I heard that a lot of companies use software to weed out "good" from "bad" resumes. How do those systems work, and is there anything I can do to improve my chances of my resume getting through the system and into the hands of a real person?

Thanks,
Resume Revamper

Dear RR,
It's true: Employers and hiring managers are turning more than ever to resume screening software, thanks to the overwhelming number of job applications they get. It pays to know how these systems (called Applicant Tracking Systems or Automated Resume Screeners) work so you can make your resume more relevant to the job you're applying for. Here's a brief overview of how the software analyzes your resume and what you can do about it.
Automated Resume Screeners Score Resumes on Relevancy to Keywords and Experience

How Can I Make Sure My Resume Gets Past Resume Robots and into a Human's Hand?The infographic at right (click to expand) from previously mentioned resume webapp Resunate illustrates the basic process:

1. Your resume is run through a parser, which removes the styling from the resume and breaks the text down into recognized words or phrases.
2. The parser then sorts that content into different categories: Education, contact info, skills, and work experience.
3. The employer's desired skills or keywords are matched against the results from above.
4. Your resume is scored on relevancy—using semantic matching against the employer's search terms and your years of experience.

So, clearly, it's vital to include relevant text in your resume—but rather than just dump all the keywords from the job description in, for best results you'll need to employ a strategy. (Most savvy job applicants are likely using the same keywords in their resumes.)
How to "Hack" the Automated Resume Screeners

First, don't just focus on the keywords that are in the job description. Sophisticated resume screeners have gone beyond just keywords to look for semantic matches—related terms (e.g., not just CPA, but also accounting, audits, SEC, financial statements, etc.). Resunate co-founder Mona Abdel-Halim told me that this is how sites like Monster.com and others use technology to help employers find the best candidates (you can see Monster's concept-matching resume search engine here).

Prioritize the words in your resume. The Resume Help blog recommends auditing the job description to build a list of priority and secondary words to include:

Priority resume keywords: words used in the company's listed job title, used in the description headlines, used more than twice, called out as success criteria

Secondary resume keywords: mention of competitor companies or brand name experience, keyword phrases (phrases surrounding priority keywords), notable industry qualifications (training, associations)

Consult an insider for help finding relevant words. It never hurts to get friendly with an HR manager or employer in your field—you can go straight to the source and ask them if they could either look over your resume or suggest what kinds of experience/skills they look for in a candidate. Another possible contact to make is a person in a position similar to the one you'd like to have. LinkedIn, which is can be a great resource for job hunters, might be the best place to make these connections, especially in the industry groups forums.

Pepper all the job-related words across your resume. Since the screeners also factor in the depth of your skills (i.e., analyzing your length of experience), it's also important to place those important words, where appropriate, throughout your resume, in all job positions if possible. Order your bullets in descending order of relevancy to the job description, Abdel-Halim advised.

Create a relevant category expertise section. Make sure your resume matches the special categories for the job you're applying for. Resume Help gives these examples:

Companies are looking for specialists, not industry generalists, so identifying a category match is a critical first step. One way to do this is by creating a separate section in the top 1/3 of your online resume that captures the relevant category expertise.

Examples of generic category expertise: Management, Operations, Communications, Marketing

Examples of specific, relevant category expertise: Client Relationship Management, Revenue Growth, Risk Management, Negotiation, CRM Program Development

Don't use photos on your resume. Background images and photos might trip up the system, making your resume unreadable.

Use bulleted lists, not paragraphs, to describe your work. Resume screeners may have a harder time separating long paragraphs. (Bulleted lists are also easier on human eyes.)

Use social networks to enhance your resume. Some resume screeners add other features to check up on you. Reppify, for example, checks your social network posts and how you use sites like LinkedIn, Facebook, and Twitter. So make sure what you post on those networks vibes with what you say on your resume.

Finally, don't forget the basics: Make sure your resume includes all the job requirements. Your resume should address all the listed job requirements, such as years of experience and education.

Don't forget, of course, that the ultimate goal will be to get your resume in the hands of a real human. Luckily these tips should also help your resume's chance of getting past human screeners and hopefully land you an interview.

So while there are a lot of ways to get a job, if you're concerned that your resume may never actually end up in anyone's hands, these suggestions are a good starting point. Good luck!

Total No. of Questions: 20

Time Duration             : 30 Minutes

Answers are highlighted in Bold Green.

