"Charlie", a participant in one of my workshops posed an interesting question about how and when to divulge information that might create a less-than-stellar view of a person's background. In his case, he had a misdemeanor charge on his record that he could petition to have expunged in one year.
This brings up some interesting issues. The fact is that none of us have perfect stories. Anyone inclined to dig deep enough can probably find something in our past that would raise questions about our ability to perform in the future. In some cases, like Charlie's, the facts are easier to uncover because they are a matter of public record.
To complicate matters, Charlie made it through two rounds of interviews for a job that seemed like a perfect fit. The headhunter who presented Charlie with the opportunity had just called to say that he made it to the third and final round. At this point in the process, the company asked Charlie to fill out a form indicating any criminal convictions. Given the nature of the offense, Charlie's attorney pointed out that this particular misdemeanor was not legally considered a conviction, therefore Charlie did not have to divulge the information. However, Charlie was feeling understandably awkward and conflicted.
Having recently been eliminated from consideration by a company that specifically asked about misdemeanors (which Charlie disclosed), he did not want to jeopardize his chances again--especially given the possibility that the company might not find out. At the same time, Charlie could see that he put the headhunter in an potentially uncomfortable position by not revealing this fact in their initial conversation. After all, if the company finds out and eliminates Charlie from consideration, the hiring managers could be upset with the headhunter for not knowing or alerting them to the issue. That might, in turn, jeopardize the headhunter's relationship with the company. It would also jeopardize all of the rapport and goodwill Charlie had generated with the headhunter.
At this point in the game, Charlie has to make his own decision about how to move forward. Assuming his attorney is correct about the nature of the misdemeanor, Charlie can leave the information off the form without being considered dishonest. If the company finds out anyway and eliminates him as a candidate, there is little he can do to change their decision. All Charlie can control is his ability to maintain presence as he tells his story.
That may not seem like much, but it is.
Presence is everything. If the company confronts Charlie and he appears uncomfortable and hesitant, the company may wonder what else he is hiding. On the other hand, if he maintains his composure, acknowledges the facts, and emphasizes what he learned about himself in the process, he may leave the company with a completely different impression. The company may or may not reconsider, but at least he will have given himself a shot and, most importantly, maintained integrity.
Having worked myself as a retained headhunter, I know just how important it is to have the full story from candidates. No one likes unpleasant surprises. Some headhunters may hear the facts and decide not to work with Charlie. Others may not be concerned. Here again, Charlie cannot predict or control the reactions. He can only present the facts and give people space to make their own decisions. In the interest of building successful long-term relationships, being honest and upfront is always the best way to go.
Wednesday, August 8, 2007
Monday, July 2, 2007
Resume Screening
A hiring manager recently posted the following question in a forum:
Although he received a variety of answers, most were what I would consider distinctly unhelpful. Some focused on the importance of grammar and spelling. Others clearly indicated a bias for or against particular degrees. Still others talked about the importance of meeting minimum requirements. While I agree that intelligence, education, and experience are important, it pains me to see people spend so much energy focusing on what I consider artificial measures of potential.
Do I think spelling and grammar are important? Absolutely. Nothing turns me off more than people who butcher and torture the language. That's one point on which I agree completely with the other people who responded. However, I don't agree that education is a particularly good predictor of success. Nor do I think that a minimum number of years of experience is a meaningful requirement.
I cringe when I see "5-7 years experience required". Anyone with more than a few years in the workforce has worked with people who in 5 years have not accomplished a single thing. As a result, "5 years experience" is what I call a meaningless quantifier. Instead, you have to ask yourself, "What does the company expect me to have accomplished or been exposed to during those five years?" If you can answer that question, you'll be in a much better position.
Now that I've talked about what isn't necessarily important, let me say a few words about what IS important. To answer the original question about resume screening, it is important to take a step back and consider what makes a person successful in any given job. In other words, what separates top performers from capable employees with a been-there, done-that attitude?
Three important qualities: Passion, Initiative, and Resourcefulness.
There are other qualities, depending on the job/industry, but these are my top three because they are relevant to a wide range of positions.
