contribute and show interest in the topic, regardless of whether or not you truly care.

Strategy for Discussing Your Credentials
The main part of the interview starts when the recruiter begins discussing the organization and the position for which you are interviewing. This will be followed by some questions regarding your past experiences.

Many times recruiters will ask why you chose the major you did or what your career goals are. These questions are designed to determine your goal direction. Employers seek people who have direction and motivation. This can be demonstrated by your answers to these innocent-sounding questions. It’s a good idea to think about what the recruiter is trying to find out about you by asking certain questions. For example, if you are asked to discuss a time when you had a conflict with a colleague, keep in mind that the recruiter is looking for someone who is confident about his or her own beliefs, but open to other people’s ideas as well. Most of the time, he or she is looking for collaboration and compromise. Give them a specific example and walk them through the situation, step by step. A good story telling technique is a huge plus when interviewing because it keeps the recruiter interested. So give only the essential background information and get to the point!

As the interview turns to talk about your qualifications, be prepared to deal with aspects of your background that could be construed as negative, i.e., low grade point average, no participation in outside activities, no related work experience. It is up to you to convince the recruiter that although these points appear negative, positive attributes can be found in them. A low GPA could stem from having to fully support yourself through college; you might have no related work experience, but plenty of experience that shows you to be a loyal and valued employee.

It's Your Turn to Ask Questions
When the recruiter asks, "Do you have any questions for me?" it's important to have a few ready. Dr. C. Randall Powell, author of Career Planning Today, suggests some excellent strategies for dealing with this issue. He says questions should elicit positive responses from the employer. Also, the questions should bring out your interest in and knowledge of the organization. Show the recruiter that you have done your homework.

By asking intelligent, well-thought-out questions, you show the employer you are serious about the organization and need more information.

Wrap Up
The interview isn't over until you walk out the door. The conclusion of the interview usually lasts five minutes and is very important. During this time the recruiter is assessing your overall performance.

It is important to remain enthusiastic and courteous. Often the conclusion of the interview is indicated when the recruiter stands up. However, if you feel the interview has reached its conclusion, feel free to stand up first.

Shake the recruiter's hand and thank him or her for considering you. Being forthright is a quality that most employers will respect, indicating that you feel you have presented your case and the decision is now up to the employer.

Overall - Expect the Unexpected
During the interview, you may be asked some unusual questions. Don't act too surprised. Many times questions are asked simply to see how you react. For example, surprise questions could range from, "Tell me a joke" to "What time period would you like to have lived in?" These are not the kind of questions for which you can prepare in advance so don’t spend time worrying about them in advance. Stay cool, think and give an honest answer. Your reaction time and the response you give will be evaluated by the employer, but again, there's no way to anticipate questions like these. While these questions are not always used, they are intended to force you to react under some stress and pressure.

Evaluations Made by Recruiters
The employer will be observing and evaluating you during the interview. Erwin S. Stanton, author of Successful Personnel Recruiting and Selection, indicates some evaluations made by the employer during the interview include:

1. How mentally alert and responsive is the job candidate?
2. Is the applicant able to draw proper inferences and conclusions during the course of the interview?
3. Does the applicant demonstrate a degree of intellectual depth when communicating, or is his/her thinking shallow and lacking depth?
4. Has the candidate used good judgment and common sense regarding life planning up to this point?
5. What is applicant's capacity for problem-solving activities?
6. How well does candidate respond to stress and pressure?

Make sure your answers will show you in a positive light when using this evaluation criteria.

Source: http://web.mit.edu/career/www/guide/interviews.html

Telephone Interviews have one advantage over the other types of interviews–you can have your preparation materials in front of you as the interview is taking place. This includes not only your resume, but also a "cheat sheet" of compelling story topics that you would like to introduce. It can also include a "cheat sheet" about the employer, including specific critical points describing the employer and their products. So have your materials open and available when you are preparing for a phone interview. They are there to support you and enhance your value to the employer, who will greatly respect your ability to answer questions with focus and meaningful content.

