5 Resume Red Flags for Employers

What Employers Need to Review in an Applicant's Resume and Cover Letter

Do you know who you are hiring? Always, but especially during tough job searching times, you need to review each resume, cover letter and job application that you receive with care. You want to ensure that the candidates you consider hiring are who they say they are and that their credentials are valid and match your needs. In my comprehensive review of background checking priorities and procedures for employers, I covered how to spot fraudulent claims and credentials. Here, Ill review the resume red flags that should spark an employers concern about the credentials of an applicant for your open position. These five additional resume red flags deserve your attention, too. Compassionate employers recognize that during a bad job market and a recession, people are desperate for jobs. Consequently, they may use shades of gray in describing current experience and reasons for unemployment. In all cases, go back to consider your candidates employment history during better economic times. You may not want to forgive current obfuscations, and they may be unforgiveable, but do consider them in the context of the applicants total career and background experience. Also, as you look for these red flags, recognize that they may reflect the current job market, bad advice from career or placement experts, or desperation. They may not represent the applicants entire career. That said, certain flags, you cannot ignore. I would never hire an individual who lied to me. While none of these resume red flags are the kiss of death for an applicant, except possibly the careless resume, and the lies, all require serious resume review by the employer as you consider potential employees for your open job. Resume Red Flags That Nix Hiring Or, At Least Require Serious Review These are five resume red flags that you need to spot and question when you review resumes from your job applicants. Employment Gaps

With all due respect to job searchers who have experienced gaps in their employment either because of their choice or circumstances beyond their control, an employment gap is a red flag for an employer. Employers need to watch for gaps in an applicants employment history. These gaps include dates of employment listed only in years so that the actual day and month of employment ending are masked. An additional red flag is a functional resume which avoids providing dates at all. An employment gap is not an impossible obstacle when you are hiring an employee, but if the applicant fails to explain the gap on the resume or cover letter, ask. In fact, this is a critical question to ask in your telephone interview before you invest staff time in an interview onsite.

Catherine Yeulet

Sponsored Links

TATA Hiring for July 201110,000+ Job Openings across India Upload Resume.Apply to TATA Now! TimesJobs.com/TATA-Hiring Jobs for FreshersCompanies Hiring Freshers Now. Sign up for Free to Apply.MonsterIndia.com Are You a Fresher?Join Placement Oriented 4 Month IT Course Designed for Fresh GradsNIIT.com/IT-Training Spelling, Grammar, and Punctuation Challenged Resumes

You can accuse me of being an old fuddy-duddy, but attention to details such as appropriate grammar, spelling and punctuation do set a candidate aside from the pack. Failure to shine in these details on their resume and application are red flags for an employer. They are indicative of what you can expect from the candidate as an employee. Looking for careless, sloppy, or unconcerned? I doubt it. Your evidence is sitting before you on your desk or on your computer screen. If an applicant cant get it right for the most important opportunity for which he or she will ever have to make a positive impression, take a pass. Based on this evidence, why would you have any faith that he or she would get it right when you employ them? Attention to Detail Failures

Pali Rao

Attention to detail will yield an overall impression of your candidate's carefulness. Attention to detail does provide a picture of the candidates potential success as an employee. Are words missing in sentences that a quick proof read would have caught? How about cut-and-paste errors? The applicant is applying to company x for the job posted but the name of the company, the job title, or the salutation on the cover letter are incorrect. Dates of employment are obviously wrong or missing data was never substituted for xxxx used as a place marker. None of these errors are earth shaking, but they radiate an overall unprofessional appearance of an applicant during your resume review - and they should. Evidence That a Career Has Gone Backwards or Plateaued

Stock_IMG Business

In a career that is progressing successfully, an applicant's resume will show evidence that his job titles and job description have grown more responsible as the years progress. Evidence of decreasing responsibility and / or a career that has reached a plateau or gone backwards is a red flag for employers during resume review. Review the resume with care, however, so you dont make assumptions and miss out on qualified candidates. If the applicant has changed employers, for example, a vice president's title at one company may carry equivalent responsibilities as a director in a larger organization. A manager may have accepted a role as an individual contributor because a layer of management was eliminated in a restructuring. Or, she may have been laid off and has chosen to work a job in a less responsible role rather than collect unemployment. Sometimes, a parent with child care responsibilities has chosen a less responsible role or a part time job until the children are attending school full time. So, question signs that a career is going backwards or plateaued. But, other circumstances can also cause a career to appear derailed. The problem you need to weigh is that smart candidates know this.

