Your Resume_ the All Time Classic Do's and Dont's
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1/29/2015 YourResume:TheAllTimeClassicDo'sAndDont's
https://www.linkedin.com/pulse/yourresumealltimeclassicdosdontsbernardmarr 1/36
TobiasReadCEOofSwiftWorldwideResources
What$48oilmeansfortheOil&Gasindustrysstaffandemployers
Jan22,2015 19,596 320 75
Onlysixmonthsago,engineerswereasvaluableastheoiltheyfound.
Towardstheendoflastyear,mostpunditswereforecastingpredictable$100oileventhemorepessimisticvoiceswereonlyanticipatingalowpointof$80.TheindustrysemploymentmarketremainedbuoyantandthesalariesandcontractpayratesofOil&Gasworkerscontinuedtorise.Havingspentyearsfightingto
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1/29/2015 YourResume:TheAllTimeClassicDo'sAndDont's
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buildtheirtalentpoolandgainacompetitiveedge,industryemployersdonotwanttogiveupsuchavaluableasset.Layoffsseemlikealogicalresponsetoamarketdownturn.Staffcosts,bothdirectandcontingent,areamajorcostburdenthesubstantialfocustheyrereceivingisunderstandableasprofitsaresqueezed.
Foremployees,ratereductionsarealwaysdifficulttoswallow.Thenaturalinclinationtojumpshipandlooktosustainincomewithachangeofemployerisequallyunderstandable.
Butwhetheryoureanemployeroremployee,thereareafewthingsyoushouldconsiderbeforeyoumakeplansoverthenextsixmonths:
Oursituationishighlyunpredictable.
Themarkethaschanged.Todaythepriceofoilstandsat$48,anditsverydifficulttoanticipatewhattomorrowwillbring.Eventherootcauseoflowoilpricesisunclear.
Therearetoomanymovingpiecesintheindustryforpoliticianstoseektocontrolthismarketindefinitely.SaudiArabia,whoseactionsarealwaysdifficulttoanticipatehasraisedproductionandhelpedcausethepricedrop.Theyarenowsufferingasbadlyasanybodyandlastweektheyannouncedpublicspendingcutsof18%.GiventheSaudiscouldsinglehandedlyreverseproduction,andlikelybebetteroffasaresult,thecauseofallthismaywellbegeopoliticalandtheridemaybeharderandlongerthanweexpect.
Whenchangecomes,itmaycomeveryquickly.
Theworldconsumes90millionbarrelsofoilperdayandproductionisat91million.Withsubstantialproductionprofitableatover$60,particularlyinthenewlydevelopedUSunconventionalonshorefields,weonlyneedamarginalcorrectioninthesupplysideoftheequationandpriceswillriseagain.Wejustcantbesurewhengivenmanyrecentinvestmentsarestillcomingonstream.
Themarketisworried.
Thereareextremepossibilities.Threemonthsago,smartmanagerswere
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1/29/2015 YourResume:TheAllTimeClassicDo'sAndDont's
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developingcontingencyplanstoaccommodatethedropto$80.Theseplanshavenowbeentornupandrewrittenmanytimes.GoldmanSachsonlylastweekprojectedafloorat$39.Bycomparison,theinflationadjustedlowof1999(just16yearsago)was$28,andtheinflationadjustedpricebetween1945and1973remainedataround$20.Giventhestructureofthemarkettoday,thesepricesseemfantasyhowever,businessleadersarenowlookingatcoveringallbases.
Upstream&Downstreammarketsareaffecteddifferently
Onshoreunconventionalinvestmentisfalling,andtheUSislosingsome60rigsperweek.Inthemidtermthiswillleadtoasofteningofdemandforpeople,andemploymentopportunitieswillfallunlessthereisarapidcorrectionto$60andmarketgainsconfidencethatthepricewillreturnto$80andbeyond.Bycontrast,thedownstreamandmidstreammarketsarenotaffected.Ifanythingtheyarecountercyclicalandcouldbenefit.However,thedecisionmakingprocessistoolongandtheskillsetsarenotsufficientlycompatibletoaccommodateanysubstantialdownswingintheupstreammarket.
