Career Development GuideCareer Development Guide · Career Development GuideCareer Development Guide. ... Career Experiential Program Manager (Human Resources/Marketing/Retail)

2016-2017

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The Career Center at the University of Notre Dame

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Career Development GuideCareer Development Guide

Dear Notre Dame Undergraduate Students,

On behalf of The Career Center team, I welcome you to the 2016-2017 academic year! We are excited to provide coaching and resources as you engage in your own unique career development process. Students are at the heart of the work we do with organizations, recruiters, and alumni in cultivating relationships for networking, experiential, and future opportunities. We are energized by your varied interests and are here to help you regardless of class year, current plans, or future directions.

Career development is a lifelong process, unique to every individual, and we are dedicated to setting students up for a lifetime of successful career transitions. We will not “get you a job” or “get you into graduate school,” but we will be here to support you every step of the way.

An important starting point is reflecting on what is important to you. What are your values, interests, personality traits, and skills? Our Engagement team is poised to work with you on this early discernment—no need to have things figured out before connecting with us.

Once you have started to discern a bit more about yourself, you are ready to explore career opportunities in fields and industries of interest. Our Exploration team is ready to work with you as you prepare for life after Notre Dame.

Many industries and organizations participate in our campus recruiting. Go IRISH is Notre Dame’s own online recruiting system for: internship and job postings, on-campus interviewing opportunities, and career fair information. There are many other resources for finding opportunities as well. In fact, there are several organizations and industries who do not use traditional methods to find their talent, and our team of Career Coaches can help you discover countless other ways to uncover those opportunities and make connections in those fields.

Our Experiential team has multiple opportunities for you to gain experience and connect with current professionals to learn more about areas of interest. In addition to career fairs (on campus, off-campus, and virtual), we host numerous networking events, information sessions, treks to explore industries across the country, and mentoring programs. The goal of these programs is to help students make confident and well informed career decisions.

Use this Career Development Guide and our website as a portal to the many resources available to you. Stop by or give us a call to set up an appointment. We look forward to seeing you this year!

Best wishes for a fabulous 2016-2017,

Hilary FlanaganDirector - The Career CenterUniversity of Notre DameThe Career Center

CAREERDEVELOPMENT

GUIDE

2016-2017

Universityof

Notre Dame

The CareerCenter

Letter From the Director . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1

Career Center Staff . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4

General Career Center Information . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5

Ethical Job and Internship Search Policies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7

Major & Career Discernment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9

Special Workbook Section . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10Seven Clues to Help You in Getting Started . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10Prioritizing Your Values . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11Work Values Inventory . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14Achievements Inventory . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15Skills Matrix . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16Skills Inventory . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17Four Year Recommendations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19

Career Center Events and Workshops . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20

Experiential Career Opportunities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21

Funding Your Internship . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23

Job & Internship Search . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24Online Resources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25Additional Post-Graduate Opportunities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26

Writing Your Resume . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29Resume Checklist . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31Sample Resumes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32Creating the Federal Resume . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 40Sample Federal Resume . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 40

Cover Letters . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 42Sample Cover Letters . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 43Sample Cover Letter—Email Format . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 47

Networking . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 48Connecting With Notre Dame Alumni and Other Professionals . . . . . . . . . . . . . . . . . . . . . 48Developing a Noticeable LinkedIn Profile . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 49Informational Interviewing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 50Network Your Way to a Job . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 51Finding Mentors . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 52Social Media . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 52Staying in Touch With Your Network . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 52Networking Correspondence Samples . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 53

How to Prepare for a Career Fair . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 54

Interviewing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 56Types of Interviews . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 56Modes of Candidate Assessment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 57On-Site Visit . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 57Preparing for the Interview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 58Interview Checklists . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 59Practice Your Responses to Common Interview Questions . . . . . . . . . . . . . . . . . . . . . . . . 60Use the STAR Technique for Answering Behavioral Questions . . . . . . . . . . . . . . . . . . . . . . 61Questions to Ask the Interviewer . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 61Nonverbal Communication Matters . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 62Interview Dress . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 62Post-Interview Follow-Up . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 63

Table of Contents

Advertiser IndexAccenture . . . . . . . . . . . . . . . . . . . . . . . 28

ALDI . . . . . . . . . . . . . . . Inside Back Cover

Amtrak . . . . . . . . . . . . . . . . . . . . . . . . . . 9

BKD, LLP . . . . . . . . . . . . . . . . . . . . . . . . 5

Deutsche Bank . . . . . . . . . . . . . . . . . . . 55

Flow Traders . . . . . . . . . . . . . . . . . . . . . . 2

KPMG . . . . . . . . . . . . . . . . . . . Back Cover

MathWorks . . . . . . . . . . . . . . . . . . . . . . 64

McGeorge School of Law . . . . . . . . . . . 50

Pacific Alliance for Catholic Education, University of Portland . . . . . . . . . . . 20

Peace Corps . . . . . . . . . . . . . . . . . . . . . 31

PwC . . . . . . . . . . . . . . . Inside Front Cover

Superior Engineering . . . . . . . . . . . . . . 28

Wake Forest University School of Business . . . . . . . . . . . . . . 6

College Recruitment Media and The Career Center at the University of Notre Dame

would like to thank the above sponsors for making this publication possible .

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Hilary Flanagan, Director Career Experient ial Team:LoriAnn Edinborough, Career Experiential Program Manager Mary Ladewski, Career Experiential SpecialistMonica Laidig, SIBC Experiential Associate

Career Coaches:Career Engagement TeamBridget Kibbe, Career Engagement ManagerMaureen Baska, Career Engagement SpecialistRobyn Centilli, Career Engagement SpecialistTBD, Student-Athlete Careers Program DirectorDeirdre Dolan, Career Inclusion Specialist

Career Exploration Team (Industry Specialists)Rose Kopec, Career Coaching Manager (Advertising/Architecture/Arts/Design/Entertainment/PR)

TBD, Student-Athlete Careers Program Director(Recreation/Sports)

LoriAnn Edinborough, Career Experiential Program Manager(Human Resources/Marketing/Retail)

Career Exploration Team (Industry Specialists) continuedAnita Rees, Career Exploration Specialist(Education/Government/Legal/Publishing/Nonprofit)

Justin Rice, Career Exploration Specialist(Consulting/Environmental/Healthcare/Technology)

Bob Rischard, Career Exploration Specialist(Financial Services)

Victoria Trauger, Career Exploration Specialist(Biotechnology/Construction/Energy/Manufacturing/Pharma/Transportation)

Ray Vander Heyden, Career Exploration Specialist(Accounting/Actuarial/Corporate Finance/Entrepreneurial/Insurance/Real Estate/Supply Chain)

Employer Relat ions Team:Holly Decker, Employer Relations ManagerTBD, Interview Center CoordinatorJeanie Martz, Recruiting Operations SpecialistRachael Roggeman, Employer Relations SpecialistJamie Thomson, Recruiting AssociateMadison Zeiss, Employer Relations Assistant

Operat ions Team:Julie Gray, Career Operations ManagerMelanie Brewer, Administrative CoordinatorNatalie Goss, Career Events Associate

Career Center Staff

The Career Center provides undergraduate students with individual career coaching, career development programs, and access to experiential opportunities and

recruiting programs . Below are a few general facts to help you when visiting The Career Center:

General FAQs

Where Is The Career Center Located? • Appointments with Career Coaches: 248 Flanner Hall • Interviews in the Interview Center: 116 Flanner Hall

What Are the Operat ing Hours of The Career Center?Monday-Friday: 8:00 a .m . - 5:00 p .m .

How Do I Make an Appointment With a Career Coach?Call: (574) 631-5200 Online: careercenter .nd .edu

What Types of Appointments Can I Make at The Career Center?

Engagement Team Appointments • Introduction to Career Center • Exploring/Changing Majors & Careers • Assessments Intake • MBTI Review • Strong Interest Inventory Review • Writing Your First Resume • Writing Your First Cover Letter(s) • First-Time Career Fair Prep • Summer Plans for 1st Years & Sophomores • Mock Interviews

Exploration Team Appointments • Resume Review • Cover Letter Review • Networking/Informational Interviews • Internships/Employment Search • Utilizing Online Resources • Industry Exploration • Career Fair Prep • Interview Prep • Mock Interviews (General) • Case Interview Prep • Mock Case Interviews • Medical Mock Interviews • Job Decision Making/Offer Evaluation • Graduate School Exploration

What Is a “Walk-In” Appointment?Walk-in appointments with a Career Center Intern or Coach are 15 minute sessions that are available on a first-come, first-served basis: • Resume and cover letter quick feedback • Brief questions • Acquire general information about The Career Center

and how to utilize our services

When Are Walk-In Appointment Hours?Monday – Friday: 1:00 – 4:30 p .m . Check our website for the most up-to-date information on walk-in hours .Only available during academic year while classes are in session

How Do I Search for Job, Internship, and Other Post-Graduate Opportunit ies?See the Job & Internship Search section on pages 24-28 .

General Career Center Information

At BKD, you determine where your talents will take you. Choose your path

and the firm will help you get there.

do more. experience more.

become more.

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Ethical Internship and Job Search Policies

Policies and Procedures for an Ethical Internship and Job Search

Notre Dame Students wi l l :1) Attend all meetings, interviews, and other job-related

commitments and obligations:Coaching Appointments: • Students are expected to honor all scheduled coaching

appointments by being on time and prepared . Students more than 10 minutes late for an appointment, and who have not notified The Career Center, will be asked to reschedule .

• Students who are late/miss 2 appointments will not be permitted to schedule an appointment for 30 days .

• If a student cannot make a scheduled coaching appoint-ment, he/she is required to notify The Career Center 24 hours in advance .

Interviews: • Students will honor all interview commitments by being

on time, prepared, and professional in their actions . Students not honoring an interview commitment will be considered a No-Show (see No-Show policy details) .

• When selecting an interview time, students should not choose a time during a class or exam . Being excused from class for an interview is at the sole discretion of each individual professor .

• Canceling an on-campus interview must be done before the interview schedule “Sign-Up End Date” on the Go IRISH system—typically 48-72 hours before the interview (or more—check on Go IRISH) . If a student cancels after an interview schedule freezes, and does not attend the interview, that student will be considered a No-Show . Notifying the employer after the freeze date does not exempt you from this policy—please call the Interview Center at (574) 631-9915 if you have an issue with a scheduled interview .

• Canceling an on-campus interview due to your atten-dance at an on-site/final round interview should be done 48 hours prior to the on-campus interview, if possible, by contacting the employer and The Career Center’s Interview Center . Failure to do so will result in the student being considered a No-Show for the on-campus interview .

• Canceling an on-site/final round interview must be done 72 hours prior to the visit (not including weekends) by calling and emailing the company contact person . Employers often go to a lot of expense for an on-site interview . Only commit to an on-site interview if you have every intention of completing the full interview process . If you have to cancel, doing so promptly may allow the company to recoup some costs and backfill the vacated interview time . Canceling after the 72 hour window has passed and not attending the on-site interview will result in the student being considered a No-Show .

Commitments and Obligations: • If a student has arranged a meeting, office hours, phone

call or other interaction with an employer, The Career Center expects the student to honor these commitments by being prepared, professional, and on time . Failure to do so may result in the student being considered a No-Show .

• If an employer has requested information, presence at a function, an answer to an offer, etc ., The Career Center expects that a student will honor all reasonable requests to the best of their ability and in a timely fashion .

2) Represent Oneself Professionally in all Recruiting Practices:

The following are practices which should be followed as students begin the job search process:

• Provide accurate information on a resume and in answers to interview questions regarding academic background, GPA, work history, activities, and other qualifications .

• Apply for interviews only when genuinely interested in the company and the position .

• Meet all online application deadlines for submitting resumes and obtaining interview times .

• Conduct extensive research about yourself, the industry, the company, and the position prior to your interviews .

• Attend information sessions sponsored by employers as your schedule permits .

• Dress and conduct oneself in a professional manner befitting a Notre Dame student .

3) Act Ethically When Accepting Offers of Employment: • When accepting an offer of full-time employment or an

internship (either paid or unpaid), one must have every intention of honoring that commitment . If a student accepts an offer of employment, admission to a graduate or professional school, or other post-graduate career opportunity, he/she must withdraw from the recruiting process immediately . This includes but is not limited to:

• Not applying to future job postings .

• Declining all future interview invitations .

• Canceling any active applications .

• Contacting all recruiters to inform them of your wish to be removed from the interviewing and recruitment process (this includes all scheduled interviews) .

• Students who renege on an offer of employment will face disciplinary action and may be referred to the Office of Community Standards . The relevant dean will be made aware of any student who has reneged on an offer of employment . If you feel a company has not provided you enough time to accept an offer of employment (please see the Notre Dame Employment Offer Policy for employer guidelines), please contact The Career Center immediately . If it is determined a student reneged on a full-time job offer or an internship, the student will be

The Career Center at the University of Notre Dame requires students who are engaged in a career or job search to conduct themselves in an ethical manner reflecting the policies and expectations put forth by the University of Notre Dame in its student handbook, DuLac . The Career Center takes this issue seriously and requires all students who use its services to sign a contract that outlines expectations and consequences .Students who renege on an offer of employment will face disciplinary action, and may be referred to the Office of Community Standards . The relevant dean will be made aware of any student who has reneged on an offer of employment . If you feel a company has not provided you enough time to accept an offer of employment (please see the Notre Dame Employment Offer Policy for employer guidelines), please contact The Career Center immediately .

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deactivated from Go IRISH and the case will be referred to the Office of Community Standards .

The Career Center No-Show Pol icy • Students who fail to attend a scheduled interview or fail

to cancel an interview within the timeline parameters stated in the Ethical Job Search Contract will be consid-ered a No-Show for that interview . The following details the steps The Career Center will take, student obliga-tions, and potential consequences . Please note that until a final decision is made concerning your missed interview, students are expected to meet interview obli-gations for which you are already scheduled .

• If an employer reports a student as a No-Show for a scheduled interview, that student’s Go IRISH account will be blocked immediately—thus preventing that student from applying to any jobs or signing up for any additional interviews (you will still be able to login) . To be reinstated on the Go IRISH system, the student will need to:

o Complete a Missed Interview Explanation Form (this will be emailed to the student) .

o Meet with a Career Center staff member to request reinstatement .

o Write a letter (or email) of apology/explanation to the employer .

o Bring the Missed Interview Explanation Form and apology letter or draft email to the scheduled meeting . If a letter, also bring an unsealed envelope pre-addressed to the employer (include postage) .

• The Career Center will review the Missed Interview Explanation Form and make its determination .

• The missed interview may be deemed an excused absence . An excused absence indicates a compelling reason for the absence (serious illness, family emergency), and documen-tation of the emergency (e .g . note from University Health Services, rector, resident assistant) . If the missed interview is deemed an excused absence, the student will be reinstated on the Go IRISH system immediately .

• The missed interview may be deemed an unexcused absence . An unexcused absence may be an absence for a non-compelling reason (copied the wrong date or time, overslept, simply forgot about the interview), or it may be for a compelling reason but no corroborating evidence was provided .

• First Offense: The first unexcused missed interview will result in loss of application/scheduling privileges for seven calendar days . During this period, one’s Go IRISH account will be deactivated, preventing one from applying for positions or responding to companies who extend offers for interviews . Students will be expected to meet interview obligations previously scheduled prior to account deactivation .

• Second Offense: The second unexcused absence will result in permanent suspension from all on campus recruiting activities for the remainder of the academic year .

NOTRE DAME EMPLOYMENT OFFER POLICY

The Career Center at the University of Notre Dame requires students to sign a contract of job search ethics prior to participating in any on-campus interviews . Students are penalized for missing

interviews, canceling appointments, etc . The Career Center enforces a zero tolerance policy for students who renege on offers of employment or who conduct themselves unethically during their search . In return, The Career Center asks employers to:

• Provide students a minimum of three business days’ notice for an off-campus interview . This allows students to make proper travel arrangements to avoid academic and other conflicts .

• Provide fair and reasonable time periods for students to evaluate employment offers prior to making a decision that will affect their future careers and personal lives . Asking a student if he or she is ready to make a decision on the spot, or asking a student to respond to a hypothet-ical offer is considered unacceptable practice . Exploding offers put undue pressure on students and compromise our efforts to enforce student policy against reneging .

• Uphold job offers . Rescinding an offer means the student must restart their job search, often after declining other offers .

Job Offer Pol icy ( for ful l - t ime offers)For students who have completed an internship with your firm/company:

• Graduating students receiving a full-time employment offer as a result of a prior internship should be given until at least October 15th to make a decision, or two weeks from the date of the offer, whichever comes later .

For students who have not completed an internship with your firm/company:

• Students receiving a full-time employment offer should be given a decision deadline no earlier than November 1st, or two weeks from the date of the offer, whichever comes later .

Internship Offer Policy (for summer internship offers)For students who have completed a prior internship with your firm/company:

• Any undergraduate student receiving an additional internship offer after completing a prior internship with your firm or company will be given until October 15th to make a decision, or two weeks from the date of the offer, whichever comes later .

For students who have not completed an internship with your firm/company:

• Students receiving internship offers for the following summer should be given a decision deadline no earlier than November 11th, or two weeks from the date of the offer, whichever comes later .

Summer Leadership Development ProgramsThese are typically 2-3 day conferences to familiarize students (normally sophomores, sometimes first years) about a particular firm and the industry in which it operates . Due to the brevity of the program, students could attend more than one . Students may be offered an internship for the following summer as a result of these experiences . In these cases, students should be given until August 15th to make a decision regarding the next summer . Students can:

• Accept

• Decline

• Defer, and be included in the Fall recruiting cycle without prejudice .

Major & Career Discernment

In order to choose a major or career path, you must know yourself . Knowing yourself entails identifying your Values, Interests, Personality, and Skills (VIPS) . To achieve long term career satisfaction it is important to implement all four of your VIPS in your future career . Completing the following handouts should help you with this process and will offer clues to under-stand your VIPS .

• Getting Started: Seven Clues to Help You Get Started

• Values: Prioritizing Your Values; Work Values

• Interests: Achievements Inventory; Strong Interest Inventory* assessment measures your level of interest in occupational areas, activities, school subjects, and work environments, and then compares your interests with working professionals in a wide variety of occupations .

• Personality: Myers Briggs Type Indicator* assessment and individual coaching appointments help students better understand their personality preferences .

• Skills: Skills Inventory; Skills Matrix; Achievements Inventory

*Meeting with a Career Coach is required to take these assessments

Your major does not define your career path! You will be more motivated to attend class if you are interested in what you are studying .

• What Can I Do With This Major/Degree? http://www3.nd.edu/~ndtcc/default.html

• Read course descriptions in Notre Dame’s Bulletin of Information and on departments’ websites

• Speak with faculty in the various departments you are considering and upper class students

• Attend the “Majors Fair” in early spring

• Participate in Academic Clubs that interest you: http://sao.nd.edu/groups/categories.html

Research careers related to what you have learned about yourself .

• Candid Career, Vault, Wetfeet—Learn and read about various careers online in the Online Resources section of our website

• O*Net —has detailed descriptions of the world of work: www.onetonline.org/

• First Destination Report—Information regarding ND students’ plans following graduation . See report in Success Stories/Data on our website

• Use informational interviews with family, friends, alums, and industry experts to gain practical career knowledge and find out details you would not find on company website . Utilize myNotreDame (the Alumni Directory) and LinkedIn . See Networking Section page 48

• Think about how to utilize your time, set goals, and ACT! Some experiences to consider: student clubs & organi-zations, experiential programs, job shadow, research, service, fellowship opportunities, studying abroad, and internships

• Review Four Year Recommendations page 19

ENGAGE IN SELF ASSESSMENT EXPLORE

STUDY WHAT YOU ENJOY

SET GOALS: ACT

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SPECIAL WORKBOOK SECTION SPECIAL WORKBOOK SECTION SPECIAL WORKBOOK SECTION SPECIAL WORKBOOK SECTION SPECIAL WORKBOOK SECTION SPECIAL WORKBOOK SECTION SPECIAL WORKBOOK SECTION SPECIAL WORKBOOK SECTION SPECIAL WORKBOOK SECTION SPECIAL WORKBOOK SECTION

Seven Clues to Help You in Getting StartedLearning your own unique pattern of interests, motivation, satisfaction, and meaning is an important first step in career development.

What classes fascinate and absorb you? _________________________________________________________________

_____________________________________________________________________________________________________

_____________________________________________________________________________________________________

_____________________________________________________________________________________________________

If you had three lifetimes, what dream jobs attract you? _____________________________________________________

_____________________________________________________________________________________________________

_____________________________________________________________________________________________________

_____________________________________________________________________________________________________

What do you naturally do well? __________________________________________________________________________

_____________________________________________________________________________________________________

_____________________________________________________________________________________________________

_____________________________________________________________________________________________________

What local, societal, or world issues interest you? _________________________________________________________

_____________________________________________________________________________________________________

_____________________________________________________________________________________________________

_____________________________________________________________________________________________________

What is the most gratifying thing you ever did? What experiences turned out to be most dissatisfying to you? ______

_____________________________________________________________________________________________________

_____________________________________________________________________________________________________

_____________________________________________________________________________________________________

If you knew you couldn’t fail, what might you most like to do? _______________________________________________

_____________________________________________________________________________________________________

_____________________________________________________________________________________________________

_____________________________________________________________________________________________________

What is something you are doing when you lose track of time? ______________________________________________

_____________________________________________________________________________________________________

_____________________________________________________________________________________________________

_____________________________________________________________________________________________________

Prioritizing Your ValuesName: _____________________________________________________________________________________________

For each of the statements below, circle the number that best represents your feelings about that statement and how it applies to you.

Response Values1 2 3 4 5 6 7

Not At All Moderately Absolutely

For Me True For Me True For Me

1 . It is important that family and friends recognize and value my work . 1 2 3 4 5 6 7 2 . I want to be acknowledged and respected by others in my field . 1 2 3 4 5 6 7 3 . I want to work for firmly established, prestigious organizations . 1 2 3 4 5 6 7 4 . I want a job that is glamorous in the eyes of others . 1 2 3 4 5 6 7 5 . My title or rank is important to me . 1 2 3 4 5 6 7 6 . Promotions and the respect of others in my organization are important to me . 1 2 3 4 5 6 7

7 . I measure my worth as an employee according to my salary . 1 2 3 4 5 6 7 8 . It is important that I be financially independent from my family . 1 2 3 4 5 6 7 9 . I want as high an income as possible and will pick a career field accordingly . 1 2 3 4 5 6 7 10 . Material things are important to me . 1 2 3 4 5 6 7 11 . I want to maintain a comfortable lifestyle . 1 2 3 4 5 6 7 12 . A comparison of salaries and benefits packages will determine which job offers 1 2 3 4 5 6 7

I accept after graduation .

13 . I enjoy seeing concrete results from my efforts . 1 2 3 4 5 6 7 14 . I am most motivated when I am working toward identified goals . 1 2 3 4 5 6 7 15 . It is important that my work lead to better opportunities . 1 2 3 4 5 6 7 16 . My work is most satisfying when I am able to develop new skills or 1 2 3 4 5 6 7

acquire new knowledge as a result . 17 . When I do something, I want to do it well . 1 2 3 4 5 6 7 18 . I do not want to “waste my time .” 1 2 3 4 5 6 7

19 . I always welcome changing activities and changing roles . 1 2 3 4 5 6 7 20 . I enjoy a variety of tasks rather than a single area of concentration . 1 2 3 4 5 6 7 21 . I can focus on more than one activity or topic at a time . 1 2 3 4 5 6 7 22 . I dislike routine activities and thrive on variety . 1 2 3 4 5 6 7 23 . I am not afraid of new places or people; they energize me . 1 2 3 4 5 6 7 24 . I can keep the details of many projects in my head . 1 2 3 4 5 6 7

25 . I am proud of my ability to offer ideas in many situations . 1 2 3 4 5 6 7 26 . I like to come up with new solutions to old problems . 1 2 3 4 5 6 7 27 . I tackle problems that others prefer to avoid . 1 2 3 4 5 6 7 28 . I like to try out original solutions rather than rely on conventional ones . 1 2 3 4 5 6 7 29 . I like to develop more efficient approaches to tasks . 1 2 3 4 5 6 7 30 . I feel constrained when told to use the “tried and true” method for 1 2 3 4 5 6 7

solving a problem or completing a task .

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Prioritizing Your Values continued 31 . Easy work bores me . 1 2 3 4 5 6 7 32 . If a difficult problem arises, I have the urge to tackle it . 1 2 3 4 5 6 7 33 . Without challenging work, I feel frustrated and unfulfilled . 1 2 3 4 5 6 7 34 . I like working on assignments that require real learning and effort . 1 2 3 4 5 6 7 35 . I require intellectual challenges to stimulate my thinking . 1 2 3 4 5 6 7 36 . I prefer to take on new, unexpected projects, rather than knowing each week 1 2 3 4 5 6 7

what my work will entail .

37 . Team projects do not appeal to me . I would prefer that my own success not depend 1 2 3 4 5 6 7 on how well someone else does his or her job .

38 . I like to do things on my own, without a lot of orders or directions . 1 2 3 4 5 6 7 39 . I want the chance to use my capacity for independent thinking and actions . 1 2 3 4 5 6 7 40 . I like being responsible for a project from start to finish . 1 2 3 4 5 6 7 41 . My friends and family will respect my ability to support myself . 1 2 3 4 5 6 7 42 . I want the feeling that I can depend on myself entirely . 1 2 3 4 5 6 7

43 . Work involving direct service to others would be very satisfying to me . 1 2 3 4 5 6 7 44 . The societal and political consequences of what I do are important to me . 1 2 3 4 5 6 7 45 . I would like my work to ultimately enhance the welfare of others . 1 2 3 4 5 6 7 46 . I like to feel that I am useful and needed . 1 2 3 4 5 6 7 47 . Sensitivity to the needs of others will be an important part of my career . 1 2 3 4 5 6 7 48 . I want to use my energies and abilities to help make the world a better place . 1 2 3 4 5 6 7

49 . I often evolve as a leader in the groups to which I belong . 1 2 3 4 5 6 7 50 . I enjoy planning and organizing a program or activity . 1 2 3 4 5 6 7 51 . I like to direct or coordinate other people’s work . 1 2 3 4 5 6 7 52 . It is rewarding to me to see things change as a result of my efforts . 1 2 3 4 5 6 7 53 . I like approaching a job with a broad perspective . 1 2 3 4 5 6 7 54 . I am at my best when I can delegate authority and assign the detail work 1 2 3 4 5 6 7

of a project to others .

55 . I would like to discover who I really am and where my talents lie through my work . 1 2 3 4 5 6 7 56 . I would thrive if I got involved in unconfining work that truly taps my abilities and interests . 1 2 3 4 5 6 7 57 . I think that a lot of my natural talent would be wasted if I did not find just the right job . 1 2 3 4 5 6 7 58 . Being able to express myself is very important to me . 1 2 3 4 5 6 7 59 . Experimenting and trying out my own ideas should be a regular part of my work . 1 2 3 4 5 6 7 60 . I am not reluctant to let anyone know how I feel . 1 2 3 4 5 6 7

61 . I want to work with people who share my personal and professional interests . 1 2 3 4 5 6 7 62 . I am at my best when collaborating with others on a task or project . 1 2 3 4 5 6 7 63 . Discussing ideas with others is very rewarding and productive for me . 1 2 3 4 5 6 7 64 . Interaction with interesting people would enhance my work life . 1 2 3 4 5 6 7 65 . Meeting many new people should be one of the rewards to my work . 1 2 3 4 5 6 7 66 . The isolation of working alone depresses me . 1 2 3 4 5 6 7

Prioritizing Your Values continued 67 . I believe that work builds character . 1 2 3 4 5 6 7 68 . I could not consider myself a professional unless I had a strong sense 1 2 3 4 5 6 7

of professional ethics . 69 . Work gives me a sense of purpose . 1 2 3 4 5 6 7 70 . I would never compromise my values for personal gain . 1 2 3 4 5 6 7 71 . I want to work for an institution that I respect . 1 2 3 4 5 6 7 72 . I care about the impact my work has on other people and the environment . 1 2 3 4 5 6 7

73 . I want to center my life and my work around interesting people and issues . 1 2 3 4 5 6 7 74 . I want to be absorbed in my work so that time goes quickly each day . 1 2 3 4 5 6 7 75 . I want to have access to trade journals or professional magazines that keep me 1 2 3 4 5 6 7

up to date on new things in my field . 76 . I would enjoy talking about work-related projects, even when I am at home . 1 2 3 4 5 6 7 77 . I enjoy thinking about work-related projects, even when I am at home . 1 2 3 4 5 6 7 78 . I am at my best when I can throw myself into a project and become totally in it . 1 2 3 4 5 6 7

Prior i t iz ing Your Values—Scoring

Name _______________________________________________________________________________________________

For each of the following groups of questions, find the sum total of your circled responses. Using your point totals, rank order your values and list them below. Your highest scores should reflect your top values. (If two or more values have the same score, make a judgment as to which is more important to you).

I tems Your Total Score Rank Order Work Value

Questions 1-6 ______ ______ Prestige

Questions 7-12 ______ ______ Good Salary

Questions 13-18 ______ ______ High Achievement

Questions 19-24 ______ ______ Variety

Questions 25-30 ______ ______ Creativity

Questions 31-36 ______ ______ Mental Challenge

Questions 37-42 ______ ______ Independence

Questions 43-48 ______ ______ Service and Altruism

Questions 49-54 ______ ______ Leadership

Questions 55-60 ______ ______ Self-Expression

Questions 61-66 ______ ______ Interpersonal Relations

Questions 67-72 ______ ______ Commitment/Work Ethic

Questions 73-78 ______ ______ Interest

Taken from Choices and Challenges: Foundations for Career Planning, Third Edition, Indiana University, 1996

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Work Values InventoryThis checklist presents common “satisfaction factors” that people receive from their jobs. Begin by reading the entire list, then rate each item using the scale that follows. Circle your top 5 work values.

