If you’ve landed on this article, we’ll assume that you’re starting your hunt for a new job. If you feel like it’s time to move on out of your current role and move on up to something new, it may also mean it’s time to rethink the way you present your skills to a hiring manager.
Particularly if you’re looking to move up the ladder into a management position, it’s important to display your assets on your resumé and also during the interview process in an appealing and to-the-point way. To find out exactly how to do this, we spoke to Dr. Michal Carrington, Program Director of the Master of Professional Management at The University of Melbourne.
Dr. Carrington’s first takeaway is that it is no longer enough for managers to simply manage anymore. “Managers must be both high-performance managers and agile leaders,” she said. “The bar has been raised and the capabilities being sought by recruiters are expanding and diversifying.” Ahead, Dr. Carrington explains eight universal competencies that will impress any hiring manager, no matter the industry you’re applying for.
1. Influencing In Multi-Stakeholder Environments
Stakeholder management is one skill that comes up in almost every job ad and interview, so it’s crucial that you speak to your experience in this arena. Specifically, Dr. Carrington suggests explaining how you “navigate and influence the complex interdependencies between individuals and groups — inside and outside the organisation, and effectively managing conflict and collaborations that arise in these multi-stakeholder environments.”
2. Efficient and Effective Resource Management
Dr. Carrington said that the rise of managers needing to do more and achieve more with fewer resources is an important consideration. “Optimising productivity, efficiency, and performance of teams and operations, through the development of high-performance teams and effective management of resources” is an important skill worth sharing.
3. Relationship Management: Internal & External Customers
It is a manager’s responsibility to create value and build strong relationships, according to Dr. Carrington. How do they do this? “Understand the needs and motivations of internal and external customers to develop a service culture within teams and the organisation.”
4. Data, Analytics and Decision Making
Regardless of the industry you’re applying for, having a deep understanding of data, analytics and AI systems is something Dr. Carrington feels is crucial. “Harness these business tools to engage in analytic and critical thinking to obtain, synthesise, analyse, and evaluate relevant evidence and considerations when making decisions.”
5. Managing Teams, Developing Others
“Effectively manage multi-disciplinary and diverse teams, linking team performance to the achievement of organisational strategy,” said Dr. Carrington. “Identify, recruit, and retain high-potential employees and talent.”
6. Agile Leadership
“Leading change in complex and challenging environments that aligns with organisational strategy and delivers strategic objectives,” Dr. Carrington explains, is an important quality in an effective manager. “Lead with integrity, personal accountability, and authenticity.”
7. Adaptive Strategy
Communicating your strengths to a hiring manager is half the battle, so it’s always a good idea to note down achievements at work before you’re even thinking of applying for a new role. That way, you have all the proof on hand when it’s needed. Another competency Dr. Carrington told us you should be able to speak to is: “Keeping an eye on the external environment to identifying opportunities and imperatives to adapt and flex strategy to changing opportunities. Plus, moving at pace by taking calculated risks.”
8. Ethical Leadership
Dr. Carrington stressed that recognising the “ethical implications and applying ethical principles in decision-making and problem-solving” is an important skill to communicate. “Engage in responsible management and leadership with an advanced awareness of social, cultural, and environmental responsibilities, and the sustainability implications of actions at the individual, team, and organisational levels.”