CEOsmustfindwaystoreducecostwithoutundoingyearsofhardworkbuildingsustainableworkforces,orgettingcaughtshortshouldthemarketreturn.Itwouldbefoolhardytocutheadcounttooquicklywithapotentialreboundaroundthecorner.
Smartemployersarealsolookingtorapidlyconsolidatetheirsupplierbasetoremoveexpensive,noncompliantsuppliersandtoachievesubstantialcostreductions.Thereisfattobetrimmedintheirstaffingsupplychainandemployersshouldlookattheseoptionsbeforelookingtodownsizevaluablestaff.
Theworkforcewillhavetoacceptthatmarketrateswilldropthisyear.Whilethisisnotanexcitingprospect,weallunderstandthatthereareupsanddowns.Reductionsincontractratesandhiringfreezesoninternalstaffwouldhavebeenunthinkableonlysixmonthsago.Todaytheyareverymuchareality.
Rateswillinevitablyundergosomedownwardadjustmentatcertainpoints.Mycurrentrecommendationtoemployees,eithercontractordirect,istosittight.Bettertohaveajobthantowalkoutsidewithoutthecomfortofajacketattheverymomentastormhits.
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TobiasReadistheCEOofSwiftWorldwideResources,aworldleaderinOil&Gasstaffingwiththousandsofemployeesacrosstheglobalindustry.
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MartinLoveProcessConsultantCostreductionandproductionoptimisationtakealmostasmanybifnotmoreengineersasweconcentrateonrevampovergreenfield.Howeverifwedon'tcontinuallyreplacereservesandkeeptheproductionpipelinefullwewillsoonbeat$200+oilanddrivenbackintorecessionbyprices
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PaulPetroneCommunicationsDirectoratVoiceGlance
WhyAllowingTelecommutingIs(AndIsnt)AGoodIdea
Jan28,2015 416,203 878 481
InFebruaryof2013,YahooCEOMarissaMayermadeheadlinesacrosstheworldmostofthemnegativeaftershedecreedthatemployeesatthefledglingtechcompanycouldnolongerworkfromhome.
Studiesshowpeoplewhoworkfromhomearemoreefficient,havelessconflictwithcolleagues,arehappierandtheysavethecompanymoneyonoverheadcosts.SowasMayersmoveanepicfail?
Notnecessarily.Therearealotofcompellingreasonstoletemployeesworkfromhomeanditshoulddefinitelybeofferedtoallemployees,atleastonapartialbasis.
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Butthereisarealnegative,aswell:workingfromhomecanstiflethesynergythatcomesfromhavingabunchofsmartpeopleinthesameplacetogether,whichinturncanhurtinnovation.Andthatisreasonenoughtonotallowemployeestoworkfromhome,atleastallthetime.
TheProsofTelecommuting
Fromabusinessperspective,therearealotofprosinallowingyourworkerstotelecommute.Firstandforemost,aflexibleworkplaceisagreatwaytobothattractandretaintoptalent.
ArecentsurveybytheSocietyforHumanResourceManagement(SHRM)discoveredthatfouroutoffiveemployeescraveflexibility,whichincludestheabilitytoworkfromhome.Othersurveyshavefoundthatpeoplewillworkforlessorarelesswillingtoleaveforajobthatoffersmoreiftheyareabletoworkfromhome.
Workingfromhomecanalsomakeemployeesmoreefficient,particularlyiftheyareinmoreprocessdrivenjobslikecallcenterrepsorevenaccounting.Onecompany,Ctrip,alloweditscallcenteremployeestoworkfromhomeaveryprocessdrivenjobandfoundtheworkerswereactuallymoreproductiveandwerehappier.
Theproductivityincrease,wethink,wasduetohavingaquieterenvironment,whichmakesiteasiertoprocesscalls,NicholasBloom,aStamfordeconomicsprofessorwhooversawtheCtripexperiment,toldtheHarvardBusinessReview.Officesareactuallyincrediblydistractingplaces.
Someotherbenefitsofallowingyourworkerstoworkfromhome:lesscommuting,whichmeanslesspollutionloweroverheadcostsandstudiesshowlessconflictbetweenemployees.Seemslikeanobrainerthan,right?
Well,toquoteLeeCorso,notsofast.
