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5 Questions to Ask in Every Interview

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While interviews naturally put the employer in the driver’s seat, it’s important to remember these meetings are also an opportunity for you to get to know them—the role, personalities, culture, and department as a whole. By asking a few strategic questions, you’ll come across as engaged and interested all while gathering the information you need to decide if this is the right professional move.

In addition to asking about the specific institution or department (like questions about their philosophies, teaching styles, or research work), here are a few questions to help you understand if the position is the right fit for you.

1. What does a typical day look like?

This question should give you a sense of what you’ll be doing and clear insight into how the institution or department defines and interprets the role. Some may have more classroom time, lab time, research time, or administrative duties. Others may be more free-form, with staff defining the position and their daily agendas based on personal preferences, priorities, and individual objectives.

Ask and listen—this could potentially be your new routine, and it’s essential to ensure it syncs with your wants, needs, and lifestyle.

2. What are the most important things you’d like to see your new hire accomplish right away? In the first 30, 60, and 90 days?

While you’ll likely wear many hats in any position, asking about short-term goals signals you’re ready to hit the ground running. Often a position is new or has been open for a few weeks—or longer—and, with that, comes at least a few high-priority tasks that need to be checked off the list ASAP. Knowing that going in can help inform your decision and, ultimately, ease your transition.

This question is also a good way to understand if the immediate needs of the position align with the job description. In some cases, this question could lead to a walk-through of responsibilities and requirements that fall outside the bounds of what was shared or discussed. It’s not necessarily a bad thing but, in some cases, these early-on projects define the role in a big way. Getting a good sense of what’s what in the interview will help drive your decision and your success in any new role.

3. How would you describe the team dynamic? Is it more independent or collaborative?

If and when you ask this question, make sure you aren’t inadvertently disparaging or elevating one style over the other. The fact is, some departments are naturally very collaborative—the people and the nature of the work lend themselves to this approach. In other cases, the type of work, the personalities in the department, or the sheer accessibility to one another makes collaboration tricky. So don’t give any clues to your style or preference—here, you want an honest and thoughtful answer that speaks to the real culture of the group you’ll be working with, supporting, or managing.

This question will support question #1 in helping you understand what daily life looks like here. Beyond that, it could help inform your next steps post-interview. Some people thrive on working in teams and ongoing collaboration while other people are more comfortable working alone. There’s no right or wrong, just how you prefer to work and whether or not the culture of a potential employer is in-step.

4. What do YOU like most about working here?

Asking this question will help you come across as personable and interested in your peers’ experiences and viewpoints. This should be the second to last question you ask right before a final “wrap-up question.” Why? By this point, you will likely have built a rapport with the interviewer, and you can ask the question in a friendly, natural tone.

When the hiring manager responds, really lean in and listen. Not only will this show you’re engaged, but it will help you hear clues like keywords and other indicators that this is the right next step for you.

5. Is there anything else I can answer for you or provide you with to help you make your decision?

This is a great wrap-up question because it serves two purposes: first, it shows you’re interested in pursuing the position further and, second, it gives the interviewer an opportunity to provide follow-up points, next steps, and additional asks based on your questions. If they say yes, make sure you’re clear on what’s needed so you can follow up appropriately. If they say no, thank them for their time and let them know you’re available for any follow up needed.

Together, these questions will give you a sense of the institution’s culture, dynamic and overall personality—and will likely give you a better window into a particular role than merely reading the job description and listening to what the interviewer wants to share. Don’t be afraid to ask these or any questions either. Just like they’re interviewing you, this is your chance to interview them—don’t miss it.

Thinking about your next career move? Visit our job board to view our latest job postings or create a free account to save job searches, upload your resume, and get daily job alerts.

Six Steps to Getting That Promotion

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While interviews naturally put the employer in the driver’s seat, it’s important to remember these meetings are also an opportunity for you to get to the know them—the role, personalities, culture and department as a whole. By asking a few smart, strategic questions, you’ll come across as engaged and interested all while gathering the information you need to decide if this is the right professional move.

In addition to asking about the specific institution or department—i.e., questions about their philosophies, teaching styles or research work, here are a few questions to help you understand if the position is the right fit for you.

1. What does a typical day look like?
This question should give you a sense of what you’ll be doing and clear insight into how the institution or department defines and interprets the role. Some may have more classroom time, lab time, research time or administrative duties. Others may be more free-form, with staff defining the position and their daily agendas based on personal preferences, priorities, and individual objectives.