1 = Very Important2 = Important3 = Not Very Important4 = Not Important at All

________ Help Society: Contribute to the betterment of the world I live in .

________ Help Others: Help others directly, either individually or in a group .

________ Public Contact: Have lots of daily contact with people .

________ Work with Others: Have close working relationship with a group .

________ Affiliation: Be recognized with an organization where status is important to me .

________ Friendship: Develop close personal relationships with coworkers .

________ Competition: Pit my abilities against others and where there are clear outcomes .

________ Make Decisions: Have the power to set policy and determine a course of action .

________ Work Under Pressure: Work where deadlines and high quality are demanded .

________ Power and Authority: Control other people’s work activities .

________ Influence People: Be in a position to change people’s attitudes and opinions .

________ Work Alone: Do things by myself, without much contact with others .

________ Knowledge: Seek knowledge, truth, and understanding .

________ Intellectual Status: Be regarded by others as an expert or a person of intellect .

________ Artistic Creativity: Do creative work in any of several art forms .

________ Creativity: Create new ideas, programs, or anything else not previously developed .

________ Aesthetics: Have a job that involves sensitivity to beauty .

________ Supervision: Guide other people in their work .

________ Change and Variety: Have changing job duties or settings .

________ Precision Work: Do work that allows little tolerance for error .

________ Stability: Have job duties that are largely predictable and not likely to change .

________ Security: Be assured of keeping my job and a reasonable financial reward .

________ Fast Pace: Work quickly and keep up with a fast pace .

________ Recognition: Be recognized for the quality of my work visibly or publicly .

________ Excitement: Work that offers change and stimulation .

________ Adventure: Do work that requires me to take risks .

________ Profit, Gain: A chance to accumulate money and goods .

________ Independence: Work on my own, determine my own work with little supervision .

________ Moral Fulfillment: Work that contributes to a set of important moral standards .

________ Location: Find a place to live that matches my lifestyle and personality .

________ Community: Live in a town where I can get involved with community affairs .

________ Physical Challenge: Have a physically demanding job that is rewarding .

Achievements Inventory

DESCRIBE THE ACHIEVEMENT

WHY ARE YOU PROUD OF THIS ACHIEVEMENT

LIST OF SKILLS USED

ENJOYED USING SKILL

DID NOT ENJOY USING SKILL

Achievement 1: ❑

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Achievement 3: ❑

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Achievement 4: ❑

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Skills Matrix

SKILLS COURSES

JOBS/

INTERNSHIPS

SERVICE/

VOLUNTEER

WORK

MEMBERSHIPS/

ACTIVITIES

INTEREST/LIFE

EXPERIENCES

Ethical Conduct/Integrity

Critical Thinking/Analytical Ability

Team Work

Verbal and Written Communication

Initiative/Motivation Towards Goals

Visionary/Innovative

Decision Making/Problem Solving

Globally and Diverse Minded

Research/Project

Technical/Scientific

Skills InventoryName: _________________________________________________________________________________________________________

Assess your skill level for each item on the 4 checklists below. Put a check by skills you think you have; double check skills you feel are your strongest.

1. FUNCTIONAL OR TRANSFERABLE SKILLS RELATED TO WORKING WITH PEOPLE ______ Delegate ______ Motivate ______ Oral Communication ______ Written Communication ______ Develop Rapport ______ Handle Complaints ______ Counsel ______ Listen ______ Interview ______ Interpret ______ Teach/Instruct ______ Coordinate Events ______ Arrange for Meetings

______ Plan - Meetings or Workshops ______ Plan - Goal Setting/

Projections ______ Facilitate Groups or

Discussions ______ Collaborate ______ Consult/Advise ______ Nursing/Child Care ______ Social/Hosting Skills ______ Negotiate/Arbitrate ______ Supervise/Manage ______ Persuade/Influence ______ Mobilize Resources

______ Train ______ Organize ______ Chair Meetings ______ Recruit ______ Sell ______ Public Relations ______ Public Speaking ______ Fund Raising ______ Financial Management ______ Telephone ______ Promote ______ Other

2. FUNCTIONAL OR TRANSFERABLE SKILLS RELATED TO WORKING WITH OBJECTS OR THINGS ______ Computer Skills ______ Precision Work ______ Handle Objects ______ Machine or Manual Skills ______ Creative Use of Materials/

Artistic ______ Inspect ______ Build/Construct ______ Repair/Maintain ______ Mechanical Ability

______ Operate Equipment ______ Craft Skills ______ Home Economic Skills ______ Physical Coordination ______ Manual Dexterity ______ Horticultural Skills ______ Use of Office Machines ______ Mechanical Drawing ______ Appraise/Estimate ______ Assemble

______ Distribute ______ Work in Laboratory ______ Make Layouts ______ Map ______ Measure ______ Keep Records ______ Use Instruments/Precision

Work ______ Other

3. FUNCTIONAL OR TRANSFERABLE SKILLS RELATED TO DATA/IDEAS/INFORMATION ______ Investigate ______ Classify/Record Keep ______ Abstract ______ Copy/Duplicate ______ Store/Retrieve ______ Purchase ______ Account/Keep Books ______ Draft ______ Compute/Numerical Skills ______ Accurate/Attention to Details ______ Proofread ______ Plan (Utilizing Information)

______ Write Composition ______ Gather Information ______ Research ______ Read/Study ______ Improve/Adapt ______ Edit ______ Organize/Synthesize Data ______ Develop Ideas ______ Conceptual Ability ______ Scientific Methodology ______ Statistical Analysis ______ Forecast

______ Analyze ______ Innovate ______ Financial Management/ Budget ______ Design ______ Visual/Imaging ______ Evaluate ______ Compute/Calculate ______ Observe ______ Program ______ Clerical Skills ______ Diagnose ______ Other

FUNCTIONAL SKILLS ANALYSIS from 1, 2, & 3My most outstanding skills related to:

Working with People Objects/Things Data/Ideas/Information

1 . _______________________________ 1 . ______________________________ 1 . _________________________________

2 . _______________________________ 2 . ______________________________ 2 . _________________________________

3 . _______________________________ 3 . ______________________________ 3 . _________________________________

4 . _______________________________ 4 . ______________________________ 4 . _________________________________

5 . _______________________________ 5 . ______________________________ 5 . _________________________________

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Skills Inventory continued4. PERSONAL OR SELF-MANAGEMENT SKILLS

______ accurate ______ achiever ______ active ______ adaptable ______ administrator ______ ambitious ______ analytical ______ artistic ______ assertive ______ broad-minded ______ builder ______ calm ______ congenial ______ conscientious ______ considerate ______ consistent ______ constructive ______ controller ______ courageous ______ courteous ______ creative ______ cultured ______ decisive ______ demanding ______ dependable ______ designer ______ democratic ______ detailed ______ determined ______ director ______ dignified ______ diplomatic ______ discerning ______ disciplined ______ discreet ______ discriminating ______ driving ______ dynamic ______ efficient ______ eloquent ______ energetic ______ enterprising ______ enthusiastic ______ esteemed

______ caring ______ charming ______ outspoken ______ patient ______ perceptive ______ perfectionist ______ persistent ______ personable ______ persuasive ______ punctual ______ planner ______ visionary ______ fair ______ flexible ______ forceful ______ forward-thinker ______ frank ______ communicative ______ compatible ______ competitive ______ conceptual ______ friendly ______ generous ______ genuine ______ good-natured ______ honest ______ humanitarian ______ imaginative ______ trainer ______ independent ______ individualist ______ initiator ______ innovator ______ inspiring ______ intellectual ______ intense ______ intuitive ______ inventive ______ just ______ keen ______ knowledgeable ______ logical ______ loyal ______ manager

______ positive ______ practical ______ productive ______ professional ______ quick ______ realistic ______ reliable ______ researcher ______ resourceful ______ responsible ______ respected ______ manager ______ methodical ______ modest ______ motivator ______ objective ______ observant ______ open-minded ______ opinionated ______ optimistic ______ organizer ______ outgoing ______ kind ______ visionary ______ scheduler ______ scientific ______ self-motivated ______ self-reliant ______ sense of humor ______ sensitive ______ shrewd ______ sincere ______ smart ______ sociable ______ straightforward ______ strategic ______ supportive ______ systematic ______ tactful ______ thinker ______ thorough ______ thoughtful ______ tolerant ______ tough-minded

My Strongest Personal or Self-Management Ski l ls

1 . _______________________________ 2 . ______________________________ 3 . _________________________________

4 . _______________________________ 5 . ______________________________

Four Year RecommendationsFIRST YEAR • Meet with your First Year of Studies Advisor to explore

resources and services • Complete the “The Dean’s A-List” from the First Year of

Studies Academic Guide • Become involved with extracurricular activities for

personal and professional development • Get to know your professors and meet with them during

their office hours • Attend the “All Majors Fair” during the spring semester • Learn about The Career Center at careercenter.nd.edu

and review the information in the “Major and Career Discernment” link found in the “Students” section

• Make an appointment with a Career Coach on the Engagement Team at the Career Center

• Assess your values, interests, personality, and skills through Career Center self-assessment tools, work-shops, and appointments with a Career Coach

• Register on Go IRISH—the Notre Dame online recruiting system

• Reach out to a Notre Dame alum, personal contact, or interesting professional to conduct an informational inter-view or job shadow by utilizing the Alumni Directory in myNotreDame .nd .edu, or use LinkedIn and other Online Resources . See our Networking information on page 48 or under the “Student” section on careercenter.nd.edu

• Develop and refine your online brand • Create a resume • Understand how skills obtained in the classroom and in

extracurricular activities are transferable to the “real world”

SOPHOMORE YEAR • Make an appointment with a Career Coach at the Career

Center • Develop career related skills: writing, technology, foreign

language • Assess your values, interests, personality, and skills

through Career Center self-assessment tools, work-shops, and appointments with a Career Coach

• Continue and/or become involved with extracurricular activities for personal and professional development

• Research majors by talking with faculty, upper-class students and/or a Career Coach to finalize decision on your major

• Register for Go IRISH—the Notre Dame online recruiting system

• Update, refine, and upload resume to Go IRISH • Refine your online brand • Reach out to a Notre Dame alum, personal contact, or

interesting professional to conduct an informational inter-view or job shadow by utilizing the Alumni Directory in myNotreDame .nd .edu, or use LinkedIn and other Online Resources . See our Networking information on page 48 or under the “Student” section on careercenter.nd.edu

• Participate in career workshops and experiential programs to explore career fields/industries of interest

• Identify potential internships/externships and apply to ones of interest

JUNIOR YEAR • Make an appointment with a Career Coach at The Career

Center • Review “Internships and Job Search” link in the Students

section of careercenter.nd.edu • Assess your values, interests, personality, and skills

through Career Center self-assessment tools, work-shops, and appointments with a Career Coach

• Continue to update, refine, and upload resume to Go IRISH

• Practice interview skills by conducting a mock interview • Decide which industries/internships to pursue . Review

Career Center “Online Resources” link found on the home page of careercenter.nd.edu

• Attend career fairs and employer information sessions (listed in the events section of Go IRISH)

• Schedule interviews through Go IRISH to obtain an internship (paid or unpaid)

• Identify internships with employers/organizations that do not recruit on campus—check out the Job/Intern resources in the Online Resources link found on the home page of careercenter.nd.edu

• Seek positions of leadership in campus organizations and/or volunteer services

• Explore the option of attending graduate or professional school and prepare to apply . Be aware of exam deadlines (i .e . GRE, LSAT, MCAT, etc .)

• Participate in career exploration and experiential programs

SENIOR YEAR • Make an appointment with a Career Coach who is an

“Industry Specialist” at the Career Center . If undecided, schedule an appointment with the Engage Team

• Assess your values, interests, personality, and skills through Career Center self-assessment tools, work-shops, and appointments with a Career Coach

• Review information under “Internship and Job Search” in the Students section of careercenter.nd.edu

• Organize job search strategies for obtaining full-time employment

• Update, refine, and upload resume to Go IRISH • Attend various career-related workshops and employer

information sessions (listed in the events section of Go IRISH)

• Attend career fairs listed in the events section of Go IRISH • Identify opportunities with employers/organizations that

do not recruit on campus—check out the Job/Intern resources in the Online Resources link found on the home page of careercenter.nd.edu

• Know the hiring timelines of various industries—review the Industries information at Career Center Online Resources link found on the home page of careercenter.nd.edu

• Attend various Graduate School programs in the fall and complete graduate school applications to meet established deadlines, if applicable . Be aware of exam deadlines (i .e . GRE, LSAT)

• Participate in mock interviews • Prepare thoroughly for each interview that is conducted


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On-Campus Career Fairs

Fal l Career ExpoThe Fall Career Expo is held every fall in early September . This fair offers a wide variety of opportunities and industries for students to explore . Undergraduate and graduate students from all colleges and majors are encouraged to attend .

Winter Career and Internship FairThe Winter Career and Internship Fair is held annually toward the beginning of the spring semester . This fair also offers a wide variety of opportunities and industries for students to explore . Undergraduate and graduate students from all colleges and majors are encouraged to attend .

Architecture FairEach spring the School of Architecture hosts a Career Fair to provide opportunities for students to meet with representa-tives of leading architecture firms .

Postgraduate Service FairEach fall, representatives from nearly 50 nonprofit organiza-tions, ranging from health clinics in Honduras to schools in Chicago, come to campus to discuss opportunities in health-care, education, social service, advocacy/organizing, legal affairs, communication, management, etc .

Industry Networking ProgramsNetworking events bring employers from an industry or career field together to talk to students about careers in various fields .

Sample of Previous Career Events and Luncheons Include: • Careers in Intelligence and National Security • Careers in Publishing • Consulting Career Night/Consulting Industry Forum • Corporate Finance/Accounting • Engineering Industry Specific Events • Social Impact Opportunities • Opportunities with the U .S . State Department • Real Estate Round Table • Technology Meet the Firms • Wall Street ForumThese events are open to all majors and provide students with the opportunity to gain insight into a particular field and network with employers .

WorkshopsCareer Center staff plan and present hundreds of workshops and presentations each year . Topics include: • Finding Your Internship or Job—Beyond Go IRISH • Making the Major Decision • Career Fair Preparation • Resume Writing • Internship and Job Search Strategies • Interview Preparation • Networking Strategies

Off-Campus Career FairsNotre Dame’s Career Center partners with a number of organizations to provide our students with additional career fair opportunities to connect with employers in a variety of geographic areas, including Boston, DC, Los Angeles, and New York .

Virtual Career FairsNotre Dame participates in several Virtual Career Fairs throughout the academic year including the Hire Big 10, SEC & ACC Career Fair, etc .

Career Center Events and Workshops

For information about al l workshops and events The Career Center

offers, login to Go IRISH or v is i t : http://careercenter .nd.edu/events.

Arts and Letters Business Boot Camp“If I were to summarize my experience in the Boot Camp in a sentence or two I think it wouldn’t do it justice because it was such a great experience. But if I were to try I’d say: the Boot Camp helped me understand that an Arts & Letters major can lead to a great career in business; it gave me the confidence to not shy away from potential employers but to approach them because of my major.” - Jose

• Learn basic finance, marketing, and consulting skills through this fall break seminar in Chicago that culminates in a team case presentation .

• Open to SO/JR Arts and Letters majors through an appli-cation process .

Career Treks“The Trek met my expectations and exceeded them. The main surprise was just how many people wanted to offer ongoing help, advice, or assistance. My expectations were a growth in understanding of the industry, but in actuality I received lasting connections.” - Fall 2015 Silicon Valley Trek Participant

• Travel with a group of students to a city and visit various organizations within a specific industry . Treks can last from 2 days to one week . Open to SO/JR/SR through an application process .

• Past Treks included: Media and Entertainment, Art Museums and Auction Houses, Nonprofit, Government, DC, Biotechnology, Pharmaceutical and Medical Devices, Technology, Sports, Graphic Design, Industrial Design, Theatre, Advertising, and Public Relations .

Consult ing Consort ium“The Consulting Consortium has enabled me to explore the vast array of opportunities available within the consulting field and given me an opportunity to interact and network with a number of the most prestigious firms.” - Nick

• Peer-to-peer resource to assist students interested in pursuing a career in consulting through providing industry information, networking events, and interview preparation resources .

• Open to FY/SO/JR/SR .

Job Shadowing“I always wondered what a day-in-the-life would be like in a PR firm. Spending a day with [NAME] proved to me that I had the skills and ambition to succeed in this industry.” - Caitlyn

• Explore a possible career field by shadowing a Notre Dame alumnus for a day within a company or industry of choice .


Mentoring“Once I was placed with a mentor, [name], my confidence shot through the roof. He was the perfect role model and adviser. He never discounted my feelings or tried to persuade me to choose one path over another.” - President’s Circle Mentee

• Develop a relationship with an ND alumnus who has an expertise in your field .


SIBC—Student Internat ional Business Counci l s ibc.nd.edu“The Student International Business Council (SIBC) is the perfect place for Notre Dame students of any major and year to explore everything the business world has to offer and find their passion. SIBC offers opportunities in six different divi-sions both nationally and abroad. For me, SIBC has served as the foundation of my entire business career and my experi-ences with SIBC will help me throughout my entire life.” - Jose

• Real world experience with International opportunities . • 40+ semester long projects with multinational corpora-

tions in Accounting, Consulting, Finance, Marketing, and Social Entrepreneurship .

• Travel, enhance your skill set, and participate in company visits as well as collaborate with students at other univer-sities around the world .

• International internships and leadership opportunities . • Open to FY/SO/JR/SR .

Wall Street Externship“The Wall Street Externship program was an excellent first experience working in the world of finance. The real life knowl-edge and mentorship I gained through the program have proven exceptionally valuable so far and helped launch me into my career after graduation.” - Matt

• Insight into the financial industry through a hands-on and on-site experience that can span anywhere from three days to three weeks .

• Open to SO/JR through an application process .

Experiential Career Opportunities

Experiences are often the best way to ignite your interests and clarify your goals . Through the Career Center’s experiential opportunities, you can build your resume, hone in on your areas of interest and build your network within the field you hope to enter upon graduation . Whether you are studying studio art, on track to join a Big 4 company, or entirely undecided,

there is a program below from which you can benefit .

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When to Apply or Join First Years Sophomores Juniors Seniors

ALUMNI MENTORING

Seek out anytime – meet with a Career Coach for assistance

Year Round Year Round Year Round Year Round

ARTS AND LETTERS BOOT

CAMPApply via Go IRISH in August Not Available Fall Fall Not Available

CAREER TREKS

Fall Break Treks – Apply via Go IRISH in September

Spring Break Treks – Apply via Go IRISH in November

Not AvailableFall Break & Spring Break

Fall Break & Spring Break

Fall Break & Spring Break

CONSULTING CONSORTIUM

Join anytime

Notredameconsulting consortium .com

Fall/Spring Fall/Spring Fall/Spring Fall/Spring

JOB SHADOWSeek out anytime – meet with a Career Coach for assistance

Summer/Breaks

Summer/Breaks

Summer/Breaks

Summer/Breaks

MOCK INTERVIEWING

Sign up through Go IRISH or call The Career Center to arrange

Fall/Spring Fall/Spring Fall/Spring Fall/Spring

SIBC

Fall: Best to join in SeptemberSpring: Best to join in January

sibc .nd .edu

Fall/Spring/Summer

Fall/Spring/Summer

Fall/Spring/Summer

Fall/Spring/Summer

WALL STREET EXTERNSHIP

Apply via Go IRISH in February Not Available Summer Summer Not Available

EXPERIENTIAL LEARNING OPPORTUNITIES CHARTUse the chart below to find experiential opportunities offered through The Career Center.

The chart details application timelines and target class levels.

Funding Your Internship

Through the generous support of Notre Dame alumni and friends, The Career Center offer the Internship Funding Program to support Notre Dame students during their summer internships . This funding program is intended to alleviate a student’s costs incurred as a result of participating in an internship crucial to their career success .

QUICK FACTS ABOUT ELIGIBILITY: • Student must have an internship offer in order to apply .

• The internship must be related to applicant’s post-graduate plans .

• Both paid and unpaid internships are supported through this fund, although the awards have different maximum amounts .

• Funding is intended to alleviate the living costs (food, transportation, and housing) associated with accepting an internship . Funds are not to supplement a salary .

• Employment must be on a full-time basis (32-40 hours per week) for 8 weeks in the United States or 7 weeks abroad . Internships shorter than 8 weeks, but longer than 3 weeks, may qualify for funding . Please set up an appointment with a member of the funding staff to confirm eligibility .

All applicants must schedule an appointment with The Career Center to review the application process and confirm eligibility prior to applying . This can be scheduled online or by phone (574) 631-5200 . Students abroad can schedule a virtual appointment online .

PROCESS AT A GLANCE • Meet with Career Center Staff by scheduling an appointment online or by phone .

• Complete online application by April 17, 2017 .

• Funds are distributed during finals week, May 2017 .

• Paid interns can receive up to $1,000 and unpaid interns up to $3,500 . Depending on eligibility, these maximums may change .

• See website for more details about specific requirements and disqualifications .

FUNDS SUPPORTING THE CAREER CENTER INTERNSHIP FUNDING PROGRAM

With gratitude we thank those who make the internship funding program possible . Each application is reviewed by committee and selected recipients are sponsored through one of the following funds:

• Alumni Internship Assistance Program

• Archer Family Endowment for Undergraduate Internships

• Arts & Letters Summer Internship Program - Rogers, Aviles, McGlinn Sheilds, and Schlehuber Families

• DeSalvo Family Fund for Undergraduate Internships

• Moynihan Catholic Charities Intern Fund

• President’s Circle Fund

• Student Affairs Internship Support Fund

• Student Athlete Summer Career Experience Funds – Brumm, Gluck, and Murphy Families

• Non-Traditional Time Frame Fund

If you are an alumnus or friend of Notre Dame interested in supporting students through the Internship Funding Program please contact Mary Ladewski at: [email protected]. We are happy to speak with you further about our funding initiatives and how we can begin a fund in your name at any starting amount.

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Job and Internship SearchWhen beginning your search for job and internship opportunities it is important to have four basic criteria established: industry and hiring timeline, function, location, and compensation. Knowing these will help you begin to search for opportunities of interest.

FUNCTION

• Your search will be more productive if you understand positions and functions before you begin

• Understand what skills you possess that are transferable to this function

• Identify on-campus activi-ties as a student to gain experience and boost your confidence and marketability for a specific function

• Specific functions cross over many industries, e.g. a public relations role can be found in banking, fashion, entertain-ment, sports industry, and education

INDUSTRYAND HIRING TIMELINE

• Industry and posi-tion are rarely determined strictly by major!

• Learn more about the recruiting process and what opportunities are available

• Know when your industries of interest hire

• Not every industry recruits on campus; utilize other resources outside of Go IRISH

COMPENSATION

• Discover the salary level of the function and industry which you are pursuing (NACE salary survey/salary.com)

• Offers made through on-campus recruiting and/or from large organi-zations are usually standardized and at market level

• See Page 28 for information on Career Center funding options

LOCATION

• Select your top three geographic preferences

• Discover the cost of living and resources to find housing

• Recognize costs involved in conducting a search in distant locations

GENERAL RECRUITING DEADLINES

Fall Recruit ingAccountingActuarial ConsultingEducationEngineering FieldsFinancial ServicesGovernmentHealthcareInsuranceInvestment BankingMarketingPost-Graduate ServiceRetailTechnology

Spring to Summer Recruit ingArchitectureAdvertisingDesign Fields EducationEntertainment/MediaGovernment SectorHuman ResourcesInsuranceMarketingNGOsNonprofit SectorPost Graduate ServicePublic RelationsPublishingReal EstateResearchSports/RecreationSales

There are ALWAYS except ions, but these are the general hir ing t imel ines for internship and ful l- t ime posit ions.

Online ResourcesT he Career Center and The Mahaffey Business Library have assembled a comprehensive Online Resource Library providing

Notre Dame students access to top notch resources . These resources have been purchased by The Career Center and The Mahaffey Business Library and require a Notre Dame NetID and password for access . To view all the resources

offered on The Career Center website visit, careercenter.nd.edu/students/online-resources .

Career Explorat ion

• Vault Career Insider • Candid Career • WetFeet• Glassdoor • ReferenceUSA

Industry and Market Research

• IBISWorld • MarketResearch .com • Mintel Oxygen• Passport GMID

Industr ies

• Accounting • Actuarial • Advertising• Architecture • Arts • BioTech & Pharma• Construction • Consulting • Corporate Finance• Design • Education • Energy• Entertainment • Entrepreneurial • Environmental• Financial Services • Government/Government-Related • Healthcare• Insurance • Legal • Manufacturing• Marketing • Nonprofit • PR• Publishing/Journalism • Recreation • Retail• Sports • Technology • Transportation

Jobs/ Internships

• Go IRISH • UCAN • CareerShift• Internships .com • GoinGlobal • US .jobs• Career Opportunities for • Brad Traverse • USAjobs .gov

Liberal Arts • Idealist .org • Onewire

Company Prof i le

• Business Insights: Essentials • LexisNexis Academic • Factiva• Hoover’s Company Records • Mergent Online • ABI/Inform Global• Guidestar

Company Culture

• CareerShift • GoinGlobal • Vault Career Insider• Candid Career • WetFeet • Glassdoor

Current Issues

• Business Insights: Essentials • Business Source Complete (EBSCO) • Factiva• LexisNexis Academic • ABI/Inform Global

Financials • Mergent Online • LexisNexis Academic • Factiva

Salary• NACE Salary Calculator • Salary .com • Glassdoor• Occupational Outlook

Handbook

Locat ion• ReferenceUSA • D&B Million Dollar Database • LinkedIn• Uniworld • Idealist .org • CareerShift• GoinGlobal • Business Source Complete (EBSCO)

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THE “GAP” YEARFor some, choosing a different path than traditional full-time paid employment is taking a “gap” year . We don’t tend to think of any year of experience as a “gap” and we don’t think you should either . Regardless of what you do post-graduation, we believe you can choose an experience, even if for just a year, that complements and enhances your skills, professional experiences, and your longer term career goals . Some of the following post-graduate options may provide you with more time to determine a specific career direction, test a particular career area, determine the specific direction you want to go in graduate school, or gain more academically-relevant experience that will boost your academic focus and entry into graduate school .

SERVICEAt Notre Dame, you are continually encouraged to form “…life-long habits of the mind as well as an engagement in faith, service, arts, wellness, and community .” You are cultivating your mind and heart to be globally mindful and action-oriented regarding the social, economic, and political issues of the world’s populations . Choosing to directly address some of these concerns through post-graduate service can be a life-changing experience and provide you with key, portable skills for the next step in your career! A breadth of organizations come to campus and work with the Center for Social Concerns and The Career Center to promote opportunities specifically designed for a 1-2 year post-graduation experience . Every year approximately 9% of the graduating class make a commitment to service as a first destination choice . The Career Center facilitated more than 75 post-graduate service organizations at career fairs and

posted opportunities through Go IRISH . The Center for Social Concerns offers even more options, as well as testimonies from former ND graduates who have served with some of these organizations . Post-graduates’ service opportunities range across several industries, including social services, education, religion, arts and culture; can be salaried or stipend-based; faith or non-faith-based . Most cover health benefits; some provide housing; some provide education benefits that can be directed toward current education loans or future education tuition and fees .

If you are considering a career that’s primarily focused within the nonprofit sector, post-graduate service will be particu-larly helpful in boosting your career trajectory . Choosing a service opportunity that focuses on an issue or population pertinent to your career goals can be a tremendous asset . Meet and talk with post-graduate service organizations at the Fall Career Expo; review postings on Go IRISH; and explore the vast array of organizations connected with the Center for Social Concerns: http://socialconcerns.nd.edu/content/postgraduate-service .

GRADUATE OR PROFESSIONAL SCHOOL

Is Graduate School Right For You Now?Going to Graduate School is not a foregone conclusion . Many Notre Dame graduates do go on to graduate school, some immediately after their undergraduate studies, many others within 1-5 years after graduation . For some industries, a graduate degree is necessary to practice in the field . However, in many career fields, graduate school is necessary to climb

Evaluating Graduate or Professional Schools:

• Are faculty members conducting research in your

area of interest?

• What are the degree requirements?

• What is the average time to degree completion?

• Is financial support available?

Visit the program, and consider:

• What’s the work/study environment?

• Are the social outlets adequate for you?

• Do you connect with the faculty and other

students in or entering the program?

Do your research before you visit so you are not asking

questions answered easily on the website.

Resources for Explor ing Graduate School

• Directory of Graduate Schools (including interna-tional programs)—gradschools .com

• Guide to Graduate Programs in the Physical Sciences and Engineering—gradschoolshopper .com

• Grad School Bound—petersons .com/graduate-schools .aspx

• Directory of Graduate Schools in the United States and Canada—graduateguide .com

• ABA-LSAC Official Guide to ABA-Approved Law Schools—https://officialguide .lsac .org/release/ officialguide_default .aspx

• Guides for Medical School Application Process—https://www .aamc .org/students/applying/requirements/msar/

Additional Post-Graduate OpportunitiesExplore a broad array of career options throughout your time at Notre Dame . Your career direction may benefit from

exploring other post graduate options . If you aren’t sure about the next step right after graduation, keep your overarching career goals in mind, then consider what skills and experiences you want to build that will contribute to, support, and/or

provide the foundation for your overall career aspirations . Meet with a Career Coach at The Career Center to map out a plan!

the career ladder, but not required to get into the field . So, depending on the career field of interest to you, there may not be a right or wrong answer—when and if to attend graduate school depends on your interests and readiness .

Choosing to enter one of the three basic categories of grad-uate school (Ph .D ., Masters, or Professional-commonly law, medicine, or business) is a major career and financial decision . If you are currently ready for all the aspects of that decision and entering another course of study for 1-3 or 5-7 years, then utilize the wealth of knowledge and sage advice that Notre Dame faculty can provide in guiding you to preparing, choosing, and applying to graduate schools . However, if you aren’t completely confident about your readiness for grad-uate school, take some of the following steps to assess this decision:

1 . Talk with professors in the field of study of interest to you

2 . Talk with alumni who pursued a graduate program you are considering

3 . Talk with current Notre Dame graduate students

4 . Talk with a Career Coach at The Career Center

5 . Determine your responses to these questions

• Is an advanced degree required to attain my career goals? If so, what level—professional, Master, or Ph .D .?

• Does my career choice require professional licensing?

• Will graduate or professional school be more valuable to me after I gain some experience in the field?

• Will I be more competitive for top programs after gaining experience?

• Am I ready to immerse myself in an intense study within a specific academic discipline?

• Do I want the career in which the graduate program prepares students to excel?

• Do I love the field enough to narrow my studies and obtain an advanced degree?

