Blog

< Back to Blogs

Our Guide to Writing a Fantastic Tech Resume

May 14, 2019

Below we have put together some of our best, practical tips on how to build a good IT resume in the current market:


BASICS


  • No spelling mistakes
  • Good grammar
  • Organised, consistent layout


 FORMATTING


This is really important because fancy formatting and complicated tables could stop your resume from being viewed at all! Many large HR divisions and professional recruitment companies use software that transfers resumes directly onto their databases. Sometimes the software confuses images or text within headers and footers for contact information. So instead of seeing a name in a shortlist of candidates who have applied for a role, you will see something else that the software has selected. When a recruiter is going through a large shortlist of candidates, they may move over your information as a result.


The trick here is to keep it simple. It is not necessary to include images (you can easily state any certifications/companies worked for rather than use logos) and headers and footers are best left out. Page numbers can be used for the bottom of the page if you go into three or more pages. The main goal is to get the resume you have spent time and effort on seen by the right person, the way you intended it to be.


LENGTH


Any professional who has worked in IT for more than four years will probably have a resume going into three or more pages. Many HR experts state that this is too long but for IT professionals this is often necessary in order to include all the technologies, proficiencies and functions within each role. As long as everything in your resume is relevant, generally there is no problem. However, if you are getting into seven or eight pages, it may be time to do some editing.


LAYOUT


At the beginning of your resume you need to include:

Name 


Contact number (preferably a mobile)


Email address (should be professional sounding)


Summary – this is two or three sentences on what you do, your major skills, strengths, personal qualities and achievements. Be specific – e.g. good team player, excellent written skills, versatile, able to motivate others.


Education and training – begin with your highest qualification, and if you have a university education you don’t normally need to list which high school you attended (unless you feel that this is relevant to the job you are applying for).


You should list any qualifications or work-related training courses that you attended, including company courses and any you attended on your own initiative. You only need to list the relevant courses, not generic ones.


Work experience – If you have been working for a number of years, do not include part-time jobs, vacation jobs, voluntary work or unpaid work experience unless these roles covered a period of unemployment or you feel that some of the experience you gained will be useful in your next job.


Start with your most recent/last job and work backwards. Treat internal promotion as a new job.


Job titles are important and IT job seekers may want to tweak their titles so that they more clearly communicate what they did in a given role. This may be the case for IT professionals who have worked for large corporations/institutions where highly specific titles are given which are not indicative of what the role entailed. The trick to modifying a title is, of course, to maintain its accuracy but ensure that any it can still be confirmed during a reference check. You may also wish to add who you reported to.


Give the name of the company and, unless obvious, include a brief description of the service they provide (using the terms they would use to describe themselves). Set out your main responsibilities, achievements, duties, and skills that could be transferred to another employer. Be specific and positive about your skills.


Include your level of responsibility if any, e.g. ‘responsibility for departmental budget of $100K and managed 10 staff’. Include achievements such as project delivery, deadlines met, increases in sales/productivity and cost savings made. Quantify as much as possible e.g. ‘increased sales by $100K’ is more meaningful than just saying ‘increased sales’. This detail is really important as it demonstrates your value to a business.


Major achievements – ideally, this would be a separate section and you would list three or four of your most important work achievements, which should be selected based on relevance and significance to your next job. Indicate specifically how you achieved them. Think carefully about your achievements as they could be the difference between getting an interview or being passed over. Always include this section.


Membership of professional associations – list all professional associations that are relevant to the role.


Technologies – list these and be specific. Where possible add level of proficiency – basic, intermediate or advanced.


References – you do not need to list referees on a resume as these will only be necessary once you are selected for interview. However, think about who you will be asking to provide a reference and contact them to make sure they are happy to help. Also, ensure that you have their best contact details and that they will be available.


