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Create ResumeA task based resume tells employers what you were responsible for. A results based resume shows what changed because you were there. That difference matters more than most candidates realise. In the Australian job market, recruiters and hiring managers are not only asking, “Can this person do the job?” They are also asking, “What level do they operate at, how much ownership did they take, and can I trust the claims on this resume?” If your resume reads like a job description, you are making the reader work too hard. Your goal is to turn everyday duties into clear evidence of impact, improvement, scale, quality, efficiency, revenue, customer outcomes, risk reduction, leadership, or delivery.
Most task based resumes are not bad because the candidate has nothing to offer. They are bad because the candidate is describing the job from the inside, while the employer is judging it from the outside.
That gap is where many good candidates lose attention.
When you have done a role for months or years, your responsibilities feel obvious to you. You know the pressure, the mess, the deadlines, the difficult stakeholders, the systems that barely worked, the customers who needed miracles by Friday, and the manager who said “quick turnaround” as if time bends on request.
But your resume reader does not know any of that.
A task based resume usually sounds like this:
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Responsible for managing customer enquiries
Assisted with monthly reporting
Supported recruitment processes
Managed social media accounts
Worked with internal stakeholders
When a resume is too task based, employers often read it as generic, even when the candidate is not generic at all.
That is the painful part.
A strong candidate can look average on paper because the resume hides the very things that would make them competitive.
When I read a task based resume, I usually have these questions in my head:
Did you own this work or just participate in it?
What was the scale of the role?
Did anything improve because of your work?
Were you trusted with complex tasks or only routine ones?
Did you solve problems or simply follow instructions?
What tools, systems, processes, or stakeholders were involved?
None of these bullet points are technically wrong. That is the problem. They are accurate, but they are not persuasive.
They describe activity, not value.
In recruitment, I see this constantly. Candidates tell me, “But that was my job.” Yes, exactly. The resume should not only tell me the job existed. It should help me understand whether you did it well, at what level, under what conditions, and with what outcome.
A hiring manager is not reading your resume to admire your task list. They are trying to reduce hiring risk.
Were there measurable outcomes?
How does this compare with other candidates doing similar work?
Recruiters do not always have time to decode vague experience. Hiring managers definitely do not want to play detective.
This is especially important in Australia, where many employers receive applications from candidates with similar job titles and similar stated responsibilities. If five applicants all say they “managed administration tasks” or “supported client relationships”, the person who explains the result, scale, or value of that work becomes easier to shortlist.
The resume that makes the hiring decision clearer usually wins attention first.
A task based resume focuses on what you did.
A results based resume focuses on what your work achieved, improved, prevented, delivered, influenced, or made easier.
That does not mean every bullet point needs a dramatic number. Not every job has clean metrics. Many candidates panic because they think “results based” means they need revenue figures, percentages, or awards.
No. That is too narrow.
A result can be measurable, but it can also be practical, operational, qualitative, or contextual.
Here is the real difference:
Task based: Managed incoming customer enquiries
Results based: Resolved high volume customer enquiries across phone and email while maintaining accurate case notes and reducing repeat follow ups through clearer first response communication
The second version tells me more. It shows volume, channels, quality, documentation, and customer outcome.
Another example:
Task based: Assisted with recruitment
Results based: Coordinated interview scheduling, candidate communication, and reference checks across multiple vacancies, helping maintain a faster and more organised hiring process for busy managers
That is not inflated. It is clearer.
Results based writing does not mean pretending you were the CEO of everything. It means explaining the value of your work in a way a recruiter or hiring manager can understand quickly.
“Responsible for” is one of the most overused phrases in resumes.
It is not always wrong, but it is usually lazy writing. It tells me what sat in your job description. It does not tell me how you performed.
The phrase also creates a subtle problem. Being responsible for something does not prove you handled it well. Plenty of people are responsible for things that are late, messy, incomplete, or quietly rescued by someone else.
A resume needs stronger evidence than responsibility.
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The good version gives the reader a picture of the work. It shows process, ownership, and outcome.
In Australian hiring, where employers often value practical competence and low drama execution, this type of clarity matters. Hiring managers want to know whether you can walk into the role and actually manage the moving parts, not just recognise them in a job description.
A good resume has to survive the ten second scan.
That does not mean recruiters only spend ten seconds on every resume. It means the first scan decides whether the reader slows down or moves on.