Before You Apply

Learn about the importance of accreditation status, faculty research interests, degree level, and program formats . Read articles that provide helpful tips for conducting in-depth research into graduate programs . Explore opportunities offered by different types of programs and determine which features are most important to you . Establish an application timeline to keep you on track and ensure all the elements of your application are completed and submitted on time .

Graduate School Test ing

Standardized testing is a major part of the graduate school application process and may have a huge impact on accep-tance into a program . The GRE is the common assessment for individuals hoping to pursue a graduate degree in humani-ties, social, physical, and biological sciences, the GMAT is a common requirement of those who wish to pursue a business degree, the LSAT is used to assess applicants to law school, and the MCAT is a common requirement for applicants to medical schools . There are other tests admissions commit-tees use to help them assess the abilities of their applicants including GRE subject tests and the TOFEL .

Applying to Graduate School

Most applications require prospective students to obtain 2-3 letters of recommendation, provide standardized testing scores and submit a resume or curriculum vitae (an academic-focused resume) tailored to a graduate school and a personal statement . Some schools may even require applicants to send a letter of intent, and participate in an extensive interview process . Each element of your application will help tell the story of who you are, and how you will contribute to the program .

Develop an understanding of the graduate admissions process . Understand how your application will be measured against program standards as well as how you are likely to compare to other applicants to the program . Decide on the types of programs you will apply to, which degree you want to pursue, and what actions you must take to enhance your chances of getting into your preferred graduate programs . Key elements of the application process may include:

• Essay or Personal Statement and Resume/CV—From the application process through your post-academic career, writing is an essential skill which, if practiced correctly, can give you an advantage over less well-written applicants .

• Interviewing—Medical schools usually conduct inter-views . Prepare for these through the medical mock interview program at The Career Center . Some graduate and law programs require interviews as well . Although questions may be different than an interview for a job, preparing for and practicing your responses is absolutely necessary . Think about scheduling a mock interview for your graduate program or meeting with a Career Coach to strategize your answers .

• Recommendation Letters—Recommendation letters are a key piece of your graduate school application . Selecting an appropriate recommender who knows you personally and will endorse your talents in a positive light may mean the difference between acceptance and rejection .

Portion of Information taken from gradschools.com

Visit careercenter.nd.edu for approximate timetable and additional resources for applying to graduate school

FELLOWSHIPS

If you are interested in a project or research that often also includes an applied component, consider a postgraduate fellowship . These opportunities are available to graduating seniors and are offered in a wide range of areas such as teaching, research, service, and further graduate study .

National fellowships are very competitive, so begin investi-gating opportunities during your sophomore year . The Center for Undergraduate Scholarly Engagement (CUSE) has staff members entirely dedicated to helping you assess, prepare, and compete for these prestigious fellowships . Schedule a meeting with a representative in the Fellowships Office: http://fellows.nd.edu .

The Kellogg Institute for International Studies now offers a postgraduate fellowship that provides a year-long

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international experience . See http://kellogg.nd.edu/students/idf/ index.shtml for more information .

There are numerous other fellowships (non-national) that usually have a project or research component, often last for a year, and may provide a stipend or some type of pay during the fellowship . Some of these are excellent for a research opportunity prior to further specialized study in graduate school . Some allow you to explore a topic in depth, combining both research and field work . Some are focused on a public service component, including public service leadership . CUSE provides a list of other outstanding fellowships in addition to the national fellowships at http://fellows.nd.edu/fellow-ships/other/index.html . Some fellowships are posted on Go IRISH . Idealist .org lists some fellowships as well .

The Career Center can assist you with your fellowship appli-cation process by helping with resume, essay, and interview preparation .

MILITARYAs an ROTC cadet or deciding to pursue Officer Candidate School, your post graduate plans may be set, for at least the first few years after graduation . However, while you are at Notre Dame, don’t miss the opportunity to craft a stellar professional resume and communicate the numerous skills you are gaining through your program to an employer or your supervising officer . Utilize The Career Center while you are here . We have a number of career programs that might interest you .

Career Coaches are happy to meet with students to discuss all post-graduate opportunities .

Writing Your Resume

Types of Resumes

Reverse ChronologicalThis is the most common resume format for college students . A chronological (or reverse chronological) resume organizes information by jobs/experiences in reverse chronological order—with the most recent experiences listed first . This format works well when: • You are seeking an entry-level position • You have a steady history of employment related to the

position you are seeking

Combinat ionThis type of resume organizes information with an emphasis on skills in reverse chronological order . Experiences and skills can be tailored to fulfill the specific requirements of a position . This format works well when: • You want to highlight skills related to specific jobs • You want to emphasize relevant skills and information

that connect your experiences

Funct ionalA functional (or skills-based) resume works well for profes-sionals but not for undergraduates . It organizes information into functional groupings of skills or accomplishments . This format works well when: • You want to demonstrate a clear relationship between

your skills and the position you are seeking • Your experiences are not easily related to the position

you are seeking

Creat iveTypically utilized for applying to design positions, this type of resume does not follow a specific format . A creative resume showcases a student’s design capabilities while delivering key accomplishments in a unique aesthetic .

General Resume Tips • One page—be brief but provide sufficient information • Font size should be between 10-11 pt ., margins

between .5-1 inch . • Consistency and clarity are key in formatting a resume • Utilize strong action verbs to begin your bullet points,

but vary your word choice (See page 30) • Tailor your resume to each position • Include results and accomplishments—quantify when

possible • Emphasize your unique skills (see following list for ideas)

Top 10 Skills Employers Seek in a Candidate for 2016 (from NACE) 1 . Ability to verbally communicate with persons inside and

outside the organization 2 . Ability to work in a team structure 3 . Ability to make decisions and solve problems 4 . Ability to plan, organize, and prioritize work 5 . Ability to obtain and process information 6 . Ability to analyze quantitative data 7 . Technical knowledge related to the job 8 . Proficiency with computer software programs 9 . Ability to create and/or edit written reports 10 . Ability to sell or influence others

• Make your resume stand out—use a personalized heading, bolding, and lines in selective areas

• Print your resume on resume paper found at FedEx office in LaFortune . Preferred colors: ivory or white

• Keep your resume up-to-date with experiences, accom-plishments, GPA

• Have your resume reviewed by a Career Coach or career intern

Resume on Go IRISH • Always have an updated default resume in Go IRISH . The first

resume you upload in Go IRISH will be your default resume • If multiple resumes are created, select a default resume

by clicking the Make Default button . Employers see the default resume when they run resume searches in the resume book

• Check the PDF icon next to the resume title to view and ensure that your resume converted correctly

Common Resume Sect ionsResume sections should be tailored to the position for which you are applying . Many sections are flexible and can be combined to tell your unique story .

Contact Information (Required) • Name—slightly larger font than the rest of your document • Your address (you can use your permanent or campus

address or both) • ND email address and cell phone number (do not list

your home phone number)

Object ive (Opt ional) • If you choose to use an “objective” it should be specific

to the industry and position—a vague objective can do more harm than good

• Using an “objective” is most beneficial when handing out your resume at a general networking situation and/or when someone else is passing your resume on to others

Educat ion (Required) • Should be at the top of your resume • University and location (note—University of Notre Dame

is in Notre Dame, IN not South Bend, IN)

Your resume is often the only sense a recruiter has of you, your abilities, and your accomplishments . Studies show that resumes receive about 20 seconds of a recruiter’s time . Remember, your resume is a piece of paper that represents you . You should not try to include everything you’ve done during your time at Notre Dame—instead, think of your resume as a

document that markets your most applicable skills and experiences to an employer . A well-written resume can help you reach your goal of getting the interview and eventually landing a job or internship .

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Sample List of Act ion Verbsacceleratedaccommodatedaccomplishedaccounted forachievedacquaintedacquiredadaptedaddedadjustedadministeredadvertisedadvisedadvocatedaidedalteredanalyzedanticipatedappliedappraisedapprovedarbitratedarrangedassembledassessedassistedassumedattachedattainedattendedaugmentedauthored

balancedbolstered

briefedbudgetedbuilt

calculatedcataloguedcausedchairedchangedchartedcheckedcirculatedclassifiedcleared upcollaboratedcollectedcombinedcompiledcompletedcomputedcondensedconductedconferredconsolidatedconstructedconsultedcontrolledconvertedconvincedcoordinatedcopiedcorrectedcounseledcountedcreated

critiqued

debateddecideddefineddelegateddelivereddemonstrateddesigneddetacheddetermineddevelopeddeviseddirecteddiscloseddiscovereddispatcheddisplayeddistributeddrafteddramatized

earnededitededucatedelectedeliminatedemployedencouragedenlistedensuredenteredestablishedestimatedevaluated

examinedexecutedexpandedexpeditedexplainedexploredextended

facilitatedfamiliarizedfiledforecastedforesawformulatedfosteredfoundfounded

gainedgatheredgeneratedgovernedgradedgreetedgroupedguaranteed

handledheightenedhelpedhighlighted

identifiedillustratedimplemented

improvedincorporatedincreasedinformedinitiatedinnovatedinspectedinspiredinstructedinterpretedinterviewedinventedinventoriedinvestedinvestigated

joinedjudged

keyed

laminatedlaunchedlecturedleadlearnedledliaisedlogged

maintainedmanagedmarketedmaximizedmeasured

medicatedmergedmodifiedmonitoredmotivated

negotiatednotified

observedobtainedopenedoperatedorchestratedorderedorganized

participatedperceivedperformedpersuadedplannedpreparedpresentedprocessedprocuredproducedprofitedprogrammedprojectedpromotedproofedproposedprovedprovided

publicizedpublishedpurchased

qualified

ratedreceivedrecognizedrecommendedrecordedrecruitedreducedreferredregulatedreorganizedrepairedreplacedreportedrepresentedresearchedresolvedrestoredrestructuredresulted inreturnedrevealedreviewedrevised

savedscheduledscreenedscrutinizedselected

sentservedsetshippedshowedsoldsolvedsoughtspecifiedspokesponsoredstabilizedstartedstoppedstraightenedstreamlinedstrengthenedstudiedsubmittedsuggestedsummarizedsupervisedsupplementedsurpassed

taughtterminatedtestedtrainedtransferred

unifiedupdatedupgradedutilized

• Degree (Bachelor of Arts, Bachelor of Business Administration, Bachelor of Science) and month/year of graduation

• Major(s), and/or minor(s), and any concentration(s) within your major(s) or minor(s) if applicable

• State actual GPA; don’t round up • Include high school for First Year students . Sophomores can

include it if they are returning to hometown for an internship • Study abroad programs or other universities, if applicable,

should be formatted the same as current university

Honors (Opt ional) • Relevant accomplishments, achievements, scholar-

ships or awards that you earned for exceeding average standards in either academics, athletics, or in a work environment

• Honors may also be included under Education as well, instead of listed as a separate section

Relevant Courses (Opt ional) • Consider adding unique courses beyond general or

introductory requirements of your major • Include courses related to your career goals, objective,

and/or skill set in this section—this should NOT be a list of all of the classes you have taken in college

• Relevant coursework can be incorporated into “Education” if you have advanced/specialized course-work related to the industry/position

Experience (Required) • Always include “Core Four”: name of organization, loca-

tion, job title, and dates • Utilize strong action verbs and quantify results when

possible (see below) • Describe the scope and context of a situation and

demonstrate the actions you took and the impact these

had on both the organization (what value did you add?) and yourself (what skills did you develop?)

• Talk about what you learned and the skills you devel-oped, not just the tasks/jobs you performed

• Do not limit “Experience” to jobs or employment, you may also include clubs or project work

Leadership, Act iv i t ies, and Service (Opt ional) • Your resume may contain one or all of these sections and

some can be combined, such as Activities and Service • It is important to list quality over quantity in this section • Only include experiences where you’ve developed skills

relevant to the position • Name the organization, your role/position title, date,

and possibly a bullet describing the skills, responsibili-ties, and/or accomplishments you gained during the experience

Ski l ls (Required) • This section typically includes computer, language,

science/laboratory, and production skills when applicable

• Do not list soft skills in this section—instead incorporate those skills into your experiences to demonstrate how they were developed

Interests (Opt ional) • Certain industries may also like to see an “Interests”

section that includes hobbies and areas of interests that could be discussed in an interview

• Interest sections can be combined with another section such as “Skills” or “Activities”

• Be honest and specific when listing interests—you may be asked about them in an interview!

Resume ChecklistGeneral Format

Yes No

❑ ❑ Is resume an appropriate length? (One page)

❑ ❑ Is first and last name at the top of the page and in bold? Are address, phone number, and email easy to read?

❑ ❑ Does Education follow directly after the contact information?

❑ ❑ Is formatting (e .g . bold, font, bullet sizes, heading styles) consistent throughout the resume? Are the head-ings and statements evenly spaced?

❑ ❑ Are verb tenses present tense for current experiences; past for previous experiences?

❑ ❑ Are there approximately 1-4 state-ments in bulleted format under the Experience section?

Content

Yes No

❑ ❑ If included, does the Objective state-ment clearly state industry, position, and two to three skill sets?

❑ ❑ Does the resume include the applicable headings? Education, Experience, Activities/Leadership/Service, and Skills?

❑ ❑ Does the Education section state offi-cial degree and graduation date? Is the cumulative GPA included if higher than 3 .0? Is my GPA accurate and not rounded up?

❑ ❑ Do the bulleted descriptions demon-strate major accomplishments rather than routine tasks/duties and are they quantifiable when possible?

❑ ❑ Do the bulleted descriptions start with action verbs and demonstrate the use of key skills?

❑ ❑ Is the resume free of personal pronouns (e .g . no references to “I”, “we”, “me”, “us”, “my”)?

❑ ❑ Is the resume completely free from spelling, punctuation, abbreviations, and grammatical errors?

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IN

465

56

Perm

anen

t: 10

000

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bers

tone

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ve •

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hers

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460

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UC

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ION

Uni

vers

ity

of N

otre

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e N

otre

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e, I

NB

ache

lor

of A

rts

| Eng

lish

with

Cre

ativ

e W

ritin

g C

once

ntra

tion

May

20x

xM

inor

s: B

usin

ess

Eco

nom

ics,

Iri

sh S

tudi

es

GPA

: 3.7

/ 4.

0

Cre

ativ

e W

riti

ng in

Ire

land

Pro

gram

D

ublin

, Ire

land

Sele

cted

to s

pend

thre

e w

eeks

in a

n im

mer

sive

cre

ativ

e w

ritin

g co

urse

Ju

ne 2

0xx

Ham

ilton

Sou

thea

ster

n H

igh

Scho

ol

Fish

ers,

IN

GPA

: 4.3

/ 4.

0 | S

AT

: 224

0 | C

lass

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k: 2

7 / 7

37

June

20x

x

HO

NO

RS

Not

re D

ame

Dea

n’s

Lis

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5Fi

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t Poe

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the

Am

eric

an H

igh

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OE

TR

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atio

nal P

oetr

y Q

uart

erly

20x

xA

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hola

r w

ith D

istin

ctio

n 20

xx a

nd 2

0xx

EX

PE

RIE

NC

E“T

he O

rb”

Ham

ilton

Sou

thea

ster

n H

igh

Scho

ol N

ews

Mag

azin

e Fi

sher

s, I

NM

anag

ing

Edi

tor

20x

x-20

xx

• O

vers

aw tr

ansi

tion

from

new

spap

er to

new

s m

agaz

ine

•

Del

egat

ed c

over

age,

art

icle

s, p

hoto

grap

hy, l

ayou

t, an

d de

sign

wor

k

• L

ed s

taff

of

thir

ty in

pro

duct

ion

of s

even

new

s m

agaz

ines

•

Edi

ted

all a

rtic

les

and

layo

uts

befo

re p

rint

ing

New

s E

dito

r 2

0xx-

20xx

•

Wro

te a

nd e

dite

d ar

ticle

s fo

r al

l sec

tions

of

new

spap

er

• Se

lect

ed a

rtic

les

to b

e pr

inte

d in

new

s se

ctio

n

• C

reat

ed p

age

layo

uts

for

new

s se

ctio

n

Teen

Adv

isor

y B

oard

of

Ham

ilton

Eas

t P

ublic

Lib

rary

Fi

sher

s, I

NP

resi

dent

2

0xx-

20xx

•

Led

mee

tings

of

10-1

5 pe

ers

to c

reat

e an

d pl

an li

brar

y ev

ents

and

teen

zon

e re

nova

tions

•

Vol

unte

ered

at l

ibra

ry e

vent

s fo

r te

ens

and

child

ren

EM

PL

OY

ME

NT

Uni

vers

ity

of N

otre

Dam

e Su

mm

er S

chol

ars

Not

re D

ame,

IN

Res

iden

t Cou

nsel

or

Sum

mer

20x

x

• C

oord

inat

ed e

vent

s fo

r su

mm

er s

chol

ars

outs

ide

the

clas

sroo

m

• Su

perv

ised

sec

tion

of s

tude

nts

duri

ng tw

o w

eek

cam

p ex

peri

ence

Fis

hers

YM

CA

of

Gre

ater

Ind

iana

polis

Fi

sher

s, I

NL

ifeg

uard

2

0xx-

20xx

•

Cer

tified

in C

PR a

nd L

ifeg

uard

trai

ning

•

Act

ed a

s m

ain

auth

ority

figu

re in

YM

CA

sw

imm

ing

pool

s

Ent

repr

eneu

rial

Sw

im I

nstr

ucto

r Fi

sher

s, I

NFo

unde

r an

d In

stru

ctor

S

umm

er 2

0xx

•

Cre

ated

sw

im le

sson

s bu

sine

ss, t

each

ing

stro

kes

and

tech

niqu

e in

bac

kyar

d po

ol

• M

anag

ed fi

nanc

es, s

ched

ulin

g, a

nd e

xpan

sion

to o

ver

20 s

tude

nts

aged

3-1

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indi

vidu

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sson

s

AC

TIV

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SC

reat

ive

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ting

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Mus

tard

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lass

ical

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lub

20xx

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rese

ntFe

min

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roup

, “N

otre

Dam

es,”

20x

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pres

ent

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born

Int

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ag F

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all,

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20xx

SKIL

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pute

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Cre

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hop,

and

Mic

roso

ft W

ord,

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erPo

int,

Exc

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angu

age:

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ic S

pani

sh, B

asic

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shC

reat

ive

Wri

ting

: Tw

o un

publ

ishe

d Y

A n

ovel

s; s

ixty

-five

poe

ms

SA

MP

LE R

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Rev

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Ch

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Res

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pla

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the

Sect

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head

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123.

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yan

Hal

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6556

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UC

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U

nive

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Not

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Not

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IN

M

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Fi

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Stud

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PA: 3

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D

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3/2

67

EX

PE

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NC

E

Kild

are’

s, S

outh

Ben

d, I

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Fal

l 20X

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Pre

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oste

ss

• O

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ize

seat

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plan

whi

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atch

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eds

of th

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stom

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with

av

aila

bilit

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spa

ce a

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ness

of

wai

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kitc

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staf

f

D

ream

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tiqu

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outh

Ben

d, I

N

Sum

mer

20X

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Sale

s A

ssoc

iate

•

Prov

ide

a pe

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vel o

f se

rvic

e to

bou

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cus

tom

ers

by s

elec

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m

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mee

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ir s

peci

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pre

fere

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Ass

ist i

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spla

y, p

rici

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rgan

izin

g of

mer

chan

dise

Ja

ne a

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ohn

Doe

, Sou

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end,

IN

S

umm

er 2

0XX

C

hild

Car

e P

rovi

der

•

Supe

rvis

ed th

e sa

fety

and

wel

l-be

ing

of tw

o ch

ildre

n, a

ges

6 an

d 9,

on

a da

ily b

asis

fr

om 2

0-40

hou

rs a

wee

k

• C

oord

inat

ed d

aily

sch

edul

es to

ens

ure

timel

y ar

riva

l for

eac

h ch

ild a

t dif

fere

nt lo

catio

ns

C

amp

Wild

erne

ss, S

outh

Ben

d, I

N

Sum

mer

20X

X

Cou

nsel

or

• C

olla

bora

ted

with

six

cam

p co

unse

lors

to p

lan

and

orga

nize

dai

ly a

ctiv

ities

for

40

new

cam

pers

eac

h w

eek,

age

s 8-

12 y

ears

for

8 w

eeks

•

Enf

orce

d ru

les,

impr

ovis

ed a

ctiv

ities

, and

pro

blem

sol

ved

diffi

cult

situ

atio

ns

F

rost

y’s,

Sou

th B

end,

IN

S

umm

er 2

0XX

Sa

les

Ass

ocia

te

• A

ccom

mod

ated

cus

tom

er n

eeds

by

prov

idin

g pr

oduc

ts in

a f

ast p

aced

en

viro

nmen

t by

dele

gatin

g re

spon

sibi

litie

s w

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am m

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AC

TIV

ITIE

S M

endi

ng M

inds

Clu

b, V

olun

teer

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ber

Spri

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0XX

T

he B

ald

and

Bea

utif

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lub,

Mem

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Spri

ng 2

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Fr

iend

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olun

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Fa

ll 20

XX

H

ope

Min

istr

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unte

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Fall

20X

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SKIL

LS

Lan

guag

e: I

nter

med

iate

Ita

lian

C

ompu

ter:

Mic

roso

ft O

ffice

, Ado

be I

llust

rato

r, Ph

otos

hop

Hi

gh s

choo

l is

opt

iona

l. It

can

be in

clud

ed fo

r yo

unge

r stu

dent

s or

if

you

are

appl

ying

to a

n op

portu

nity

nea

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met

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W

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ea

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ectio

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eri-

ence

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reve

rse

chro

nolo

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der

Expe

ri-en

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like

baby

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tting

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guar

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, an

d ca

mp

coun

selin

g ca

n be

incl

uded

to

high

light

the

skill

s yo

u de

velo

ped

in

thos

e po

sitio

ns

Quan

tify

whe

n po

ssib

le

Jaso

n P

. Win

ches

ter

jwin

@nd

.edu

, (12

3) 4

56-7

890

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pus

Add

ress

Hom

e A

ddre

ss12

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rish

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465

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ED

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AT

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U

nive

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Not

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IN

Bac

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s in

Ara

bic

and

The

olog

y M

ay 2

0xx

GPA

3.3

5/4.

0

Am

eric

an U

nive

rsit

y in

Cai

ro

Cai

ro, E

gypt

Ara

bic

lang

uage

and

Egy

ptia

n cu

lture

imm

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on

Aug

ust 2

0xx

- M

ay 2

0xx

EX

PE

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NC

E

Med

ia

The

Obs

erve

r N

ewsp

aper

N

otre

Dam

e, I

N

R

epor

ter,

Pro

duct

ion

Edi

tor,

Fal

l 20x

x -

Pres

ent

• R

ecei

ved

reco

gniti

on f

or s

ever

al p

ublis

hed

artic

les

on s

tude

nt li

fe is

sues

• E

nsur

e th

e pa

per

is p

rint

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ithou

t err

or th

roug

h at

tent

ion

to d

etai

l

•

Coo

rdin

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with

a te

am o

f 10

sta

ff to

pro

duce

qua

lity

new

s un

der

daily

dea

dlin

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•

Con

duct

inte

rvie

ws

on s

ensi

tive

topi

cs w

ith d

iplo

mac

y an

d st

rate

gic

ques

tions

Ale

rt G

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l Med

ia

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mi,

FL

E

dito

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Ass

ista

nt, S

umm

er 2

0xx

• W

rote

dra

fts

and

edite

d fi

nal a

rtic

les

for

prin

t

•

Plan

ned

an a

nti-

mon

ey la

unde

ring

con

fere

nce

in D

ubai

as

part

of

a m

arke

ting

team

• A

ssis

ted

the

CE

O in

mee

ting

tight

dea

dlin

es a

nd r

espo

ndin

g ta

ctfu

lly to

cal

lers

• C

onta

cted

for

eign

em

bass

y of

fici

als

in W

ashi

ngto

n, D

.C. f

or in

form

atio

nal i

nter

view

s

L

eade

rshi

p T

he A

mer

ican

Uni

vers

ity

in C

airo

C

airo

, Egy

pt

St

uden

t O

rien

tati

on L

eade

r, S

prin

g 20

xx

•

Led

the

orie

ntat

ion

for

400

new

Am

eric

an s

tude

nts

adju

stin

g to

life

in E

gypt

• Pr

esen

ted

sess

ions

on

inte

rcul

tura

l dif

fere

nces

and

Egy

ptia

n so

ciet

y

•

Col

labo

rate

d w

ith f

acul

ty a

nd s

taff

to d

evel

op o

rien

tatio

n st

ruct

ure

and

cont

ent

• U

tiliz

ed A

rabi

c sk

ills

in h

elpi

ng s

tude

nts

nego

tiate

and

acc

limat

e to

Egy

ptia

n lif

e

Cam

pus

Min

istr

y N

otre

Dam

e, I

N

R

etre

at L

eade

r, F

all 2

0xx

- Sp

ring

20x

x

•

Coo

rdin

ated

eff

orts

with

14

othe

r st

uden

ts to

hos

t tw

o re

trea

ts f

or 7

0 fr

eshm

en

•

Faci

litat

ed d

iscu

ssio

n an

d bu

ilt tr

ust a

nd c

omm

unity

with

in a

gro

up o

f 15

stu

dent

s

T

each

ing

Inte

rnat

iona

l Cen

ter

for

Tec

hnol

ogy

Cai

ro, E

gypt

Eng

lish

Tea

cher

, Fal

l 20x

x -

Spri

ng 2

0xx

• T

augh

t beg

inni

ng a

nd c

ontin

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Eng

lish

clas

ses

to d

isad

vant

aged

Cai

ro c

itize

ns

•

Dev

elop

ed c

urri

culu

m ta

ilore

d to

the

stud

ents

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tere

st in

bus

ines

s

Tak

e T

en

Not

re D

ame,

IN

Con

flic

t R

esol

utio

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acil

itat

or, F

all 2

0xx

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ring

20x

x

•

Tau

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onvi

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t dis

pute

res

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skill

s in

a lo

w-i

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sch

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• D

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stro

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CA

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LA

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UA

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Com

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Not

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ER

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CE

Pro

duct

Man

ager

s, M

anso

ur G

roup

, Mar

keti

ng I

nter

n, S

umm

er 2

0xx

C

airo

, Egy

pt

• St

udie

d an

d pr

oduc

ed e

xecu

tive

sum

mar

y on

mar

ketin

g ch

ain

for

Sam

sung

pro

duct

s in

Egy

ptia

n m

arke

t

Put

ubiw

Jun

ior

Seco

ndar

y Sc

hool

, Vol

unte

er, S

umm

er 2

0xx

Putu

biw

, Gha

na

• T

augh

t Eng

lish

and

tech

nolo

gy c

lass

es to

twen

ty-f

ive

7th

and

8th

grad

e E

gypt

ian

stud

ents

• D

raft

ed f

undi

ng p

ropo

sals

for

vill

age

proj

ects

in c

oord

inat

ion

with

Put

ubiw

Stu

dent

s’ U

nion

and

Uni

ted

Plan

et

Wor

ld R

elie

f, V

olun

teer

, Sum

mer

20x

x

Ran

goon

, Uni

on o

f B

urm

a

• P

lann

ed le

sson

s an

d ta

ught

Eng

lish

at s

umm

er c

amp

for

Bur

mes

e re

fuge

e ch

ildre

n

LE

AD

ER

SHIP

and

SE

RV

ICE

Co-

Fou

nder

and

Pre

side

nt, G

ulf

Coa

st A

ctio

n L

eagu

e, A

ugus

t - O

ctob

er 2

0xx

•

Org

aniz

e an

d le

d a

wee

k-lo

ng s

ervi

ce tr

ip o

f 25

stu

dent

s to

New

Orl

eans

for

reb

uild

ing

proj

ects

VO

ICE

Com

mit

tee,

Cen

ter

for

Soci

al C

once

rns,

20x

x -

pres

ent

•

Sele

cted

to s

erve

on

stud

ent a

dvis

ory

boar

d to

enh

ance

the

mis

sion

of

the

Cen

ter

and

prom

ote

stud

ent i

nvol

vem

ent

Co-

Pre

side

nt, N

otre

Dam

e P

eace

Fel

low

ship

, 20x

x -

pres

ent

•

Faci

litat

e re

flec

tive

disc

ussi

on to

pro

mot

e pe

ace

thro

ugh

pray

er a

nd n

onvi

olen

t act

ion

Stud

ent

Lea

ders

hip

Aw

ard,

Stu

dent

Gov

ernm

ent,

Fall

20xx

, Fal

l 20x

x

Soci

al C

once

rns

Com

mis

sion

er, L

ewis

Hal

l, 20

xx-2

0xx

•

Org

aniz

ed d

orm

ser

vice

eve

nts

and

prom

oted

aw

aren

ess

of s

ocia

l jus

tice

issu

es

ND

Vot

es C

omm

issi

oner

, Uni

vers

ity

of N

otre

Dam

e, F

all 2

0xx

•

Focu

sed

on r

egis

trat

ion,

edu

catio

n, a

nd m

obili

zatio

n of

vot

ers

for

the

20xx

Ele

ctio

n

TE

CH

NO

LO

GY

ProQ

uest

, Kee

sing

s, S

SPS,

and

Mic

roso

ft W

ord,

Exc

el, a

nd P

ower

Poin

t

Rev

erse

Ch

ron

olog

ical

wit

h E

mp

has

is o

n R

esea

rch

& I

nte

rnat

ion

al If

you

are

seek

ing

empl

oym

ent w

ith a

gl

obal

com

pany

you

may

ch

oose

to h

ave

an in

ter-

natio

nal s

ectio

n

SA

MP

LE R

ESU

MES

34

UN

IVE

RS

ITY

OF

NO

TR

E D

AM

ET

HE

CA

RE

ER

CE

NT

ER


35

UN

IVE

RS

ITY

OF

NO

TR

E D

AM

ET

HE

CA

RE

ER

CE

NT

ER


SA

MP

LE R

ESU

MES

Rev

erse

Ch

ron

olog

ical

wit

h E

mp

has

is o

n I

nve

stm

ent

Ban

kin

g

Mic

hael

H. G

rave

sC

ampu

s Add

ress

: 495

Keo

ugh

Hal

l, N

otre

Dam

e, IN

465

56 |

(574

) 123

-456

7 | m

grav

es@

nd.e

du

Educ

atio

nU

nive

rsit

y of

Not

re D

ame,

Not

re D

ame,

IN

May

20x

xBa

chel

or o

f Bus

ines

s Adm

inist

ratio

n B

usin

ess

GP

A: 3

.90/

4.0

Maj

or:

