Department of
Labor
Employment
Workshop(DOLEW)

Participant Guide

January 2021 Edition
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DOL Employment Workshop

Participant Guide

Contents
Getting Started .......................................................................................................................... 7
1.1

Objectives...................................................................................................................................... 7

1.2

Course Overview ........................................................................................................................... 8

1.3

Prerequisites ............................................................................................................................... 10

1.4

High-Quality Civilian Career ........................................................................................................ 10

1.5

Four Principles of Getting a Job .................................................................................................. 11

1.6

Career Transition Timeline .......................................................................................................... 12
Identifying Your Career Goals ................................................................................................. 14

2.1

Creating SMART Goals ................................................................................................................ 14

2.2

SMART Goal Examples ................................................................................................................ 15

2.3

Activity: Create Your SMART Goal .............................................................................................. 16
Surveying the Job Market ....................................................................................................... 18

3.1

How Hiring Occurs....................................................................................................................... 18

3.2

Advertised Vacant Positions ....................................................................................................... 19

3.3

Talent Hires ................................................................................................................................. 19

3.4

Unadvertised Employment Opportunities .................................................................................. 20

3.5

Additional Options ...................................................................................................................... 20
Identifying Your Skills .............................................................................................................. 24

4.1

Inventory Your Skills.................................................................................................................... 24

4.2

Activity: Create a Skills Inventory................................................................................................ 24

4.3

Transferable Skills ....................................................................................................................... 26

4.4

Activity: Identify Skills Employers Are Seeking ........................................................................... 27

4.5

The STAR Method ....................................................................................................................... 29

4.6

Putting STAR into Practice .......................................................................................................... 29

4.7

STAR Statements for Interviews and Networking....................................................................... 30

4.8

Activity: Use the STAR Method to Create a Skill Statement ....................................................... 31

4.9

Translating Military Terminology into Civilian Terms ................................................................. 33

4.10

Developing Skills ......................................................................................................................... 35
Developing Your Personal Brand ............................................................................................ 37

5.1

What is Personal Branding? ........................................................................................................ 37

5.2

Creating a Strong Online Presence ............................................................................................. 37

5.3

Activity: Check Your Online Presence ......................................................................................... 38
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Participant Guide

Using Social Media to Leverage Your Online Presence............................................................... 39

5.4.1

LinkedIn (www.linkedin.com) ............................................................................................. 39

5.4.2

Facebook (www.facebook.com) ......................................................................................... 40

5.4.3

Twitter (www.twitter.com) ................................................................................................. 40

5.5

Professional Introduction............................................................................................................ 41

5.6

Activity: Draft Your Professional Introduction Statement .......................................................... 42

5.7

Resumes ...................................................................................................................................... 44

5.8

Activity: Job Posting Cheat Sheet................................................................................................ 46

5.9

Building Your Resume Section by Section................................................................................... 48

5.9.1

Section 1: Contact Information ........................................................................................... 48

5.9.2

Activity: Create Your Contact Information.......................................................................... 48

5.9.3

Section 2: Career/Job Objective Statement (Optional) ...................................................... 49

5.9.4

Activity: Create Your Objective Statement ......................................................................... 50

5.9.5

Section 3: Summary of Qualifications ................................................................................. 50

5.9.6

Activity: Create Your Summary of Qualifications................................................................ 51

5.9.7

Section 4: Experience/Achievements ................................................................................. 51

5.9.8

Activity: Create Your Achievement Statements.................................................................. 59

5.9.9

Section 5: Education &Training ........................................................................................... 60

5.9.10

Activity: Create Your Education & Training......................................................................... 61

5.9.11

Section 6: Other Additions .................................................................................................. 61

5.10

Cover Letters ............................................................................................................................... 62
Building Your Personal Brand.................................................................................................. 65

6.1

Networking.................................................................................................................................. 65

6.2

Expanding Your Network ............................................................................................................ 66

6.2.1

Ask for Referrals from your Current Network .................................................................... 66

6.2.2

Volunteering ....................................................................................................................... 66

6.2.3

Join Professional or Trade Organizations............................................................................ 67

6.2.4

Attend Networking Events .................................................................................................. 67

6.2.5

Attend Job Fairs................................................................................................................... 68

6.2.6

Contact your Local American Job Center (AJC) ................................................................... 70

6.2.7

Contact Your Schools .......................................................................................................... 70

6.2.8

Contact Former Co-Workers, Supervisors, and Businesses ................................................ 71

6.2.9

Use Social and Professional Networking Sites .................................................................... 71

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6.2.10Conduct Informational Interviews ...................................................................................... 71

6.2.11

Find a Mentor...................................................................................................................... 73

6.2.12

Expand Your Network Online Using LinkedIn ..................................................................... 74

6.3

Activity: Join Groups on LinkedIn ................................................................................................ 75
Activating Your Brand ............................................................................................................. 80

7.1

Application .................................................................................................................................. 80

7.2

How to Get Your Application to Pass the Applicant Tracking System (ATS) ............................... 81

7.3

Identifying and Preparing Your Professional References ........................................................... 81

7.4

Getting Permission to Use Someone as a Reference .................................................................. 82

7.5

Activity: Brainstorm Your References ......................................................................................... 83
Exploring Federal Hiring .......................................................................................................... 86

8.1

Federal Civil Service .................................................................................................................... 86

8.2

Veterans’ Preference .................................................................................................................. 87

8.3

Special Hiring Authorities for Veterans....................................................................................... 87

8.4

Finding Federal Jobs .................................................................................................................... 89

8.5

Understanding the Job Announcement ...................................................................................... 89

8.6

Activity: Find a Job through USAJOBS Account ........................................................................... 90

8.7

The Differences Between Federal Resumes and Standard Resumes ......................................... 90

8.8

USAJOBS Resume Builder............................................................................................................ 91
Preparing for an Interview ...................................................................................................... 93

9.1

Types of Interviews ..................................................................................................................... 93

9.1.1

Phone Screening or Phone Interview: ................................................................................ 93

9.1.2

Face-to-Face/One-on-One Interview .................................................................................. 93

9.1.3

Panel or Committee Interview ............................................................................................ 94

9.1.4

Video (Skype)/Teleconference Interview............................................................................ 94

9.1.5

Meal Interview .................................................................................................................... 94

9.1.6

Group Interview .................................................................................................................. 95

9.2

Interview Stages .......................................................................................................................... 95

9.3

Dressing for Success During an Interview ................................................................................... 98

9.4

Common Interview Questions .................................................................................................. 101

9.4.1

Traditional Interview Questions........................................................................................ 101

9.4.2

Behavioral Interview Questions ........................................................................................ 103

9.4.3

Hypothetical or Situational Interview Questions .............................................................. 104

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Activity: Practice Answering Questions .................................................................................... 105

9.5.1

Additional Common Questions for Management/Leaders............................................... 110

9.5.2

How to Answer Salary Expectations Questions ................................................................ 111

9.6

Activity: Mock Interview Practice ............................................................................................. 113

9.7

Following Up After the Interview.............................................................................................. 114

9.8

Evaluating the Interview – Continuous Improvement .............................................................. 115
Receiving and Deciding on a Job Offer.............................................................................. 117

10.1

Receiving a Job Offer - Know the Terms ................................................................................... 117

10.2

Evaluating Job Offers ................................................................................................................ 118

10.3

Negotiation Dos and Don’ts ...................................................................................................... 121

10.4

How to Negotiate ...................................................................................................................... 122

10.5

Activity: Case Study ................................................................................................................... 123

10.6

Accepting the Offer ................................................................................................................... 125

10.7

Requesting a Delay of the Decision .......................................................................................... 126

10.8

Rejecting the Offer .................................................................................................................... 126
Summing It Up................................................................................................................... 128

11.1

Activity: Initiate the Plan ........................................................................................................... 128

11.2

Thank You.................................................................................................................................. 130
Appendix ........................................................................................................................... 132

12.1

Additional Resources ................................................................................................................ 132

12.2

Michael Cook’s Transition Documents ..................................................................................... 133

12.3

Job Postings and Resumes ........................................................................................................ 144

12.4

Sample Resumes ....................................................................................................................... 151

12.4.1Chronological Resume ...................................................................................................... 151

12.4.2

Combination Resume ........................................................................................................ 157

12.4.3

Senior Executive Resume .................................................................................................. 158

12.4.4Federal Job Announcement .............................................................................................. 160

12.4.5Federal Resume................................................................................................................. 168

12.4.6Curriculum Vitae ............................................................................................................... 173

12.5

Website Guide........................................................................................................................... 176

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DOL Employment Workshop

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1
Getting Started

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Getting Started
Thank you for your service, and congratulations on embarking on the next phase of your career!
Welcome to the Department of Labor Employment Workshop (DOLEW). This two-day workshop isprovided by the Department of Labor (DOL) for Service Members and is designed to help you further
launch your civilian career.

1.1

Objectives

Upon completion of this training, you will have learned how to
•
•
•
•
•

•
•
•
•
•
•
•
•
•

Identify and develop effective career goals.
Market yourself effectively to a future employer.
Identify the three different methods of howhiring occurs.
Connect your skills and abilities with the needs ofan employer.
Use the STAR method to write achievement
statements and understand how to use themthroughout the job search process.
Create a professional introduction.
Identify strategies to manage your online
presence.
Recognize the steps to set up an informational interview.
Create a draft targeted resume.
Strategize how to expand your network.
Demonstrate appropriate verbal and non-verbal communication skills/techniques for
an interview.
State the difference between federal resumes and standard resumes.
Identify the relevant factors in evaluating a job offer.
Identify the basic do’s and don’ts in negotiating.

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1.2

Participant Guide

Course Overview

The table below shows a breakdown of each stage, including the focus, topics, and activities that we will
cover in each lesson.
Focus

Topics & Activities

1. Getting Started

•
•
•
•
•
•

Objectives
Course overview
Prerequisites
High-quality civilian career
Four principles of getting a job
Career transition timeline

2. Identifying your career goals•

Creating SMART Goals

3. Surveying the job market••

How hiring occurs
Additional options

4. Identifying your skills

•
•
•
•

Inventory your skills
Use the STAR method to create your skill statements
Translate military terminology into civilian terms
Develop skills

5. Developing your personal brand

•
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•
•
•
•

Professional introduction
Create a strong online presenceUse social media to leverage your online presence
Resumes
Build your resume section by section
Cover letters

6. Building your personal brand••Network
Expand your network

7. Activating your brand••Applications
Identify and prepare your professional references

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Focus
8. Exploring federal hiring

Topics & Activities•

Federal civil service
Veterans’ preference
Find federal jobs
The differences between federal resumes and standard
resumes
USAJOBS resume builder

9. Preparing for interviews

•
•
•
•
•

Types of interviews
Interview stages
Dress for success during an interview
Common interview questions
Follow up after an Interview

10. Receiving a job offer•

Evaluate a job offer

11. Negotiating for what you want••

Negotiation do’s and don’ts
How to negotiate

12. Communicating your decision•••Accept the offer
Request a delay of the decision
Reject the offer

13. Summing it up••

Activity: Initiate the plan
Thank you

•
•
•
•

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1.3

Participant Guide

Prerequisites

The Transition Assistance Program (TAP) curriculum
is an outcome-based, modular curriculum withstandardized learning objectives. It transforms theway the military prepares Service Members who aretransitioning to civilian life to pursue their postservice career goals.
The TAP curriculum includes a core curriculum andindividually chosen modules on employment,
education, career credentialing and apprenticeshiptraining, and entrepreneurship. The curriculum is designed to build skills that help Service Members
transition and be able to meet mandatory Career Readiness Standards (CRS), regardless of their branchof service.
Many of the documents you have completed during the DoD Transition Day (Managing Your Transition,
Military Occupational Code [MOC] Crosswalk, and Financial Planning for Transition) will assist you during
the DOLEW.
Bring the following items to class each day:
•
•
•
•
•

Verification of Military Experience and Training (VMET)Performance evaluations (to help you develop STAR statements)
Military and college transcripts
MOC Crosswalk Gap Analysis
Laptop or notebook (if allowed)

If, due to various factors including scheduling, you have not attended the TAP core curriculum (including
Managing Your Transition, MOC Crosswalk, Financial Planning for Transition, Veteran Affairs [VA]
Benefits and Services and DOL Employment Fundamentals of Career Transition), you should speak with aTransition Counselor as soon as possible to be scheduled for these modules.

1.4

High-Quality Civilian Career

The purpose of the DOL’s curriculum is to assist Service Members with their transition into a high-quality
civilian career. A high-quality civilian career provides meaningful work and allows one to utilize theirknowledge, skills, and abilities in an occupation that supports their values while earning a substantive
wage. An investment in higher education or a training program can help to secure a high-quality civilian
career. Generally, the employment rate and earning potential are greater for those with higher levels of
educational attainment. According to the DOL’s Bureau of Labor Statistics, individuals with an associatedegree, on average, earn 18% more than their counterparts with high school diplomas. Likewise, anindividual with a bachelor’s degree, on average, earns 64% more. Individuals who complete a
Registered Apprenticeship Program, on average, earn 84% more than those with only a high school
diploma.

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1.5

Participant Guide

Four Principles of Getting a Job

The DOLEW is designed to assist you as you continue your transition from military to civilian life. The
workshop will help you to further develop your resume, conduct more in-depth career research, prepare
for networking and interviewing events, and ultimately secure meaningful employment. The course isorganized around four basic principles of getting a job:
1. Think Like an Employer. You must think like employers and understand the factorsthat make them and their organizations successful. By taking the time to think like anemployer, you will have an edge over your job search competition.

2. Identify Your Skills. You will need to identify which of your skills can contribute to thesuccess of both the business you are targeting and the individual hiring decision
makers.
3. Develop and Deliver Self-Marketing Messages. You will need to develop and deliver
effective, targeted, self-marketing messages that will convince civilian hiring decision
makers that they should hire you.
4. Discover, Research, and Connect. You will need to discover, research, and connect
with networking contacts and employment opportunities that are a good match foryour skills and interests.

If you carefully apply each principle, you will be poised for success during your transition and throughout
your job search.

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1.6

Participant Guide

Career Transition Timeline

This manual complements the Transition Assistance Program (TAP) curriculum by providing you withaccess to tools and best practices that will help you to transition from military service to a civilian career.
The curriculum’s Career Transition Timeline is presented below. This chart provides specific guidelines
and timeframes to manage and navigate your journey toward a new career path.

Career Transition Timeline
Timetable

18 to 24 Months
Before Transition

12 to 18 Months
Before Transition

6 to 12 Months Before
Transition

0 to 6 Months Before
Transition

Primary
Activities

Assessment andCareer Exploration

Preparation Activities

Engagement Activities

Transition• If separating/transitioning,schedule/attend
Initial Counseling
Pre-separationCounseling (canoccur before 365
days, but no later
than 365 days)• Begin & refine job
search• Attend career fairs• Register for/attend
any remaining TAP
workshops• Targeted
networking• Meet with local TAP
Counselor• Complete selfassessment• Create a LinkedIn
account• Identify a mentor• Begin exploring
career options
Description• If retiring,schedule/attend
Initial Counseling
Pre-separation
counseling (canoccur before 365
days, but no later
than 365 days)• Develop an
Individual
Transition Plan
(ITP).

Outcome• Explore SkillBridgeor Career Skills
opportunities• Complete targetedresume• Sign up for a freeyear of LinkedIn
Premium
Subscription• Practiceinterviewing• Explore othertraining
opportunities• Create a masterresumeHigh-Quality Civilian Career

12• Connect with an
American Job
Center (AJC) locallyor at postseparation location• Apply and interview
for positions• Continue to
network and stay
involved on
LinkedIn and othersocial media sites

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2
Identifying Your
Career Goals

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Identifying Your Career Goals
All the preparation you have done up to this point—and the work still left to do—will be more valuable
to you if you organize the information into a formal plan with concrete goals. Goals help you to stay
focused and motivated to reach your own levels of success. This section will help you set career goals to
identify what you want to accomplish and what it will take to get you there. As you form your careergoals, consider your:
•
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•
•
•
•
•

2.1

Interests: Are you interested in or passionate about this career?
Values: Does this career support your values?
Work Style: Does this career’s work environment support your work style?
Labor Market: Is this career growing? Does it have a good salary?
Location: Is there a demand for this career in your area?
Education and training: Is this a high-quality civilian career? Does it have growing earningpotential and opportunity for career advancement?
Skills: What skills are needed for this career? Do my skills match? If not, what would it take todevelop the skills?

Creating SMART Goals

SMART is a handy acronym for the five characteristics of well-designed goals: specific, measurable,
achievable, realistic, and timely. This popular technique helps you save time and energy by making goal
setting more efficient and productive.

S• Specific:• Goals should be as specific and well-defined as possible.
• How can you break your goal into smaller steps?

M• Measurable:• Goals should include dates, amounts, and other measurements appropriate for the goal.
• How will you verify that you are making progress?

A• Achievable:• Goals should take into account your abilities to achieve them.
• Can you achieve this goal? Are there preliminary steps you need to take?

R• Realistic:• Goals should be realistic and within your reach.
• Are you willing to commit to your goal?

T• Timely:• Goals should be time-bound and have a timeframe for accomplishment.
• Do you have enough time to achieve your goal, or have you allowed so much time that you may
procrastinate?

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2.2

Participant Guide

SMART Goal Examples

When making career goals, you want the goals to meet as many of the SMART characteristics as
possible. Here are some examples for each characteristic:Instead of saying…

Say…

Specific“I will have a job offer by my military
separation date.”“I will get a position managing amarketing team for a startup techcompany by my military
separation date.”

Measurable“I’m going to start applying for the manager
position in marketing.”“I will apply to at least three job
postings for the manager positionin marketing next month.”

Achievable“I’m going to apply for the manager position
at Regal marketing department.”“I will create a targeted resume tohighlight my education andmanagement experience to sendwith my job application to Regal’s
marketing department.”

Realistic“I’m going to take a class in business finance.”“I will enroll in the digitalmarketing tactics class at my local
community college to add to myresume.”Timely“I’m going to work on my targeted resume forthe manager position at Regal Marketing.”“I will finish my targeted resume
by next Monday to submit toRegal Marketing for the manager
position.”

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2.3

Participant Guide

Activity: Create Your SMART Goal

Take a few minutes to complete the following sentences. Be prepared to share your answers with othersin the group.
Step 1: Write down your initial career goal in the box below:

Step 2: Convert your initial career goal into a SMART goal by answering the following questions ineach box.
• Specific: How can you break your goal into smaller steps?

S• Measureable: How will you verify that you are making progress?

M• Achievable: Can you achieve this goal? Are there preliminary steps you need to take?

A• Realistic: How can you commit to this goal?

R
T• Timely: Do you have enough time to achieve your goal, or have you allowed so much timethat you may procrastinate?

Step 3: Review what you have written and craft a new SMART goal.

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Participant Guide

3
Surveying the Job Market

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Participant Guide

Surveying the Job Market
What is new since your last job search? If it has been a while, you will quickly find that technology now
plays a huge role in the employment process. You will also find there is a labor shortage in the workforce
due to the baby boomer population retiring at a rapid pace and there are more job openings than there
are workers. Employers need experienced workers and you can fulfill that need.
In this section, you will learn what to expect in today’s job market, how hiring occurs, and what options
are available to you. This section will introduce you to the first principle of getting a job: Think like an
Employer.

3.1

How Hiring Occurs

Companies hire employees through a variety of methods, including:•••Advertised recruitment campaigns
Positions or opportunities created for specific talent hires
Unadvertised opportunities

Advertised Vacant Positions
When a company has an immediate need to fill aposition, they usually advertise the vacancy,
review job applications and/or resumes,
interview some of the qualified candidates, andselect the one that best meets the needs of theorganization.
Talent Hires
Companies can also acquire talent by hiring
someone who impresses them, even if they do
not have a specific vacancy to fill.
Unadvertised Employment Opportunities
Companies sometimes informally search fortalent to fill an anticipated or vacant position byhiring internally, using a recruiting firm or
headhunters, and relying on referrals fromcurrent employees. This is also known as the“hidden job market.”18

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Use the following key tasks when you are applying for each hiring method below.

3.2

Advertised Vacant Positions

1. Identify all advertised openings within commuting distance of the location you plan to live inwhen you transition from the military.
• Search job boards, including your state American Job Center system, the Veteran’s
Employment Center, and www.usajobs.gov.
• Search the Careers tab on employer websites.
• Search the National Labor Exchange (NLx): https://usnlx.com• Notice local Now Hiring or Help Wanted signs as you travel around town, and scan theHelp Wanted ads in the newspaper.
2. Make a strong case that you are the best candidate.
•
•
•
•

3.3

Learn as much as possible about the vacant position and the company.
Customize your cover letter and resume and emphasize position-related technical ortask-related skills, knowledge, traits, and certifications.
Deliver your cover letter and resume or equivalent information as instructed. This will
likely mean submitting it electronically.
Add keywords related to the position that an Applicant Tracking System might screen
for.

Talent Hires

1. Expand and leverage your personal, social, and work-related networks.
Use your contacts to learn as much as you can about local businesses and the challenges
or opportunities they are facing.
• Research the business online.
• Request informational interviews with your connections who could provide knowledge
about a business you are interested in. This will help you learn about the employers andhow they can use your skills.
2. Develop a cold contact system.
• Contact people who are not in your network to arrange for meetings with hiring
decision makers at each business you target.
3. Make it clear how the business could benefit from hiring you.
• Identify ways that your contributions to the business would exceed the total costs of
employing you.
•

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3.4

Participant Guide

Unadvertised Employment Opportunities

1. Leverage your existing personal, social, and work-related networks, to help you find a job.
• Let your network know that you are transitioning from active duty and looking for a new
career. They may know of open positions within their companies that they could
recommend you for.
2. Anticipate job openings by researching companies that are busy, growing, or seem to have ahigh turnover.
• Being observant and anticipating job openings could mean that you are able to apply fora position before it is posted, giving you an advantage.
3. Learn as much as possible about the company and talk to any contacts who know about
potential openings.
• Connect with people internal to the business to learn more about how you can apply
and stand out on your application.
• Try to arrange for informational interviews with one or more people inside the business.
4. Develop a compelling application package.
• Tailor your resume and cover letter for the position.
• Identify one or more hiring decision makers in the business and get copies of your cover
letter and resume into the hands of those individuals.

3.5

Additional Options

If you are not looking for immediate employment in the job market, you can consider other options.
Entrepreneurship
Is your career goal to own a business? The U.S. Small
Business Administration (SBA) estimates that 20% of
Veterans are actively pursuing business ownership.
Starting, purchasing, or partnering in a small
business can help you•••

Enjoy a greater degree of autonomy andcontrol over your life, including the ability
to balance work and life in ways that make the most sense to you.
Pursue an idea that is important to you, perhaps by creating a new product or service thatmeets an unmet need, or by targeting an underserved market.
Pursue greater financial success than may be possible when working for someone else.

Entrepreneurship also involves an array of challenges and risks, and you should be aware of these as you
make your decision about pursuing this path.
To begin learning more about the opportunities and challenges of business ownership, ask yourTransition Coordinator about the two-day Entrepreneurship workshop of the Transition Assistance
Program. Subject matter experts from the SBA and its network of partners will cover businessfundamentals and techniques for evaluating the feasibility of business concepts you may be considering.
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AmeriCorps and Volunteer Service
Volunteering is valuable for giving back to yourcommunity and helping important causes, but
volunteer service can also be valuable for yourtransition into civilian life. Research shows thatvolunteering increases a person’s likelihood offinding a job by 27% nationwide, and volunteers inrural communities have a 55% higher chance offinding a job. Volunteering helps you build yourresume experience and job network, which canlead to employment opportunities.
Consider choosing a volunteer opportunity basedon your skills, experience, and employment
objectives. If you do not have the experience or
network connections for the job you want, look fora volunteer opportunity that offers a chance to gain
new skills and connections.
AmeriCorps members receive a flexible education award that complements your GI Bill benefits, andfull-time members receive a modest living allowance, healthcare benefits, and childcare assistance.
Nearly 400 employers nationwide, including corporations and state and local governments, are
Employers of National Service, which is a group of employers that prioritize hiring AmeriCorps alumni.
Some AmeriCorps members may also be eligible for direct hiring into the federal government service.
For more information, visit: www.AmeriCorps.gov/veterans
The Registered Apprenticeship Program
The Registered Apprenticeship program provides a unique, flexible combination of structured learningand on-the-job training under the guidance of an assigned mentor. This program is sponsored by anindividual business or employer. To find apprenticeships within the Registered Apprenticeship program,
visit www.apprenticeship.gov
The Registered Apprenticeship website is full of helpful information about various apprenticeshipprograms and resources that can help you to obtain an apprenticeship. The website contains a list of
DOL registered apprenticeship programs, which have been reviewed by the DOL to ensure the quality ofthe program.

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Managing Your Education
Investing in a higher education or training program could help you secure a high-quality civilian career. If
your goals include pursing higher education or receiving additional training, you can register for either ofthe following two-day education training workshops to learn more about each path.

Managing Your Education• A workshop for those interested in pursuing higher education.
• Participants will learn the vocabulary of higher education, identify a potential career anddegree, explore the factors for choosing a quality institution, research the requirements foradmission, explore funding options, and compare two institutions of higher education.

Vocational Training• A workshop that offers a unique opportunity for both Service members and spouses tocomplete a personalized career development assessment of occupational interest and ability.
• The workshop's industry-standard assessment will present participants with a variety of
tailored job recommendations (some of which are classified as high-demand or high-growth
occupations) that align with their interests and aptitudes. Participants will also be guided
through a variety of career considerations, including labor market projections, education,
apprenticeships, certifications, and licensure requirements.

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4
Identifying Your Skills

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Identifying Your Skills
Your skills and experience are valuable toemployers. However, many employers andhiring managers are unfamiliar with military
terminology and often struggle to understandhow you and your skills fit with theirorganizations.
This section will focus on how you canarticulate your skills to employers using theSTAR method. You will also learn how toevaluate skills employers are seeking, further
develop your skills, and translate military terminology to civilian terms employers can understand. Thissection will introduce you to the second principle of getting a job: Identify Your Skills.

4.1

Inventory Your Skills

It is important to know how to identify and translate your skills so employers can see they relate andcould contribute to the success of their businesses. Employers look for skills in two categories: hard skills
and soft skills.
Soft skills may include communication, critical thinking, relationship building, and teamwork, while hardskills may include technical knowledge such as skills in Microsoft Office, typing, mechanical ability,
foreign language, and equipment operating.
To help you convey your skill set to an employer, you will need to inventory all your skills, including
those you have learned and acquired from your military service, education, volunteer services, or otherjob-related experience.

4.2

Activity: Create a Skills Inventory

Review the list of skills below, and rank yourself on a scale of 1 to 4 for each one:
1 = Not competent; 2 = Somewhat competent; 3 = Moderately competent; 4 = Very competent
If you have skills that are not on the list, add them to the bottom.

Skill

RatingSkill

Arranging meetings/events/training
programs

Installing software/plumbing or electricalsystems/parts

Assembling equipment

Initiating production/changes/improvements

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Skill

Participant Guide
Rating

Skill

Auditing financial records/accounts payable

Interpreting languages/new
laws/schematics/codes

Communicating with others/groups

Interviewing people/new employees

Coaching team members

Investigating problems/violations/fraud

Confronting people/difficult issues

Maintaining transportation
fleet/aircraft/diesel engines

Constructing buildings

Managing an organization/mail room/retail
store

Controlling costs

Marketing products/services/programs

Counseling employees/colleagues

Negotiating contracts/sales/disputes

Creating new programs/internet sites/datasystems

Operating vehicles or equipment

Delegating authority

Persuading others/customers

Implementing registration systems/new
programs

Planning agendas/conferences

Directing administrative staff/projects

Preparing reports/meals/presentations

Dispensing medication/information

Programing computers

Establishing objectives/guidelines/policies

Protecting property/people

Evaluating programs/solutions/
instructors/peers/students

Purchasing equipment/supplies/services

Illustrating storyboards/concepts

Repairing equipment/mechanical devices

Handling detailed work/data/complaints

Setting goals/objectives

Healing/Nursing/Nurturing/Curing

Supervising others

Improving maintenance schedules/systems

Training others

Improvising action

Writing or editing publications/proposals/
technical documents/videos

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4.3

Participant Guide

Transferable Skills

In some cases, you may be qualified for a position even though you lack the relevant, industry-specificexperience. Employers need experienced workers and are often looking for potential. For this reason, it
is vital you market your potential by demonstrating the transferable skills that you have developed in
the military.
Transferable skills are skills that are general, technical, or role-related and may be utilized across a range
of industries and jobs. Most soft skills are transferable, such as good written and oral communication.
Hard skills can be transferable depending on the skill and the position you are pursuing. For example, if
you worked as a Supply Officer and oversaw scheduling and budgeting, you can transfer those skills to
project management in any industrial setting.
As a Service Member, you have acquired many skills in your military career, and those skills aretransferable to your new career. Do not downplay the training or experience you gained in the military
because those skill sets may be what the employers need.
According to a study conducted by (RAND), below are some examples of transferable skills that all
Service Members have:

Project Planning

Leading/Supervising

Decision Making

Teamwork

Critical Thinking

Interpersonal
SkillsContinuous Learning
Communication
Training
Handling Work Stress
Attention to Detail

Persistence

It is important that you can identify and give examples of the transferable skills that you have developed
to persuade prospective employers that you are right for the job. For this task, you can use the STARmethod.

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4.4

Participant Guide

Activity: Identify Skills Employers Are Seeking

In this activity, conduct a job search for your selected career and identify related skills that employers
are seeking from candidates.

Step Action
1

Access www.careeronestop.org

2

Hover the mouse over the Job
Search tab.

3

From the secondary menu, click
Job Listings.

4

In the Job box, enter theoccupation.

5

In the Location box, enter yourcurrent or desired working
location by city AND state, or by
zip code.

6

Click Search.

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7

Participant Guide

In the list of vacant positions in
the area, click the posting thatinterests you the most.
Note: You will be directed to thejob posting on the company’s
hiring page.

8

Review the job posting to identify the hard and soft skills the employer is seeking.
Note: You will use this job posting to help you draft your targeted resume in the next section.

Now that you have identified the hard and soft skills from the job posting, categorize and list them in thetable below:
Hard Skills

Soft Skills

Look at these skills and compare them with your own. Would you be qualified for this position?

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4.5

Participant Guide

The STAR Method

STAR is an acronym for Situation, Task, Action, Result. You learned about the STAR method during the
one-day DOL Employment Fundamentals of Career Transition course. Today, you will continue to create
and revise your own unique STAR statements.
As a reminder, the STAR method is a four-step technique that will help you discuss how you used yourskills to achieve goals. It provides a concise narrative that gives a fuller picture of your competencies andhow you previously put them into practice.
These STAR statements are a valuable reference for more than just your resume. They will also help you:•••

Develop a concise professional introduction.
Write effective cover letters.
Prepare for behavioral interviews.

4.6•Describe what
you did tocomplete theassigned task;emphasize theskills you used,
and theresources
involved.

RESULT•Name the key
objective you
were
responsible forin that situationor thechallenges/
obstacles you
had toovercome.

ACTION•Think of a
specific time or
circumstancewhen you used
this skill; define
the generalcontext of thatsituation.

TASKSITUATION

As you learn more about your target industry and function, you may want to revise these statements tomake them more relevant.

•Summarize theoutcome andhow you
specificallycontributed tothat outcome;describe theimprovements
and/or benefits
that wereobserved.

