Subscribe
The insider's edge on job search & hiring™

Yearly archive for 2015

How to work with headhunters

In the December 22, 2015 Ask The Headhunter Newsletter, we talk about how to work with headhunters.

Is it good to work with many headhunters? That’s a question I am asked a lot. You might be surprised at my answer — and at the risks you face if you don’t know what you’re doing. These two Q&As are from “Section 2: Working With Headhunters to Get Ahead” of the best-selling How To Work With Headhunters… and how to make headhunters work for you, pp. 52-53.

christmas-treeQuestion

How many headhunters should I work with at a time? And how do you gauge when it’s time to increase your exposure to more of them?

Nick’s Reply

Don’t confuse real headhunters with people who solicit your resume blindly. These might include employment agencies, job shops and HR recruiters who work within corporations. (See They’re not headhunters.)

Many of these not-headhunters may approach you. Giving them your resume indiscriminately is like giving your credit card number to every telemarketer who calls. You won’t like having lots of recruiters working with you, especially if two or more of them give your resume to the same company.

Don’t let a headhunter’s conflict of interest cost you a job

If, somehow, multiple headhunters approach you at the same time, then you need to know just one thing: Do they each represent a different company?

If yes, then you’d be looking at different job opportunities and it’s fine to work with all of them at once. There should be no overlap in their assignments and no conflict for you.

If there is an overlap, then one company is unwisely using multiple contingency headhunters to fill the same position. (To learn more about contingency headhunters, see How should headhunters fit into your job search?) The company is putting its headhunters into competition with one another. That’s like assigning two sales reps to sell to the same prospect — the company reveals poor judgment and sloppy hiring practices.

Even so, you can still entertain an opportunity, but you would be wise to let just one headhunter present you to the company. Otherwise, you will likely be rejected out of hand because the company could wind up in the middle of a fee fight.

Who would be due the fee if you were hired? If the company interviews you via two headhunters — even if it’s for two completely different jobs — and then hires you, it could owe the fee twice. Don’t get in the middle of it. Work with only one headhunter at a time with respect to a particular employer.

Know what you’re doing

So the answer to your question has two parts. First, understand that if a lot of “headhunters” are soliciting you, it’s probably not wise to work with them because they have not carefully selected you. They are merely interested in blasting your resume around, hoping for a hit. Second, if two or more headhunters contact you about different jobs at different companies, it’s fine to work with all of them — as long as you are sure they are not going to run into one another. This is why it’s so important to control your resume. You must insist that each headhunter take no action on opportunities other than those you discuss specifically.

Question

Is there a way to get multiple headhunters to call on me about legitimate job opportunities?

Nick’s Reply

There are indeed ways to get on the radar to attract multiple good headhunters who want to talk with you about multiple unrelated jobs at different companies. If you want to be visible to good headhunters and lure their calls, then you must use bait. This isn’t easy and it’s not for everyone. (Headhunters don’t want everyone.)

Good bait includes:

  • Writing industry articles in respected publications. Headhunters read these to identify the opinion-makers in an industry.
  • Getting noticed in the professional industry press. The only thing better than writing articles is articles written about you. Headhunters notice.
  • Speaking at a conference or industry event. Headhunters sometimes start searches by turning to prominent sources, and that includes prominent events.
  • Being the subject of respectful discussion among notable members of your profession. Headhunters tap into such dialogues in person, online and via e-mail. Professionals tend to talk about the people they respect. That’s who headhunters want.

The quality of the venue matters a lot. For example, just because you blog or someone blogged about you doesn’t mean headhunters will find you. The venue might be big or niche, but its reputation must be solid.

Get the idea? You need to get yourself out there. That’s how headhunters find you. (See Good Headhunters: They search for living resumes.) And that’s the crux of the Ask The Headhunter approach to job hunting.

Don’t appear desperate

Most people who want headhunters’ attention take the heavily advertised path, which usually leads nowhere. They promote themselves brazenly. They send their resumes to lots of headhunters using one of the many “headhunter directories” published in paper format or online. I think you’d be wasting your time.

The odds that a headhunter is going to place you are small. If it makes you feel good to flood the headhunting industry with your resume, that’s up to you. My concern is that you will lull yourself into thinking you are conducting a job search when all you’re doing is throwing darts at a wall. And you will make yourself seem desperate for attention. Good headhunters don’t pursue desperate people.


I hope you enjoyed this excerpt from How To Work With Headhunters… and how to make headhunters work for you!

Want more?

Don’t miss these 62 in-your-face questions answered in a 130-page guide that reads like a series of conversations over a cup of coffee with the headhunter who put the profit equation back into job hunting and hiring. Includes:

  • Why don’t headhunters return my calls?
  • What’s the secret to getting on a headhunter’s list?
  • How can I become the headhunter’s #1 candidate?
  • How can I find a good headhunter?
  • And much, much more!

Pay less!

Save 30% when you order now! Discount code HEAD30. If you order the 2-Book Bundle (with How Can I Change Careers?) use discount code BUNDLE30. Limited time offer.


caneWhat are your rules for working with headhunters? Have you been burned?

A very Merry Christmas, Happy New Year, Happy Hanukkah to you and yours — and anything else you celebrate!

: :

Ask this question before you agree to an interview

In the December 15, 2015 Ask The Headhunter Newsletter, a reader complains that employers hide the money.

Question

On an almost weekly basis, headhunters ping me about technical jobs they want to fill, but they won’t tell me what a job will pay. Then we get down to the brass tacks, and rarely do any of these corporations want to pay what I know I’m worth for what I bring to the table.

lips-sealedMy skill set wasn’t developed by being average, and I will not accept anything average. I make my employer lots of money. I impact the bottom line and that will cost you.

It’s interesting to watch companies lose money because they employed campers instead of climbers. I’m willing to do the job for those employers, but when I tell them they need to pay me $25k more than they’re paying the campers, they squeal. Meanwhile, millions are being lost right in front of their eyes. Yet they expect me to interview without disclosing what a job will pay. Their lips are sealed until after the interviewing is done. What’s up with that?

Nick’s Reply

It’s pretty astonishing how many consumers and employers are tire-kickers. They won’t spend what’s necessary on the product, service, or hire that they want. But they will keep looking, usually until they find a less costly solution — and by that time, they convince themselves it’s sufficient.

Employers view new hires as an expense, not an investment. An expense costs you. (See Stand Out: How to be the profitable hire.) A good investment generates a good return. It seems few employers look for returns — they’re just trying to fill jobs with bodies (that don’t cost much). Then they wonder why their business is mediocre if not failing.

I think the prudent approach is to have a simple protocol for limiting the time you spend with headhunters. In my opinion, it has to involve an up-front discussion about salary range. (See Only naive wusses are afraid to bring up money.) Many people think it’s too forward or inappropriate to ask what the salary is — and employers love that.

It’s the old foot-in-the-door sales approach. The more time and effort employers can get you to spend talking to them, the more chance you’ll compromise on the money later on, to justify all the time you spent.

I say bunk to that. We all know money is the first bridge, so cross it immediately. Don’t let it seem complicated. When an employer or headhunter solicits you for a job, here’s how to proceed. Always ask this question before you agree to do an interview:

How to Say It
“So, what’s the pay like?”

Yes, that’s all it takes: an off-handed, casual, natural, obvious question. (That tip is part of “The Pool-Man Strategy: How to ask for more money,” in Fearless Job Hunting, Book 7: Win The Salary Games, pp. 13-15.)


BIG-FJH-PKGGot a job-hunting friend who’s terrified of job hunting? Fearless Job Hunting: The Complete Collection makes a great gift! Order now and save 30%! Use discount code XMAS and save 30% at checkout! (This limited offer applies only to Fearless Job Hunting: The Complete Collection.)


Would you take a nice-looking bottle of wine to the checkout counter at a liquor store if it doesn’t have a price tag on it? Of course not. So, why would you agree to spend hours talking about a job whose salary range you don’t know? You might have to put that job back on the shelf, after you’ve wasted precious time and energy.

