Monthly archive for May 2024

Question

I’m afraid I disagree with your objections to using a traditional type of resume. [See Resume Blasphemy.] Here is the basis for my misgivings. I am a hiring manager at a Fortune 50 company. If I want to fill a slot I must complete a job requisition. On the req I have to list the base requirements for the job (e.g., degree, years of experience). When the recruiting starts and resumes begin to arrive, the first person to see them is an HR clerk who screens the listed skills against the req. If you don’t match, I never see your resume. No resume, no interview! Keep in mind that I am a manager and hire highly trained professionals. These aren’t entry level people. I’d like to hear your thoughts on this.

Nick’s Reply

If you’re a manager and you hire specialized professionals, what does it say about you (and your company) when an HR clerk has the power to decide who you should interview and who you should skip? What qualifies HR to judge and filter candidates?

Who should do the recruiting?

I know managers who skirt the HR department every day. They don’t use req’s, and HR doesn’t touch their candidates. The reason is simple and compelling (if it’s no longer obvious in HR-heavy corporate structures). Managers know their business better than HR clerks do. Keywords on resumes are an abysmal way to filter job candidates.

These managers find their own candidates. Sometimes they turn to specialized headhunters; sometimes they use their professional connections.

I believe that any manager who isn’t devoting a couple of days a week to recruiting isn’t doing their job. To rely on HR to source executives is like relying on your mother to find you a date – she’s good at a lot of things, but this isn’t one of them. (See Recruiting: How to get your hands dirty and hire.)

Resume solicitation is not recruiting

Managers with good relationships in their professional community are scarfing up the best candidates in this competitive market because they go out and find them, leaving you with candidates who come along. Please think about this. When you interview only candidates who submit resumes, you’re dealing with a very limited field. Resume solicitation is not recruiting! Can you really live with that? Should you?

(Before you accuse me of pitching headhunters as the solution, I’m not. You don’t need headhunters. You can do it yourself. There is nothing mysterious or magical about what good headhunters do. They go out and actively search for the best candidates.)

The risk of false negatives in recruiting

Consider how many great candidates you may have lost because a clerk rejected their resumes. For example, some of the best candidates I find for my clients lack one or more of the specified keywords (skills, “experience,” credentials, degrees). This means HR would likely reject them, then pay me a handsome fee when I demonstrate why they’d be a great hire anyway. In probabilistic decision-making this is called a false negative — a costly rejection error. Beyond a handful of keywords, what does your HR clerk know about the right candidate for a job you need to fill?

By the way, what I’m suggesting doesn’t just apply to filling highly skilled jobs. If you were a manufacturing manager looking for production workers or a finance manager looking for cost accountants, I’d tell you the same thing.

Send your team to identify potential candidates

I’ll offer you a suggestion. Send one or more members of your work team to a relevant professional or industry event, with the instruction to attend the presentations and return with business cards or other contact information from notable presenters and attendees. No resumes. (Even just names and company affiliation will do!)  There is no reason to even intimate there are jobs to be filled. Just get the contact information. That’s more valuable to you than any resume, and you’ll get more for your recruiting buck than if your clerk posts a job to gather resumes.

Now your job is to call those people yourself — the people whose cards you’ve got. Ask them who they might recommend highly for one of the jobs you need to fill — if they’re not potential candidates themselves. At the very least, those people know far more about your business than your clerks do. Such referrals are what a good headhunter would bring you for a huge fee. Without a resume.

Why don’t managers take a more direct role in recruiting? If you’re a job seeker, how could you use what I’m suggesting to get a job without relying on a resume?

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Question

What are the prospects for a whole department toppling their boss? The boss is a typical “Management by Fear” practitioner. He is not liked or respected by his subordinates or by other employees including peers and some higher up in management. He is not technically competent and has been assigned the post for the mere reason of “retaining” him.

I would like to muster up some courage, get together a group and make a case against him with HR. How should I approach the matter with the authorities in an appropriate manner?

Nick’s Reply

You’re talking mutiny, and the price of failure is walking the plank. Are you sure you want to take that risk? I expect the group of you has already discussed the risks, and also your motives and justification for taking such an extreme measure. (Try to avoid behaving like a mob with torches and pitchforks!)

