Recruitomatic & The Social Jerk (Or: Why you hate recruiters)

This week we started a “pound Nick with questions” thread — and you’ve been pounding! Great questions and topics — and pointed insights. A recurring theme on that thread is recruiters — the inept, the inane, the ones who waste your time, and the ones who leave you frustrated and angry. (There are good recruiters out there, but that’s another topic.)

Reader Dave started to boil it down in his 1/18 comment on the previous posting:

One other thing…

Just recieved the occasioal newsletter from a so called “head hunter/recruiter.”  He said he has developed a relationship with an offshore vendor in order to provide services/people to do work.  One of the reasons he gave for doing this is because companies “can’t find the right people.”

Quite frankly, this made my blood boil for all of the reasons Nick states in his blog post.  You can’t tell me that with all the unemployment, underemployment, people who gave up looking for now, people looking for a change and all the people graduating from college, that you cannot find anyone to fill your positions? 

This is a prime example why I dislike most “search staff.”

Dave draws a whole new thread from the strands that come together in that discussion. I was going to respond to him briefly, but then I realized Dave has generated a whole new topic. He deserves to know…

Why You Hate Recruiters

It’s no accident. It’s a well-orchestrated con game run by experts. HR departments pay expensive consultants to define the “best practices” ($$$) and to promote the “best technologies” ($$$$$$$) that enable HR to maintain the 4:1 ratio of unemployed people to unfilled jobs in America. (That’s 14.2 million unemployed, and 3.2 million vacant jobs.)

Translation: Corporate America pays a lotta money to act dumb when it recruits and hires.

Thanks, Dave, for sharing that newsletter you received from the recruiter who’s going offshore to fill American jobs. But the problem is higher up the food chain. Employers are the ones spending the money here. Recruiters like this one just chase the low-hanging fruit. I’d love to see Congress haul these people in front of a committee and ask them:

“So, when you interview talented job applicants, then what do you do to cultivate them into productive employees?”

The answer is splattered all over the popular media:

“We hire only perfect fits! With these intelligent databases, we don’t have to take chances on training anyone who can’t already do the job with their eyes closed!”

People and companies want to believe that technology can meet the hiring challenge. Savvy, insightful managers who know how to judge talent are no longer required. Give HR a database of jobs and resumes, and they’ll throw money at it forever, waiting for a payout. The job boards are like slot machines for HR wonks: An addiction. The only beneficiary is “the house” — in this case, HR consultants and database vendors who cater to employers who want to believe.

Selling The Mess to HR: A full-time gig ($$$$)

Example: Check out RecruitingBlogs, where “internet recruiting gurus” tout the databases and the social thingies that they get paid to explain to their clients:

“…we’re going to release a ranked list of the Top 25 Online Influencers in HR. This list is completely generated by algorithm (think Google). The list ranks the Top 25 voices in HR based on their online footprint…”

Gimme a break. Online footprints? That’s how we judge value? That’s what consultants teach HR — and HR pays big bucks. That’s why job hunters like Dave are left swinging in the breeze. The recruiters are part of a big social jerk, fantasizing about social media. The blogging consultant goes on to describe his brethren:

“So, I was at this party a couple of weeks ago. All sorts of twitterati were there…”

Then it gets down to brass tacks: Making money by “explaining” the databases to HR rubes with deep pockets:

“There is money to be made in the field today because the techniques required to find people are arcane and confusing. Additionally, with the strong exception of Avature and Broadlook’s products, there are no useful tools for the automation of the process.”

What’s he touting with those two products? Expensive databases that employers use to intoxicate their personnel jockeys. Note the implicit focus on automation of recruiting. The more automated HR becomes, there’s more “money to be made” because nobody can understand this crap. (Try to scrape this one up off the ground in one piece, from the HR Examiner Blog: “Meaning and data in the social web.”)

One of the “strong exceptions” blogger John Sumser refers to, Avature, has a tagline:

“Bring Social Media and Web 2.0 tools together and create unique and innovative solutions to your recruiting challenges.”

How about getting the consultants out of the bars (where they’re being wined and dined by the “arcane and confusing” online recruiting tools vendors), and the recruiters off their asses, and bringing together a few brains to meet some of the 3.2 million “talents” that the software can’t quite figure out? HR is bogged down, and employers are dying for good workers, because HR doesn’t recruit — it pays consultants to distract it with non-stop workshops, white papers, and “best practices” designed to facilitate deep contemplation of the HR navel. ($$$$$)

(By the way, John Sumser is not the only consultant driving HR down into the whirling blade that’s waiting to process you. There’s the aforementioned RecruitingBlogs.com, which delivers non-stop juice to keep the blender going; ERE.net, where recruiters go to talk it all through; and a host of sycophants that have figured out “there is money to be made in the field today…” so let’s get together for another mind-expanding party and to count our money.)

Recruitomatic: It’s all in there

Then RecruitingBlogs.com refers to “Mr. Recruitomatic.” That’s where I rest my case. This is a cluster duck.

