CV vs. Resume: The Difference and When to Use Which


A CV (Curriculum Vitæ, which means course of life in Latin) is an in-depth document that can be laid out over two or more pages and it contains a high level of detail about your achievements, a great deal more than just a career biography. The CV covers your education as well as any other accomplishments like publications, awards, honours etc.
The document tends to be organised chronologically and should make it easy to get an overview of an individual’s full working career. A CV is static and doesn’t change for different positions, the difference would be in the cover letter


A resume, or résumé, is a concise document typically not longer than one page as the intended the reader will not dwell on your document for very long. The goal of a resume is to make an individual stand out from the competition.
The job seeker should adapt the resume to every position they apply for. It is in the applicant’s interest to change the resume from one job application to another and to tailor it to the needs of the specific post. A resume doesn’t have to be ordered chronologically, doesn’t have to cover your whole career like and is a highly customisable document.


As stated, three major differences between CVs and resumes are the length, the purpose and the layout. A resume is a brief summary of your skills and experience over one or two pages, a CV is more detailed and can stretch well beyond two pages. The resume will be tailored to each position whereas the CV will stay put and any changes will be in the cover letter.
A CV has a clear chronological order listing the whole career of the individual whereas a resume’s information can be shuffled around to best suit the applicant. I would say the main difference between a resume and a CV is that a CV is intended to be a full record of your career history and a resume is a brief, targeted list of skills and achievements.

Let’s revise:

CV – long, covers your entire career, static
Resume – short, no particular format rule, highly customisable

Usage around the world:

A resume is the preferred application document in the US and Canada. Americans and Canadians would only use a CV when applying for a job abroad or if searching for an academic or research oriented position.
In the UK, Ireland and New Zealand, a CV is used in all contexts and resumes aren’t used at all. The CV prevails in mainland Europe and there is even a European Union CV format available for download.
In Germany, the CV is more commonly known as a Lebenslauf (true to the latin origins) and is only one of many application document the poor German job seekers must produce to get an interview.
In Australia, India and South Africa, the terms resume and CV are used interchangeably. The term resume is used more for jobs in the private sector and CV is more commonplace when applying for public service positions.
Source: The Under cover Recruiter

4 ways to get a better deal at appraisals

The employee must accept he or she is as responsible as the employer in securing a better appraisal

The appraisal season is back, but will this year’s ritual be any different from the previous year? Is it really a one-sided game as many say? Not if the employee accepts that he or she is as responsible as the employer in securing a better appraisal.

Here are four tips for negotiating a better appraisal –

  1. Link Your Assessment to the Goal Sheet:The best way for self-assessment is to link back to the goal sheet and the score card supported by all the quarterly feedback you have received from your manager. This should not be too subjective and verbose. It must have elements of humility. Just refer to your KRA/key deliverables and have a candid chat with your manager around enablers as well as de-raisers. After all, performance appraisals are meant to enable the employee to achieve his or her best.
  2. Ask Relevant Questions:There are multiple frameworks. One of them is GIG (Good Improve Good). Start with open-ended questions about something good one has done and then ask about opportunities to do better or improve. Finally close with a good note.
  3. Talk about Achievements with Context:Achievement without context is no achievement. Hence context will be important. Also, be objective, factual, authentic and humble about your achievements.
  4. Mention Failures too:If one is humble and candid to identify the reasons of failure, it is more impactful than success. After all, both success and failure are two sides of the same coin and every manager knows that.

Always mention:
1. Right positioning of performance and potential
2. The value you have created in dollar or rupee irrespective of your line or support function
3. ROI of all activities you carried out
4. How much you are part of the larger purpose of the organisation and building the institution rather than working hard in isolation


Source: SHRM

Date: 03-03-2017

3rd party vehicle cover set to cost 50% more

Centre Does Away With Limit On Payouts By Firms

The premium for third party motor vehicle insurance is set to go up significantly as the Centre has agreed to do away with the cap on third party liability of insurance companies in case of grievous injuries or deaths in road crashes. The insurance regulator, Insurance Regulatory and Development Authority (IRDA), has proposed a nearly 50% hike in third party insurance premium for most categories of cars, trucks and two-wheelers for 2017-18.

