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Create ResumeYour resume can make you look too junior when it describes tasks instead of outcomes, lists responsibilities without decision making, hides leadership impact, or presents your experience like a job description rather than a career story. In the Australian job market, recruiters and hiring managers are not only checking whether you have done the work. They are checking whether you can operate at the level the role requires.
This is where good candidates get unfairly filtered out. They have the experience, but their resume makes them look like someone who supported the work rather than owned it. If the job you want is more senior, more strategic, better paid, or more competitive, your resume needs to show evidence of judgement, scope, influence, accountability, and commercial impact.
A resume is not a complete record of everything you have done. It is a positioning document.
That is the part many candidates miss. They treat the resume like an employment archive. They list what happened, what tools they used, what tasks they completed, and what their job title was. Then they wonder why recruiters keep matching them to roles at the same level or below.
Recruiters read resumes differently. We are not just asking, “Has this person done this task before?” We are asking:
What level does this person actually operate at?
How much responsibility have they carried?
Were they executing instructions or shaping decisions?
Can they work independently?
Have they influenced stakeholders, budgets, processes, clients, teams, or outcomes?
Are they ready for the level they are applying for, or are they stretching too far?
That last question matters. Hiring managers are cautious with level changes. A candidate may be capable of stepping up, but if the resume does not provide enough evidence, the hiring manager will often default to the safer candidate whose seniority is clearer on paper.
This is not always fair. It is, however, how screening works in practice.
A resume that looks too junior usually has one of two problems. Either the experience genuinely does not match the target role yet, or the experience is there but presented at the wrong level. The second problem is very fixable.
A resume looks junior when it focuses heavily on activity and lightly on accountability.
Junior resumes often describe what the person was involved in. Stronger senior resumes show what the person owned, improved, influenced, decided, built, led, saved, changed, or delivered.
The difference is not just wording. It is evidence.
A junior sounding resume says:
Weak Example:
Responsible for assisting with monthly reporting and supporting internal stakeholders.
A stronger resume says:
Good Example:
Owned monthly reporting for three business units, improved reporting accuracy, and partnered with internal stakeholders to identify cost, performance, and workflow issues.
Both examples may describe a similar person. But the first makes the candidate sound like support. The second shows ownership and judgement.
That is the difference recruiters notice quickly.
Common signs your resume is making you look too junior include:
Your bullet points start with “assisted”, “helped”, “supported”, or “involved in” too often
Your achievements are vague or missing
Your resume explains tasks but not decisions
Your job titles are left to do too much work
Your summary sounds generic instead of level specific
Your leadership experience is hidden inside operational detail
You mention tools but not business impact
You describe teamwork but not influence
You list duties that could belong to someone two levels below you
Your strongest evidence appears too late in the resume
This is why two candidates with similar experience can receive very different responses. One resume gives the hiring manager confidence. The other leaves them guessing.
And hiring managers do not like guessing. Not because they are villains sitting in a dark room rejecting people for sport. Mostly because they are busy, risk aware, and trying to avoid a bad hire.
One of the biggest resume mistakes I see is candidates writing from the level they are trying to leave.
For example, someone applying for a Senior Project Manager role writes their resume like a Project Coordinator. Someone aiming for a People Manager role writes like an individual contributor. Someone targeting a Head of function role writes like a strong operator rather than a business leader.
The resume may be accurate, but it is not positioned for the next level.
This happens because candidates often describe their work from memory. They think about what they did every day. Daily work is usually messy, repetitive, and operational. Seniority, however, is not always visible in daily tasks. It shows up in the size of problems you solve, the people who rely on your judgement, the risk you manage, the decisions you influence, and the outcomes you are trusted to deliver.
If you want a higher level role, your resume has to translate your current experience into the language of that level.
For example:
Weak Example:
Managed customer queries and resolved complaints.
This sounds fairly junior because it focuses on the task.
Good Example:
Managed complex customer escalations, identified recurring service issues, and worked with operations teams to reduce repeat complaints.
Now the same experience shows problem solving, pattern recognition, stakeholder collaboration, and improvement.