1. COM Data server  provides access to Siebel database through

1. ActiveX controls
2. .DLL and .TLB files
3. Proxy classes
4. Application instance

2. If the data volumes are very large and the frequency of changes to the data is very high then you are most likely to use data replication integration strategy.

1. True
2. False

3. EAI Siebel Wizard is used to create which of the following objects?

1. Internal Integration Object
2. External Integration Object
3. Interface Integration Object
4. Siebel Business Object

4. Synchronize Method is a part of which Business service?

1. EAI XML Converter
2. EAI Siebel Adapter
3. XML Hierarchy Converter
4. EAI File Transport

5. Which Business service converts data from one encoding to another?

1. EAI MIME Hierarchy Converter
2. XML Hierarchy converter
3. Transcode
4. IntObjHierToXMLDoc

6. EAI XML Write to File combines the functionality of which two business services? Choose two.

1. XML Hierarchy converter
2. EAI XML Converter
3. EAI XML Read from File
4. EAI File Transport

7. Integration Workflow if invoked through declarative call, cannot execute asynchronously.
8. True
9. False

8. Enterprisewide groupings of parameters that specify how the target application responds to inbound messages are called ______________.

1. Enterpriseserver parameters
2. EnterpriseSystem Names
3. Named Subsystems
4. Named Enterprise systems

9. All incoming EAI requests are handled by _________________

1. Siebel Server
2. EAI.cfg
3. EAI object manager
4. Siebel object manager

10. Incase where Integration component field values differ between source and target application, you would use ________________________

1. EAI value maps
2. EAI data transformation engine
3. Data mapper tool
4. Auto mapper engine

11. A business service that routes the messages based on their content is called _____________

1. EAI Dispatch service
2. EAI routing service
3. EAI HTTP transport
4. EAI XML converter

12. The receiver component in an EAI Queue-based transport uses which two named subsystems? Choose two.

1. Receiver service subsystem
2. Receiver Data Handling subsystem
3. Receiver Connection Subsystem
4. Receiver Queue subsystem

13. Which of the following are the benefits of ASI? Choose two.

1. Are transport independent
2. Uses data synchronization services
3. Provides predefined integration interfaces
4. Provide implicit mapping

14. While creating web services, it is mandatory to specify the URL to be used by the client to access the web service.

1. True
2. False

15. Reuse of business logic in an external application without reimplementing it is possible in case of data replication strategy.

1. True
2. False

16. External business component derives data from ___________________

1. EIM tables
2. Interface tables
3. External tables
4. Staging tables

17. Virtual business component cannot refer ____________________

1. Spreadsheets
2. Flat files
3. External relational table
4. Table object definition in Siebel repository

18. Universal Application Network uses _______________ as an intermediary between source and target transformations.

1. Common objects
2. Web services
3. Integration server objects
4. Business Integration solutions

19. Application Objects are used during _______________. Choose two.

1. Integration flow
2. Source Adapter flow
3. Source Transformation flow
4. Source Integration flow

20. In Hub and spoke architecture, a spoke corresponds to _______________

1. Integration flow + Adapter flow
2. Source Adapter flow +  Target Adapter flow
3. Adapter flow + Transformation flow
4. Target transformation flow + Source Transformation flow

You know the Catch-22/ Chicken & Egg: "You can't get a job without experience, and you can't get experience without a job."

Young job seekers have always faced this dilemma. In today's shrinking job market, people with years of experience also struggle with it. Whether they face the reality of a layoff, or merely the threat of one, many older workers are trying to reinvent themselves in order to become marketable in a changed economy.

Whether you're launching your career or trying to change its direction, you can get around this Catch-22 with some creativity and humility.

Here's how I did it:

I was a clinical psychologist in a community mental health center. It was professionally satisfying and financially unrewarding. I decided it was time to make more money. I would become a business consultant.

Imagine my surprise to learn that I could not find a single company eager to hire me. Apparently, they couldn't see that my ability to counsel sexual offenders was a transferable skill!

I couldn't get business experience without getting hired. I couldn't get hired without business experience. What to do?

At a party, I met Dr. Charles Daily, an organizational psychologist and entrepreneur. Dr. Daily was trying to market a new product to help companies make better hiring decisions. He had a good idea and no money to hire someone to help him realize it.

I said to Dr. Daily, "I'll do telemarketing cold calls for your new product. But I insist on being paid. The first payment will be a title appropriate to the job I will be doing - say, 'Business Development Associate.'" The second payment, if I fulfill my end of the deal, will be a good reference and introductions to colleagues who might be able to help me."