Fina

nce

Se

cond

Maj

or:

Hist

ory

Cum

ulat

ive

GP

A:

3.80

/4.0

Bloo

mbe

rg C

ertif

icatio

n in

bot

h Eq

uitie

s & F

ixed

Inco

me S

ecur

ities

Dea

n’s L

ist 2

0xx

– Pr

esen

t

Expe

rien

ceSo

rin

Cap

ital

, Gre

enw

ich,

CT

Su

mm

er 2

0xx

Su

mm

er A

nalys

t

•

Anal

yzed

a p

ortfo

lio o

f 15

com

mer

cial

pro

pert

ies u

sing

inco

me

and

com

para

ble

met

hods

of v

alua

tion

such

as D

CF

and

capi

taliz

atio

n ra

tes t

o bu

ild a

ssum

ptio

ns th

at h

elpe

d to

max

imize

the

retu

rn o

n in

vestm

ent

• C

olla

bora

ted

with

the

prin

cipa

l man

ager

to o

utlin

e a

deta

iled

timel

ine

for c

reat

ing

and

distr

ibut

ing

unre

giste

red

secu

ritie

s to

accr

edite

d in

vesto

rs in

effo

rts t

o ra

ise $

50 m

illio

n to

inve

st in

dist

ress

ed c

omm

erci

al re

al e

state

• Bu

ilt d

etai

led

oper

atin

g m

odel

s, re

sear

ched

risk

fact

ors a

nd c

ompe

titor

s, an

d co

mpl

eted

var

ious

task

s for

ana

lysts

to a

ssist

them

with

thei

r co

vera

ge u

nive

rses

Mor

ning

star

Cap

ital

, Chi

cago

, IL

Sum

mer

20x

x

Inve

stmen

t Ana

lyst I

nter

n

•

Dev

elop

ed st

rate

gic

finan

cial

pla

ns fo

r pro

spec

tive

clie

nts t

hat a

re n

ow b

eing

use

d by

the

mar

ketin

g gr

oup

to m

ake

finan

cial

pro

posa

ls an

d re

com

men

datio

ns to

pro

spec

tive

clie

nts,

and

has,

thus

far,

resu

lted

in th

e co

nver

sion

of si

x pr

ospe

cts t

o cl

ient

s

•

Con

cept

ualiz

ed a

nd d

esig

ned

an in

nova

tive

spre

adsh

eet i

llustr

atin

g m

onth

ly tr

adin

g ac

tivity

whi

ch h

as b

een

impl

emen

ted

by th

e in

vestm

ent

com

mitt

ee a

s a to

ol in

mak

ing

port

folio

and

inve

stmen

t dec

ision

s

•

Res

earc

hed

an u

pdat

ed c

ost b

asis

for e

ach

secu

rity

held

in th

e cl

ient

por

tfolio

s, w

hich

stre

amlin

ed th

e cl

ient

por

tfolio

dat

abas

e an

d al

low

ed

clie

nts t

o m

ake

bette

r inf

orm

ed ta

x-ba

sed

deci

sions

Wal

l Str

eet P

rep

Mod

elin

g Se

min

ar, N

otre

Dam

e, IN

Sp

ring

20xx

M

&A

and

LBO

Val

uatio

n

•

Com

plet

ed a

n in

tens

ive

two-

day

even

t cov

erin

g ap

plic

atio

ns o

f Acc

retio

n &

Dilu

tion

and

LBO

mod

els

• C

onstr

ucte

d m

odel

s fro

m sc

ratc

h th

roug

h ap

plic

atio

n of

val

uatio

n co

ncep

ts in

clud

ing

EBID

A, E

nter

prise

Val

ue, W

ACC

, and

Tre

asur

y St

ock

Met

hod

thro

ugh

finan

cial

stat

emen

t ana

lysis

and

app

lied

corp

orat

e fin

ance

Lead

ersh

ipN

otre

Dam

e En

trep

rene

ursh

ip S

ocie

ty, N

otre

Dam

e, IN

Ja

nuar

y 20

xx-P

rese

nt

Co-

Dire

ctor o

f Cas

e Stu

dy C

halle

nge

• Le

ad th

e m

arke

ting

cam

paig

n fo

r a k

eyno

te sp

eake

r add

ress

to th

e cl

ub b

y C

had

Tro

utw

ine,

CEO

of V

erita

s Pre

p an

d Fo

rbes

Mag

azin

e’s

“200

2 Fu

ture

Cap

italis

t of t

he Y

ear”

(100

stud

ents

proj

ecte

d to

atte

nd)

• Pa

rtic

ipat

e in

soci

ety

even

ts, re

crui

ting

near

ly 5

0 of

the

200

new

mem

bers

this

year

Stud

ent I

nter

nati

onal

Bus

ines

s C

ounc

il, N

otre

Dam

e, IN

Fa

ll 20

xx

Lead

er o

f Lev

erag

ed B

uyou

t Gro

up

•

Gui

ded

team

to c

reat

e pi

tch

book

with

exe

cutiv

e su

mm

ary

and

finan

cial

mod

el fo

r hom

e he

alth

care

com

pany

• D

eter

min

ed re

venu

e an

d EB

IDA

driv

ers w

ithin

indu

stry

and

geog

raph

ic re

gion

of o

pera

tion

• Pr

esen

ted

and

defe

nded

fina

l pro

ject

, whi

ch c

onsis

ted

of re

sear

ch su

mm

ary,

pro

ject

ions

, and

fina

l buy

out p

rice,

to p

rivat

e eq

uity

par

tner

s at

GT

CR

in C

hica

go a

t end

of s

emes

ter

Fina

nce

Clu

b, C

hica

go, I

L Fa

ll Br

eak

20xx

Ex

tern

ship

• V

isite

d C

hica

go o

ffice

s of C

iti, C

redi

t Sui

sse,

Gol

dman

Sac

hs, H

oulih

an L

okey

, Mor

gan

Stan

ley,

UBS

, Will

iam

Bla

ir to

lear

n ab

out a

nd

disti

ngui

sh th

eir u

niqu

e cu

lture

s, m

arke

t cov

erag

e, a

nd a

naly

st’s r

oles

and

opp

ortu

nitie

s

Com

mun

ity

Serv

ice

and

Acti

viti

esAt

hlet

e/Clu

b Se

cret

ary,

Not

re D

ame

Rug

by C

lub,

Not

re D

ame,

IN

Augu

st 20

xx-P

rese

nt

•

Com

pete

on

the

vars

ity ru

gby

squa

d ag

ains

t Div

ision

I sc

hool

s as a

win

g an

d sc

rum

half

• R

efor

med

the

proc

ess f

or g

athe

ring

med

ical

info

rmat

ion

lead

ing

to a

n ef

ficie

nt a

nd o

rgan

ized

reco

rds s

yste

m

Tut

or, N

otre

Dam

e C

ente

r fo

r So

cial

Con

cern

s, N

otre

Dam

e, IN

Au

gust

20xx

-Pre

sent

• Pa

rtic

ipat

ed in

the

Cha

rles B

lack

afte

r-sc

hool

pro

gram

for u

nder

priv

ilege

d ch

ildre

n

•

Assis

ted

twel

ve c

hild

ren

with

thei

r hom

ewor

k, h

elpe

d th

em d

evel

op sk

ills,

and

acte

d as

a ro

le m

odel

Parti

cipan

t, A

ppal

achi

a Se

rvic

e P

roje

ct, W

est V

irgin

ia a

nd T

enne

ssee

Fa

ll Br

eak

20xx

, 20x

x

•

Rep

aire

d ho

mes

for s

ever

al im

pove

rishe

d fa

mili

es

Inte

rest

s &

Skil

ls

•

Tec

hnica

l – P

rofic

ient

in M

icro

soft

Offi

ce a

nd P

rogr

amm

ing

Lang

uage

s C++

, CSS

, PH

P, H

TM

L

•

Inte

rests

– G

olf

| Web

Dev

elop

men

t and

mar

ketin

g | E

lem

enta

ry E

duca

tion

Ref

orm

| R

an in

the

Hol

y H

alf M

arat

hon

| Jaz

z m

usic

|

Fl

y Fi

shin

g | R

eadi

ng th

e C

lass

ics,

incl

udin

g th

ose

by H

emin

gway

& T

olsto

y | M

cKni

ght a

nd W

ylan

d Ar

t

It is

pe

rmis

sibl

e to

pre

sent

GP

A in

diff

eren

t man

ners

and

sh

ow o

ther

dat

a th

at d

emon

stra

tes

quan

titat

ive

skill

s.

Use

“act

ion”

ver

bs a

s th

e fir

st w

ord

of b

ulle

t poi

nts,

and

giv

e re

sults

w

here

ver p

ossi

ble.

Show

exp

osur

e to

key

indu

stry

pa

ram

eter

s su

ch a

s DC

F, EB

IDA,

and

LBO

.

Inte

rest

s ca

n sh

ow

that

you

are

an

intri

guin

g pe

rson

with

di

vers

ified

inte

rest

s.

You

need

to d

emon

-st

rate

a p

assi

on fo

r fina

ncia

l mar

kets

by

show

ing

invo

lvem

ent.

Em

ily M

arie

O’C

onno

r11

7 L

ewis

Hal

l, N

otre

Dam

e, I

N 4

6656

| ec

onno

r43@

nd.e

du |

(574

) 12

3-45

67

Ed

uca

tio

n

Uni

ver

sity

of

No

tre

Dam

e, N

otre

Dam

e, I

N

May

20x

xB

ache

lor

of B

usin

ess

Adm

inis

trat

ion

in F

inan

ce

GPA

: 3.5

0/4.

0

Mar

ist

Hig

h S

cho

ol,

Lou

isvi

lle, K

Y

May

20x

xR

anke

d in

Top

5%

of

Cla

ss

GPA

: 3.8

7/4.

00

Exp

erie

nce

Inte

rna

tio

nal

Mar

ket

Wat

ch, N

otre

Dam

e, I

N

Spri

ng 2

0xx-

Pre

sent

G

roup

Lea

der

•

Ana

lyze

maj

or e

cono

mic

tren

ds a

nd e

vent

s ac

ross

fou

r ge

ogra

phic

reg

ions

incl

udin

g bo

th d

evel

oped

and

em

ergi

ng e

cono

mie

s,

culm

inat

ing

in w

eekl

y pr

esen

tatio

ns a

nd d

iscu

ssio

n pa

nels

•

Deb

ate

mac

ro-i

nves

tmen

t ide

as w

ithin

dif

fere

nt a

sset

cla

sses

, inc

ludi

ng e

quiti

es, i

nter

est r

ates

, and

for

eign

exc

hang

e, a

fter

di

scus

sing

mar

ket t

rend

s an

d pr

edic

ting

thei

r im

pact

on

the

glob

al e

cono

my

Und

erg

rad

uat

e W

om

en I

n B

usi

ness

, Not

re D

ame,

IN

F

all

20xx

-Pre

sent

C

onfe

renc

e C

omm

itte

e M

embe

r

• Pa

rtic

ipat

e in

bim

onth

ly m

eetin

gs, p

rese

ntat

ions

, and

men

tors

hip

prog

ram

s as

wel

l as

part

ners

hips

with

oth

er c

lubs

•

Tra

vele

d to

Rob

ert W

. Bai

rd’s

off

ice

in C

hica

go to

mee

t num

erou

s fe

mal

e as

soci

ates

and

exe

cutiv

es a

nd le

arn

mor

e ab

out

care

ers

at th

e fi

rm a

nd in

fin

ance

Tr

adin

g F

loo

rs,

New

Yor

k, N

Y

Oct

ober

20x

x

Job

Shad

ow P

arti

cipa

nt

• Sa

t on

the

equi

ties

and

fixe

d in

com

e tr

adin

g fl

oors

at J

.P. M

orga

n, B

ank

of A

mer

ica,

Cre

dit S

uiss

e, a

nd G

oldm

an S

achs

dur

ing

Not

re D

ame’

s fa

ll br

eak

UB

S W

ealt

h M

anag

emen

t, C

hic

ago,

IL

Su

mm

er 2

0xx

Su

mm

er I

nter

n

• C

onst

ruct

ed a

nd r

evie

wed

por

tfol

ios

to m

eet t

he s

peci

fic

fina

ncia

l nee

ds o

f cl

ient

s by

taki

ng in

to a

ccou

nt r

isk

aver

sion

and

liq

uidi

ty n

eeds

•

Scru

tiniz

ed m

acro

and

mic

roec

onom

ic r

elea

ses

in o

rder

to f

orm

an

over

all o

utlo

ok o

n ho

w d

iffe

rent

ass

et c

lass

es w

ould

pe

rfor

m in

the

near

-, m

id-,

and

long

-ter

m ti

mef

ram

es

• Pr

ovid

ed s

uppo

rt f

or in

tern

al s

ales

team

by

help

ing

clie

nts

man

age

risk

whi

le e

nhan

cing

ret

urns

thro

ugh

diff

eren

t str

uctu

red

prod

uct o

ppor

tuni

ties

LE

AD

ER

SHIP

& E

MP

LO

YM

EN

T

No

tre

Dam

e E

ck V

isit

or

’s C

ente

r, N

otre

Dam

e, I

N

Fal

l 20

xx-P

rese

nt

Tou

r G

uide

& D

esk

Rec

epti

onis

t

• R

epre

sent

Not

re D

ame

by p

rese

ntin

g th

e U

nive

rsity

in a

pos

itive

ligh

t whi

le g

ivin

g di

rect

ions

and

ans

wer

ing

phon

e ca

lls

• L

ead

hist

oric

al to

urs

of c

ampu

s w

hile

add

ing

pers

onal

sto

ries

of

cam

pus

expe

rien

ces

Lew

is H

all

Ath

leti

cs, N

otre

Dam

e, I

N

Fal

l 20

xx-F

all

20xx

A

thle

tics

Com

mis

sion

er

• C

oord

inat

ed m

onth

ly h

all e

vent

s to

fos

ter

and

stre

ngth

en d

orm

uni

ty a

nd s

choo

l spi

rit

Car

din

als

Co

unt

ry

Clu

b, L

ouis

vill

e, K

Y

Sum

mer

20x

x

Lif

egua

rd

• M

onito

red

pool

are

a fo

r vi

olat

ions

and

pot

entia

l haz

ardo

us s

ituat

ions

, and

ass

iste

d in

the

mai

nten

ance

of

the

pool

are

a

• In

stru

cted

and

sup

ervi

sed

inst

ruct

iona

l pro

gram

s fo

r al

l lev

els

on s

trok

e te

chni

que

SKIL

LS

& I

NT

ER

EST

S

T

echn

ical

Ski

lls:

Blo

ombe

rg C

ertif

ied

in E

quiti

es a

nd F

ixed

Inc

ome

Secu

ritie

s, P

rofi

cien

t in

Mic

roso

ft O

ffic

e

Inte

rest

s: W

ater

ski

ing,

trai

l bik

ing,

dis

tanc

e ru

nnin

g, b

lack

jack

, Ita

lian

oper

a, h

uman

e so

ciet

y

Rev

erse

Ch

ron

olog

ical

wit

h E

mp

has

is o

n S

ales

an

d T

rad

ing

You

need

to d

emon

-st

rate

an

inte

rest

in th

e m

arke

ts

Your

exp

eri-

ence

s sh

ould

hig

hlig

ht y

our

lead

ersh

ip a

nd p

eopl

e sk

ills.

An

outg

oing

pe

rson

ality

is k

ey

Havi

ng

a Bl

oom

berg

Cer

tifica

tion

is

impo

rtant

for a

ny tr

adin

g po

sitio

n

This

is th

e ar

ea to

sho

wca

se y

our

dive

rse

inte

rest

s an

d pa

ssio

ns

SA

MP

LE R

ESU

MES

Rev

erse

Ch

ron

olog

ical

wit

h E

mp

has

is o

n C

onsu

ltin

g

Mol

ly I

rish

5464

6 Ir

ish

Cro

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gs L

ane

• So

uth

Ben

d, I

N 4

6637

• 3

33-2

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111

• m

iris

h@nd

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ED

UC

AT

ION

Uni

vers

ity

of N

otre

Dam

e, N

otre

Dam

e, I

N

May

20x

xB

ache

lor

of A

rts,

Dou

ble

Maj

ors:

Int

erna

tiona

l Eco

nom

ics-

Span

ish

and

Eng

lish

GPA

: 3.8

7/4.

00

Dea

n’s

Lis

t Fal

l 20x

x-Fa

ll20x

x

Fun

daci

ón O

rteg

a y

Gas

set,

Tol

edo,

Spa

in

Spri

ng 2

0xx

GPA

: 4.0

/4.0

INT

ER

NSH

IPS

Hur

on C

onsu

ltin

g G

roup

, Chi

cago

, IL

Su

mm

er 2

0xx

Hea

lthc

are

Sum

mer

Bus

ines

s A

naly

st

• A

ssis

ted

in o

n-si

te im

plem

enta

tion

of C

entr

aliz

ed P

atie

nt A

cces

s Se

rvic

es f

or h

ospi

tal n

etw

ork

in C

orpu

s C

hris

ti, T

exas

•

Com

plet

ed ti

me

stud

ies

of n

ewly

impl

emen

ted

proc

esse

s, v

alid

atin

g re

port

ing

met

rics

with

Hur

on p

roje

ct te

am

• E

xpla

ined

rep

ortin

g to

ol to

clie

nt d

irec

tor,

cre

ated

trai

ning

pla

ns, a

nd u

pdat

ed a

ll cl

ient

gui

des

•

Won

inte

rn c

ase

com

petit

ion

with

team

of

5 in

tern

s

U.S

. Sec

urit

ies

and

Exc

hang

e C

omm

issi

on, W

ashi

ngto

n, D

.C.

Sum

mer

20x

xSu

mm

er C

olle

ge H

onor

s In

tern

, Off

ice

of E

duca

tion

and

Adv

ocac

y

• C

olla

bora

ted

with

fin

anci

al a

genc

ies

such

as

the

Com

mod

ities

Fut

ures

Tra

ding

Com

mis

sion

, the

Dep

artm

ent o

f th

e T

reas

ury,

an

d th

e Fe

dera

l Res

erve

to c

oord

inat

e a

conf

eren

ce e

duca

ting

teac

hers

on

the

fina

ncia

l mar

ket

•

Org

aniz

ed c

onfe

renc

e op

erat

ions

incl

udin

g em

ailin

g ap

plic

ants

, coo

rdin

atin

g sp

eake

rs, a

rran

ging

cat

erin

g an

d tr

ansp

orta

tion,

an

d cr

eatin

g pr

ogra

m m

ater

ial

LE

AD

ER

SHIP

Adv

isor

y B

oard

Mem

ber,

Con

sult

ing

Con

sort

ium

Fa

ll 20

xx-P

rese

nt

• In

vite

d to

boa

rd to

adv

ise

stud

ents

inte

rest

ed in

con

sulti

ng a

bout

the

wor

k, li

fest

yle,

and

rec

ruitm

ent p

roce

ss

• A

ssis

t con

sort

ium

lead

ersh

ip w

ith e

vent

s an

d pr

ojec

ts, s

uch

as th

e cr

eatio

n of

a N

otre

Dam

e ca

se p

repa

ratio

n bo

okle

tP

roje

ct C

oord

inat

or, D

eloi

tte

Cas

e C

ompe

titi

on

Spri

ng 2

0xx

•

Gui

ded

team

of

eigh

t stu

dent

s in

ana

lyzi

ng, e

valu

atin

g, a

nd p

repa

ring

pre

sent

atio

n fo

r a

Mer

gers

& A

cqui

sitio

ns c

ase

stud

y

• W

on 2

nd P

lace

am

ong

20 o

ther

team

s fo

r ex

tens

ive

rese

arch

and

pre

sent

atio

n cl

arity

and

sty

leD

ean’

s F

ello

w, T

reas

urer

, Col

lege

of

Art

s an

d L

ette

rs

Spri

ng 2

0xx-

Pres

ent

•

End

orse

d by

fac

ulty

and

acc

epte

d by

the

Fello

ws

•

Prov

ide

oppo

rtun

ities

and

sup

port

for

stu

dent

s to

bec

ome

acad

emic

ally

and

cul

tura

lly e

ngag

ed in

eve

nts

on c

ampu

sC

hair

pers

on, S

opho

mor

e C

lass

Cou

ncil

Edu

cati

on C

omm

itte

e

20xx

-20x

x

• D

irec

ted

com

mitt

ee in

org

aniz

ing

even

ts to

enr

ich

the

acad

emic

live

s of

Not

re D

ame

stud

ents

•

Des

igne

d Pr

ofes

sor-

Stud

ent c

offe

e ho

use

seri

es to

enc

oura

ge c

onve

rsat

ion

betw

een

facu

lty a

nd s

tude

nts

in a

rel

axed

set

ting

Pro

ject

Lea

der,

Mem

ber,

Stu

dent

Int

erna

tion

al B

usin

ess

Cou

ncil

2

0xx-

20xx

•

Led

pro

ject

s to

ass

ess

a co

mpa

ny, i

dent

ify

mea

ns to

add

val

ue to

the

com

pany

, and

cre

ate

a re

com

men

datio

n fo

r im

prov

emen

t

• Pr

epar

ed a

naly

ses

on p

roje

cts

spon

sore

d by

The

Bos

ton

Con

sulti

ng G

roup

, McK

inse

y &

Com

pany

, and

Gol

dman

Sac

hs

• T

rave

led

with

team

to G

oldm

an S

achs

to p

rese

nt a

naly

sis

EX

PE

RIE

NC

E

Uni

vers

ity

of N

otre

Dam

e, N

otre

Dam

e, I

N

Spri

ng 2

0xx-

Pres

ent

Wri

ting

Cen

ter

Tut

or

• R

ecom

men

ded

by f

acul

ty to

tuto

r un

derg

radu

ate

and

grad

uate

stu

dent

s in

aca

dem

ic, e

ssay

and

for

mal

wri

ting

•

Pres

ente

d at

Nat

iona

l Cou

ncil

on P

eer

Tut

orin

g in

Wri

ting

(NC

PTW

) C

onfe

renc

e in

Oct

ober

20x

x in

Orl

ando

, FL

•

Rec

eive

d $1

000

gran

t fro

m N

otre

Dam

e an

d $1

50 g

rant

fro

m N

CPT

W to

con

duct

res

earc

h an

d tr

avel

to c

onfe

renc

e

Nor

dstr

om, T

yson

’s C

orne

r, V

A

Sum

mer

20x

xSa

les

Ass

ocia

te, M

en’s

Spo

rtsw

ear

•

Eff

ectiv

ely

oper

ated

Nor

dstr

om’s

PO

S sy

stem

, ear

ned

wag

es o

n co

mm

issi

on

SKIL

LS

& I

NT

ER

EST

S

Tec

hnic

al:

Mic

roso

ft W

ord,

Exc

el, P

ower

Poin

t, A

cces

s; S

TA

TA

| L

angu

age:

Adv

ance

d Sp

anis

h sp

eaki

ng a

nd w

ritin

gIn

tere

sts:

Dra

win

g an

d pa

intin

g | T

rave

ling

abro

ad |

Rea

ding

his

tori

cal f

ictio

n | A

lpin

e sk

iing

| Run

ning

| Pi

ano

High

light

co

ncen

tratio

ns o

r co

urse

wor

k

High

light

co

mpe

titio

n or

ca

se w

ork

KR

IST

EN

KE

LL

Y

Scho

ol A

ddre

ss:

kkel

ly@

nd.e

du

Perm

anen

t Add

ress

:10

000

Ced

ar S

tree

t (5

74)

123-

4567

20

000

Sham

rock

Dri

veSo

uth

Ben

d, I

N 4

6637

Gre

enca

stle

, IN

400

00

ED

UC

AT

ION

U

NIV

ER

SIT

Y O

F N

OT

RE

DA

ME

N

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Dam

e, I

N

Mas

ter

of S

cien

ce in

Acc

ount

ancy

M

ay 2

018

B

ache

lor

of B

usin

ess

Adm

inis

trat

ion

May

201

7

Maj

or:

Acc

ount

ancy

; M

inor

: Pe

ace

Stud

ies

Cum

ulat

ive

GPA

: 3.3

9/4.

00

N

OT

RE

DA

ME

LO

ND

ON

PR

OG

RA

M

Lon

don,

Eng

land

St

udy

Abr

oad,

Int

erna

tiona

l Bus

ines

s C

ertif

icat

e Fa

ll 20

15

HO

NO

RS

Indi

ana

CPA

Soc

iety

Sch

olar

ship

Win

ner

L

illy

Com

mun

ity F

ound

atio

n Sc

hola

r

Whi

rlpo

ol S

ons

and

Dau

ghte

rs S

chol

arsh

ip W

inne

r

Bet

a A

lpha

Psi

Mem

ber

EX

PE

RIE

NC

E

Cro

we

Hor

wat

h, L

LP

In

dian

apol

is, I

N

Fed

eral

Tax

Int

ern

June

-Aug

ust 2

016

•

Prep

ared

per

sona

l, bu

sine

ss, a

nd n

ot-f

or-p

rofi

t tax

for

ms

and

retu

rns

•

Com

pile

d re

sear

ch f

or s

peci

fic

tax

posi

tions

, inc

ludi

ng F

IN 4

8 su

ppor

t

• A

ssis

ted

with

res

earc

h fo

r cl

ient

pro

spec

ting

proj

ects

•

Wro

te m

emor

anda

det

ailin

g co

nseq

uenc

es o

f co

rpor

ate

rest

ruct

urin

g pl

ans

T

ax A

ssis

tanc

e P

rogr

am

Mis

haw

aka,

IN

V

olun

teer

Tax

Pre

pare

r Ja

nuar

y-A

pril

2016

•

Prep

ared

per

sona

l inc

ome

tax

retu

rns

for

Sout

h B

end/

Mis

haw

aka

com

mun

ity

• G

aine

d fa

mili

arity

with

IR

S fo

rms

and

read

ing

tax

code

•

Dev

elop

ed p

rofe

ssio

nal s

kills

of

resp

onsi

bilit

y, c

lient

ser

vice

, and

con

fide

ntia

lity

B

BD

O E

urop

e L

ondo

n, U

K

Spec

ial

Pro

ject

s A

ssis

tant

, Con

trol

ler’

s T

eam

Se

ptem

ber-

Dec

embe

r 20

15

• Pr

oces

sed

taxa

ble

bene

fits

thro

ugh

anal

ysis

of

expe

nse

clai

ms

and

curr

ent p

olic

y

• C

alcu

late

d ba

lanc

es a

nd is

sued

invo

ices

to a

genc

ies

•

Org

aniz

ed s

uppl

ier

invo

ices

and

upd

ated

ref

eren

ce to

ref

lect

pay

men

ts

LE

AD

ER

SHIP

G

reen

cast

le C

omm

unit

y Sc

hool

Cor

pora

tion

G

reen

cast

le, I

N

Hum

an R

esou

rces

Int

ern

May

-Jul

y 20

15

• Pr

epar

ed e

mpl

oyee

mai

lings

and

info

rmat

ion

pack

ets

for

new

hir

es

• Pr

oces

sed

empl

oym

ent v

erif

icat

ion

and

loan

for

give

ness

for

ms

•

Upd

ated

em

ploy

ee d

atab

ase

and

wor

ked

to e

limin

ate

exce

ssiv

e us

age

of p

aper

•

Gai

ned

expo

sure

to th

e in

tern

al f

unct

ioni

ng o

f a

gove

rnm

ent-

fund

ed o

ffic

e

R

yan

Hal

l N

otre

Dam

e, I

N

Res

iden

t A

ssis

tant

A

ugus

t 201

6-M

ay 2

017

•

Supe

rvis

ed th

e sa

fety

and

wel

l-be

ing

of 2

67 h

all r

esid

ents

•

Tra

ined

to h

andl

e em

erge

ncie

s, c

onfl

icts

, and

dor

m m

anag

emen

t

• Se

rved

as

tem

pora

ry h

all p

resi

dent

, jud

icia

l com

mis

sion

er, a

nd o

n or

ient

atio

n st

aff

AC

TIV

ITIE

S T

utor

, Not

re D

ame

Aca

dem

ic S

ervi

ces

for

Stud

ent-

Ath

lete

s

Stud

ent

Ass

ista

nt, N

otre

Dam

e L

ondo

n U

nder

grad

uate

Pro

gram

SER

VIC

E

Vol

unte

er R

ecep

tion

ist,

Am

eric

an R

ed C

ross

, Sou

th B

end,

IN

Si

te-l

eade

r, U

rban

Plu

nge,

Ind

iana

polis

, IN

P

arti

cipa

nt, A

ppal

achi

a Se

min

ar, D

avid

, KY

Rev

erse

Ch

ron

olog

ical

wit

h E

mp

has

is o

n A

ccou

nti

ng

If ap

plic

able

, pu

t CPA

elig

ible

w

ith 1

50 h

ours

co

mpl

eted

by

seni

or y

ear

36

UN

IVE

RS

ITY

OF

NO

TR

E D

AM

ET

HE

CA

RE

ER

CE

NT

ER


37

UN

IVE

RS

ITY

OF

NO

TR

E D

AM

ET

HE

CA

RE

ER

CE

NT

ER


SA

MP

LE R

ESU

MES

Lau

ra

A. A

nder

son

laur

aa@

nd.e

du, (

574)

