How good is your CV? Why are CVs rejected? Is your CV letting you down? _________ A Career in Interim Management?
Transcript
1. How good is your CV? Why are CVs rejected? Is your CV
letting you down? _________ A Career in Interim Management?
2.
What is a CV?
The Oxford Dictionary defines Curriculum Vitae as
A brief account of ones education, qualifications and previous
occupations
In todays world it is much more than that
Marketing tool
Presentation package
Selling tool
Its objective is to get you an interview
.
3. Consider hair shampoo There used only to be one or two on
supermarket shelves easy to choose Now there are whole aisles of
them, depending on the texture of your hair, the colour, the
thickness etc How do you choose? You will be drawn to the
presentation, its packaging, what are the Ingredients (apple, beer,
cucumber etc) and most of all, what can it do for you? A CV is no
different Subjective discussion about how a good CV should be
prepared but everyone will agree that it should be:- Well presented
Describe who you are What you have done Scale and scope of your
experience Your significant achievements Prospective employer needs
to be persuaded to read it, recognise what you have done and
determine whether your experience meets his requirement If it
doesnt, you have failed and will not get an interview.
4.
Presentation
Vital
Initial scans will last only seconds
Over 40% of CVs are tossed straight into the bin without more
than
a 7 second glance. (thecvclinic.com)
Messy or difficult to read, it will not be read
Neither too long or too short Two pages of A4
Recruiters scan looking for key words
e.g. if the recruiter is a major retailer looking for a DC
Manager,
look for words such as Tesco, Sainsbury, ASDA, Morrisons,
Boots
Use bullet points
Make it easy to attract the readers interest
White background
MS Word - standard typefaces such as Arial, 10 or 11
points.
Education, training unless relevant should be brief and at the
end of the CV
5.
Many applicants rely on covering letter
Unless employer has asked for one, they rarely get read
Majority of CVs are unsuitable for the positions applied
for
Many are not fit for purpose
Bespoke CV is most likely to be successful.
Dont rely on a generic CV if you are applying for a specific
vacancy
Many applicants do not refine their CV despite having specific
information
about the vacancy
If using a generic CV to a recruitment consultancy, make it
fully comprehensive.
Consultant can match you to other positions being handled
Ask a friend to look at your CV
You may be surprised at their reaction and after the
laughter
has died down, you will get an honest, unbiased critique
6.
Musts
Full contact details
Name & Address With post code
Telephone number Mobile Number (preferred)
email address ( essentia l) NB home email
Include a personal profile - a short sell
Neutral or in the first person
Do not write he did this, she did that or Tom achieved
Responsibilities & achievements - use active verbs and
positive language.
Include figures e.g. number of staff you managed, budget
size
Positive words:- implemented; achieved; saved
Grammatical errors Always use Spell-check!
Start with current employment and list in descending order
Dates and employment should be clear and consistent
All content is relevant
Honest and factual
Up to date
7.
Musts
Describe
Your Job Title and what this means
Employers industry sector, nature of the business -
consider hyperlinks to web sites
Scale of the operation, such as turnover, number of employees
etc.
The scale and scope of your roles
What you have done
For example
CAREER
1995- 2007
T Jones Ltd
Warehouse Manager
M anaged Warehouse Operations
What does that tell the recruiter about you?
8. Must Nots X Do not apply for inappropriate positions If the
same name keeps cropping up time and time again a Recruitment
Consultant will ignore the application X Do not leave any area for
doubt, such as time gaps X Do not include referees X Do not use
abbreviations or jargon X Do not date the CV X Do not mention
salaries X Do not put irrelevant personal details first X Do not
list education first X Do not list irrelevant education e.g. if you
have a degree Upton School, 6 CSE 15 years ago?? X Do not lie X Do
not state reason for leaving X Do not use fancy colours or flashing
symbols X Do not have silly rhymes on your answerphone X Do not
include photographs unless requested to do so X Do not use a
humorous email
9.
Summary
A CV is a marketing tool
It is a presentation package
It is a Selling tool
Its purpose is to get you an interview
Be confident and positive about your abilities
Shout about your achievements
If you dont have a plan, you wont
arrive at your destination
Does your CV grab the readers attention ?