Putting STAR into PracticeInstead of listing your job responsibilities under the Experience section of your resume, you should
convert the job responsibility statement into an achievement statement.
•••

Job responsibility: Train team members.
Think of a situation when you trained your team member and ask the following questions:
1. Did I implement any new processes to improve the training?
2. What did I do that went above and beyond my normal training responsibilities?
3. What problems did I solve and what skills did I use to solve it?
Put the training skill in the STAR format. See the example on the next page.

29

• I was tasked
with ensuring
my teammembers wereable to install,
operate, andfollow new
maintenanceprocedures forthe new
portable
generators.

• I designed andconducted
training for ateam of 16
people toproperly
install,
operate, andmaintain thenewgenerators.

RESULT

Participant Guide

ACTION• My department
received new
portable
generatorsthat had to beinstalled,
operated, andmaintained
after mycompany lost
power.

TASKSITUATION

DOL Employment Workshop• The teammembers
received a
95% pass rateon their firstproficiency test
and a 100%
satisfaction
rate from
corporate
managers.

Take the information from the Action and Result areas from the example above to create a new shortachievement statement. Start with a powerful action verb and use numbers to quantify yourachievements.
Final STAR achievement statement:
Designed and conducted training for a team of 16 people to install, operate, and maintain new
generators with 100% satisfaction rate from corporate managers.

4.7

STAR Statements for Interviews and Networking

You can use your STAR statements to prepare for a networking event or a job interview. Here is an
example of how you can effectively highlight your training skills in a discussion:“After dealing with several severe power outages, my unit
was issued a new model of portable generators. I was
responsible for developing and conducting a training course
for all 16 employees on maintenance procedures and proper
operation prior to installing the generators. The trainees
achieved a 95% pass rate on the first proficiency test and100% satisfaction rate from corporate managers. The
generators were installed and properly maintained, and we
had no further power outage issues.”

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4.8

Participant Guide

Activity: Use the STAR Method to Create a Skill Statement

Step
1

Step
2

Step
3

Take one job responsibility (use the VMET) or task in your position and write it
down in the box provided below.

Review the job responsibility and think of a situation when you used the skill.
Then ask yourself the following questions:•

Did I implement any new processes to improve things?

•

What did I do that went above and beyond my normal responsibilities?

•

What problems did I solve and what skills did I use to solve them?

Use the STAR method to create your achievement statement.

The STAR Method
S – Situation

Think of a specific time or circumstance when you used this skill; define the generalcontext of that situation.

T – Task

Name the key objective you were responsible for in that situation or thechallenges/obstacles you had to overcome.

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A – Action

Describe what you did to complete the assigned task; emphasize the skills you used,
and the resources involved.

R – Result

Summarize the outcome and how you specifically contributed; describe theimprovements and/or benefits.

Step
4

Take the information from the Action and Result areas to create your achievement
statement below. Start with a powerful action verb and use numbers to quantify
your achievements, if applicable.

STAR Achievement Statement

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4.9

Participant Guide

Translating Military Terminology into Civilian Terms

One of the easiest ways to help employers understand your military experience is to substitute militaryterms, titles, ranks, and acronyms for their civilian equivalents in your professional introduction, cover
letter, resume, and interview. Review and familiarize yourself with the examples in the table below.
Terms & Acronyms
Military

Civilian Equivalents

NCOIC, Watch Captain, Petty
Officer of the Watch

Supervisor, Manager, Coordinator

Commander, Chief

Division Head, Director, Senior Manager

Executive Officer (XO)

Deputy Director, Assistant Manager

Action Officer (AO)

Analyst (or Senior Analyst, if applicable)

TDY/TAD

Business travel

PCS

Relocation, move

OER/NCOER/FitRep

Performance appraisal, job evaluation

MOS/MOC/AFSC/Rating

Career field, specialty

Commanded

Supervised, directed

Battalion, Unit, Platoon, Wing,
FlightOrganization, agency, department, group, team

MissionResponsibility, task, objective, job

Combat/War

Hazardous conditions, conflict

Headquarters

Headquarters, corporate office

Subordinates

Employees, coworkers, direct reports

Service Members

Employees, coworkers, colleagues, personnel, individuals

Military Personnel Office (MILPO)& Personnel Action Center (PAC)

Personnel office, Human Resources

Regulations

Guidance, policy, instructions

Reconnaissance

Data collection, survey, analysis

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Participant Guide

Job Titles
Rather than focusing on military titles (Captain, Major, Sergeant), focus more on communicating thefunctional area of the job title (Communications Technician, Emergency Medical Technician, Nurse).
Do your research before trying to translate military titles into an exact civilian equivalent. The role ofSenior Advisor, Deputy Director or Chief Executive Officer can mean very different things in the civilian
workplace, depending on the nature of the organization or company. You don’t want to inadvertently
overinflate your experience level and be perceived as dishonest.
The following table contains a few examples.
Military

Civilian Equivalents

Senior Field Grade Officer (O5-O7)

Chief Executing Officer (CEO), Director, Chief Operating Officer (COO),
Deputy Chief Administrator

Field Grade Officer (O4)

Executive Officer, Deputy Director, Assistant to the Director,
Operations Manager

Company Grade Officer (O1-O3)

Operations Officer, Program Administrator, Supervisor

Warrant Officer

Technical Manager, Specialist, Department Manager

Senior NCOs

First-line Supervisor

Sergeant Major, Master Chief Petty
Officer, Chief Master SergeantSenior Advisor

First Sergeant, Senior Chief Petty Officer

Personnel Supervisor

Squad Leader

Team Leader, Team Chief

Supply Sergeant

Supply Manager, Logistics Manager

Operations NCO

Operations Supervisor

Platoon SergeantSupervisor, Instructor, Trainer

Education
Make your classroom achievements easy to understand by describing your military education in civilian
terms, as demonstrated in the table below.
Military

Civilian Equivalents

Basic Training

Basic Skills Course

Advanced Individual Training (AIT)

Advanced Skills Course (mention career field)

Warrior Leader Course (WLC)

Basic Leadership Development Course

Advanced Leader Course (ALC)

Advanced Leadership and Management Development Course

Senior Leader Course (SLC)

Senior-level Leadership, Technical, and Management Course

Officer Career Course

Junior Officer Training Course

Combined Arms Staff College

Senior Managerial Leadership School

Command and Staff College

Senior Leaders Program

War College

Executive Leadership School

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Participant Guide

4.10 Developing Skills
If your career goal is in an industry that requires skills that you do not currently have, here are somemethods you can use to develop those skills:
1. Take continuing education courses in career-related fields.
These courses are often taught by professionals with experience in their field. For some
professions, continuing education courses are required to stay current in the industry. Many
community colleges and universities offer continuing education courses in a variety of fields.
2. Enroll in a Massive Open Online Course (MOOC).
MOOC courses are often free and taught by top-tier university professors. They are offeredby education providers such as:• Coursera: www.coursera.org• EdX: www.edx.org• LinkedIn Learning: www.linkedin.com/learning (LinkedIn provides a 1-year freesubscription to LinkedIn Learning for Service Members and their spouses.)
3. Enroll in an online degree program.
You can pursue a degree or certification online. The vast majorities of colleges anduniversities offer both bachelor’s and master’s degree programs, as well as certifications inhigh-demand career fields. Be sure to choose a program that is accredited for the degree or
certification you are seeking. The Managing Your Education course provides detailed
information on schools, degrees and education.
4. Find an apprenticeship using the Registered Apprenticeship Program.
This is an ideal opportunity for workers who are seeking high-skilled jobs that pay well andemployers who are looking to build a qualified workforce. For more information visit
www.apprenticeship.gov
5. Volunteer.
Volunteering can be a great way to build your skills and network to ultimately get your footin the door.

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Participant Guide

5
Developing Your
Personal Brand

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Participant Guide

Developing Your Personal Brand
Now that you have created your career goals and identified your skills, it is time to market yourself toshow employers how you will add significant value to their organizations. This section introduces you toprinciple three: Develop and Deliver Self-Marketing Message.
Personal branding is how you market yourself to show what sets you apart from others and shows
potential employers how you would add significant value to their organizations. It is what makes you
more hirable than someone with similar qualifications. In this section, you will learn the basics ofdeveloping your own online and offline personal brand, maintaining your brand over time, establishing astrong online presence, creating your professional introduction, drafting a targeted resume, and writinga cover letter.

5.1

What is Personal Branding?

Personal branding is how you present yourself toothers. Everyone already has their own brand identity:
the qualities that make them different and unique.
What are you known for in your unit? What are people
always volunteering you for? If your current brandidentity is not what you want to be known for, you canchange it.
Developing a personal brand allows you to control how
you are perceived by others. Whether you areinteracting with someone online or in person, a strong
personal brand will help you make a memorable
impression.
Personal branding is not about projecting a false image of yourself to an employer. It is about
understanding what is unique about you, your accomplishments, experience, and skills, and using those
things to differentiate yourself from other job seekers.

5.2

Creating a Strong Online Presence

As employers start to rely heavily on technology such as social media and online resources for screening
and recruiting potential candidates, it's important that you have a strong online presence. Employers
and recruiters will search for you online to determine if you are worth pursuing. Whatever they find out
about you online, good or bad, will help them decide if they will invite you to the interview.

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5.3

Participant Guide

Activity: Check Your Online Presence

What does your current online presence say about you? Are you revealing things about your personal
life that a potential employer might find offensive or distasteful? Remember, what you post and share
online can help or harm the impression an employer has of you.

Step

Action1

Go to www.google.com

2

Search your full name.
Note: Log out of your Google accounts beforehand. Otherwise, the search engine will
personalize the results based on account activity.

3

Scan the first few pages of search results, including images.

4

Search for yourself on LinkedIn, Facebook, Instagram, Twitter, and any other social media
sites you have an account with.

While you go through your current presence in online search and social media results, use the following
guidelines to ensure you are creating a positive online presence:
•
•

•
•
•

•

Represent yourself appropriately in photos, including the photos you are tagged in and thecomments that you or others leave on those photos.
Watch what you say and how you say it. Comments that may be discriminatory, inflammatory,
or interpreted negatively by others (especially racial minorities or ethnic minorities) are a huge
red flag for employers. Do not leave posts up that you think are “just a joke,” because others
may not feel the same about them.
Do not vent or speak badly about past, current, or prospective employers. Do not share any
confidential or insider knowledge about these organizations or people.
Consider modifying your profile’s privacy settings to limit visibility of your profile, photos,
and/or content to only those people or groups you allow.
Consider adjusting your privacy settings to restrict tagging of yourself in other people’s
photographs. You will not have total control of what photos other people share of you, but you
can limit how they show up on your profile.
Contact the webmaster and fill out the take-down request forms if you want to remove yourcontent or image from a website.

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5.4

Participant Guide

Using Social Media to Leverage Your Online PresenceSocial media is a mainstream tool even in business, as it allows employers to recruit and screen potential
candidates, and it provides job seekers with access to career, job, and organizational information. You
can strengthen your job search and increase your networking capacity by utilizing social media tools.
Here are some general strategies for leveraging your social media networking capabilities:
•

•
•
•

•

It is becoming standard for the employers you contact or people you meet at networking events
to search for you online. A complete absence of information about you, or demonstrations of
inappropriate behavior or questionable content (including pictures, stories, or comments) may
raise concerns.
Ensure the information you provide on each site is accurate and up to date.
Use your social networks to locate employment opportunities, including the unadvertised
openings and talent hire situations discussed earlier.
Take advantage of social media to learn more about the companies you are targeting and abouthiring decision makers in those companies. Some companies may even create posts toannounce job openings.
Allow social media sites to work for you by setting your job preferences and creating job searchalerts to receive a notification when positions that meet your job/work preferences are added
to the system.

Here are some specific tactics for making the most of three widely used social media sites: LinkedIn,
Facebook, and Twitter.

5.4.1
•

LinkedIn (www.linkedin.com)
Sign up for a basic LinkedIn account for free but consider also
taking advantage of the one-year free premium career
subscription for Service Members and their spouses.
https://linkedin.com/military. LinkedIn Premium Career gives
you the following additional features:
o Interview Preparation to help you prepare forcommonly asked interview questions with sample
answers from experts and hiring managers
o InMail Messaging so you can contact anyone, even if
you’re not connectedo Ability to see everyone who has viewed your profile
over the last 90 dayso Top Applicant feature to see a list of jobs where you’re a great fit
o Competitive Insights on people who are applying to the same job as you
o LinkedIn Learning so you can sharpen your skills with 10,000+ expert-led video courses

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DOL Employment Workshop
•

•
•

•

5.4.2
•

•

•

•
•
•

5.4.3
•
•
•

Participant Guide

Build your profile. Post a career-appropriate photo (not in uniform) and include the information
about your military and civilian work experience that is most relevant to the types of positions
you are targeting. Be sure to translate military jargon into civilian language.
Locate and follow the LinkedIn sites of all companies you are targeting in your job search. Staycurrent on their announcements, news, and other indicators that they may be hiring.
Join LinkedIn groups related to your desired occupation or profession. Follow and contribute to
discussions and familiarize yourself with—or contact—experts and thought leaders who
participate in those groups.
Use your connections, directly or through others in your LinkedIn network, to reach out to those
who work for companies you are targeting or who are in occupations that interest you.

Facebook (www.facebook.com)
Do not keep your job search or upcoming transition from themilitary a secret. Let everyone with whom you are connected on
Facebook know about the type of work you are seeking and theskills and knowledge you can offer an employer.
Although you may want to restrict access to much of yourFacebook profile to friends and family, consider making youremployment information and education available to everyone,
including employers who may be researching you.
If you currently use Facebook primarily for keeping in touch withfamily and friends, realize that all your contacts and the people
they know may have information that could help you identify
employment opportunities and learn more about those opportunities.
Ensure the information in the “About” section of your Facebook page is accurate, up-to-date,and professional.
Utilize the Facebook job search tool. Facebook users can browse jobs and apply with anapplication.
Use Facebook’s search feature to determine if a company you are targeting has a Facebook
page. If so, “like” the company, and explore the content it has posted.

Twitter (www.twitter.com)
Ensure your Twitter handle (username) is professional.
Create a profile that emphasizes your relevant
experience.
When you have identified companies or hiring decision
makers you would like to know better, check to see ifthey have a Twitter presence (you may have to ask fortheir Twitter handle to locate them), and “follow” them.

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DOL Employment Workshop
•
•
•
•

•

5.5

Participant Guide

Demonstrate your professional interests and knowledge by periodically tweeting relevant
articles or content you discover.
To strengthen relationships with specific people, reply to the tweets they post, re-tweet theirposts, or use the direct message tool to contact them.
Participate in Twitter chats (online conversations) or online forums related to professional topics
that are of interest to you.
If you are going to attend a networking or professional development event or job fair and theevent publicizes a hashtag (the # symbol is Twitter’s way of identifying topics or keywords), use
Twitter to connect with people online that you would like to meet face-to-face at the event.
Use the hashtag (#) feature to search for things of interest, including internships,
apprenticeships, job fairs, or jobs (#internships, #apprenticeships, etc.).

Professional Introduction

Your professional introduction (also known as an elevator speech or 30-second introduction) is a briefsummary of who you are and what you do. It helps set the stage for productive conversations withprospective employers or members of your job search network. This will help you prepare your responseto the “Tell me about yourself” question that will be asked in most formal or informal networking eventsor job interviews.
You will need multiple versions of your introduction that are customized for different audiences andpurposes.
How to Prepare a Professional Introduction
1.

Start by introducing yourself.
Whether it is at an event, interview, or anything in between, start off with an introduction. Giveyour full name, smile, extend your hand for a handshake, and add a nice greeting like, “It’s niceto meet you!”2.

Provide a summary of what you do.
Provide a summary of your background. You should include the most relevant information likeyour education, work experience, and/or any key specialties or strengths.

3.

Explain what you want.
This step depends on the situation. Explain the value you bring, how you are a good fit for a job,or what your audience will gain from your interaction.

4.

Finish with a call to action.
You should end your professional introduction by asking for what you want to happen next.
Examples can include asking for a meeting, expressing interest in a job, or confirming you havefully answered an interview question.

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Participant Guide

Tips on How to Deliver Your Professional Introduction
•

•

•

•

5.6

Take your time.
A professional introduction is a quick conversation by nature. Keep it short but try not to speak
too fast.
Practice. Practice. Practice.
Memorize a general outline or key points to keep the introduction conversational withoutsounding too rehearsed in your delivery. The more you practice, the better you will be.
Avoid niche words and phrases.
Using military acronyms can confuse or alienate your audience. Try to translate the militaryacronyms into civilian terms.
Express confidence.
Even the best professional introduction can lose its effectiveness if your delivery lacks
confidence. Keep your chest high, shoulders back, and smile.

Activity: Draft Your Professional Introduction Statement

Below are sample statements to help guide you in prepping your professional introduction.
Steps

Sample Statements

Introduce yourself with awarm greeting and provide
your full name.

“Hi, my name is…”

Provide a summary of what
you do by including yourjob title, education, and/or
some key specialties orstrengths.

“In my position, I had to getreally good at…”

“It’s so nice to meet you…”“I was fortunate to have many
opportunities toacquire/develop the skill/to…”“Thanks to a number ofchallenging experiences, I
learned how to…”

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Your Statement

DOL Employment Workshop
Steps
Explain what you want.

Participant Guide
Sample Statements“I am interested in working as
a…”“I would like to explore acareer in…”
“I’ve always been passionate
about________ and would likethe opportunity to bring myskills to this position.”“I would like the opportunity
to put my _____ skills to workfor your company.”

Finish with a call to action
by asking for a meeting,expressing interest in a job,or requesting someone tobe your mentor.

“I would like to keep in touch
to learn more about…”“I would love to talk more
about a potential mentorshipwith you.”“Would you mind if I set up aquick call next week for us totalk about…”

Use this box to draft your professional introduction.

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Your Statement

DOL Employment Workshop

5.7

Participant Guide

ResumesIn the employment process, you must have a resume. A resume is adocument that quickly shows an employer your relevant skills andexperience. It is often the first line of contact that you have with apotential employer and is the employer’s first impression of you.
The goal of a resume is to effectively summarize and highlight yourqualifications in a way that will make the employer want to reach out
and schedule an interview with you.
Before you begin drafting your targeted resume, let’s see how much
you know about resumes.
Read each statement and indicate whether it is true or false

The number one rule for writing a good resume is “more is better.”
Regardless of your age, your resume work history should list all jobs goingback to high school.
Your resume should not be longer than two pages.
A good resume is flexible enough to cover various job options within yourprofessional field of interest.
A good resume paints a clear picture of you, including your height, weight,
race, age, gender, marital status, and your number of children.
Employers like to see that you are interested in things other than just yourjob, so include volunteer work, continued education, and association
involvements.
All resumes should contain the complete names, addresses, and telephone
numbers of your references.
To help your resume stand out, you should make it as unusual as possible
by printing it on brightly colored paper or including a picture of yourself.
It may take much hard work, but a well-written resume will, in isolation,
get you the job you want.
It is always better to spend money getting a professional resume writing
service to write your resume for you as opposed to doing it yourself.

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True

False

DOL Employment Workshop

Participant Guide

Types of Resumes
There are two types of resumes: the master resume and the targeted resume.
Master Resume
A master resume lists and completely describes your skills, work experience,
training, certifications, and any awards you have earned. The master resume willserve as a document for you to store information on your accomplishments and work history.
Writing a master resume can be time consuming, but it is worth the effort and time upfront. While there
is no template, you may include the following information in your master resume:
1. Organization’s name
2. Organization’s city and state
3. Job title
4. The month and year that you started and finished
5. Your duties and responsibilities—use STAR statements
6. Your accomplishments
7. Supervisor’s name and contact information
A well-written master resume will:• Make it easier on your memory. It is hard to recreate your work history time and time again. If
you have a master resume, you have your chronological work history and skills listed in one
place.
• Allow you to figure out effective ways to group your military jobs to best position yourself for a
specific employer or opportunity.
• Make it easier to create a targeted resume and avoid writing a generic resume.
You will never provide your full master resume to a potential employer. You will, however, use yourmaster resume to create a resume specifically geared for a particular job.
Remember, resumes are living documents, so you will need to continue to improve and add to it as you
gain additional skills and experience.
Targeted Resume
A targeted resume focuses on a specific organization or job opening and highlights the
skills and experiences relevant to that position. The targeted resume does the work forthe employer, making it easy to see how your specific skills/qualifications are a match
to the job’s requirements.
To write a targeted resume, you must know what position, career field, or company you are targeting,and then spend a bit of time analyzing the requirements of the job posting and researching thecompany. What are the key skills or keywords that this company cares about? The goal of your targetedresume is to tell the employer that you match the exact skills and qualifications that they are seeking.

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Participant Guide

Activity: Job Posting Cheat SheetThis activity will provide you with an outline to draft your targeted resume. Review the job posting you
selected in the “Identify Skills Employers are Seeking” and use it to complete the sections below.
Position desires or requires:
Objective: What job am I
applying for?

Summary: Whatskills/experience are
preferred or required forthis position?

Experience: What roles,
responsibilities, or duties isthe employer asking me toperform?

Education: What type of
education or training isdesired/required by theemployer?

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Do I have it? Where did I obtain it?

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Participant Guide

Resume Styles
There are three styles you can use to organize the information on your resume: chronological,
functional, and combination. In this training, we will focus on the chronological resume style due to its
popularity among employers, but you should be familiar with all three types:

Chronological
Most preferred by employers, as it lists the jobs you have held,
starting with your most recent position and then proceeding inreverse chronological order. It also describes your experiences andaccomplishments in each position.

Combination
Incorporates features of both the chronological and functional
format by categorizing your skills followed by a work history.

Functional
Allows you to group your skills and accomplishments into one ormore categories (for example, technical expertise with a particular
type of equipment, experience with administrative service,experience developing/delivering training, or supervisor experience).
Resume Format
Employers often spend less than 30 seconds looking at your resume on the first review. To pass theinitial screening, you should ensure that your resume format is visually appealing and easy for an
employer to quickly scan. There are many resume formats and templates, so you will want to find onethat works best for you.
The commonly included sections of a resume are:1.
Contact Information2.
Career/Job Objective Statement (Optional)
3.
Summary of Qualifications
4.
Work Experience/Achievements
5.
Education/Training
There may be times when it is also appropriate to include additional sections or use other headings,
such as Awards and Recognitions, Volunteer Service, etc.
Keep your resume formatting professional and simple using the following guidelines:• Length: One to two pages (add your name to each page if two pages)• Alignment: Left-aligned• White space: Clear margin, one inch all around is recommended• Styles: Use bold, italics, and underlines sparingly• Font: Arial, Calibri, Verdana• Font size: 10 to 12-point font
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Remember, your resume will introduce you to a potential employer. Be sure that your brand ispresented well in your resume and that it makes an excellent first impression. Misspellings, inconsistentuse of font and type size, and misaligned margins can all indicate a lack of attention to detail.

5.9

Building Your Resume Section by Section

Use the following breakdown to create your targeted resume one section at a time.

5.9.1

Section 1: Contact Information
Your contact information goes at the very top of your resume and should be up to date.
Traditionally, your home address would go in the contact section, but this is no longer requiredby most employers, as it could lead to discrimination and privacy concerns. Most recruiters
recommend leaving the address off. If they are interested in the skills offered, they will contact
the applicant who can explain their relocation.
Ensure the email address you list is professional, and you may choose to include the web
address to your LinkedIn profile and/or professional websites. Do your research on what contact
information to include. While your LinkedIn personalized URL can be very helpful, in some cases,
the job application may expressly say not to include that information on your resume.
Example address information:
Jan Lee(301) 555-1111
Jan.Lee@email.com
www.JanLee.weebly.com
www.linkedin.com/in/Jan-Lee(301) 555-1111

5.9.2

Jan Lee(301) 555-1111
Jan.Lee@email.com

Jan Lee● www.linkedin.com/in/Jan-Lee ● Jan.Lee@email.com

Activity: Create Your Contact Information

Use the lines below to create the contact information section of your targeted resume.

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Participant Guide

Section 2: Career/Job Objective Statement (Optional)

The career/job objective statement may be the second section of a resume. However, it is typicallyunnecessary, as employers do not see the value of the objective statement when it is focused on yourcareer goals. For this reason, resume objectives or career objective statements should be used bycandidates with little or no professional experience in the field or industry.
If written correctly, an objective statement can set you apart from others. Objective statements present
a natural opportunity to state the exact job title you’re applying for, which helps your resume get
noticed by recruiters when they search for the job title in the applicant tracking systems (ATS).
A strong objective statement can also be effective for job seekers who are shifting careers or industries.
In these cases, a strong objective statement can be used to explain how you plan to transfer the skills
you developed in the military into the new job or industry.
Tips for writing a job objective statement:••••

Start with a strong trait, add one or two skills, describe your career goals, and say what you
hope to do for the company.
State the position to which you’re applying and use the name of the company.
Keep it short and concise—use one to two sentences.
Avoid first-person pronouns (I, me).

Examples of targeted career objective statements:•••

Results-driven team leader with 12 years military experience, seeking to use effective leadershipand communication skills as a Team Leader at Skyware Global to deliver excellent services tocustomers and stakeholders.
Friendly, efficient office assistant, seeking the position of Office Manager at Caliphon, Inc., toleverage proven technical and communications skills to build customer loyalty.
Detail-oriented IT Support Specialist with over 4 years of experience, seeking the position of IT
Specialist at Cisco to utilize exceptional problem-solving skills to assist with sales and customer
loyalty.

If an organization requests that you include the job announcement number or the locations ofconsideration, the objective statement is a great place to include this information.
Example:•Experienced Medical Assistant with military experience seeking the position of Medical AssistantII (345-USVA2019) at Durham VA Hospital to leverage proven skills in patient care, EHR, andinventory management.

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Participant Guide

Activity: Create Your Objective Statement

Use the lines below to create the objective statement section of your targeted resume:

5.9.5

Section 3: Summary of Qualifications

The goal of the summary of qualifications is to summarize your skill set and let the reader know you arequalified for the position by highlighting relevant experience, key skills (including hard and soft skills),
and achievements.
Remember, this section must be targeted so that you include information relevant to the future
employer (rather than just a summary of your greatest skills). Use your company research and job
posting to help you identify the preferred and required qualifications so you can create a targetedresume for the position. Use the exact terms listed in the job posting.
Your summary can be a short introductory paragraph, a brief list of skills to showcase your talent, or you
can combine the two. The following examples demonstrate the three different ways you can write yoursummary of qualifications.
Example 1: Bulleted List
Summary of Qualifications for a Project Manager role:
•

•
•
•
•

PMP Certified Project Manager with 10+ years of proven experience overseeing application
development, vendor management, and implementation strategies supporting business andfinancial objectives
Respected leader with excellent communication skills and experience building highly motivatedteams focused on achieving project goals
Diligent Project Manager with a proven record of success working with Microsoft Project Server
Proficient in MS Office Suite (Project, Excel, Word, PowerPoint) and Visio
Graduated with a bachelor’s degree in Project Management

Example 2: ParagraphSummary of Qualifications for an IT Professional role:
Highly motivated Information Technology Specialist and military Veteran with top secret security
clearance and 10 years of proven experience in the United States Army. Accomplished measurable
results while monitoring and managing 300+ person teams performing help desk operations, Local andWide Area Network (LAN/WAN) configurations, and maintenance during Department of Defense (DoD)
domestic and global operations in Germany, Kuwait, and Norway. Highly experienced in working with
Cisco Systems and Java.
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Example 3: Combined
Summary of Qualifications for a Law Enforcement Professional role:
Law Enforcement Professional with a degree in criminal justice and over 15 years of experience
providing protective services for over $10M in assets during state, federal, and global security
operations. Key skills:
Patrol procedures
Testifying in court

•
•

5.9.6

•
•

Search and rescue
Conducting investigations••

Surveillance
Interrogation

Activity: Create Your Summary of Qualifications

Use the lines below to create the summary of qualifications section of your targeted resume.

5.9.7

Section 4: Experience/Achievements

The experience section provides the details of your professional experience. This is where you need touse company information and keywords that relate directly to the position and/or company.
This section should:••••

List your work history (organization names, job titles, and start and end dates of the positions).
List your results and/or achievements from each job you have held that relate to the position or
occupation you are targeting.
Include time, numbers, financial savings, percentages, statistics, and examples to illustrate yourachievements with STAR skill statements.
Show progress in your current work history; do this by making your promotions stand out.

Work History Format
The experience section provides the hiring manager with a list of the companies you have worked for,dates of employment, and the position titles you held.
Format for listing your work history:
Job Title

Month and Year Start Date – Month and Year End Date

Company, City, State Location•••

List your job skills and accomplishments for this position. Use STAR Statements.
List your job skills and accomplishments for this position. Use STAR Statements.
List your job skills and accomplishments for this position. Use STAR Statements.

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Example:System Administrator

January 20XX – Present

U.S. Army Fort Drum, NY••••

Resolve Service Desk tickets for more than 3,000 users across 21 states and abroad
Maintain three domains to include updating, troubleshooting, and repair of network
connectivity to achieve goal of 95% continuous connectivity
Act as Active Directory and Exchange Administrator for over 3,000 users
Serve as Information Assurance (IA) Manager; annually train over 150 staff on IA protocols
to ensure standards are maintained

How to Format a Resume for Multiple Jobs at One Organization
Participants with multiple jobs at one base may use the following format:
Option 1: Stacking
This method is used to draw attention to progressive responsibilities, achievements, and dedication to
the company. There are a few simple rules to this resume format:•••

Include the overall date range at the top
List dates for each position next to the title
Place job descriptions and bulleted key achievements directly below each position.

Stacking Format:
Company Name, City, State

Start Date – End Date

Position 1

Start Date – End Date•

List your job skills and accomplishments for this position. Use STAR Statements.

Position 2•

Start Date – End Date

List your job skills and accomplishments for this position. Use STAR Statements.

Example:U.S. Army, Fort Drum, NY

January 20XX – Present

System Administrator

May 20XX – Present•••

Resolve Service Desk tickets for more than 3,000 users across 21 states and abroad
Maintain three domains to include updating, troubleshooting, and repair of network
connectivity to achieve goal of 95% continuous connectivity
Act as Active Directory and Exchange administrator for over 3,000 users

Service Desk Supervisor•

June 20XX- May 20XX

Maintained and provided troubleshooting for desktops, laptops, and tablets with Windows 7
and 10 to prevent breaks in service or work productivity

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Managed life cycle replacement, backup, and disaster recovery for computers, Blackberries,
iPhones, and other portable devices within the organization to ensure no loss ofconnectivity
Proficient in all Microsoft Office products including Office 365, Office 2016, Skype, and
OneDrive

Option 2: Separate Listings
You can list each position separately on your resume as you would if they were positions at different
companies. This approach draws attention to your achievement history according to both the position
and time frame.
Example Separate Listings Format:
Company Name, Unit A’s Name, City, State

Start Date – End Date

Position Title 1•

List your job skills and accomplishments for this position. Use STAR Statements.

Company Name, Unit B’s Name, City, State

Start Date – End Date

Position Title 2•

List your job skills and accomplishments for this position. Use STAR Statements.

