SHRA Employee
Layoff Resource Guide
CONTENTS
Employee Resource Guide Overview .................................................................................................... 2
Employee Layoff Checklist ..................................................................................................................... 3
Resources for Layoff-Related Issues ...................................................................................................... 5
Severance Pay ....................................................................................................................................... 6
Layoff Priority Re-Employment Consideration ...................................................................................... 8
Guest ID Instructions ........................................................................................................................... 11
Career Transition Counseling Services ................................................................................................ 12
Resources for Job Seeking ................................................................................................................... 13
Tips for Resume Writing ...................................................................................................................... 14
Behavior-Based Interviewing .............................................................................................................. 17
Employee Layoff Resource Guide
UNC-Chapel Hill SHRA Employee Layoff Guide (Rev. 3/2/2021) Page 2 of 19
Employee Resource Guide Overview
This guide is intended for SHRA career status employees who have received official written notification of imminent
separation due to layoff under the University’s SHRA Layoff Policy.
Employees who may be separated outside of the layoff policy and who are not eligible for layoff benefits include:
• permanent employees regularly scheduled less than 20 hours/week
• permanent employees with time-limited appointments
• probationary employees
• temporary employees
The information contained in this guide is intended to summarize State and University policy. It should be
understood that explanations in this summary cannot alter, modify, or otherwise change the controlling policies or
General Statutes in any way, nor can any right accrue by reason of any inclusion or omission of any statement in this
guide. The most current information will always be found at the Office of State Human Resources website at
https://oshr.nc.gov/
and the Office of Human Resources (OHR) website at
https://hr.unc.edu/employees/policies/shra-policies/layoff-shra/.
Employee Layoff Resource Guide
UNC-Chapel Hill SHRA Employee Layoff Guide (Rev. 3/2/2021) Page 3 of 19
Employee Layoff Checklist
As you go through the layoff process, you will have many options to consider. To help keep track of questions to ask
and deadlines to meet, please refer to the following checklist:
Check if
Completed
Employee Task
Employee’s Notes
and Comments
1. Initial Notice. Receive and sign written layoff notification letter and receive
the following documents from your department:
Layoff Notification Letter
Employee Assistance Program Brochure
SHRA Dispute Resolution & Grievances policy
SHRA Employee Layoff Resource Guide (this document)
2. Layoff Information Session. Attend the layoff information session provided
by Office of Human Resources. Topics that will be covered:
SHRA Employee Layoff Resource Guide
Severance Eligibility and Calculations
Re-Employment Priority Consideration (for eligible employees)
Severance Pay Schedules
Confirmation of Home Address
Options for Continuation of Benefits
Filing for Unemployment Insurance Benefits
Tools for Your Job Search
3. Payroll Dates. Confirm the dates of your final paycheck, leave payout, and
severance payments with your OHR Transition Specialist, if applicable.
Date for Last Paycheck/Leave Payout __________
Date for First Severance Check __________
Date for Last Severance Check __________
4. Return Benefits Paperwork. Submit benefit continuation forms within
specified timeframes as reviewed by your Benefit Consultant in the Layoff
Information Session.
Benefits Forms Due By: ________________
5. Return Work Items. Return the following to your supervisor or department
representative no later than your last day of work (if applicable):
UNC OneCard P-Card
Department Badge Uniform
UNC Cell Phone/Tablet Computer Equipment/Laptops
Keys Other: ___________________
Employee Layoff Resource Guide
UNC-Chapel Hill SHRA Employee Layoff Guide (Rev. 3/2/2021) Page 4 of 19
Check if
Completed
Employee Task
Employee’s Notes
and Comments
6. Guest ID. Your UNC Onyen, your UNC-Chapel Hill username, and your
University email will be deactivated upon termination.
Once your account is deactivated, you may sign-up for a Guest ID so that
you can access your paycheck data on ConnectCarolina. Information on
how to get a Guest ID can be found at:
https://account.itsapps.unc.edu/guestid/create
7. Paycheck Checklist. Review your final paycheck(s) and verify that it
includes the correct payouts or deductions.
Vacation Leave (max: 240 hours)
Bonus Leave, if applicable
Overdrawn Leave (negative leave balance deducted from final pay)
Comp Time Off
Other Paid Time-Off
Longevity (pro-rated)
Other: _____________
8. Priority Re-employment. When applying for state employment, be sure to
indicate on your application that you are a layoff candidate (if you have re-
employment priority). For additional information on layoff priority re-
employment, refer to the
SHRA Employee Layoff Resource Guide.