DETAILED INFORMATION


HR Managers and recruitment consultants look for details so they don’t have to make assumptions about what people have done. They want to clearly identify if certain skill sets are held by a candidate. They want to be sure of what a person is capable of doing and what they’ve done in the past. IT roles are often complex and experts in this field may ‘wear’ multiple hats. Do not attempt to encapsulate everything into a few bullet points as there is a real danger that you will go into the NO pile. Ultimately, if those responsible for hiring IT staff like what they see, they will keep reading. If they don’t get to page six it does not matter if you get the interview. But if you don’t get the interview because they are looking for something that has been left out; that is a missed opportunity.


REPETITION


Repeating similar responsibilities is acceptable and improves your ranking. This clearly demonstrates patterns and helps communicate a job seeker’s depth of experience with a particular technology or subject. A recruiter may use Control-F because they are looking for something specific e.g. pre-sales experience. If it has only been listed once to save space you may not be put forward.


TWO RESUMES


It is common for certain IT professionals to have two resumes. A senior candidate may possess two distinct skill sets, e.g. a Project Manager with equal amounts of Business Analysis as job titles. We would advise a candidate to make two very specific resumes highlighting one or the other. This ensures that your resume focuses specifically on the job you are applying for. You should consider having a master resume from which you can delete text to tailor more specifically to a given role.


Ultimately, with so many people applying for IT jobs, clients want to be able to make informed decisions about which candidates are worth interviewing based on a resume that communicates the technologies with which an IT professional has worked, the depth of experience they have with each technology, the size and scope of the projects on which they’ve worked, and how they achieved various accomplishments.​

Share This Article

Recent Articles

What the new gender equality legislation means for employers
By Kara Porter March 31, 2025
On March 27, 2025, the Federal Parliament passed new legislation that will reshape how large employers in Australia approach workplace gender equality. Under the reforms, businesses with 500 or more employees will now be required to: Set three gender equality targets, with at least one being numeric; Demonstrate progress toward these targets within three years; Continue reporting annually to the Workplace Gender Equality Agency (WGEA). This is a milestone moment in a play to shift the Australian workplace culture. It reflects a growing push for accountability, transparency and meaningful change in the workplace. So, what does this mean for employers? Targets Must Be Tangible A vague commitment to “improving gender diversity” won’t cut it. Employers will need to back up their intentions with measurable goals - such as increasing women in leadership, closing pay gaps, or improving retention in underrepresented groups. Data-Driven Decisions Will Lead the Way To set realistic, evidence-based targets, companies will need to dive deep into their workforce data. Understanding where the gaps are - whether it’s in hiring, promotion pathways, or pay equity - is step one. Policies, Processes & People It’s also a nudge to reassess internal practices. Are your recruitment and promotion processes inclusive? Are flexible work arrangements available (and used) equitably? Is your leadership team actively invested in supporting diversity outcomes? Accountability Goes Public WGEA will continue to publish pay gap data—and now, target progress too. That means internal efforts will be visible externally, and employers leading the way will build stronger reputations as equitable, forward-thinking workplaces. Why it matters to us at EITR At EITR , we work with businesses undergoing transformation - and the best transformations start from within. Hiring diverse, high-performing teams isn’t just a compliance box to tick—it’s how companies thrive. This legislation reflects a shared responsibility to build workplaces where talent can grow and succeed, regardless of gender. Whether you're a business navigating these new expectations or a candidate seeking an inclusive environment where your career can flourish - we’re here to support you.  🔗 Want to know more about how we help organisations build diverse, future-ready teams? Get in touch with us here .