TheConsofAllowingTelecommuting
SowhydidMayerbantelecommuting?Hereisherreason,inamemosentouttoallYahooemployeesexplainingthedecision:
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1/29/2015 YourResume:TheAllTimeClassicDo'sAndDont's
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Tobecometheabsolutebestplacetowork,communicationandcollaborationwillbeimportant,soweneedtobeworkingsidebyside.Thatiswhyitiscriticalthatweareallpresentinouroffices.Someofthebestdecisionsandinsightscomefromhallwayandcafeteriadiscussions,meetingnewpeople,andimpromptuteammeetings.Speedandqualityareoftensacrificedwhenweworkfromhome.WeneedtobeoneYahoo!,andthatstartswithphysicallybeingtogether.
Thatargumentholdswater.Yes,studieshavefoundthatemployees,particularlyemployeesinprocessdrivenjobs,aremoreefficientwhenworkingfromhome.Butemployeesaregenerallymoreinnovativewhentheyworktogether.
Andinnovationiswherethebigmoneyis.ThinkoftheROIofbeingabletoprocesspayrollfasterversuscreatingtheiPhone,asanexample
Forevidence,looknofurtherthanthreeoftheworldsmostinnovativeandvaluablecompanies,Google,AppleandFacebook,whoallencouragetheiremployeestoworkintheoffice,asopposedtoathome.Thereason,accordingtoGoogleCFOPatrickPichette:
Thesurprisingquestionwegetis:howmanypeopletelecommuteatGoogle?Andouransweris:AsfewaspossibleThereissomethingmagicalaboutsharingmeals.Thereissomethingmagicalaboutspendingthetimetogether,aboutnoodlingonideas,aboutaskingatthe[office]Whatdoyouthinkofthis?Theseare[the]magicalmomentsthatwethinkatGoogleareimmenselyimportantinthedevelopmentofyourcompany,ofyourownpersonaldevelopmentand[of]buildingmuchstrongercommunities.
SoWhatShouldYouDo?
Soshouldyouletyouremployeesworkfromhomeornot?Well,withprocessdrivenjobswithclearmeasurablessuchascallcenteremployeestheanswerisprobablyyes,asitleadstohappier,moreefficientworkersandloweroverhead.
Buthowaboutforeveryoneelse?Howaboutforyourstandardjob,sayinmarketing,salesorengineering?
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Theanswerisalittleofboth.Allowingemployeestoworkfromhomecanmakethemmoreefficientandallowsyoutoattracttoptalent.Thatsaid,itisalsocriticaltogetallthattalenttogetherinthesameplace,toallowforthattalenttosynergizeandperfectgreatideas.
Afterall,theROIongainingefficienciesisdwarfedbytheROIonmoreinnovation.Butitshardtogetthegreattalentneededtobrainstormthosegreatideaswithoutofferingaflexibleworkingenvironment.
Theidealsolution?Threedaysintheoffice,twodaysathome.Obviously,thatcanvarygreatlydependingonthejobandtheemployee,butitsagoodruleofthumbtoliveby.
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VoiceGlanceisacloudbasedhiringtoolusedbyforwardthinkingcompaniestohiresmarter,insteadofharder.Learnmorehere.
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BernardMarrBestSellingAuthor,KeynoteSpeakerand
LeadingBusinessDataExpert
YourResume:TheAllTimeClassicDo'sAndDont's
JulieDuchinDirectorofNationalSales,MidAtlantic&Southeast,DistinctiveDestinations.EndlessPossibilitiesIhavebeenworkingfromahomeofficeformorethan8years,andfindthatIworkharder,longerandammorefocused..
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IrecentlycompiledalistoftheclassicdosanddontsforinterviewingandthoughtImightdothesameforpreparingyourCVorresume.
Therecanbeconflictingadvicewhenitcomestopreparingyourresumesomepeoplesuggestgettingcreativewithpaper,fontsandformattingtostandout(myexperiencetellsmerecruitersdontlikethatmuch),whileothersstressmakingsureyourresumehaskeywordsthataremachinescannable(notasimportantashumanreadability).
SoherearetheclassicrulesforpreparingyourresumeorCV.
Do:
Reviewprofessionallywrittenresumesamplestofamiliarizeyourselfwithwhatastrongresumelookslikeandcontains.
Makesureyourresumeisaseasytoreadaspossible,usingbullets,afontsizethatscomfortabletoread,andsoon.
