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Editing a Journal or Series

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(This article originally appeared on the website Jobs.ac.uk in January 2017)

Being invited to serve as a series or journal editor is a sign that you are held in high regard by the academic community. As such it will benefit your subject area as well as your department, school, and importantly, REF unit of return, feeding in directly to the impact narrative as well as counting as an indicator of esteem. But such a role also demands a great deal from you in terms of time and commitment.

Check out the detail

While it can be flattering to be approached out of the blue by a publisher who wants you to edit a series or a journal, give yourself time to think and to consult with others before agreeing to take it on. Ask the following questions: how much time per month / semester am I expected to devote to this? Is this realistic? Is my role managerial? If a journal, do I commission articles / book reviews? How and when are books received for review? Will I be able to produce special issues (and in that case, commission subject specialists as editor of such issues)? If a book series, am I expected to approach potential authors myself, or manage submissions? Is there an advisory board, how are its members appointed, and what is the extent of their involvement? How much of the final editing will be my responsibility, and will the publisher offer their own in-house copy / proofing services?

Most importantly, before you sign anything agree on the length of time you will be expected to occupy the role, and what the terms for resignation and/or hand-over are. Do not agree to an open-ended commitment, and above all, make sure you have in writing that it is the publisher’s responsibility to find a successor to you.

Weigh up the costs

Think of this – for a moment at least – in hard economic terms. Once you have established how much time you will have to give to the role, consider whether this is an adequate exchange for your time. Some publishers may offer you some sort of honorarium, or discounts on their list, or similar, but by and large these roles are done pro bono. Of course, it may be the case that the publisher, series or journal is well regarded, and that the prestige attached to it will only help you in your career. But tread carefully: this is not always the case.

Negotiate internally

Once you’re satisfied with the terms offered by the publisher, and have a clear response from them on the scale of commitment involved, go to your line manager / Head of Department/ School, as well as your Director of Research. Make sure you have done your homework about the journal/ series’ standing and consider whether your work on it might constitute part of (or even a whole) impact case study. In the case of editorial roles with considerable responsibilities you need to ask for teaching buy-out for at least some of the time. You might also want to make the case to your DoR that an editorship which contributes to an impact case study or the broader narrative merits a bid for administrative support. You will almost certainly need such support in the case of journal editorships, where you might be receiving tens of books for review at any given period. At the very least, administrative support will be needed to manage the inevitable rounds of emails commissioning reviews, issuing deadline reminders, chasing submissions, and liaising with contributors and publisher.

Build capacity

You might also be proactive about seeking funding for this yourself, if you can make a research case that brings together the editorship and a postgraduate bursary. This would not only relieve you of some of the administrative burden, but would have the additional burden of providing invaluable ‘hands-on’ training in some of the essential skills for an academic career (training in scholarship, textual standards, proof-reading, editing, time management, and even diplomacy).

So if the terms are right, the benefits of an editorship can be considerable, affecting not just you, but your department and wider subject area, and even the future generation of academics in your field.

Thinking about your next career move?

Check out our latest job postings or create a free account to save job searches, upload your resume, and get daily job alerts.

This article was provided by HERC Trustee Partner Jobs.ac.uk. As the leading International job board for careers in research, science and academia, jobs.ac.uk can help you access, attract and engage with the best faculty talent from around the world, whilst providing a time- and cost-effective solution for optimizing your institution’s recruitment.
Faculty Career Advice Staff Career Advice Career Planning Personal Branding

Acing the Online Application Form

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If you are applying for a job at a Higher Education Institution or research body, you will almost certainly have to complete a lengthy online application form. This is the case even for internal applications. Often you will be asked to attach your CV as well.

(This article originally appeared on the website Jobs.ac.uk in April 2014)

Most employers use the same application form for every vacancy, from Professors to clerical assistants. You may be asked to fill in up to 12 pages of detailed information – some of which may not even seem relevant to your target job. This can be frustrating and time consuming. Yet the online form is your key to securing an interview. Here are our tips on how to use the form to demonstrate your suitability and stand out from the crowd:

Know which sections matter

Many parts of the form are administrative and are only read by the HR department. Recruiters who shortlist the form tend to focus on

The Career History section – so they can gauge the relevance of your work experience

The Personal Statement –which demonstrates your motivation and gives evidence about your skills and

The Academic Qualifications and Awards section – especially if the job is academic or research based

These are the parts of the form worth spending time over.