Notification Date: ________________
Last Day of Layoff Priority Status: ________________
9. Tax/W-2. Your W-2 information will be available after January 31 of the
year following separation. You can access your W-2 information along with
your paystubs electronically using your Guest ID through the self-service
center in ConnectCarolina.
Employee Layoff Resource Guide
UNC-Chapel Hill SHRA Employee Layoff Guide (Rev. 3/2/2021) Page 5 of 19
RESOURCES FOR LAYOFF-RELATED ISSUES
The University recognizes that a layoff presents significant and often difficult life changes for employees. Several
State and University resources exist to assist you with this transition.
Office of Human Resources
• Transition Specialist in the Employment and Staffing Department can assist you with issues related to your
severance pay, priority reemployment status, and initial coordination with Lee Hecht Harrison’s career
transition counseling services. Contact the Transition Specialist at (919) 843-2300.
• Employee & Management Relations (EMR) Consultant assigned to work with your department can assist
you with understanding the layoff policy. To contact your EMR Consultant, call (919) 843-3444.
• Benefits Consultant assigned to work with your department can assist you with questions related to your
benefits. To contact your Benefits Consultant, call Benefits Administration at (919) 962-3071 or send an email
to benefits@unc.edu
.
Employee Assistance Program
The University provides a confidential service called the Employee Assistance Program (EAP) through ComPsych
Guidance Resources. The EAP can provide assistance for a wide variety of work-related and personal concerns. The
ComPsych EAP consultant provides a first contact for you in discussing these issues and may provide resource and
referral information if you would like assistance on an ongoing basis. Eligibility to participate in this program for
layoff candidates continues past your last day of work and ends 12 months after the date that you received the
written notification of your layoff.
Working together, you and the EAP consultant can explore ways to address your needs (long-term or short-term). It
may be necessary for you to seek additional assistance from other resources. The EAP consultant is knowledgeable
about resources in the community and is committed to putting you in touch with the professionals that can provide
services to meet your specific needs. For some situations, it may be important for employees to understand related
policies, procedures, and benefits. The EAP consultant can help you by providing clarity on such issues and by
providing contacts for further information.
There is no cost for initial consultations provided by the EAP. However, you would be responsible to pay any costs
related to on-going resources or referrals discussed with the EAP Consultant. The University respects the privacy of
those who are trying to cope with work-related or personal concerns. The Office of Human Resources assures strict
confidentiality for those who contact or meet with EAP Consultants, and EAP does not report back to the University
on individual cases.
For more information, or to schedule an appointment with a counseling professional, contact: ComPsych Guidance
Resources (24 hours a day, 7 days a week) at 877-314-5841. Online resources are available at
www.guidanceresources.com
, Organization Web ID: TARHEELS.
Employee Layoff Resource Guide
UNC-Chapel Hill SHRA Employee Layoff Guide (Rev. 3/2/2021) Page 6 of 19
SEVERANCE PAY
Eligibility
Severance pay provides SHRA career status employees a short continuation of income after a layoff separation.
Receiving severance pay is contingent upon the approval of the Office of State Human Resources (OSHR) and the
Office of State Budget Management (OSBM). This is not an automatic benefit. Your estimated benefit and payment
schedule will be discussed with you in the layoff information session.
Severance pay comes in two types. The first is based on your length of total state service and the second is based on
an age adjustment.
Service Payment: The salary continuation portion of severance pay is based on your total state service and base
salary as defined in the table below. The base salary is defined as your last annual salary. However, if you were
promoted within the last 12 months, the salary used to calculate severance pay is the annual salary prior to the
promotion plus any across-the-board legislative salary increases.
Total State Service
Payment
Less than 1 year
Not eligible
At least 1 year but less than 5 years
1 month base salary
At least 5 years but less than 10 years
2 months base salary
At least 10 years but less than 20 years
3 months base salary
At least 20 years or more
4 months base salary
Annual base salary for the calculation is pro-rated for part-time employees. The “full-time equivalent” (FTE) for an
employee working 40 hours per week is 1.0. For an employee who works 30 hours per week, the FTE is 0.75, or 75%
of the annual base salary.
Age Adjustment Payment: In addition to the service payment, severance pay includes an age-adjustment of 2.5% of
your annual salary for each full year of age over 39 that you have at the time of your separation. The age adjustment
recognizes that older employees, although protected by Federal law from discrimination on the basis of age, may
have a more difficult time finding new employment. However, the age adjustment amount cannot be greater than
the service payment amount.
Example: An employee, age 51, with $36,000 annual salary ($3,000/month) and 10 years of
state service.
