There are several stories this month that made headlines regarding airlines approach to the crying infants and unruly passengers.  Evidently a United airlines attendant said it was “absolutely unacceptable” that a baby was crying to a mother.  This was on a 13 hour flight from Sydney, Australia to San Francisco in first class.  On a Southwest flight a family was booted off the plane from Chicago to Atlanta as their 8 month old was throwing a tantrum prior to departure.  A United flight from Heathrow to Washington Dulles turned back one hour into the flight as a passenger was just randomly screaming and cursing.  My favorite one is the Chicago flight on ANA Airline where a drunk passenger urinated on a man two rows behind him and was restrained for the duration of the flight.  We all have stories and have seen some wild crazy behavior.  The question is how should you and the airline respond?

After some research I found that airlines have several clear policies regarding passenger comfort and issue management.  The easy ones to find include approach to obese passengers, emotional support animals, intoxicated passengers, infant seating requirements, pets, luggage handling, and dozens of common sense items.  I couldn’t find anything on airlines policy on crying babies.  According to the attendant from United on that Sydney flight, there is a policy that states babies should not be allowed to cry for more than 5 minutes.  How the heck do you enforce that?  I think she made that up.

For those unruly passengers who are confrontational to fellow passengers and/or staff…there are some guidelines and policies, but they are primarily discretionary.  Airline staff are empowered to confront passengers based on their interpretation of actions that may; put other passengers at risk, are violating other passenger’s privacy, are disrespectful to the staff, or may impact the overall safety of everyone.  Consequences include restraining or evicting passengers.  Either of which may also include a fine and/or arrest.

For your own piece of mind, don’t get involved with these type of passengers…you don’t want your travel interrupted.  Invest in a good set of noise-cancelling headsets.  Watch a movie or read a book.  While you should always try to be courteous, don’t engage with a fellow passenger complaining about the service.  It’s a slippery slope and may inadvertently have repercussions for you as well.  I am not suggesting you have to tolerate rude behavior, just don’t verbally participate.  Call your attendant over and make them aware of the issue.

What about those screaming infants?  I used to get so upset.  I remember sitting in first class next to a mother who had one child and her husband was two rows back with another child.  Throughout the flight they just kept swapping screaming kids.  Everyone in first class was given 5000 sky miles.  These days I just turn my music on full blast and get caught up on work.  Let’s face it, kids are kids.  You’ll fade away into your own happy place with good music and good headsets and hopefully arrive at your destination on time.

Have a funny passenger story to share?  Write your comments below.

I always look forward to this annual study. This one is specifically ranking the airport based on traveler’s satisfaction of services and amenities.  No surprise my airport (BOS) continues to be all the way at the bottom.  Note that the study focuses on 6 areas that include; terminal facilities, airport accessibility, security check, baggage claim, check-in/baggage check, and food, beverage and retail. To read the full report (click here).  Below is a quick snap shot.

The chart above is for the mega airports, other results included:

John Wayne Airport, Orange County ranks highest among large airports, with a score of 815. Dallas Love Field (810) ranks second and Portland (Ore.) International Airport (804) ranks third.

Buffalo Niagara International Airport ranks highest among medium airports, with a score of 814. Indianapolis International Airport (811) ranks second and Fort Myers/Southwest Florida International (810) ranks third.

Surprised by the results?  Share your comments and thoughts below.

In the last year we’ve seen several firms in the news for employment breaches of labor laws.  It was just a year ago this week that we saw Arrington vs Optimum Healthcare all over the news. That lawsuit was impacted by 7 different state labor laws for just two consultants. I wanted to share some thoughts specifically on California labor laws, as an example, in this article. This is just a small glimpse of what firms and consultants have to be aware of.

The question I hear all the time is simply, as an out-of-state employee on an assignment in California, do overtime provisions of the California Labor Code apply to me during the assignment? Working for a San Francisco based company with a lot of client’s in the state of California, I’ve become all too familiar with the states labor laws there.  The answer to that question by the way, according to the California Supreme Court case, Sullivan v. Oracle Corp., is “yes.”

