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Knowing when to use the functional hybrid


Check out Dennis Beauregard's resume. He wanted to use the functional format because he was transferring his skills from the legal field to the public service arena. Because he was applying to a conservative organization (the Chicago Police Department), he created a functional hybrid resume. By using company names as subheadings under his skill head- ings, his resume looked enough like a chronological resume to gain his potential employer's respect.

Don't assume that the employer will spend a lot of time figuring out what happened where on your resume. If it's not immediately clear, the employer may give up and throw your resume in the trash.

Bonus Check

Telling the reader where an achievement took place increases the credibility of your resume. If your resume has many achievements within a skill heading, avoid repeating the same company name over and over. An efficient way to handle the "where" of your achievements is to list them together under a subheading of the company name. After you create company subheadings under your skill headings, prioritize your subheadings so the most relevant one comes first.

Red Flags Down

Some employers don't like functional resumes. They worry that a job seeker who uses one is trying to hide something, and if they're not careful, they'll end up with a problem employee on their hands. Red flags on a resume might include the following:

Dennis Beauregard
Executive Management Professional

123 Steep St., Denever, CO 2636, (123)123-1234, tyler@zahn.com

QUALIFICATION

  • 11 years progressive leadership experience for a Denver company recognised as the best in its field.
  • Success in managing 75% of organization's total revenue and expenditure, affeted by multiple market and fluctating economy.
  • Excellent supervisor who motivates staff by instilling confidence and dedication.

PROFESSIONAL EXPERIENCE

1989-Present: Daily Journal, Denecr Co
Associate Publisher, 1997-Present
General Manager, 1993-1997
Director of legal Information Services, 1991-1993
Calender Manager. 1989-1991

BUSINESS

  • Manage a $1.5M annual print budget, requiring creative negotiations with vendors to maintain quality, despite 40% rise in paper cost.
  • As a director of a $3000K legal budget, achieve a consistent sale in declining market.
  • Approve all capital Aquisitions (approximatly $50K per year) for the entire company.

PROJECT INITIATION

  • Cut cost by 30% by creating a 25user, inhouse editorial and production system.
  • Doubled subcriptions by establishing a daiy stand alone suppliment that provides crucial legal information to over 25,000 industry professionals.
  • Increased sales market 45% by expanding courtroom coveragel from one to six companies.

SUPERVISION

  • Hired, trained and supervise 10 art, production, MIS, advertising, and clerical personnel, using the management style of staff empowerment and deligation.
  • Motive an interdepartmental team of 25 to consitently meet two publication deadlines per day (500 per year)
  • Maintained excellent retention rate, experiencing turnover only due to employee advancement or education

EDUCATION

B.A., Anthropology, Nebraska Wesleyan University, Lincoln, NE, 1985
Internship, The Omaha Free Press, Omaha, NE, 1983

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