It is important that your phone interview sound well-organized and thoughtful, but not rehearsed. Only write down important points on paper, but do not write down entire paragraphs or sentences and read them when you are conversing with an employer. It is very easy for someone to tell if you are reading, and they may test how quickly you can think on your feet.

Employers use telephone interviews as a way of identifying and recruiting candidates for employment. There are three basic types of telephone calls that you get from employers at this stage. One of the keys to success is to be able to identify quickly what type you are going to be participating in.

1. "Information Gathering Interviews" – An employer may ask to speak to you over the phone in order to assess your interest in the company. This often occurs if you are referred to him or her through a personal contact, referral, or someone you met at a career fair. Although this kind of call should be treated formally, you should consider it as seriously as an in-depth interview. It is a good way for you, as the potential employee, to see if you are a good fit for the company and their objectives.
2. "Screening Call" – Many companies use telephone calls as a screening mechanism in order to narrow the pool of applicants who will be invited for in-person interviews. These are quick and the person calling you will most likely be someone from Human Resources.
3. "In-Depth Telephone Interview" – In this case, the telephone is being used as a way to minimize the expenses involved in traveling for the interviewer and/or the interviewee. Depending on the type of organization that you are interviewing with, you may be interviewed by a hiring committee, where you will be broadcast over a speakerphone.


The Unexpected Call
While you're actively job searching, it's important to be prepared for a phone interview on a moments notice. You never know when a recruiter or a networking contact might call and ask if you have a few minutes to talk.

It is 9:15 am; you’re in bed and the telephone rings. More than one student has mistaken an initial call from an employer for a telemarketer and lived to regret it later. The best strategy for handling the unexpected call is:

- Determine whether it is a call or an interview–calls are primarily informational, while interviews include job-related questions.
- If it is an interview, decide quickly if this is a good time to talk. If it isn’t, simply ask if you can arrange a mutually convenient time to conduct the interview.
- Apply your best interviewing skills (even if you are dressed in your pajamas).

Source: http://web.mit.edu/career/www/guide/telephone.html

Guide disponible à cette adresse internet: http://web.mit.edu/career/www/students/workbook.pdf

Interviewing for a job can be nerve racking. Even experienced professionals can have a hard time demonstrating their capabilities and expressing themselves effectively, given the tension of an interview situation. The best way to reduce your anxiety and increase your interviewing proficiency, is to eliminate the element of surprise by anticipating the questions you’ll be asked, and preparing some answers.

During the interview, you should expect to hear the interviewer ask questions that start with the phrase, “Tell me about a time when.” Or she might ask something in this format, “We often have projects where the scope of work changes mid-stream, requiring a great deal of flexibility and adaptability. Can you tell me about a project that you worked on where the scope of work kept changing? How did you handle it?” These kind of queries, open-ended questions asking you to describe how you behaved in previous situations, are "behavioral interviewing questions".

Behavioral interviewing questions are the outgrowth of two commonly held theories. The first is that most people succeed or fail in a position not because of their technical knowledge, but because of their behavior and soft skills. The second holds those behaviors rarely change over time. By describing how you've behaved in similar situations in the past, you unveil how you'll continue to behave under similar circumstances in the future. You'll also demonstrate your oral competencies, your ability to think on your feet, and your ability to handle pressure.

Be a S.T.A.R.

Preparation starts with knowing the types of behaviors the interviewer is likely to inquire about. The list often includes behaviors such as:

* Adaptability
* Analysis
* Attention to Detail
* Building Rapport
* Building consensus
* Communication skills
* Decisiveness
* Delegation
* Flexibility
* Independence
* Initiative
* Integrity
* Innovation
* Judgment
* Listening
* Organization
* Persuasiveness
* Presentation skills
* Setting priorities
* Teamwork
* Technical knowledge and proficiency
* Tenacity
* Work ethic


To prepare, start by reviewing your work history and think about situations that have occurred during your experience. Create a list of vignettes, followed by a list of behaviors you exhibited in each situation. Knowing this inventory of behaviors is the first step toward knowing yourself, and what type of job you might be best suited for, says Neil Lewis, a corporate consultant and principal of Lewis Associates. “Demonstrating self-awareness and knowing what you are good at and not good at is vital to selecting the right position, and effectively transferring that information in response to behavioral interviewing questions,” he explains.