For the next two months, two days a week, I did my best to help Dr. Daily get traction for his new service. I made hundreds of calls - hating every one of them. I ultimately was able to set up two in-person appointments for Dr. Daily.

Neither of those led to new business. But Dr. Daily said my job had been to open doors; it was his job to close deals. I'd performed well and would get paid, in the form of introductions to some business associates. Those introductions, along with a resume that included my new title, eventually led to a job with a talent management-consulting firm.

How can you use such a strategy to get out of the no-win loop that circumscribes your professional growth?

Look for a company with a great idea and no money to execute it. Then:

1.Be specific about what value you will provide. I wanted experience in the sales and marketing of professional services. I said I would make phone calls and get appointments for Dr. Daily. I didn't say I would generate sales because I didn't think I could do that.
2.Be specific about what value you will receive. For me, appropriate compensation was a title I could add to my resume and introductions and a reference from Dr. Daily. Compensation is about value received for value given - and you're thinking too narrowly if you define value only in monetary terms.
3.Be specific about time frame. I promised to work two days a week for two months. Be sure that your commitment doesn't preclude you from actively continuing a job search - or performing well enough to keep your present job.
What? You're too proud to offer your services at no charge? Get over it. If you choose the right opportunity, you'll gain industry or functional experience that has immeasurable value - and will ultimately lead to a real paycheck.

Top 10 Interview Tips

It's common for us to feel anxious about job interviews. The thought of our mouth going dry, stumbling over rehearsed responses, and being consumed by panic while we ramble on can be terrifying. This fear can cause us to miss out on our dream job as it slips away right in front of us.

The saying, "Fail to prepare, prepare to fail," holds true for job interviews. The groundwork for a successful interview is laid well before the actual meeting. The more time you spend preparing, the more impressive you will be during the interview. Equally important, preparation will give you a sense of confidence and readiness.

When you are relaxed, self-assured, and well-prepared, you will come across as articulate, ambitious, motivated, and intelligent – all the qualities that interviewers look for in a candidate. Conversely, if you go into an interview feeling unprepared, you may appear unconfident and resort to bluffing your way through.

It's perfectly fine to be a "geek" and thoroughly prepare for your interview. In fact, it's highly recommended. To help you get started, take a look at our article on the ten most common interview questions. As part of your preparation, make sure you have a good understanding of the role you are applying for and why it is the right fit for you.

Your resume is working and it has got you a job interview. Phone interview showed your job skills, Now the face to face interview will determine if your getteting the job you wanted. When your interview begins, however, job skills become secondary. You’re now being interviewed largely on the kind of person you are. Your resume tells people who you are, but your manners — good or bad — show them.

The Etiquette

Don’t panic over the Etiquette. Etiquette is nothing more than the grand set of all good manners. Put simply, etiquette is a language used to relate your respect and consideration to others. The “others” are the interviewers of the world, the ones who typically matter no more (or less) than anyone else in our lives, until one day when, instantly, their opinion of us matters most.

Therefore, the day of your interview is not the time to appear uncouth, disrespectful or inconsiderate by violating any of the following etiquette tips.

Be punctual

Like anyone at work, your interviewer is in the midst of a busy workday. Show them that their time is valuable to you — after all, aren’t they showing you that same respect with this chance to come in and present yourself off of the printed resume page?

Being late tells others that you’re self-centered, disorganized, rude or all three (qualities only sought after by the recruiters of reality television). So, unless you’re seeking a spot on the next The Real World, leave home with plenty of time to account for delays that are beyond your control.

Dress accordingly

At an interview, proper etiquette dictates that your manner of dress should by and large fit in with the scene around you, but in a show of respect for the occasion, you should dress just a step above the norm of that environment. The reason is because inappropriate business attire — in either direction, up or down — creates an unacceptable distraction. When the focus should be on you and all your skills, your clothes shouldn’t be stealing the show.

Take note of that handshake
 

A handshake is a physical interaction. At an interview, it’s a physical interaction between strangers, making it a prime moment for etiquette. A firm handshake — in which you pump the hand once or twice with a secure, steady grip, then release — conveys affability and openness, and can create an immediate feeling of comfort between two people.

On the other hand, a meek, milky handshake or a flesh-grinding cinch can make a person uncomfortable. Before they have the chance to get to know you, you’ve already given them an unpleasant feeling. Making people comfortable around you is an essential aim of all etiquette. Think about it: Do you really want to make your interviewer uncomfortable?