Service Payment: 3 months annual salary (3 months x $3,000/month) = $9,000
+ Age Adjustment: Age 51 minus 39 years = 12 years
$36,000 x 12 years x 2.5% = $10,800
(Although the age adjustment total is $10,800, the amount cannot be greater than the service payment, so in
this case, the age adjustment payment will be capped at $9,000.)
Total Severance = $9,000 service + $9,000 age adjustment = $18,000
Number of Payments = The total severance will be paid over 3 months (or 6 biweekly pay periods)
The Transition Specialist submits an estimated severance pay request to the OSBM through OSHR and OSBM makes a
determination on the request. The Transition Specialist will inform you of any changes to the estimated amount.
Employee Layoff Resource Guide
UNC-Chapel Hill SHRA Employee Layoff Guide (Rev. 3/2/2021) Page 7 of 19
SEVERANCE PAY
Additional Information About Severance Payments
• Severance payments are direct-deposited.
• Federal and state taxes and FICA will be withheld from severance payments, but deductions for retirement or
other benefit programs will not be withheld.
• Severance payments are not included when calculating compensation for retirement purposes, and the time
period during which you receive severance payments does not contribute to your total state service
calculation.
• Employees who are eligible for retirement may delay retirement until all severance payments are received.
• Some employees may be eligible for Discontinued Service Retirement as an alternative to severance pay.
Refer to the North Carolina Retirement Systems Discontinued Service Retirement website
for more
information.
• Employees cannot receive unemployment benefits while receiving severance payments.
• If an employee dies while receiving severance salary continuation, the balance of severance payment shall be
made to the deceased employee’s death benefit beneficiary as designated with the Teachers’ and State
Employees’ Retirement System in a lump sum payment.
Severance payments will be discontinued if:
• You decline an offer of any employment with the State, regardless of the salary grade, competency level
market rate, or salary rate offered, either prior to or following separation (severance will cease effective the
date the offer is declined); or,
• You resume permanent, time-limited, or temporary State employment (severance will cease effective the
date of the transfer or reinstatement); or,
• You apply for or begin receiving retirement benefits based on early retirement, service retirement, long-term
disability or a discontinued service retirement as provided by G.S. 126-805. You may choose to delay
retirement until severance salary continuation has ended.
Employee Layoff Resource Guide
UNC-Chapel Hill SHRA Employee Layoff Guide (Rev. 3/2/2021) Page 8 of 19
LAYOFF PRIORITY RE-EMPLOYMENT CONSIDERATION
Eligibility
Re-employment priority consideration is intended to assist layoff candidates to return to state service.
SHRA employees with career status who have received official written notification of separation due to layoff
(reduction-in-force) are eligible for priority consideration under the provisions outlined below.
You have “Career Status” if you have been in a permanent appointment in a permanent position at a State agency,
University and/or local government entity for the immediate 12 preceding months (or 24 months for some law
enforcement positions).
An employee who is separated from a time-limited appointment is not eligible for priority consideration unless the
appointment extends beyond three years.
Layoff Priority Consideration
An eligible employee shall receive priority consideration for a period of twelve months from the date of official
written notification of separation by reduction-in-force. Employees who have priority status at the time their eligible
application is submitted during the posting period will be considered as priority applicants until the selection process
is complete.
If you are eligible for layoff priority consideration, priority consideration is provided to layoff candidates applying for
positions as follows:
Position appointment type:
• Layoff priority applicants have priority at the same or lower appointment type
Examples:
o A permanent full-time employee who is notified of layoff has priority for permanent full-time and
part-time positions.
o A permanent part-time employee who is notified of layoff only has priority for permanent part-
time positions.
Position level:
Banded to Graded Position:
• Layoff priority applicants have priority for positions at the same or lower salary grade (or salary grade
equivalency) than that of the position held at the time of official written notification of layoff. The salary
grade equivalency chart is available on the Office of State Human Resources website
.
Banded to Banded Position:
• Layoff priority applicants have priority for another banded position with the same or lower competency
market rate than that of the position held at the time of official written notification of layoff.
Employee Layoff Resource Guide
UNC-Chapel Hill SHRA Employee Layoff Guide (Rev. 3/2/2021) Page 9 of 19
LAYOFF PRIORITY RE-EMPLOYMENT CONSIDERATION
Selection of Layoff Priority Applicants
Employees who are eligible for layoff priority consideration shall be interviewed and receive the job offer for any
available vacant position for which he/she has priority consideration when the following conditions are met:
• The candidate has applied for the position, has indicated priority re-employment status on their application,
and meets the minimum qualifications for the position; and
• The candidate could perform the job in a reasonable length of time, including normal orientation and training
given any new employee.