Map your Skills and Experience

Before tackling the form, draw up a grid with each aspect of the person specification on the left. This should cover qualifications, experience, skills and personal qualities and show which are essential and which desirable for the job. Look back at the job ad, and reflect on any conversations you have had with the recruiting manager to add in anything which you know to be important.

Now jot down what evidence you have for each of these criteria. This could cover work responsibilities, key achievements in your current and previous roles, formal qualifications, research activities, volunteer work and personal interests. Use a highlighter to mark out the recruiter’s key criteria and those pieces of evidence which best demonstrate how you meet these. You must ensure that these pieces of evidence are prominently displayed and well explained on the key sections of the form.

Write your CV first

You need to tailor the information about your qualifications, work history and interests in a way which highlights your suitability for this job, using your skills mapping exercise. This is easier to do in the CV initially. Once you have tailored your CV, you can simply lift the key information and copy it directly onto the online form.

Tailor your Career History section

When tailoring your CV and online form consider

The order of information. The most relevant aspects of your job responsibilities, for example, would come first in your job sections.

Which aspects to include: Your descriptions of job roles do not have to cover every aspect of the role. Just pick out the most relevant parts to support your application and leave the rest out.

The amount of information. An earlier job role which is highly relevant to this post might have a longer explanation than a more recent but less relevant one.

The language used. Try to reword your CV to use the same language from the person specification. If the person specification asks for ‘Influencing skills with stakeholders’, use the same phrase when describing your previous jobs.

Use Supporting Documents

If the form does not have a section to cover some of your evidence (such as research interests, publications or volunteering) then attach a short appendix listing these. You can refer the recruiter to this in your supporting statement.

If the word count in the Career History or Qualifications sections is insufficient to present your evidence, then ensure these are well covered in your CV instead and refer to recruiter to this.

Do be careful not to overwhelm the recruiter with information however – the clarity of your communication and the ability to argue your case succinctly may also be part of the selection criteria.

Argue your Case

It is not enough to present evidence that you meet the essential, or even the desired, aspects of the person specification. You need to work out what differentiates you from the other likely candidates, and consider what might be your USPs (Unique Selling Points). These could be that you have a particular blend of experience, a relevant qualification or career experience that few others have, especially strong networks within the department – or anything else which might give you an edge. Make sure you highlight these clearly in your supporting statement. This needs to answer the question “ Yes – but why should we hire you?”

Get across your Enthusiasm

Recruiters want to hire people who are not only qualified, but keen. The Career Motivation question, or in the absence of this, the Supporting Statement allows you to showcase your enthusiasm for the role. Explain clearly what attracts you to this role in this particular department and (if you are an external applicant) in this institution. Don’t assume this will be obvious to the recruiter (e.g. if the job is a promotion, or the institution is highly ranked). Relate your reasons for applying to your USPs and experience wherever possible a this reinforces your suitability. Demonstrate the research you have into the role (eg if you have spoken with the recruiting manager or colleagues) to show that you are seriously interested.

Finish with a statement about how much you are looking forward to an opportunity to discuss the role further at interview.

Thinking about your next career move?

Check out our latest job postings or create a free account to save job searches, upload your resume, and get daily job alerts.

This article was provided by HERC Trustee Partner Jobs.ac.uk. As the leading International job board for careers in research, science and academia, jobs.ac.uk can help you access, attract and engage with the best faculty talent from around the world, whilst providing a time- and cost-effective solution for optimizing your institution’s recruitment.

Acing the Online Application Form

by

(This article originally appeared on the website Jobs.ac.uk in April 2014)

If you are applying for a job at a Higher Education Institution or research body, you will almost certainly have to complete a lengthy online application form. This is the case even for internal applications. Often you will be asked to attach your CV as well.

Most employers use the same application form for every vacancy, from Professors to clerical assistants. You may be asked to fill in up to 12 pages of detailed information – some of which may not even seem relevant to your target job. This can be frustrating and time consuming.

Yet the online form is your key to securing an interview. Here are our tips on how to use the form to demonstrate your suitability and stand out from the crowd:
Know which sections matter.

Many parts of the form are administrative and are only read by the HR department. Recruiters who shortlist the form tend to focus on

The Career History section – so they can gauge the relevance of your work experience

The Personal Statement –which demonstrates your motivation and gives evidence about your skills and

The Academic Qualifications and Awards section – especially if the job is academic or research based

These are the parts of the form worth spending time over.
Map your Skills and Experience

Before tackling the form, draw up a grid with each aspect of the person specification on the left. This should cover qualifications, experience, skills and personal qualities and show which are essential and which desirable for the job. Look back at the job ad, and reflect on any conversations you have had with the recruiting manager to add in anything which you know to be important.