During that first scan, I am looking for alignment. Job title, industry, level, core skills, tools, achievements, responsibilities, and career pattern. If the resume is too task based, it forces me to work harder to see the candidate’s relevance.
And here is the uncomfortable truth: when a recruiter has a large shortlist, they usually do not reward resumes that make them work harder.
They reward clarity.
Your resume should answer three questions quickly:
What kind of work have you done?
At what level, scale, or complexity?
What evidence shows you were effective?
A task based resume often answers only the first question.
A results based resume answers all three.
This is where candidates often get stuck. They think they need huge achievements, perfect metrics, or dramatic career wins.
You do not.
You need to look at your work through the lens of impact.
Start with the task, then ask better questions.
Did something become faster, smoother, clearer, more accurate, more compliant, more organised, more profitable, safer, easier, or better documented?
Even small improvements matter if they show practical value.
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That is a real outcome. Not flashy. Useful.
Many resumes describe the action but forget the audience.
Who used your work? Customers, managers, patients, suppliers, candidates, employees, executives, field teams, finance, operations, sales, or external partners?
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The task is reporting. The value is visibility and decision support.
This is one of my favourite recruiter questions because it reveals hidden value.
Some work is valuable because it prevents problems.
Compliance, scheduling, administration, payroll, quality checks, stakeholder follow up, document control, stock management, rostering, and customer support often fall into this category.
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Not every result is a celebration. Sometimes the result is that nothing exploded. In many workplaces, that is deeply underrated.
Scale helps employers understand the size of your work.
You can show scale through:
Number of customers, clients, candidates, employees, accounts, sites, or projects
Frequency of work
Budget size
Team size
Volume of enquiries, tickets, invoices, orders, reports, or transactions
Number of stakeholders
Geographic coverage
System or process complexity
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Even without exact numbers, “high volume” and “multiple cost centres” add context.
Use exact numbers where you can. Use honest scale language where you cannot.
A strong resume bullet usually combines action, context, and outcome.
The simplest formula is:
Action plus context plus result.
You can also think of it as:
What you did, where or how you did it, and why it mattered.
For example:
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This works because it includes:
Action: Planned and scheduled content
Context: LinkedIn, Instagram, employer brand campaigns
Result: Better consistency and stronger engagement
Another example:
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This shows the type of stakeholders, the problem, and the business value.
The point is not to make every bullet point long. The point is to make every bullet point earn its place.
A result is any meaningful outcome of your work.
For many candidates, this is the section that changes everything. They have been told to “add achievements”, but nobody explains what an achievement actually looks like when your role is not sales, leadership, or project management.
Results can include:
Increased revenue, sales, leads, conversions, customer retention, or productivity
Reduced costs, errors, complaints, delays, manual work, risk, or rework
Improved accuracy, reporting, customer experience, compliance, documentation, team coordination, or process flow
Delivered projects, campaigns, events, system changes, audits, hiring rounds, training, or operational improvements
Supported faster decisions, better service, smoother onboarding, cleaner data, or stronger stakeholder communication
Maintained stability in a high pressure, high volume, regulated, or constantly changing environment
A result does not need to be loud. It needs to be relevant.
In some Australian workplaces, especially small businesses, family owned companies, health services, local government, education, trades, logistics, retail, and professional services, the most valuable employees are often the ones who keep operations moving without turning everything into theatre.
Your resume should still capture that value.
There is a difference between results based writing and overcooked resume writing.
I see candidates go too far in the other direction. Every bullet becomes inflated, dramatic, and suspiciously impressive.
Suddenly someone who answered phones has “transformed customer experience strategy”. Someone who helped with rosters has “optimised workforce architecture”. Someone who sent calendar invites has “led executive operational alignment”.
Please do not do this.
Hiring managers can smell resume nonsense. Recruiters see too many resumes to be easily impressed by vague grandeur.
The goal is not to sound bigger than your role. The goal is to make your real contribution clear.
A good resume is confident, not theatrical.
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The good example is more believable. It sounds like something a real person did in a real workplace.
That matters.
A results based resume is only effective if the claims feel credible.
Recruiters and hiring managers look for evidence patterns. We are not only reading individual bullet points. We are checking whether the resume makes sense as a whole.
For example, if someone claims they “led national strategy” but their title, tenure, reporting line, and responsibilities suggest an entry level support role, I will question it. That does not mean the candidate is lying. It means the resume has created doubt.