Mr. Recruitomatic could be the title of a book about the state of unemployment in America, or it could be an inside joke about how HR rotates on its consulting budgets. It’s all one big database blender, grinding up people into keywords with no decision-making or intelligence beyond the algorithms. Mr. Recruitomatic is churning out swill that nobody wants — or there wouldn’t be 14.2 million unemployed, and 3.2 million vacant jobs, would there?

Or maybe it’s just your fault, Dave. You ignorant, behind-the-times, unemployed slob — you’re just not prepared to be “the perfect fit.” Get some new keywords. Find some meaning and data in the social web. Reduce yourself to what HR is willing to hire.

Welcome to The Social Jerk

“We have a shortage of talent!” Yah — in HR. No shortage of consulting fees, though. ($$$$) No shortage of jargon to mix up with algorithms and some social sauce. But the farther HR sticks its head into the blender, the more it’s clear the talent shortage is in the corner office where the consulting bucks are spent.

Dave, this is what drives HR departments stupid. This is why you hate recruiters. There is an entire industry that earns big bucks mixing up the HR mess that you describe. It’s the motor driving the HR Recruitomatic. Why do I rag on it so? Because the consulting crowd doesn’t have any idea what’s going on outside the blender — they don’t see you getting splattered with muck. There are no fees to be had from you.

While these twitterati advise their eager HR clients about what’s “completely generated by algorithm,” ($$$Cool) they have no idea what is the impact of their only-half-clever, inbred “initiatives.” They’re not out on the street, where guys like you don’t see what’s “social” about software deciding whether you can ride a fast learning curve so you can do a job.

The Recruitomatic and HR’s database-itis — this is why there’s a 4:1 ratio of unemployed Americans to vacant jobs. It’s why you get splattered with HR’s mixed-up rationalizations while you’re trying to earn an honest dollar for doing honest work with an employer that knows how to run a business. And that knows how to hire.

Anyone’s odds — if they’re unemployed — are about 4:1. But what are the odds the board of directors at any company has a clue what’s going on? They don’t get why you hate recruiters. They don’t get why so many jobs at their companies are vacant and work is left undon. They don’t get that the “talent shortage” is largely manufactured by consultants who make out only when HR is playing with Mr. Recruitomatic — not when HR actually hires anybody.

The social jerk is a profitable $$$$$proposition, Dave. Except for you and your 4.2 million buddies.

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Open Mic: What’s your problem?

Special Edition

I periodically do webinars and teleconferences for professionals, where I make a brief presentation — then we have an “open microphone.” Anyone may ask any question about job hunting or hiring, and I do my best to provide useful advice on the spot.

I love doing such events because I don’t have to prepare. In fact, I can’t prepare. I have no idea what anyone will ask. I also enjoy doing it because it tests me — how much value can I deliver, to someone with a problem, in the space of a few minutes?

These events grew out of a series of online chats I did a few years ago, before audio was really possible for large groups online. (The webinar I did for Harvard Business School attracted hundreds of MBA students and Harvard alumni.) We always promoted the old chats like this:

Show up online at noon tomorrow — and pound Nick with your questions! We’ll see how many he can answer, and how fast he can type, in the course of 90 minutes!

Chats aren’t very popular any more (and I can talk faster than I can type!), so I’ll be doing more webinars and teleconferences for various groups in 2012. But I’ve never done an “open mic” here, for my own Ask The Headhunter community. So here we go!

It’s Open Mic: What’s your problem?

Every week in the newsletter I answer one question from a reader in the traditional Q&A format. This week, I will do my best to answer any and all questions you post here on  The Blog — and I welcome our community to chime in on the discussions. The more variety, the better!

  • Lost your job and don’t know how to start hunting for a new one?
  • The employer wants you to do a stress interview?
  • Wondering how to deal with a headhunter who just called you?
  • They want your salary history, but you don’t want to share it?
  • Your company posted a job and you got 5,000 applicants. What now?
  • The manager made you a good offer, but HR just called to rescind it?
  • What’s your problem? Please post it and we’ll tackle it.

(You don’t have to include any identifying information.)

I’ve answered over 30,000 questions from Ask The Headhunter readers since 1995. This week I’ll answer as many as you post. So… please ask away!

(This column was published before the comment threading feature was added to Ask The Headhunter, so my replies to questions do not appear immediately below each comment. Please scroll down in the comments and look for my reply “@commenter-name” to each question. Sorry for the inconvenience!)

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Get Hired: No resume, no interview, no joke

In the January 10, 2012 Ask The Headhunter Newsletter, a long-time reader ruminates about how stupid the recruiting and hiring process seems to have become. Employers aren’t really looking for talent — they’re shopping for mediocrity, using lists of keywords:

I’m a career changer and I’m finding it very hard to get past the recruiting agency or even the internal HR shell. I have a number of friends in similar situations in other fields and industries. Perhaps it’s the economy, or maybe it’s just the nature of the recruiting business, but it seems that these days if you don’t match a long checklist of criteria, you don’t have much hope. Many agencies even go as far as to specifically call this out in their ads: Don’t apply unless you meet all of these (10-15) criteria.