Smart companies look for these specifically because they know people cannot be trained in any of these areas. They either have it or they don't. Unfortunately, these qualities almost never show up in the resume simply because of the ineffective, cookie-cutter approach most people take to resume-writing. Of course, it is also worth noting that these are difficult (although not impossible) to communicate in that medium.
To make matters worse, many people who have all three qualities camouflage them behind a completely ineffective presentation. There are a variety of reasons for this, but the short version of the story is that people don't know the difference between bragging and healthy self-promotion. As a result, they either take their accomplishments for granted or hope they will somehow come out in the interview--an interview that, in all likelihood, will never happen because the resume didn't do its job.
These are just a few of the reasons I encourage people to write cover letters that communicate passion as well as relevant accomplishments. A hiring manager has to be left thinking: "Wow! If this person can do that for those companies, just think what he or she could do for me." Anyone who has ever screened resumes can appreciate just how rarely they are left with this impression--or anything even close.
"When you are reviewing a resume for a job - what are the critical assessment factors for making a good match (between the candidate and the position) and not bypassing someone who is qualified?"
Although he received a variety of answers, most were what I would consider distinctly unhelpful. Some focused on the importance of grammar and spelling. Others clearly indicated a bias for or against particular degrees. Still others talked about the importance of meeting minimum requirements. While I agree that intelligence, education, and experience are important, it pains me to see people spend so much energy focusing on what I consider artificial measures of potential.
Do I think spelling and grammar are important? Absolutely. Nothing turns me off more than people who butcher and torture the language. That's one point on which I agree completely with the other people who responded. However, I don't agree that education is a particularly good predictor of success. Nor do I think that a minimum number of years of experience is a meaningful requirement.
I cringe when I see "5-7 years experience required". Anyone with more than a few years in the workforce has worked with people who in 5 years have not accomplished a single thing. As a result, "5 years experience" is what I call a meaningless quantifier. Instead, you have to ask yourself, "What does the company expect me to have accomplished or been exposed to during those five years?" If you can answer that question, you'll be in a much better position.
Now that I've talked about what isn't necessarily important, let me say a few words about what IS important. To answer the original question about resume screening, it is important to take a step back and consider what makes a person successful in any given job. In other words, what separates top performers from capable employees with a been-there, done-that attitude?
Three important qualities: Passion, Initiative, and Resourcefulness.
There are other qualities, depending on the job/industry, but these are my top three because they are relevant to a wide range of positions.
Smart companies look for these specifically because they know people cannot be trained in any of these areas. They either have it or they don't. Unfortunately, these qualities almost never show up in the resume simply because of the ineffective, cookie-cutter approach most people take to resume-writing. Of course, it is also worth noting that these are difficult (although not impossible) to communicate in that medium.
To make matters worse, many people who have all three qualities camouflage them behind a completely ineffective presentation. There are a variety of reasons for this, but the short version of the story is that people don't know the difference between bragging and healthy self-promotion. As a result, they either take their accomplishments for granted or hope they will somehow come out in the interview--an interview that, in all likelihood, will never happen because the resume didn't do its job.
These are just a few of the reasons I encourage people to write cover letters that communicate passion as well as relevant accomplishments. A hiring manager has to be left thinking: "Wow! If this person can do that for those companies, just think what he or she could do for me." Anyone who has ever screened resumes can appreciate just how rarely they are left with this impression--or anything even close.
Thursday, June 14, 2007
Into the Gap
According to the U.S. Department of Labor, health care and technology jobs are poised to soar between 2000 and 2010—despite a jobless recovery that lasted well into 2004.
Fastest-Growing Occupations
Total number of new jobs from 2000 to 2010
Occupations - Net increase - % Chg.