By Sarah McCandless March 7, 2025
For years, companies have been locked in a battle to attract the best candidates - offering higher salaries, bigger perks, and more benefits in the hopes of outbidding their competitors. But in 2025, the conversation is shifting. The companies winning today aren’t necessarily the ones offering the biggest paychecks; they’re the ones adapting to how work is changing. The talent war isn’t about hiring faster or throwing more money at the problem anymore - it’s about rethinking how we build workforces altogether. So, how are leading organisations shifting their approach? They’re moving beyond outdated recruitment battles and focusing on internal mobility, skills development, flexible work models, and alternative hiring pipelines. Why the Talent War No Longer Works The idea of a "talent war" assumes that there’s a fixed number of high-performing professionals, and companies must compete to secure them. But this approach has a few major flaws: It’s expensive - Constantly outbidding competitors for the same people isn’t sustainable. It’s short-sighted - Hiring externally without investing in existing employees leads to retention issues. It ignores hidden talent - Many businesses overlook high-potential candidates who may not fit a traditional mold but have the skills and adaptability to thrive. With unemployment rates remaining low and skills shortages persisting in industries like technology, cybersecurity, and engineering, businesses must stop seeing hiring as a competition and start treating it as a strategic transformation. The Talent Shift... What’s Changing? Instead of treating hiring as a race for the same candidates, leading companies are making three key shifts: 1. Internal Mobility: Investing in the People You Already Have Companies are realising that the best candidate for the job might already be within their organisation. Instead of constantly hiring externally, businesses are focusing on upskilling, cross-training, and internal promotions. 📌 Example: Atlassian has developed structured career pathways that help employees transition into new roles without leaving the company, reducing external hiring needs. 2. Skills Over Job Titles More companies are moving toward skills-based hiring, recognising that traditional job titles and degree requirements can exclude high-potential candidates. Rather than asking, “Who has a degree in computer science and five years of experience?” companies are now asking, “Who has the problem-solving and coding skills to excel in this role?” 📌 Example: Telstra has introduced skills-based hiring initiatives, allowing candidates from non-traditional backgrounds to break into tech roles based on their capabilities, not just their CVs. 3. Alternative Hiring Pipelines Companies are expanding their candidate pools by looking beyond the usual recruitment channels. This includes: Partnering with universities and bootcamps Offering return-to-work programs for career changers Creating more entry-level pathways and apprenticeships 📌 Example: The Victorian Government’s Digital Jobs Program is helping mid-career professionals transition into the tech industry through funded training and job placements. The Future of Work is Built - Not Bought Companies that succeed in 2025 and beyond will be the ones that build their talent, not just buy it. By moving away from outdated hiring models and focusing on development, flexibility, and inclusivity, organisations can create workforces that aren’t just competitive - but sustainable. The talent war may be over, but the companies that adapt to this new reality will be the ones leading the next decade of innovation.
By Shazamme System User February 10, 2025
In 2025, the ability to balance technical proficiency with human-centric qualities like adaptability, creativity, and emotional intelligence will define the leaders in tech hiring.

