Retool your resume to get a dot.com's attention

By Thom Holmes, ITworld.com |  Career

 

In
Part 1 of this series
, we examined the basic challenges that face a veteran project
manager making the transition from traditional corporate America to the Internet
economy. Faced with competition from the Net generation, you, the veteran, must find
effective ways to reposition your skills to fit the needs of the Internet workforce.
It's not so much what you've done as how you've done it.

You can increase your chance of landing a satisfying position with a dot-com
enterprise by considering the following strategies:

  • Your resume must change. Make your resume bristle with know-
    how. Do not try to dazzle with technobabble. Add a section listing software and
    hardware skills; include knowledge of graphics, communications, and authoring tools if
    you have it. Describe the scale of your accomplishments in terms of the people you have
    managed, deadlines you have met, and dollars of revenue you have supported. Keep it as
    short as possible.
  • Emphasize technical skills if you have them. Startups love
    people who have dabbled in code, can use PhotoShop, understand Flash, and know their
    way around some HTML editing tools. If your position will be technical in nature, you
    must demonstrate some level of technical proficiency.
  • Demonstrate that you can get things done. In some situations,
    the magic words are "on-time and on-budget delivery." Given the chance, describe your
    step-by-step development process.
  • Swamp them with examples. Quietly challenge their experience by
    explaining your own. Leave them with a binder of project documents that demonstrate
    your skills in describing and managing projects.
  • Look for gaps in their experience that you can fill. Your most
    valuable commodities are experience and good judgment. You have seen it all; you've
    made the mistakes and know how to avoid them. Can a team of twenty-something developers
    truly say that? You may be able to invent your job on the spot after finding out what
    they desperately need to succeed.
  • Realize that your experience with human nature may be a key to their
    success.
    Development is all about interpersonal relationships. If a team
    cannot blend and collaborate, it won't produce good work. If you are uncomfortable with
    a collaborative environment, stick to bricks and mortar. An experienced manager,
    however, can lend a sense of organization and calm to a frenzied development effort. If
    you are that person, let it be known.
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