1. Computer software engineers, applications - 380,000 - 100%
2. Computer support specialist - 490,000 - 97%
3. Software engineers, systems software - 284,000 - 90%
4. Network and computer systems administrators - 185,000 - 82%
5. Network systems and data comm. analysts - 92,000 - 77%
6. Desktop publishers - 25,000 - 67%
7. Database administrators - 70,000 - 66%
8. Personal home care aides - 258,000 - 62%
9. Computer systems analysts - 258,000 - 60%
10. Medical assistants - 185,000 - 57%
11. Social and human service assistants - 147,000 - 54%
12. Physicians assistants - 31,000 - 53%
13. Medical records and health info techs - 66,000 - 49%
14. Computer and information systems managers - 150,000 - 48%
15. Home health aides - 292,000 - 47%
Source: Bureau of Labor Statistics
The job categories with the largest net increases and decreases from 2000 – 2010 are listed below:
1. Food preparation, and servers, including fast food: 673,000
2. Customer-service representatives: 631,000
3. Registered nurses: 561,000
4. Retail salespeople: 510,000
5. Computer-support specialists: 490,000
6. Cashiers (except gaming) 474,000
7. Office clerks, general 430,000
8. Security guards: 391,000
9. Computer-software engineers, applications: 380,000
10. Waiters and waitresses: 364,000
11. General and operations managers: 363,000
12. Truck drivers, heavy and tractor trailer: 346,000
13. Nursing aides, orderlies and attendants: 323,000
14. Janitors and cleaners: 317,000
15. Postsecondary teachers: 315,000
A few of the categories above warrant a little more explanation:
Food service workers: According to the National Restaurant Association’s own projections for the same period, the figure is more than double this estimate.
Customer-service representatives: Even as help-desk and other customer service jobs move overseas, the growth in Internet commerce is expected to yield a net increase in this category.
Registered nurses: The need for nurses, the largest group within the health care industry, will continue to expand as the baby-boomer population ages.
Retail salespeople: As it stands, retail sales is the largest single occupation with over 4 million workers. This is significant because 510,000 new jobs in this sector represents an increase of more than 10%.
Computer-support specialists: For the foreseeable future, computers and technology will continue to play an important role in our culture. At the same time, there will remain a strong need for people who can provide service and support. Some of this can be accomplished with tech support people overseas, but it’s unlikely that face-to-face support will be completely eliminated.
Security guards: Not surprisingly, the need for security guards—especially in office buildings and other likely terror targets—will continue to increase. However, most of these positions offer low pay and little opportunity for advancement.
Computer-software engineers, applications: As new software is developed and current programs are updated, the need for computer-software engineers is expected to remain relatively strong—especially as the 68 million baby boomers head toward retirement.
According to the U.S. Department of Labor, the following jobs categories are expected to experience to most significant losses between 2000 and 2010:
Farmers and ranchers: (328,000)
Order clerks: (71,000)
Tellers: (59,000)
Insurance-claim and –policy processing clerks: (58,000)
Word processors and typists: (57,000)
Sewing-machine operators: (51,000)
Dishwashers: (42,000)
Switchboard operators, including answering services: (41,000)
Loan interviewers and clerks: (38,000)
Computer operators: (33,000)
Source: Bureau of Labor Statistics[1]
It is worth noting that the projections above are consistent with former secretary of labor Robert Reich’s observation that order entry, claims processing and other routine tasks will, over time, either be automated or outsourced.
What The Labor Market Situation Means For You
Given the situation described above, the question is not “If,” or even “When,” but “What does this labor shortage mean for me and what can I do about it?”
After years of rapid growth in the labor force and endless corporate restructuring and downsizing, the laws of supply and demand will tilt decisively in favor of the individual. With this shift come opportunities and hazards. For the careful strategic planners, opportunities for professional development and financial reward will be plentiful. In contrast, the not-so-careful may find themselves sacrificing their personal lives to compensate for the lack of adequate labor.
Unlike the current labor market that has left countless unemployed workers wondering whether they’ll ever find another job, the upcoming labor shortage will exact a toll of a different sort. Not unlike the workers who survived corporate downsizing, people who find themselves at a company with too few employees are, if they aren’t careful, likely to inherit a workload that would previously have been handled by more than one person.
In late 2003, as the U.S. eased out of the recession, but before hiring picked up, an estimated 9 million people were unemployed. At that point, a survey by Monster.com indicated that 71% of workers spent more than 40 hours a week on the job. Not surprisingly, 57% of respondents described themselves as overworked.[2] As the labor market tightens, these numbers are likely to increase significantly.
