Customize this Outstanding Cost Engineer Resume Sample

Customize this Outstanding Cost Engineer Resume SampleCustomize this Outstanding Cost Engineer Resume SampleAs a business professional, you are probably well-aware of the high caliber of your competition. Other applicants for the jobs you want are also focused, driven, and motivated to excel. This means youll have to work doubly hard to create a resume that leads to interviews. How can you be sure that your resume will attract the attention of hiring professionals? With the advantage of our cost engineer resume sample and a selection of resume writing best practices, you can improve your outlook. Study the sample resume as an example of what your own could achieve. Look for specific pointers regarding formatting and content selection, and use it to prompt questions about your own resume. Have you chosen the best skills to share? Have you included quantifiable metrics and personal accomplishments in your experience section?Create Resume Mitchell Corder100 Broadway LaneNew Parkland, C A, 91010Cell (555) 987-1234mitchcorderexample.comProfessional SummaryPrecise Cost Engineer that has practical field experience that is used to create effective and accurate cost models. Adept at establishing project estimates, developing methods for altering cost models to adjust to project needs and recommending mora effective ways to track costs. Specializes in industrial construction projects.Core QualificationsCertified public accountantTax law expertSoftware developerDedicated to project timelinesLong-term planning expertTravels internationallyExperienceCost Engineer, February 2010 February 2015Grim Engineering New Cityland, CADeveloped several cost estimation models that are mucksmuschenstill being used.Created custom spreadsheets to be used in the field to accurately track all costs.Collaborated with structural engineering team to develop more accurate cost estimates.Cost Engineer, June 1993 September 2003Reginald Professionals New Cityland, CADesignated to establish init ial cost estimates for all municipal projects.Part of a team that created innovative cost models that are still used.Asked to go to Europe twice to do cost analysis on two project sites.Education1993 Bachelor of Science, FinanceReady University New Cityland, CACustomize ResumeWhy Is This a Good Cost Engineer Resume Sample?The author of our cost engineer resume sample starts out the summary statement with the strong descriptor precise. This leads directly into three powerful statements filled with valuable skills and personal strengths. With a quick glance, recruiters will understand this applicant has practical field experience, specific skills in the area of industrial construction projects, and accomplishments such as developed methods for altering cost models. Its important to note that limiting the summary statement to three items is a best practice for resume writing. The core qualifications section of the cost engineer resume sample focuses on top qualities valued by fhigkeit employers. These six carefully chosen items are more meaningful than a longer list of less valuable skills. For example, mentioning the CPA credential is more important than listing less specific duties such as gathering information and making estimations. The experience section of a resume is where the substance lies. In our cost engineer resume sample, the jobseeker has just two examples of work experience. According to best practices, it is best to limit your work history to the past 15 years, and this jobseeker does just that. By focusing on two pertinent jobs, the applicant can share skills and achievements that employers want to see. Some examples of vital skills include created custom spreadsheets to be used in the field to accurately track all costs and created innovative cost models that are still used. The jobseeker draws attention to an impressive achievement designated to establish initial cost estimates for all municipal projects.In many resumes, the education section will be brief and to-the-point. This sample resume is short but provides all of the necessary information that hiring professionals need. In fact, limiting this section to applicable degrees is a resume writing best practice. If the jobseeker has a college degree, high school information isnt necessary.Why You Need a Strong Cost Engineer ResumeA strong resume is vital to your job hunting success. The Bureau of Labor Statistics estimates that cost engineers will see a steady increase in job opportunities. This may give some the impression that its okay to slack off when writing a resume, but this simply isnt the case. With plenty of jobs available, there may be an influx of younger applicants with lower expectations regarding salary and other benefits. Youll need a strong resume to convince hiring managers that your strengths and experience are valuable to their company. Paying attention to resume writing best practices and reviewing the cost engineer resume sample are good ways to i mprove your chances for success.Costly Cost Engineer Resume Mistakes To AvoidAs you work through your own resume, youll probably avoid common mistakes such as spelling and punctuation errors. You should proofread your document a few times to eliminate typos. If you dont learn to avoid some more significant mistakes, however, employers might still completely disregard your resume. One of the weightiest mistakes jobseekers can make is to embellish or outright lie on their resume. When seeking a position where youll be aware of others financial situations, honesty is a valuable trait. Make sure that every aspect of your resume is accurate and truthful. Another mistake that cost engineers make on their resumes is to list responsibilities without drawing attention to important skills. In our cost engineer resume sample, the applicant includes certified public accountant and long-term planning expert. These examples show that what value the jobseeker brings to the workforce. The applicant also included quantifiable metrics such as analysis on two project sites.ConclusionWriting a strong resume can present some challenges, but with a bit of effort, you can create a document that showcases your most promising skills and accomplishments. Stick to a concise format and use the most applicable job experiences, as in the cost engineer resume sample. Avoid any type of exaggeration and be carefully honest throughout the document. Are you ready to get started on your own resume?