Filter By Category

Subscribe to our News & Advice

What the new gender equality legislation means for employers
By Kara Porter March 31, 2025
On March 27, 2025, the Federal Parliament passed new legislation that will reshape how large employers in Australia approach workplace gender equality. Under the reforms, businesses with 500 or more employees will now be required to: Set three gender equality targets, with at least one being numeric; Demonstrate progress toward these targets within three years; Continue reporting annually to the Workplace Gender Equality Agency (WGEA). This is a milestone moment in a play to shift the Australian workplace culture. It reflects a growing push for accountability, transparency and meaningful change in the workplace. So, what does this mean for employers? Targets Must Be Tangible A vague commitment to “improving gender diversity” won’t cut it. Employers will need to back up their intentions with measurable goals - such as increasing women in leadership, closing pay gaps, or improving retention in underrepresented groups. Data-Driven Decisions Will Lead the Way To set realistic, evidence-based targets, companies will need to dive deep into their workforce data. Understanding where the gaps are - whether it’s in hiring, promotion pathways, or pay equity - is step one. Policies, Processes & People It’s also a nudge to reassess internal practices. Are your recruitment and promotion processes inclusive? Are flexible work arrangements available (and used) equitably? Is your leadership team actively invested in supporting diversity outcomes? Accountability Goes Public WGEA will continue to publish pay gap data—and now, target progress too. That means internal efforts will be visible externally, and employers leading the way will build stronger reputations as equitable, forward-thinking workplaces. Why it matters to us at EITR At EITR , we work with businesses undergoing transformation - and the best transformations start from within. Hiring diverse, high-performing teams isn’t just a compliance box to tick—it’s how companies thrive. This legislation reflects a shared responsibility to build workplaces where talent can grow and succeed, regardless of gender. Whether you're a business navigating these new expectations or a candidate seeking an inclusive environment where your career can flourish - we’re here to support you.  🔗 Want to know more about how we help organisations build diverse, future-ready teams? Get in touch with us here .
By Sarah McCandless March 7, 2025
For years, companies have been locked in a battle to attract the best candidates - offering higher salaries, bigger perks, and more benefits in the hopes of outbidding their competitors. But in 2025, the conversation is shifting. The companies winning today aren’t necessarily the ones offering the biggest paychecks; they’re the ones adapting to how work is changing. The talent war isn’t about hiring faster or throwing more money at the problem anymore - it’s about rethinking how we build workforces altogether. So, how are leading organisations shifting their approach? They’re moving beyond outdated recruitment battles and focusing on internal mobility, skills development, flexible work models, and alternative hiring pipelines. Why the Talent War No Longer Works The idea of a "talent war" assumes that there’s a fixed number of high-performing professionals, and companies must compete to secure them. But this approach has a few major flaws: It’s expensive - Constantly outbidding competitors for the same people isn’t sustainable. It’s short-sighted - Hiring externally without investing in existing employees leads to retention issues. It ignores hidden talent - Many businesses overlook high-potential candidates who may not fit a traditional mold but have the skills and adaptability to thrive. With unemployment rates remaining low and skills shortages persisting in industries like technology, cybersecurity, and engineering, businesses must stop seeing hiring as a competition and start treating it as a strategic transformation. The Talent Shift... What’s Changing? Instead of treating hiring as a race for the same candidates, leading companies are making three key shifts: 1. Internal Mobility: Investing in the People You Already Have Companies are realising that the best candidate for the job might already be within their organisation. Instead of constantly hiring externally, businesses are focusing on upskilling, cross-training, and internal promotions. 📌 Example: Atlassian has developed structured career pathways that help employees transition into new roles without leaving the company, reducing external hiring needs. 2. Skills Over Job Titles More companies are moving toward skills-based hiring, recognising that traditional job titles and degree requirements can exclude high-potential candidates. Rather than asking, “Who has a degree in computer science and five years of experience?” companies are now asking, “Who has the problem-solving and coding skills to excel in this role?” 📌 Example: Telstra has introduced skills-based hiring initiatives, allowing candidates from non-traditional backgrounds to break into tech roles based on their capabilities, not just their CVs. 3. Alternative Hiring Pipelines Companies are expanding their candidate pools by looking beyond the usual recruitment channels. This includes: Partnering with universities and bootcamps Offering return-to-work programs for career changers Creating more entry-level pathways and apprenticeships 📌 Example: The Victorian Government’s Digital Jobs Program is helping mid-career professionals transition into the tech industry through funded training and job placements. The Future of Work is Built - Not Bought Companies that succeed in 2025 and beyond will be the ones that build their talent, not just buy it. By moving away from outdated hiring models and focusing on development, flexibility, and inclusivity, organisations can create workforces that aren’t just competitive - but sustainable. The talent war may be over, but the companies that adapt to this new reality will be the ones leading the next decade of innovation.