The flip side of these potential pitfalls is opportunity. With the laws of supply and demand favoring the individual, you will have the power to shape your career and play an active role in creating opportunities for professional development.
[1] BLS Chart: Time Magazine, November 24,2003.
[2] “Now Hiring!” by Lisa Takeuchi Cullen. (Time Magazine, Nov. 23, 2003)
Fastest-Growing Occupations
Total number of new jobs from 2000 to 2010
Occupations - Net increase - % Chg.
1. Computer software engineers, applications - 380,000 - 100%
2. Computer support specialist - 490,000 - 97%
3. Software engineers, systems software - 284,000 - 90%
4. Network and computer systems administrators - 185,000 - 82%
5. Network systems and data comm. analysts - 92,000 - 77%
6. Desktop publishers - 25,000 - 67%
7. Database administrators - 70,000 - 66%
8. Personal home care aides - 258,000 - 62%
9. Computer systems analysts - 258,000 - 60%
10. Medical assistants - 185,000 - 57%
11. Social and human service assistants - 147,000 - 54%
12. Physicians assistants - 31,000 - 53%
13. Medical records and health info techs - 66,000 - 49%
14. Computer and information systems managers - 150,000 - 48%
15. Home health aides - 292,000 - 47%
Source: Bureau of Labor Statistics
The job categories with the largest net increases and decreases from 2000 – 2010 are listed below:
1. Food preparation, and servers, including fast food: 673,000
2. Customer-service representatives: 631,000
3. Registered nurses: 561,000
4. Retail salespeople: 510,000
5. Computer-support specialists: 490,000
6. Cashiers (except gaming) 474,000
7. Office clerks, general 430,000
8. Security guards: 391,000
9. Computer-software engineers, applications: 380,000
10. Waiters and waitresses: 364,000
11. General and operations managers: 363,000
12. Truck drivers, heavy and tractor trailer: 346,000
13. Nursing aides, orderlies and attendants: 323,000
14. Janitors and cleaners: 317,000
15. Postsecondary teachers: 315,000
A few of the categories above warrant a little more explanation:
Food service workers: According to the National Restaurant Association’s own projections for the same period, the figure is more than double this estimate.
Customer-service representatives: Even as help-desk and other customer service jobs move overseas, the growth in Internet commerce is expected to yield a net increase in this category.
Registered nurses: The need for nurses, the largest group within the health care industry, will continue to expand as the baby-boomer population ages.
Retail salespeople: As it stands, retail sales is the largest single occupation with over 4 million workers. This is significant because 510,000 new jobs in this sector represents an increase of more than 10%.
Computer-support specialists: For the foreseeable future, computers and technology will continue to play an important role in our culture. At the same time, there will remain a strong need for people who can provide service and support. Some of this can be accomplished with tech support people overseas, but it’s unlikely that face-to-face support will be completely eliminated.
Security guards: Not surprisingly, the need for security guards—especially in office buildings and other likely terror targets—will continue to increase. However, most of these positions offer low pay and little opportunity for advancement.
Computer-software engineers, applications: As new software is developed and current programs are updated, the need for computer-software engineers is expected to remain relatively strong—especially as the 68 million baby boomers head toward retirement.
According to the U.S. Department of Labor, the following jobs categories are expected to experience to most significant losses between 2000 and 2010:
Farmers and ranchers: (328,000)
Order clerks: (71,000)
Tellers: (59,000)
Insurance-claim and –policy processing clerks: (58,000)
Word processors and typists: (57,000)
Sewing-machine operators: (51,000)
Dishwashers: (42,000)
Switchboard operators, including answering services: (41,000)
Loan interviewers and clerks: (38,000)
Computer operators: (33,000)
Source: Bureau of Labor Statistics[1]
It is worth noting that the projections above are consistent with former secretary of labor Robert Reich’s observation that order entry, claims processing and other routine tasks will, over time, either be automated or outsourced.
What The Labor Market Situation Means For You
Given the situation described above, the question is not “If,” or even “When,” but “What does this labor shortage mean for me and what can I do about it?”