If it is determined that an employee with layoff priority status and any other applicant have “substantially equal
qualifications,” then the priority employee must receive the job offer.
• “Substantially equal qualifications” occur when the employer cannot make a reasonable determination that
the job-related qualifications held by one applicant are significantly better suited for the position than the
job-related qualifications held by another applicant.
• “Substantially equal qualifications” includes training or education; years of experience; and other skills,
knowledge, and abilities required for the position.
Claiming Layoff Priority Consideration
If eligible, you automatically receive layoff priority status at the time you receive official written notification of
separation by reduction-in-force under the University’s SHRA Layoff Policy.
In order to receive re-employment priority consideration, an individual with layoff priority consideration must
indicate on their application for employment with the University or other state agency, that s/he has layoff priority
consideration at the time of application. For most state positions, you will indicate layoff priority consideration when
you complete the application for employment.
Other Employment Not Affecting Priority Status
You may accept the following types of employment and retain your priority consideration throughout the 12-month
layoff priority consideration period:
• Employment outside State government;
• A State position not subject to the State Human Resources Act;
• A temporary position; or
• A contractual arrangement
However, as noted previously in this document, employment in a permanent, time-limited, probationary, or
temporary State position will end any current severance payments.
Employee Layoff Resource Guide
UNC-Chapel Hill SHRA Employee Layoff Guide (Rev. 3/2/2021) Page 10 of 19
LAYOFF PRIORITY RE-EMPLOYMENT CONSIDERATION
Ending Layoff Priority Consideration
Priority re-employment consideration ends when:
• An employee applies for a position at a salary grade equivalency or salary equal to or greater than held at the
time of notification but declines an interview or offer of the position; or
• An employee accepts an offer for a State position at the same or higher salary than held at the time of
notification; or
• An employee accepts a permanent or time-limited State position at the same salary grade equivalency or
higher than held at the time of notification; or
• An employee accepts a State position at the same or higher competency level in the same banded
classification as held at the time of notification, or
• An employee accepts a State position in a different banded classification with the same or higher journey
market rate than held at the time of notification; or
• An employee with priority status accepts a position at a lower salary or lower salary grade equivalency than
held at the time of notification but is subsequently terminated by disciplinary action or separation during
their probationary period; or
• An employee has received 12 months priority consideration; or
• An employee who, after receiving official written notice of impending reduction-in-force, retires or applies
for retirement prior to the separation date.
Priority re-employment consideration continues when a layoff candidate is placed, prior to the separation date, into
a position within 35 miles of the employee’s original work station, if the position is at a lower salary or salary grade
equivalency than held at the time of notification and if the position is at the same appointment status (full-time or
part-time) held at time of notification.
Probationary Period
An employee with layoff priority status, who has a break in service of more than 31 calendar days must serve another
12-month probationary period before career status is attained.
After Priority Expires
If a permanent position has not been obtained within the priority period, a person previously eligible for layoff
priority will be considered under regular applicant procedures.
Appeal Rights
A career status employee with layoff priority who has reason to believe priority consideration was denied in a
selection decision may appeal the decision through the University SHRA Dispute Resolution & Grievances
policy. For
additional assistance, contact Employee & Management Relations at (919) 843-3444 or [email protected].
Employee Layoff Resource Guide
UNC-Chapel Hill SHRA Employee Layoff Guide (Rev. 3/2/2021) Page 11 of 19
GUEST ID INSTRUCTIONS
Former employees who no longer have an active Onyen (the name for UNC’s universal log-in required to access
various electronic resources on campus including UNC systems) and wish to view paychecks, Federal W-2 and update
personal information can sign-up for guest access to ConnectCarolina.
Please note that guest access is not available to users with an active Onyen. Therefore, retirees (who are affiliates
and still have their Onyen access) cannot sign up for guest access.
Guest ID Sign-up Process
Former employees who wish to sign up for a Guest ID may do so via the following website:
https://account.itsapps.unc.edu/guestid/create
.
To sign up for a Guest ID, you will need the following information:
• A non-UNC email account
• Social Security Number (SSN)
• A current address and phone number
Instructions
The first time that you log into ConnectCarolina using your Guest ID, you should click on the ‘Home’ link in the upper
right-hand corner of the page before trying to access Self Service.
A confirmation email and link to establish the Guest ID password will be sent to the non-UNC email provided during
the registration process. Once the password has been established, the user can log in to ConnectCarolina to update
personal information as well as view paycheck data and W-2s issued since October 1, 2014.
