3 Deadly Resume Mistakes

A well written resume can help get you in the door at a prospective employer, while a poorly written one with easily fixable mistakes can eliminate you from the position right away. You might have the perfect qualifications for the job, but if you have mistakes on your resume you might not get the chance to show those skills off.

Here are 3 common mistakes that we see on resumes:

1. Spelling and grammar mistakes are the most common, and the easiest to fix. Run spell check on your resume to catch whatever you’ve missed. Read your resume out loud several times to hear how it sounds. And have others review your resume. The more eyes that view it, the better.

2. Not putting the months of employment on your resume. When you just put the years, for example 2019-2020, your potential employer does not know if you’ve been there for two months or a full year. This can be very frustrating and sometimes leads the employer to pass over your resume.

3. Not customizing your resume for the position you are applying for. We often see objectives that don’t match the job that’s being applied for. For example, if you’re applying for a job in compliance, don’t list your objective as “looking to utilize my skills in human resources”. If an employer reads that, you will be rejected right away. Also be sure to match your skills on your resume to those that the employer is looking for. But don’t fudge your skills! You never want to lie on a resume, you will be caught eventually.

A little extra time to thoughtfully format and edit your resume will increase your chances of landing that desired interview!

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Talent Tap Trends & Insights | Lancaster, PA

Less Career Ladder, More Emotional Support Cubicle

By by: Bernadette Hill • April 13, 2026

Hugging It Out: The Workplace Version: Version: A growing number of employees are “job hugging”— holding tightly to their current roles, not out of engagement or ambition, but out of caution. With lingering concerns about layoffs, inflation, and a competitive hiring market, many professionals are opting for stability over risk . While retention may seem like a positive on the surface, job hugging can quietly impact productivity, innovation, and team morale . Employees who feel stuck or disengaged may do just enough to meet expectations, avoiding initiative or growth opportunities. Over time, this can create cultural stagnation and missed business potential. Employers should be mindful of subtle warning signs: decreased participation, resistance to change, or a lack of long-term goal setting. Addressing this starts with open communication—understanding employee concerns and creating an environment where growth feels safe, not risky. Consider: · Investing in internal career pathing and skill development whenever possible. Create low-friction ways for employees to explore new roles, projects, or teams within the organization. · Using performance-based bonuses to reward meaningful contribution. Bonuses can re-energize employees who’ve slipped into “just enough” mode—but they need to go beyond basic output. · Tying recognition to initiative—not just output . Many job huggers meet expectations but avoid stretching. Shift recognition and rewards toward behaviors like problem-solving, cross-functional collaboration, and idea generation . When employees see that effort, curiosity, and calculated risk-taking are valued (and safe), they’re more likely to re-engage rather than retreat into minimal performance. In a time when many are playing it safe, forward-thinking companies have an opportunity to reignite motivation—and turn retention into true engagement.

The Future of Work

By Bernadette Hill • January 16, 2026

The Future of Work is Owned – Literally. The way people think about work is changing fast. Today’s workforce—especially Gen Z—want more than a paycheck. They’re looking for purpose, stability, and a real stake in what they help build. That shift is pushing more small and midsize businesses (SMBs) to rethink how ownership works. Employee ownership is emerging as a practical way to improve retention, engagement, and long-term performance—without adding unnecessary complexity. Tim Garbinsky , Communications Director at the National Center for Employee Ownership, has seen how powerful this can be. When employees understand how their work directly impacts the value of the business, ownership stops being a “culture initiative” and becomes part of everyday decision-making. So, what does employee ownership look like for SMBs? Employee Stock Ownership Plans (ESOPs) offer tax advantages and are often used by owners planning an eventual exit. Employee Ownership Trusts (EOTs) provide long-term stability with simpler administration. Direct employee ownership is flexible, cost-effective, and easier to roll out than many owners expect. Worker cooperatives emphasize shared ownership and democratic governance. Profit-sharing and equity compensation align incentives without shifting control. Tandem Business Center for Shared Success helps companies explore direct ownership models. According to Executive Director Drew Mousetis , about 40% of the businesses Tandem initially meet with, ultimately move forward—often starting with gradual employee education around stock ownership, financials, and valuation. Employee ownership tends to work best for businesses that are thinking about succession, want to compete for talent without raising payroll, and care deeply about culture and continuity. As Garbinsky notes, employees value transparency and stability far more than many leaders realize—especially during uncertain times. The takeaway: Employee ownership is not just a perk. It’s a strategic way to strengthen your business, reward your people, and plan for the future.