That does not mean exaggerating. It means explaining the work at the correct level.
There is a difference between inflating your experience and properly framing your seniority. Inflating is pretending you owned decisions you did not own. Positioning is making sure the decisions, influence, and outcomes you genuinely contributed to are visible.
Task based resumes are one of the fastest ways to look junior.
Tasks tell me what was on your to do list. Outcomes tell me why it mattered.
A task based resume says:
Weak Example:
Prepared reports, attended meetings, updated spreadsheets, and liaised with stakeholders.
That could be entry level, mid level, or senior depending on context. The problem is that the resume gives me no reason to assume seniority.
An outcome based resume says:
Good Example:
Prepared executive reports that improved visibility of project risks, supported faster stakeholder decisions, and reduced manual tracking across the team.
Now I understand the value of the work.
In Australian hiring processes, especially for corporate, government, healthcare, education, finance, technology, resources, and professional services roles, employers often compare candidates who all have similar duties. The candidates who stand out are the ones who show the quality, scale, and impact of their work.
A useful way to check your resume is to ask this after each bullet point:
“So what?”
If your bullet says you managed a process, ask what improved. If it says you supported stakeholders, ask what problem you helped them solve. If it says you used a system, ask what that system helped you deliver. If it says you trained staff, ask what changed after the training.
Your resume does not need metrics in every line. That advice gets repeated too often and then candidates start inventing awkward percentages that sound like they were pulled from thin air. But every strong bullet should show some form of value.
Value can be shown through:
Revenue
Cost savings
Risk reduction
Efficiency
Accuracy
Customer experience
Stakeholder confidence
Compliance
Team performance
Process improvement
If your resume only says what you did, you are asking the reader to work out why it mattered. Most recruiters will not spend that much time decoding it.
Seniority is often judged by scale.
A hiring manager wants to understand the size of the work you have handled. Without scale, your experience can look smaller than it really is.
For example, “managed projects” does not tell me much. Were these small internal updates, national transformation projects, client implementations, infrastructure projects, policy rollouts, system migrations, or multi site operational changes?
“Managed stakeholders” also tells me very little. Were they customers, executives, vendors, government bodies, internal teams, clinicians, engineers, finance leaders, union representatives, or board members?
Scale helps employers understand level.
Add context such as:
Size of teams
Budget responsibility
Number of sites
Project value
Portfolio size
Customer volume
Revenue responsibility
Geographic coverage
Number of direct or indirect reports
Complexity of stakeholders
Type of clients or accounts
Regulatory environment
Systems, products, or services supported
Volume of work managed
Seniority of stakeholders influenced
Here is the difference:
Weak Example:
Managed recruitment activities for the business.
Good Example:
Managed end to end recruitment across corporate and operational roles, partnering with hiring managers across multiple business units to improve shortlist quality and reduce repeated rebriefs.
The second example gives me more confidence because I can see the scope and the business relationship.
If your resume does not show scale, recruiters may assume the smaller version of your experience. That is not because they want to undervalue you. It is because they cannot safely assume what is not shown.
Your resume summary is not the place for soft, generic statements like “hardworking professional with excellent communication skills”.
That kind of summary makes a resume look junior because it does not tell the reader what level you operate at, what you are known for, or what kind of role you are targeting.
A strong summary should quickly answer:
What kind of professional are you?
What level are you operating at?
What industries, functions, or environments are relevant?
What problems do you solve?
What makes your background credible for the roles you want?
For example:
Weak Example:
Motivated professional with strong communication skills and a passion for delivering results.
This tells me almost nothing. It could belong to anyone from a graduate to a general manager.
Good Example:
Commercially minded operations professional with experience improving service delivery, managing cross functional stakeholders, and leading process changes across fast paced Australian business environments. Known for translating operational issues into practical improvements that reduce delays, improve visibility, and support better decision making.
This summary creates a clearer level. It shows business understanding, stakeholder management, process improvement, and practical judgement.
Your summary should not oversell you, but it should stop underselling you.
