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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Don’t be afraid of a C-level contact

In the September 27, 2011 Ask The Headhunter Newsletter, a job hunter says he’s got personal introductions to two C-level execs at a company where he wants to work. He worries, is it even a good idea to use them?

The CEO of my former company just gave me two of the best contacts that one could ever hope for. It turns out that he worked at the company in which I’m now interested. He gave me the direct numbers of the CEO and CIO there, and his permission to use his name liberally.

The problem is that I wouldn’t be reporting directly to either of these gentlemen. I technically fall under the CIO’s umbrella, but far removed — I want a web developer job that they have available.

Another problem is that I don’t know anyone else in this company of about 500 people. So how do I take advantage of these contacts without having the whole thing blow up in my face? Should I even try contacting them if they’re not going to be the ones to whom I’d be reporting? This might be as bad as trying to contact HR. Please advise.

My 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!)

The best thing you could do is ask your CEO buddy to call one of these people and recommend you. This is very powerful. If your old friend thinks so much of you, he should be willing to make the call.

Alternately, you could call the CIO, since that’s the area you’d be in, and say your old CEO suggested you call him. But: Do not ask for a job.

How to Say It

“Joe Smith, my former CEO at ABC Company, strongly suggested that I get in touch with you. He thinks I should consider a job at your company. I’m a web developer and I’m trying to get a deeper sense of what’s important to your company in its web presence. I don’t believe in interviewing just because there’s a job open — I like to make sure I understand a business first, and to make sure I can offer something useful and profitable. Do you have a few minutes to tell me a bit about your IT philosophy and your organization?”

Don’t ask for a job

The point is to focus on what a CIO is interested in: strategy and philosophy of IT. Then let him (or her) talk. At the end, state clearly that you’re interested in working for his company and ask if he feels you’re someone the company would be interested in.

How to Say It

“If you think it’s a good idea, I’d like to talk with someone on your web development team who can tell me more about the operation.”

If he tries to send you to HR, politely explain that you’re glad to talk with HR, but first you’d like to get more information about the web work being done there. Here’s how to say it:

(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!)

Note that you’re not trying to apply for a job through the CEO or CIO. The goal is to use your old CEO’s personal contacts to help you develop the relevant contacts you need in this company — in the IT department — not just to apply for a job.

Use the contact to make better contacts

Don’t be afraid of a C-level contact, and don’t feel awkward making these calls. You’ve been introduced. Talk shop with these execs, not about applying for a specific job. Use your conversations to learn about them and to expand your circle of contacts. Then ask for referrals to others in the company who can talk shop with you, and you’ll be in the door before you know it.

It’s almost always best, when you’re talking to someone higher up than you, to ask for advice and guidance. Use those exact words:

How to Say It

“I’d like to ask you for a little advice and guidance about how someone with my skills could help your web development team be even more successful.”

Have you ever used an executive contact to get ahead? If you’re an exec, have you given this kind of help? This is a topic that doesn’t get much discussion because many people feel awkward about making that call to an exec. How do you get over the hump?

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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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Bankrupt & Unemployed: How to Say It

In the last post, Bankrupt & Unemployed: Will a background check doom me?, we discussed how a reader who is applying for a job (and who is qualified) might overcome obstacles that come up when the employer does a background check. Problems like bankruptcy triggered by long-term unemployment — and a year-old DUI (driving while intoxicated) violation.

Knowing what to do is one thing. Facing the employer and knowing what to say — and being able to say it — is something else. In this edition, let’s discuss How to Say It.

There are two keys to convincing an employer to take a chance on you:

  1. Personal recommendations from credible people who know your character and your work ethic.
  2. A clear commitment — which the employer will never ask for, but which you must offer in order to get a job offer. To find out what that commitment should be, please watch the video.

What would you say to a hiring manager to get past such obstacles? And if you’re a manager, what would a candidate need to say and do to convince you to give him or her a chance?
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Bankrupt & Unemployed: Will a background check doom me?

In the September 13, 2011 Ask The Headhunter Newsletter, a reader asks:

I have a challenge that I’m not sure I can overcome very easily in this job environment. I was forced to file bankruptcy due to long-term unemployment. I also received a DUI (“driving under the influence”) about a year ago. I’m afraid that, despite my qualifications, prospective employers may reject me after they do a background check. Any suggestions on how I can overcome this challenge?

My reply:

Here’s the video version of my advice, and below it is the printed version. (I don’t do videos from a script, so this is not a literal transcript.)

1. Avoid job hunting tools that can’t defend you.

Your resume cannot defend you when a manager sees a problem and wonders how it would affect his business. Nor can an online application form. Only someone who knows you can defend you and override objections by emphasizing how you’ll deliver benefits to an employer.

So the answer is clear: Invest most of your time getting someone who is credible and who respects you to contact the employer and recommend you. It’s not easy. But it’s the best tactic. A reference doesn’t have to be your former boss. It might be another manager from your old company who knows your work ethic, or even a customer or consultant. But it must be someone who will make the call and stick their neck out for you. (I know it might be painful to make such a request. But you’re in a painful situation, and like I said, you have to have the stomach for this.)

2. Help the employer focus on what matters most.

The employer is right to be worried. Any red flags pose a risk to his business. So it’s up to you to help the employer stop worrying. Be honest and candid about your bankruptcy and your DUI. But don’t dwell on them. Quickly focus the employer on your clear commitment to help him make his operation more successful. In other words, distract him from your problems in a way that engages him in what matters: his success. Show him that you’re worth taking a chance on.

(This is where some of my advice is omitted. To get the whole story next week, subscribe to the newsletter. It’s free! Don’t miss another edition!)… 

Just remember: The manager who hires you deserves this kind of effort from you, because he needs convincing. He won’t ask you to do it. You must volunteer.

The economy sucks, and losing a job opportunity because you’ve got problems in your personal or work history sucks even more. What if you’re qualified and have a solid work ethic? Should an employer reject you because you were forced to file bankruptcy due to unemployment? How about a DUI violation? Should it hamper getting hired? How would you handle this?

UPDATE: In part 2 of this pair of posts, learn How to Say It — and about the almost-magic commitment you can make that can move a manager from “No way!” to “I’m willing to take a chance on you!” Please check Bankrupt & Unemployed: How to Say It.

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Military transition & discipline

My office is nice and cozy. I have a big cherry-wood desk and a great chair. Views of woods and grass through lots of big windows. It’s a peaceful habitat.  No one bothers me. I know I’m safe, and in a few hours I’m gonna see my wife and kids. So now I’m going to try and show my gratitude to one guy who foregoes everything I just described, every day and every hour, to ensure that I can enjoy what I have all day long, every day. That, and my thanks, won’t make him one bit safer where he is, but I hope maybe it’ll help him through his military transition into a good job when he returns home.

military transitionQuestion

Nick,

I’ve thoroughly enjoyed reading your blog in my free time over the past week. I’m a Captain in the US Army, currently stationed in Iraq and making the transition to civilian life in the next 6 months. I was wondering if you had any tips for someone in this unique situation that could smooth the transition from a mid-level military officer to a managerial or leadership position in the business world?

I’m currently serving in the Logistics branch, so I believe my skill set will translate well, but I need some pointers on how to sell it. As officers, we are bombarded with spam from headhunting firms and database job mills (often to our professional email addresses). The majority of my peers have used these services with mixed results. Perhaps you could give some guidance in one of your upcoming posts?

Thanks for your time,

Kevin W. Ryan
CPT, LG
ISF Logistician

Nick’s Reply

Hi, Captain Ryan,

Thanks for what you and all our military do for us — I’m glad to offer any advice I can, hoping it might be useful.

Here’s the best initial suggestion I can make to you:

  • Don’t go looking for open jobs.
  • Avoid the job postings and ads.

If it’s open and posted, the competition is already so huge that your odds of success have dropped like a rock. The quality of your credentials and skills is almost irrelevant because the systems (human and otherwise) used to sort through applicants is not good at separating signal from noise.

Your best bet is to figure out what you’d like to do, and who you’d like to work for. Start with industry — which one? It helps to start with good targets. Don’t waste time with second-tier companies. Start with the best, the shining lights, whether they’re big or small. Research their operations, figure out what job functions might match your skills and interests. (Don’t get too specific. Like the guy said, most of what we know we learned in Kindergarten. The rest is about riding a fast learning curve without falling off.) The key is that it’s up to you to map your skills onto the work, as best you can.

That’s how you pick the job(s) in the company — not from ads.

Once you’ve selected a handful of companies, and identified some functions and jobs, you need to make new friends. Something like 40-70% of jobs are found and filled through personal contacts. So don’t waste time with other channels. The next task is to work backwards from contacts you already have, and ones you can develop quickly, to meet and talk with insiders — people connected to each target company. They need not be employees. They might be vendors, customers, attorneys, accountants, landlords, bankers, etc. Find them any way you can — one good way is business articles about the company. Look for names of such folks. Google them, email them, call them. Be brief and respectful. Explain you’re considering working for company X, and you know they do business with X, and you’d like their insight and advice. Have a few good, friendly questions to ask about the company.

You score when the person personally refers you to someone in the company for more information. That’s when the real fun starts.

Use these introductions (you need only a handful, and you may have to talk to lots of folks to get them) to more closely map yourself to the work and function in the company. The best way to tackle this is to ask:

“What problems and challenges is your company facing in [logistics, purchasing, marketing, whatever]? Can you give me a little insight? I’m interested in working for your company, but I haven’t yet identified where I can contribute the most to the bottom line.”

It takes only one savvy manager to hear the words bottom line, and you’re in.

This is actually a lot of fun, because you’re meeting new people, learning new things, and getting into the circle you want to be part of. If you’ve got six months, I encourage you to start now. It takes time. But it’s the only reliable way to get in the door and find the job right for you.

Employers are lousy at figuring out what to do with job applicants. Most of the time, they realize people are just looking for a job, any job. If you start by picking an industry, a handful of companies, and then focus on mapping yourself onto a company’s challenges — that’s how you use your brain to create your own job opening. More likely, you’ll identify something that’s about to come open, and you’ll be the first candidate to interview. No competition. And due to the research you’ve already done, your motivation will translate into very effective dialogue in interviews. While your competition is answering questions like, “What’s your greatest weakness? If you could be any animal, what animal would you be?”, you’ll be busy explaining how you think you could add 10% to the department’s bottom line. Big difference!

Do me a favor and stay in touch. I’m glad to help. You’re ahead of the pack already because you took time to make contact in the business world. Keep doing that. Reach out to insiders in your target industry and companies. Forget the job applications and resumes. Do this right, and you won’t need a resume. The conversations you have will evolve straight into interviews.

You might have noticed that I didn’t mention military transition once except in the title of this post. That’s because the same methods that work for everyone else will work for you, because this is all about delivering profitable work, no matter where you’re coming from.

The edge you have is discipline. The military has given you that in spades. It’s something every job hunter in the civilian world needs, because roaming the job boards isn’t a task. Identifying your objective, focusing on it, pursuing it, and not stopping until you attain it requires… well, you get it. You don’t need to transition. Just apply your discipline to the task at hand and don’t abandon what you learned in the Army about getting the job done. Not to be rude, but civilians won’t be much competition.

Start with The Basics: Pick your targets. You know the old saying, you can’t get there if you don’t know where there is.

Be safe. I’ll be thinking about you.

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Get paid to interview for a job?

It’s always interesting when someone comes up with a new approach to recruiting. Imagine getting paid to go on a job interview. Clever, eh? CIO magazine reports that a Recruiting Firm Pays Candidates for Job Interviews.

Help me work through the logic. Notchup.com suggests that the best people are busy at their jobs, and they probably don’t search for jobs or post their resumes online. Makes sense to me. So, Notchup will help employers attract these people. (The fundamental issue here is the distinction between attracting people, and going out and finding the ones you really want. Notchup doesn’t deal with that, but that’s for another column.) Notchup serves as a go-between, allowing companies to offer money to these desirable folks to come in for a job interview. So far, it’s interesting. Notchup lets hard-to-find candidates fill out a form about themselves and post information so the process can get started… And that’s where we hit the wall. Read more