Now jot down what evidence you have for each of these criteria. This could cover work responsibilities, key achievements in your current and previous roles, formal qualifications, research activities, volunteer work and personal interests. Use a highlighter to mark out the recruiter’s key criteria and those pieces of evidence which best demonstrate how you meet these. You must ensure that these pieces of evidence are prominently displayed and well explained on the key sections of the form.
Write your CV first

You need to tailor the information about your qualifications, work history and interests in a way which highlights your suitability for this job, using your skills mapping exercise. This is easier to do in the CV initially. Once you have tailored your CV, you can simply lift the key information and copy it directly onto the online form.
Tailor your Career History section

When tailoring your CV and online form consider

The order of information. The most relevant aspects of your job responsibilities, for example, would come first in your job sections.

Which aspects to include: Your descriptions of job roles do not have to cover every aspect of the role. Just pick out the most relevant parts to support your application and leave the rest out.

The amount of information. An earlier job role which is highly relevant to this post might have a longer explanation than a more recent but less relevant one.

The language used. Try to reword your CV to use the same language from the person specification. If the person specification asks for ‘Influencing skills with stakeholders’, use the same phrase when describing your previous jobs.
Use Supporting Documents

If the form does not have a section to cover some of your evidence (such as research interests, publications or volunteering) then attach a short appendix listing these. You can refer the recruiter to this in your supporting statement.

If the word count in the Career History or Qualifications sections is insufficient to present your evidence, then ensure these are well covered in your CV instead and refer to recruiter to this.

Do be careful not to overwhelm the recruiter with information however – the clarity of your communication and the ability to argue your case succinctly may also be part of the selection criteria.
Argue your Case

It is not enough to present evidence that you meet the essential, or even the desired, aspects of the person specification. You need to work out what differentiates you from the other likely candidates, and consider what might be your USPs (Unique Selling Points). These could be that you have a particular blend of experience, a relevant qualification or career experience that few others have, especially strong networks within the department – or anything else which might give you an edge. Make sure you highlight these clearly in your supporting statement. This needs to answer the question “ Yes – but why should we hire you?”
Get across your Enthusiasm

Recruiters want to hire people who are not only qualified, but keen. The Career Motivation question, or in the absence of this, the Supporting Statement allows you to showcase your enthusiasm for the role. Explain clearly what attracts you to this role in this particular department and (if you are an external applicant) in this institution. Don’t assume this will be obvious to the recruiter (e.g. if the job is a promotion, or the institution is highly ranked). Relate your reasons for applying to your USPs and experience wherever possible a this reinforces your suitability. Demonstrate the research you have into the role (eg if you have spoken with the recruiting manager or colleagues) to show that you are seriously interested.

Finish with a statement about how much you are looking forward to an opportunity to discuss the role further at interview.

Thinking about your next career move?

Check out our latest job postings or create a free account to save job searches, upload your resume, and get daily job alerts.

This article was provided by HERC Trustee Partner Jobs.ac.uk. As the leading International job board for careers in research, science and academia, jobs.ac.uk can help you access, attract and engage with the best faculty talent from around the world, whilst providing a time- and cost-effective solution for optimizing your institution’s recruitment.

Editing a Journal or Series

by

Being invited to serve as a series or journal editor is a sign that you are held in high regard by the academic community. As such it will benefit your subject area as well as your department, school, and importantly, REF unit of return, feeding in directly to the impact narrative as well as counting as an indicator of esteem. But such a role also demands a great deal from you in terms of time and commitment.

(This article originally appeared on the website Jobs.ac.uk in January 2017)

Check out the detail

While it can be flattering to be approached out of the blue by a publisher who wants you to edit a series or a journal, give yourself time to think and to consult with others before agreeing to take it on. Ask the following questions: how much time per month / semester am I expected to devote to this? Is this realistic? Is my role managerial? If a journal, do I commission articles / book reviews? How and when are books received for review? Will I be able to produce special issues (and in that case, commission subject specialists as editor of such issues)? If a book series, am I expected to approach potential authors myself, or manage submissions? Is there an advisory board, how are its members appointed, and what is the extent of their involvement? How much of the final editing will be my responsibility, and will the publisher offer their own in-house copy / proofing services?

Most importantly, before you sign anything agree on the length of time you will be expected to occupy the role, and what the terms for resignation and/or hand-over are. Do not agree to an open-ended commitment, and above all, make sure you have in writing that it is the publisher’s responsibility to find a successor to you.