It is mandatory for all vehicles to have third party insurance while insurance for own damage is optional. In comprehensive policies which have both components, the share of third party insurance is barely 30%. IRDA has proposed no increase in third party insurance premium only for a few vehicle categories such as Alto, Nano and Datsun Go in cars and Tata Ace, Tata 407, pick-up vans and Eicher mini trucks etc in the goods vehicles segment. No hike has also been proposed for ecarts. But it proposes to increase the premium of cars, which have 1,000 to 1,500 cc engines by almost 50%. A similar hike has been proposed for luxury and premium car models.

Sources said trends show the final hike is usually around 25-30% after consultations.There is a probability that insurance firms would push for another round of increase once the Motor Vehicle (Amendments) Bill is passed with the proviso that firms pay the entire compensation awarded by the motor vehicle claims tribunal (MACT). A parliamentary panel had recommended unlimited liability of insurance firms by rejecting the road transport ministry’s proposal to cap it. Sources in the insurance industry said at present, the average compensation is about Rs 5 lakh and that, too, is usually settled after months.

Road transport minister Nitin Gadkari said, “We want victims’ families to get quick relief. Once police files a motor accident case, the insurance company will approach the family with offer of Rs 10 lakh and Rs 5 lakh as compensation for death and injury , respectively. If they don’t accept, the matter will automatically go to MACT and the insurance company will pay the entire compensation.“

But there are objections to this. “The government should focus on how to shorten the process of cases in MACTs,“ said S PSingh of IFTRT, a Delhi-based think tank on transport issues.


Source : The Times Of India

Date: 05-03-2017

Arth Capital, Relan Seek Nod for Health Insurance Co

After Birla, another company has filed an application to float a health insurance company. Rajesh Relan, former MD of PNB MetLife, has filed an application with the regulator to start a health insurance company along with private equity firm Arth Capital. The company, to be called Aspire Health Insurance, will sell products through multi-channel distribution with focus on online.

The company will have an initial capital of ` . 100 crore. The promo . 250 crore ters will put in a total of ` in the company. Relan will hold 26% of the company. Sumit Chandwan’s firm Arth Capital will hold 40%. Relan and Arth Capital will jointly hold 66% in a SPV and will be the largest shareholders and hence the promoters. The balance 34% will be held by a Hong Kong-based Mcquarie investment fund. Thefuture capital has been tied up and the company is expected to break even in the fourth year. Relan was responsible for PNB MetLife JV .

Relan refused to provide details of the deal or on the investors due to confidentiality reasons. Relan confirmed filing of the application with the regulator. “We are committed to build a formidable health-tech insurance company that will disrupt the current market through technology and will emerge as a leader in the standalone health insurance space,“ Relan said. Health insurance has been growing over 20% over the past several years supported by rising medical costs.


Source: The Economic Times

Date: 24th Feb, 2017

“How to Successfully Negotiate a 50% Pay Raise”

In the summer 2014, Dakota Adams, then 26, decided she wanted to move on from her job for a number of reasons. One, she felt she was undervalued and underappreciated. Two, she was missing out on a good social life, racking up in debt and not getting paid enough. Perhaps, the biggest draws of being underpaid was missing out on the opportunity to make new connections through the course of her career, and all that a great job has to offer. But, that’s not what we’re going to discuss here.  In 14 months, she went from $46,000 to $85,000. Curious, how she could successfully negotiate a pay raise? Here’s how:

STEP 1: You’re undervalued? Prove it.

Conduct research on how much your title job is worth. For this, visit,, Bureau of Labor Statistics, and Google. However, don’t settle on one single source.