If you have difficulty setting up your Guest ID account, please contact the IT Response Center at 962-HELP.
Employee Layoff Resource Guide
UNC-Chapel Hill SHRA Employee Layoff Guide (Rev. 3/2/2021) Page 12 of 19
CAREER TRANSITION COUNSELING SERVICES
The University offers career transition counseling services to eligible employees through Lee Hecht Harrison (LHH).
LHH is the global leader in creating and delivering career transition services. LHH is focused on developing and
delivering the highest quality career transition and career development services to eligible employees that will assist
them in connecting to their next position.
The employee will be notified of eligibility at the time of the layoff information session with the OHR Transition
Specialist. Career transition counseling services include:
Milestones Workshop
The Milestones Workshop is designed to prepare the individual to conduct an effective search for new employment.
The workshop includes:
• Milestone 1: Survey Your Professional Environment: Surveying the current state of your profession and industry,
including the key trends shaping the future, and how these trends will affect your career goals.
• Milestone 2: Determine Your Professional Objective: A professional objective gives direction to your search, sets the
tone for your resume and other communications, and helps you select and prioritize your contact and target lists.
• Milestone 3: Constructing Your Resume: A good communications strategy ensures that the key qualifications and assets
supporting your professional objective are part of all written and verbal communications and directed to your target
market audience.
• Milestone 4: Define Your Market: In order to conduct an effective job search, you must know precisely whom you are
trying to reach.
• Milestone 5: Gather Marketplace Information: With your target market defined, you need to begin gathering
information about your marketplace in order to identify organizations that are most likely to meet your personal
criteria.
• Milestone 6: Get Your Message Out: Getting the message out about who you are and what you have to offer people
who are likely to hire you is at the heart of the job search process.
• Milestone 7: Talk With Hiring Managers: Although it takes one person to make the decision to hire you, it generally
takes many conversations with hiring managers to uncover the right opportunity.
• Milestone 8: Consider Other Methods of Search: Getting the word out by talking to people remains the most effective
job search method, but there are other methods you will want to consider.
• Milestone 9: Interview, Cultivate Offers and Negotiate: Every discussion with hiring managers should be considered an
interview.
• Milestone 10: Transition into a New Position: A successful transition is complete once you are established in your new
role.
Personalized Coaching: Two one-on-one coaching sessions are offered to address and customize a plan to meet the
individual’s specific needs and concerns.
Online Career Resources: Six months of access to Career Resources Network (CRN) to research companies, post a
resume, view job postings from employers, participate in teleconference courses, and engage in services through
your particular and preferred style of learning and e-learning Career Center with 12 self-paced programs (over 100
courses).
LHH Lifetime Career Connections and Resources: Access to a continuously updated online site with career
management learning resources, a job bank, a resume posting site, the LHH alumni database, and an annual career
physical and review with a LHH Career Coach --all at no charge for life. Access to LHH’s alumni version of the CRN.
Employee Layoff Resource Guide
UNC-Chapel Hill SHRA Employee Layoff Guide (Rev. 3/2/2021) Page 13 of 19
RESOURCES FOR JOB SEEKING
The Office of Human Resources provides this information solely as a convenience and does not endorse or recommend any agency or service listed.
North Carolina State Employment Job Websites:
• UNC-Chapel Hill Careers: https://hr.unc.edu/careers/
• University of North Carolina Job Vacancies (system-wide): https://uncjobs.northcarolina.edu/
• Office of State Human Resources Job Vacancies for State Government: http://oshr.nc.gov/jobs/
• University Temporary Services (UNC-CH & NC State): http://jobs.ncsu.edu/
• North Carolina Department of Commerce, Division of Employment Security:
https://www.nccommerce.com/jobs-training
Temporary Agencies and Other Job Websites:
• Temporary Agencies:
o Ajilon (RTP): www.ajilon.com
o Adecco Employment Services (Durham): www.adeccousa.com
o Manpower (Durham): www.manpower.com
o Randstad (RTP): www.randstadusa.com
o Smither & Associates (Chapel Hill): www.smithernc.com
o AppleOne (Raleigh): www.appleone.com
o Procom Services (Cary; clinical and research): https://www.procomservices.com/en-us/about-us
• Job Websites:
o Indeed: www.indeed.com/jobs
o Monster.com: www.monster.com
o Career Builder: www.careerbuilder.com
o American Job Center: www.careeronestop.org
o Best Jobs in the USA: www.bestjobsusa.com
o Triangle Help Wanted: regionalhelpwanted.com/triangle-nc-jobs/
Local On-site Resources (Skill Training Programs, Career Services Programs and Placement Services)*:
Orange County Skills Development Center
• http://www.orangecountync.gov/467/Skills-Development-Center
Durham Tech Workforce Development
• https://www.durhamtech.edu/workforce-development
Division of Employment Security (DES) Offices/NCWorks Career Centers
• www.ncworks.gov/
• Use the “Find Local Offices” link on the website to find other DES locations.