It’s a real shame, too, because it seems only natural that successful people will want to take on new challenges. But the recruiting practices of most companies lead them to search for candidates that have already done what they’re being hired to do, and who are content to continue doing the same. They seem to say, “Give me practiced mediocrity rather than a chance to find a star.”

Maybe that makes sense for a recruiter whose job is to maintain the status quo. But how does this produce truly exceptional performance or lead a company into the future?

I will continue to await the day when we try to measure each other by the limits we will have tomorrow, instead of those we had yesterday. In the meantime, thanks for your article The Horse’s Ass in The Rear-view Mirror, about how recruiters drive away a company’s best hires. It gave me faith that there are still people out there that hire people, and not tie racks or check lists. But what should I do next?

My Advice

This is even worse than you suggest. Stupid hiring practices are not a philosophical problem. This is a structural problem that’s destroying our economy from the inside out.

There are 14.2 million unemployed Americans and 3.2 million vacant jobs. That’s a 4:1 ratio, a 4:1 advantage to employers. But, “We can’t find people who match” is the refrain. Do the math. Those 14.2 million Americans are not morons, incapable of learning on the job, or worthless pieces of dung because they don’t have 100% of the right keywords on their resumes.

Reductionist recruiting

The problem is that employers have gotten sucked into a reductionist approach to recruiting and hiring that’s been foisted on them by job-board databases and recruiters and HR departments that have no idea “who” they’re looking for. They spend all day scanning buzzwords, driven by a fantasy of the perfect “match.” They’re not interested in people or in talent. Just in magic matches.

Consider the staggering cost of leaving those 3.2 million jobs vacant, because personnel jockeys can’t figure out who’s worth hiring — and because managers don’t know how to mentor, train, and bring those people up to speed. All that work — 3.2 million jobs — left undone.

There’s the hole in the economy.

The solution is teaching managers that management means hiring smart people and teaching them how to do the work. Management does not mean matching keywords and then sitting back while the peg fits neatly into the hole.

The problem is structural

The media feed the frenzy: “All those unemployed people are not qualified! They need new skills!” Well, “they” needed new skills in 1990 and in 1995 and in 2000. But “they” got hired anyway, and they did the work.

The problem is structural. This is the dominant “filtering” mechanism employers use. The problem is that employers really believe that, if they wait long enough, perfect hires will show up. The few headhunters who have brains, and the few employers who actually size candidates up for their abilities, are doing quite nicely, thank you.

The rest of the economy is sucking wind because work is left undone because managers aren’t managing. They’re waiting for the databases to spit out magic hires. It ain’t gonna happen.

Cut out the middlemen

Your challenge is to avoid the process that takes your keywords but ignores your ability to learn and to stretch. The alternative is simple: Cut out the middlemen — HR and the recruiters and the headhunters — and go directly to good managers you’d like to work for. Find out what work they need done, and show how you will do it. Show how you will boost their business and they will hire you.

Read that again: Go to good managers you’d like to work for. That means making choices before you approach anyone about a job. It means avoiding the cattle calls. It means avoiding waiting in line. It means avoiding asking for jobs from people you don’t know who don’t know you.

If you understand this, you have an advantage: Everyone else is diddling the job databases, while you’re out talking to a handful of managers you really want to work for who really want and need to hire you. No resume, no interview, no joke.

Here’s what to do next

Pick three companies or managers you really, really want to work for because they are the shining lights in their industry. Then describe (briefly) three problems or challenges each company really needs someone to tackle. (You don’t have to name the companies.) Post right here in the comments section — and I’ll show you what to do next to get in the door.

No resume, no interview, no joke.

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When should you bring up money?

In the December 13, 2011 Ask The Headhunter Newsletter, a long-time reader asks whether it’s okay to discuss salary range with a headhunter before taking time out of a busy work schedule to interview:

I’m a long-time reader. This is my second-time question — the last one was in 2004! I’ve just been headhunted for a position that would require an hour commute. We’re past the phone-screen stage, and now at a point of coordinating schedules for in-person meetings. This is the busiest time of year for my current employer, so to leave for a half day would be very difficult. Is it acceptable to discuss salary range before I invest time in interviewing? Or does that automatically mark me as a problem child?

Here’s the short version of my advice: (For the entire column, you need to subscribe to the free newsletter. Don’t miss another edition!)

My Advice

Nice to hear from you again! “The money question” troubles many people. We all know there’s no hire until money is discussed, so why is it such an awkward topic? Why do employers and applicants alike prefer to “wait until later” to bring it up?

An employer has a budget for a position. It might stretch the compensation to hire a particularly good candidate. But that depends on the quality of the interviews, not on whether the salary range has been discussed in advance.

I think it’s key to get the money question on the table early — especially if you have to invest travel and time to interview.

I like the off-the-cuff approach. Call the headhunter, express your interest in the job, and then say the following.

How to Say It

“By the way, what’s the compensation like for this position?”

That’s not aggressive and it’s not the last word. It leaves room for further discussion. Then stay silent and let the headhunter speak. If she won’t answer you candidly, then don’t feel guilty pressing her.