Also, you’ll need to take into consideration the local job market in your city. For example, the entry-level journalist who do cultural reporting in New York cannot afford to live in New York. So, when you decide what the median pay is for what your job title, you also need to be a tad realistic. Dakota Adam’s median pay was $78,000. Meanwhile, her current job was paying her $46,000.

STEP 2: You need a new job, seriously.

Find places of employment in your area, doing what you want to do. Make profiles on Monster, Glassdoor, Indeed and CareerBuilder. Update your resume and start applying for your dream job. While you’re applying for jobs, you will get frustrated repeating the whole process over and over again on a dozen sites. You need to stay patient.

Tailor your resume: Also, make sure you tailor your resume with each and every job application. You can review the job description for insights on how to revise your resume. Review the information and make appropriate revisions to your resume by adding or removing information.

Don’t burn the bridge: You don’t want to damage your career in the long run. You should be on best behavior with your former-bosses and colleagues. Even if you were treated unfairly, the most respectable thing to do is to keep things civil and professional. I know of a young man who mouthed off his old boss when leaving the company found himself having to work with him four years later, as his new VP.

You’ll be amazed at how easy it could be to start getting calls for interviews. The best piece of advice I could give on how to interview is to research on what you have to say and how to say it. Learn how to accent your strengths, and don’t underestimate the power of persistence.

STEP 3: DRUMROLL – Negotiate a pay raise!

You’ll receive offers, both good and bad. One offer might be lower than you had expected. Another offer, could make you realize what you should be making right now. You’ll also receive an offer, where the numbers will look almost surreal to hear. This offer will only validate your earlier doubt that you’re undervalued. Be sure to thank everyone involved in the process, even when all your expectations are crushed.

There’s quite a lot you can negotiate on during the interview process. It’s not just about the salary, but the overall package. Don’t be afraid to tell your employer what you want. At the same time, I would suggest that you don’t go overboard with it.

To negotiate pay raise, you must know your worth. Now you can leverage each of the offers against one another. I would say, this works best when you know that a company wants you. Finally, you must go and tell your boss what’s happening. Be honest about the entire things, because you never know. Your boss may decide to counter offer.

Generally, counter offers are not seen as an ideal option. So, speak to your potential employer, the one place where you want to go and see if they decide to match the salary. At the end of the day, it’s all about knowing what you want and getting it.

The Bottom line

Don’t second guess yourself. You take the plunge and you’re going to be on the winning side either way. Adams spent more than two months negotiate for a better lifestyle. The entire process was nerve racking and anxiety inducing. At the end of the day, it was worth it!


Source: The HR Digest

Date: 19th February, 2017


Evolving nature of talent management in Indian SMEs

Here are the key points from People Matters SME HR Landscape Study 2017.


To understand the HR landscape and frames of references in the small and medium enterprises segment, People Matters conducted “The Small and Medium Enterprises HR Landscape Study 2017” that surveyed 135 unique companies across sectors — ranging from IT, healthcare and BFSI, with employee base ranging from below fifty to more than five thousand and analyzed the data that was generated. The study focused on three principal questions What are the talent-related business priorities of SMEs and how ready they to handle them?; What is the level of maturity of HR processes in SMEs and if there are any identifiable trends?; and What is the role of HR technology across multipleprocesses?




What’s Working, What’s Not

One of the starkestrevelations that the Study made was that most SMEs in India do have HR departments, contrary to the common expectation. And hiring and onboarding feature among the activities that most SMEs and their HR functions enlist as top priorities. 73 percent of the survey participants stated thatthey are “ready” to hire people for the right skills, knowledge and experience; 80 percent stated that they are prepared to onboard new hires; and 69 percent mentioned that they were ready to create and communicate workplace policies.

On the other hand, “Managing turnover and retaining high performing talent” is a critical challenge for most SMEs. 43 percent of the companies surveyed rated the challenge “urgent” whereas 45 percent of the companies considered themselves “unprepared” to tackle the challenge.