That answer has daunting implications to consulting firms. The California Labor Code is unlike any other. The California Supreme Court decided that California overtime law applies to visiting employees. As many consultants are hourly and non-exempt, these may apply to you as a consultant.  When I worked for a different firm a few years ago, we spent months identifying exempt vs non-exempt roles.  We paid everyone that was identified as non-exempt past pay for the last 2 years for any overtime worked.  Precautionary steps to obviously assure alignment with state and federal employment laws.

California’s Labor Code is all inclusive. California’s overtime laws apply by their terms to all employment in the state, without reference to the employee’s place of residence. A section of the wage law confirms that CA employment laws apply to “all individuals” employed in this state. The overtime statute, Labor Code section 510, declares simply that “any work in excess of eight hours in one workday and/or . . . 40 hours in any one workweek . . . shall be compensated at the rate of no less than one and one-half times the regular rate of pay . . . .”

Employers with non-exempt out of state employees traveling to California should reinforce California’s overtime rules. The most significant difference between California overtime law and most other states is that in California, overtime is owed hours in excess of 8 in a workday.  As a consultant we often work Monday – Thursday for 10 hours a day.  That’s 2 hours of OT for each day based on the law.  Most clients will not pay that…so you are forced to work 4 days onsite at 8 hours and Friday is either remote, or you lose those hours.

It is truly imperative that as a consultant you be aware of the laws and requirements of the state you are currently working in.  You should also check with you firm on whether your position is considered a non-exempt role.

A couple other general (non-California specific) items below.

• The law of the state where you are physically working is the law that applies, no matter where your company is located or based.
• Residency tax laws are based on where you live.
• States with no income tax are for full time residents only and does not apply to those working in the state that live elsewhere.
• You may be responsible for paying state taxes in both your home state and those you’ve worked in if your contract is over a year.
• The Fair Labor Standards Act (FLSA) prescribes standards for wages and overtime pay, which affect most private and public employment.

Read more from the Department of Labor…(Click Here)

September and October are the busiest months of the year for new placements.  Budgets are approved, projects are kicking off, and resources are needed to be locked in before the holidays.  For Epic consultants, some major implementations are kicking off and you can expect to hear from several firms.  Are your ready to be submitted? Here are a few action items you should consider in order to be prepared.

The first is the easiest, your resume.  Be sure to update it now, even if you are still wrapping up with your current client.  Add your most recent engagement with details on your role and deliverables accomplished.  I’ve written several articles on resumes, but just as a reminder…keep it to 2-3 pages.  Some clients won’t accept more than 2 pages, so have several versions available.  I like to have versions available for different kinds of roles like a Project Manager resume and an analyst resume.  You don’t want to slow down your submittal in this competitive market because you don’t have an up to date resume.

Complete any work needed to update your credentials.  Whether that’s PDUs for your PMP certification, CEU’s for nursing license, or CEE requirements for Epic.  This time of year it’s not unusual to see 9 – 12 month contracts.  You don’t want to impede on your ability to commit to such a lengthy engagement because you haven’t completed these.  For Epic, I’m already seeing clients asking for up to date CEE requirements through 2018 (even though it just came out).  Keep yourself one step ahead of other consultants by being up to date.

Take vacation now!  One of the top reasons why I see consultants be declined is due to scheduled vacations.  I would say that majority of contracts starting in the next month will go through the end of the year.  Very few clients would want to lose a resource for a week or more during that time because they have scheduled vacation.  Not to mention many clients put a PTO freeze during 30 days leading up to go-live.  While we have both Thanksgiving and Christmas around the corner, those are expected days out…not an October cruise to the Caribbean.

My last suggestion is more personal, but the weather is changing…so get yourself set up for winter and go shopping for some warmer clothes.  You could be asked to take a role in Bismarck or Miami…who knows.  You’ll be thankful you have options for any time of year.  I always enjoy visiting Duluth in January, it reminds me of what real cold feels like.

Have other suggestions to be prepared for that next recruiter call?  Share your comments below.