John Howard / Getty Images

They dont make potential employers ask. They explain their responsibility differences or the appearance of a career going backwards in their resume or cover letter. Failure to Follow Directions

Not only does the applicants failure to follow directions give you information about his or her potential success as an employee, it invalidates the application. Many employers, who ask for a salary history or who request a resume and cover letter, automatically exclude any candidate who doesnt follow the applicant directions in the job posting. A request for local candidates only means just that. The employer does not want to consider - or pay for - the candidacy of out-of-town applicants. Failing to write a cover letter is often a sign that the individual applying is not qualified for the position. The applicant knows this and doesnt want to waste their time or he or she is just plain lazy. The applicant thinks that resume review is a crap shoot and if they throw enough of them out there, eventually one will yield a job interview. Prove them wrong if they fail to follow your published directions. You have the right to specify what you need from an applicant. Interview the candidates who give you what you requested. Summary These are five resume red flags that employers should heed when they review job applications. All are indicative of the habits and characteristics of the individual applying for your job. They highlight strengths and weaknesses. They focus your attention on career success and failure. And, they highlight personal and professional characteristics that you may or may not want in an employee. Heed these five resume red flags. Review a Human Resources Job Search Resource Websites, job boards, job search tools, and books help people successfully find jobs in Human Resources. If you’ve searched for an HR job, you've likely used these in your job search. So, you've encountered job search resources that you've liked and you've encountered job search resources that haven't done the job. Here's your opportunity to tell us about your Human Resources Job Search Picks and Pans

Image Copyright Zsolt Nyulaszi

The Human Resources Department As a Profitability Factor

What would you do if you had a Human Resources employee who could improve the companys profit margins, positively impact the cost of goods sold, lower the days sales outstanding, and increase the price/earning ratio while liquidating overhead costs to the business - and still deliver flawless transactional and traditional HR services? Most CEOs would react in two ways:

Why is this individual wasting his/her time in an HR department? Why didnt I demand this level of HR department performance five years ago?

The concept of the Human Resources department as a profitability contributor is fast gaining currency in U.S. businesses and bears closer examination. Professor David Ulrich of the University of Michigan, a leading expert on HR competency models, sees the changing business world as a 2020-60 proposition. Of executives surveyed, 20% currently use the HR department as active and innovative business solution partners. 20% believe that the HR department should remain as administrative overhead and only perform transactional work. But, 60% of the executives are starting to expect the HR department to partner with others departments to improve the companys core competencies and competitive advantages. And, more HR people are stepping up to the plate and delivering the goods.

Whats driving this thinking? The short answer is competitive pressure in a fast changing business world pressures for sales, talent, and profits. Most CEOs (and their CFOs) are held accountable for three general but powerful results: Increasing revenue, generating cash, and reducing costs. In order to focus on these three accountabilities, executives are discarding paradigms that no longer work as companies seek to stay in and grow their business. The HR department as a strictly administrative overhead and resource consumer is one of the paradigms under justifiable attack. Transactional HR departmental activities such as payroll, benefits administration and records keeping are easily outsourced or digitized (or should be) with significant cost savings. We have worked with companies who have digitized their current and past employee data bases. In one company, they eliminated over 35 five-drawer file cabinets (and two rooms) and condensed them into CDs that fit into a shoebox. With advances in technology, even the shoebox is in jeopardy as a storage device. To many CEOs and CFOs, the HR department as a revenue enhancer takes getting used to. Thats not the way they were taught. They are more interested in the payoff and are asking appropriate questions: Whats in it for the company? Where is the improvement in the revenue stream? How does this get us new customers and retain our current customers. Where is the proof of corporate performance enhancement metrics? Once they get solid answers to these questions from competent HR leaders, the CEOs are quick to change their thinking. To answer the payoff questions, recognize that a continual company-wide value chain analysis is critical to the success of any organization. Over the past decade, CEOs began demanding that their Human Resources departments deliver flawless functional work and become a knowledgeable partner with all other disciplines to advance the business plan of the company. Individual professional silos are breaking down. Disciplines such as finance, sales, marketing, operations, and HR no longer exist as stand alone entities. They are inter-dependent with one another. Weakness of any one of the links inhibits other links from maximizing their efficiency and productivity. Expectations of the Human Resources Department Have Changed These three emerging concepts in the practice of HR bear examination:

What value does the HR department bring to the organization. Many HR teams lack a vision that includes their value to the organization. Do the HR departments activities directly help the company achieve its broad business objectives? Are the HR teams arguments for or against a business strategy credible to the other department heads at the decision making table? How are the HR department strategies, that benefit the employees, the shareholders, the customers, and all other stakeholders in the organization, selected and implemented? [

What value does the HR department generate for the customer the end user of the companys product or service? Sales and quality are no longer restricted to the sales and quality assurance teams. Edwards Deming taught organizations that quality and value must be built into every step of the process. The HR department doesnt just hire a salesperson based upon a managers request. The end result of HRs recruiting and hiring efforts is that the customer who interacts with the new sales person receives continuing world class service from the company. HR shares the quality of the new hire with the other departmental silos to insure that the company is, or becomes, the vendor of choice for that customer.