Example:U.S. Army, 1St Battalion, Fort Drum, NY

May 20XX – Present

System Administrator•••

Resolve service desk tickets for more than 3,000 users across 21 states and abroad
Maintain three domains to include updating, troubleshooting, and repairing of network
connectivity to achieve goal of 95% continuous connectivity
Act as Active Directory and Exchange Administrator for over 3,000 users

U.S. Army, 3rd Battalion, Fort Drum, NY

June 20XX – May 20XX

Service Desk Supervisor•••

Maintained and provided troubleshooting for desktops, laptops, and tablets with
Windows 7 and 10 to prevent breaks in service or work productivity
Managed life cycle replacement, backup, and disaster recovery for computers,
Blackberries, iPhones, and other portable devices within the organization to ensure noloss of connectivity
Proficient in all Microsoft Office products including Office 365, Office 2016, Skype, and
OneDrive

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Achievement Statements
One of the critical aspects in the resume writing process is integrating keywords into your achievement
statements. The goal is to sell the reader on how well you performed the skill, NOT just to tell the reader
what skills you are or were responsible for performing.
You can use your performance reviews, collateral duties, internships, awards, volunteer activities, andtraining records to identify and explain where and when you executed each skill and how it willcontribute to the success of the organization.
As you describe your experience and accomplishments:
•
•
•
•
•
•
•

Select the skills related to the job you are targeting and highlight your major accomplishments
and achievements that relate to the job.
Use the STAR method.
Use civilian terms and avoid acronyms.
Begin with an action verb or dynamic adjective.
Avoid using the phrase “responsible for.”Write in past tense for all previous jobs.
Avoid the use of personal pronouns (I, me, she, he, we, they, etc.).

Below are samples of achievement statements. The most effective statements are those that are bothtargeted and results-oriented. Not every statement needs to be a STAR bullet, but the majority should
follow the STAR method.
Examples of Achievement Statements:
Facilities••

Designed and maintained fiscal data and internal information files, improving accuracy inretrieving files by 99%
Coordinated with multiple officials for aircraft over-flight, landing, and maritime visits with zerosafety violations

Vehicle Maintenance•••Conducted quality assurance of maintenance work performed, increasing production by 26%
Determined the number of mechanics needed and spare parts required to maintain equipment
in safe operating order 100% of the time
Reviewed 45 vehicles’ service needs and scheduled maintenance resulting in zero loss inoperations down-time

Travel•••Determined efficient routes, confirmed arrival dates, and verified cargo types, resulting in a 20%
increase in on-time arrivals
Ensured vehicles were properly loaded, meeting required safety standards 100% of the time
Checked engine oil, fuel, fluid levels, and tire pressure for a 100% vehicle safety inspection pass
rate

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Machinery Technician••

Operated, maintained, and repaired internal combustion engines, boilers, and main propulsion
power transmission equipment with zero operational complaints
Performed functions such as documenting inventory, ordering supplies, and completing
required reports

Aircraft/Powerplant••

Assisted in the maintenance and movement of aircraft and support equipment, saving over $1
million in a five-year period
Operated sophisticated aircraft communication radar equipment and hoist lifts with a 95%
safety record

Personnel•••

Organized, maintained, retrieved, and reviewed 75 automated personnel records, including pay
documents, improving record accuracy by 20%
Prepared and provided current information about personnel programs and procedures to
employees and administrators, decreasing personnel complaints/issues by 30%
Supported personnel in records maintenance and benefits counseling for 40 embassy officials,
consistently operating under the $1.2M budget

Engineer•••

Conducted job analysis and provided suggestions for improvement, saving the company$300,000 over a two-year period, and saving five man-hours each week
Directed daily operations for a large engineering department, including supervision of four
administrative personnel, receiving the department award for internal customer service
Directed design, installation, and testing of equipment, ensuring satisfactory and timely
completion of tasks on time and on budget

Medical••••Organized and led emergency response drills for 25 personnel, decreasing response time byseven minutes, and was recognized as the most efficient and timely response teamOrdered diagnostic X-ray and laboratory procedures, wrote patient consultations to specialty
clinics, and prescribed courses of treatment and medication to a client base of 3,500
Consistently recognized by clients for outstanding customer service
Taught and trained medical technicians, and performed as a medical supervisor for up to 125
personnel; rated 4.8 on a 5.0 scale by peers

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Security•••

Led law enforcement activities including physical security, arrest procedures, and criminal
investigations, reducing community crime and incident rates by 10%
Planned, coordinated, directed, and updated law enforcement procedures for assigned
jurisdiction of 220 personnel, saving over 180 man-hours annually
Directed and supervised the administration and operation of correctional facilities for a large
military installation; recognized as “excellent” by the Correctional Review Board

Administration•••

Prepared data processing plans and budgets for an organization of 150 personnel with 98%
accuracy
Designed and maintained computer software and databases; translated specific objectives andneeds into computer systems requirements, improving efficiency by 12%
Planned and supervised the installation of new office equipment, surpassing previously set
efficiency records by 30%

Describe Achievements with Action Verbs
Using action verbs will demonstrate to an employer that you acted and produced results. Always begin
the descriptions of your experience with words from the list below and avoid writing in the passive voicewith phrases such as “skills included” or “responsible for.”
Action Verbs for Accomplishments
Accelerate

Appoint

BudgetCollect

Accomplish

Arbitrate

Build

Collaborate

Achieve

ArchitectCalculateCommandAcquireArrange

CaptureCommunicate

Adapt

Ascertain

CatalogCompareAddress

AssembleChampion

CompelAdvance

AssessChart

CompileAdviseAssistClarifyComplete

Advocate

AuthorClassify

ComputeAnalyze

Authorize

Close

Conceive

Apply

Brief

Coach

Conclude

Conduct

Distribute

ExpandInformConserve

Diversify

Expedite

Initiate

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Action Verbs for Accomplishments

Consolidate

DivertExperimentInnovate

Construct

Document

ExportInspect

Consult

DoubleFacilitate

InspireContinue

Draft

Finalize

Install

Contract

Drive

Finance

Institute

Convert

Earn

Forge

Instruct

Coordinate

Edit

Form

Integrate

Correct

EducateFormalize

IntensifyCounselEffectFormulateInterpret

Craft

Elect

Found

Interview

CreateEliminate

Generate

Introduce

Critique

Emphasize

GovernInventDecrease

Enact

Graduate

Inventory

DefineEncourage

Guide

Investigate

DelegateEndure

Halt

Judge

Deliver

Energize

Head

Justify

Demonstrate

Enforce

Hire

Launch

DeployEngineer

Honor

Lead

DesignEnhance

Hypothesize

LectureDetailEnlistIdentify

License

DetectEnsureIllustrate

ListenDetermine

Establish

ImagineLocateDevelop

Estimate

Implement

Maintain

DeviseEvaluate

ImportManageDirectExamine

Improve

Manipulate

DiscoverExceedImprovise

Manufacture

Dispense

ExecuteIncrease

Map

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Action Verbs for Accomplishments

Display

Exhibit

Influence

MarketMastermind

Pinpoint

RecordServe

MeasurePioneer

Recruit

Simplify

MediatePlan

Redesign

Sold

MentorPosition

ReduceSolidify

Model

Predict

Reengineer

Solve

ModifyPrepareRegainSpecify

MonitorPrescribe

Regulate

Speak

Motivate

Present

Rehabilitate

Standardize

Navigate

PresideReinforce

Stimulate

Negotiate

Process

Rejuvenate

Streamline

Nominate

ProcureRender

Structure

Normalize

ProgramRenegotiate

SucceedObserve

Progress

Reorganize

SuggestObtainProject

ReportSummarize

Offer

PromoteReposition

Supervise

Officiate

ProposeRepresent

SupplyOperateProspectResearch

SupportOrchestrate

ProvideResolve

Surpass

Organize

Publicize

RespondSynthesize

OrientPurchase

RestoreSystematize

Originate

Qualify

Restructure

Tabulate

Outsource

Question

Retrieve

TargetOvercome

Rate

ReviewTeachOversee

Realign

ReviseTerminate

Participate

Rebuild

Revitalize

Test

Perceive

Recapture

Satisfy

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Action Verbs for Accomplishments

Perfect

Receive

Schedule

Train

Perform

Recognize

SecureTranscribe

Persuade

Recommend

SelectTransfer

Pilot

Reconcile

Separate

Transform

Transition

Unite

Utilize

Write

Translate

UpdateVerbalize

TroubleshootUpgradeVerify

Unify

Use

Win

5.9.8

Activity: Create Your Achievement Statements

Use the lines below to create the achievement statement for your targeted resume:59

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5.9.9

Participant Guide

Section 5: Education &Training

Formal education and specialized training belong on your resume. The key is to determine what is most
relevant to the future employer and what will best position you as the ideal candidate for the job. Use
the following guidelines to list your education and training history:
•
•
•
•
•
•
•

List your most recent education and training first.
If you have not yet graduated, indicate the number of credit hours completed or provide an
expected graduation date.
Certifications should have the year certified or renewed (if relevant). Discard irrelevant
certifications (e.g., Do not list CPR unless it is used in the job).
List special honors you achieved, such as graduating Cum Laude, with honors, or having a grade
point average (GPA) at or above a 3.5.
Include licenses, course work, and military schools relevant to the job.
Include all degrees achieved beyond high school, highest to lowest.
List the locations of colleges and universities, but it is not necessary to include dates attended.

Use the following examples to list your education:
If you have completed your degree:
Type of degree, major, university name, city, state, and date (optional), honors or GPA (optional)•••

Master of Arts in Educational Leadership, University of Arizona, Tucson, AZ, June 2017
Bachelor of Arts, Political Science, Emory University, Atlanta, GA, Summa Cum Laude
Associate of Science in Human Resources Management, Georgia State University, Atlanta, GA,
May 2016, GPA: 3.6

If you are still working on your degree:
There are different ways to list degrees in progress:•••

Master of Arts in Educational Leadership, University of Arizona, Tucson, AZ, 25/30 semester
hours completedBachelor of Arts, Political Science, Emory University, Atlanta, GA, Expected in 20XX
Associate of Science in Human Resources Management, Georgia State University, Atlanta, GA, in
progress—16 credit hours completed

If you are including military or other specialized training:
Name of course (explanation if necessary), institution, dates/hours•

Senior Leadership Development Course, U.S. Navy War College, Dec 20XX – Jan 20XX

If you are including a certification or license:
Type of certification, certifying organization, date completed/expires•

Senior Professional of Human Resources (SPHR), HR Certification Institute, December
2018/December 2021

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5.9.10Participant Guide

Activity: Create Your Education & Training

Use the lines below to create the education and training section of your targeted resume:

5.9.11

Section 6: Other Additions

Volunteer Service
Volunteer experience is valuable because it illustrates important skills you possess and shows that you
are involved in your community. If you have volunteer experience, it is highly recommended that you
add it your resume.
If you have relevant volunteer experience, list it in your experience section as if it is a paid position. Use
the STAR method to list your skill statements.
Example:Website Designer
Goodwill Foundation, Fayetteville, NC••••

June 20XX-present

Held a volunteer position as a website designer for the Goodwill Foundation
Developed a front-end WordPress site and blog with 341+ pages
Customized a web app to schedule donations pickup
Created an online presence on social media sites such as Facebook, LinkedIn, and Twitter, andincreased market awareness by 65%

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AwardsAwards are valuable because it shows you performed so well in a specific position that your efforts
were recognized. Due to your military service, you may have many military awards and medals, andthat is a positive thing. However, many of those will not be understood by an employer or hiring
manager. To avoid confusion, only choose the awards that speak specifically about you and youraccomplishments (not the group or unit citations). Use the following guidelines to list your awards:• Include the award as a bullet point in the experience section under the position you earnedit. (It is no longer customary to have an award section at the end of your resume. Including
the award under a specific job position is more influential.)• Provide the name of the award and a brief statement explaining why you received theaward.
Example:•Meritorious Service Award (U.S. Army) Received for outstanding and exceptional leadership in
support of Operation Enduring Freedom in Afghanistan.

5.10 Cover Letters
The purpose of the cover letter is to introduce yourself to an organization, demonstrate your interest in
the company or a specific vacancy, draw attention to your resume, and motivate the reader to interview
you. A neat, concise, well-written letter can entice the employer to read your resume with greaterinterest and improve your chances of getting an interview.
Cover letters should:••••

Be no longer than a page.
Be customized for each position or employer you are targeting.
Not repeat information that is in your resume.
Utilize a professional letter format.

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Cover letter template and example of a cover letter are provided below.
Cover Letter Template

Example Cover Letter

Your NameYour website or LinkedIn
Email
Phone

James Donaldson
www.james.donaldson.com
James@email.com
555-123-4567

Date of Letter

July 12, 20XX

Employer’s Name
Employer’s Title
Company Name
Street Address
City, State, Zip Code

Ms. Mary O’Hara
Personnel Director
Accounting Software International
5678 East Doral Street, Suite #1200
Lockridge, Tennessee 77777

Dear [Employer’s Name]:

Dear Ms. O’Hara,

INTRODUCTORY PARAGRAPH: You want to tell thereader why you are writing as well as list the name ofthe position or department for which you are applying.
Mention how you heard about the organization or the
opening.

I am drawn to Accounting Software International
because of my interest in accounting software and theopportunity to use my skill sets in a more specialized
career. I am applying for your Accounting Software
Business Consultant position, which was posted on
SimplyHired.

BODY: Build a connection between your backgroundand the company’s needs. Name someone you know
in the company (if they have agreed to be a reference
for you). Show that you have done some research on
the company by talking about new projects thecompany has taken on, mentioning the management
philosophy they use, or citing something you haveread about them. If you have any directly related
experience or education, summarize it here so thereader can look for it in your resume. If you haverelevant skills or accomplishments related to the job,
mention them here.
CONCLUSION: Indicate your interest in the job. State
that you look forward to being able to discuss yourbackground in an interview. Thank the reader for
his/her time and consideration.
Sincerely,Your signatureYour name typed

My research on your website and through an
acquaintance, Donald Brown, who works in the sales
department, has demonstrated that ASI has acommitment to its customers and a culture of
excellence that aligns perfectly with my own
convictions.
I have spent the past 12 years working with clientsaround the globe, helping them to improve operations
and maximize profits by utilizing all the features of
their existing software programs. I can quickly andaccurately understand organizational needs, and I
have a proven track record of meeting those needs. I
am confident that I will be a valuable addition to yourteam.
I’ll call you next week to discuss this opportunity.
Thank you for your time and consideration.
Sincerely,
James Donaldson

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6
Building Your
Personal Brand

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Building Your Personal Brand
The expression of “It’s not what you know, it’s who you know,” still rings true in today’s job market. To
date, networking is still the number one job-search method and accounts for up to 80% of job offers.
Knowing the right people can increase your chance of getting hired.
In this section, you will learn how to connect to the right people by using the power of networking
through formal, informal, and online settings. This section will introduce you to the fourth principle:
Discover, Research and Connect.

6.1

Networking

Networking is the process of interacting with others to
exchange information and develop relationships. The
people in your network can help you find opportunities
and conduct research that enables you to customize
your resume, online application, and answers tointerview questions to match an employer’s needs andpriorities. Networking is not the same as asking for ajob. It is important to remember that networking is amutually beneficial process. You never know when yourskills and resources can prove to be beneficial to others
in your network.
Statistically, 60-80% of jobs are found throughnetworking. Every single person that you know, meet,and interact with is a possible member of your network. People will play varying roles in your networkby providing access to different information, resources, or connection opportunities.
You can build an effective network by connecting with people in three ways.
1. Informal networking: Connecting with people that you already know, such as your former
colleagues, high school friends, former supervisors, in-laws, etc. However, the reach of thisapproach is limited by the size of your existing personal and professional networks.
2. Formal networking: Connecting with people that you do not know at structured events such asa networking event, professional association, or career fair.
3. Online networking: Connecting with people through a variety of online platforms such as social
media.
In the DOL Employment Fundamentals of Career Transition, you were introduced to the importance of
networking, and you identified people in your network. This section will expand your previous
knowledge of networking and show you how to network and connect to the right people.

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6.2

Participant Guide

Expanding Your Network

Knowing the right people can help you reach your career goals faster. Use the following tips and email
samples to get people to be a part of your network.

6.2.1

Ask for Referrals from your Current Network

The easiest way to expand your network is to ask your current friends, family, and associates to connect
you with people they know who could be beneficial for you to know. The "friend-of-a-friend" connection
is a great way to start introducing yourself to others.
Hello David,
My name is Sean, and I’m good friends with Jade Johnson, who passed along your contact
information to me.
Jade mentioned that we share a passion for flying and said you’d be a great person to get to
know! So, I thought I’d reach out, introduce myself, and let you know that I’d love to find out
more about you and your experience being a pilot.
I will retire from the Army after 20 years of experience in aviation maintenance and piloting. I’m
thinking of continuing my passion for flying by transitioning into a commercial pilot. Any insightor tips you have for going into this field would be greatly appreciated. Looking forward toconnecting with you.

6.2.2

Volunteering

Volunteering your time will give you an opportunity to help others and meet new people who shareyour same passion. Since you volunteered with them, it is an easy way to connect with them and tap
into their networks.
When you send an email to ask someone to make an introduction to their contacts, make sure you
include a short blurb about you for the context of the introduction and why you want to be introduced
to make it easy for your contact to pass along your information.
Hi, Anne!
It was so nice to work with you at the Food Bank last Friday. I enjoyed our conversation. As wewere talking about my interest in being a commercial pilot you mentioned that you have afriend that works as a pilot with Piedmont Airlines. I am interested in knowing more about thiscareer field. If you're willing, an introduction to your friend would be so helpful for me to gain
insight about being a commercial pilot.
I’ve included an easy-to-copy blurb below to provide context but let me know if there’s anyother information I can provide. I appreciate your help!
Message: Derrick is retiring from the Army with 2 decades of aviation maintenance and piloting
experience, and he wants to pursue a career in commercial piloting after he retires. He would

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love to connect with you to learn what he needs to do to get into the field and hear any tips you
may have for translating very specific pilot skills into management roles.

6.2.3

Join Professional or Trade Organizations

Joining professional or trade organizations is an excellent way to connect with people who share thesame professional interests and goals as you. Once you're a member, you'll usually get access to themembership list, which can open many new prospective network contacts. Most organizations also run
regional or national meetings and conferences, which leads to the next technique for building yournetwork of contacts. Make sure you follow up with a quick email, ideally, 24-48 hours after the event.
Hi Kevin,
It was so nice to meet you at the marketing association meeting and chat about content
marketing trends for Veterans. After our conversation, I found this article interesting andenlightening, so I figured I’d pass it along.
Again, I really enjoyed meeting you, and I’m looking forward to keeping in touch. Don’t hesitate
to reach out if you want to get together and bounce around some more ideas. I’d love that!

6.2.4

Attend Networking Events

These events are all about networking, so people that attend these events are more than happy toconnect with you and others. Usually, these types of events offer refreshments—either complimentaryor for a small fee. Networking events are a great way to build connections with business leaders in aface-to-face setting. Review community calendars online or in your local newspaper for details.
Use the following tips for networking events:
Before the Event• Set a goal. Go to the event with a purpose to make the best use of your time. Set a goal forhow many people you want to meet and connect with.
• Research. Study who will be coming to the event. Look at their LinkedIn and Twitter profiles
and prepare a few questions to ask.
• Prepare. Practice your professional introduction and prepare specific talking points.
During the Event• Arrive early. Seek out the person or group who planned the event to thank them and mingle
with other early attendees.
• Introduce yourself. Use a tailored version of your professional introduction for your audience.
• Keep a hand free. Hold your drink in your left hand, so your right hand is free for a handshake.
• Meet and repeat names. Use a person’s name three times in conversation after being
introduced to help you remember their names.
• Work the room. Walk around and mingle with multiple people. Don’t settle into your comfort
zone.
• Provide help to others. Share something useful you have learned. You will be amazed how
helpful that can be.

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After the Event• Follow up. Send an email or LinkedIn request within 24 hours.
Hi Kelly,
It was such a pleasure having the chance to meet you at the Propel Networking Eventyesterday. Thank you so much for your time and for sharing your story about some of yourstruggles breaking into the advertising industry. As I start my own journey, would it be alrightto stay in contact with you if I have any questions? Again, thank you so much for your time.

6.2.5

Attend Job Fairs

A job fair is an event where employers and recruiters give information to potential employees. Job fairs
give you an opportunity to network with multiple employers in a single location. They can vary in sizeand scope and can be performed in person or online. Some job fairs are quite large, with a collection of
employers from a variety of industries, while others are smaller and targeted to a particular audience.
There are several military-friendly job fairs that are targeted specifically towards Service Members andspouses.
To succeed at a job fair, you must prepare in advance by polishing your professional introduction,
researching the companies you are interested in, and developing a plan of attack for your time there. It
is not possible to talk to every one of the companies in attendance, so you will have to choose your top
five to ten and focus your efforts on meeting and connecting with those companies.
Use the following tips to maximize the successful outcomes of your career fair experience:
Before the Job Fair
•
•
•
•
•

Register. Although it is not always required, having your name on the list of pre-registeredattendees shows professional courtesy to both fair organizers and exhibiting employers.
Review the career fair layout. The layout may be available online, or you can secure a map of
the fair at the event. Map out the top organizations you want to connect with.
Research participating employers. Find out ahead of time which employers hire people withyour skills.
Know your career goals. Having a career goal will help you get the best results and best use ofyour time.
Make a list of questions for employers. Ask about how they recruit and hire people with yourskill set.
o You can ask the following questions:• What types of strengths and experience do you look for in new hires?
• How long is the application and interview process and what does it consist of?
• What do you like most about your job at this company?
• May I contact you with further questions? Do you have a business card?
o Questions you should avoid asking:• How much will I be paid?
• What does your company do?

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Polish your resume. If you have a specific organization of interest and the organization will beat the event, prepare a targeted resume.
Practice your professional introduction. The more you practice, the more confident you’ll feeldelivering it at the job fair.

During the Job Fair
• Dress professionally. Dress in a way that will leave a good impression on the recruiters.
• Bring supplies. Bring several copies of your resume, a pen, and paper for notes.
• Give a warm greeting. Begin with a firm handshake and good eye contact. Thank therecruiters for being at the fair.
• Use a name tag. Place your name tag on your right side to draw the recruiter’s eye to yourname tag, making your name easier to remember.
• Get there early. Arriving at least 30 minutes early gets you closer to the front of a potentiallylong line of people waiting for the job fair doors to open.
• Get business cards. Collect business cards so you have the contact information for the
recruiters you met at the job fair.
• Take notes. Jot down notes on the back of the business cards or on your notepad for talking
points when you send a follow up note.
• Network with job seekers. Talk and connect with other job seekers at the job fair to expand
your network.
After the Job Fair
• Follow up. Within 24-48 hours of the career fair, send a thank you note to each person you
met with, whether you’re interested in the company or not. Also, if a recruiter requests you toconnect with them on LinkedIn or send them an email, do so within 24-48 hours.
Dear Ms. Russo,
Thank you for taking the time to meet with me at the Veteran Outreach Career Fair today. You
were extremely helpful in explaining Hawken’s plans to expand and the challenges of finding
people with the right skills to fill these new positions.
As I mentioned during your conversation, I have 5 years of experience in supporting andtroubleshooting hardware, software, and networking issues. I have an active security
clearance and a strong background in Microsoft Windows NT/2019. I am certain my technicalskills and the experience I gained in the Air Force would make me an asset to your team.
As you suggested, I have submitted my application through Hawken’s website, and I have also
attached my resume for your review. I would welcome the opportunity to talk with you again.
I will follow-up with you next week. Again, thank you for your time.

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6.2.6

Participant Guide

Contact your Local American Job Center (AJC)

American Job Centers are designed to provide a full range of assistance to job seekers under one roof byproviding training referrals, career counseling, job listings, and similar employment-related services.
Offering approximately 2,400 centers nationwide, the AJC provides universal access to an integrated
array of labor exchange services so that workers, job seekers, and employers can find the services theyneed. The AJC provides universal access to an integrated array of labor exchange services so thatworkers, job seekers, and employers can find the services they need. You can visit a center in person orconnect to the center's information online.
Job seekers who are veterans receive priority referrals to jobs and training as well as special
employment services and assistance. The AJC network is coordinated by the DOL's Employment andTraining Administration (ETA). You can also find a center by calling ETA's toll-free help line at 1-877-US2JOBS (TTY: 1-877-889-5267).
Your local American Job Center already has a network of people that can assist you in your transition.
You can leverage the service to expand your network quickly with people that are eager to assist you.
Hello Hector,
My name is Michael Gonzalez. I will be finishing my service with the Coast Guard in several
weeks and would like to learn more about starting my own business in computer repair. Mr.
John Smith from the American Job Center suggested that I reach out to you for advice.
You have a lot of experience creating successful businesses in the computer field, and it would
be great to sit with you and learn about the industry as well as the “do’s” and “don’ts” as I get
started on my own business.
If you’re open to it, I’d love to grab coffee to find out more about your experience and get youradvice.

6.2.7

Contact Your Schools

Your former professors and colleges have an extensive network within the college, community, andthousands of their alumni. They want you to be successful because you are a product of their
institutions, so they are a great resource for you.
Dear Dr. Patel,
I hope all is well. My name is Lisa Adam, and I am currently a student at U-State. I found yourname on our alumni association and am very interested in learning more about the environmentengineering field. I would love to learn more about your role at your company and how you got
started in such an exciting and competitive industry. Would you be willing to spend some timespeaking with me about your experience and background?
I have attached a copy of my resume just for your information so that you can have a little morebackground about me. I am hopeful that you will be willing to have a phone conversation whenyour schedule allows. Thank you so much for your time. I look forward to hearing from you.

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6.2.8

Participant Guide

Contact Former Co-Workers, Supervisors, and Businesses

Don’t forget to reconnect with your former colleagues, supervisors, and businesses you worked withover the years. These people all had a relationship with you before and could again—you simply need toreconnect with them.
Hi Sanchez,
How are you? I hope you and the family are doing well. How’s civilian life treating you? I will bejoining you as a civilian soon, and I’m looking for a career in logistics when I get out of service.
Would love to chat with you and fill you in on what I’m thinking about and hear the latest fromyou. It would be great to catch up.

6.2.9

Use Social and Professional Networking Sites

Once you're a member of Facebook, LinkedIn, or a similar networking site, you'll immediately beprovided with strategies for adding friends and new connections.
Hi May,I’m also a member of the Pioneering Marketing LinkedIn group, and I always find your posts to
be incredibly helpful and thought-provoking. I’d love to be able to keep in touch and hear more
about your work.

6.2.10Conduct Informational Interviews

Another great strategy for connecting with people is to conduct informational interviews. An
informational interview is a meeting to learn about the real-life experiences of someone working in afield or company that interests you. It is a great way to discover new information about the job market,
research the company, and connect to people that can be added to your network.
To set up an informational interview, you must first find contacts who are willing to discuss theiroccupations and career paths with you. You should start by asking people in your network for contacts
in a field, company, or job that interests you. Your local American Job Center may have local businesscontacts, or you could join a professional organization in your field to build contacts. Many Veteransupport organizations and nonprofit groups offer mentoring and informational interviewing
opportunities that help Veterans, transitioning Service Members, and military spouses.
An informational interview is not a job interview, but rather an interview with a person who is involved
in some aspect of a career in which you have interest.
Dear Mrs. Anderson,
We have a shared contact in Dr. Susan Smith, CEO of Biomedical. She suggested that I contact
you for additional information regarding your career pathway in the biomedical industry.
I recently finished my service with the Navy as a Biomedical Equipment Specialist. I would likethe opportunity to meet or speak with you to discuss your insight on the range of careers to
pursue within the biomedical field, especially with my skills and experience. I understand thatyou are busy and would appreciate any time that you could spare to meet with me in person orby phone. May I have 15-20 minutes of your time over the next few weeks to ask you a few
questions?
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Any suggestions you could offer would be greatly appreciated. Thank you for your time.
Tips for setting up Informational Interviews
Be prepared. Have a professional introduction ready. It’s important to have a short, concise introduction
describing yourself and what you are trying to do.
Be professional. Treat the interviewer with respect and be professional. On the day of the interview,
this includes showing up on time and respecting the time allotted. Don’t ask about openings. Keep inmind that you are there to learn more about the industry you’re interested in and ask for potential steps
you can take for your next move.
Ask questions. It is best to ask open-ended or follow-up questions of the interviewer. Below are somesuggested questions:
Question

Purpose“Could you tell me about your background andhow you came to hold your current position?”

Gives you insight into their education, skills, andexperience, as well as the steps in their career
path.

“What general skills are required in this line ofwork?”

Gives you an idea of the general transferable
skills this career requires.

“What specific or technical skills have you
acquired in your work?”

Gives you an idea of the technical skills required.

“What do you like most about your work (or thefield)?”

Gives you insight into this person’s passion andthe intrinsic rewards of the work.

“Are there any responsibilities you would rather
give away?”

Gives you insight into which aspects of the work
the person does not appreciate.

“What is the outlook for entry-level professionals
in the field?”

Gives you an insight how you can start working in
the field.

“What are the short- and long-term goals of yourorganization or department?”

Gives you a clearer and current picture of theorganization to see if it’s going to expand andwhere opportunities may present themselves.

“Are there others in this field with whom you
would suggest I talk?

Gives you an opportunity to expand your networkand gain more insight.

Follow this with, "may I say you referred me?"“I am very interested in this line of work—what
are some final pieces of advice you’d give me
regarding a career in this field? What do you
recommend for my next step?”

This question should be used toward the closureof the interview. The question allows the person
to comment freely, which is where you can learn
their mishaps and gain confidence in your nest
steps.

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Ask for advice. Ask for guidance on the next steps to take after the interview. You could ask what skillset
is the most valuable in the field, if there is anything you can do in the meantime to make yourself amarketable applicant, if the interviewer knows several people who can help you gain more knowledge
about the field you’re interested in, if there are any resources you can read, and if you can follow up
with future questions should you need their help.
Express your gratitude. After the interview, don’t forget to send a thank-you email or letter, ideallywithin 24 hours. Don’t forget to follow up in a few weeks or so with updates regarding your job searchand other details the interviewer might be interested in knowing about. This will help you nurture therelationship with this person. Once you land a job, reach out to everyone who has helped you along theway, and ask how you can help them in return.

6.2.11

Find a Mentor

A mentor is someone with experience who can help you with career guidance and connect you with
their professional connections. There are many positive mentorship opportunities available throughVeteran Service Organizations (VSOs) and other organizations. Their support is invaluable—not just in
the employment process, but they can assist you in your professional development as well.
What is Mentoring?
Often, people confuse mentoring with coaching and counseling. Mentoring is a long-term relationshipfocused on supporting the growth and development of the mentee. The mentor draws on his/her
knowledge and experience to assist the mentee with achieving his/her professional goals.
What a Mentor Does Not Do

What a Mentor Does for You•••

Gives you his/her expertise in life andprofessional experience to help you get
closer to your goals
Helps you see the destination but does notgive you a detailed map to get there
Offers encouragement and cheerleading,but not "how-to" advice

•

•
•
•

Advocate on your behalf in theorganizational environment such as yourboss would; the relationship is more
informal
Tell you how to do things
Serve as a counselor or therapist
Set your goals for you

A mentor will dedicate some of their time investing in your success. To be a good mentee, you will needto do the following:
•
•
•
•
•
•

Be focused and dedicated to your success.
Be open to feedback from your mentor.
Be a good listener.
Have a well-defined career goal.
Commit to your appointment/meeting with your mentor.
Be accountable for your actions and inactions.

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How to Find a Mentor
Finding a mentor is a long process where you must be patient with the developing relationship. A good
mentoring relationship grows organically and gradually. Below are some suggestions of how to find amentor.
1. Make a list of people in your network with the knowledge and experience in your desired line ofwork who you admire and deem able to provide you the guidance you need.
2. Ask the person for advice about an issue or problem you are facing. Don’t use the term mentoryet.
3. After meeting for the advice, evaluate the process. Do you want to spend more time with thisperson? Was this person’s advice valuable? If the process didn’t go as you expected, then you
will need to find another person and repeat the steps.
4. Send thank you notes and follow up with another meeting.
5. Let the relationship grow naturally without putting any formal name to it.
6. Seek out feedback and commit to the process.