A useful test is this: if your summary could appear on thousands of resumes across completely different professions, it is too generic. Rewrite it until it sounds like a specific candidate with a specific value proposition.
Language matters. Not because recruiters are obsessed with fancy verbs, but because wording signals ownership.
Certain words make candidates sound like they were close to the work but not responsible for it.
Words that can make your resume sound junior when overused include:
Assisted
Helped
Supported
Participated in
Involved in
Worked on
Responsible for
Duties included
Exposure to
Familiar with
Basic understanding of
These words are not always wrong. Sometimes they are accurate. But if your resume relies on them too heavily, the reader starts to see you as a contributor rather than an owner.
Stronger wording often includes:
Led
Managed
Owned
Delivered
Improved
Reduced
Built
Implemented
Coordinated
Influenced
The important part is not to randomly swap verbs like you are feeding your resume through a thesaurus with commitment issues. The wording must match the truth of your role.
If you supported a project, say what part you owned. If you assisted a manager, explain the workstream you handled. If you participated in meetings, explain what input you provided or what decision your work informed.
For example:
Weak Example:
Assisted with implementation of new onboarding process.
Good Example:
Coordinated the rollout of a new onboarding process, gathered manager feedback, updated process documentation, and improved consistency across new starter setup.
This is still honest. It does not pretend you were the executive sponsor. But it gives proper weight to the work you actually did.
At junior levels, employers often look for reliability, willingness to learn, accuracy, and task completion.
At more senior levels, they look for judgement.
That shift matters.
If your resume only shows that you can complete tasks, it may not convince employers that you can handle ambiguity, make decisions, advise stakeholders, manage competing priorities, or solve problems without constant direction.
Senior candidates show judgement through examples of:
Prioritising competing needs
Making recommendations
Identifying risks early
Challenging poor processes
Improving decisions with better information
Managing difficult stakeholders
Handling ambiguity
Balancing commercial, operational, and people impacts
Knowing when to escalate and when to solve independently
Translating messy information into clear action
A junior sounding resume says:
Weak Example:
Completed weekly reporting for management.
A stronger resume says:
Good Example:
Analysed weekly performance data, identified operational risks, and provided management with clear reporting that supported faster resource planning decisions.
The second version shows thinking. That is what hiring managers want to see when assessing someone for a bigger role.
A lot of candidates assume their judgement will come across in the interview. Maybe. But the resume has to get you there first.
If the resume does not show judgement, you may never reach the interview stage where you can explain it.
Many candidates have leadership experience without a formal manager title. They train new starters, mentor colleagues, coordinate work, lead projects, influence stakeholders, handle escalations, or act as the person others come to when things get complicated.
But then their resume buries this under generic duties.
In Australia, not every employer gives clean, impressive titles. You might be doing senior work while still carrying a fairly ordinary title. That is why your resume has to make informal leadership visible.
Leadership is not only people management. It can include:
Leading project workstreams
Mentoring junior staff
Training new employees
Coordinating team workflows
Acting as a subject matter expert
Advising managers
Managing escalations
Improving team processes
Representing your team in meetings
Supporting change adoption
Influencing decisions without direct authority
For example:
Weak Example:
Provided support to team members.
Good Example:
Mentored new team members on internal processes, quality expectations, and stakeholder communication, helping improve consistency across the team.
This sounds more senior because it shows trusted knowledge and influence.
If you are applying for roles with leadership expectations, your resume needs to show how leadership already appears in your work. Hiring managers rarely want to gamble on a complete unknown. They want evidence that you have already started operating at the next level.
A resume without achievements can make even a strong candidate look average.
The problem is that many people misunderstand achievements. They think achievements must be awards, promotions, massive revenue numbers, or dramatic transformation projects.
They do not.
An achievement is simply evidence that your work made something better, easier, faster, safer, clearer, more profitable, more compliant, more consistent, or more effective.
Achievements can include:
Improving a process
Reducing errors
Handling a difficult project
Solving a recurring problem
Supporting a successful audit
Improving stakeholder satisfaction
Training team members
Reducing delays
Increasing reporting accuracy
Managing a complex transition
Recovering a struggling account or project
Improving candidate, customer, employee, or client experience
The best achievements are specific enough to feel credible.