123

-456

7

Cur

rent

Add

ress

: 100

0 B

ulla

Roa

d, S

outh

Ben

d, I

N 4

6637

Perm

anen

t Add

ress

: 200

00 W

estd

ale

Dri

ve, B

urlin

gton

, VT

054

01

OB

JEC

TIV

E

To

obta

in a

mec

hani

cal e

ngin

eeri

ng p

ositi

on in

the

heal

thca

re in

dust

ry u

tiliz

ing

co

mm

unic

atio

n, p

roje

ct m

anag

emen

t, an

d pr

oble

m s

olvi

ng s

kills

ED

UC

AT

ION

U

nive

rsit

y of

Not

re D

ame

Not

re D

ame,

IN

B

ache

lor

of S

cien

ce

May

20x

x

Maj

or: M

echa

nica

l Eng

inee

ring

G

PA: 3

.29/

4.0

U

nive

rsit

y of

Not

re D

ame

Lon

don

Pro

gram

L

ondo

n, E

ngla

nd

Inte

rnat

iona

l Stu

dies

Fa

ll 20

xx

INT

ER

NSH

IP

Gen

eral

Ele

ctri

c H

ealt

hcar

e W

auke

sha,

WI

Se

rvic

e E

ngin

eer

Sum

mer

20x

x

• L

ed s

ix-p

erso

n cr

oss-

func

tiona

l tea

m to

dev

elop

and

impl

emen

t a m

agne

tic r

eson

ance

(M

R)

syst

em p

acka

ging

con

figu

ratio

n w

hich

red

uced

ann

ual m

ater

ials

and

labo

r co

sts

by ~

$150

K

• St

ream

lined

MR

cal

ibra

tion

proc

ess

by d

rivi

ng in

tegr

atio

n of

new

ser

vice

tool

s an

d

rest

ruct

urin

g th

e pr

oces

s fl

ow to

red

uce

theo

retic

al M

R in

stal

latio

n tim

e by

sev

en p

erce

nt

• A

pplie

d le

an p

rinc

iple

s in

dev

elop

ing

new

inst

alla

tion

proc

ess

for

MR

equ

ipm

ent,

resu

lting

in

~$1

00K

cos

t red

uctio

n an

d 83

% in

stal

latio

n tim

e re

duct

ion

•

Con

duct

ed o

n-si

te a

udit

of M

R s

yste

m in

stal

latio

n to

pro

vide

a b

asel

ine

for

va

lidat

ion

of u

pcom

ing

life

cycl

e st

agin

g pi

lot

EX

PE

RIE

NC

E

Ort

hope

dic

Bio

mec

hani

cs L

abor

ator

y N

otre

Dam

e, I

N

Und

ergr

adua

te R

esea

rch

Ass

ista

nt

Spri

ng/F

all 2

0xx-

pres

ent

•

Exe

cute

fir

st p

hase

res

earc

h an

d de

sign

of

bio-

mim

etic

men

iscu

s im

plan

t, hu

man

kne

e

• C

olla

bora

te w

ith u

nder

grad

uate

team

to a

dapt

des

ign

of m

inim

ally

inva

sive

impl

ant,

hu

man

hip

, for

sm

all-

scal

e te

stin

g an

d to

dev

elop

live

-bon

e an

alys

is p

roce

dure

for

sm

all-

scal

e im

plan

t pro

toty

pes

C

olle

ge o

f E

ngin

eeri

ng

Not

re D

ame,

IN

P

eer

Men

tor

Fall

20xx

-pre

sent

•

Inst

ruct

and

adv

ise

25 s

tude

nts

on th

e co

ncep

ts o

f In

trod

uctio

n to

Eng

inee

ring

Sys

tem

s

• D

esig

n an

d m

aint

ain

sect

ion

web

page

LE

AD

ER

SHIP

V

ice

Pre

side

nt, J

oint

Eng

inee

ring

Cou

ncil

20xx

-20x

x A

cade

mic

Yea

r

Rep

rese

ntat

ive,

Lon

don

Stud

ent A

dvis

ory

Cou

ncil

20xx

-20x

x A

cade

mic

Yea

r

Spea

ker

Com

mit

tee

Cha

ir, S

ocie

ty o

f W

omen

Eng

inee

rs

Spri

ng 2

0xx

AC

TIV

ITIE

S C

aree

r F

air

Com

mit

tee

Mem

ber,

Eng

inee

ring

Ind

ustr

y D

ay

Fall

20xx

V

olun

teer

, App

alac

hia

Spri

ng B

reak

Ser

vice

Lea

rnin

g Se

min

ar

Spri

ng 2

0xx

A

dmis

sion

s A

mba

ssad

or, U

nive

rsity

of

Not

re D

ame

20xx

-20x

x

CO

MP

UT

ER

M

AT

LA

B, A

nsys

, C+

+, P

ro/E

, Mic

roso

ft O

ffic

e

Rev

erse

Ch

ron

olog

ical

wit

h E

mp

has

is o

n I

nte

rnsh

ip E

xper

ien

ce

If ch

oos-

ing

to w

rite

an o

bjec

tive,

lis

t the

type

of

pos

ition

you

ar

e se

ekin

g, th

e in

dust

ry, a

nd s

kills

yo

u po

sses

s th

at

are

desi

red

for

the

posi

tion

to

whi

ch y

ou a

re

appl

ying

Cr

eate

a

sepa

rate

inte

rnsh

ip

sect

ion

to e

mph

asize

in

tern

ship

s

Mar

k W

. How

ard

Cam

pus

Add

ress

: 143

Sta

nfor

d H

all,

Not

re D

ame,

IN 4

6556

• Ce

ll: (6

14) 1

23-4

567

• mho

war

@nd

.edu

EDU

CATI

ON

Uni

vers

ity

of N

otre

Dam

e, N

otre

Dam

e, IN

M

ay 2

0xx

Bach

elor

of S

cien

ce

Maj

or: C

ompu

ter E

ngin

eerin

g G

PA: 3

.62/

4.0

Engi

neer

ing

Hon

ors

Prog

ram

Not

re D

ame

Lond

on P

rogr

am, L

ondo

n, E

ngla

nd

Sum

mer

20x

x

INTE

RNSH

IPLa

ke S

hore

Cry

otro

nics

, Inc

orpo

rate

d, W

este

rvill

e, O

H

Sum

mer

20x

x - W

inte

r 20x

x

Prod

uct D

evel

opm

ent I

nter

n

• D

evel

oped

a u

ser i

nter

face

and

impl

emen

tatio

n us

ing

C# in

Vis

ual S

tudi

o to

sen

d a

new

sys

tem

inpu

ts

and

rece

ive

outp

uts

in a

ser

ial p

ort,

alon

g w

ith g

raph

ing

outp

uts

and

logg

ing

data

to C

SV fi

les

•

Wro

te p

rogr

ams

in L

abVI

EW to

acq

uire

and

man

ipul

ate

expe

rimen

tal d

ata

from

var

ious

inst

rum

ents

and

in

terp

rete

d re

sults

whi

ch h

elpe

d cl

arify

a h

ardw

are

prob

lem

cau

sing

drif

t in

outp

ut v

alue

s

• Ev

alua

ted

the

oper

atin

g te

mpe

ratu

res

of F

ETs

on a

larg

e m

agne

t pow

er s

uppl

y de

sign

to d

eter

min

e w

hat v

olta

ge th

e re

gula

tor s

houl

d pr

oduc

e fo

r saf

e op

erat

ing

tem

pera

ture

s an

d al

tere

d th

e ex

istin

g ci

rcui

t to

allo

w fo

r saf

er re

gula

tor v

olta

ge u

sing

a c

ircui

t des

ign

soft

war

e

• Ex

perim

ente

d w

ith th

e ca

libra

tion

proc

ess

of s

ever

al la

rge

mag

net s

yste

ms

to c

reat

e a

fast

er, m

ore

effic

ient

pro

cess

, red

ucin

g ca

libra

tion

time

from

one

hou

r to

5 m

inut

es

RESE

ARC

HEl

ectr

ical

Eng

inee

ring

Res

earc

h w

ith

Dr.

Pet

er B

auer

, Not

re D

ame,

IN

Fal

l 20x

x - F

all 2

0xx

Re

sear

ch A

ssis

tant

• Ex

plor

ed th

e po

ssib

ility

of u

sing

con

stan

t pow

er le

vels

and

add

ing

ener

gy s

tora

ge to

hea

vy m

achi

nery

w

ith la

rge

dies

el e

ngin

es to

incr

ease

fuel

effi

cien

cy o

ver u

sing

con

tinuo

usly

cha

ngin

g po

wer

• D

evel

oped

an

algo

rithm

to s

imul

ate

an e

ngin

e sw

itchi

ng b

etw

een

seve

ral c

onst

ant p

ower

leve

ls to

sho

w

how

an

engi

ne m

ight

use

con

stan

t pow

er le

vels

with

ene

rgy

stor

age

inst

ead

of a

lway

s ch

angi

ng p

ower

• W

rote

MA

TLA

B co

de to

cal

cula

te fu

el c

onsu

mpt

ion

effic

ienc

y as

a fu

nctio

n of

ene

rgy

stor

age

and

disc

over

ed a

n in

crea

se in

fuel

effi

cien

cy u

p to

31%

dep

endi

ng o

n th

e en

ergy

sto

rage

cap

acity

•

Pres

ente

d fin

ding

s to

Ele

ctric

al E

ngin

eerin

g fa

culty

mem

bers

and

pub

lishe

d a

final

repo

rt w

ith th

e re

sults

of

the

rese

arch

to b

e pr

esen

ted

at a

con

fere

nce

in D

earb

orn,

Mic

higa

n in

Jun

e 20

xx

EXPE

RIEN

CEW

eb A

pplic

atio

ns P

roje

ct, N

otre

Dam

e, IN

S

prin

g 20

xx -

Pres

ent

Pr

ojec

t Par

tner

•

Des

ign,

impl

emen

t, an

d va

lidat

e w

eb s

oftw

are

usin

g a

real

dom

ain

nam

e

• Le

arn

the

skill

s ne

eded

to la

unch

a m

oder

n w

eb a

pplic

atio

n on

Am

azon

Web

Ser

vice

s, s

uch

as in

terf

aces

fo

r web

app

licat

ions

, ser

ver a

nd c

lient

scr

iptin

g an

d da

taba

se in

tegr

atio

n, a

nd s

ecur

ity

SAE

Inte

rnat

iona

l For

mul

a H

ybri

d Co

mpe

titi

on, N

otre

Dam

e, IN

Fa

ll 20

xx -

Pres

ent

Te

am M

embe

r

• Co

llabo

rate

in a

25-

pers

on te

am to

des

ign

and

build

a fo

rmul

a on

e ca

r to

race

in c

ompe

titio

n

• Cr

eate

and

dev

elop

a s

erie

s hy

brid

pow

ertr

ain

syst

em a

s pa

rt o

f the

ele

ctro

nics

team

ACT

IVIT

IES

Com

petit

or, B

enga

l Bou

ts B

oxin

g To

urna

men

t, N

otre

Dam

e, IN

Fa

ll 20

xx -

Pres

ent

•

Trai

n 10

hou

rs a

wee

k fo

r fiv

e m

onth

s to

com

pete

in th

e la

rges

t am

ateu

r box

ing

tour

nam

ent i

n th

e w

orld

•

Rais

e m

oney

for H

oly

Cros

s m

issi

ons

whi

ch b

uild

prim

ary

and

tech

nica

l sch

ools

in B

angl

ades

h St

aff M

embe

r, Fr

eshm

an O

rien

tati

on W

eeke

nd, N

otre

Dam

e, IN

F

all 2

0xx

•

Wel

com

ed th

e in

com

ing

fres

hman

to c

ampu

s by

pro

vidi

ng a

dvic

e on

col

lege

life

and

soc

ial a

ctiv

ities

TECH

NIC

AL

SKIL

LS

C, C

++, M

icro

soft

Vis

ual C

#, b

asic

Jav

a, P

ytho

n, U

nix,

MA

TLA

B, L

abVI

EW, M

icro

soft

Offi

ce

Com

bin

atio

n R

esu

me

wit

h E

mp

has

is o

n T

ech

nol

ogy

Qu

antif

y re

sults

whe

n po

ssib

le

Rob

yn-E

lizab

eth

Lav

ine

rela

vine

2@nd

.edu

| (5

55)

555-

5555

Cur

rent

Add

ress

: 111

LaS

alle

Ave

. • S

outh

Ben

d, I

N 4

6617

Perm

anen

t Add

ress

: 222

New

bury

St.

• B

osto

n, M

A 0

2115

ED

UC

AT

ION

Uni

vers

ity

of N

otre

Dam

e, N

otre

Dam

e, I

N

May

20x

xB

ache

lor

of S

cien

ce, M

ajor

: Bio

chem

istr

y G

PA: 3

.32/

4.0

RE

SEA

RC

H

Org

anic

Che

mis

try

Lab

orat

ory,

Dr.

Chr

istin

a Y

ang,

Uni

vers

ity o

f N

otre

Dam

e Sp

ring

20x

xSy

nthe

tic

Org

anic

Che

mis

t

• C

ontr

ibut

ed to

ana

log

synt

hesi

s of

pol

yket

ide

natu

ral p

rodu

cts

teda

nolid

e an

d m

yria

poro

ne ¾

for

ca

ncer

res

earc

h

• D

evel

oped

syn

thes

is s

chem

es to

nov

el G

EX

1A a

nalo

gs f

or N

iem

ann-

Pick

Typ

e C

(N

PC)

dise

ase

rese

arch

• C

ontin

ued

GE

X1A

ana

log

effo

rts

and

inde

pend

ently

dev

elop

ed s

ynth

esis

sch

emes

for

add

ition

al

anal

og s

tudi

es

Site

man

Can

cer

Cen

ter,

Dr.

Der

eck

Shep

herd

, Uni

vers

ity o

f Se

attle

Su

mm

er 2

0xx

Res

earc

h Sc

hola

r

• D

evel

oped

tiss

ue b

ank

thro

ugh

patie

nt-d

eriv

ed tu

mor

xen

ogra

fts

of c

olor

ecta

l can

cer

(CR

C)

•

Exp

lore

d in

flue

nce

of C

CR

2 lig

ands

on

mon

ocyt

e re

crui

tmen

t to

tum

or e

nvir

onm

ent i

n C

RC

• Pe

rfor

med

qPC

R o

n C

RC

tiss

ue to

qua

ntif

y R

NA

and

EL

ISA

to e

valu

ate

prot

ein

expr

essi

on

PR

ESE

NT

AT

ION

S &

PU

BL

ICA

TIO

NS

Ada

ms,

G.N

, Lav

ine,

R.E

., an

d D

ahle

n, E

.B. (

May

20x

x). I

nter

cell

ular

Mot

ilit

y of

Aut

ogra

pha

cali

forn

ica

M

nucl

eopo

lyhe

drov

irus

via

F-A

ctin

in

Tri

chop

lusi

a ni

. Pos

ter

pres

enta

tion

at U

nder

grad

uate

Res

earc

h Sy

mpo

sium

, U

nive

rsity

of

Not

re D

ame.

Lav

ine,

R.E

. (20

xx).

Str

uctu

re, S

tabi

lity,

and

Dif

fusi

on A

rsen

ic S

ilico

ne I

nter

stiti

al P

airs

. Jou

rnal

of

App

lied

P

hysi

cs, 9

(23)

, 105

-118

.

EX

PE

RIE

NC

E

Intr

oduc

tion

to

Bio

logy

Lab

orat

ory,

Not

re D

ame,

IN

Fa

ll 20

xx –

Spr

ing

20xx

Tea

chin

g A

ssis

tant

•

Tau

ght t

wo

sect

ions

of

lab

to 2

5 fr

eshm

en b

iolo

gy m

ajor

s

• C

olla

bora

ted

with

a te

am o

f un

derg

radu

ate

teac

hing

ass

ista

nts

to p

repa

re la

bs, a

nsw

er q

uest

ions

dur

ing

lab

sess

ions

, and

gra

de a

ssig

nmen

ts c

over

ing

a br

oad

rang

e of

bio

logi

cal s

cien

ce to

pics

Scri

pps

Hos

pita

l, B

osto

n, M

A

Sum

mer

20x

xE

mer

genc

y D

epar

tmen

t V

olun

teer

•

Obs

erve

d ph

ysic

ians

and

nur

ses

com

plet

ing

med

ical

pro

cedu

res

SKIL

LS

Labo

rato

ry:

Phot

omic

rosc

opy,

Mas

s Sp

ectr

omet

ry, I

mm

unoc

ytoc

hem

istr

y, P

lasm

id D

NA

Iso

latio

n, T

rans

form

atio

nC

ompu

ter:

Mic

roso

ft O

ffic

e, A

dobe

Pho

tosh

op, H

TM

LL

angu

age:

Flu

ent i

n Fr

ench

Rev

erse

Ch

ron

olog

ical

wit

h E

mp

has

is o

n R

esea

rch

/Pu

bli

cati

ons

SA

MP

LE R

ESU

MES

Ada

m M

. Wils

onC

urre

nt A

ddre

ss: 4

O’N

eill

Hal

l | N

otre

Dam

e, I

N 4

6556

| (5

74)

123-

4567

| ad

amw

ilson

@nd

.edu

Perm

anen

t Add

ress

: 40

Red

Oak

Roa

d | L

akev

iew

, IL

| 60

001

ED

UC

AT

ION

U

nive

rsit

y of

Not

re D

ame

| Not

re D

ame,

IN

M

ay 2

0xx

Bac

helo

r of

Sci

ence

, Maj

ors:

Sci

ence

Pre

-Pro

fess

iona

l and

Spa

nish

G

PA: 3

.6/4

.0

Uni

vers

idad

Pop

ular

Aut

ónom

a de

l Est

ado

de P

uebl

a | P

uebl

a, M

exic

o

Fall

20xx

EX

PE

RIE

NC

E

The

Hill

Lab

- P

rofe

ssor

Reg

inal

d H

ill

Fall

20xx

– P

rese

ntU

nder

grad

uate

Res

earc

h A

ssis

tant

| N

otre

Dam

e, I

N

• U

tiliz

e di

ffer

ent s

cien

tific

tech

niqu

es o

f sp

littin

g ce

lls in

stu

dyin

g th

e bi

olog

y of

can

cer

•

Rec

eive

d a

rese

arch

gra

nt s

tudy

ing

the

rela

tions

hip

betw

een

panc

reat

ic c

ance

r an

d H

ydro

gen

Sulf

ide

Salts

Min

orit

y P

re-M

ed S

ocie

ty

Fall

20xx

– P

rese

ntSe

cret

ary

| Not

re D

ame,

IN

• O

rgan

ize

wor

ksho

ps f

or p

re-m

ed m

ajor

s an

d ge

t spe

aker

s to

giv

e ad

vice

on

the

med

ical

sch

ool a

pplic

atio

n pr

oces

s

• Pl

an a

nd m

anag

e th

e an

nual

blo

od d

rive

for

the

Not

re D

ame

cam

pus,

one

of

the

bigg

est b

lood

dri

ves

on c

ampu

s

Com

mon

Hop

e Su

mm

er 2

0xx

Med

ical

Vol

unte

er |

Ant

igua

, Gua

tem

ala

•

Ass

iste

d in

pha

rmac

y, d

enta

l, m

edic

al, a

nd m

obile

clin

ics

whi

le p

rovi

ding

pub

lic h

ealth

talk

s in

sch

ools

•

Prom

oted

and

par

ticip

ated

in c

omm

unity

hea

lth f

airs

, cre

ated

pub

lic h

ealth

rel

ated

fly

ers,

and

acc

ompa

nied

soc

ial w

orke

rs o

n ho

me

visi

ts

Cho

ula

Gen

eral

Hos

pita

l Fa

ll 20

xxM

edic

al I

nter

n |

Pue

bla,

Mex

ico

•

Supp

orte

d ph

ysic

ians

in tw

o pu

blic

hos

pita

ls to

gai

n ex

posu

re to

exp

erie

nce

of in

tern

atio

nal m

edic

ine

•

Perf

orm

ed in

-dep

th r

otat

ions

with

phy

sici

ans

and

surg

eons

whi

le s

peak

ing

Span

ish

to p

atie

nts

•

Iden

tifie

d de

fici

enci

es in

var

ious

dep

artm

ents

: gyn

ecol

ogy,

inte

rnal

med

icin

e, s

urge

ry, p

edia

tric

s, p

atho

logy

Mot

her

The

resa

Hou

se

Sum

mer

20x

xC

aret

aker

| L

ansi

ng, M

I

• C

ared

for

the

term

inal

ly il

l in

a no

n-pr

ofit

hous

e an

d ad

min

iste

red

daily

med

icat

ion

LE

AD

ER

SHIP

R

esid

ent

Ass

ista

nt –

O’N

eill

Hal

l F

all 2

0xx

– Pr

esen

tU

nive

rsity

of

Not

re D

ame

| Not

re D

ame,

IN

•

Dev

ise

prog

ram

s an

d ac

tiviti

es d

esig

ned

to m

eet t

he n

eeds

of

resi

dent

s an

d es

tabl

ish

rapp

ort w

ithin

the

com

mun

ity

• Pa

rtic

ipat

e in

a r

otat

iona

l man

agem

ent s

ched

ule

duri

ng th

e ev

enin

g ho

urs

arra

nged

with

and

app

rove

d by

the

Rec

tor

•

Bui

ld r

elat

ions

hips

with

res

iden

ts to

pro

vide

dir

ect a

cade

mic

ass

ista

nce

and

appr

opri

ate

educ

atio

nal r

efer

rals

Und

ergr

adua

te T

each

ing

Ass

ista

nt

Spri

ng 2

0xx

– Pr

esen

tU

nive

rsity

of

Not

re D

ame

– B

iolo

gy D

epar

tmen

t | N

otre

Dam

e, I

N

•

Serv

e as

liai

son

betw

een

stud

ents

and

pro

fess

or, l

earn

ing

diff

eren

t way

s to

teac

h ba

sed

on d

iffe

rent

lear

ning

sty

les

AC

TIV

ITIE

S C

olle

ge M

ento

rs f

or K

ids

| Vic

e P

resi

dent

Fa

ll 20

xx –

Pre

sent

• D

evel

op w

eekl

y ac

tiviti

es w

ith s

tude

nts

in 4

th th

roug

h 6t

h gr

ade

focu

sing

on

high

er e

duca

tion

and

care

er g

oals

The

Obs

erve

r | S

port

s C

olum

nist

Fa

ll 20

xx –

Spr

ing

20xx

•

Wro

te o

ver

100

spor

ts c

olum

ns th

at in

clud

ed g

ame

prev

iew

s an

d re

caps

, fea

ture

sto

ries

on

Not

re D

ame

Ath

letic

s

SKIL

LS

Tec

hnic

al:

Prof

icie

nt in

Mic

roso

ft W

ord,

Exc

el, P

ower

Poin

t, an

d V

isio

L

angu

age:

Pro

fici

ent i

n co

nver

satio

nal a

nd w

ritte

n Sp

anis

h In

tere

sts:

Avi

atio

n, F

anta

sy F

ootb

all,

Chi

cago

Bea

rs, S

ervi

ce O

ppor

tuni

ties,

Sou

th A

mer

ican

cul

ture

, Tw

itter

, Chi

potle

Med

ical

Sch

ool

Res

um

e

Fo

llow

you

r in

dust

ry’s

prop

er

cita

tion

proc

ess

In

clud

e ke

y la

b sk

ills

Ex

perie

nce

can

be p

aid

or

volu

ntee

r

38

UN

IVE

RS

ITY

OF

NO

TR

E D

AM

ET

HE

CA

RE

ER

CE

NT

ER


39

UN

IVE

RS

ITY

OF

NO

TR

E D

AM

ET

HE

CA

RE

ER

CE

NT

ER


Josh

ua B

ell

Cam

pus:

822

N S

t. Pe

ter

Stre

et |

Sout

h B

end,

IN

| 46

610

| 574

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bell@

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111

Mai

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A |

9330

2

Ed

uca

tio

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nive

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ty O

f N

otr

e D

ame,

Not

re D

ame,

IN

M

ay 2

0xx

B

ach

elor

of

Art

s M

ajor

: Fil

m &

Tel

evis

ion

Pro

duct

ion

M

inor

: Bu

sin

ess

Eco

nom

ics

Inte

rns

hip

s Ja

rr

ett

Cr

eati

ve, N

ew Y

ork,

NY

Ju

ne 2

0xx

– A

ugus

t 20x

x

Dev

elop

men

t/P

rodu

ctio

n In

tern

• C

reat

ed p

itche

s fo

r di

ffer

ent n

etw

orks

like

USA

, CM

T, a

nd V

H1

and

help

ed m

ove

alre

ady

pi

cked

up

proj

ects

for

war

d by

res

earc

hing

lead

s an

d fo

llow

ing

up w

ith p

oten

tial t

alen

t

•

Act

ed a

s a

prod

uctio

n as

sist

ant o

n se

t of

a L

ifet

ime

Mov

ie N

etw

ork

show

20

14 I

RT

S Su

mm

er F

ello

wsh

ip P

ro

gr

am, N

ew Y

ork,

NY

Ju

ne 2

0xx

– A

ugus

t 20x

x

Fell

ow

•

Sele

cted

as

one

of fi

ftee

n fe

llow

s fr

om a

poo

l of

over

1,1

00 to

par

ticip

ate

in a

sum

mer

med

ia

inte

rnsh

ip in

corp

orat

ing

num

erou

s ca

reer

pla

nnin

g se

min

ars

V

H1

New

s, V

iaco

m, N

ew Y

ork,

NY

Ju

ne 2

0xx

– A

ugus

t 20x

x

Inte

rn

•

Man

aged

VH

1 C

onne

cted

Con

tent

by

keep

ing

trac

k of

vid

eo v

iew

s an

d vi

ewer

eng

agem

ent

and

pair

ing

VH

1 N

ews

artic

les

with

rel

ated

vid

eo c

onte

nt

•

Tra

nscr

ibed

and

org

aniz

ed e

vent

, jun

ket,

and

red

carp

et c

eleb

rity

inte

rvie

ws

• C

ompi

led

rese

arch

on

cele

briti

es a

nd a

ssis

ted

on in

terv

iew

sho

ots

in a

pro

duct

ion

assi

stan

t rol

e

T

he

X F

acto

r, L

os A

nge

les,

CA

Ju

ly 2

0xx

L

ogge

r/P

rodu

ctio

n A

ssis

tant

• A

ssis

ted

with

the

LA

aud

ition

s an

d To

p 40

Rev

eal e

piso

des

for

the

3rd

seas

on o

f T

he X

Fac

tor

• L

ogge

d an

d tr

ansc

ribe

d ar

riva

ls a

nd b

acks

tage

seg

men

ts f

or c

hara

cter

rea

litie

s

A

mer

ican

Pav

ilio

n, C

anne

s F

ilm

Fes

tiva

l, C

ann

es, F

ran

ce

May

20x

x

Fil

m D

ocum

enta

ry I

nter

n

•

Edi

ted

and

film

ed a

doc

umen

tary

of

the

eigh

t int

erns

hip

prog

ram

s of

fere

d by

the

Am

eric

an P

avili

on

Exp

erie

nce

Stud

ent A

ssis

tant

, Mar

ket

ing

Co

mm

uni

cati

ons

, Not

re D

ame,

IN

O

ctob

er 2

0xx

– Pr

esen

t

•

Ass

ist t

he d

epar

tmen

t with

vid

eo p

rodu

ctio

n of

new

s pa

ckag

es a

nd h

uman

-int

eres

t sto

ries

for

web

site

• G

athe

r in

form

atio

n, e

dit p

iece

s, lo

g fo

otag

e, s

hoot

B-r

oll a

nd w

rite

scr

ipt

Pa

rtic

ipan

t, L

os

Ang

eles

Ent

erta

inm

ent

Car

eer

Tr

ek

Mar

ch 2

0xx

• Im

mer

sed

in a

6-d

ay in

dust

ry f

ocus

ed e

xper

ienc

e ex

plor

ing

the

man

y ca

reer

s in

ent

erta

inm

ent

• V

isite

d w

ith o

ver

25 r

epre

sent

ativ

es in

the

indu

stry

, rep

rese

ntin

g nu

mer

ous

job

func

tions

and

va

riou

s se

ctor

s ra

ngin

g fr

om te

levi

sion

stu

dios

to ta

lent

age

ncie

s

•

Gai

ned

valu

able

insi

ghts

into

car

eer

fit a

nd n

avig

atin

g th

e en

tert

ainm

ent fi

eld

Lea

der

ship

F

ish

er R

egat

ta H

ead

Co

mm

issi

one

r

Aug

ust 2

0xx

– M

ay 2

0xx

• M

anag

ed a

sta

ff o

f ov

er 2

0 pe

ople

and

ove

rsaw

eve

ry a

spec

t of

the

even

t fro

m p

aper

wor

k to

day

of

even

t

•

Inte

ract

ed d

irec

tly w

ith f

ood,

bev

erag

e, a

nd a

ppar

el v

endo

rs, N

otre

Dam

e Se

curi

ty, a

nd S

tude

nt A

ffai

rs to

en

sure

that

the

even

t ran

sm

ooth

ly in

the

eyes

of

atte

ndan

ts, s

taff

, and

Not

re D

ame

auth

oriti

es

•

Serv

ed a

s M

arke

ting

Com

mis

sion

er f

or f

resh

man

yea

r

F

ish

er H

all

Dan

ce C

om

mis

sio

ner

Ja

nuar

y 20

xx –

May

20x

x

•

Plan

ned

danc

es, c

alle

d fo

od v

endo

rs, a

nd D

Js, o

rgan

ized

ven

ues

and

ticke

t dis

trib

utio

n

N

otr

e D

ame

Fr

esh

man

Cla

ss C

ou

ncil

20

xx –

20x

x A

cade

mic

Yea

r

•

Cre

ated

app

arel

for

the

Cla

ss o

f 20

xx f

rom

the

desi

gn p

hase

to s

ellin

g an

d di

stri

butio

n, r

aise

d ov

er $

10,0

00

from

shi

rt s

ales

• O

rgan

ized

and

man

aged

Fre

shm

an C

lass

Cou

ncil

Con

cess

ion

Stan

d an

d ra

ised

ove

r $3

,000

in r

even

ue

Skil

ls

Com

pute

r: P

rofic

ient

in M

S W

ord,

Pow

erPo

int,

Exc

el, A

dobe

Pho

tosh

op, P

rem

iere

Pro

and

Fin

al C

ut P

ro

Inte

rest

s: S

occe

r, G

raph

ic D

esig

n &

Cre

atin

g Po

ster

s, S

and

Vol

leyb

all

Rev

erse

Ch

ron

olog

ical

wit

h E

mp

has

is o

n M

arke

tin

g a

nd

FTT

SA

MP

LE R

ESU

MES

Mat

t M

iles

Cur

rent

Add

ress

: 10

0 D

rent

h D

rive

• N

otre

Dam

e, I

N 4

6556

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574)

123

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iles

25@

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du

Perm

anen

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ress

: 30

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rent

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rive

• N

otre

Dam

e, I

N 4

6556

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574)