6.2.12

Expand Your Network Online Using LinkedIn

Since LinkedIn is the top online site for professional networking, you will learn how to network online
through LinkedIn. You can start building your network on LinkedIn by first creating a LinkedIn profile. In
the DOL Employment Fundamentals of Career Transition, you should have had an opportunity to createa LinkedIn profile.
Linking with Others
You can ask someone to join your professional network by sending them an invitation to connect. If they
accept your invitation, they will become a 1st-degree connection. Invite people you know and trust
because 1st-degree connections are given access to any information you have displayed on your profile.
You can invite people to connect from the following places:

A member’s profile – Click
Connect on their profile page.

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The search results page –Click Connect to the right ofthe member's information.

The "People You May Know"feature – Click Connect below
the member's name toconnect.

Send Personalized Invitations.
LinkedIn provides a generic message for each invitation, which you should edit to be more personalized
and tailored to each person you send an invitation request to.
Some suggestions:“I saw that you were stationed at Quantico…”“I noticed that we’re both connected to Derrick Allen. I used to work with him at ABC Corp…”“I’m glad we were able to meet and chat at Conference’s happy hour last Thursday…”

6.3

Activity: Join Groups on LinkedIn

Joining groups is one of the fastest ways to reach out to potential networking contacts. Even if you are
not connected, LinkedIn allows group members to message one another via the group’s page.
You can search for groups by name or keyword, or you can browse groups recommended for you by
LinkedIn.
Search for Groups by Name or Keyword
Step
1

ActionLog in to your LinkedIn account.

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2

Enter your keyword or group name in the Search bar at the top of your LinkedIn homepage.

3

Click the Search icon.

4

Select Groups from the dropdown.

5

Click on a group's name to learn more about it.

6

You can join a group by clicking Request to Join on the group’s homepage, or by responding
to an invitation from a group member or manager.

Giving and Getting Recommendations and Endorsements
A great way to impress employers is to have colleagues, supervisors, clients, and others on LinkedIn
vouch for your skills and experience. LinkedIn provides two methods for this:••Recommendation: A written statement by a LinkedIn member vouching for the quality of yourwork. Positive recommendations give employers a sense of who you are and what you can do. It
gives employers a reason to trust one candidate over another who doesn’t come as highly
recommended.
Endorsement: An acknowledgement by a LinkedIn member that you have a skill you claim tohave. Your connections can endorse your skills with a click of the mouse.

To encourage others to give you a recommendation or endorsement, you should write positive
recommendations for them and endorse their skills.
Give a Recommendation
Step

Action1

Go to your connection’s profile page.

2

Click More.

3

Click Recommend.

4Fill out the Relationship and Position at the time fields of therecommendations pop-up window.

5

Click Next.

6

Write your recommendation in the message field.

7

Click Send.

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Endorse a Connection's Skills
Step

Action1

Navigate to the profile of the 1st-degree connection.

2

In the Skills & Endorsements section further down on
the page, locate the name of the skill you'd like toendorse.

3

If your connection has more than three skills listed, click
Show More to see their whole list of skills.

4

Click the Add icon to the right of the skill.

Note: After you endorse someone, they'll receive an email. The most endorsed skills will move to the
top of the Skills & Endorsements section.
Requesting a Recommendation
Step

Action1

Go to your profile page.

2

In the Recommendations section further down
the page, click Ask for a Recommendation.

3

Follow the on-screen cues to complete your request.

4

Click Next.

5

Create a note to send to your connection about your request to specify what you want
the person to recommend for you.

LinkedIn message sample:
I hope all is well with you! I’m touching base to make a small request of you. I’m leaving theMarines soon and want to keep my LinkedIn profile updated for recruiters.
I really enjoyed working with you when we were stationed at Quantico. As a result, I thought
you’d be a great fit to write me a short LinkedIn recommendation highlighting my skills inteambuilding and training. If you’re willing, I’m happy to send over additional information to
make writing one easier for you.
Also, I’m more than happy to return the favor and write you a recommendation. Just let meknow if there’s something specific you’d like me to emphasize.

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Would you feel comfortable writing a recommendation of this kind for me? Of course, nopressure either way. Thanks, and let’s catch up soon!
Following Companies
LinkedIn allows you to follow companies without establishing a connection. Benefits of following acompany include:••

Staying in the loop about what is going on with the company.
Knowing who is who in the company.

Step
1

ActionSearch for the company••

2by typing the company name into the search box, orby clicking Companies to browse a list of businesses that LinkedIn deems relevant
based on your experience and connections.

When you find a company, click follow.

Finding Job Postings: Method 1
Step

Action1

Click the Jobs tab near the top of the page.

2

View the job postings recommended by LinkedIn based on information from your profile.

Finding Job Postings: Method 2
Step

Action1

Type the job title or location into the Search box.

2

View the list of jobs that match your search.
Note: You can sort the job listings by date, date posted, LinkedIn Easy apply, in yournetwork, under 10 applicants, company, and experience level.
You can also view how many people have applied for the job so far, where any of your firstdegree LinkedIn connections work within the company, basic information about thecompany, and you can also select to turn on/off Job Alerts to keep you informed of the job
posting.

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7
Activating Your Brand

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Activating Your Brand
In this section, you will learn how to fill out an application form to pass any automated screening
system, as well as the art of following up.

7.1

Application

The application may be what is standing between you and the job you want. Employers are going to be
selective in their hiring process, and you should be selective about where you choose to apply. You have
many skills to offer and experience to add value to the organization, and you want to select the places
that would most value what you have to offer. Target your search to the organizations that are most
likely to be the best match for you.
Seek out Veteran-Ready Employers
To leverage your job search as a Service Member, you may want to seek out Veteran-Ready employers.
•

Federal Hiring
The federal government made hiring Veterans a priority. Veterans are particularly valued bymany government agencies due to their transferable skills. You can visit www.usajobs.gov forjob opportunities in the federal government. You will learn more about federal hiring later inthis course.

•

HIRE Vets Medallion Program
The HIRE Vets Medallion Award Program is the only federal-level
Veteran’s employment award that recognizes employers who
recruit, employ and retain Veterans.
Employers must meet certain criteria to be awarded. There are twodifferent medallion award levels, which are based on the size of thecompany: Platinum and Gold. You can visit
www.hirevets.gov/awardees to view the list of employers andtarget them for employment opportunities.

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7.2

Participant Guide

How to Get Your Application to Pass the Applicant Tracking
System (ATS)Many companies use the applicant tracking system (ATS) to
scan for keywords, former employers, years of experience, andschools attended to quickly identify candidates that match their
desired qualifications. This can expedite the process for theemployer, but this system is also designed to weed out people
who appear unqualified.
To ensure your application passes the ATS test and makes it to
the employer’s hands, you will need to do the following:
•

•
•
•
•
•
•

7.3

Throughout your resume, add keywords and phrases
that appear in the descriptions of the job. For example,
if the job requires someone with experience in HTMLand CSS, then you will need to include HTML and CSS on
your resume and application.
Use an acceptable file format. When you attach or upload documents, use standard formats
such as .docx or .doc.
Avoid uploading charts, images or PDFs unless otherwise instructed. Most automated screen
technologies cannot index non-text files.
Use both the long-form and acronym version of keywords (e.g., “Master of Business
Administration (MBA)” or “Search Engine Optimization (SEO)”) for maximum searchability.
Use a chronological or combination resume format (avoid the functional resume format).
Do not use tables or columns, as they often cause major parsing errors.
Do not use headers or footers, as the information might get lost or cause a parsing error.

Identifying and Preparing Your Professional References

References are an important part of the job search
process. You will need to identify people who respect
you and select the people you get along with best orwith whom you have had a successful working
relationship. It is recommended that job seekers havefour to six professional references ready to provide to an
employer, which should be rotated to avoid overuse of
any one person. The number of references may vary andmay be either professional or personal. Personalreferences are friends or non-professional acquaintances
who can speak to your character as a person, but they
are not family.

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Who should you select as a reference? You should select references who think highly of your work andwho can speak to working with you in a professional setting. If you have held a management position,
you might select one or two people who worked for you, as they can offer a good perspective on yourmanagement style. You might also select one or two colleagues—people who see you on the job each
day—as well as one or two people who have managed your work and can speak to your ability to takedirection and initiative, and work individually or as part of a team.

7.4

Getting Permission to Use Someone as a Reference

It is important that the people who are serving as your references are prepared to discuss your skills andabilities in a professional setting. By talking to your potential references ahead of time, you can request
their permission and ask them some questions that your prospective employer might ask in order to see
what they would say about you. This allows you to discuss your job goals and how your experiences
qualify you for the position, as well as gather updated contact information.
Reference Check Questions:
1. What was the nature and length of your relationship with the candidate?
2. In what capacity did you work with the candidate (peer, colleague, supervisor)?
3. Could you give me a brief description of the duties the candidate performed?
4. What were the candidate’s strengths?
5. What were the candidate’s weaknesses or areas where the candidate could improve?
6. Would you recommend him/her for this position? Why or why not?
7. How would you describe the candidate’s relationships with coworkers, employees, andmanagement?
Send a copy of your resume and the job posting to your references so they are aware of what
information the potential employer has, and they will be able to intelligently discuss various aspects ofyour professional experience.

Reference Contact Information

Stay consistent by using the same font and formatting for your reference list as your resume and cover
letter. Ensure that you have an updated phone number and a professional email address for each ofyour references that the employer can use to contact them. Also ask your references for their preferred
time of day and method for communication.

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Activity: Brainstorm Your References

Brainstorm people who might be able to provide a professional or personal reference for you. In thespace below, record their names, title or position, the organization they work with, and theirphone/email information.
Professional References
Reference 1
Name
Title/Position
Organization
Phone/Email
Reference 2
Name
Title/Position
Organization
Phone/Email
Reference 3
Name
Title/Position
Organization
Phone/Email
Reference 4
Name
Title/Position
Organization
Phone/Email83

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Personal References
Reference 1
Name
Title/Position
Organization
Phone/Email
Reference 2
Name
Title/Position
Organization
Phone/Email84

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8
Exploring Federal Hiring

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Exploring Federal Hiring
Depending on the circumstances, federal jobs can offer greater stability than jobs with privatecompanies. Many federal agencies particularly value candidates who are Veterans because they regard
such candidates’ skills as highly transferable to the work of those agencies.
Federal employment can be complicated due to the various rules and regulations that must be adhered
to, and this section will cover the broad overview of the federal employment process.
For those who wish to pursue a career with the federal government, the U.S. Office of Personnel
Management (OPM) offers a separate online training module, Transitioning to Federal Employment,
which provides more information and is available on Joint Knowledge Online (JKO). Additional learning
sessions offered by OPM can be found on the main page of USAJOBS under the title Events.
You can also access the program through the Feds Hire Vets website: www.fedshirevets.gov/jobseekers/reference-materials/virtual-classroom/continuing/menu.htm
Before we get started, there are three sites that you should familiarize yourself with as you begin thepath toward federal civil service:
•
•
•

8.1

FedsHireVets.gov – A one stop resource for Veterans interested in working for the federal
government
USAJOBS.gov – The central location to find job openings within hundreds of federal agencies andorganizations
USA.gov – The U.S. government's official web portal to all federal, state, and local government
web resources and services

Federal Civil Service

The federal civil service is comprised of three distinct services: competitive service, excepted service,and senior executive service.
•

Competitive Service
Most of the jobs in the Federal Civil Service are competitive service positions. Individuals mustgo through a competitive process (i.e., competitive examining), which is open to all eligible
applicants who meet the minimum qualifications.

•

Excepted Service
Excepted service positions are any federal or civil service positions which are not in thecompetitive service or the Senior Executive service. Excepted service agencies set their own
qualification requirements and are not subject to the appointment, pay, and classification rules
in Title 5, United States Code. There are several ways to be appointed into the excepted service,
such as being an appointed pursuant to an authority created by Congress, the President, or the
U.S. Office of Personnel Management (OPM). For example, positions at the U.S. Postal Service
and the Central Intelligence Agency are excepted by law.

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Senior Executive Service (SES)SES positions include those classified above GS-15 that encompass duties identified as executive
or managerial. The SES was designed to be a corps of executives selected for their leadership
qualifications.

8.2

Veterans’ Preference

Veterans’ preference gives eligible Veterans preference in appointment over many other applicants.
Veterans’ preference applies to all new appointments in the competitive and many in the excepted
service. Veterans’ preference does not guarantee Veterans a job. Not all Veterans are considered
Veterans for the purpose of federal civilian employment, and not all active duty service qualifies for
Veterans' preference. In addition, only Veterans discharged or released from active duty in the armed
forces under honorable conditions are eligible for Veterans' preference.
Veterans’ preference can be confusing, and it is recommended that you use www.fedshirevets.gov tosee if you are eligible for Veterans’ preference.

8.3

Special Hiring Authorities for Veterans

Special Hiring Authorities for Veterans are designed to assist Veterans in their job search. These special
authorities represent a few of many appointing authorities that agencies can use entirely at theirdiscretion. To check your eligibility for any of the Special Hiring Authorities for Veterans, visit
www.fedshirevets.gov•

Veterans’ Recruitment Appointment (VRA) is an excepted authority that allows agencies toappoint eligible Veterans without competition.

•

30% or More Disabled Veteran Appointment allows any Veteran with a 30% or more serviceconnected disability to be non-competitively appointed.

•

Veterans Employment Opportunity Act (VEOA) is a competitive service appointing authoritythat can only be used when filling permanent, competitive service positions when the agency
has decided to solicit candidates from outside its own workforce. It cannot be used to fillexcepted service positions. It allows Veterans to apply to announcements that are only open toso-called “status” candidates, which means “current competitive service employees and certain
prior employees who have earned competitive status.”•

Disabled Veterans Enrolled in a Veterans’ Affairs Training Program may enroll for training orwork experience at an agency under the terms of an agreement between the agency and the
VA. While enrolled in the VA program, the Veteran is not a federal employee for most purposes
but is a beneficiary of the VA.
Training is tailored to the individual's needs and goals, so there is no set length. If the training is
intended to prepare the individual for eventual appointment in the agency, the agency mustensure that the training will enable the Veteran to meet the qualification requirements for the
position.

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Upon successful completion, the host agency and VA give the Veteran a Certificate of Training
showing the occupational series and grade level of the position for which they trained. The
Certificate of Training allows any agency to appoint the Veteran noncompetitively under a statusquo appointment, which may be converted to career or career-conditional at any time.
•

Other Special Hiring Authorities - Though not specifically for Veterans, and not entirely
inclusive, the following is a sample of some of the more frequently used special hiring
authorities that Veterans should be aware of and apply under as appropriate.

•

Schedule A - Appointing Authority for People with Disabilities is not specifically for Veterans,
the Schedule A authority for people with disabilities is an excepted authority that agencies canuse to appoint eligible Veterans who have a severe physical, psychological, or intellectual
disability. To prove your eligibility to be appointed to a federal job under Schedule A, you must:o be qualified for the job for which you are applying (i.e., have the necessarycompetencies and relevant experience to perform the job); ando provide “proof of disability” documentation
Sample Schedule A letters can be found on the OPM’s website: www.opm.gov/policy-dataoversight/disability-employment/getting-a-job/sampleschedaletters.pdf•

Pathways Program is not specifically for Veterans, but if you are a student or recent graduate,
you may wish to consider beginning your career in the federal government by applying for avacancy under whichever of the authorities described below that may apply to you:oooInternship Program: For current students enrolled in a wide variety of educational
institutions from high school to graduate level, with paid opportunities to work inagencies and explore federal careers while still in school. For complete program
information, visit www.usajobs.gov/Help/working-in-government/unique-hiringpaths/students/
Recent Graduates Program: For individuals who have recently graduated from
qualifying educational institutions or programs and seek a dynamic, career development
program with training and mentorship. To be eligible, applicants must apply within two
years of degree or certificate completion (except for Veterans precluded from doing so
due to their military service obligation, who will have up to six years to apply). For
complete program information, visit www.usajobs.gov/Help/working-ingovernment/unique-hiring-paths/student
Presidential Management Fellows (PMF) Program. This program is now for individuals
who have received a qualifying advanced degree within the preceding two years. For
complete program information, visit www.pmf.gov/

Veterans are encouraged to seek consideration under all the hiring authorities for which they are
eligible, in addition to claiming their preference under the competitive examining process (if applicable).
Note: The U.S. Office of Personnel Management has created a one-stop resource for federal
employment information for Veterans. This site will be your most valuable resource for learning about
special hiring authorities and overall federal employment for Veterans: www.fedshirevets.gov.

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Participant Guide

Finding Federal Jobs

The most effective method to find a federal job as a Veteran is to search the USAJOBS website—thefederal government’s official source for federal job listings.
You can apply to most federal jobs with a resume. Federal resumes should be targeted and tailored tothe position. Applicants are encouraged to use the resume builder on USAJOBS to ensure their resumes
are in the federal format. Federal resumes could be several pages in length as opposed to the format
preferred by the private sector of one or two pages.

8.5

Understanding the Job Announcement

The most important component of a successful federal job search is to have a clear understanding of therequirements outlined in the job announcement. While these job announcements can be lengthy, they
provide valuable information about the job, and it’s important that you read each section before
applying.
The job announcement includes the following seven sections:
•
•
•
•
•

•

•

Overview: Tells you how long you have to apply, the salary, the work schedule, and the type of
appointment and service
Location: Lists the work location(s). Many jobs have multiple locations, so it’s important thatyou verify the location is somewhere you want to work.
Duties: Describes the job’s daily activities and responsibilities
Requirements: Describes the type of experience you need, certain conditions you need to agree
to for the job, and how the hiring agency will evaluate your application
Required Documents: Lists all the documents you may need to include with your application toprove you are eligible and qualified for the job. It is very important that you submit the rightdocumentation; the hiring agency may disqualify you if you’re missing information. Some
examples of required documents include:o DD – 214o SF-15o Transcripto Cover letter
Benefits: Lists the benefits package to employees. Eligibility for benefits depends on the type ofjob and whether you are full-time, part-time, or intermittent. Contact the hiring agency for more
information on the specific benefits offered.
How to Apply: This section explainso The application steps.
o Other ways to apply for the job if you cannot apply online.
o What happens next, after you apply.

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Activity: Find a Job through USAJOBS AccountYou do not need an account on USAJOBS to search for a job, but you need to create a login.gov accountto apply for jobs.
Step

Action1

Visit www.usajobs.gov

2Type in the job title and location.

3

Click on Search.

4

Pay attention to the Hiring Path. The Hiring Path will let you know who can apply to the job.

5

Click on the job title to review the job announcement. Note: There is a sample federal job
announcement in the Appendix.

8.7

The Differences Between Federal Resumes and Standard
Resumes

A federal resume is an important career document that details the specialized skills and qualifications
for the specific federal job you are targeting. Federal jobs require a different type of resume than thecivilian sector since federal resumes serve as the job application and, at times, can be an examination as
well. The federal resume will be assessed and graded by a human resource specialist to determine yourlevel of qualifications for the position.
Some of the differences between federal resumes and standard resumes are outlined below. Knowing
these differences can assist you in creating a well-written federal resume.

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Length
•

•

•

•

8.8

FormatParticipant Guide

Information

Documentation

Length: The length may be the biggest difference between federal resumes and standard
resumes, as federal resumes are typically much longer because they require more detailed
descriptions of work experience. This provides a way for the human resources specialist toassess what tasks and duties were performed and at what specific level to ensure you arequalified for the position.
Format: The format of federal resumes needs to be easy to read and concise like standard
resumes; however, it can include more details and descriptions of experience. It will also include
keywords from the job announcement.
Required Information: Federal resumes require specific information, such as job start and end
month; employer addresses; salary information; supervisor names and phone numbers; college
GPA and graduation dates; high school education; applicable training, including course name,date, and number of hours; and other information typically not included on standard resumes. If
this information is not included, it may be considered an incomplete application and may berejected.
Additional Documentation: Many federal announcements require additional essay questions.
These questions are one- to two-page statements specifying specific examples from anapplicant’s experience related to the job announcement. Federal resume applications will often
ask applicants to send or upload additional information, including transcripts, evaluations, andmilitary service forms. If you fail to provide these documents, you will be marked as having an
incomplete application package, and you will not be considered any further.

USAJOBS Resume Builder

USAJOBS Resume Builder is a tool that allows you to build a resume within USAJOBS, and it isautomatically formatted to ensure that you have all the basic information required by federal agencies
for your application. USAJOBS also allows you to upload your own document to your account, however
USAJOBS Resume Builder is the preferred method for developing a resume for a federal job application.
See appendix for sample of a federal resume.

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9
Preparing for
an Interview

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Preparing for an Interview
You may not get a second chance to make a great first impression during your job interview, so knowing
how to prepare for a job interview and having a well-prepared plan is extremely important to increase
your chances of landing that dream job.
In this section, you will learn how to prepare for an interview so that you make the best first impression.

9.1

Types of Interviews

The purpose of all interviews is to find the right person for the job and, conversely, for individuals to findthe appropriate company and job fit. This is often a multi-stage and multi-step process that could occur
in a variety of different formats. Companies use the following methods to conduct interviews:

9.1.1

Phone Screening or Phone Interview:

Can occur unscheduled or scheduled. When a company calls you for an interview or
screening, be sure to understand the difference between the two methods:••

A telephone screening is conducted relatively quickly and is used to verify yourbasic qualifications for the position.
A telephone interview may be more in depth, asking traditional interview questions, and may
have multiple participants involved.

Below is a list of suggestions to prepare for success when you have a phone interview:
•
•
•
•
•
•
•
•

9.1.2

Be in a quiet place where you can concentrate.
Practice your answers. Treat the phone interview as you would an in-person interview.
Make sure you have all your company, industry, and job research materials handy.
Mention your research during the interview to demonstrate your understanding of the business.
Get dressed for work, as it creates a professional attitude that is not visible but comes throughin your manner over the phone.
Have questions prepared and be prepared to take notes.
Stand up, walk around, and smile during the call. All these things make a big difference in the
projection and quality of your voice.
If you are driving, be sure to stop and give full attention to the call.

Face-to-Face/One-on-One Interview

With this method, you will meet with one person at a time. The interviewer may be
the person who will be your supervisor or manager.
Below is a list of suggestions to prepare for a successful one-on-one interview:
•
•
•
•
•
•

Start by researching the company and your interviewer.
Practice your answers to common interview questions.
Re-read the job description.
Plan your interview attire the night before.
Recon the location the day before and arrive at least 15 minutes early to your interview.
Have questions prepared and be prepared to take notes.
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Participant Guide

Panel or Committee Interview

This type of interview involves two or more interviewers sitting on a panel orcommittee and involves answering the questions posed by multiple people. These
interviewers may include HR representatives, the hiring manager, the supervisor,
and/or a team lead. It adopts a similar style to a promotion board.
Below is a list of suggestions to prepare for success when you have a committee interview:
•
•
•
•
•
•

9.1.4

Start by researching the company and your interviewers.
Monitor your body language and eye contact. Be ready to maintain eye contact with the whole
panel, paying slightly more attention to whomever asked the question you are answering.
Bring a copy of your resume for each person on the panel, a notebook, and a pen.
Practice your answers to common interview questions.
Be prepared with examples of your work.
Have questions prepared and be prepared to take notes.

Video (Skype)/Teleconference Interview

Video and teleconference interviews are becoming more common. They may be thechannel of choice if you are in a remote location or geographically distant from thecompany headquarters. Video interviews may take place live with both the company
and the candidate connecting through video conferencing software, or they may be
one-way interviews conducted through a video interview website or application. In
one-way video interviews, the hiring professionals create a series of interview questions, and job
candidates record their answers.
Below is a list of suggestions to prepare for success when you have a video/teleconference interview:
•
•
•
•
•
•

9.1.5

Check your tech. Familiarize yourself with the webcam and microphone. Position the webcam ateye level so you are looking directly at the camera and can address the interviewer.
Dress for success from head to toe.
Be sure that you have a professional and uncluttered background.
Be sure the lighting is appropriate; do not sit in front of a window.
Be sure you are in a quiet room with no distractions, such as cell phones, pets, children, etc.
Do a trial run with a friend to ensure you can log in, your equipment works, and yourbackground is professional.

Meal Interview

Whether breakfast, lunch, dinner, coffee, or drinks, these interviews are designed toobserve you outside of the formal work environment. Due to the casualenvironment, it is easy to get comfortable, so be sure to answer questions
professionally.
Below is a list of suggestions to prepare you for success when you have a mealinterview:••

Carefully select your meal (it should not be too pricey or too messy).
Avoid ordering alcohol (even if the interviewer orders a drink first).

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Participant Guide

Group Interview

This method brings in many applicants at once and can be more of a presentation
about the company and the types of challenges you will encounter on the job. You
may be called for a face-to-face or panel interview after the group session.
Below is a list of suggestions to prepare for success in a group interview:
•
•
•
•

9.2

Bring copies of your resume, a notebook, and a pen.
Make a great first impression.
Treat everyone you encounter with respect.
Practice good manners and body language.

Interview Stages

All the activities that have been completed in the preceding sections create a foundation for meetingwith potential employers. This section will introduce the four typical stages of an interview and provide
tips for acing each stage.
Interview Stages

Introduction

Employer
Questions

Candidate
Questions

Closing

Most interviews break into four stages. The more you understand each stage and what is expected ofyou, the better your chances of being selected.
Introductory Stage
The interviewer forms an initial impression that can contribute to acceptance or rejection. The decision
to hire is not made at this stage, but it begins here.
Build Rapport•••

Introduce yourself to the employer and find common ground.
Notice items in the office or conference room to identify related interests or other subjects forsmall talk to break the ice but stay away from controversial subjects.
Smile, offer a firm handshake, and do not sit until the interviewer does or until he or she invites
you to do so.
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Pay attention to interviewers’ names and job titles.
Project enthusiasm, confidence, and respect.

Best Practices
•
•
•
•
•
•
•
•
•

Be positive and enthusiastic. Your face conveys your attitude and reinforces what you say.
Turn off your phone or any other electronic device that could be distracting.
Research the company/industry in advance so you can ask informed questions about the job andthe company.
Offer a firm, whole-hand handshake. Shake hands with both men and women the same way.
Make eye contact with the interviewer. Many interviewers use your eye contact to look forenthusiasm, sincerity, and possible inconsistencies in your responses.
Sit up straight and lean forward toward the interviewer slightly. Good posture will help you
listen and make you look interested.
Use natural gestures. If you normally use your hands to gesture as you talk, do so in theinterview. Gestures help you relax and convey enthusiasm.
Speak clearly and not too fast. The interviewer will assess your communication skills based on
how you express yourself.
Notice the nonverbal cues of the interviewer. The interviewer’s facial expressions will let you
know how well they are listening. If the interviewer is not attentive, shorten your answers, use
an example, or ask a question.

Employer Questions
Most interviewers use a standard set of interview questions. These questions relate to how your skills,
knowledge, training, and work experience fit the job and the company. Unfortunately, many job hunters
do not prepare answers to these typical questions. As a result, candidates may not present theirstrongest skills and qualifications.
Best Practices
•
•
•
•

•
•

•

Think like the employer and respond to questions that the employer wants to hear.
Keep your answers brief but be certain that you answer the questions thoroughly.
Use the STAR method to respond to interview questions. Incorporate evidence, specificexamples, data, and anecdotes to illustrate your points.
Think about your answer before you start to speak. It is okay to pause and collect your thoughts
and then give your answer. Try to relate your response to the position for which you are
applying by using keywords from the job posting.
Every chance you get, use examples to explain how you would go about doing a job rather thanjust saying you can do it.
Highlight your military skills and projects. While it’s important not to get too detailed, describing
your specific certifications, training, and other specialized experience will give you an edge overother applicants.
Avoid using ranks, military acronyms, and other military jargon, and practice translating military
language before the interview.
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Candidate Questions
The interviewer is trying to determine your level of interest in the job and your degree of knowledge
about the company. Interviewers also learn about you, and remember you, by the questions you ask.
Interviewers respect candidates who think about their choices carefully, and they appreciate knowing
you have done your homework.
You can ask two to three questions to gauge the organization’s fit to your standards and criteria, butideally you should have 6-7 questions prepared.
Smart Questions You Should Ask During the Interview
Throughout the interview process, the interviewer is trying to gauge how committed and capable you
will be in terms of helping the company succeed. At the same time, you should be trying to determine if
the company and position is a good fit with you and your goals, needs, values, and skills.
Normally, as the interview is ending, the interviewer will ask you if you have questions. Below are somequestions that will both telegraph your commitment to the employer’s success and provide you withinformation that will help you decide if the job is a good fit for you.
Smart Interview Questions You Should Ask
After hearing my answers to your questions, do you have any concerns about my ability to do the job?
If I get this position, what will be the most important part of my job, in terms of ensuring that you andthe team I will be joining are successful?
What would be the most valuable new skills for me to develop, in terms of being able to add morevalue to the department I will be joining? What opportunities will I have to learn those skills?
What are the next steps in the selection process? How soon do you plan to fill this position? Is it okay
if I follow up with you next week?
What are the greatest challenges of this position?
Would you describe what a typical day on the job consists of?
Are there any questions to which I did not adequately respond?
Who is the supervisor for the position?
What do you expect me to accomplish in the first six months?
What other positions would I interface with in the job?
How would you describe the work environment?
Do your employees work individually or as a team?
What further education or training does the company consider important for my future progress?
Is this a newly created position or has it existed for some time?
What are the department's goals for the year?
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Questions You Should Not Ask During an Interview
•
•
•
•
•
•

What is the salary for this position?
When can I take time off for vacation?
Can you tell me about your company’s benefits?
Can I telecommute?
Do you offer any flextime options?
How long will it take to get promoted?

Closing Stage
During the last few minutes, take the time to end on a positive note. Reiterate your interest in theposition and gather business cards from everyone present. Be sure to thank them for the invitation tointerview and offer a firm handshake while making good eye contact.
Usually, the hiring authorities for the position will confer before anyone is offered a job. So, do not
expect a decision to be made about the position immediately.
Make a gracious exit, smile and be pleasant, thank the interviewer for his or her time, and on your way
out, say goodbye to anyone you see who may have helped you.

9.3

Dressing for Success During an Interview

First impressions matter—whether you are meeting someone at a social event or interviewing for a job.
Think ahead for the interview. If there is a possibility that you will be required to perform a task, makesure you are prepared. For instance, if you are applying for a job as a welder, you may be asked todemonstrate your skills on the spot. You should have your work clothes and tools available at theinterview.
Use the following tips to help you look the part:•••The safest look for both men and women in an interview is traditional and conservative.
It is always better to dress too conservatively than not conservatively enough.
If you have any body piercing or tattoos, make sure that they are within conservative limits.
Piercing should be taken out, replaced with clear studs, or covered with a bandage/band-aid.
Tattoos can be covered with bandages or clothing, and small tattoos can also be covered withmakeup.

Keep in mind that appropriate dressing and grooming are critical to making a good first impression.
Day-to-day attire tends to be more casual than what is required at the interview. Once you begin work,
the company will often have a dress code policy. You may have a uniform for work just like in the
military, but your uniform will change. After you get the job, your clothing choices can suit yourpersonality. Our advice is to approach it conservatively until you learn the company’s expectations.
Use the following guidelines to help you make a good first impression—not just in the interview, butalso during networking and after you are hired.