Will it get you an interview?
What does a good CV look like?
10. John Smith 15 The Coppice Maidwell NN10 7DG Phone: (01858
465957) 378722Mobile: 07766 66173PROFESSIONAL MEMBERSHIP The
Institute of Management The Institute for Supervision and
Management The Institute of Export PERSONAL ACHIEVEMENTS Managing a
training programme that has won a national training award in 2005.
Chairman of the South Midlands & North Oxfordshire Branch of
The Institute of Export from 1996 to 1998. Vice-Chairman of the
South Midlands & North Oxfordshire Branch of The Institute of
Export from 1995 to 1996. Hon. Branch Secretary of the South
Midlands & North Oxfordshire Branch of The Institute of Export
from 1992 to 1995. Winner of the national Special Event prize in
1993 sponsored by Maersk Line. QUALIFICATIONS I have been involved
negotiating contracts with national companies, managing Warehouse,
stock control and administration staff. Managing very successful
training programmes that have won a national training award, plus
account management and tender management. I managed International
trade, sales, marketing and stock management. I.P.R. and excise
suspended goods. Domestic and international freight management.
Management of purchasing consumable products. C.F.S.P. and
deferment account management. International Shipping and
Importation document for hazardous and non hazardous goods, Letters
of Credit, Bills of Exchange, A.A.Ds, W8s and preference documents.
Exhibition design and management for both The U.K. and overseas.
International sales and agency management. First line I.T. support.
Budget control, recruitment, training and retention of staff. I
have over quarter of century of experience within the import and
export field, I have moved whole factories contents from the U.K.
to Eire, Personel effects from the U.K to Austalia and the U.S.A.
Boat engines from U.S.A. to Italy. I have on when asked, assisted
U.K. Customs & Excise help train a number of the staff in
matter concerning excise movement and I given expert evdience to
stop fraud. EDUCATION 1998 Institute of Management Diploma. Passed
with Distinction and Merit 1997 Dangerous Goods Certificate -
C.A.A. Approved 98% pass mark. 1996 Institute of Supervision and
Management Diploma. Pass with Merit 1982 English Literature and
Language O Level. 1978 Certificate in Business Studies. Passed with
Merit 1977 English Language O level. 1976 Commerce O level. 1976
Geography O level. 1976 Mathematics O level. EMPLOYMENT Sept 2006
to Present LJ Construction Tender management and contract
specification control. 2006 to Sept 2006 Account Manager - Baseline
Consulting. Managing accounts promoting Management and I.T.
Training. 2004-Dec Training Services Manager, Nortec Training
Limited 2005 Managing all training staff employed and
sub-contracted, providing assessment and training for candidates
all over England; managing 29 sub-contracted L.G.V. D.S.A. approved
training schools and one national motoring school; controlling
training budgets allocated by commercial sales, European Social
fund, Learning Skills council and Job Centre Plus contracts for
government funded programmes. 1998- 2004 Exel Europe Limited
Promoted to Bond, Stock and Administration Manager, Managing the
Customs and Excise Bond in Banbury, relating to control, holding
and movement of customs and excise suspended goods. Managing
client, site, customer and C&E relationships on a face to face
basis. Managing a 260,000 sq. foot warehousing complex. Management
of all staff in the Operational, Bond and stock control
administration departments. Bond and Administration Manager.
Managing the Customs and Excise Bond in Banbury, Auditing the
Customs and Excise Bond in Worcester, setting up and staff
recruitment for Exels Excise Bond in Doncaster. Management of
Computer systems relating to control, holding and movement of
customs and excise suspended goods. Managing client, site, customer
and C&E relationships on a face to face basis. 1996-1998
Distribution Controller, Shipley Europe Limited Managing the Export
shipping and importation for the warehouse administration
departments in The United Kingdom, France and Germany, plus the
management of the consolidation of European warehouses in France
and Germany into on Euro hub in The Netherlands. 1988-1996 Export
Shipping Manager, Menvier (E.E.) Limited Managing three locations
Bristol. Banbury and Leeds, plus over a six year period working two
weeks of the year in Germany Importing and Exporting .
