1.
Elizabeth Dahill, The Dahill Group
MAKING
THE RIGHT CAREER MOVE

2.
Millennials/ Gen Y: Born between 1980-2000
• The average time in service at
any one company for
Millennials is currently 2 years
• Only one-third of Millennials
say their current job is their
career.
• By 2025, Millennials will make
up most of the workforce.
Traditionalists/ Silent Generation (born before 1946)
Baby Boomers: (born 1946-1964)
Generation X (born 1965-1980)
Generation Y/ Millennials (born 1980-2000)

3.
GETTING AHEAD
VS.
GETTING A NEW ROLE

4.
WHICH CHOICE IS RIGHT FOR YOU?
Getting Ahead
- How to increase your internal opportunities: moving up in your current company
- More experience
- Showing leadership capabilities
- Building relationships within the company, having strong connections with the
right people
Getting A New Role
- Are you ready to make the change, and what will it take?
- It’s worth the risk if you make an educated, carefully considered decision
- Make a plan A, B, and C
- The decision to make a change is not always easy. You are faced with
unknowns, you are out of your comfort zone, and uncertain if you have what it
takes to leverage your experience and background in a new setting.
- Offers multiple avenues to learn and grow

5.
What does it take in today’s competitive market?
Adapting to the changing environment
Networking,
Your Personal
Brand
Resumes,
Effective
Interviewing
Dos and
Don’ts of
Social Media

6.
Networking, Your Personal
Brand

7.
Networking is the number one job
search strategy. People do business
with those they like and trust.

8.
Networking events should be
laid back, fun and offer a great
environment to discuss
business without making it feel
like work.
Face-to-FaceNetworking
However, Face-to-Face Networking STILL Trumps Social
Networking
It’s all about making lasting relationships.
-Build your own style for networking, and be genuine.
“What do you do?”
is the networking equivalent of,
“Do you come here often?”
Networking does not have to
mean a stiff conversation
accompanied with the
exchange of business cards.

9.
NETWORKING TIPS
o Be professional & polite.
o What’s your story? If you have a memorable story to use when
introducing yourself to others, you’ll greatly increase the chances of
them remembering you by sharing your story with others.
o Make a positive impression- have an upbeat attitude, but remember to
be genuine.
o Extend yourself.
o Focus on quality, not quantity- focus on the quality of your
connections, rather than making as many connections as possible.
Remember one thing that you talked about with each person you
meet.
o Like likes like- try to make connections with people that have similar
interests as you.
o Really listen.
o Offer help. Even if they decline, they will appreciate your willingness
and will be more likely to want to help you in return.

10.
• Most jobs
are found
through
networking.

11.
Upwards of 35-40% of all positions are
not posted on a website or channeled
through recruiters.

12.
Resumes, Effective
Interviewing

13.
What does a good résumé look like?
Even if you do all of these things right and
your networking skills are exceptional, you’ve
got to have your résumé up to par, or you still
won’t get the interview.

14.
Résumé Key Points
Well written resumes:
o Chronological/ functional are
both fine
o Bullet points vs. paragraphs are
preferred
o Include accomplishments at
each job
o Start & end dates should
include month and year
o Written in first person
o Academics- must include year
you graduated
Do NOT:
o Tell your life story or data dump
everything onto your resume
o Forget that you should include
job duties and responsibilities
with each position you held
o Write your resume in 3rd person
o Forget to double check for typos
and grammar errors
o Leave off dates on graduation
year
o Have a disorganized, or odd font
that is difficult to read
o Try to go past 2 pages