How to Say It

“We should make sure we’re in the right range…” or “I’d like to make sure I’m on the same page as the employer before we all invest our time…”

If the headhunter deflects by asking what you’re making or what you want, you should turn the tables to test the headhunter. Yes, I said test the headhunter. Make her work to recruit you, or she’s not really worth talking to.

How to Say It

…(This last How to Say It suggestion is only in the newsletter… Don’t miss next week’s edition. Sign up now! It’s free!)

This makes the headhunter work for it. If she’s not able to engage with you now on the subject of money, then negotiations are likely to be difficult later, after you’ve invested a lot of time. (This is why both headhunters and employers often avoid talking money: The more time they get you to invest, the less likely you will be to walk away from a low offer.) For more about negotiating with headhunters, please see How To Work With Headhunters.

Could the headhunter conclude you’re a problem child and drop you? Sure — but you’ve hardly been “dropped.” Rescued is more like it. If you don’t know what the compensation range is, there’s really nothing more to talk about. Exploring new opportunities is a good thing, but not every recruiting call is an opportunity. Test the recruiter quickly. Find out how much she knows about the employer and the position, and make sure there’s a suitable payoff if you invest your time. If the headhunter thinks you’re a problem child because you want to talk about money, then the call itself is a problem.

Do you ask about money before you interview? I’ve heard lots of justifications for putting it off, but I don’t really buy any of them. Am I wrong? How far do you go before talking money?

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You’ll never get hired if you’re self-employed

In the November 29, 2011 Ask The Headhunter Newsletter, a reader who’s run a business for years wants to know whether it’s true that the self-employed are unemployable.

I was on a discussion forum today where the consensus is that you’ll never get hired if you’ve been self-employed. Is that true?

I have had my own consulting business for the past 19 years. My original client base is drying up, but happily I have had some luck with a new market. I can definitely stay on my own, and there are good reasons to do so. BUT… I have not explored many job options over the years. Lately I have seen friends & neighbors get good-to-great jobs, things I would love to do professionally and personally. New challenges, terrific companies… and I find myself envying those folks.

I have been going on some job boards where I’ve seen jobs I would love to have. I’ve studied your approach and I feel confident that I could make good contacts with good companies. I know I would be a great, business-enhancing employee.

Then I came across that discussion forum today. Would it be hopeless for me to even try now? Given what you have written across-the-board, I feel like that forum’s assertion can’t be right. But I figured I’d rather ask you before embarking on a doomed-to-fail effort. (The people on the forum suggest all kinds of subterfuge to hide the “shame” of self-employment. I am very much against subterfuge!)

I have also read that people will “never get hired” if they’re over 50, stay-at-home moms, job-hoppers, or felons (!). I figure that, with the exception of the felons, there must be plenty of people in those categories who get good jobs. Yes?

Here’s the short version of my advice: (For the entire column, you need to subscribe to the free newsletter. Don’t miss another edition!)

My Advice

I’ll tell you what I said to a young man I know who is applying to colleges. He wants to study physics. Princeton is virtually impossible to get into and everyone has told him not to bother. But he wants to go to Princeton.

I told him that if you want to do something, then go after it like it’s the only thing in the world. Your goal is to succeed, not to worry or even to think much about the so-called odds. And you certainly should not listen to the comments and speculations of people who are afraid of failure.

Odds matter only if we’re talking about a population of people, because odds are descriptive of a population. They don’t matter much when we’re talking about an individual. Odds don’t prescribe the right action for an individual. That is, just because Princeton rejected 20,000 applicants is no reason not to apply. What matters is what one person is capable of doing — and what he’s motivated to do.

So, ignore and stop reading that stuff on the forums. Do what you want to do. Do it the best way you know how. People with their own businesses get hired. I don’t know how many, and I don’t care. Even if every single one of them has failed to date, your objective is to be the first one to succeed. If you think you can be a great, business-enhancing employee, that’s what matters. It’s better yet if you can demonstrate those qualities. That’s what will get you hired.

My advice is to ignore everything you’ve been told. Then go do what you set out to accomplish. Either smile or smirk at the naysayers. They don’t matter. They’re pretty pathetic. Failure in America is built upon their fears and chatter.

A 63-year-old reader told me last year she’d landed the new job she wanted — in part because she ignored all the discouraging things she’d heard about age being a obstacle. The young man I mentioned applied to Princeton. Will he get in? Will his outcome affect whether you pursue the jobs you want? Go for it. Stay away from the “You can’ts.”

Did anyone ever tell you you’d never get hired? What’s the secret to success in a “lousy” job market? (Hint: There’s no such thing as a job market.) Tell us what you’ve pulled off in the face of incredible odds — that’s what matters.

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Jumping Employment Gaps

In the November 22, 2011 Ask The Headhunter Newsletter, a successful executive who took time off then worked as a consultant says headhunters won’t touch him. What’s up?

I was an executive with a financial services software company for 20 years. I joined when it was a start-up. After the company was sold, I took a package and left, as did the co-owners and, eventually, all of the senior management. I have a five year gap in my resume after which I had a couple of consulting engagements, one of which lasted a year, the other approximately six months. I speak with recruiters frequently, but invariably the gaps prevent me from getting an interview. The recruiters will not even present me to the client. I would truly appreciate any advice.