After years of rapid growth in the labor force and endless corporate restructuring and downsizing, the laws of supply and demand will tilt decisively in favor of the individual. With this shift come opportunities and hazards. For the careful strategic planners, opportunities for professional development and financial reward will be plentiful. In contrast, the not-so-careful may find themselves sacrificing their personal lives to compensate for the lack of adequate labor.
Unlike the current labor market that has left countless unemployed workers wondering whether they’ll ever find another job, the upcoming labor shortage will exact a toll of a different sort. Not unlike the workers who survived corporate downsizing, people who find themselves at a company with too few employees are, if they aren’t careful, likely to inherit a workload that would previously have been handled by more than one person.
In late 2003, as the U.S. eased out of the recession, but before hiring picked up, an estimated 9 million people were unemployed. At that point, a survey by Monster.com indicated that 71% of workers spent more than 40 hours a week on the job. Not surprisingly, 57% of respondents described themselves as overworked.[2] As the labor market tightens, these numbers are likely to increase significantly.
The flip side of these potential pitfalls is opportunity. With the laws of supply and demand favoring the individual, you will have the power to shape your career and play an active role in creating opportunities for professional development.
[1] BLS Chart: Time Magazine, November 24,2003.
[2] “Now Hiring!” by Lisa Takeuchi Cullen. (Time Magazine, Nov. 23, 2003)
Thursday, May 24, 2007
Becoming a Good Story-Teller
In a very real sense, the single best way to advance in your career is to be a good story-teller. That probably sounds strange, so let me explain what I mean. I’m not saying you should become one of those people who can manipulate the facts and talk their way in and out of situations with no regard for anyone other than themselves. We have enough people like that in the world already.
Instead, I’m suggesting you become a good story-teller by truly appreciating what you have to offer, understanding how it relates to what people need, and finding the most effective way to communicate your potential to succeed. That is not nearly as easy as it might sound.
I’ve been working with job hunters for more than 15 years. In that time, I have yet to meet anyone who can, within the first 45 minutes, clearly articulate their most compelling accomplishment as it relates to why a potential employer might hire them. This is a HUGE problem when you consider that most interviews are only about 45 minutes long. The reason most people don’t communicate their accomplishments effectively is usually pretty simple: they have no idea what they are. People might think they know—and they might be far more insightful than most—but they still miss an unbelievable number of opportunities to share their true capabilities. In other words, they aren’t good story-tellers. Why? Because they don’t know the whole story.
What it Means to Be a Good Story-Teller
To be a good story-teller, you must first be a great marketer. For those of you who are more logical and process-oriented by nature, this undoubtedly sounds like bad news. The truth is, logical, left-brained, analytical, and process-oriented thinking may be what makes you successful in your job, but it isn’t what you need in the job market. If you aren’t careful, your most valuable professional asset—the way you think—could easily become your greatest liability.
Remember, the job market is just that—a market. Like any market, if you choose to participate, you have to think like a marketer. That means right-brained, creative, marketing-oriented thinking. If you are a hard-core IT or financial person and this isn’t how you think, don’t worry. You are not alone. We’ll explore a few options that may help you think more creatively about your experiences, but don’t be embarrassed if you struggle with the concepts. Just find a coach who can help.
A Quick Lesson in Marketing
Job hunters in general—and left-brained types in particular—miss most of the opportunities to leverage their experiences because they don’t understand the difference between an attribute and a benefit. Even high-profile marketers aren’t always clear on the concept as the example below illustrates.
For years, Castrol Motor Oil has been running commercials focusing on the product’s ability to prevent “engine viscosity and thermal breakdown.” Unless you are a mechanic, that probably doesn’t mean anything to you. This is a great example of a company selling an ATTRIBUTE rather than a benefit.
For people at Castrol, the thinking stopped at what the product does. A benefit, in contrast, takes into consideration what the product does FOR YOU, the consumer. Otherwise, it’s meaningless. If you don’t know what “engine viscosity” or “thermal breakdown” is, I’d be willing to bet you aren’t waking up in the middle of the night in a cold sweat thinking, “Oh no. . . it’s happening. Thermal breakdown. Engine viscosity. I’ve got to do something about my car!” It’s certainly not keeping me up at night.