Ask and listen—this could potentially be your new routine, and it’s essential to ensure it syncs with your wants, needs, and lifestyle.

2. What are the most important things you’d like to see your new hire accomplish right away? In the first 30, 60, and 90 days?
While you’ll likely wear many hats in any position, asking about short-term goals signals you’re ready to hit the ground running. Often a position is new or has been open for a few weeks—or longer—and, with that, comes at least a few high-priority tasks that need to be checked off the list ASAP. Knowing that going in can help inform your decision and, ultimately, ease your transition.

This question is also a good way to understand if the immediate needs of the position align with the job description. In some cases, this question could lead to a walk-through of responsibilities and requirements that fall outside the bounds of what was shared or discussed. It’s not necessarily a bad thing but, in some cases, these early-on projects define the role in a big way. Getting a good sense of what’s what in the interview will help drive your decision and your success in any new role.

3. How would you describe the team dynamic? Is it more independent or collaborative?
If and when you ask this question, make sure you aren’t inadvertently disparaging or elevating one style over the other. The fact is, some departments are naturally very collaborative—the people and the nature of the work lend itself to this approach. In other cases, the type of work, the personalities in the department or the sheer accessibility to one another makes collaboration tricky. So don’t give any clues to your style or preference—here, you want an honest and thoughtful answer that speaks to the real culture of the group you’ll be working with, supporting or managing.

This question will support question #1 in helping you understand what daily life looks like here. Beyond that, it could help inform your next steps post-interview. Some people thrive on working in teams and ongoing collaboration while other people are more comfortable working alone. There’s no right or wrong, just how you prefer to work and whether or not the culture of a potential employer is in-step.

4. What do YOU like most about working here?

Asking this question will help you come across as personable and interested in your peers’ experiences and viewpoints. This should be the second to last question you ask right before a final “wrap up question.” Why? By this point, you will likely have built a rapport with the interviewer, and you can ask the question in a friendly, natural tone.

When the hiring manager responds, really lean in and listen. Not only will this show you’re engaged, but it will help you hear clues like keywords and other indicators that this is the right next step for you.

5. Is there anything else I can answer for you or provide you with to help you make your decision?
This is a great wrap-up question because it serves two purposes: first, it shows you’re interested in pursuing the position further and, second, it gives the interviewer an opportunity to provide follow up points, next steps and additional asks based on your questions. If they say yes, make sure you’re clear on what’s needed so you can follow up appropriately. If they say no, thank them for their time and let them know you’re available for any follow up needed.

Together, these questions will give you a sense of the institution’s culture, dynamic and overall personality—and will likely give you a better window into a particular role than merely reading the job description and listening to what the interviewer wants to share. Don’t be afraid to ask these or any questions either. Just like they’re interviewing you, this is your chance to interview them—don’t miss it.

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.

How to Answer the Question, “Tell Me About Yourself…”

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It’s a question you’ll hear in virtually every interview, phone screening, or informational session: So…tell me about yourself.

Maybe the interviewer isn’t so blunt—maybe they’ll couch the question as, where do you see yourself in five years? Or, what’s your big picture goal? But, at the end day, this incredibly common icebreaker question is the same. And, despite being so broad and open-ended it’s tough to answer—and even harder to answer in a smart, strategic, and forward-moving way.

So what’s a hiring manager or HR lead looking for when they ask this question? In short, A LOT. While the question itself seems pretty free-form, the interviewer is looking for a taste of what makes you the right candidate for this role. The fact that you’re married, have kids, love traveling, or are training for a triathlon aren’t. Neither is the job you had at age 12 or the things you don’t like about your current position. Why? Because, not only is personal information not relevant to the position, offering up too much could plant doubt in an interviewer’s mind—in other words, show them the reasons your personal life could compete with your work life or red flags you’ve bubbled to the surface that make you seem less than ideal for the position.

The secret to maximizing the tell me about yourself Q&A? Position yourself as the ideal candidate by bringing your strengths and attributes front-and-center. Organize your thoughts, then script your response and practice. This isn’t a question you should be tackling off the cuff, no matter how experienced you are interviewing.

Here’s how to prep like a pro:

1. Play to your strengths by, first, understanding your strengths

When a hiring manager asks this question, they’re looking for skills, strengths, and prior work experience you already have that relate directly to the position. For this exercise, list out four to six strengths—good communication, research work, classroom experience, publishing experience—that, typically, sync with positions in your field. From there, narrow down the list to three to five traits you’d want an interviewer to remember about you. Those should be the foundation of your response.