Local Libraries (Computer Access)*:
Chapel Hill Public Library
100 Library Drive, Chapel Hill, NC 27514, Phone: (919) 968-2777
Carrboro Cybrary @ Carrboro Century Center
100 North Greensboro Street, Carrboro, NC 27510, Phone: (919) 918-7387
Orange County Public Library
137 W Margaret Ln. Hillsborough, NC 27278, Phone: (919) 245-2525
* On-site services may be limited during the COVID-19 pandemic. Contact the resource/library for more information.
Employee Layoff Resource Guide
UNC-Chapel Hill SHRA Employee Layoff Guide (Rev. 3/2/2021) Page 14 of 19
TIPS FOR RESUME WRITING
Purpose
Resumes do not get you a job, they get you an interview. Your resume must pass the “5 to 15 second glance test”
because employers receive hundreds of resumes and only glance over them to find those that catch their eye. You
need to ensure your success by paying attention to your resume’s appearance, format, and content.
Organization
• Expect to write more than one revision. Always revise your resume to fit the specific position for which you
are applying.
• Be brief, concise and action-oriented. Use action words to describe skills and accomplishments.
• Quantify with numbers, dollar amounts and percentages whenever possible. For example, “Organized event
for 200 people that raised $2,000 for club charity fund raiser.”
• Use bullets to set off each major idea of your background, skills and experience.
Types of Resumes
There is no one perfect resume style. Each style has strengths and you will need to find the one that is appropriate
for you based on your experience and your personal preference. There are three basic formats: chronological,
functional and combination. Choose the format that best highlights your strengths, skills and accomplishments.
The chronological resume is, as the name implies, a chronological listing of your job titles, which generally starts with
your current or most recent employment and goes backwards. This style may not be suitable for those just out of
school or for those changing careers.
• Use chronological format if you are seeking a similar position or a more senior position of the same type and
in a closely related industry.
• Chronological format is good for demonstrating growth in a single profession.
The functional resume organizes your experience in terms of skills and accomplishments to show career history and
to place accomplishments in context, a brief chronology of employers, position, and dates.
• Functional format is best when you need to show your ability to perform in a somewhat different job or to
handle the requirements of a position in a different industry.
• Functional format is good for career changers, frequent job changers, and those with limited experience.
The combination resume is a combination of both the chronological and the functional format. It demonstrates your
skills and experience as themes and then your employment experience follows chronologically. A combination
resume is recommended for mid-career changers and recent graduates.
For sample resumes go to:
• Indeed.com: https://www.indeed.com/profile/resume-templates
• Monster.com: https://www.monster.com/career-advice/cover-letter-resume/resume-samples
Employee Layoff Resource Guide
UNC-Chapel Hill SHRA Employee Layoff Guide (Rev. 3/2/2021) Page 15 of 19
TIPS FOR RESUME WRITING
Appearance
• “Error Proof” your resume. Proofread after you spell check and have others proofread, too. Spelling errors,
poor formatting, omitting key information, and font size smaller than 12 point may keep you from being
considered for an interview. Use a standard print typeface for easy reading.
• Be sure to leave plenty of margin space (approximately 3/4 to one inch). Better to use two pages than to
squeeze everything on one page. Always double space between sections and have no more than 5 bullets per
section.
• Use standard letter size bond paper in white, ivory, cream or gray with black print. Use letter quality or laser
printers. Photocopies should be sharp and clean. Black spots, smudges or shadows are not acceptable.
• Special effects are primarily used for the creative industries of public relations, advertising, marketing, and
the media. Others should be conservative in nature.
• Most online sites allow you to upload a copy of your resume in Word or as a PDF. Your formatting is more
likely to stay consistent if you provide a PDF copy.
Content
• DO replace the job objective statement with a career summary. Emphasize matches between job
requirements and your job-specific knowledge, skills, abilities, attitudes, and experience.
• DO use years for your timeline, for instance, 2003-2005. Application forms for some jobs may require more
detail for work history dates, but your resume does not.
• DO include activity in professional, trade, or civic associations, including religious organizations, but only if
those activities or associations directly relate to the responsibilities of the position.
• DO NOT put “Resume” at the top of the page or add “References available upon request”;
these are assumed, so they don’t need to be indicated. Use the space for better purposes.