Strong results based claims usually have a few things in common:
They match the seniority of the role
They include enough context to be believable
They avoid vague inflated language
They connect to business or team outcomes
They use metrics where available
They show ownership without exaggeration
They are consistent with the job title and career history
This is why resume writing is not just about keywords. Keywords may help your resume appear relevant to an applicant tracking system, but humans still judge credibility.
A resume that is keyword rich but evidence poor may get seen. It may not get trusted.
Different roles need different types of results. This is where generic advice falls apart.
A sales resume, admin resume, project resume, IT resume, nursing resume, marketing resume, and customer service resume should not all use the same achievement logic.
For admin roles, results often sit in organisation, accuracy, coordination, time saving, and keeping managers functional.
Good results based angles include:
Reduced follow up through better tracking
Improved document accuracy
Supported smoother scheduling
Maintained clean records
Coordinated competing priorities
Helped teams meet deadlines
Improved communication between departments
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For customer service roles, results are often about resolution, speed, customer experience, accuracy, retention, and complaint handling.
Good results based angles include:
Resolved complex enquiries
Reduced repeat contact
Improved first response quality
Handled high volume interactions
Supported customer retention
Escalated issues appropriately
Maintained accurate records
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For sales roles, employers expect clearer numbers. Revenue, pipeline, conversion, retention, account growth, territory performance, and activity volume all matter.
Good results based angles include:
Revenue generated
Targets achieved
New accounts won
Existing accounts expanded
Pipeline built
Conversion improved
Customer relationships retained
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Marketing results should connect activity to audience, leads, engagement, brand visibility, campaign performance, or commercial goals.
Good results based angles include:
Campaign performance
Lead generation
Engagement growth
Content consistency
Website traffic
Brand visibility
Event outcomes
Stakeholder alignment
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For HR and recruitment roles, results often include hiring speed, candidate experience, compliance, process improvement, stakeholder support, onboarding, and workforce planning.
Good results based angles include:
Reduced time to shortlist
Improved candidate communication
Supported compliance
Coordinated onboarding
Filled roles in difficult markets
Improved hiring manager visibility
Managed recruitment administration accurately
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For IT roles, results should show systems, uptime, security, efficiency, user support, automation, delivery, or technical problem solving.
Good results based angles include:
Reduced downtime
Improved system performance
Resolved tickets faster
Automated manual processes
Supported migrations
Strengthened data quality
Improved user experience
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Metrics are powerful, but only when they are meaningful and honest.
A percentage without context is often useless.
If a resume says “improved efficiency by 40 percent”, I immediately want to know: efficiency of what? Measured how? Compared with what? Over what period?
Numbers should create clarity, not decoration.
Good metrics include:
Revenue generated
Cost savings
Time saved
Error reduction
Customer satisfaction improvement
Case volume handled
Team size supported
Projects delivered
Hiring numbers
Portfolio size
Budget managed
SLA performance
Compliance outcomes
But you do not need metrics in every bullet. In fact, too many metrics can make a resume feel forced, especially if the role was not measured that way.
Use numbers where they strengthen trust.
Use context where numbers are unavailable.
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The second one may not have a number, but it feels real. It also gives the hiring manager something to ask about in an interview.
That is useful.
Applicant tracking systems are often misunderstood.
An ATS does not admire your achievements. It stores, parses, and helps organise applications. Depending on the system and employer setup, it may help recruiters search for keywords, job titles, skills, qualifications, and experience indicators.
This means your resume still needs the right terminology.
But here is where candidates get it wrong: they write for the ATS and forget the human.
A resume that says “customer service, customer service, customer service” may contain the keyword, but if it does not show the level or quality of your work, it will not persuade the person reading it.
The strongest resume writing does both:
It includes relevant keywords from the job ad
It explains how you used those skills in real work
It shows outcomes, scale, tools, and context
It stays readable for recruiters and hiring managers
For example, if a job ad mentions stakeholder management, do not just list “stakeholder management” in your skills section. Show it inside a bullet.
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That gives the ATS relevant language and gives the human reader useful evidence.
Hiring managers are usually not reading your resume the same way recruiters do.
Recruiters often look for shortlist fit. Hiring managers look for work reality.
They imagine you in the team. They think about workload, training required, pressure points, customer expectations, internal politics, systems, deadlines, and whether you will make their life easier or harder.