2. Touch on the personal—maybe

While you don’t want to get TOO personal in your initial Q&A, if you have personal interests or attributes you feel paint a positive, relevant picture, be sure to weave them in. For example, volunteer work in your field is generally seen as a major positive, and another testament to your experience and commitment. Likewise, being an avid writer or reader, or spending time on a hobby like astronomy, music or art shows off your intellectual curiosity which, for many hiring managers, is a huge plus.

If you’re going to focus on some of these outside interests, be sure you layer them in towards the end of your response. Limit yourself to one to two short statements, and make sure there’s a clear segue from your professional achievements and experiences into this corner of your day-to-day.

3. Do a little research

As you’re preparing for your interview, be sure to research a bit on the institution’s culture, reputation, and general philosophies. It’s not necessary—or advised—to drill down on each of them in your interview but, if there are connections you can make between your experiences, work history, and other strengths and capabilities, it definitely doesn’t hurt. If the hiring manager sees you as a natural fit for their institution, your interview—and your candidate path—will likely be much smoother, much faster, and much more seamless.

4. Organize your talking points

With the pieces outlined, the final step is to organize it all into a cohesive, succinct script. A good response starts with past experiences and concrete successes, then moves into strengths and capabilities relevant to the position. After that, plan to close with a short statement about where you are now and where you want to be.

Here’s an example:

PAST EXPERIENCES

I’ve been working as an associate professor of structural engineering at the University of Battle Creek for the last six years. Working with the School of Civil Engineering team, I was able to help build out the university’s profile as an engineering leader. My work involved significant teaching responsibilities as well as mentoring, coaching student researchers, and developing and executing meaningful research initiatives.

STRENGTHS & CAPABILITIES

Through this role, I’ve had the opportunity to hone my skills in the classroom and out, while becoming a leader in the department, the school, and the campus community. I’ve also developed a strong publishing portfolio and gained meaningful connections in the academic and engineering industries that have helped me identify new opportunities for my students and the school.

PERSONAL ADD-INS

During my “off-campus” time, I mentor through Engineers Without Borders, and serve on several of their committees. It’s a great way to connect with engineering students and new engineers, and really help some amazing communities.

CLOSING STATEMENT

Looking ahead, I would love to find a university with a developing civil engineering program, where I can apply my work, insights, and expertise to help their team and their students grow and thrive.

And when you’re done jotting down your script? Practice—then practice again. The more confident you feel in your response, the better and more naturally you’ll deliver it. That said, don’t try to memorize it—you don’t want to sound like a robot. But you do want to have a clear understanding of your talking points and the concepts you want to hit in your interview so you can sound self-assured and well-aligned with the interviewer and the position. Get this early question “right,” and you’ll be coming at the rest of the interview from a place of strength, with the momentum and one-on-one connection that, more often than not, defines a successful job interview.

The Academic CV: 5 Common Mistakes

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Academic CV: 5 Common Mistakes

Creating an academic CV is a vital part of working in academia. Your CV can also be an important tool when applying for funding, publication, professional development, and other opportunities outside the university.

Whether you are creating your first CV, or you want to “freshen up” one you already have, here are 5 of the most common mistakes people make and some useful advice on how to avoid them!

1: Overthinking design elements

If you go online and search for résumé and CV templates, you’ll find an exhausting number of examples that range from plain and simple to overly flashy.

It can be tempting to use a colorful, design-heavy template full of graphics, photographs, and complex design elements. I get it – they’re really pretty to look at. However, when it comes to creating an academic CV, simplicity is key. Many people still prefer to print out CVs, and a simple design will make sure yours can be easily printable and readable!

Here are some design elements to keep in mind when creating or updating your CV:

Use the same font throughout, and choose one that will be readable on any computer (Times New Roman, Arial, Courier, etc.).

Use consistent font size and formatting for your headers. Choose bold over italics whenever possible – it is easier to read while scanning.

Don’t write “Curriculum Vitae” at the top. I know this is widely debated, but if you write a solid CV we should recognize it as such.

List your accomplishments in reverse chronological order, so potential employers can focus on your most recent work, rather than something you did 10 years ago.