123

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OB

JEC

TIV

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To o

btai

n a

full-

time

engi

neer

ing

posi

tion

in th

e co

mm

unic

atio

ns in

dust

ry a

pply

ing

team

wor

k an

d

lead

ersh

ip s

kills

ED

UC

AT

ION

U

NIV

ER

SIT

Y O

F N

OT

RE

DA

ME

N

otre

Dam

e, I

N

B

ache

lor

of S

cien

ce, E

lect

rica

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inee

ring

, May

20x

x

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PA: 3

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RE

LE

VA

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stem

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mic

ondu

ctor

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agne

tic F

ield

s an

d W

aves

CO

UR

SES

Neu

ral N

etw

orks

E

lect

rica

l Cir

cuits

I &

II

Com

mun

icat

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Syst

ems

EX

PE

RIE

NC

E

OF

FIC

E O

F I

NF

OR

MA

TIO

N T

EC

HN

OL

OG

Y

Not

re D

ame,

IN

C

ompu

ter

Clu

ster

Con

sult

ant,

Sum

mer

20x

x

•

Prov

ided

tech

nica

l ass

ista

nce

to la

b us

ers

rega

rdin

g th

e us

e of

pri

nter

s, s

cann

ers,

com

pute

rs a

nd

soft

war

e ap

plic

atio

ns

•

Mai

ntai

ned

prin

ting

faci

litie

s an

d L

inux

, Sol

aris

, and

Win

dow

s m

achi

nes

NC

AA

U

NIV

ER

SIT

Y O

F N

OT

RE

DA

ME

VA

RSI

TY

BA

SKE

TB

AL

L T

EA

M

AT

HL

ET

ICS

Forw

ard

- 20

xx-P

rese

nt, C

apta

in -

Pre

sent

Te

amw

ork:

•

Hel

p le

ad te

am to

fou

r co

nsec

utiv

e 20

+ w

in s

easo

ns a

nd b

erth

s in

NC

AA

tour

nam

ent

•

Dev

elop

com

mun

icat

ion

skill

s w

hile

wor

king

with

ele

ven

team

mem

bers

•

Set a

nd a

chie

ved

indi

vidu

al ta

rget

s th

at f

oste

red

ultim

ate

team

goa

ls

C

hara

cter

:

•

Acc

usto

m to

per

form

ing

in p

ress

ure

situ

atio

ns

•

Est

ablis

h st

rong

wor

k et

hic

nece

ssar

y to

per

form

at a

hig

h le

vel

•

Succ

essf

ully

bal

ance

aca

dem

ic a

nd a

thle

tic ti

me

com

mitm

ents

LE

AD

ER

SHIP

R

OSE

NT

HA

L L

EA

DE

RSH

IP A

CA

DE

MY

N

otre

Dam

e, I

N

Se

lect

ed P

arti

cipa

nt, F

all 2

0xx-

Spr

ing

20xx

•

Nom

inat

ed o

n be

half

of

peer

s, c

oach

es, a

nd s

uppo

rt s

taff

to r

epre

sent

the

prog

ram

in m

onth

ly

mee

tings

, ret

reat

s, a

nd w

orks

hops

ST

UD

EN

T A

DV

ISO

RY

CO

UN

CIL

N

otre

Dam

e, I

N

M

embe

r, F

all 2

0xx

•

Con

trib

uted

to th

e ov

eral

l exp

erie

nce

of s

tude

nt a

thle

tes

by o

rgan

izin

g ev

ents

and

wor

ksho

ps to

prom

ote

the

mis

sion

of

the

coun

cil:

com

mun

ity, c

amar

ader

ie, c

aree

r, co

mm

unic

atio

n, a

nd c

hara

cter

AC

TIV

ITIE

S P

lann

ing

Com

mit

tee

Mem

ber,

Fre

shm

en R

etre

ats,

20x

x-20

xx

E

ucha

rist

ic M

inis

ter,

Sac

red

Hea

rt B

asili

ca a

nd S

tanf

ord

Hal

l, 20

xx-P

rese

nt

O

vern

ight

and

Day

Hos

t, N

otre

Dam

e Pr

ospe

ctiv

e St

uden

ts, 2

0xx-

20xx

Vo

lunt

eer,

Urb

an P

lung

e, N

ew Y

ork,

NY

, Dec

embe

r 20

xx

Vo

lunt

eer,

Hab

itat f

or H

uman

ity, S

prin

g B

reak

20x

x

Rev

erse

Ch

ron

olog

ical

wit

h E

mp

has

is o

n A

thle

tics

Incl

ude

ex

perie

ntia

l ac

tiviti

es

Uniq

ue

cour

sew

ork

can

high

light

sp

ecifi

c sk

ills

Aur

ora

E. S

mit

h55

555

Smar

t Way

• G

rang

er, I

N 5

5555

• (

555)

555

-555

5 •

auro

raes

mith

@no

emai

l.com

ED

UC

AT

ION

U

nive

rsit

y of

Not

re D

ame,

Not

re D

ame,

IN

M

ay 2

0xx

B

ache

lor

of A

rts,

sum

ma

cum

lau

de

Fi

lm, T

elev

isio

n, a

nd T

heat

re

C

once

ntra

tion:

Tel

evis

ion

RE

SEA

RC

H

Inde

pend

ent

Se

nior

The

sis

“Cov

eted

Dem

os a

nd B

ette

r T

omat

oes:

Con

tem

pora

ry T

een

Tel

evis

ion

and

the

Smal

l-T

own

Idyl

l.” A

dvis

or: R

ory

Hun

tsbe

rger

• R

esea

rche

d ho

w s

mal

l tow

n se

tting

s fu

nctio

n to

attr

act v

arie

d de

mog

raph

ics

to te

en

tele

visi

on te

xts

•

Pres

ente

d to

the

Dep

artm

ent o

f Fi

lm, T

elev

isio

n, a

nd T

heat

re

“You

Kno

w Y

ou L

ove

Me:

Con

tem

pora

ry C

eleb

rity

Gos

sip

Blo

gs a

nd th

e Il

lusi

on o

f th

e ‘R

eal.’

” FT

T S

peci

al S

tudi

es, A

dvis

or: J

ess

Mar

iano

, Fal

l 20x

x

R

esea

rch

Ass

ista

nt

Prof

esso

r K

evin

Dre

yer,

Dir

ecto

r of

The

ater

, Jun

e 20

xx-p

rese

nt

• Pr

oduc

ed c

ompr

ehen

sive

, hig

h-le

vel s

tudy

gui

des

for

facu

lty w

ishi

ng to

inco

rpor

ate

depa

rtm

enta

l pro

duct

ions

into

cou

rse

sylla

bi

Pr

ofes

sor

Max

Med

ina,

Dep

artm

ent o

f Fi

lm, A

ugus

t 20x

x-20

xx

• C

ondu

cted

arc

hiva

l res

earc

h ut

ilizi

ng T

he W

alt D

isne

y C

ompa

ny’s

ann

ual r

epor

ts

SCH

OL

AR

LY

Sm

ith,

A.E

. Mar

ch 2

0xx.

“G

ende

r-B

endi

ng B

addi

es: T

he C

onfl

atio

n of

Evi

l and

Gen

der

PR

ESE

NT

AT

ION

D

evia

nce

in th

e W

orks

of

Wal

t Dis

ney”

. Pre

sent

ed a

t The

Soc

iety

for

Cin

ema

and

Med

ia

Stud

ies

Con

fere

nce

Chi

cago

, IL

AC

HIE

VE

ME

NT

S O

utst

andi

ng W

ork

in T

elev

isio

n St

udie

s, U

nive

rsity

of

Not

re D

ame

May

20x

x

Indu

ctio

n in

to P

hi B

eta

Kap

pa

May

20x

x

Mar

tin’s

Sup

erm

arke

t Sch

olar

ship

Ju

ne 2

0xx-

20xx

EX

PE

RIE

NC

E

Stud

ent

Adm

inis

trat

ive

Ass

ista

nt, N

otre

Dam

e, I

N

Aug

ust 2

0xx-

20xx

D

epar

tmen

t of

Film

, Tel

evis

ion,

and

The

atre

• Pr

ovid

ed a

ssis

tanc

e an

d in

form

atio

n to

pro

spec

tive

and

curr

ent m

ajor

s

• W

rote

and

edi

ted

copy

for

dep

artm

enta

l pro

mot

iona

l mat

eria

l

• C

arri

ed o

ut a

var

iety

of

shor

t-te

rm r

esea

rch

proj

ects

at p

rofe

ssor

s’ r

eque

sts

H

onor

s P

rogr

am P

arti

cipa

nt, N

otre

Dam

e, I

N

Aug

ust 2

0xx-

20xx

D

epar

tmen

t of

Film

, Tel

evis

ion,

and

The

atre

• Pr

oduc

ed a

nd p

rese

nted

a s

ubst

antia

l pie

ce o

f in

depe

nden

t res

earc

h

• C

ompl

eted

an

hono

rs s

emin

ar a

nd p

artic

ipat

ed in

an

hono

rs c

ollo

quiu

m

St

uden

t-A

thle

te T

utor

, Not

re D

ame,

IN

Ja

nuar

y 20

xx-2

0xx

O

ffic

e of

Aca

dem

ic S

ervi

ces

for

Stud

ent-

Ath

lete

s

•

Tut

ored

stu

dent

-ath

lete

s en

rolle

d in

Bas

ics

of F

ilm a

nd T

elev

isio

n an

d In

trod

uctio

n to

B

usin

ess

Stat

istic

s

U

nder

grad

uate

Rep

rese

ntat

ive,

Not

re D

ame,

IN

Fe

brua

ry 2

0xx

D

epar

tmen

t of

Film

, Tel

evis

ion,

and

The

atre

Ext

erna

l Rev

iew

Boa

rd

•

Sele

cted

by

prof

esso

rs to

pro

vide

fee

dbac

k ab

out u

nder

grad

uate

exp

erie

nce

in th

e de

part

men

t to

a pa

nel o

f ex

tern

al r

evie

wer

s

PR

OF

ESS

ION

AL

In

depe

nden

t Film

Res

earc

h A

ssoc

iatio

n, 2

0xx-

pres

ent

ASS

OC

IAT

ION

S A

mer

ican

Alli

ance

for

The

ater

and

Edu

catio

n, 2

0xx-

pres

ent

Sam

ple

Res

um

e/C

V f

or A

pp

lyin

g t

o G

rad

uat

e S

choo

l

Addi

tiona

l sec

tions

you

may

wis

h to

in

clud

e ar

e Pr

ofes

sion

al A

ssoc

iatio

ns a

nd P

rese

ntat

ions

SA

MP

LE R

ESU

MES

Ale

x M

arti

n

Cam

pus:

428

Kno

tt H

all |

Not

re D

ame,

IN

465

56 |

amar

tin@

nd.e

du |

574-

123-

4567

Pe

rman

ent:

555

44t

h L

ane

| Ellw

ood,

PA

, 444

44

ED

UC

AT

ION

U

nive

rsit

y of

Not

re D

ame

Not

re D

ame,

IN

B

ache

lor

of A

rts

Maj

ors:

Mat

hem

atic

s an

d Pr

ogra

m o

f L

iber

al S

tudi

es

May

20x

x

Gly

nn F

amily

Hon

ors

Prog

ram

G

PA: 3

.96/

4.00

B

osto

n C

olle

ge

Che

stnu

t Hill

, MA

C

olle

ge o

f A

rts

and

Scie

nces

Fa

ll 20

xx-S

prin

g 20

xx

FE

LL

OW

SHIP

In

terc

olle

giat

e St

udie

s In

stit

ute

Hon

ors

Fel

low

Fa

ll 20

xx-S

prin

g 20

xx

• A

ttend

ed a

n on

-cam

pus

conf

eren

ce p

artic

ipat

ing

in le

ctur

es o

n po

litic

s, e

cono

mic

s,

soci

ety,

and

eng

aged

in d

iscu

ssio

n an

d de

bate

on

key

topi

cs

• D

evel

oped

pub

lic, p

riva

te, a

nd s

ocia

l-se

ctor

sol

utio

ns to

nat

iona

l pro

blem

s w

ith p

rofe

ssor

in

yea

r-lo

ng m

ento

ring

fel

low

ship

EX

PE

RIE

NC

E

Stud

ent

Inte

rnat

iona

l Bus

ines

s C

ounc

il, P

roje

ct L

eade

r, N

otre

Dam

e, I

N, F

all 2

0xx-

Pres

ent

•

Dev

elop

a g

row

th s

trat

egy

for

Dun

kin

Don

uts

and

will

pre

sent

rec

omm

enda

tion

to B

CG

con

sulta

nts

at th

eir

Chi

cago

off

ice

•

Led

the

Fall

20xx

sem

este

r B

CG

pro

ject

whi

ch e

ntai

led

deve

lopi

ng a

turn

arou

nd p

lan

for

USA

Tod

ay

A

rts

and

Let

ters

Bus

ines

s B

oot

Cam

p, S

elec

ted

Par

tici

pant

, Chi

cago

, IL

, Mar

ch 2

0xx

•

Con

duct

ed S

WO

T a

naly

sis

of a

trou

bled

fir

m in

a c

ase

stud

y, u

sed

a D

CF

mod

el to

det

erm

ine

that

a n

ew

prod

uct l

aunc

h w

as th

e be

st w

ay to

pro

ceed

, pre

sent

ed a

nd d

efen

ded

mod

el a

nd la

unch

pla

n to

Gol

dman

Sa

chs,

FC

B, a

nd A

on

• Se

lect

ed a

s on

e of

16

Not

re D

ame

stud

ents

fro

m th

e C

olle

ge o

f A

rts

and

Let

ters

for

a w

eek-

long

inte

nsiv

e se

min

ar th

at f

ocus

ed o

n m

ultip

le a

spec

ts o

f bu

sine

ss: f

inan

ce, a

ccou

ntin

g, a

nd m

arke

ting

conc

epts

B

ridg

e P

roje

ct, D

enve

r, C

O, I

nter

n, S

umm

er 2

0xx

•

Tau

ght m

ath,

rea

ding

, and

phy

sica

l edu

catio

n to

inne

r-ci

ty s

tude

nts

and

incr

ease

d re

adin

g sc

ores

by

an

aver

age

of h

alf

a gr

ade

leve

l ove

r th

e su

mm

er

• C

reat

ed p

hysi

cal e

duca

tion

curr

icul

um th

at b

oost

ed s

tude

nt s

atis

fact

ion,

con

trib

utin

g to

20%

bet

ter

atte

ndan

ce r

ate

than

the

prev

ious

yea

r

T

rain

ing

the

Stre

et, C

orpo

rate

Val

uati

on S

emin

ar P

arti

cipa

nt, C

hest

nut H

ill, M

A, S

epte

mbe

r 20

xx

• C

ondu

cted

rel

ativ

e an

d in

trin

sic

valu

atio

n of

a c

ompa

ny ta

rget

ed f

or a

hos

tile

take

over

usi

ng p

ublic

and

ac

quis

ition

com

ps a

nd D

CF

mod

elin

g

• Pr

epar

ed a

rgum

ents

for

take

over

def

ense

bas

ed o

n ou

r va

luat

ion

of th

e co

mpa

ny

LE

AD

ER

SHIP

P

rogr

am o

f L

iber

al S

tudi

es S

tude

nt A

dvis

ory

Com

mit

tee,

Rep

rese

ntat

ive,

20x

x-Pr

esen

t

• Pr

ovid

e st

uden

t inp

ut to

hea

d of

aca

dem

ic d

epar

tmen

t

• E

valu

ate

cand

idat

es f

or te

achi

ng p

ositi

ons

and

mak

e re

com

men

datio

ns r

egar

ding

new

hir

es

• Pl

an a

nd e

xecu

te a

cade

mic

and

soc

ial e

vent

s

N

otre

Dam

e G

ende

r R

elat

ions

Cen

ter,

Pee

r E

duca

tor

and

Lea

ders

hip

Cou

ncil

, 20x

x-Pr

esen

t

• C

reat

e an

d sp

eak

at p

rogr

ams

rela

ting

to g

ende

r ro

les,

bod

y im

age,

and

eat

ing

diso

rder

s

• O

rgan

ized

ant

i-se

xual

vio

lenc

e m

arch

in c

oope

ratio

n w

ith T

ake

Bac

k th

e N

ight

, nat

iona

l org

aniz

atio

n

B

osto

n C

olle

ge L

ectu

re S

erie

s, C

hair

, 20x

x-20

xx

• Pr

opos

ed p

rogr

am o

n he

alth

care

, ide

ntif

ied

topi

cs a

nd c

onta

cted

spe

aker

s to

bri

ng to

Bos

ton

Col

lege

•

Cho

se m

oder

ator

s, ti

me,

ven

ue, a

nd e

nsur

ed p

rogr

am w

as e

xecu

ted

smoo

thly

SKIL

LS

Lan

guag

e: P

rofi

cien

t in

Man

dari

n, B

asic

in S

pani

sh

Tec

hnic

al:

Mic

roso

ft O

ffic

e

Rev

erse

Ch

ron

olog

ical

Wit

h E

mp

has

is o

n E

xper

ien

tial

Op

por

tun

itie

s

High

light

ca

mpu

s ex

perie

ntia

l pr

ogra

m(s

) to

dem

on-

stra

te s

olid

job-

rela

ted

expe

rienc

e

Crea

te

a se

ctio

n to

hi

ghlig

ht a

uni

que

expe

rienc

e

40

UN

IVE

RS

ITY

OF

NO

TR

E D

AM

ET

HE

CA

RE

ER

CE

NT

ER


41

UN

IVE

RS

ITY

OF

NO

TR

E D

AM

ET

HE

CA

RE

ER

CE

NT

ER


1)

Cre

ate

your

US

AJo

bs .

gov

acco

unt a

nd b

uild

you

r fed

eral

resu

me

with

the

Res

ume

Bui

lder

to a

pp

ly fo

r job

s an

d in

tern

ship

s p

oste

d o

n U

SA

Job

s .go

v

2)

The

Fed

eral

Res

ume

is n

ot a

1-p

age

resu

me!

You

r res

ume

may

be

2-5

pag

es lo

ng, b

ut s

trat

egic

ally

tailo

r the

resu

me

for e

ach

pos

ition

.

3)

Key

Wo

rd M

atch

wit

h th

e A

nno

unce

men

t

Ta

ilor t

he w

ord

ing

in y

our r

esum

e to

refle

ct th

e ex

act l

angu

age

of s

kills

, ex

per

ienc

es, a

nd d

utie

s us

ed in

the

pos

ting,

as

long

as

you

have

act

ually

d

one

thes

e th

ings

. Thi

s is

key

to o

bta

in a

pp

licat

ion

poi

nts .

4)

Thi

nk b

road

ly to

dem

ons

trat

e ex

per

ienc

e an

d s

kills

men

tio

ned

in th

e an

noun

cem

ent.

Incl

ude

any

rela

ted

exp

erie

nces

—un

pai

d, v

olun

teer

, clu

b le

ader

ship

, hi

gh s

choo

l, co

llege

, sum

mer

inte

rnsh

ips

as lo

ng a

s ar

e re

leva

nt a

nd

dem

onst

rate

you

hav

e ex

per

ienc

e re

qui

red

in th

e p

ostin

g . F

or s

ome

opp

ortu

nitie

s, a

yea

r of c

ours

es c

an c

ount

for a

yea

r of e

xper

ienc

e . L

ist

cour

ses

and

cre

dit

hour

s if

clea

rly re

leva

nt .

5)

Use

the

CC

AR

mo

del

to d

emo

nstr

ate

acco

mp

lishm

ents

and

res

ults

.

U

tiliz

e b

rief p

arag

rap

hs o

r bul

let s

tate

men

ts in

Exp

erie

nce

and

Ad

diti

onal

In

form

atio

n se

ctio

ns th

at in

clud

e:

** C

ont

ext (

why

was

this

imp

orta

nt)

**

Cha

lleng

e (w

hat o

bst

acle

s/ris

ks d

id y

ou fa

ce)

**

Act

ion

you

took

(not

the

team

’s)

**

Res

ult (

wha

t you

r act

ion

imp

rove

d, c

hang

ed, i

mp

acte

d)

6)

Mak

e it

yo

ur g

oal

to e

arn

100

rati

ng p

oin

ts fo

r ea

ch a

pp

licat

ion

pac

kag

e.

Th

e A

dd

ition

al In

form

atio

n se

ctio

n ca

n ho

ld 2

0,00

0 ch

arac

ters

. Inc

lud

e al

l rel

evan

t inf

orm

atio

n co

ncis

ely .

Div

ide

the

sect

ion

into

sub

-cat

egor

ies

such

as

Lead

ersh

ip, A

ctiv

ities

, Hon

ors,

Pro

fess

iona

l Ass

ocia

tions

, S

ervi

ce . I

nclu

de

all a

ctiv

ities

, eve

n fr

om h

igh

scho

ol, t

hat d

emon

stra

tes

you

have

the

know

led

ge, s

kills

, ab

ilitie

s, o

r exp

erie

nces

req

uire

d .

7)

If y

ou

are

req

uire

d to

co

mp

lete

a Q

uest

ionn

aire

Y

ou M

US

T ha

ve v

ery

few

“no

” re

spon

ses

on th

e Q

uest

ionn

aire

to s

core

en

ough

poi

nts

to b

e co

nsid

ered

elig

ible

. Thi

nk o

utsi

de

of th

e b

ox . F

or

exam

ple

, hav

e yo

u ev

er o

wne

d y

our o

wn

bus

ines

s? If

you

mow

ed la

wns

fo

r sum

mer

mon

ey; i

f you

ran

a co

mp

uter

rep

air s

ervi

ce fo

r you

r nei

ghb

ors

– yo

u ca

n re

spon

d “

Yes

.” H

ave

you

sche

dul

ed p

eop

le?

If yo

u sc

hed

uled

ch

ildre

n fo

r sw

imm

ing,

mus

ic, o

r tut

orin

g le

sson

s –

you

can

resp

ond

“Y

es” .

8)

SA

VE

the

job

po

stin

g. Y

ou c

anno

t acc

ess

it af

ter t

he p

ostin

g cl

oses

.

9)

Rev

iew

yo

ur a

pp

licat

ion

bef

ore

sub

mit

ting

. If a

ny re

qui

red

que

stio

n or

d

ocum

enta

tion

is m

issi

ng, y

our a

pp

licat

ion

will

not

be

cons

ider

ed .

10)

Que

stio

ns a

bo

ut th

e p

ost

ing

? C

onta

ct th

e p

erso

n, n

umb

er, o

r em

ail o

n th

e jo

b p

ostin

g of

ten

liste

d u

nder

“H

ow to

Ap

ply

.”

C

REA

TIN

G T

HE

FED

ERA

L R

ESU

ME

SA

MP

LE F

EDER

AL

RES

UM

E

Mar

y A

nn K

yle

1000

0 So

uth

Rd,

Apt

456

, LaP

lace

, WV

466

37m

kyle

@nd

.edu

w 8

88.3

33.1

111

Cou

ntry

of

Citi

zens

hip:

USA

Vet

eran

s’ P

refe

renc

e: N

oH

ighe

st G

rade

: Not

App

licab

le

Ava

ilabi

lity:

Job

Typ

e: P

erm

anen

t, R

ecen

t Gra

duat

es

Wor

k Sc

hedu

le: F

ull T

ime

Des

ired

Loc

atio

ns:

US-

MD

-For

t Mea

de

US-

MD

-Gre

ater

Bal

timor

e A

rea

U

S-D

C-W

ashi

ngto

n/M

etro

U

S-M

D-A

nnap

olis

EX

PE

RIE

NC

E

Rol

fs S

port

s R

ecre

atio

n C

ente

r A

ugus

t 20X

X –

Pre

sent

Not

re D

ame,

Ind

iana

G

rade

Lev

el: N

/A

H

ours

per

wee

k: 1

5F

ront

Des

k an

d C

usto

mer

Ser

vice

Lia

ison

Supe

rvis

or:

Jord

an M

ann

(777

-000

-000

0)O

kay

to c

onta

ct t

his

Supe

rvis

or:

Yes

• Pr

omot

e ca

mpu

s-w

ide

spor

ting

even

ts, i

nclu

ding

ann

ual D

omer

Run

and

intr

amur

al a

ctiv

ities

, res

ultin

g in

hi

gher

atte

ndan

ce a

nd w

ider

par

ticip

atio

n•

Prov

ide

exce

llent

cus

tom

er s

ervi

ce to

all

patr

ons

and

gues

ts•

Impl

emen

t new

pol

icie

s an

d pr

oced

ures

and

ada

pt to

new

man

agem

ent s

trat

egie

s to

fac

ilita

te e

ffec

tiven

ess

• E

valu

ate

exis

ting

syst

ems

and

antic

ipat

e pa

tron

s’ r

eque

sts

to im

prov

e ef

ficie

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UN

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43

UN

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Cover Letters

You Should Send a Cover Letter When: • Applying through Go IRISH or another online data-

base and the employer has requested it

• Responding to a job posting via direct mail or email

• Sending a response to a referral from a friend or acquaintance

Guidel ines

Your Cover Letter Should Be: • Formal, polished, and grammatically correct

• Precise, concise, cordial, and confident

• Written in the active voice

• Varied in sentence structure—don’t begin all sentences with “I”

• Printed on the same type of paper as your resume

• Targeted to the needs of the company and require-ments of the position

• A way of connecting the job description with your resume and skills

Cover Letters Should be Addressed to a Specif ic PersonIf you do not have a contact name:

• Investigate the company website and other online resources for contacts and addresses

• Call the company and request the name of the person responsible for hiring college graduates in your career area

• If all efforts fail, use a proper salutation such as “Dear Sir or Madam” or “Dear Hiring Manager”

Addit ional T ips • Your cover letter should not be a repetition of the

wording on your resume

• The font and formatting of your cover letter should match the font and formatting of your resume

• When sending a resume via email, you may follow the cover letter format to introduce your attached resume and put it into the body of the email (do not include the formal format with addresses and the date)

• The subject line for cover letters sent via email should have the position/job title and your full name

• Use the term “Enclosure” or “Enclosures” only if you are sending hard copies of your documents

Content

The First Paragraph—“Why Them?” • States WHY you are writing

- Responding to an advertised opening - Inquiring about a possible opening

• States WHY you are applying to, or are interested in, this employer - Company’s training program - Company’s product or service - Demonstrate your company research

• Mention your contact/referral if you have one

The Second Paragraph —“Why You?” • States WHAT qualifications you bring to the position

• Highlights two or three experiences or academic achievements that directly relate to the qualifications the employer is seeking

• Proves through examples of experiences and activi-ties that you have key skills for the position—i .e ., leadership, communication, problem-solving ability, and analytical skills

• May close with a summary sentence of your qualifications and a confident statement that you can make a contribution to the organization

The Third Paragraph—“Next Steps” • States WHAT you WANT—an interview or an oppor-

tunity to further discuss your qualifications and any employment opportunities the employer may have

• May reference your enclosed or attached resume

• Thanks the person and indicates that you look forward to speaking to or meeting with him/her, but indicates flexibility as to time and place

• Optional: Can state that you will call the contact person at a certain time/day to discuss scheduling a meeting or an interview

Please see Sample Cover Letters on page 43-47 .

Contact The Career Center to schedule an appointment for a resume

or cover letter review.

Cover letters serve as a bridge between your resume and the specific job to which you are applying . Therefore, there isn’t a “one size fits all” cover letter . A cover letter is also a reflection of your writing skills, so take time and care to proofread and review your document . It needs to be specific to the organization and position —a generic cover letter will not help you .

1807 Construction RoadApartment #18Notre Dame, IN 46556

October 15, XXXX

Mr. Phillip SorrelDirector of SalesABC Corporation1 Industry PlazaFramington, NJ 20589

Dear Mr. Sorrel:

I recently spoke with Mr. Connors at the Fall Career Expo at the University of Notre Dame regarding career opportunities within the pharmaceutical industry, and he suggested I contact you. ABC Corporation’s recent market expansion and use of the most current biotechnology in its products is particularly impressive. I am very interested in a Pharmaceutical Sales Representative position with your company and have enclosed my resume for your review.

My Science Business education has exposed me to principles of business—marketing, accounting, finance, and management—while also establishing the strong science foundation necessary in the pharmaceutical industry. As a marketing intern last summer, I applied and developed these skills in a corporate environment. Through interaction with clients ranging from computer hardware businesses to local grocers, I fostered strong communication skills and the ability to work with diverse customers. Additionally, I am committed to achieving results. For example, my new approach to marketing an on-campus community service program increased student participation by 25%. Given my goal-driven nature and desire to succeed, I am confident that I can make a positive contribution to your Sales Department.

I would like the opportunity to further discuss my qualifications and any sales opportunities within ABC Corporation. I will call you during the week of November 1 to see if we might schedule a convenient time to meet. I look forward to our conversation.

Sincerely,

Mary Flint

Enclosure

Sample Cover Letter

4 blank lines here

4 blank lines here for signature

Include if sending a hard copy of the letter and resume.

2 blank lines here

Position DescriptionThe Pharmaceutical Sales Representative is responsible for achieving sales goals and implementing company-approved programs within a (company assigned) geographi-cally defined territory . This is accomplished by providing company-approved information and services to all classes of accounts such as physicians, retail pharmacies, hospitals, wholesalers, and managed care organizations . The Sales Representative is also responsible for coordinating sales strategies with appropriate teammates to maximize sales in territory .

Start out with the name of your referral if applicable

Show that you’ve done your research to

keep the reader’s interest

Keep the letter short and to the

point. Be direct but courteous in the closing

Draw attention to

relevant skills, as defined by the job description, and dem-onstrate when and how you

have used them

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August 22, XXXX

Ms. Kim DeanUniversity Relations SpecialistCIGNA Corporation900 Cottage Grove Road, A-122Hartford, CT 06152

Dear Ms. Dean:

Please consider my enclosed resume for the CIGNA Leadership Development Program. Currently, I am a senior majoring in marketing at the University of Notre Dame. The qualities I have to offer CIGNA in this program include:

• An achiever with outstanding interpersonal skills: While working as an intern at XYZ Company, I was selected for the marketing strategy team that partnered to increase revenue by 41% and customer base by 20%. Prior to attending Notre Dame, I volunteered for a local non-profit organization where I worked with clients from different cultures. Based on my contributions and commitment to the organization, I earned recognition as “Volunteer of the Month.”