International sales and Agency management. Exhibition design and
management for the U.K. and overseas. 1988-1988 Export Shipping
Manager, Lesme Limited. Managing the Export shipping and warehouse
administration departments. 1984-1988 Export Controller, H.
Bronnley & Co. Ltd Controlling all international movements,
International sales and Agency management. Exhibition design for
the U.K. 1976-1984 Automotive Products PLC. Promoted to Export
Section Leader (1980 to 1984) Promoted to Export Liaison clerk
(1977 to 1980) Export Clerk (1976 to 1977).
11.
John Smith 9 Bucknalls Lane Watford WD25 9XX Tel: 01858 465957
Mobile: 07766 661730 email; [email protected]
PERSONAL PROFILE An experienced supply chain professional
working at Director level with a proven track record in
troubleshooting, strategic development, management of supply chain
operations and logistics processes, who is commercially focused,
with a range of balanced complementary skills and a flexible
approach to work. Good interpersonal skills enabling communication
across all levels
A lateral thinker with a structured and tenacious approach to
problem solving, objectives and responsibilities, with an appetite
for change and results delivery. KEY SKILLS Innovative with an
instinct for problem solving Change management specialist Expert in
start up, closure & outsourcing projects Proven negotiator Cost
reduction & efficiency programmes People management skills
CAREER SUMMARY 2004 - present Cantillon (UK) Ltd (Ma nufacturer of
Automotive Components) www.cantillon.co.uk
European Supply Chain Director
Responsible for Europe & India - Report jointly to the
Managing Director Europe & Vice President of Operations -
Formulate and implement the supply chain strategy for the multiple
European sites and the Indian operation - Develop synergistic
processes and procedures across Global and European sites -
Implement the personnel structure to meet current and future
business requirements - Develop a robust forecasting system to
support European/ Global requirements - Implement SAP through the
Purchasing, Planning and Distribution departments across all sites
simultaneously - Develop planning and scheduling routines to
enhance material and finished goods flow - Review the European
Distribution Centre, advising business opportunities for increasing
service to our customers Key Achievements include - Identified and
achieved savings in excess of 5m pa. - Restructured and developed
1.2bn turnover business achieving growth in profits of 20% p.a.
over 2 years to 400m
p.a. whilst improving customer service and retention levels.
1997 - 2004 Cumfy Footwear Ltd (Supplier of footwear to M&S)
www.cumfy.com Supply Chain Director - Responsible for the
management and strategic direction of the groups supply chain,
including group procurement,
reporting to Managing Director. Full Budget & P + L
responsibility - Responsibilities included Inbound and Outbound
logistics - freight, duty, contractor sourcing and negotiations
and
Warehousing and Transport operations. Key Achievements include
- Site closure (workforce 600+) - organisation of closure and
disposal of stock, raw materials, plant and machinery. -
Formulation of detailed contingency plans for all sites - Strategic
review of UK operations successfully completed
Achieved transfer of business to new premises of circa 200k sq
ft on schedule & budget
Achieved savings in excess of 1m pa
Saved 3% on annual operational budget of 1.8m
Introduced One Stop Call Centre, handling in excess of 500
calls per day - Development of support systems for new corporate
clothing operation with 350% growth
12.
1989 1997
The Big Red Lion Company (Food Wholesaler) www.BRL..co.uk
Head Of Supply Chain
Responsible for the strategic direction and management of UK
distribution (spend circa 30 million), multi site operation with 5
main sites, in excess of 1million square feet of warehousing, r
responsible for 360 staff in multiple sites, covering
administration, customer services, order management, supply chain
finance team, inventory control, planning, plus a major specialised
packaging unit.
Key Achievements include
Achieved and maintained high levels of customer service at
lowest sustainable cost. (OTIF 79% increased to
99.5%)
Integration of distribution operations, systems, and staff
following major acquisitions - significant savings in
excess of 0.5m achieved.
Management of major rail freight operation, maximising usage
and cost effectiveness.
Contract negotiations, implementation and management.
Initiatives with major retailers e.g. JS intermediates.
ITT preparation and evaluation.
Implementation of Bluetrack pallet control system
Achievement of substantial operational savings (Saved circa 5m
pa).
Project management, including Promix supply chain systems
implementation.