When citing your publications, presentations, or other works, make sure to use consistent formatting (MLA, APA, Chicago, etc.)! This is a major pet peeve for many people!

2: Focusing on duties over accomplishments

I find this to be a common mistake when people shift from a professional résumé to an academic CV. When discussing your professional and academic roles, focus on what you achieved or experienced, rather than your day-to-day duties. For the most part, the institutions you apply to will be familiar with the daily duties of a professor, research assistant, or administrator. Focus on the things you accomplished that stand out, or things you did above and beyond your regular duties.

For example, when describing a prior teaching position, ask yourself what you accomplished beyond simply “I taught English 101.” Most institutions already know that a teacher lectures, grades papers, and administers exams – they don’t need to hear about that. They want to know what special skills and attributes you can bring to the position.

Instead, ask yourself the following questions:

Did you create your own syllabus and/or teaching materials?

What types of learning managements systems (LMS) did you use to build your courses? Were your courses in person, online, or a hybrid?

Were you on a committee within your department? What did you accomplish?

Did you take on any leadership duties within your department?

Were you a part of creating/updating any curriculum, textbooks, or course outlines for your department or university?

Did you teach a specialized group of students (engineer majors, students with disabilities, nontraditional students, non-native English speakers, etc.)?

Focusing on the unique and amazing things you did while taking on research, teaching, or professional roles will help you stand out!

3: Using one CV for absolutely everything

Another common mistake I see is using one version of your CV for everything. Not tailoring your CV to fit the institution or position you are applying to can make you appear lazy or lacking attention to detail.

For example, I often advise my colleagues to create both an internal and external version of their CV. When applying to internal positions, you can get away with using course codes (STA101 instead of “First-Year Statistics”) or internal jargon you can’t use when applying outside an institution.

Also, make sure to organize your CV for the position! If you are applying for a research position, start your CV by listing research interests and experience. However, if you apply for a teaching position, move your teaching and presentation experience to the top. Putting the most relevant things on the front page will make sure your reader doesn’t have to get 3 pages deep before finding what they’re looking for.

4: Not asking for outside feedback

If I could give you only one piece of advice when writing/updating your CV, I would urge you to get a fresh set of eyes to look over it. I can’t tell you how many CVs I have read over the years that contain mindless spelling errors, inconsistent formatting, or annoying design elements – and my colleagues are English professors. Yes, even English professors are known to make mistakes!

Once you find a trusted colleague or friend to look over your CV, make sure to ask them the following:

After glancing over it quickly (give them a minute or so), did you easily find my education/teaching/research/other relevant experience? Or did you have to dig around to find it?

Is it easy on the eyes? Can you easily read a printed and online version of it?

Does it contain any spelling/grammar errors?

Did I miss anything you think I should add?

Does it fit the job description?

By having another person read over your CV, he or she will hopefully catch any errors or blind spots you need to address. Also, make sure to thank the person who helped you by buying them a beer, coffee, or offering to look over their CV in the future!

5: Not updating regularly

Once you have gone through the daunting process of creating an academic CV, your work is far from over! You will need to regularly go back to your CV and update it to reflect any new accomplishments or experience.

How often you update your CV will depend on the kind of position you have, so keep that in mind. Set a date on your phone or calendar to look over it once a month, at the end of every semester, or once a year – whatever works for you! Keep a “master copy” of your CV on your computer, so you can add to it whenever something comes up. You’ll use that copy as your basis for creating individual CVs for each future position you apply for.

Conclusion

It doesn’t matter if you are writing a CV for the first time, or fixing up one you’ve been using for 20 years – avoiding these common mistakes will make sure your CV stand out.

In addition to the basics we discussed here, there are specific criteria for CVs in different fields of study or when creating an international CV. If you aren’t sure how to create a specific CV for your situation, I always advise asking the head of your department or a more experienced colleague for advice. Once you’ve done that, and followed the advice here, you should have a solid CV that you can use for years to come!

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.

Heather Patton is a writer, editor, and adjunct English instructor with 10 years of experience in helping her students become the best writers they can be. She has taught at Wright State University and Clark State Community College in Dayton, OH, and Seattle Central College in Seattle, WA. Her students often refer to her as “nice but expects a lot,” which she feels is a pretty accurate assessment of her teaching philosophy. She has an M.A. in English Composition and Rhetoric from Wright State University. When she isn’t grading papers or editing company websites, she is an avid hiker, voracious reader, and makes a mean banana bread.