4 Things Recruiters Say and How to Interpret Them

4 Things Recruiters Say and How to Interpret Them4 Things Recruiters Say and How to Interpret Them If you havent had the pleasure of working with a recruiter yet, theres no doubt you will at some point in your job search . Recruiters help organizations find top talent and, if youre lucky, help put in you in position to land a job .In other words, they can be great resources during your job search. Unfortunately, however, they arent always completely clear when they communicate with candidates.A recent survey from Glassdoor revealed that a lack of information about a jobs total compensation package, including pay and benefits, is among the biggest frustrations for U.S. workers and job seekers during the interview process .If youre searching for jobs, its important to understand what recruiters really mean so youre not left hanging in the wind. Here are four common things say, what they really mean, and how to answer1. We ll keep your resume on file. What you hear We think you have great skills, and well look at your resume each time a similar position becomes available.What the recruiter is really saying Your resume will stay in our system, but we may never look at it again.When recruiters tell you theyll keep your resume on file, what it often means is your resume will be logged in their system, never to be looked at again. Remember, recruiters deal with hundreds of applications for every job listing they manage, so the odds of them remembering your resume when a new position comes up are very slim.How to respond When you hear this, thank the recruiter and ask what other positions they have available now that may be the right fit. If they dont have any, let them know that youll keep an eye on their listings and contact them when similar positions become available.2. We ll get back to you either way.What you hear We value your effort, so we wont leave you hanging.What the recruiter is really saying If you dont get the job, you migh t get a canned rejection email, but no guarantees.The reality is, if you didnt get the job you probably wont hear back from the recruiter. Its not that theyre necessarily lying to you when they say this, but recruiters deal with a huge number of candidates on a daily fundament and often dont have time to reach out before moving on to the next candidate search.How to respond One of the best ways to ensure youre not left flapping in the wind is to be proactive. Tell the recruiter youll check in next week to see how the process is going and continue to follow up at reasonable intervals until you find out whether or not you got the job.3. You re perfect for the job, but we have to finish interviewing other candidates.What you hear We just have to get a few formalities out of the way before we offer you the job.What the recruiter is really saying Weve got someone else in mind, but if we cant close them, youre the next best thing.Its a recruiters job to fill the position. If youre per fect for the job, then the employer wont waste time and resources interviewing other people. In this situation, the recruiter is most likely trying to keep you from taking another opportunity in case the employers first choice doesnt take the job.How to respond Ask for a specific hiring timeline and keep your options open. Let the recruiter know how interested you are, but that youre going to continue going on interviews and considering other offers in the meantime. You never know, that may be enough to convince the employer you should be their No. 1.4. Employees love the company culture. What you hear This is a great place to work, youll enjoy it.What the recruiter is really saying We know how important a cool company culture is nowadaysWhether the company culture is laid back or high strung, recruiters are going to try to make it a selling point in their pitch to you. The truth is, it may be great. But, those employees the recruiter talked to who said so might just be the hir ing manager and upper management who want to get the position filled.How to respond Do your homework. Use Glassdoor to read reviews about the company youre applying to and ask the recruiter questions about telecommuting policies, professional development opportunities, and other specifics about the cool company culture to get a more well-rounded picture of the organizations culture.What other things do recruiters say that don t necessarily represent what they mean?