Is it even possible to dump the boss?

What you need to do first is find out what kind of support the boss has from upper management. Are they giving him lots of rope so he’ll hang himself? Does he have something they want, so they won’t touch him? Does he have a lord and protector who watches his backside? It isn’t so much how to go about getting him canned as it is finding out whether you stand a snowball’s chance of beating him.

Forget about courage. Get some smarts. Talk casually with higher-ups and find out what they think of this guy. Watch their eyes, listen for the pauses and hesitation in their responses, watch the body language. You need to judge whether other managers are waiting for someone to attempt a coup they can join, or if they’re in solid with him.

Identify support

It’s smart to talk not only to execs up your boss’s chain of command, but to others on chains that interact with him but don’t have a reporting link. For example, if he’s the head of engineering, go talk to managers at his level and above in manufacturing, operations and finance. These people may have the same concerns you do. Maybe they’d like to dump the boss, too — and they may be able to lend support from a level where there’s more power than you and your buddies have.

Look among your group and see who has the best contacts upstairs in the organization. Have that person poke around. If you can establish that the boss is vulnerable, you need to get support before you act. Go to the one top exec who is likely to back you, and ask for advice. This is best done one on one, not as a group. Then follow the advice.

Proceed with caution

It’s hard to topple a manager. It requires support from others more powerful than your target. You’ve got a lot of work ahead of you.

The only way HR can help is if you have several solid, documented violations of law, ethics or corporate policy. In my experience, they’ll back the manager every time, unless there’s such a preponderance of evidence against the manager that they’d be jeopardizing their own positions by ignoring it. (I hope your boss is not as bad as this, but take heed if it’s the case: Say goodbye to your psychopathic boss.)

We haven’t talked about you trying to talk this out with the boss, but your question is very direct so I expect this is not really an option.

You’ve got a battle ahead of you. Proceed with caution.

Can employees get a boss fired? How do the politics work in a situation like this? Is it worth going to HR about the problem? Are there other alternatives worth considering? Have you ever been involved in deposing your boss?

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Question

Your article about “What’s the best interview question?” to ask a hiring manager has served me well in many job interviews. Managers have actually complimented me. But that’s one question! What else have you got — questions to ask a hiring manager that will break them out of their “interview haze” and really talk to me, while giving me a chance to stand out?

Nick’s Reply

That’s a really good question for us all! I mean — I’ll bet other readers have excellent, insightful questions to ask hiring managers; questions that really make a manager think while also making the manager realize they’re talking with a candidate who reveals true insight and deep interest in the company.

You made me scratch my head, trying to recall managers who told me they were blown away by a particular candidate who revealed unexpected acumen.

Here are five of the very best questions that no one but the best candidates I’ve known have asked managers, thereby standing apart from their competition.

Questions to ask a hiring manager

1. A year from now…

…how do you hope your company will be better as a result of hiring the person you choose for this job? (Follow-up question: A year from now, how will the person who takes this job change for the better?)

2. What’s the one thing…

…you wish you could quickly figure out about every candidate in an interview?

The next two questions should perhaps be asked prior to the actual interview, perhaps at the end of a phone screen with the manager.

3. What do you wish…

…a candidate for this job would read or study prior to interviewing with you?

4. What concepts are a must…

…for the candidate to understand if they are to succeed at this job? What other concepts are critical, but can be learned on the job?

The next question seems to elicit a knowing grin from managers.

5. What do most candidates…

…routinely say or do in the interview that tells you they’re wrong for a job at this company?

What kinds of questions help you get hired?

Do you agree about the value of these questions? How or what does each question help a hiring manager learn about the candidate? How can these questions help you get hired?

Of course, what we really want is more questions like these from your personal experience! If this turns into a lively discussion and there’s interest, I’ll share a few more highly effective questions in another column.

(I’m sure that thinking about this also brings to mind some of the most over-used, banal questions you’ve turned up in your reading about “what to ask” in a job interview. Feel free to share the clunkers you’ve encountered, too!)

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