• DO NOT use a nickname or email address that may appear unprofessional or offensive.
• Do begin phrases with “accomplishment” action verbs and phrases:
Administer
Implement
Notify
Recruit
Advocate
Initiate
Observe
Repair
Analyze
Inspect
Operate
Represent
Assemble
Install
Organize
Research
Assist
Interview
Perform
Review
Balance
Investigate
Persuade
Schedule
Budget
Maintain
Plan
Supervise
Build
Manage
Prepare
Synthesize
Coach
Market
Process
Test
Coordinate
Mediate
Produce
Train
Consult
Monitor
Program
Transcribe
Counsel
Motivate
Promote
Utilize
Create
Negotiate
Record
Write
Employee Layoff Resource Guide
UNC-Chapel Hill SHRA Employee Layoff Guide (Rev. 3/2/2021) Page 16 of 19
TIPS FOR RESUME WRITING
Resume Proofreading Checklist
• Is the pertinent personal data correct? Email, phone number, address?
• Does your resume emphasize your contributions and achievements? Does it show with accomplishment
statements problems you have successfully solved?
• Does your professional summary or objective statement briefly state your employment goals
without getting too specific to rule you out of consideration for other jobs?
• Does your professional summary or objective statement focus on what you can bring to the employer rather
than what you want from the employer?
• Have you included any professional degrees obtained?
• Have you included professional courses in a Professional Development Section?
• Have you removed any content that does not support your candidacy?
• Have you avoided listing irrelevant job responsibilities or job titles?
• Is your resume easy to read? Have you evaluated the organization/layout of the page? Is there too much or
not enough underlining, bolding, italicizing, or bullets?
• Have you included length of employment, employer, and scope of position?
• Is your highest education level attained shown first in the education section?
• Is the resume long enough to present yourself in a good fashion but short enough to make the employer
bring you in for more information?
• Have you included any volunteer/community service activities that could strengthen your candidacy?
• Have you put the first draft away for a few hours or a day before proofreading again for spelling
and typographical errors?
• Have you asked friends and family to proofread the final draft for complete information?
Time Saving Tip
Create your accomplishment statements from your master list of accomplishments you created earlier.
Work History Documents
If you do not have a resume and need to start from the beginning, gather all the documentation you have from your
work history – past resumes, job applications, performance reviews, letters of recommendation, etc., to create your
resume.
Employee Layoff Resource Guide
UNC-Chapel Hill SHRA Employee Layoff Guide (Rev. 3/2/2021) Page 17 of 19
BEHAVIOR-BASED INTERVIEWING
Introduction
Unless you are prepared, behavior-based interviews can prove to be quite unsettling. With behavior- based
interviewing, the interviewer will expect you to talk about yourself by describing specific examples of how you
applied knowledge, skills, and abilities to work situations. With this kind of interviewing, you are afforded the
opportunity to highlight your:
• Skills - Can you do the job?
• Abilities - Can you learn the job?
• Personal qualities - Are you a good fit with the team?
• Enthusiasm for the position - Do you want the job?
As with any interview, it is only natural to experience anxiety. However, if you have practiced your interviewing
techniques well in advance, you will be more focused and in a better position to answer questions that you had not
anticipated. Here are a few tips to follow.
1. Research the job and the type of position for which you are applying. Learn as much as you can about the
position. If possible, obtain a copy of the actual position description and/or most current work plan. Contact
other professionals currently working in the field within the University or another State agency. Conduct internet
and newspaper searches to aid in your research.
2. Analyze the match between your skills and the job. Determine which of your skills best suits the requirements of
the position. Be able to “tell a story” of how you used those skills by identifying examples from past experiences
that demonstrate those skills. Think of examples for each major job responsibility of the position for which you
are applying.
3. Prepare examples of a time when a situation did not turn out as you planned. Highlight what you learned from
the situation. Mistakes happen and are expected. Not being able to admit you have made mistakes or not
learning from your mistakes is what will make the interviewer less likely to hire you.
4. Identify a few (2-3) of your best qualities and decide how you will convey these during the interview. Be sure to
have examples (tell a story) that demonstrate these attributes.
5. Develop 2 or 3 of your own job-related questions to ask at the interview.
Preparing for a Behavior-based Interview
Before your interview, prepare answers that describe specific situations that required you to perform a job-related
action and explain the outcome of your action. You can prepare for a behavior-based interview through the following
steps:
1. Identify what areas you think are important for success in the job for which you are applying.
2. Think about your accomplishments that match the job criteria.
3. Do not be modest in describing your qualifications. The intent is for you (the interviewee) to sell yourself by
telling a story (with a beginning, middle and an end) that conveys how you applied a practical skill in a relevant
business or comparable setting.