When an employer declines to disclose the salary range for a job, it’s time to end the discussion. Don’t be afraid to ask the salary before you agree to interview. (Of course, you should keep your own salary under wraps!)

You have no idea what the job pays? Then why are you interviewing for it? What’s the big secret?? How do you handle situations where an employer refuses to tell you what the salary is for a job?

: :

References: How employers bungle a competitive edge

In the December 8, 2015 Ask The Headhunter Newsletter, a reader gets down on reference checking.

Question

I’ve come to the conclusion that asking for references is about the dumbest thing a company can do in the hiring process. First, I believe that any prior employer is only obligated to give the dates you worked and at what salary. They don’t like to give any qualitative assessment because there are potential liability issues involved. Second, who is going to give a personal reference that would not describe you in laudatory terms? I think references are just another personnel department make-work project! What do you think?

referencesNick’s Reply

One of the very best ways to size up a job candidate is to consider the opinions of her professional community. Employers who ignore peer review take unnecessary risks when hiring. But that’s where today’s reference-checking practices have led us.

Incompetent reference checking

Asking for references seems dumb because it has been made trivial; so trivial that companies routinely outsource reference checks rather than do it themselves. (See Automated Reference Checks: You should be very worried.) They’re going to judge you based on a routine set of questions that someone else asks a bunch of people on a list. How ludicrous is that?

Employers have bought into the idea that a reference check is like a credit check, but it’s not. A credit check digs up objective information: numbers, loan payment dates, defaults.

A reference check is largely subjective. The source of information isn’t a bricks-and-mortar bank that’s required to divulge facts about your accounts. A reference source is a mushy human being who may be in a good mood or a bad mood; who may know you well, or not. The reference checker must know the context — the industry, the profession, the work, the community — or he can’t possibly understand what to ask or what the comments really mean. This is why most reference checks are simply incompetent, if not dangerous.

reference-checkerThe “reference and investigations” industry may be able to turn up criminal records and such, but you can’t tell me that a researcher is going to elicit a subtle judgment of a job candidate by calling a name on a list. Worse, if the information that’s collected is erroneous, why would such a reference checker care? He’s not accountable to anyone. The employer that buys it doesn’t care and isn’t going to ask you to explain. To borrow a phrase, outsourcing reference checks is like washing your hands with rubber gloves on. If you’re going to feel anything, you must get your hands dirty!

Real reference checking

There is no finesse in reference checking any more — not for most employers. A real reference check is done quietly and responsibly, by talking to sources that a manager tracks down on her own by using her network of professional contacts. These are candid references; comments made off the record within a trusted professional relationship. That’s where you’ll find the true measure of a candidate.

Did I just break five laws? That’s only because the skeevy industry that has grown around reference investigations requires regulation. It’s because employers are no longer good at teasing apart credible references from spiteful or sugar-coated ones. They want to put the legal liability for making judgments of character and reputation on someone else.

There’s a better way to do it, and it’s time-honored among honorable businesspeople. The person doing the reference checking must be savvy and responsible. She must know what she’s doing. A greenhorn human resources clerk is out. In fact, the only person who should be doing such a check is the hiring manager. The most candid discussions will take place between managers who know their industry, their professional community, and the issues in their business. Where a manager might not open up to an “investigator,” she’s likely to share information with a peer. Credible, useful information comes from credible, trustworthy sources. You can’t buy it.

If it’s true that hiring the best people matters, then real reference checks give an employer a very powerful competitive edge. Outsource reference checks, or do them ineptly, and you’ve bungled your company’s future.

Reference checking is a community event

The reason — other than legal — that companies don’t do effective checks is that human resources (HR) departments simply don’t have the kinds of contacts in the professional community that could yield legitimate, credible references. And that brings into question HR’s entire role in the recruitment, selection and hiring process. If you don’t have good enough connections in the professional community to do that kind of reference check, how could you possibly recruit from that community? Both tasks require the exact same kind of contacts and relationships. It’s all about the employer’s network.

accountableJob hunters correctly worry that bad references might cost them a job. That’s a real problem. The question is, is the bad reference justified? If it is, then perhaps it should cost you a job. Don’t shoot the messenger. Take a good look at yourself, and recognize that the truth has consequences in your social and professional community. (But all is not lost. See How can you fight bad references?)

It should not be illegal to rely on credible opinions about you. By the same token, managers must be attuned to vengeful references, and take appropriate measures to verify them. But regulating candor is no solution. When we count on the law to protect us from all information, we must expect to get hurt by a lack of good information.

If I were to check your references, I’d get good, solid information about you. And I might not ever call anyone on the list you gave me. I’ll use my contacts to triangulate on your reputation. (You might be surprised at who I talk to. See The Ministry of Reference Checks.) Will someone try to torpedo you? Possibly, but it’s quite rare. More likely, I’ll turn something up that makes me want to get to know you better; to assess you more carefully.

The trouble is, good reference checks are rarely done. Hence, most reference information is pure garbage, as you suggest. And this hurts good workers just as it hurts good employers. In the end, all we have to go on is the opinion of our professional community. Stifle it, and the community suffers the consequences.


References are your competitive edge

References are such an important tool to help you land a job that I can’t emphasize enough that you must plan, prepare and use references to give you an edge. In Fearless Job Hunting, Book 3: Get In The Door (way ahead of your competition) I discuss just how strategic references are.

First, learn how to launch a reference:

“The best… reference is when a reputable person in your field refers you to an employer. In other words, the referrer ‘sends you’… to his peer and suggests she hire you.” (pp. 23-24)

Second, use preemptive references:

A “preemptive reference is one who, when the employer is ready to talk to references, calls the employer before being called. Such a call packs a powerful punch. It tells the employer that the reference isn’t just positive, it’s enthusiastic.” (p. 24)


The truth matters. Legislating against the opinions of others about us is, well, stupid. Far better to manage those opinions and to be responsible about them. If you’re a manager, it’s also far better to take responsibility and check applicants’ references yourself. Don’t let HR do it. What do references really mean?

: :

You’re The Headhunter!

In the December 1, 2015 Ask The Headhunter Newsletter, you are in control!

Step right up…

Every week, I answer your questions in the Ask The Headhunter e-mail newsletter, and then we adjourn here, where we discuss and hash out the issues and options behind the Q&A. I like to tell people that the advice, comments and insights you share on the blog are just as much a part of Ask The Headhunter as anything I write.

got-adviceThis week I want to try something different. Rather than me answering questions, I’d like to invite you to be The Headhunter — I’d like you to deliver the advice!

Please read the three short questions below, submitted by other readers, and put yourself in my shoes. What advice would you give these folks? What issues and options would you suggest these troubled readers focus on to solve their problems?

Then I’ll put myself in your shoes and add my comments, and we can all chew on it together. Maybe this will turn into a new feature — and we’ll be able to cover many more Q&As each week! (You should see the backlog in my e-mail folder!)

I’ve seeded each Q&A with some relevant resources to help you get started, but I’m counting on you to provide the real advice!

When you post your advice below, please indicate which question you’re responding to — A, B or C. Feel free to answer more than one! Please include links to any favorite Ask The Headhunter resources you think are relevant!


Question A

I sent my resume and cover letter in response to a job ad. The company says they’re interested, yet of course I have to fill out an online application. Does anyone really think I know the day I graduated school or left a job 20 years ago? Or my starting and ending salary? Worse yet — they want my GPA and my SAT score?

I put one trillion for the SAT score since it had to have a number. Of course, they also wanted a specific salary — not even a range. I left out my Social Security Number and I don’t care if it loses me the job — I am not throwing that information all over the Internet to every company that’s hiring for a job!

Is there any way around this when you can’t proceed without providing all this insane amount of detail?

What’s your reply?

You’re The Headhunter this week. Please post your advice to Question A!

Some References: Those pesky job application forms, Wanted: HR exec with the guts to not ask for your SSN.

 


Question B

My daughter was offered a job. Had to be drug tested. On the weekend she received an e-mail instructing her to report to orientation. She gave notice at her old job. Then she called with a question about where to report, and was told they didn’t mean to send her the notice of orientation because she flunked the drug test. Now she is going to be out of her old job without a new one. What can she do? She quit, thinking everything was okay.