• Demonstrated leader and team player: I co-founded a student organization aimed at increasing community service involvement campus-wide. Over the past three years, we have been able to generate a 32% increase in student participation, and have made valuable contributions to the community. I also served as a Resident Assistant in one of the University’s largest residence halls while achieving a 3.59 GPA in my classes.

• Excellent analytical and quantitative abilities: In a team-based business simulation, I continuously analyzed the market and our competition for a financial services firm throughout the semester. The professor acknowledged our final project as being “an outstanding example for future classes.” Last summer as an intern, I participated in a cross-functional team to assess a proposed business venture expanding customer product offerings.

CIGNA is a long-time leader in providing full-service solutions. Through this approach, the company has continued to expand its client base and market position for more than 125 years. Specifically, your mission to help people lead healthier, more secure lives matches my own personal values and interests, as demonstrated through my community service efforts.

I am committed to adding value and contributing to CIGNA’s global expansion. Please consider placing me on your interview schedule during your campus visit. Thank you in advance for your consideration. If you have questions prior to your visit, please feel free to contact me at (574) 258-5555.

Sincerely,

Peter SmithPeter Smith

Sample Cover Letter

Position DescriptionChart your course for success in a fast-paced learning environment and get set to become a top-performing account manager in the group insurance segment of the employee benefits industry . Highly motivated and results-driven recent grads and early-career professionals will experience on-the-job and classroom training, coaching and mentoring as part of CIGNA Group Insurance’s Leadership Development Program .

Address your letter to a specific person

Use this

format to draw attention

to specific skills and

show when and how you

have used them

Immediately state the purpose of your letter

Demonstrate your research and knowledge of

the company and express your enthusiasm and interest

123 Notre Dame AveNotre Dame, IN 46556

February 12, XXXX

Mr. Joe IrishLilly Corporate CenterIndianapolis, IN 46285

Dear Mr. Irish:

As a senior Accounting and Economics double major at the University of Notre Dame, I am seeking a full-time position that will utilize my strong communication and analytical skills. From the research I have conducted on Go IRISH and through contact with Ms. Eileen Froehlke, I am interested in pursuing Lilly’s associate tax analyst opportunity. What has especially drawn my attention to Lilly is its drive and dedication towards research and development and meeting needs that have been previously unmet in the medical field. As well, Lilly’s expectations of high integrity and respect for all the people the corporation serves impressed me.

As a tax consultant intern for True Partners Consulting, I worked extensively in researching Section 199 and other complex tax deductions for our clients. I created templates for future use in evaluating the availability of specific deductions and also generated a methodology for the analysis of fixed assets for tax purposes. As an international tax intern for Zimmer, Inc., I was able to learn the foundations of the U.S. and foreign tax structures and experience first hand the importance of tax solutions in a Fortune 500 company.

In my Principles of Marketing class, I led a team of eight through a semester-long project which followed a product through the entire marketing process and resulted in a 200-page report and 20 minute presentation. I led discussions, critiqued my team members’ work, and motivated them to produce the best work possible. Outside of my academic and work experiences, I served as the Community Service Coordinator for the Black Cultural Arts Council and fostered a relationship with the Robinson Community Learning Center establishing community service activities for our club.

Accompanying this cover letter is my resume, which I also submitted through Go IRISH for your review. I would like the opportunity to further discuss with you the associate tax analyst position and my qualifications. I noted that Lilly will be conducting on-campus interviews and hope to talk with you sometime before then. Thank you for your consideration.

Sincerely,

Anthony HermannAnthony Hermann

Sample Cover Letter

Position DescriptionAs an Associate Financial Analyst, you will experience an exciting career offering a wide range of opportunities for professional development, including the two-year Lilly Initial Financial Experience (“LIFE”) training program . By strengthening your skills through a variety of financial assignments, you will deepen your financial expertise, learn and contribute to the business, and impact patients through your work in finance .

When applicable, state that you

have applied on Go IRISH, and indicate interest in obtaining an on-campus interview

Immediately state why you are interested in

the company and position

Highlight

relevant skills gained through

specific internship and academic

experience

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1234 Engineering Dr.Notre Dame, IN 46556

October 15, XXXX

Mr. George CostanzaDirector of University RecruitingVandelay Industries555 Pennypacker WayNew York, NY 10021

Dear Mr. Costanza:

I recently spoke with Art Vandelay at the Fall Career Expo at the University of Notre Dame regarding the Product Development Engineer position with Vandelay Industries, and he suggested I contact you. Vandelay Industries’ innovative approach to providing eco-friendly options for those in the automotive industry are of great importance and particular interest to me. Furthermore, Vandelay Industries’ recent market expansion and use of the most current materials technology in its products is extremely impressive.

My Mechanical Engineering education and my experience in and out of the classroom makes me a valuable candidate. As an engineering intern last year at Delphi I learned a great deal of how engineering and technology companies work closely with the automotive industry, and I believe this experience will allow me to contribute immediately to your team. Additionally, I am committed to advancing social and environmental standards in our industry, as shown through my involvement in the American Society of Mechanical Engineers and Student Energy Board. Our efforts are to reduce materials waste across Notre Dame’s campus, and specifically in regards to materials waste in engineering projects. Our efforts reduced physical waste by nearly 22% in the first year, as well as cut costs for the ME department by 3.5% by researching affordable, alternative materials from which to source project prototypes. Furthermore, my active involvement in student government has helped strengthen both my leadership and communication skills, both of which are vital for successful engineers. I am confident that I can help move Vandelay Industries’ initiatives forward and make a lasting and immediate impact on your team.

Please refer to my attached resume for a more detailed explanation of my experiences and qualifications. I want to thank you for taking the time to read my letter and for considering me for the Product Development Engineer position. If I can answer any questions please feel free to contact me at [email protected] or (555) 555-1234.

Sincerely,

Julie SmithJulie Smith

Sample Cover Letter

Position DescriptionProduct Development Engineering careers at Vandelay Industries offer you the chance to drive innovation and embrace bold new challenges as a member of the team responsible for revolutionizing the automotive industry . Today, we’re on a new road, with defined goals and renewed energy . You’ll see it in our attention to quality and performance, and in the groundbreaking designs and technologies that create an unparalleled driving experience for our customers .

We’re looking for an Engineer with 0-3 years of experience and a BSME to do the following: • Design and develop robust manufacturing processes for wiring

manufacturing facilities • Follow Vandelay’s Advanced Process Development process

throughout the project and assure deliverables are met on time • Seek out, understand, and interpret product requirements that can

be implemented in innovative new manufacturing processes and in a socially and environmentally conscious manner .

Knowl-edge

and skills gained through

classes and projects count as experi-

ence

Quantify accomplishments

when possible

Dear Ms. Domer:

I recently learned of Under Armour’s full-time positions through Ms. Hilary Flanagan, Director of Notre Dame’s Career Center, and I am very interested in this opportunity. My previous corporate internship experience, extra-curricular activities, competitive drive, and passion for athletics make me a strong candidate for this position.

While working as a business analyst intern for Target Inc. in Men’s softlines this previous summer, I developed several important skills required by this competitive corporate setting: fast-paced learning, dedication, creativity, and the ability to work as part of a team. Through partnering and individual critical thinking skills, my intern team presented an actionable inventory strategy to the division upon completion of the internship.

As an intern in Liz Claiborne’s International Marketing Division during the summer of 20XX, I worked with several cross-functional teams. These interactions were the most rewarding experiences of this internship, giving me the opportunity to effectively communicate with, and learn from, a diverse group of professionals.

Serving as the Director of Marketing for the Student International Business Council has given me the opportunity to explore my interests while applying classroom skills to real world business modules. In this challenging leadership position, I successfully led marketing projects with major companies, developing strategies and providing market research for future implementation. Through these experiences, my interpersonal skills, specifically my presentation and communication abilities, have been strengthened. With focus, time management, and determination, I have also maintained an accomplished academic record at Notre Dame.

Becoming a part of Under Armour and representing the brand preferred by today’s athletes is an exciting opportunity. I look forward to discussing Under Armour’s full-time positions with you at a later date. Thank you for your time and consideration.

Sincerely,Mary O’Connor(555) 555-5555http://www.linkedin.com/in/moconnor

Sample Cover Letter—Email Format

After

mentioning your referral,

make a strong statement about why the person should continue

reading your letter

It is acceptable to leave closing open-ended,

but generally better to retain control by asking for a specific appointment

Use short para-

graphs to highlight specific

skills and experi-ence

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Networking

CONNECTING WITH NOTRE DAME ALUMNI AND OTHER PROFESSIONALSUtilize these resources to locate and network with alumni and other professionals .

myNotreDame Alumni DirectoryNotre Dame students have full directory access to myNotre-Dame, the Notre Dame Alumni Association’s database . 1 . Create your own account at my.nd.edu 2 . Click on “Connect -> Alumni Directory -> Login ->

Create Account” 3 . Complete the registration with your nd .edu email

address and the Alumni Association will send you a password within 24 hours

4 . Once in the system conduct a “Directory Search” for alumni using basic criteria or multiple criteria in the “Advanced” search

Notre Dame Alumni ClubsAlumni clubs’ websites allow you to seek out contacts and events occurring in a particular geographic region . Some sites even post jobs and internship or have contacts for current students . Find the clubs at my.nd.edu . Hover over “Connect” and click “Clubs” and select your desired location in the drop down menus .

Notre Dame’s NEW Onl ine Alumni Connect ion SystemThe Career Center is launching a new online alumni search and connect resource! Watch for more details about registering on this exciting new tool!

LinkedInLinkedIn is an online network of 300 million professionals from around the world . Through LinkedIn you can network, search for great jobs, make connections that will help you find jobs, and get questions answered by industry experts .

To jo in L inkedIn: 1 . Go to www.linkedin.com 2 . Enter your name, email, and password, then click “Join” 3 . Fill out initial information to create your profile 4 . Enter your email and password if you wish to make

connections with your email contacts 5 . Confirm your email address by clicking the link sent to

your email 6 . Your account is now set up, make your profile complete

by going to the Profile tab and clicking “Edit Profile” . See page 49 for tips on Developing a Noticeable LinkedIn Profile

7 . Search for alumni on LinkedIn 1 . Go to “My Network” and select “Find Alumni” 2 . Click on People in the drop down box on the home

page, then click “Advanced” 3 . In addition to learning about them on LinkedIn, you

can also go to myNotreDame to see if they have an email listed so you can connect that way versus your first connect being via LinkedIn

LinkedIn ND Alumni GroupsJoin the Notre Dame Alumni Network group on LinkedIn: 1 . Go to https://linkedin.com/grps/

Notre-Dame-alumni-Network-802/about 2 . Click “Join” and wait for approval 3 . Once approved click on the number of members to

open the listing of members and click on the search icon to enter a name

4 . Consider joining other groups related to the industry or profession that interest you by clicking on “Groups” in the drop down menu and entering the information

A sample of other Notre Dame Groups to consider joining: • Notre Dame Women Connect • University of Notre Dame Mendoza College of Business • University of Notre Dame Program of Liberal Students • Regional Notre Dame Clubs

Go IRISH Go IRISH is an excellent resource for locating Career Center employer contacts .

1 . Login at careercenter.nd.edu 2 . Select the “Employers” tab and then “Employer

Directory” 3 . Enter the name of an organization into the keyword

search or utilize “More Filters” for other searches 4 . Oftentimes employer contact information is listed for

your outreach

CareerShif tSearch for contacts from millions of organizations by industry, location or keyword . Access through our website’s Online Resources 1 . Visit careercenter.nd.edu 2 . Click on “Online Resources” 3 . Click on “Explore, Research, and General Job

Databases” 4 . Click on “Internships & Jobs” 5 . Click on CareerShift and create an account using your

Notre Dame email address

Career Center Networking EventsThe Career Center offers many networking opportunities through the academic year with both ND alumni and various recruiters . See careercenter.nd.edu and click on “Events” on the home page or visit Go IRISH and click on “Events” .

Networking Tips! • Create a database of contacts to keep your network

organized • After any networking interaction, be sure to send a thank

you note to the professional within 24-48 hours, either via email or snail mail

Approximately 70% of all jobs/internships are found through networking! Networking involves a “career conversation” to explore careers or for job/internship search support . Networking, in reality, is just relationship building . You are not asking the person to give you or find you a job or internship, merely building relationships and seeking advice .

Who is your network? Family, friends, professors, classmates, previous employers, ND alumni, professional associations

NEW FOR 2016-2017!

DEVELOPING A NOTICEABLE LINKEDIN PROFILE

Technology has revolutionized the hiring process . In 2003, LinkedIn introduced an online business-networking platform that gave candidates and recruiters unprecedented access to over 332 million users across the globe, making the search for the right job and the right candidate a more efficient process . As a current or recent graduate, you may be unsure about how to

best use LinkedIn . Is it like Facebook? What information should be in my profile? How do I use it to network or find a job?

Is L inkedIn Like Facebook?Nope, LinkedIn isn’t like Facebook . LinkedIn isn’t about personal details, like what you did last weekend . While you have a profile and a profile picture, the focus is business . This platform is where you showcase your educational background, relevant experience, volunteer experience, your skills, knowledge of your desired industry, interaction with other business professionals, and communicate your “value proposition” to employers .

What Should Be Included In My Prof i le?A polished LinkedIn profile is the crux of successful online networking . Consider your profile your first impression to a global online business community . While that can feel a bit intimidating, don’t overthink it . It’s easy to create a profile you can be proud to share with other professionals . To help you get started, use the following tips for constructing a professional profile beyond just your work experience .

1. HeadshotLinkedIn profiles that have a headshot are more likely to be viewed by recruiters . Unlike your Facebook picture, your LinkedIn picture should be business-oriented . Your profile picture should be a preview of what it would be like to see you come in for an interview . Look professional and smile . Keep in mind that selfies are strictly prohibited if you want to land the job!

2. Keyword Rich Headl ineThe second most important piece of your profile is the head-line . This is an opportunity to announce to the global business community who you are or who you seek to become . Use this prime real estate to your advantage by incorporating keywords from your desired job or industry .

3. SummaryThe summary section is your 30-second elevator pitch . Use this section to introduce yourself and highlight significant skills, qualifications, and interests in your desired field . Be sure to communicate passion and enthusiasm for the industry and the work .

4. Educat ionThe education section is the place to list your full degree, indicate your institution, and graduation or anticipated graduation date . Be sure to include any minors, study abroad experiences, and certificate programs related to the degree .

5. LanguageShare that you have the ability to speak a second language; include the language and proficiency level . Sharing this informa-tion can give you a competitive advantage over other candidates .

6. Samples of Your WorkLinkedIn offers a great feature for users to upload samples of their work . Showcasing samples of presentations, research proj-ects, senior capstone assignments, and portfolios add value and credibility to your profile .

7. Volunteer ExperienceEmployers take note of volunteer experience . Be sure to include the name of the organization, your role within the organization, and length of involvement . Also include details such as fundraising

results, event coordination, management experience, and more . Your volunteerism, in many cases, can be as valuable as work experience, especially if it is related to your desired industry .

8. Awards and HonorsHighlight any awards and honors received during your collegiate academic career including nonacademic awards received for community or civic engagement . List the full name of the award (avoid acronyms), awarding organization or department, and the year the award was received .

9. Select Your Ski l lsIdentify your top industry-specific, technical, and general skills . Adding this information to your profile will allow others to endorse your skill set, giving you instant credibility . A solid list of at least 8-10 skills demonstrates value and capability .

10. Share Your InterestsDisclosing your personal interests and hobbies can help demon-strate your work-life balance . Personal interests can sometimes score a few extra “top candidate” points, but be sure to avoid sharing too much personal information . Remember, the LinkedIn profile is a platform for professionals .

How Do I Network To Land The Job?Now that you have completed your profile, land the job by using these top features to start connecting with other professionals:

Customize the Invi tat ion to ConnectEvery time you send a message to connect with someone on LinkedIn, make sure that you customize the text . Share who you are, why you want to connect, and how you found or know the individual . For example, if you met them in-person, tell them where you met and when .

Alumni Connect ions FeatureLinkedIn offers users a dynamic tool that connect individuals who share the same alma mater . Search for alumni who are practicing in your desired field, have the same degree, attended your institu-tion during a specific time period, and more . Many individuals are happy to assist their fellow alumni with career advice and even hire alums . Don’t forget to showcase your school pride in that custom-ized invitation to connect!

Follow Companies, Join Groups, and Connect with RecruitersStart following your dream companies on LinkedIn and join industry specific groups . Be the first to know about company news and job postings . As you start following companies, make note of who is posting updates and job announcements . Use those clues to connect with recruiters and company leaders .

Share ContentPosition yourself as a knowledgeable resource . Share interesting industry or work productivity articles . Comment on posts shared by others in your network . Reinforce your professional brand by sharing your knowledge and perspectives .

Gala Jackson, M.Ed. is a Millennial Expert & Career Management Consultant with InterviewSnob, a career consulting boutique for millennials. Connect with Gala @interviewsnob and check out her website at www.interviewsnob.com

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INFORMATIONAL INTERVIEWINGWhat is an informational interview? It is asking someone about what they do—it is not about asking for a job or an internship! Think of it as relationship building .

The primary goals of informational interviewing: • Investigate a specific career field • Uncover career options you never knew existed • Assist in narrowing (or expanding) options • Obtain advice on where your skills might be applied • Learn about important issues in a career field • Broaden your own network of contacts for future

reference

Sample Quest ions for an Informational Interview 1 . How did you enter this job/career? 2 . What do you do in a typical day? 3 . What are the most interesting aspects of your job? 4 . What do you like least about this career? And what do

you find dull or repetitious? 5 . How would you recommend someone break into this

field? 6 . What educational background is required? 7 . What kind of person would be best suited for this

career in terms of personality, interests, and skills . 8 . What kind of experience or internship would help in this

career? 9 . Are there specific courses a student might take that

would be particularly beneficial in this field? 10 . Is travel expected with this job?

11 . What types of training do companies give to people entering this field?

12 . What technologies are integrated into this career? 13 . What special advice would you give to a young person

entering this field? 14 . How do you see the jobs in the field changing over the

next five years? What can I do to prepare myself for such changes?

15 . As a female or male, would I have any special chal-lenges in a career in this field?

16 . How can I learn more about this career/job? 17 . What professional organizations are active and

responsive in this career field? 18 . Are there any other individuals you recommend I speak

with to learn more about this career? 19 . What are some job titles of entry-level positions in the

career field? What is the career trajectory? 20 . What is a typical salary range in this field? 21 . What advice would you give on locating opportuni-

ties, the timeframe for applying, and the application process?

How to start your informational

interview:“Hello, my name is _________. I am a student at the University of Notre

Dame. I am very interested in learning more about ___________ and I would like to talk with you

about what you do and the field in general.”

NETWORK YOUR WAY TO A JOB

Many people use the classified ads as their sole job search technique . Unfortunately, statistics show that only 10% to 20% of jobs are ever published—which means that 80% to 90% of jobs remain hidden in the job market . For this reason, networking remains the number one job search strategy .

Networking Def inedA network is an interconnected group of supporters who serve as resources for your job search and ultimately for your career . Some great network contacts might include people you meet at business and social meetings who provide you with career information and advice . Students often hesitate to network because they feel awkward asking for help, but it should be an integral part of any job search . Though you might feel nervous when approaching a potential contact, networking is a skill that develops with practice, so don’t give up . Most people love to talk about themselves and their jobs and are willing to give realistic—and free—advice .

Eight Keys to Networking 1. Be Prepared First, define what information you need

and what you are trying to accomplish by networking . Remember, your purpose in networking is to get to know people who can provide information regarding careers and leads . Some of the many benefits of networking include increased visibility within your field, propelling your professional development, finding suit-able mentors, increasing your chances of promotion, and perhaps finding your next job .

Second, know yourself—your education, experience, and skills . Practice a concise, one-minute presentation of yourself so that people will know the kinds of areas in which you are interested . Your networking meeting should include the following elements: introduction, self-overview, Q&A, obtaining referrals, and closing .

2. Be Targeted Identify your network . For some, “I don’t have a professional network . I don’t know anyone,” may be your first reaction . You can start by listing everyone you know who are potential prospects: family members, friends, faculty, neighbors, classmates, alumni, bosses, co-workers, and community associates . Attend meet-ings of organizations in your field of interest and get involved . You never know where you are going to meet someone who could lead you to your next job .

3. Be Professional Ask your networking prospects for advice—not for a job . Your networking meetings should be a source of career information, advice, and contacts . Start off the encounter with a firm handshake, eye contact, and a warm smile . Focus on asking for one thing at a time . Your contacts expect you to represent yourself with your best foot forward .

4. Be Patient Heena Noorani, Research Analyst with New York-based Thomson Financial, recommends avoiding the feeling of discouragement if networking does not provide immediate results or instant answers . She advises, “Be prepared for a slow down after you

get started . Stay politely persistent with your leads and build momentum . Networking is like gardening: You do not plant the seed, then quickly harvest . Networking requires cultivation that takes time and effort for the process to pay off .”

5. Be Focused on Quality—Not Quantity In a large group setting, circulate and meet people, but don’t try to talk to everyone . It’s better to have a few meaningful conversations than 50 hasty introductions . Don’t cling to people you already know; you’re unlikely to build new contacts that way . If you are at a reception, be sure to wear a nametag and collect or exchange business cards so you can later contact the people you meet .

6. Be Referral-Centered The person you are networking with may not have a job opening, but he or she may know someone who is hiring . The key is to exchange information and then expand your network by obtaining additional referrals each time you meet someone new . Be sure to mention the person who referred you .

7. Be Proactive Stay organized and track your networking meetings . Keep a list of your contacts and update it frequently with the names of any leads given to you . Send a thank-you note or email if appropriate . Ask if you can follow up the conversation with a phone call, or even better, with a more in-depth meeting in the near future .

8. Be Dedicated to Networking Most importantly, networking should be ongoing . You will want to stay in touch with contacts over the long haul—not just when you need something . Make networking part of your long-term career plan .

Written by Thomas J. Denham, managing partner and career counselor of Careers in Transition LLC.

Do’s & Don’ts of Networking• Do keep one hand free from a briefcase or purse so

you can shake hands when necessary .

• Do bring copies of your resume .

• Don’t tell them your life story; you are dealing with busy people, so get right to the point .

• Don’t be shy or afraid to ask for what you need .

• Don’t pass up opportunities to network .

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FINDING MENTORSNew in 2016-2017! The Career Center will be rolling out a new online alumni connection tool . Make sure you register to be part of this great networking resource . Here are just a few of the things you can do with this new tool:

• Find alumni mentors that have stated their interest in working with students

• Connect with alumni interested in offering job shadow opportunities

• Be “matched” through an algorithm with alumni that have similar interests

• Join groups of other students and alumni with similar interests

• See dates of alumni events throughout the country and abroad

Until the system is in place, contact The Career Center on information on how to best connect with alumni mentors .

SOCIAL MEDIA

Using Social Media for Your Job SearchKnow that employers are searching social media to learn more about their applicants during the hiring process! • Plan a social media strategy that is right for your career

goals • Create a robust LinkedIn profile and join LinkedIn

Groups that are related to your interests • Engage with social media pages of target organizations • Use platforms like Twitter, Facebook, YouTube,

Pinterest, or Instagram based on networking goals • Consider starting a blog related to career interests about

which you are passionate • Research organizations and people using social media

platforms

Protect Yourself • Adjust your privacy settings • Be aware of what is public • Search yourself on Google • Proactively tag or un-tag yourself in photos and events • Always proof before you post • Recruiters will judge you on your profile photos—do

they tell the right story? • While job searching or at an internship, think twice

before posting anything career-related • Never complain about your job or boss or broadcast

employer confidential information

STAYING IN TOUCH WITH YOUR NETWORKNetworking is about building a relationship; it doesn’t mean every time you talk you are requesting assistance or advice . It may just be about touching base, an article of interest for them, or something new that has occurred in your profes-sional life to share .

Connect Via Phone, Snai l Mai l or Emai l in These Potent ial Si tuat ions • Share a link or a resource • Information about an event you think they would enjoy

attending • An update on how you are doing, anything new you have

begun, or something you did related to their advice • Ask them a new question showing you have done some

research • Introduce them to someone else ONLY if you think it

would be beneficial to them • Thank them for their time/insight after a networking

meeting

Opening l ines: • I thought of you when . . . • I learned something in class . . . • I saw something in the news . . . • I used something I learned when working with you . . . • I followed your advice . . . • I mentioned you (or your organization) to someone . . .

How Often to Fol low Up?Every few months is appropriate, yet it really depends upon what is occurring in your life and if you truly have something substantial to say to them . Always be sincere, remember the purpose is to gain information, not ask for a job or internship .

Method? • Handwritten notes: Handwritten notes are unique in this

day and age and make you stand out in a positive way • Phone: Utilize phone calls when you need to communi-

cate your energy and attitude • Email: Good for a quick note, sending a link, or when

time is of the essence . Utilize a clear and attention getting subject line

Final Thoughts • Not everyone will find time to reciprocate • Send communications at least a week apart and no

more than 3 times, if you don’t receive a response • Don’t be a stalker—persistence is admirable but not to

the point of annoyance • Prepare, prepare, prepare what you are going to say • Be sure to send a thank you note after every networking

meeting or phone call

Thank You

Dear Mr./Ms. Alum,

Thank you again for taking time from your busy schedule to speak with me last Friday morning about your career. Your advice was very helpful! I will be contacting Ms. Amy Smith today, as you suggested. In addition to following up with that contact, I have applied to job openings with ABC Inc., and XYZ Co. Thank you for that suggestion!

(Include a point or two about advice they gave you that you took to heart).

I hope you have a great start to the summer! Again, thanks for your insight. If any additional suggestions come to you mind please pass them along. I will keep you posted on my job search progress.

Regards,

Jane Johnson

[email protected]

574-123-4567

SAMPLE Networking letters/emai ls

Interview

Career Explorat ion

Dear Mr./Ms. Alum,

I am a Notre Dame junior pursuing a career in journalism. Next Friday, March 26th, I have an internship interview with (insert organization name) for (insert position title). I am very interested in this opportunity and would like to gain your insight on (insert organization name) to learn more about how I can stand out in the interview.

Would you have time for a 10-minute phone call so that I may ask about your experiences at (insert organization name) and any advice you might have for me in my interview?

I would be free anytime over the lunch hour, Tuesday or Thursday afternoons when I’m not in class, or in the evenings. Thank you for your consideration, I look forward to hearing back from you.

Sincerely,

John Smith

[email protected]

574-123-4567

Dear Mr./Ms. Alum,

I am a junior marketing major at Notre Dame who is interested in discovering more about the public relations field. I found your contact information through the Alumni Association directory, myNotreDame. (Add one or more lines highlighting why you have interest in the field)

Would you have time for a 15-minute phone call to discuss public relations as a possible career path? I would like to ask you about your experience in the industry, your career path, and ask any advice you would have for me on pursuing the field.

I would be free anytime over the lunch hour, Monday, Wednesday & Friday mornings, Tuesday and Thursday afternoons, or in the evenings.

I’m sure you have many demands on your time so I thank you so much for your consideration. I look forward to hearing back from you.

Go IRISH!

Jane Smith

[email protected]

574-123-4567

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How to Prepare for a Career FairCompose a Resume that Markets Your Background and Ski l ls • Review the “Writing Your Resume” section in this guide • Visit The Career Center for a resume review

Prepare, Prepare, Prepare • Attend a “Career Fair Prep” workshop • Determine your objectives for attending • Review the companies attending the fair and position

descriptions on Go IRISH • Select which organizations you plan to visit and conduct

further research • Visit company websites to review mission statements,

annual reports, and products or services • Develop and refine networking skills • Develop your “30 Second Message”

Developing Your 30 Second MessageA good 30 second message includes:1 . Relevant background information: education and

experience2 . Summary of your career interests and skills3 . A relevant question or request

The Foundation • Hello, I’m…(name, year, and any connection to

organization/industry/position) • Articulate interest in industry/career field . Here are a few

suggestions: - I have experience with…(explain something from a

relevant experience, class, etc .) - Your company is…(demonstrate knowledge of

company) - I’m interested in X because…(explain your interest

in company/industry) • I can…(match your skills with their needs) • End with an engaging question

Quest ions to Ask1 . Could you tell me more about the client responsibilities of

the Business Analyst position?2 . What are some of the campus and internship experi-

ences that help candidates compete successfully for this position?

3 . What is your position with the organization/company? a . What have you enjoyed most about your position? b . What have you found most challenging about your

position?4 . What career paths are open to people who have

succeeded in this position and what’s a typical time frame for advancing to a different opportunity?

5 . Could you describe your training program for new associates?

6 . What do you think are some of the most important skills and experiences undergraduates need to enter this career field?

7 . Ask about an issue or current event that may be impacting the company (from your careful research)

Sample 30 Second MessagesCareer Fair Specific:

Hi, my name is…I am a junior majoring in English and Business Economics. I specifically enjoy studying Victorian literature, doing close readings of text to determine underlying meanings, and crafting argu-ments supported by those readings. My Business Economics minor allows me to explore the more quantitative and structured part of my nature through the study of statistics, finance, and economic anal-ysis. Together these allow me to combine big picture, creative thinking with analytical abilities. Because of this I think I would have a lot to offer a marketing organization like yours. Can you tell me about the work you do at…and what qualities you look for in your intern and entry-level candidates?

General Networking:Hello, I’m…and I will receive my degree from Notre Dame this May where I have been majoring in Political Science with a focus on voting trends of various constituencies. I was able to apply that information through an internship this past year with the New Jersey Democratic Party. The internship allowed me to research key issues in various coun-ties for the upcoming elections. I would like to use this experience by working on a larger campaign for a senator or congressperson. In order to break into this field, I have been conducting informational inter-views and speaking to anyone who has knowledge of working for a campaign. Could you recommend anyone that I may speak with in order to gain a better understanding of the process of being hired onto a campaign?

Final Tips • Know yourself and your audience • You are telling your story—you are not a salesperson • Control your message so that nothing is left up to

interpretation • Be enthusiastic

At the Fair • Dress in business attire (see page 59) and bring several

copies of your resume • Be proactive by approaching employers • Speak with both young alumni and experienced

representatives • Demonstrate confidence and enthusiasm in delivering

your “30 Second Message” • Unless the employer asks you for your resume at the

beginning of your conversation, offer it to him/her at the end (“May I leave a copy of my resume with you?”)—this is a nice way to close the conversation

• When the conversation seems to be ebbing, reiterate your interest in the company/industry and begin to disengage (i .e . “I’ve really enjoyed speaking with you and would like to leave a copy of my resume with you if I may”); another way to disengage from conversation

would be to acknowledge the line of students waiting to speak with the representative (if present) and indicate you do not wish to monopolize his/her time

• If they are interviewing the next day, ask the representa-tive how to sign up for an interview (i .e . “After reviewing your company information and the position, I am inter-ested in speaking with you further . How can I obtain a slot on your interview schedule at The Career Center?”)