4. Decide how you can briefly give an example of the situation or task without getting too detailed. Then describe
the action you took in terms of what you did, how you did it, and the result. A helpful hint would be to remember
the initials “STAR” for “Situation or Task, Action, and Results.”
5. Use the behavior-based interview as an opportunity to prove to the interviewer you are the best person for the
job.
Employee Layoff Resource Guide
UNC-Chapel Hill SHRA Employee Layoff Guide (Rev. 3/2/2021) Page 18 of 19
BEHAVIOR-BASED INTERVIEWING
Five Steps in Responding to Behavior-based Interview Questions
In order to respond to most questions in a behavior-based interview, remember the following steps:
1. It is ok to ask for a few minutes to gather your thoughts. Take a few minutes to determine the best example and
think about how you are going to tell your story.
2. Describe the specific situation that you faced while working (you can include any volunteering or internships).
3. Establish the who, what, when, where and why of the situation:
a. Who: Who did you use your spoken communication skills with in this situation.
b. What: was your job and to whom did you report?
c. What: What happened? Give a clear description of the situation in detail.
d. When: When did the situation occur? Define the time frame and when it occurred.
e. Where: Where did it occur? What were the setting, scene, and place?
f. Why: Why was there an issue or event? Explain why this occurred.
4. Describe the specific action you took, mentioning why you made certain choices.
5. Describe the outcome (either success or failure) as a result of your actions.
TRADITIONAL QUESTIONS
BEHAVIOR-BASED QUESTIONS
(closed-ended, yes or no answers)
(open-ended, encourages discussion/description)
1. Did you like your last job?
1. Tell me about your last job.
2. Was your supervisor helpful to you?
2. Give me an example of a time you disagreed with your
supervisor.
3. Did you use problem solving skills?
3. Describe a time when you were faced with a problem
that tested your coping skills? What did you do?
4. Can you write well?
4. Describe the most significant written document, report,
or presentation you have completed.
5. Do you know how to use a computer?
5. Describe your use of the computer in your work.
6. Are you loyal to the organization?
6. Tell me about a specific occasion when you conformed
to a policy even though you disagreed.
7. Are you goal oriented?
7. Give me an example of an important goal you had to set
and how you went about reaching that goal.
Employee Layoff Resource Guide
UNC-Chapel Hill SHRA Employee Layoff Guide (Rev. 3/2/2021) Page 19 of 19
BEHAVIOR-BASED INTERVIEWING
More Examples of Behavior-Based Interview Questions
• Tell me about a time at work when you had to make a quick decision.
• Give an example about a time at work when you had to make a difficult decision.
• Tell me about a specific situation at work when you had to use your spoken communication skills to get an
important point across.
• Describe a situation in which you had to use your communication skills in presenting complex information. How
did you determine whether your message was received?
• Tell me exactly how you dealt with an upset customer.
• Explain your experience in having to go above and beyond in order to get a job done.
• Give an example to illustrate how you followed a policy even though you didn’t agree with it.
• Share with me an example of an important personal goal that you set and explain how you accomplished it.
• Lead me through a decision-making process on a major project you’ve completed.
• Tell us about a time when you had many different tasks given to you at the same time. How did you prioritize
and manage these?
• Tell us your experience in working in a stressful environment. How did you handle the stress?
How did you know when you reached a point of overload? What did you do at this point?
• Tell about a time when you had to work a significant amount of overtime. How did you cope?
• The office you will be assigned to receives about 50 calls a day. Give examples to show how you get work done
with frequent interruptions.
General Interviewing Tips
• To develop interviewing skills, free assistance is available at your local NCWorks Career Center.
• Practice using the behavior-based interview method yourself, even if the interviewer is not asking behavior-
based interview questions.
• Look professional. Professional appearance is an important part of the interviewing process. Conservative
attire creates a positive first impression.
• Think positive. Feeling positive projects confidence and enthusiasm.
• Listen to the interviewer. Active listening helps to establish rapport and provide cues for how you should act in
the interview.
• Allow plenty of time for traveling and parking. Arrive no more than 10 minutes early.
• Keep in mind that some behavioral questions will take you a few moments to construct your answers. The
interviewer will expect you to give adequate thought to your responses.
• Remember that you must project a positive impression and demonstrate that you are the best candidate for
the job.
We hope that you find the information provided in this guide helpful. If you should have additional questions,
please contact the OHR Transition Specialist at (919) 843-2300.