Did this headhunter overlook me?

On August 5, 2013

In the August 6, 2013 Ask The Headhunter Newsletter, a reader wonders when a headhunter will call him about his application:

I’ve applied for a job (online, to a headhunter) for which I easily meet all the criteria. I even have several “value add” items in my past that make me an extra good candidate. But I have not been invited for even a preliminary interview. Should I just give up, or is it acceptable/advisable to contact the headhunter and essentially say, “I can’t believe you’ve overlooked me!”

Nick’s Reply

In How to Work with Headhunters… and how to make headhunters work for you, there’s a section titled, “How should I judge a headhunter?” (pp. 26-27). It includes 10 tests that reveal a headhunter is a good one. Here are four of them:

  • A good headhunter doesn’t call anyone blindly. He already knows quite a bit about your background, or he wouldn’t call you.
  • 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.
  • He will exhibit a sincere interest in your work and abilities, and in your interests and goals.
  • He will give useful advice if you ask for it.

blind_leading_blindThe root of your problem is that you’ve applied for a job indirectly — you applied (1) online, and (2) through a third party. Consequently, you know very little about the job or the manager. You might meet all the criteria that you know about, but that’s really very limited. What you don’t have is all the insider information that “insider candidates” have.

Applying indirectly puts you so far down on the list of realistic candidates that you’re really wasting your time. But I’m not here to berate you. This is a good learning experience if you understand why you’re wasting your time with this headhunter — who seems to have overlooked you because he’s working blind.

First, if the headhunter were any good, he or she would be actively recruiting you and sharing the inside scoop about the job with you. A headhunter who recruits via job postings is a pretty pathetic headhunter. This should be one big tip-off about how realistic the opportunity is. Please think about it: No one is “hunting” you if they’re waiting for you to come along via a job posting, right?

Second, If you’ve never actually talked to the headhunter, you don’t even know if the job is real, or whether the headhunter is just building his database with resumes. (This is common.) So you’re worrying about something that has never happened: The headhunter has invested nothing in you at this point.

That’s the danger of online job postings: They require no work. This is a trap that job hunters fall into all the time. They take job postings too seriously. The place to invest your time and energy is in people who actually know who you are and who take the time to understand what you can do for the employer. (These might be headhunters or employers themselves.)

Now consider the four tests of a good headhunter that I listed above. The headhunter in this case fails all of them. The main test is that, if the headhunter thinks you’re a good match and that he could make a placement, he’d be calling you. I think your best move is to move on — to opportunities where you have good information and contacts. And if you don’t have good contacts, start making them — that’s where the real opportunities lie.

Some guy posting jobs and waiting for a piece of spaghetti to fly across the Internet and stick to his wall isn’t really a headhunter. He’s not worth bothering with.

Do you apply for jobs online, indirectly, via “headhunters” you don’t know? What’s your hit rate? (Come on, make me laff…)

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Should you disclose your salary history to a headhunter?

On July 29, 2013

In the July 30, 2013 Ask The Headhunter Newsletter, a reader frets about disclosing her salary information to a headhunter (and to an employer):

I am a great fan of your newsletter and just read your guides, Keep Your Salary Under Wraps, How to Work with Headhunters, and How Can I Change Careers?, so I suppose I already know your answer to my question.

I recently had an initial interview with a recruiter to discuss my interests and to find out about the recruiting company. After discussing everything, there was this dreaded, but rather expected, question regarding my current salary. I advised that it is private and confidential, just like the hiring manager’s salary. I know that recruiters and employers will still ask for my salary history, but that does not make it right. I want to make sure I am considered for the role. Is there a better way or another way I can protect myself?

Nick’s Reply

shhhWe have discussed the importance of protecting your salary history on Ask The Headhunter before, but it’s worth talking about it again from time to time. Clearly, you already have the answer to your question. Just because recruiters and employers keep insisting and pretending you must hand over your salary information doesn’t mean you must keep coming up with new ways to answer them. The same polite but firm response, even if repeated again and again, is the best you can do without compromising yourself.

In How to Work With Headhunters there’s a section where I discuss how to handle the salary history question when a headhunter asks it. This is quite different from when an employer asks the question. It can be beneficial to share your salary history with the headhunter if you trust him or her completely. In a moment, I’ll share an excerpt from the book and tell you How to say it and how to protect yourself.

First I’ll give you a warning: Keeping your salary confidential can lead some employers (and recruiters) to stop the interview process. So you must decide how to deal with this risk. I strongly believe the right approach is to withhold salary history, even if it costs you a job opportunity, simply because sharing your old salary will almost always result in a lower job offer. But you must decide if that’s a level of risk you are willing to accept. Never take anyone’s advice as gospel — even mine — if you are not comfortable with it.

When an employer asks for salary history

After you decline to reveal your salary to an employer, it’s up to you to shift the discussion to support your position. It’s not going to buy you anything to say No without helping the employer assess your value.