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Specific Dress Tips
for MenMEN

Business Professional

Business Casual

Suits

The best colors for suits are navy, black, andcharcoal through light gray.

Full suit is not daily attire. Seasonal sportcoat, if desired. Slacks or khakis, but notjeans.

Shirts

Always wear a long-sleeved shirt that is white,
cream, or pale blue, preferably a solid color
without stripes.

Shirts with open collar such as a golf shirt
or button front dress shirt.

Ties

The tie should complement your suit, but notmatch it. The width of your tie should be
between 2 ¾” and 3 ½”. The tie should extend
to your trouser belt, the size of the knot
should be small. Never wear a bow tie.

Tie is not daily attire.

Shoes

Shoes should be black, burgundy, or brownleather, depending on the color of the suit.

Shoes can be loafers and usually brown,
black, or muted colors.

Socks

Socks should complement the suit: blue,
black, gray, or brown.

Socks are required and often complement
the pants.

Accessories Avoid wearing religious or political insignias.
The watch you wear should be plain andsimple. Belts should match and complement
the shoes you wear. You may want to bring aprofessional portfolio to hold copies of yourresume and to take notes.

Same guidance as business professional.

Jewelry

Minimize your jewelry. A wedding band, a tie
tack, and a small pair of cuff links areappropriate.

Same guidance as business professional.

CologneDo not wear aftershave, cologne, or strongsmelling deodorants.

Same guidance as business professional.

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Specific Dress Tips
for Women

WOMEN

Business Professional

Business CasualSuits

A solid or pinstripe suit is best. A conservative
pants suit or a skirt with a coordinating solid
black or navy jacket is appropriate. A onepiece business dress with a matching jacket isalso acceptable interview attire. Colors mostsuitable for an interview include charcoal,medium gray, steel gray, black, and navy blue.
The skirt should be no shorter than 2” above
the knee.

Full suit is not daily attire. Can include acoordinated blazer or cardigansweater, if desired. Dress, skirt, or
pants are all acceptable. Colors should
be conservative and appropriate basedon research of the company.

Blouses

Blouses should be solid in color, preferably
white or cream.

Same guidance as businessprofessional.

Shoes

Shoes should be closed-toe pumps with low
or mid heels. The best colors to wear areblack, brown, and navy.

Shoes, in a coordinated color, should
be well fitting, not too worn and cover
all or most of your foot.

Accessories If you carry a briefcase, do not carry a purse.
You may want to bring a professional
portfolio to hold copies of your resume andtake notes. Belts should complement ormatch the shoes you wear.

Same guidance as businessprofessional.

Jewelry

When it comes to jewelry, less is more.
Minimize the number of rings that you wear,
possibly only an engagement ring or wedding
bands. Wearing a necklace and earrings are
acceptable if they are subdued.

Same guidance as businessprofessional.

MakeupNatural is the key word concerning makeup.
Your eye makeup, blush, and lipstick should
be subtle.

Same guidance as businessprofessional.

Perfume

Do not wear perfume or strong-smellingdeodorants.

Same guidance as businessprofessional.

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9.4

Participant Guide

Common Interview Questions

The most important part of preparing for an interview is practice. Anticipating what job interview
questions may be asked is essential—that way, you can craft your answers well in advance and feel
confident in your responses.
In general, employers are looking for answers to three questions:
1.
2.
3.

Does the candidate have the skills and abilities to perform the job?
Does the candidate possess the attitude and work ethic the employer expects?
Will the candidate be a team player and fit into the organization?

Think like an employer, and make sure your responses address the employer’s concerns.

9.4.1

Traditional Interview Questions

Traditional interview questions are broad-based. Here is a list of several traditional interview questions.
Question

Explanation

Example Response“Tell me about
yourself.”

They will likely start out with aquestion about you and yourbackground to get to know you.
Start out by giving them an
overview of your current positionor activities, then provide themost important and relevanthighlights from your backgroundthat make you most qualified forthe role.

“I recently completed my service with the
Navy. From my 12 years of experience in the
Navy as a medical assistant, I’ve developed
the ability to anticipate roadblocks andcreate effective alternative plans for ourpatient care. I enjoyed working in a fastpaced environment where I could provide
excellent care to patients. My medical
knowledge and technical skills gave me an
opportunity to provide training for mydepartment. I would love to continue mypassion for training by delivering excellent
patient care to your department.”“How would
you describe
yourself?”

When an employer asks you totalk about yourself, they’relooking for information about how
your qualities and characteristics
align with the skills they believe
are required to succeed in therole. If possible, include
quantifiable results todemonstrate how you use yourbest attributes to drive success.

“I would describe myself as a highlymotivated and dedicated person. I wastaught at a young age not to be afraid of hard
work—to always finish what I started. These
are my core values and it is who I am. In all
my performance evaluations, I received asuperior rating based upon my commitment
to accomplishing projects, tasks, andinitiatives. I will have the same level ofdedication and commitment to this positionand company.”101

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Question

Explanation

Example Response“What makes
you unique?”

Employers often ask this question
to identify why you might be morequalified than other candidates
they’re interviewing. To answer,
focus on why hiring you would
benefit the employer. Addressing
why your background makes you agood fit will let employers know
why your traits and qualifications
make you well prepared.

“What makes me unique is my experience inleadership as a team leader for 12 years. I
have first-hand knowledge of the challenges
and opportunities of being a leader, which
has equipped me with a balanced prospectiveof the worker-supervisor relationship. With
this knowledge, I can better support mysupervisors and colleagues in my role within
this organization.”“Why do you
want to work
here?”

Employers often ask this question
to determine whether you tooktime to research the company andto learn why you see yourself as agood fit. The best way to prepare
for this question is to do yourhomework and learn about the
products, services, mission,
history, and culture of thisworkplace. In your answer,
mention the aspects of thecompany that appeals to you andalign with your career goals.
Explain why you’re looking forthese things in an employer.

“I want to work with Cornerstone because
your mission of helping individuals withdisabilities is inspiring. I am sensitive to thechallenges of those with disabilities, and I
have always championed disability awarenessand respect. Working for an organization that
supports my core values is a dream for me.
Working here would allow me an opportunity
to contribute to a very worthy mission.”“What interests
you about thisrole?”

Like the previous question,
employers often include thisquestion to make sure you
understand the role and give youan opportunity to highlight yourrelevant skills. In addition tothoroughly reading the job
description, it can be helpful tocompare the role requirements
against your skills and experience.
This is where you can use yourtransferable skills.

“I like to help others. I feel a sense ofaccomplishment when I have assisted
someone through a difficult process. As ateam leader, I often helped my fellow Service
Members navigate the regulatory process forreceiving their separation benefits, which
helped them and their family make a stabletransition into civilian life. I believe that same
opportunity for helpfulness can be found in
this role as a personal banker, because manytimes individuals are concerned about theirfinances, but are unaware of the options
available to them.”

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9.4.2

Participant Guide

Behavioral Interview Questions

These questions request descriptions about how you have behaved in past situations and are considered
predictors for how you might behave on the job in the future. Behavioral questions are more probing
and more specific than traditional interview questions. The best way to answer behavioral questions is
by using the STAR method. Here is a list of several behavioral interview questions.
Question

Explanation

Example Response“Can you tell me
about a difficult
work situationand how you
overcame it?”This question is often used toassess how well you perform
under pressure, as well as yourproblem-solving abilities. Keepin mind that stories are morememorable than facts andfigures. This is also an excellent
opportunity to show yourhuman side and how you’re
willing to go the extra mile
without being asked. Use theSTAR method to guide yourresponse.

“We had a big hurricane last year and most of
my department was tasked with the hurricane
relief. I was left behind with two other teammembers to see walk-in patients. My
department was supposed to be back thatmorning at 10:00 a.m., but their truck broke
down. Our peak time in the clinic was from9:00 a.m. to 2:00 p.m., so we were extremely
short on staff to handle the walk-in patients.
To help as many patients as possible, I createda triage method to assess patients’ levels of
pain. Once we identified their levels of pain,
we categorized the pain levels and saw thepatients with the highest level of pain. I
reschedule the patients with pain levels of 0-3
to a later time to relieve the bottleneck effectin the waiting room.”“Give anexample of agoal you didn't
meet and how
you handled it.”Employers want to assess how
you handle disappointments
and how you value personalaccountability. Make sure yourexample shows that you took
personal accountability andfocused on what you could dodifferently next time.

“I was working on two major projects with myteam and a new opportunity came in. This
opportunity was the one I really wanted towork on. Out of excitement—without
thinking—I accepted it. I didn’t take into
consideration the other two projects thatwere due soon. Work began to pile up, and I
was feeling under the pressure. I had to stepback and decided that I had to prioritize. At
the end, I had to let go of the new project
because I was not able to complete thatproject in the fashion that I would have liked. I
was disappointed, but I know that was theright thing to do. This situation definitely
taught me the importance of prioritizing andtime management.”

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Question

Explanation

Example Response“Tell me about atime you needed
to getinformation fromsomeone who
wasn’t very
responsive. What
did you do?”The employer wants to know how
you work in a group setting andhow your personality would fit inwith their team. You need to givean example that shows thatyou’re persistent and able tofollow through but at the sametime you are a team player.

“At the end of the month, I am responsible forsubmitting our department total customer headcount. I needed my coworker’s total customer
number that he’d seen that month to complete
my report. I sent out a reminder email two
weeks prior to the deadline, then a gentle follow
up email three days later. When I didn’t get a
response from him, I checked in with him
personally. I would always try to see if I could
assist my coworker because I know sometimes
things would fall through the cracks.”

9.4.3

Hypothetical or Situational Interview Questions

Hypothetical interviews are the type of interview questions in which the interviewer puts you in an
imaginary and experimental situation to assess how you would handle that situation. Here is a list of
several hypothetical/situational interview questions.
Question

Explanation

Example Response“If I hired you
today, what
would youaccomplish
first?”

This question will examine
your critical thinking skill
and how you will fit in withthe organization culture.
You want to convey thatyou will observe your newrole and set goals
according to what yoursupervisor wants you toaccomplish first.

“If you hired me today, I would be truly honored.
The first thing I will do is understand theorganization culture, because every organization
has their own special way of doing things. I needtime to assess how things are done here and time
to build relationships with my team and mysupervisor. I will have a meeting with my supervisor
to find out what are the most critical projects thatmy supervisor wants me to tackle first. Then I willplan and strategize what is the best way toaccomplish that goal.”

The work qualityof one of yourstaff has
dropped off
precipitously.
What would you
do to address
the situation?”

This question is to help
employer identify yourleadership skills. You want
to share your leadershipskills on how you canresolve the problem andhighlight your disciplineand problem-solving
ability.

“I gained a lot of experience leading teams andgroups in my past job, and I’ve encountered thissituation a few times. The key first step to dealing
with an underperforming colleague is honest
communication. In one of my past experiences, I
met with the staff privately, explained my concerns
about the quality of his work, and asked him to
explain the cause of the problem. My employee
said he knew that his work had been subpar lately
but was afraid to address the issue with me. We
came up with a plan to address his performanceand I provided him with the support he needed.”

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Question

Explanation

Example Response“How would you
approach a task
you’ve neverdone before?”Your employer wants toassess whether you haveproblem-solving skills andwhether you can approach
new tasks intelligently.

“In my previous position as Project Support Officer,
I was often challenged with new projects requiring
me to step outside of my comfort zone. Because of
these opportunities, I developed a systematic
approach to each new challenge. The first thing I do
is try to collect as much information I can about thetasks to ensure I understand what is needed fromme. Then I break the tasks down into manageable
steps. I would also undertake internet research andconsultations with colleagues who had previous
experience with the task. After I had completed
each piece of work, I would always double-checkthe tasks with my manager to ensure I’m on theright track and to get feedback.”

9.5

Activity: Practice Answering Questions

You can improve your chances for success if you practice answering questions. Read the following
questions and the coaching guidelines in parentheses. Write down your own personal answers using theSTAR method as much as possible. Then practice answering these questions with a partner.
1.

Tell me about yourself. (Your interviewers will likely start out with a question about yourself andyour background to get to know you. Start out by giving them an overview of your current positionor activities, then provide the most important and relevant highlights from your background thatmake you most qualified for the role.)

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2.

What are your greatest strengths? (This question gives you an opportunity to talk about bothyour technical and soft skills. To answer, share qualities and personal attributes and then relatethem back to the role for which you’re interviewing.)

3.

What do you consider your most significant challenge? (It can feel awkward to discuss yourweaknesses in an environment where you’re expected to focus on your accomplishments.
However, when answered correctly, sharing your weaknesses can show that you are self-aware
and want to continuously get better at your job—traits that are extremely attractive to many
employers. Remember to start with the weakness and then discuss the measures you’ve taken to
improve. This way, you’re finishing your answer on a positive note.)

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Why do you believe you are qualified for this position? (Pick two or three main factors about thejob and about you that are most relevant. Discuss with specific details. Select a technical skill, a
specific management skill [organizing, staffing, planning] and a personal success story.)

4.

5.

Why are you leaving the military? (Keep your response short. This is not an opportunity to bash
your previous employer. Showcase that you left as a professional and stay positive. Think about
why you voluntarily joined the military in the first place. Can you say you met your goals fromyour time in the service? Maybe you are taking your skills learned in the military to the private
sector. If you are not leaving voluntarily, do not disclose medical or legal reasons when asked
this question. Sample answer: “I completed my obligation to the [insert branch of service] andam ready to transfer my training and skills to a civilian position.”)107

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6.

7.

Participant Guide

Have you ever accomplished something you did not think you could? (Show you are goaloriented and have a strong work ethic. Provide a good example of when you overcame
difficulties to succeed.)

What do you like or dislike about your current position? (Interviewer may be trying to determine
your compatibility with the open position. Avoid complaining about your dislikes and keep theanswer positive.)

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8.

How do you handle pressure? Do you like or dislike these situations? (High achievers tend to
perform well in high pressure situations. Conversely, this question also could imply that theposition is pressure packed. If you perform well under stress, provide a good example with details
that give an overview of the stress situation. Try to relay the situation as a challenge rather thanfocusing on your ability to handle pressure. The interviewer will see you turn a negative into a
positive situation.)

9.

Good employees can take the initiative and get the job done. Can you describe yourself in termsof this statement? (A proactive, results-oriented person does not need constant supervision. To
convince the interviewer you know how to take the initiative, you must describe a situation inwhich you were self-motivated. Try to discuss at least one example in depth. Demonstrate astrong work ethic and creativity.)109

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What is the most difficult aspect of your career? How would you have done things differently inhindsight? (This is a question to find out if you are introspective and if you learn from yourmistakes. The right answer indicates an open, flexible personality. Do not be afraid to talk about
negative results or problem issues, particularly if you have learned from them. Dynamic, highperformance individuals learn from mistakes. End your story on a positive note.)

10.

9.5.1

Additional Common Questions for Management/Leaders

For those that are seeking management level position, the following questions will help you prepare foryour interview.
1.

“Describe your process for delegating tasks to your team.”This is one of the more popular manager interview questions because, as a manager, delegation
is a regular part of the job. Managers who delegate well are more productive, and so are theirteams.

2.

“How would you handle a project that was running over budget?”This question is asked for two reasons: to learn how you handle stress and to understand yourbudgeting skills. Your interviewer will want to see how you prioritize tasks and which soft skills
you use to reign in the cost and make the rest of the project run efficiently.

3.

“How do you keep your team motivated?”
As a leader, your team looks to you set the tone of morale and motivation. In your answer, give
specific examples of ways that you provided positive reinforcement to your team, encouraged
them to take the initiative, and understood each person’s strengths.

4.

“What is your management style?”
The best answer offers a broad scope rather than a specific answer. In your response, highlightyour ability to handle situations and problems as a manager while talking about real
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experiences. You will need to define what a good manager is and provide an example of how
you use that skill as a leader.
5.

“How do you support an employee who is not meeting expectations?”
Interviewers ask this question to determine how you will work with a direct report to guidethem back onto the path of success. They will look for methods, such as giving clear feedback to
an employee and then jointly developing an action plan that supports meeting future
performance goals.
Give an example of how you’ve had to provide negative feedback. What was your approach?
Interviewers look to see how you deliver feedback to your staff. In your response, include thatyour feedback was specific and done promptly to address the situation.

6.

“Do you consider yourself to be an organized person?”Interviewers want to know how you prioritize your time and which tools you use to help you
along the way. In your response, share examples of your time management skills and show off
your flexibility.

7.

“How would your coworkers describe you? How would your direct reports describe yourmanagement style?”
These questions are designed to see how well you relate to your peers, as well as those whowork for you. Your answer is a great opportunity to speak about your strengths. Ideally, talkabout the characteristics that make you an excellent manager.

9.5.2

How to Answer Salary Expectations Questions

Salary questions are tricky since you want to get the highest salary you can without killing your shot at
the job. When a recruiter or hiring manager asks, “What are your salary expectations?” there are a few
ways you can answer:
Options
Delay discussion of salary. Show the interviewer yourskills and worth by explaining your accomplishments
before discussing salary.

You can say…
“I’m looking for a competitive package, but I’d like toknow a little more about the job requirements first.”

Turn the question around on the interviewer. Ask
what the range is for the job or ask to hear theinterviewer’s best offer.

“I expect a salary that’s consistent with current
employees at the same level. I think I can be a great
asset to this company, and if you agree, I’d love tohear your offer.”

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Options
Provide a range. Give the amount as a range. Keep inmind, however, that the employer may opt for the
lower end of your range, so make sure your target
number is as close to the bottom number as possible.

You can say…
“Thank you for asking. I feel that an annual salary
between $67,000 and $72,000 is in line with theindustry average and reflects my skills and experiencelevel well. I am, however, flexible and open to hearing
about the company’s compensation expectations forthis position.”

Include negotiation options. In addition to yoursalary, there may be other benefits, perks, or forms ofcompensation you consider just as valuable. For
example, while the employer may not have budgetedenough for your ideal salary range, they may bewilling to offer equity in the company to make thecompensation package more attractive to you.

“I am seeking a position that pays between $75,000
and $80,000 annually, but I am open to negotiatesalary depending on benefits, bonuses, equity, stock
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9.6

Participant Guide

Activity: Mock Interview Practice

As with every skill, talent, and expertise, the more you do it, the better you’ll be at it. You may befamiliar with the saying “Train like you fight.” A mock interview will provide you with the training youneed to get ready for the job interview. It will help you learn how to answer difficult questions, developinterview strategies, improve your communication skills, and reduce your stress before an actual job
interview.
Let’s practice all the stages of the interview process!
•••Observer role: Use the observer sheet below to provide feedback to the candidate when they
have finished their mock interview.
Employer role: Choose three questions to ask the candidate.
Candidate role: Practice interviewing with the employer from introduction to closing.

Mock Interview Observer Sheet
Evaluation Questions
Stage: Introduction
Did the candidate introduce him or herself and shake hands professionally?
Comments:
Did the candidate make eye contact?
Comments:
Did the candidate make appropriate small talk?
Comments:
Stage: Employer Questions
Did the candidate answer the employer’s questions appropriately? Did the candidate use
the STAR method?
Comments:
Did the candidate stumble or pause for too long? Did the candidate adequately answer thequestions?
Comments:
Stage: Candidate Questions
Did the candidate ask appropriate questions? Did the candidate ask about follow-up?
Comments:
Stage: Closing
Did the candidate thank the interviewer? Did the candidate graciously exit?
Comments:

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Yes

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9.7

Participant Guide

Following Up After the Interview

The interview itself is over, but the process is not. It is very important that you follow up immediately
after the interview (that same day) by sending a handwritten thank-you note or a thank-you email toyour interviewer(s). It is a good way to briefly add anything you forgot or wish you had said in theinterview, and you can reinforce important information you provided in the interview, state yourinterest in the job, and let the employer know you appreciate their time. Thank-you notes should be
brief and to the point, like the following examples:

Sample Thank-you 1: EmailSample Thank-you 2: Letter

Dear Mr. Williams:

Judy R. Smith
110 Logan Street ◦ Los Angeles, CA 95987(916) 999-9999 ◦ jrsmith@email.com
February 2, 20XX

Thank you for allowing me the opportunity tointerview with you yesterday. The information you
shared with me about Washington Mutual Bank
clarifies the impact of loan officers to your overall
mission. I am excited about the possibility ofapplying my education and experience to thisposition with your bank. The expansion and public
lending plans are especially intriguing, and I lookforward to helping the bank enter the new market.

Ms. Martha Anderson, President
Carrington Cable Corporation
5555 Cable Boulevard
Los Angeles, CA 95999
Dear Ms. Anderson:

If I can provide you with any additional information,please let me know. I look forward to hearing fromyou soon.
Sincerely,
Charles Henderson(916) 999-9999
C.Henderson@email.com

Thank you for taking the time to interview me thisafternoon. The Cable Installer position at CCC reallyseems like a perfect fit for my skills and experience.
I believe that I could be a valuable addition to CCC
while you continue to grow your customer base.
I also enjoyed our discussion about local fishing
spots, and I am excited to try your suggestions.
Thank you again for your time, and I look forward tohearing from you next Thursday.
Sincerely,
Judy R. Smith

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9.8

Participant Guide

Evaluating the Interview – Continuous Improvement

Every interview is an opportunity to improve your interviewing skills and to maximize your potential for success.
To help learn from your experience and to increase chances for success, complete the post interview checklist.
Post Interview Checklist

Date of Interview

Company name:Date to call back:Interviewer’s name:Date of decision:

Was I on time (15 minutes early)?

Yes

No

Did I dress appropriately?

Yes

No

Do I need to send additional information?

Yes

No

Did I bring reference list/letters of recommendation?

Yes

No

Did I bring appropriate work samples?

Yes

No

Did I give a positive indication of my interest in the job?

Yes

No

Did I mention who referred me?

Yes

No

What was the interviewer’s general impression of my resume?
What did the employer seem particularly interested in?
What questions did I have the most difficulty answering?

What questions did I answer most effectively?

What further information did I obtain about the company?

What can I do to improve my performance?

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10
Receiving and Deciding
on a Job Offer

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Receiving and Deciding on a Job Offer
Congratulations! You finished the final interview, and they offered you the job. Now, it’s time to weigh youroptions. In this section you will learn how to evaluate your job offer to ensure it matches with your career goals.

10.1 Receiving a Job Offer - Know the Terms
Do not make decisions or accept offers on the spot. Instead, say, “I want to make sure I understand all thecomponents of the offer; could you send me an email outlining the proposed terms?”
It is important to consider more than your paycheck. When reviewing a job offer, consider the entire package,
including salary, benefits, hours, flexibility, management and company culture, pension plans, and the work
environment.
Let’s discuss how to evaluate two of the most important job details: salary and benefits.
SalaryConduct salary research to make sure you are being paid what you are worth. When conducting salary research,remember to look at all the factors that can impact the salary amount: industry, location, and individual
requirements. Use www.bls.gov/ and network resources to identify pay ranges for your specific job andorganization.
Keep in mind that your base salary is not what you take home. Taxes, healthcare insurance, and retirement
contributions will be deducted from this amount.
Benefits
The category of benefits is a vital one that many people do not consider when reviewing the entirety of theiremployment offer. A benefits package can offer a wide range of services.
Here is a list of some of the most common benefits:
Medical Insurance

For full-time employees, a typical employer may cover most of the cost ofhealth insurance, splitting the cost with the employee. Health insurance plansvary in their offerings, so be sure to read the terms of any offered plan.

Dental & Vision
Insurance

Many employers who offer a health insurance plan will also have some type of
dental and vision insurance. Preventive care is offer at little to no cost.

Paid Time Off (PTO),
Vacation Time, Leave,
Sick Days

Paid time off (PTO) is as a pool of paid time-off days that an employee may
use at their discretion. Some employers offer this time off as a bank of days,
while others may offer vacation and sick leave as separate benefits.

Education Benefits

Many employers offer some type of benefit to compensate employees forinvesting in education or training. This benefit may have conditions that
require a time-with-the-company payback or full completion of the education
or training prior to expenses being reimbursed.

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401(K) or Retirement
Contributions

Employers contribute to employees’ retirement plans. The amount ofcompensation the employer will contribute to an individual’s account varies
greatly. Most of the companies will require a vesting period, which means
those dollars contributed to the individual retirement accounts are notimmediately available to the individual. Once the worker is vested, thosecontributions transfer ownership to the individual.

Stock or Equity

Some companies offer stocks or, in some cases, a percentage of ownership in
the company for many small businesses in start-up mode. Often, any stock orequity opportunity typically carries a caveat that outlines a vesting period.

Profit Sharing

There are some companies that have set aside a predetermined percentage of
profits for distribution to employees who qualify under the terms of thebenefit. Each of these terms varies from employer to employer.

Transportation
Allowance

Some employers subsidize transportation expenses. This compensation cantake the form of:• A monthly car allowance.
•

A vehicle leased for the individual by the employer.

•

Contributions for public transportation, parking, and/or other fees
associated with travel or commute to work.

10.2 Evaluating Job Offers
There are several ways to evaluate job offers. The simplest is to make a checklist of what is acceptable andunacceptable. As you evaluate the offer, keep in mind the aspects that are important to you. Compare how well
the job matches your preferences and values. Keep in mind that your family is affected by job decisions, so
include them in the decision-making process.
When you do get a job offer, here are factors to consider using the evaluation checklist:
Factors
The Industry

Job Evaluation Checklist
Interest in the industry
Is this a field where I would like to build a career?
Potential for long-term growth
Is this an industry that is growing?

The Position

Work duties
Do the duties of the job interest me and use my skills?
Potential for advancement
What opportunities are available?
Position level
Where is the job in the organization? To whom do I report?

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Acceptable

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Factors

Participant Guide
Job Evaluation Checklist

Wages/benefits
Do they meet my needs?
Hours
Do I consider them reasonable?
Working conditions
What are the company's expectations and work style?
Job quality
How long has the position been open and why is it open?
Travel requirements
How often would I have to travel?
The Company

Growth potential
How has the company performed over the last several years?
Planned expansion
What plans exist and how do they fit with the economy?
Success
What are the company’s debt/profit ratios and other indicatorsof success?
Reputation
What is the company’s reputation in the industry and with its
employees?
Management team
What is the tenure, growth, and origin of the management
team?

Your Supervisors

SkillsWhat is the supervisor’s training and previous work experience?
Organizational position
Who do the supervisors report to and how long have they been in
their jobs?
Interaction/expectation
How well do I think I can work with the supervisor?

The Environment

Geographic location
Is the job someplace I would like to live?
Area factors
Am I comfortable with the traffic, growth, cost of living, crimerate, etc.?

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Factors

Participant Guide
Job Evaluation Checklist

Housing
Is affordable housing available and to my liking?
Recreation
Are recreational opportunities available and within reason?
Schools
Are good schools available for my children, spouse, and self?
The PTO

Paid vacations
Am I eligible? How many days do I receive? How many days after
a year of employment? After five years of employment?

The Insurance

Fully or partially paid by employer?
Dependent coverage fully or partially paid by employer?
Does coverage include:
Vision care? Dental care?
Alcoholism and/or drug abuse treatment?

Paid Sick Time

Provided? Carry-over of unused days permitted?

Paid Life Insurance

At least two times annual salary (for coverage based on
earnings)?
At least $15,000 (for coverage based on flat dollar amount)?)

Savings & Profit
Sharing

Savings/thrift plans? Cash profit sharing? Deferred profit
sharing?

Qualified Plans

Pension plan (defined benefit) provided? 401K, 403B, or othertax-deferred retirement savings plans? Association, professional,
or union plans? Mutual fund retirement plans?

Other Benefits

Full or partial relocation allowance?
Full or partial reimbursement for educational expenses?
Financial or legal counseling plan?
Childcare?
Long-term incentive plans (stock options or other types of
performance award)?
Cars or transportation allowance provided for executives,
salespeople, or managers who must travel?

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Acceptable

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Negotiating a Job Offer
The evaluating job offer checklist in the last section is a great tool for you to use to evaluate the job offer. If
you’re satisfied with the cash compensation, the job, company, benefits, etc. and feel that there’s good
opportunity to grow with the company, then you may want to accept the offer. If you’re not happy with one ormore of the offer components, then it’s time to negotiate. In this section, you will learn the basic dos and don’ts
in negotiating a job offer.

10.3 Negotiation Dos and Don’ts
The key to successful negotiation is preparation. You must conduct research and analyze every aspect of the job,company, opportunity for growth and components of the compensation and benefits package. If you don’t takethe time to prepare, the employer will always have the upper hand when you get to the negotiation table.
Below are some Dos and Don’ts in Negotiation:
Dos

Don’tsResearch the average salary and salary ranges for the type ofjob you’re interviewing for on www.bls.gov

Don’t try to negotiate right after the offer is made,as you need time to analyze the offer package andcome up with negotiation strategies.

Be realistic in your expectations.

Don’t accept an offer strictly for the money.

Be aware of your strengths and accomplishments so you candemonstrate the value you’ll bring to the employer.

Don’t get into a bidding war if you have otheroffers, as it can and typically will backfire.

Be open minded about the offer and maintain a professional
and positive attitude during the negotiation phase.

Don’t accept an offer until you’ve seen all theterms in writing.

Let the employer make the first move into the salarynegotiation phase, in knowing the salary range will give you
an idea of the interviewer’s negotiating parameters.

Don’t inflate your current earnings just to get ahigher salary offer, as it will come back to hauntyou.

Consider every aspect of the compensation and benefits
package, not just the base salary or any one component of
the offer package.

Don’t get overly aggressive in negotiating the salary
you want, and don’t negotiate using ultimatums.

Try to negotiate other components of your offer (e.g.,shorter review period, sign-on bonus, more vacation, etc.) if
the employer can’t match your desired salary.

Don’t accept the first salary offer you receive
unless you’re confident and excited about the job,company, and opportunity for growth.

Aim high when stating your desired salary range, as you canalways come down but cannot talk your way back up if you
aim too low.

Don’t act too eager to accept, even if the offer was
more than you expected, as most employers leaveroom to negotiate.

Prepare your list of skills, experience, and added value tosupport your requested compensation.

Don’t provide your current compensation or yourfinancial obligations as a reason the employer
should pay more.

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10.4 How to Negotiate
Now that you know the basic dos and don’ts of negotiating, here are some steps to help you start negotiating:1.

Know your market value.
First, you need to research the average salary of someone with your skills and experience in your same
field. This will help you in the negotiation to ensure you are not underpaid. You can leverage company
or industry knowledge about what people in your role and city typically earn to confidently determine
your salary.

2.

Define your walk-away point.
Once you’ve homed in on your target salary range, it is also important to identify the minimum salary
you will accept. If a company declines to meet your walk-away number, it might be time to move on todifferent opportunities. Your range and walk-away point are things you should keep in mind during thenegotiation.

3.

Never say a number first.
Let the employer lead the conversation in enclosing the salary number. This way, you will not miss out
on potential income by starting with a pay range that’s too low, or risk forfeiting your offer bysuggesting a number that’s too high.

4.

Ask for time.
The hiring process is a lengthy process, and once the employer offers you the job, she or he is eager tobring you onboard. The employer will not mind giving you a few days to think over the offer. It is likelythat the employer will respect that you are taking time to consider the offer before accepting.

5.

Prepare your talking points.
As you are developing negotiation notes, it might be helpful to answer the question “Why do you feelyou deserve a higher salary than the one the employer is offering?” Be sure to put together a few talking
points before you contact the employer and be as specific as possible. Those details might include
information like:•••

Results you have achieved in previous roles, such as goals you’ve met, revenue you’ve helped
drive, or awards you earned. If possible, use actual numbers.
Years of industry experience, particularly if you have more experience than the employer statedas a requirement.
Skills or certifications, especially if they are in high demand within your industry.