Instead, let’s look at the BENEFITS. For the purposes of this example, let’s assume that by using Castrol Motor Oil you’d lower automobile repair expenses by $400 per year and your cars would last, on average, five years longer. If true, that would be the BENEFIT of using Castrol. It might even convince you to use the product.
Now, apply this thinking to the pictures and stories you create as part of your own marketing communication. Your ability to use Java or C++ and your proficiency with Oracle databases are ATTRIBUTES. People who possess the same basic skills are EVERYWHERE. That’s not why people are going to hire you. True, companies are looking to hire people with those skills, but there’s more. Much more. What really matters is what you have done with those skills. That’s where you’ll find the BENEFIT!
Instead, I’m suggesting you become a good story-teller by truly appreciating what you have to offer, understanding how it relates to what people need, and finding the most effective way to communicate your potential to succeed. That is not nearly as easy as it might sound.
I’ve been working with job hunters for more than 15 years. In that time, I have yet to meet anyone who can, within the first 45 minutes, clearly articulate their most compelling accomplishment as it relates to why a potential employer might hire them. This is a HUGE problem when you consider that most interviews are only about 45 minutes long. The reason most people don’t communicate their accomplishments effectively is usually pretty simple: they have no idea what they are. People might think they know—and they might be far more insightful than most—but they still miss an unbelievable number of opportunities to share their true capabilities. In other words, they aren’t good story-tellers. Why? Because they don’t know the whole story.
What it Means to Be a Good Story-Teller
To be a good story-teller, you must first be a great marketer. For those of you who are more logical and process-oriented by nature, this undoubtedly sounds like bad news. The truth is, logical, left-brained, analytical, and process-oriented thinking may be what makes you successful in your job, but it isn’t what you need in the job market. If you aren’t careful, your most valuable professional asset—the way you think—could easily become your greatest liability.
Remember, the job market is just that—a market. Like any market, if you choose to participate, you have to think like a marketer. That means right-brained, creative, marketing-oriented thinking. If you are a hard-core IT or financial person and this isn’t how you think, don’t worry. You are not alone. We’ll explore a few options that may help you think more creatively about your experiences, but don’t be embarrassed if you struggle with the concepts. Just find a coach who can help.
A Quick Lesson in Marketing
Job hunters in general—and left-brained types in particular—miss most of the opportunities to leverage their experiences because they don’t understand the difference between an attribute and a benefit. Even high-profile marketers aren’t always clear on the concept as the example below illustrates.
For years, Castrol Motor Oil has been running commercials focusing on the product’s ability to prevent “engine viscosity and thermal breakdown.” Unless you are a mechanic, that probably doesn’t mean anything to you. This is a great example of a company selling an ATTRIBUTE rather than a benefit.
For people at Castrol, the thinking stopped at what the product does. A benefit, in contrast, takes into consideration what the product does FOR YOU, the consumer. Otherwise, it’s meaningless. If you don’t know what “engine viscosity” or “thermal breakdown” is, I’d be willing to bet you aren’t waking up in the middle of the night in a cold sweat thinking, “Oh no. . . it’s happening. Thermal breakdown. Engine viscosity. I’ve got to do something about my car!” It’s certainly not keeping me up at night.
Instead, let’s look at the BENEFITS. For the purposes of this example, let’s assume that by using Castrol Motor Oil you’d lower automobile repair expenses by $400 per year and your cars would last, on average, five years longer. If true, that would be the BENEFIT of using Castrol. It might even convince you to use the product.
Now, apply this thinking to the pictures and stories you create as part of your own marketing communication. Your ability to use Java or C++ and your proficiency with Oracle databases are ATTRIBUTES. People who possess the same basic skills are EVERYWHERE. That’s not why people are going to hire you. True, companies are looking to hire people with those skills, but there’s more. Much more. What really matters is what you have done with those skills. That’s where you’ll find the BENEFIT!
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