Fall into Balance with a Work-Life Master Calendar

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As summer comes to an end, I imagine that you are being ask to alter your work schedule, adjust to new school schedules and commit to a variety of extra-curricular and community activities. Unless you are conscious of how you are allocating your time and attention, December’s wintery winds will quickly be blowing upon you, along with additional layers of holiday stress and responsibility.

Self-Neglect = Unbalanced Work-Life

Where do you want and need to spend your time and energy? Are you prone to delve into tasks that hold you effortlessly accountable, like mandatory staff meetings and committees? Sometimes it is easier to spend your time saying yes to others than it is to devoting time to your long-term goals and private aspirations. When important aspects of our lives are unnourished, our lives feel unbalanced. Yet, even in our work-centric culture, carving out time for the things that matter most is doable with conscious planning and reflection.

Create a Master Calendar as Foundation for Work-Life Balance

To achieve work-life balance, consider creating a master calendar of your life during the fall. To get started:

Identify your (work and life) priorities until January 1

List work, caregiving and household routine tasks

Include activities for self-care and renewal

Assign an estimated time needed to complete each task

Be sure to include taken-for-granted activities, such as staff meetings, meal preparations, helping the kids get ready for school, your exercise regime, going out with friends and relaxing before bedtime. Just as importantly, identify your longer-term goals, assign them action items and estimated times for doing them. Keep in mind that your goals should reflect your unique life circumstances. You may not be able to train for a marathon, but you may be able to aim for a 5K.

Using a calendar template (I use Outlook), assign dates and times to your tasks. To keep the process manageable, schedule one or two weeks out and then a month, keeping in mind:

Are your priorities scheduled?

Do your activities contribute to your long-term professional and personal goals?

Have you scheduled time for projects that are due after January 1?

Have you scheduled adequate time for self-care and relaxation?

If you have more activities than time, where can you benefit from help?

Be creative about help to free up your time for other things. Can your colleague chair a committee? Can your spouse, partner or friend watch your kids while you exercise? Be sure to revise and update your calendar, and review it on a weekly basis. Let it guide – not dictate – where you place your time and energy.

Benefits Beyond Work-Life Balance

Maintaining master calendars benefit individuals who feel overwhelmed and burdened by too many responsibilities, helping them organize their tasks in reasonable ways that meet all of their needs. Perhaps more importantly, calendars help us focus on our long-term success while allowing us the emotional and physical energy to wholeheartedly enjoy the moments of our everyday lives.

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.

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 Avoid the “I’m Wonderful” Cover Letter

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For many jobseekers, the cover letter is a little bit like a mystery wrapped in an enigma wrapped in a taco. To unwrap the mystery, jobseekers must think of the cover letter as the narrative version of their resume. It’s the opportunity to tell their story without the constraint of the short, action verb, resume-speak rules that govern the resume.

The cover letter is where they can describe how their background and experience are the ideal fit for the company and position to which they are applying. They are helping the employer determine their competency by highlighting the information on their resume that illustrates that.

Now that you understand what the cover letter is intended to do, how can you make sure your cover letter is doing what it’s supposed to be doing?

Be Specific

Always address the cover letter to a specific person when possible. With access to Linkedin now more prevalent, you can always do your research to identify the person to whom your letter should be addressed. If there is no person you can identify, at all costs avoid “Dear Sir/Madam” or “To Whom It May Concern.” Instead try something like “Dear Hiring Coordinator,” which reads less like a form letter.

Who are You?

If you can answer this question, you already have the introduction paragraph. Talk about how you learned of the position and, most importantly, why this employer’s company or mission matters to you. This again is where good research gives you the opportunity to distinguish yourself from other candidates. Instead of just reading what’s on the company’s website and regurgitating that, find information in trade journals or online that speaks to the company’s latest successes or reputation.

.

I’m Wonderful Because . . .

I often see jobseekers who declare they are able to do the job without any direct support from their resume. I call this the “I’m wonderful” type of cover letter, which generally is destined for the toss pile. It’s important that you provide evidence from your resume that illustrates this rather than asking the employer to take your word for it. Think of it this way instead: “I’m wonderful because I’ve worked as a candy striper and you, employer, are looking for someone with real people skills.” Or, “I’m wonderful because I’m a volunteer firefighter and you, employer, are looking for someone with leadership experience.”