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Below is an email sample for negotiating salary
Dear Mr. Pham,
I am excited about the offer you extended to me and look forward to accepting it. I feel confident I will
make a significant contribution to the growth and efficiency of the team over the short and long term.
The terms you have described in the offer are acceptable, with a few minor changes.
Base Salary: $40,000 per year
The research I've completed on comparable salaries in Atlanta, Georgia (job market range $35,000 to$68,000), shows that a base salary range of $45,000 to $52,000 would be the market value of theknowledge and experience I bring to this position. My eight years of expertise overseeing technicaloperations and supervising technical teams allows me to immediately be an asset to the organization
with little to no training time involved. In addition to the level of expertise I bring to the organization,
my current active Top Secret, SCI clearance permits me to engage in operations that are vital to theorganization with little to no delay or additional cost to the company. Based on the above, I would ask
you to kindly consider, as a compromise, a base salary of $47,000.
6.

Ask for more than your target number.
One fundamental rule of salary negotiation is to give the employer a slightly higher number than yourgoal. This way, if they negotiate down, you’ll still end up with a salary offer you feel comfortable
accepting. If you provide a salary range, the employer will likely err on the lower end, so be sure thelowest number you provide is still an amount you feel is fair.

7.

Be flexible.
Even if the employer is unable to provide the salary amount you want, they may be able to offer otherforms of compensation. For example, you may be able to negotiate more stock options, extra vacation
days, or additional work-from-home days to combat a lengthy commute. Don’t be shy about asking foralternatives. In some cases, they may be just as valuable, or more valuable, than a paycheck.

8.

Don’t Be Afraid to Walk Away
In some cases, an employer may not be able to meet your minimum salary requirement or offer
additional benefits that make it worth your while. Or they may counter-offer with a salary that’s higher
than their first offer but not as high as your request. In this case, you’ll need to decide if the job is worth
the lesser amount. Don’t be afraid to walk away and seek other opportunities.

10.5 Activity: Case Study
Read the following case study and provide Erica your recommendation.
Erica just checked her email this morning and received a job offer from ABC Corporation! She was thrilled until
she saw the salary. Here is her offer:

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Dear Ms. Smith,Following our recent discussions, we are delighted to offer you the position of Network Specialist with theBusiness Marketing Division at ABC Corporation. If you join ABC, you will become part of a fast-paced anddedicated team that works together to provide our clients with the highest possible level of service and advice.
As a member of the ABC team, we would ask for your commitment to delivering outstanding quality and resultsthat exceed client expectations.
We are confident you will find this new opportunity both challenging and rewarding. The following points
outline the terms and conditions we are proposing.
Title:

Network Specialist, Business Marketing Division

Start date:

January 1, 20XX

Annual salary:$55,000

Probationary period:

90 daysGroup benefits:

Health, dental, and vision - 75% cost share paid by the organization, paid
educational benefits

Position type:

Full-time, exempt

Reporting relationship:

Reporting to the Director of Marketing Operations

Annual vacation:

2 weeks

Annual sick leave:

8 daysPaid Holidays:

New Year’s Day, Memorial Day, Independence Day, Labor Day, Thanksgiving Day,
and Christmas Day, plus three floating holidays.

Erica conducted salary research for this position and found that the average salary for someone in this position
with a bachelor’s degree in Computer Science with 5 years of experience was $68,000-110,000. Erica has abachelor’s degree in Computer Science and 8 years of experience in Network Management.
Erica recently ended her service with the Air Force and has been looking for a job for three months. This is her
first offer, and she is extremely excited for the opportunity. She calls you to tell you the good news. She washoping that the salary was in the $60,000 range, but she is just happy she got a job offer. She likes the benefits
and wants to accept the offer. She asks you if she should accept it or wait for a better job to come. What would
you advise her to do?

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Communicating Your Decision
After all the work you’ve done researching, building your brand, networking, applying to jobs, and interviewing,
you’ve been offered the position. Job well done! In this section, you will learn how to properly communicate
your decision to the employer.
There are several choices you can make when you receive a job offer. You can:•••Accept the offer
Request a delay of the decision
Reject the offer

Whichever choice you make, be sure to communicate your decision within 24 to 48 hours, either verbally or inwriting.

10.6 Accepting the Offer
Accepting a job offer is a big decision. You don’t have to rush to give an immediate answer. It is a good idea to
ask for time to consider the offer. You can then use that time to talk to your family and friends about theopportunity and evaluate the job offer.
If you are accepting the position, be sure to thank them for the opportunity, and verify the:••••SalaryBenefits
PositionStarting date

When you receive a job offer, it is important that you follow the accompanying instructions and meet allprescribed deadlines.
Dear Mr. Carr:
It was wonderful to speak with you on the phone yesterday about the Program Director position at Zen
Company. I'm thrilled to formally accept this job offer. I'm looking forward to working with you and therest of the senior management team on charting a new direction for our marketing strategy.
It is my understanding that the conditions of my employment are as follows:
•
•
•
•
•

My start date will be May 13th.
Annual salary of $65,000.
Benefits include accident, health, and life insurance, which is effective on my start date.
My probationary period lasts 90 days, with an initial performance and salary review after thattime.
Vacation and sick leave accrue at a rate of one day per month and are cumulative.

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I'm looking forward to seeing you next Monday. Please let me know if there is any paperwork or
additional information you need from me beforehand, or if there is any documentation, I should bringalong on my first day.
Sincerely,

10.7 Requesting a Delay of the Decision
The employer may expect you to request time to consider the offer or to make a counteroffer. Make sure you
start by relaying your thanks and appreciation for the job offer. Then, ask what the deadline is to get back withyour decision.
Dear Mr. Lee:
Thank you very much for offering me the position for Project Manager with Lexile. I greatly enjoyed ourconversation. Do you mind if I take a couple of days to consider your offer and discuss this opportunity
with my family? Is there a deadline I need to get back with you by?”Sincerely,

10.8 Rejecting the Offer
If you decide to reject the offer, communicate quickly with the employer and express your gratitude for his/hertime.
Dear Mr. Lee,
Thank you for offering me the position of Unit Coordinator at Lion Enterprises and for reviewing mycounteroffer with management. I fully understand that budgets are tight, but I must regretfully decline
the position at the current compensation.
I want to thank you so much for your graciousness during the negotiation process. I wish you and LionEnterprises all the best.
Sincerely,

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11
Summing It Up

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Summing It Up
Congratulations! You have learned and applied the tools and the four principles of getting a job for a successfultransition and job search, but this is only the beginning. Let’s take a quick moment to recap what you havelearned and plan your next steps.
In this training you have: Identified and developed effective career goals.
 Learned how to market yourself effectively to a future employer.
 Recognized the three different methods of how hiring occurs.
 Connected your skills and abilities with the needs of an employer.
 Used the STAR method to write achievement statements and understand how to use themthroughout the job search process.
 Created a professional introduction.
 Identified strategies to manage your online presence.
 Recognized the steps to set up an informational interview.
 Created a draft targeted resume.
 Expanded your network.
 Demonstrated appropriate verbal and non-verbal communication skills/techniques for an interview.
 Learned the difference between federal resumes and standard resumes.
 Identified the relevant factors in evaluating a job offer.
 Identified the basic dos and don’ts in negotiating.

11.1 Activity: Initiate the Plan
With all the information you learned and the tasks you need to do, let’s write it down to ensure you will stay on
track.
Transfer relevant notes, concerns, questions, and required actions onto this page. If there is something that
doesn’t fit neatly into one of these categories, write it down in the “other” category.
For each item listed, add a date/time frame by which you will aim to complete the action. This will help you
remain on track.

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1. Whom do I need to call, write, or visit?

Deadline:

2. What do I need more information about? What am I unclear about?

Deadline:

3. What are some specific questions I need to ask to get clarification?

Deadline:

4. What things must I do next?

Deadline:

5. OtherDeadline:

Keep on practicing your professional introduction, updating your resume, and networking. Start identifying andcollecting your professional references as well as practicing your responses to interview questions.

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You are informed, organized, and well on your way to a successful transition into a new and rewarding career.
Combine the information you have gained during this course with information acquired in other Transition
Assistance Program classes to assist you in achieving your goals.

11.2 Thank You
Thank you for your participation and your service. The DOL recognizes your dedication and the sacrifices thatyou and your family members make each day to protect and defend our freedom. We are committed tosupporting you in your transition and beyond.
Remember to update your Individual Transition Plan as applicable, e.g., date workshop attended, anydeliverable completed, tasks to accomplish, etc.

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Appendix12.1 Additional Resources
Legal Protections for Service Members and Veterans
Two laws provide Service Members and Veterans, including those with disabilities with protection as they searchfor jobs and after they are hired.
1. The Uniformed Services Employment and Reemployment Rights Act of 1994 (USERRA) helps ensure
Service Members and Veterans:• are not disadvantaged in their civilian careers because of their military service• are promptly reemployed in their civilian jobs upon their return from duty; and• are not discriminated against in employment based on past, current or future military service. For much
more information on USERRA go to www.dol.gov/agencies/vets/programs/userra

2. The Americans with Disabilities Act (ADA) ensures equal opportunity during the application process andon the job by:• Prohibiting employers from discriminating against disabled job seekers who can perform the essentialfunctions of a job with or without reasonable accommodations.
• Requiring an employer to provide reasonable accommodations to employees so that they can performthe essential functions of a job.
For more information, see Understanding Your Employment Rights Under the Americans with Disabilities
Act (ADA): A Guide for Veterans at www.eeoc.gov/laws/guidance/understanding-your-employmentrights-under-americans-disabilities-act-guide-veterans132

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12.2 Michael Cook’s Transition Documents
Master Resume Example. The Master Resume is your reference document and is not provided to theemployer.

Michael Cook
(301) 555-5555
michael.n.cook@gmail.com

Summary of Qualifications
Astute military professional with 8 years comprehensive ground combat experience that includes
extensive training and simulation participation to ensure maximum readiness. Extensive knowledge ofground surveillance protocol, mine detection techniques, and explosives removal procedures. Provenability to adapt to new surroundings while remaining continuously observant, physically capable, andmentally alert under pressure.
•
•
•
•
•
•
•
•

Active secret security clearance
Experienced with patrols, security, and conducting safety investigations
Expert weapons qualifications on automatic and semi-automatic weapons
Able to operate, troubleshoot, and repair radios and other electronic equipment
Effective manager and team player
Instructor and test evaluator for numerous Soldiers on a variety of subjects
3 years’ experience in the U.S. Army serving at stations in the US and overseas
Fluent in Spanish and English

Work Experience
Infantryman, Fort Campbell, KY, U.S. Army, March 20XX-Present
Served as Team Leader for four-person team. Duties included:
•
•
•

•

Supervised, trained, and ensured the safety and welfare of a 4-person team, maintaining a 100%
safety record.
Ensured work areas were safe and hazardous materials were stored according to OSHA, EPA,
and DOD regulations, resulting in 0 workplace accidents.
Consistently scored in the top 10% of a 100-person organization during the semi-annual physicalfitness training. Received an Ironman designation. Performed daily regimen of physical fitness toinclude running, push-ups, sit-ups, road marches and lightweight training.
Trained with 5th Special Forces Group in conventional warfare.

Served as Expert Infantryman instructor for unit and test evaluator for adjacent units. Skills taught andtested included:•••

Protection from chemical and biological contamination.
Preparation of a light anti-tank weapon for safe operation.
Performance of corrective misfire procedures.
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Infantryman, 12-month deployment to Afghanistan, March 20XX-March 20XX
Served as Team Leader for six-person team. Duties included:
•
•
•
•
•

Inspecting team members’ weapons and equipment for proper operation and 100%serviceability prior to deployment.
Supervised, trained, and ensured the safety and welfare of all assigned personnel and sustained
a 100% safety record.
Selected above 150 personnel in the unit and appointed to the distinguished position ofCompany Sniper.
Successfully completed more than 15 sniper missions, enhanced overall safety of military patrol
missions.
Recognized by supervisors for excellent performance and awarded an Army Commendation
medal during Operation Enduring Freedom.

Served as Expert Infantryman instructor for unit and test evaluator for adjacent units. Skills taught andtested included:
•
•
•
•
•

Protection from chemical and biological contamination.
Decontaminate personal individual equipment using chemical decontamination kits.
Apply pneumatic splints to casualties with fractures.
Insert Nasopharyngeal and Oropharyngeal Airways.
Preparation of a light anti-tank weapon for safe operation.

Assigned to Post Ammunition Supply Point for 2 months. Duties included:
•
•
•
•
•

Loaded, secured, and unloaded high explosive artillery rounds in vehicles.
Conducted daily safety inspections throughout the facility.
Implemented access control measures to ensure only authorized personnel entered the facility.
Conducted hundreds of searches of vehicles and personnel entering the facility with zerobreaches of security.
Conducted weekly inventories of ammunition.

Infantryman, Ft. Drum, NY, March 20XX-April 20XX
•
•
•
•
•

•

Operated and maintained 100% accountability for over $100,000 of equipment, including nightvision goggles, multiband radios, laser target locator, and mine detection equipment.
Certified to operate wheeled and tracked vehicles.
Performed preventive maintenance checks and services before and after each trip.
Logged over 400 hours and 8,000 accident-free hours as an operator.
Inspected, issued, and maintained 100% accountability for unit’s chemical, biological,
radiological, and nuclear defense equipment, including personal protective gear and hazard
detection devices.
Earned Expert Infantry Badge.
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Basic and Infantry Training, Fort Benning, GA, December 20XX-February 20XX
Key skills acquired:••••

Safe handling of explosives
Land navigation
Operation of radios and other electronic equipment
Emergency medical aid

Retail Associate, 6-12 Convenience Store, Eastport, MD, August 20XX-December 20XX••••

Oversaw a team of four, ensuring full schedule coverage for weekend daytime shifts.
Trained new employees on computers including point of sale system.
Stocked display shelves and conducted weekly inventory reviews, ensured adequate stock andresupply.
Fostered customer loyalty by providing friendly and efficient service.

Education•••

University of Maryland University College 12 credit hours, ongoing
Columbia Community College, Baltimore, MD, 5 credits
High School Diploma, Columbia High School, Columbia, MD 20XX

Military Training••••

Basic Combat Training, Infantry School, Fort Benning, GA 20XX Advanced Individual Training:
Infantry School, Fort Benning, GA 20XX Combat Sniper Course, US Army 20XX
Combat Lifesaver Course, US Army 20XX
Infantry Drivers’ Academy Course, US Army 20XX Management Development Course
Equal Employment Opportunity (EEO) Training (yearly) Sexual Harassment Training (yearly)

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Job Posting Example: Michael Cook
Marketing Representative Needed – SUPER Home Remodeling Products, Baltimore, Maryland
Getting more out of your life and career starts now.

Qualifications:• Highly developed interpersonal,organizational and communication skills• Ability to speak publicly withconfidence and poise• Strong sense of ambition, selfmotivation and self-discipline• Resourceful problem solver• Open-minded with a passion forlearning a wide-range of skills that will
carry through a variety of career paths• Naturally outgoing and articulate
individual who thrives in social settings• Desire to mentor other colleagues afterrefining your skill set• Language skills in English and Spanish• BA/BS preferred but not required• Ability to work Mon – Fri: 11 am to 7
pm & two Saturdays per month: 9 am
to 3 pm

You’re at the beginning of your career. You’re
motivated. Driven. Confident. You just need an
opportunity to show someone what you can do.
Here’s your opportunity.
When you join the SUPER team — more than 1,300
strong and growing — you’ll experience a shared
dedication to a greater goal, and an opportunity to bepart of a future-focused team of innovative leaders as
we expand nationwide.
We’re currently looking for future leaders toeventually oversee ongoing national expansion. If
you have drive, a passion for marketing and thecommitment to win at every level of your career,
today is the day you make the decision to earn more,
give more, and grow more.
Marketing Representative
As a full-time marketing representative, you’ll be
trained on all of our products with the opportunity togenerate business through the delivery of interactive
presentations to prospective and existing clients. The
gateway to several other career opportunities at
SUPER, this outside marketing position will finetune your communication skills, negotiation tactics,
and strategic planning.

Salary and Benefits:• $26,000-$35,000 base salary• Full medical, dental, life and disability
insurance plans.
• Paid vacation and holidays.
• A competitive 401(k) retirement savings
program, matched by SUPER
About SUPER Home RemodelingPrimary job responsibilities include:• Interface with decision makers on a daily
basis• Work in outside business development
position in various settings including retailand event marketing• Promotion of SUPER’s products andservices to prospective and existing clients• Working knowledge of eco-friendly, green
remodeling products and its benefits to theconsumer• Participation in ongoing training camps on a
weekly basis

SUPER Home Remodeling Group is the most trustedname in replacement windows, siding, roofing, andentry doors. Trusted because we care about our
products being energy efficient and cost effective.
Trusted because we value integrity, honesty and true
craftsmanship. Trusted because we believe in totalcustomer satisfaction without compromise. Due tothese commitments...we have been trusted by 200,000
homeowners nationwide.
Throughout our 50-year history, it’s never just been
about windows. It’s been about delivering on our
promises — to our customers and to our employees.
When you join the SUPER team — more than 1,300
strong and growing — you’ll experience a shared
dedication to a greater goal.
With locations in eight major cities and aggressive
plans to expand across the country, a career at
SUPER is the ‘more’ you’ve been looking for.

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Job Posting Review: Michael Cook
Remember to use your: master resume, performance reviews, training records, awards, collateral
duties, internships, apprenticeships, educational transcripts, and volunteer work to identify where
you’ve applied the skills your organization is requesting.
Position desires or requires
OBJECTIVE:
What job am I applying for?
SUMMARY:
What
skills/experience/are
preferred or required forthis position?

EXPERIENCE:
What
roles/responsibilities orduties is the employer
asking me to perform?

Do I have it /where did I obtain it?

Marketing Representative for Super
Home Remodeling Products in
Baltimore, Maryland• Motivated, driven and confident• Future focused innovative
leader• Passion for marketing• Customer commitment• Interpersonal, organizational,
and communication skills• Public speaking• Resourceful problem solver• Passion for learning• Articulate• English and Spanish
language proficiency

ALL – through training,
employee supervision,
supply management andleadership briefs• Mentor colleagues Leadership• Interface with decision
makers Generate business• Deliver interactive presentations
Communication with diverse
audience negotiation tactics• Strategic planning• Promote products and services• Knowledge of eco-friendly,
green products• Participate in training• Work in outside businessdevelopment Resourceful problem
solverFort Campbell

Also, retail associate position –training

Fort Campbell andAfghanistan Post
Ammunition Supply
Retail Associate
All positions Training
All positions especially
Afghanistan Infantry
Afghanistan
All jobs – infantry
Fort Drum Retail
Associate
Infantry basic training, Drum andCampbell All jobs – Campbell
Afghanistan
Retail Associate
Infantry Fort DrumEDUCATION:

BA/BS (preferred)

What type of education
or training aredesired/required by theemployer?

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Targeted Combination Resume

Michael Cook
(301) 555-5555 -- michael.n.cook@gmail.com
www.linkedin.com/in/michael-john-cook/

Objective: Motivated bilingual professional seeking the Marketing Representative
position at SUPER Home Remodeling to generate leads and drive sales to increase
profits.

Summary of Qualifications:
Astute, results-oriented, self-motivated professional, with a passion for excellence.
Proven ability to adapt to new surroundings while remaining observant and accurately
assessing what needs to be done in order to close a deal. Able to employ creative
approaches and meet or exceed all designated objectives. Ability to distill complicatedinformation into clear and concise messages for diverse audiences and ensure that all
parties reach mutually desired goals. Bilingual in Spanish and English. Relevant skills
include:• Troubleshooting• Training and mentoring• Organization and communication skills• Scheduling meetings• Inspecting and maintaining• Interfacing with customers

equipment

Work Experience
Mentoring and Training
•
•
•
•
•

Conducted training for 25+ team members on a variety of subjects. Ensured that
all team members met training standards.
Oversaw small groups of team members, ensuring each person was preparedand trained for the mission.
Trained newly hired employees at a retail store on shift responsibilities and pointof sale system. Ensured 100% schedule coverage of weekend shifts.
Conducted inspections and patrols in the U.S. and overseas, ensuring safety
and security.
Maintained 100% accountability of all professional equipment.

Communication Skills and Customer Service•••

Conducted searches on hundreds of individuals and vehicles entering controlled
space.
Ensured zero security breaches and 100% understanding of and compliancewith the government security regulations.
Fostered customer loyalty by providing friendly and efficient service to hundredsof customers each week.

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Michael Cook page 2/2•••

Troubleshot electrical equipment which required speedy diagnosis throughvisual assessment and verbal reports. Correctly identified issues withelectronics and repaired equipment ensuring that any nonoperational equipment
was back in service within 24 hours.
Utilized computers, communication equipment and personal navigation devices
to complete tasks quickly and accurately.
Communicated weekly status reports of ongoing projects and problem
resolution through verbal and written presentations to leadership and stakeholders.

Continuous Professional Development and Dedication to Quality
•

•
•

•

Selected above 150 peers to serve in a distinguished role in the U.S. Army.
Recognized by supervisors for excellent performance and awarded acommendation medal.
Maintained 100% accountability over a 3-year period for over $25,000 ofsensitive government equipment.
Served as an instructor and test evaluator in five different subject areas.
Provided instruction, testing, and certification for more than 20 military members
preparing for work in a war zone. Recognized by leadership for resourcefulproblem-solving techniques.
Scored in the top 10% of a 100-person organization during physical fitnesstraining, resulting in a designation as Ironman.

Work History
December 20XX – Present, Training and Development Specialist, U.S. Army, various
locations in the US and overseas
August 20XX – December 20XX – Retail Associate, 6-12 Convenience Store, Eastport,
MD

Education & Training
Associate Degree, Business Administration, University of Maryland University College,
anticipated completion June 20XX

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Cover Letter

Michael Cook
(301) 555-5555 -- michael.n.cook@gmail.com
www.linkedin.com/in/michael-john-cook/

September 1, 20XX

Pat Smith
Human Resources Manager
Super Home Remodeling
321 Main Street
Baltimore, MD 21113
Dear Ms. Smith,
I am excited about the opportunity to join Super Home Remodeling as a Marketing
Representative, as advertised through the Maryland Works Veterans program.
Over the past five years, I’ve worked in an ever-changing landscape full of important
local, regional, and global decisions. I know how to work hand-in-hand with clients todefine the targeted objective and design the path to achieve success. As a Veteran, I
know the importance of advance planning and quick response. I can help develop
comprehensive marketing programs as a Marketing Representative for Super Home
Remodeling.
I am in the process of moving to the Baltimore area, and am excited to come “home”
after serving a fulfilling career in the Army. I am available to work a flexible schedule,
including weekends as described on the job announcement. I hope to meet with you in
person to discuss my skills and attributes.

Sincerely,

Michael Cook

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LinkedIn Profile

Inspiring Leader, Strategic Marketing Enthusiast, Active Clearance-Top Secret, Veteran

Customized URL: https://www.linkedin.com/in/michael-john-cook/

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Sample Reference Page

Michael Cook
(301) 555-5555 -- michael.n.cook@gmail.com
www.linkedin.com/in/michael-john-cook/

References

CPT James Sweeny
Current Supervisor
Fort Campbell, KY
123-456-7890
james.p.sweeny@us.army.mil
Philip Masterson
Previous Supervisor
Baltimore, MD
987-6543-212
Philip.Masterson@SixTwelve.com
Antionette Black
College Advisor
Baltimore, MD
410-555-1234
Black.Antionette@UMUC.edu

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Sample Letter of Recommendation

January X, 20XX
SUPER Home Remodeling Products
Baltimore, MD 12345

Dear Hiring Manager:
It is a distinct pleasure to provide this recommendation for Michael Cook as he pursues a Marketing
Representative position with SUPER Home Remodeling Products in Baltimore, Maryland. I’ve known
Michael for over six years. For the past 3 years, I’ve had the privilege of supervising Michael while he
was assigned as one of my team leads with the responsibility of supervising, training, and ensuring thesafety and welfare of more than 50 personnel. During that time, Michael was able to sustain a 100%
safety record. Michael is an extremely competent and enormously valuable team member, ready tostep up to the next level. Michael Cook is one of those rare finds, who I’ve witnessed adeptly navigate
a variety of complex and multifaceted situations to beneficial outcomes, with sparse guidance, nomatter the difficulty.
Michael has proven extremely knowledgeable and reliable. He has excelled by using his leadership,
influencing, and negotiating skills. He has developed strong relationships with internal and external
partners. Thorough Michael’s expert guidance, our division successfully completed a rigorous
assessment, where we received the highest grade admissible.
Michael has become our resident expert at written and oral communication and his planning andevaluating skills outshine his peers. The results speak for themselves, as he consistently received thehighest scores during a recent review process; ranked number 1 out of 10.
I highly recommend Michael Cook for the Marketing Representative position. He is extremely capableand committed. More than that, he has the requisite skills to lead an organization now and into the
future.
If I can provide any additional information to validate that Michael would be the perfect candidate foryour position, please contact me at 123-456-7890.

Sincerely,

J. Sweeny
Commanding officer
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12.3 Job Postings and Resumes
Posting for Job Kendra Knowles

Marketing AssistantMarket Consulting Engineers, Inc. – San Antonio, TX

Position: Marketing & Administrative Assistant
Location:
2928 Story Book Road, San Antonio, Texas 75033
About MCE:
MCE is an engineering company that provides solutions for planned, new and existing projects
throughout the nation for all types of clients. Our firm has enjoyed great success with significant
key projects and repeat clients. Projects of all sizes and complexity are designed to the highest
level of quality by our team with high respect to understanding the client's needs and concerns.
Requirements:
College degree is preferred.
About Position:
Outgoing candidate will love to smile and laugh, provide marketing support work that will include
preparation of proposals, marketing materials, general administrative duties, and generalorganization. The candidate should have a good understanding of graphics, Microsoft Office,
Adobe Creative Suite products and social media. College degree preferred. Assist team withadministrative tasks and attend marketing / social functions.
Compensation:
Competitive salary, full benefits, and a positive work environment.

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Combination Resume

KENDRA KNOWLES
512-555-1212 KKnowles@email.com
www.linkedin.com/in/kendra-knowles

PROFESSIONAL PROFILE
Skilled communications profession and executive administrator with over 10 years ofexperience providing customized customer and business solutions specifically in theareas of client services, training and development, labor relations, and financial
management. Detailed knowledge of business market programs and conducting
market analyses. Areas of expertise include excellent communication skills;organizing and planning; able to type 75 words-per-minute without errors; familiarity
with MS Office, Adobe Suite, Final Cut Pro, and Quick Books.

EDUCATION
Bachelor of Science in Communications, Kennesaw State University, Kennesaw,
GA

RELEVANT SKILLSMarketing•••

Created publications such as informational brochures, company newsletters,
blogs, and social media websites used to promote organization services
Assisted with coordination of fund-raising events by soliciting sponsors,
coordinating event venue, activities, and logistics which raised over $10,000
in support
Monitored current events using internet research to avoid schedulingconflicts

Communication•••

Built and maintained positive relationships with executives, staff, vendors,
brokers, and local agencies to request quotes, develop contractual
agreements, and identify employee services and support that followedorganization, state, and federal regulations
Provided daily status updates to leadership via verbal and written
communication to discuss and address operational issues or concerns
Attended meetings with Department of Labor, Internal Revenue Service, andDepartment of Transportation, as the primary point of contact for theorganization, to gather and communicate compliance requirements to
executives and staff ensuring 100% adherence with operations safety
procedures and policies

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Resume for Kendra Knowles

Page 2Social Media/Advertising•

Created advertisement and marketing campaigns using Twitter to promote businesscapabilities while expanding client footprint by 36%

Office Operations
•
•

•
•
•

Ordered and worked with vendors to maintain supplies and equipment ensuring
availability and operability of office automation products and tools
Organized, conducted, and documented minutes of daily conference calls andmonthly meetings including room set-up and breakdown to discuss schedulechanges, project status, and regulatory updates keeping employees and leadershipabreast of operational changes
Maintained office organization by opening, routing, and filing daily documents
including profit loss and loss reports, incoming and outgoing mail, and receipts
Entered, updated, and maintained accurate personnel records for over 300
employees which assisted with the efficient processing of employee entitlements
Supervised and trained 20 employees including prioritizing daily assignments andtasks, reviewing performance, proving feedback as well as executing award or
disciplinary actions

Financial Management•

Processed accounting actions including license and insurance forms, accounts
receivable, account payable, payroll tax and deductions valued at over $30,000
weekly to ensure timely payment to vendors and employees•Entered all payroll, fuel, and inbound and outbound invoices daily in Microsoft Excel
to track and maintain status of financial operations•

Developed and implemented commission-based financial incentive program for
employees which increased revenue by 75%

WORK HISTORY•••

January 20XX- Present – US Marine Corps, Camp Lejeune, NC
Personnel Administrator
June 20XX – December 20XX - Averitt Trucking Atlanta, GA
Executive Assistant Internship
September 20XX – December 20XX - Hands on Atlanta, Atlanta, GA
Funding/Volunteer Coordinator (Volunteer position)

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Job Posting for Boyd Linton Resume
CITY OF LOS ANGELES invites applications for the position of: HELICOPTER MECHANICAPPLICANT FILINGSTATUS:

Exam Open to All, including Current City Employees

SALARY:$93,500/YearOPENING DATE:

01/26/XX

CLOSING DATE:Continuous

SPECIAL SALARY:This salary is flat rated. A 5.5% bonus is paid for possessing an FAA Inspection
Authorization. Some positions require night work, for which a higher salary is
paid.

DUTIES:ANNUALSALARY$93,500(flat-rated)
A 5.5% bonus is paid for possessing an FAA Inspection Authorization. Somepositions require night work, for which a higher salary is paid.
DUTIESA Helicopter Mechanic inspects, repairs, overhauls, services, cleans andreturns all City-owned helicopters to service, including those of the Fire andPolice Departments.
NOTE:
Helicopter Mechanics must be available to work weekends and holidays.