Present a positive personal image
 

During the job interview, countless moments will come up when etiquette is required. Getting them right gives you a confidence visible to your interviewer. Enunciate, as well as animate, your language. An interviewer shouldn’t have to ask you to repeat yourself or wonder if they heard you right.

Look the interviewer in the eye. It’s a trusting gesture to which people always respond positively. Anything else is simply rude. Use engaging, non-threatening body language. Good posture alone can convey your interest in being there, while slouching conveys disrespect and indifference.

Use your interviewer’s name, but in moderation. It proves you’re involved and listening. It also helps establish rapport, which goes a long way in making for a successful interview.

Thank them “twice”

At the end of the interview, when you will invariably thank your interviewer, make sure to thank them both for their time as well as for the opportunity. Much like arriving on time, thanking them in this way sends a message that you understand and appreciate the value of one’s time.

Don’t consider the interview completely over until, that evening, you have written a short thank you note. Keep it short. E-mail is acceptable but snail mail is preferred. Since this is a business communication, it shouldn’t be handwritten.

3 definite “don’ts”

Don’t get caught unprepared
 

Learning as much as you can about the company and about the position for which you’re applying is a sign of respect. As simple as it sounds, don’t forget that your interviewer works for this company; it’s a big part of this person’s life. Therefore, a modest but competent display of your commitment to this interview through prior research makes you look good while flattering them at the same time.

Don’t disparage past employers

If you can’t say something nice about someone, don’t say anything. It’s disrespectful to take shots at former employers and companies (in part because they’re not around to defend themselves), and doing so can seem cheap and offensive to others.

Furthermore, the interview is about you and about this company, and how you fit together; don’t leave your interviewer with descriptions of former bosses and coworkers who have nothing to do with it.

Don’t lie — about anything

For all the many reasons not to lie or to wildly embellish anything, remember that a gentleman never lies. He doesn’t need to.

In their many publications over the years, the Post family (they who man the Emily Post Institute of etiquette) have pointed out that, all told, good manners actually tend to go unnoticed. What’s noticed is their result: a smooth and enjoyable social connection between people.

What’s impossible to miss, however, is the lack of etiquette. In this case, you want to leave the interviewer thinking about how friendly, intelligent and engaging you are — not how obnoxious you are, what a ridiculously painful handshake you give or what you were thinking when you put on your dirtiest jeans before leaving the house.

There are three levels of response to questions asked in an interview. The three levels are the attribute level, the general process level, and the behavioral level.

1. Attribute Level
   The first level of interview question responses is the attribute level. Attribute-level responses contain generalizations that describe skills and personal qualities. There are no specifics in these responses, which makes it difficult to prove or disprove the statements.

   Since it is the easiest level to attain, most interviews are composed of questions and answers at the attribute level. In order to gather more accurate information, the interviewer must proceed to the next level of questioning—the general process level.

    

2. General Process Level
   The second level of interview questioning is the general process level. These questions and responses encourage the candidate to give specific instances to back up the generalization. The specific examples will help the interviewer to make a more accurate evaluation. General process responses contain testimonials that detail processes or end results. These often include step-by-step descriptions.

   General process responses give the interviewer a glimpse of the approach the candidate takes when using a skill.

    

3. Behavioral Level
   The third level of interview questioning is the behavioral level. This level is characterized by reference to a single event that is explained in detail. Behavioral level responses should form a foundation for your hiring decisions.

Making good hiring decisions is the key to the success of an organization. By understanding the different levels of questioning, the interviewer can collect valuable information regarding each candidate and be able to pick the best candidate for the job.
 

Behavioral interviewing is the most powerful and accurate way to get from point A: recruiting, to point B: hiring the best candidate. Behavioral-based hiring hinges on the premise that a person's past job performance is the most telling indicator of his performance in the future. This approach to interviewing is quickly becoming standard procedure in both small and large companies across the globe.
People have a multitude of conversational styles, and similarly, they have a wide range of interviewing preferences. The four interviewing styles are seat-of-the-pants interviews, trait interviews, information collection interviews, and behavioral-based interviews.

1. Seat-of-the-pants interviews
   Seat-of-the-pants interviewing is a person-oriented approach that focuses on building rapport with the candidate. The interviewer then uses intuition to make a judgment. This lack of objectivity, however, sometimes leads to poor hiring decisions because the individual's instinct is not always correct and may lead the interviewer astray.
    