Weigh up the costs

Think of this – for a moment at least – in hard economic terms. Once you have established how much time you will have to give to the role, consider whether this is an adequate exchange for your time. Some publishers may offer you some sort of honorarium, or discounts on their list, or similar, but by and large these roles are done pro bono. Of course, it may be the case that the publisher, series or journal is well regarded, and that the prestige attached to it will only help you in your career. But tread carefully: this is not always the case.

Negotiate internally

Once you’re satisfied with the terms offered by the publisher, and have a clear response from them on the scale of commitment involved, go to your line manager / Head of Department/ School, as well as your Director of Research. Make sure you have done your homework about the journal/ series’ standing and consider whether your work on it might constitute part of (or even a whole) impact case study. In the case of editorial roles with considerable responsibilities you need to ask for teaching buy-out for at least some of the time. You might also want to make the case to your DoR that an editorship which contributes to an impact case study or the broader narrative merits a bid for administrative support. You will almost certainly need such support in the case of journal editorships, where you might be receiving tens of books for review at any given period. At the very least, administrative support will be needed to manage the inevitable rounds of emails commissioning reviews, issuing deadline reminders, chasing submissions, and liaising with contributors and publisher.

Build capacity

You might also be proactive about seeking funding for this yourself, if you can make a research case that brings together the editorship and a postgraduate bursary. This would not only relieve you of some of the administrative burden, but would have the additional burden of providing invaluable ‘hands-on’ training in some of the essential skills for an academic career (training in scholarship, textual standards, proof-reading, editing, time management, and even diplomacy).

So if the terms are right, the benefits of an editorship can be considerable, affecting not just you, but your department and wider subject area, and even the future generation of academics in your field.

Thinking about your next career move?

Check out our latest job postings or create a free account to save job searches, upload your resume, and get daily job alerts.

This article was provided by HERC Trustee Partner Jobs.ac.uk. As the leading International job board for careers in research, science and academia, jobs.ac.uk can help you access, attract and engage with the best faculty talent from around the world, whilst providing a time- and cost-effective solution for optimizing your institution’s recruitment.

The Skill of Selling Skills

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(This article originally appeared on the website Jobs.ac.uk in May 2015)

We careers advisers tend to trade in skills. Being able to identify, articulate and sell your own skills is an essential, well, skill! Especially when it comes to moving beyond your own field of work, or area of expertise. This is never truer than for those working in the Higher Education sector, where the emphasis is often on progression within your field as your knowledge develops.

But what if you want to move out of H.E.? Gasp! Or maybe your task is to move from industry into an education role. Either way, you’re going to have to qualify your aptitudes and format them in a certain way so that they are readable and relevant for your new audience. I don’t have a magic wand to wave; otherwise I would dutifully package your experiences and accomplishments into what your favored employer is wanting. In lieu of that, consider these three steps when looking to sell, rather than tell, your skills.

Understand what you’ve got

How familiar are you with your own work life? Your current and previous responsibilities, successful projects, challenges overcome. What have you learnt? Think about the highs and lows. It’s essential to reflect on what has brought you to this point. It’s useful to take an investigative approach, mapping it out. As well as your own thoughts, gather feedback you’ve had from others. Dig out old person specifications or course syllabuses. Take your current role; what do you actually do day to day? Have far beyond your job description have you gone? Explore the different perspectives on what you do, from your manager to your student or client. As you go, jot down any skills you think you may have been using. You don’t have to think too hard on this initially, but add to the list where you can.

When you’ve got a concise (but perhaps messy!) picture of your work and education in front of you, then you’re ready to start digging a little deeper.

Draw out your skills

At this point you may want to call upon a trusty skills framework. You’ll find plenty available on the internet. A list of competencies won’t mean much on their own, but as you apply them to your own experiences you’ll learn what they mean in your terms. Take communication for example, which is a pre requisite for the majority of job roles. You may think that delivering lectures & seminars demonstrates communication skills. Which of course it does, but it’s so much more than that. Delivering a lecture involves project planning and organisation as you will have used the available time to convey a succinct message, without losing important details. You will know how to appeal to different people, to be able to speak in a clear yet engaging manner. Informing and inspiring. Responding under pressure is paramount as you answer to probing questions. Leadership is showcased as you manage your students, the course content and delivery style.

Break down your duties into tasks. What are the outcomes of those tasks? Which skills are needed for you to fulfil those outcomes?

