Category: Career Coaching

Last week I posted on the bias against job seekers who have had three or more jobs in the past ten years. Just to be clear, I am talking about competent, highly skilled professionals who have been caught up in situations beyond their control. So, how does one overcome this bias? Biases are difficult to bridge, yet people with a string of short tenures do eventually find employment. What are these people doing? They must have found a viable way for to reconnect.

I circled back to Bill to explore the issue further. To get into the mood of our conversation, we compared notes on the “too many Jobs” bias, especially in the restaurant industry. He asked the rhetorical question, “what are they afraid of?” The turmoil created by industry leaders to remain competitive has created an entire cadre of otherwise solid performers with a string of short tenures. It is what it is. It isn’t even a question of loyalty to the employees; it is about survival. He told me of a Senior Level HR Executive, who admonished him for making poor employment choices. I found that incredible given the fact that there are no safe harbors anymore. Companies that appear to be stable are not risk-free. Furthermore, if the choice is to take a job with a risky brand or face personal bankruptcy, the decision is clear. I wonder if some Executives are living in a bubble, or just in denial.

After that bit of venting, I asked Bill how he was able to keep finding new situations, in the face of this bias. Obviously, the issue is not insurmountable. He told me that most recently he had been hired by people he had worked with before or by referrals who knew his work. No surprise to me. People who know your value are in the best position to present your case. This is networking 101. Build your team, and get them working on your behalf. It is not necessarily easy to do, and it does take some time, but referrals from people who know you can be powerful. It must be your primary strategy if you find yourself in this situation.

Additionally, he said that it is wise to address the issue proactively. Incorporate reasons for job changes on your resume, job by job. Be fluid, not defensive. Present your job history as a matter of fact. Be prepared to explain the situations in a straightforward, compelling way. Practice your verbal presentation so that it is natural and believable.

The other strategy Bill is using is to take on project work, and consulting assignments. This strategy is another viable way to reconnect which I have often recommended. The employer has an opportunity to assess the quality of your work, and overall fit with the organization without making a hiring commitment. If it works out, and there is a need, you will be well positioned to get the job. It works both ways, of course, as you can evaluate the employer against your requirements. It is the classic “try before your buy” opportunity. I suggested that Bill write articles relevant to his occupation that might be picked up in trade magazines, or start a blog. This strategy could increase his exposure and further position him as an expert in his field.

The “too many jobs” bias is not insurmountable and not necessarily even a wall. It exists, but it doesn’t seem to be widespread. The most useful tactic to overcome the bias is to engage your network. That is the key! Once the hiring manager can get to know you on a personal level, it is much easier to overcome his biases and objections.

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Jim Weber, President
Author of: Fighting Alligators: Job Search Strategy For The New Normal
New Century Dynamics Executive Search
www.newcenturydynamics.com

Over the past few weeks I had had some interesting conversations with employers who told me of poor experiences with Executive Recruiters.  One situation was with a current client and the other a long-time friend and networking contact who I have not worked for.  In the former case the hiring manager (no longer with the client) hired a candidate who did not rise to my “top three.”  He lasted less than a year and I replaced him pursuant to my agreement.  In fact, the replacement candidate was among the first group of candidates I presented and an all around more suitable hire.  The original hiring manager was not a part of the decision process for the replacement and this candidate is working out just fine.

In the second conversation I was able to ask my friend a few questions about the company’s selection process.  They have no Human Resources Department so the traditional HR functions are spread between the other Department Heads, if at all.   They do not have job descriptions so it was not clear as to how the hiring managers made their selections.  No one has had any formal interviewing skills training.  They do meet as a group to de-brief and arrive at a consensus for each hire.  This is a major positive which can serve as a base to build a better selection process if they chose to do so. 

Most managers I have talked with over the years have not had any formal training in recruiting and selection.  While working for one of my Fortune 500 employers prior to entering the Executive Search field I did receive formal training which I have found to be invaluable.  The biggest problem with the untrained interviewer is that they talk too much.  If the ideal interview is 20% interviewer talking and 80% interviewee talking, they operate in reverse.   Then at the end of the interview they will say that they did not learn anything about the candidate.  Not surprising if they are doing most of the talking.    So, the question is; how do you ace an interview with an untrained interviewer?   The answer, of course, is to help him interview you. 

Fundamentally, the candidate must gain some control over the interview to ensure a favorable result.  To help accomplish this I recommend that my candidates prepare a one page, key accomplishments hand-out which they can present to the interviewer at the beginning of the discussion.  This is a bullet point list of up to ten prioritized accomplishments, in big bold type, that best demonstrates your ability to perform the job in question.  Of course the interviewer has your resume, but this hand-out can become the agenda for the discussion, guiding his questions.   Trust me, they will appreciate the additional information and will be impressed by your preparation for the interview.