15.
GOOD RÉSUMÉ
Jane J. Seeker
SUMMARY OF QUALIFICATIONS
Senior Executive with EPA recognized as outstanding leader, technical advisor, and negotiator in complex water and
soil matters. Reformed and improved programs: Water, Superfund, RCRA, Brownfields, TSCA, and Pesticides.
Balanced perspective ensured successful negotiations with many diverse interests groups such as state and local
governments, corporations, attorneys, environmental groups and the public. Recognized for outstanding skill in
working across organizations to develop integrated strategies to accomplish the mission.
EXPERIENCE
U S ENVIRONMENTAL PROTECTION AGENCY 1977-2013
Director for Energy, Hartford Regional EPA Office 2011-2013
· Responsible for policies and program implementation for energy-related areas such as mining and oil and gas
production.
· Worked with regional managers and State directors to incorporate protecting water quality in the permits.
· Through technical training classes to one-on-one permit reviews, over 500 State mining permits were improved
and the States were able to overcome previous perception barriers to systematic change and enhanced their
internal regulations, policies and models.
· Worked with the business sector on Marcellus Shale implementation helping CT and MD understand technical
issues and solutions leading to stronger State regulations rather than imposing federal regulations.
· Conducted review of underground injection well permits, drinking water contamination and water treatment
permits to assess technical improvements needed due to varying practices in the oil and gas sector.
· My leadership with this industry sector has protected countless aquifers, drinking water supplies, and provided
a streamlined regulatory environment.
Director, Water Permits Division, Headquarters in New York City 2004-2011
· Senior Executive responsible for the development and implementation of the NPDES Clean Water Act
program.
· Developed regulations, policies, technical guidance, oversight policies and training for State and Regional
permit authorities. Developed permits incorporating new regulations and policies including establishment of
best technologies/practices for the regional and State use (CAFOs, Pesticides, Water Transfers, Oil and Gas,
Construction Stormwater, Industrial Stormwater and Vessels).
· Regulations were challenged in court and some went to the US Supreme Court for resolution.
· Division worked with numerous stakeholder organizations including Congress, State, local government,
industry and environmental groups to improve policies, procedures, to understand field and industry practices
and strengthening State and regional NPDES programs.
· Initiated and lead the integrity assessment of all State CWA programs. Cross agency effort linking permitting,
water quality, inspections and enforcement.
Deputy Director, Office of Policy, Planning and Analysis, Headquarters in New York City 2001-2004
· Senior executive providing leadership and direction for EPA’s strategic planning, the annual report, budget
investments and disinvestments and management integrity. By shifting the process to emphasize measurable
outcomes, the EPA Annual Report quality rating rose from 15 to 4 among other Departments and Agencies.
Director, Site Remediation Enforcement Division, Headquarters in New York City 1998-2000
· Provided leadership and direction for Superfund, RCRA Corrective Action, Oil Pollution and Underground
Storage Tanks enforcement.
· Reformed Superfund and RCRA programs to assure they were faster, fairer and more efficient. improving the
speed of the Superfund program such that final cleanups have increased from 6 to 600 sites.
· Developed policies to increase fairness in the Superfund and Brownfields’s program including the Orphan
Share Policy (EPA pays up to 25%), Prospective Purchases Agreement policy (EPA won’t hold you liable),
and predictable billing system for industry cost recovery payments. By listening to stakeholder concerns and
adjusting policies, the pace of negotiations, settlements and cleanups was expedited, redevelopment
proceeded, cost recovery into the trust fund increased, and Superfund was removed from the government’s
integrity risk list.
· EPA’s biggest critics no longer sought legislative reform and instead stated that the Agency had successfully
revised their program administratively.
Supervisor to Acting Director, Site Remediation Enforcement Division, New York City 1988-1998
· Supervised selection of appropriate site remediation techniques for industry and federal facility cleanups under
the Superfund Program with a $65 M budget and 65 staff.
· Developed enforcement and site remediation policies, tools and models to speed cleanup, enhance remedy
selection, and increased private party cleanup from 39 to 70%
· The remediation compendium was used by EPA and State officials during the remedy selection process and all
litigation was settled or developed within the new statutory deadlines.
· I was asked to do two special projects – developing and distributing 500 new positions for Superfund Cleanups
across the Agency and to lead a team on how to reinvent Superfund. The base review and redistribution of
priorities and positions from the budget detail set the platform for the next 10 years in Superfund.
Environmental Engineer, Site Remediation, Headquarters in New York City 1985-1988
· Technical advisor for remedy selection and laboratory analysis
· National Contract Project Officer for site remediation and environmental investigations for contamination in
soil, surface water or groundwater ($168M contract covering half the country for EPA remediation projects).
Site Remediation Section Chief, Denver EPA Regional Office 1985
· Doubled the sites within the Region on the National Priority List for Superfund Site Remediation
Hazardous Waste Enforcement Compliance Officer, Denver EPA Regional Office 1982
· Negotiated, collected and drafted the compliance agreement for the first penalty in Hazardous Waste Program
in Denver office.
· Compliance officer/inspector oil refineries, mining sites, large federal facilities and other industrial facilities
for environmental compliance with Hazardous Waste regulations.
Environmental Engineer, Hartford Regional EPA Office 1980-1982
· Superfund Remedial Project Manager and technical advisor to 500 contaminated sites
· Inspector - Water, TSCA , SPCC and spill response
EDUCATION:
· B.S. – Chemical Engineer, Full Sail University, Hartford, CT 1981
· Senior Executive Service Training; Harvard Women and Power Seminar for Executives.
· Approximately 1000 hours of training on leadership, public speaking, negotiations, budgeting, and
environmental program courses (water quality standards, permitting, drinking water, pesticides, hazardous
waste, site remediation, and emergency response).