The next step is to write stories that will illustrate your talent. One of the best formats for describing your experiences is the "S.T.A.R." technique. Here’s an example:

S describes the situation. "A local non-profit agency kept its books on a clunky, home-grown computer network. The network was slow, and in the last quarter it was down 30 percent of the time. In addition, the staff kept records on some distinct efforts using manual books because the existing infrastructure was unable to support their needs."

T describes the task. "I needed to analyze the problems, expand the system capacity and stabilize the network within 30 days with a modest budget."

A describes the action you took. "After listening to all of the staff’s concerns, I prioritized the needs and supervised rebuilding the network, increasing the capacity and reliability. Through my systems knowledge, I was able to save money by recycling many of the components, and by being a bit tenacious with a software vendor, I was able to purchase a records management program at a discounted rate, and have it installed on the system."

R describes the result you achieved. "The project was completed within 28 days at 5 percent below budget."

The next level

While not wanting to sound contrived, it's best to practice your stories by telling them to your family, friends, or even talking to yourself in front of a mirror. This will increase your comfort level and confidence, which is important because, according to Lewis, roughly 60 percent of your success will be based on how you answer the question - not just the answer's content.

A few things you can do will take your relating these experiences to the next level. Add the “V” statement to the end of your story, which stands for "validation". This is where you supply the name of a reference who can validate your statements and your success. Also, consider creating an addendum to your chronological or functional resume that describes your experiences using the S.T.A.R. structure. This can be a great accompaniment to your thank you note, and it reminds the interviewer about your story, which will help you stand out from the crowd.

Tips for handling the unexpected

No matter how well prepared you are, you may be asked a question you're not immediately prepared to answer. In those cases, "I would formulate my thoughts before I attempted to give my answer. The interviewer will understand and appreciate the fact that you have gone about it in a systematic way,” says Eliot Lasson, adjunct professor of Industrial/Organizational Psychology at the University of Baltimore.

If you don’t have specific work experience that relates to a question, be honest about it, Lasson says. You'll undoubtedly be asked follow-up questions that will require more detail. Also, consider using non-work experiences to validate your behaviors and competencies. Most of all remember It’s only one question.

“If you don’t have an answer, admit it and move on. The truth of the matter is that the interviewer will not always be completely proficient in scoring your answer. Much of the determination of your fit for the job will come down to the chemistry between you and the interviewer,” says Lasson.

Source: http://news.efinancialcareers.com/newsandviews_item/newsItemId-16653

Avoir un bon CV n’a jamais été aussi important. Si vous venez de perdre récemment votre job, vous aurez certainement besoin de retravailler votre image pour revenir sur le marché du travail, la probabilité que vous retrouviez un poste identique à celui que vous occupiez étant très faible.

Votre « brochure commerciale »

Votre CV, ou « résumé » (pour les Américains), est le moyen avec lequel vous vous vendez et décrochez des entretiens : c’est votre plaquette commerciale. Dans un marché du travail tendu, un bon CV ne suffit plus. Il vous faut un super CV. Et pour cela, il y a quelques règles fondamentales à suivre.

– Il doit avoir une longueur appropriée. En Europe, le CV ne dépasse pas deux pages (trois maximum). Aux États-Unis et au Canada, une page suffit (deux maximum).

– Assurez-vous que votre CV ne contient pas de fautes d’orthographe et de grammaire. Cela semble évident mais c’est capital.

– Optez pour la simplicité dans la mise en forme : pas de bordures ou de couleurs fantaisistes. Si vous envoyez une version papier, utilisez une encre noire sur des feuilles de bonne qualité, blanches ou crème.

– Utilisez des astérisques avec de courts énoncés au lieu de longues phrases dans des paragraphes. Votre CV doit être facile à lire et les informations rapidement accessibles.

