Featuring Reijean Rondez, Associate Director of Recruiting
We sat down with Reijean to unpack what really makes candidates stand out, where they tend to miss the mark, and how to approach a job search with more intention.
Here’s what actually stands out—and what candidates often miss.
On Resumes
Q: What immediately stands out when reviewing a resume?
A: First is how it looks—does it feel polished and easy to follow?
Or is it a messy resume and hard to understand?
Then I zone in on the title and the type of companies they’ve worked for.
That’s where I start to determine whether it aligns with the roles we support.
I also look at a candidate’s tenure at each company. If someone is too job-hoppy, their profile may be better suited for a temp role rather than something I’d convert to temp-to-hire.
My job is like a puzzle—I’m trying to fit the right pieces together.
Q: How should a candidate effectively explain a gap in their resume?
A: A good rule of thumb is: always be honest about what your history is like, because things can be fact-checked. We all work with other people. Someone could easily reach out to a former colleague and ask why you left. So the goal is transparency—but with intention.
Be honest, but keep it professional. Don’t overshare personal details.
Be prepared to explain gaps in employment without diving in too deep, and instead focusing on how you stayed proactive on enhancing or sharpening your skills. Some examples are:
- Gained certifications
- Strengthened technical skills
- Conducted research or self-study
Even if you weren’t working, you can still present yourself as proactive and growing.
“I’ve been working on my Excel skills, I’ve done research on this topic, whatever that is.”
On Interviews
Q: What is a strong or insightful question candidates can ask an interviewer?
A: I always suggest asking:
“What are you looking for in an ideal candidate?”
“What have people you’ve worked with done to succeed in this role?”
They’re basically giving you the secret answer to getting hired—and now all you have to do is fill it in.
Another question I suggest is:
“Is there anything you’re needing clarification on, or feeling unsure about, in terms of my candidacy for the role?” That way, if they have a hesitation, you can address it right there.
Q: What is the most common mistake you see highly qualified candidates make during interviews?
A: Highly qualified candidates know they’re qualified—and sometimes that leads to overconfidence.
They think, “I’ve done this a million times.” As a result, they don’t prepare as much—and that can work against them.
What companies are really looking for is someone who can work well with the team—and in my business line, you need to be flexible, not fixed in one way of doing things.
Q: What helps a candidate stand out when they don’t meet 100% of the required experience for a role?
A: If a candidate doesn’t check every box but meets most of the requirements, I focus on those strengths. If the missing piece is something like a system they haven’t used, I always recommend being honest. If you claim to know something and step into the role without that skill, it can backfire. Instead, position yourself as a quick learner who can ramp up quickly.
You can point to examples—career progression, training others, or picking up new systems quickly. With the right training, you’ve been able to learn fast and apply what you’ve learned. It’s about being solution-oriented. Even if you’re missing one specific skill, you can still show why you’re a strong candidate overall.
You don’t need to meet every requirement—you need to show how quickly you can close the gap.
Q: What are the key green flags that signal a candidate may be an excellent fit for the role and the team?
A: Every client is looking for something a little different.
A good indication for me—and something I get really excited to see—is clear communication. Candidates who know what they’re looking for, but also show flexibility. They’re not too rigid. If a candidate holds back information—maybe because they’re afraid to ask for help—it becomes a problem. If you can’t communicate openly, it’s hard to get the support you need. Communication is a big differentiator.
The other key trait is strong critical thinking. Many roles I work on need to be filled quickly—someone went on leave or resigned. They need someone who can step in, think independently, and contribute without a lot of handholding.
Clear communication, flexibility, and critical thinking are what set great candidates apart.
On Careers
Q: What piece of career advice do you believe is outdated or no longer relevant in today’s job market?
A: When I graduated college, everybody has that pressure—I need to find a job. With the first offer you, you think “I need to accept this because who knows if I’ll get other offers?” And you lose a lot of the big picture because you just want to secure a job.
I see a lot of resumes where somebody has a bachelor’s degree in accounting, but then they were doing something outside of accounting years after they graduated. And they’re like, “Well, that was the first job I got”—but now I want to go back to accounting, and it’s a bit harder because it’s been years since they graduated. I understand the pressure, but thinking long term really does matter.
Q: How can contract or interim roles support a candidate’s long term career plan, especially when exploring different industries?
A: A lot of people are scared of contract and interim roles because everybody knows they’re going to end. But there are a lot of candidates who feel stuck within a certain industry or role—and contract roles can allow them to get out of that box.
For example, if you’re in manufacturing and you want to move into healthcare, we can reposition your experience. We’ll highlight the things that can sell your profile for this new role. Sometimes, that’s all it takes to break into something new.
Looking for your next opportunity? Connect with our recruiting team.