In today’s world of social media and a growth in intolerance towards those who hold a different opinion from oneself, bigotry has surfaced into our daily lives, even in the office.  No one wants to think of themselves as a bigot, or racist, or a bully.   However there are those whose social media posts are appalling; rants and ravings of their own beliefs and agendas. Even at work prejudiced people sometimes inadvertently make comments that insult ethnic co-workers, female staff, people who are LGBTQ, or even the disabled.  It’s usually subtle, but can add a new challenge to doing our job.  How do you respond to these comments in the work place while maintaining a professional composure expected of a consultant?

Let’s first try to understand the mindset of the bigot.  We all know that HR policies strictly prohibit racism, sexism, and other forms of bigotry. Human rights laws are in place to ensure equal treatment. Regardless, biases stem from the community, home, and/or upbringing. Usually ingrained early by their parents, friends, or colleagues.  While the workplace deters behavior associated with bigotry, employees rarely face enough deterrents to change their behavior. And since it’s such an uncomfortable subject, most are not even aware of their actions as they are never called out on it. A bigot feels superior to others and negatively judges based on skin color, gender, sexual orientation, or even country of origin. Understanding this idea of superiority can help you find firm ground to stand on when dealing with bigotry, especially when it’s subtle enough to go unnoticed by others.

I have a few recommendations, but let me preface that none are a solution to the bigger issue, but may assist for the short term of your engagement at the client. First, try to avoid the offender as much as possible. That may not be feasible at work, so you do need to let the person know the impact their behavior is having on you on your ability to do your job. Ask them for a moment of their time for a discreet discussion. Give examples of what they’ve been doing on how it is impacting you. Ask if they realize how uncomfortable it’s making you. If other co-workers have raised concerns include them in the conversation. Awareness is sometimes all it takes to stop the action, but it won’t stop the offender’s thoughts or beliefs. That’s OK, they can go home and post whatever they want on Facebook, but they need to keep it professional in the office…and they need to know that.

Make sure you document the discussion for future reference and be prepared to escalate if initial efforts fail. Begin with your boss at your firm and see if perhaps the two of you can brainstorm on other approaches. Making them aware of the issue is imperative if the behavior is directly impacting your performance. Next would be the client manager which could lead to involvement of HR. Don’t put your contract at risk.  Dealing with these situations is a part of what we do, unfortunately. Expressing your concerns and requesting action take place in order to ensure a safe and productive work environment should be expected. I can’t promise how every manager will receive or react to you, but saying nothing…means nothing will change.

I hate to say this, but the current division of our country and this type of mindset is everywhere. As a consultant we need to be prepared to have engagements in any town, city, or state. Sure, there are areas that may have a greater presence of narrow minded ignorant bigots, but doesn’t mean any of us have to tolerate it. Let’s tackle this together.

How have you handles situations in the past?  Share your comments below.

It’s hard to believe I’m coming up on my 20^th year of working with Epic.  I’ve been very fortunate to create a career out of my exposure to Epic systems and have been a part of so many fantastic projects and organizations in that time. As thousands of Epic end users board planes today and tomorrow to attend Epic’s UGM, I thought it would be fun to look at the changes of the event over the years.  Some greatest hits and some terrible tragedies have impacted the event, and I’m sure everyone has great stories.  Here is a look back at some of my memories.

Before Epic’s Intergalactic campus in Verona, UGM was held in downtown Madison at the Monona Terrace.  With under a 1000 attendees, the venue was ideal for breakout sessions and workshops.  Meals were served on the rooftop deck for several years while evening events were hosted in the conventions center main hall.  Tuesday morning’s general session was just a short walk away to the Oscar Meyer Theater.  From 1998 to 2001 this was the ideal setting for Epic to host their annual user group meeting.  Some great themes and great exchange of information with Epic customers across the country.

On Tuesday September 11, 2001 there were 1200 attendees at the Oscar Meyer Theater for the general session.  The screen changed from the presentation to live TV just as the second plane hit.  People poured out of the auditorium and onto the streets.  Lines formed at every pay phone and generous attendees, who had cell phones, lent them out to strangers to call home.  Judy announced the meeting would go on as so many of us were stuck with the airport being closed.  Being from Boston myself, we had an extended visit until we finally got a truck and drove home…9 people in 8 passenger van with all out luggage.  The entire Epic team was accommodating and truly a wonderful host during a time of crisis of the entire nation.

2003 and 2004 saw a significant increase in attendance, 2300 to 3300, so it was time for a change in venue.  The Alliant Energy Center would host the years of Lord of the Rings and Superhero themed meetings.  New applications in ancillary services and lab systems was the big buzz for end users and the introduction to GUI based build options excited builders.

 Early Epic campus picture

Epic opened its doors at the new Epic campus in 2005 and has hosted UGM there since.  Voyager Hall was the home of UGM for several years.  The u shaped double level training center served as the perfect venue for breakout sessions and held a large auditorium for the General Sessions until 2013.

By 2013 attendance had grown to over 13,000.  Above is my poor quality picture with Judy showing the growth of the event year over year.  Thus the introduction to probably one of the coolest auditoriums I’ve ever been to, Deep Space.

Epic’s Deep Space Auditorium (click here for an awesome look at the design and history of the auditorium).

Epic continues to keep UGM about the client and for the client.  Limitations of invites to those in consulting continues to be a trend.  The vendor showcase area stopped allowing 3rd party consultant firms to attend in 2013.  Those of us who have been lucky enough to get invited have taken full advantage of learning of Epic’s areas of focus, growth, and initiatives that impact all of us who use Epic daily.  The new auditorium at over 11,000 is already to small to host all the attendees.  With the growth of XGM, I think UGM will flat line around 14,000 combined attendees (employees and clients) over the next couple years.

Over all my years, I’ve always enjoyed watching Judy take on the theme.  I took this picture at 2013 UGM and remember all the times she came out on stage and would own it!  In 2014 she started by announcing that Epic was acquiring General Electric…you could hear a pin drop.  Then she said, “just kidding.”  I’m sure Judy will do something to surprise us all this week as well.

Have stories from UGM?  Share them in comments below.

Many consultants ask me why they can’t be submitted to a certain client by their firm.  Others inquire on why rates are so low or why some roles offer remote work and others don’t.  Variations of conditions of a contract are pre-determined via a series of agreements.  Understanding all the work that your firm does to manage consultant contracts can be beneficial to you.

Below is an in-depth look at the various agreements and processes that firms all follow.  Familiarize yourself with these terms and acronyms.  You’ll have a far more in depth understanding of the potential contract you are talking to your firm about.

Request for Proposal (RFP)

Most clients begin their projects by looking at external staffing needs and sending out a request for proposal (RFP) to firms.  Some client’s may select firms they are inviting to bid based on vendor referrals, KLAS ratings, and/or past work history.  State or Community Hospitals open up the RFP to anyone who would like to respond.  The RFP typically includes a history of the client, a summary of the project, timelines of the project, listing of all potential roles needed to be filled, and requirements for those roles.

All firms’ responses will also include a history of the firm and a summary of the type of services offered.  Firms will vary their responses to align with the specific needs of the project.  You would see one type of response for a full implementation support RFP and another for let’s say a Community Connect RFP.  What is consistent across responses is a competitive pricing proposal whether that is in hourly rates, all-inclusive rates, or sometimes even a fixed fee.  Based on the RFP, there may be questions on everything from where has the firm provided services before, how do they obtain and retain talent, recruiting practices, size of practice, request for references, and much more.

If being asked to provide a resume as part of a submittal of an RFP, be sure your firm is being transparent with you.  So many firms will ask for right to represent and make you think you are locked into them.  That wouldn’t be appropriate at all.  What if the firm that presents you is not selected?  I should also mention that many times the client may take weeks or even months to make a decision.  Therefore, how could you possibly be locked into any single firm?  The likeliness of you still being available all that time later is minimal.

Master Service Agreement (MSA)

All clients require a firm sign a service agreement before they can provide resources.  A MSA is what determines what kind of services a firm may provide and the processes for doing so.  Typically based on the RFP selection, firms are offered to agree to the terms of the MSA once selected.  The MSA highlights requirements of the client for behind the scenes including insurance coverage, invoicing, contract processes, renewals, extensions, early releases, etc.  The agreement will often include the process for consultant submittals and the format in which they want to receive information on the consultant.  Clients will limit the number of service agreements, usually. Meaning you may hear of an opportunity at a client from another firm, but your firm doesn’t have it because they don’t have an MSA with that client.

Another way a MSA may impact a consultant is limitations of services outlined within the agreement.  Often time’s clients will award a firm to provide one type of resource but not another. Let’s use trainers as an example.  If my firm wins an RFP for training and activation support, my MSA will state I can provide those types of consultants but not builders or other roles. This is typically true for major implementations.  For example, a current RFP that is out there for the University of Illinois has 4 types of service offerings.  Winners for each of those areas would have a MSA that permits them to submit candidates for engagements within that specific service.

Vendor Management Systems (VMS)

Many clients have decided to use a third party agency to assist with managed services of their outsourcing needs.  Managed service companies will use a vendor management system (VMS) to enter opportunities, collect submittals and resumes, and literally oversee the entire selection process for each engagement.  RightSourcing is one example of such an agency.  They have VMS partnerships with companies including PeopleFluent, Fieldglass and WAND.  When a client uses a managed services agency, all communication is handled through them, not the client.

Benefits the client are simple.  The agency will use the VMS to manage all aspects of consultant services including: sourcing, selection process, budget management, duration control, compliance/onboarding, payment management, billing and invoices, off boarding, evaluations, and requisition management. Many firms complain about this because it truly limits communication with the actual client.  Being submitted for opportunities through a VMS has little impact to you the consultant.  But understanding your client’s management system process should be shared with you.

One other thing to mention is that Managed Services charge x% off each hour billed.  Typically around 3% which means the hourly rate we offer the client directly impacts the firm’s margins.

Purchase Orders (PO) or Work Orders

A purchase or work order is a document that acts as the first official offer issued by the consultant firm to the client, indicating types of resources, quantities, and agreed prices for services. Work orders and invoices are used when a company or contractor performs services for customers and bills them for those services. A work order is sometimes called a purchase order, which is also used when a customer typically wants to buy specific deliverables rather than staffing services. These are used to control the purchasing of services from external staffing firms, typically by pre estimating professional fees and expenses.  A work order needs to be updated when those funds are exhausted and/or extensions are requested.

In addition, the client will always clearly and explicitly communicate their requests to the consultant firm so there is no confusion when the purchase or work order is received. This means it would include agreed on bill rates, per Diem, travel expenses (how often you can go home), and timing of billing.  In the event the client refuses payment, the consultant firm is protected because the purchase order is a binding contract between both parties.

Invoices

Finally, an invoice is a document sent by the firm to the client on a bi-weekly or monthly basis.  It is a summary of the services and/or actual hours and expenses offered to the client.  It’s basically a bill for each hour the consultant(s) has worked within the billing timeframe.  It is the responsibility of the firm to monitor hours billed and assure they align with actual hours worked.  Many firms require consultants provide status reports to document completed work in order to justify hours billed.

Invoices are very specific and typically include:

• the date the invoice is issued
• the name and address of the consultant firm
• the name and address of the client
• the invoice number
• the purchase or work order number
• details and quantity of hours provided
• the agreed-upon prices
• any discounts or taxes
• the total amount that is due
• transaction terms and conditions (optional)
• payment due date

All these documents and processes require a lot of different people to manage.  Hopefully having this glance into the behind the scenes activities was helpful.  Please feel free to leave comments, questions, or request for additional information below.

Never before have I received so many inquiries on whether or not a consultant should do the extra work to maintain their Epic certification(s).   Nor have I seen so many consultants receive a consistent grade of 79% on the first and second attempts at the Continuing Epic Education (CEE) exam.  A lot of consultants seem nervous or unsure of what will it mean if they fail or allow their certification to lapse.  Epic extended the deadline from July 31^st to August 31^st, so time is running out.  It seemed appropriate to share some thoughts on the subject given the timing.