Another notable challenge that SMEs face pertains to “engaging and motivating employees” to go the extra mile. A total of 43 percent of surveyed organizations stated that they are not prepared to tackle the challenge, and 36 percent rated the challenge as urgent.

The state of HR Technology in SMEs

The most common function for which technology is used is HR Operations (including payroll, leave and attendance) — 40 percent of SMEs already use a fully automated technology solution, about 46 percent of themhave adopted some core technologies and 64 percent of the SMEs use technology solutions for recruitment. Other HR functions for which technology is used include communication and collaboration (63 percent), performance management (64 percent), and compensation and benefits (62 percent)

HR functions where SMEs are less reliant on technology include – Employee Engagement (56 percent), Strategic workforce planning (61 percent), Succession Planning (70 percent) and rewards and recognition (58 percent).

Developing key talent processes

According to the HR Landscape SME Study, about one-third of the organizations surveyed do not haveleadership development programs. And a half of those who do have a program, do not have a documented process, which means that most of their programs are time-based and adhoc. And while 41 percent of the SMEs rate their HR capability “good”, 26 percent of them believe that their HR function “needs work”. Clearly, there is much scope to take the existingprocesses a step ahead, in a way that is cost-effective and creates maximumimpact.

While it is clear that retaining good talent remains a challenge for SMEs, actionable strategies to counter it are still lacking. Most companies simply try to forecast attrition as accurately as possible, only 28 percentmaintain a healthy bench strength (perhaps most cannot afford to), and upto 30 percent depend on employee contracts to work for a stipulated time, which is not always a great strategy. Perhaps less implemented solutions like offering greater flexibility and hiring part-time staff and consultants could help improve the situation.

Source-People Matters


Irda Seeks Legal Opinion on Max-HDFC Merger

Insurance regulator had rejected the alliance as it doesn’t allow insurance firm and financial services co to consolidate

The insurance regulator has sought the opinion of the government’s top law officer, attorney general Mukul Rohatgi, on the legal side of the Max LifeHDFC Life merger plan.

The Insurance Regulatory and Development Authority (Irda) had initially rejected the two-way merger in the way the companies had proposed. As per the proposal, Max Financial Services was to be merged with Max Life, followed by a demerger of the life insurance business, which would then be merged with HDFC Life Insurance, creating the most valuable private sector life insurance com . 70,000 crore based pany at around ` on the agreed commercials and share-swap arrangements. Shares of HDFC Life would be listed on the stock exchanges post the mer ger. “We have sought legal opinion on the merger,“ said an Irda official. “We have written to the Department of Financial Services, which will take the attorney general’s vi ews through the law ministry .“

Section 35 of the Irda Act does not allow merger between an insurance company and a financial services company . There is also no provision under the Insurance Act to merge a financial services company with an insurance company .

Irda and the finance ministry didn’t comment. In November 2016, the two companies informed exchanges about reservations raised by Irda to accept the amalgamation in the form they had proposed. HDFC Life and Max Financial Services had announced the merger in August to create the country’s largest life insurance company with assets under management . 1.10 lakh crore. In the merof over ` ged entity , the HDFC group was to own a 42.5% stake, Standard Life 24% and the Max Group 6.6%.Other big shareholders included Mitsui Sumitomo with a 7.8% stake and Axis Bank with 1.2%.

“What we can allow is a merger between Max Life and HDFC Life,“ said an Irda official. “They will have to rework the plan, taking Max Financial Services out from the deal.“ As per the agreed valuation and exchange ratio, the relative valuation of HDFC Life and Max Life was decided to be 69% and 31%, respectively . Shareholders of Max Life were to get one share of Max Financial Services for every 4.98 shares held in Max Life. Shareholders of Max Financial Services were to get 2.33 shares of HDFC Life for each share held.
Source: The Economic Times
Date: 10th Feb, 20170