Here’s the short version of my advice: (For the entire column, you need to subscribe to the free newsletter. Don’t miss another edition!)

My Advice

Most recruiters suffer from a buzz words syndrome. If the buzz words aren’t on your resume, then you’re not a candidate.

Happy Thanksgiving!Those recruiters obtain lists of “candidate criteria” from their clients, and they pattern-match those criteria to someone’s resume. My guess is that among those criteria are “stable work history” or “must be currently employed.”

You had a long, successful career building a company from the ground up. That’s trumped by “currently unemployed” only in the mind of a foolish recruiter.

If you had been as narrow-minded as those recruiters about whom you hired while building your start-up, the business would likely have failed. I’m willing to bet you hired people who spent time consulting or running their own businesses. You relied on your ability to recognize what people could do; you didn’t judge them on buzz words or on what they had done in the past. You probably hired people that others wouldn’t touch.

What I’m telling you is, those recruiters are helping you weed out companies you should not work for. I know this sounds like sour grapes, but think about it. We all have a selection process in mind that supports the way we live and work. We pick people and we make choices that reflect who we are and how we operate.

Now, think about what that means. You’re being rejected by recruiters and companies that are looking for “the perfect fit” to their narrow criteria. But when did you ever encounter “perfect circumstances” and “perfect solutions” to the business problems you faced at your start-up?

Kiss those recruiters goodbye, because they’re working for narrow-minded employers that you probably won’t be happy working for. Instead, track down insiders who work with the kinds of companies where you’d shine. Start talking to lawyers, bankers, investors, realtors, landlords, accountants, consultants and other folks who do business with dynamic, growing companies that want talent — not perfect fits to static job descriptions. (You and I both know there’s no such thing in either case.)

Those recruiters don’t work for the companies that will hire you. You will find your next employer through external consultants (like those I listed) who work with companies like the one you helped grow. The company that hires you next won’t be looking at the gap you’re facing — it’ll be looking at how effectively you can leap over that gap to help grow its business.

How did you leap over an employment gap? Did you ever hire someone with a gap? What the heck does a gap really say about a person, anyway?

Happy Thanksgiving!

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Big Brother & The Employment Industry: “All your employment are belong to us!”

Suppose that every time you applied for a job, some guy in a little room checked an Excel spreadsheet and notified the employer: “No interview for this guy. He’s a bum.”

It’s already happening.

Several years ago I published a series of articles about identity theft via job boards, including a report about Monster.com’s troubling practices by Pam Dixon from the World Privacy Forum (Click, You’re Hired. Or Tracked). Later, I published a newsletter titled Does HR go too far when screening candidates? in which HR consultant Earl Rice warned that:

“…in their zeal to protect themselves and their companies, HR departments may be covering up illegitimate and possibly illegal practices. When HR outsources background checks and investigations of candidates, is HR doing its job, or is it ensuring plausible deniability while letting loose an investigative demon that systematically violates people’s privacy and feeds the specter of identify theft?”

Trading privacy for Big Brother’s social initiative

It’s a world where Facebook routinely collects and profits from massive amounts of personal information. It’s a world where people enjoy the benefits of “social networking” and just want to keep up with their friends minute-by-minute. It’s a world where Big Brother has taught people to shrug and say, “Privacy? There’s no privacy any more. My information is in lots of databases and it’s not worth worrying about it!”

It’s a world where corporate employers are covering their legal asses while you get rejected for jobs that have long been vacant because “there’s a talent shortage.”

It’s also a world where opening a financial account in your name doesn’t take much more than your name, address, social security number (SSN), and a signature — any signature. But in today’s economy, the permissions you grant to employers when you apply for a job can continue to cost you lots of jobs — and you’ll never know it.

Let’s go back to what HR consultant Rice said back in 2003:

“If you have signed one disclosure for one employer, the investigations company that did the checks will keep the information about you in their database and then just re-sell the results to their next client.”

How does this happen? HR outsources the investigations, and the third party investigations company owns the information it gathers about you. The next employer rejects you for the same reasons the last one did. Were those reasons legit?

“This total invasion of privacy beyond your wildest dreams (actually, nightmares) is outsourced. The worst part is that much of the data and information these outsourced security agents collect is erroneous.”

You sacrifice privacy; employers buy legal protection

But while you’re giving up your privacy for certain “social” benefits (like the ability to apply for a job), employers are capitalizing on the holes you just punched in your life. Then, those same employers are buying legal protection in case you sue them for peeking through the holes. Rice reiterated that the quality of information about you in those databases isn’t the issue; insulation of employers from legal liability is the issue. Rice warned warned that an employer’s intentions could be far more complex:

“This is an industry that is almost totally unregulated. The multiple levels of outsourcing and subcontracting yield enough plausible deniability to the companies themselves,  and their clients, that abuses run rampant.”

Are employers using third parties to distance themselves from legal liability when checking you out? Who’s responsible for auditing and tracking the use and security of personal information an employer gathers about you?