My first question is always, how many certifications do you have and how many have you supported in the last 12 months?  This is the easiest part of the debate in my opinion.  It’s not unusual to see a consultant have 3 or 4 Epic certifications.  If complimentary, let’s say Resolute PB, SBO, and Cadence, keep them all for sure.  Otherwise, only focus your studies on the one or two applications you have highlighted on your resume for the last year.  Whether you are certified or not will be secondary in comparison to your recent history of support on your resume.  Carrying a certification for a module you haven’t supported in a couple of years is basically pointless.  Not to mention, you’ll likely struggle to pass the certification exam.  In our industry, more does not mean better.

A harder scenario to consider:  You’ve been in a PM role or other non-build related position with a client and haven’t actually done build in a couple years.  Almost every PM opportunity asks for the candidate to be certified, ideally.  It’s not always required, but preferred.  To remain marketable and competitive, you may want to maintain your certification, but know that it won’t make you ineligible for most opportunities.  PM’s should have a PMP, it’s far more valuable.  Six Sigma doesn’t seem to be as recognized.

Other opportunities I see often that don’t always require certifications include: analysts, trainers, integrated testing coordinators, cut over/technical dress rehearsal support, Command Center support, and obviously both CTs and ATE resources.  Again, having that certification makes you more marketable but doesn’t disqualify you all the time.  Remember, ideally build should be managed by FTEs at the client site.  As an analyst you may be doing other things like system demos, current vs future state analysis, workflow capture, visit type/order sets/smart text reviews, conversions, personalization labs, classroom training, eLearning support, or so many other non-build related duties that a certification seems unnecessary.

Bottom line, I personally still recommend that you maintain your primary certification(s) to continue to be in demand and able to fill various roles for clients. Choosing to not keep up your certifications will limit you, but not necessarily mean you are out of the game.  Remember, many clients opt not to send their people to Epic for training.  FTE support roles are in demand for anyone with Epic experience.  Again, if you’ve made a career out of training or being a project manager, or haven’t touched build in years, you’ll be fine without the cert.  You highlight your knowledge and expertise in the work you are doing now on your resume.  Removing the certified credential from your resume may sting at first, but you’ll still have opportunities.

You can view your certification maintenance requirements by accessing the UserWeb and navigating to Training Home -> Your Certifications.  Take a look at this article from a firm with feedback from people who have taken the exams: https://www.globalhit.com/new-epic-nvt-booster-training-program-working/

What are your thoughts or what are hearing out there?  Leave comment to share below.

A recent Epic go-live client is making the news this month for releasing some 65 full time employees and 40+ consultants just a few weeks after their go-live. I’m always surprised when I start receiving calls from consultants upset that their contract was ended 2 to 3 weeks early after go-live.  Clients don’t know the end results of an implementation when signing contracts.  To be on the safe side, contracts are typically signed up to 30 days after go-live for pretty much every role.  However, with the continued success of Epic’s  implementation approach, an increase in early releases continues to be a trend.  Ticket volume is down, issue resolution is quick and efficient, and ongoing support reduces day to day after go-live.  So what should you do if you are coming close to a go-live?  There are a ton of proactive professional approaches and considerations to look at.

Let’s first take the application you are supporting into consideration when looking at realistic end dates.  Patient access modules go-live early, so expect those contracts to end sooner vs revenue cycle modules, that are usually impacted a couple weeks after go-live, therefore expect to stay longer.  Technical support resources are typically kept on for a longer duration as well.  Clinical applications would vary based on internal support, clinician collaboration and adoption, as well as completion of physician personalization set up.  Communicate with your application lead and project manager to set realistic expectations for end dates.  Don’t wait until after go-live to have this discussion.  The most successful consultants “own” their engagement and are not dependent on their firm to determine their fate.