How to set boundaries with a new employee as a manager

How to set boundaries with a new employee as a managerHow to set boundaries with a new employee as a managerWe all want to be liked, but leadership requires a lot more than that.We originally assigned this article to someone else. Kaitlin King, specifically, a long-time contributor who we can always count on for high-quality articles, clever banter, and thoughtful advice. So I definitely wasnt expecting to get a notlagee from her saying she was stuck - completely and utterly - when it came to writing the article. Ugh, I think I just kinda suck at this topic myself and actually need to read this article written by someone else to learn from it, she said. I dont think I have enough authority, understanding or perspective to write on it.I hope I havent offended Kaitlin by outing her like this, but I have a point and its this ur goal at Career Contessa is to address the tough subjects that no one else covers and, sometimes, that means we find we dont know what to say. At all.In thinkin g about establishing boundaries with an employee, my personal experience comes up lacking, too. I could definitely write an essay on what not to do. So with two writers officially stumped, I decided to take an alternative approach I emailed two of our mentors to ask them to answer the question for me. And I did a hefty amount of research. Heres the ultimate management game planThe problem with being a nice bossIn an article for Slate, Laura Smith describes her own failed experience at playing it cool as the owner of her first businessI allowed my coffee shop to become characterized by permissiveness. Some took advantage of this permissiveness by making up excuses for being late, or by trying to do as little work as possible. Those who didnt take advantage became resentful of the other employees, and of me. It brought out the worst in everyone.For most of us just departureing out in management (hey, Im right there with you), its easier to remember past terrible bosses - the ones tha t were cold or conniving, too strict or just plain absurd - than it is to remember the ones who werent all that bad. You fear getting dubbed a horrible boss, and youre desperate to not lose face in front of your colleagues - after all, youre a nice person. So you think What if I just play it cool?Well, theres a cool parent archetype for a reason (think Amy Poehler as Regina Georges mom in Mean Girls). Failure to assert boundaries inevitably equals a failure in leadership, resulting in a parent whos susceptible to disrespect and, worse, mockery.To imply that managing a team is like parenting is a bit problematic, but there are certainly parallels. For a relationship, personal or professional, to function properly there must be a common understanding and clear structure. In her piece, Smith goes on to argueMost people are only as good as their systems allow them to be The idea that we must tell adults what to do and exactly how to do it is a hard pill to swallow for most But inste ad of thinking of it as telling people what to do, what if we binnensee it as simply providing people with boundaries? Thats closer to something palatable, although the paternalism still makes me cringe.So playing too nice will ruin us, but playing hardball means were treading a fine line between leadership and despotism. How do you hit that sweet spot - not a jerk, not a doormat - that sets you up for managerial success?Boundaries first, boundaries secondFirst impressions really do mean a lot, particularly for bosses. You have to start strong.Within any relationship, its human nature to want to be liked and wanting to be liked is often the greatest barrier in establishing boundaries as a new manager, says CC mentor, Kara Brothers-Phillip, who works as a strategy lead at Google.As a manager, your primary responsibility is to create an environment where your team members are able to reach their full potential. Being liked is nice, but being viewed as an effective and trustworthy le ader is far more important.1. Set Personal Boundaries ASAPSo how do you build that trust? According to PsychCentral, by setting boundaries early - as soon as you start the job - and by consistently sticking to them yourself. Youll need to clearly communicate your own limits as well as your expectations For instance, if you dont want your colleagues and clients to contact you at all hours, verbally tell them the hours you will be available for work-related conversations.Leading by example is a very real thing. In fact, in a recent interview, the founder of the social media game-changer, Meet Edgar, Laura Roeder, argues that its actually essential. You can say, Dont email in the evening. But then if the owners of the company are always sending you emails in the evening, its implied that maybe youre supposed to respond. Based on this logic, MeetEdgar has a strict no evenings, no weekends email policy - and Roeder abides by it.2. Create a Real Structure (With Schedules, Agendas, Feed back Loops )Boundaries get blurry when you arent meeting with your team regularly. This is one element I can speak to. As Career Contessa has grown over the past year, weve added several new people to our team. Suddenly, off-the-cuff meetings or lunch chats about upcoming projects just werent working anymore. In fact, the result was chaos and maybe (OK, actually) some tears.Without touching kusine in structured, recurring meetings, we were all starting to feel like we were spinning. Now we have all-team meetings that happen weekly complete with detailed agendas, plus regular check-ins with Lauren, CCs founder. Oh and weve added one more incredible structural detail Basecamp.No matter how creative you are or how creative your team is, youve got to commit to a clear organizational plan. And since youre the boss, that plan falls on you. Youll design, lead, and