It may feel a little odd to think of your role in these terms. Marketing yourself isn’t always an intuitive task, but the more you learn about the skills you’ve developed, the more comfortable and confident you’ll feel in talking about them.

Sell, not tell

What’s the difference? Once you know what your skills are and how you can evidence them, the next step is to package them for the employer. How can your skills work for them. Inspect the job description; when they say they need excellent communication skills, what does that actually mean? What aspects of the role require them? Who are you going to be communicating with and to what purpose? You can also visit your employer, ring for an informal discussion – don’t be afraid to ask for a breakdown of the requirements. Where are the challenges in the role? Can you see where your skills might be needed?

Determine what the employer needs and how you can use your skills to meet that need.

This kind of project probably isn’t something that will be completed in your lunch hour. But with a little investigative endeavour and self-reflection you’ll have a better handle on what you’ve got to offer.

Thinking about your next career move?

Check out our latest job postings or create a free account to save job searches, upload your resume, and get daily job alerts.

This article was provided by HERC Trustee Partner Jobs.ac.uk. As the leading International job board for careers in research, science and academia, jobs.ac.uk can help you access, attract and engage with the best faculty talent from around the world, whilst providing a time- and cost-effective solution for optimizing your institution’s recruitment.

Five Questions to Ask Yourself to Improve Your Personal Brand

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Branding is a concept best understood by looking at companies and products. However, in the digital age, it’s not just CEOs that should be concerned with branding, you too have a personal brand. When you go for an interview, you are selling yourself. When you post on social media, you are selling a personal story that people can choose to like or not. When you create an online profile, you are adding to your brand.

We all have a personal brand, whether we intend to or not. It’s out there, and it is a good idea to cultivate it and turn it into something we can use to help us, not hinder us. Everything we do online leaves a footprint, and this is forming the basis of our brand. Have you ever googled yourself? Try it, do you like what you see?

Ok, so now you know you have a personal brand, you need to turn it into something that is going to sell you like everything you want to be.

Ask yourself these five questions to make sure your personal brand positions you for success.

What do you want to be? Are you an expert in something and does this come across? For example, when you google yourself, do you come up in the searches for the thing you most want to be known for or is it still that article that you wrote at a previous job that isn’t relevant to what you do currently? If your expert area isn’t coming across, you need to get onto all your platforms and make sure it’s clear what you do and why you are so good at it.

What’s your story? Everyone has a story, and yours is your ticket to your next great role- if you tell it well. Where you’ve come from, your experiences and skills and where it’s all leading you is unique and is your selling point. Make sure your experiences follow a clear path and are weaved together to tell the best story possible.

Are you consistent? You’ll have profiles on multiple platforms. Are they all up to date? If your current role is Head of Faculty, but you haven’t updated your profiles since you were a trainee teacher, chances are you are still positioning yourself as your old role, which isn’t going to sell you. Update LinkedIn and any other platforms you use or have used in the past and make sure everything is consistent with your current resume. Your story needs to be the same across all platforms for it to become your brand.

How are your privacy settings? When creating a personal brand, there are likely to be some things that you are going to want to keep private. Make sure your social media profiles have the correct privacy settings so that they can’t be accessed by potential employers or anyone you don’t want to look at them. Chances are, last weekend’s activities or your dog are not something you want popping up and influencing your personal brand when you’re looking for your next job.

Are you engaging? So, you’ve built your brand, now are you putting yourself out there? It’s time to get noticed and connect with the people who will buy into your brand. Use LinkedIn to engage with relevant people, blog for websites to show your expertise, comment on other people’s content and add value. This is a great way to get yourself noticed and to build the best connections.

Conclusion- Everyone has a personal brand, make sure you turn yours into a best seller.

Thinking about your next career move?

Check out our latest job postings or create a free account to save job searches, upload your resume, and get daily job alerts.

Nikki Vivian is a Career Coach and owner of From Kids to Career, which was set up to support women who are returning to a career, or looking to move in a new direction after taking time out to raise a family. Nikki works with Mums to find their true passions and to re-build confidence that can be lost after a break from the work place. She believes passionately that being a parent does not put you at the bottom of the pile when it comes to your career. Nikki owns CV writing company Confident CV and has 8 years experience working in Careers for Cardiff University.

Four Simple Steps to Perfecting Your Elevator Pitch

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You know that creating a solid cover letter and resume are key components to the job search process – but what do you do if you “bump into” the perfect networking opportunity on the street, at the gym, in an elevator, or at a casual networking event? Having a quick “pitch” prepared for those surprise moments can help you make connections and find new opportunities – all without needing to carry a stack of resumes with you everywhere!