What’s your reply?

Be The Headhunter this week. Please post your advice to Question B!

Reference: Pop Quiz: Can an employer take back a job offer?

 


Question C

I passed a phone interview and now I’m invited to “meet the team” at an upcoming technical conference. They haven’t offered to pay the registration fee and I, being unemployed, can’t afford it. I believe they are well-meaning but insensitive. I don’t want to embarrass myself by telling them my problem. How best to finesse this?

What’s your reply?

You’re The Headhunter this week. Please add your reply to Question C!

Reference: Why employers should pay to interview you.

 


This week, you’re The Headhunter! I hope you’ll take over and respond to the three questions above. (This is not a test! You’re hired to come back next week whether you participate or not! No SSN or salary history required!)

: :

The Training Gap: How employers lose their competitive edge

In the November 24, 2015 Ask The Headhunter Newsletter, a reader questions the lunacy of the training gap.

Question

I am responding to your question asking whether or not we, your readers, agree with employers that there is a “skills gap.” I am not sure I can really answer your question, though I will tell you that I have my doubts that there is a skills gap.

I think what there may be is a training gap.

What I can tell you is this. Back in 1986 I was hired by an insurance company as a computer programmer after having completed four years of college (linguistics major), followed by a six-month program in data processing. While I did have training going into the job, the company provided me and my co-workers with a lot of on-the-job training. They had an education department, and we all went through hours, and hours, and hours of paid on-the-job training in computer programming.

My understanding about the reason the company did this was because they wanted to train us to do things the way loser2they wanted them done.

My question to you is, do you find that kind of thing to be true anymore? Are companies willing to invest in training their employees after they have been hired? Or are companies no longer willing to do that?

Nick’s Reply

You’re hitting on one of the key issues behind the so-called “talent and skills shortage.” Who is actually responsible for brewing talent and skills? Job seekers? Schools? Employers themselves?

It seems clear in today’s economy that most employers believe they should be able to acquire skills ready-made. Despite the fact that the nature of a job depends a lot on a particular company’s business — jobs are not one-size-fits-all-companies, after all — businesses expect that the exact constellation of skills they need is going to walk in the door just because they advertised for it.

The training gap is real

Consider the embarrassing contradiction: Any company will tell you that it is the most competitive one in its industry, that its products are uniquely the best, that what they deliver isn’t available anywhere else.

So, why is it they expect the unique talent they want to hire already exists, as if it comes in a can to be purchased on a job board — or that it already exists at a competing company? They might as well admit that their products are the same as everyone else’s.

If you admit you can get your new hires wholly-made from another employer — your competitor — then you might as well tell your customers to buy what they need there, too. If a company wants the skills and talents it needs to be unique and competitive, it had better take responsibility for creating them.

I don’t believe there’s any talent or skills gap. At least in the United States, talent abounds. There’s arguably more talent on the street, looking for work, than ever in history. But to make a worker an element of its unique, competitive edge, the company must make that worker in its own image. It must cast the worker as unique as its products or services. It takes the same kind of investment to brew talent as to brew a competitive product.

We know for a fact that employers have indeed cut back enormously on training. It’s been confirmed by Wharton researcher Peter Cappelli. He’s shown that, adjusting for time, technology, and other factors, American workers are no less skilled or educated than they’ve ever been. However, employers have all but stopped training employees. Employers own the problem – they created it. (See Employment in America: WTF is going on? and Why Companies Aren’t Getting the Employees They Need.)

Cappelli writes in the Wall Street Journal:

“Unfortunately, American companies don’t seem to do training anymore. Data are hard to come by, but we know that apprenticeship programs have largely disappeared, along with management-training programs. And the amount of training that the average new hire gets in the first year or so could be measured in hours and counted on the fingers of one hand.”

Bye-bye, competitive edge!

Your 1986 story confirms Cappelli’s finding that, not very long ago, employers considered training important. Today, it’s pathetic. It’s embarrassing. It’s shameful. HR departments think they can buy off-the-self workers who don’t need or deserve training or skills development, while their marketing departments claim the company’s products are unique, state-of-the-art and without equal. This training gap is the pinnacle of corporate hypocrisy.

Then there’s the industry that aids and abets it. LinkedIn and other job boards successfully market the fraudulent notion that “we have the perfect candidate in our database – just keep looking!” (See Reductionist Recruiting: A short history of why you can’t get hired — Or, Why LinkedIn gets paid even when jobs don’t get filled.) Employers buy that bunk sandwich in bulk, and stuff it into their recruiting strategies and hiring policies. They behave as if they can hire “just in time” the “perfect candidate” who has been doing the same job for five years already — at a lower salary.

What job seeker wants either of those two “qualities” in a new job?

loserWhen companies fail to educate, train and develop their new hires and existing employees, I think they say goodbye to any competitive edge. Their customers get cookie-cutter products and services. What this state of affairs tells us is that there’s a talent shortage in corporate leadership. (See Talent Shortage, Or Poor Management?)

As long as employers treat people — that “human resource,” that “human asset” — as a fungible commodity or interchangeable parts to be bought and sold as-is, their products and services will be no better than interchangeable parts sold at the lowest possible price.

Take a look at another article by Peter Cappelli, where he slaps management hard upside the head with this apt analogy:

“Imagine a car manufacturer that decided to buy a key engine component for its cars rather than make them. The requirements for that component change every year, and if you can’t get one that fits, the car won’t run. What would we say about that manufacturer if it just assumed the market would deliver the new component with the specifications it needed when it needed it and at the price it needed? It would certainly flunk risk management. Yet that’s what these…companies are doing.”

I think Cappelli answers your question, and I don’t think there’s any debate: Most companies no longer invest in shaping and developing their employees. Their talent-challenged finance executives preach that cost reduction is a better path to profitability than investment. This exacts an enormous price on our economy because it’s relegating those companies to the scrap heap of “me-too enterprises,” and it’s failing our workforce as a whole.

I also think you highlight the solution: “…the reason the company [provided extensive education and development]… was because they wanted to train us to do things the way they wanted them done.” That’s what gave your employer an edge. No investment in training means no edge.

Drive by and keep your edge

My advice: Keep on truckin’ right past employers that provide no education, training or development to new hires and employees. These are companies that don’t invest in their future success — or yours.

Go find their able competitors. There are some good ones out there. They’re not easy to find, just like talent isn’t easy to develop. (That’s why you should pursue the best companies — not jobs.) The mark of a truly competitive product is the unique skills and talents a company developed to produce it.

The next time you interview a company, ask to see their employee training and development plan. If they don’t have a good one, tell them your career plan is to avoid working in a stagnant environment. Flip them a quarter and tell them to call their next candidate, because they probably still have a pay phone in the lunch room.

thanksgivingDoes your employer provide training and development to give you (and itself) a competitive advantage? When you’re job hunting, do you ask about employee education? If you’re an employer, what kind of training to you do?

All the best to you and yours for a Happy Thanksgiving!

: :

Get the manager’s resume before you interview for the job

In the November 17, 2015 Ask The Headhunter Newsletter, a reader wants a resume from the employer.

Question

Don’t you think jobs should have “resumes?” Assuming an interview has been scheduled, should an applicant ask for a formal, printed description of the job to retain and review before a job offer is made, or only after an offer is presented?

submit-resumeHere’s what I’ve never understood. Employers insist on having my resume before an interview. But all the applicant has is a scant job posting, or sometimes only a general verbal description of the job. It seems having a formal, written job description would help the applicant, just like a resume helps an employer. The applicant could look closely at whether there’s a good match.

Should the prospective employer be expected to provide this type of document to the applicant? If it’s not provided, should I just roll the dice?

Nick’s Reply

You’re raising an excellent question. (But I’ve got a bigger question. Read on.) If HR needs to know all about you before an interview, doesn’t it owe you all the information about the job? (See Now THIS is a job description!)

Recently a reader told me that after an employer decided to hire him, it learned he had an advanced degree that he did not report on the resume. (He’d heard it might actually hurt his chances, so he left the degree off the resume. So it was an omission, not a falsehood.) The employer rescinded the offer because the applicant “lied”!

What happens when an employer fails to disclose all the information about a job until after an offer is made? If it’s never happened to you, I’m sure you know someone who accepted a job, only to learn it wasn’t what they interviewed for.

Many employers don’t seem very concerned that the job you interview for is not the job in the ad. This is even more important when a recruiter solicits you for a job — they usually tell you very little, except that the job is “perfect” for you. Who has ever gone on a job interview suggested by a recruiter and found that the job was “exactly” as the recruiter described it? (Gimme a break! I’m still laughing! Check out Roasting the job description.)

Where’s the job’s resume?

I think it’s prudent to ask for the formal, written job description prior to the interview, “for your records,” especially when you’re dealing with a recruiter. They want your resume, right? What’s the difference?

I’ll bet many HR people would decline to provide it because it’s “proprietary” or “not set in stone.” But, again — they want your resume, which is just as proprietary, and they want it to include everything.

How are you supposed to consider the job without the formal, written job description? What risks are you taking when you don’t have the complete story? In many cases, the big risk is that the hiring manager hasn’t a complete idea of what the job really is — and you’ll be judged on whatever performance criteria the manager invents after the fact.

Now, I’m not saying every job should be exhaustively defined. In fact, I like jobs that will evolve — but the manager and employer should make that clear from the start. Pretending doesn’t cut it, a manager who doesn’t really know what she needs doesn’t cut it, and obscuring the holes in a job definition isn’t fair. (See Don’t suck canal water if you’re confused.)

Where’s the manager’s resume?

But now let’s get really serious and question authority. Let’s make the leap to the bigger question this all begs: Why don’t employers give you the hiring manager’s resume — and resumes of people you’ll be working with? After all, you’re going to be throwing in with them. Don’t you have an obligation to your career to know who they are before you sign up?

Imagine. Because your success and your career will hinge enormously on who those people really are. Don’t you want to see their credentials?

There are several questions you must ask an employer — particularly after it’s made you a job offer. That’s when negotiating power shifts to you, because now they’ve established that they want you. What comes next is working out the terms, and one of the terms is information about your new co-workers. Politely ask to see their creds. (For more about this critical point in the interview process, see Deal-breaker questions to ask employers. Don’t be one of those job candidates who miss their chance to protect their future.)

I’d love to know how employers respond to this, because they make the hiring process so irrational and one-sided that it’s actually absurd. (For more about my take on how employers recruit, see Respecting The Candidate.) A job is a partnership, so let’s see more due diligence from job applicants, and more transparency from employers before a hire is made.

Don’t you think fewer interviews would wind up being a waste of time if you had the spec sheet for the job in hand first? Does it make sense to get the team’s resumes, too, before you meet with them to interview?

Do employers and recruiters give you clear, detailed job descriptions — as detailed as the resume they want from you? Do you ask for them? Are the jobs you interview for exactly as they were represented to begin with? What happens when they’re not? Finally: What do you really know about the manager and members of the team you’re joining?

: :

600 Editions: The Best of Ask The Headhunter!

In the November 10, 2015 Ask The Headhunter Newsletter, we look at the best of 600 editions!

Question

I’ve been reading your Ask The Headhunter newsletter for a long time. Before that, I remember your forum on The Motley Fool going back into the 1990s! I have no idea how many questions you’ve answered in all those years, but I wanted to ask you — is there any topic you have not covered? What’s your favorite topic or Q&A? Thanks for sharing so much good advice all these years and for doing it for free!

Nick’s Reply

Thanks for following Ask The Headhunter for so long! I stopped counting the questions I’ve answered after 40,000. (Yes, I typed all the replies myself! Ouch!) I’ve been saving your note for a good occasion, and this is it.

Nick5bI published the first Ask The Headhunter Newsletter on September 20, 2002. Ask The Headhunter first went online on January 17, 1995 — on Prodigy, if any of you remember that partnership between IBM and Sears Roebuck! But the newsletter actually debuted in November 1999, when TechRepublic licensed a Q&A feature from me for several years. That version of the newsletter was daily!

I had such a good time producing it that I decided to continue it on my own — and over 10,000 subscribers immediately followed from TechRepublic. Today that list is huge, and this marks the 600th weekly edition. I couldn’t do any of this without the great questions from subscribers!

I don’t really have any favorite editions of my own, but there are several Ask The Headhunter articles and newsletters that I think are fundamental to what ATH is all about — so I thought it might be worth re-capping some of the “best of Ask The Headhunter.” I hope you enjoy this as much I’ve enjoyed putting it together! (And I hope you get a kick out of the series of mugshots I’ve used in the newsletter through the years!)

The Basics

If you’re new to Ask The Headhunter, this is a great place to start: The Headhunter’s Basics: Job hunting with the headhunter. This core set of articles explains:

  • What’s wrong with the employment system
  • How to use the strategy headhunters use — yourself!
  • What employers really want — and it’s not your interview skills!
  • The mistakes that will sink your job search
  • How to be the profitable hire that all good employers want

Resume Blasphemy

Nick1cI think my best article might be one I avoided writing for years. People kept asking, How can I write a really great resume that will get me a job?

I’m not a fan of resumes. In fact, I think a resume is the worst crutch you can use when job hunting. But I realized that if I can’t answer this very popular question in some useful way, I have no right to publish Ask The Headhunter. Resume Blasphemy challenges you in a way that — if you do this exercise thoughtfully — will make you throw your resume away and forever change how you search for a job.

Free?

I’d like to set one thing straight. Yes, Ask The Headhunter is and continues to be free — the website, the blog, the newsletter. Literally thousands of pages of advice, tips and insights about job hunting, hiring and success at work.

But some stuff you do have to pay for: my PDF books, which organize my advice around specific topics in depth and detail. These books help offset the cost of producing all the free content you find on Ask The Headhunter — but so do the many clients who have licensed Ask The Headhunter features over the years. I’m grateful to every client and customer who has ever spent a buck on what I write!

Which brings us to perhaps the most powerful Ask The Headhunter advice of all.

Eliminate job search obstacles

nick2When I compiled the 251-page PDF book Fearless Job Hunting, my goal was to help job seekers realize that job hunting is not about “following the steps.” If following steps worked, everybody could get a job easily and quickly. What I’ve learned over the years is that your success depends on knowing what to do when you encounter one of a small number of daunting obstacles that get in your way. Don’t let these stop you from landing the job you want!

Most of the time, the biggest obstacle you face in your job search is Human Resources departments, which seem to go out of their way to block, stop, and abuse you. The best newsletter I wrote about this is Why HR should get out of the hiring business. I think some of my best advice about how to go around HR is from this edition of the newsletter: Should I accept HR’s rejection letter?

Getting in the door

Speaking of throwing out your resume and busting past HR, this is one of the simplest, most powerful methods for landing a job that you’ll find on Ask The Headhunter: Skip The Resume: Triangulate to get in the door. It’ll take you out of the silly “job hunting” mode HR wants you in — and it’ll get you talking to the people who will actually bring you into a company as a new hire!

One of the Fearless Job Hunting books, Book 3: Get in The Door (way ahead of your competition) goes into lots more detail about this.

Oh, those job interviews!

nickhat1cSo much has been written about what to say and do in job interviews that today it’s all one big rehash. Virtually every career pundit regurgitates the same old ideas that have been around for decades — ideas that reek of personnel jockeys who want to “process” you rather than hire you.

This article is so obvious that you’ll “get it” instantly: The Single Best Interview Question… And The Best Answer. But beware: Doing this kind of preparation to win a job offer is a lot of work. And if you’re not willing to do the work to win the job, you don’t deserve the job!

No one has said it better than long-time Ask The Headhunter subscriber Ray Stoddard:

“The great news about your recommendations is that they work. The good news for those of us who use them is that few people are really willing to implement what you recommend, giving those of us who do an edge.”

Arrghhh! I took the wrong job!

My goal all these years has been to help you land and keep the right job. But what no one else tells you is how to avoid the wrong jobs!

Before you accept a new job, check It’s the people, Stupid and — yuck — Don’t suck canal water. I keep telling you that the #1 reason people go job hunting is because they took the wrong job to begin with. Don’t fall into that trap!

nicknew4Everybody wants more money!

Of course, no matter what anybody says about the importance of job satisfaction, nobody’s happy without the money. Everybody would like more money — but few people know how to ask for it so the answer will be YES.

The ONLY way to ask for a higher job offer is not for the meek. It’s as big a challenge as proving you’re worth hiring. But, hey — I never said Ask The Headhunter is the easy way to the job you want. It’s just the best way I know.

The bottom line

I’ll leave you with one of my favorite quotes, which once led me to the realization that, as humans, our biggest problem is our hesitation. Life is short. I try to remind myself of this every day: You’ll be dead soon. It’s how I get on with life and enjoy the choices I get to make!

I hope Ask The Headhunter helps you belly up to the bar to make the choices you face — to enjoy the results of the best and to learn from the rest.

The Best of Ask The Headhunter

Thanks for subscribing and for being a part of Ask The Headhunter, whether you’ve been around from the start or you just dropped in!

The best of Ask The Headhunter isn’t in any of the newsletters or in any of my articles. The best of Ask The Headhunter is the wonderful community of people who continue to gather here to share their stories, advice, wisdom and more questions from their own experience. That’s you!

Thanks to you all!


And to prove it, I’d like to offer you a Special 600th Edition Thank You. If you’d like to purchase any of the Ask The Headhunter PDF books, when you check out, use discount code=BIG600 to save 25% off your purchase! (This limited offer is good only through this week!)


If I may ask you a 600th edition favor:

Please tell your friends about Ask The Headhunter — encourage them to subscribe and join us every week!

As for questions we’ve never covered, this is where to post them! I invite you to ask the questions you want answers to about job hunting, hiring, and success at work!

: :

Lee Hecht Harrison: A failure of integrity in the HR world

In the November 3, 2015 Ask The Headhunter Newsletter, we try to get to the root of why employers routinely abuse job applicants.

Ever wonder where HR departments learn to mistreat and abuse you when you apply for jobs, then disappear behind a veil of impersonal doubletalk and officious sanctimony?

integrityThe answer lies in who they turn to for “best practices” and “HR policies.”

An entire HR consulting industry teaches HR departments around the world how to behave, and HR in turn trains you to apply for jobs and tolerate increasing levels of abuse. Curiously, according to Google Finance, most of the top HR consulting firms are privately held. Little is known about how they operate, until now, when an odd copyright violation revealed some of the inner workings of Lee Hecht Harrison (LHH), a unit of Adecco, “the world’s #1 employment services firm.”

What’s copyright got to do with bad HR behavior?

From time to time, I deal with scofflaw publishers who steal copyrighted Ask The Headhunter content. When they realize they’ve been caught, I quickly get a nervous phone call and profuse apologies. Statutory damages for distributing a copyrighted work can be as high as $150,000 per incident, which means if you give copies to just 7 people without permission, it could cost you over a million bucks plus attorney fees. To a content licensing business like Ask The Headhunter, copyright is a serious matter. Nonetheless, my policy is to resolve violations quickly and amicably when possible. Contrite violators make this easy most of the time. A sincere phone call goes a long way.

A few weeks ago, an Ask The Headhunter subscriber tipped me off to a rip-off:

lhh-tip-off
The culprit was Michael Schumacher, an LHH Senior Vice President who posted a slightly modified version of an old ATH article to LHH’s LinkedIn Group for the company’s “clients and alumni.” He could have paid for the article — like LHH’s clients pay for LHH’s materials. Instead, he put his own name on it.

The ATH subscriber concurrently put Schumacher on notice that he’d been exposed.

You’d think Schumacher would immediately pick up the phone and call me to apologize, and to take down the stolen article. Instead, Schumacher hid the ripped-off article behind LinkedIn’s members-only wall and hunkered down.

You can’t hide from social media

“If you are represented in the virtual world, what kind of impression are you making?” cautions a LHH report for job seekers. “In this age of technology, not being in tune with the times could even appear unprofessional and possibly be a mark against you.”

This is where the underpinnings of “global” HR behavior came to light — as one of the world’s leading HR advisory firms revealed what “best practices” in the HR world are all about. Pay attention, because this is the root of the culture that mistreats and abuses you when you apply for a job.

I want you to see how a simple copyright violation revealed how a top HR consulting firm operates. The story features a cast of characters we couldn’t dream up:

  • A president whose company’s product is intellectual property — who dispatches “damage control” to cover up IP theft by his company.
  • A top HR executive at a corporate outplacement firm that advises clients to have LinkedIn profiles — who has no LinkedIn profile.
  • An SVP in charge of “Operational Best Practices” — who steals a competitor’s copyrighted content and passes it off to clients as his own, then hides the evidence after it’s already leaked into the social media.

A social media bust

I love social media. It keeps everyone honest because everything a business does today quickly becomes public. You’d think that a company whose business is teaching “best practices” to HR departments would know that.

After I learned of the rip-off, I waited to hear from Schumacher or someone at his company. They knew that I knew, but no one contacted me. So I published Lee Hecht Harrison rips off Ask The Headhunter, an article that quickly made the rounds of social media. Among the items are tweets from a leading HR writer and critic.

lhh-laurie-tweetsLaurie Ruettimann even contacted the president of LHH, Peter Alcide, via LinkedIn. Her style is inimitable.

lhh-lauriie-linkedin

You’d think Alcide, manager of a company whose revenues depend on its IP (intellectual property), would realize how big his problem was and immediately call me to apologize and make amends.

The policy and best practice is damage control

Instead, Alcide revealed the company’s duck-and-cover policy that Schumacher was already following. Peter Alcide ordered up “damage control.”

lhh-to-laurie

Except LHH’s president sent this order to Ruettimann by mistake, and she forwarded it to me. The bungled e-mail apparently refers to LHH’s Dallas/Fort Worth Area Managing Director, Russell Williams, Schumacher’s boss.

What’s all this got to do with your travails with HR? It’s what Lee Hecht Harrison and a host of HR consultancies teach their clients: how to avoid accountability and personal contact. Alcide wasn’t concerned about damage his company caused — or how to make amends. He was concerned only about covering up his company’s bad behavior. The content rip-off was public, but there would be no public mea culpa.

At this point, you’d think Williams would have immediately contacted me, if only to contain the problem. Instead, he handed it off to HR.

Hiding behind HR

Now I offer a challenge to you, dear readers. After an employer recruits you, wastes your time in hours of interviews, gathers volumes of personal and private information that you must provide under threat of rejection for “being unreasonable” — you’re left hoping for a personal call about the outcome of the hiring process. What happens?

HR sends you an impersonal form letter to blow you off.

I couldn’t make this stuff up. LHH’s next action was to send me the equivalent of the form letter you receive when HR blows you off after mistreating and abusing you.

lhh-letter(click to view full size)

That’s what I received from “Pamela Jones, EVP, Human Resources and Legal” at Lee Hecht Harrison. But don’t bother looking up Pam Jones or Pamela Jones associated with Lee Hecht Harrison or Adecco on LinkedIn. Contrary to LHH’s advice to its clients that a LinkedIn profile is a must in today’s business world, LHH’s top HR executive isn’t on LinkedIn.

Are we starting to see the connection between what this HR consulting company promotes and gets paid for, and how its top executives behave?

  • Peter Alcide, the LHH president who ordered damage control so LHH’s clients wouldn’t find out, hid behind damage control.
  • Michael Schumacher, the guy who stole my article, hid behind LinkedIn’s firewall.
  • Pamela Jones, the corporate lawyer who put on her HR hat, and hid under it.

They all hid behind the same veil that LHH teaches its corporate HR clients to draw between themselves and job applicants. That’s the epic failure of integrity in HR today — “best practices” on display from “the world’s #1 employment services firm.”

And you wonder where HR learns how to mistreat and abuse you while disappearing into a fog of self-serving bureaucracy? LHH’s top HR executive is also its lawyer!

Where do dismissive HR policies come from?

What does a copyright violation have to do with your experiences applying for jobs? Lee Hecht Harrison is a key player in the HR world. According to its Google Finance profile, its parent company Adecco “provides career and leadership consulting through its more than 300 offices covering 60 countries around the globe.”

Employers pay big bucks for LHH’s HR “services in areas such as career and leadership development, outplacement, and executive coaching.”

HR departments and the consulting companies behind them dictate your experience when you’re job hunting. Perhaps worse, this HR hegemony forces you to follow “rules” for getting jobs that contradict your own good business sense and lead you on wild goose chases. But you do it, anyway, because HR people reprimand you — and toss out your application — when you fail to follow those rules.

HR learns this stuff somewhere, from someone. It learns from Peter Alcide, Michael Schumacher, Pamela Jones, and a host of other “policy makers” in the career and employment industry who get paid big bucks for their “guidance” and “best practices.”

Best Practices: A failure of integrity

No decision maker at LHH apologized to me — least of all in Pamela Jones’ letter, which is the only communication LHH has deigned to have with me. No one acknowledged to LHH’s paying clients that they were given stolen advice — or showed them where it actually came from. No one acknowledged that LHH’s content theft caused Ask The Headhunter any harm or damage, much less offered to make amends. It was all “an error” and a “misjudgment” and “an isolated incident” — without any proof that plagiarized content isn’t rife throughout the “intellectual property” LHH sells to its “global” clients for top dollar.

Laurie Ruettimann is right to be worried. Who else’s protected content is being illegally distributed by LHH to its clients? I don’t believe Jones’s assurances for one second.

What’s a copyright violation got to do with how you’re treated when you apply for a job? Both are HR problems.

The treatment you get from HR departments when you apply for a job is considered “best practices” — and it’s exemplified by one of the HR firms that drives HR policy around the world. I’ve just experienced what you go through when an employer hides behind HR.

This story is really about HR’s epic failure of integrity. Integrity can’t be parsed. Either a company demonstrates high standards of behavior in all its dealings — or reveals a lack of integrity across the board.

Ask The Headhunter openly criticizes bad behavior in the career and employment industry, and sometimes specific players including TheLadders, Monster.com, CareerBuilder, and LinkedIn. Job seekers need to be aware of practices that affect their ability to get a job.

Today, a small group of HR consultancies in the career and employment industry establish the standards of behavior that job seekers are expected to meet: How to apply for jobs, how to present themselves, and how to set aside their good business sense if they want to play the HR game of landing a job.

These firms also dictate how HR departments treat and process the people they recruit.

How a top company — that HR looks to for guidance — handled copyright theft reveals problems not only with LHH’s corporate governance and culture, but with its adverse influence over how companies hire and recruit, and how job seekers suffer through the experience.

An industry where nothing is personal

And that’s the problem with the career and employment industry: a lack of personal integrity and a policy of no accountability. It’s why job seekers cringe at the thought of applying for a job; at interviewing with bureaucratic stuffed shirts who cite “policy” and “best practices” as their excuse for disrespectful behavior; and it’s why job seekers don’t dare to expect respectful treatment from hiring managers who take hours of applicants’ time without the courtesy of any follow-up.

  • Has a manager ever taken your ideas and your time — perhaps in multiple job interviews — then disappeared behind the corporate veil rather than talk to you?
  • Have you ever been subjected to the impersonal swat of the HR hand when a company decides you’re not worth its time?
  • Has an HR manager ever demanded your salary history, and when you declined, told you “it’s the policy — we can’t continue without it”?
  • Has a company ever revealed a disrespectful culture to you, contrary to the image it projects in its marketing?

What you need to know as a job seeker is, the treatment you get from HR has its roots in HR consulting firms that establish HR practices across companies. What you know now is that LHH’s culture is consistent from the bottom to the top. What you’re left wondering is, what are LHH’s and Adecco’s corporate clients paying for when they hire these firms and buy their content?

This is a company stuck in the dark ages of corporate HR hegemony, that telegraphs a message that personal responsibility can and should be hidden behind “damage control” — in an age when everything is public.

How can any employer that competes in today’s world adopt “best practices” from an HR consultancy whose own practices suck so badly?

In today’s business world, it’s not always about whether you can make a buck; it’s about the face you show to the public, to your customers, to your competitors, and to people who bust you when you rip them off. But Lee Hecht Harrison clearly doesn’t operate in today’s world. Since few HR departments do, either, is it any wonder that earnest job seekers can’t catch a break in an HR world where integrity is a big FAIL?

In this copyright incident, Lee Hecht Harrison has done nothing to make amends for its violation. Its HR executive has merely avoided acknowledging that the company did any damage.

Why make a big deal of this?

Because job seekers aren’t in a position to — and because LHH’s behavior with respect to a copyright violation reveals a stunning failure of corporate ethics and integrity in the career and employment industry. It’s a big deal because rude, impersonal practices in HR make it hard for employers to hire — and harder for job seekers to get jobs.

Mistreating and abusing you when you apply for jobs is nothing personal — these people don’t know what personal means. It’s simply best practices. But we all deserve better.

Integrity. It’s been defined as what you do even when no one is watching. But what if you get busted? How do you acknowledge and make amends? Have you encountered abusive, impersonal behavior when dealing with employers? Where do you think it comes from? How should we all deal with it? If you work in HR, I’d especially like to hear from you — tell us how your company demonstrates integrity.

Update: November 24, 2015

Following the publication of this article Peter Alcide, President and COO of Lee Hecht Harrison, called me and did the right thing. In a tweet and a posting on the LHH website, he issued a public apology for violating Ask The Headhunter copyright, made restitution for misuse of the content, and the matter is resolved.

: :

Only naive wusses are afraid to bring up money

In the October 27, 2015 Ask The Headhunter Newsletter, a reader is living in la-la land.

Question

I recently had three great interviews with an organization that I would be proud to work for. Afterwards they asked me for samples of my work and references, but they never brought up salary. I asked them if they had a salary range in mind for the role, and I learned it was $20k lower than what I am currently earning. ? I politely said that I had a higher number in mind, based on my background and experience. I said I hoped there might be some flexibility if I ended up being their finalist. I left them samples of my work and left the interview with no further discussion of remuneration.

la-laWhen I got home there was an e-mail asking me for references, so I took the opportunity to mention my salary expectations prior to moving forward. The CEO responded that they could not match my request, but explained she would go to the board to see if she could increase the pay since the position played an important role in their growth strategy.

A couple of weeks later, the CEO got back to me and said she could not get any more money from the board and thanked me for my interest.

Since then they have re-posted twice for the job under a more junior title. I suspect that other applicants for the original posting of Chief Strategy Officer were also expecting a higher salary. They have now changed the posting to Senior Development Officer.

I realize now that I should have waited for a job offer, and then negotiated. But, live and learn, right? I am still very interested in the position but would need them to come up at least $10k.

Do you think I can still approach them or has that ship sailed? Being experienced in recruiting, I would never have taken a candidate that far without knowing where I stood on salary. Do I stand a chance?

Nick’s Reply

No, I don’t think you stand a chance at all. What surprises me is your wishful thinking and rationalizing, since you said you’re experienced in recruiting. The CEO told you it’s over. What I see is you putting your hands over your ears: “La-la-la I can’t hear you!”

But this is incredibly common. Employers will make it clear how much they’re willing to pay, and it just goes in a job applicant’s one ear and out the other. It’s one of the most puzzling phenomena — otherwise smart, savvy job seekers just refuse to believe what they’re told about salary.

Or, is it that some job seekers really, really want to believe an employer will pay more, even when it said it won’t? Then — when no more money is forthcoming — the applicant either (1) gets angry and blames the employer for wasting their time, or (2) blames themselves for not wishing hard enough.

Stop wishing

Consider: The CEO knows what you want. She went to her board, which refused more money. The CEO told you. Yet you still harbor a belief that the CEO will come up with another ten grand.

la-la-2But your rationalizing doesn’t end there.

You’ve seen that the title was downgraded from Chief Strategy Officer to Senior Development Officer — and you even seem to understand why. Applicants like you were expecting higher salaries that the company can’t pay. So the company adjusted the title to reflect the lower salary.

Nonetheless, you’re telling me you should have gone through the rest of the hiring process, gotten an offer, and then negotiated — after the CEO already told you there’s no room to negotiate!

And it still doesn’t end there. You seem to think that because you’re “still very interested in the position,” they’re going to come up with another ten grand! Stop pretending! It doesn’t matter how interested you are!

Having said all that, I can understand why you’re bothered. The CEO never should have taken you through three rounds of interviews without knowing where you stood on salary. You’re right about that. She never asked you about salary, and never told you about the salary range — making her just as guilty as you of wasting everyone’s time!

Are we all on the same planet??

I don’t think so.

  • Wishful thinking about salary is a stupid, dangerous waste of time.
  • Hiding a job’s salary range is a stupid, dangerous waste of time.
  • Hiding your desired salary range is a stupid, dangerous waste of time. (See How to decide how much you want.)

The conventional wisdom — which is proclaimed by “negotiation experts” — is that whoever mentions money first loses! And it’s pure nonsense!

Who wins?

Who wins is the person or employer who knows what they want, expresses it candidly, and establishes common ground before investing time in a hiring process. Only a naive wuss starts talking about doing business without first talking money.

I say naive because most people have no idea how to negotiate, so they pretend instead. Do you pretend? Are you afraid? Try this:

How to Say It

“Look, I have no idea whether we can come to agreement on money, but I’d like us to establish a framework about the money before we start talking turkey — so that we won’t both feel like a couple of turkeys after we invest hours talking, only to realize we’re not even in the same ballpark about money. So, what kind of money are we talking about?” (See “How can I avoid a salary cut?” in Fearless Job Hunting, Book 7: Win The Salary Games (long before you negotiate an offer), pp. 7-10.)

I say wuss because most people are afraid or embarrassed to talk about money until the other person does — hence the silly excuse, “It’s best not to be the first to bring up money!” Whew.

People who know what they’re worth, and what they want, are the ones who are best prepared — both to do the job, and to justify how much they want. They’re the people who are ready to demonstrate their value and to engage in a candid dialogue about it. (See The New Interview and The New Interview Instruction Book.)

When you’re going to do a deal — any deal — negotiating about money starts immediately. Whoever controls this discussion sets the anchor on the outcome. That’s who wins.

The anchor effect

There’s a phenomenon in the science of pricing called the anchor effect. The idea is simple: Whoever brings up money first influences which direction the negotiation will take. If you start talking high numbers, the final negotiation will probably end on a higher number. If someone starts by putting smaller numbers on the table, the final number will likely be lower. That is, the first number that hits the table is said to anchor the negotiation — pulling the rest of the discussion toward that point, higher or lower. (For more on this, see William Poundstone’s excellent and very readable book, Priceless: The myth of fair value and how to take advantage of it.)

Of course, if your number and their number are way off, either try to make your case, or shake hands respectfully and move on. Don’t pretend!

Grow up

Everyone needs to get over their hesitation to talk about salary before interviews proceed. Employers need to disclose — even advertise — a job’s salary range. Job seekers need to disclose how much money they’re looking for. At the very least, both parties should establish an honest ballpark for salary — or stop screwing around with interviews, rationalizations, sneaky tactics, and hemming and hawing.

I know what you’re thinking: “If I say what I want, what if the other guy is actually willing to pay me twice that? I’ll lose out!”

Unless you just fell off a hay wagon, you can’t possibly believe that what the employer was planning to spend is double what you want. Grow up. You’re not going to hit the lottery in a salary negotiation. More likely, playing coy is going to lead you right into a brick wall — when honest mutual disclosure is more likely to result in a healthy discussion.

Where did you go wrong?

When you agreed to the first interview, you failed to ask what the salary was for the job — so you could decide whether it was a match.

Worse, you avoided this because you thought you might be able to play the CEO along, and “convince” her to spend more than her board permitted. This is the old foot-in-the-door tactic of the inept salesman: “If I can get the sucker to invite me in, I’ll just brute-force my way to a deal!”

That’s naive. It’s also — pardon me, because I sense you’re actually smart and capable — stupid. I’ll bet you think it’s professional to not bring up money, and unprofessional to expect the employer to bring it up.

You’re wrong on both counts. What’s unprofessional is two people leading one another on. There’s nothing professional about being afraid or embarrassed to talk money. The CEO is just as guilty. She should have asked you how much you wanted — a range — at the same time she expressed the salary range for the job.

Please: Consider these basic guidelines when applying for jobs:

  • Know what salary range you want, and be ready to express it. (Don’t confuse this with disclosing your salary history. See Keep Your Salary Under Wraps.)
  • Don’t agree to an interview if the employer won’t disclose the salary range for a job.
  • Be prepared to justify the money you ask for, in terms of how you’ll produce more value for the employer than the next candidate will.
  • Pay more attention to what the employer is saying, than to what you’re wishing.

The key to negotiating

Do you know what is the biggest mistake you made, even after you invested time in three interviews without knowing the salary? You let the CEO ask the board for more money without arming her with the justification.

The CEO was willing to go to bat for you — but you sent her to negotiate without a bat!

If you’d given the CEO evidence of why you’re worth $20,000 more than she was planning to spend, she might have gotten more money from the board. Your mistake is that you asked for more money just because you want it. The key is to show what the board gets in return for $20,000. The key to successful negotiating is being able to deliver more value than the other guy expects.

The CEO has struck out. She told you to go home. Sorry — get over it. There is no job for more money. Please don’t make a fool of yourself.

I don’t care what negotiating experts say. Don’t be naive, or afraid, or a wuss about bringing up money first. Winners are prepared to justify what they want, and to show how it will pay off for the other guy. (See “What’s your business plan for doing this job?”, Fearless Job Hunting, Book 6: Be The Profitable Hire, pp. 30-32.) If there’s no match on the money, they move on early and quickly.

Do you talk money? Or are you terrified to bring it up? Do you wait until you’ve invested hours of time before you find out what the salary is? What’s the best way to ensure everyone is on the same page regarding salary?

: :

Career Scams Update: TheLadders, LinkedIn, Lee Hecht Harrison & More

In the October 20, 2015 Ask The Headhunter Newsletter, we get updates on career scams from the past and present. They never seem to go away, thanks to gullible job hunters and naive HR managers that keep funding these scoundrels.

It’s not your imagination

Scams are endemic in the career industry. The formula is simple: People desperate to earn a living will believe virtually anything that promises to help them land a job — and they’ll pay for it.

bustedThis gives rise to questionable and often fraudulent businesses that peddle snake oil. Others re-package information and advice you can get for free — and charge thousands by calling it “outplacement” and “career coaching.” Some of these charlatans use career help only as a lure — they make their money by collecting and selling your personal data to third parties.

Even job boards, which seem to be a high-tech analog of the old newspaper want ad, are largely a scam. Little has changed since I published Job-Board Journalism: Selling out the American job hunter in 2003. The media and the job boards are often in cahoots.

For example, employers still hire only about 10% of their new employees via job boards, yet dishwashers and CEOs alike are brainwashed to waste inordinate amounts of time and money diddling these databases.

It’s time for some updates on stories we’ve covered here before about TheLadders, LinkedIn, Toronto Pathways — and one new rip-off by prominent outplacement firm Lee Hecht Harrison.

TheLadders Goes Down

One of the most high-profile cases in recent years has been TheLadders, which rose to prominence on the ridiculous promise that it was selling “ONLY $100K+ jobs” and “ONLY $100K+” job candidates.

Executives, highly paid professionals, and other suckers for exclusivity flocked to TheLadders — right behind naïve HR executives trying to fill jobs. They wanted to believe they could pay someone to do the hard work of finding and filling top-level jobs.

But, it turned out, TheLadders wasn’t exclusive at all. One Ladders customer summed it up: “The ladders [sic] is a scam, plain and simple. A class action lawsuit sounds like a good idea.”

On March 12, 2013 a consumer class action was filed against TheLadders in U.S. District Court, New York. The suit alleged that:

ladders3“From its inception until September, 2011, TheLadders scammed its customers into paying for its job board service by misrepresenting itself to be ‘a premium job site for only $100k+ jobs, and only $100k+ talent.’ In fact, TheLadders sold access to purported ‘$100k+’ job listings that (1) did not exist, (2) did not pay $100k+, and/or (3) were not authorized to be posted on TheLadders by the employers.”

Here’s the list of dirty laundry aired in the complaint:

  • breach of contract,
  • breach of the implied covenant of good faith and fair dealing,
  • violation of the Arkansas Deceptive and Unconscionable Trade Practices Act, and
  • unjust enrichment.

The suit also alleged that TheLadders used phony “resume critiques” to induce people to pay for new resumes. After paying TheLadders for a new resume, one customer submitted it right back for a “free review” — and a Ladders “resume expert” warned that it needed to be re-written.

TheLadders retained a very expensive, big-name law firm to fight the charges. Judging from public court filings, TheLadders’ lawyers pounded the plaintiffs with paper. But David didn’t back down, and today Goliath is a faint ghost of its old self.

Update

In a May 22, 2014 Stipulation Of Dismissal, it seems both parties asked the Court to dismiss the case. When this happens, no information is released about any settlement that might have been made.

But I’d eat my hard drive if TheLadders didn’t pay a ton of money to the plaintiffs and their law firm to make this consumer class action go away. A company like TheLadders doesn’t pay top dollar to big-name lawyers to defend it and then cave, unless the facts are against it. My guess is the big-name law firm advised TheLadders that it would lose and that damages imposed by a court after a very public case might sink the company and its management entirely.

It would have been better to fight the case and let the public — and all Ladders’ customers — see all the dirty laundry hung out in court.

ladders4TheLadders, of course, denied everything. But, TheLadders:

  • No longer claims it has “ONLY $100K+ jobs” or “ONLY $100K+” job candidates.
  • No longer offers free “resume critiques.”
  • No longer sells resume writing services.
  • No longer “guarantees” a job to customers who pay $2,500 for resume and career coaching services.
  • Operates like any other cheap job board.

Does that sound like TheLadders did nothing wrong? Its vaunted business plan as an exclusive career service was left in shambles. The company is a footnote in the career industry. Its founder, Marc Cenedella, went on to design an app that lets you rate your co-workers anonymously. A comment about the app on TechCrunch says it all: “Taking passive aggressive online behavior to a whole new level.”

LinkedIn

in-your-faceIt didn’t take LinkedIn very long to go from “leading professional network” to becoming a clever manipulator of its website interface to scam its members out of their contact lists. (For more about the nefarious science behind user-interface scams, see Dark Patterns.) But there’s much more. In the past several years, LinkedIn:

To the point of this update, LinkedIn customers sued in a consumer class action, alleging LinkedIn was using members’ mail lists to harass their contacts.

Update

Federal Judge Lucy Koh wrote:

the “emails could injure users’ reputations by allowing contacts to think that the users are the types of people who spam their contacts.”

LinkedIn spammed people on behalf of its members without their consent. Scripps Media reported that LinkedIn CEO Jeff Weiner “admitted that the site was guilty of ‘sending too much email’” via its “Add Connections” feature.

linkedin_deadLinkedIn recently agreed to pay $13 million to settle the class-action suit.

Said CEO Jeff Weiner in another interview: “Values are the first principles we use to make day-to-day decisions.” Translation: The first principle is making money off you any way we can, and we’re as stupid as TheLadders because we count on you not to notice. Oops.

Toronto Pathways AKA Job Success

In February, 2012, Canadian CBC TV invited me to Toronto to review hidden-camera footage about a career scam. Executives at a career counseling company called Toronto Pathways — also known as Job Success — were caught on camera promising jobs to clients in exchange for thousands of dollars in fees.

We did a lengthy expose (Rip-Off Edition: Who’s trying to sell you a job?), and then a 7-minute special segment in which we educated consumers about the tip-offs to a career rip-off.

According to CBC News in Toronto, when Job Success failed to deliver a $70,000 job that it promised to a client for a fee of $3,700, he sued. The case was dismissed because Job Success claimed it didn’t promise anything.

Update

Enter the hidden camera. The plaintiff saw our CBC-TV “Recruitment Rip-Off” episode — and there was the guy who scammed him, caught red-handed!

The victim showed the video to the judge and argued that “the defendants were ‘slick liars who perjured themselves at trial.’” Based on our expose, a higher court is giving the victim another shot at his lawsuit based on the fresh video evidence.

Lee Hecht Harrison

When companies fire or lay people off, they pay big bucks to corporate outplacement firms to help those people find new jobs. (For more about the racket that outplacement has become, see Outplacement Or Door Number 2?) Or, they can just send their cast-offs to Ask The Headhunter for free articles, Q&A, and advice from me and thousands of smart job seekers who participate in the Ask The Headhunter community.

bustedThis scam hits closer to home — and it reveals that some of the biggest names in the career industry are quietly ripping people off. Ironically, they’re hiding behind LinkedIn’s members-only wall to do it.

Lee Hecht Harrison is one of the biggest outplacement firms in the world. It’ll also help you find a job — if you’ll pay. What does it deliver?

Michael Schumacher, Senior Vice President at Lee Hecht Harrison, steals Ask The Headhunter advice, and delivers it to his clients via the firm’s members-only LinkedIn Group.

Schumacher published an article under his name, titled “Sure Thing?? Hardly!!!”, three months ago. You can click the link, but you can’t read it unless you’re a paying member of LHH’s “Client & Alumni Group,” which has over 2,600 members. But, no worries — thanks to friends of Ask The Headhunter, you can see it here.

How I got ripped off

I wrote and published that article over 15 years ago, and it’s titled There is no sure thing.

It’s also copyright protected and Schumacher and Lee Hecht Harrison are in violation of U.S. Copyright Law. Schumacher’s petty edits underscore his rip-off.

Ask The Headhunter is a for-profit content licensing business that generates revenue from its protected works.

Ask The Headhunter is all about helping people get good jobs and keep them — but Michael Schumacher should be fired. His clients, who ratted him out to me and sent me his “work,” are wondering what Lee Hecht Harrison delivers for the fees it charges.

Update: November 24, 2015

Peter Alcide, President and COO of Lee Hecht Harrison, called me and did the right thing. In a tweet and a posting on the LHH website, he issued a public apology for violating Ask The Headhunter copyright, made restitution for misuse of the content, and the matter is resolved.

Career scams are everywhere

Just because you — or some big corporation — are paying big bucks to big-name companies for career services doesn’t mean you’re not getting scammed. Just look at TheLadders, LinkedIn, Toronto Pathways/Job Success, and Lee Hecht Harrison. They’re just the tip of the career-industry racket. Every day, another one gets exposed because consumers like you post your stories on websites like Ask The Headhunter.

In the meantime, these racketeers add funds to their legal budgets and buy their way out of infractions, blowing it all off as a cost of doing business. (Jeff Weiner says, “That needs to be corrected and improved, and it will be.”) The rest of us get ripped off.

Why does this continue? HR departments endorse and promote these practices every time they spend their corporate budgets on these bad boys of the career industry.

Many thanks to those friends of Ask The Headhunter who tipped me off to copyright violations. And a tip of the hat to all the plaintiffs who sued the scoundrels who ripped them off. This update tells us that consumers can fight back!

There’s an entire career industry scamming you and employers alike. We regularly bust career rackets and hang them out to dry. But scammers keep developing new ways to hook you, while HR continues to fund them. What new scams have you encountered? What old scams never seem to go away? Please post your comments and stories.

Special Note: If you belong to the Lee Hecht Harrison LinkedIn Group mentioned above, please drop me an e-mail.

: :