Weak Example:
Improved team performance.
That sounds nice, but it is too vague.
Good Example:
Improved team performance by introducing clearer workflow tracking, reducing missed handovers and giving managers better visibility of urgent issues.
This gives me the mechanism. I can understand what changed.
One recruiter reality candidates need to understand is that vague achievements can create doubt. If a resume says “delivered outstanding results” but gives no evidence, it can feel inflated. Specific, grounded achievements feel more trustworthy.
You do not need to sound like you personally saved the entire company before lunch. You need to show credible improvement and ownership.
Job ads are not perfect. Some are vague, unrealistic, recycled, or clearly written by someone who had a meeting, panicked, and threw every skill they could think of into one document.
Still, job ads contain seniority signals.
If you are applying for better roles, read the job ad for level, not just keywords.
Look for signals such as:
Strategic planning
Stakeholder influence
Executive communication
Budget ownership
Team leadership
Vendor management
Change management
Risk management
Process improvement
Commercial decision making
Cross functional collaboration
Autonomy
Advisory responsibility
Ownership of outcomes
Complex problem solving
Then ask whether your resume proves those things.
If the job ad asks for stakeholder influence and your resume says “communicated with stakeholders”, that may not be enough. Communication is not the same as influence.
If the job ad asks for leadership and your resume says “worked in a team”, that is not enough either.
This is where candidates often get frustrated with ATS advice. Yes, keywords matter. But keyword matching alone will not fix a resume that reads too junior. An applicant tracking system may help your resume get found, but a human still has to believe you are right for the level.
A resume should match the role in three ways:
Skills: the capabilities required
Level: the seniority expected
Evidence: proof that you have applied those capabilities in relevant situations
Most weak resumes focus only on the first one.
Sometimes your job title makes you look more junior than you are.
This is common in Australian organisations where titles vary wildly. One company’s Coordinator may be doing work that another company calls Advisor. One organisation’s Manager may have no direct reports. A Senior Consultant in one business may be closer to a project lead in another.
Recruiters know titles are inconsistent, but we still use them as quick signals. If your title undersells you, your bullet points must correct the assumption quickly.
For example, if your title is “Administration Officer” but you are applying for operations or team coordination roles, your resume must show the operational scope, process improvement, stakeholder management, and coordination complexity behind the title.
You do not need to change your official title dishonestly. Instead, clarify your scope.
For example:
Weak Example:
Administration Officer
Managed emails, data entry, filing, and customer enquiries.
This reads junior.
Good Example:
Administration Officer
Coordinated daily administrative operations for a high volume service team, managed internal workflow tracking, resolved customer and stakeholder enquiries, and improved document control processes to reduce delays.
Same title. Very different level signal.
If your title is not doing you any favours, your content has to work harder.
This is a very common problem, especially with candidates who are genuinely good at their jobs.
They do not want to sound arrogant, so they soften everything.
They say they “helped” when they led. They say they “supported” when they managed. They say they were “involved in” when they owned a major piece of work. They avoid achievements because they do not want to look like they are bragging.
The problem is that hiring is not a mind reading exercise.
A recruiter cannot give you credit for experience you hide. A hiring manager cannot assess seniority that you bury under polite understatement.
There is a professional way to claim your work without sounding inflated.
You can be clear without being arrogant. You can be confident without sounding ridiculous. You can explain your impact without pretending you single handedly rebuilt the business with one spreadsheet and a strong coffee.
The key is evidence.
Instead of saying:
Weak Example:
I am an exceptional leader with outstanding strategic ability.
Show it:
Good Example:
Led a cross functional process review, identified bottlenecks affecting customer response times, and implemented workflow changes that improved visibility and reduced repeated escalations.
That is stronger because it is grounded in actual work.
Good resume writing is not about making yourself sound bigger than you are. It is about making sure the reader does not make you smaller than you are.
To stop your resume looking too junior, do not simply add stronger words. Reposition the whole document around the level you want.