Implementation support roles can also vary for end dates.  At-the-elbow support resources are typically wrapping up 5-6 days post go-live.  Clients may contract for up to 3-4 weeks for these types of resources, but a successful implementation translates very quickly into a reduced number of floor support needs.  Trainers may be asked to stay on a bit longer as classes may still need to be held, personalization labs and eLearning support needs are ongoing, and a transition plan for continued application training may still be in development.

I find Project Managers and application analysts are the least impacted by early releases.  These roles again are typically held onto the first month of go-live.  Extensions are considered based on outstanding issues, identified priority enhancements, potential quick upgrade turn around, and several other areas.  However, like the client who laid off several employees…these roles could be let go early as well.  Let’s face it, it comes down to the almighty dollar.  Budgets could be depleted, long term staffing needs pre-determined, and overhead leadership roles combined.

Credentialed trainers may be wrapped under the ATE resource time frame but could be asked to remain.  I know several still at a client in Maine that have been extended well past their go-live and I’m seeing this trend.  Clients may not have an extended training resource plan in place.  I know of another client using Epic resources as PTs, so what is the coverage plan post go-live for those modules?  CTs should absolutely work with their client to make sure they do have a coverage plan, and if not…offer to stay on.   My favorite story was a CT that remained at a client of mine in Florida for 6 years!  I wouldn’t count on it, but it happens.

Whether you’re an analyst, trainer, project manager, or go-live support…end dates can change.  Be flexible and offer assistance where ever needed to ensure the longest duration of a contract is offered.  As a full time employee, your experience is extremely valuable.  Being laid off may just open a new door of opportunities for you.

There isn’t a single day that goes by that I don’t receive dozens of emails inquiring on a job posting.  I prefer to post my email address rather than have people leave comments on my post. Sure I get a lot of junk that way, but I do find it is the most effective way to reach out to my network and see who is available.  What is happening more and more is consultants are sharing my posts with others, and now I have a bombardment of resumes coming in.  Due to the large volume, I simply can’t respond to everyone in a timely manner.  Here are 5 quick considerations that may help your email stand out.

• Are you qualified for the role? – I would say the majority of resumes I receive are under qualified or have unaligned skill sets for the need. I hate to call it out, but Go-Live support and Credentialed Trainers are guilty of this all the time.  If the role says certified, you need to be certified. If PM, you should have PM experience.  Don’t send inquiries on a role that you are not a fit for.
• Subject Line – Use the actual title of the role posted in the subject line and your name. It’s simple to forget this minor detail, but if you don’t have the right subject line…your email might sit in my inbox for days.  Example – “Interested in Epic OpTime Opportunity – Sally Smith.”
• Attach your Resume – It is the first thing I want to open before I spend any more time on an inquiry, I need to see a resume that showcases the experience needed for the role. See my article on resumes from a couple months ago for my suggestions here.
• Write a Professional Introduction – Keep the content of your email short and to the point, but be sure to introduce yourself and call out your skill sets that align with the need. I get countless emails with just an attached resume and no content in the email.  Those are deleted, I don’t even respond….because what am I responding to?  It was a blank email with some attachment in it.
• Include your Contact Information – Include your full name, address, phone, and email. I always look at where the candidate lives, it’s just a simple fact. If you live in Seattle and it’s an opportunity in Bangor, ME….I probably would pass.

It’s important to realize that once you send your email expressing interest in a role there are several steps happening before a response is sent back to you.  We look in our internal recruiting system to see if we’ve talked to you before.  We all look at your profile on LinkedIn and then look at your resume.  Make sure they match! We look to see if you are a consultant or FTE and consider your current project status to ensure you are eligible for hiring.  Again, consideration of where you live is common.  After all of this, if you are still a good match, you’ll get an email asking when you are free to talk and learn more about the role.

One final note on the subject.  If you know the person who posted the opportunity personally, remind them of that.  “Hey Doug, we worked together at Kaiser with ACS 13 years ago.”  This is why so many firms post on LinkedIn, its reaching out to those we know. I’m not a recruiter, and I know there are so many variances on this subject….but wanted to share my opinion. Thoughts?  Leave your comments.