In the book, Blink, Malcolm Gladwell unpacks the notion of first impressions and shows that first impressions are overwhelmingly accurate. He uses the term “thin-slicing” to explain how people make first impressions based on just a thin slice, or quick interaction, with a new person. Gladwell argues that we do this out of necessity and that we can learn a lot from even the shortest interactions with others.

You know that creating a solid cover letter and resume are key components to the job search process – but what do you do if you “bump into” the perfect networking opportunity on the street, at the gym, in an elevator, or at a casual networking event? Having a quick “pitch” prepared for those surprise moments can help you make connections and find new opportunities – all without needing to carry a stack of resumes with you everywhere!

In the book, Blink, Malcolm Gladwell unpacks the notion of first impressions and shows that first impressions are overwhelmingly accurate. He uses the term “thin-slicing” to explain how people make first impressions based on just a thin slice, or quick interaction, with a new person. Gladwell argues that we do this out of necessity and that we can learn a lot from even the shortest interactions with others.

When it comes to finding the perfect job, first impressions are everything. Creating a solid elevator pitch is one easy way to put the “thin-slice” theory into practice!

What is an elevator pitch, and why do I need one?

“So, tell me a little about yourself.”

If you’ve ever struggled to answer this question during an interview, you’re not alone. However, a carefully crafted elevator pitch makes for the perfect answer!

An “elevator pitch” is just that – a short pitch that you could easily rattle off during an elevator ride (most people aim for 15 to 30 seconds). An effective elevator pitch takes full advantage of the thin-slicing concept. By creating a professional “pitch” centered on yourself, your background, your experiences, and your goals, you’ll be able to impress a hiring manager and position yourself as a strong candidate—all in those critical first few seconds.

An elevator pitch isn’t just for elevator rides – a job interview is the best time to break out your carefully crafted pitch. A thin-slicing study from the University of South Florida found that “Applicants who appeared attentive, not anxious, competent, confident, dominant, optimistic, and professional” during an initial 12-second impression were given “positive hiring recommendations.”

So, how can you maximize the impact of your first impressions with potential employers? By focusing on your micro traits—smiling, eye contact, hand gestures, visible, active listening—and crafting a solid elevator pitch!

Crafting a Compelling Elevator Pitch
Creating an elevator pitch takes a bit of time and preparation. Once you have, it completed and well-rehearsed, you can feel confident you will make a great first impression at your next interview or networking event. Here are four easy steps to help you create the perfect elevator pitch for your needs!

1. Know who you are addressing.

Just like you customize your resume or CV based on a specific job, it’s important to customize your elevator pitch to the person you’re addressing. Chances are, you’ll have a “core” pitch that you adjust based on the position, the institution, and the person to whom you’re speaking.

For example, if you’re creating a pitch to use at a networking event, keep it short (under 15 seconds) and general to any industry. If you’re working on an elevator pitch for an interview, it can be longer and more detailed (aim for around 30 seconds). In this case, consider how your strengths, interests, and experience pair up with the job description and the company’s motto or work culture.

2. Make a list and then cut it down.

Look at your resume/CV, cover letter, LinkedIn profile, and any other sources that outline your background, education, experience, and achievements. Create a bullet list of your top 20, most important details. Then, condense those to 10. Then narrow it down to just 5. The goal is to find pieces that will pique the interviewer’s attention. The rest of the information can wait until they read your resume or ask more detailed questions during an interview.

For example, if you’re applying to work for a travel company, the years you spent abroad may be more compelling than work experience or academic achievements. Focus on what matters to that particular institution and its culture—sometimes, it’s not the obvious superlatives.

3. Hit the key points…and do it quickly.

Every elevator pitch should accomplish the following goals:

Introduce yourself
Explain who you are
Articulate your professional goals and objectives
List a few reasons you’re the right candidate for the role

Be succinct and clear-cut—don’t inflate your experience with buzzwords, extraneous details, or a speed-read of your entire resume. After all, the goal of an elevator pitch is to leave your listener intrigued and eager to learn more!

4. Practice makes perfect!

Practice your pitch in front of a mirror and with friends or colleagues, and time yourself to make sure your pitch is somewhere between 15-30 seconds (depending on your purpose). Even better – film yourself giving your pitch, then play it back to look for any nervous habits or ticks.