REQUIREMENT(S)/Three years of full-time paid experience, two years of which must have been
within the past three years, as an FAA Certified Airframe and Power Plant
Mechanic engaged in performing maintenance and alterations on at least one
or more of the following turbine powered helicopters: Bell 407, Bell 206 series,
Bell 412, Eurocopter AS 350 Series (EC130), and/or Agusta AW 139.
Qualifying experience must include the following:

MINIMUMQUALIFICATION(S):a. Performing FAR Part 91 or Part 135 required inspections; andb. Electrical and mechanical, repair, and troubleshooting activities; andc. Sheet metal repairs on air frames; andd. Major component overhaul or repair; ande. Approving aircraft for return to service after any of the above.
PROCESS NOTES

Individuals employed as a Helicopter Mechanic with the City of Los Angeles are
required to furnish their own hand tools.
1. Some positions may require a valid California driver's license. Candidates
may not be eligible for appointment to these positions if their record within
the last 36 months reflects three or more moving violations and/or at-fault
accidents, or a conviction of a major moving violation (such as DUI).
2. In addition to the regular City application, all applicants must complete the
Helicopter Mechanic Qualifications Questionnaire at the time of filing. The

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Helicopter Mechanic Qualifications Questionnaire is located within the
Supplemental Questions Section of the City application. Applicants who fail
to complete the Qualifications Questionnaire will not be considered further
in this examination, and their application will not be processed.
3. Applicants must submit a valid mechanical license with Airframe and Power
Plant ratings issued by the Federal Aviation Administration at the time offiling. The copy of the license must be attached to the online application
BEFORE the application is submitted. If the license is attached AFTER the
online application has been submitted, it will not be available to the City andapplicants WILL NOT be credited with having submitted it. Applicants who
fail to submit the license at the time of filing by attaching it to the online
application will not be considered further in this examination.
WHERE TO APPLY & Applications will only be accepted on-line. When you are viewing the on-line
APPLICATION
job bulletin of your choice, simply scroll to the top of the page and selectDEADLINE:
the "Apply" icon. On-line job bulletins are also available athttps://www.governmentjobs.com/careers/lacityforOpen
Competitive
Examinations. APPLICATION DEADLINE: This examination may close
without prior notice at any time after a sufficient number of applications havebeen received. For administrative purposes, filing may close periodically andreopen the following day.
An Equal Opportunity Employer

JOB #37562 HELICOPTER MECHANIC

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Combination Resume

Boyd Linton
Relocating to Los Angeles, 7/20XX | (123) 456-7890 | boyd.linton@email.com

PROFESSIONAL SUMMARY: Federal Aviation Administration (FAA) certified, Airframeand Power Plant mechanic with 5+ years of experience performing electrical and mechanicalinspection, maintenance, and repair of jet and gas turbine engines, airframes and accessories on
multiple aircraft platforms. Active Secret Clearance with a proven track record of performing:• Inspections• Component Overhaul• Troubleshooting• Safety Compliance• Repair• Tool Operation

EXPERIENCE
United States Navy

1998-Present

U.S. Naval Air Station, Jacksonville, FL

20XX– Present

First Line Supervisor Aviation Mechanic• Maintain $584M fleet of 18 Sikorsky helicopters including inspection, repair, overhaul, service, andcleaning to ensure all equipment is fully operational.
• Acquired diverse expertise on engines and related systems—passed FAA’s rigorous commercial
Airframe & Powerplant evaluation and obtained FAA Inspection Authorization certification.
• Apply FAA Federal Aviation Regulation Part 91 (General Operating and Flight Rules) and Part 135(Commuter and On Demand Operations rules) during daily operations and inspections ensuring
compliance with federal and organization policies and procedures.
• Lead a team of 13 employees in performing 1st/2nd/and 3rd line troubleshooting, maintenance andrepair of rotor blades, powerplant, engine, transmission, hydraulic, electrical, flight control, landing,fuel, tracking and balancing systems in accordance with manufacturer specifications and manuals.
• Perform sheet metal fabrication and structural repair saving over $200K in contractor costs
annually.
• Enter, update, and maintain scheduled and unscheduled maintenance logs and records ensuring
100% accuracy receiving a rating of “Superior” during annual inspection.
Accomplishments:• Selected as Quality Assurance Evaluator; inspected 317 engine exhaust systems, identified
potential no-fly discrepancies, oversaw the repair and maintenance by a 13-person aircrew, andapproved return to service allowing for the completion of over 1300 mishap-free flight hours.
• During hurricane relief launch, detected an engine start anomaly; isolated malfunction as cracked
rotor head and expedited aircraft swap to spare enabling search and rescue (SAR) mission tocontinue unimpeded.
• Performed analysis of fuel systems, discovered out-of-tolerance test results; repeatedtesting to isolate and determine source of contamination as a fuel truck which resulted in thegovernment receiving reimbursement of $75K for contaminated fuel.

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Boyd Linton, p.2

USS Theodore Roosevelt CVN-71, Norfolk, VA

20XX –20XX

Aircraft Mechanic & Service Technician• Completed challenging on-the-job training practicum 2 months ahead of schedule; gained MH60S
and MH60R (comparable to Bell series helicopters) maintenance systems certifications achieving
96% on the complex knowledge exam.
• Read, interpreted and navigated aviation technical manuals, schematics, Federal Aviation
Regulations (FAR), Federal Aviation Administration (FAA) specifications to install, repair, andmaintain multiple fixed-wing and rotary-wing aircrafts with zero re-work.
• Removed, stored, and transported hazardous materials (including fuel) in accordance withorganization and federal safety regulations• Maintained MH-60 (comparable to Bell series) starter systems; applied schematics and components
knowledge to remove and install ignition units facilitating 83 flights and the execution of 350+ mishapfree flight hours.
Accomplishments:• Identified faulty release on external tank during pre-launch and eliminated a catastrophic safetyincident maintaining the operability and safety of a $30M aircraft.

TRAINING
•
•
•
•
•
•

Airframe and Powerplant Certification, Federal Aviation Administration 20XX
Inspection Authorization, Federal Aviation Administration 20XX
“C” School (Journeymen Aviation Mechanic Training), U. S. Navy Pensacola FL, 20XX
“A” School (Apprentice Aviation Mechanic Training), U. S. Navy Pensacola FL, 20XX
H-60 Power Plants & Systems Maintenance, U.S. Navy Jacksonville FL, 20XX
Disaster Preparedness Training, U.S. Navy Jacksonville, FL, 20XX

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12.4 Sample Resumes
12.4.1Chronological Resume

William Henry(123) 456-7890

www.linkedin/in/william-henry/

bill.henry@email.com

OBJECTIVE: Efficient medical assistant with military experience, seeking the position of Medical AssistantII (345-USVA2019) at Durham VA Hospital to leverage proven skills in patient care, EHR, and inventory
management.
KEY QUALIFICATIONS••Secret ClearanceManagement••

Health Technologies
Bilingual••

Leadership
Customer Care

EXPERIENCE
United States Navy
Navy Medical Center, San Diego, CA
20XX – Present
Medical Assistant/Emergency Medical Technician• Provide patient care and clinical services to over 400 patients annually using an excellent
bedside manner, strong communication skills, medical knowledge, and technical skill.
• Plan, direct and coordinate medical and health services in both a hospital and clinical setting• Support a staff of 10 doctors and 15 healthcare professionals by taking patient vital signs andperforming initial assessment to assist with patient diagnosis• Admit, transfer, and discharge patients, maintaining all records and reports (electronic andpaper) with 100% accuracy in compliance with organization standards• Inspect and perform medical administrative procedures, basic maintenance, and repair on
biomedical equipment confirming operability
USS Iwo Jima LHD-7, Mayport, FL
Emergency Medical Technician
•
•
•
•

•

20XX – 20XX

Assisted health care professionals in rendering emergency medical treatment in a clinicalsetting and in the field during military operations.
Provided initial treatment and emergency trauma care to over 100 wounded or injured patientsin the field ensuring patient stabilization before transporting patients to treatment facility
Administered immunizations and started intravenous infusions under challenging field
conditions
Led an evacuation team consisting of four emergency vehicles and eight employees;
conducted over 50 evacuation missions rescuing and providing care/treatment to over 75
injured persons
Taught cardiopulmonary resuscitation (CPR), combat first aid, and other emergency medical
procedures to 250 healthcare employees during clinical and field operations

EDUCATION & TRAINING• A.S. in Health Information Technology, Tampa College, Tampa, FL, 41 credits completed• U.S. Navy Specialized Training• Field Emergency Medical Technician training (“C” School) San Antonio, TX, 20XX
• Basic principles and techniques of patient care (“A” School) San Antonio, TX, 20XX
• Certified EMT – Basic, National Registry of Emergency Medical Technicians (NREMT), 20XX

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Chronological Resume #2

Jonathan D. Appleseed(555) 123-4567 ● jon.d.appleseed@email.com ● www.Jonappleseed.com
PROFESSIONAL SUMMARY
Over 10 years’ experience supervising, installing, employing, maintaining, troubleshooting,and assisting users with signal support systems, terminal devices, satellite communications
equipment, and automated telecommunications computer systems. Experience with local area
networks, wide area networks, and routers. Qualifications include:•

Information AssuranceManager•

Customer RelationshipManagement (CRM)•

Active Directory Users
and Computers
Administrator•

Standardized Network
Assessment (SNAP)Manager
Data Path Joint Network
Node (JNN) Operator•

Current TS/SCI
Security Clearance•

Network Operations
Center•Desktop Support
Technician•

COMSEC Custodian•

EXPERIENCE
U.S. Army, Fort Drum, NY

January 20xx – present

Service Desk Supervisor
May 20xx – present
Resolve Service Desk tickets for more than 3,000 users across 21 states and abroad•••

Maintain 3 domains to include updating, troubleshooting, and repair of network
connectivity to achieve goal of 95% continuous connectivity
Act as Active Directory and Exchange administrator for over 3,000 users
Serve as Information Assurance (IA) Manager; annually train over 150 staff on IA protocol
to ensure standards are maintained

System Administrator••

June 20xx-May 20xx

Setup, maintain, and troubleshoot desktops, laptops, and tablets with Windows 7 and 10 toallow no break in service or work productivity
Manage Life Cycle Replacement, backup, and disaster recovery for computers,
Blackberry, iPhones, and other portable devices within the organization to ensure no lossof connectivity

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Jonathan Appleseed page 2

Senior Information Systems Specialist

•
•
•
•

January 20xx – June 20xx

Managed the computer help desk and trained 50 personnel in resolving trouble tickets
for computer hardware and software, to include printing, word processing, and email
Managed objects, security groups, and user accounts in accordance with organization
regulations; as Enterprise Active Directory administrator
Installed and setup over 100 VoIP phones and Video Teleconferences
Installed, troubleshot, and maintained Microsoft Office products to include Office 365

U.S. Army, Fort Campbell, KY

August 20xx – January 20xx

Forward Signal Support Supervisor

•
•
•
•
•

Managed planning, coordination, and execution of all command, control, communications,computers and intelligence requirements for over 100 personnel
Supervised the training of 20 Unit Radio Communicators
Maintained 4 Local Area Network (LAN) wiring closets, wireless access points and 3 VTC
suites with no loss in connectivity
Created, scheduled, coordinated, and evaluated all communications training for 64
personnel in compliance with organization training requirements
Developed and implemented publications library for training documents to ensure quick
access to specific information

U.S. Army, Fort Hood, TX

October 20xx – Aug 20xx

A/V Technician
Tested and wrote knowledge-based articles for customers, team members, and supervisors
resulting in updated information being available as needed•
Troubleshot and repaired hardware, software, peripherals, smart phones,
Video Teleconference (VTC) suites, and Cisco VoIP inside and outside plant•
Installed, configured, and maintained over 50 multifunction printers ensuring availability•
Proficient in all Microsoft Office products to include Office 365, Office 2016, Skype and One
Drive•

TRAINING

•
•
•
•
•

Army Public Key Infrastructure Enhanced Trusted Agent Training, October 2017
Microsoft Windows 10, June 2016
HDI Support Center Analyst, December 2015
CompTIA Sec+ CE Certified, September 2015
Information Assurance Fundamentals, April 2014

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Chronological Resume #3

Jessica MacFarlane
jessica.macfarlane@email.com 915-555-1212

SUMMARY

Computer scientist with established people skills and project management experience. Ensures complicatedtechnology projects are completed on time and under budget. Able to quickly understand users’ priorities andoperating constraints and adapt systems to meet their unique needs. Recognized leader providing mentorship,
strategic planning, and personnel development. Distinct areas of expertise include:•••

Cyber Security
Project Management
End-user Analysis

RELEVANT EXPERIENCE•••

Network Design
Recovery Techniques
Contingency Planning•••

Cost-Benefit Analysis
Traffic Management
Compliance

Information Management Officer
Jan 20xx – Present

U.S. Army
Fort Benning, GA•

Create, update, and monitor system compliance for 700 users with policies governing communications security,
Internet and email usage, access controls, and incident response.

•

Prepare, and implement departmental IT plans, including needs assessment, work plans, and resource
management. Monitor processes to ensure progress and consistently meet timeline milestones and budget goals.

•

Lead a team of more than 50 communications specialists, programmers, and network technicians who provide
technical support to 8 organizations across 5 states.

•

Generate technical reports and formal briefings to executive leaders on developing technologies, providing thedata they needed to forecast departmental IT needs.

•

Collaborate with 4 department leads to design, plan and implement proprietary database to manage inventory
control of 2,500 computer components across multiple platforms.

•

Direct daily operations of information management office with $1.2 million annual budget.
Special Projects Officer
Oct 20xx – Dec 20xx

U.S. Army
Fort Hood, TX

Led study group that evaluated and selected hardware and software to upgrade communication networks at 3 militarybases serving 65,000 users.

•••

Designed and supervised the implementation of a program that combined customized software, computer
networks, and new processes that were adopted by 120 operating departments.
Conducted monthly training inspections with geographically dispersed units, leading to 98% mastery rate forstudents learning new computer systems.
Planned and coordinated replacement of 1,300 obsolete computers with upgraded systems increasing
efficiency over 75%. Created procedure to ensure continuity of upgrades.

EDUCATION & TRAINING
Bachelor of Science, Computer Science, California State University, Bakersfield, CA
U.S. Army Information Systems Manager Course, Fort Gordon, GA
Signal Officer Basic Course, Fort Gordon, GA

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Chronological Resume#4

Kenneth Brown● KLbrown@email.com ●www.kenbrown.com ● 703-555-1234
SENIOR EXECUTIVE
Results-oriented leader with 25 years of experience applying a unique mix of strategic
analysis, operational management, personnel development, and marketing skills. Able toanalyze data and detect emerging trends and identify and evaluate alternate courses ofaction. Adept at balancing operational, financial, personnel, and regulatory constraints whenmanaging projects.
Top Secret Security Clearance – Data Mining/Analysis – Policy Development
Stakeholder Relations Budgetary Oversight – Written and Oral Communication
Program Development and Management
PROFESSIONAL HIGHLIGHTS
UNITED STATES NAVY

1995-Present

Department Head, Defense Intelligence Agency, Washington, DC

20xx – Present






Manage 40 joint military intelligence specialists who provide timely and accurate
information to air, naval, and ground units across the globe.
Revise all aspects of new member training program to ensure immediate effectivenessand full capabilities within 14 days of arrival.
Review and synthesize data and reports from over 30 sources to prepare weeklyIntelligence Summaries read by 300+ senior ranking Army, Air Force, and Navy militaryleaders.
Deliver briefings that permit senior staff to quickly grasp the essentials of complex andambiguous situations, enabling them to adapt operational plans in order to takeadvantage of rapidly changing circumstances.

Commander, Recruiting Station, Los Angeles CA







20xx – 20xx

Led a team of 50 recruiters and 16 support staff who were responsible for talentacquisition and applicant on-boarding; exceeded regional and national goals by 6% in
FY10, 8% in FY11. Earned the Western Region’s top performance award for two
consecutive years.
Ensured recruiting activities complied with federal, state, and Navy employment policies
and regulations resulting in zero complaints or infractions in FY10 and FY11.
Redesigned on-boarding process and improved timeline by 15% over a two-year period.
Provided oversight for over $1 million in contracts with external vendors for advertisingand special events, IT systems, and other support services ensuring compliance withfederal contracting laws and requirements.
Represented the U.S. Navy at 243 community relations events throughout California,
Utah, and Nevada speaking to groups of 3-300 people.
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Kenneth Brown page 2

Executive Officer, USS Decatur, San Diego, CA

20xx – 20xx

Coordinated efforts of operations, navigation, engineering, and supply staff for 750member crew during three deployment cycles ensuring operational readiness andmission completion.
Conducted regular systems inspections to verify function and readiness of shiptechnical, weaponry, and communications systems valued at $1.8 billion.
Supervised training requirements for 250 employees resulting in compliance with federal
and organizational training requirements.
EDUCATION & TRAINING






M.A. National Security and Strategic Studies, Navy War College, Newport, RI (Honor
Graduate)
M.S. American University, National Security Studies, Washington, DC (Summa Cum
Laude)
B.A. Business Administration, Cornell University
U.S. Navy Intelligence Officer Training Course, Dam Neck, VA

Completed numerous executive-level courses in project management, federal government
acquisitions, leadership, and personnel management.

VOLUNTEER WORK
Volunteer Warehouse Manager, Food Bank, Washington, DCServe as staff liaison and facilitator for Food Bank special events committees.
Organize, recruit, and lead volunteer events in multiple locations and conducts tours of
the facility.
Conduct bi-weekly volunteer orientation classes for new volunteers.

Volunteer Tutor for Hope Youth Center, Washington, DC

20xx to present

20xx to present

Serve as an advocate, mentor, educator, coach, and role model for 15 to 19-year-old
boys in a structured, strengths-based, and trauma-informed residential treatment
program.

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12.4.2

Participant Guide

Combination Resume

Leonardo M. Ramirez(555) 555-7777 lramirez@yyy.com www.linkedin/in/leonardo-ramirez

Professional Summary
Hands-on logistician with twenty years’ experience improving the productivity and reliability of supply
facilities. Trained, supervised, and supported hundreds of team members. Lean Six Sigma Certified (Green
Belt). Areas of expertise include:•

Supply Chain Management•

Training and Mentoring•

Warehouse Automation•

Team Building•

Safety & Security•

Inventory Control

Professional Skills Leadership and Supervision•••

Supervised 120 military and civilian team members who handle over 1,450 parts and equipment
worth $33M with a consistent no-loss record
Monitored daily operations at three locations that provided logistics support for over 1,000 pilots, aircrew members, and ground support technicians who operate and maintain nearly 400 aircraft
Led a team of staff of eight Quality Assurance Evaluators who have performed over 460 technicalinspections to verify that supply facilities meet or exceed operational and environmental requirements

Logistics and Distribution••••

Managed warehouses and supply distribution points for aircraft parts, food, fuel and lubricants,
munitions, and other items
Developed database to track parts usage, achieving $16,000 in savings and eliminating 200
redundant items
Wrote reference guides and operating instructions that increased the safe handling of hazardous
materials, eliminating accidents and spills
Developed streamlined procedures for shipment of aircraft parts to Asia from California, reducing
delivery time from 10 to 4 days

Training••

Planned and inspected training programs for over 300 logistics and distribution team members
Built a comprehensive Safe Warehouse Operations training program for new team members that
reduced qualification time from 9 to 4 weeks and reduced accident and damage incidents by 35%

Employment History•••

Supply & Logistics Supervisor (Senior Master Sergeant), Travis Air Force Base, 20xx – Present
Supply Specialist (Master Sergeant), Ramstein Air Base, 20xx –20xx
Supply Technician (Technical Sergeant), Barksdale Air Force Base, 20xx –20xx

Education••

Bachelor of Science in Business (Operations Management), Excelsior College, 20xx
Associates of Applied Science, Oregon Community College, 20xx

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12.4.3

Participant Guide

Senior Executive Resume

Winston Carter
9343 Green Creek Lane ● Springfield, VA 22155 ● 703-555-1234 ● WJCarter@email.com
Objective: Vice-President of Strategic Planning at Interregnum Corporation

SENIOR EXECUTIVE
Results-oriented leader with 25 years of experience applying a unique mix of strategic analysis,
operational management, personnel development, and marketing skills. Able to analyze data
and detect emerging trends, and identify and evaluate alternate courses of action. Adept atbalancing operational, financial, personnel, and regulatory constraints when managing projects.
Top Secret Security Clearance.
Data Mining/Analysis – Policy Development – Stakeholder Relations – Budgetary Oversight
Written and Oral Communication – Program Development and Management

PROFESSIONAL HIGHLIGHTS
UNITED STATES NAVY
Department Head, Defense Intelligence Agency, Washington, DC






Manage 40 joint military intelligence specialists who provide timely and accurate information toair, naval, and ground units across the globe.
Revised all aspects of new member training program to ensure immediate effectivenessand full capabilities within 14 days of arrival.
Review and synthesize data and reports from over 30 sources to prepare weeklyIntelligence Summaries read by 300+ senior ranking Army, Air Force, and Navy militaryleaders.
Deliver briefings that permit senior staff to quickly grasp the essentials of complex andambiguous situations, enabling them to adapt operational plans to take advantage of rapidlychanging circumstances.

Commander, Recruiting Station, Los Angeles CA








1992-Present
2015 – Present

2012 – 2014

Led a team of 50 recruiters and 16 support staff who were responsible for talent acquisition andapplicant on-boarding; exceeded regional and national goals by 6 percent in FY10, 8
percent in FY11. Earned the Western Region’s top performance award for two consecutive
years.
Ensured recruiting activities complied with federal, state and Navy employment policies andregulations resulting in zero complaints or infractions in FY10 and FY11.
Redesigned on-boarding process and improved timeline by 15 percent over a two-year period.
Provided oversight for over $1 million in contracts with external vendors for advertising andspecial events, IT systems, and other support services ensuring compliance with federal
contracting laws and requirements.
Represented the U.S. Navy at 243 community relations events throughout California, Utah, andNevada speaking to groups of 3-300 people.
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Executive Officer, USS Decatur, San Diego, CACoordinated efforts of operations, navigation, engineering, and supply staff for 750-membercrew during three deployment cycles ensuring operational readiness and mission completion.
Conducted regular systems inspections to verify function and readiness of ship technical,
weaponry, and communications systems valued at $1.8 billion.
Supervised training requirements for 250 employees resulting in compliance with compliancewith federal and organizational training requirements.
Ensured personnel rosters, unit staffing assignments, orders, and reports were submitted
accurately and ahead of schedule. Received superior performance award.

Deputy Director, US Seventh Fleet, Yokosuka, Japan







2009 – 20122005 – 2009

Directed daily operations of 80-member intelligence group in Asia-Pacific region.
Served as multi-day Watch Officer during international security threat in Southeast Asia,
supporting the safety and security of hundreds of local citizens.
Conducted intelligence analysis in support of 4 multinational joint military exercises in Thailand,
Korea, and the Philippines Islands improving the safety and security of 1,500 –3,000 military
personnel involved with each exercise.
Developed comprehensive training plans for 185 personnel in order fulfill U.S. Navy and federal
government regulations.
Maintained 100 percent accountability for sensitive information and equipment valued at $27
million during 4 multinational joint military exercises.

EDUCATION and TRAINING
M.A. National Security and Strategic Studies, Navy War College, Newport, RI(Honor Graduate)
M.S. American University, National Security Studies, Washington, DC (Summa
Cum Laude)
B.A. Business Administration, Cornell University
U.S. Navy Intelligence Officer Training Course, Dam Neck, VA
Completed numerous executive-level courses in project management, federal government
acquisitions, leadership, and personnel management.

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Federal Job Announcement

Management and Program Analyst
DEPARTMENT OF DEFENSE
Defense Logistics Agency
Open & closing dates

Service

Competitive

08/04/2020 to 08/17/2020

Pay scale & grade

SalaryGS 9 - 11$59,082 to $92,927 per year

Appointment type

Work schedule

Permanent - Multiple Appointment Types

Full-Time

Locations
1 vacancy in the following location:
Groton, CT
1 vacancy

Relocation expenses reimbursed

Telework eligibleNo

Yes as determined by agency policy

This job is open to
Career transition (CTAP, ICTAP, RPL)
Federal employees who meet the definition of a "surplus" or "displaced" employee.

Federal employees - Competitive service
Current or former competitive service federal employees.

Individuals with disabilities
Military spouses
Veterans
Clarification from the agency
Federal employee means current permanent competitive service employees may apply.
Veterans eligibilities include 30% or more Disabled Vet, Veterans Employment Opportunities
Act (VEOA). Military Spouse Preference (MSP) eligible may also apply.
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Announcement number
DLAJ6-20-10881981-MP

Control number
575328600

DutiesSummary

See below for important information regarding this job.

Responsibilities• Serves as a customer service specialist for the J67 DLA Information Operations? Strategic Data

Services (Formerly Document Services) and the organizations main business areas: Electronic
Document Management (EDM) Equipment Management Solutions (EMS), Data Services Online(DSO), Government Publishing Office (GPO) services, printed products and various specialty
services.
• Acts as a liaison for in-house services to ensure customer requirements are met in a timely
manner and a quality product is delivered• Markets and sells the full range of product and services offered by Document Services to a diverseand geographically dispersed customer base across all levels of rank and responsibility.
• Schedules and facilitates quarterly program reviews with all customers identified as significant or
critical by the Supervisory Customer Relations Specialist.
• Works with the customers to achieve customer requirements and goals without compromisingestablished Document Services business rules.
• Responsible for development of customer Memorandum of Agreement (MOA) up to total value of$100K and receipt of funding for services as requested.
• Researches, analyzes and monitors customer service patterns and potential problems.

Travel Required
50% or less - You may be expected to travel for this position.

Supervisory status

Promotion Potential

No11

Job family (Series)

0343 Management And Program Analysis

Requirements

Conditions Of Employment
•
•
•
•
•
•

Must be a U.S. citizen
Tour of Duty: Set Schedule
Security Requirements: Non- Critical Sensitive with Secret Access
Fair Labor Standards Act (FLSA): Non-Exempt
Recruitment Incentives: Not Authorized
Bargaining Unit Status: Yes
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Appointment is subject to the completion of a favorable suitability or fitness determination,
where reciprocity cannot be applied; unfavorably adjudicated background checks will begrounds for removal.
Selective Service Requirement: Males born after 12-31-59 must be registered or exempt
from Selective Service.
One vacancy will be filled in CDB org code - but additional vacancies may be filled from thesame certificate in any J6 area for up to 6 months from the closing date of thisannouncement.
If applying for the GS-7 level please use vacancy 10881968

Qualifications
To qualify for a Management and Program Analyst your resume and supporting documentationmust support:
Specialized Experience: One year of specialized experience that equipped you with the particularcompetencies to successfully perform the duties of the position and is directly in or related to thisposition. To qualify at the GS-09 level, applicants must possess one year of specialized experienceequivalent to the GS-07 level or equivalent under other pay systems in the Federal service,
military, or private sector. To qualify at the GS-011 level, applicants must possess one year of
specialized experience equivalent to the GS-09 level or equivalent under other pay systems in theFederal service, military, or private sector. Applicants must meet eligibility requirements including
time-in-grade (General Schedule (GS) positions only), time-after-competitive appointment,
minimum qualifications, and any other regulatory requirements by the cut-off/closing date of theannouncement. Creditable specialized experience includes:•

GS-09: With assistance and training markets and sells the full range of product and services
offered by Document Services to a diverse and geographically dispersed customer base acrossall levels of rank and responsibility.

•

GS-11: Independently coordinates, implements, and ensures compliance with Congressional,
agency, and Document Services printing and document automation regulations, policies andprocedures.

Experience refers to paid and unpaid experience, including volunteer work done through National
Service programs (e.g., Peace Corps, AmeriCorps) and other organizations (e.g., professional;
philanthropic; religious; spiritual; community, student, social). Volunteer work helps build criticalcompetencies, knowledge, and skills and can provide valuable training and experience thattranslates directly to paid employment. You will receive credit for all qualifying experience,
including volunteer experience.

Education

Education: Education must demonstrate the knowledge, skills, and abilities necessary to do thework. Education must be from a college or university accredited by an organization approved by
the U.S. Department of Education. See http://ope.ed.gov/accreditation
If using education to meet basic qualifications, YOU MUST SUBMIT A TRANSCRIPT as supplemental
documentation. To qualify based on education in lieu of specialized experience, applicants mustpossess:-

GS-09: A master's or equivalent graduate degree, or 2 full years of progressively higher-level
graduate education leading to such a degree, or LLB. or J.D., if related?
GS-11: A Ph.D. or equivalent doctoral degree, or 3 full years of progressively higher-level
graduate education leading to such a degree, or LL.M., if related.
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Are you using your education to qualify? You MUST provide transcripts or other documentation to
support your educational claims. Unless otherwise stated: Unofficial transcripts are acceptable attime of application.
GRADUATE EDUCATION: One academic year of graduate education is considered to be thenumber of credits hours that your graduate school has determined to represent one academic
year of full-time study. Such study may have been performed on a full- time or part-time basis. If
you cannot obtain your graduate school's definition of one year of graduate study, 18 semester
hours (or 27 quarter hours) should be considered as satisfying the requirement for one year offull-time graduate study.
FOREIGN EDUCATION: If you are using education completed in foreign colleges or universities tomeet the qualification requirements, you must show that the education credentials have been
evaluated by a private organization that specializes in interpretation of foreign education
programs and such education has been deemed equivalent to that gained in an accredited U.S.
education program; or full credit has been given for the courses at a U.S. accredited college oruniversity.

Additional information
MILITARY SPOUSE PREFERENCE: In order to receive this preference, you must choose to apply
using the "Priority Placement Program, DoD Military Spouse Preference (MSP)" eligibility. If you
are claiming military spouse preference and are determined to be among the Best Qualified for the
position, you will be referred to the hiring manager as a priority applicant.
For Important General Applicant Information and Definitions go to:
http://www.dla.mil/portals/104/documents/careers/GenAp pInfoDef.pdf
Reemployed Annuitants: This position does not meet criteria for appointment of Reemployed
Annuitants. The DoD criteria for hiring Reemployed Annuitants can be found at:
http://www.esd.whs.mil/Portals/54/Documents/DD/issuances/140025/1400.25-V30 0.pdf
INFORMATION FOR VETERANS is available at:
http://www.dla.mil/Careers/Programs/veterans.aspx
As of 23 December 2016, Military retirees seeking to enter federal service in the Department of
Defense now require a waiver if they would be appointed within 180 days following their official
date of retirement.
DRUG-FREE WORKPLACE: The Defense Logistics Agency (DLA) has established a Drug-Free Federal
Workplace Policy. All applicants tentatively selected for DLA employment in a testing designatedposition are subject to urinalysis to screen for illegal drug use prior to appointment. Applicants
who refuse to be tested will be denied employment with DLA for a period of six months. This
policy extends to random testing for the use of illegal drugs by employees who occupy testing
designated positions defined as sensitive in Section 7(d) of Executive Order 12564. The Defense
Logistics Agency's Drug Free Workplace Plan's drug testing panel includes testing for the following
illegal substances: marijuana, cocaine, opiates (codeine/morphine), 6-Acetylmorphine (heroin),phencyclidine, amphetamines (amphetamine/methamphetamine),
methylenedioxymethamphetamine (MDMA), methylenedioxyamphetamine (MDA), oxycodone,
oxymorphone, hydrocodone, and hydromorphone. ADVISORY: By using cannabidiol (CBD)
products you are risking a positive drug test result for marijuana.

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How You Will Be Evaluated
The assessments for this job will measure the following Competencies: Marketing and Demand•Marketing and Demand Planning•

Analysis•

Communication

Once the application process is complete, a review of your resume and supporting documentation
may be completed and compared against your responses to the assessment questionnaire to
determine if you are qualified for this job. The rating you receive is based on your responses to theassessment questionnaire. The score is a measure of the degree to which your backgroundmatches the competencies required for this position. If your resume and/or supporting
documentation is reviewed and a determination is made that you have inflated your qualifications
and or experience, you may lose consideration for this position. Please follow all instructions
carefully. Errors or omissions may affect your rating.