Identify specific accomplishments that demonstrate the skills the employer is looking for in the position, and explain how you developed those skills. Take a look at your unique accomplishments (i.e. direct experience, transferable experience, interest/education) and complete the above statement. If you can do that, know that you are on the right track!

And in Closing . . .

This is the easy paragraph! Reaffirm your interest and why you are a good fit. Provide contact information, a list of any enclosures or salary requirements (if requested), and any details regarding planned follow up. Thank the reader for his/her time!

Now that you have unwrapped your taco rolled up mystery, pull out your old cover letters and see if you can improve them by following these recommendations.

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.

Michelle Shaw, Esq., LEED AP is an alum of Williams College and former attorney. She currently serves as an Associate Director and the Pre-Law Advisor for the Career Center where she counsels both current students and alumni.

Vacation and Your Summer Work-Life Balance

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Now that the academic school year is over, it is time to rebalance your work and life activities. Ideally, you will want to take a work break during the sluggish days of July and August to reflect, renew and recalibrate for the next term. However, if you are like many Americans, you will probably not plan to leave the office, as vacation is counter to the informal and formal structure of your work.

Why Americans Do Not Vacation

A Glassdoor study (www.glassdoor.com) of 2,200 employees suggests that average US workers take only half of their allotted paid vacation while other research (www.projecttimeoff.com) suggests that many Americans do not take any. Americans do not fully vacation because of insufficient income, job insecurities, insurmountable workloads, and workplace cultures that are intolerant of employees taking time off. They may also save vacation days for family emergencies such as caring for unruly children or tending to aging parents facing unexpected health crises.

Vacation is Integral to Your Work-Life Balance

Yet, vacation should be integral to your work-life balance. As work-life expert, Cali Yost, poignantly asserts, working harder and faster in the hopes of staying safe can be counterproductive, and your boss can’t tell you when to focus on the parts of your life that will keep you healthy and happy. Consequently, it is important that you intentionally carve out the time and integrate vacation into your total work-life design. To get started, consider these ideas:

Reduced or Flexible Summer Hours

Check to see if your organization offers voluntary work reductions or flex time during designated times of the year. Taking a leave of absence affords you more time at home and can offset additional summer expenditures, such as kids’ summer camps. Reduced Summer Hours programs can also save the organization money in reduced earned income – a win-win for all. Another option might be designated temporary flexible work schedules. Check out the University of Kentucky Reduced Seasonal Hours Program (https://www.uky.edu/hr/work-life/workplace-flexibility/reduced-seasonal-hours), the

University of Miami’s Flexible Summer Workweek Program guidelines (https://umshare.miami.edu/web/wda/humanresources/FlexibleSummerWorkweekProgram/FlexibleSummerWorkweekGuidelines.pdf and Lewis University Summer Flexible Schedule (https://www.lewisu.edu/welcome/offices/hr/summerflex.htm) for examples.

Community Resources

Participating in community venues can greatly enhance your work-life balance. In fact, just knowing that they are available can significantly reduce your stress, as noted by work-life scholar, Marisa Young. Take advantage of low-cost activities, such as public pools, state parks and regional festivals. Check your local newspapers and city government sites for comprehensive listings.

Alternative Work

If you are unable to schedule time away from the office, consider restructuring activities within your daily work schedule. Might your schedule allow you to engage in special projects that are not as demanding or more creative? Any variation in the daily grind should provide some much-needed respite from your routine.

Vacation is Essential to Well-Being

Vacations are vital to your overall well-being, like oxygen masks unleashed from overhead airplane compartments during emergencies. If you do not use them, your productivity wanes. So, create ways to find time to relax and recharge as part of your summer self-care. Modest activities can be as enriching as exotic trips abroad if carried out with the same kind of exuberance. When you vacation, you engage in meaningful, relaxing moments that will nourish and carry you forward into the hyperactive months of fall and beyond.

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.

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.

Think Like a Free Agent – Trust Your Gut + Four More Negotiating Tips

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Negotiating salary and benefits should be about balance and mutual success, a non-zero-sum game, where both parties benefit without costing the other. If effective recruiting puts the right candidate in the right job at the right time – then we should work together to that end. Too often, however, negotiating is adversarial, with one side or both seeking to win at the expense of the other, with little regard for balance. To make my case, I have a story about Jane, a higher education Free Agent (sort of).