How to Say It
“I’d like to help you assess what I am worth to you with respect to this job. If you’d like to lay out a live problem you’d want me to tackle if you hired me, I’ll show you how I’d go about it. If I can’t show you how I’d do this job profitably, then you should not hire me. But I think you’ll be pleased. Can you lay out a live problem or challenge that’s part of the job?”

This might be as simple as working through a live problem in the interview, or it might mean spending half a day shadowing the manager or someone on the team. I find that when managers see such motivation and willingness to work together during the selection process, they drop the silly demand for salary history in favor of an actual demonstration of your value.

Again, you must decide for yourself how to handle each situation, because standing firm may cost you some opportunities. That’s a problem not just for you, but also for the employer, because your past salary has nothing to do with the job at hand — it’s your ability to do the work that’s the question. Too many HR people avoid the work of thorough assessment by using some other employer’s judgment of a candidate’s value — the old salary.

(For in-depth discussion of salary tactics, see Fearless Job Hunting, Book 7: Win The Salary Games (long before you negotiate an offer.)

When a headhunter asks for salary history

While a headhunter’s first duty is to the client who is paying the fee, a headhunter’s livelihood depends on being able to place lots of candidates and on getting good referrals from those candidates for future assignments. A good headhunter would never compromise a candidate’s satisfaction just to close a deal. It’s far better to have lots of very happy placements who refer lots more great candidates than to selfishly talk a candidate into a lower salary. A good headhunter’s reputation and future earnings depend on doing right by both the client company and the candidate. It’s a delicate balancing act, but every good headhunter can do it.

So, assuming you’re working with a good headhunter, here’s what to say when she requests your salary history. This is an excerpt from How to Work With Headhunters, which provides more elaborate advice if you need it (including about how to judge headhunters):

How to Say It
“My policy is not to divulge my salary for the simple reason that it could adversely  affect a job offer. I am willing to walk away from any opportunity if that’s a deal  breaker. No offense intended. I may be willing to divulge my salary to you under two  conditions. First, you would have to agree not to divulge it to your client. That’s up to  you. Second, — and I say this respectfully — you would have to show me how it would benefit my career to tell you what I earn now.”

A good headhunter will have good answers for you and respect your position, even if she disagrees with you. If the headhunter hems and haws and chants excuses and rationalizations, then she cannot work with you candidly and cooperatively, and my advice is to move on to another headhunter or another opportunity.

Do you disclose your salary to headhunters? What’s the effect? Have you missed out on opportunities by withholding your salary? How do you manage headhunters?

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LinkedIn Payola: Selling out employers and job hunters

On July 22, 2013

Introduction

You’re an employer. You pay LinkedIn to search its profiles when you’re recruiting. Do you care that the job applicants who rise to the top of your search results paid for their positioning?

linkedin-top-of-listIn a sweeping 1950s music industry scandal, radio deejays were exposed for taking money — payola — from record promoters to play their record labels’ songs, regardless of popular tastes. Certain songs went up the charts because record labels paid for positioning.

Today, payola seems to be the name of the game on LinkedIn, where job hunters can pay $29.95 per month to “move to the top of the applicant list” when employers search LinkedIn profiles for recruiting.

In the radio scandal, the payments were secret. LinkedIn sells top position in recruiting search results shamelessly.

In the July 23, 2013 Ask The Headhunter Newsletter, a reader says LinkedIn is behaving immorally and unethically:

I received an e-mail from LinkedIn, with a vertical list of five or six firms and logos, suggesting that I could be interested in these jobs. One of them caught my attention and I applied. I simply clicked on the “View job” link, uploaded a copy of my resume, and clicked the submit button. Immediately, a very questionable pop-up appeared. For $29.95 per month, LinkedIn has offered to sell me an “upgrade” that will put me at the top of the results this employer will see when it searches the LinkedIn database for job applicants. I find this to be unethical and immoral. How about you?

Nick’s Reply

When Ask The Headhunter subscriber Richard Tomkins brought this to my attention (he graciously gave me permission to print his name), I had to see it for myself.

linkedin-pitch-nickSo yesterday I applied for a job listed in a LinkedIn e-mail about “Jobs you may be interested in.” The pop-up that appeared on my screen is on the right.

(Tomkins got the exact same pop-up six months ago, listing the same #2 and #3 profiles beneath his own. He notes they are in the “San Francisco Bay Area,” thousands of miles from his own location. You’d think LinkedIn would gin up a pitch that at least delivers “results” that include “candidates” from the same geographic area!)

More suckers

I couldn’t believe that LinkedIn was going to sucker an employer — who paid to search LinkedIn profiles — by putting me at the top of the search results just because I paid for it.

“Move your job application to the top of the recruiter’s list!” in exchange for payola of $29.95, LinkedIn said to me.

While the employer is paying thousands to LinkedIn to search for applicants???

So I contacted LinkedIn, thinking that Tomkins and I had somehow gotten this wrong. Could LinkedIn be taking money from job seekers and fleecing employers with fake rankings?

A customer service representative, LaToya (no last name given), explained that the advantage, if I pay the $29.95, “is that your [sic] at the top of the list rather than listed toward the bottom as a Basic applicant.”

So it’s true. LinkedIn sells positioning to job hunters while it sells database searches to employers. Talk about getting paid on both ends of a deal! Meanwhile, the “Basic” applicants (those other suckers, who ride free) are relegated to the bottom of the list.

I wrote back to LaToya: “Don’t the employers get upset when they see someone ‘paid’ to get bumped to the top?”

That was taken care of, explained LaToya: Employers “have the option to turn on and off the setting.”

So I buy top positioning in recruiting results for $29.95 per month, and the employer has the option to render my payment a total waste. The only winner is LinkedIn — higher revenues, higher stock price, higher corporate valuation, and more suckers paying. This is the leading website for recruiting and job hunting?

The Lance Armstrong league

But it seems there’s another loser in this game: LinkedIn, whose reputation just sank to the bottom of the job board swill pot. (Well, not the very bottom. That’s the sole purview of TheLadders.)

Another job board, CareerBuilder, used to offer top position in search results for $150. (CareerBuilder’s New Ad Campaign: What’s a sucker worth?) LinkedIn may call itself a business network, but now it’s just another job board.

LinkedIn recently awarded Tomkins a “blue ribbon” because his LinkedIn page is “in the top 10% of the most viewed entries.”

tomkins

But he is not happy:

“If I am in the top 10%, it’s not translating into more interviews, let alone a job. 20 million people got this award? That’s the size of big city or a small country. Should I laugh or cry? What significance does this really have to me? I was okay with their business model, up to the point when they became a job board. If your name is at the top of the list only because you paid for it, that puts you in the same league as Lance Armstrong.”

Tomkins guesses at how the professional network’s business model is likely to evolve next:

“What if three different applicants — all with premium accounts — apply for the same job? Who gets to be on top? Maybe they have another pop-up stacked up, one that offers the user a premium-plus-plus, extra-premium account for $300.”

Is a sucker endorsed every minute?

LinkedIn has turned the business of new product development into Project: Anything Goes.

LinkedIn used to be a credible business network that became the business network online — and potentially the standard-bearer for professional identity integrity. Since it started selling recruiting and “job seeker” services, it has slid down the slippery slope of inconsistent, slimy “offers” and business practices. A generous explanation is that one hand (LinkedIn marketing?) doesn’t know what the other (LinkedIn product management?) is doing.

(This is not LinkedIn’s first dumb move, or its last. Fast on the heels of LinkedIn’s New Button: Instantly dumber job hunting & hiring came the more ridiculous and gratuitous “endorsements,” which serve no purpose but to drive up traffic stats.)

But the question is, why are employers (who pay to access the database) and job seekers (who pay for database positioning) going along while LinkedIn sells them both out with this game of payola?

And where does it leave LinkedIn users who just want to meet one another to do business?

“Sheesh. I’m still pissed off,” says Tomkins. “I used to think of Linked In as a respectable website, but I have less respect for them now than Facebook.”

Have you paid LinkedIn for search-results position and “premium” standing? Does it pay off? If you’re an employer, how do you feel about paying to view search results that job applicants bought? Is this immoral, unethical, or the new standard of business?

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Who will lead you to your next job?

On July 15, 2013

In the July 16, 2013 Ask The Headhunter Newsletter, a reader asks what to do after getting screwed by a long-time employer:

After ten years, my sales performance at my company started topping the charts. The boss could not understand how I did it, but it was the personal attention I gave my customers. I did all I could to help them be more successful themselves. One day I brought on a big new client and closed a record-breaking deal worth millions. A few days later, my boss fired me. My confidence was shattered. I’ve been working the job postings but I’ve been out of work for months. Where do I go from here?

Nick’s Reply

Unless you did something unethical (or illegal) that you’re not telling me, my suspicion is that you got fired because your employer doesn’t want to pay the kinds of sales commissions you are earning. That’s silly — everyone’s making money and the customer is happy. But I’ve never been able to understand a company’s resentment against successful sales people.

screwedThis happened once to me. I took a sales management job under a very aggressive commission plan. The head of sales designed it, and I accepted it. It was so aggressive that there was no salary or draw. It turns out they never thought I’d make the plan work for me. I was making so much money (for them and for me) that they cancelled the plan. I quit.

If this is your story, I don’t know why it would shatter your confidence. I’d talk with a lawyer to determine what (if anything) you’re owed for closing the deal.

It’s not uncommon for sales companies to fire a top sales rep and turn big accounts over to junior salespeople who are paid far smaller commissions.

Here you’ve been in this particular business for ten years, and you’re desperately using job postings to find a job! Cut it out! You’re wasting your time. Use the ten years of excellent contacts you’ve got! (Please don’t say, “I don’t know anybody,” because you do!)

Sit down and make a list of your best customers — companies and specific people you’ve worked with at big companies and small ones. Review the quality of your relationships. Think also about what companies they do business with — their customers, vendors, consultants and other professionals. Make a list. (If you’re reading this and you don’t work in sales and you don’t have customers, then some of the other people you encounter through your work are potential employers and potential sources of referrals to a new job. Where do you think good headhunters find new clients and great candidates?)