Background checks and security clearance
Security clearance
SecretDrug test required
Yes

Required Documents

To apply for this position you must provide a complete Application Package. Each Application
Package MUST include:
1. Your Resume listing work schedule, hours worked per week, dates of employment and duties
performed. If multiple resumes are submitted by an applicant, only the last resume submitted
will be reviewed for the qualifications and referred for selection consideration if eligible.
IMPORTANT NOTE: Ensure that your resume does not contain any specialized characters, fonts,
typefaces, or formatting (e.g., tables, macros, etc.) It is also recommended that you convert/
save your resume as a PDF prior to attaching to your application.
2. Applicable documents to support the eligibility(s) for which you are applying. Please review thefollowing link for a listing of the additional documents you will need to provide: Supporting
Documents .
If you are claiming Military Spouse Preference, you must submit the following supporting documentswith your application package: Marriage Certificate or License; Signed Self-Certification Checklist(must be certified within 30 days); Veterans' Preference documentation (e.g., DD-214, VA Letter,
Statement of Service, if applicable); Transcripts (if applicable). These documents must provide
acceptable information to verify: Residency within the commuting area of your sponsor's permanent
duty station (PDS); proof of marriage to the active duty sponsor; proof of military member's active
duty status; and other documentation required by the vacancy announcement to which you are
applying. NOTE: Previous federal employees must also submit the following additional
documentation: SF-50s (e.g., LWOP, highest grade held, overseas appointments, etc.), SF-75
information, and documentation of performance rating of record (dated within the last 12
months).
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If you are relying on your education to meet qualification requirements:
Education must be accredited by an accrediting institution recognized by the U.S. Department of
Education in order for it to be credited towards qualifications. Therefore, provide only theattendance and/or degrees from schools accredited by accrediting institutions recognized by the
U.S. Department of Education
Failure to provide all of the required information as stated in this vacancy announcement may
result in an ineligible rating or may affect the overall rating.

Benefits
A career with the U.S. Government provides employees with a comprehensive benefits package.
As a federal employee, you and your family will have access to a range of benefits that aredesigned to make your federal career very rewarding.
•

Benefits for federal employees (https://www.usa.gov/benefits-for-federalemployees#item-36407)•

Healthcare insurance (https://www.opm.gov/healthcare-insurance/)•

Pay and leave (https://www.usajobs.gov/Help/working-in-government/pay-and-leave/)

https://help.usajobs.gov/index.php/Pay_and_Benefits
Eligibility for benefits depends on the type of position you hold and whether your position isfull-time, part-time, or intermittent. Contact the hiring agency for more information on thespecific benefits offered.

How to Apply
To apply for this position, you must complete the online application and submit the
documentation specified in the Required Documents section.
The complete application package must be submitted by 11:59 PM (EST) on the closing date toreceive consideration.
••••

To begin, click Apply Online to access an online application. Follow the prompts to select your
USAJOBS resume and/or other supporting documents. You will need to be logged into your
USAJOBS account or you may need to create a new account.
You will be taken to an online application. Complete the online application, verify the required
documentation, and submit the application.
You will receive an email notification when your application has been received for theannouncement.
To verify the status of your application, log into your USAJOBS account,https://my.usajobs.gov/Account/Login, select the Application Status link and then select theMore Information link for this position. The Application Status page will display the status ofyour application, the documentation received and processed, and your responses submitted tothe online application. Your uploaded documents may take several hours to clear the virus scan
process.

To preview the questionnaire, please go tohttps://apply.usastaffing.gov/ViewQuestionnaire/10881981
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Agency contact information
Angie Lewis
Phone

717-770-8447

EmailAddressDLA Document Services
5404 J Avenue
Bldg 404
New Cumberland, PA, 17070 US

ANGIE.LEWIS@DLA.MIL
Learn more about this agency
America's Combat Logistics Support Agency: The Defense Logistics Agency (DLA) is a U.S.
Department of Defense (DoD) agency. DLA provides worldwide logistics support for the
missions of the Military Departments and the Unified Combatant Commands underconditions of peace and war. It also provides logistics support to other DoD Components andcertain Federal agencies, foreign governments, international organizations, and others as
authorized.

Visit our careers page
Learn more about what it's like to work at Defense Logistics Agency, what the agency does, andabout the types of careers this agency offers.
https://www.dla.mil/Careers/

Next steps
Once you successfully complete the application process, you will receive a notification of receipt.
Your application package will be reviewed to ensure you meet the basic eligibility andqualifications requirements, and you will receive a notification. A review may be completed ofyour online questionnaire and the documentation you submitted to support your responses.
Applicants that are found among the most highly qualified may be referred to the hiring official for
consideration, and you will receive a notification of referral. The selecting official may choose to
conduct interviews, and as part of the selection process, applicants may be required to complete
additional supplemental documents. Once the selection is made, you will receive a notification of
the decision. If interviews are conducted, DLA uses a technique called Behavior Based Interviewing(BBI)
Be sure to check your USA Jobs account for your notification updates.

Fair & Transparent

The Federal hiring process is setup to be fair and transparent. Please read the following guidance.

Equal Employment Opportunity Policy

The United States Government does not discriminate in employment on the basis of race, color,religion, sex (including pregnancy And gender identity), national origin, political affiliation, sexual
orientation, marital status, disability, genetic information, age, membership in an employee
organization, retaliation, parental status, military service, or other non-merit factor.
Equal Employment Opportunity (EEO) for federal employees & job applicants
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Reasonable Accommodation Policy
Federal agencies must provide reasonable accommodation to applicants with disabilities whereappropriate. Applicants requiring reasonable accommodation for any part of the application
process should follow the instructions in the job opportunity announcement. For any part of theremaining hiring process, applicants should contact the hiring agency directly. Determinations onrequests for reasonable accommodation will be made on a case-by-case basis.
A reasonable accommodation is any change to a job, the work environment, or the way things
are usually done that enables an individual with a disability to apply for a job, perform job
duties or receive equal access to job benefits.
Under the Rehabilitation Act of 1973, federal agencies must provide reasonable accommodations
when:
•
•
•

An applicant with a disability needs an accommodation to have an equal opportunity toapply for a job.
An employee with a disability needs an accommodation to perform the essential job duties
or to gain access to the workplace.
An employee with a disability needs an accommodation to receive equal access to benefits,
such as details, training, and office- sponsored events.

You can request a reasonable accommodation at any time during the application or hiring process
or while on the job. Requests are considered on a case-by-case basis.
Learn more about disability employment and reasonable accommodations or how
to contact an agency

Legal and regulatory guidance
Financial suitability

Social security number request

New employee probationary period

Signature & False statements

Selective Service

New employee probationary period

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Federal Resume

Joseph Wright817-772-8876
Joseph.Wright@email.com
WORK EXPERIENCE:

Administrative Officer
U.S. Navy
1510 Chennault Avenue
Fort Worth, TX 76127 United States
02/2018 - Present
Salary: 85,000 USD Per Year
Hours per week: 40
Duties, Accomplishments, and Related Skills:
SKILLFULLY TRAIN, MANAGE, AND SUPERVISE 25 civilian and military subordinates;
mentor them to exceed expectations and meet organizational goals; assign and monitor work;
exercise full personnel authority, including hiring, training, leave approval, and discipline.
Analyze and evaluate workforce needs. Make recommendations for increase and reallocationof staff, consistent with organizational goals.
PLAN, DEVELOP, EXECUTE, AND MONITOR $1.5 MILLION BUDGET; monitor and trackbudget execution, ensure all expenditures are consistent with plan; identify and resolve
discrepancies.
MANAGE AND ENSURE TIMELY AND EFFECTIVE IMPLEMENTATION OF FULL RANGEOF ADMINISTRATIVE SERVICES AND PROGRAMS for 350 employees, including workforce
planning, human resources, budget, training, facilities, records management, security, andadministrative support.
OVERSEE AND MANAGE FACILITIES upgrades, energy use and efficiency, and safety andsecurity consistent with master plan, community design, zoning, and environmental standards.
SECURITY MANAGER with Top Secret clearance. Oversee and direct administrative training
and distribution of support personnel within the command.
PREPARE WRITTEN NARRATIVE AND NUMERIC REPORTS, analyses, policies,
procedures, and recommendations used by senior management for decision making. Usedthe full range of MS Office, including Word, Excel, PowerPoint, and Outlook.
ACCOMPLISHMENTS:
 Named Senior Employee of the Quarter, October—December 2018, for exceptional
performance of duty while serving as Administrative Officer.
 Appointed as Approving/Certifying Official for Government Credit Purchase Card
Program.
 Supervised and completed $5 million renovation of facilities on time and on budget.

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Joseph Wright page 2

Set up and trained staff of 15 on how to use Microsoft Azure platform for cloud computing
purposes.



Set up first onboard training for new staff.

Supervisor: Derek Jackson (817-542-2223)
Okay to contact this Supervisor: Yes
Senior Support Analyst
U.S. Navy
6801 Roosevelt Blvd
Jacksonville, FL 32212 United States
03/2017 - 02/2018
Salary: 55,000 USD Per Year
Hours per week: 40
Duties, Accomplishments and Related Skills:
SENIOR ANALYST in support of the BRAVO TRAINING GROUP for Training Operational
Readiness Information Services (TORIS) at Naval Station in Jacksonville, FL.
COMPILED, MAINTAINED, VERIFIED, AND INTERPRETED DATA. Collected and managed
data, devised metrics, and analyzed trends. Identified potential technical and management
problems, drew conclusions, and devised solutions.
RECOMMENDED IMPROVEMENTS in training, afloat assessments, data capture, andcertification processes. Drafted reports for higher-level review.
USED STRONG ORAL AND WRITTEN COMMUNICATION SKILLS to develop and maintaineffective relationships with customers and coworkers. Created presentations.
CONDUCTED TRAINING AND TROUBLESHOOTING with ATG and ship personnel in use of the
TORIS within the ATG Enterprise. This training data collection system informed superiors of
training status of individuals across departments and provided a snapshot of real-time training
strengths and weaknesses related to war-fighting capabilities of each department of the ship.
ACCOMPLISHMENTS:
 Chosen for team lead on developing the new data collection system.
 Recognized for diligently in designing a comprehensive data collection system.
 Reorganized employees’ data in the database collection system, reducing redundancy by60%.
 Implemented a data accuracy program, thereby reducing marginal errors by 50%.
 Created presentation material and implemented a bi-weekly meeting with 9 otherdepartments to discuss goals, updates, and challenges, increasing productivity acrossdepartments.
 Successfully converted an existing data entry system into a more advanced version,
without affecting daily work processes.
Supervisor: Henry Sullivan (904-850-5323)
Okay to contact this Supervisor: Yes

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Joseph Wright page 3

Senior Enlisted Advisor
U.S. Navy
4181 Ruffin Rd
San Diego, CA 92123 United States
03/2014 - 03/2017
Salary: 65,000 USD Per Year
Hours per week: 55
Duties, Accomplishments and Related Skills:
SUPERVISED 50 MILITARY AND CIVILIAN CLERICAL, ADMINISTRATIVE, AND SUPPLYSUPPORTPERSONNEL. Monitored and effected changes for military and civilian manpower allocations,requirements, and authorization for United States Military Entrance Processing Command.
Planned, prepared, and revised work schedules and duty assignments according to budget
allotments, customer needs, employee capabilities, problems, and workloads. Verifiedcompleteness and accuracy of work.
TRAINING OFFICER: Developed, modified, and updated training materials in accordance with
United States Military Entrance Processing Command regulations. Employed a variety of
instructional techniques and formats such as role playing, simulation, team exercises, group
discussions, videos, and lectures. Scheduled classes based on availability of classrooms,
equipment, and instructors.
CONTRACTING OFFICER REPRESENTATIVE: Managed three government support contracts
valued at $3 million. Verified contractor adherence to technical requirements and in accordancewith contract terms, conditions, and specifications. Performed monthly quality-assurance
inspections and submitted monthly reports.
PROPERTY AND FACILITY OPERATIONS MANAGER: Ensured the day-to-day upkeep of a
100,000+ sq. ft. facility. Inspected grounds, facilities, and equipment routinely to determine
necessity of repairs or maintenance. Investigated complaints, disturbances, and violations;resolved problems; followed management rules and regulations. Planned, scheduled, andcoordinated general maintenance, major repairs, remodeling, and construction projects.
SERVED AS LIAISON AND ADVISOR TO CIVILIAN AND MILITARY COMMANDERS.
Performed morning processing brief. Consulted with supervisors and other personnel to resolve
problems, such as equipment performance, output quality, and work schedules. Advised
executive-level officials and dealt with high-level officials of other organizations.
ACCOMPLISHMENTS:
 As Project Manager, planned, coordinated, and scheduled the installation of a $550,000
security system for a 100,000+-sq. ft. facility within budget and meet deadline.
 Brought building in compliance with the anti-terrorism guidelines and ensured facility met
the Inspector General's inspection.
 Increased productivity by 15% in office with implementation of new computer softwareand training.
 As lead member of project management development team, successfully completed
performance appraisal ahead of schedule and $25,000 under budget.
Supervisor: Jessica Dean (858-778-8552)
Okay to contact this Supervisor: Yes

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Joseph Wright page 4

Program Manager
U.S. Navy
1530 Gilbert Street
Naval Base, Norfolk, VA 23511 United States
06/2005 - 03/2014
Salary: 60,000 USD Per Year
Hours per week: 40

Duties, Accomplishments and Related Skills:
TRAINED AND OVERSAW MANPOWER DUTIES for 50 AIR TRAFFIC CONTROLLERS.
PROVIDED POLICY GUIDANCE TO SUBORDINATE AND FLEET COMMANDS in theinterpretation of directives and guidelines regarding assigned shore and fleet manpower
management programs.
RESEARCHED AND ANALYZED MANPOWER ISSUES utilizing Total Force Manpower
Management System (TFMMS) database and applied knowledge in the preparation of manpower
inquires, briefs, and other related documentation and correspondence. Analyzed, monitored, andeffected changes for military and civilian manpower allocations, requirements, and authorizations
for Pacific Naval Surface Commands. Compiled, organized, and analyzed manpower data todevelop statistical and narrative data to justify changes and/or recommendations. Effectively
advocated and defended recommendations to senior leadership.
CURRICULUM DEVELOPMENT: Created and implemented initiatives and concepts ofAmphibious Air Traffic Control guidance for SURFORCE Training Manual. Successfully
coordinated and managed the operation of the Manpower personnel and Amphibious Air Traffic
Control Center Training Course for COMNAVSURFOR Area of Responsibility (AOR) attended byseveral Senior Enlisted Managers and Naval Officials.
QUALITY ASSURANCE: Completed onboard quality assurance evaluations biennially andprovided assist visits, as necessary.
REVIEWED AND PROCESSED AWARDS and staff Air Traffic Control Specialist certificate
revocation/reinstatement requests. Assisted in the training and interim qualifications of AATCC
Teams prior to deployment.
SERVED AS COMNAVSURFOR's representative for air traffic control issues in meetings.
Coordinated, wrote, and developed COMNAVSURFOR instructions on amphibious air traffic
control procedures. Corresponded with subordinate activities and higher-echelon commands
regarding manpower and management issues to include OPNAV and NAVMAC. Effected
communication with subordinate activities regarding manpower and management issues.
ACCOMPLISHMENTS:
 As CNSF voting member on CNO's ATC Executive Steering Committee, proposed andhelped implement much-needed ATC equipment upgrades and ships' space design
improvements.
 As Fleet Project Team member for Precision Approach Landing Systems (PALS), helped
expedite the test, evaluation, and installation program for SPN-35C PALS.
 Curriculum was recognized for being excellence and later adopted as the standard
training.

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Joseph Wright page 5Supervised a staff of 50 employees and increased morale and productivity with monthly
professional development initiatives.
Analyzed and rewrote procedures and training manuals to improve efficiency.
Introduced a safety regulations program that resulted in 17% decrease in accidents.

Supervisor: David Kings (757-456-2587)
Okay to contact this Supervisor: Yes

EDUCATION:
University of North Florida Jacksonville, FL United States
Master's Degree 05/2017
GPA: 3.6 of a maximum 4.0
Credits Earned: 120 Semester hours
Major: Bachelor's in Public Administration Minor: Psychology Honors: Cum Laude

JOB RELATED TRAINING:
Completed Navy Correspondence Manual and Contemporary Navy Writing course, 2018.
Completed Administrative Officers Workshop, 2018.
Completed Lean Six Sigma Champion Training, 2018.
Federal Budgeting, GS Graduate School, 2018.
Civilian Personnel Management Academy Course, 2017. Commander Navy Region, 2016.
Lead Defense Travel Administrator, City, State, 2016.
Chief Petty Officer Leadership, Naval Aviation Schools Command, 2014.
Tasked-Based Curriculum Development, 2014.
Naval Technical Training Center, 2012.
Physical Training Instructor Class F2, 2012.
Fundamentals of Total Quality Leadership Training, 2010.

ADDITIONAL INFORMATION:
Defense Meritorious Service Medal, 2018.
Navy and Marine Corps Commendation Medal, 2017.
Navy and Marine Corps Achievement Medal, 2014.
Active TS/SCI Security Clearance
Willing to Relocate

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Curriculum Vitae

DAVID CUMMINGS, M.D.
631-340-5035 david.cummings@email.com
Certification and Licensure

Massachusetts Medical License (expires 12/31/2020); Washington, D.C. Medical License(expires 12/31/2022)
Board Certified in Internal Medicine by the American Board of Internal Medicine, through2022
Board Certified in Cardiology by the American Board of Internal Medicine, through 2025

Employment History
August 2017 –Present Clinical Instructor of Medicine, Uniformed Services University of the Health
Sciences, Bethesda, MD
June 2017 –Present Attending Cardiologist, Walter Reed National Medical Center, Bethesda, MD
July 2014 –June 2017 Attending Cardiologist, US Army Landstuhl Regional Medical Center,
Germany

Education and Post-Graduate Training
2011-2014

Walter Reed National Medical Center (WRNMC)
Cardiology Fellowship

Bethesda, MD

2008-2011

Walter Reed Army Medical Center (WRAMC)
Internal Medicine Internship and Residency

Washington, D.C.

2004-2008

Doctor of Medicine, Harvard Medical School

Boston, MA

2000-2004

Bachelor of Science, Biochemistry, University of
ChicagoChicago, IL

Military Training

Combat Casualty Care Course, San Antonio, Texas
WRAMC Digital Cardiac Imaging (DCI) Research Course, Washington, D.C.
Army Medical Department (AMEDD) Officer Basic Course, San Antonio, Texas

Professional Societies, Committee Memberships, and Academic AppointmentsClinical Instructor, Uniformed Services University of the Health Sciences, Bethesda, MD
Appointed Physician-in-Training Representative, American College of PhysiciansAmerican Society of Internal Medicine (ACP-ASIM) Medical Services Committee
Elected Armed Forces Representative, American College of Physicians-American
Society of Internal Medicine (ACP-ASIM) Council of Associates
Appointed Representative, WRNMC Ethics Committee

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Dr. Cummings, page 2Elected Governing Council Member (Harvard Medical School class of 2008
representative to the Massachusetts Medical Society)
Membership in the following: American Medical Association, Massachusetts Medical
Society, ACP-ASIM, and American College of Cardiology

Publications
Lee, J.C., Atwood, J.E., Lee, H.J., Cummings, D., Devine, P.J., Taylor, A.J. Association of Pulsus
Paradoxus with Obesity in Normal Volunteers. Journal of the American College of Cardiology
2016;47(9):1907-9.
Isenbarger, D.W., Atwood, J.E., Scott, P.T., Bateson, T., Coyle, L.C., Gillespie, D.L., Pearse, L.A., Villines,
T.C., Cummings, D. Venous Thromboembolism Among United States Soldiers Deployed to Southwest
Asia. Thrombosis Research 2016;379-383.
Cummings, D., Atwood, J.E. Apical Hypertrophic Cardiomyopathy with Giant Negative T-waves. Mayo
Clinic Proceedings 2015; 80(9):1245.
Cummings, D., Atwood, J.E., Engler, R.M., Linz, P.E., Eckart, R.E., Vernalis, M.N., Grabenstein, J.D. Reply
to letter to the editor: Cautious Interpretation of Data Regarding Myopericarditis Associated with Smallpox
Vaccination. Journal of the American College of Cardiology 2014;45(1): 160-161.
Eckart, R.E., Love, S.S., Atwood, J.E., Arness, M.K., Cummings, D., Campbell, C.L., Boyd, S.Y., Murphy,
J.G., Swerdlow, D.L., Collins, L.C., Riddle, J.R., Tornberg, D.N. Incidence and Follow-up of Inflammatory
Cardiac Complications after Smallpox Vaccination. Journal of the American College of Cardiology
2012;44(1):201- 205.
Cummings, D., Atwood, J.E., Engler, R.M., Linz, P.E., Grabenstein, J.D. Smallpox Vaccination and
Myopericarditis. Journal of the American College of Cardiology 2012;43(9):1503-1510.
Cummings, D., Argyros, G. A 55-year-old Mechanically Ventilated Male Requiring Aeromedical Evacuation.
Military Medicine 2010;167(7):606-9.
Cummings, D. So Many Worlds. Harvard Medical Alumni Bulletin 2009;73(2):20-21.

Selected Abstracts and Presentations
Cummings, D. Presented two one-hour review lectures to the primary care track, one on Hypertension andone on Hyperlipidemia (reviews of current guidelines) at the Medical-Surgical Conference in Willingen,Germany from 23- 27 April 2016.
Lee, J.C., Lee, H.J., Cummings, D., Taylor, A.J., Atwood, E. Pulsus Paradoxus in Obesity. Poster
presentation at 2016 American College of Cardiology national meeting. Abstract published in: Journal of theAmerican College of Cardiology 2016;45(3, supplement A): 142A.
Javaheri, S.P., Shry, E., Eckart, R., Cummings D., Atwood, J.E., Grabenstein, J.D. Assessment of
Vaccinia-associated Myopericarditis with Cardiac Magnetic Resonance Imaging. Poster presentation at174

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Dr. Cummings, page 32015 American College of Cardiology national meeting. Abstract published in: Journal of American College
of Cardiology 2015;45(3, supplement A):142A.
Cummings, D., Wiley, T. A. Heart-shocking Gut-wrenching Complication. Poster presentation at annual
Army ACP meeting, Crystal City, Virginia, November 2012.
Cummings, D. Breaking study from the Journal of the American College of Cardiology: Smallpox Vaccinationand Myopericarditis: A clinical review. Oral presentation at American Medical Association media briefing, New
York, May 13, 2012.
Eckart, R.E., Cummings, D., Atwood, J.E., Love, S.S., Campbell. C.L., Scott. W. Pattern of Cardiac
Isoenzyme Elevation in Probable Smallpox Associated Myocarditis. Oral presentation at annual American
College of Cardiology conference, March 2013.
Cummings, D., Gentlesk, P., Atwood, J.E. Apical Hypertrophic Cardiomyopathy with Giant T-wave
Inversions: A Case Presentation. Poster presentation at annual Army ACP meeting, Fall 2013.
Cummings, D. A 39-Year-Old Woman with Severe Headache and Meningismus. Poster presentation at
annual Army ACP meeting, Fall 2011.
Cummings, D., Fitzpatrick, T.M: Unexplained Post-Bronchoscopy Hypoxemia in an 18-Year-Old Asthmatic.
Poster presentation at regional ACP meeting, Spring 2010.

Recent Awards
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Army Commendation Medal, for performance while deployed in Iraq
Army Commendation Medal, for performance as a fellow at WRNMC
Army Commendation Medal, for performance as a resident at WRAMC
Army Achievement Medal, for research activities at WRAMC
Army Achievement Medal, for performance during a JRTC in Ft. Polk, LA.
Army Achievement Medal, for performance during a hospital power crisis.
Army Achievement Medal, for research presented at regional ACP-ASIM conference.

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12.5 Website Guide
ACTIVE-DUTY RESOURCES AND OPPORTUNITIES•Community College of the Air Force:
www.airuniversity.af.mil/Barnes/CCAF/•

Credentialing Opportunities On-Line foractive-duty Service Members (by branch ofservice):o•●

AMERICORPS●

U.S. Army credentialing opportunities
online website
www.cool.osd.mil/army/index.htm

oDepartment of the Navy credentialing
opportunities online website
www.cool.navy.mil/usn/oU.S. Marine Corps credentialing
opportunities online website
www.cool.navy.mil/usmc/

Free online classes:o www.coursera.org
o http://www.edx.org/
o www.linkedin.com/learning

AmeriCorps positions and profiles of Veterans
who served in AmeriCorps:
www.AmeriCorps.gov/veterans

AMERICAN JOB CENTER●

U.S. Department of Labor online portal for
Veterans; Click “Find a Job” and enter yourlocation in the “American Job Center
Finder”:
www.veterans.gov/

APPRENTICESHIPo

U.S. Air Force credentialing
opportunities online website
https://afvec.us.af.mil/afvec/Public/
COOL/

●

Apprenticeship USA Toolkit answers to FAQs
about apprenticeships:
www.dol.gov/apprenticeship/toolkit/toolkitfaq.htm

oCoast Guard credentialing
opportunities online website
www.cool.osd.mil/uscg/●

Department of Labor Employment and Training
Administration general information about
apprenticeships and access to contact
information for regional and local state
apprenticeship agencies:
www.apprenticeship.gov/

Voluntary Education - information related
to attending college while still on active
duty:
www.dantes.doded.mil

ASSESSMENT•DoD SkillBridge overview of program
requirements and eligibility:www.dodskillbridge.com●

CareerScope®:
https://dolvets.careerscope.net/assessment•

United Services Military Apprenticeship
Program (USMAP) information andinstructions:
https://usmap.netc.navy.mil/usmapss/static/index.htm●

O*NET Interest Profiler:
www.mynextmove.org/explore/ip

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CAREER EXPLORATION●●●

Bureau of Labor Statistics Occupational
Outlook Handbook provides occupation
descriptions:www.bls.gov/ooh/
O*NET military-to-civilian occupationtranslator:
www.onetonline.org/crosswalk/MOC/

The CareerOneStop Certification Finder tool
can identify available certifications by
keyword or by occupation:www.careeronestop.org/Toolkit/Training/find-certifications.aspx●

Action Agency Directory:
www.communityactionpartnership.com●

The Department of Housing and Urban
Development Exchange site. Resources forHomeless Veterans and Homeless VeteranService Providers:
www.hudexchange.info/veterans/●

The Department of Health and Human Services
Resources:
www.hhs.gov/programs/index.html●

State and County Veterans Affairs Offices:va.gov/

INTERNSHIPSHIRE VETERANS●The National Community Action Partnership site.
https://communityactionpartnership.com
Click on the Find Your CAA link at the top of thepage, then click on Community

My Next Move for Veterans search by
keyword, industry, MOS:
www.mynextmove.org/vets/

CERTIFICATION●●●

AmeriCorps program descriptions andapplication for national community service
opportunities:
www.nationalservice.gov/programs/ameri
corps

●

USAJOBS Pathways for federal government
internships:
www.usajobs.gov/StudentsAndGrads●

U.S. Chamber of Commerce internshipopportunities:
www.uschamber.com/aboutus/careers/internship-opportunities

Employers recognized for hiring veteranswww.hirevets.gov

HOMELESSNESS●

Homeless Veterans’ Reintegration Program(HVRP) helps Veterans experiencing
homelessness gain meaningful employment via
services that include job placement, career
counseling, workshops, and resume writing
assistance:
www.nvtac.org/grantees●

VA crisis line at (800) 273-8255, press 1●

The United Way’s search page:www.211.org●

JOB SEARCH ENGINE●The National Coalition for Homeless Veterans’
list of community-based organizations:
www.nchv.org/index.php/help/help/locate_or
ganization
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The National Labor Exchange (NLx)
database of job openings in public, private,
and nonprofit sector organizations:
https://usnlx.com/

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LICENSING

CareerOneStop, a great resource for career
exploration, training and jobs:
www.careeronestop.org/JobSearch/jobsearch.aspx●

U.S. Department of Labor Veteran’s portal;
click link to find jobs:
www.veterans.gov/●

USAJOBS houses most federal job vacancy
announcements:
www.usajobs.gov/●

SMALL BUSINESS ADMINISTRATION●JOINT SERVICES TRANSCRIPT (JST)●

Joint Services Transcript access information
and access:jst.doded.mil/smart/signIn.do

Bureau of Labor Statistics resources forjobseekers:
www.bls.gov/audience/jobseekers.htm●

CareerOneStop links to up-to-date industry
trends, career trends, occupation profiles,
business finder and job finder tools:
www.careeronestop.org/●●

Bureau of Labor Statistics site forcomprehensive and up-to-date LMI;
provides deep dive into current economic
situation in the United States:www.bls.gov/●

Small Business Administration website has
resources for Veterans who want to start
their own businesses:
www.SBA.gov/bootstobusiness

SOCIAL MEDIALABOR MARKET INFORMATION●The CareerOneStop License Finder tool canhelp you determine if an occupation islicensed in a state and provide links to thestate agency website for information onrequirements and how to apply:
www.careeronestop.org/Toolkit/Training/find-licenses.aspx

Build and engage with a professional network.
Access knowledge, insights, and opportunities:
www.linkedin.com

Access tutorials on how to use LinkedIn andother social media platforms:●

www.linkedin.com/learning●

Stay connected with friends, family, andcommunity: www.facebook.com●

Online news and social networking service on
which users post and interact with others:
www.twitter.com

TECHNOLOGYO*NET data on emerging careers; including
descriptions, outlook, wages and relevant
in-demand technologies:
www.onetonline.org/●

CareerOneStop alphabetical list of “hot”
technologies:
www.onetonline.org/search/hot_tech/

TRANSITION ASSISTANCE PROGRAM●

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TAP Virtual Curriculum:
https://tapevents.org/courses

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Participant Guide

TAP Curriculum Participant Guides(writeable PDFs):
https://www.dvidshub.net/unit/dodtap(Scroll down to Recent Publications)●

U.S. Department of Veterans Affairs Yellow
Ribbon program. Includes links to see
participating schools and current payment
rates: www.va.gov/education/about-gibill-benefits/post-9-11/yellow-ribbonprogram/●

U.S. Department of Veterans Affairs GI Bill
benefits for apprenticeships or OJT:
www.va.gov/education/about-gi-billbenefits/how-to-use-benefits/on-the-jobtraining-apprenticeships/•

U.S. Department of Veterans Affairs GI Bill
information for degree granting institutions:www.benefits.va.gov/gibill/higher_learnin
g.asp

•

U.S. Department of Veterans Affairs GI Bill
information for vocational/technicaltraining:
www.benefits.va.gov/gibill/non_college_d
egree.asp

UNEMPLOYMENT RESOURCES●

Reemployment Services and Eligibility
Assessment (RESEA) Program assists Veterans tofind training, jobs or services needed to prepare
for employment: rc.workforcegps.org/●

The Unemployment Compensation for Exservicemembers (UCX) program provides
benefits for eligible ex-military personnel:
www.servicelocator.org/OWSLinks.asp

USMAP
•

United Services Military Apprenticeship
Program (USMAP) information andinstructions:
usmap.netc.navy.mil/usmapss/static/inde
x.htm

VETERANS’ RESOURCES

VA BENEFITS AND PROGRAMS●

U.S. Department of Veterans Affairs
comparison tool for finding estimatedbenefits by school or program:
www.va.gov/gi-bill-comparison-tool●

U.S. Department of Veterans Affairssummary of GI Bill benefits, eligibility, andlinks to payment rates:
www.va.gov/education/about-gi-billbenefits/●●

U.S. Department of Veterans Affairs
explanation of work-study program:
www.va.gov/education/about-gi-billbenefits/how-to-use-benefits/work-study/
U.S. Department of Veterans Affairs GI Bill
benefits for licensing and certification:www.va.gov/education/about-gi-billbenefits/how-to-use-benefits/test-fees/
179•

Small Business Administration has resources
for Veterans who want to start their own
businesses:
www.SBA.gov/bootstobusiness•

U.S. Department of Labor online portal for
Veterans; Click “Find a Job” and enter yourlocation in the “American Job Center
Finder”: www.veterans.gov/•

Veterans Benefits Administration
information about Veterans’ benefits,
including education and training:www.va.gov/education/●

Veteran’s Readiness and Employment (VR&E):
www.va.gov/careers-employment/vocationalrehabilitation/

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https://dodsurveys.mil/tgpsp/
https://www.dodsurveys.mil/tgpsp/

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