2. Trait interviews
   Trait interviewing is a person-oriented approach that focuses on personality attributes important to the job, such as honesty, integrity, and ambition. In this approach, the interviewer may: read questions from a structured interview form; value personal qualities over real job skills; or rely more heavily on personality testing.
   Seat-of-the-pants and trait interviewing are styles which work well for getting an intuitive and subjective grasp of a candidate's suitability. If the interviewer wants more specific information, she should use the information collection approach.
    
3. Information collection interviews
   Information collection interviewing is an approach used to seek specific facts about the candidate, such as dates, numbers, and technical qualifications. This approach is job orientated and objective, often involving questions which require black and white answers.
    
4. Behavioral-based interviews
   Behavioral-based interviewing is a conversational approach which also yields objective, verifiable data. This should be the interviewer's primary method for job interviews. It is the best way to ensure you are hiring the best applicant.

To get the most from an interview, the interviewer must be knowledgeable and prepared. When conducting a good interview, the interviewer will feel assured by avoiding others' mistakes, save time and money by interviewing effectively, be more confident in the hiring decisions, and be assured that she is picking the best possible candidate.
 

To close an interview effectively, you should first determine whether you've covered everything you need to know and backtrack if necessary. You should then tell the applicant what happens next.

To determine whether you've covered everything, you need to answer several questions:

• Do I know enough about the candidate's education and experience?
• Have I described the organization and the available position?
• Have I told the candidate about the salary, benefits, and growth opportunities associated with the available position?
• Did I give the candidate a chance to ask questions?

In addition to you finding out about a candidate, interviews are an opportunity for the candidates to learn more about your company. In this way, they can decide whether the available job will suit them. If you give candidates enough information about what to expect, you lower the risk that employees you hire will become disgruntled later.

Too often, an interviewer assumes candidates will have done their own background research on the company offering the position. But interviewers should take responsibility for giving candidates all the information they need to make informed decisions. You'll lower turnover if candidates are armed with this information before they decide whether to accept a job.

You might also briefly summarize the key issues you discussed during the interview. This can provide a sense of closure and enable you and the candidate to review any remaining action items required.

Once you've made sure you've covered everything, you can tell the candidate what happens next. What you say to candidates depends on the nature of the position and your level of interest in them. But you should be sure to tell candidates approximately when they'll hear from you, whether additional interviews will be held, and what to do if they think of other questions they need to ask in the mean time.

After an interview is over, you may want to give the candidate your business card in case they do have further questions. Or you may prefer to let your assistant or receptionist handle any calls first.

Before you end the interview, you should ask one last time whether the candidate has any questions. And remember that no matter how you close the interview, you should be sure to do so on a positive note – whether you're likely to hire the candidate or not.

Although it doesn't take long, closing an interview properly is an important step. It's vital to make sure that you've covered everything you need to – and to backtrack if necessary. Once you've done this, you should tell the candidate what to expect next, including when this person will hear from you again.

Salary negotiation is most tricky part in joining any company, it requires home work following are few note worthy points.

What is the salary trend?
Do some research and have some kind of baseline in mind. What is the salary trend based on number of years of experience?
Discuss this with your friends.
Let the employer first make the salary offer. Try to delay the salary discussion untill the end.
If you are asked your expectations come with a figure a little high and say negotiable.
Remember never say negotiable on a number you have aimed for; HR guys will always bring it down. Negotiate on AIMED SALARY 1 something extra.
The normal trend is to look at your current salary and add a little to it so that they can pull you in.
Do your homework and be firm about what you want.
Do not be harsh during salary negotiations.
It’s good to aim high, but at the same time, be realistic.
Some companies have hidden costs attached to salaries.
Clarify rather than be surprised.
Many companies add extra performance compensation in your base salary which can be surprising at times.
Ask for a detailed breakdown.
Talk with the employer about the frequency of raises.
Get everything in writing and, look it over with a cool head.
Is the offer worth leaving your current employer?
Do not forget: once you have the job in hand you can come back to your current employer for negotiation.
The best negotiation ground is not the new company where you are going but the old company which you are leaving. So once you have an offer in hand get back to your old employer and show them the offer and then make your next move.
Remember somethings are worth more than money: Job Satisfaction. So whatever you negotiate, if you think you can get more, go for it.
All the best!