Éléments incontournables

Après avoir choisi la forme qui vous convient, il faut veiller au contenu.

– Assurez-vous de faire apparaître les rubriques « Études et formations » (Education & Professional qualifications) et « Expérience professionnelle » (Career History).

– Concernant l’expérience professionnelle, il est d’usage de procéder par ordre chronologique inversé, et donc de commencer par votre emploi le plus récent.

– Ajoutez des rubriques où vous détaillez vos compétences informatiques et linguistiques.

– Ayez une courte rubrique qui dresse la liste de vos hobbies et centres d’intérêt.

– Évitez les trous inexpliqués dans votre CV.

Le CV doit, avant tout, fournir un historique précis de ce que vous avez fait jusqu’à présent dans votre carrière, exprimé d’une manière logique et cohérente.

Ce qui rend un CV génial

Un super CV possède toutes les caractéristiques, relativement standard, que l’on vient de décrire, mais il lui faut plus pour sortir du lot.

Un super CV doit donner au lecteur une vue d’ensemble de vos contributions aux postes que vous avez occupés. Plutôt que d’énumérer simplement vos responsabilités passées, insistez sur ce que vous êtes capable de dégager en termes de résultats.

Quiconque lisant votre CV doit voir en un coup d’œil ce qui fait votre valeur et ce que vous pouvez offrir à un employeur, et ainsi saisir rapidement l’intérêt qu’il a à vous rencontrer.

Les éléments croustillants

Concrètement, un CV génial se caractérise par :

– Des ouvertures avec une série de points correspondant à ce que vous avez réalisé et qui font résonance avec le job auquel vous postulez.

– Ces « réalisations » (achievements) ne doivent pas être des généralités mais des faits concrets démontrant ce que vous avez accompli dans votre carrière et ce que vous avez dégagé en termes de résultats.

– Ces résultats doivent montrer comment vous avez permis à vos anciens employeurs de « gagner du temps », d’« augmenter des recettes », de « réduire des coûts », d’« implémenter de nouveaux systèmes », d’« améliorer le niveau de services », de « réduire le turnover des effectifs », de « finaliser des ventes », etc.

– Dès que c’est possible, indiquez des résultats tangibles et mesurables, ou des chiffres pour quantifier ces données.

– Votre CV doit donner un ordre de grandeur des responsabilités qui ont été les vôtres : taille de la société, de votre équipe, portefeuille clients, nombre d’opérations, zones géographiques couvertes.

– Assurez-vous que le langage que vous utilisez est convaincant : au lieu de simplement dire « j’étais responsable de… », préférez des verbes et formules dynamiques tels que « initier », « challenger », « inspirer », « force de proposition », « pionnier » – des mots qui vous montrent sous votre meilleur jour.

– Votre CV doit être du sur-mesure en fonction de chaque candidature, et donc ajusté aux exigences de chacune d’entre elles. En moins de cinq secondes, le lecteur doit être capable de voir que vous correspondez bien à ses critères.

– Votre CV doit mettre en avant vos compétences acquises de manière effective. Mais au lieu de juste dire « grand communicateur, bon chef d’équipe, excellent manager de projets », un super CV illustre ces compétences par des exemples bien précis.

Un être unique

Fondamentalement, un super CV doit vous différencier des autres. Si votre profil ne correspond pas aux attentes de l’employeur, alors même un excellent CV ne vous permettra pas de décrocher un entretien. Mais si vous postulez pour des fonctions auxquelles vous pouvez prétendre, alors prendre le temps d’introduire certains de ces éléments sur votre CV fera toute la différence.

Comme toute action entreprise dans votre démarche de recherche d’emploi, élaborer un super CV est un processus évolutif où vous essayez des choses, apprenez et voyez ce qui se passe, puis adaptez au fur et à mesure, en fonction des retours. Rien ne sert de tomber dans un perfectionnisme excessif : effectuez juste quelques rapides changements, envoyez-le et testez-le !

Source: http://actu.efinancialcareers.fr/newsandviews_item/newsItemId-16113