A results based resume helps them picture that.
Hiring managers want to see:
Can you solve the problems this role exists to solve?
Have you handled similar scale or complexity before?
Do you understand the commercial or operational impact of your work?
Are you likely to need heavy supervision?
Can you communicate clearly?
Do your achievements match the level of the role?
Are you practical, reliable, and credible?
This is why generic task lists fail. They do not answer the hiring manager’s real concerns.
A hiring manager does not just want to know that you “managed stakeholders”. They want to know whether you can handle difficult stakeholders, unclear priorities, competing demands, and the kind of vague internal chaos that somehow never appears in the job ad.
A strong resume gives them clues.
Here is a practical way to fix your resume without starting from scratch.
Take each bullet point and identify the hidden value behind it.
Ask:
What was the purpose of this task?
Who relied on this work?
What problem did it solve?
What improved because of it?
What risk did it reduce?
What volume or scale was involved?
What tools, systems, or processes did I use?
What would a manager care about here?
Then rewrite the bullet so it includes action, context, and result.
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Notice that none of these examples are ridiculous. They do not overstate. They simply explain the work properly.
That is the standard to aim for.
Most task based resumes suffer from the same patterns. Once you see them, they become easier to fix.
A position description describes the role. Your resume should describe your performance in the role.
If your bullet points sound like they were copied from a job ad, they will blend in with every other applicant.
The fix is to add context and outcome.
Instead of saying you “managed enquiries”, explain the type, volume, complexity, or result of those enquiries.
Words like assisted, supported, helped, handled, worked on, and involved in are not always wrong. But they can make your contribution sound smaller or less clear than it was.
Sometimes “supported” is accurate. But supported how?
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Now the reader understands your contribution.
Some candidates undersell themselves because they write the same way they did early in their career.
If you are now leading people, influencing decisions, managing budgets, owning relationships, improving processes, or advising stakeholders, your bullet points need to show that.
A senior resume that reads like a junior task list creates confusion.
Not every role is directly commercial, but most work connects to a business outcome somehow.
Think about:
Time
Cost
Quality
Risk
Revenue
Compliance
Customer experience
Employee experience
Operational flow
Decision making
If you can connect your work to one of these, your resume becomes stronger.
Results based does not mean bloated.
A resume still needs to be readable. If every bullet becomes five lines, the reader will lose patience.
Aim for clear, specific, useful bullet points. Not essays in disguise.
Generic achievement statements usually sound impressive at first and empty on closer inspection.
Phrases like “proven track record”, “results driven professional”, “excellent communicator”, and “highly motivated team player” do not carry much weight unless the resume proves them.
I would rather see one specific bullet than ten polished claims.
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The good example proves the claim without announcing it.
This is a major difference between a resume that sounds professional and a resume that actually persuades.
The Australian job market is competitive enough without filling your resume with phrases that look nice but say very little. Employers want evidence, not decorative confidence.
Use this checklist before applying.
Your resume is probably too task based if:
Most bullet points start with “responsible for”
Your bullets could fit almost anyone with the same job title
You list duties but not outcomes
You do not mention scale, volume, systems, stakeholders, or complexity
You use vague verbs without explaining your contribution
You include keywords but little evidence
Your achievements sound either missing or exaggerated
A recruiter would need to call you to understand your real value
Your resume is becoming more results based if:
Each role shows what you delivered, improved, supported, solved, or prevented
Your bullet points include useful context
Your claims match your seniority
Your metrics are honest and meaningful
Your achievements sound credible
Your resume shows both responsibility and performance
A hiring manager can picture how you work
The goal is not perfection. The goal is clarity.
A resume is not a legal transcript of every task you have ever touched. It is a positioning document. It should help the right employer understand why your experience is relevant and why you are worth interviewing.
If your resume is too task based, you are probably underselling yourself.
Not because your experience is weak, but because the resume is making the employer do too much interpretation.
A strong results based resume does not need to be flashy. It needs to be clear, specific, credible, and useful. It should show what you did, how you did it, the context you worked in, and why it mattered.
That is what recruiters and hiring managers are really looking for.
They are not expecting every candidate to have perfect numbers or dramatic achievements. They are looking for evidence that you understand your work, can explain your contribution, and have created value in ways that matter to the role.
That is the shift.
Do not just list the tasks you were paid to perform. Show the employer what they can trust you to deliver.
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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