Note: If you have Non-Compete or Non-Disclosure Agreements (NCA or NDA), make sure you don’t violate them. Talk with a lawyer. (Ouch. That’s twice I’ve recommended lawyers in one column! You don’t think lawyers can help? Read Employment Contracts: Everyone needs promise protection.) I think it’s worth at least an initial consultation to understand your position before you take action.

Your former customers are people who know you well and respect you. These are the kinds of references you can use. Call them. Don’t ask them for a job. Tell them you’re going to work only for a top-notch company — big or small — and you would value their advice. What companies do they respect? Which ones would they recommend to you?

What do you do when a friend refers you to a company? That’s when the fun starts — and that’s when you must get to work! Fearless Job Hunting Book 5: Get The Right Employer’s Full Attention delivers the obstacle-busting answers you need:

  • Don’t walk blind on the job hunt
  • How to make up for lack of required experience
  • Is this a Mickey Mouse operation?
  • Age discrimination or age anxiety?
  • How to deal with an undeserved nasty reference
  • Scuttlebutt: Get the truth about private companies
  • And more!

Overcome the daunting obstacles that stop other job hunters dead in their tracks!

You may find yourself referred to a competitor of your last employer. Or there may be a department in one of your old customer companies that’s dying to hire you. Or an old customer may have a customer who needs you.

Why waste time with the unknown? That’s what the job postings will get you. Focus on the people who already know you, and with whom you have good relationships and something in common.

The job market is not just job postings and want ads. It’s people. Focus on the ones who care about you because you have treated them well. They will help you if you let them.

Has anyone used this approach, whether in sales or any other line of work? I think it’s the best “insider” method for meeting your next boss!

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Job Hunting: I’m lousy at selling myself!

On July 8, 2013

When I created the new Fearless Job Hunting books, I packed almost 100 of the best Ask The Headhunter Q&As and advice columns into The Complete Collection. Even so, lots of great Q&As didn’t make the final cut — I just had to stop somewhere. This edition of the newsletter includes one of the Q&As I wish I’d had room to include in Fearless Job Hunting. I hope you enjoy it!

In the July 9, 2013 Ask The Headhunter Newsletter, a reader asks whether employers hire 64 year olds:

scared-of-sellingShouldn’t you be encouraging people to use headhunters like you, instead of trying to sell me on how I should do it for myself? I have no experience “selling” myself. Basically, while I’m a supreme analyst, I stink at people sales. While I’m absolutely great at crunching numbers (by the way, I loved your job board metrics discussion [CareerBuilder Is For Dopes] — very meaty and revealing), I’m not good at grabbing the people I need to meet, connecting with them, making the pitch, and closing the deal. That’s sales. I have limited experience. You are an expert.

So, why shouldn’t I utilize the best resource for the project? Why shouldn’t I utilize someone who could complete the project (finding me a job) in one tenth of the time it would take me to do the same thing?

It seems to me that using placement services is the best angle. But then again, what do I know? I’m an analyst. I like your ideas, and will give them a shot. It might take me a while to learn the techniques, but I’ll get there…

Nick’s Reply

The answer is in your last statement. It takes a while to get good at this.

It’s like dating — you can try an “introduction” service, and it may be helpful, but can you do that every time you want to meet someone (whether for a job or a date)? It’s far better to invest some time and energy in learning to do it yourself.

It’s one of the skills in life that’s important to learn. Don’t worry about how long it takes. I’ve been at this for a long time and I still don’t have it down. And I was very shy to start. I was lousy at making myself walk up to someone to start a conversation.

I’m not going to offer “how-to” advice about meeting and talking to people, but here are a few of my favorite books on the subject:

Influence: The psychology of persuasion by Robert Cialdini

How to Get Your Point Across in 30 Seconds or Less by Milo Frank

Never Eat Alone by Keith Ferrazzi

I also recommend the Dale Carnegie program and Toastmasters. Both teach how to talk to people. It’s a lost art, but a key element of success. In my experience, the failure to communicate effectively is a root of personal and business failure.

As for headhunters, remember that they don’t work for you. They don’t find jobs for people. They find the right people for their corporate clients. Even “consulting companies,” which I think you’re referring to, are not the best solution. You might get lucky getting others to find work for you, but you’re better off learning how to do it yourself.

Yep, it takes time. But it can be enjoyable. And once you learn to do it, no one can take it away from you. But I disagree. It’s not sales. You can’t think of it that way, or it tastes sour. You can’t create a relationship by selling. You do it by engaging someone on a subject you have in common and that’s meaningful to you.

In other words, you make a friend, and Poof! a sale has happened. Think of it as an artifact, not a process or an objective.

There’s nothing wrong with taking a position through a consulting service, or via any channel that works for you. But you know the old saw: You can feed a person, or you can teach them how to fish. I’m glad you intend to give it a shot, so you can always feed yourself.

Thanks for your compliment about CareerBuilder Is For Dopes. I’m not an analyst or numbers guy — that stuff comes hard to me. I’m always afraid I’m missing some analytical angle and getting the conclusion wrong. If an analyst like you finds it meaty and compelling, then I guess I got the analysis right!

Hang in there. Forget about selling. Think about getting to know people. Big hint: People love it when you ask them about their work. It’s a hop and a jump to asking for insight and advice. And that’s where new friendships — and new jobs — come from.

(This is one of the Q&As that didn’t make it into the Fearless Job Hunting books You’ll find almost 100 more in-your-face ways to overcome the daunting obstacles that stop other job hunters dead in their tracks in Fearless Job Hunting: The Complete Collection.)

Do you feel awkward “selling yourself?” What do you do about it? Post your fears and comments below…

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71 Years Old: Got in the door at 63 and just got a raise!

On July 1, 2013

In the July 2, 2013 Ask The Headhunter Newsletter, a reader asks whether employers hire 64 year olds:

I really enjoyed reading Too Old to Rock & Roll? My husband has great knowledge and is good at what he does. He is 64, confident and looks great.

He just interviewed, they liked him, and asked him to fill out an application. The first line asked for his date of birth. Employers can’t discriminate, but can think he’s too old and give a bogus reason for not hiring. Do you know of applicants who were hired at 64, or do you personally think that he is too old to seek employment?

Nick’s Reply

We recently heard from a 58-year-old who landed a new job. But your husband is in his sixties. I can offer you two things: Evidence that people in their sixties can get jobs. And methods to do it.

Consider this series of e-mails I received over an eight year period from a long-time subscriber, Stephanie Hunter.

over-60June 29, 2004 I have faced the job search at an advanced age and successfully defeated the age anxiety. I am a 63-year old woman, nothing special, with an M. A. in English and twenty years of progressive experience in public relations. I was suddenly outsourced from a job I loved and intended to retire from. After nine months of researching companies, training myself in the Ask The Headhunter methods, and working hard to do the job in the interview, I have — again, at age 63 — been hired into a Fortune 500 company.

I say I am “nothing special” because your readers should know anyone can do it. Often when I hear some phenomenal success story I look for the silver spoon or the uncle who was in on the ground floor, but I did this myself. With a little encouragement and a lot of help from your advice. Glad I discovered you. I will continue to read your e-mail newsletter and pass along your tips to my job-searching friends. There are plenty of them out there. Thanks.

March 14, 2006 Good morning Mr. Corcodilos: Just to let you know I found myself in your newsletter this morning (only now I am two years older!). I’ve received excellent reviews, one merit raise and — most important to me — serious job satisfaction. Thanks again for the timely and timeless advice; I read the newsletter every week and often forward sections of it.

September 11, 2007 Re: your piece today about age. Three years ago I wrote to tell you your work had inspired me to keep going and do it right. At age 66 I am still on the job, enjoying it and regularly taking on new responsibilities. Keep up the good work; no one in the business does it as well as you!

January 15, 2013 All is very well. I remain in the job we discussed; I have served for eight+ years, and my most recent review was “O” for outstanding plus a 4% raise. It’s too good to make up, and I thank my luck almost daily. Quick arithmetic will give you my current age, but there is one person on a staff of 200 who is, um, older than I!

Although I am not in the job market myself, I still pass along your new information and techniques to folks who are.

Stephanie Hunter is unusual only because she got in the door and turned her meeting into The New Interview.

I don’t think anyone is too old for employment if they can contribute to the bottom line. And I know companies that hire older workers for what they can do. Needless to say, I also know companies that discriminate and break the law. But I don’t think we can live our lives worrying what someone else’s motives are — being fearful leads to failure. Our challenge is always to inspire motives in others that enable us to achieve our own goals. That’s Fearless Job Hunting.

Your husband’s job is to inspire the belief that he will contribute to a company’s bottom line more than that he will pose a risk. Or he can collect evidence to sue for discrimination, or he can get depressed and give up and complain. He might win a suit in time, but there is no quarter in the latter.

Or, he could try this to get in the door, and to motivate an employer:

Excerpted from:
Fearless Job Hunting Book 3: Get in The Door (way ahead of your competition)

FJH-3Don’t stop at the resume.
When the resume you send to a company is added to a big stack, your odds of success drop precipitously due to competition. Managers act first on information they receive directly from trusted sources, like co-workers, friends and experts they pay for help… Your resume isn’t sufficient.

Scope the community.
Every community has a structure and rules of navigation. Figure this out by circulating. Go to a party. Go to a professional conference or training program. Attend cultural and social events that require milling around with other people… The glue that holds industries together includes lawyers, accountants, bankers, real estate brokers, printers, caterers and janitors. Use these contacts to identify members of the community you want to join, and start hanging out with them.

Meet the players and participate.
Use the social geography we just discussed to figure out the lay of the land in your industry. Which companies do business with which others? What people circulate between related companies as employees, as vendors and customers, and as consultants? Then go to professional events armed with this information, which will make you a better participant.

Ask for help.
Once you have established yourself as a member of a relevant community, gently ask for help. Gently. Never ask for a job or a job lead. Ask for introductions to people who can help you fill in the gaps in your knowledge about a company’s (or industry’s) business.

Have something useful to say.
Produce a brief business plan describing the work you will do to make a company more profitable. Now, you could put that plan into a resume and send it along. Or, you could discuss it with a person who will talk to his friend the manager about you… It’s the people, Stupid… To get in the door, you need those people to introduce you. And the manager needs someone who has a plan to get the job done. Make that person you.

Do you know anyone in their sixties (or even seventies) who has been hired or who is still happily delivering value in their job? What’s your story? Regardless of your age, what methods have you used to get in the door?

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Just how stupid is Google about interviewing?

On June 26, 2013

So I get back from a week-long trip to the San Francisco Bay Area and find a slew of e-mails from readers who wanted to share a link to this hilarious article in The Atlantic:

Google Finally Admits That Its Infamous Brainteasers Were Completely Useless for Hiring

google_arrowAnd every Ask The Headhunter reader who sent me the link offered a sarcastic remark on Google’s notorious practice of asking interview questions like this one:

How many golf balls will fit into a school bus?

Laszlo Bock, senior vice president of “people operations” at Google is quoted in the article:

“We found that brainteasers are a complete waste of time… They don’t predict anything. They serve primarily to make the interviewer feel smart.”

Well, anyone who reads Ask The Headhunter already knew that.

But in career circles, Google’s idiotic practice was of course lauded and marked as state-of-the-art interviewing technology. The emperor’s imaginary clothes were beyond reproach because, after all, it’s Google.

This revelation wouldn’t even be worth noting if not for Bock’s explanation of what Google does today in job interviews:

Bock says Google now relies on more quotidian means of interviewing prospective employees, such as standardizing interviews so that candidates can be assessed consistently, and “behavioral interviewing,” such as asking people to describe a time they solved a difficult problem.

In other words, Google’s personnel jockeys are using the same goofy “techniques” loads of other personnel jockeys use:

Standardized interviews
A list of canned questions designed to make sure everyone is inteviewed fairly and without discrimination.

Yo, Google: The point is to find the candidate who has an unfair advantage over every other candidate because they’re the best candidate — and you can’t assess that by making sure you ask every putz who shows up the very same questions. (Imagine trying that with the next five people you go on a date with.) The point in a job interview is to discriminate! To discriminate means to identify key differences and to carefully select the person that stands out as different from the rest and best suited to your needs. “Standardized inteviews” tie a manager’s hands and turn interviews into a meatgrinder.

Behavioral interviewing
This is a tried and dopey interview technique that HR consultants invented to justify their sorry existence and bloated fees. It’s named after what’s missing in the method entirely: behavior. That’s right: There is no behavior in the behavioral inteview. It’s all talk. These interviews are about what you did last year, two years ago, or sometime in your life:

So, the last three women I dated really liked me, and I bought them flowers now and then, and took them out for dinner, and listened to them tell me their problems. I’m a great guy. You can ask them. So, will you marry me?

What you did last year is not a good reason for hiring or marrying (or even dating) you. How you solved a problem two years ago tells us nothing about how you’ll tackle the specific problems and challenges a specific manager at Google is facing today. Not any more than being able to guess at what you might charge to wash all the windows in San Francisco.

Yo, Google: Ask each candidate to show you how he or she would do this job today, tomorrow, next week, next month, this year! Put them in front of the work and let them show you.

Google’s admission is no surprise. Managers who interviewed using goofy questions like, “How many barbers are there in Chicago?” were basically saying, “Search me!” about who was worth hiring. Trouble is, they’re still saying, “Search me!” when they use canned personnel jockey questions to figure out who can do the work.

Or, they could just put on one of those “arrow through the head” props and ask job applicants how they think it got there. Seems to me Google is still pretty stupid about inteviewing.

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Am I unwise to accept their first offer?

On June 17, 2013

In the June 18, 2013 Ask The Headhunter Newsletter, a job hunter worries about asking for more money:

My dream position with my dream company has just come through! The offer is good — a bit lower than I would have liked, but very good. My question is this: Do I even bother haggling over a couple thousand dollars?

I read somewhere that you should always go through at least one round of salary negotiations and that the employer actually expects it. I think I have a very good chance of getting what I ask for (especially because it’s such a small amount), but I don’t want to risk coming off as ungracious or rude.

Truly, if they don’t budge an inch, I’m still taking the job. Is it worth negotiating, or should I just accept?

Nick’s Reply

you_are_hiredI believe in enjoying happiness and not worrying whether other people think you’ve been given enough of it. Who cares what others say about “one round of salary negotiations?” If you’re happy with the offer, accept it and thank the company.

Some companies make their offer, and that’s it — they won’t budge. This company might be willing to negotiate, but you must consider what happens if they don’t. If they balk at the extra two grand, then you’re going to look weak coming back and saying, “Well, okay, then I’ll take what you offered anyway.” It says something about your request: You couldn’t justify it. And what does that say about your credibility? Remember: You’re going to work with these people. How you handle negotiations can affect how they will view you — and treat you — once you’re on board.

If the extra money really means a lot to you, then go for it. Here’s an example of how I might approach it:

How to Say It

“I believe I’m worth $2,000 more than you’re offering. But please don’t misunderstand. This is not a large difference, and I have already decided I want this job. To show you my good faith, I’ll accept your offer as is. But I’d like to respectfully ask you to consider raising it by $2,000. There are three reasons why I believe I’m worth it… But either way, I’m ready to start work in two weeks.”

It’s your judgment call. If you try this, you’d better be ready to prove your added value. By making a commitment to the company first, you establish a level of credibility that goes beyond any negotiating position.

(Some people have a hard time thinking and talking about what salary they’re looking for. This may help: How to decide how much you want. You can’t negotiate or interview effectively unless you have an objective.)

Remember that the ultimate goal of negotiating a job is not to get every last dollar you can. It’s to set the groundwork for the best possible work relationship — which is not limited to money — for the long term. That’s why it might be better to accept an offer that you’re clearly pretty happy with, and plan for how you could get that extra couple thousand as part of your first raise when you have your first review.

Congratulations on winning a good offer for a job you really want. I hope all goes well!

An expanded version of this Q&A appears in

Fearless Job Hunting | Book 9: Be The Master of Job Offers

Be ready to deal with:
 Rescinded offers, non-competes, salary surveys, counter-offers, vacation time,
Bait-and-switch, oral vs. written offers, requests for old pay stubs

Post your comments!

Do you rely on a resume to get you in the door? Does it work? What do you think makes a hiring manager invite you for an interview?

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How (not) to use a resume

On June 10, 2013

In the June 11, 2013 Ask The Headhunter Newsletter, a job hunter wants a resume template:

I need a template for a two-page resume that will help me get in the door at a company I want to approach. Can you help?

Nick’s Reply

Resumes are a weak, passive way to get in the door (or to represent yourself). Using a template or any kind of boilerplate to demonstrate your value to a company is the worst thing you can do to yourself when job hunting.

resume_packageYou’re supposed to be uniquely qualified so the company will choose you instead of some cookie-cutter drone — right? Do you really want a “template?”

But you asked, so if you insist on distracting yourself with resumes, I’m going to offer you my suggestions. If you’re going to use a resume, here are two things to think about. Understanding these points might help you see the distinction between the resume itself, and what’s behind a truly effective resume. (In the end, this distinction should reveal to you why you don’t really need a resume.)

Talk first.

First, have a substantive discussion with the person you plan to give your resume to. That is, the manager must already know you and you must know the specific needs of the manager. So, the person you give the resume to should be the hiring authority in the company you want to work for — not someone in HR and not some unknown contact. Your initial personal contact with the manager prepares you to produce a relevant resume. (Does that sound backwards? It’s not. Read on.)

Tailor to fit.

Second, the resume should accomplish one thing: Show how you’re going to solve that manager’s problems. That’s a tall order. (I’ll bet you’ve never seen a resume that does that. Few managers have, either. That’s why most of the hires they make come from truly substantive personal contacts.)

The resume needs to be tailored to the specific employer and job. That’s why job hunting isn’t easy — and it’s why you need contact with the employer first. Obviously, we’re no longer talking about resumes as a “marketing tool” but as a tool to prove you can do a specific job. This essentially voids your question and puts us into a different ball game. I never said I’d support the mindless use of a resume; just that I’d give you my suggestions.

Tailor to fit exactly.

When you write the resume, sit down and describe as best you can how you’re going to help that specific employer, and do your best to provide proof that you can pull it off. That’s hard to do in writing. There is no boilerplate (or template) that’s good enough, because every person and every employer and every job is unique. Writing such a resume is hard work, and there’s no way around it. If it were easy, every resume would produce an interview, but we know that doesn’t happen. (Have I talked you out of it yet? Maybe I’ve talked you into a whole new way of looking at job hunting without resumes.)

A resume can’t answer questions (especially if it’s muffled under the weight of 5,000 other resumes sitting on top of it). And a smart manager will be full of questions. This is why I don’t like resumes as a job hunting tool. (See The truth about resumes.) I’d rather go straight to the hiring manager and have a talk with him — but only after I’ve done my research so I can demonstrate how I’m going to bring profit to his bottom line.

The magic words are not in a resume.

How does anyone get to that manager? Well, it’s sort of a Zen thing. You can’t approach the manager until you have something useful to say to him. Heck, you don’t even know who he is. So do all the necessary homework. Talk to people who know the industry, the company, its business, the department, and other employees. FJH-3Follow this trail to talk to people who know the manager. You’ll learn a lot. And that’s how you’ll identify and meet the manager, too — through people he knows. The big bonus: After all these dialogues, you’ll know a lot about the manager’s business, and you will actually have something to say that he will be eager to hear.

Where does a resume fit into that? Why waste your time trying to figure it out? Why submit a resume when the research you must do will put you in front of the hiring manager?

Get In The Door (way ahead of your competition) is one of my 9 new Fearless Job Hunting books. It’ll take you where no resume can and get you there in person.

Do you rely on a resume to get you in the door? Does it work? What do you think makes a hiring manager invite you for an interview?

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Fearless Job Hunting: How to start a job search (+ 9 new books!)

On June 4, 2013

In the June 4, 2013 Ask The Headhunter Newsletter, a reader complains about the nagging fear that “the system” will blow up in his face:

I follow all the proper steps throughout my job search, and inevitably I hit a snag that I don’t expect. Getting a job is portrayed as this system everybody follows — employers, job hunters, personnel people, recruiters. But the truth is, even if I do what I’m supposed to do, it just blows up in my face.

I do my part, but employers drop the ball. It seems the salary range fits me, but then I find out it doesn’t. I’m ready to answer all the questions they could possibly ask about the job, and they throw me some stupid curveball! At the end of the interview, they promise an answer next week, but next month they’re still not returning my calls.

No matter how prepared I think I am, there’s this nagging fear that around the next corner is yet another surprise that’s going to blow up in my face. How is anyone supposed to use this system to get a job?

Nick’s Reply

BIG-FJH-PKGI’ve been burning the midnight oil, working on Fearless Job Hunting, a brand new set of 9 PDF books — the very best myth-busting answers from 12 years’ worth of ATH newsletters. But it’s not just reprints of Q&As.

I’ve re-written, edited, enhanced, and beefed up each Q&A. I’ve added sidebars, articles, and extra examples. I’ve created How to Say It tips. Each book delivers my very best insight and advice on the 9 toughest topics you keep asking about. So let’s get on with this week’s Q&A — and then I’ll explain how Fearless Job Hunting will help you ovecome the daunting obstacles that stop other job hunters dead in their tracks.

I’ve been saving your question for this special edition of the newsletter, because there’s no simple answer to it. The solution starts with an attitude and a strategy for landing the job you want — but it’s not in this week’s newsletter. Please click here for my advice about How to start a job search.

What you will find is a sample section from one of my 9 new PDF books in the Fearless Job Hunting series — Book One: Jump-Start Your Job Search. I hope this sample — How to start a job search — helps you orient your job search so you can stop fearing those curveballs.

Fearless Job Hunting™

I’ve published almost 500 editions of the Ask The Headhunter Newsletter, and I get lots of requests for reprints of old editions about the toughest job hunting obstacles.

My goal with these 9 new PDF books is to make you a fearless job hunter — I’d like to give you an edge, and help you anticipate and overcome the intimidating roadblocks when you’re trying to land a job, so you can stand out as the most profitable hire. (Here’s a list of the titles of each of the 9 new books.)

The question in today’s newsletter merely highlights what troubles job hunters: The broken-down employment system that every day fails employers and job hunters alike.

Success in job hunting isn’t about chasing job postings, sending resumes, and filling out endless online application forms. If any of it worked, you’d have the job you want. It’s not a step-by-step “process” for landing a job. There is no such process that works! If you’ve been participating on Ask The Headhunter, you know exactly what I mean, because it’s what we discuss every week!

In the real world, “the steps” lead to failure when you encounter daunting obstacles — the inevitable obstructions that trip you up. Either you know what to do to overcome them, or you lose.

The 9 Fearless Job Hunting books help you deal head-on with what drives you crazy. They deliver hard-core answers to the in-your-face questions no one else dares to address. Success in job hunting is about knowing what to do when you hit the wall:

A personnel manager rejects you.
Should you walk away? (Book Four)

You’re unemployed.
How do you explain it? (Book One)

A friend gives you a contact.
How do you make it pay off? (Book Three)

An employer wants your salary history.
How do you say NO to protect your ability to negotiate? (Book Seven)

It’s between you and Candidate #1.
How do you show that you’re the more profitable hire? (Book Six)

You received an offer, but a better one is pending. The first employer wants an answer now.
How do you keep your options open? (Book Nine)

The interview went well, but they’re not calling back.
What now? (Book Eight)

How you cope with these obstacles will make or break your job search, no matter how good your resume is, how clever your interview answers are, or how many jobs you’ve applied for. Learn how to be more assertive and how to maintain control in today’s insane job market.

Be fearless. Dive into your job search armed with myth-busting methods to deal with the most daunting obstacles. Get the Ask The Headhunter edge, and say hello to total control over your job search.

Think about the handful of “hit the wall” challenges I’ve listed above. Then please share your experiences: How have you dealt with one or more of them? Let’s compare your methods with some of the tips I’ll discuss from the 9 new Fearless Job Hunting books. And don’t miss the sample section of Jump-Start Your Job Search!

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Fearleass Job Hunting™ is a trademark of Nick Corcodilos.
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