Start with the target role. Look at several Australian job ads for the kind of role you want and identify what keeps appearing. Do not just copy keywords. Look for the underlying expectations.
Ask yourself:
What problems does this role exist to solve?
What level of autonomy is expected?
What decisions would this person influence?
What stakeholders would they manage?
What outcomes would define success?
What risks would the hiring manager worry about?
What evidence would make me look safe for this level?
Then rewrite your resume around those signals.
Your strongest experience should appear early. Your summary should position your level clearly. Your recent roles should show scope, judgement, influence, and outcomes. Your bullet points should not read like copied duty statements from a position description.
A stronger resume structure for this intent usually includes:
A clear professional summary aligned with the target level
A focused skills section using relevant seniority language
Recent roles written with scope, ownership, and outcomes
Achievements integrated into role descriptions
Leadership, stakeholder, project, commercial, or improvement evidence where relevant
Education, certifications, and systems listed clearly but not allowed to dominate the page
The resume should make the level obvious before the reader has to search for it.
Recruiters skim first. Then we read more closely if the resume looks relevant. Your job is to pass the skim without losing depth.
What fails is trying to sound senior through buzzwords.
Phrases like “strategic thinker”, “dynamic professional”, “results driven”, and “proven track record” are everywhere. They do not prove anything. They often make a resume feel more generic, not more senior.
What works is evidence of senior behaviour.
For example:
Weak Example:
Strategic and results driven professional with excellent leadership skills.
This is not terrible, but it is empty.
Good Example:
Led operational improvements across a high volume service environment, using performance data and stakeholder feedback to reduce workflow delays and improve service consistency.
This shows the behaviour behind the claim.
What fails is copying the job ad into your resume without proof.
What works is translating your experience into the employer’s decision criteria.
What fails is listing every task you have ever done.
What works is selecting the responsibilities and achievements that best support the role you want.
What fails is assuming the recruiter will understand your internal company context.
What works is explaining your scope in plain language.
What fails is trying to make your resume impressive by making it longer.
What works is making it sharper.
A senior resume is not senior because it has more words. It is senior because the right evidence is easier to see.
Before applying for a role, read your resume like a sceptical hiring manager.
Not cruelly. Just honestly.
Ask:
Does this resume show the level I want, or only the level I have held?
Can the reader see my decision making?
Have I shown outcomes, not just duties?
Is my leadership visible?
Have I explained the scale of my work?
Does my summary position me clearly?
Do my strongest achievements appear early enough?
Am I relying too heavily on “supported”, “assisted”, or “responsible for”?
Would someone outside my company understand the importance of my work?
Does this resume make me look ready, or does it make the employer take a leap of faith?
That last one is the most important.
Hiring managers do take chances sometimes, but they prefer evidence. Your resume should reduce perceived risk. It should make the reader think, “Yes, I can see how this person fits this level.”
If your resume makes them think, “Maybe, but I am not sure,” you are already in trouble.
Here is the honest part. Sometimes your resume looks too junior because you are aiming for roles that genuinely require more experience than you currently have.
That does not mean you should not apply. It means your strategy needs to be sharper.
If you are trying to move up, you need to show transferable seniority. Maybe you have not held the exact title, but you have led projects, advised stakeholders, owned improvements, trained others, managed risk, handled complex problems, or operated with strong independence.
Those are stepping up signals.
But if your resume only shows basic duties, the employer will not connect the dots for you.
This is especially important in competitive Australian hiring processes where employers may receive many applicants who already have the target title. If you are trying to move into that level for the first time, your resume must make a stronger case. It has to show readiness, not just ambition.
Ambition is not evidence.
Potential is not enough unless the resume shows why that potential is believable.
The best stepping up resumes do not pretend the candidate has already done everything. They show enough adjacent evidence to make the move feel logical.
That is the goal.
Not fake seniority. Clear readiness.
Written by Simar Malhi, a recruiter and headhunter with international recruitment experience. I write about CVs, job applications, hiring decisions, and the reality behind recruitment processes. My goal is to help candidates understand more honestly how employers, recruiters, and hiring managers actually select candidates.
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