The final of the three emerging concepts for the Human Resources Department is: What core business competencies must HR leaders possess in order to be credible strategic partners with the rest of the executive team? Each company and each industry can generate its own list of core business skills their teams must have that go beyond their individual specialties. This issue has become so critical that in graduate and undergraduate level business programs, new editions of Organizational Development textbooks are including chapters on financial calculations and ratios, corporate social responsibility, globalization, and major workforce diversity challenges, among others. The biggest barrier to profitability is ignorance ignorance by many people about how the company makes money and how it achieves its objectives, and how all of the departmental silos are interdependent on each other. The myth that only finance people need to know about finance or that marketing people are the only people who need to know about marketing is fast disappearing. In todays business environment, profitable organizations require highly skilled employees who can solve complex problems using multi-disciplinary teams. The Human Resources Department and Profitability Can HR be linked to profitability metrics? Yes. Here are three examples.

A well known global company formed a group of HR professionals who developed processes and training programs in sales, customer service, workouts, project management, process improvement and leadership development that focused on critical performance issues for their internal and external customers. By partnering with operations, sales, and customer service they served as a catalyst to forge alliances, partnerships and agreements. Many of their efforts resulted in improved relationships that translated into Preferred Provider Status, which increased sales and lowered costs. All of their costs were liquidated by charging a fee for the service while creating net revenue. After two years, this HR group generated sales of $4 million and a profit margin in excess of 30% which was returned to the division budget at the end of each fiscal year.

Secondly, an HR team, partnering with the Audit staff, discovered that the accounts receivable turnover had moved from a preferred 30 days to 45 days during the past two years. They decided to let the chief credit officer go. The HR staff established criteria to identify candidates with the ability to reduce the ratio from 45 days back to 30 days. The HR staff recommended one candidate for hire. Within six months, the companys DSO (Days Sales Outstanding) ratio was reduced to 35 days.

In a third case, while designing and negotiating a new health care and 401(k) plan, the HR leadership partnered with the sales and marketing team to determine if the cost of the program would erode the companys market share and competitive pricing strategy. The resulting benefit program design achieved its cost/benefit objectives without jeopardizing the companys market share and pricing metrics. Transition the Human Resources Department to a Profitability Factor How do HR leaders and CEOs make the transition? Here are suggestions based upon our belief that the more employees become knowledgeably involved in the business, the better they will be able to become a more productive asset.

Develop a leadership development program that includes hands on training in all of the functional disciplines. For example, in the production department, identify the barriers that prevent managers from achieving efficiencies and savings; Insist that Human Resources staff receive financial training so they understand the impact of cash flow, receivables, billing cycles, and so forth. If youre a public company, teach them how to read and understand your companys annual report or 10-k. Reading the proxy statement is always informative even if the information contained in it is reluctantly revealed, and occasionally masked with arcane accounting jargon; Have HR staff participate in sales strategies, customer visits, and technology reviews. Encourage them to learn quality methods, process improvements techniques, terms and conditions, and contract negotiations with suppliers and customers. Engage them as process consultants (have them trained if necessary) so they can assist with growth initiatives; Most importantly, hold all employees accountable for achieving the critical numbers established for your company. A superb HR department becomes irrelevant if the company is sliding into bankruptcy. The HR department's powerful value focuses on its contributions toward reversing the slide. Include your HR employees as full business partners. They will rise to the occasion and surprise you by building your bottom line and becoming a profit center contributor as well as maintaining their traditional responsibilities - and they will be better at both. The intense and brutally competitive business environment of our global and digital world needs the help of everyone in the company. To which group of 20-20-60 does your company belong?

Sample Human Resources Generalist Job Description

Human Resources Generalist Overall Job Description
The Human Resources Generalist manages the day-to-day operations of the Human Resource office. The HR Generalist manages the administration of the human resources policies, procedures and programs. The HR Generalist carries out responsibilities in the following functional areas: departmental development, Human Resource Information Systems (HRIS), employee relations, training and development, benefits, compensation, organizational development, and employment. The Human Resources generalist is responsible for all or part of these areas:

recruiting and staffing logistics; organizational and space planning; performance management and improvement systems; organization development; employment and compliance to regulatory concerns and reporting; employee orientation, development, and training; policy development and documentation; employee relations; company-wide committee facilitation; company employee communication; compensation and benefits administration; employee safety, welfare, wellness and health; and employee services and counseling.

