Greater Milwaukee Jobs

2 GREATERmilwaukeeJOBS • January 8, 2015 postings within a particular industry. Employers use these keywords to find the right can- didates for jobs within their company, and job seekers use the keywords to narrow down their job search and make it more manageable. But candi- dates can use these keywords in their resumes in the hopes of making themselves more visi- ble. Men and women should research industry trends to dis- cover which words are most popular now, and then include them on their resumes. Recent examples of popular keywords include "new media" and "e- commerce." But trends and keywords vary depending on the industry. • Update the education sec- tion. Men and women who earned their degree years ago might still be able to update the education section on their resume. If any certificates were earned or any courses were completed since the last time a resume was updated, include that in the education section. For those who prefer not to tinker with their education sec- tion, create a new section titled "Professional Activities" and then include courses or degrees earned post-college. This sec- tion should also reference any memberships in professional organizations or any confer- ences attended. This indicates a candidates' passion and com- mitment to the field and his or her commitment to profession- al development. • Remove less relevant information. Men and women who have established them- selves in their field should remove older, less relevant information as they update their resumes. Employment history is important, but people with a decade-plus of experi- ence in their field don't need to include every last detail about responsibilities at a first job out of college. Older experience, particularly for men and women who have changed careers, likely won't bear much fruit and it's always better to include as much recent infor- mation and accomplishments as possible. In addition to reducing the emphasis on older experience, also remove refer- ences to outdated technology the industry no longer uses. • Be diligent with updating. No one knows what lies ahead, and if the perfect job opportunity suddenly appears, it helps to have an updated resume that's ready to be sub- mitted. That requires routinely updating a resume even if the desire to look for a new gig is nonexistent. Effectively updating a resume can make the difference when looking for a new job. update your resume ... from page 1 Many college students rec- ognize the value of intern- ships. Internships can help college students start building their resumes before they even earn their degrees, and those experiences can give them an edge in a competitive post- graduate job market. Landing internships gives students some firsthand expe- rience within a given profes- sion, and that exposure can help them decide if a projected career path is right for them or if it's good to go back to the drawing board. The following are a few tips to help college students land an internship and make the most of the opportunity. • Don't hesitate. Though many internships are tailored to students with a year or two of college under their belt, that doesn't mean freshman can't begin to explore potential opportunities. Even if you don't intend to get an intern- ship in the coming school year or during summer break, you can begin to explore potential opportunities that might inter- est you when the time to start seeking internships does arrive. Looking early may yield valuable information, such as courses that would improve your chances of land- ing an internship, that your fellow students who hesitate or procrastinate won't have. • Speak with the career placement specialists at your school. Career placement departments at colleges and universities are an increasingly valuable resource for today's college students, many of whom will graduate and face an uncertain and crowded job Tips to land a good internship A publication of Conley Media Distributed by: Conley Distribution 262-513-2646 ©2004 by Conley Media, LLC Waukesha County Independent and Locally Owned GREATERmilwaukeeJOBS is published weekly by Conley Media – Waukesha County, 801 N. Barstow St., Waukesha, WI 53186. Contents of this publication may not be reproduced in any form without the written consent of the publisher. GREATERmilwaukeeJOBS assumes no liability for any error in copy or content. It is the advertiser's responsibility to be aware of the laws pertaining to employment advertising. Subscriptions are available for $34 (non-refundable) for a 6-month subscription. Call 262-306-5035 for information. Call Center Director: Cindy Shaske 262-306-5016 cshaske@conleynet.com Account Executive: Jeanne Bonlender 262-306-5035 jbonlender@conleynet.com Story Coordinator: Dwayne Butler 262-513-2626 dbutler@conleynet.com Production: Patricia Scheel 262-513-2690 GREATERmilwaukeeJOBS Volume 17 • Number 17 January 8, 2015 To place an ad: Call us at 262-306-5035 or fax us at 262-542-6082 deadline: Noon on Wednesdays Liz Reyer is a credentialed coach with more than 20 years of business experience. Her company, Reyer Coaching & Consulting, offers services for organizations of all sizes. Submit questions or comments about this column at www.deliverchange.com/coachscorner or email her at lizdeliverchange.com. What to do when an employee lies to you By Liz Reyer Star Tribune (Minneapolis) & A Q Q. I have a young employee on my team who's a good worker, but I recently caught him in a lie. No harm was done, but now I don't know if I can trust him. How should I handle this? A. Be straightforward about your expectations, and clear about possible consequences as he rebuilds trust. THE INNER GAME What was he thinking? That's the first thing to understand, if you can. Consider the factors that may have led to the lie, as this could affect your assessment of the gravity of the offense. For example, was it deliberate? I'm assuming so, as you characterized it as a lie, which implies intent, rather than an error. Also consider if he was nervous to tell you the truth.While that's not an acceptable reason to lie, it may be an opportunity to help him adapt better to the work- place. It also may be a reflection on your management style; if you have an intimidating demeanor, it may have unintended conse- quences. Think about whether it's worth making a big deal about it. This comes down to assessing if it was an indicator of character. Try thinking about whether there are other times when you know he's been honest when it may have been difficult; for example, if he has had to bring you bad news or raise an uncomfortable issue. Finally, know how far you'd take this. If you're seeing a fireable offense, you'll need to be sure your expectations are clear, and need a process to document issues. Consistency is essential — does your tolerance vary person to person? THE OUTER GAME It's clear that you need to talk with him, because even if you've determined that his job isn't on the line — yet — it's clear that this is bothering you and affecting your relationship with him. So, planning. Regardless of the gravity of the content, prepare "me" statements that address the situation. "When you told me your project was done when it wasn't, we almost missed our deadline and I felt like I can't take you at your word." Or, "you told me you couldn't work because you were sick and then I hap- pened to see you out and about; now I question that you're being straight with me." Ask for his perspective and be open-minded. You may find there's a reasonable explanation (he was picking up medicine). But even if there isn't, you're encouraging conversation rather than shutting him down. If you have serious concerns, it's only fair to let him know. Ground this in your expectations: that if employees can't get something done or have an issue, they need to be straight with you. And, if not, that their job could be on the line. Do some preventive work, too. Set him up to succeed in some lower risk ways where he can demonstrate that he is trustwor- thy. And talk to him about posi- tive aspects of his performance and encourage him when he raises concerns, coaching him to become a stronger and more mature employee. THE LAST WORD If you help your employee get past this issue, you'll be investing in his future. He may look back at you as the best boss he ever had! see INTERNSHIP . . . page 7

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