Your goal is to sound confident and conversational—sounding rehearsed will come off stiff and disingenuous. The more comfortable you become with your pitch, the easier it will be to adapt and evolve it for individual hiring managers and positions.

One final tip: Smile!

A small, friendly smile can be a positive micro trait that leaves the interviewer with a good first impression. Beyond that, a U.K. study revealed that “we can hear a smile in someone’s voice” whether we’re face-to-face or not. That simple visual and vocal shift can help boost your candidate profile by maximizing that “thin-slicing” moment.

So get out there and tell everyone a little about yourself! With a solid elevator pitch, you can get the attention of potential employers at networking events, confidently set yourself ahead of the pack during job interviews, and hopefully land your dream job!

Thinking about your next career move?

Check out our latest job postings or create a free account to save job searches, upload your resume, and get daily job alerts.

Owning Your Work-Life Balance

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Craving work-life balance is a healthy response to the zealous work-centric structure of higher education. As universities and colleges face increasing budget shortfalls, individuals at all levels of the organization are faced with increasing pressure to do more. Emails, texts and voice mail keep us in 24/7 work mode, reminding us that there is so much to get done. Unfortunately, there are very few structural reminders to slow down, take a break, disconnect and renew.

Searching for Work-Life Balance

Cultural sign posts that remind us to spend time with family and friends; engage in community activities outside the institution; and to relax are overshadowed by praise for ever-present, always productive (and exhausted) faculty and staff. It is easy to let the work drive us and to ignore the internal voices that ask us to devote attention to other aspects of ourselves. Yet, taking time to care for ourselves, family, and community increases our productivity at work and improves the overall quality of our lives.

Creating Your Boundaries for Balance

In the absence of organizational cues, it is important to create your own boundaries for work-life balance. You have 24 hours in a day, so how are you going to spend them? Visualize yourself as the executive director of your life, setting priorities and allocating time to each, including relaxation. Use tools, such Outlook, Evernote, Remember the Milk and Mind Tools to help you organize and track. Assess your career and family needs over time, understanding that the amount of time and energy you need for each changes. Seek out mentors to help you establish focus and supplement time gaps with outside help (associations such as the National Center for Faculty Diversity – provide additional mentoring resources). Don’t overbook your weekends, using this free time for unexpected emergencies and increased renewal. As your needs, responsibilities and interests change, so should your schedule (I change my routine every semester, resetting the time I devote to all of my priorities, including time with family and friends). Merely working harder and faster is counterproductive to your overall success. As executive director, own your right to work-life balance and take charge of your schedule for success in all aspects of your life and career.

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Robynn M. Pease, Ph.D. has over 20 years of related experience in the field of work-life and is the former director of the Greater Oregon Higher Education Recruitment Consortium (GO HERC). Prior to her current position as Faculty Ombudsman at Oregon State University (OSU), Robynn served as the Coordinator of Work-Life at OSU and the Director of Work-Life at the University of Kentucky. She holds a doctorate in Sociology from the University of Kentucky, with an emphasis in gerontology.

How to say ‘No’ at work

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Going above and beyond is a great trait to have. It will make you stand out as reliable and driven, it’s admirable within a team if you can help colleagues out and ensures excellent customer and client relations. However, while being that ‘yes’ person can be beneficial to you and others, no one can be that person all the time and sometimes it’s necessary to say ‘no.’

Taking on more than expected at work can take its toll in many ways. It’s also really important that people don’t take advantage of your good nature and that ‘extras’ don’t become the norm. There is a fine line between going the extra mile and being taken advantage of.

When is it ok to say no?

Taking on work that isn’t in your pay grade. Stepping up and taking on work that’s above your usual level is a great way to get you noticed and can do wonders for your professional development. However, make sure you aren’t continually working above your grade without being compensated for it. Helping out and taking on a challenge is one thing but it needs to be temporary. As soon as it becomes the norm, you need to either say ‘no’ or ask for your position to be regraded to take the new level of work into consideration.

You need a break. It’s ok to admit that you’re stressed. If there is no way you can take on any more without reaching a breaking point, you need to stop. Suffering burnout means you’ll have gone from being valuable to being a burden. It’s of no value to you or your employer.

You have a life. At the end of the day, no matter how much you love your job, it’s normal and healthy to want a life outside. Maybe you have children and can’t do extra hours because of school pick-ups, maybe you have other commitments outside of work, or maybe you just want to leave work at the end of the day and not have to worry about it when you get home. These reasons are perfectly acceptable, and you shouldn’t feel bad for saying ‘no’ when work eats into your own time.