Leadership of award winning project teams.
Specification, project management and implementation of
distribution software
Design of new high bay Distribution Centre; project managed
warehouse move
Introduction of bar coding applications and data transmission
on vehicle fleet
Customer facing role. Established individual delivery systems
for key accounts
Reduction of despatch time from five days to next day
1987-1989 (Third Party Logistics) www.salvesen.com
Christian Salvesen
Distribution Centre General Manager
Managing a Sainsbury account with success measured in terms of
generating 1.5 million
additional revenue and improved service in accordance with
budgetary constraints
Co-ordinating a fleet of 125 tractor units and 200 trailers
with 150 permanent drivers and 50 agency staff
Developing and implementing driver and management development
programmes and reducing the number
of drivers required
QUALIFICATIONS & PROFESSIONAL MEMBERSHIPS
MSc in Logistics (Cranfield)
BSc in Logistics (2:1) Loughborough University
CPC
Chartered Institute of Purchasing and Supply CIPS
Charter Member Institute of Logistics and Transport CMILT
PERSONAL DETAILS
Excellent health
Enjoy sport (ski-ing, golf, tennis), cooking, travelling,
music
Mathematics graduate, keen to find a position as a Trainee
Accountant.
Numerate and meticulous, with experience of working for a firm
of Chartered Accountants and gaining a good understanding of what
is required in an Accountancy practice
Education & Qualifications
2005-2008
University of Leeds
BSc (Hons) 2.2 in Mathematics
Subjects studied: Business Studies, Computer Studies, Calculus,
Geometry & Topology and Catastrophe Theory
1998-2005
Hamilton High School.
GCE A Levels: Mathematics [A], Economics [B], Chemistry
[B].
GCSE: Maths [A*], English Language [A*], Chemistry [A*],
Economics [A*], Physics [B], Geography [B].
Work Experience
Summer 2008
Tesco Distribution Warehouse Colleague
Picking orders for despatch to Tesco stores
Summer 2007
Bray & Co (Accountants) Administrative Assistant
Assisted Senior Partner, completing audits on major
companies
Handled incoming telephone calls to the Senior Partner from
other companies and members of the public.
Organised and maintained Senior Partner's filing system.
Typed reports on an IBM Compatible PC using the WordPerfect
word-processor.
Devised a new filing system to maintain the files held by the
department.
Solved users PC problems including sorting out spreadsheets,
explaining how to use complex features in
word-processing packages
Summer 2006
Hamilton Community Centre Co-ordinator
Vacation job at a community centre for the elderly
Organised local advertising drive which increased the number of
elderly people coming to the centre by 20%.
Organised games for people attending in the afternoons.
Escorted some of the elderly people to and from the
centre.
IT Skills
IBM Compatible PCs running Microsoft Windows, MS-DOS,
WordPerfect, Word for Windows, Lotus 1-2-3 and Microsoft Visual
C.
Additional Information
Driving Licence: Full, clean.
Interests
At University, organised a charity quiz for RAG, which raised
5000.
Rugby Union, Badminton, cinema and theatre.
:
14.
What do you understand an Interim Manager is?
Hands on short term manager
Business problem solver
Consultant
One off Project Manager
Why are you interested in becoming an Interim Manager?
Short term until permanent employment or a career move
Would you make a good Interim Manager?
Being a good interim manager is not the same as being a good
corporate manager.
Think carefully before you decide
Can you cope with starting a new project every few months? Can
you survive financially during periods of no income?
Are you happy to live away from home when necessary?
Assignments may be too far from your home to be able to commute
daily
You will need good networking skills to secure
opportunities
How well do you interview?
Companies require Interims immediately and the appointment
process is quicker than the corporate process. You must be able to
sell yourself quickly and confidently.
Do you have the skills to quickly assess what's going on in a
totally new environment?
You need to be able to analyse quickly, develop solutions and
have the confidence to deliver solutions on time and within
budget.
Have you thought about?
Daily Rate - How much can you charge
Indemnity Insurance
Sole Trader Limited Company Cash Flow Bank Account
Annual Accounts Invoicing
HMRC National Insurance
IR 35 VAT
Is your CV up to scratch?