In subsequent interviews I have found that a hand-out which summarizes your understanding of the employer’s need is very useful to close the deal.   Personally, I find the following format to be very powerful:

1. Yesterday:

•  

2. Today:

•  

3. Tomorrow:

•  

This is a great way to demonstrate that you understand where the company has been; where they are today; and where they want to go.   If you are a little off base the interviewer will point that out and give you something more to talk about.   If you are right on target, which you should be if you have been listening and doing your homework, you will totally impress the interviewer with you grasp of their needs.  The assumption will be that if you understand their situation, you will be effective in the job. 

So, if you want to do well with trained or untrained interviewers, help them interview you by the use of visual aids to focus the conversation.

 

Thank you for visiting my blog.

Your feedback helps me continue to publish articles that you want to read.  Your input is very important to me so please leave a comment.

 

Jim Weber, President

New Century Dynamics Executive Search

www.newcenturydynamics.com

 

 It is rare for me to work with candidates who lack experience working with recruiters.  After 16 years in the executive search business most of my work is with senior executives who know the drill. However, from time to time I am asked to perform a lower level search to help a client.  In those cases I work with candidates who may not have worked with an Executive Recruiter.  The vast majority of these folks are interested in learning how the process works and how to work most effectively with me.  Instinctively, they  know that I am there to broker the transaction and to help them to the extent that I can.  There are times when the candidate is unable or unwilling to work within the system.  Invariably, those candidates fail to land the job.  In fact, they tarnish their reputations with the client and with me.

Probably the most egregious example of a candidate's bad behavior is going around the recruiter, contacting the client directly, an end run so to speak.  In my Executive Search career, I have only had three candidates try to bypass me to ingratiate himself into the mix.  In every case it ended poorly for the candidate.  My first incident was working on a search for a Corporate Director of Taxation.  One of my candidates was not forthcoming with important background information so I put him on hold.  I advised him that I could not move him forward in the process until he provided the required information.  This candidate became incensed and actually told me that he would be contacting the client directly.  So, with that information I gave my client a heads-up.  Predictably the candidate embarrassed himself and was eliminated from consideration.  Actually, the situation further enhanced my relationship with the client as they appreciated my judgment and communication. The second situation was somewhat similar, except for the fact that the candidate did not come close to fitting the client's profile.  Again, the results were predictable.

The most recent situation was a little different, but the results were the same.  This candidate was qualified to do the job and was in the queue.   We had several steps yet to complete before I could present him to the client.  I needed to do an in-depth phone interview to fully understand his background and capabilities to be followed by a face to face meeting.  Unfortunately the process was not moving along fast enough to suit this guy.   He thought I was deliberately blocking him. So, this candidate executes his end run contacting multiple employees, via phone and email including the hiring manager.  I knew that he had a contact inside the company but it was not a strong enough connection to really help him.  His behavior was viewed as unprofessional and unwarranted.  He disqualified himself as the client decided that he was a poor cultural fit.  If he had worked with me, the outcome may have been different.  He clearly did not appreciate the strength of my relationship with the client.

In each case the candidate failed to understand or appreciate my bond with the client.   When a client hires a recruiter they do so with great care.  The recruiting and selection process is critical to the client and full of risk.  There is a significant level of trust between the client and the recruiter.  There must be!  The stakes are too great.   The client looks to the recruiter to manage the process in an effective and efficient manner that reflects well on the client's brand.  In support of this goal, before I begin a search I get clear direction from the client as to the job requirements, the experience required, and the skill sets they want to see in a candidate.  We also become aligned as to the client's culture.   I  design my searches  to ensure that the candidate can do the job, will do the job, and will be a harmonious fit with the client's culture.   It is not in my best interest to eliminated a candidate that meets all of the client's criteria.  Likewise, it is not in my best interest to move an unqualified candidate forward.  My work reflects on my credibility and on-going relationship with the client.

If a recruiter contacts you with an opportunity which you decide to pursue, your responsibility is to work within the parameters established by the recruiter.   You may or may not like the recruiter but the recruiter is driving the bus.  Your job is to be a good passenger and enable him to get to the required destination.   One must understand that circumventing the recruiter is a high risk proposition that seldom ends well for the candidate.

Thank you for visiting my blog.

Your feedback helps me continue to publish articles that you want to read.  Your input is very important to me so please leave a comment.

Jim Weber, President
New Century Dynamics Executive Search
www.newcenturydynamics.com