STAND OUT FROM THE CROWD

LEAVING a memorable impression in a crowded employment market can be difficult, particularly for workers dealing with recruiters who see hundreds of applications each week.

Cut through the noise by being one of three types of impressive candidate.

THE HIGH PERFORMER

Peter Acheson, chief executive of Peoplebank, recalls a candidate for a chief information officer role who had done an outstanding job in a small, privately-owned business and overseen many very successful software implementations.

“He oozed passion and enthusiasm for his recent achievements,” Acheson says.

“He was humble, well presented, had excellent interpersonal skills and I could see he was an absolute expert in his field.”

The lesson: Strive for excellence in your current role, have passion for what you do, and be pleasant and professional in person.

THE ACTIVE LISTENER

Nathalie Lynton, director at Shared and Halved Consulting, interviewed a candidate for a helpdesk role who stood out by answering questions with a beginning, middle and end.

“He took care to answer the questions that I asked, not a version of what I asked, not information that he felt was important for me to know, but exactly what I asked,” she says.

The lesson: Resist the urge to flip the script to suit what you want to say.

THE ANALYST

Simon Bennett, principal consultant of Glide Outplacement, was particularly impressed by a graduate who had thoroughly researched the role and company.

“As well as knowing why she wanted the job, she also understood the value she offered as a candidate,” Bennett says.

The lesson: Be honest with yourself about your shortcomings as well as your strengths.

GOING THE EXTRA MILE

Jo Webb (pictured) impressed her recruiter Rebecca Hildage when they first met.

Webb was interviewing for the position of RSL Queensland executive assistant to the chief executive.

Hildage says she had a wealth of experience in related roles.

“She was able to describe how she created and maintained a business partnership with the executives she supported,” the Robert Walters consultant says.

“Instead of merely completing her daily tasks, Jo would take on extra responsibilities and make herself indispensable.”

Webb, who has been in the role for three months, looks at herself from a recruiter’s perspective and considers why she would expect them to invest time in her.

“I am very clear about what I can offer and my expectations and am very strong on my personal brand,” she says.