If you follow team sports, you know about Free Agents. They command big salaries because their skills are in demand and multiple bidders vie for their services. Teams pursue free agent star players because they think a star Free Agent could turn a loser to a winner. Free Agents bring excitement and hope when they sign a contract, and if the team succeeds, the excitement grows. But this strategy doesn’t always pay off. Again, if you follow team sports, you will know that bringing in high-priced Free Agents sometimes leads to disappointment, and resentment.

On to our story – College A and College B operate in the same city, both offering a similar post-baccalaureate tech program. College A’s program was succeeding, while the one at College B struggled. There were many reasons for the disparity, but those in the know would tell you that the College A Program Manager, Jane, had established a great network in the professional community, and she was leveraging that network to her program’s advantage. She was making a difference.

College B went looking for a way to turn their program around, and they set their sights on Jane. When she was approached by College B, Jane leveraged her knowledge and started negotiating. She knew the value of her reputation, and her network, and she had heard about the program issues at College B. Jane proposed a benefits package significantly better than she received at College A. College B was motivated, so they agreed, even though the cost was precedent setting.

For the first couple of cycles, everything went well, and Jane was considered a success. The program flourished; enrolment grew, as did revenue. People were added to the payroll. All was good, and Jane was a star. College B’s Free Agent strategy was paying off.

There remained, however, problems with the College B program outside of Jane’s mandate, and which pre-dated her arrival. Those problems reasserted themselves, and the program began to struggle once more. Despite her best efforts, enrolment fell, revenue declined, and people who had been recently hired were let go. Jane’s star dimmed, and excitement was replaced by disappointment.

Aware that things were not going well, and that they didn’t reflect well upon her, Jane decided to move along. She soon accepted a position with another college, in another town. She was a little bruised, but a little wiser. The College B program struggled on for a few more cycles, before it was shut down. The College A program continued with its success.

This is a true story, with minor modifications. It taught me the following lessons about balance in employment negotiations:

Do your research: Know your market. What is the benchmark for similar roles? Banded payrolls remove a lot of the guesswork here, but there is still room for negotiating steps and benefits.
Know what you can do, and what that’s worth: Jane was a competent Program Manager, and that is worth a great deal, but she was not a miracle worker. Get what you’re worth, but remember the price of expectations.
Play the long game: Jane staked her reputation for a significant salary bump. Maybe she anticipated that the College B adventure would be short-term, and traded stability for salary. Maybe not. In either case, if you find yourself faced with a Free Agent type move, I recommend playing the long game – what step will best position me for long-term success?
Don’t compete – collaborate: Win-win requires two willing parties. Be optimistic but honest about your abilities and intentions. Try to understand what success looks like for the college, and see yourself contributing to that success. Then help the college see it. If you can both agree on what success looks like, you’re both more likely to get there.
Trust your gut: If something doesn’t feel right, it probably isn’t. If you feel you are being lowballed on the offer, ask yourself why. If the employer starts too low it might be a standard practice, or it might reveal an adversarial approach. On the other hand, if an offer seems too good to be true, look for the strings attached, or the hidden risks.

Good luck with your negotiations!

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Paul D. Smith, President of Collegial Consulting, offers services in higher education, employment, communications and governance. Paul is an acknowledged leader in career development for youth, and he is a proven communicator with an impressive record as a published writer, public speaker and conference presenter. Before launching Collegial Consulting this year, he served as the Executive Director of the Canadian Association of Career Educators and Employers (CACEE). Before that, he held leadership roles at Queen’s University, Memorial University and College of the North Atlantic.

Can Your Resume Pass the 10-Second Test?

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I read a survey recently that concluded that employers can decide in under ten seconds whether to put a resume in the dismiss or save pile. Admirable! Clearly ten seconds isn’t sufficient time to adequately assess whether a candidate can actually perform the job advertised. However, employers are looking for specific ticket items, and if your resume does not address these items, your resume just may land in the dismiss pile. Here are five resume tips to help you succeed.

1. Keep it Short; Keep it Sweet

In more than five years as a career counselor, I have seen hundreds of resumes. Most college student resumes I’ve seen are multiple pages. That is because students tend to treat the resume like it is another college application in which they must tell their entire life story. Far from it, the resume is simply an opportunity to make the case for your hiring in a succinct manner that highlights relevant skills, not everything you have ever done. An employer is simply not going to spend the time reading more than one page from a college student.