The Human Resources Generalist originates and leads Human Resources practices and objectives that will provide an employee-oriented, high performance culture that emphasizes empowerment, quality,

productivity and standards, goal attainment, and the recruitment and ongoing development of a superior workforce. The Human Resources Generalist coordinates implementation of services, policies, and programs through Human Resources staff; reports to the Human Resources Director, and assists and advises company managers about Human Resources issues. Primary Objectives:

Safety of the workforce. Development of a superior workforce. Development of the Human Resources department. Development of an employee-oriented company culture that emphasizes quality, continuous improvement, and high performance. Personal ongoing development. ----------------------------------------------------------Development of the Human Resources Department

Assists with the developent and administration of programs, procedures, and guidelines to help align the workforce with the strategic goals of the company. Participates in developing department goals, objectives, and systems. Participates in administrative staff meetings and attends other meetings and seminars. Assists to establish departmental measurements that support the accomplishment of the company's strategic goals. Assists with the monitoring of an annual budget. Human Resource Information Systems

Manages the development and maintenance of the Human Resources sections of both the Internet, particularly recruiting, culture, and company information; and Intranet sites. Maintains employee-related data bases. Prepares and analyzes reports that are necessary to carry out the functions of the department and company. Prepares periodic reports for management, as necessary or requested. Fully utilizes Human Resources software to the company's advantage. Training and Development

Assists with the implementation of the performance management system that includes performance development plans (PDPs) and employee development programs. Assists with the establishment of an in-house employee training system that addresses company training needs including training needs assessment, new employee orientation or onboarding, management development, production cross-training, the measurement of training impact, and training transfer. Assists managers with the selection and contracting of external training programs and consultants. Provides necessary education and materials to managers and employees including workshops, manuals, employee handbooks, and standardized reports. Assists with the development of and monitors the spending of the corporate training budget. Maintains employee training records.

Employment

Manages the recruitment process for exempt and nonexempt employees and interns using the standard recruiting and hiring practices and procedures necessary to recruit and hire a superior workforce. Conducts the recruiting planning meetings when needed staff is identified. Reviews resumes for all candidates and interview nonexempt, and exempt when assigned, candidates for employment. Serves on employee selection committees or meetings. Employee Relations

Assists with the development of Human Resources policies for the company with regard to employee relations. Partners with management to communicate Human Resources policies, procedures, programs and laws. Recommends employee relations practices necessary to establish a positive employeremployee relationship and promote a high level of employee morale and motivation. Participates in the conduct of investigations when employee complaints or concerns are brought forth. Advises managers and supervisors about the steps in the progressive discipline system of the company. Counsels managers on employment issues. Assists with the implementation of company safety and health programs. Tracks and posts OSHA-required data and files reports. Compensation

Assists with the monitoring of the company wage and salary structure and the variable pay systems within the company including bonuses and raises. Provides competitive market research and prepares pay studies to help establish pay practices and pay bands that help to recruit and retain superior staff. Provides payroll processing backup support. Partners with accounting and payroll to maintain the payroll data base. Participates in one salary survey per year. Benefits

Provides day-to-day benefits administration services. Assist employees with any claim issues. Develops and schedules benefits orientations and other benefits training. Administers the 401(k) plan and completes yearly compliance reporting. Administers disability and worker's compensation claims. Recommends changes in benefits offered, especially new benefits aimed at employee satisfaction and retention. Law

Complies with all existing governmental and labor legal and government reporting requirements including any related to the Equal Employment Opportunity (EEO), the Americans With Disabilities Act (ADA), the Family and Medical Leave Act (FMLA), Employee Retirement Income Security Act (ERISA), the Department of Labor, worker compensation, the Occupational Safety and Health Administration (OSHA), and so forth. Maintains minimal company exposure to lawsuits.

Protects the interests of employees and the company in accordance with company Human Resources policies and governmental laws and regulations. Organization Development

Assists with the carrying out of a company-wide process of organization development that addresses issues such as succession planning, superior workforce development, key employee retention, organization design, and change management. Assists with employee communication and feedback through such avenues as company meetings, suggestion programs, employee satisfaction surveys, newsletters, employee focus groups, one-on-one meetings, and Intranet use. Helps monitor the organizations culture so that it supports the attainment of the company's goals and promotes employee satisfaction. Assists with the company-wide committees including the wellness, training, environmental health and safety, activity, and culture and communications committees. The Human Resources Generalist assumes other responsibilities as assigned by the Human Resources Director.