You need to make your CV easy to read – too complicated or large paragraphs can put some people off and that’s the last thing you want to do whether its an HR Manager or Recruitment Consultant.

Your competencies (transferable skills) are a key part of your CV and you need to have examples of when you have used those competencies. These are your sales tools – you’re telling people that these are the things that you are really good at. Try telling someone who has successfully brought up teenagers that they are not good at negotiation – an everyday skill that can get lost when trying to impress peope with other skills.

You don’t need examples in this part of the CV, they will typically come through when you are working on your achievments as part of your career history.

Our moods, feelings, and emotions influence us every day at work – to good or bad effect. Not only do they impact every workplace relationship and interaction, they influence fundamental areas like job satisfaction, engagement, and team morale.

Not surprisingly, then, emotional intelligence underpins how well employees get along, which has tremendous consequences for how well (or not) business gets done. In fact, research shows that emotional intelligence is one of the strongest predictors of professional success, or lack thereof.

Unfortunately, poor emotional intelligence in the workplace is rampant and widespread – and the consequences of having to work alongside authoritarian CEOs and toxic co-workers have been well-documented by books like Work Would Be Great If It Weren’t For The People and popular television shows like “The Office”.

With a challenging global economy where downsizing is more the norm than the exception, improving emotional intelligence in the workplace is not just a luxury or a nice thing to do – it’s an important business strategy and a smart, cost-efficient way to stay healthy as an organization.

Research shows that improving emotional intelligence in the workplace has a direct and positive impact on:

• Employee performance, productivity, satisfaction, and loyalty
• Sales and customer service
• Leadership and management effectiveness
• Workforce recruitment and retention
• Teamwork and innovation

The Myers-Briggs typology model regards personality type as similar to left or right handedness: individuals are either born with, or develop, certain preferred ways of thinking and acting. The MBTI sorts some of these psychological differences into four opposite pairs, or dichotomies, with a resulting 16 possible psychological types. None of these types is “better” or “worse”; however, Briggs and Myers theorized that individuals naturally prefer one overall combination of type differences.

In the same way that writing with the left hand is hard work for a right-hander, so people tend to find using their opposite psychological preferences more difficult, even if they can become more proficient (and therefore behaviourally flexible) with practice and development.

• Executive Summary
• Interpersonal Style
• Thinking Style
• Coping Style
• Team Role Orientation
• Leadership Style
• Subordinate Style
• Influencing Style
• Career Themes
• Personality Profile Chart

A Development Report includes the above report and the results of timed tests where a person is tested for their Verbal, Numeric and Abstract abilities, again compared against norm groups.