maintain it. As Jill Jacinto, Associate Director of WORKS puts it, youll need to create an atmosphere of transparency and make sure to articulately delegate tasks and responsibilities.If you expect your team to make deadlines and follow your rules, you have to make sure the team understands what those deadlines and rules are.Give them the benefit of the doubt1. Believe In Your Team First, Doubt Them SecondWe all know the pitfalls of playing it too strict. Maybe you had a military regimented household growing up or maybe you just remember a horrible elementary school teacher who didnt allow you room to breathe, let alone get creative. Management requires placing a little faith in your leadership team.Says Jacinto Employees want to feel needed and respected. Do not be condescending, share your viewpoints with them, your strategy and ask for them to contribute.When Roeder launched MeetEdgar, shed never been a boss before. I had never hired anyone. I had never been anyones superior in any way. But a lot of that, honestly, was a blessing in disguise because I never had to unlearn bad corporate behaviors, says R oeder, A lot of the ways that Ive managed people is just respect people, assume that people are doing their best.We take jobs knowing full well that theyre going to be an integral part of our lives. So why assume that your employees arent doing the best they can? Give every person you supervise enough space and freedom to get their work done, plus take some risks along the way.If they mess up, you can address it then, but dont assume they will simply because you dont know how they work yet or you think they lack experience. Let them try, remain open and available to them so they feel comfortable soliciting your feedback, then wait.And in the event that they do mess up (just like you), make sure theres a road for them to regain trust. One mistake doesnt warrant ostracisation.2. Instead of Forcing Unity, Plan For DifferencesDont assume that you need to regulate someone simply because they work differently than you. Instead plan, adapt, and compensate for those differences. You can reg ulate how work gets done to an extent, but you should also accept feedback and hold regular meetings with each of your employees to see how theyre feeling and what they need to get the work done. Maybe they do better with strict deadlines, maybe they thrive when theyre planning their own hours. By adapting your environment to suit multiple work styles, youll set yourself up for a more productive work day all around.3. Recognize That Your Work Isnt Earth-ShatteringHere at Career Contessa, when were stressing about getting the editorial calendar in order before one of us goes on vacation or about what will happen when the marketing manager gets sick, we can count on Lauren to say, This isnt brain surgery.And shes right. If an article fails to publish one Tuesday morning, or if theres a glaring typo in our weekly newsletter, were not harming anyone. Were probably annoying people, and were certainly going to be embarrassed, but were not neurosurgeons responsible for saving lives.That lo gic can and should be applied to anything you do. Its not that you need to tell your employees that they dont need to worry about the work theyre doing, but keeping it all in perspective is key.Expect your employees to do their jobs and do them well. Hold them responsible for their mistakes (the key word here is their - team mistakes are team mistakes, and youre part of them). But if a f*ck up happens? Treat it with the weight it deserves.No exaggerated panic attacks, no yelling, no shaming, no team meeting roasts. Your team will respect you that much more for keeping sight of what really matters- like getting the work done and done well so that everyone can go home to their families and friends and actually get a good nights rest.We take jobs knowing full well that theyre going to be an integral part of our lives. So why assume that your employees arent doing the best they can?What if theres a real issue?This is the least fun part of the article, but Im sure, like me, you were won dering what if an employee does something bad? Like, really bad. How do I respond?There will always be employees who miss a meeting, blow a sales demo, clash with higher-ups and it is your job to fix this issue ASAP, says Jacinto A good leader always keeps their temper under wraps. Have a private meeting with the team member and give them the opportunity to explain their actions. Next, let them know that mistakes happen and how they approached the solution (or whatever it may be) was unacceptable and needs to be course corrected. Give them guidance on how to move forward, create an open door policy. Explain to them why and how their actions affect the companys bottom line. Depending on the severity of their behavior, be firm in your response. Let them know the type of behavior you expect to see and work with day in and day out and what will not be tolerated.Brothers-Phillips agrees that you should have the conversation in private, but argues that you should bring up their behavior i n relation to the big picture In your conversation, reinforce that your primary responsibility is to your company and part of that responsibility means creating an atmosphere of fairness within the team. You value them as a team member, however, his or her behavior could be jeopardizing how others view your dedicated loyalty to everyone and you need them to stop doing x,y,z behavior in the best interest of the team.All in all, theres a pretty clear theme here transparency, honesty, and open dialogue. Make sure that your employees know that they can come to you to discuss any issues or questions they have. And always focus on communicating your own expectations as clearly as possible. Employees can only respect boundaries they know exist.This article first appeared on Career Contessa.