Like many people, I put all this aside and chalked it up to Big Brother’s ubiquitous presence in our lives… the Internet, after all, is the Big Brother we’ve invited into our lives, choosing to accept the quirks of his behavior in exchange for all the social gifts he bears.

The little man who controls your career

That’s how I compartmentalized it all, until a reader sent me the story of his recent experience with a major American corporation with operations around the world. The reader is a 20-year veteran of the information technology field, and has more than a passing knowledge about security. Read it and decide how worthy a trade we’re making — some of our privacy, in exchange for the wonderful social gifts Big Brother delivers into our lives.

During Q4/2010, I was being considered for a position with [Company X]. Before I could be submitted for consideration to the hiring manager, the recruiting agency required my name and full SSN so that it could be checked against a database of Company X’s former employees. I decided to dig into their process.

Each agency was collecting names and SSNs within their offices in a spreadsheet, then submitting them periodically to a third-party agency via unencrypted e-mail attachment (Excel file). I went as far as to contact the individual at the third-party agency who was receiving and processing the queries.

He told me that he logged into a Company X mainframe application to enter the names and SSNs, then returned the spreadsheets to the agencies with a Yes or No indication for whether the candidates were acceptable to Company X on the basis of when and how they may have might have been terminated, or if his check could verify that they had never worked for Company X. He then combined each of the spreadsheets into one of his own so that he could independently track and verify the names and numbers he had already processed.

Me: “Where do you keep that spreadsheet?”

Him: “In my in-box in Outlook.”

Me: “Do you see any security risk in that?”

Him: “No, it’s just on my desktop.”

I was shocked.  That was when I decided to pass on the opportunity. I also informed the agency rep who had contacted me about the job that this was how it was being done, and while he agreed that it wasn’t very good, he had no way to change the process put in place by Company X.

All your career are belong to us

You worry that you’re too old, or that you lack the proper college degree or skills. But employers are rejecting you before they check any of your work credentials. Your career is subject to “judgments” far more stupid and unsophisticated than you could imagine — judgments that could well be incorrect, and over which you have no right of appeal.

In 1991, a poorly-translated warning appeared in a popular video game: “All your base are belong to us.” Today, the game ends for many job applicants before it even starts.  Your career belongs to the little man with the spreadsheet, who operates at legal arm’s length from the employer that rejected you. He works for an agency that is contracted by lots of employers to handle candidate investigations, and to notify employers whether you should be interviewed.

But, the business is not about hiring; it’s about selling and re-selling data about you whose accuracy you cannot confirm.

“The larger outsourced security/investigative companies have started keeping databases of their own. One advertises they have a database of over 1.5 million people for employers to run their candidates against.”

At the time Earl Rice contributed his commments to Ask The Headhunter, he was working for a major employer that outsourced background investigations to third parties that weren’t even in the United States. They were based in what we used to affectionately refer to as Iron Curtain Countries.

“They start with a name and phone number and e-mail address from a resume or application. Then, they cross-reference information until they get a date of birth or social security  number and go from there. When an applicant walks into HR for that first  meeting, they already may have been investigated. Never mind that much of the  data gathered may be erroneous. The ‘data’ was gathered at arm’s length, but the  employer will treat it as absolute fact.”

Advantage Employment Industry

Employers are ultimately responsible for the way job applicants are treated, no matter how carefully they’ve instituted legal protections by outsourcing candidate rejection. But the problem job hunters face is a systemic one. There’s an entire employment industry that now relies on Big Brother and the holes you permit in your personal privacy. Privacy expert Pam Dixon boils it down:

“The business of searching for jobs online has grown from a market niche to a multi-billion-dollar, rapidly consolidating industry that relies on the eager search activities — and employment dreams — of millions of job seekers.”

Every time a job hunter submits an application through the rote channels established by corporate HR departments, the employment industry gets paid — whether a match is made or not. The job hunter loses, and the hiring manager cries about the talent shortage. Employers give the advantage to the employment industry — a mafia of consultants and contractors who bear no responsibility, because they just manage that spreadsheet.

Every time a job hunter agrees to apply for a job via Big Brother methods, rather than through a personal contact with a hiring manager, the job hunter sets in motion the wheels of an entire data industry designed to make money — not to match people with jobs. Most of the time, the job hunter gets taken down in a drive-by data attack. The little man with the spreadsheet wears a hood, and even the employer has no idea who’s driving the data base. Or where the keys are.

The IT manager who shared the story above decided to skip the little middle man — and Big Brother. His next contact with an employer was direct, and he hasn’t submitted to a strip search of his personal information. His job search isn’t easy, but he still owns his career.

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How to manage gang-up interviews

In the October 18, 2011 Ask The Headhunter Newsletter, a manager indicts “panel” interviews and says he’d never consent to one — or conduct one. Are panel interviews a bad idea?

I was taken aback recently when my HR department scheduled me as a part of a panel interview. When I queried our hiring team, they claimed this was the “latest thing” and it provided a “challenging atmosphere for the candidate while minimizing expenditure of company resources.”