• Obtain the representative’s business card to continue the connection via email (“May I have one of your busi-ness cards and follow up with you if I have any questions about this opportunity/your organization?”)

Fol lowing the Fair • Send an email thank-you note to the recruiters with

companies of interest within 24-48 hours of the fair • If you obtain an interview: - Prepare by researching the company, industry,

competitors, and the position description on Go IRISH or through the Online Resources section of our website

- Review The Career Center’s Interview Guide and practice sample interview questions

Util ize Go IRISH to Find Out More About the Companies, Industries, and Posit ionsTo view all companies attending a career fair: 1 . Login to Go IRISH 2 . Click on Events tab and choose Career Fairs

3 . Click on the name of the fair to view participating employers and general posting information

To view job postings: 1 . Login to Go IRISH 2 . Click on Jobs/Internships and select Go IRISH Jobs 3 . Perform a keyword search for the fair using the tips on

the Jobs/Internships Search page

Conduct Addit ional Company and Industry Research *Vault Career Insider • Contains insider company information, advice, articles,

and career, industry, and employer guides*CareerShift • Search for information on a company and find contacts

within the organization*Factiva • Provides access to global news and business infor-

mation, including newspapers, same-day newswires, company reports, and media programs

News.Google.com • Search for company-related current eventsCompany Websites • Review mission statements, annual reports, and prod-

ucts or services

* These resources are available through the Online Resources section of our website, specifically under the Company Profiles and Culture tab .

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InterviewingStand Out for the Right Reasons

Interviews are probably the most significant part of the internship and job/post-graduate search processes . It is a dialogue between two parties, each with their own objectives:

The interviewer’s goals are to find out if: • You have the SKILLS to do the job (both soft and

technical skills) • You are MOTIVATED to do the job • You are a FIT with organization’s CULTURE

Your goals are to: • Showcase your skills and interpersonal qualities • Demonstrate your match for the job with solid, well-

crafted examples of your experiences • Determine if the position and the employer is a

good fit for you

Gaining interview skills are critical whether you are pursuing an internship, full-time employment, a service opportunity, graduate or professional school, a fellowship, or a post-graduate internship to break into a difficult field! Understand the format and structure of the interview, as well as the STAR technique (see page 61) and you will be well on your way to STANDING OUT for all the right reasons .

Onl ine Interviewing ResourceBig Interview is an online system that combines training AND practice to help improve your interview technique and build your confidence: https://careercenter.nd.edu/students/online-resources/big-interview.

TYPES OF INTERVIEWS

Resume Based/Tradit ional This form of interview goes through your resume; questions are about your education, prior work experience and activities . It is a very straightforward interviewing technique . You should know exactly what you have included on your resume and be able to elaborate and/or provide support for any part in addition to being ready with examples from other experiences .

BehavioralBased on the principle that the best way to predict future behavior is from past behavior, this method of interviewing is one of the most commonly used . By focusing on the applicant’s actions and behaviors, rather than subjective impressions that can sometimes be misleading, interviewers can make more accurate hiring decisions . In these types of interviews, it is impor-tant to note what competencies or skills the employer is seeking (e .g . in the job description) . Make sure you describe a specific, recent situation, detail your behavior or the actions you took to resolve the situation, and share the outcome or the results of the situation . The STAR technique is one of the most effective ways to craft a complete response to a behavioral question . Practice using the STAR technique to develop your responses to the behavioral questions on page 60 .

CaseSome companies, especially those involved in consulting and finance, are concerned not only with your experience in a particular area, but also with your ability to address unfa-miliar, complex problems and reach logical conclusions based on available facts . In essence, they want to test your ability to solve problems that may arise in a real-life situation while working for them . The emphasis here is on your thought process; there is not necessarily a right or wrong answer . You will usually be evaluated in several of the following areas: • Logical reasoning • Creativity • Quantitative skills

• Business judgment (not business knowledge) • Pragmatism • Ability to structure problem-solving • Intellectual curiosity and enthusiasm • Ability to think quickly and perform under pressure • Ability to clearly communicate your answer

Typically, you will be presented with a set of facts, ranging from simple hypothetical situations to complex charts, graphs, data correlations, etc . It is up to you to assume the role of the professional .

The following resources can help in your preparation: • caseinterview .com and caseinterviewmath .com—these

two resources are produced by a former McKinsey Partner who has created several hours of free “how to” videos (to log onto caseinterviewmath .com—create an account on caseinterview .com first) .

• acethecase .com • casequestions .com • guides .vault .com/View .aspx?ISBN=9781581319903 • quintcareers .com/case-interviews/

Mental Math Resources: • caseinterviewmath .com • www .mathtutordvd .com/public/department155 .cfm • www .thatquiz .org

Books available for check-out at The Career Center (248 Flanner Hall) or Mahaffey Business Library: • Case Interview Secrets by Victor Chang • Case in Point by Marc Cosentino

TechnicalCompanies in financial services, accountancy, technology, engineering, or science may ask questions related to academic coursework or concepts (e .g . programming skills) and/or industry knowledge (e .g . market indices) .

MODES OF CANDIDATE ASSESSMENTWhenever you are speaking with an alumnus, recruiter, or any representative of an organization, communication matters . These conversations, both formal and informal, often factor into determining if you are the right candidate for the opportu-nity . The communication medium for the interview may vary, however, the process, goals, and how you prepare for the interview remain the same .

PhonePrescreen—may or may not be scheduled . If the employer calls unexpectedly, don’t be caught off guard, this call is still a critical part of the overall interview process . The employer will usually ask a few key questions to determine if you will continue in the interview process .

Scheduled—an in-depth pre-screen before the site interview . However, for some internships the scheduled phone inter-view takes the place of a site interview and it may be the only interview . If this is the case, applicants are hired solely on the basis of the phone interview . Scheduled interviews can last anywhere from 15 minutes to an hour .

Tips for a Successful Phone Interview • Have a professional voice message on your phone in

case the employer reaches your voice mail • Ensure a good phone connection—charged battery;

quiet location for the call; strong signal . (Note: you can reserve a room in The Career Center Interview Center if space allows)

• Before the interview, call yourself and leave a message answering the question “tell me about yourself”—check your intonation, volume, clarity, and how well you answered the question!

Skype and Video InterviewingMore employers are utilizing Skype, especially if you are inter-viewing from abroad . Video conferencing is not as common, but is still used; however, you and the employer both must have access to the equipment . If you are scheduling a Skype session from abroad, check technology and signal strength well before the scheduled connection . Arrange for a quiet location and a non-distracting background behind you . If you are on campus and an employer wants to schedule a video conference or Skype interview, The Career Center has equip-ment available . Please call (574) 631-9915 to schedule an interview room or a computer for Skype interviews .

Addit ional Tips for Video Interviewing: • Look at the camera, not the screen • Dress professionally from head to toe . Avoid large plaids

and prints which may be overemphasized on the screen . • Be aware that the microphone picks up all the noise in

the room . Don’t tap your pen or shuffle papers . • Avoid too much body motion as this can create blurry or

jumpy images at the receiving end .

Over a MealThis isn’t about eating! You are being interviewed and assessed . Follow professional etiquette guidelines—select a meal that’s easy to eat neatly; stay attentive to questions, but aim for relaxed responses and conversation . If you are dining with more than one person, address and connect with everyone at the table . Meet with a Career Coach if you have additional questions . For more information, visit our website .

Test ingSome employers give candidates different types of tests as part of their hiring process . Testing can provide extra infor-mation about applicants that cannot be obtained from their resumes or interviews—aptitude, interests, learning styles, and other relevant characteristics .

PanelAlthough the one-on-one interview is most common, a panel interview will often be conducted at the on-site visit . A group of individuals, perhaps representing different departments or functions with which the position interacts, asks a variety of questions to assess if the candidate can support the key inter-ests of the department or function .

Project AssessmentIn this case you are asked to complete a task (often timed) or project that represents one of the key functions of the position .

Group ProjectSome employers will bring candidates for the same type of position together for a group project or simulation . The group is usually asked to dialogue, design, or recommend a solution to a challenge or daily project of the organization or industry . Your team player and group dynamic skills are being assessed, as well as the ideas and innovative thought you bring to the discussion or project .

ON-SITE VISITThe on-site visit is usually the final stage of the interview process . A job offer for a full-time position is rarely made without a second interview, which is typically held on site, but can also be on campus . The purpose of this interview is for the employer and the student to become better acquainted with one another . Make sure that your cell phone is turned off the entire time you are with the employer—including events on the evening prior to the interview . Do not check the time on your phone—this could be misinterpreted . It is the job of the host to ensure you are kept on schedule and are where you need to be .

Preparat ionAs with the first round interview, preparation is key to success . Students need to collect more in-depth information about the organization and be prepared to answer more specific

questions about their abilities as they relate to the position . Questions tend to be more technical and job specific . Bring extra copies of your resume, a copy of your transcript, and any other application materials you may have submitted .

Travel ArrangementsWhen an invitation is extended for an office visit, the company will typically cover travel expenses and may assist with travel arrangements—however, do not assume that this is the case . If you are uncertain about your travel arrangements, be sure to clarify with the employer prior to leaving for your interview . Treat employer’s money responsibly—be sensible about any expenses you incur and keep all of your receipts . Make sure you have the employer contact information with you, in case of delays or other issues .

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Research the Organization and the Industry

Conducting thorough research on the organization and industry is vital to an effective interview . Employers

view knowledge of their organization as a critical factor in applicant evaluation because

it demonstrates the candidate’s interest, enthusiasm, and seriousness about the

position . Know the employer’s website thoroughly, but your research must go

beyond this . Interview Checklists on page 59 provide a starting

point for your research, tailored to the type of employer

with whom you are interviewing .

The Evening Pr ior to the InterviewIf you are meeting with a representative from the company the night prior to your interview, remember that this is part of the interview process . Dress appropriately and conduct yourself professionally at all times . Be sure that you know the time and location of the meeting and arrive a few minutes early . Everything that you say and do will factor in to the employer’s final decision as to whether or not they extend an offer .

Day of the InterviewGet a good night’s sleep—you need to be alert and energetic . Eat breakfast . Make sure you arrive early . Obtain business cards from everyone you talk to; send thank you notes as appropriate . Know what the next steps are and the timeline . Remember the interview is a two-way street . Be observant—what is the atmosphere like? Are the employees engaged? Are you comfortable with the culture? Have you asked ques-tions you need answered?

Addit ional Quest ionsThe following are possible questions to ask your interviewer at the office visit .

Quest ions to Ask the HR Representat ive 1 . What is the typical career path for this position? 2 . How do employees have the opportunity to express

their ideas? 3 . What is the typical travel schedule? 4 . How often are performance reviews conducted?

Quest ions to Ask a Prospect ive Supervisor 1 . What would be my primary responsibilities? 2 . What are some of the department’s special projects? 3 . How much interaction would I have with management,

colleagues, and clients?

Quest ions to Ask a Prospect ive Co-Worker 1 . Can you describe a typical workday? 2 . What do you like best/least about working for this

organization? 3 . Do you have the opportunity to work independently?

Quest ions to ask Senior Management 1 . What is the biggest challenge facing the organization? 2 . How would you compare your organization to (name of

major competitor)? 3 . What are the growth projections (better yet, if you can

find growth projections in your research—“I see that the organization is planning on increasing revenue by 20% over the next three years—what is driving this growth?)

Typical Schedule for an Off ice Interview 8:30—9:15 a .m . Candidate arrives at Office/

Human Resources Department9:15—10:00 a .m . HR Interview (and/or testing)10:00—11:00 a .m . Facilities Tour (typically

conducted by HR representative)11:00—11:45 a .m . Interview I11:45 a .m .—12:30 p .m . Interview II12:30—1:45 p .m . Lunch with HR and/or selected

others1:45—2:30 p .m . Interview III2:30—3:15 p .m . Department Head Interview3:15—3:45 p .m . HR Department/Wrap-Up/Travel

Expenses

It is advisable to call the recruiting contact at the organiza-tion to inquire about the specific schedule for your office visit so you know what to expect and can prepare accordingly . If you can get an agenda beforehand with the names of the interviewers, research them on the company website, Google, LinkedIn, and/or myNotreDame .

PREPARING FOR THE INTERVIEW

IntervIew SucceSS!

PractIce IntervIew reSPonSeS

Tailor interview responses to concisely describe experiences in

relationship to the skills and qualifications the organization is seeking. Conduct a mock

interview with a recruiter, Career Coach, former employer, or a friend.

reSearch the organIzatIon and the InduStryThe Career Center offers multiple resources for gaining both a broad overview and in-depth information beyond the employer’s website.

libguides.library.nd.edu/career_resources_guide/company-profiles

analyze the PoSItIonKnow the qualifications and responsibilities, usually outlined on the job description.

Identify the key skills the position requires and using the STAR technique (page 61) describe, in detail, a time you have used each of the skills.

the FoundatIon—Know yourSelF Know your VIPS (Values, Interests, Personality, Skills). Practice communicating these concisely and clearly as they

relate to the position, organization and industry. State career goals that are compatible with the position and realistic. Review your Experiences. Analyze your academic training, leadership experiences, critical thinking skills and non-academic

activities in relationship to the position. Relate your Interests, Skills, Experiences, and Goals to the position.

Preparation is the most important part of your job or internship inter-

view . Lay the foundation and follow these steps to maximize

SUCCESS with advance planning, self-assessment,

and interview practice .

INTERVIEW CHECKLISTS

For Prof i tOrganizat ion Knowledge ❑ Annual Report, especially the

Letter to Shareholders ❑ Company history ❑ Company mission statement ❑ Company leaders (CEO, etc .) ❑ Organizational structure ❑ Principle products/line of business ❑ Primary locations ❑ Stock price/trends; PE ratio ❑ Annual revenue ❑ Capitalization

Industry Knowledge ❑ Industry background/general

information ❑ Competitors ❑ Relative size in industry/market

share ❑ Industry trends and facts ❑ Industry jargon

Current Events ❑ New products/lines of business ❑ Recent news articles about

company and/or industry

Nonprof i t Organizat ionOrganizat ion Knowledge ❑ Mission and services ❑ Population(s) served ❑ How the organization refers to

its constituents—clients, guests, patrons, members

❑ Executive Director, CEO or President of local, regional, national, and/or international levels

❑ Income and assets; sources of funding and percentage of each to overall funds

❑ Local, regional, national, and world aspects of the organization

❑ Size of local and/or national organization

❑ Volunteer structure and size ❑ Board of Directors ❑ Partnerships with community,

other agencies and organizations, corporations

❑ Initiatives, achievements, and impact measures from the Annual Report

Sector Knowledge ❑ Current size, numbers served,

number of employees within the nonprofit sector

❑ Sector trends and current economic state

Current Events ❑ Recent news articles about

organization ❑ Recent articles about the topic

or population of concern to the organization

Government AgencyOrganizat ion Knowledge ❑ Public service mission ❑ Top position titles and names in

agency ❑ Level of government at which

the agency functions (city, state, federal)

❑ Branch of government ❑ Size and jurisdiction of office with

whom you are interviewing and its parent agency

❑ Recruiting terminology ❑ Political appointments, elected,

and hired positions within the agency

❑ Partnerships with nonprofit organizations

❑ Contracts and business relation-ships with for-profit organizations

❑ Relationship of government agency with which you are inter-viewing to other government departments or agencies; differ-ences between focus of public services and connection between them

Sector Knowledge ❑ Sector trends and current

economic state

Current Events ❑ Recent news articles about

agency ❑ Recent articles about topics

relevant to the agency’s focus and services

Where to Find This InformationCareer Center Online Resources careercenter .nd .edu/students/online-resources Click on Explore, Research, and General Databases . Features include industry guides, employer profiles, and more . See a comprehensive listing by category on the Online Resources Chart (pg 25)

Idealist www .idealist .org/info/Nonprofits Broad overview of the structure and business of nonprofit organizations and the sector

National Council of Nonprofits councilofnonprofits .org Overview of nonprofits in America, policy, current sector news, building and maintaining sustainable nonprofits

GuideStar www .guidestar .org/AdvancedSearch .aspx Search for a nonprofit organization to see assets and income, detailed financial data, and impact summary statement

National Center for Charitable Statistics nccsdataweb .urban .org/PubApps/nonprofitfaq .php

Nonprofit Career Core Competencies nonprofitleadership alliance .org/credential/competency-based/competencies

Index of U.S. Government Departments and Agencies www .usa .gov/Agencies/Federal

The Guardian Public Sector Careers www .theguardian .com/society/public-sector-careers

Government Executive News www .govexec .com

GoGovernment gogovernment .orgThe College Student’s Guide to Federal Government . See “Working in our Federal Government” and “Finding your Fit” sections for helpful information .

Best Places to Work in the Federal Government 2015 bestplacestowork .org/BPTW/index .phpMore than 389 federal government organizations are ranked according to overall employee satisfaction and commitment and workplace issues .

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PRACTICE YOUR RESPONSES TO COMMON INTERVIEW QUESTIONSNo two interviews are alike . In each interview experience there will be questions you were not asked in previous interviews . However, there are a number of questions that seem more common than others, and these are the questions you should think about before each interview . Many interviewers will steer away from standard directive questions and concentrate more on open-ended situational or behavioral questions . Common themes include applications of analytical, problem-solving, and decision-making skills; leadership development; creativity; teamwork; and personal development . These should be answered using specific examples . Interviews often include a mix of different types of questions .

Resume-Based/Qual i f icat ions • Why are you interested in our organization? Industry? • What work experience has been the most valuable to

you and why? • Why did you choose to attend Notre Dame and how did

you select your major(s)? • How do you think you have changed personally in the

past (five) years? • What challenges are you looking for in a position? • What three trends do you see in the future for our

industry? • Tell me about yourself . • Why do you want to work in (career field)? • Why do you feel you will be successful in this program? • What is your greatest strength/weakness, and how will it

affect your performance in this program? • What are some of the most creative things you have

done? • What characteristics do you think are important for this

position? • Tell me about your summer internship .

• How has your education at Notre Dame prepared you for a __________ position?

• Where do you see yourself in five years? • What has been the biggest accomplishment in your life,

and why? • Why should I hire you?

Behavioral • Give an example of a problem you have solved and the

process you used . • Describe a situation in which you had a conflict with

another individual and how you dealt with it . • What idea have you developed and implemented that

was particularly creative or innovative? • Tell me about a team project of which you are particu-

larly proud and your contribution . • What types of situations put you under pressure, and

how do you deal with the pressure? • Tell me about a situation when you had to persuade

another person to your point of view . • Describe a leadership role you have held, and tell me

why you committed your time to it . • In thinking about a past position you have held, what did

you do to make your duties more effective? • Describe one of the toughest competitive situations you

have faced and how you handled it . • What has been one of your greatest disappointments,

and how did you respond? • Describe a time when you added value to an existing

work process . • Tell me about a time you failed . • Describe a situation in which you were criticized, and

how you responded . • Tell me about a time you went above the call of duty .

What They Real ly Want to Know Is :

A . Can you take an incredible amount of information, organize it quickly in your head, and present it in a concise and articulate fashion?

B . Are my perceptions of your strengths and weaknesses the same as yours? How mature are you in dealing with your weaknesses? Can you identify methods for self-improvement?

C . Have you done your homework? Are you analytical?

D . How do you see yourself? Are you a leader or a follower? (A quiet confidence is needed here—not arrogance or egotism) .

E . Have you accurately identified the skills and expertise needed to succeed? Can you prove you have them?

F . How are your promotion and persuasion skills? Are you believable? If you can’t sell yourself, how will you be able to sell our products/company/ideas?

When Interviewers Ask You:

A . Describe yourself . How does your back-ground qualify you for this job?

B . What are your greatest strengths and weaknesses?

C . Why this job? Why this organization?

D . How would your peers describe you?

E . What makes you think you will succeed in this organization?

F . Why should we hire you? What do you bring to this job?

The Psychology Behind Common Interview Quest ionsIt is important to know that some employers ask questions that seem very simple; however, the hidden meaning behind the questions may not be simple at all . Adapted from the book Money Jobs .

USE THE STAR TECHNIQUE FOR ANSWERING BEHAVIORAL QUESTIONSWhen answering the behavioral questions it’s easy to include too much detail, miss the point, forget to include the result or impact of what you did . The STAR technique provides a concise and thorough framework for organizing responses to behavioral interview questions . Practice your responses to behavioral questions using the STAR technique to tell your stories smoothly and precisely directed to the employer’s questions . Describing specific situations and experiences adds credibility to your responses regarding your qualifications for the position .

Situation: Class project, student activity, volunteer, experience, job, …

As a member of the American Society of Mechanical Engineers, a student organization with members, …

Task: Goal, problem to be solved, improvement to be made, …

…I suggested establishing a mentoring program for area junior high school students to increase their interest in math and science and as a way for engineering students to explore careers in teaching.

Action: Planning and implementation done to reach goal, solve a problem, …

I formed a committee to research the idea and then develop procedures, policies, and marketing plans. To recruit participants, we designed a direct-mail postcard to send to all mechanical engi-neering students. After presenting our proposal to a local middle school science teacher, we were welcomed into the classroom.

Result: The outcome, impact, influence, change resulting from your action …

Ten pairs of students were active in the mentoring program last year. As seniors, two engineering graduates entered the teaching profession and the junior high students started an engineering club after school. We have already started organizing this year’s program with the same teacher.

QUESTIONS TO ASK THE INTERVIEWERThe interviewer will typically ask if you have any questions about the position or the organization . Make the most of this oppor-tunity to demonstrate that you have researched the organization . Your questions also allow you to gather information that will help in your decision-making process . Incorporate at least one question from each of the three areas below related to your position . The following example industry and organization questions were developed from researching information on Lexis-Nexis, ReferenceUSA, Business Insights Essentials, and other resources accessible to you at careercenter.nd.edu/students/onlineresources.

• If you were interviewing with Ford, a good industry question might be: How will the automotive industry increase fuel economy to 54 .5 miles in 2025 per the agreement reached with the federal government?

• Tesla is evaluating a new concept in car sales—retail locations at malls leading to on-line orders . How do you think this will impact the industry?

• Product recalls not only affect a company’s current revenues, but could also affect its long-term performance by reducing customer confidence . What steps can be taken to reduce the number of recalls; and if recalls do occur, how can customer confidence be restored?

• A good organization specific question for Random House Publishing Group might be: How has the Penguin Random House venture impacted other print lines and divisions of Random House?

• Do you think the agreement between Penguin Random House and Universal Studios will result in more authors considering your house for publication? Or will uneven critical reviews of the film Fifty Shades of Grey possibly concern them?

• What process does Penguin use when considering major deals with unproven authors, such as Emma Cline?

• Describe the rotational training program associated with this position/internship . How is employee performance evaluated during the training period?

• What career paths have others generally followed after completing the program?• As an intern, what kind of projects will I receive?• What characteristics best describe individuals who are successful in this position?• How is job performance evaluated?• What has been the professional growth track for other students who have been recruited by your company over

the past 3-5 years?• Describe the three top challenges that I’ll face in this job .• What are the key deliverables and outcomes that this position must achieve?

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NONVERBAL COMMUNICATION MATTERS • Be aware of your body language; smile • Be relaxed, but exude energy; have a firm handshake • Avoid distracting body motions, such as adjusting hair

and clothes

• Make eye contact when speaking with the interviewer(s) • Sit comfortably, but attentively and with good posture • Speak slowly and clearly, with a moderate to low tone

of voice

What you wear also conveys how important you think this position and the opportunity is to you .

INTERVIEW DRESSYour primary goal in dressing for an interview is to feel good about the way you look while projecting an image that matches the requirements of the position and organization . It’s a cliché, but it is true, especially in the recruiting world—you only have one chance to make a good first impression . If you are uncertain about the interview dress that matches the position and the organi-zation, ask a Career Coach or an alumnus at the organization .

Guidel ines for Women • Suits, Dresses: Conservative business suit, pantsuit,

or dress of natural or woven-blend fabric; skirt length should be to the knee . Choose a color that comple-ments your skin tone and hair color; beige, black, navy, or gray . Make sure your clothes are not too tight or too loose .

• Blouses or tops: Simple style . Avoid low-cut necklines or very frilly styles .

• Shoes: Polished pumps or medium heels in a color that matches your outfit .

• Stockings: Beige, tan, or natural . Avoid patterns or lacy stockings .

• Subtle makeup • Minimal jewelry

Guidel ines for Men • Suits: Preferred dark blue, gray, or muted pin-stripes .

Muted brown or black also acceptable . A quality woven blend of natural fibers looks professional . Avoid bold pin-stripes, contrasting slacks and sport coat, or light colors .

• Shirts: A good quality white button-down collar is preferred . Blue or a muted stripe is also acceptable . Be sure it is ironed .

• Ties are a MUST: Conservative stripes or patterns that complement your suit . Silk or good quality blends only .

• Shoes: Highly polished slip-ons or laced dress shoes; brown, cordovan, or black with matching socks .

• If you have a beard, make sure it is neat and well-groomed .

Business Professional Att ire

Guidel ines for Both Women and Men • Avoid unkempt hair or over-the-top hairstyles • Avoid excessive perfume or cologne • Manicured nails and clean hands • Avoid carrying a backpack or casual purse into the

interview—instead carry a leather bag or portfolio with a good pen

Business Casual Att i reBusiness casual does not mean casual. It does not mean that you can dress however you want—you are still expected to look professional . For men, a business casual wardrobe should consist of several long-sleeved cotton oxford shirts; cotton polo or golf shirts; chinos in acceptable colors (khaki, dark blue, olive green, or stone); wool slacks; and a sport coat . For women, shirts or blouses are acceptable, sweaters or knit tops will also work . Pants should be non-denim fabrics that complement the top . The addition of a fashionable jacket is always a nice touch .

Final T ips 1 . Arrive 5-10 minutes early . 2 . Turn cell phone OFF (not vibrate) . 3 . Bring extra copies of your resume, a copy of your transcript and your project, design, art, or architec-

ture portfolio when appropriate . 4 . Build rapport with the interviewer(s) in the first five seconds—greet the interviewer(s) with a smile and

firm handshake; make eye contact . 5 . Brief silence is OK—if you are stumped by a question, taking a moment to collect your thoughts and

consider your answer is appropriate . Ask for a moment to think over the question . Asking for clarifica-tion (depending on the question, of course) may also buy you some time and/or make it more clear .

6 . Be prepared with well thought-out questions . 7 . Close the interview reiterating your interest in the organization and the position . 8 . Understand the next steps and the time-table; you may have to ask for this information . 9 . Ask for a business card in order to follow-up with a thank-you note . 10 . Remember, any interaction with the organization is a part of the decision-making process—informa-

tion sessions, meeting the recruiter at a tailgate, pre-nights, and talking with greeters, receptionists, or office assistants .

POST-INTERVIEW FOLLOW-UPFollow-up is critical during the interview process . A thank you letter, restating your interest in the position and the organiza-tion, should be sent within 24 hours of each interview, and should be sent to each person with whom you spoke . Be sure to ask for business cards or ask the person arranging the interview for the correct spelling, titles, business emails, or business addresses of each person you met . Make each note somewhat different, and try to reference something you discussed in the interview . Take no further action until at least one week beyond the date when they said they would contact you . At that time, a phone call to see if a decision has been made is appropriate .

Job Offer Evaluat ionAfter receiving an offer, you may ask yourself: Should I take it? How do I decide between multiple offers? How do I accept or decline the offer?

Should I Accept Any Offer?Think very carefully about the offer and don’t accept until you are ready, as an acceptance must be made in good faith with an intention to honor the acceptance. Some questions to ask yourself include: • Are the organization’s values and culture in sync with

mine? Did I engage well with the people I met? • Is the work challenging? Do they provide me with quality

professional development opportunities? Will it take me on my desired professional path in a reasonable time frame?

• Even if it isn’t the exact position I was hoping for, will I gain skills that will positively influence my career/profes-sional development?

• Does the compensation package (salary, benefits, vaca-tion, health and retirement plans) meet my needs?

• Is it in a geographic location that interests me? • How do I feel about the required level of travel?

If you would like to discuss your situation please contact The Career Center to speak with a Career Coach .

It was a pleasure to meet with you to speak about the Marketing Representative position at ABC Organization. I especially appreciated talking with you about ….

If given the opportunity, I am confident I can make valuable contributions to your organization. Thank you for the time you took to interview me. I look forward to hearing from you about this position.

Sample Thank You Letter Text (use same formatt ing as cover letter)

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Accepting an OfferWhen accepting a job offer, you should do so in writing—restating your interest and the key components of your job offer . However, any acceptance—even verbal—must only be given with the full intention of honoring that acceptance .

The Career Center’s Ethical Job & Internship Search Student Policy requires that you also notify all other organizations to whom you have applied that you have accepted an offer and wish to withdraw your name from further consideration . You may also consider notifying and thanking all those who have helped you in your job search, including those who served as references, provided you leads, and gave advice .

Withdrawing/Decl ining an OfferSending an email or letter when withdrawing from the inter-view process or declining an offer is important to assure good relations with the organization . • Withdraw from the interview process/decline and offer as

soon as you know you are no longer interested, or imme-diately after accepting an offer from another organization

• Withdrawing/declining tactfully in a timely manner will not offend the organization

• Be positive—let them know it was a difficult decision, express your appreciation, and thank them for the opportunity

Exploding OffersExploding offers are those with short deadlines . The Career Center’s Employer Job Offer Policy outlines the timing required for employers to provide students to make decisions . If you are faced with an exploding offer, please contact The Career Center; we can help negotiate the date if the employer recruited on campus through The Career Center .

Request ing More TimeWhen faced with a decision to accept an offer that you feel you can’t make in the time allotted, you can consider requesting more time from the employer . Asking for more time usually will not cause the employer to withdraw their offer . However, it is important to let the employer know how interested you are, and to be prepared to explain why you need additional time to make a decision . If they are within our guidelines, and are not willing to extend the deadline, be prepared to make a decision .

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