By Shazamme System User February 10, 2025
In 2025, the ability to balance technical proficiency with human-centric qualities like adaptability, creativity, and emotional intelligence will define the leaders in tech hiring.
By Sarah McCandless January 2, 2025
The most sought-after tech professionals aren’t just looking for work - they’re looking for alignment. They want to see companies with a clear purpose, genuine values, and a willingness to invest in people as much as products.
By Sarah McCandless December 4, 2024
So, what will the workforce of 2025 look like, and how can businesses prepare for the changes ahead? Let’s explore the key trends and actionable strategies.
By Sarah McCandless November 14, 2024
Whether you run a small business or a large enterprise, strong cybersecurity practices are essential to protecting your organisation from potentially devastating breaches. However, you don’t always need expensive technology or an army of security experts to keep your business safe. Sometimes, good cyber hygiene - simple, everyday practices - can make all the difference in maintaining security.
Upskilling and Reskilling
By Sarah McCandless September 2, 2024
For businesses to stay competitive, and for employees to remain relevant, continuous learning through upskilling and reskilling is a non-negotiable.
Gender Gap
By Sarah McCandless September 2, 2024
In this blog, we’ll explore the current state of gender diversity in Australia's tech sector, discuss the challenges women face, and highlight strategies to empower and support women in tech.
By Sarah McCandless July 26, 2024
Artificial intelligence is a reality that’s transforming industries and job markets worldwide. In Australia, the latest research from the Tech Council of Australia (TCA) , supported by tech giants like Microsoft , LinkedIn , and Workday , predicts that AI will create 200,000 jobs by 2030 . This surge in AI employment is expected to significantly boost productivity and inject billions into the Australian economy. The Economic Impact of AI The TCA report forecasts that generative AI alone could contribute $115 billion to the Australian economy, with around 70% of this stemming from productivity gains. As AI technologies continue to permeate various sectors, the demand for skilled workers in this space will naturally increase. However, to meet the ambitious target of 200,000 AI jobs by 2030 , the workforce will need to expand by a staggering 500% over the next seven years. Bridging the Skills Gap The rapid growth of AI job opportunities presents both an exciting and challenging landscape. One significant challenge is ensuring that the workforce possesses the necessary skills. The TCA report emphasises the need for major reforms in education and training to bridge this skills gap. Building knowledge and experience in AI should be a fundamental part of professional development, encompassing both on-the-job training and formal learning opportunities. The Role of Retraining and Upskilling To achieve the goal of a robust AI workforce, Australia must expand and diversify retraining pathways. This means creating more opportunities for mid-career retraining and upskilling in AI. As many as 84% of knowledge workers in Australia are already using AI in their work, reporting significant time savings. This indicates a positive trend towards AI adoption, but also highlights the need for continuous learning and development in this rapidly evolving field. The growth of AI jobs won't be confined to the tech sector alone. According to Damian Kassabgi , CEO of TCA, AI’s influence will spread across various fields, including human resources, sales, and governance. This broader application of AI technology necessitates a diverse range of skills to develop, maintain, and scale AI systems effectively. Therefore, it's crucial to prepare for this shift by fostering a multidisciplinary approach to AI education and training. The Need for Comprehensive AI Strategies To fully harness the potential of AI, Australia needs a comprehensive AI investment and capability plan. This plan should outline clear paths for regulation, governance, digital infrastructure, and research commercialisation. Paul Leahy from Workday underscores the importance of preparing the workforce for the widespread adoption of AI and ensuring that pipelines of AI-ready workers are in place to meet the growing demand.  The Future of AI in the Workplace AI-powered tools are already helping Australians save time and focus on more critical, creative tasks. As Sarah Carney from Microsoft ANZ points out, “Australians are already using AI-powered tools to help with tasks and are reporting that it saves them time and allows them to focus on more important work and be more creative." The prediction of 200,000 new AI jobs by 2030 marks a transformative period for Australia's workforce and economy. By investing in education, diversifying training pathways, and implementing a robust AI strategy, Australia can position itself at the forefront of the AI revolution. Embracing this change will not only enhance productivity but also open up exciting new career opportunities for Australians across various sectors. Now is the time to act and prepare for an AI-driven future that holds immense potential for growth and innovation.
Why Tech Talent Loves Working in Australia
By Sarah McCandless July 1, 2024
Australia has become a magnet for tech professionals from around the world, including countries like the UK, due to its thriving tech industry, exceptional quality of life, and great career opportunities. Today, we’re unpacking the factors that make Australia an attractive destination for tech talent!
More Posts
Share by: