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Monthly archive for November 2015

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!)

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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!

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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?

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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!

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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.

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