Start with a summary profile of yourself
Emphasise your specialist area and how many years of experience
you have had
Concentrate on what you have done well, which may not be what
you did in your previous or current
position
Summarise (in a paragraph) your successful outcomes
Focus on your main functional experience and what you have to
offer to clients (may not be the same as
your next step on the corporate career ladder)
Maximum four pages of A4
Interim Management Questions to ask yourself
15.
John Brown The Poplars, Spratton Northants, NN17 6XA
An Operations Director with International experience in
acquisition, integration, disposal and turnaround situations gained
in a variety of manufacturing businesses and having excellent
analytical, leadership and communication skills and effective in
both large blue-chip and venture capital backed environments.
Core Areas of Expertise
Asset/Business restructuring in UK, Europe, USA and Australia
from concept to implementation.
Project Management; formulating, scoping, implementing and
driving projects to achieve benefits on time.
Developing effective teams and achieving results through people
utilising accountability, objectives and KPIs.
Lean manufacturing programmes including benchmarking,
outsourcing and change management.
Working capital improvements.
Total Business Process optimisation.
General management of operations focused on customer service
and profit improvement.
2001
JB Associates Ltd Interim Management
Whatman Plc Project Director
UK owned 116m t/o leaders in separation technology
Appointed to implement Booz Alan Hamilton recommended
Operations reorganisation involving USA site closure.
Analysed Booz Alan Hamilton recommendations and modified into
practical format
Compiled practical implementation plan
Implementation curtailed by purchase of Whatman by GE
Healthcare
Trimite Group
UK privately owned 20m t/o Paint Manufacturer
Invited by The Business Development Group to participate in
turnaround of this underperforming business, leading the key
operational cost saving projects.
Restructured the business model; identifying 3 SBUs and
implemented a 12% staff reduction saving 700k.
Defined and implemented a streamlined distribution strategy
saving 500k/annum.
Business Process Mapping and controls (SOPs etc) implemented
saving 500k/annum in raw material wastage and
reduced stock levels by 500k with fundamental reorganisation of
the raw material warehouse.
300k of raw material savings made by supplier partnerships,
substitution, and reformulation.
Traded profitably after 6 months and acquired by new
owners.
HSSL Ltd
City funded 16m t/o Medical Products Assembly and Distribution
to retail
Invited by Considine Associates to lead the Supply Chain
consolidation project following a major acquisition.
Within 3 months improved on time by line delivery by 400% for
8000sku business & stock accuracy by 900%.
Defined and implemented processes and procedures necessary for
planned MPS/MRP system.
Implemented MRP scheduling/forecasting system.
Sericol Operations Consultant
US VC owned 120m t/o Printing Ink Manufacturer
Rapidly identified key problem areas and gained buy-in to major
restructuring/business plan.
Built and led cross functional task teams achieving inside 6
months 50% reduction in OTIF non-compliance;
identification and sale of 1.6m of slow moving stock and
further 1m from inventory/ERP alignment.
Bousfield Interim General Manager
UK VC owned 16m t/o chemicals manufacturer and distributor
Appointed to reverse declining market share and
profitability.
Restructured business with 20% headcount reduction and
introduced centralised planning.
Led successful cost saving initiatives improving production
yields and quality, reducing raw material costs by
empowering small task teams to think the unthinkable and
enabled the shareholders to raise further capital.
Pactiv Corporation Interim Operations Director
UK division 60m
Recruited to catalyse the development and implementation of a
growth business strategy for this 4 site, under achieving, polymer
conversion business supplying high volume thermoformed plastic
packaging materials for food industry.
Rationalised production including site closure (Wales) &
development of 2 northern sites (relocation of old &
purchase
of new machinery) achieving the targeted benefits (2m), within
the budgeted costs and timeframe.
Personally led sensitive discussions with Welsh Development
Agency, local MPs and unions.
Centralised the group logistics within time/cost framework
closing 4 warehouses and improving customer service.
Implemented the Lean Manufacturing Excellence Programme cutting
conversion costs by 30% to 470/te.
Led purchasing/development team saving 5% on 24m purchasing
spend; outsourcing sandwich packs to China.