Customizeyourresumebasedonthepositionforwhichyouareapplying.
Includeacareerobjectivethatisfocusedonwhatyoucandofortheemployernotwhatyouhopetogainfromtheposition.
Listyourpastpositionsinreversechronologicalorder.
Includeforeachjob:title/position,nameofemployer,city/stateofemployer,datesofemployment.
Includemeasurableresultsyouachievedateachjobpositionratherthanlistingjobduties.
Leadwithactionwordsinsteadofpassivewords.Avoidthewordwork.
Includepublications,patents,presentations,honors,relevantvolunteerexperiences,andprofessionallicensesorcertifications,especiallyiftheypertaintotheposition.
Emphasizetransferableskills,especiallywhenchangingindustries.
Providerelevantcontactinformationincludingonephonenumber,emailaddress,website,andcityandstate.
Proofreadmeticulously.
Considerincludingasummaryofqualificationsorprofileatthetopof
WhyAllowingTelecommutingIs(AndIsnt)AGoodIdeaPaulPetrone
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yourresumetoprovideaclearfocus.
Bealittlecreativewithyourresumeformattohelpyoustandout,especiallyifapplyingforacreativefield(blueinkoncreampaper,forexample).
Testhowyourresumewilllookwhenemailedorsubmittedonline,aswellasprinted.
Dont:
PutthewordRESUMEorCVatthetop.
Copyanypartofaresumesamplepostedonlinewordforword.
Worrytoomuchabouttheoldonepageresumerule,especiallyifyouhavealotofexperienceorareusingmoreofaCVformat.Butmakesurethatthefirstpagecanstandaloneifthepagesgetseparated.
Lie.
Providepersonaldatalikemaritalstatus,dateofbirth,height,weight,etc.
Repeatthesameactionwordoverandoveragain.Finddifferentwaystosaythesamething.
Listyourjobduties.(focusonaccomplishments.)
Gointodetailonhowyouachievedresultsateachjob.Savethatfortheinterview.
Usealotofacronymsorjargon,especiallyifyourechangingfields.
Dontabbreviatewordsthatarentnormallyabbreviated,eventosavespace.
Emphasizeexperiencemorethan15yearsold.
Bothertolisthighschoolorsecondaryschoolifyouhavecollegeoruniversityexperience.
Listafunnyorcrudeemailaddressgetanewoneforbusinessuseifnecessary.
Listreferencesonyourresumehavethemonaseparatedocument,andonlyprovidethemwhenrequested.
Includehobbiesorskillsthathavenothingtodowiththeposition.
Sacrificeclarityorreadabilityforcreativitywhenitcomestoformat.
Printoncoloredpaper.
Usegraphics.
LizRyan
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Ihopethesetipsareuseful?Whattipswouldyouincludeonthislist?Idlovetohearyouradditionsinthecommentsbelow.
Ireallyappreciatethatyouarereadingmypost.Here,atLinkedIn,Iregularlywriteaboutmanagementandtechnologyissuesandtrends.Ifyouwouldliketoreadmyregularpoststhenpleaseclick'Follow'(atthetopofthepage)andfeelfreetoalsoconnectviaTwitter,FacebookandTheAdvancedPerformanceInstitute.
HerearesomeotherrecentpostsIhavewritten:
CareerChoicesYouWillRegretIn20Years
JobInterview:TheAllTimeClassicDo'sandDon'ts
JobInterview:WhyOnly3QuestionsReallyMatter
TheToughestInterviewQuestionOfAll...AndHowToAnswerIt
JobInterviewQuestionsYouShouldNotAnswer(OrAsk)
5SadTruthsAboutSuccessAndHappiness
The15BiggestBodyLanguageMistakesToWatchOutFor
JobInterview:The5QuestionsYOUMustAsk
The25KPIsEveryManagerNeedstoKnow
BernardMarrisabestsellingbusinessauthorandisgloballyrecognizedasanexpertinstrategy,performancemanagement,analytics,KPIsandbigdata.Hislatestbookis'BigDataUsingSmartBigData,AnalyticsandMetricsToMakeBetterDecisionsandImprovePerformance'.
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JohnCabreraITQualityAssuranceAnalystPleasedon'tuseAOLasanemailaddress.