I was on my way to register my discontent with the HR VP when my Blackberry indicated the interview had been cancelled because the candidate had accepted another offer. That didn’t shock me—I wouldn’t accept a panel interview, either. Shortly thereafter, the HR VP “innovator” left to “pursue other career opportunities.” Good riddance!

This doesn’t mean some other “idea person” in our company won’t try to resurrect this sort of thing, but not on my watch. I believe in giving each candidate a chance, as much as possible, to “do the job.” It’s much more productive.

Don’t get me wrong, I’m all for candidates meeting the teams they will work with, just not in a formal interview environment. Is this panel interview approach really creeping into our already dysfunctional job interviewing system?

Kudos for the continuing wisdom emanating from your Ask the Headhunter empire! Your straightforward approach is a win-win for employers and candidates and removes the HR-injected “smoke and mirrors” from the hiring process. It certainly has helped me in many ways. Good luck and keep ‘em coming!

Here’s the short version of my advice: (For the entire column, you need to subscribe to the free newsletter. Don’t miss another edition!)

My Advice

Thanks for the laugh, and for your kind words. No, I don’t see ganging up on a job candidate as a new trend — although in some organizations this has long been routine. Innovative HR VPs… unfortunately, they’re not a trend, either.

It’s refreshing to hear from a manager who doesn’t support contrived methods of assessment. It seems that many HR execs think the more over-defined the interview process is, the better. They’ll accuse me of being a yokel, but whatever happened to just talking with someone and working together, to figure out if there’s a match?

I believe that a simple, engaging, no-tricks, personal interview experience is what gets people’s attention and interest. The more direct and one-on-one the assessment, the better. As you point out, there are good ways for candidates to meet the entire team. Candidates are sick to death of “the process.” They want to work with managers and people who truly want to get to know them. The happiest candidate is one who’s hearing about the work that needs to be done, and who’s being asked how he or she would help do it. I encourage you to go that route at your company.

A thorough assessment can include other activities, but any interview should start with a respectful, “working” meeting — not a confrontation by a gang.

So, what should a job applicant do when the employer schedules a panel interview? Like the candidate who took the other offer and declined the panel interview, the manager who asked this question has the answer: “I wouldn’t accept a panel interview.” What you do, of course, is up to you. (Maybe you like panel interviews!)

While an employer may be taken aback, there’s nothing wrong with saying you’d prefer to meet the hiring manager one on one, and that you’d be glad to meet the rest of the team if that first meeting goes well. Remember — the candidate gets to judge the employer in an interview, too, and doesn’t have to proceed with more discussions unless the experience is satisfactory. Alternately, if you find yourself stuck in a panel interview, try this: How to Beat The Stress Interview.

You can get relief from situations you don’t like by politely and firmly saying no. It’s the sign of a credible job candidate.

Are panel (gang-up) interviews legit? If you’re a manager, do you do panel interviews? What’s your experience been?

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The truth about headhunters

In the October 11, 2011 Ask The Headhunter Newsletter, a job hunter who’s tired of high-pressure headhunters asks how to recognize the good ones:

The sales pitches I get from cold-calling headhunters are intense. They’re in a hurry, they avoid sharing details I need and they are high-pressure. How do I know when I’m talking to a good headhunter?

My Advice

This week’s Q&A is an excerpt from my PDF book, How to Work with Headhunters… and how to make them work for you. The book is 130 pages, packed with 62 myth-busting answers for fearless job hunters. I hope you enjoy this sample!

If the caller is a fast-talking salesman, hang up. It’s that simple.

Judging a headhunter and qualifying a headhunter are two different things. You can judge a headhunter’s character whether you decide to work with him or not. This kind of judgment is largely based on observation. If you’re going to actually work with a headhunter, first you must qualify him — and that means you’ve got to test him before you put yourself in his hands. Let’s discuss judging headhunters. (For a thorough discussion of how to qualify a headhunter, please check pages 28-33 of the book.)

  1. If the caller sounds like an earnest business person politely asking for your help with an assignment, you should keep talking.
  2. The best headhunters reveal high standards of conduct and reveal the same qualities they look for in candidates.
  3. They are easy to work with because they are straightforward. They speak clearly and directly. They are not secretive or cagey.
  4. They don’t waste time playing games or putting on airs. They make you feel special, rather than imply they are.
  5. They are not in a hurry. They take time to talk. They pay attention. They answer your questions.
  6. They are knowledgeable about their business, their client, the job they’re trying to fill and about you.
  7. A good headhunter doesn’t call anyone blindly. He already knows quite a bit about your background, or he wouldn’t call you.
  8. A good headhunter reveals integrity by being honest and trustworthy. He will do what he says — including returning your calls.
  9. He is conscientious. You’ll see this in the questions he asks. Rather than rely on your resume, the headhunter will learn about you by talking with you extensively.

If you’re a possible candidate for the headhunter’s client, you’ll get an interview in short order. If you’re not a fit, he won’t lead you on. He will move on. You may feel you’ve been dropped, but a busy headhunter won’t spend more time with you than his assignment warrants. He’s not being rude; he’s doing his job.

Try this test.