Overall enabled company to increase market share and doubled
profitability to 5% ROS.
16.
EARLY CAREER
1988 2001
Burmah Castrol
Burmah Castrol Chemicals t/o 890m Group Operations Controller
1997-01
Promoted to lead implementation and project management of key
supply chain projects (i.e. business processes, purchasing,
inventory, manufacturing, warehousing and freight) including:
Developed, implemented and project managed the Foseco Foundry
Division, Pan European supply chain rationalisation
programme.
Relocated manufacturing from 2 satellite sites (France &
Germany) to streamlined main site (Germany).
Integrated an acquisition (SMC Bilbao) within 12m budget
achieving benefits of 5m.
Member of Foseco acquisitions committee.
Relocated key manufacturing facility for Fosroc UK producing
annual benefits of 1.5M
Coatings Division (subsidiary of Chemicals) t/o 120m Operations
Director 1994-97
Promoted to define, implement and project manage best practice
improvements across the Global Supply Chain.
Reorganised the European business to a customer-focused SBU
structure (3 SBUs) including acquisition integration.
Relocated the wax business - including plant - to Chorley
(acquisition site), built a new office block at Crayford (head
office) and a
new warehouse at Chorley with closure & sale (housing) of
the Bury site yielding 2mpa benefits.
Reviewed Australian Operations and personally led the transfer
of the manufacturing facility from Sydney to Melbourne, building
2
new warehouses and an office block; closing the head office in
Sydney
Defined the Business Strategy for USA division implementing
major rationalisation saving 1mpa.
Reorganised APP Division of Coatings in Holland producing
benefits of 0.25mpa.
Restructured the Cables Division utilising business process/key
problem area analysis producing savings of 0.5M.
Over 2 years delivered 50% improvement in ROS (6%-9%) reducing
manning levels by 30%.
Dussek Campbell (subsidiary of Coatings) Operations Director
1988-93
Recruited with responsibility for purchasing, production,
engineering services, inventory control, shipping, distribution,
Health and
Safety and Quality Assurance to rationalise and improve
effectiveness of this 4-site operation.
Coordinated and project managed the transfer of the Solignum
business, including the manufacturing facility, to a new site
at
Marlow on time and with zero customer loss.
Redeveloped the Erith site including plant relocation,
developing half the site for disposal, building and commissioning
of a new
light oil based plant and selling the wharf for 400K;
productivity was improved by 35%.
Achieved Accreditation of BS5750 (Part 1) for two main sites,
followed by the formulation and implementation of a Total
Quality
Programme and subsequently a Kaizen programme.
1986 1987
Ault & Wiborg Paints Operations Director
Recruited to direct production, purchasing, engineering and all
operational functions in order to improve market competitiveness
for this major automotive refinishes paint factory t/o 18m 145
staff.
Recommended and implemented resin plant closure with no
redundancies, saving 130K p.a.
Reduced raw material stocks and working capital by 200K,
selling back slow moving lines.
Transferred the business following sale to Berger (Hoescht)
including plant and stocks, closing 2 sites.
1982 1986
Croda Resins Operations Director
Recruited to manage production, Health & Safety, purchasing
and distribution and subsequently promoted to total responsibility
for the London site, reporting to the M.D. in Hull t/o 6m, 64
staff.
Implemented a six week production planning cycle, rationalised
and computerised stock, using MAAPICS on an IBM 38, overall
reducing stock levels by 25% and delivery complaints by
90%.
1979 1982
International Paint (Courtaulds) Manager, Resins
Production
Headhunted to manage resin production of 450 te/week at the
major London factory. 50 staff.
Negotiated with TGWU in a strongly unionised plant a
trouble-free labour cutback of 20%.
1969 1979
British Industrial Plastics (Turner & Newall)
Works Chemist 1976-79
Technical Officer Research & Development laboratories 1969-
76
2 patents on powder coatings
Qualifications: University of Loughborough Management School -
T&N condensed MBA 1976-77 University of Leicester BSc(hons)
Chemistry 1966-69
Courses : Total Quality Management University of Bradford
Management School;
Kaizen; Masaaki Imai London; Balanced Scorecard London
Many in house senior management courses at Burmah Castrol and
Courtaulds