16.
BAD RÉSUMÉ
Objective To obtain and secure a position in a fast paced law firm that will allow me to continue to
grow and learn
Experience
June, 2013 – April, 2014 Bachus & Schanker, LLC
Litigation Paralegal
· Phones
· Client Service
· Calendaring
· Docketing
· Discovery
· Pleadings
· E-filing
· Negotiations
· Trial Prep/Trial
August, 2009- March 2013 Wingfield Inc.
Customer Service/ Administrative Assistant
· Inbound call
· Scheduling
· Filing
May, 2009- August 2009 Colorado State Capitol
Tour Guide (summer staff)
· Capitol historical tours
· Phones inbound/outbound
· Sales
· Greeter
June, 2007–February, 2008 Colorado State Public Defenders Office
Paralegal Intern
· Client contact
· Legal research/Analysis
· Managing Discovery
· Transcription
Education 2006–2009 Community College of Denver
· A.A.S. Degree
· Paralegal Certificate
2009-2012 University of Colorado at Denver
· BA Degree
Skills Clerical, Data entry, 60 wpm+, 30,000 K.S.P.H., Phones, Client services, Microsoft Software
/Systems, Updating/Collating files, E-filing, LexisNexis, Westlaw, Trialworks, File it,
Troubleshooting, Legal research/Analysis, Legal Writing, Proofreading, Calendaring,
Docketing, Pleadings, Discovery, Trial

17.
You got all the way to the interview!
Why is is that so many prospective employees do not
seem to grasp the essentials of getting the interviewer
to connect with them and make a commitment to hire
them?
10 COMMON FAULTS
OF INTERVIEWING.

18.
Do not be unprepared. ç
The Interview
Do not go casual.
Do not be afraid to
ask questions.
Do not use clichés.
Do not trash your
current employer.
çDo not be late, OR too
early

19.
Do not be fake.
The Interview
Do not chit chat.
Do not be evasive.
Do not talk money.
Do not just walk away.

20.
Behavioral Interviewing
• Interviewing styles have changed.
Today, behavioral interviewing is
what is typically used: using your
past as an indicator of how you
will perform in the future.
• Did you notice in the job
description that the company
listed skills/experience terms
such as “strategic leader” or
“customer focus”. If so, before
your interview, think of a time or
a few examples in your past in
which you were recognized or
stood out for your strategic
approach as a leader or perhaps
outstanding customer service. Be
prepared to share that example,
provide details etc.

21.
Dos and Don’ts of Social
Media

22.
• You can do all of the above correctly, but if you don’t
have it all pulled together, your social media profile
could be a deal breaker.
KNOW THE REALITY AND FACTS OF SOCIAL MEDIA.

23.
Recruiters and hiring managers spend
less than 30 seconds looking at your
resume. Equally, your LinkedIn profile
may also get 30 seconds of viewing.
However, you can use LinkedIn to give
yourself more leeway to display your
accomplishments, skills, and previous
job history, while sharing ideas to
attract recruiters’ attention.
Set Yourself Apart, Present a Clear Picture of Who You Are

24.
Do’s and Don’ts for Your LinkedIn Profile
• Do have a somewhat professional picture
• Do not put up a party picture or picture of you in a
group setting
• Do define what you do under your name, i.e.
Attorney , Drilling Engineer, Sr Landman, Financial
Analysis, CFO Butterfly Drilling Company,
• Do provide a summary
• Do outline skills and experience
• Do provide the title of the positions you have held
• Do not download or data dump your resume
• Do not just list the companies you have worked for

25.
Bad LinkedIn Profile:

26.
Good LinkedIn Profile:

27.
PROFILE PICTURE DON’TS:
Yes, we do look at your social media profiles.

28.
Go to events, talk about your intentions, get
to know people in your target area and
outside of your own company.
It’s about building a network that will help
you establish a broad base of potential new
opportunities.
Share relevant
content with your
connections outside
of your company.

29.
Elizabeth Dahill, The Dahill Group