When you’re done talking to a headhunter who sought you out, ask yourself, Could this headhunter write an adequate resume about me based strictly on our phone call?

I sometimes write a candidate’s resume just like that, after a phone call, and I provide it as a summary to my client. It’s a good test of my own grasp of a candidate’s credentials and value. If a recruiter’s call is so cursory that you don’t think he could write your resume from it, that reveals an unskilled headhunter or an inadequate recruiting call. A headhunter who calls to merely request your resume is no better than a job posting on the Internet.

When you meet a good headhunter, you’ll know it from the characteristics listed above, and you’ll recognize him as someone with whom you want to cultivate a long-term relationship. (Needless to say, the headhunter could be female.)


(For more answers about headhunters, check the Table of Contents. 30 sub-sections of the book include 62 Q&As that teach you how to conduct your job search with and without headhunters… plus How to Say It examples and Insider’s Edge tips.)


How do you judge headhunters? What tips you off to a good one, and how do you avoid the lousy ones? Have questions about how headhunters behave? Post them and we’ll discuss.

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3 Ways to Be a Smarter Job Candidate

In the September 20, 2011 Ask The Headhunter Newsletter, a job hunter wonders how to get smarter, negotiate better, and avoid getting taken advantage of:

I had what may be a “Eureka moment.” I’ve been accused of lacking the “cojones” to handle interviewing and the job market, and I think it’s true. I started my career when companies treated people with respect. Today, employers deliberately set things up so that the job candidate is at a huge disadvantage. The rules have changed so that employers can really take advantage of the diligent, loyal folks who have the 1950’s work ethic.

They make an offer and demand you respond within 24 hours, or it is rescinded. They make statements in interviews that they back out of as soon as you take the job. Don’t assume that they will send you a health insurance card, or that the work week is 40 hours, or that there’s even time to eat lunch. One place I worked made everyone buy their own pens and office supplies. You almost need a bulldog lawyer to negotiate everything for you.

People have told me I have a “golden retriever” personality—too eager to please and to be a good employee. I need to be more skeptical, and I need to be a much tougher negotiator. It is hard when you really need a job, but I’ve learned the hard way not to be so trusting. It may be better to risk ticking off an employer, or losing out on a job, than to take the job and find that someone took advantage of your good nature. How can I get smarter? How can I be a better negotiator? Can you help me out?

Here’s the short version of my advice: (For the entire column, you need to subscribe to the free newsletter. Don’t miss another edition!)

The best way to avoid being taken advantage of is to set your standards and expectations high. Then judge others accordingly.

One way to approach this is to politely make the employer jump a few hoops, too. The lousy ones will refuse, and that saves you time. I doubt it will cost you any good opportunities. My advice: Quickly find out what kind of people you’re dealing with. If there’s a problem, move on. Here are some suggestions.

First

Make a list of what you think is reasonable behavior from an employer, so you’ll be more aware of what to look for. If an employer doesn’t measure up, call them on it. Give them a chance to try again. Their reaction will tell a lot by itself. Here’s an example.

How to Say It
“Thanks for the offer. I’m very pleased about it, but I cannot make a decision in 24 hours. I’ll tell you why. I want to stay with the company I join for the long haul, so I want to make sure it’s the right match. Before I accept, I’d like to spend a little time with people I’d be working with, and with people in related departments. Can we schedule some brief meetings with managers and employees in [manufacturing, finance, whatever] asap? Then I can assure you of a quick answer to your offer. I appreciate your consideration. It will help us both to make a wise decision.”

Massage the wording to suit your style. It’s a reasonable request, and I think it will quickly reveal which companies are good and which are lousy.

Second

Another way to be more assertive (and to protect yourself): Ask for the full employee manual and benefits package at your first interview, or before it. Hey, they have all your info in your resume and application, right? You want their info. If they won’t give you copies after your first interview, thank them and walk away. Don’t waste your time.

Third

(This part of my advice is omitted. It’s for newsletter subscribers only. Subscribe to the newsletter to read all of next week’s Q&A! It’s free! Don’t miss another edition!)

There are good companies out there. You have to weed out the rest, and these are some ways to do it. Of course, you must be polite, reasonable and very professional. Never be pushy, demanding, or rude or presumptuous. Wear a big smile, grow some cojones, and be firm. Sure, this will cost you what people loosely refer to as “opportunities”—but they are really nothing at all.

Know what your standards are. Go in with a positive attitude. Stand firm the first time they push you where you don’t want to go.

Some employers demonstrate high standards. Others smile a lot and bite you where it hurts. Learn to tell one from the other by testing them. Today’s Q&A offers 3 suggestions. How do you test a company before you accept a job offer? Have you been bitten?

How can job candidates be smarter and negotiate better? Please share your thoughts in the comments section below.


The Ask The Headhunter Newsletter is 9 years old today! That’s worth a special deal!

To celebrate, I’m offering an extra $5 off the 2-Book Bundle! Discount code: 9YEARS. This discount code is good only until Friday, September 23, and only on the 2-Book Bundle! Click here to order, and type 9YEARS in the discount code box when ordering!

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