2. Relevancy is Key

The traditional resume is written in reverse chronological order. Tradition is good, but in the case of a college resume, it is important that you make the job of the recruiter easy by putting the most relevant experiences where recruiters can quickly find them: at the top of the resume. After education, include thematized or functional headings that demonstrate your key skills such as employment, leadership and mentoring. Relevancy also includes a discussion of your experience that specifically highlights key accomplishments. That is, avoid a laundry list of things you have done and really hone in on your ability to meet project deadlines and deliver results consistently.

3. Make it Pretty

Spending time on how your resume looks will pay off in large dividends in the end. Employers have a mix of subjective and objective requirements. Therefore, in addition to the objective relevant skills, the resume needs to be pleasing to the eye. Typically, this means one-inch margins all around, a nice balance of white space, a 12-inch type (depending on font) and consistent bullets or markers throughout.

4. Do You Speak Resume?

Stick with short, bursts of action verbs that strongly, and succinctly describe your key accomplishments. Avoid using pronouns and avoid verbs that refer to you in the third person. For example, don’t say “conducts research” or “organizes bake sales.” It sounds weird to the reader’s ear and should to yours as well!

5. Objective or Summary Statements

There are two schools of thoughts about whether the objective or summary statement should be included. I’m from the school of thought that college students can reclaim space on their resume by omitting this statement. Besides, it’s apparent that the objective of any job is to get the job to which you are applying. Until you have gained substantive experience after graduation, you can continue to omit this statement.

So, while ten seconds isn’t a long time, it’s certainly long enough for an employer to decide whether you have ticked off these five (5) things on your resume. Pull out your resume and give it to a friend. See how quickly he or she can spot what you are really good at!

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Michelle Shaw, Esq., LEED AP is an alum of Williams College and former attorney. She currently serves as an Associate Director and the Pre-Law Advisor for the Career Center where she counsels both current students and alumni.

When the Kids Leave the Nest, You Can Soar Too

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Work is at the heart of our well-being, often creating the pivot point for our work-life balance. As primary caregiving responsibilities cease, frequently marked by the celebration of the youngest child’s 18th birthday, new opportunities to reconfigure the composition of work and life activities arise. For women and men who have made concessions in their careers to accommodate the raising of children and caring of home, the “empty nest” is their chance to rediscover their passion for work.

Undiscovered Talent

Employers have yet to discover that these women and men are the next great labor pool. No longer hindered by competing work-life demands, they are skilled, focused and ready for new challenges. They see the workplace as a place to test their skills and contribute to purposes greater than themselves. With the family responsibilities greatly reduced, they willingly want to devote their additional physical and emotional energy and time to work.

Yet, the typical workplace fails to recognize the untapped talent that exists within its structure. Often unaware of the shifting work-life dynamics among its employees, supervisors may not recognize that some of their employees would welcome opportunities to take on larger, complex challenges. They may also harbor unconscious age bias, assuming that these employees are moving towards retirement not ramping up for more work. They may neglect to recognize that aging Boomers, emerging Gen X leaders and Millennial professionals alike benefit from more mission-driven, collaborative work that increases employees’ overall engagement. Unfortunately, they seem more focused on everyone just getting their tasks done rather than rallying the team to push beyond for the greater good.

(Re)Igniting Passion

So, imagine the kids are gone, your elderly parents are doing fine, and you would rather invest more in career than gardening and knitting. If you are unsure of your next steps, consider taking 1-3 career assessment inventories to identify your current strengths and interests. Check with your college/university alumni association for discounted assessments and career counseling. If you are over 50, AARP has excellent resources for employment in later life (https://www.aarp.org/work/career-change/) while Encore provides resources and advice for nonprofit employment and volunteering (https://encore.org/). Resources such as What Color is Your Parachute? (Bolles 2017) and It’s Never Too Late to Begin Again (Cameron and Lively 2016) provide additional career insight and strategies.

Increasing Challenge While Staying Put

Should you want to advance within your current position, consider

Discussing with your supervisor your desire for more challenges
Setting new goals within the scope of your responsibilities
Learning new skills
Expanding your network of influence with additional committee work, offices liaisons and professional associations.

Moving Beyond Work

Not everyone will choose to work more; they may shift their additional time and energy to increased recreation, travel, volunteering, family and friends. Whatever you decide, take time to uncover your options. Regarding your work-life balance as a dynamic process allows you to ebb and flow with the major transitions of your life and will allow you to be deeply present in the activities that are most meaningful to you.

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.

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.

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