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JamesCitrinLeader,CEOPracticeatSpencerStuartand
Author,TheCareerPlaybook
MarissaMayers2YearsatYahooandHowConfidentialCEO
SearchesAreDoneJan28,2015 133,922 275 92
Inthespringof2012,ashasbeenpubliclyreported,aSpencerStuartteamandIworkedwiththeBoardofYahoo!torecruitMarissaMayerasCEO.Muchhasbeenwrittenabouther(4.4millionGoogleresponsesfor"MarissaMayerYahooCEO")andhowshe'sperformedsinceherappointmentwasannouncedonJuly16,2012.Itisnotappropriateforanyprofessionaladvisertowriteapublicreportcardontheperformanceofoneoftheirclients.Andcertainlynoexecutiverecruiterworththeirsaltshouldevercommentpubliclyontheperformanceoftheirplacements.
However,consideringNicholasCarlson'sexpansiveNewYorkTimesMagazine
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ArticleandaftergivingMarissaaheadsupthatIwoulddoso,ImadeafewspecificcommentsforLinkedInaboutoneimportantpoint.Thatsheisexecutingtheplanthatshelaidoutwithclaritybackinthesummerof2012.MarissasaidatthetimethatturningaroundYahoo!wouldbeatwotofouryearprocessandthatherapproachwouldbetofundamentallyfixtheproduct,whichwouldrequirehiringgreatengineers,productpeople,andothertalent.Andonlywhentheproductwasfixedcouldtheaudiencestartgrowingagain,whichiswhatwasrequiredtodriverevenue.Sheandtheteamhavebeenfollowingthatplaybooktotheletter,throwingin20acquisitions,andmonetizingthespectacularinvestmentinAlibabaalongtheway.
NewCEOappointmentsaretypicallybignewsinbusiness.Thereareinfluentialjournalistsandinvestorswhowatchforexecutivechanges,especiallyattheCEOlevel,withhawkeyes.Buthowcanaboardofdirectorsgothroughasecretprocessofidentifying,cultivating,assessing,andhiringanewchiefexecutive?Andwhataretheconsequenceswhentheycan'tpullitoff?
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IndoingaCEOsearchaboardcanandshouldhaveaverytight,confidentialprocessthatstartswithestablishingaprojectnameandsharedcommitmentamongtheboardandoutsideadviserstokeepthingsstrictlyunderwraps.Aspecisdevelopedbyinterviewingmembersoftheboard,reviewingstrategicplans,anddeterminingwhattheforwardlookingleadershiprequirementsaretoachievethestrategy.Atargetedlistofprospectivecandidateswhomeetthecriteriaisidentified,reviewed,andprioritizedbytheboardandashortlistisagreedonforoutreach.Theneitherboardmembersoranexecutivesearchfirmreachesouttothehighprioritycandidatesandinvitesthemintotheprocess.Extensiveinterviewing,assessment,andreferencingisconductedandwhenthereisacandidateofchoiceselected,negotiationsandtransitionplanningensue.Whenallgoessmoothly,theboardhasarobustslateofcandidates,eachrepresentingdifferenttradeoffs,anddecidestoputitsconfidencebehindthechosencandidate.Alltheothercandidatesgobacktotheirdayjobsandhopefullyfeelwelltreatedandcommunicatedwithintheprocess.
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Severalhighprofilecompaniesintechnologyandothersectorshavetriedtofollowthispathbutforonereasonoranotherwerenotsuccessful.Candidateidentitieswererevealedinthemedia.Rumorsspreadinsideofthecompaniesleadingtomoraleissuesandfactions.Forthecandidateswhosenameswereleakeditwasevenworseforcingthemtospeaktotheirbossesorboardsanddeclaretheirloyalties.Breakdownsinaprocesscanbebadfortheindividualsandtheircareers,justastheyarebadforahiringcompany.Itisevenbadforthecandidateswhostaythroughtotheendnoonewantstobeasecondchoice.
SoifyouareinvolvedinaCEOsearchinanywayitisinyourandeveryone'sinteresttoensureconfidentiality.
JamesCitrinsupcomingnewbook,TheCareerPlaybook:EssentialAdviceforTodaysAspiringYoungProfessionalisoutonApril21,2015
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