How to say ‘no’ without seeming negative

Have some responses prepared. Rather than being caught off guard and stuttering an excuse on the spot, have some answers that you can draw on when you are asked to do something you’re not comfortable with. For example: ‘Thank you for asking me, but I am over-scheduled with other projects right now.’

Be firm. If you mean ‘no’ say ‘no.’ Don’t give an ambiguous response. You are less likely to be backed into a corner if you give a firm ‘no.’ Saying ‘no’ doesn’t mean you are rude, it just means you are assertive, and if you give a good reason, there is no reason it should be taken as negative. For example: ‘No, I’m afraid I have family obligations on a Saturday that I can’t change.’ Don’t leave your response open for any persuasion. End with something positive but firm like, ‘I hope you can find someone else.’

Negotiate if necessary. If it just isn’t going to be acceptable to say ‘no’ then offer an alternative. For example: ‘I’m sorry, I can’t attend the event tonight, but I can work on tomorrow to cover the person who does attend.’

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About the Author: Nikki Vivian is a Career Coach and owner of From Kids to Career, which was set up to support women who are returning to a career, or looking to move in a new direction after taking time out to raise a family. Nikki works with Mums to find their true passions and to re-build confidence that can be lost after a break from the work place. She believes passionately that being a parent does not put you at the bottom of the pile when it comes to your career. Nikki owns CV writing company Confident CV and has 8 years experience working in Careers for Cardiff University.

Five Ways to Manage Receiving Feedback

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One of my favorite mentors once told me, “Feedback is one of the highest forms of respect.” From his perspective, giving someone authentic feedback is one of the best ways to show that you care about their success. I’ve tried to remember this over the years, and most of the time, this advice has helped me digest and appropriately respond to feedback.

One of my favorite mentors once told me, “Feedback is one of the highest forms of respect.” From his perspective, giving someone authentic feedback is one of the best ways to show that you care about their success. I’ve tried to remember this over the years, and most of the time, this advice has helped me digest and appropriately respond to feedback.

Feedback can come in all shapes and sizes; positive, constructive, direct, circuitous, long, succinct, official, candid, etc. No matter the subject matter or how it’s delivered, feedback needs to be addressed. Here are some tips for managing feedback from both colleagues and supervisors.

Take a breath.

You don’t have to respond to feedback right away. Sometimes, the best thing to do when you initially receive criticism is just to listen and ask good questions to clarify the information your colleague is sharing. You can thank the colleague or supervisor for their input and go back your desk to digest. There’s nothing wrong with processing emotions that come up with the feedback, deciding if the feedback is helpful, and then moving forward.

Try to honor the messenger’s intention.

It can be challenging to deliver feedback, especially critical feedback, in a way that doesn’t sting. If the input is coming from a genuine place, try to listen to the heart of the information; the part that is being shared to help you be a better professional. You may need a moment to reflect on the intention of the comment. It’s OK to take a breath and come back to your colleague or supervisor a few days later to let them know that you heard what they said, you appreciate their concern for your success, and how you’re using the feedback to improve.

Get a second opinion.

Sometimes we are confused by the feedback we receive. The colleague sharing the advice may not provide clarifying examples, or it may come from a place you weren’t expecting. Ask a trusted co-worker or mentor for their observations of your work. They may help you illuminate a blind spot or provide helpful context.

Don’t brush off positive feedback.

Our brains often pay more attention to negative feedback and disregard the positive. It’s easy for us to discount positive input. You can learn just as much from positive feedback as you can from criticism. Learning about your strengths can help you find new and exciting ways to approach your work or identify ways to use your strengths to address areas of challenge.

Accepting feedback is a choice.

Receiving feedback doesn’t automatically require us to use it. While feedback comes from a useful place most of the time, there are times when you may decide to let it go. That’s your choice, and there is nothing wrong with that. You may choose to thank the person for their input and leave it at that, or you may decide to provide additional information to address their perspective. Either way, feedback should always be responded to gracefully, even if you don’t intend to make changes.

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Staci Daniels-Sommers is a licensed psychotherapist, educator, and diversity consultant, with over ten years of experience in higher education, nonprofits, and start-ups. She has led several large-scale civic engagement and community-based learning programs at both large and mid-sized research universities. She is also a trained intergroup dialogue facilitator and had consulted with K-12 schools and universities, supporting efforts to implement diversity and social justice curriculum. She has a Master’s in Social Work from the University of Michigan with a focus on practice in the school setting.

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